Shri Shivaji Education Society,Amravati's
Question No. | Question | Weightage | Response | Data Template | View Documents | Any other information | Remarks |
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6.1.1 | The governance of the institution is reflective of and in tune with the vision and mission of the institution | View | View | ||||
6.1.2 | The effective leadership is visible in various institutional practices such as decentralization and participative management | View | View | ||||
6.2.1 | The institutional Strategic / Perspective plan is effectively deployed | View | View | ||||
6.2.2 | The functioning of the institutional bodies is effective and efficient as visible from policies, administrative setup, appointment and service rules, procedures, etc. | View | View | ||||
6.2.3 | Implementation of e-governance in areas of operation 1.Administration 2.Finance and Accounts 3.Student Admission and Support 4.Examination |
View | View | View | |||
6.3.1 | The institution has effective welfare measures for teaching and non-teaching staff | View | |||||
6.3.2 | Average percentage of teachers provided with financial support to attend conferences/workshops and towards membership fee of professional bodies during the last five years | View | View | ||||
6.3.3 | Average number of professional development /administrative training programs organized by the institution for teaching and non-teaching staff during the last five years | View | View | View | |||
6.3.4 | Average percentage of teachers undergoing online/ face-to-face Faculty Development Programmes (FDP) during the last five years (Professional Development Programmes, Orientation / Induction Programmes, Refresher Course, Short Term Course). | View | View | View | |||
6.3.5 | Institutions Performance Appraisal System for teaching and non-teaching staff | View | View | ||||
6.4.1 | Institution conducts internal and external financial audits regularly | View | View | ||||
6.4.2 | Funds / Grants received from non-government bodies, individuals, philanthropers during the last five years (not covered in Criterion III) | View | View | View | |||
6.4.3 | Institutional strategies for mobilisation of funds and the optimal utilisation of resources | View | View | ||||
6.5.1 | Internal Quality Assurance Cell (IQAC) has contributed significantly for institutionalizing the quality assurance strategies and processes | View | View | ||||
6.5.2 | The 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 ( For first cycle - Incremental improvements made for the preceding five years with regard to quality For second and subsequent cycles - Incremental improvements made for the preceding five years with regard to quality and post accreditation quality initiatives ) | View | View | ||||
6.5.3 | Quality assurance initiatives of the institution include: 1.Regular meeting of Internal Quality Assurance Cell (IQAC); Feedback collected, analysed and used for improvements 2.Collaborative quality intitiatives with other institution(s) 3.Participation in NIRF 4.any other quality audit recognized by state, national or international agencies (ISO Certification, NBA) | View | View |