Sri Pradip Kumar Biswal
President
Mr. Himansu Sekhar Dwivedy
Principal    


Criterion VI – Governance, Leadership and Management

Key Indicator - 6.1 Institutional Vision and Leadership
Metric No. Metric Supporting documents/links Additional links
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.

Write description in a maximum of 500 words.

 

Response:

Governance involves building processes to organize an institution and create a safe, confident workplace. Internal organizational structures have been widely developed to establish and maintain institutional control and responsibility. Internal regulations and guidelines control an organization's academic and administrative activities. Policies, bylaws, rules, and standards set the stage for all actions. Internal organization systems identify systems and subsystems that perform related tasks to complete tasks.

  1. Inclusion evaluation involves external stakeholders, including industry leaders and local communities. 
  2. Accountability is shown through developing monitoring and reporting mechanisms. 
  3. Participants are graded based on their significant commitment as staff and students. 
  4. The effectiveness of a measure can be evaluated by examining its impact on achieving important institutional objectives.
  5. Integration across policies and disciplines/schools determines coherence.

Section A: Vision & Mission Statement

  1. We aim to create a supportive and inclusive learning environment for young women from varied backgrounds.
  2. Expand the range of disciplines/subjects for undergraduate students.
  3. The goal is to phase in post-graduate programs.
  4. The organization will regularly update its teaching-learning policies, techniques, and equipment to provide current and relevant core services.
  5. Incorporate value-added, vocational, and technical courses into the curriculum.
  6. The goal is to improve extension and outreach programs.
  7. Collaborate with the government to promote continued adult education (Open and Distance Mode).

B. Governance Nature:

All stakeholders participate in the institution's democratic and participatory governance. The Governing Body gives the Secretary and Principal authority, which they share with college functionaries. Department heads, committee and cell conveners, and staff representatives on higher decision-making bodies are crucial. Determining and executing institutional policies.

The Perspective/Strategic Plan

The institution's Perspective/Strategic Plan guides its systematic, well-planned, and phased development.

  1. Applying for government and non-government funding.
  2. Renovations to revitalize the institution's aging infrastructure.
  3. Enhancing the Teaching-Learning Experience with ICT and new methods.
  4. New subject introduction in undergraduate education.
  5. Requesting State Government for more meaningful positions.
  6. Apply for Post-Graduate Courses.
  7. Acquired national and international recognition through grants and honors.
  8. Using alums and stakeholders to raise cash and projects.
  9. Teacher Participation in Decision-Making Bodies.

Teachers are vital to the college's vision and mission and actively participate in decision-making. Department heads have administrative and academic autonomy throughout their discipline units.

The Teachers' Council, Governing Body, Finance Sub-Committee, Buildings Sub-Committee, and Hostel Sub-Committee influence institutional politics. Additionally, teachers serve on various committees for the college's daily operations. These include the Academic Council, Examination Committee, Admission Committee, Library Committee, Journal Committee, and Seminar and Research Committee. Teachers' agency and autonomous participation in these bodies can contribute significantly to the institution's participative ethos. They set admission standards, mark cut-offs, exam formats, journal topics, library procedures, teaching-learning innovations, and other academic priorities.

Teachers are vital in promoting cultural and social awareness in the institution by leading various clubs and societies, such as the NSS unit, Women's Study Cell, Eco Club, Inclusiveness Studies and Practices Centre, Sports and Adventure Club, and Reading Club.

Academic Calendar 2022-23-1694770489.pdf

College Calendar .pdf

Key Indicator - 6.2 Strategy Development and Deployment
Metric No. Metric Supporting documents/links Additional links
6.2.1

The institutional perspective plan is effectively deployed and functioning of the institutional bodies are effective and efficient as visible from policies, administrative setup, appointment, service rules, and procedures, etc.

Write description in maximum 500 words

Response:

The institution practices decentralisation and participatory management in keeping with its belief in collective leadership and democratic traditions. A careful reflection of this practice may be seen in the extensive delegation of authority to the Heads of the various Departments in the college.

How Heads of Departments Participate in the Management Process:

  • The Head of the Department oversees the Teaching Plans of their departmental members.
  • They are empowered to adjust the routine and allot teaching assignments and evaluation duties.
  • They enjoy convening departmental meetings where the programmes for the entire term are decided.
  • They often lead in planning seminars, workshops, career counselling sessions, remedial measures, interdepartmental or/and inter-college exercises, departmental excursions, and study tours.
  • They can introduce creative and innovative efforts to benefit their students. The English Department, for instance, has a language lab.
  • Heads of Department plan, prepare, and publish the departmental magazine.
  • They organise and conduct Parent-Teacher meetings in which the student’s academic progress is communicated to their guardians.
  • In consultation with their department, they oversee the paper-setting, moderation, evaluation, and marks submission of all internal examinations of the department. They determine the admission and promotion criteria of the students.
  • They decide on the nature, pattern, and duration of special and remedial classes for the students of their department.
  • At times, they even take the initiative to organise alumnae chapters of the department within the larger framework of the Alumnae Association of the college.
  • The Head enjoys the creative wherewithal of introducing Syllabus Component Enhancement/Vocational Courses.
  • The Head is encouraged to conduct seminars and classroom seminars for the students every month.
  • In consultation with their departmental teachers, the Head enjoys total flexibility in planning and organising workshops from the UGC-sponsored level to the students’ conferences.
  • Through the adept handling of their departments, Heads discharge their function as nodal agents of the academic and administrative processes in the college, thereby contributing to the health and vibrancy of the management mechanisms in the college.

The above enumeration of features comprising participatory management points reasonably conclusively to the ethics of decentralisation, which is integral to the institution and informs its functioning at every level.

  • The institution has a Strategic Plan to help it develop systematically, well-thought-out, and phased.
  • Application for grants from government and non-government sources.
  • Extension of the available area through vertical expansion to accommodate more classrooms, laboratories, auditoria, and staffrooms.
  • Renovations to revive ageing infrastructure.
  • Improvement of the Scope and Profile of the Teaching-Learning Experience through greater use of ICT and innovative means.
  • Introduction of new subjects at the undergraduate level.
  • Application for more substantive posts from the State Government.
  • Application for Post-Graduate Courses.
  • Achievement of national and international recognition through grants and awards.
  • Partnering with Research Institutes.
  • Mobilisation of funds and projects through the alumnae and other stakeholders.

College Calendar -1694770714.pdf

6.2.2.1

e-governance is implemented, covering the following areas of operations:

  1. Administration, including complaint management
  2. Finance and Accounts
  3. Student Admission and Support
  4. Examinations

 

Options:

  1. All of the above
  2. Any3 of the above
  3. Any2 of the above                      
  4. Any1 of the above
  5. None of the above     
Key Indicator - 6.3 Faculty Empowerment Strategies (30)
Metric No. Metric Supporting documents/links Additional links
6.3.1

The institution has performance appraisal system, effective welfare measures for teaching and non-teaching staff and avenues for career development/progression.

Write description in a maximum of 500 words

Response

The institution effectively implements the welfare schemes for the teaching and Nonteaching faculties. The College makes arrangements for availing all the government schemes such as Gratuity, Pension, Commutation of Pension, Earned Leave, Maternity Leave, Medical Facility, Leave on Overseas Project or Conference, Health Fund Scheme, Permission to attend FDP such as Orientation programmes and Refresher courses, short term courses, etc. for the career development and progression of the teaching as well as non-teaching staff.

Besides the above, the following benefits are given to the teaching and non-teaching staff.

Financial Support 

  • The self-financed staff of the institution also receive Provident Fund, permission to attend Faculty Development Programme, Maternity and paternity leave with salary.
  • Office rooms for Staff Associations (Teaching and Non-teaching) on the campus
  • Staff quarters for the domestic staff inside the college premises
  • Wi-Fi facility to the staff inside the college campus
  • Staff Grievance Redressal Cell to address the issues and grievances of the staff
  • Availability of full-time professional counsellors for both staff and students
  • Indoor games facility for the staff to relax and to refresh physically and mentally
  • Fraternity grand lunch is provided for all the staff on the eve of the feast of St.Arul Anandar and St.Ignatius of Loyola. Financial assistance to the conduct of staff exposure programme and tour (Both teaching & Non-teaching) 

Recognition and Rewards

  • The teaching and non-teaching staff are honoured with Silk and Silver jubilee Awards for their remarkable service.
  • Awards of excellence for teaching, research and extension is given to the deserving members of staff every year.
  • The spouse or family member (Non-Teaching Staff) is given a job on compassionate grounds. As per the govt. guidelines.

Avenues for Career Development and Progression

  • Annual orientation, workshops for teaching staff at the beginning of every academic year 
  • Initiation and training programmes for the newly recruited staff
  • Various other training programmes such as item writing, research project etc for teaching fraternity, training on Public Finance Management System, Ms-Office non-teaching staff, and waste management, operating fire extinguisher training for domestic staff

EPF Benificiaries List.pdf

List of Staff Members Availing Maternal and Paternal Leaves (1).pdf

6.3.2.1

Number of teachers provided with financial support to attend conferences/workshops and towards membership fees of professional bodies year-wise during the last five years

Formula:

Percentage =    

6.3.3

Percentage of teachers undergoing online/ face-to-face Faculty Development Programmes (FDPs)/ Management Development Programmes (MDPs) during the last five years

6.3.3.1

Total number of teachers who have undergone online/ face-to-face Faculty Development Programmes (FDP)/ Management Development Programs (MDP) during the last five years

Year

2022

2021

2020

2019

2018

Number

3

2

Covid

3

 

 

 (Professional Development Programmes, Orientation / Induction Programmes, Refresher Course, Short Term Course )

Formula:

Percentage =

Induction 2.pdf

Induction.pdf

Refresher Course.pdf

Key Indicators - 6.4 Financial Management and Resource Mobilization
Metric No. Metric Supporting documents/links Additional links
6.4.1

Institutional strategies for mobilisation of funds other than salary and fees and the optimal utilisation of resources.

Describe the resource mobilisation policy and procedures of the Institution within a maximum of 500 words

Response:

The institution always monitors the effective and efficient use of available financial resources for the infrastructure development to support teaching learning process. V.N. (Auto) College, is a Non-govt. aided college, and receives research grants from various Government and Non Government agencies, consultancy projects and funding from alumni are add on resources for mobilization of funds. These funds are utilized for all recurring and non–recurring expenditure. The institution has a well-defined mechanism to monitor effective utilization of available financial resources for the development of the infrastructure to augment academic needs. All the administrative and academic heads along with coordinators of different cells (viz., research committee, placement cell, library advisory committee (for the purchase of books / journals), purchase committee (for repair and maintenance cost) software and internet charges, printing and stationary, equipment and consumables, furniture and fixtures), NSS cell, sports, cultural committee etc., will submit the budget requirements for the coming academic year.

The finance committee prepares an annual budget estimate duly considering the proposals received and also the recommendations of the principal and management. All the major financial decisions are taken by the institute’s financial committee and Governing Body (GB). Institute adheres to utilization of budget approved for academic expenses and administrative expenses by management. After final approval of budget the purchasing process is initiated by purchase committee which includes all head of departments and account officer, accordingly the quotations called and purchase orders are placed after final negotiations. All transactions have transparency through bills and vouchers. The bill payments are passed after verification of items. Respective faculty member ensures that whether suitable equipment/machinery with correct specification is purchased. The entire process of the procurement of the material is monitored by the IQAC, purchase committee and principal. Financial audit is conducted by chartered accountant for every financial year to verify the compliance.

Governing Body.pdf

6.4.2

Funds / Grants received from government bodies, non-government bodies, and philanthropists during the last five years (not covered in Criterion III and V)

6.4.2.1

Total Grants received from government/non-government bodies, philanthropists year wise during last five years (not covered in Criterion III and V) (INR in Lakhs)

S.L. No.

Grant source/ Head

Date of receipt

Total amount Received

Amount utilised

Amount unutilised

Remarks

1

UGC Grants/ ICSSR

07.04.2018

60,000/-

60,000/-

Nil

 

Received by Dr M.K. Mohanty. U.C. submitted/Audit complied

2

UGC Grants/ICSSR

27.11.2018

1,20,000/-

1,20,000/-

Nil

Received by Dr M.K. Mohanty. U.C. submitted/Audit complied

3

UGC grants/ B.voc

04.02.2019

25.02.2019

53,96,000/-

11,36,000/-

65,32,000/-

Nil

65,32,000/-

In Account

4

IIT, Delhi

19.02.2019

50,000/-

50,000/-

Nil

UC submitted

5

DHE, Odisha, Spoken Tutorial

26.03.2019

25,000/-

25,000/-

Nil

UC submitted

6

DHE, Odisha, Virtual Classroom

26.03.2019

5,88,525/-

5,88,525/-

Nil

UC submitted

7

DHE, Odisha, Virtual Classroom

07.09.2019

5,68,815/-

5,68,815/-

Nil

UC submitted

 

 

8

DHE, Odisha, UBA

17.08.2019

50,000/-

50,000/-

Nil

UC submitted

 

9

Govt. of Odisha/ Infrastructure Development

26.03.2020

45,00,000/-

Transferred to R & B

Nil

Transferred to R & B

 

10

Govt. of Odisha/ Infrastructure Development

30.03.2021

40,00,000/-

Transferred to R & B

 

Nil

Transferred to R & B

 

11

Govt. of Odisha/ Infrastructure Development

16.08.2022

15,00,000/-

Nil

15,00,000/-

In Account

 

Budget.pdf

Internal Audit.pdf

6.4.3

Institution regularly conducts internal and external financial audits regularly.

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.

Response:

The Institution has established a mechanism for conducting internal and external audits on the financial transactions every year to ensure financial compliance. Internal audit is conducted half yearly by the internal financial committee of the institution. The committee thoroughly verifies the income and expenditure details and the compliance report of internal audit is submitted to the management of the institution through principal. External audit is conducted once in every year by an external agency.

The mechanisms used to monitor effective and efficient use of financial resources are as below:

  • Before the commencement of every financial year, principal submits a proposal on budget allocation, by considering the recommendations made by the heads of all the departments, to the management.
  • College budget includes recurring expenses such as salary, electricity, internet charges, maintenance cost, stationery, other consumable charges etc., and non – recurring expenses like lab equipment purchases, furniture and other development expenses.
  • The expenses will be monitored by the accounts department as per the budget allocated by the management.
  • The depreciation costs of various things purchased in the preceding years are also worked out.

Process of the internal audit:

All vouchers are audited by an internal financial committee on half yearly basis. The expenses incurred under different heads are thoroughly checked by verifying the bills and vouchers. If any discrepancy is found, the same is brought to the notice of the principal. The same process is being followed for the last five years.

Process of the external audit:

The accounts of the college are audited by chartered accountant regularly as per the government rules. The auditor ensures that all payments are duly authorized after the audit, the report is sent to the management for review. Any queries, in the process of audit would be attended immediately along with the supporting documents within the prescribed time limits. The institution did not come across with any major audit objection during the preceding years. All these mechanisms exhibit the transparency being maintained in financial matters and adherence to financial discipline to avoid defalcation of funds or properties of the institution at all levels. The audited statement is duly signed by the authorities of the management and chartered accountant.

AR_2018-2019-JAJPUR.pdf

AR_2022-2023-JAJPUR.pdf

Budget-1694772448.pdf

Internal Audit-1694772449.pdf

Key Indicators - 6.5 Internal Quality Assurance System
Metric No. Metric Supporting documents/links Additional links
6.5.1

Internal Quality Assurance Cell (IQAC)/ Internal Quality Assurance System (IQAS) has contributed significantly for institutionalizing the quality assurance strategies and processes, by constantly reviewing the teaching-learning process, structures & methodologies of operations and learning outcomes, at periodic intervals

Internal Quality Assurance Cell (IQAC) has contributed significantly for institutionalizing the quality assurance strategies and processes visible in terms of Incremental improvements made for the preceding five years with regard to quality (in case of first cycle)

Incremental improvements made for the preceding five years with regard to quality and post accreditation quality initiatives (second and subsequent cycles)          

Describe two practices institutionalized as a result of IQAC initiatives within a maximum of 500 words

Response:

IQAC is one of the major policy making and implementing unit in our college. It strives hard for upgrading the college infrastructure and all support facilities to meet the standards of higher education and growing need of students. It assesses and suggests the parameters of quality education.

However following may be two examples of best practices institutionalized:

Academic Audit through IQAC:

The college takes academic audit of each department and various committees every year through IQAC to increase and maintain the quality of education. Academic Audit Committee is set up for this purpose. At the beginning of academic session, the committee collects academic plan including publication, extension activity, collaboration, innovative and best practices, assignment, ICT based activity, students competition, seminar and workshop supposed to organize for better performance. The Committee evaluated plan submitted by the departments and committees, twice in an academic session as per the academic planned reviewed their academic progress. The report of the committee was submitted to the IQAC and the same is put in the College Development Committee for discussion, suggestion and approval. Due to implementation of such academic audit, it is found out that all departments and committees have been constantly improving their curricular, co-curricular and extra co-curricular performances.

Implementation of Green practices in the campus:

The IQAC proposed to initiate various green practices to maintain eco-friendly college campus through the activities i.e. Tree Plantation, Paperless Work, Plastic Eradication, Clean and Beautiful Campus, No Vehicle Day, Save Power, Paper Bag Workshop, Awareness Programme on Renewable Energy and e- Waste Management. For the better implementation of green practices, IQAC distributed these activities among various departments. IQAC constantly takes the feedback about the proper result oriented implementation of these activities through academic audit every year. Because of these practices, eco-friendly and pollution free college campus and social awareness about renewable energy and e-waste management is developed in the community.

Use and enrichment of ICT infrastructure

The use of ICT tools has become an integral part in teaching -learning process. IQAC always encouraged teachers to utilize these tools in classroom teaching and laboratories. IQAC prepares the plan to include the use and enrichment of ICT infrastructure expecting from each departments. The IQAC has advised the administration to enrich ICT infrastructure by purchasing advanced ICT tools, broadband internet Wi-Fi facility. Periodically IQAC has trained teachers and non- teaching staff to use ICT by arranging different workshop i.e. Google Apps, Video conference, use of e-mail, handling ICT instrument etc. The educational use of social media has also been utilized to establish communication with the students and peers. In teaching and learning, the feedback system is implemented to take the review of reliability and uses of ICT facilities.

IQAC MEETING

YEAR

DATE

As per IQAC proceedings available on website

2021

4.1.2021

As per IQAC proceedings available on website

2020

28.12.2020

As per IQAC proceedings available on website

2020

3.1.2020

As per IQAC proceedings available on website

2019

12.1.2019

As per IQAC proceedings available on website

2019

01.0.2019

As per IQAC proceedings available on website

2019

27.12.2019

As per IQAC proceedings available on website

2018

15.01.2018

As per IQAC proceedings available on website

2018

5.7.2018

 

IQAC.pdf

IQAC_member.pdf

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

Describe any two examples of institutional reviews and implementation of teaching learning reforms facilitated by the IQAC within a maximum of 500 words each.

Response:

The IQAC continuously reviews and takes steps to improve the quality of the teaching-learning process. The Academic Calendar is prepared in advance, displayed and circulated in the Institute and strictly followed. Admission to various programmes, summer, winter and mid-term vacations, examination schedule and declaration of results are notified in the Academic Calendar. All newly admitted students have to compulsorily attend the Orientation Programme, in which they are made aware of the philosophy, the uniqueness of the Education system, the teaching learning process, the system of continuous evaluation, compulsory core courses, various co-curricular activities, discipline and culture of the Institute. All students are also given a guided tour of the campus and the various facilities. All students are provided with the Student Diary that provides all details relevant for students. Students are apprised of the Time-Table, Programme structure, syllabi of the courses before the semester commences. Important announcements are made in the morning assembly and attendance and conduct of classes are monitored by the Deans of faculties, HODs and proctors of various classes. The Chief Proctor and the Discipline Committee members make random visits to ensure smooth functioning of classes. Class Committees are regularly conducted with students to take feedback and appropriate steps are taken to enhance the teaching-learning process. Feedback from students is also taken individually by teachers for their respective courses, by Proctors, AAAC and directly through IQAC. Students are also free to approach the Director of the Institute for feedback and suggestions. Feedback is properly analyzed and shared with the Director, Deans, HODs and individual faculty members. The teaching-learning processes are reviewed, and improvements implemented, based on the IQAC recommendations.

The major initiatives taken over the last five years include the following:

  • Introduction of Daily Home Assignments
  • Automation of Admission Processes
  • Provision for online fee payment
  • Automation of Examination Processes
  • Curriculum Development Workshops in many subjects
  • Introduction of B.Voc. programmes
  • Green initiatives in Campus – tree plantation, Biodiversity Park, Biogas plant, solar photovoltaic power plants, e-vehicles etc.
  • MoUs with prestigious Institutes, Universities, Govt. agencies
  • International student exchange programmes
  • Student manufactured products and Student managed outlets: Institute Uniforms and Dairy Products
  • Application for NIRF, ISO and NBA Certifications

In addition to IQAC and AAAC, the Institute also considers the recommendations of the Advisory Committee on Education, a think tank comprising eminent and renowned educationists and academicians from within and outside DEI, which regularly reviews the progress and makes necessary recommendations in an advisory capacity.

IQAC-1694772701.pdf

6.5.3

Institution has adopted the following for Quality assurance:

1. Academic and Administrative Audit (AAA) and follow up action taken

2. Conferences, Seminars, Workshops on quality conducted

3. Collaborative quality initiatives with other institution(s)

4. Orientation programme on quality issues for teachers and students

5. Participation in NIRF and other recognized ranking like Shanghai Ranking, QS Ranking Times Ranking etc

6. Any other quality audit recognized by state, national or international agencies

 

Options:

  1. Any 5 or more of the above
  2. Any4 of the above
  3. Any3 of the above                  (Opt any one) Response: D
  4. Any2 of the above

IQAC-1694772849.pdf

Orientation.jpg

Innovation Ecosystem.pdf