AQAR (2024-2025)

Quality Indicator Framework (QIF)

CRITERION VI - GOVERNANCE, LEADERSHIP AND MANAGEMENT

6.1 Institutional Vision and Leadership (10)

6.1.1. The governance of the institution is reflective of and in tune with the vision and mission of the institution (5)

6.1.2 EFFECTIVE LEADERSHIP IS REFLECTED IN VARIOUS INSTITUTIONAL PRACTICES SUCH AS DECENTRALIZATION AND PARTICIPATIVE MANAGEMENT

6.1.2 EFFECTIVE LEADERSHIP IS REFLECTED IN VARIOUS INSTITUTIONAL PRACTICES SUCH AS DECENTRALIZATION AND PARTICIPATIVE MANAGEMENT

Lucknow Public College of Professional Studies, Student Council along with Academic Council is a good example of decentralization and participative management.

Believing in decentralization the management discusses the ideas related to academic goals, organizational progression and better campus with Principal. The Principal is assisted by the members of Academic Council, various committees and students council which is managed by student council faculty head under the guidance of Dean Academics. Student council at LPCPS has nearly 150 students which consist of LTF (LPCPS Task Force) and College Clubs. LPCPS Task Force (LTF) is further sub- divided into:

  1. LTF Management
  2. LTF Discipline
  3. LTF Academics
  4. CR Male
  5. CR Female

LTF head and Club student heads position is occupied by a student from final year programme supporting them are members from each class. CR male and CR female are also part of LTF for overall coordination. To be member of LPCPS Task Force and distinctive clubs students need to present themself before panel of judges and have to qualify judgment round. These positions under student council are especially aimed at helping students to get involved and find their own niche on their college campus.

So each committee member including student council actively participate in planning and executing all activities.

6.1.2. The effective leadership is visible in various institutional practices such as decentralization and participative management (5)

File Description Document
6.1.2 THE ORGANOGRAM OF THE COLLEGE 2024-25View Document
6.1.2 NOTICE OF INTERVIEW FOR SELECTION OF LTF 2024-25View Document
6.1.2 ATTENDANCE SHEET OF LTF FOR INTERVIEW 2024-25View Document
6.1.2 JUDGEMENT SHEET OF MS. SALONI AGRAWAL (SCFH) 2024-25View Document
6.1.2 JUDGEMENT SHEET OF DR.ASHISH KAUSHAL 2024-25View Document
6.1.2 JUDGEMENT SHEET OF MR.NEERAJ SINGH 2024-25View Document
6.1.2 JUDGEMENT SHEET OF COMMITTEE AND CLUB HEADS 2024-25View Document
6.1.2 FINAL MARKS LIST OF LTF 2024-25View Document
6.1.2 LTF INTERVIEW RESULT 2024-25View Document
6.1.2 PHOTOS OF LTF INTERVIEW 2024-25View Document
6.1.2 LINK OF ADDITIONAL INFORMATION (2024-25)View Document
6.1.2 OTHER INFORMATION (2024-25)View Document

6.2 Strategy Development and Deployment (10)

6.2.1. The institutional Strategic/ perspective plan is effectively deployed (2)

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. (4)

6.2.3. Implementation of e-governance in areas of operation (4)

File Description Document
ERP(Enterprise_Resource_Planning) -6.2.3View Document
Finance and AccountsView Document
STUDENT ADMISSION AND SUPPORTView Document
Examination ScreenshotView Document
Administration ScreenshotView Document
Screenshots of user interfacesView Document
e-governance policy-6.2.3View Document
Administration billView Document
Finance and acccount-billsView Document
Student admission and support-billsView Document
Examination - billsView Document
Details of implementation of e-governance -6.2.3View Document
Annual E- governance report - 6.2.3View Document
Audited Balance sheettView Document
Any additional information - 6.2.3View Document

6.3 Faculty Empowerment Strategies (30)

6.3.1. The institution has effective welfare measures for teaching and nonteaching staff (5)

6.3.2. Average percentage of teachers provided with financial support to attend conferences/workshops and towards membership fee of professional bodies during the year. (10)

6.3.3. Average number of professional development /administrative training programs organized by the institution for teaching and non teaching staff during the year. (5)

6.3.4. Average percentage of teachers undergoing online/ face-to-face Faculty Development Programmes (FDP) during the year (Professional Development Programmes, Orientation / Induction Programmes, Refresher Course, Short Term Course etc.) (5)

File Description Document
EVOLUTION OF E- COMMERCEView Document
REGULATION OF INTERNATIONAL BANKING RESEARCH PAPERView Document
IQAC SUMMARY REPORT 2024-25View Document
SUPPORTING DOCUMENTS 2024-25View Document
DATA TEMPLATE 2024-25View Document

6.3.5. Institutions Performance Appraisal System for teaching and nonteaching staff (5)

6.3.5. Institutions Performance Appraisal System for teaching and nonteaching staff (5)

LPCPS adheres to UGC regulations for teacher appointments, incorporating all amendments. Annual performance assessments evaluate employee performance against established norms, identify areas for improvement, and foster growth and progress.

The Institution regularly assesses the performances of its staff by the following methods:

  1. Performance appraisal by the Management.
  2. Submission of self appraisal report by the faculty,based on following criteria:
  • Teaching, Learning and Evaluation related activity
  • Record Keeping
  • Examination Contribution
  • HR Policies: Employee Behaviour & Miscellaneous
  • NAAC Contribution
  • Research Contribution

Performance Appraisal for Teaching Staff :

The faculty appraisal is undertaken with the following objectives:

  1. To assist teachers in their professional development and career planning.
  2. To assist teachers to reflect about their potential and to carry out their duties more effectively.
  3. To provide judgment to support promotion, demotion, transfer, confirmation, or termination.
  4. To provide feedback to staff about their behaviour, attitude, skill or subject expertise.
  5. To recognize the achievement of teachers and help them to identify ways of improving their knowledge, skill, attitude and ultimately performance.
  6. To improve the quality of education for students.

For Non Teaching Staff: 

All Non- teaching staff is also assessed through annual confidential performance appraisal and verified by reviewing officer. In that Appraisal various parameters are assessed under different categories i.e. 

  • Professional Competence 
  • Performance 
  • Attendance, Punctuality, Integrity and Behaviour; which is graded on a five-point scale. 

 

 

File Description Document
APPROVED FORMAT TEACHING & NON- TEACHING STAFF 24-25View Document
24-25 PERFORMANCE APPRAISAL SAMPLEView Document
ADDITIONAL DOCUMENTSView Document

6.4 Financial Management and Resource Mobilization (20)

6.4.1. Institution conducts internal and external financial audits regularly (6)

Lucknow Public Educational Society is operational in the state of Uttar Pradesh & Delhi. The society has been set up to establish educational institutions to provide quality education and to work towards global development of the students. Internal Audit Internal Audit is planned and performed by the Management of Lucknow Public College of Professional Studies. The Financial Statements are prepared on the historical cost convention and the proper books of account are kept by the college. These statements are prepared as per the Generally Accepted Accounting Principle(GAAP) and the applicable mandatory Accounting Standards. External Audit R. P. Verma & Co, Chartered Accountants, have beenour Statutory Auditors for the last 5 years. They are independent auditors appointed by the Society to conduct the audit of the financial statements of the Society. They have not pointed outany weakness in the internal control system. The reports of the statutory auditors are available for the last 5 years. They have stated in their report that proper books of accounts have beenkept by the Society and expressed opinion that the financial statements give a true and fair view in conformity with the accounting principles on the Balance Sheet and Income & Expenditure Account.

File Description Document
Internal & External Audit ReportsView Document

6.4.2. Funds / Grants received from non-government bodies, individuals, philanthropers during the year (not covered in Criterion III) (8)

6.4.3. Institutional strategies for mobilisation of funds and the optimal utilisation of resources (6)

6.5 Internal Quality Assurance System (30)

6.5.1. Internal Quality Assurance Cell (IQAC) has contributed significantly for institutionalizing the quality assurance strategies and processes (10)

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 (10)

6.5.3. Quality assurance initiatives of the institution include: 5. Regular meeting of Internal Quality Assurance Cell (IQAC); Feedback collected, analysed and used for improvements 6. Collaborative quality intitiatives with other institution(s) 7. Participation in NIRF 8. any other quality audit recognized by state, national or international agencies (ISO Certification, NBA) (10)

File Description Document
Future of Banking with 5G technologyView Document
E-Commerce Role in Rural Economic DevelopmentView Document
Role of Digitalization in Education SectorView Document
Impact of celebrity endorsements on buying behaviour of Lucknow University StudentsView Document
A PARADIGM SHIFT FROM DEVELOPED TO DEVELOPING NATION A STUDY OF INDIAN EXPORTView Document
A STUDY ON FINANCIAL FACILITIES PROVIDED TO EXPORTERS BY EXIM BANKView Document
THE ROLE OF EXIM BANK IN INDIA’S EXPORT PROMOTIONView Document
A EMPIRICAL EVALUATION OF AGRICULTURAL PRODUCTIVITY THROUGH OPERATION RESEARCH TOOLS AND APPLICATIONView Document