NAAC Revised Norms Procedures Criteria 6 Governance Leadership

NAAC Revised Norms & Procedures “ Criteria 6” Governance, Leadership and Management ++ A Mrs. Bhanusree Yalamanchili Dept. of CSE VNR Vignana Jyothi Institute of Engineering and Technology, Hyderabad email ID: bhanusree_y@vnrvjiet. in

Governance, Leadership and Management (GLM) • Effective functioning of an institution can be gauged by Vision, Mission, Planning, Policies and Practices it has evolved in: ü Human resources ü Recruitment ü Training ü Performance appraisal ü E-governance ü Financial management ü Quality initiatives • GLM is the driving force for any institution/organization to excel and also achieve A++ in NAAC.

Governance, Leadership and Management Criteria Key Indicators 6. 1 Institutional Vision and Leadership Governance, Leadership and Management 6. 2 Strategy Development and Affiliated/ Constituent college University Autonomous 10 10 30 30 30 20 20 20 30 30 30 100 100 10 Deployment 6. 3 Faculty Empowerment Strategies 6. 4 Financial Management and Resource Mobilization 6. 5 Internal Quality Assurance System Total • Key indicators in this Criteria : 5/34 • Total Metrics : 19/136 • Qualitative : 12/38 • Quantitative 7/98 weightage of 63 weightage of 37

Understanding Criteria 6 Curricular aspects Institutio nal values & Best practices Governance Leadership and Management Student support & Progressi on Teaching. Learning & Evaluatio n Research Innovatio n & Extension Infrastruc ture and Learning Resources

KI: 6. 1 Institutional Vision and Leadership • The formal and informal arrangements in the institution to co-ordinate the academic and administrative planning and implementation 6. 1. 1 Q l. M 6. 1. 2 Q l. M The governance of the institution is reflective of an effective leadership in tune with the vision and mission of the Institution Describe the vision and mission statement of the institution on the nature of governance, perspective plans and participation of the teachers in the decision making bodies of the institution within a maximum of 500 words The institution practices decentralization and participative management Upload a case study showing practicing decentralisation and participative management in the institution in not more than 500 words 5 5

KI: 6. 2 Strategy Development and Deployment • • • Formulation of development objectives, Guidelines with specific planning for academic and administrative growth Perspective/ Strategic planning 6. 2. 1 Ql. M 6. 2. 2 Ql. M Perspective/Strategic plan and deployment documents are available in the institution Describe one activity successfully implemented based on the strategic plan within a maximum of 500 words Organizational structure of the Institution including governing body, administrative setup, and functions of various bodies, service rules, procedures, recruitment, promotional policies as well as grievance redressal mechanism Describe the Organogram of the Institution within a maximum of 500 words 2 2

KI: 6. 2 Strategy Development and Deployment 6. 2. 3 Qn. M 6. 2. 4 Ql. M Implementation of e-governance in areas of operation Planning and Development Administration Finance and Accounts Student Admission and Support Examination Name of the Vendor with contact details Year of implementation File Description (Upload) ERP (Enterprise Resource Planning) Document Screen shots of user interfaces Any additional information Details of implementation of e-governance in areas of operation Planning and Development, Administration etc (Data Template) Effectiveness of various bodies/cells/committees is evident through minutes of meetings and implementation of their resolutions Describe one activity successfully implemented based on the Minutes of the meetings of various Bodies/ Cells and Committees within a maximum of 500 words 4 2

KI: 6. 3 Faculty Empowerment Strategies • • • Planning Human resources, Recruitment, Welfare measures Performance appraisal Professional development Programs(FDPs, Conferences, Workshops) 6. 3. 1 The institution has effective welfare measures for teaching and non-teaching staff Ql. M Provide the list of existing welfare measures for teaching and non-teaching staff in maximum of 500 words 9 6. 3. 2 Average percentage of teachers provided with financial support to attend conferences / workshops and towards membership fee of professional bodies Qn. M during the last five years Number of teachers provided with financial support to attend conferences / workshops and towards membership fee of professional bodies year wise during last five years 6

KI: 6. 3 Faculty Empowerment Strategies 6. 3. 3 Average number of professional development / administrative training programs Qn. M organized by the Institution for teaching and non teaching staff during the last five years 6. 3. 3. 1: Total number of professional development / administrative training Programmes organized by the Institution for teaching and non teaching staff year wise during last five years 6. 3. 4 Average percentage of teachers attending professional development Programmes viz. , Orientation Programmes, Refresher Course, Short Term Qn. M Course, Faculty Development Programmes during the last five years 6. 3. 4. 1: Total number of teachers attending professional development Programmes, viz. , Orientation Programme, Refresher Course, Short Term Course, Faculty Development Programmes year wise during last five years 5 5 6. 3. 5 Institution has Performance Appraisal System for teaching and non-teaching Ql. M staff Describe the functioning status of the Performance Appraisal System for teaching and non-teaching staff within a maximum of 500 words 5

KI: 6. 4 Financial Management and Resource Mobilization • • • Budgeting and optimal utilization of finance Mobilization of resources Regular Internal and External Auditing 6. 4. 1 Institution conducts internal and external financial audits regularly 4 Q l. M Enumerate the various internal and external financial audits carried out during the last five years with the mechanism for settling audit objections within a maximum of 500 words 6. 4. 2 Funds / Grants received from non-government bodies, individuals, Qn. M philanthropers during the last five years (not covered in Criterion III) (INR in Lakhs) 8 6. 4. 3 Institutional strategies for mobilisation of funds and the optimal utilisation Ql. M of resources Describe the resource mobilisation policy and procedures of the Institution within a maximum of 500 words 8

KI: 6. 5 Internal Quality Assurance System (IQAS) • • • Aimed at continuous improvement of quality and achieving academic excellence Academic and Administrative auditing IQAC and its participatory approach in managing its provisions 6. 5. 1 Q l. M 6. 5. 2 Q l. M Internal Quality Assurance Cell (IQAC) has contributed significantly for institutionalizing the quality assurance strategies and processes 8 Describe two practices institutionalized as a result of IQAC initiatives within a maximum of 500 words The institution reviews its teaching learning process, structures & 8 methodologies of operations and learning outcomes at periodic intervals through IQAC set up as per norms Describe any two examples of institutional reviews and implementation of teaching learning reforms facilitated by the IQAC within a maximum of 500 words each

KI: 6. 5 Internal Quality Assurance System (IQAS) 6. 5. 3 Average number of quality initiatives by IQAC for promoting quality culture per year Q n. M 6. 5. 4 Qn. M Quality assurance initiatives of the institution include: 1. Regular meeting of IQAC, timely submission of AQAR to NAAC; Feedback collected, analysed and used for improvements 2. Academic Administrative Audit (AAA) and initiation of follow up action 3. Participation in NIRF 4. ISO Certification 5. NBA or any other quality audit 6. 5. 5 Incremental improvements made during the preceding five years (in case of first cycle) Ql. M Post accreditation quality initiatives (second and subsequent cycles) Describe quality enhancement initiatives in the academic and administrative domains successfully implemented during the last five years within a Maximum of 500 words each 3 6 5

Essential Metrics for Criteria 6 • All Qualitative Metrics are essential • Among 7 Quantitative metrics 2 are essential 6. 3. 4 Average percentage of teachers attending professional development Programmes 6. 5. 4 Quality assurance initiatives of the institution include: 1. Regular meeting of IQAC, timely submission of AQAR to NAAC; Feedback collected, analysed and used for improvements 2. Academic Administrative Audit (AAA) and initiation of follow up action 3. Participation in NIRF 4. ISO Certification 5. NBA or any other quality audit

Cheat sheet Conduct Academic and Administrative Audit Identify Strong, Weak and Very Weak metrics Yes Very Weak Essential Metric No Not a million Dollar question Strong Weak Plan and execute immediately the quality initiatives to strengthen the metric Opt out the metrics for<=50

Beyond SSR • All Committees (Statutory and Non Statutory bodies) should be active and minutes to be recorded – will demonstrate the decentralization • The Campus should exhibit the Vision, Mission, Quality Policy, Core values, Organogram etc. • The 3 P’s ( Premises, People and Process ) should exhibit the GLM principles to the core level • Books/ Documents showing institute’s policies, procedures, achievements, activities, rules, student activities , outreach programs, extension activities etc. should be prepared.

Email: bhanusree_y@vnrvjiet. in 16