Justificación

6.1.1 State the vision and mission of the Institution and enumerate on how the mission statement defines the institution‘s distinctive characteristics in terms of addressing the needs of the society, the students it seeks to serve, institution‘s traditions and value orientations, vision for the future, etc.?

The vision and mission of the institution, as stated earlier, is to provide a holistic, wholesome and meaningful education to young women hailing from diverse social and cultural backgrounds to, equip them for the responsibilities of life, and help them to evolve into mature, balanced, sensitive and conscientious citizens of a vibrant nation poised for growth.

To this end the college tries to impart the best of academic guidance along with cultural activities and exposure to social work.

The vision and mission of the institution are in tune with the objectives of the Higher Education policies of the nation insofar as the college strives to impart a balanced and meaningful education within the limits of the curriculum, taking care to ensure equity, justice, a liberal and secular attitude, and accommodating the marginalized and the differently abled wherever possible in the implementation of its internal policies. The institution abides by the quotas reserved for special categories during admission, promotes social and ecological awareness among its students, and tries to instill a sense of the traditional values of the nation in young minds even as it encourages them to assimilate the best in other world-cultures, views and systems.

The college translates its vision into practice by adhering to the former in its admission policy and by following it up with the regular provision of such facilities that would bear out the vision in practical terms. Some of these measures are financial and other types of aid to deserving students, the provision of a peaceful yet dynamic atmosphere in which academic work may be pursued, cultural talents fostered, and social work inclinations nurtured.

The vision of the institution as envisaged by its management is tied to practicable, attainable and sustainable goals which will enhance the qualitative experiences of all the stake-holders.

It is hoped that a learning atmosphere replete with all relevant technological aids that will help the students to excel in their chosen spheres will prevail in the campus. It is also hoped that the college will be able to introduce more subjects, such as Statistics, Psychology and Anthropology in the General and Honours courses. Also, on the cards is the introduction of Post-Graduate courses in Geography and Sanskrit.

6.1.2 What is the role of top management, Principal and Faculty in design and implementation of its quality policy and plans?

Teaching-learning processes, which of all the processes in the college, are the core exercises of the multi-pronged interaction are given due importance in the total scheme of things. The management is, at all times, eager to improve the performance of the students and, to that end tries to ensure a healthy atmosphere on the campus, and a good relationship between students and staff members. The principal who coordinates many of the activities, and liaises between the top management and the staff members plays a role in disseminating the institutional vision, and also takes the initiative in developing and upgrading the infrastructure, equipment and other parameters of the college, both tangible and intangible.

The infrastructure and equipment required for the smooth functioning of the teaching-learning processes are provided and upgraded by the management so that the institution can keep up with the times in the best traditions of modernity.

The college office, for instance is in the process of being automated with the relevant software having been installed. The students, payroll and accounts operations have been automated so that the office can efficiently support the teaching-learning processes. The central library of the college too has been automated with the installation of the LSEase software. A new LCD projector has been bought to help in the audio-visual aspect of classroom teaching, all the major departments have been provided with laptops to enliven and augment traditional methods of teaching through audio-visual aids, the library has increased its holdings, the UGC-Resource Network Centre has been set up to facilitate access to ICT for the students, the Teachers‘ Reading Corner has been refurbished with two computers with internet facilities, and Block A of the campus is now wifi-enabled to help teachers access the internet for the teaching requirements.

Suggestions from teachers and students alike for the improvement of existing means and methods of teaching and learning are looked into by the management.

The Principal - Dr Ajanta Paul

6.1.3 What is the involvement of the leadership in ensuring:

 the policy statements and action plans for fulfillment of the stated mission

 formulation of action plans for all operations and incorporation of the same into the institutional strategic plan

 Interaction with stakeholders

 Proper support for policy and planning through need analysis ,research inputs and consultations with the stakeholders

 Reinforcing the culture of excellence

Champion organizational change

The management tries to effectively liaise between the Governing Body and the various constituencies within the college thereby ensuring smooth functioning of the institution. The provision of a healthy, transparent and cordial atmosphere within the college in which all concerned may perform to their best is one of the prime objectives of the college leadership.

By involving the staff members in the institutional processes mentioned above the authorities further try to practice inclusiveness as also effective distribution of responsibility that is envisioned to take the college forward. The leadership, propelled by a vision of the

institution (mentioned in 1.1.1) strives to capitalize on the strengths of the staff members and students taking care to ensure the presence of enabling mechanisms at all levels as far as possible. The authorities, in keeping with the institutional vision, try to take a number of initiatives designed to upgrade the facilities. A number of ICT related projects have been taken up, for instance, in the last two years, such as automation of the library and the office to modernize their methods and services. The Head of the institution through personal commitment, monitoring, coordination, assessment and analyses strives to define and implement the qualities of leadership required in a minority institution of pre-Independence times.

Academic action plans are thought up and approved in Departmental and Teachers‘ Council Meetings, and in Academic Council deliberations. These include the dates and details pertaining to the various examinations; seminars, at all levels – department, college, state and national level UGC-sponsored ones; and the choice of subjects and programmes for any expansion on the cards. For the submission of proposals to the UGC and the implementation of grants for books and equipment the Academic Council and the librarians are consulted.

Action plans concerning construction, renovation, fee-revision, and modernization programmes are mooted in the Governing Body and implemented upon approval according to the availability of funds. The various sub-committees and cells undertake action plans which are integrated within the overall functioning of the college. Sometimes, action plans are jointly executed, for instance the NSS unit in collaboration with the Women‘s Study Cell or the Alumnae Association have held programmes, or the Eco Club with the Environment Studies class and similar such joint ventures.

Interaction with stakeholders is an ongoing and multi-pronged exercise which involves dynamic exchanges with their inevitable overlaps. Parent-Teacher meetings held regularly in the presence of the Principal by the respective departments certainly ensure that parents and guardians are kept updated about their wards‘ academic performance even as they are drawn into the complex teaching-learning-parenting processes that lie at the heart of an academic institution. Faculty members are always free to approach the management, and are encouraged by the latter to avail Faculty Development Programme leave, attend Refresher Courses, seminars and conferences that will help them in their career advancement as teachers. The Teachers‘ Council is an important forum where issues pertaining to the welfare of the teachers and the college in general are taken up. Members of the office staff are deputed to training programmes conducted by the affiliating university and other organizations as and when the same are held that they may acquire greater proficiency in their work, and improve their professional credentials. Finally, the students for whose improvement the entire institutional machinery is designed and geared, and who have the most to gain in terms of knowledge, academic, cultural and social work exposure, and general life skills, are to us the most important stakeholders with whom faculty and other staff members constantly interact even as external resource persons from academic and other sectors are routinely invited for their very benefit.

Need analysis is carried out through intra and mutual interaction between the different groups of stakeholders. The needs of students are gauged through direct interfaces between the office bearers of the Students‘ Union and the Principal and/or the Professors-in-Charge of the same; through departmental interactions; the Parent-Teacher meetings; the messages (if any) in the Grievance Redressal Box and also through the evaluation forms that the students have to fill in their third year regarding the college and the faculty members. In the case of the teaching and non-teaching staff the same is achieved through Teachers‘ Council meetings and sittings with the ministerial staff. The needs and expectations of parents and guardians are assessed through Parent Teacher meetings while industry needs are gauged during the workshops and seminars organized by various companies which look to provide jobs to freshers. All the needs thus understood are subsequently addressed as far as possible.

Reinforcing a culture of excellence is not merely a constant watchword but a renewable goal which changes with each new achievement, and the students and staff set themselves fresh

yardsticks by which to measure their accomplishments. As the recent initiatives have shown the college strives to better its own record within the realities that necessarily circumscribe it. The students are provided with the best possible atmosphere in which they may carry out their academic and cultural pursuits, and measures, both corrective and encouraging, are taken as the case may be to help the students to blossom and flourish.

The faculty members are encouraged to pursue higher degrees as is evident from the high proportion of PhD and M.Phil holders, and post-doctoral research scholars among them. All the members of the Group D staff have passed the Higher Secondary (Class XII) Examination with a few of them being graduates.

6.1.4 What are the procedures adopted by the institution to monitor and evaluate policies and plans of the institution for effective implementation and improvement from time to time?

The regular meetings of the statutory and advisory bodies of the college provide internal coordination and also function as monitoring mechanisms for the purposes of assessment, review, and implementation of policies, directives, recommendations as also of plans and developments. The Teachers‘ Council, the Non-Teaching Staff Association and the Students‘

Union are forums which articulate the issues of their respective constituencies thereby effectively mobilizing and communicating sectoral concerns within the larger framework.

Heads of departments and official sections are responsible for monitoring the work related to their respective departments and sections. The activities in their entirety are overseen by the Principal. All financial transactions are approved by the Finance Sub-Committee the recommendations of which are further vetted at the meetings of the Governing Body. The Grievance Redressal Cell is also there to provide feedback to the authorities the relevant inputs of which may, in due course, be processed.

6.1.5 Give details of the academic leadership provided to the faculty by the top management?

The top leadership encourages the faculty to undertake and complete their PhD degrees, and to that end endorses their applications for Salary Protected Faculty Development Programme leave under the UGC, urges them to attend seminars and conferences, including those abroad and gives Duty Leave to those faculty members who are invited to be resource persons. Faculty members invited to teach in post-graduate programmes in universities or colleges are allowed to do so by the Governing Body of the college as long as such assignments do not interfere with the college work. Members of the faculty are encouraged to organize UGC sponsored seminars at all levels, and other such academic exercises which will lead to the intellectual enrichment of all participants. Faculty members are also encouraged to apply for Minor and Major Research Projects under the UGC to enable them to extend their research horizons. Faculty members are also encouraged to avail of the UGC Travel Grant to present papers in seminars and conferences abroad.

6.1.6 How does the college groom leadership at various levels?

All the staff members are entrusted with responsibilities in keeping with their potentials, abilities and inclinations that their leaderships instincts may be honed that they take initiatives in the welfare of the college.

6.1.7 How does the college delegate authority and provide operational autonomy to the departments / units of the institution and work towards decentralized governance system?

The college delegates authority and provides operational autonomy to the departments/units of the institution by encouraging the departments to frame their individual annual agenda giving them a free hand in planning their various meetings and seminars, and in determining their admission and examination related criteria. Likewise the college office is expected to work as a team taking decisions where necessary, specially on student related matters, and to undertake initiatives for the betterment of its performance and that of the entire college. The various cells such as the NSS unit, the Eco Club and others are largely free to plan their annual activities as they think best.

Operational autonomy is provided through meetings and deliberations undertaken by the respective units, the college infrastructure and equipment along with other resources and facilities are made available to the units even as the financial wherewithal is provided. Every segment within the college is encouraged to share suggestions, and take initiatives on matters affecting the interest of the college.

While the Students‘ Union plans its sports and cultural activities such as the Talent Search Competition and other cultural programmes, and the NSS volunteers organize health camps and other social work exercises, the academic departments allow plenty of exposure to students in the Students‘ Seminars where they present their papers, moderate their findings and gain self-confidence and poise.

A Section of the Faculty Members

6.1.8 Does the college promote a culture of participative management? If ‗yes‘, indicate the levels of participative management.

The college definitely promotes a culture of participative management since democratization of the institutional processes is among the best practices in governance and leadership. This is normally undertaken to involve all the staff members in the functioning of the college, ensuring responsibility and accountability at all levels, with the aim of enhancing transparency and improving efficiency. The administration is decentralized in that all members of the staff are drawn into the institutional processes described in 6.2.6. Staff representatives on the Governing Body and the Sub Committees of the college naturally make for a degree of decentralization in the administrative system. The presence of staff members on the various cells, clubs and societies in the college further ensure a delegation of duties.

Meetings, of a core, sectional and departmental nature, held on a regular basis with staff members, ensure the review and improvement of the educational provisions guaranteed to the students. The teaching departments are by and large empowered to take decisions regarding periodical and class tests, tutorials, the operation of seminar libraries, the organization of annual seminars, special lectures and educational tours.

While the duties of the non-teaching staff are assigned by the authorities the employees in this section are primarily responsible to their departmental Heads namely the Head clerk and the Accountant for their day-to-day activities.

Many of the decisions, academic, cultural, social-work related and recreational are taken collectively.

The College Office and its Staff