| 6.1 Institutional Vision and Leadership | QlM | 6.1.1 The governance of the institution is reflective of and in tune with the vision and mission of the institution | View document |
| QlM | 6.1.2 The effective leadership is visible in various institutional practices such as decentralization and participative management. | View document |
| 6.2 Strategy Development and Deployment | QlM | 6.2.1 The institutional Strategic/ perspective plan is effectively deployed | View document |
| QlM | 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. | View document |
| QnM | 6.2.3 Implementation of e-governance in areas of operation: Administration, Finance and Accounts, Student Admission and Support, Examination | View document |
| 6.3 Faculty Empowerment Strategies | QlM | 6.3.1 The institution has effective welfare measures for teaching and non-teaching staff | View document |
| QnM | 6.3.2 Number of teachers provided with financial support to attend conferences/ workshops and towards membership fee of professional bodies during the year | View document |
| QnM | 6.3.3 Number of professional development /administrative training programs organized by the institution for teaching and non-teaching staff during the year | View document |
| QnM | 6.3.4 Number 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.) | View document |
| QlM | 6.3.5 Institutions Performance Appraisal System for teaching and non-teaching staff | View document |
| 6.4 Financial Management and Resource Mobilization | QlM | 6.4.1 Institution conducts internal and external financial audits regularly. Enumerate the various internal and external financial audits carried out during the year with the mechanism for settling audit objections | View document |
| QnM | 6.4.2 Funds / Grants received from non-government bodies, individuals, philanthropers during the year (not covered in Criterion III) | View document |
| QlM | 6.4.3 Institutional strategies for mobilization of funds and the optimal utilization of resources | View document |
| 6.5 Internal Quality Assurance System | QlM | 6.5.1 Internal Quality Assurance Cell (IQAC) has contributed significantly for institutionalizing the quality assurance strategies and processes | View document |
| QlM | 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 | View document |
| QnM | 6.5.3 Quality assurance initiatives of the institution include: Regular meeting of Internal Quality Assurance Cell (IQAC); Feedback collected, analyzed 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) | View document |
