| Metric No. | Particulars | Supporting Documents |
|---|---|---|
| 6.1 Institutional Vision and Leadership (15) | ||
| 6.1.1 QlM | The institutional governance and leadership are in accordance with the vision and mission of the Institution and it is visible in various institutional practices such as NEP implementation, sustained institutional growth, decentralization, participation in the institutional governance and in their short term and long term Institutional Perspective Plan. (15) | Annexure 1 |
| 6.2 Strategy Development and Deployment (12) | ||
| 6.2.1 QlM | The institutional perspective plan is effectively deployed and functioning of the institutional bodies is effective and efficient as visible from policies, administrative setup, appointment, service rules, and procedures, etc. (8) | Annexure 1 |
| 6.2.2 QnM | Institution implements e-governance in its operations 1. Administration including complaint management 2. Finance and Accounts 3. Student Admission and Support 4. Examinations (4) Options: 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 | Annexure 1 |
| 6.3 Faculty Empowerment Strategies (33) | ||
| 6.3.1 QlM | The institution has performance appraisal system, effective welfare measures for teaching and non-teaching staff and avenues for career development/progression (6) | Annexure 1 |
| 6.3.2 QnM | Percentage of teachers provided with financial support to attend conferences/workshops and towards membership fee of professional bodies during the last five years (12) 6.3.2.1. Number of teachers provided with financial support to attend conferences/workshops and towards membership fee of professional bodies year wise during the last five years | Annexure 1 |
| 6.3.3 QnM | Percentage of teaching and non-teaching staff participating in Faculty Development Programmes (FDP), Management Development Programmes (MDPs), and professional development /administrative training programs during the last five years (15) 6.3.3.1. Total number of teaching and non-teaching staff participating in Faculty development Programmes (FDP), Management Development Programmes (MDPs) professional development /administrative training programs during the last five years. 6.3.3.2 Total number of non-teaching staff year-wise during the last five years | Annexure 1 |
| 6.4 Financial Management and Resource Mobilization (10) | ||
| 6.4.1 QlM | Institution has strategies for mobilization and optimal utilization of resources and funds from various sources (government/ nongovernment organizations) and it conducts financial audits regularly (internal and external) Write description in a maximum of 500 words (10) | Annexure 1 |
| 6.5 Internal Quality Assurance System (30) | ||
| 6.5.1 QlM | Internal Quality Assurance Cell (IQAC) has contributed significantly for institutionalizing the quality assurance strategies and processes. It reviews teaching learning process, structures & methodologies of operations and learning outcomes at periodic intervals and records the incremental improvement in various activities (15) | Annexure 1 |
| 6.5.2 QnM | Quality assurance initiatives of the institution include: 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. (15) Options: 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 | Annexure 1 |
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