Counselling Code: 274

NAAC

NAAC (National Assessment And Accreditation Council)

India has one of the largest and diverse education systems in the world. Privatization, widespread expansion, increased autonomy and introduction of Programmes in new and emerging areas have improved access to higher education. At the same time, it has also led to widespread concern on the quality and relevance of the higher education. To address these concerns, the National Policy on Education (NPE, 1986) and the Programme of Action (PoA, 1992) spelt out strategic plans for the policies, advocated the establishment of an independent National accreditation agency. Consequently, the National Assessment and Accreditation Council (NAAC) was established in 1994 as an autonomous institution of the University Grants Commission (UGC) with its Head Quarter in Bengaluru. The mandate of NAAC as reflected in its vision statement is in making quality assurance an integral part of the functioning of Higher Education Institutions (HEIs).

The NAAC functions through its General Council (GC) and Executive Committee (EC) comprising educational administrators, policy makers and senior academicians from a cross-section of Indian higher education system. The Chairperson of the UGC is the President of the GC of the NAAC, the Chairperson of the EC is an eminent academician nominated by the President of GC (NAAC). The Director is the academic and administrative head of NAAC and is the member-secretary of both the GC and the EC. In addition to the statutory bodies that steer its policies and core staff to support its activities NAAC is advised by the advisory and consultative committees constituted from time to time.

IIQA

SSR

CRITERIA 1 - Curricular Aspects (80)

Key Indicator – 1.1 Curricular Planning and Implementation (15)
Metric No. Description Link
1.1.1 The Institution ensures effective curriculum planning, delivery and evaluation through a well defined process as prescribed by the respective regulatory councils and the affiliating University (10) view
1.1.2 Percentage of fulltime teachers participating in BoS /Academic Council of Universities during the last five years. (Restrict data to BoS /Academic Council only) (5) view
Key Indicator- 1.2 Academic Flexibility (20)
Metric No. Description Link
1.2.1 Percentage of inter-disciplinary / inter-departmental courses /training across all the Programmes offered by the College during the last five years (10) view
1.2.2 Average percentage of students enrolled in subject-related Certificate/ Diploma / Add-on courses as against the total number of students during the last five years (10) view
Key Indicator - 1.3 Curriculum Enrichment (25)
Metric No. Description Link
1.3.1 The Institution integrates cross-cutting issues relevant to gender, environment and sustainability, human values, health determinants, Right to Health and emerging demographic issues and Professional Ethics into the Curriculum as prescribed by the University / respective regulative councils (5) view
1.3.2 Number of value-added courses offered during the last five years that impart transferable and life skills (5) view
1.3.3 Average percentage of students enrolled in the value-added courses during the last five years (5) view
1.3.4 Percentage of students undertaking field visits/Clinical / industry internships/research projects/industry visits/community postings (data for the preceding academic year) (10) view
Key Indicator - 1.4 Feedback System (20)
Metric No. Description Link
1.4.1 Mechanism is in place to obtain structured feedback on curricula/syllabi from various stakeholders (10) view
1.4.2 Feedback on curricula and syllabi obtained from stakeholders is processed in terms of: (10) view

CRITERIA 2 - Teaching Learning and Evaluation (280)

Key Indicator - 2.1. Student Enrolment and Profile (20)
Metric No. Description Link
2.1.1 Due consideration is given to equity and inclusiveness by providing reservation of seats to all categories during the admission process (5) view
2.1.2 Average percentage of seats filled in for the various programmes as against the approved intake (10) view
2.1.3 Average percentage of Students enrolled demonstrates a national spread and includes students from other states (5) view
Key Indicator - 2.2. Student Teacher Ratio (25)
Metric No. Description Link
2.2.1 The Institution assesses the learning levels of the students, after admission and organises special Programmes for advanced learners and slow performers (10) view
2.2.2 Student - Fulltime teacher ratio (data for the preceding academic year (5) view
2.2.3 Institution facilitates building and sustenance of innate talent /aptitude of individual students (extramural activities/beyond the classroom activities such as student clubs, cultural societies, etc) (10) view
Key Indicator - 2.3. Teaching- Learning Process (40)
Metric No. Description Link
2.3.1 Student-centric methods are used for enhancing learning experiences by: (10) view
2.3.2 Institution facilitates the use of Clinical Skills Laboratory / Simulation Based Learning (10) view
2.3.3 Teachers use ICT-enabled tools for effective teaching and learning process including online e-resources (10) view
2.3.4 Student :Mentor Ratio (preceding academic year) (10) view
2.3.5 The teaching learning process of the institution nurtures creativity, analytical skills and innovation among students (10) view
Key Indicator - 2.4 Teacher Profile and Quality (50)
Metric No. Description Link
2.4.1 Average percentage of fulltime teachers against sanctioned posts during the last five years (10) view
2.4.2 Average percentage of fulltime teachers with Ph.D./D.Sc./D.Lit./DM/M Ch/DNB in super specialities /other PG degrees (like MD/ MS/ MDS etc.,) in Health Sciences (like MD/ MS/ MDS etc.,) for recognition as Ph.D guides as per the eligibility criteria stipulated by the Regulatory Councils/Affiliating Universities. (10) view
2.4.3 Average Teaching experience of fulltime teachers in number of years (data for the preceding academic year) (10) view
2.4.4 Average percentage of teachers trained for development and delivery of e-content / e-courses during the last 5 years (10) view
2.4.5 Average Percentage of fulltime teachers who received awards and recognitions for excellence in teaching, student mentoring, scholarships, professional achievements and academic leadership at State, National, International levels from Government / Government-recognized agencies / registered professional associations / academies during the last five years(10) view
Key Indicator - 2.5. Evaluation Process and Reforms (45)
Metric No. Description Link
2.5.1 The Institution adheres to the academic calendar for the conduct of Continuous Internal Evaluation and ensures that it is robust and transparent (10) view
2.5.2 Mechanism to deal with examination-related grievances is transparent, time-bound and efficient (15) view
2.5.3 Reforms in the process and procedure in the conduct of evaluation/examination; including the automation of the examination system (10) view
2.5.4 The Institution provides opportunities to students for midcourse improvement of performance through specific interventions (10) view
Key Indicator - 2.6 Student Performance and Learning Outcome (90)
Metric No. Description Link
2.6.1 The Institution has stated the learning outcomes (generic and programme-specific) and graduate attributes as per the provisions of the Regulatory bodies and the University;which are communicated to the students and teachers through the website and other documents (10) view
2.6.2 Incremental performance in Pass percentage of final year students in the last five years (15) view
2.6.3 The teaching learning and assessment processes of the Institution are aligned with the stated learning outcomes. (10) view
2.6.4 Presence and periodicity of parent-teachers meetings, remedial measures undertaken and outcome analysis (10) view
Key Indicator - 2.7 Student Satisfaction Survey (50)
Metric No. Description Link
2.7.1 Online student satisfaction survey regarding teaching learning process Data Requirement (50) view

CRITERIA 3 - Research, Innovations and Extension (120)

Key Indicator - 3.1- Resource Mobilization for Research (17)
Metric No. Description Link
3.1.1 Percentage of teachers recognized as PG/ Ph.D research guides by the respective University (6) view
3.1.2 Average Percentage of teachers awarded national /international fellowships / financial support for advanced studies/collaborative research and participation in conferences during the last five years (6) view
3.1.3 Number of research projects/clinical trials funded by government, industries and non-governmental agencies during the last five years (5) view
Key Indicator - 3.2- Innovation Ecosystem (10)
Metric No. Description Link
3.2.1 The Institution has created an ecosystem for innovations including Incubation Centre and other initiatives for creation and transfer of knowledge (5) view
3.2.2 Number of workshops/seminars conducted on Intellectual Property (5) view
Key Indicator - 3.3 - Research Publication and Awards (23)
Metric No. Description Link
3.3.1 The Institution ensures implementation of its stated Code of Ethics for research (5) view
3.3.2 Average number of Ph.D/ DM/ M Ch/ PG Degree in the respective disciplines received per recognized PG teachers* of the Institution during the last five years (5) view
3.3.3 Average number of papers published per teacher in the Journals notified on UGC -CARE list in the UGC website/Scopus/ Web of Science/ PubMed during the last five years (8) view
3.3.4 Number of books and chapters in edited volumes/books published and papers published in national/ international conference proceedingsindexed in UGC-CARE list on the UGC website/Scopus/Web of Science/PubMed/ during the last five years (5) view
Key Indicator - 3.4 - Extension Activities (50)
Metric No. Description Link
3.4.1 Total number of extension and outreach activities carried out in collaboration with National and International agencies, Industry, the community, Government and Non-Government organized bodies through NSS/NCC during the last five years (10) view
3.4.2 Average percentage of students participating in extension and outreach activities during the last 5 years (15) view
3.4.3 Number of awards and recognitions received for extension and outreach activities from Government / other recognised bodies during the last five years (10) view
3.4.4 Institutional social responsibility activities in the neighbourhood community in terms of education, environmental issues like Swachh Bharath, health and hygiene awareness and socio-economic development issues carried out by the students and staff during the last five years.(15) view
Key Indicator - 3.5 – Collaboration (20)
Metric No. Description Link
3.5.1 Average number of Collaborative activities for research, faculty exchange, student exchange/ Industry-internship etc. per year for the last five years (10) view
3.5.2 Total number ofFunctional MoUs with Institutions/ Industries in India and abroad for academic, clinical training / internship, on-the job training, project work, student / faculty exchange, collaborative research programmes etc. year-wise during the last five years (10) view

CRITERIA 4 - Infrastructure and Learning Resources (100)

Key Indicator - 4.1 Physical Facilities (25)
Metric No. Description Link
4.1.1 The Institution has adequate facilities for teaching- learning. viz., classrooms, laboratories, computing equipment etc. (10) view
4.1.2 The Institution has adequate facilities to support physical and recreational requirements of students and staff - sports, games (indoor, outdoor), gymnasium, auditorium, yoga centre, etc.) and for cultural activities (5) view
4.1.3 Availability and adequacy of general campus facilities and overall ambience: (5) view
4.1.4 Average percentage of expenditure incurred, excluding salary, for infrastructure development and augmentation during the last five years (5) view
Key Indicator - 4.2 Clinical, Equipment and Laboratory Learning Resources (20)
Metric No. Description Link
4.2.1 Teaching Hospital, equipment, clinical teaching-learning and laboratory facilities as stipulated by the respective Regulatory Bodies (7) view
4.2.2 Average number of patients per year treated as outpatients and inpatients in the teaching hospital for the last five years (4) view
4.2.3 Average number of students per year exposed to learning resource such as Laboratories, Animal House & Herbal Garden (in house OR hired) during the last five years (3) view
4.2.4 Availability of infrastructure for community based learning (6) view
Key Indicator – 4.3 Library as a learning Resource (20)
Metric No. Description Link
4.3.1 Library is automated using Integrated Library Management System (ILMS) (4) view
4.3.2 Total number of textbooks, reference volumes, journals, collection of rare books, manuscripts, Digitalized traditional manuscripts, Discipline-specific learning resources from ancient Indian languages, special reports or any other knowledge resource for library enrichment (3) view
4.3.3 Does the Institution have an e-Library with membership / registration for the following: (3) view
4.3.4 Average annual expenditure for the purchase of books and journals including e-journals during the last five years (5) view
4.3.5 In-person and remote access usage of library and the learner sessions/library usage programmes organized for the teachers and students (data for the preceding academic year) (2) view
4.3.6 E-content resources used by teachers: (3) view
Key Indicator- 4.4 IT Infrastructure (15)
Metric No. Description Link
4.4.1 Percentage of classrooms, seminar halls and demonstration rooms linked with internet /Wi-Fi-enabled ICT facilities (data for the preceding academic year) (5) view
4.4.2 Institution frequently updates its IT facilities and computer availability for students including Wi-Fi (5) view
4.4.3 Available bandwidth of internet connection in the Institution (Leased line) (5) view
Key Indicator – 4.5 Maintenance of Campus Infrastructure (20)
Metric No. Description Link
4.5.1 Average expenditure incurred on maintenance of physical facilities and academic support facilities excluding salary component as a percentage during the last five years (10) view
4.5.2 There are established systems and procedures for maintaining and utilizing physical, academic and support facilities - laboratory, library, sports facilities, computers, classrooms etc. (10) view

CRITERIA 5- Student Support and Progression (120)

Key Indicator- 5.1 Student Support (45)
Metric No. Description Link
5.1.1 Average percentage of students benefited by scholarships /freeships / fee-waivers by Government / Non-Governmental agencies / Institution during the last five years (10) view
5.1.2 Capability enhancement and development schemes employed by the Institution for students: (15) view
5.1.3 Average percentage of students provided training and guidancefor competitive examinations and career counseling offered by the Institution during the last five years (5) view
5.1.4 The Institution has an active international student cell to facilitate study in India program etc.., (2) view
5.1.5 TheInstitutionhasatransparentmechanismfortimelyredressalof studentgrievances / prevention of sexual harassment / prevention of ragging (13) view
Key Indicator- 5.2 Student Progression (40)
Metric No. Description Link
5.2.1 Average percentage of students qualifying in state/ national/ international level examinations (eg: GATE/GMAT/GPAT /CAT/ NEET/ GRE/ TOEFL/PLAB/USMLE/AYUSH/CivilServices/Defence/UPSC/State Government examinations/ AIIMSPGET, JIPMER Entrance Test, PGIMER Entrance Test etc.,) during the last five years (10) view
5.2.2 Average percentage of placement / self-employment (in relevant field) in professional services of outgoing students during the last five years (15) view
5.2.3 Percentage of the batch of graduated students of the preceding year, who have progressed to higher education (15) view
Key Indicator- 5.3 Student Participation and Activities (25)
Metric No. Description Link
5.3.1 Number of awards/medals for outstanding performance in sports/cultural activities at State/Regional (zonal)/ National / International levels (award for a team event should be counted as one) during the last five years (10) view
5.3.2 Presence of a Student Council, its activities related to student welfare and student representation in academic & administrative bodies/ committees of the Institution (5) view
5.3.3 Average number of sports and cultural activities/competitions organised by the Institution during the last five years (10) view
Key Indicator- 5.4 Alumni Engagement (10)
Metric No. Description Link
5.4.1 TheAlumniAssociation is registered and holds regular meetings to plan its involvement and developmental activates with the support of the college during the last five years. (5) view
5.4.2 Provide the areas of contribution by the Alumni Association / chapters during the last five years (5) view

CRITERIA 6 - Governance, Leadership and Management (100)

Key Indicator- 6.1 Institutional Vision and Leadership (10)
Metric No. Description Link
6.1.1 The Institution has clearly stated Vision and Mission which are reflected in its academic and administrative governance. (5) view
6.1.2 Effective leadership is reflected in various Institutional practices such as decentralization and participative management (5) view
Key Indicator- 6.2 Strategy Development and Deployment (10)
Metric No. Description Link
6.2.1 The Institutional has well defined organisational structure, Statutory Bodies/committees of the College with relevant rules, norms and guidelines along with Strategic Plan effectively deployed. Provide the write-up within 500 words (5) view
6.2.2 Implementation of e-governance in areas of operation (5) view
Key Indicator- 6.3 Faculty Empowerment Strategies (30)
Metric No. Description Link
6.3.1 The Institution has effective welfare measures for teaching and non-teaching staff (5) view
6.3.2 Average percentage of teachers provided with financial support to attend conferences/workshops and towards membership fee of professional bodies during the last five years (7) view
6.3.3 Average number of professional development / administrative training programmes organized by the Institution for teaching and non- teaching/technical staff during the last five years (6) view
6.3.4 Average percentage of teachers undergoing Faculty Development Programmes (FDP) including online programmes during the last five years (Orientation / Induction Programmes, Refresher Course, Short Term Course etc.) (6) view
6.3.5 Institution has Performance Appraisal System for teaching and non-teaching staff (6) view
Key Indicator- 6.4 Financial Management and Resource Mobilization (20)
Metric No. Description Link
6.4.1 nstitutional strategies for mobilisation of funds and the optimal utilisation of resource (7) view
6.4.2 Institution conducts internal and external financial audits regularly (8) view
6.4.3 Funds / Grants received from government/non-government bodies, individuals, philanthropists(INR in Lakhs) during the last five years (not covered in Criterion III) (5) view
Key Indicator- 6.5 Internal Quality Assurance System (30)
Metric No. Description Link
6.5.1 Instituion has a streamlined Internal Quality Assurance Mechanism (10) view
6.5.2 Average percentage of teachers attending programs/workshops/seminars specific to quality improvement in the last 5 years (10) view
6.5.3 The Institution adopts several Quality Assurance initiatives (10) view

CRITERIA 7- Institutional Values and Best Practices (100)

Key Indicator- 7.1 Institutional Values and Social Responsibilities (50)
Metric No. Description Link
7.1.1 Total number of gender equity sensitization programmes organized by the Institution during the last five years (5) view
7.1.2 Measures initiated by the Institution for the promotion of gender equity during the last five years. (5) view
7.1.3 The Institution has facilities for alternate sources of energy and energy conservation devices (3) view
7.1.4 Describe the facilities in the Institution for the management of the following types of degradable and non-degradable waste (within 500 words) (3) view
7.1.5 Water conservation facilities available in the Institution: (2) view
7.1.6 Green campus initiatives of the Institution include: (2) view
7.1.7 The Institution has Divyangjan friendly, barrier-free environment in the campus (10) view
7.1.8 Describe the Institutional efforts/initiatives in providing an inclusive environment i.e., tolerance and harmony towards cultural, regional, linguistic, communal socio-economic and other diversities (10) view
7.1.9 Code of conduct handbook exists for students, teachers and academic and administrative staff including the Dean / Principal /Officials and support staff. (10) view
7.1.10 The Institution celebrates / organizes national and international commemorative days, events and festivals (4) view
Key Indicator - 7.2 Best Practices (30)
Metric No. Description Link
7.2.1 Describe two Institutional Best Practices as per the NAAC format provided in the Manual (30) view
Key Indicator - 7.3 Institutional Distinctiveness (20)
Metric No. Description Link
7.3.1 Portray the performance of the Institution in one area distinctive to its priority and thrust within 500 words (20) view

CRITERIA 8- Dental part

Key Indicator 8.1 – Dental College
Metric No. Description Link
8.1.1 NEET percentile scores of students enrolled for the BDS programme for the preceding academic year. (5) Link
8.1.2 The Institution ensures adequate training for students in pre-clinical skills (5) Link
8.1.3 Institution follows infection control protocols during clinical teachingduringpreceding academic year(10) Link
8.1.4 Orientation / Foundation courses practiced in the institution for students entering the college / clinics / internship: (5) Link
8.1.5 The students are trained for using High End Equipment for Diagnostic and therapeutic purposes in the Institution. (10) Link
8.1.6 Institution provides student training in specialized clinics and facilities for care and treatment such as: (10) Link
8.1.7 Average percentage of full-time teachers who have acquired additional postgraduate Degrees/Diplomas/Fellowships beyond the eligibility requirements from recognized centers/universities in India or abroad. (Eg: AB, FRCS, MRCP, FAMS, FAIMER & IFME Fellowships, Ph D in Dental Education etc.) during last five years (5) Link
8.1.8 The Institution has introduced objective methods to measure and certify attainment of specific clinical competencies by BDS students/interns as stated in the undergraduate curriculum by the Dental Council of India (10) Link
8.1.9 Average percentage of first year students, provided with prophylactic immunization against communicable diseases like Hepatitis-B during their clinical work in the last five years (10) Link
8.1.10 The College has adopted methods to define and implement Dental graduate attributes with a system of evaluation of attainment of such attributes (10) Link
8.1.11 Average per capita expenditure on Dental materials and other consumables used for student training during the last five years. (10) Link
8.1.12 Establishment of Dental Education Department by the College for the range and quality of Faculty Development Programmes in emerging trends in Dental Educational Technology organized by it. (10) Link

EXTENDED PROFILE

1. Student
Metric No. Description Link
1.1 Number of students year-wise during the last five years Link
1.2 Number of outgoing/ final year students year-wise during the last five years Link
1.3 Number of first year students admitted year-wise in the last five years Link
2. Teachers
Metric No. Description Link
2.1 Number of full time teachers year-wise during the last five years Link
2.2 Number of Sanctioned posts year-wise during the last five years Link
3. Institution
Metric No. Description Link
3.1 Total expenditure excluding salary year wise during the last five years (INR in lakhs) Link

BEST PRACTICES

Title of the Practice: ADOPTION OF ORGANISATIONS FROM VARIOUS SECTORS IN COMMUNITY FOR ACCESS TO DENTAL CARE
Objectives:
  • To provide primary care to the surrounding rural areas.
  • To motivate our students to actively participate in health care services.
  • To provide prompt services that include early diagnosis and specialty treatments.
  • To ensure that people for all sectors including public and private have access to dental care.
  • To practice ethically with the understanding of people from different cultural beliefs and backgrounds.
The Context:

A majority of population in rural areas do not have access to quality dental care. Primary school children and geriatric population are dependent on caretakers for health care access and transport is a hindrance in seeking quality dental care. The high concentration of practioners in the urban areas has also let a huge population inaccessible to dental care. Employees working in public, private and corporate sectors tend to neglect their dental health due to lack of time and awareness. The under privileged sectors that include people in imprisonment and differently abled children are also inaccessible to dental care.

Practice:

Our institution has adopted organizations from different sectors of the society including public, private, underprivileged and corporate sectors for access to dental care.Regular dental camps are being conducted in nearby areas such as schools, colleges, retirement homes, orphanages and community centers including people with special needs. Various outreach programs and rally are being conducted on special days like World oral health day, World No Tobacco day and Oral hygiene day. We have also established Satellite centers in Saravanampatti and Sulur to cater to the needs of surrounding villages.

Evidence of success:

A total of 60 free dental checkup and health awareness camps were organized and conducted by the Department of Public Health Dentistry and more than 3000 patients were examined each year.

Problems encountered and resources required:

Covid 19 posed a great challenge in conducting dental camps from 2020 to 2021, yet camps were organized following effective Covid protocol for the benefit of patients. We faced problems in providing access to dental care to remote villages.

GO GREEN
Objectives:
  • To achieve human development goals without degrading the environment.
  • To protect the natural resources and our ecosystem.
  • To educate on implementing GO GREEN initiatives.
  • To inculcate these habits amongst our younger generation.
  • To encourage eco-friendly practices within the campus.
Context:

The world’s need for environmental sustainability is increasing with the adverse impact of deforestation,climate change and global warming. Technology and innovation are paramount for the progress of any nation but the carbon footprint it leaves behind is detrimental. The need to incorporate eco-friendly ways of producing and consuming as well as efficient use of energy, water, and natural resources is imperative for our survival and future wellbeing.Today the whole world has a pressing issue on the net zero carbon which can be achieved by sustainability. Alternate energy resources like solar energy need to be utilized to a greater extent. The use of plastic is a menace to the environment and a strict ban is enforced on the same.

Practice:

Numerous trees of about 1,635 in number have been planted in our campus that improves the air quality in the surroundings. In addition to this herbal garden is being maintained in our institution. We have enforced strict restrictions on the entry of vehicles and battery operated vehicles are in use within the campus. A strict ban on plastic has been enforced in the campus and the concept of REDUCE, REUSE AND RECYCLE is promoted. Renewable energy systems have been implemented for regular activities.

Evidence of success:

The march towards a greener world and a better future has created a great impact amongst our students. Students are actively participating in conserving the environment. The use of battery operated vehicles has reduced carbon emissions to a great extent. The students are also keen on participating in SWACH BARATH programs.

Problems encountered and resources required:

Moving towards green energy is a great leap in current scenario. In that sense more resources is required for energy conservation, for example in the case of battery-driven technology, five major attributes such as power, energy, longevity, safety and cost of the battery need to be considered.

HR POLICY MANUAL

AWARDS AND RECOGNITION

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STAKE HOLDERS FEEDBACK

INSTITUTIONAL DISTINCTIVENESS

Empowering rural youth with holistic management education for Nation building

Swami Vivekananda quotes,

“All power is within you, you can do anything and everything…”

India is one of the youngest countries in the world. Youth plays a crucial and substantial role in the development of our nation. The growing number of youth in rural India requires the right educational infrastructure to develop skills and opportunities to get employed and to become entrepreneurs. Youth are seen as promising resources of manpower for development. The new mantra of the day is ‘Young India - New India’ and implies that the new India is firmly on the shoulders of the youth. If the youth of the nation is put on the right track to unleash their potential, the nation will flourish.

RVS IMS, mostly educating the rural youth, intends to contribute to nation-building by grooming them holistically, empowering them as proficient performers, and enabling them as professionals and entrepreneurs through various measures and activities initiated during the course of study.

The students of RVS IMS are mostly rural youth from the poor family background. Keeping this in view and a rapidly changing dynamic environment, a systematic approach has been devised and implemented by the institution to empower students through holistic management education.

RVS IMS, strives to accomplish this through its Vision and Mission as,

Vision

  • To be a premier, value-based management institution creating global business leaders.

Mission

  • Impart business knowledge through effective and result-oriented pedagogy to meet the challenges of the knowledge era.
  • Instill global outlook and social responsibilities in the minds of future business decision-makers.
  • Nurture the entrepreneurial spirit by continuous association with industry leaders.

The initiatives packaged in this endeavor are,

  • A curriculum devised by Anna University that imparts value-based education with integrated cross-cutting issues like Professional ethics, Gender equity, Human Values, Environment & Sustainability, and Corporate Social Responsibility.
  • An engaging orientation program for the 1st year students that gives clarity on their course of study, environment, challenges, opportunities, and the way forward.
  • An outbound training by a training partner enables 1st-year students to quickly understand management concepts through various related activities and get oriented accordingly.
  • An effective mentor-mentee system that enables students to shape themselves as future professionals through regular interactions, counseling, support, and guidance. The system enables better outcomes as the mentor handholds the students throughout the course from day one till the last.
  • An appropriate student-centric approach in academics encouraging experiential learning, participative learning and problem-solving methodologies using ICT tools thus enabling students with a better understanding of concepts. This opens up the minds of the students to learn better without any ambiguity and with a practical approach ensuring optimal knowledge transfer.
  • Transparent internal assessment tests and robust evaluation processes ensure students prepare themselves better to meet University academic standards. Low performers are adequately supported with additional sessions of learning.
  • A well-defined, clearly communicated Program Outcomes, Program Specific Outcomes, and Course Outcomes to the faculty and students are accomplished through a combination of direct and indirect methods.
  • Encouraging students to pursue multidisciplinary courses in SWAYAM – NPTEL portal, Coursera, edX, etc.. promotes self-learning facilitating lifelong learning.
  • Encouraging participation and organizing various co-curricular activities like management meets, quizzes, seminars, workshops, guest lectures, industrial visits, and internships provides enough opportunities to learn beyond the classroom.
  • Encouraging participation and organizing various extra-curricular activities like sports, outreach programs, and extended activities that provides opportunities to be competitive, sportive, and socially responsible.
  • Imparting knowledge and developing skills in an unexplored, domain-specific area through various value-added programs help students to be industry ready.
  • Ensuring enhancement of employability potential in students through various capacity-building programs and training programs in association with faculty members and training partners enable students to be industry ready for a bright career start of their choice.
  • Organising campus drives across domains helps students to get maximum, deserving, and quality placements.
  • An ecosystem for innovation by Institution’s Innovative cell through Entrepreneurship Development Cell instills entrepreneurial skills in students and invokes confidence in them to become student entrepreneurs.
  • Meaningful association with CMA Student Chapter enriches Industry-Institute interaction and the Entrepreneur's meet-up programs kindle the spirit of Entrepreneurship in students’ minds.
  • An extension activities centre that enables enough opportunities for students by extending services to the needs and issues in the neighbourhood that sensitizes them on social issues thus shaping them as socially responsible citizens. It includes Blood donation camps, Awareness programs for the public, Temple cleaning activities, Service to Government schools, Youth empowerment programs, Waste management programs, Corona awareness, and vaccination camps, Greenery promotion projects, etc...
  • Adequate infrastructure and physical facilities facilitate better knowledge transfer, professional skill development, and exposure to life skills thus enabling the holistic development of students.
  • RVS IMS has partnered with various industries, training agencies, and associations to widen students’ scope of learning, grooming, and practicing in their holistic development.
  • Alumni being the brand ambassadors, the vibrant alumni association ‘SMARAN’ keeps the alumni connected with their Alma Mater and contributes to the students of the day by sharing their experiences, guiding, and supporting.
  • A diversified environment, management with social commitment, dynamic leadership, clear vision and mission, a realistic strategic plan, a systemic approach, a consultative hierarchy ensures a free, fair, conducive atmosphere of learning professionally and grooming holistically.
  • As institutions are built by people, the employees of RVSIMS are governed by various employee-friendly policies that offer a safe, secure, comfortable work environment with righteous values that automatically reflect in students.
  • The welfare of the employees is upheld through various welfare measures that imply in the longevity of association of most of the employees and returning in case of parting ways due to inevitable circumstances.
  • Yoga centre in campus promotes the mental health and well-being of the students and faculty members.

Thus, RVS Institute of Management Studies contributes its bit to the pursuit of Nation building by empowering rural youth as responsible citizens and developing them as proficient performers through a meticulously structured management program and systematic, efficient execution and continues to do the same accommodating all changes happening around.

DISABLED FRIENDLY CAMPUS

Capability enhancement and development

INTERNAL AND EXTERNAL AUDIT

RVS Institute of Management Studies since its inception in 2008, has been a self-financing institution and hence has to generate its own resources to meet out the expenditure on various items and also for further investments on assets for expansion.

Mobilization of funds

The funds are mobilized from tuition fees, hostel fees, and other fees. The income from such sources vary from year to year depending on the admissions. As an institution located in a Tier 2 city, the scope for generating funds through other sources like research, consultancy, etc is limited. For almost all the MoU partners, any consulting work carried out is obligatory in nature. In spite of this disadvantage, the institution explores alternative ways to generate funds through research and consultancy, which has begun to see results.

Since resources are limited and requirements are huge, careful rationing of funds for various purposes is done with due diligence.

An annual budget is prepared by the Director and submitted to the CEO. The budget is scrutinized by the CEO and the Governing Council for fund allocation.

Optimum Utilization of funds

The CEO monitors the utilization of funds for both recurring and non-recurring expenses such as salary, electricity, consumables, maintenance, etc. Salary for teaching and non-teaching staff is one of the major items of expenditure. Staff and student welfare expenditures are given priority. Library and computer center are areas which require constant attention and financial support. Some of the items of recurring expenses are salaries for housekeeping, security, industrial visits, promotional activities expenditure, the conduct of programs, National & International visits for students, etc.

Quotations are sought from suppliers for the purchase of books, journals, equipment, computers, etc. The quotations are scrutinized based on the parameters of the brand, quality , and price before the decision is made. Care is taken to see that the expenditure lies within the estimated budget. In cases where the expenditure is exceeded, management permission is sought.

Financial Audits

The financial statements are audited by internal auditors and submitted to the management from time to time. A qualified Chartered Accountant also reviews the accounts/entries on a quarterly basis. Suggestions/objections, if any, raised by the Chartered Accountant are discussed with the management for necessary action. Every year the accounts are further reviewed and finalized by external auditors and audited financial statements are prepared and submitted to the management. Based on this report the budget for the next academic year is prepared effectively. The external audit helps the management to understand the financial requirements and the suitable actions are taken to utilize the fund mobilized through various sources.

Audited Statement