SARASWATI SHIKSHAN SADAN
P.G. MAHAVIDYALAYA | 11 UDYOG VIHAR, SRIGANGANAGAR
Affiliated to Maharaja Ganga Singh University - Bikaner [Raj.]
P.G. MAHAVIDYALAYA | 11 UDYOG VIHAR, SRIGANGANAGAR
Affiliated to Maharaja Ganga Singh University - Bikaner [Raj.]
India has one of the largest and diverse education systems in the world. Privatization, widespread expansion, increased autonomy and introduction of Programmes in new and emerging areas have improved access to higher education. At the same time, it has also led to widespread concern on the quality and relevance of the higher education. To address these concerns, the National Policy on Education (NPE, 1986) and the Programme of Action (PoA, 1992) spelt out strategic plans for the policies, advocated the establishment of an independent National accreditation agency. Consequently, the National Assessment and Accreditation Council (NAAC) was established in 1994 as an autonomous institution of the University Grants Commission (UGC) with its Head Quarter in Bengaluru. The mandate of NAAC as reflected in its vision statement is in making quality assurance an integral part of the functioning of Higher Education Institutions (HEIs).
The NAAC functions through its General Council (GC) and Executive Committee (EC) comprising educational administrators, policy makers and senior academicians from a cross-section of Indian higher education system. The Chairperson of the UGC is the President of the GC of the NAAC, the Chairperson of the EC is an eminent academician nominated by the President of GC (NAAC). The Director is the academic and administrative head of NAAC and is the member-secretary of both the GC and the EC. In addition to the statutory bodies that steer its policies and core staff to support its activities NAAC is advised by the advisory and consultative committees constituted from time to time.
The IIQA is the first step in the accreditation process. It involves providing comprehensive information about the institution.
Our institution has completed the IIQA process successfully, demonstrating our commitment to quality education and continuous improvement.
The Self Study Report is a comprehensive document that provides a detailed analysis of the institution's performance against the NAAC criteria.
Our SSR showcases the institution's strengths, weaknesses, opportunities, and threats, along with our strategic plan for future development.
The Extended Profile provides detailed quantitative data about the institution's resources and activities.
Our extended profile demonstrates our institution's commitment to transparency and accountability in all operations.
| Metric No. | Description | Weightage |
|---|---|---|
| 2.1.1 | Enrolment percentage | 20 |
| 2.1.2 | Percentage of seats filled against seats reserved for various categories (SC, ST, OBC, Divyangjan, etc. as per applicable reservation policy during the last five years) | 20 |
| Metric No. | Description | Weightage |
|---|---|---|
| 2.2.1 | Student - Full time Teacher Ratio (Data for the latest completed academic year) |
40 |
| Metric No. | Description | Weightage |
|---|---|---|
| 2.3.1 | Student centric methods, such as experiential learning, participative learning and problem solving methodologies are used for enhancing learning experiences | 40 |
| Metric No. | Description | Weightage |
|---|---|---|
| 2.5.1 | Mechanism of internal/ external assessment is transparent and the grievance redressal system is time- bound and efficient | 40 |
| Metric No. | Description | Weightage |
|---|---|---|
| 2.7.1 | Online student satisfaction survey regarding to teaching learning process. | 60 |
| Metric No. | Description | Weightage |
|---|---|---|
| 3.1.1 | Grants received from Government and non-governmental agencies for research projects / endowments in the institution during the last five years (INR in Lakhs) | 10 |
| Metric No. | Description | Weightage |
|---|---|---|
| 4.1.1 | Availability of adequate infrastructure and physical facilities viz., classrooms, laboratories, ICT facilities, cultural activities, gymnasium, yoga centre etc. in the institution | 20 |
| 4.1.2 | Percentage of expenditure, excluding salary for infrastructure augmentation during last five years (INR in Lakhs) 4.1.2.1 Expenditure for infrastructure augmentation, excluding salary year wise during last five years (INR in lakhs) |
10 |
| Metric No. | Description | Weightage |
|---|---|---|
| 4.2.1 | Library is automated using Integrated Library Management System (ILMS), subscription to e-resources, amount spent on purchase of books, journals and per day usage of library | 20 |
| Metric No. | Description | Weightage |
|---|---|---|
| 4.3.1 | Institution frequently updates its IT facilities and provides sufficient bandwidth for internet connection | 20 |
| 4.3.2 | Student – Computer ratio (Data for the latest completed academic year) 4.3.2.1. Number of computers available for students usage during the latest completed academic year |
10 |
| Metric No. | Description | Weightage |
|---|---|---|
| 4.4.1 | Percentage of expenditure incurred on maintenance of infrastructure (physical and academic support facilities) excluding salary component during the last five years (INR in Lakhs) 4.4.1.1. Expenditure incurred on maintenance of infrastructure (physical facilities and academic support facilities) excluding salary component year wise during the last five years (INR in lakhs) |
10 |
| Metric No. | Description | Weightage |
|---|---|---|
| 5.1.1 | Percentage of students benefited by scholarships and freeships provided by the Government and Non-Government agencies during last five years 5.1.1.1. Number of students benefited by scholarships and freeships provided by the Government and Non-Government agencies year wise during last five years |
20 |
| 5.1.2 | Capacity building and skills enhancement initiatives taken by the institution include the following 1. Soft skills 2. Language and communication skills 3. Life skills (Yoga, physical fitness, health and hygiene) 4. ICT/computing skills |
10 |
| 5.1.3 | Percentage of students benefitted by guidance for competitive examinations and career counseling offered by the Institution during the last five years 5.1.3.1. Number of students benefitted by guidance for competitive examinations and career counselling offered by the institution year wise during last five years |
20 |
| 5.1.4 | The Institution has a transparent mechanism for timely redressal of student grievances including sexual harassment and ragging cases 1. Implementation of guidelines of statutory/regulatory bodies 2. Organisation wide awareness and undertakings on policies with zero tolerance 3. Mechanisms for submission of online/offline students' grievances 4. Timely redressal of the grievances through appropriate committees |
10 |
| Metric No. | Description | Weightage |
|---|---|---|
| 5.2.1 | Percentage of placement of outgoing students and students progressing to higher education during the last five years 5.2.1.1. Number of outgoing students placed and / or progressed to higher education year wise during the last five years 5.2.1.2. Number of outgoing students year wise during the last five years |
20 |
| 5.2.2 | Percentage of students qualifying in state/national/ international level examinations during the last five years (eg: JAM/CLAT/GATE/ GMAT/ CAT/ GRE/ TOEFL/ Civil Services/State government examinations) | 20 |
| Metric No. | Description | Weightage |
|---|---|---|
| 5.3.1 | Number of awards/medals for outstanding performance in sports/ cultural activities at University / state/ national / international level (award for a team event should be counted as one) during the last five years | 20 |
| 5.3.2 | Average number of sports and cultural programs in which students of the Institution participated during last five years (organised by the institution/other institutions) 5.3.2.1. Number of sports and cultural programs in which students of the Institution participated year wise during last five years |
25 |
| Metric No. | Description | Weightage |
|---|---|---|
| 5.4.1 | There is a registered Alumni Association that contributes significantly to the development of the institution through financial and/or other support services | 10 |
| Metric No. | Description | Weightage |
|---|---|---|
| 6.1.1 | The governance and leadership is in accordance with vision and mission of the institution and it is visible in various institutional practices such as decentralization and participation in the institutional governance | 10 |
| Metric No. | Description | Weightage |
|---|---|---|
| 6.2.1 | The functioning of the institutional bodies is effective and efficient as visible from policies, administrative setup, appointment and service rules, procedures, deployment of institutional Strategic/perspective/development plan etc | 6 |
| 6.2.2 | Implementation of e-governance in areas of operation 1. Administration 2. Finance and Accounts 3. Student Admission and Support 4. Examination |
4 |
| Metric No. | Description | Weightage |
|---|---|---|
| 6.3.1 | The institution has effective welfare measures and Performance Appraisal System for teaching and non-teaching staff. | 8 |
| 6.3.2 | Percentage of teachers provided with financial support to attend conferences/workshops and towards membership fee of professional bodies during the last five years | 12 |
| 6.3.3 | Percentage of teaching and non-teaching staff participating in Faculty development Programmes (FDP), professional development / administrative training programs during the last five years 6.3.3.1. Total number of teaching and non-teaching staff participating in Faculty development Programmes (FDP), professional development /administrative training programs during the last five years 6.3.3.2 Number of non-teaching staff year wise during the last five years |
15 |
| Metric No. | Description | Weightage |
|---|---|---|
| 6.4.1 | 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) | 15 |
| Metric No. | Description | Weightage |
|---|---|---|
| 6.5.1 | 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 |
| 6.5.2 | 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 with other institution(s) / membership of international networks 3. Participation in NIRF 4. any other quality audit/accreditation recognized by state, national or international agencies such as NAAC, NBA, ISO Certification etc |
4 |
| Metric No. | Description | Weightage |
|---|---|---|
| 7.1.1 | Measures initiated by the Institution for the promotion of gender equity and Institutional initiatives to celebrate / organize national and international commemorative days, events and festivals during the last five years | 20 |
| 7.1.2 | The Institution has facilities and initiatives for 1. Alternate sources of energy and energy conservation measures 2. Management of the various types of degradable and nondegradable waste 3. Water conservation 4. Green campus initiatives 5. Disabled-friendly, barrier free environment |
10 |
| 7.1.3 | Quality audits on environment and energy regularly undertaken by the Institution. The institutional environment and energy initiatives are confirmed through the following 1. Green audit / Environment audit 2. Energy audit 3. Clean and green campus initiatives 4. Beyond the campus environmental promotion activities |
10 |
| 7.1.4 | Describe the Institutional efforts/initiatives in providing an inclusive environment i.e., tolerance and harmony towards cultural, regional, linguistic, communal socioeconomic and Sensitization of students and employees to the constitutional obligations: values, rights, duties and responsibilities of citizens | 10 |
| Metric No. | Description | Weightage |
|---|---|---|
| 7.2.1 | Describe two best practices successfully implemented by the Institution as per NAAC format provided in the Manual | 30 |
| Metric No. | Description | Weightage |
|---|---|---|
| 7.3.1 | Portray the performance of the Institution in one area distinctive to its priority and thrust within 1000 words | 20 |
Our institution values feedback from all stakeholders as a crucial component of our continuous improvement process. We have established a comprehensive feedback mechanism that collects, analyzes, and acts upon inputs from students, faculty, employers, and alumni to enhance the quality of education and institutional effectiveness.
Feedback from current and former students about teaching quality, facilities, and overall experience.
Submit FeedbackInput from teaching staff regarding institutional support, resources, and working environment.
Submit FeedbackFeedback from organizations that employ our graduates about their preparedness and skills.
Submit FeedbackInput from alumni about the long-term value of their education and suggestions for improvement.
Submit FeedbackWe systematically analyze all feedback received to identify areas for improvement and track satisfaction trends over time. Our analysis follows research-based principles for effective feedback utilization :cite[4]:cite[6].
Detailed analysis of feedback from organizations that employ our graduates.
View ReportAnalysis of feedback from faculty members regarding institutional support.
View ReportComprehensive analysis of student feedback on teaching and facilities.
View ReportBased on stakeholder feedback, we have implemented numerous improvements across the institution. Our approach follows the principle that effective feedback should be specific, timely, and lead to concrete actions :cite[6]:cite[10].
View Complete Action Taken ReportEnhanced library hours and added 250 new titles based on student requests
Implemented new professional development program for faculty based on peer feedback
Upgraded computer lab equipment based on employer suggestions about technical skills
Revised curriculum for B.Ed. program based on alumni input about classroom preparedness
We follow evidence-based practices for collecting and utilizing stakeholder feedback :cite[6]:cite[10]:
Our feedback mechanisms are designed to be constructive, helping us identify areas for improvement while also recognizing what is working well. We believe this approach fosters a growth mindset and continuous improvement culture throughout our institution :cite[10].
As part of NAAC's Criterion 7.2, institutions are required to describe two best practices that have been successfully implemented. These practices should be innovative, sustainable, and demonstrate positive impact on the institution and community.
Green Campus Initiative
The primary objective of the Green Campus Initiative is to promote environmental sustainability within the campus. This includes reducing the carbon footprint, conserving resources, and fostering environmental awareness among students and staff. The underlying principles are sustainability, conservation, and education.
The institution recognized the need to address environmental degradation and climate change at the campus level. Given the increasing energy consumption, waste production, and resource depletion, it became imperative to adopt sustainable practices. The challenge was to design a comprehensive plan that could engage the entire campus community while balancing educational activities and environmental responsibilities.
The Green Campus Initiative encompasses several key practices:
The uniqueness lies in its holistic approach, integrating sustainability into daily campus life and academic activities. Constraints included initial funding for infrastructure changes and ensuring continuous participation from the campus community.
The initiative has led to significant outcomes:
These results indicate that the campus community is engaged and committed to sustainability, setting benchmarks for other institutions.
Problems encountered included initial resistance to change, high upfront costs for solar panels and rainwater harvesting systems, and the need for ongoing maintenance. Resources required were financial investment for infrastructure, training for staff and students, and collaboration with environmental experts and organizations.
This initiative can be adopted by other institutions by starting with small, manageable projects and gradually scaling up. Partnering with local environmental groups can provide additional expertise and resources.
Community Integration and Social Responsibility Program
To bridge the gap between academic learning and real-world application by engaging students in community service, social development projects, and local problem-solving initiatives. The practice aims to develop socially responsible citizens while addressing local community needs through collaborative partnerships.
Recognizing that education should extend beyond classroom boundaries, the institution identified the need to connect academic learning with social responsibility. The local community faced various challenges including literacy gaps, health awareness issues, and skill development needs. The institution saw an opportunity to create a mutually beneficial relationship where students gain practical experience while contributing to community development.
The Community Integration Program includes:
The program integrates community service with curriculum through project-based learning, internships, and field work requirements. Students receive academic credit while making tangible contributions to society.
The program has achieved remarkable results:
The practice has created a model for sustainable community-institution partnerships that other educational institutions have begun to replicate.
Challenges included initial skepticism from community members, coordination difficulties with multiple stakeholders, transportation logistics, and balancing academic schedules with community work. Resources required included dedicated faculty coordinators, transportation support, materials for training programs, and partnerships with local government and NGOs.
Success depends on genuine community engagement rather than top-down approaches. Building trust through consistent presence and delivering on commitments is essential. The practice can be scaled by creating networks of participating institutions and sharing resources and expertise.
Both best practices demonstrate our institution's commitment to holistic education that extends beyond academic excellence to environmental sustainability and social responsibility. These initiatives have not only enhanced our students' learning experience but have also created positive impact in our community and environment, aligning with the UN Sustainable Development Goals and NAAC's vision of quality education.
| Metric No. | Description | Action |
|---|---|---|
| 1.1 | Number of students year wise during the last five years | VIEW |
| 2.1 | Number of full time teachers during the last five years | VIEW |
All requested clarifications for Extended Profile metrics have been submitted with supporting documentation. The Data Verification and Validation (DVV) process ensures accuracy and authenticity of institutional data submitted for NAAC assessment.
| Metric No. | Description | Weightage |
|---|---|---|
| 2.1.1 | Enrolment percentage | 20 |
| 2.1.2 | Percentage of seats filled against seats reserved for various categories (SC, ST, OBC, Divyangjan, etc. as per applicable reservation policy during the last five years | 20 |
| Metric No. | Description | Weightage |
|---|---|---|
| 2.2.1 | Student - Full time Teacher Ratio (Data for the latest completed academic year) |
40 |
| Metric No. | Description | Weightage |
|---|---|---|
| 2.3.1 | Student centric methods, such as experiential learning, participative learning and problem solving methodologies are used for enhancing | 40 |
| Metric No. | Description | Weightage |
|---|---|---|
| 2.5.1 | Mechanism of internal/ external assessment is transparent and the grievance redressal system is time- bound and efficient | 40 |
| Metric No. | Description | Weightage |
|---|
The Data Verification and Validation process is a crucial component of NAAC assessment that ensures the integrity and authenticity of institutional data. This process involves: