{"id":756,"date":"2022-05-18T09:02:52","date_gmt":"2022-05-18T09:02:52","guid":{"rendered":"https:\/\/deogiricollege.org\/iqac\/?page_id=756"},"modified":"2022-12-31T12:13:16","modified_gmt":"2022-12-31T12:13:16","slug":"governance-leadership-and-management","status":"publish","type":"page","link":"https:\/\/deogiricollege.org\/iqac\/governance-leadership-and-management\/","title":{"rendered":"Governance, Leadership and Management"},"content":{"rendered":"
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6.1 Institutional Vision and Leadership <\/strong><\/span><\/p>\n\n\n\n\n\n\n
Criteria No.<\/span><\/th>\nCriteria<\/span><\/th>\nLinks<\/span><\/th>\n<\/tr>\n<\/thead>\n
6.1.1<\/strong><\/td>\nThe governance of the institution is reflective of and in tune with the vision and mission of the institution<\/strong><\/td>\nView Document<\/a><\/strong><\/td>\n<\/tr>\n
6.1.2<\/strong><\/td>\nThe effective leadership is visible in various institutional practices such as decentralization and participative management<\/strong><\/td>\nView Document<\/a><\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

6.2 Strategy Development and Deployment <\/strong><\/span><\/p>\n\n\n\n\n\n
6.2.1<\/strong><\/td>\nThe institutional Strategic\/ perspective plan is effectively deployed <\/strong><\/td>\nView Document<\/a><\/strong><\/td>\n<\/tr>\n
6.2.2<\/strong><\/td>\nThe functioning of the institutional bodies is effective and efficient as visible from policies, administrative setup, appointment and service rules, procedures, etc.<\/strong><\/td>\nView Document<\/a><\/strong><\/td>\n<\/tr>\n
6.2.3<\/strong><\/td>\nImplementation of e-governance in areas of operation<\/strong><\/p>\n

1. Administration
\n2. Finance and Accounts
\n3. Student Admission and Support
\n4. Examination
\nOptions:
\nA. All of the above
\nB. Any 3 of the above
\nC. Any 2 of the above
\nD. Any 1 of the above
\nE. None of the above<\/td>\n

View Document<\/a><\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

6.3 Faculty Empowerment Strategies <\/strong><\/span><\/p>\n\n\n\n\n\n\n\n
6.3.1<\/strong><\/td>\nThe institution has effective welfare measures for teaching and non-teaching staff<\/strong><\/td>\nView Document<\/a><\/strong><\/td>\n<\/tr>\n
6.3.2<\/strong><\/td>\nAverage percentage of teachers provided with financial support to attend conferences\/workshops and towards membership fee of professional bodies during 2021-2022<\/strong><\/td>\nView Document<\/a><\/strong><\/td>\n<\/tr>\n
6.3.3<\/strong><\/td>\nAverage number of professional development \/administrative training programs organized by the institution for teaching and non teaching staff during 2021-2022<\/strong><\/td>\nView Document<\/a><\/strong><\/td>\n<\/tr>\n
6.3.4<\/strong><\/td>\nAverage percentage of teachers undergoing online\/ face-to-face Faculty Development Programmes (FDP) during 2021-2022
\n(Professional Development Programmes, Orientation \/ Induction Programmes, Refresher Course, Short Term Course etc.)
\n6.3.4.1. Total number of teachers attending professional development Programmes viz., Orientation \/ Induction Programme, Refresher Course, Short Term Course year wise during 2021-2022<\/strong><\/td>\n		View Document<\/a><\/strong><\/td>\n<\/tr>\n
6.3.5<\/strong><\/td>\nInstitutions Performance Appraisal System for teaching and non-teaching staff
\n<\/strong><\/td>\n		View Document<\/a><\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

6.4 Financial Management and Resource Mobilization <\/strong><\/span><\/p>\n\n\n\n\n\n
6.4.1<\/strong><\/td>\nInstitution conducts internal and external financial audits regularly<\/strong><\/td>\nView Document<\/a><\/strong><\/td>\n<\/tr>\n
6.4.2<\/strong><\/td>\nFunds \/ Grants received from non-government bodies, individuals, philanthropers during 2021-2022 (not covered in Criterion III)<\/strong><\/td>\nView Document<\/a><\/strong><\/td>\n<\/tr>\n
6.4.3<\/strong><\/td>\nInstitutional strategies for mobilisation of funds and the optimal utilisation of resources
\n<\/strong><\/td>\n		View Document<\/a><\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

6.5 Internal Quality Assurance System <\/strong><\/span><\/p>\n\n\n\n\n\n
6.5.1<\/strong><\/td>\nInternal Quality Assurance Cell (IQAC) has contributed significantly for institutionalizing the quality assurance strategies and processes <\/strong><\/td>\nView Document<\/a><\/strong><\/td>\n<\/tr>\n
6.5.2<\/strong><\/td>\nThe institution reviews its teaching learning process, structures & methodologies of operations and learning outcomes at periodic intervals through IQAC set up as per norms and recorded the incremental improvement in various activities
\n( For first cycle – Incremental improvements made for the preceding five years with regard to quality. <\/strong><\/strong>For second and subsequent cycles – Incremental improvements made for the preceding five years with regard to quality and post accreditation quality initiatives )<\/td>\n		View Document<\/a><\/strong><\/td>\n<\/tr>\n
6.5.3<\/strong><\/td>\nQuality assurance initiatives of the institution include: 1. Regular meeting of Internal Quality Assurance Cell (IQAC); Feedback collected, analysed and used for improvements
\n2. Collaborative quality intitiatives with other institution(s)
\n3. Participation in NIRF
\n4. any other quality audit recognized by state, national or international agencies (ISO Certification, NBA)
\nOptions:
\nA. All of the above
\nB. Any 3 of the above
\nC. Any 2 of the above
\nD. Any 1 of the above
\nE. None of the above
\n<\/strong><\/td>\n		View Document<\/a><\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<\/div><\/div>