Criterion 9 covers governance, money and institutional resources — and much of the answer is that GP Palanpur is a state government institution, so its governance is not designed locally but inherited from the Government of Gujarat.
That shapes the whole chapter. Service rules come from the General Administration Department and are published in the Gujarat Civil Services Rules. Recruitment is conducted by GPSC for academic posts and GSSSB for non-teaching posts. Purchasing above ₹25,000 goes to a CTE purchase committee. Audit is by CTE and the Accountant General. The institute's own discretion is correspondingly narrow, and the SAR's argument is that this framework is transparent and consistently followed rather than that the institute designed it.
The financial record is the strongest part: budget utilisation runs between 98% and 100% at institute level in every year, and 100% at department level in all four.
The official breakdown for Criterion 9, totalling 75 marks.
| No. | Sub-criterion | Marks |
|---|---|---|
| 9.1 | Organization, Governance and Transparency | 25 |
| 9.1.1 | State the Vision and Mission of the Institute | 5 |
| A | Availability of the Vision & Mission statements of the Institute | 2 |
| B | Appropriateness/Relevance of the Statements | 3 |
| 9.1.2 | Governing body, administrative setup, functions of various bodies, define rules procedures, recruitment and promotional policies | 5 |
| A | List the Governing Body Composition; their memberships, functions, and responsibilities | 2 |
| B | Minutes of the meetings and action-taken reports | 1 |
| C | The published service rules, policies and procedures with year of publication | 1 |
| D | Extent of awareness among the employees/students | 1 |
| 9.1.3 | Decentralization in working and grievance redressal mechanism | 5 |
| A | List the names of the faculty members who have been delegated powers for taking administrative decisions | 2 |
| B | Specify the mechanism and composition of grievance redressal cell including Anti Ragging Committee & Sexual Harassment Committee | 3 |
| 9.1.4 | Delegation of financial powers | 5 |
| A | Demonstrate the utilization of financial powers for each of the assessment years | 5 |
| 9.1.5 | Transparency and availability of correct/unambiguous information in public domain | 5 |
| A | Information on the policies, rules, processes is to be made available on web site | 2 |
| B | Dissemination of the information about student, faculty and staff | 3 |
| 9.2 | Budget Allocation, Utilization, and Public Accounting at Institute level | 10 |
| 9.2.1 | Adequacy of budget allocation | 4 |
| 9.2.2 | Utilization of allocated funds | 4 |
| 9.2.3 | Availability of the audited statements on the institute's website | 2 |
| 9.3 | Department Specific Budget Allocation, Utilization | 5 |
| 9.3.1 | Adequacy of budget allocation | 2 |
| 9.3.2 | Utilization of allocated funds | 3 |
| 9.4 | Library and Internet | 20 |
| 9.4.1 | Quality of learning resources (hard/soft) | 10 |
| A | Availability of relevant learning resources including e-resources and Digital Library | 7 |
| B | Accessibility to students | 3 |
| 9.4.2 | Internet | 10 |
| A | Available bandwidth | 4 |
| B | Wi-Fi availability | 2 |
| C | Internet access in labs, classrooms, library and offices of all Departments | 2 |
| D | Security Arrangements | 2 |
| 9.5 | Institutional Contribution to the Community Development/ Go-green | 5 |
| 9.6 | Alumni Performance and Connect | 10 |
| Total — Criterion 9 | 75 | |
Twenty-five marks across five sub-criteria covering the institute's own Vision and Mission, its governing structure, decentralisation and grievance redressal, financial delegation, and public transparency.
The institute-level statements, which the department's own Vision and Mission in Criterion 1 are derived from.
The institute Vision is to produce competent diploma engineers as per the need of industries and entrepreneurs with ethical values, supported by four Mission statements: industry-oriented technical education, an excellent teaching and learning environment, promotion of entrepreneurship activities, and continual growth in every sphere of life by developing core human values.
They are displayed in the Principal's office, the offices of the Heads of Department, the Main Building, the BADP Building, the Mechanical Building, the canteen and on the institute website.
Appropriateness is argued clause by clause for the Vision and then for each of the four Mission statements, in the same manner as the departmental statements are treated in Criterion 1.1 B.
The governing structure is the state's, not the institute's. GP Palanpur is administered by the Commissionerate of Technical Education, which reports to the Education Department, Government of Gujarat.
The chain runs from the Principal Secretary (Higher and Technical Education) as the highest state authority, through the Directorate of Technical Education where Joint Directors hold portfolios for establishment, budget–planning–procurement, academics, legal and admissions, to the Principal as the highest authority at institute level reporting to the Director of Technical Education.
Standard practice is defined in the TEIM — the Technical Education Institute Manual — published on the CTE website. Academic matters follow GTU's rules and regulations, and institute faculty sit on GTU bodies including the Academic Council, Boards of Studies and academic inspection panels, so the institute is a participant in the university system rather than only subject to it.
Service rules are framed and amended by the General Administration Department and published in the Gujarat Civil Services Rules, with pay following AICTE guidelines. Recruitment is external: GPSC conducts direct recruitment for academic posts and GSSSB for non-teaching posts. All Lecturer positions are filled 100% by direct recruitment through GPSC; for Principal and HOD, 50% by direct recruitment and 50% by promotion through Departmental Promotion Committees with final GPSC approval.
Committee heads and members meet under institute policy, and decisions are recorded in Minutes of Meetings with action-taken reports.
Five published policies are named with their sources, each externally published rather than internal: the Gujarat Civil Services Rules (GCSR-2002) for service rules; the Gujarat State Purchase Policy 2016; the admission policy under Gujarat Act 2 of 2008; academic policy as set by GTU; and the Gujarat Student Startup and Innovation Policy published 11 January 2017.
Awareness is created through different routes for the two audiences. Teaching faculty receive induction, subject and interdisciplinary training arranged by the CTE training cell through the FSD portal; non-teaching staff receive administrative training through SPIPA. Both are supplemented by institute circulars and by five external websites — the institute's own, CTE, GTU, the General Administration Department and the Finance Department.
Students are reached through induction and awareness programmes, institute circulars and the notice board, and the institute and GTU websites.
Decentralisation and grievance redressal, five marks.
Work is distributed across seven institute-level cells, each with a defined scope: Human Resource (faculty and staff service matters, legal, RTI, quality assurance, training-need analysis); Student Matters (student services, scholarships, examinations and university liaison, co- and extra-curricular activity, alumni, NSS and NCC, admissions, ragging and counselling); Academics (academic quality, inter-departmental coordination, first-year planning, data for CTE and the university, AICTE compliance, university affiliation and NBA requirements); Store and Purchase; Infrastructure and Maintenance; Industry and Outreach; and Institute Amenities.
HODs are nominated to run each programme's academic activities, with all faculty and staff reporting to their HOD and all HODs reporting to the Principal. The committee composition and work distribution is fixed by a named office order — GPP/EST/Work distribution/2024/662 dated 4 July 2024 — reproduced across six pages in the SAR, so the delegation is documented rather than described.
Grievances are institutionalised through a portal on which students can file directly; the redressal cell then meets, analyses the matter and takes corrective measures, with provision to meet the officer concerned immediately in urgent cases.
The cell handles matters raised by the anti-ragging committee, the examination committee (malpractice), the committee against sexual harassment and the women empowerment committee. The Anti-Ragging Committee is constituted as mandated by AICTE, and the Women Development Cell as mandated by AICTE, UGC and MHRD.
Five marks on financial delegation.
The Principal is both Controlling Officer and Drawing and Disbursing Officer. HODs are empowered to raise demands for laboratory and utility equipment, books and furniture, and the route depends on value.
Above ₹25,000, the HOD sends a proposal through the Principal's office to the CTE purchase committee — domain-specific senior faculty from various government institutions, headed by the respective Joint Director — which approves and purchases centrally through open tendering or GeM. Below ₹25,000, the department purchases at institute level with the store officer after approval from the Principal's office. Consumables are purchased by the HOD with the Principal's approval.
That ₹25,000 threshold explains the shape of the Criterion 6 purchase record: the 2024-25 trainer kits were each priced just under it, at ₹24,990, ₹24,899 and ₹24,800.
Non-government funds — the gymkhana and social gathering funds — are disbursed by the Principal on the recommendation of the relevant committee.
Five marks on public transparency, including compliance with the Right to Information Act 2005.
Policies, rules and processes are published on the institute website, with information provided in accordance with the Right to Information Act 2005.
Information is distributed across the websites that own it rather than duplicated: AICTE EOA letters and institute information about students, staff and co-curricular activity on the institute website; admission information on the ACPDC site; syllabus, results and academic information on GTU's; vendor information and bidding through GeM; and rules, selection and procedures on the DTE, Education Department and GPSC sites.
Ten marks on institute budget. Each department prepares its non-recurring budget requirement and the accounts office the recurring requirement; these are consolidated at institute level and submitted to CTE for Education Department approval. A re-appropriation process runs at CTE level after the third quarter to correct the allocation against actual need.
The composition of the budget is worth reading before the utilisation figures: teaching and non-teaching salary accounts for roughly 93% of it — ₹1,385.00 lakh of the ₹1,493.65 lakh 2025-26 budget. The discretionary remainder is contingency, housekeeping and contractual services, and equipment and furniture.
| Item | 2022-23 budget | 2023-24 budget | 2024-25 budget | 2025-26 budget |
|---|---|---|---|---|
| Teaching and non-teaching staff salary | 1,220.13 | 1,233.00 | 1,292.00 | 1,385.00 |
| Contingency (utilities, travel, books, building maintenance) | 25.00 | 32.98 | 54.78 | 38.78 |
| Housekeeping, contractual staff, visiting faculty | 62.42 | 76.30 | 84.67 | 68.49 |
| Furniture, laboratory equipment, consumables | 5.76 | 0.00 | 52.05 | 1.38 |
| Total | 1,313.31 | 1,342.28 | 1,483.50 | 1,493.65 |
SAR Table 9.2.1
Allocation is recorded as adequate in each of the four years, on a budget rising from ₹1,313.31 lakh in 2022-23 to ₹1,493.65 lakh in 2025-26.
Utilisation is consistently near-total: 99.94% in 2022-23, 99.62% in 2023-24, 98.13% in 2024-25 and 99.66% in 2025-26. The single dip, in 2024-25, is traceable to the contingency line, where ₹32.77 lakh of ₹54.78 lakh was spent.
| Year | Allocated | Expenditure | Utilisation |
|---|---|---|---|
| 2025-26 | 1,493.65 | 1,488.54 | 99.66% |
| 2024-25 | 1,483.50 | 1,455.72 | 98.13% |
| 2023-24 | 1,342.28 | 1,337.15 | 99.62% |
| 2022-23 | 1,313.31 | 1,312.54 | 99.94% |
SAR Table 9.2.3
Audit is external and two-tier: by the Commissionerate of Technical Education at Gandhinagar, and by the Office of the Accountant General at Rajkot. Audited statements are available on the institute website.
The two most recent audits are dated: the CTE audit ran 24–26 June 2024 covering April 2023 to March 2024, and the AG audit ran 6–13 December 2023 covering the much longer period December 2015 to October 2023.
Five marks on the EC department's own budget. Recurring allocation is set against the department's faculty headcount; non-recurring is proposed by the department. Recurring and non-recurring tables are reproduced for each of the four years.
The department's allocation rose from ₹134.45 lakh in 2022-23 to ₹181.74 lakh in 2025-26, dipping in 2024-25 to ₹145.91 lakh. It is recorded as adequate in every year.
Departmental utilisation is 100% in all four years — allocation and expenditure match exactly at ₹181.74, ₹145.91, ₹151.30 and ₹134.45 lakh.
| Year | Allocated | Expenditure | Utilisation |
|---|---|---|---|
| 2025-26 | 181.74 | 181.74 | 100% |
| 2024-25 | 145.91 | 145.91 | 100% |
| 2023-24 | 151.30 | 151.30 | 100% |
| 2022-23 | 134.45 | 134.45 | 100% |
SAR Table 9.3.2
Twenty marks on library and internet provision.
Ten marks on the quality of learning resources, hard and soft.
The library occupies 769.20 m² with 30 seats and one member of staff, computerised for search, with issue and return records maintained. Average daily use is modest and reported as such: 2 books issued and 20 visitors per day.
Acquisition is tracked year by year and varies considerably — 10 new titles in 2022-23 and 7 in 2023-24, rising to 38 titles and 138 volumes in 2024-25 at ₹1.11 lakh, the largest single-year spend in the eight-year record, and 32 titles in 2025-26.
On the digital side, students and staff are registered with the National Digital Library of India and ONOS. Six subscribed e-journals from Inventi Journals cover the institute's programmes, two of them relevant to EC — Inventi Impact Antennas & Propagation and Inventi Impact VLSI — and a further list of free open-access journals is linked from the library blog.
| Year | New titles | Volumes added | Amount (₹) |
|---|---|---|---|
| 2021-22 | 154 | 170 | 27,956 |
| 2022-23 | 10 | 41 | 17,275 |
| 2023-24 | 7 | 43 | 26,846 |
| 2024-25 | 38 | 138 | 1,10,635 |
| 2025-26 | 32 | 73 | 60,037 |
SAR Table 9.4.2; the full table runs from 2018-19.
Accessibility rests on three provisions: library slots are built into the timetable rather than left to students' own time; first-year students visit the library during induction and are oriented to its resources, with departmental coordinators giving continuing guidance; and internet with computing facilities is available in the library itself.
Ten marks on internet provision across four sub-points.
Bandwidth is 200 Mbps broadband from BSNL.
Wi-Fi runs across 30 access points on the same 200 Mbps.
Internet reaches all laboratories and classrooms through the campus LAN and Wi-Fi. Offices — establishment, examination control room, accounts and student section — are served both by the common CWAN LAN and by a separate GSWAN leased line. The institute has 347 internet nodes in total.
Security is provided by a Cyberoam CR500ia firewall, whose status the SAR records as "partially working" — a candid entry rather than an unqualified claim.
Community contribution runs mainly through CDTP — Community Development through Polytechnics — funded by MHRD. The community wing began at GP Palanpur in 1994 and was revised into CDTP in 2008. It is governed by the Principal as coordinator with advisory and executive committees, and a community consultant is engaged on contract.
The method is survey-led: a survey of the rural area identifies skill-based needs, and short-term training programmes are then run against those needs to improve employability and self-employment. Trainers are paid hourly; trainees pay nothing.
Outcomes are reported with both trained and employed counts, which is the more demanding pair of figures: 92 trained and 44 in employment or self-employment in 2022-23, 17 and 5 in 2023-24, 76 and 37 in 2024-25, and 71 and 44 in 2025-26. Courses recorded include dress making, beauty parlour and wireman training. Expenditure against the grant is low — ₹1.56 lakh of the ₹27.13 lakh available in 2022-23, and less in subsequent years.
The institute also hosts an RTO driving learning licence centre, where online tests are conducted through the RTO portal and successful applicants issued a learning licence — the standing yearly duty that EC faculty also appear against in Criterion 2.
| Year | Total grant (₹) | Expenditure (₹) | Trained | In employment / self-employment |
|---|---|---|---|---|
| 2022-23 | 27,12,614.50 | 1,56,168.50 | 92 | 44 |
| 2023-24 | 26,28,280 | 28,600 | 17 | 5 |
| 2024-25 | 26,70,832 | 96,500 | 76 | 37 |
| 2025-26 | 26,46,431 | 1,38,000 | 71 | 44 |
SAR Table 9.5.1
The Government Polytechnic Palanpur Alumni Association was established in 2020. Its stated objectives go well beyond networking: finding employment for current and former students, providing scholarships to needy students, giving achievement awards, reimbursing registration and travel costs for students and faculty attending conferences, workshops and symposia, encouraging entrepreneurship, and strengthening industry linkages — alongside managing and investing the association's funds.
Alumni meets have been held annually since 2022, and attendance is reported honestly rather than selectively: 12 in 2022, 62 in 2023, 16 in 2024, 6 in 2025 and 15 in 2026. Only the 2023 meet drew a substantial turnout.
Committee and executive committee compositions are tabulated. Alumni also feed into Criterion 1, where their responses on curriculum relevance form part of the evidence of stakeholder awareness and the review of the PEOs.
| Event | Date | Participants |
|---|---|---|
| Alumni Meet 2022 | 26 Jun 2022 | 12 |
| Alumni Meet 2023 | 5 Feb 2023 | 62 |
| Alumni Meet 2024 | 19 Nov 2023 | 16 |
| Alumni Meet 2025 | 19 Jan 2025 | 6 |
| Alumni Meet 2026 | 11 Jan 2026 | 15 |
SAR Table 9.6.3
Criterion 9 runs from page 444 of the SAR. Every figure above is taken from the report; where a figure is not stated in the SAR it is not given here.
