IQAC - SSR - Criterion 6
Criterion 6 - Governance, Leadership and Management
6.1. Institutional Vision and Leadership
6.1.1 The institutional governance and leadership are in accordance with the vision and mission of the Institution and it is visible in various institutional practices such as NEP implementation, sustained institutional growth, decentralization, participation in the institutional governance and in their short term and long term Institutional Perspective Plan.
Response:
In accordance with the Quality Policy of the institution, the governance of the institution is reflective of effective leadership in tune with the vision, mission and core values of the institution .
VISION
“Our vision is to foster potential for academic excellence, establish skill enrichment and inculcate human values and professional ethics in the students to make them humanist leaders with a sense of public responsibility for their contributions to ensure better future for all, besides developing this institution into a deemed-to-be university in future.”
MISSION
Our missionis is to offer diverse U.G. programs to the students, in addition to the core values being
- Respect for the rights, differences, and dignity of fellow men
- Honesty and integrity in thought and action
- Conscientious pursuit of excellence in one’s effort
- Accountability for actions and conduct in work-life balance
GOVERNANCE
Effective management of the institution depends on implementing best practices in Accountability and Transparency, Compliance with Rules and Laws, Providing Service with a Smile, Promoting Togetherness and an Equitable Approach, Ensuring Efficiency with Proficiency, and Emphasizing Decentralization and Participatory Administration. The organizational structure is determined by the Board of Governors, chaired by the Honorable Minister for Tribal Welfare, Government of Telangana. The Secretary, appointed by the Government of Telangana, oversees and manages the affairs of the TTW institutions. At the institutional level, the principals adhere to the norms set by the Secretary, TTWREIS (Gurukulam), Government of Telangana.
Admissions and Exams: Admissions online through Degree Online Services, Telangana, are handled by college DOST Coordinator and Examinations and Results by the Coordinator of Exam Branch of the College.
The College Central Library facilities offered to students and faculty members allowed them to access the resources of the central library with updated knowledge.
The Department of Physical education looks after the Annual Academic Calendar of Sports and Games besides making students take part in Inter-collegiate, university, state and international competitions.Students are actively participating in various activities through NCC and NSS Units .
CGC: Telangana Academy for Skill and Knowledge college wing offers employability skills to students in the college .CGC finds avenues for placements.
In support of Quality Policy and Feedback Analysis, our college performs the Perspective/Strategic Plan and deploys the documents concerned.
Decentralization:
In our college, decentralization involves distributing authority throughout the hierarchy to ensure active involvement of all employees in providing high-quality services. The Principal, Administrative Office, and full-time teachers hold ultimate authority and are responsible for adhering to expectations and rules set by higher-ups. Academic functions are decentralized through the Principal, Vice Principal, and IQAC Coordinator, overseeing admissions, academics, exams, and results. Overall, delegation of powers reflects the college's organizational structure.
Level 1: Principal and Administrative Office:
Level 2: College Vice Principal and Placement Officer
Level 3: Academic Staff Council
Level 4 : Different committees
Level 5: :Class representatives
Net Outcome: The decentralization and participative administration and supervision results in quality policy sustenance and brighter placement prospects, which results in the production of responsible citizens to serve the nation.
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6.2. Strategy Development and Deployment
6.2.1 The institutional perspective plan is effectively deployed and functioning of the institutional bodies is effective and efficient as visible from policies, administrative setup, appointment, service rules, and procedures, etc
Response:
Perspective Plan: A specimen of the cross-section of the College Perspective Plan possesses:
The assimilating characteristics of imparting holistic education for appropriate placement opportunities, making use of the Linkages and the MoUs on-the-go in respect of their objectives and operative performance, supplementing global standards of the teaching-learning methodologies, inculcating social responsibility and empowering men are ensured to conserve link with the college vision, mission and core values with due emphasis on student-centric approach to enable them to attain stress-free perceptions and cemented foundations of higher education in their pursuit of knowledge keeping in track with the U.G. programs they choose.
The perspective and strategic plan of the college is definitely inclusive of: quality promotion of Academic Excellence involving curriculum through Traditional Methodologies using ICT. and Extra- Curricular Activities in respect of building competencies, introducing New Courses, sprouting leadership qualities, inculcating multicultural and ethical values, life-like communication skills, improvising self- learning and self-earning techniques, an impetus for entrepreneurial skills and Accountability, critical thinking patterns and creative genius inspirations, however novel and abnormal the ideas may generate for the time being, to engage in Information Transfer The Perspective Plan of the college is not devoid of: public engagement, Women Empowerment, Helping Attitude, Outreach programs to Community Welfare, Student Diversity, dreaming of bigger things to get self-motivated and become energized psychologically first and physically next, and realizations of goals at the end sooner or later, but for sure!
Infrastructural Development: to meet student expectation and maintain the quality policy, Enhancing space for a greater number of student enrolment through Admissions, offering work culture upto the expectations of the higher-ups in the Hierarchy of the Government, the local community and society, and to the satisfaction of the students.
One last entity in the Perspective Plan is that the institution desires to become a Deemed-to-Be University to allow itself to prepare responsible citizens of this country and be their own Judges!
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Institutional perspective Plan and deployment documents on the website |
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6.2.2 Institution implements e-governance in its operations
- Administration
- Finance and Accounts
- Student Admission and Support
- Examination
Response: B. 3 of the above
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Screen shots of user interfaces of each module reflecting the name of the HEI |
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Institutional expenditure statements for the budget heads of e-governance implementation ERP Document |
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Annual e-governance report approved by the Governing Council/ Board of Management/ Syndicate Policy document on e-governance |
6.3. Faculty Empowerment Strategies
6.3.1 The institution has performance appraisal system, effective welfare measures for teaching and non- teaching staff and avenues for career development/progression
Response:
Effective welfare measures are catalysts and promoters to enhance the work ethics and work culture of any employee, as is the case with the staff of our institution, which is ready to extend its offer of privileges to respect their integrity and to be an aid to their job satisfaction, which results in the betterment of standards in the discharge of duties concerned on their part.
Our institution bears in mind and executes the very thought of providing effective welfare measures duly sanctioned by the Government of Telangana through Tribal welfare Department. Most of the teaching and non-teaching staff are government employees and are thus labelled regular, duly privileged with
- Our institute offers various types of leaves to attend Faculty Development Program (FDP), Refresher Course, and Orientation Programs Short Term Courses and Workshops Seminars and Conferences Provision on a duty basis once in a year;
- Female employees are eligible for maternity leave.
- Staff is provided with Casual Leave, Compensation Casual Leave and Medical Leave.
- Staff can participate in the provident fund scheme as per government provisions.
- Casual Leave Provision,
- Medical reimbursement facility,
- Grant of Earned Leave,
- Maternity and Paternity Leave,
- Half-Pay Leave
- Payment of additional amounts for Examination Duties at the Institution and at the University level.
- Housing/Vehicle/GPF/TSGLIF Loan Facility,
- Awards for superior professional performance,
- A good number of these provisions and privileges are also applicable to Non-Teaching Staff members accordingly.
PERFORMANCE APPRAISAL SYSTEM
The institute has a performance appraisal system in place for both teaching and non-teaching staff, with the following key features:
TEACHING STAFF
- The performance of teachers is evaluated through the Performance-Based Appraisal System (PBAS) and the ASAR system.
- Placement and promotion decisions are based on the API and ASAR scores of teachers.
- The results of the evaluations are then referred to an expert committee (the screening and selection committee) of the university, for final approval.
- The institute regularly assesses the performance of both teaching and non-teaching staff and awards the Best Employer, Best Teacher, Best Principal, and Best PD awards on the occasions of Independence Day, Republic Day, and Teachers Day.
NON-TEACHING STAFF
- The performance of administrative staff is evaluated through the Annual Performance Appraisal (APA) using Confidential Reports (CR).
- Non-teaching staff's performance is evaluated based on various criteria, such as the staff's present nature and habits, departmental competence, hard work, office peace, and cooperation with other staff.
- The evaluation is based on the ranking from the annual confidential report of the administrative staff.
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6.3.2 Percentage of teachers provided with financial support to attend conferences/workshops and towards membership fee of professional bodies during the last five years
Response: 1.94
6.3.2.1 Number of teachers provided with financial support to attend conferences/workshops and towards membership fee of professional bodies year wise during the last five years
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2022-23 |
2021-22 |
2020-21 |
2019-20 |
2018-19 |
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2 |
0 |
0 |
0 |
0 |
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File Description |
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Policy document on providing financial support to teachers |
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Institutional data in the prescribed format |
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Copy of letter/s indicating financial assistance to teachers and list of teachers receiving financial support year-wise under each head. |
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Audited statement of account highlighting the financial support to teachers to attend conferences / workshop s and towards membership fee for professional bodies |
6.3.3 Percentage of teaching and non-teaching staff participating in Faculty development Programmes (FDP), Management Development Programmes (MDPs) professional development /administrative training programs during the last five years
Response: 26.21
6.3.3.1 Total number of teaching and non-teaching staff participating in Faculty development Programmes (FDP), Management Development Programmes (MDPs) professional development /administrative training programs during the last five years
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2022-23 |
2021-22 |
2020-21 |
2019-20 |
2018-19 |
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11 |
01 |
15 |
0 |
0 |
6.3.3.2 Number of non-teaching staff year wise during the last five years
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2022-23 |
2021-22 |
2020-21 |
2019-20 |
2018-19 |
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0 |
0 |
0 |
0 |
0 |
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Refresher course/Faculty Orientation or other programmes as per UGC/AICTE stipulated periods, as participated by teachers year-wise. |
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Institutional data in the prescribed format |
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Copy of the certificates of the program attended by teachers. |
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Annual reports highlighting the programmes undertaken by the teachers |
6.4. Financial Management and Resource Mobilization
6.4.1 Institution has strategies for mobilization and optimal utilization of resources and funds from various sources (government/ nongovernment organizations) and it conducts financial audits regularly (internal and external)
Response:
The Secretary, TTWREIS (Gurukulam), Government of Telangana (under whose control Tribal Degree Colleges like ours render their services for collegiate education to the students as a government-funded institution), and the office of the Secretary, TTWREIS, Hyderabad, allots Chartered Accountants to perform external financial audits in the Tribal Welfare Degree Colleges to cross-check, verify and realize the sanction of budgets and the quantity of expenditures incurred and authenticate the expenses by way of scrutinizing the Cash Memos or Bills of Purchase only in the interest of enhancing the quality of education and the performance of the colleges.
As such, at our college, the office of the TTWREIS (Gurukulam), Government of Telangana conducts the internal financial audit usually once a year with the help of the office personnel working in the Head Office while incorporating one senior official from the administrative of the Gurukulam, TS, Hyderabad.
In the stance of the external financial audit, the office of the Secretary, TTWREIS Hyderabad, gives the schedule for the thorough audit of all finance related records and sits for a few days, allowing the time enough to examine, verify, confirm, and authenticate the financial affairs of the college, delving deep into the actualities.
Any financial misappropriation is viewed very seriously, and accountability is entailed upon the Head of the Institution and the personnel associated with the amounts sanctioned for utilization to carry out the activities of the college accordingly.
The External Financial Audit Conducted Dates pertaining to the last five years are as follows:
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