| Metric No. | Key Indicator- 6.1 Institutional Vision and Leadership (10) | Relevant Proofs |
| 6.1.1 | The governance of the institution is reflective of and in tune with the vision and mission of the institution (5) | VISION MISSION VIEW |
| 6.1.2 | The effective leadership is visible in various institutional practices such as decentralization and participative management (5) | View |
| Metric No. | Key Indicator- 6.2 Strategy Development and Deployment (10) | Relevant Proofs |
| 6.2.1 | The institutional Strategic/ perspective plan is effectively deployed (2) | VIEW |
| 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) | ORGANISATION STRUCTURE |
| 6.2.3 | Implementation of e-governance in areas of operation (4) - Administration
- Finance and Accounts
- Student Admission and Support
Examination | SCREENSHOT |
| Metric No. | Key Indicator- 6.3 Faculty Empowerment Strategies (30) | Relevant Proofs |
| 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 (10) | VIEW |
| 6.3.3 | Average number of professional development /administrative training programs organized by the institution for teaching and non teaching staff during the last five years (5) | VIEW |
| 6.3.4 | Average percentage of teachers undergoing online/ face-to-face Faculty Development Programmes (FFDP) during the last five years (5) (Professional Development Programmes, Orientation / Induction Programmes, Refresher Course, Short Term Course etc.) | VIEW |
| 6.3.5 | Institutions Performance Appraisal System for teaching and non-teaching staff (5) | VIEW |
| Metric No. | Key Indicator- 6.4 Financial Management and Resource Mobilization (20) | Relevant Proofs |
| 6.4.1 | Institution conducts internal and external financial audits regularly (6) | VIEW |
| 6.4.2 | Funds / Grants received from non-government bodies, individuals, philanthropers during the last five years (not covered in Criterion III) (8) | VIEW |
| 6.4.3 | Institutional strategies for mobilisation of funds and the optimal utilisation of resources (6) | view |
| Metric No. | Key Indicator- 6.5 Internal Quality Assurance System (30) | Relevant Proofs |
| 6.5.1 | Internal Quality Assurance Cell (IQAC) has contributed significantly for institutionalizing the quality assurance strategies and processes (10) | DOCUMENTS |
| 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) | View |
| 6.5.3 | Quality assurance initiatives of the institution include: (10) - Regular meeting of Internal Quality Assurance Cell (IQAC); Feedback collected, analysed and used for improvements
- Collaborative quality initiatives with other institution(s)
- Participation in NIRF
Any other quality audit recognized by state, national or international agencies (ISO Certification, NBA) | IQAC MEETINGS IQAC Summary Conferences, Seminars, Workshops Collaborative Quality Initiatives Orientation Programme |