| Sl. No. | Description | Metric No. | Documents Link |
| | Key Indicator – 6.1 Institutional Vision, Mission and Effective leadership | | |
| 1 | The governance of the institution is reflective of and in tune with the vision and mission of the institution. | 6.1.1 | VIEW |
| 2 | The effective leadership is visible in various institutional practices | 6.1.2 | VIEW |
| | Key Indicator – 6.2 Institutional strategic plan deployment, Functioning of institutional bodies and E-Governance | | |
| 3 | The institutional Strategic/ perspective plan is effectively deployed. | 6.2.1 | VIEW |
| 4 | The functioning of the institutional bodies is effective and efficient as visible from policies, administrative setup, appointment and service rules, procedures, etc. KCSR2017 Organisation Structure |
6.2.2 6.2.2 | VIEW VIEW |
| 5 | Implementation of e- governance in areas of operation 1. Administration 2. Finance and Accounts 3. Student Admission and Support 4. Examination | 6.2.3 | VIEW VIEW |
| | Key Indicator – 6.3 Welfare Measures, Development and Appraisal System for teaching and non- teaching staff | | |
| 6 | The institution has effective welfare measures for teaching and non-teaching staff | 6.3.1 | VIEW |
| 7 | Average percentage of teachers provided with financial support to attend conferences/workshops and towards the membership fee of professional bodies | 6.3.2 | VIEW |
| 8 | Average number of professional development/ administrative training programs organized by the institution for teaching and non-teaching staff
| 6.3.3 | VIEW VIEW |
| 9 | Average percentage of teachers undergoing online/face-to-face Faculty development Programmes (FDP) | 6.3.4 | VIEW VIEW |
| 10 | Institutions Performance Appraisal System for teaching and non- teaching staff | 6.3.5 | VIEW |
| | Key Indicator – 6.4 Internal and External financial audits, Funds / Grants received and Institutional strategies for mobilisation of funds | | |
| 11 | Institution conducts internal and external financial audits regularly | 6.4.1 | VIEW |
| 12 | Funds / Grants received from non-government bodies, individuals, philanthropies during the last five years | 6.4.2 | VIEW |
| 13 | Institutional strategies for mobilisation of funds and the optimal utilisation of resources
| 6.4.3 | VIEW |
| | Key Indicator – 6.5 Internal Quality Assurance Cell strategies and processes, Incremental improvement in various activities and Quality assurance initiatives of the institution | | |
| 14 | Internal Quality Assurance Cell (IQAC) has contributed significantly for institutionalizing the quality assurance strategies and processes | 6.5.1 | VIEW |
| 15 | 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 | 6.5.2 | VIEW |
| 16 | Quality assurance initiatives of the institution include: 1. Regular meeting of Internal Quality Assurance Cell (IQAC); Feedback collected, analysed and used for improvements. 2. Collaborative quality initiatives 3. Participation in NIRF 4. any other quality audit recognized by state, national or international agencies (ISO Certification, NBA) with other institution(s) | 6.5.3 | VIEW |