{"id":654,"date":"2021-10-06T04:21:50","date_gmt":"2021-10-06T04:21:50","guid":{"rendered":"http:\/\/srmphomesc.in\/?page_id=654"},"modified":"2021-10-12T06:03:19","modified_gmt":"2021-10-12T06:03:19","slug":"criterion-6","status":"publish","type":"page","link":"https:\/\/srmphomesc.in\/?page_id=654","title":{"rendered":"Criterion 6"},"content":{"rendered":"

Criterion 6 \u2013 Governance, Leadership and Management<\/h3>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
Criteria No.<\/th>\nCriteria Description<\/th>\nSSR Documents<\/th>\n<\/tr>\n<\/thead>\n
6.1 Institutional Vision and Leadership<\/th>\n<\/tr>\n<\/thead>\n
6.1.1 (Ql<\/sub>M)<\/td>\nThe governance of the institution is reflective of and in tune with the vision and mission of the institution<\/td>\n\n
6.1.2 (Ql<\/sub>M)<\/td>\nThe effective leadership is visible in various institutional practices such as decentralization and participative management<\/td>\n\n
6.2 Strategy Development and Deployment<\/th>\n<\/tr>\n<\/thead>\n
6.2.1 (Ql<\/sub>M)<\/td>\nThe institutional Strategic\/perspective plan is effectively deployed.<\/td>\n\n
6.2.2 (Ql<\/sub>M)<\/td>\nThe functioning of the institutional bodies is effective and efficient as visible from policies, administrative setup, appointment and service rules, procedures, etc.<\/td>\n\n
6.2.3 (Qn<\/sub>M)<\/td>\nImplementation of e-governance in areas of operation<\/td>\n\n
6.3 Faculty Empowerment Strategies<\/th>\n<\/tr>\n<\/thead>\n
6.3.1 (Ql<\/sub>M)<\/td>\nThe institution has effective welfare measures for teaching and non- teaching staff<\/td>\n\n
6.3.2 (Qn<\/sub>M)<\/td>\nAverage percentage of teachers provided with financial support to attend conferences\/workshops and towards membership fee of professional bodies during the last five years<\/td>\n\n
6.3.3 (Qn<\/sub>M)<\/td>\nAverage number of professional development \/administrative training programs organized by the institution for teaching and non teaching staff during the last five years<\/td>\n\n
6.3.4 (Qn<\/sub>M)<\/td>\nAverage percentage of teachers undergoing online\/ face-to-face Faculty Development Programmes (FDP) during the last five years<\/td>\n\n
6.3.5 (Ql<\/sub>M)<\/td>\nInstitution\u2019s Performance Appraisal System for teaching and non- teaching staff<\/td>\n\n
6.4 Financial Management and Resource Mobilization<\/th>\n<\/tr>\n<\/thead>\n
6.4.1 (Ql<\/sub>M)<\/td>\nInstitution conducts internal and external financial audits regularly<\/td>\n\n
6.4.2 (Ql<\/sub>M)<\/td>\nInstitution conducts internal and external financial audits regularly<\/td>\n\n
6.4.3 (Ql<\/sub>M)<\/td>\nInstitutional strategies for mobilisation of funds and the optimal utilisation of resources<\/td>\n\n
6.5 Internal Quality Assurance System (IQAS)<\/th>\n<\/tr>\n<\/thead>\n
6.5.1 (Ql<\/sub>M)<\/td>\nInternal Quality Assurance Cell (IQAC) has contributed significantly for institutionalizing the quality assurance strategies and processes<\/td>\n\n
6.5.2 (Ql<\/sub>M)<\/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<\/td>\n\n
6.5.3 (Qn<\/sub>M)<\/td>\nQuality assurance initiatives of the institution include:<\/p>\n
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  1. Regular meeting of Internal Quality Assurance Cell (IQAC); Feedback collected, analysed and used for improvements<\/li>\n
  2. Collaborative quality initiatives with other institution(s)<\/li>\n
  3. Participation in NIRF<\/li>\n
  4. Any other quality audit recognized by state, national or international agencies (ISO Certification, NBA)<\/li>\n<\/ol>\n<\/td>\n
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