| 6.1 Institutional Vision and Leadership | 6.1.1: The governance of the institution is reflective of and in tune with the vision and mission of the institution | View document |
| 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 | 6.2.1: The institutional Strategic / Perspective plan is effectively deployed | View document |
| 6.2.2: The functioning of the institutional bodies is effective and efficient as visible from policies, administrative setup, appointment, service rules and procedures, etc. | View document | |
| 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 | 6.3.1: The institution has effective welfare measures for teaching and non-teaching staff | View document |
| 6.3.2: Percentage of teachers provided with financial support to attend conferences/workshops and towards membership fee of professional bodies publication and other academic incentives during the last five years. | View document | |
| 6.3.3: Percentage of teachers undergoing online/face-to-face Faculty development Programmes (FDP) during the last five years (Professional Development Programmes, Orientation / Induction Programmes, Refresher Course, Short Term Course etc.) | View document | |
| 6.3.4: Institutions Performance Appraisal System for teaching and non-teaching staff. | View document | |
| 6.4 Financial Management and Resource Mobilization | 6.4.1: Institution conducts internal and external financial audits regularly | View document |
| 6.4.2: Funds / Grants received from non-government bodies, individuals, philanthropers during the last five years (not covered in Criterion III) | View document | |
| 6.4.3: Institutional strategies for mobilisation of funds and the optimal utilisation of resources | View document | |
| 6.5 Internal Quality Assurance System | 6.5.1: Internal Quality Assurance Cell (IQAC) has contributed significantly for institutionalizing the quality assurance strategies and processes | View document |
| 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 ( For first cycle – Incremental improvements made for the preceding five years with regard to quality For second and subsequent cycles – Incremental improvements made for the preceding five years with regard to quality and post accreditation quality initiatives ) | View document | |
| 6.5.3: Quality assurance initiatives of the institution include: Regular meeting of Internal Quality Assurance Cell (IQAC); Feedback collected, analysed and used for improvements Collaborative quality intitiatives with other institution(s) Participation in NIRF Academic and Administrative Audit Disability/gender/diversity audit Any other quality audit recognized by state, national or international agencies (ISO Certification, NBA) | View document |
