Institutional Vision:

To achieve excellence in transformative education inculcating research, innovation, and entrepreneurship skills that will create good leaders and innovators for sustainable growth of technology, economy, and society.

Institutional Mission:

1. To create a holistic ambience where state-of-the-art research, new ideas, innovation, and leadership are encouraged.
2. To develop new knowledge and foster talent for identifying and addressing the problems faced by the industry, society, and the nation.
3. To facilitate innovation and entrepreneurship for creation and enhancement of employability with the skills imparted and the knowledge generated.
4. To encourage collaborative and multi-disciplinary research in partnership with the industry and other academic institutions with the aim of instilling an urge for lifelong learning in the students.

 

The institute's vision and mission align with NEP 2020, aiming to build a robust institutional framework that meets the objectives of the national higher education policy. These values are reflected in the institute's ethos and operations. As an affiliated college, our ability to fully implement NEP 2020's vision and mission is somewhat limited. However, we maintain academic standards and support multidisciplinary research through our Internal Quality Assurance Cell and Research & Development Cell.

The Head of the Institute is both the academic and administrative leader, overseeing all institutional activities in collaboration with the Governing Body and Department Heads. We have a strategic plan to effectively integrate teaching and research, guided by the IQAC's recommendations. The Internal Quality Assurance Cell (IQAC) ensures quality benchmarks in academic and administrative activities, aiming for continuous enhancement of the teaching-learning process.

Various administrative and academic bodies, including the Academic Committee, Anti-ragging Committee, and Grievance Redressal Cell, operate effectively through mandatory committees and cells. These bodies work together with the head of the institute to achieve the institution's vision and mission.

Department Heads, supported by the institute's head, uphold academic standards and foster connections between industry and the institution through the IIC. This involves organizing lectures, seminars, training sessions, and workshops led by industry professionals to support the comprehensive development of future professionals, in line with the institution's goals.

Faculty members are encouraged to engage in institutional governance to support ongoing growth through various committees and cells. The college aims to address societal needs through innovative actions and plans. To this end, several cultural clubs and committees have been established to promote Indian culture. These clubs and committees strive to motivate students towards overall development through skill-based initiatives, preparing them to contribute to society as responsible citizens.

The institute's strategic plans are geared towards educational advancement, infrastructural improvement, and overall growth. All stakeholders at the management, institutional, and departmental levels are encouraged to actively contribute to the implementation of these plans.Academic excellence is the foundation of the strategic plan, with a focus on outcome-based education, ICT-enabled teaching methods, entrepreneurship, innovation, and collaborative, multidisciplinary research.

The institution aims to develop engineers who are both professionally skilled and capable of conducting research, preparing them ready for industry and academia. The career development program, led by experts, assists students in gaining career knowledge, understanding educational opportunities, and improving job search skills. Faculty quality is improved through advanced technology training, hiring PhD-qualified faculty, enhancing R&D facilities, and increasing engagement with professional organizations.

To foster problem-solving skills and entrepreneurial abilities in students and faculty, the institute has adopted the National Innovation and Startup Policy (NISP) 2019. In line with this policy, the Institution Innovation Cell (IIC) was established to foster a culture of innovation.

Techno International Newtown (TINT) employs a decentralized administration structure to ensure effective management and academic operations:

a) Board of Governors: This top decision-making body sets the vision and mission, determines strategic directions, formulates policies, monitors activities, enforces rules, appoints staff, and handles promotions.

b) Head of the Institute: As the academic and administrative leader, this role involves communicating the institution’s vision, mission, and objectives, and overseeing teaching, research, publications, and committee activities for faculty and students.

c) Internal Quality Assurance Cell (IQAC): The IQAC is dedicated to enhance and maintain quality within the institution, playing a key role in monitoring internal quality standards.

d) Registrar: The Registrar oversees all administrative functions and manages records.

e) Heads of Departments: Under the supervision of the Head of the Institute, department heads ensure that the curricular, extracurricular, and promotional activities are carried out as per the academic calendar.

f) Librarian: The librarian manages the library’s planning, administration, and budget, in consultation with department heads and the principal.

g) Training & Placement Officer: This officer handles student training and placement activities, working with the Head of the Institute, Central Placement Cell Head, Registrar, and department heads to enhance employability.

h) Officer in Charge (Examinations): This officer supervises the Examination Cell, managing university exams and internal tests under the guidance of the Head of the Institute.

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

A. All of the above
B. Any 3 of the above
C. Any 2 of the above
D. Any 1 of the above
E. None of the above

Our institution employs a comprehensive 360-degree Performance Assessment to enrich the capabilities and skillset of our staff. The Appraisal Committee, composed of senior academicians engaged by the Authority/Society, conducts performance reviews for regular employees and probationers at the end of each academic year. It is compulsory for all faculty and staff members to undergo performance appraisals before their service is confirmed. This appraisal is based on total performance evaluation by the HOD/Principal, followed by a proper review by the Appraisal Committee.

Review of the performance are carried out for all the regular employees, focusing on objective and measurable criteria. Faculty members are required to submit a Performance Appraisal Report (PAR) form, which details their involvement in both academic and administrative activities. The Performance Review Report is a crucial document for salary adjustments and addressing performance-related issues. The PAR includes multiple parameters, in line with the Goal Sheet approved by the HR section, featuring quantitative measures for teaching performance and additional criteria such as research contributions, publications, seminars, and participation in co-curricular and extracurricular activities.

Teaching and non-teaching staff seeking promotion under the Career Advancement Scheme (CAS) submit a Performance-Based Appraisal System Proforma, supported by credentials per UGC Regulations guidelines. Promotions are granted as per Selection Committee's recommendations. Faculty members identified for improvement are advised to pursue further development.

The institute offers several welfare measures for improving the performance and sense of belonging among its staff. These include:

• Provident Fund for all eligible employees.
• Special academic leave for attending conferences and seminars, both domestically and internationally.
• Financial support for faculty attending conferences, workshops, and Faculty Development Programs (FDPs).
• Weekly special research leaves for faculty enrolled in PhD programs.
• Admission discounts for TIG school students.
• Six months of maternity leave for eligible regular female employees.
• Uniforms for all class IV staff.
• Access to a doctor for all the members of TINT family during duty hours.
• Psychological counselling support for students and staff during duty hours.
• Medical discount on treatment to Techno Global Hospital for all eligible Staff.
• Festival allowance to all Group ‘D’ Staff.

2022-23	2021-22	2020-21	2019-20	2018-19
19	11	10	16	10

2022-23	2021-22	2020-21	2019-20	2018-19
74	69	123	81	63

2022-23	2021-22	2020-21	2019-20	2018-19
51	50	50	48	47

Techno International New Town (TINT) has a comprehensive procedure for mobilizing funds and utilizing resources for academic, administrative, and overall development purposes. The Board of Governors develops financial policies and oversees the implementation of approved budgets and actual expenditures. The primary source of funds is student fees. Departmental budgets are formulated after thoroughly reviewing the departments' needs and assessing the previous year's allocations. The consolidated budget is then presented to the Governing Body for approval. Student fees are allocated for faculty and staff salaries, as well as for enhancing academic and infrastructural facilities. Funds are deposited in the bank, and expenses are paid via cheques or electronic transfers. Expenditure information is monitored at various management levels.

The institution has a strategic plan to optimize fund utilization for effective teaching and learning practices, which includes:

• Conducting orientation programs and interdisciplinary activities
• Organizing workshops, seminars, and expert talks
• Supporting research and development activities
• Hosting annual tech fests, alumni meets, sports events, and parent-teacher meetings
• Covering various expenditures under categories such as R&D, T&P, and software.

The institution conducts regular internal audits biannually and external audits annually to comply with legal requirements. Any auditor objections are promptly addressed, with necessary corrections made to the auditor's satisfaction.

Internal Audit: The internal audit is an ongoing process conducted biannually. A team of qualified internal auditors reviews all payments, receipts, journal vouchers, cash books, and ledger accounts on an accrual basis. The internal auditor evaluates objection settlements, action plan targets, and submits a report to management.

External Audit: An external auditor appointed by the college audits the financial statements at the end of each fiscal year. Qualified chartered accountants perform this audit. If irregularities are found, they are reported to the concerned department for rectification. If ignored, these issues are included in the auditor's report. The institution takes immediate corrective actions based on the report to resolve any issues.

The institution maintains stringent financial control procedures. The Finance Committee advises the Board of Governors on all financial matters. An annual budget is prepared at the beginning of the fiscal year, considering potential income and expenses (both recurring and non-recurring). Departmental budget provisions are based on inputs from the Heads of Departments. The Head of the Institution presents budget proposals to the Finance Committee and then to the Board of Governors for approval and ensures their proper implementation.

The Institutional Quality Assurance Council (IQAC) has been instrumental in institutionalizing quality assurance strategies and processes at various levels of an institution. The institution has an Academic and Administrative Audit system to evaluate the performance of the institution and to identify the issues that are to be attended to in order to improve the quality of teaching and research.  The internal academic audit is conducted annually to monitor the activities of faculty, department and institute levels. The external audits are conducted meticulously once in every three academic years by a team of professors from other reputed institutes, aiming to identify the bottlenecks in the existing academic process and to identify the opportunities for academic & administrative reforms.

IQAC focuses on qualitative functioning of the teaching learning process by implementing Outcome Based Education in Institutes across all departments. In line with OBE, Program Specific Outcomes (PSOs) and Course Outcomes (COs) are defined. The faculties prepare course outcomes (COs) and map them with the program Outcomes (POs) and Program Specific Outcomes (PSOs) employing numeric weightages. Blooms-Taxonomy is attributed while formulating course outcomes and also preparing CA Examination question papers. 

The primary objective of IQAC is to develop a system for conscious and consistent action for the improvement of the academic performance of the Institution towards excellence. The IQAC is committed to pursue its action plan, performance evaluation and implementing the strategies set up to assess teaching learning process & methodologies of operations. The course file preparation is mandatory by all faculties in the institute.  The institute follows the uniform methodology of project allocation, monitoring and evaluation system to adopt project-based learning from 3rd semester onwards.   Rubrics are set to evaluate the project and assignments.  Question papers of Continuous Assessment are prepared in line with COs as per Bloom's Taxonomy which is reviewed by the departmental academic committee from time to time.

 A strong online feedback system prevails in the institution to identify the gap in the teaching learning process. The filled-up feedback by the students is duly analysed by the members of the departmental academic committee, IQAC team and assess the deficiency of the teaching-learning process in the particular subject, if any. Accordingly, the institutions take measures and strategies for quality assurance & enhancements of teaching learning process as per the recommendations of IQAC. 

There have been significant improvements in the institution in different academic & administrative activities during the last five years as given below:

1. Timely completion of academic activities by the faculty members.
2. Setting up of the question papers in line with the course outcome of the subject.
3. Engagement of more teachers in active research work.
4. Active participation of the teachers in Sports, Cultural and other activities.
5. Involvement of teachers to enhance the employability of the students.
6. Participation of the faculty members and students in different seminars & workshops in state / national / international level.
7. Active participation of infrastructural enhancement of the institution.
8. Establishing a strong mentoring system.

1. Regular meeting of Internal Quality Assurance Cell (IQAC); quality improvement initiatives identified and implemented 2. Academic and Administrative Audit (AAA) and follow-up action taken 3. Collaborative quality initiatives with other institution(s) 4. Participation in NIRF and other recognized rankings 5. Any other quality audit/accreditation recognized by state, national or international agencies such as NAAC, NBA etc.

A. Any 4 or more of the above
B. Any 3 of the above
C. Any 2 of the above
D. Any 1 of the above
E. None of the above