Institutional Governance
The governance framework of the institution ensures transparency, accountability, and effective administration. Various statutory and non-statutory committees are constituted to support academic planning, student welfare, institutional development, and regulatory compliance. These committees work collaboratively to ensure smooth functioning of institutional activities.
Organogram
The organizational structure of the institution defines the administrative and academic hierarchy through which decisions are implemented and institutional activities are coordinated.
Organogram chart will be displayed here.
The Governing Body is the apex decision-making authority of the institution, responsible for strategic planning, policy formulation, and overall governance. It ensures that the college operates efficiently, maintains academic standards, and adheres to regulatory norms.
The Governing Body consists of representatives from management, academia, government authorities, faculty, and other stakeholders, ensuring a balanced and transparent decision-making process.
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The College Development Committee (CDC) is responsible for planning, monitoring, and guiding the overall development of the institution. It plays a key role in academic, administrative, and infrastructural growth while ensuring the college meets regulatory and quality standards.
The CDC comprises representatives from management, faculty, alumni, and other stakeholders to ensure inclusive and transparent decision-making in institutional development.
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MOM (Minutes of Meeting)
The Internal Quality Assurance Cell (IQAC) is established to promote continuous quality enhancement in academic, administrative, and infrastructural aspects of the institution. It serves as a vital mechanism for institutionalizing quality assurance and fostering a culture of excellence.
The IQAC comprises senior faculty members, administrative staff, and representatives from students, alumni, and external experts to ensure participatory and transparent quality management.
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