>LM æk|1f g]qf] nf]sM k|1f k|lti7f k|1fg+ a|XdÆ lqe'jg ...

PADMA KANYA MULTIPLE CAMPUS

>LMæk|1f g]qf] nf]sM k|1f k|lti7f k|1fg+ a|XdÆ

lqe'jg ljZjljBfno

kßsGof ax'd'vL SofDk;lqe'jg ljZjljBfno ;+ul7t

@)!@ lj=;+= :yflkt

sf7d

f8f}+,

g]kfn

@)!^

lj=;

+=

afuahf/, sf7df8f}F(Bagbazar, Kathmandu, Nepal)

http://pkcampus.edu.np

SELF STUDY REPORT

Submitted to:University Grants Commission

Sanothimi, Bhaktapur

Submitted by:Internal Quality

Assurance Committee (IQAC)

20 February 2020



lqe'jg ljZjljBfno


@)!@ lj=;+= :yflkt

sf7d

f8f}+,

g]kfn

@)!^

lj=;

+=

afuahf/, sf7df8f}F (Bagbazar, Kathmandu, Nepal)http://pkcampus.edu.np

ii

SSR TeamSn. Full Name Position1. Dhan Prasad Pandit Chair Person- IQAC, Campus Chief, Professor2. Hari Prasad Pokharel Member Secretary- IQAC, Coordinator- SAT- Professor3. Shyam Bahadur Katuwal Member- IQAC, Professor4. Sherjung Khadka Member- IQAC, Associate Professor5. Loknath Dulal Member- IQAC, Associate Professor6. Nira Shrestha Member- IQAC, Associate Professor, Assistant Campus Chief7. Khum Prasad Sharma Member- IQAC, Assistant Professor8. Umesh Regmi Member- IQAC, Assistant Professor9. Bhakta Dhakal Member- SAT, Assistant Professor, Assistant Campus Chief10. Pramila Lakhey Member- SAT, Associate Professor, Assistant Campus Chief11. Maheshraj Dahal Member- SAT, Associate Professor12. Padam Prasad Khatiwada Member- SAT, Associate Professor13. Agnidhar Parajuli Member- SAT, Associate Professor14. Rajendra Man Shrestha Member- SAT, Associate Professor15. Binod Joshi Member- SAT, Assistant Professor16. Kul Bahadur Rana Member- SAT, Assistant Professor17. Radhika Shrestha Member- SAT, Assistant Professor18. Rama Khadka Member- SAT, Assistant Professor19. Rajin Paneru Member- SAT, Assistant Professor20. Sima Aryal Member- SAT, Administration Chief21. Rajesh Singh Devkota Member- SAT, Finance Chief22. Dibya Tara Bajracharya Member- SAT, Library Chief23. Prem Bahadur Kunwar Member- SAT, Exams Chief24. Renu Gurung Member- SAT, Human Resource Chief25. Usha Shrestha Member- SAT, Store Chief26. Archana Joshi Member- SAT, Section Officer27. Rajesh Kumar Khanal Member- SAT, Office Assistant28. Ananta Chandra Bhatta Member- SAT, Office Assistant29. Shaila Chaudhari Member- IQAC, Student Quality Circle Representative

Advisor1. Ammaraj Joshi, PhD Advisor- IQAC, Professor



lqe'jg ljZjljBfno

kßsGof ax'd'vL SofDk;lqe'jg ljZjljBfno ;+ul7t@)!@ lj=;+= :yflkt

sf7d

f8f}+,

g]kfn

@)!^

lj=;

+=


Date: 20 February 2020

The University Grants CommissionSano Thimi, Bhaktapur,

Subject: Letter of Declaration from the Campus Chief

It gives me immense pleasure in forwarding this Self Study Report to the University Grants Commission for a documented status of the Campus. This report has been prepared as a requirement of the Quality Accreditation and Assurance (QAA), a higher education reform project. This report tries to incorporate available information and their evidences. I believe this report will be taken as milestone for further development and plans of the institution in the days to come. The report has been brought into this shape with the rigorous efforts of all the faculties, staff and other stake-holders. The collected data and supporting documents have been processed by the Internal Quality Accreditation and Assurance Committee (IQAC) of the Campus led by myself and were collected, verified, interpreted and presented by Prof. Dr. Hari Prasad Pokharel (Member Secretary- IQAC), Assistant Prof. Umesh Regmi (Member-IQAC) and Associate Prof. Nira Shrestha (Member-IQAC). This report has incorporated feedbacks and advice from Prof. Dr. Amma Raj Joshi (IQAC-Advisor).

This report has been finalized with constructive comments, support and guidance from Prof. Dr. Shyam Bahadur Katuwal (Member-IQAC), Associate Prof. Dr. Sherjung Khadka (Member-IQAC), Asociate Prof. Dr. Loknath Dulal (Member-IQAC) and Assistant Prof. Khum Prasad Sharma (Member-IQAC). The report has been discussed among the stakeholders and verified to make it presentable.

The supporting documents presented as evidence to verify the statement of the report were forwarded by Self-Assessment Team (SAT). These evidences were useful and exhibited true picture of the current status of the Campus. I would like to thank all Members of SAT and other faculties, staff, students and other stakeholders who contributed from their side for the completion of this report. The SAT comprised of Associate Prof. Padam Prasad Khatiwada, Associate Prof. Binod Joshi, Associate Prof. Mahesh raj Dahal, Associate Prof. Agnidhar Parajuli, Associate Prof. Rajendra Man Shrestha, Associate Prof. Pramila Lakhey; Assistant Professors, Mr. Bhakta Dhakal, Ms. Radhika Shrestha, Ms. Rama Khadka, Mr. Rajin Paneru, Mr. Kul Bahadur Rana; Staff Ms. Renu Gurung, Ms. Sima Aryal, Mr. Rajesh Singh Devkota, Ms. Dibya Tara Bajracharya, Mr. Prem Bahadur Kunwar, Ms. Usha Shrestha, Ms. Archana Joshi, Mr. Rajesh Kumar Khanal, Mr. Ananta Chandra Bhatta and Ms. Shaila Chaudhari. Similarly, I would like to thank to Mr. Jayaram Gautam (ICT-Faculty) for assisting the Campus in every necessary step to design and complete the publishing work. Finally, I would like to thank Mr. Gajendra Chalise (Creative Ideas) for designing and preparing the final layout of this report.

I understand that this report has incorporated available information in true and actual manner. to my knowledge. I would like to thank all the stakeholders who have contributed directly or indirectly for the completion of this report.

………………………Prof. Dhan Prasad PanditCampus Chief

iii

PrefaceThis Self Study Report (SSR) is an academic auditing conducted for the first time of this kind. Our team conducted Self-Assessment by reviewing, surveying and evaluating the documents provided by academic, administrative departments, units and other stakeholders. Understanding that quality is multidimensional, even after the acquisition of the QAA, there are multiple challenges for Campus administration ahead. The road to maintain quality in education in public institutions like ours is challenging yet rewarding. The publication of Campus activities to the public, soliciting and responding to feedback, skill development programs for faculties, staff, and students, engaging in collaborative research, outreach, and extension programs, exposing to external institutions, ensuring availability of sufficient classrooms to run multiple programs, taking measures to unethical practices have been attempted to be addressed in the Strategic Plan 2019-2023. It’s omnipotent to realize an educational Kaizen (gradual improvement) of prevailing weaknesses of the institutional operation and individual efficiency of the human resources deployed. This is a high time to rethink that one cannot get anything by story-telling the historical achievements without making investments at present. The work of tuning the record-keeping system to EMIS, documenting and archiving historically all activities of the every departments regarding their processes leads to the success of the programs and their transparency. The public academic institutions of Nepal are currently facing the issues of human resources with higher degree of academic achievements but still require further polishing and training for transforming them into an acceptable level of competence and aptitude. The role of universities and higher educational institutions is to prepare critical and creative human resources competitive enough to the global market demands, therefore such institutions must possess the qualities to inculcate the faculty of knowledge creation and dissemination. For that, improving the quality of human resource recruitment is the key to this institution as well to enhance the competitiveness in the performance and impact. Institutional willingness and proper mechanisms to utilize the available and additional resources rationally can only bring long-lasting outcomes forecasted in the Strategic Plan and Programs, rather than simply making it a printed document. The implementation of e-governance through ICT-friendly work system can only revive the glory of the Campus in this 21st century. This is high time to take self-assessment in upgrading ourselves as an opportunity and justify professionalism. Redefining the roles of the eateries (cafeteria), hostel, library, classrooms, seminar halls, auditoriums, theaters is the demand of effective and innovative teaching-learning through the combination of value-added and research-centric academic programs which can collectively benefit the society. It has been realized that the fusion of tradition and modernity with critical apparatus intensifies meeting the objectives of the five year Strategic Plan. IQAC would like to express sincere thanks to Campus administration and the UGC for giving this responsibility to self asses and prepare this report. We are enthralled by the active participation of all the SAT members and staff during the accomplishment of this task. The bonding between faculties, staff, students and stakeholders has encouraged us to work for the transformation of this Campus into center of excellence. IQAC welcomes positive comments, feedback and suggestions, which will be incorporated and applied before the final submission.

___________________________Hari Prasad Pokharel, PhD February, 2020Professor, Faculty of Management IQAC-Member Secretary

iv

SSR Team iiDeclaration Letter iiiPreface-IQAC ivTOC v-xAbbreviations xiExecutive Summary xii-xix

Part ISection A

Information for Institutional Profile 1-13Section B

Criterion 1: Policy and Procedures 14-20Criterion 2: Curricular Aspects 21-25Criterion 3: Teaching Learning and Evaluation 26-35Criterion 4: Research, Consultancy and Extension 36-40Criterion 5: Infrastructure and Learning Resources 41-49Criterion 6: Student Support and Guidance 50-52Criterion 7: Information System 53-54Criterion 8: Public Information 55-57

Part IIAnalysis of the Data 58-86

Table of Content

v

SSR Team iiDeclaration Letter iiiPreface-IQAC ivTOC v-xAbbreviations xiExecutive Summary xii-xix

Part ISection A

Information for Institutional Profile 1-13Section B

Criterion 1: Policy and Procedures 14-20Criterion 2: Curricular Aspects 21-25Criterion 3: Teaching Learning and Evaluation 26-35Criterion 4: Research, Consultancy and Extension 36-40Criterion 5: Infrastructure and Learning Resources 41-49Criterion 6: Student Support and Guidance 50-52Criterion 7: Information System 53-54Criterion 8: Public Information 55-57

Part IIAnalysis of the Data 58-86

vi

Table of Content

Table of Content

vii

Table of Content

viii

Table of Content

ix

Table of Content

x

xi

AbbreviationsCDC Curriculum Development CentreEMIS Education Management Information SystemHEI Higher Education InstitutionICT Information Communication TechnologyIQAC Internal Quality Assurance CommitteeMOE Ministry of EducationMoU Memorandum of UnderstandingPKMC Padma Kanya Multiple CampusPG PostgraduatePRT Peer Review TeamQAA Quality Assurance and AccreditationSAT Self-Assessment TeamSSR Self-Study ReportSWOC Strengths, Weaknesses(Rooms to Improve), Opportunities, & Challenges TU Tribhuvan UniversityUG UndergraduateUGC University Grants Commission BA Bachelor of ArtsBBS Bachelor of Business StudiesMA Master of ArtsMBS Master of Business Studies BBA Bachelor of Business AdministrationBBM Bachelor of Business Management BHM Bachelor of Hotel ManagementBSc Bachelor of ScienceBSc.CIT Bachelor of Science in Computer Science and Information TechnologyBPSG Bachelor of Public Service and GovernanceBCA Bachelor of Computer ApplicationGoN Government of NepalJD Job DescriptionToR Terms of Reference RJPKMC Research Journal of Padmakanya Multiple CampusFDP Faculty Development Program CMC Campus Management CommitteeNA Not Applicable/Not Available

Executive Summary This Self Study Report of Padma Kanya Multiple Campus highlights the status of eight benchmarking areas and institutional information. The covered areas are policy and procedure; curricular aspects; teaching-learning and evaluation; research, consultancy and extension; infrastructure and learning resources; student support and guidance; information system; and public information. On the backdrop of autonomous status, along with its strengths, weaknesses, opportunities, and challenges analyzed in the Strategic Plan 2019-2023, the Campus has opportunities for quality improvement initiatives for a more significant societal impact.

Policy and proceduresPKMC has clearly defined vision, mission, goals, and objectives specified in the Strategic Plan. The strategic plan provides guidelines for academic, administrative, and financial activities to be implemented through different decision-making bodies of the Campus. The policies and programs are expected to be achieved through output-based performance indicators envisioned in the Strategic Plan, which will adopt a collaborative team spirit in decision-making and sharing of information to the public.

xii

Team IQACProf. Dhan Prasad PanditCampus Chief, IQAC ChairpersonProf. Hari Prasad Pokharel, PhDIQAC Member Secretary

IQAC MembersProf. Shyam Bahadur Katuwal, PhDAssociate Prof. Sherjung Khadka, PhDAssociate Prof. Loknath Dulal, PhDAssociate Prof. Nira ShresthaAssistant Campus ChiefAssistant Prof. Khum Prasad SharmaAssistant Prof.Umesh RegmiMs. Shaila ChaudhariStudent Quality Circle Representative

AdvisorProf. Amma Raj Joshi, PhD

The campus has a Campus Management Committee, Executive Committee, and organizational authorities like the Campus Chief, Assistant Campus Chiefs and Heads of the Departments as per the rules and regulations of the TU. The Campus Management Committee formulates long-term policies, makes decisions, and provides guidelines for the operation of the institution. The Executive Committee carries out day to day operations of the Campus. The Chairperson chairs and the Campus Chief acts as the Member Secretary of the CMC. The Campus Chief chairs the Executive Committee, and the Assistant Campus Chiefs work as academic assistants to designated faculties and shifts. The Campus also has an Academic Committee, which plans and formulates guidelines for the academic management of the Campus. The administrative section is managed by the administrative staff appointed by the university. There are subject-wise academic department heads who monitor the educational programs of the departments. Likewise, there are section-wise administrative and financial department heads for logistics and financial management. The Campus Chief is both the academic and administrative head of the institution.It has duly formed the Internal Quality Assurance Committee (IQAC), EMIS Unit, and Examinations Committee to manage, monitor, evaluate, and assure educational quality. The committee also plans and provides guidelines for quality academic output to the faculties and departments. The IQAC has the motto of maintaining quality in its graduates. The IQAC further activates the Campus administration to prepare plans and internal evaluation and examinations. The Campus implements an academic calendar and conducts examinations under the guidance of the Examination Committee. The EMIS Unit simulates all the data of the Campus and analyses for further processing. The record system of the Campus is manual. There is a need to digitize all such records. Realizing this need, the Campus has thought of an EMIS and even established a center but this is yet to be materialized. Though the Campus has been adding physical facilities, the human resource still needs more training and updated refresher courses for keeping them up to date. The Campus has to install software to regulate activities under EMIS automatically. The human resource, both teaching, and non-teaching has to be able to contribute both in terms of time and energy for the efficient functioning of the Campus. At the same time, there is the necessity of remunerating the teaching and non-teaching staff with the economic return for their work. Further, the Campus needs more ICT friendly and efficient workforce. But the existing pay scale of the university hinders the retention of skilled and efficient employee and therefore, additional provisions of payment need to be made to ensure their stay in their job. The institution, however, cannot make decisions on discriminatory remunerations between skilled and unskilled employees because of the constant pressures of unions--professors’, staff’s, and students’—for equity.The Campus follows duties and responsibilities specifications for the departments,

administrative units, and its staff as per the guidelines of TU. Besides, the Campus defines the duties and responsibilities of program directors and deputies, teachers, and staff in different departments and units as per necessity. The duties and responsibilities of the Campus Chief, Assistant Campus Chiefs, and other office bearers are as defined by TU Regulations on Autonomy. The Campus has formed a Quality Circle comprising of students with academic and extra-curricular leadership qualities. To combine teaching and research to bring uniformity between teaching and research, the Campus has developed an institutional mechanism called RMC. The cell encourages the faculty-student collaborative and individual study and supports financially and logistically. Substantial academic outcomes are visible among students who have incorporated research into their learnings. The research activities, which are so instrumental for academic quality enhancement, face logistic, behavioral, and ethical problems, and this Campus is not an exception. Lack of resources for research-- grants, tools, facilities, and commitment for academic rigor pose immediate problems. Though the Campus has planned to conduct collaborative researches, the faculties are unwilling to cope up and do such activities due to insufficient budget allocation and bureaucratic hurdles. It needs to work more in the future to make research and teaching-learning meaningfully student-centered. It aims at initiating to work further to build mechanisms for conducting workshops on research methodology, academic and research writing, language mechanics, data collection, and analysis to improve research skills and help graduates come-up with quality research outputs.The Campus encourages faculty to revisit pedagogies and make innovative revisions in the existing traditional mode of teaching-learning by engaging students in the process. If natural critical pedagogy can replace the old lecture method of teaching and engage students in critical questioning, thinking, reflecting, discussing, sharing, and synthesizing the ideas, significant departures and improvements will take place in education. After the Campus acquired autonomy, a new program in the bachelor’s level has started; efforts are underway to start higher research degrees. Bachelor in public service and Governance blends theoretical and practical knowledge to train students with the skills and competencies required for professional administrative jobs. The BCA students are involved by teachers in the preparation of database modules and they are given ample opportunities to learn and practice their knowledge and skills related to IT. The students of Environmental Science are engaged in applying the knowledge and skills in maintaining better sanitation of Campus and its surrounding. Such innovative approach in teaching-learning contributes positively to increase the number of students both qualitatively and quantitatively as they prepare the graduates with greater competency in their fields.

Curricular aspectsPKMC implements the TU policies on admissions, result publication, class commencement. The Campus follows the self-prepared academic calendar and ensures the maximum implementation in the given context. The students fulfill required and extra activities to complete their degrees. The schedule often gets affected due to various reasons: students’ pressure, hurdles from professional unions, and unforeseeable national events. The campus management, however, tries to avert these hurdles by bringing together stakeholders for regularizing the academic activities. The Campus makes an effort to improve academics in all spheres for achieving the best institutional outcomes. It flexibly runs academic programs to ensure the highest participation of a more significant number of students. It allows students to enroll in different programs in their available time frame, mobility, and choice of electives. Classes run in the morning and afternoon shifts to match the requirement of the students. Similarly, horizontal mobility for students to enroll in interdisciplinary programs has been provided. The process of organizing classes in different schedules, providing flexibility and mobility across time and course choices exhibits the dedication of the Campus to utilize the existing resources optimally.After gaining autonomous status, the Campus started Bachelor in Public Service and Governance (BPSG), a program of applied importance from 2019 and is continually thinking of making programs extensions in new domains both in the bachelor's and master's level with the choice electives where students can be prepared for jobs with skills and competencies. The initiations of writing courses and incubation center, and community outreach programs will enhance the academic image of the Campus and access of the students to the prospective job market. The current efforts of the Campus to introduce new courses by engaging its faculty in curriculum development processes and in setting teaching and other operational guidelines have specific challenges to face. Yet such an exposure to the faculty has enhanced the performance skills of the faculty to envision new programs, to frame courses independently, to shape teaching modalities, to make the teaching-learning process a participatory practice where students learn through involvement, engagement, and exercise rather than prescriptions. The commitment of the Campus to expand academic programs right from bachelor’s to research degrees in old and traditional knowledge domains to modern innovative areas will definitely give the Campus a new figure as a center of education that prepares students for the market, where they can independently show their presence based on the knowledge and create a space for them.The Campus has established institutional collaborations with various corporate

institutions, industries, banks, firms, companies, etc. located in Kathmandu valley and outside. With the expansion of further academic programs, even full networking will be essential, and for that, more significant commitment, devotion, and dedication are likely to be required on the part of the institutional leadership, faculty, staff, and students. The Campus is determined to face the challenges.

Teaching-learning and evaluationAs for the teaching methods, most of the faculty members of the Campus carry out their teaching responsibilities using old teaching techniques—especially lecture methods for information dissemination—because they are trained in the traditional setup and lack their readiness to change. Adaptation of the natural-critical pedagogy that adopts quizzes, questions, discussions, presentations, field works, field visits, internships, deliberations, researches, inquiries, learning from doing unfold the dark enclaves of unknown knowledge and bring into the light. Beside lecture method, which is one of the dominant methods of teaching-learning among university faculty, the Campus is in the process of supplementing teaching-learning through directed studies, assignments, case studies, workshops, seminars, presentations, internship reports, projects works, etc. These approaches of incorporating such methods of andragogical methodologies have proved to be productive and result-oriented teaching-learning activities. These activities have also contributed positively to preparing the human resource suitable for the current market demands. The act of incorporating research in regular teaching-learning practices has been influential and has started to show positive outcomes among graduates.

Research, consultancy, and extensionIn this context, developing a research culture among faculty and the students are of seminal importance. The current allocation of the research budget is meager, and the Campus has to make the management for additional funds. Equally important is conducting seminars and workshops on research methodology, academic writing, data analysis and other relevant issues associated with research. The Campus, however, has designated faculty to work in the RMC so that they promote research activities. The Campus has prioritized research; therefore, the budget allocated for the year 2019 on the total budget is projected to be nearly 12 percent. This trend of high investment of budget in research has been incorporated in the strategic plan and reaches up to 17 percent in 2023. This is a miracle progress from the FY 2074-75, which was merely 0.20 percent of the total budget. This budgetary provision demonstrates the focus in research besides the teaching-learning process in the Campus. The inclusion of students and faculties in collaborative and individual researches will have longer-term impacts in the academic sphere of Nepal.

Extension activities are gradually being implemented in the Campus through different departmental programs. The Campus organizes different extension activities like community development, training in disaster management, health and hygiene awareness, and blood donation camps from departmental and administrative sections independently. The goal of such activities is to engage students, staff and faculties in the society. The act of incorporating extension activities in the regular procedure of teaching-learning connects the Campus with different communities and societies of the country. This helps the students practice their learned knowledge in the real world. Both the students and faculties participate in extension activities voluntarily.

Infrastructure and learning resourcePKMC has a plan to transform it into a women's university. To materialize this goal, it requires a strong infrastructural foundation. There is no doubt that this Campus is a centrally located infrastructurally very rich entity of TU. Yet, with the addition of different academic programs, there is always an escalating need for more amenities. It does have many buildings with a large number of classrooms and administrative facilities, but most of the existing buildings have been affected by the earthquake and need to be repaired to cope up with the growing demands of space for students. The demand of students and faculty for ICT facilities, well-equipped classrooms, automated library, a full-functioning e-library with online access to varieties of databases with up-to-date utility facilities must be fulfilled for the standardization of the Campus. The Campus is in dire need of multi-storied complex with classrooms, conference halls, laboratories, libraries, auditoriums, and faculty halls, faculty cells for research and study, and parking facilities. The multi-storied complex is a desirable project because of keeping intact the open inner urban space that the Campus presently has. The Campus is looking for donors/funding agencies for the accomplishment of this project.Apart from physical infrastructure, the Campus has to provide other learning facilities by expanding reading rooms within the library, equipping library halls with desktops on which the students can directly work, installing audio-visual facilities within the classrooms, constructing additional auditoriums, and furnishing newly built ones, providing printing facilities to the students, preparing modules to help students conduct talk shows, lectures, faculty talks, debates, and related programs.

Student supportThe students require various supports and guidance for their academic training, career choice, employment prospects, and socio-cultural integration so that they can contribute to their family, society, and nation intellectually, emotionally, and economically. The faculty and staff have to realize that providing necessary support and guidance to the students can help students build their strengths in a meaningful way.

Therefore, the Campus has to take initiatives to transform their job-holder mentality into a service provider so that their work within the academic institution supports and guides students in their career goals. As the Campus operates traditionally based on a manual record-keeping system, quick service delivery to the students remains a dream. Further, the operating staff lack training to transform towards ICT and digital record-keeping systems, though gradually, they have been updating themselves towards this direction. The Campus has recently installed EMIS for synchronizing and providing better support and guidance to the students. The publication of the integrated prospectus, including all regular and self-initiated programs, is the need of the Campus, therefore, it has already initiated change. The Campus has established a counseling unit through the powerful motivation and participation of the Department of Psychology that offers personal, academic, and career-related counseling. The establishment of incubation and writing center is expected to support students to get access to professional avenues and refine the expressive potentials of the students. The Campus also provides financial support for students to research in collaboration with the faculty. The Campus takes initiatives in providing students with health treatment facilities according to the rules of the TU.

Information systemThe information system of the PKMC is traditional and manual. Slowly, it is moving towards digital information system by establishing of EMIS and circulating notices through Campus website replacing physical notice-board. The publications of a prospectus of independent self-sustained and regular programs, periodical bulletins, and annual reports, financial reports provide information to the students, faculty, non-teaching staff, and other stakeholders. The Campus also organizes public meetings at times to share regular activities and holds a general meeting and informs to non-teaching and teaching staff. The prospectus, bulletin, reports get manually printed and uploaded to the website. The Campus informs all the stakeholders on different activities—academic, administrative, and policy-related—regularly. The faculties and non-teaching staff have started realizing that the information and communication are crucial to institutional quality enhancement. The EMIS Unit will publish reports by analyzing the academic, administrative, economic data available in manual form and converting them to virtual and digital format. This step will transform the working procedures. The EMIS Unit records the enrollment, dropout, pass rate, feedback, employment, comments regarding satisfaction, faculty evaluation, etc. The EMIS Unit has started recording, analyzing, and publishing reports of student enrollment, dropout, a number of exams appeared students, the merit-based pass percentage of students, and regional and ethnic profiles of students, which were not practiced in the Campus before.

Besides, the Campus has “Public Relations Unit” and “Grievance and Complaints Unit” to receive grievances, complaints, feedbacks and suggestions from different stakeholders.

Public informationThe Campus has installed the ‘Public Charter’ to disseminate information publicly for all the stakeholders. This method of information has been successful in informing all stakeholders. There are notice-boards for public information. Recently, to keep the pace of the growing use of Internet-based general information systems, the Campus updates its data on Facebook and the official website for the interested public. Besides, the Campus organizes public meetings occasionally. The publications of annual prospectuses, reports, financial reports, bulletins are other mediums of general information. Available shreds of evidence reveal that structural framework, teaching-learning, and student support are the most reliable areas. At the same time, research and extension, curricular aspects, and information systems pose a moderately active position. But the learning resources and public information mechanism appear to be the rooms to improve with immediate effect by Campus administration for which the decision-making bodies Campus Management Committee, Executive Committee, Academic Committee take quick actions.

This Self Study Report of Padma Kanya Multiple Campus highlights the status of eight benchmarking areas and institutional information. The covered areas are policy and procedure; curricular aspects; teaching-learning and evaluation; research, consultancy and extension; infrastructure and learning resources; student support and guidance; information system; and public information. On the backdrop of autonomous status, along with its strengths, weaknesses, opportunities, and challenges analyzed in the Strategic Plan 2019-2023, the Campus has opportunities for quality improvement initiatives for a more significant societal impact.


xiii
















xiv
















xv
















xvi
















xvii
















xviii
















xix














Padma Kanya Multiple Campus Self Study Report | 1

DATA COLLECTION FORMAT FOR SELF-STUDY REPORT (SSR) INSTITUTIONAL

Part I: SECTION A INFORMATION FOR INSTITUTIONAL PROFILE

1. Institutional Information Name of the Institution : Padmakanya Multiple Campus Place : Bagbazar, Kathmandu P O Box : NA District : Kathmandu

2. Information for Communication a. Office

Name Telephone with

Extension Number

Fax

E-mail

Executive Head of the Institution: Prof. Dhan Prasad Pandit Campus Chief

4243758 4221712 4220149 4258114 9851136253

[email protected]

Executive Assistant: 1. Ms. Neera Shrestha

(Humanities Assistant Campus Chief- Day Shift)

2. Mr. Raju Malla (Humanities Assistant Campus Chief- Morning Shift)

3. Mr. Bhakta Prasad Dhakal (Management Assistant Campus Chief- Morning Shift)

4. Ms. Pramila Lakhey (Management Assistant Campus Chief- Day Shift)

5. Mr. Achyut Pradhananga, Assistant Campus Chief, Science

9851155234 9851056705 9851133799 9841457674 9841202422

[email protected] [email protected] [email protected] [email protected]

[email protected]

Management Committee Chairperson: Prof. Kumar Prasad Koirala, PhD

9851214157

[email protected]


b. Residence

Name Telephone with

Extension Number

Fax

E-mail

Executive Head: Prof. Dhan Prasad Pandit Campus Chief

9851136253 [email protected]

Executive Assistant: 1. Ms. Neera Shrestha

(Humanities Assistant Campus Chief- Day Shift)

2. Mr. Raju Malla (Humanities Assistant Campus Chief- Morning Shift)

3. Mr. Bhakta Prasad Dhakal (Management Assistant Campus Chief- Morning Shift)

4. Ms. Pramila Lakhey (Management Assistant Campus Chief- Day Shift)

5. Mr. Achut Ram Pradhananga Assistant Campus Chief, Science

9851155234 9851056705 9851133799 9841457674 9841202422

[email protected] [email protected] [email protected] [email protected] [email protected]

Management Committee Chairperson: Prof. Kumar Prasad Koirala, PhD

9841364157 [email protected]

3. Type of Institution Constituent Affiliated Degree Awarding Autonomous Institution

4. Institutional Management: Public Community Private Other (please specify)

5. Financial category of the institution: Government Funded Self-financing Community Other Response: The Campus is government funded institution, but it has 19 self-Funded Programs. These Self-funded programs comprise of Master’s Programs in English, Political Science, Economics, Dance, Sociology, Rural Development, Psychology, and Population Studies in Humanities and Social Sciences; and MBS in Management Faculty; and Bachelor’s Programs that include BBA, BBM, BHM, BCA, BPSG and BSc.CSIT in Management, Humanities and Social Sciences and Science faculties respectively. Master’s Programs are not fully self-sustainable ones whereas the Bachelor’s self-funded programs are financially self-sustainable.


For further details please see Volume I-Institutional Profile, Annex 7, List of the Programs and Funding Sources, p.161.

6. a) Date of establishment of the Institution: (13/09/1951 AD)(01/06/2008 BS) b) Date of commencement of the Bachelor or higher-level Program(s)

• Bachelor Level: (13/09/1951 AD) (01/06/2008 BS) • Master Level: 1979 (2036 BS) c) University to which the Institution is affiliated: NA (attach the certificate of affiliation) Response: As the Campus was established before the Tribhuvan University was setup in 2008 BS (1951 AD), records of the initial operations of the Campus are not available. But after the establishment of the University, the Campus started operating under it and different academic programs for Bachelor’s and Master’s degrees started. Further extensions were done based on the decisions of the respective Dean’s Offices to run courses sanctioned by the Academic Council of the TU. For further details please see Volume I- Institutional Profile, Annex 1, TU-Letters, pp. 2-24, Letters from the Office of the Academic Council, Offices of the Dean, TU of different dates.

7. Date of Government/UGC approval (only for Institution affiliated to foreign universities): NA

8. Is the institution autonomous in terms of Financing Administrative Management Academic Management None Response: The Campus operates under the TU financial and administrative support as an autonomous institution as per the Section 20 Article 55 of Autonomy Act 2062 B.S. This provision allows the campus enjoy limited autonomy to run the Campus and its programs. Yet, the Campus dwells upon the University’s financial and policy support. The Campus has already started developing and running its courses independently. The initiation of such a move has started with Bachelor in Public Service and Governance(BPSG) program for which the Campus developed the courses in 2019 and started the operation with the approved by the Academic Council and the Executive Council of TU. For further details please see Volume I- Institutional Profile, Annex 1, TU-Letters, p.1; Annex 2, TU-Letters, pp.32-34;and Annex 3, PKMC-CMC Minutes & BPSG Syllabus, pp.35-156 for letter from the Secretariat of the Senate & Executive Council, TU dated 2073.10. 20, minute of CMC dated 2074 Kartik 15 and syllabus of Bachelor of Public Service and Governance (BPSG).

9. Institution’s Land area in Ropanis/Bighas (Katthas)/Square Meters: Response: The total area of the Campus registered in the Land Revenue Department is 37 Ropani 4 Aana 3 Paisa 3 Dam, but the actual existing land might be less than this due to road extension.


For further details please see Volume I- Institutional Profile, Annex 4, p.157 for Land Ownership Certificate of the Department of Land Revenue Office, Kathmandu.

10. Location of the Institution

Urban Semi-urban Rural

11. Current number of academic programs offered in the Institution under the following categories: (Enclose the list of academic programs offered) Academic Programs Number of Program

Certificate course (PCL 2 years),10+2(HSEB), or CTEVT programs

Bachelors 9 Masters 10 MPhil NA PhD NA Any other (specify) Total 19

Response: Altogether there are 19 programs offered under the Bachelor and the Master levels. For further details please see Volume I- Institutional Profile, Annex 5, p.159 for a List of Academic Programs Offered at PKMC.

12. List the Departments in the Institution (faculty-wise) Faculty of Science and Technology Departments: 1. Physics 2. Chemistry 3. Biology 4. Micro-Biology 5. Environmental Science Faculty of Humanities & Social Sciences Departments: 1. Nepali 2. English 3. Economics 4. Political Science 5. History 6. Sanskrit 7. Psychology 7. Home Science 8. Hindi 9. Music 10. Newari 11. Culture 12. Mathematics 13. Dance 14. Geography 15. Statistics 16. Social Work 17. Population Studies 18. Women Studies 19. Sociology and Anthropology 20. Computer Application 21. Public Service and Governance 22. Buddhist Studies 23. Journalism 24. Rural Development Faculty of Management Departments: 1. Accountancy 2. Marketing 3. Finance 4. General Management 5. Research Faculty of Education Departments: NA Faculty of Law Departments: NA Institute of Engineering Departments: NA Institute of Medicine


Departments: NA Institute of Agriculture Departments: NA Institute of Forestry Departments: NA Other Faculties: Departments: NA

Response: PKMC has 34 departments under three Faculties: Science and Technology, Humanities and Social Sciences, and Management. For further details please see Volume I- Institutional Profile, Annex 6, p.160 for a List of the Departments at PKMC.

13. Give details of the self-financing/self-initiated courses, if any offered by the institution (for public institutions only).

Programs Level of Study

Eligibility requirement for student admission

Student Number (Enrolment/Capacity)

BBA Bachelor +2 or Equivalent 96/96 BBM Bachelor +2 or Equivalent 88/88 BHM Bachelor +2 or Equivalent 12/33 BSc.CSIT Bachelor +2 or Equivalent 36/36 BCA Bachelor +2 or Equivalent 36/36 BPSG Bachelor +2 or Equivalent 12/33

Response: There are altogether six fully self-funded programs. The BPSG is a self-initiated and self-funded program offered from 2019 AD introduced after the Campus has been granted autonomy. The self-initiated/self-funded programs are aimed at supporting the campus in maintaining financial self-sustainability. For further details please see Volume I- Institutional Profile, Annex 7, p.161 for a List of the Programs and Funding Sources.

14. State the norms and procedures for recruitment of teaching and non-teaching staff of the Institution. (Enclose the details) Response: Though PKMC has been granted autonomy, it still functions under the regulatory provisions of Tribhuvan University. Therefore, the recruitment of the teaching and non-teaching staff is done based on the provisions of TU Service Commission. However, the campus independently appoints part-time teaching and non-teaching staff adhering to the guidelines of the Service Commission.


15. Number of Full timer and Part timer teaching staff at present:

Particulars Disadvantaged

/ Janajatis Others Grand Total F T F T

Full Time Teachers (Total) 54 86 61 146 233 No. of teachers with PhD 5 10 1 25 35 No. of teachers with MPhil 2 3 4 11 14 No. of teachers with Masters 47 72 52 107 179 No. of teachers with Bachelors 0 1 3 3 4 No. of teachers with High School 0 0 1 0 1 Part Time Teachers (Total) 68 Part-time teachers with PhD Part-time teachers with MPhil Part-time teachers with Masters No. of teachers with Bachelors For further details please see Volume II-Question 1-28, Annex 18, p.36.

16. Give the details of average number of hours/week (class load) Courses Full Time

Teachers (Total) Part Time Teachers (Total)

Total

Science Bachelor 12 Classes Per

Week 6 Classes per Week

Management Bachelor Level 12 Classes Per

Week 6 Classes per Week

Master Level 9 Classes per Week 9 Credits per Year in Semester

6 Classes per Week

Humanities and Social Science

Bachelor Level 12 Classes Per Week

6 Classes per Week

Master Level 9 Classes per Week 9 Credits per Year in Semester

6 Classes per Week

Education NA Law NA Please add other courses if applicable


17. Number of members of the non-teaching staff of the Institution at present:

Particulars Disadvantaged / Janajatis Others Grand Total F T F T Administrative Staff 25 39 23 35 74 Technical Staff 2 2 1 1 3

18. Regional profile of the students enrolled in the institution for the current academic year:

No of Students Enrolment From …

UG PG MPhil PhD F T F T F T F T

Same district where the institution is located

267 267 165 165

Other districts 977 977 512 512 SAARC countries - - Other countries 2 - Disadvantaged/Janajatis - -

Note: F= Female, T= Total in Table 15, 17 and 18. 19. Details of the last two batches of students:

Particulars Batch 1: Batch 2:

Year:2075/76 Year: 2074/75 Bachelors Masters Total Bachelors Masters Total

Admitted to the program 3476 949 4425 2938 805 3743 Drop-outs a. Within four

months of joining The Campus has recently

started setting up EMIS. EMIS will record the detail data of 2074/075.

b. Afterwards 158 306 464 Appeared for the final year examinations

3318 643 3961

Passed in the final examinations

374 330 704

Pass % of number appeared (Total)

11.27 51.32 17.77

Pass % with distinctions

The Campus has recently started setting up EMIS. The automatic system will generate the classified data after compiling the dispersed manual data and completing the digital entry. The details of graduates in further classification can be available thereafter.

Pass % (First class) Pass % (Second class) Pass % (Third class) Number of students expelled from examination hall if any

Note: For other types of evaluation system such as GPA, provide respective grades and a brief explanation about their ranges in percentage.


A. Program- wise Student Enrollment

Level Academic Programs

Student Enrollment Year/Sem. 2075 Year/Sem. 2074 Year/Sem. 2073

M F T M F T M F T Bachelor

BBS (Yearly)

NA 911 911 NA 742 742 NA 492 492

BSc. (Yearly)

NA 182 182 NA 169 169 NA 116 116

BA (Yearly) NA 1776 1776 NA 1739 1739 NA 1386 1386 BBA (Semester)

NA 288 288 NA 192 192 NA 192 192

BBM (Semester)

NA 230 230 NA 169 169 NA 81 81

BCA (Semester)

NA 53 53 NA 28 28 NA NA NA

BSc. CSIT NA 36 36 NA NA NA NA NA NA Master Year/Sem. 2075 Year/Sem. 2074 Year/Sem. 2073

Sociology NA 315 315 NA 210 210 NA 423 423 Rural Development

NA 163 163 NA 117 117 NA 249 249

Psychology NA 140 140 NA 97 97 NA 92 92 English NA 60 60 NA 62 62 NA 97 97 Economics NA 75 75 NA 62 62 NA 66 6 Nepali NA 24 24 NA 25 25 NA 51 51 Political Science

NA 20 20 NA 22 22 NA 26 26

Population Studies

NA 12 12 NA 14 14 NA 19 19

Dance NA 24 24 NA 20 20 NA NA NA MBS NA 146 146 NA 139 139 NA 65 65

Total 4425 4425 1945 3743 3295 3295


B. Graduate Output of the Institution (in the last three years)

Level

Academic Programs

No. of Graduate Output Per Year (in the last three years)1

Yr: 2075 (2018) Yr: 2074 (2017)

Yr: 2073 (2016) Total

M F T M F T M F T M F T

Bachelor

BA NA 116 116 NA 157 157 NA 166 166 BBS NA 310 310 NA 60 60 NA 38 38 BSc. NA 21 21 NA 34 34 NA 12 12

BBA2 NA 63 63 NA 61 61 NA NA NA

BBM3 NA NA NA BSc. CSIT4 NA NA NA BCA5 NA NA NA

Master

Sociology NA 91 91 NA 104 104 NA 98 98 Rural Development

NA 56 56 NA 63 63 NA 79 79

Population Studies

NA 01 01 NA 05 05 NA 06 06

Political Science

NA 06 06 NA 01 01 NA 01 01

Psychology NA 07 07 NA 04 04 NA NA NA Nepali NA 17 17 NA 35 35 NA 27 27 Economics NA 13 13 NA 12 12 NA 07 07

MBS NA 02 02 NA 04 04 NA 03 03 English NA 10 10 NA 17 17 NA 14 14 Dance NA NA NA Food & Nutrition

NA 16 16 NA 26 26 NA 15 15

Child Development

NA 27 27 NA 86 86 NA 52 52

Total 756 756 669 669 518 518

Response: There is a partial availability of data relating to independent programs. The overall merit-based classified data is unavailable at the moment. Keeping this gap, the campus has taken steps to keep compressive record in future. For further details please see Volume I- Institutional Profile, Annex 8, pp.162-166 for partial data available.

1 Data is based the number of students who collected their character certificates after completion of degrees. 2 Only two batches graduated. 3 Being the newly offered program, there are no graduate output. 4 Being the newly offered program, there are no graduate output. 5 Being the newly offered program, there are no graduate output.


20. Give a copy of the last annual budget of the Institution with details of income and expenditure. (Attach separately) Response: The Annual Budget 2074/75 of this campus reveals the details of income and expenditure. For further details please see Volume V- Question 47-66, Annex 43, pp. 288-306 for Financial Report 2074/75.

21. What is the institution’s ‘unit cost’ of education? [unit cost = total annual

expenditure budget (actual) divided by the number of students enrolled]. Also give unit cost calculated excluding salary component.

Unit Cost of Education (last academic year): Academic Year 2074/075 Total Amount of Budget: ____________________________________________

a. Total Amount of Annual Expenditure NPR 25,61,62,330.86 b. Amount of Current Expenditure NPR 24,64,40,374.36 c. Amount of Capital Expenditure NPR 97,21,956.50

d. Unit Cost =total annual expenditure budgetnumber of students

= 25,61,62,330.86/4425 =NPR 57,889.79

e. Unit cost calculated excluding salary component

= total annual expenditure budget - salarynumber of students

= 24,64,40,374.36/4425 =NPR 55,592.74

22. What is the temporal plan of academic work in the Institution?

Semester System Annual System Any other (specify) 23. Tick the support services available in the Institution from the following: Central library Computer center Health Centre Sports facilities Press Workshop Hostels Guest house Housing Canteen Grievance redressal cell Common room for students Any other (specify): Changing Room 24. Whether a duly formed Institution Management Committee in place? Yes No , If yes provide the composition of the committee in separate

sheet Response: Campus Management Committee has been formed under the Autonomy Act of the TU representing Ministry of Education, UGC, Vice Chancellor’s Representative, Rector’s Representative, KMC Ward Chairperson, Donors, Guardians, Social Workers, Faculties and Students. It


consists of 35 Members headed by the CMC Chairperson Prof. Dr. Kumar Prasad Koirala. For further details please see Volume I- Institutional Profile, Annex 9, pp.167-170.

25. Furnish the following details (in figures) for the last three years:

Particulars Year I 2018/19 Year II 2017/18

Year III 2016/17

Working days of the institution 229 217 214 Working days of the library 229 217 214 Teaching days of the institution 150 Hrs.

(Annual) 90 Days (Semester)

150 Hrs. (Annual) 90 Days (Semester)


Teaching days set by the university




Books in the library 97,237 94,641 93,038 Journals/Periodicals subscribed by the library National: International:

52 2

52 2

52 2

Computers in the institution 191 109 Research projects completed and their total outlay

27 NPR 11,03000

Teachers who have received national recognition for teaching/research/consultancy

12 10 10

Teachers who have received international recognition for teaching/research/consultancy

12

Teachers who have attended international seminars

25

Teachers who were resource persons at national seminars/workshops

71

No. of hours of instruction against the plan (per year or per semester)

150 Hrs. (Annual) 48 Hrs. (Semester)

Response: The campus follows TU Calendar for course operation in the annual and semester system. Besides, the campus implements its own annual academic calendar for its major academic activities.


For further details please see Volume I- Institutional Profile, Annex 10, pp.175-186 for Annual Academic Calendar 2076/2077.

26. Give the number of ongoing research projects and their total outlay.

Response: The number of ongoing researches for the year 2075/76 is 27 with a total outlay of NPR 11,03000. For further details please see Volume I- Institutional Profile, Annex 11, pp.187-251 for RMC minutes and decision p. 248 (dated B.S. 2075.11.12.) depicting the research outlay of 2075/76.

27. Does the Institution have collaborations/ linkages with international institutions? Yes No If yes, list the MoU signed and furnish the details of active

MoU along with important details of collaborations.

Response: The Campus has a tradition of collaborating with international institutions of different countries with the permission of Tribhuvan University. The Campus has signed MOUs with the following universities/institutions for mutual collaborations:

1. The Construction of New Classroom Building “Maitri Bhavan” by the Royal Danish Embassy, Kathmandu under the leadership of Prof. Dhan Prasad Pandit. The letter dated 8 January 1992 jointly signed by then Campus Chief and Program Officer of the Embassy and Letter of Appreciation offered by Girija Prasad Koirala, the then Prime Minister of Nepal dated 2050 Mangsir 29 are attached. For further details please see Volume I- Institutional Profile, Annex 12, pp. 252-254.

2. Memorandum signed between Meerut University, India and PKMC dated 2019.02 17. For further details please see Volume I- Institutional Profile, Annex 13, pp. 255-257.

3. MoU signed between Center for Global Social Contribution (CGSC) of Nameseoul University, Republic of Korea and Padma Kanya Multiple Campus dated 27 June 2014. For further details please see Volume I- Institutional Profile, Annex 14, pp. 258-260.

4. Memorandum signed between Kyoto Bunkyo Junior College, Senzoku, Japan and PKMC on “Cultural and Social Exchange Program” dated November 28, 1997. For further details please see Volume I- Institutional Profile, Annex 15 pp. 261-265.

28. Does the management run other educational institutions besides the institution? Yes No If yes, give details.


29. Give details of the resources generated by the institution last year through the following means:

Source of Funding Amount (NPR) UGC/Government grants 2,15,007,584.00 Donations Fund Raising drives Alumni Association Research and Consultancy 11,03000.00 Fee from Self-financed/initiated courses 46,525,267.37 Fees from regular programs 16,195,238.00 Interest from Investment Interest from Charity (Award’s) Fixed Deposit 15,00,000.00 Any others, specify 5,00,000.00 Total 28,08,31,089.37


SECTION B The marking scheme except otherwise specified in the criteria will be as follow: Yes with justification and with evidence =1(full marks); justification without full

evidence = 0.75; apparent justification without record = 0.5 apparent initiatives = 0.25; No= 0)

(The marking division applies proportionately to the allocated marks where necessary.) BENCHMARK-WISE INPUTS FOR INSTITUTIONAL SSR

CRITERION 1: POLICY & PROCEDURES (15 MARKS) 1. Are there clearly defined vision, mission, goals, and objectives of the Institution

in written? Yes No If yes, mention and attach the document.

Response: PKMC has clearly defined vision, mission, goals, and objectives set in the Strategic Plan 2019-2023. They provide guidelines to academic, administrative and financial activities of the campus. The vision, mission, goals, and objectives of the Campus are: Vision: Women empowerment through quality education. Mission: To run the campus autonomously in order to impart quality education for women to prepare and empower them with knowledge and skills for their life, work and occupations in a distinctive and inclusive learning environment. Goals: To transform the campus into Women’s University with autonomous operation, refinement in educational quality, availability of resources, innovation in teaching and research, and national and the global outreach. Objectives: 1. To strengthen academic expertise of the campus by upgrading the

faculties with curriculum, research and development of IT friendly infrastructure;

2. To provide quality education for women empowerment to face the multifarious challenges in practical life in an ever-increasingly complex and competitive world and;

3. To provide congenial learning environment that can fully flourish their potentiality with the scope for overall development of the student’s personality.

For further details please see Volume II, Annex 18, Strategic Plan 2019-23, pp 13-14 and Volume II, Annex 19, Annual Report (बािषर् क प्रितबेदन २०७६), p. 53 respectively.

2. Are there clearly defined plans, programs and strategies to achieve its specific goals and objectives?

Yes No If yes, mention and attach the document. Response: PKMC has clearly defined plans, programs and strategies to achieve its specific goals and objectives in the Strategic Plan 2019-2023. The


plans are implemented through different decision making bodies of the campus. The plans and programs are strategically achieved through output based performance indicators guided by the Strategic Action/ Operation Plan. For further details please see Volume II Question 1-28, Annex 18, Strategic Plan 2019-23 (plans, programs and strategies), pp. 18-28.

3. Are there duly formed organizational structures where the policies of the Institution are formulated, reflected, reviewed and updated?

Yes No If yes, mention the organizational chart and member compositions.

Response: PKMC has a formal organizational structure guided by the Rules and Regulations of the TU. There is Campus Management Committee, Executive Committee, Organizational hierarchies like: Campus Chief, Assistant Campus Chiefs and Head of the Departments (Academic and non-academic). The Campus Management Committee formulates long term policies and makes decisions and provides guidelines for the operation of the institution. The Executive Committee makes decisions for the day to day operations of the campus. The President heads the CMC and the Campus Chief works as the Member Secretary of the CMC. The Campus Chief chairs the Executive Committee and the Assistant Campus Chiefs work as Academic Assistants in designated faculties and shifts. The Campus also has an autonomous academic committee, which prepares and formulates guidelines for academic management of the campus. The administrative section is managed by the administrative staff appointed by the university. There are subject-wise academic department heads to function the campus systematically. Likewise, there are section-wise administrative and financial department heads for logistic and financial management. The Campus Chief works as the academic and administrative head of this institution. The organization chart gives the full picture of PKMC. For further details please see Volume II-Question 1-28, Annex 19, Annual Report (बािषर् क प्रितबेदन २०७६) (Organizational Chart, Campus Management Committee, Executive Committee, Academic Committee), pp. 56-60.

4. Has the Institution adopted any mechanism/process for internal quality monitoring and checks?

Yes No Justify with supporting documents. Response: PKMC has duly formed Internal Quality Assurance Committee (IQAC), EMIS Unit and Examinations Committee to manage, monitor, evaluate and assure quality matters. The IQAC maintains the overall quality of the campus. The committee also plans and provides guidelines for quality academic output to the faculties, departments. The IQAC has the motto of maintaining quality in its graduates. The IQAC further activates the faculties and demands from them the preparation of work plans, lesson plans and records of internal evaluation and examinations. The Campus implements


academic calendar and conducts examinations under the guidance of the Examination Committee. The EMIS Unit unifies all the data of the campus and analyses for further processing. For further details please see Volume II Question 1-28, Annex 20, Letters (Letters of IQAC and SAT formation dated 2076.02.01 and Examinations Committee formation dated 2076.06.07), pp.129-131.

5. Is there any document of the institution to specify the job responsibilities of departments, units and individuals?

Yes No If yes, give details/reference. Response: PKMC is one of the constituent campuses of TU. This institution is autonomous in status. The departments, administrative units and individuals working at PKMC follow the specified rules and regulations of the University to perform duties and fulfil responsibilities. Besides, the Campus assigns specified responsibilities to departments and units as per the necessity. The Campus Chief, Assistant Campus Chiefs and other office bearers adhere to the guidelines of TU for duties and responsibilities. The Campus has also prepared a TOR for faculties and administrative staff to be observed under the autonomous set up. This TOR guides the departments, units and individuals of the Campus in their regular activities. For further details please see Volume I-Institutional Profile, Annex 17, Terms of Reference and Job Description, pp. 283-351.

6. Is there any defined and written scheme to evaluate the pre-defined job responsibilities of departments, units and individual staff?

Yes No If yes, produce those schemes and examples of some practices

Response: The Campus follows TU Guidelines for Performance Evaluation of the pre-defined jobs and responsibilities of departments, units and individual staff and sends confidentially to the Offices of the Service Commission, Registrar, Rector, Dean and General Administration for promotional purposes of faculty and staff. Since such evaluation confidential in nature, the official record is not kept at the campus. The departments, units, and individual staff are evaluated annually by the Executive Committee and the best faculty and staff are awarded on the Annual Day based on the written scheme defined in the TU Guidelines, JD and ToR developed by the Campus. Furthermore departments, units and individuals work as per the assigned duties and responsibilities forwarded by the Campus Executive Committee and Campus Management Committee and evaluated by the Executive Committee and the Campus Chief. The department, unit and individuals are directly under the chain of command of the Campus Chief. They report to the Campus Chief on a routine basis. Besides this, a provision of “Student’s Evaluation of Faculty Performance” and “Staff Performance Evaluation by the Committee” has been made under


the semester system. A set of questions for such evaluation is under preparation for implementation. For further details please see Volume I-Institutional Profile, Annex 17, Terms of Reference and Job Description, pp. 283-351.

7. Does the institution have strategic plan and action plan emphasizing on team work and participatory decision making and a scheme for information sharing?

Yes No If yes, give details. Response: PKMC has been regularly preparing and implanting the Strategic and Action Plans with the cooperation of the team. The Strategic Plan incorporates the team and collaboration in decision making and sharing the information to the public. The Strategic Plan is prepared by the team of active and contributing faculty, staff and students. This plan is further discussed in the general meeting and the feedbacks are incorporated before the final approval and publication. The Strategic Plan is supported by the plan of action which encourages team work, collaboration, participatory decision making among the faculty, staff and students. The policies and decisions are regularly discussed with the stakeholders for implementation. These discussions are coordinated by the Campus Chief and assigned team. The Strategic Plan 2019-2023 exhibits such scheme of team work and participatory decision making. For further details please see Volume II- Question 1-28, Annex 18, Strategic Plan 2019-2023, pp.1-40.

8. Does the institution have program(s) to strengthen the regular academic programs through other self-sustaining programs/courses and others?

Yes No If yes, give details. Response: PKMC is a constituent campus. It runs regular academic programs of TU. The income of such regular programs is not enough to manage the campus sustainably. Therefore, the Campus has also been offering some privately managed financially self-sustaining programs. These programs charge fees to the students and generate financial revenue. They have been successful in raising resources to support themselves and other regular programs. The revenue is deposited in the cumulative bank account of the campus without any classification. The self-sustaining programs like BBA, BBM, BHM, BCA, BPSG and BSc. CSIT are self-sustainable programs. The fund management for all the programs is done from the same bank account. For further details please see Volume V- Question 47-66, Annex 43, Financial Report 2074/75, pp. 288-306.

9. Are there any formal provisions under which the institution brings “stakeholders or community feed backs and orientation” in its activities?

Yes No If yes, give details.


Response: PKMC has a mechanism for bringing together “stakeholders or community feedbacks and orientation” in the regular activities. The Campus incorporates the feedbacks and suggestions in implementing the plans. PKMC Management Committee has a provision of community and stakeholder representation for making policy decisions and such representation brings them together for their feedbacks and orientations. The representatives in the CMC from among industrialists, community members, social workers, parents, donors, educationists, University, UGC, Ministry of Education-GoN, and recognized personalities regularly provide feedback and guidelines for making the institution better. The feedbacks, suggestions and comments are responded through campus activities. Besides, through Outreach and Extension Programs of the Campus, the contact with the community and stakeholders is established as part of the fulfillment of the social responsibility of the Campus. The campus further incorporates feedbacks received from public and stakeholders through the Public Relations Committee and Grievances Committee. For further details please see Volume II Question 1-28, Annex 21, Letters (Letters of Grievance Committee formation dated 2076.06.07 of Public Relations Committee formation dated 2076.06.07), pp.132-133.

10. Were any committees/external agencies appointed during the last three years to improve the organization and management?

Yes No If yes, what were the recommendations? Response: The Campus has always prioritized the administrative and management for ensuring quality education for women. The Campus regularly forms committees to improve the organization and management from among the faculties and staff. The Campus has formed IQAC and SAT in 2076, which has been working for institutional development. Likewise, the Campus regularly conducts examinations under the Examination Committee. For further details please see Volume II Question 1-28, Annex 20, Letters (Letters of IQAC and SAT formation dated 2076.02.01 and Examinations Committee formation dated 2076.06.07), pp.129-131.

11. Are the students involved in institution management system and quality

assurance? Yes No If yes, give details.

Response: PKMC having the vision of imparting quality education to women is committed to assure the academic standard in the context of globalization and technically fast-moving era. The students are the most important stakeholders of the Campus therefore, PKMC has involved students and sought their representation in institutional management, fund raising programs academic quality assurance agenda. The contribution of NPR 100 per student that they made has been deposited in the bank which has now compounded into a lump sum of NPR 10 Million. Further, students have agreed to comply with the academic norms of internal evaluation imposed by


respective departments as a way to ensure academic performance and quality assurance. PKMC has formed a committee of IQAC where faculty and students are involved. The Campus has formed a Quality Circle that comprises of students showing academic and extra-curricular leadership qualities. One representative of Student Quality Circle is involved in IQAC. Likewise, the formation of Campus Management Committee with the provision of incorporating Student Union Representation of President as ex-officio member under TU Guidelines but the position is vacant as the election has not taken place in this campus for some time. The position will be fulfilled after the election takes place. For further details please see Volume I-Institutional Profile, Annex 17, pp. 283-351; for documents of ित्रिव स्वायत्तता सम्वन्धी िनयम २०६२ पिरचे्छद २.३ ञ (TU Regulation on Autonomy 2062 Page No. 8 Article 3 ‘Ngya’); please see Volume I-Institutional Profile, Annex 71, pp. 352-362 for PKMC Terms of Reference (Karyabidhi) ; see Volume I-Institutional Profile, Annex 72, p.363 for Letter of Quality Circle and Student Nomination in IQAC; and Letter of IQAC Formation in Volume II Question 1-28, Annex 20, Letter dated 2076.02.01.

12. Has there been an academic audit? Justify it. a. by the university b. by the Institution Please attach the copies

Response: The Monitoring and Supervision Division of TU conducts academic audits annually and periodically and submits the reports Rector’s Office. The Campus is in the process of acquiring the confidentially submitted Academic Audit Report 2075/76 from the Rector’s Office, TU. This SSR is the first academic auditing report prepared by the Campus at the institutional level.

13. Is there any specific mechanism to combine teaching and research? Yes No If yes, give details

Response: The Campus has regular mechanism to combine teaching and research. Each department has a research unit to bring uniformity in teaching and research among faculty and students. The committee encourages students’ involvement in individual and collaborative research and supports financially and logistically. The Master’s programs establish teaching and research linkages through term paper writing, thesis/research requirements and the Bachelor’s programs like BBA, BBM, BHM, BSc.CSIT, BCA, BPSG integrate research in teaching learning process through internship, field visits, project work and thesis. For further details please see Volume II-Question 1-28, Annex 18.- p. 18 and p.21 for Strategic Plan 2019-2023; Volume V Question 47-66, Annex 44- pp.13-39 for documents relating to of thesis supervision list of ten M.A. Programs which is also referred for Question No. 50.


14. Have you observed any positive outcomes of combination of teaching and

research? Yes No If yes, give details.

Response: The combination of teaching and research has been successful in enhancing standard of teaching and learning process. The faculty involved in research have demonstrated better performance compared to those idle in research. The faculty with research orientation have been liked by the students, they have been communicating better with sound knowledge and exposure in teaching and research. Substantial academic outcomes are visible among students who have incorporated research in their learnings. The students who have completed their research with proper orientation have performed better in their academic tasks. The students who have combined research in their learnings have acquired better grades with better academic performance. The faculty have observed that the students with research skills have chances of adjustment in their career more than those lacking research skills. For further details please see Volume I- Institutional Profile, Annex 11, pp.187-251 for RMC Report and Minutes.

15. Provide institution specific other innovations which have contributed to its growth

and development.

Response: PKMC faculty members have developed courses independently in BPSG Program very recently. The Campus is encouraging all faculty members to revisit traditionally used pedagogical approaches like lectures with natural critical pedagogy which is more participatory and which encourages students to be the active partners of the teaching learning process. The Campus encourages the faculty to make innovations in different areas of knowledge by using their innate and acquired knowledge and insights. Such innovations are likely to contribute to the growth and development of PKMC in institutional level.

As stated earlier, after PKMC acquired autonomy, there has been innovation in the implementation of new program known as Bachelor in public service and Governance, which blends theoretical and practical knowledge to train students with skills and competencies required for professional administrative jobs. Besides, the self-sustainable programs like BBA, BBM, BCA organize “Food Feasts” and practice strategies of planning, organizing, resource mobilization, marketing, promotion, pricing, etc. learnt in the classroom. This adds to their competency in building entrepreneurship side by side enhancing their academic performance.


Likewise, the BCA and BSc.CSIT students are involved in the preparation of database modules and they are given ample opportunities to learn and practice their knowledge and skills related to IT.

Similarly, the students of Environmental Science are engaged in applying the knowledge and skills in maintaining sanitation in and around the Campus.

For further details please see Volume - Institutional Profile, Annex 18, p.1, pp.32-34 and Annex 3, pp.35-156 for letter from the Secretariat of the Senate & Executive Council, TU dated 2073.10. 20, minute of CMC dated 2074 Kartik 15 and syllabus of Bachelor of Public Service and Governance (BPSG).


CRITERION 2: CURRICULAR ASPECTS (10 MARKS)

16. Is there any provision for ensuring consistency of teaching and learning with the academic goals and objectives of the institution? (0.5) Yes No If yes, give details.

Response: PKMC is committed to ensure consistency of teaching and learning with the institutional academic goals and objectives. This campus is targeted for women education with the goal to transform into Women’s University with autonomous operation. Women empowerment through quality education by utilizing available resources through innovative teaching and research procedure have been instrumental in formulating new courses and implementing them. The Campus follows academic calendar to maintain consistency and balances of resource utilization. PKMC has set up objectives to strengthen academic expertise of the campus by upgrading the curriculum, research and development of IT friendly infrastructures and providing standard academic quality for students. Furthermore, there are number of contexts practiced in this institution that ensure teaching-learning compatibility to meet the academic goals envisaged by the respective academic programs. For example, Offices of the Dean and the Controller of the Examination periodically send external experts to evaluate the intern-reports prepared by the students of BBA, BBM ,BSc. CSIT, BCA and in the case of practical examinations, such as in the science, geography, and computer related courses. Besides, periodical publication schedule for entrance tests, enrolment, semester-end examination and annual examination also help maintain uniformity and reliability. For further details please see Volume II, Annex18, Strategic Plan 2019-23 for Goals and Objectives; Volume I-Institutional Profile, Annex 10, pp.175-186 for Annual Academic Calendar 2076/2077.

17. Are programs flexible enough to offer students the following benefits? (0.5 x 3 = 1.5) a. Time frame matching student convenience b. Horizontal mobility c. Elective options

Response: PKMC offers programs for the students in flexible manner to ensure the participation of larger number. The students enroll in different programs in their convenient time shifts-morning and day sessions. They are also provided flexibility to choose their majors and electives. The Campus has classes running in the Morning and afternoon shifts to match the requirements of the students. Similarly, horizontal mobility in enrolling interdisciplinary students, who have completed required weightage of courses in Mathematics, English, and Economics from Humanities and Social Sciences and Science streams are also eligible for admission in the Bachelor Level in Management. Elective options are available in numerous


subjects of Humanities and Social Sciences, Management and Science streams both in Bachelor and Master Levels. For further details please see Volume V- Question 47-66, Annex 45, pp.307-337 for Class Routines and Elective Courses.

18. Indicate the efforts to promote quality of education with provision of skills transfer among the students such as (0.5 x 5 = 2.5) a. Capacity to learn b. Communication skills c. Numerical skills d. Use of information technology e. Work as a part of a team and independently Please give evidence

Response: PKMC with the vision of women empowerment through quality education emphasizes skill transfer among students in all stages of their academic degrees. The students both from under-graduation and post-graduation courses participate in learning, sharing, presenting, communicating, leadership building and ICT acquaintance as a requirement of their curriculum and non-credit extra-curricular activities. Therefore, the students of the Campus are provided with ample opportunities to develop different learning capabilities. To exemplify, the students participate in the classroom presentation of their project works in different subjects encouraging communication and numerical skills. Simultaneously, the students make the utilization of e-library and open resources to enhance the ICT skills. The students occasionally take part in working with the faculty in report preparation, thesis writing, field work, data entry, internship, etc. For Example, Ms. Astha Ghimire, BBM 7th Semester, worked with the SSR team in maintaining database of the Campus faculty. There are regular class presentations done to enhance the communication and numerical skills of the students. For further details please see Volume II- Question 1-28, Annex 18, p.20 and Annex 23, p. 234 for ICT trainings as printed in the Strategic Plan 2019-2023 and Volume II- Question 1-28, Annex 23, p. 134 for Letter of Approval for Internship dated 2076.03.29 respectively.

19. Are there any additional focused programs and electives offered by the institution? (1)

Yes No If yes, give details. Response: PKMC after her autonomy has inculcated different focused programs like, Bachelor in Public Service and Governance (BPSG), Fashion Designing, MBA in Procurement Management, Master’s in Performative Arts, Master’s in Buddhist Studies, Bachelor in Cooperative Management, Master’s in Counselling Psychology, Bachelor and Master’s in Event Management. From this academic year this Campus has already been running BPSG program with ample number of elective courses.


Besides, these focused programs all regular masters and Bachelor programs also offer electives in Management, Bachelor Humanities and Social Sciences, and Science faculties. Apart from the regular courses, the Campus has initiated Writing Courses and Incubation Center, and Community Outreach programs to produce competency of its graduates as additional focused programs. For further details please see Volume II, Annex 18, Strategic Plan 2019-23 for Planned Activities in the Timeline, p.19; Volume I- Institutional Profile, Annex 3, pp.35-156 for Syllabus of Bachelor of Public Service and Governance (BPSG). Volume II- Question 1-28, Annex 18, p. 21 for community outreach, incubation and writing center addressed in the Strategic Plan 2019-2023.

20. Has the institution taken any initiative to contribute/feedback to the curriculum of the university? Give evidence with the examples of last 4-5 years (1)

Response: The faculty of the Campus have been appointed by the University in respective subject committees to develop and revise courses, give feedbacks and contribute to curriculum. The representing subject committee members integrate these feedbacks and comments during curriculum redesigning process. This helps faculty prepare lesson plans based on the feedbacks through student evaluation and student survey and forward the evidence to the university subject committee, which later are incorporated in the syllabus, periodical curriculum revision works. The Campus has recently developed courses for BPSG by involving the Campus faculty and this responsibility undertaken by the faculty has directly supported and contributed to the curriculum development process of the University. For further details please see Volume II- Question1-28, Annex 24, pp. 135 and 137 for letters of nomination of Mr. Mahesh Raj Dahal as the member of the subject committee of the Central Department of the Nepali History, Culture and Archaeology dated 2075.07.13 and Mr. Umesh Regmi as the member of the subject committee of the Central Department of the Buddhist Studies, TU dated 2075.05.20 respectively.

21. Is there any mechanism to obtain feedback from academic peers and employers? (1) Yes No If yes, give details.

Response: The Head of the Departments, Program Directors, Assistant Campus Chiefs, Campus Chief call for a faculty meeting before the beginning of the academic session, mid-term intervals for collecting feedback from academic peers regarding status of the course and other required activities. Likewise, the Campus Chief, Administrative Department Heads call for regular and special meetings to collect feedback to run both administrative and academic programs more efficiently.


For further details please see Volume IV-Question 31-45, Annex 37, pp. 188-191 for Minutes of meeting with HoDs relating to pre-board examination dated 2076.03.11. (This document is also referred to Question No. 35)

22. Give details of institution-industry-neighborhood networks if any? (1)

Response: PKMC has established good networks with various corporate institutions, industries, banks, firms, companies, etc. located in Kathmandu valley and outside. These networks have been successful in bringing together students, faculties and the corporate bodies in one forum for the academic excellence of the students. The industries and companies have contributed in providing internship opportunities to our students. The range of organizations include: Nepal Rastra Bank, Nepal Bank Limited, Rastriya Banijya Bank, Agriculture Development Bank, Century Bikas Bank, Prabhu Bank Limited, Bhatbhateni Supermarket, Balaju Industrial Estate, Patan Industrial Estate and Bhaktapur Industrial Estate. Likewise, the Campus has already signed an MoU with Machhapuchhre Bank Limited for providing internship to BBA students. Similarly, the Campus is in the process of signing MoU with Nepal Bank Limited to provide Internship to BBA (Management) students. The Campus has also initiated primary discussions with the external organizations for industry-campus collaboration in knowledge production. For further details please see Volume II- Question1-28, Annex 25 pp. 188-192, MOU between Machhapuchhre Bank Limited and Padma Kanya Multiple Campus; Letters of Correspondence for Internship, Field Study, and Recommendation for Data Collection.

23. Does the institution inculcate civic responsibilities among the students? Give brief explanation in terms of activities (0.5)

Response: The Campus occasionally organizes different programs on civic knowledge and responsibilities like, environment awareness, menstruation, nutritional health, road safety training, sanitation programs, etc. The campus also participates in activities of road and traffic management. The institution collaborates with different organizations to inculcate civic responsibilities from time to time. Recently, the Department of Population Studies participated at 2nd National Motorcycling Conference to raise awareness on road safety. Likewise, the students of Psychology Department participated at Blood Donation program. For further details please see Volume II- Question 1-28, Annex 26, pp. 138-149 for Motoring and Touring:2nd National Motorcycling Conference, the program was participated by the students of this Campus; Volume V-Question 47-66, Annex 49, pp. 227-230 for documents showing Blood Donation Program in Bara, Parsa.


24. What are the efforts of the institution towards all-round personality development of the learners? Give brief explanation in terms of activities. (0.5)

Response: PKMC believes in the overall growth of the students and therefore prioritizes all-round personality development programs apart from the regular teaching learning and academic activities. The Campus occasionally conducts extracurricular activities like badminton, basketball, and cultural programs through Student Welfare and Sports Unit. For the personality development, regular programs; seminars, workshops, orientations, ICT trainings, research skills related workshops, leadership trainings, debates, anchoring and interfaculty speech contests are organized. Besides, these programs the Campus organizes talks, conferences on ethical and moral value based education like the Talk Series organized by the Department of Buddhist Studies. For further details please see Volume II-Question 1-28, Annex 27, pp 150 for extra-curricular certificate dated 2075.12.14 B.S.; Volume II- Question 1-28, Annex 28, pp.151-160 for Buddhist Studies Program Outline and Notice.

25. What are the practices of the institution to impart moral and ethical value-based education? Give examples of some practices (0.5)

Response: PKMC practices the implementation of ethical and value-based education in life. The department of Buddhist Studies organizes religious talks, meditation sessions, and moral education for the students in regular intervals. The Department of Buddhist Studies organized “Dharma Teachings and Buddha Jyoti Award Fund Ceremony”. The value-based teachings and ethical guidelines were offered by HE Ven. Chokyi Nyima Rinpoche, Ven. Ani Choying Dolma, Ven. Lama Gunasagar, etc. In addition the Department of Buddhist also organized Talk Series-2 on the use of Buddhism in life from Ven. Khenpo Dzongsar from Sikkim during his stay in Kathmandu. For further details please see Volume II- Question 1-28, Annex 28, pp.151-160 for Program Outline and Notice.


CRITERION 3: TEACHING LEARNING AND EVALUATION (15 MARKS)

26. Which of the following methods do you apply in admitting the new graduates? Select as many as apply. (1) Yes, with justification = 0.25, Yes without justification = 0.10 No = 0, otherwise stated

through academic records through written entrance tests through group discussions through interviews through combination of above all

Response: PKMC applies all methods: academic records, written tests, group discussions and interviews for the admission of new graduates. The Campus follows TU guidelines for admission of new graduates. The students are admitted in regular programs in the BA by observing the incumbents’ past academic records, i.e., HSEB transcript record. Students opting for special programs in Bachelors and Masters have to appear in the entrance examination, group discussions and interview. Likewise, some self-sustainable programs like: BBA, BBM and BHM require CMAT score as aptitude tests for admission eligibility. The students who have got merit score are selected through interview and group discussions. The students opting for admission in BCA and BPSG have to complete Computer-Based entrance test and interview. The students opting for BSc. CSIT have to take entrance test and interview for admissions. The students opting for Master programs are selected through entrance and interviews. Except the self-initiated program BPSG, all admission tests are conducted by the Tribhuvan University, Offices of the Dean of respective programs. The interviews and group discussions are conducted by the Campus. For further details please see Volume II- Question 1-28, Annex 30, pp. 161-187 for notice for admission for BBA dated 27 September, 2019 Interview Evaluation Sheet 2076, CMAT 2019 Notice from Office of the Dean, FoM, TU. Volume VI-Question 67-120, Annex 67, pp.171-172 for notice of the B.A. admission for academic year 2076/077 published in Gorakha Patra dated 04.05.2076 B.S., BPSG notice published by PKMC. Volume III- Question 29-30, Annex 33, pp. 135- 148 for admission noticed by the TU.

27. Is there any provision for assessing students’ needs and aptitudes for a course? (0.5) Yes No If yes, cite examples.

Response: The new students opting for enrollment are assessed through aptitude tests and they are selected on the merit basis considering their CMAT score and past academic performances in some of the self-sustainable programs like BBA, BBM and BHM. The students who have got merit score are selected through interview and group discussions. The students opting for


admission in BCA and BPSG have to complete Computer-Based entrance test and interview, for assessing their skills and knowledge of computer, which is the basic requirement for admission. For further details please see Volume II- Question 1-28, Annex 30, pp. 161-187 for notice for admission for BBA dated 27 September, 2019 Interview Evaluation Sheet 2076, CMAT 2019 Notice from Office of the Dean, FoM, TU. Volume VI-Question 67-120, Annex…pp.171-172 for notice of the B.A. admission for academic year 2076/077 published in Gorakha Patra dated 04.05.2076 B.S., BPSG notice published by PKMC. Volume III- Question 29-30, Annex 30, pp. 135- 148 for admission noticed by the TU. These documents have also been referred to Question No 26.

28. Does the institution provide bridge/remedial courses to the academically weak and disadvantaged students? (0.5) Yes No If yes, cite examples (UGC or other supports received in this regard may be indicated).

Response: PKMC formally has not practiced the system of keeping records of operating such bridge/remedial course to the academically weak and disadvantaged students. However, the students with such weaker competencies are selected by the faculty themselves and are asked to join the extra tutorial classes conducted by the departments. Besides, after the feedback and recommendations of students for some courses, special classes and guest lectures are organized from expert faculties by the respective departments. In such cases, the departments arrange additional classes and tutorials to all including those who reveal weaker competencies and are disadvantaged.

For further details please see Volume IV- Question 31-45, Annex 39 pp. 214-216 for Letters of Invitation to deliver Guest Lecture.

29. Does the institution encourage the teachers to make a teaching-plan? (0.5)

Yes No If yes, gives details. Response: The faculty teaching in the semester-based programs prepare activities/lesson/academic/work plan and submit to the respective departments regularly before the start of the session. Some faculties depend largely on prescribed syllabus based on time frames and implement in the class. The teaching-plan is not mandatory for all faculty members therefore, the Campus is planning to organize workshops to prepare activity/teaching/lesson/academic plans from the year 2020. For further details please see Volume II- Question 1-28, Annex 18, p.20 for Strategic Plan 2019-2023; Volume III- Question 29-30, Annex 32, pp.1- 133 for Classroom workshop themes prepared and disseminated to the students by Prof. Hari Prasad Pokharel for Organization Development and Change MGT 665, MBS 4th Semester: Academic plan prepared for MA English 1st Semester ENG 558 by


Umesh Regmi, and Teachers’ Daily Log Book of BBA, presentation handouts prepared and used by Assoc. Prof. Agnidhar Parajuli.

30. Are syllabi in harmony with the academic/teaching calendar? (0.5) Yes No If yes, give details of implementation in terms of monitoring,

coverage, correction, etc. Response: The prescribed syllabus are in configuration with the academic calendar of the university for which, Tribhuvan University and Offices of the Dean publish the academic plan (Semester/Annual) in the form of circular notice in University website and Gorkha Patra National Daily with the details of form distribution, form submission, admission deadline, class operation schedule, date of filling up of examinations form, conducting examinations and result publication. This timeline of the University is incorporated in the Annual Academic Calendar of PKMC. The syllabi are completed in the stipulated time as per the calendar. For further details please see Volume III- Question 29-30, Annex 33, pp. 135-194 for documents relating to semester system admission class operation, examination dates etc.( These documents are also referred to the Question No.101); Volume I- Institutional Profile, Annex 10, pp.175-186 for Annual Academic Calendar 2076/2077.

31. How does the institution supplement the lecture method of teaching with other

teaching methods with specific weightage in terms of hours? (directed studies, assignments, presentations) (0.5) Produce some examples.

Response: PKMC supplements the lecture method, which is one of the dominant methods of teaching learning among university faculty, through directed studies, assignments, case studies, workshops, presentations, internship reports, field visits and project works. The faculty incorporate directed studies in the form internship reports, assignments, presentations, case studies, community and field-based studies, outreach programs, etc. for enhancing learning, behavior and result. For further details please see Volume IV- Question 31-45, Annex… pp.1-94 for documents containing internal evaluation weight of BBA program as a sample exhibiting class test, first term and pre-board examination, project work, report and term paper, attendance, class assignment, practical exercise, discipline and socialization, group discussion and seminar, class presentation and lab work.

32. Is there a facility to prepare audio visuals and other teaching aids? (0.5)

Yes No If yes, give details about the facilities. Response: The Campus has the facility to develop visual presentations for the purpose of teaching. In many subjects, faculty members prepare and use


PowerPoint, slides, movie clips, and other teaching aids to support their teaching by themselves as per the requirements of the courses. In order to facilitate the development of such teaching aids, the Campus has provided laptops and computers to different departments and faculty. There is also broad-band internet connectivity available in the Campus. The Campus has plans to conduct trainings on the preparation of pedagogical modules which also includes audio-visual teaching aid preparations. The Campus encourages this activity and knowledge/experience sharing among the faculty and students. For further details please see Volume II-Question 1-28, Annex 18, p. 20 mentioned in the Strategic Plan 2019-2023; Volume IV- Question 31-45, Annex 34, pp.1-94 for documents containing PowerPoint, slides, movie clips, and other teaching aids.

33. Furnish the following for the last two years (1.5)

Teaching days per semester or per year against the requirement: Total working days available in a year- 2075/76- 229 Days and 2074/75- 217 Days Working days per week against the requirement: 6 Days a week on an average Work load per week (for full time teachers): 12 hours for bachelors’ level and 9 hours for master’s level faculties = 2808 periods per week Work load per week (for part time teachers): 408 periods per week (On average 6 periods per week) Ratio of full-time teachers to part-time teachers: 233/68= 3.42 Ratio of teaching staff to non-teaching staff: 233/99= 2.35 Percentage of classes taught by full-time faculty: 85.47% Number of visiting professors/practitioners:115

For further details please see Volume IV- Question 31-45, Annex 35, pp.95-170 for decision of TU Senate and Executive Council Secretariat dated 2075.2.6 B.S., and Letter of Appointment of part-time faculties of different dates in 2075 B.S.

34. a. Are the students oriented to the program, evaluation system, codes of conduct other relevant institutional provisions and requirements? If yes give evidence. (0.5)

Response: PKMC regularly organizes orientation programs for the new and regular students. Such orientation programs cover information on evaluation system, codes of conduct for the students and faculty, dress code, attendance, term exams and tests, field visits, project work, presentations, library and other resources.

For further details please see Volume II- Question 1-28, Annex 19, p. 94 for picture of BA Third Year Functional Paper Orientation Program printed in Annual Report (बािषर् क प्रितबेदन २०७६); Volume IV- Question 31-45, Annex 36; pp.171- 187 for minute relating to BBA Orientation Program dated 2075.07.27 B.S. and Orientation slides distributed on 2075.07.28 B.S.


b. Are evaluation methods communicated to students at the beginning of the academic session? (0.5)

Yes No If yes give evidence. Response: The methods of evaluation are communicated to the students in the orientation program at the beginning of the academic session. The students are given information about the weightage of different criteria of evaluation in their prescribed syllabus and the same thing is reinforced in orientation programs.

For further details please see Volume IV- Question 31-45, Annex 36, pp.171-187 for Examination Evaluation and Grading System as distributed to students during Orientation program on 2075.07.28 B.S.

35. Does the institution monitor the overall performance of students periodically? (0.5)

Yes No If yes, give details Response: The Campus periodically evaluates academic performance of the students through internal assessments, presentations, report/term paper presentation, proposal for internship presentation, internship report defense, unit tests, pre-semester examinations, etc. For further details please see Volume IV-Question, 31-45, Annex 37, pp.188-191 for minute dated 2076.03.11 relating to Masters Pre-Board Examination.

36. In the case of new appointment of the teaching faculty made by the institution

itself, select among the following funding criteria that are evidential in your institution. (1.5)

Vacancy

Category

Operational Mechanism Job Advertisement

Selection Committee Formation

Examination by Selection Committee

Evaluation of Demo Classes

Interview by Selection Committee

Job Contract Through Formal Appointment Letter

Self-Funded

Yes Yes Yes Yes Yes Yes

Government Funded

Yes Yes Yes Yes Yes Yes

Any other category: a. b. c.

Response: PKMC implements TU Guidelines for new appointment of the faculty as per the requirements of self-funded and university funded programs. The Campus forms Recruitment and Selection Committees, evaluates demonstration classes of the candidates, conducts interview, selects the


candidates and finally provides formal appointment letter to the qualified individuals. For further details please see Volume IV- Question 31-45, Annex 38, pp. 192-213 for TU Guidelines relating to the formation of Recruitment Committee, Campus Minute dated 2071.10.13 BS., guidelines for recruiting teaching assistant on contract decision dated 2064.11.28 B.S., Letter of Request for Permission forwarded to the Office of the Registrar, TU.

37. Provide the following information (in number) about the teaching staff recruited

during the last two years. (0.5) Teaching staff recruited from … the same district it operates from other districts same institution other institutions Year I: Year I: Year I: Year II: Year II: Year II:

Response: The Campus has not made any recruitment of teaching staff for permanent positions in the last two years. However, part-time teachers have been appointed regularly. For further details please see Volume IV- Question 31-45, Annex 35, pp. 103-170 for Letters of Appointment of the Part-Timers. These documents are also referred for Question No. 33.

38. a. Does the institution have the freedom and the resources to appoint and pay temporary/ad-hoc teaching staff? Are such provisions define in the institution act/board decision/minute? Yes No If yes, give details of their salary structure and other benefits.

(0.5) Response: The Campus has been regularly appointing temporary faculty (Part Time Status) under the constituent campus provision as mentioned in the TU Act. The Campus pays the part time teaching staff as per the rules set by the University. The faculty receive remuneration on a daily basis for Bachelor level programs and lump-sum package for semester-based programs. The campus has recently acquired the autonomous status. Therefore, the Campus has the authority to appoint/recruit temporary/ad hoc teaching staff depending on the necessity but it has not been brought into practice yet. The Campus has included performance-based parameters for Human Resource management/recruitment in its strategic plan. For further details please see Volume II- Question 1-28, Annex 18, p. 23 mentioned in the Strategic Plan 2019-2023; Volume IV- Question 31-45, Annex 35, pp. 103-170 for letters of appointment of the part-timers. These documents are also referred for Question No. 33 and Question No. 37.

b. Does the institution have provision and practice for inviting visiting/guest faculty on regular basis?

Yes No if yes give details (0.5)


Response: PKMC regularly invites visiting and guest faculty for different programs. The departments identify the necessity of guest lectures and visiting faculty and requests the Campus administration for necessary logistic and financial management. The Campus administration facilitates and the departments organize such events. The range of visiting faculty include Buddhist practitioners, high ranking lamas, Professors from both national and international universities, bank managers, subject experts, and so on. For further details please see Volume IV- Question 31-45, Annex 39, pp. 214-216 for Letters of Invitation to deliver Guest Lecture; Volume II- Question 1-28, Annex 28, pp.151-160 for Buddhist Studies Program Outline and Notice.

39. Number of teaching staff who have attended seminars/conferences/workshops as

participants/resource persons/organizer in the last two years: (1.5) Participants Resource persons Organizer Institutional level 133 34 16 National level 45 15 11 International level 25 12 0

Response: PKMC is rich in terms of teaching staff. There are 233 Full Time faculty; many of them possess professional expertise. They are invited by different organizations (national and international) for presenting their ideas and views. Therefore, many faculty members of the campus attend seminars, workshops, conferences as participants, resource persons on an institutional basis at national and international level. For further details please see Volume IV- Question 31-45, Annex 40, pp. 217-231 for documents showing seminar participation, workshop conduction and resource person.

40. Does the institution follow the self-appraisal method to evaluate the performance of the faculty in teaching, research and extension program? (0.5) Yes No If yes, how are teachers encouraged to use the feedback?

Provide justifications. Response: The Campus practices performance appraisal of the faculty in teaching, research and extension program on a regular basis. The Campus confers the award of the best faculty and staff on the Campus Day. Besides, the faculty are recommended for awards to the University based on their contribution to the Campus in particular and university in general. For further details please see Volume IV-Question 31-45, Annex 41, pp.232-233 for documents relating to the Best Faculty, Staff Award Certificate and list dated 2076.06.01.

41. Does the institution follow any other teacher performance appraisal method? (0.5) Yes No If yes, give details of the same and state how the results of the

appraisal are used.


Response: PKMC evaluates the performance of faculty regularly as mentioned in question number 40. Besides, the Campus Chief, who is the executive head of the institution, evaluates the performance of the faculty and forwards evaluation report confidentially to the Rector’s Office during the submission of the application for promotion, internal/external vacancy fulfillment of the university Service Commission.

42. Does the institution collect student evaluation on institution experience? (0.5)

Yes No If yes, what is the significant feedback from students and how has it been used?

Response: The campus collects the institutional experience-based evaluation from students periodically and incorporates the views of the stakeholders and addresses them as per the necessity. The students at times come with demands for library improvement, infrastructural development, class regularity, teacher’s performance, cafeteria management, washroom sanitation and the provision of other utility services. The Campus management listens to the queries and grievances of the students and addresses their demands taking necessary measures. Such activities do positively impact the institutional improvement. For example, a Demand Letter for Fee Reduction was received and addressed promptly from the Campus management. For further details please see Volume IV, Annex 39, Demand letter, Minutes, Negotiations, pp.268-282.

43. Does the institution conduct refresher courses/seminars/conferences/symposia/

workshops/programs for faculty development? (0.5) Yes No If yes, give details. Response: The campus regularly conducts refresher courses/seminars/ conferences/symposia/workshops/programs for faculty development. The Campus has planned to organize similar programs strategically. Notable programs in the past include the Workshops on Research Methodology and Academic Writing, GIS and Remote Sensing Training for Teaching Faculty of TU, and Refresher Training Program for Teaching Buddhist Studies in B.A. level in the year 2065 B.S. Furthermore, BPSG program organized one week “Faculty workshop on Effective Teaching and Evaluation” in February, 2020. For further details please see Volume II-Question 1-28, Annex 18, p.20 for Strategic Plan 2019-23; Volume IV-Question 31-45, Annex 40, pp. 258-259 for GIS and Remote Sensing Training for Teaching Faculty of TU; and Volume IV-Question 31-45, Annex 41, pp. 234-257 for Refresher Training Program for Teaching Buddhist Studies in B.A. level in the year 2065 B.S.


44. Give details faculty development programs and the number of teachers who benefited out of them, during the last two years. (0.5)

Faculty Development Programs No. of Beneficiaries GIS and Remote Sensing 24 SPSS Training 26 Refresher Training Program for Teaching Buddhist Studies

22

Research methodology and Academic Writing Workshop

35

Effective Teaching and Evaluation Workshop (Faculty and Staff)

80

Research Methodology Seminar for Potential Researchers, PhD/MPhil Candidates Learning through Laboratory Education: The Grooming Policy of the Campus

35

Refresher Course Training for MA Faculty in Political Science, Psychology, Dance and Fashion Designing in Padma Kanya Multiple Campus

65

Industry-Academia Dialogue for Quality Education and Research in Higher Education

52

Semester System Refresher Training 38 Capacity Building Seminars targeting PKC Employees 25 Research Methodology Seminar 75

Response: The Campus is encouraging all its faculty members and staff to participate at various professional development trainings, seminars and workshops. PKMC has developed and implemented number of programs at various occasions. For further details please see Volume I-Institutional Profile, Annex 11, p.187-251, for PKMC RRM) Report and Minutes.

45. Furnish information about notable innovations in teaching. (0.5) Response: The Campus is encouraging all faculty members to revisit traditionally used pedagogical approaches like lectures with natural critical pedagogy which is more participatory and which encourages students to be the active partners of the teaching learning process. The Campus encourages the faculty to make innovations in different areas of knowledge by using their innate and acquired knowledge and insights. Such innovations are likely to contribute to the growth and development of PKMC in institutional level. Likewise, the faculty also participate in the research activities for innovative teaching-learning process. They are supported from Centre for Research, Office of the Rector and Research Management Committee (RMC) of the campus. Similarly, faculty receive Small RDI Grant from the UGC.


The notable innovations in teaching include BENCI approach in Case Study, workshop based research works, split examinations, and learning entrepreneurship through feasts in college by the students. For further details please see Volume - Institutional Profile, Annex 1, p.1, Annex 2, pp.32-34 and Annex 3, pp.35-156 for letter from the Secretariat of the Senate & Executive Council, TU dated 2073.10. 20, minute of CMC dated 2074 Kartik 15 and syllabus of Bachelor of Public Service and Governance (BPSG); Volume IV-Question 31-45, Annex 42, pp. 260-267 for call for Mini- Research Proposal by Centre for Research, Office of the Rector dated 2076.05.24 and Small RDI Grant Agreement between the UGC and Mr. Lok Nath Dulal from the UGC.

46. What are the national and international linkages established for teaching and/or research? (0.5)

Response: The campus had established international linkages with different Universities/HEIs in the past but this was not continued for some time. Therefore, the campus has realized the necessity of such collaborations and this has been included in the strategic plan. This response is also applicable to the documents referred for Question No. 27. For further details please see Volume II-Question 1-28, Annex 18, p.19 Strategic Plan; Volume I- Institutional Profile, Annex 13, pp. 255-257 for Memorandum signed between Meerut University, India and PKMC dated 2019.02 17; Volume I- Institutional Profile, Annex 14, pp. 258-260 for MoU signed between Center for Global Social Contribution (CGSC) of Nameseoul University, Republic of Korea and Padma Kanya Multiple Campus dated 27 June 2014. Volume I- Institutional Profile, Annex 15, pp. 261-265 for Memorandum signed between Kyoto Bunkyo Junior College, Senzoku, Japan and PKMC on “Cultural and Social Exchange Program” dated November 28, 1997.


CRITERION 4: RESEARCH, CONSULTANCY AND EXTENSION (10 MARKS)

47. Research budget of the institution in % of total operating budget. (1) Response: The share of research budget of the Campus for the year 2019 on total budget is projected to be nearly 12 percent. An escalating projection for research budget allocation in successive years reaching up to 17 percent in 2023 has been made. Such a projection is indeed a positive progress as compared to the research budget expenditure in the fiscal year 2074/75, which was merely 0.20 percent of the total budget. For further details please see Volume V-Question 47-66, Annex 46, p. 1 for Graph of Collaborative Research and Publication Plan; Volume II- Question 1-28, Annex 18, p. 26 for description in the Strategic Plan 2019-2023; Volume V- Question 47-66, Annex 43, pp. 288-306 for Financial Report 2074/75.

48. How does the institution promote research? (1)

ü Encourage PG students doing project work

ü Teachers are given study leave

ü Teachers provided with seed money

ü Provision of Research Committee

x Adjustment in teaching load/schedule Response: The students are encouraged for conducting research as mandatory requirement for the completion of their degrees, for which they engage in the field/project work, internship and qualitative research. Similarly, the faculty are granted study leave and seed money for conducting research. The research is also at times funded by other national and international agencies apart from the university and the University Grants Commission. The campus has RMC to look after the research and publications. For further details please see Volume V- Question 47-66, Annex 47, pp. 2-12 for letters of different dates relating to study leaves granted to faculties (Prem Lal Adhikari, Badri Nath Bhatta, Dipendra Bahadur KC, Nini Rema Rumdali Rai, Niran Khanal, Pujan Koirala, Rena Shrestha) approved by Coordination Division, Office of the Rector, TU; Volume I- Institutional Profile, Annex 11, pp. 187-251 for RMC Report and Minutes; Volume V-Question 47-66, Annex 46, p. 1 for encouraging students and faculties to conduct research and provision of providing seed money which is printed in the Strategic Plan 2019-2023.


49. Is the institution engaged in PhD level programs? (1) Yes No If yes, give details

50. What percentage of teachers is engaged in active research - guiding research scholars, operating projects, publishing regularly, etc.? Give details. (0.5)

Response: PKMC believes in the professional enhancement of the faculty and promotes research works such as conducting research, guiding research scholars, operating research projects and publishing articles and books. The Campus has included research engagement of the faculty in its Strategic Plan 2019-2023 to promote professionalism. More than 70 percent of the faculty are currently engaged in active academic researches such as supervising Thesis and Reports of the students, writing and publishing articles, conducting independent and collaborative research projects and writing books of academic relevance. For further details please see Volume V-Question 47-66, Annex 44, pp. 13 -39 for documents of thesis supervision list of ten M.A. Programs.

51. Mention the admission status of the MPhil/PhD graduates in your institution. (0.5)

Level Enrollment Status Total

Full Time Part Time MPhil NA PhD NA

52. How many PhDs have been awarded during the last five years? (1) NA

53. Does the institution provide financial support to research students? (0.5)

Yes No If yes, give % of financial support from recurring cost. Response: The campus has the provision of financial support for student research through their engagement in collaborative research. The Campus provides support to students for independent and collaborative research projects. For the year 2020 the Campus has allocated NPR 25,00,000.00 for this purpose which is 1.01% based on the recurring cost of the fiscal year 2074/75. For further details please see Volume V- Question 47-66, Annex 46, p. 1 for providing financial support for students’ research, which is printed in the Strategic Plan 2019-2023.

54. Provide details of the ongoing research projects: (0.5) Total number of projects Project Revenues (in NPR.)

27 11,03,000.00 Response: There are 27 ongoing research conducted by the faculty and its revenue is NPR 11,03,000.00. For further details please see Volume I- Institutional Profile, Annex 11, pp. 187-251 for RMC Report and Minutes.


55. Give details of ongoing research projects funded by external agencies. (0.5) Funding agency Amount (Rs.) Duration

(Years) Collaboration, if any

Fulbright Commission, USEF Nepal- Prof. Dr. Sushmita Talukdar

32000 USD 9 Months California State University, Fresno, USA

UNDP- Dr. Padam Prasad Khatiwada

30,000,00 NPR

6 Months National Planning Commission, SDG Progress Review

UGC Nepal- Ms. Bhagabati Sedhain

1,00,000 NPR 1 Year

CNAS, TU-PhD Support Fellowship- Ms. Bhagabati Sedhain

1,00,000 NPR 1 Year

Response: The faculty members have utilized their expertise in conducting research and innovative activities with their personal capacities. They are provided permission from the Campus and the University to conduct research. They receive the money from the funding agencies directly. The Campus has plans to conduct institutional collaborations with agencies for research activities in future. For further details please see Volume V-Question 47-66, Annex 11, p.187-251 for PKMC RMC Report and Minutes.

56. Does the institution have research/academic publication? If yes, give details of publications in the last two years. (0.5) Response: Each department publishes journals, but they are not on a regular basis. A part from that the Campus publishes Research Journal of Padmakanya Multiple Campus on a regular basis through RMC. Realizing the need of academic research publications, the Campus has strategically incorporated the plan to publish such journals on a regular basis in its five years Strategic Plan. For further details please see Volume V-Question 47-66, Annex 46, p. 1 for Institutional support in publishing research; Volume V-Question 47-66, Annex 48, pp. 52-224 for publication of Research Journal of Padmakanya Multiple Campus.

57. Does the institution offer consultancy services? (0.5) Yes No If yes, give details. 58. Does the institution have a designated person for extension activities? (0.5)

Yes No If yes, indicate the nature of the post as – Full-time Part-time Additional charge Response: The campus has been implementing extension activities through RMC. The Campus has included the extension as a key component of research, community outreach and resource mobilization for research. The Chief of the


RMC is a full-time faculty with additional responsibilities and allowances. Furthermore, the departments conduct extension activities on a regular basis to meet the requirements and as an non-credit activity. For further details please see Volume II- Question 1-28, Annex 18, p.21 for Community Outreach Programs; See Volume I- Institutional Profile, Annex 11, pp.187-251 for PKMC RMC Report and Minutes and decision p. 248 (dated B.S. 2075.11.12.).

59. Indicate the extension activities of the institution and its details: (0.5) Community development Training in Disaster Management Health and hygiene awareness Medical camps Adult education and literacy Blood donation camps AIDS awareness Environment awareness Any other Road Safety Awareness, Knowledge Sharing Activity jointly organized by KOICA and PKMC Response: The campus organizes different extension activities like community development, training in disaster management, health and hygiene awareness, road safety awareness, knowledge sharing and blood donation camps from departmental and administrative sections independently. The goal of such activities is to engage students, staff and faculty in the society. For further details please see Volume V-Question 47-66, Annex 49, pp. 227-230 for documents showing Blood Donation Program in Bara, Parsa.

60. Are there any outreach programs carried out by the institution (for example, Population Education Club, Adult Education, National Literacy Mission, etc.)? (0.5) Yes No If yes, justify. Response: The campus organizes different outreach programs like population education, adult education, etc. on special days dedicated for such activities. The documents are referred to Questions No. 58 and 59. For further details please see Volume V-Question 47-66, Annex 49, pp. 227-230 for documents showing Blood Donation Program in Bara, Parsa; Volume II- Question 1-28, Annex 18, p.21 for Community Outreach Programs.

61. How are students and teachers encouraged to participate in extension activities? Any defined approaches? (0.5)

Response: The faculty members voluntarily participate in extension activities. During the department led outreach programs the faculty members accompany the students. The Campus organizes different outreach programs. The documents are referred to Questions No. 58, 59 and 60. For further details please see Volume V-Question 47-66, Annex 49, pp. 227-230 for documents showing Blood Donation Program in Bara, Parsa; Volume II- Question 1-28, Annex 18, p.21 for Community Outreach Programs.


62. Does the institution work and plan the extension activities along with NGO’s and GO’s? Give details of last 3 years. (0.5)

Response: The campus has been implementing extension activities under the departmental programs by integrating GOs and NGOs and including the extension as a key component of community outreach. World Environment Day and Women’s Day are celebrated every year where NGOs and the GOs sponsor t-shirts, placards, hats, masks, etc. For further details please see Volume II- Question 1-28, Annex 18, p.21 for Community Outreach Programs, which is stated in the Strategic Plan 2019-2023.


CRITERION 5: INFRASTRUCTURE AND LEARNING RESOURCES (20 MARKS)

A. General Physical Infrastructure 63. Does the institution have a comprehensive master plan indicating the existing buildings and the projected expansion in the future? (0.5)

Response: The campus has decided to prepare a master plan for completing the infrastructural construction works as envisioned in the strategy for this purpose IOE, Pulchowk has been requested to provide consultation services. For further details please see Volume II- Question 1-28, Annex 18, p. 22 for its list of Infrastructural Construction in the Strategic Plan 2019-2023; Volume V- Question 47-66, Annex 70, pp. 232-265 for Annual Budget 2076/77; Volume V- Question 47-66, Annex 52, pp. 436 for Master Plan Consultancy.

64.a. How does the institution plan to meet the need for augmenting the

infrastructure to keep pace with academic growth? Produce plan, if any. (0.5) Response: PKMC has 5 Buildings for academic, library and hostel purpose. The Campus has recently constructed a pre-fab building for some classes. There are also 4 smaller annex building sheds used for classroom purpose and security personnel residence. These infrastructures are not sufficient and need upgrading. The Campus makes the assessment of the requirement of quality and state of art based facilities including the classrooms, libraries, eateries, etc. and recommends to the administrative mechanism for upgrading to keep pace with the academic growth. Therefore, the Campus has plans to construct a multi-storied multiplex building, 3 Five storied buildings for academic purpose. The detailed plans of infrastructural developments are in process. The campus conducts the construction under the supervision of “Construction and Procurement Committee”. For further details please see Volume II- Question 1-28, Annex 18, p. 22 for its list of Infrastructural Construction in the Strategic Plan 2019-2023. Volume II- Question 1-28, Annex 19, pp. 62-63 for Annual Report with the provision of Construction Committee for conducting infrastructural development.

b. What support facilities are available for conducting the education programmes in the institution? (0.5)

Laboratory Library and E-library Others: hostel, indoor and outdoor sports space, health center, cafeteria,

auditorium, seminar hall, dance hall, free wifi access, bank extension counter

Give details Response: There are support facilities of library and laboratories for

conducting education programs in PKMC. These support facilities require extension and upgrading to address the requirement of the increasing number


of students. The campus also has established e-library where students can access online library portals. The campus also has other facilities like, hostel, indoor and outdoor space for sports, health center, cafeteria, auditorium for conferences, seminar halls, dance hall, free WIFI access, bank extension counter, etc. There are common faculty rooms in each faculties and departments. For further details please see Volume II- Question 1-28, Annex 19, pp. 66-72 for Annual Report containing the description of physical infrastructures of the Campus. Volume V- Question 47-66, Annex 50, pp. 266-285 for Hostel Management Bylaw 2066 (छात्राबास सञ्चालन िबिनयामावली २०६६). Volume V- Question 47-66, Annex 51, pp. 286-287 for document relating to the heath staff.

65. Does the institution have provision for regular maintenance of its infrastructure? Provide scheme. (0.5)

Response: The infrastructures of the Campus require regular maintenance and improvements. The necessary maintenance and improvement of Campus infrastructures is conducted under the supervision of “Construction and Procurement Committee”. The committee maintains the record of such activities. The campus has allocated necessary budget as detailed in the annual budget and expenditure. The campus spent 1.17% of total budget in the year 2073/74 BS, which amounts to 1.22% of the total operating cost of the institution. The Campus has strategically planned to upgrade, renovate and maintain toilets, labs, library, classrooms, hostels, the roof of Ratnadeep Bhavan, Maitri Bhavan, and the old Hostel Building. For further details please see Volume V- Question 47-66, Annex 43, pp. 288-306 for Financial Report 2074/75. Volume II- Question 1-28, Annex 18 p. 22 for list of infrastructures planned to be maintained and upgraded in the Strategic Plan 2019-2023; Volume VI- Question 67-120, Annex 54, pp.58-65 for contract papers of Cleaners dated 2076/03/31, Security Personnel dated 2076.04.01, 2, Plumbing Services dated 2076.05.15 and Hostel Warden dated 2076.04.01.

66. How does the institution ensure optimum utilization of its infrastructure facilities? Produce the plan. (0.5)

Response: The campus ensures the optimum utilization of the infrastructure facilities. Therefore, different programs are conducted in shifts sharing the same rooms, labs, library and utilities. The classrooms are upgraded to give the state of art facilities for students. The classrooms have overhead installed multimedia projectors, which are shared by all programs and faculties sharing the same room. The cafeteria, sport ground, library, toilets, theater, and seminar halls are also utilized by all the programs of the Campus and other stake holders requesting for utilization of such facilities. The class rooms are


utilized during vacation and holidays for conducting examinations and other activities. For further details please see Volume V- Question 47-66, Annex 45, pp. 307-435 for Class Routines and Exams Schedules, Lab Schedules, Library Operating Schedule.

67. Does the institution encourage use of the academic facilities by external agencies? (0.5)

Yes No If yes, give clearly defined regulations. Response: PKMC encourages the use of its academic facilities by external agencies for different purposes as requested by stakeholders. TU regularly conducts its calendar-based final examinations, entrance tests for new admission in the Campus facilities. Similarly, other external organizations request for the use of Seminar Hall. The cafeteria, sport ground, toilets, theater, and seminar halls are also utilized by those stake holders on request. For further details please see Volume VI- Question 67-120, Annex 53, pp. 1-56 for TU Examination Schedule and Room Plan of the Campus, Seminar hall Use Record.

68. What efforts are made to keep the institution clean, green and pollution free? Give details (0.5)

Response: PKMC has staff to provide utility services like cleaning, gardening, for maintaining greenery and sanitation within Campus premises. The Campus outsources human resource on a contract basis for cleaning services. A gardener has been assigned to take care of the Campus garden and lawns. Besides, the students occasionally get involved in sanitation activities and environmental protection initiatives. The Municipality provides services regarding garbage and waste product collection of the hostel and Campus. The Campus is declared a no-smoking zone. For further details please see Volume VI- Question 67-120, Annex 54, pp.58-65 for contract papers of Cleaners dated 2076/03/31, Security Personnel dated 2076.04.01, 2, Plumbing Services dated 2076.05.15 and Hostel Warden dated 2076.04.01.

69. Are there computer facilities in the institution that is easily accessible to students and faculty? (0.5)

Number of computer accessible to the students 137 Computer accessible to the faculty 104 Internet accessible to the faculty 104 Internet accessible to the students 87 Response: PKMC has 241 computers for students, faculty and staff. The students use computers during lab works, e-library use and for internet surfing. The head of the departments, program coordinators, Directors, deputy directors, some faculty members, some administrative staff have the facility of personal computers and they make use of e-library computers for academic


and administrative purposes. The departments have separate printing facilities. Besides, the Campus has negotiated with an external agency to support the students with photocopying, printing and binding facilities in minimum charge within the Campus premises. For further details please see Volume VI- Question 67-120, Annex 54, pp.66-81 for documents provided by the Store Department.

70. Give the working hours of the computer center and its access on holidays and off hours. (0.5)

Response: The Computer lab remains open during the office hours from 6 am to 5 pm on working days and remains closed on public holidays as well as during lunch hours. However, the free WIFI internet facility can be accessed by all teachers and students around the Campus premises 24 hours.

71. a. How many departments have computers of their own? Give details. (0.5) Response: Academic departments, independent programs and administrative units do have a total of 70 computers. For further details please see Volume VI- Question 67-120, Annex 55, pp.66-81 for documents provided by the Store Department, which is also referred to Question no. 69. b. Does the institution have provisions of internet/intercom/CC TV/other facilities? Give details (0.5) Response: PKMC has internet facilities to be used by the students, staff and faculty. The computer lab, e-library has internet facility available to all the teachers, students and non-teaching staff. The Campus plans to install CCTV in future as mentioned in the Strategic Plan 2019-2023. For further details please see Volume II- Question 1-28, Annex 18, p. 22 for Installation of Surveillance Apparatuses planned in the Strategic Plan 2019-2023.

72. Explain the output of the center in developing computer aided learning

packages in various subjects during the last three years? (0.5) Response: There are different courses like BCA, BPSG and BSc. CSIT that require computer-aided curriculum requirements. The self-sustainable programs like BCA is mainly computer application related Bachelor’s program. Therefore, the students use computer aided learning packages to complete the curriculum requirements. Similarly, students of self-sustainable programs like BBA, BBM, BSc. CSIT and BPSG are given exposure and trainings on the application and use of different computer aided programs. Besides, the faculty of all programs carry out teaching-learning activities using PowerPoint and internet available audio-visuals. The faculty of computer science has prepared a module for computer-aided-learning package. The Campus plans to develop computer-aided-learning packages in the Strategic Plan 2019-2023.


For further details please see Volume II-Question 1-28, Annex 18, p. 20 and p.25 Strategic Plan 2019-2023.

73. Is there any provision for maintaining/updating the computer facilities? Provide the details of the system. (0.5) Response: The Campus has signed a contract with Mr. Pradip Singh for maintaining and updating the computer facilities. He has been appointed to fix the problems of computers, printers, internet, photocopy, networking, etc. For further details please see Volume VI- Question 67-120, Annex 56, pp.82-83 for “Agreement with Pradeep Singh dated 2075.9.1.

74. Does the institution make use of the services of inter-university facilities? (0.5)

Response: The Campus makes adequate use of inter university facilities on different occasions by collaborating with different constituent campuses, central library, science labs that are run under TU.

75. What are the various health services available to the students, teacher and other

staff? Give details. (0.5) Response: The Campus has the health center (Room no 4, main building – Ratnadeep Bhawan) within the premises of the campus where basic facility for first aid is available. A permanent CMA staff handles the health center. The services are available for all the teaching and non-teaching staff and students. The Campus is a women’s Campus. Keeping in mind the monthly menstruation cycle of the female students, the Campus has made a provision of providing Sanitary Pads at the rate of NPR.2 per piece. For further details please see Volume V- Question 47-66, Annex 51, pp. 286-287 for document relating to the heath staff, which is also referred for Question No 64.

76. What are the physical and infrastructural facilities available in the sports and physical education center? Give details. (0.5) Response: The Campus has both indoor and outdoor space for sports such as basketball, volleyball, badminton and table tennis available for students, staff and faculty. The Campus organizes students’ sports competitions every year on Sports Week as mentioned in the calendar. There is separate Student Welfare and Sports with a personnel who chairs it to look after the sports activities. For further details please see Volume VI- Question 67-120, Annex 57, p.84 for documents relating to the list of sports equipment; See Volume I- Institutional Profile, Annex 10, pp.175-186 for Annual Academic Calendar 2076/2077.

77. What are the incentives given to outstanding sports persons? (0.5)

Response: The Campus confers the prizes and certificates for outstanding sports persons and teams from students, faculty and staff annually on the Campus Day. The players are provided sports dress, equipment, refreshment, and transportation facility.


78. Give details of the student participation during the last year at the university, regional, national and international meets. (0.5)

Participation of Students Outcomes District- Kathmandu

Participation in the BBM – Intercollege Futsal Tournament organized by Shankardev Campus on 8th June 2018.

National International

Response: The campus sends the students to participate at different sports activities organized on local and national level. For further details please see Volume VI- Question 67-120, Annex 58, pp.85-87 for document of certification dated 8th June 2018.

79. Give details of the hostel facilities available in the institution? (0.5)

Response: The campus has the hostel facilities available to the students who come from various districts of this country. Padma Kanya Multiple campus as only constituent women campus of TU has a girl’s hostel with the capacity of 200 students under the management of the Campus. A hostel warden has been assigned the responsibility to monitor, facilitate, supervise and look after the students and the hostel. The hostel provides the services of a cook and cleaning staff where students manage food themselves. The warden monitors the staff under her. For further details please see Volume V- Question 47-66, Annex 50, pp. 266-285 for Hostel Management Bylaw 2066 (छात्राबास सञ्चालन िबिनयामावली २०६६). Volume II- Question 1-28, Annex 19, pp. 68-69 for Annual Report 2076 (बािषर् क

प्रितबेदन २०७६)

80. Give details of the facilities for drinking water and toilets. (0.5) Response: The Campus provides the facilities of drinking water and toilet for faculty, students, non-teaching staff and visitors. Altogether there are 88 separate toilets and 21 bathrooms available in different locations in all the building managed for females separately. There are 3 common toilets designated for males. There is piped water supply provided by the Kathmandu Metropolitan City which does not enough water hence the deep boring filtered water supply is managed by Campus itself. The students, faculty and non-teaching staff are provided with clean drinking water while they are in Campus.

B. Library as a Learning Resource 81. a. What are the working hours of the library? (0.25)

Response: On working days: 6 am- 5 pm (Summer); 6am- 4 pm (Winter) On Public holidays: Library remains closed. Prior to examinations: 6 am- 5 pm (Summer); 6am- 4 pm (Winter) For further details please see Volume…


b. Does the library provide open-access to students? (0.25) Yes No Response: The library has open access to all the visitors. But some reference books in the library can be accessed only with the permission of the designated staff of the library. Apart from the common library, some departments have departmental libraries.

82. Mention the total collection of documents. (3.5) Ø Books : 102202 (0.2) Ø Current Journals

§ Nepalese :15 (0.2) § Foreign: 2 (0.2)

Ø Magazines 1337 (0.2) Ø Reference Books: 4732 (1.0) Ø Text Books: 97470 (0.2) Ø Refereed journals: e-library access (0.4) Ø Back Volumes of Journals: x (0.2) Ø E- Information Resources (0.4)

§ CD’s/DVD’s § Databases : e-library § Online Journals: e-library § AV Resources: e-library and classrooms through Internet

Ø Special collection : None (0.5) Please specify for example; UNO Depository center, World Bank Repository, Competitive Examinations, Book Bank, Old Book Collection, Manuscripts

Response: The collection of different inventories in the library are reported. For further details please see Volume VI- Question 67-120, Annex 59, pp.88-97 for hand written document of the library.

83. Give the number of books/journals/periodicals that have been added to institution library during the last two years and their cost. (1)

The year before last 2074/75

The year before 2075/76

Number Total cost (NPR)

Number Total cost (NPR)

i. Text books 1293 7,32,370.60 2498 15,28767.00 ii. Other books 41 27499.00 41 33,250.00 iii. Journals/

periodicals 137 39950.00

Any others 1 2160.00 iv. Journal Books 62 7778.00 v.


84. Mention (1) (i) Total carpet area of the institution library (in sq.mts.) [3000] (0.25) (ii) Total number of departmental libraries [5] (0.25)

(iii) Seating capacity of the Library [60] (0.25) (iv) Open student access to library [Yes] (0.25)

85. Give the organizational structure of the library. (0.5) (i) Total number of staff: 10 (0.3)

a. Professionals (List with qualifications) b. Semi-professionals c. Others

Response: There are 10 staff recruited for the library. All staff have professional qualifications and necessary trainings appropriate for their positions. The library staff have received professional courses of “E-library, e-resource and information management technology Training”, “Refresher Training on E-library/E-resource”, “Training on Basic Librarianship and Information Science”, “Training on Library Management and Information Technology” and “Training on Basic Library and Information Science Management”. For further details please see Volume VI- Question 67-120, Annex 60, p.98 for details and trainings of the Library Staff. (ii) Library advisory committee (0.2), Give details Response: The Campus has library advisory committee under the Campus Chief, where the assistant Campus Chief of Management faculty directly supervises the library and recommends for further improvements. For further details please see Volume VI- Question 67-120, Annex 60, p.98 for staff details of the library.

86. Staff development programs for library (0.5)

(i) Refresher/orientation courses attended (ii) Workshops/Seminars/Conferences attended (iii) Other special training programs attended Response: The staff of the library participate in different refresher, orientations, workshops, seminar and trainings for their professional development and ICT skills. The library staff have received professional courses of “E-library, e-resource and information management technology Training”, “Refresher Training on E-library/E-resource”,” Training on Basic Librarianship and Information Science”, “Training on Library Management and Information Technology” and “Training on Basic Library and Information Science Management”. For further details please see Volume VI- Question 67-120, Annex 60, p.98 for details and training certificates of participation by library staff.


87. Are the library functions automated? (0.5) Yes No If yes: Fully automated (0.5) Partially automated (0.25) Name the application software used -------------------------------------------- 88. What is the percentage of library budget in relation to the total budget of the

Institution? (0.5) Response: The percentage of the total annual budget specified to the library is 0.11% excluding the infrastructure of the library. For further details please see Volume V- Question 47-66, Annex 70, pp. 232-265 for Annual Budget 2076/77.

89. Does the library provide the following services/facilities? (10 x 0.1 = 1)

• Circulation Services • Maintenance services • Reference/referral service • Information display and notification services • Photocopying and printing services • User Orientation/Information Literacy • Internet/ Computer Access • Inter-Library Loan services • Networking services • Power Backup facility

90. Furnish details on the following (1; to be equally distributed) (i) Average number of books issued/returned per day. [60] (ii) Average no. of users visited / Documents consulted per month

[500] (iii) Please furnish the information on no. of Log- ins in to the [500]

E-Library Services/E- Documents delivered per month. (iv) Ratio of Library books to number of students enrolled [19:1]


CRITERION 6: STUDENT SUPPORT AND GUIDANCE (10 MARKS)

91. Furnish the following details: (0.25 x 4 = 1) o Percentage of regular students appearing for the exam. o Dropout rate (drop out from the course) o Progression to further study (Bachelors to Master, Master to MPhil/PhD) o Prominent positions held by alumni Response: The Campus has EMIS to update the dropout rate and this mechanism records of enrolment and pass out regularly. The campus has realized the need of conducting tracer study to identify the students’ further study progression, career positions and the positions held by college graduates. For further details please see Volume VI- Question 67-120, Annex 62, pp. 105-106 for documents showing Program-wise Student Enrollment of 2072-2075 B.S. and Graduate Output of 2073-2075 B.S.

92. How many students have passed the following examinations in the last five

years? (0.25 x 4 = 1) o Nepal Civil Services Examinations o Other employment related examinations o International level entrance examination o Others (please specify) Response: The campus is conducting Tracer Studies to study the details.

93. Does the institution publish its updated prospectus annually? (1)

Yes (1) No (0) If yes, what are the contents of the prospectus? (attach a copy)

Response: The campus publishes prospectus annually for the self-funded programs like BBA, BBM, BHM, BCA and BPSG. The Campus is planning to publish integrated prospectus including all regular and self-initiated programs. For further details please see Volume VI- Question 67-120, Annex 63, pp.107-147 for prospectus of BBA, BBM, BHM, BCA and BPSG.

94. What kind of financial aids are available to students from the government, the institution and others? Give details. (0.5) Response: The students receive different financial aids depending on merit and need basis. Different departments have established independent scholarships and awards for this purpose. The titles of the Awards include: “Padma Kanya padak”, “Dr. Govinda Ram Agrawal Padak”, “Gopal Yonja Purashkar”, “Prem Chandra Dev Kumari Purashkar”, “Purna Chandra Regmi Purashkar”, “Tirtha Prasad Dhungana Purashkar”, “Bhim Chitra Purashkar”, “Nanu Smriti Purashkar”, “Sesh Raj Regmi Purashkar”, “Krishna Chandra Regmi Purashkar”, “Anila Shrestha Purashkar”, “Anila Chhatrabriti Kosh”, “Sabitri Panta Purashkar”, “Anar Shrestha Purashkar”, “Uttara Pandey Sanskriti Samman Purashkar” and “Buddha Jyoti Purashkar Evam Chhatrrabriti”.


For further details please see Volume VI- Question 67-120, Annex 64, pp. 148-157 for list showing the receipts of cash award distributed in 2076 B.S. Volume II- Question 1-28, Annex 19, pp. 90-91 for Scholarships and Awards in Annual Report 2076 (बािषर् क प्रितबेदन २०७६).

95. Mention the number of students who have received financial aid during the last

two years. (0.5) Financial aid Year before last Year before (2076 B.S.)

i. Merit scholarship 18 19 ii. Merit-cum-Means 500 500

Any others-Buddha Jyoti Scholarship 10 12 For further details please see Volume VI- Question 67-120, Annex 64, pp. 148-157 for list showing the receipts of cash award distributed in 2076 B.S.

96. Does the institution have an employment cell and a placement officer who offers

career counseling to students? If yes, give details of the cell and its office. (0.25 x 2 = 0.5) i. Employment cell: Role: ii. Placement officer: Role: Response: No, PKMC does not have an employment cell and a placement officer. The Campus is planning to conduct Tracer Studies to assess the need of employment Cell.

97. Do teachers participate in academic and personal counseling? (0.5)

Yes No If yes, give details as to how they are involved. Response: The Campus assigns faculties for academic and personal counseling. For further details please see Volume VI- Question 67-120, Annex 65, pp. 158-164 document relating counselling session dated 10.24. 2019.

98. How many students were employed through placement service during the last year? (1) UG

students PG students

Research scholars

i. Local firms/companies ii. International firms/companies iii. Government iv. Public (semi-government) sector v. Private sector

Response: The Campus does not provide placement service. The Campus is planning to conduct Tracer Studies to assess the need of employment and placement cell.


99. Does the employment cell motivate the students to seek self-employment? (1) Yes No If yes, how many are self-employed (data may be limited

to last 5 years)? Response: The Campus does not provide placement service. The Campus is planning to conduct Tracer Studies to assess the need of employment Cell.

100. Does the institution have an Alumni Association? (0.5) Yes No If yes, indicate the activities of the Alumni Association. Response: The campus has an alumni. It is registered as Padmakanya Multiple Campus Alumni Association Nepal in the CDO Office (Government of Nepal), Kathmandu. It has also conducted different activities for uniting alumni members during TEEJ celebration. For further details please see Volume VI- Question 67-120, Annex 66, pp.165-170 for documents relating to alumni activities and its formal registration certificate dated 5.5.2075B.S.

101. How the policies and criteria of admission are made clear to prospective students? (0.5) Response: The policies and criteria of admission are clarified to prospective students through notice published by the Offices of the Dean, TU. The students seeking admissions at the Campus are also given notice by the respective departments during enrollment time. The policies and criteria of admission are made clear to prospective students through notices published in the Campus website and Campus Prospectus. For further details please see Volume VI- Question 67-120, Annex 67, pp.171-172 for notice of the B.A. admission for academic year 2076/077 published in Gorakha Patra dated 04.05.2076 B.S., BPSG notice published by PKMC; Volume III- Question 29-30, Annex 33, pp. 135- 148 for admission noticed by the TU; Volume VI- Question 67-120, Annex 63, pp.107-147 for prospectus of BBA, BBM, BHM, BCA and BPSG.

102. State the admission policy of the institution with regard to international students. (0.5) Response: The international students seeking admissions at the campus follow University Guidelines for international students’ admission.

103. What are the support services given to international students? (0.5) International student service office Special accommodation Induction courses Socio-cultural activities Welfare program Policy clearance Visa Support

104. What are the recreational / leisure time facilities available to students? (1)

Indoor games Outdoor games Nature Clubs Debate Clubs Student Magazines Cultural Programs Audio Video facilities Any others ---------------------


CRITERION 7: INFORMATION SYSTEM (10 MARKS)

105. Is there any cell in the institution to analyze and record various academic data? (2) Yes (2) No (0) If yes, mention how does the cell work along with its compositions? Response: The Campus has formed EMIS Unit, which is responsible to record and analyze various academic data. Bulletins and annual reports utilize the analyzed result to inform the public. For further details please see Volume VI- Question 67-120, Annex 68, p.173 for letter relating to EMIS Unit dated 2076.05.10.

106. What are the areas on which such analysis is carried out? (1.5)

Response: The EMIS Unit records the enrollment, dropout, pass rate, feedback, employment, comments regarding satisfaction, faculty evaluation, etc. The EMIS Unit will develop an action plan 2020 and begin recording, analyzing and publishing the reports of student enrollment, dropout, number of exams appeared students, merit based pass percentage of students and regional and ethnic profile of students. Two-way results evaluation and feedback from the documents of academic activities carried out by different departments of the Campus will be conducted. Besides, faculty and student demographic profile has been utilized in the formulation of the strategic plan to operate ICT Workshops and Training programs. For further details please see Volume II-Question 1-28, Annex 18, p. 20 and p. 25 for Strategic Plan 2019-2023.

107. How these analyzed data are kept in the institution records? (1) Response: The analyzed data are kept in manual and digital record keeping system. The EMIS is in the process of digitizing all the records of the campus. The EMIS Unit will develop an action plan 2020 to begin recording, analyzing and publishing the reports of student enrollment, dropout, number of exams appeared students, merit based pass percentage of students and regional and ethnic profile of students. The printed published reports of the Campus are kept in the EMIS Unit and the Department of General Administration. The published digital reports of the EMIS Unit are uploaded in the Campus Website. The EMIS Report 2018/19 is in process of being prepared and will be uploaded to Campus Website after being completed.

108. Are these information open to the stakeholders? (1) Yes (1) No (0) If yes, explain how they are disclosed?

Response: The EMIS record is open for the stakeholders through publication and website of the Campus depending the nature of data. The reports of student enrollment, dropout, number of exams appeared students, merit based pass percentage of students and regional and ethnic profile of students are published


both in print and digital copy. The published manual reports of the Campus are kept in the EMIS Unit and the Department of General Administration. The published digital reports of the EMIS Unit are uploaded in the Campus Website. The concerned stakeholders can download or collect such records from the concerned departments as per the necessity. The EMIS Report 2018/19 is in process of being prepared and will be uploaded to Campus Website after being completed.

109. Are the methods of study and analysis also open to the stakeholders? (1) Yes (1) No (0)

Response: The methods of study and analysis are open to the stakeholders depending on the nature of the published data. If the data is open research based, it is circulated through publications and websites of the campus. If the data is confidential, it is recorded in the EMIS. The EMIS Report 2018/19 is in process of being prepared and will be uploaded to Campus Website after being completed.

110. Is there any mechanism to receive comments or feedbacks on the published data? (1)

Yes (1) No (0) If yes, explain how does it happen? Response: The comments and feedbacks on the published data are received by the EMIS Unit and is discussed for further actions.

111. What are the impacts of such information system on decision making process? (1.5) Produce in brief the impact analysis. Response: This procedure has not been implemented until this report is prepared but the campus has formed the EMIS Unit to carry out the activities. Therefore, the impact analysis is expected to be produced and disseminated to the public by the EMIS in 2020.

112. Give examples of quality improvements initiated due to the use of information system. (1) Response: The assessment of quality improvements will be seen after EMIS Unit carries out its activities and channels the information to academic and administrative works of the Campus.


CRITERION 8: PUBLIC INFORMATION (10 MARKS)

113. Is there public information cell within the institution? (2) Yes (2) No (0) if yes, give details.

Response: The Campus has formed “Public Relation and Information Committee” on 2076.06.07 BS. The Public Relation and Information Committee has been formed under the Autonomy Act 2062, TU. The Committee comprises of 5 members chaired by Dr. Jaya Laxmi Pradhan (Associate Professor) and the members are Mr. Kailash Uprety (Assistant Professor), Mr. Niraj Panta (Assistant Professor), Ms. Rama Khadka (Assistant Professor), and Ms. Renu Gurung (Officer, General Administration). For further details please see Volume II- Question 1-28, Annex 21, p. 133 for the official Letter of the Formation of “Public Relation and Information Committee” dated 2076.06.07.

114. What are the areas of information published by the cell? (1) Academic (0.25) Administration (0.25) Financial (0.5) All (1.0)

Response: The Campus has formed “Public Relation and Information Committee” under the Autonomy Act 2062, TU. The Committee publishes reports of public information related to academic, administrative, and financial information. The Campus has published the details of academic, administrative and financial activities in its Annual Report. The Campus has started to publish Campus Bulletin covering news and updates of the Campus activities. For further details please see Volume II- Question 1-28, Annex 19, pp. 41-128 for Annual Report 2076 (बािषर् क प्रितबेदन २०७६); See Volume Vi-Question 67-120, Annex 70, pp.177-188 for Padma Kanya Bulletin.

115. Where are this information published? (1.5) Newspapers (0.5) Magazines (0.5) Institutional special magazine

dedicated for this (0.5) Response: The academic, administrative, and financial information are published by the campus in the form of Bulletin, Annual Report and Campus Website. For further details please see Volume II- Question 1-28, Annex 19, pp. 41-128 for Annual Report 2076 (बािषर् क प्रितबेदन २०७६).

116. How often are this information published? (1) Yearly (1) in 4 years (0)

Response: The campus publishes Annual Report, half-yearly Bulletin and updates the Campus website regularly. These reports include information on Campus organization structure, physical infrastructure, academic activities and human resource, financial details, Campus achievements and challenges including other day to day activities..


For further details please see Volume II- Question 1-28, Annex 19, pp. 41-128 for Annual Report 2076 (बािषर् क प्रितबेदन २०७६); see Volume VI- Question 67-120, Annex 70, pp. 177-188, for Padma Kanya Bulletin Issue 1.

117.Mention all such publications of last two years (1)

Areas Year 1, place of publication Year 2, place of publication General, Academic, Administrative and Financial

2076, Kathmandu 2075, Kathmandu

News coverage 2076, Kathmandu For further details please see Volume II- Question 1-28, Annex 19, pp. 41-128 for Annual Report 2076 (बािषर् क प्रितबेदन २०७६). see Volume VI- Question 67-120, Annex 70, pp. 177-188, for Padma Kanya Bulletin Issue 1.

118. Does the cell also collect responses, if any, on the published information? (1) Yes (1) No (0) If yes, give details

Response: The Campus has “Public Relation and Information Committee” to conduct activities associated with public relation. This cell collects responses and feedback on the published information. For further details please see Volume II- Question 1-28, Annex 21, p. 133 for the official letter.

119. Is there any system to evaluate the impact of public information on quality improvements? (1) Yes (1) No (0) If yes, how these impacts are measured?

Response: The Campus encourages the stakeholders to forward feedback and responses which are discussed in the respective committees and analyzed for quality improvements. The distance between educational institution, society and industries is decreasing gradually due to such information sharing and feedback provision. The intensity of interaction has been realized as an area for the future improvements. For further details please see Volume II- Question 1-28, Annex 21, p. 133 for the official letter.

120. Mention some positive impacts made by the public information practice. (1.5)

Response: The number of students enrolled in the MBS program increased after the Campus received the “Best Business College” award among the public Campuses of the nation. The news was covered by Kantipur, Gorkhapatra, and Abhiyan. The enrollment of MBS in 2074/075 was nearly 112 and it reached to 195 in the year 2075/76, a tremendous increment of 74.11 percent after the news


of the achievement or performance was published in public and institutional media. For further details please see Volume Annex VI- Question 67-120 pp. 174-176 for Certificates of Best Business College/School Certificates of 2017 and 2018.


PART II ANALYSIS OF THE DATA

Preamble

Padma Kanya Multiple Campus (PKMC) was established in 1951 (Aswin 2008 B.S.) as first women's campus of Nepal. Initially, its academic activities were brought into operation at the present location of Kanya School, Dillibazar. King Tribhuvan inaugurated the campus. The then Prime Minister (Head of the Government) Mohan Shamsher Rana, Finance Minister Subarna Sumsher Rana, Home Minister B. P. Koirala, Minister of Education, Nripa Jung Rana, and the social workers of the time were present on occasion. At the time of establishment, its academic program started in eight subjects of humanities under the affiliation of Patna University, India. This Campus was named as Padma Kanya Mahavidhyalaya and operated under the Department of Education, Government of Nepal. The faculty members were appointed by the then Public Service Commission as gazette first and second class professors. The campus then was shifted to nearby Shankardev Campus. Later on, it was transferred to the present location, and ever since, the academic activities have been running over here. Presently the campus has been offering higher educational degrees in Humanities and Social Sciences, Management and Science.

PKMC acquired the status of constituent campus of Tribhuvan University only in 2032 BS with the inception of New Education plan. PKMC has been imparting education to women from Nepal, India, Sri-Lanka, Korea and many other countries. Students come from diverse geographical locations and socio-cultural clusters. PKMC possesses 4.6 acres of land. A number of buildings have been constructed for classrooms, library, laboratories, and hostels including play-grounds within the campus premises. Quality education for women empowerment is the motto of this Campus.

Currently, Professor Dhan Prasad Pandit is the Campus Chief serving as the executive head of the institution. There are five Assistant Campus Chiefs, namely, Associate Professor Neera Shrestha, Associate Professor Dr. Sabina Singh, Assistant Professor Bhakta Dhakal, Assistant Professor Raju Malla and Associate Professor Pramila Lakhey. The Prof. Dr. Kumar Prasad Koirala is the Chairperson of the Campus Management Committee. The Campus Management Committee makes policies and endorses through meetings organized on a routine basis. The Executive Committee makes decisions related to operational management and regular activities of the Campus.

Moderately meeting its infrastructural requirements, the Campus has five buildings— two for conducting classes and accommodating administrative facilities, one for the computer laboratory, physical and e-library, one for girls' dormitory with the capacity of 200 students, and an old-hostel building which after renovation is planned to be used for Bachelor of Hotel Management (BHM) program. A few other smaller built spaces accommodate campus cafeteria and Dance Section with theatre and class facilities for the Master's program.


Although the campus has a spacious area, it still requires additional built-space to accommodate the growing number of classes with the expansion of academic programs, and a library with sufficient resources to serve the educational needs of students. Further, the library is in dire need of expansion of its collection of books, journals, newspaper, magazines, and periodicals with e-library extension and up-gradation.

Academic Programs

The Campus offers bachelor programs in 32 subjects including Nepali, English, Political Science, Geography, Home Science, Economics, Newari, Sanskrit, Hindi, Music, Dance, Culture, Sociology and Anthropology, Rural Development, Psychology, Population Studies, Buddhist Studies, Social Work, Journalism, History, Mathematics, and Statistics in Humanities and Social Sciences; Business Studies, Business Administration, Business Management, and Hotel Management in Management; Environment Science, Microbiology, Botany, Physics, Chemistry, Zoology, BSc CSIT in Science and Technology.

Similarly, the 10 Master Degree programs are also offered at PKMC under the faculties of humanities and social sciences, management with a simultaneous focus on teaching and research. The Master Degree Programs include English, Political Science, Nepali, Economics, Dance, Sociology, Rural Development, Psychology, and Population Studies in Humanities and Social Sciences; and MBS with specialization in Accountancy, Business Studies, Finance and Marketing in Management Faculty.

The enrolment of the students in different programs reveals the strength of academic performance both in pure and applied disciplines offered by the campus. In recent years, the campus has introduced applied courses aiming at vocational opportunities for its graduates and the turnover of students to these flagship programs has been encouraging. Applied courses on business studies, business administration, computer application, information technology, fashion design and public administration are subjects of high demand and relevance for the graduates seeking securities in the job market.

Being an autonomous campus, PKMC has been envisioning some new programs like clinical psychology, fashion design, public service and governance, Buddhist studies, women and gender studies, home economics, international languages, law, procurement management, event management, cooperative management so as to address the contemporary issues of the society.

The Campus has been carrying out the academic programs with certain pedagogical approaches those require further revision for the collaborative learning process. An approach of the natural critical pedagogical module will be adopted for designing both intra and inter-faculty teaching-learning tools ensuring participation of students, faculties and stakeholders.

As the campus has been carrying out teaching cum research activities within its academic terrains, PKMC gives more significant emphasis on research-based teaching


activities. Its autonomous discretionary status demands that the campus revisits its educational environment by shifting its focus more on to research so as to produce critical research-minded and innovative scholars who can create a new body of knowledge suitable for the social, cultural, political and corporate world. With this view in mind, the campus has set up a Research Management Cell (RMC) to support both pure academic researches and researches aiming at innovations as a way to support the community, society, government, corporate and industrial world engaging students, faculties and collaborative researchers.

Current Status after Autonomy

PKMC has chosen the path to autonomy following the initiatives of higher education reform project, realizing the necessity of educational reform and revitalization to make its programs a competitive and qualitative. The primary goal of the campus is to extend academic avenues and earn an accredited status with recognition of standard university in future.

As a pioneer women’s only constituent multiple campus of Tribhuvan University, PKMC has been expanding and updating its academic programs, research activities, faculty strength, physical facilities, administrative efficiency, financial health and the overall campus environment.

PKMC started its academic programs with a few subjects in humanities back in 1951 AD. The campus offered courses in Humanities, and Social Sciences and gradually additional courses were incorporated in Science and Management Faculties. Currently, the campus runs 11 Bachelor programs (BA, BSW, BCA, BBS, BBA, BBM, BHM, BSc., BSc. CSIT, BSc Environmental Science, and BSc. Microbiology), and 10 Master Degree programs (Nepali, English, Rural Development, Sociology & Anthropology, Population Studies, Economics, Dance & Music, Psychology, Political Science, MBS) subjects in three faculties. In Humanities and Social Sciences, there are two bachelor degree programs with 32 subjects and ten master degree programs, four bachelor degree programs in Science and four bachelor degree programs and one master degree program in Management. Out of these programs, some are self-funded, and some are university supported. The current self- funded programs are BCA, BBA, BBM, BHM, BSc. CSIT, and. The campus further plans to expand its academic programs from this session to the applied domain to make education meet the needs of the society. Such programs shall include areas like Bachelor Public Service and Governance (BPSG), Master in Fashion Design (in Progress), Bachelor in Law (LLB), and others from coming sessions. To make academic programs competitive and to enhance academic standard new natural critical pedagogic practices will be adopted, and faculty members will be given ample training and exposure.

For research activities and faculty's efficiency enhancement, the Campus has taken serious initiatives. The research activities include both students' academic research works and faculty's researches. For enhancing the research environment, the campus has established Research Management Cell (RMC). It has been providing financial


support for carrying out research work in areas of academic significance and faculty's specialization. The RMC has been publishing the research outputs in journals. The campus also provides study leave, sabbatical and support for participation in workshops, seminars and conferences organized nationally and internationally. The college organizes research orientation programs to support students' research by mobilizing funds from internal and external sources (UGC Grants & various I/NGOs). The campus now plans to engage both the faculty and students in collaborative research of national and temporal importance so that the findings help the social transformation addressing existing issues of common interest. This practice will link university academic practices with societies and benefit both at large.

Apart from enhancing research facilities and opportunities to students, the campus has been organizing orientations, seminars, workshops, training, public and faculty talks for faculty skill enhancement. Currently, the campus has been spending 0.20 % of its total budget on research, and therefore, it plans to increase funding initially a minimum of five per cent.

The campus has 233 permanent faculties out of them 35, 14, 179, 4 and 1 hold PhD, MPhil, Master, Bachelor and High School Degrees respectively. Faculty members with advanced academic degrees like MPhil and PhD do have sufficient exposure to the current trends and innovations in the respective field. Still, those with the essential degree for the entry to the university are in dire need of academic exposure. The majority who run the core academic exercises are those with the minimum required degrees. On top of academic performance, the majority of the faculty lack ICT competence and expertise in advanced pedagogic methodologies. Therefore, the campus needs facilitating the faculty to gain their advanced degrees in their respective fields together with enhancing their ICT skills and pedagogic knowledge. Without ICT exposure and training, one can hardly be aware of the ongoing progress in current scholarship for quality improvements.

PKMC currently has 74 administrative staff, and many of them need knowledge, training, and skill development for smoothly carrying out the operational responsibilities because they do have weak ICT competence, attitudinal propriety, and professional promptness. They need immediate motivational interventions such as reward and punishment practices, functional skill-oriented training, exposure visits (national and international), and mandatory ICT skill development training. For doing this, a short-term orientation and computer application for staff and faculty will be initiated. The campus has mainly two buildings, Ratnadeep Bhavan and Maitri Bhavan constructed 55 and 29 years ago respectively, and they house the entire academic and administrative activities. Apart from these two buildings, there are two hostel buildings—old and new, one library building, one cafeteria, one Table Tennis Hall, one shed for classroom purposes, open and shaded parking space, a security room, the front lawn area and the more significant inner patio between two large buildings. The old hostel building, which is in dire need of renovation, is used for classroom and storage. A pre-fab building (dance, theatre and class) is under construction.


The campus plans to construct a pre-fab facility on the fifth floor of Maitri Bhavan, and renovate Ratnadeep building to add more classrooms. The campus is in dire need of multi-storied complex with classrooms, conference halls, laboratories, libraries, auditoriums, and faculty halls, faculty cells for research and study, and parking facilities. The multi-storied complex is a desirable project because of keeping intact the open inner urban space that the campus presently has. The campus is looking for donors/funding agencies for the accomplishment of this project. The campus is looking for space outside the campus premises to build residential facilities for faculties, staff, and guests with recreation facilities. The Campus is planning to set a digital display system for public information as well as environment-friendly measures by the use of solar power and rain harvest and its recharge system.

The campus plans to explore new academic avenues having greater relevance and output, formulate new courses for awarding degrees, mainly in the field of applied sciences, run self- sustainable impact-oriented educational programs with the focus on resource generation. Similarly, the existing academic programs shall be run efficiently in such a way that the campus becomes the first destination for female students. Thus, by introducing programs both of theoretical and applied nature, by consolidating the existing academic programs, by independently running lucrative programs in multiple disciplinary domains, by attracting international students in Buddhist studies, languages, and performative arts, by encouraging students and faculty research government, bureaucracy, non-government, corporate, and private sector, and by utilizing its physical infrastructure and intellectual resources, the campus will make its financial status sustainable. The financial stability and strength garnered through these practices will ultimately help reshape the campus, attract the qualified and competent faculty, administrative staff, and retain them with a lucrative offer.

The campus is located at the centre of Kathmandu and is accessible from every part of the valley. It is spread over an area of 4.6 Acre can even house a modest university if space is efficiently utilized. There is equally a possibility of expanding it from the city centre to a new location best utilizing the resources of this location. For now, there is a possibility of constructing a multipurpose, multistoried complex by preserving ample open space. If so done, the campus will be able to retain its physical, educational and cultural milieu. For creating a better physical and academic environment, the campus has already implemented new dress code for students, campus corridors differently-abled friendly and intend to raise gardens within the campus premises.

Because of its central location in the Kathmandu valley, where there are many institutions of higher education, PKMC has to compete with campus offering academic courses in identical disciplines within the university and with other universities. The campus can retain and build its image further by undertaking substantial measures for academic quality enhancement. At present, the campus faces internal and external inefficacies and therefore, it is not the primary choice of resourceful and intelligent students. There are grounds for further improvements through administrative and academic intervention for quality improvement.


PKMC has established linkages and collaborations with different Universities, Higher Education Institutions, Non-Governmental Organizations, Missions/Embassies and Corporate sectors in Nepal and abroad for educational and infrastructural development. PKMC has signed a memorandum of Understanding with Royal Embassy of Denmark for the Construction of Maitri Bhavan; Meerut University, India for academic collaboration; Center for Global Social Contribution of Namseoul University, the Republic of Korea for educational exchange program; and Kyoto Bunkyo Junior College, Senzoku, Japan for cultural and social exchange programs.

The total income of the Campus of 2074/75 BS is NPR. 27,77,28,089.37 from different sources of government grants, self-financed/initiated courses and regular programs. The total expense of the Campus of the Year 2074/75 is NPR. 26,41,18,568.07. The figure shows that there is an operational surplus.

The campus will establish itself as a prominent centre of learning and higher education through QAA. By activating Internal IQAC and bringing into operation Educational Management Information System (EMIS), activities such as course design, syllabus implementation, examination control, course and performance evaluation, research and analysis, etc. will be monitored. Such monitoring will ensure quality education. And once the quality education is ensured and enhanced the campus will be able to attract students from within and outside the country, retain them, reduce the alarming rate of brain drain, and produce competent human resources capable of engaging themselves in entrepreneurship.

For quality enhancement, the campus plans to create an environment for observing a particular academic calendar without any compromise, offer accredited academic degrees with more full recognition, establish functional linkages with other universities and professional institutions, make academic degrees relevant to life and society, set up incubation centre to empower students for entrepreneurship, encourage extra-curricular activities, and adopt controlling mechanism for discouraging extra-academic activities. These steps will establish the campus competitively at a higher pedestal and make it one of the first choices for knowledge seekers.

The image of an academic institution solely depends upon the efficiency, scholarship and integrity of the faculty, and commitment, creativity, positive attitude, and zeal for knowledge of the students. It is imperative, therefore, to have competent faculty members and committed students for teaching-learning process. The campus intends to work collaboratively with different academic organizations and institutions such as the University, UGC, PIO, World Bank, and other stakeholders for enhancing faculty's proficiency and professionalism, and encouraging students to learn the environment will be created where faculty and students have the opportunity to collaborate on some projects for the creation and application of knowledge.

Institutional Level; Strengths, Weakness (Rooms to Improve), Opportunities and Challenges (SWOC Analysis)


The analysis of the strengths, weakness (room to improve), opportunities and challenges (SWOC) have been done for a better understanding of the status of Padma Kanya Multiple Campus. The academic, administrative, infrastructural and operational potentials and challenges have been duly taken care of for the SWOC analysis.

Institutional Information and Profile: SWOC Analysis Strengths Weaknesses/Rooms to Improve

• Pioneer Constituent Multiple Campus Dedicated to Women Education

• Qualified and Experienced Faculties and Skilled Staff

• Eleven Programs in Bachelor and ten Programs in Master Degree of Applied and Pure Sciences Nature

• Physical and e-library Facilities • Scholarship Schemes for Deserving

Students • Grants for Research Activities • Modern Pedagogical Practices • National and International Research and

Study Exposure • Prime Location and Accessibility • Spacious Area in the Heart of Kathmandu • Physical Built-space with a Capacity of

Accommodating up to 12,000 Students and Providing Space for Other Academic, Administrative and Curricular Facilities

• Spare Area within the Campus Premises for Multi-storied Constructions for Educational Extension,

• Parking, Bank, Business Outlets and ICT Hubs

• Hostel Facility for Needy and Intelligent Students

• Well Maintained and Affordable Eateries and Clean Restrooms

• Alumni’s Prominent Presence in Nation’s Social, Political and Corporate Fronts

• Special Care for Differently able/ Students with Disability

• Collaborative Associations among International Academic Institutions

• Lack of Fixed Academic Calendar

• Difficulties in Maintaining Regularity, and Making Students Comply with Academic Norms

• The compulsion to Enroll Students without Entrance test in Many Subjects

• Extra Academic Motivation of Students, Faculties and Staff Obstructing Academic Environment and Growth

• Hindrances in Hiring Competent and Skilled Human Resource Having a Sense of Ethical-Professional Integrity

• Decorating Learning Attitudes Leading to Poor Achievements

• Resistance to the Application of Innovative Pedagogy and ICT Uses

• Lesser Focus on Research-Oriented Natural Critical Pedagogical Practices

• Absence of Timely Revisions of Courses

• Lack of Mechanism to tie up Academic Outputs with Professional and Vocational sectors

• Inefficient Collaborative Efforts to Train Campus Graduates in the Private, Corporate, and Government Sectors

Opportunities Challenges


• Autonomous Status with Academic Freedom to Reform Performance for QAA

• UGC Support Available to Strengthen Programs

• Possibilities of Designing and Implementing Courses of Applied Nature to Address Contemporary Market Demands

• Prospects of Building ties with National and International Academic Institutions, Government Authorities, Political Leaders, Civil Societies, Media, Private Sector, and Well-wishers

• Government’s Indeterminacy and Duality in Academic Policy Formation and Implementation

• Directionlessness of the University and Inefficient Handling of its Academic and Administrative Activities by the Authority

• Unnecessary Interference of Pressure Groups Leading to Operational Disturbances

• Over Bureaucratic in Administrative Approach

Self-Study Report (SSR) Procedure

PKMC has formed eight Member "Internal Quality Assurance Committee" (IQAC) with the Campus Chief, Prof. Dhan Prasad Pandit, as the chair. Prof. Dr. Hari Prasad Pokharel is appointed the Member Secretary of the committee who also serves as the Coordinator of Self-Assessment Team (SAT). The other members of the IQAC include Prof. Shyam Bahadur Katuwal, Associate Prof. Sherjung Khadka, Associate Prof. Neera Shrestha, Associate Prof. Lok Nath Dulal, Asst. Prof. Khum Prasad Sharma, and Asst. Prof. Umesh Regmi. Prof. Dr. Amma Raj Joshi is the advisor of the committee, who provides guidance to fulfil the procedure. The student is represented from Student Quality Circle as a representative in IQAC. The represented member is Ms. Shaila Chaudhari.

The Campus collected the data for Self-Study-Report under SAT Committee, which comprised of Associate Prof. Padam Prasad Khatiwada, Associate Prof. Binod Joshi, Associate Prof. Mahesh Raj Dahal, Associate Prof. Agnidhar Parajuli, Associate Prof. Rajendra Man Shrestha, Associate Prof. Pramila Lakhey; Assistant Professors, Mr. Bhakta Dhakal, Ms. Radhika Shrestha, Ms. Rama Khadka, Mr. Rajin Paneru, Mr. Kul Bahadur Rana; Staff Ms. Renu Gurung, Ms. Sima Aryal, Mr. Rajesh Singh Devkota, Ms. Dibya Tara Bajracharya, Mr. Prem Bahadur Kunwar, Ms. Usha Shrestha, Ms. Archana Joshi, Mr. Rajesh Kumar Khanal and Mr. Ananta Chandra Bhatta.

The IQAC has prepared the Self-Study Report after a series of discussions and sharing with the stakeholders of the Campus. The IQAC delegated the executive authority to Prof. Dr. Hari Prasad Pokharel, Associate Prof. Neera Shrestha and Asst. Prof. Umesh Regmi to prepare and finalize the SSR. The team organized workshops and seminars for faculty, staff and other stakeholders on various occasions in order to share information, acquire and verify the relevance of the data. The Committee also took assistance from UGC. Mr. Narayan Prasad Bhandari conducted an orientation on how to complete the SSR. The Committee prepared a structured Questionnaire to facilitate


data collection from the faculty, staff and students. The IQAC appointed Ms. Astha Ghimire as an intern for data entry.

The SSR has been possible through the active engagement, interactions, discussions and support of faculty, staff, students, and other stakeholders of the Campus. The IQAC organized a review meeting for feedback and suggestions. The UGC Office bearers and staff provided critical and constructive comments for improving the quality of the SSR. The input and suggestions were incorporated before submitting the final SSR. The IQAC looks forward to receiving further comments, feedback and support for the improvement of the report aimed at quality enhancement of the Campus.


Analysis of Criteria

Criterion 1: Policy and Procedures

PKMC has clearly defined vision, mission, goals, and objectives specified in the Strategic Plan. The strategic plan provides guidelines for academic, administrative and financial activities to be implemented through different decision-making bodies of the campus. The plans and programs are expected to be achieved through output-based performance indicators envisioned in the Strategic Plan, which will adopt a collaborative team spirit in decision-making and sharing of information to the public. A team of faculty prepared the Strategic Plan, staff and students, put forth for discussion in the general meeting aiming at receiving feedback, refined by incorporating them and finally approved and published. It comprised of the plan of action encouraging teamwork, collaboration, participatory decision making. The policies and decisions are regularly discussed with the stakeholders for implementation. These discussions are coordinated by the Campus Chief and the assigned team. The vision, mission, goals, and objectives of the Campus are: Vision: Women empowerment through quality education. Mission: To run the campus autonomously to impart quality education for women to prepare and empower them with knowledge and skills for their life, work and occupations in a distinctive and inclusive learning environment. Goals: To transform the campus into Women’s University with autonomous operation, refinement in educational quality, availability of resources, innovation in teaching and research, and national and the global outreach. Objectives:

1. To strengthen academic expertise of the campus by upgrading the faculties with curriculum, research and development of IT-friendly infrastructure;

2. To provide quality education for women empowerment to face the diverse challenges in practical life in an ever-increasingly complex and competitive world and;

3. To provide a friendly learning environment that can fully flourish their potentiality with the scope for the overall development of the student's personality.

Since the time of establishment, the Campus had a tradition of developing strategic plans, but they largely remained limited to paper works and were never practically implemented. The administrative bodies of PKMC expected to implement the plans appeared to have remained ill-prepared and reluctant to carry them out. Most of the planned activities weren't initiated until the expiry of the scheduled period and consequently expected achievements were often subjected to jeopardy. PKMC has a Campus Management Committee, Executive Committee and organizational authorities like the Campus Chief, Assistant Campus Chiefs and Heads of the Departments as per the rules and regulations of the TU. The Campus Management Committee formulates long-term policies, makes decisions and provides


guidelines for the operation of the institution. The Executive Committee carries out day to day operations of the campus. The Chairperson chairs and the Campus Chief acts as the Member Secretary of the CMC. The Campus Chief chairs the Executive Committee, and the Assistant Campus Chiefs work as Academic Assistants to designated faculties and shifts. The Campus also has an Academic Committee, which plans and formulates guidelines for the academic management of the Campus. The administrative section is managed by the administrative staff appointed by the university. There are subject-wise academic department heads who monitor the educational programs of the departments. Likewise, there are section-wise administrative and financial department heads for logistic and financial management. The Campus Chief is both the academic and administrative head of the institution. PKMC has duly formed the Internal Quality Assurance Committee (IQAC), EMIS Unit and Examinations Committee to manage, monitor, evaluate and assure educational quality. The committee also plans and provides guidelines for quality academic output to the faculties and departments. The IQAC has the motto of maintaining quality in its graduates. The IQAC further activates the Campus administration to prepare plans and internal evaluation and examinations. The Campus implements academic calendar and conducts examinations under the guidance of the Examination Committee. The EMIS Unit simulates all the data of the campus and analyses for further processing. The record system of the Campus is manual. There is a need to digitize all such records. Realizing this need, the Campus has thought of an EMIS and even established a centre, but this is yet to be materialized. Though the Campus has been adding physical facilities, the human resource still needs more training and updated refresher courses for keeping them up to date. The Campus has to install software to regulate activities under EMIS automatically. The human resource, both teaching and non-teaching, has to be able to contribute both in terms of time and energy for the efficient functioning of the Campus. At the same time, there is the necessity of remunerating the teaching and non-teaching staff with an economic return for their work. Further, the Campus needs more ICT friendly and efficient workforce. But the existing pay scale of the university hinders the retention of a skilled and efficient employee. Therefore, additional provisions of payment need to be made to ensure their stay in their job. The institution, however, cannot make decisions on discriminatory remunerations between skilled and unskilled employees because of the constant pressures of unions--professors', staff's, and students'—for equity. PKMC follows duties and responsibilities specifications for the departments, administrative units and its staff as per the guidelines of TU. Besides, the Campus defines the duties and responsibilities of program directors and deputies, teachers and staff in different departments and units as per necessity. The duties and responsibilities of the Campus Chief, Assistant Campus Chiefs and other office bearers are as defined by TU Regulations on Autonomy.


The Campus follows TU guidelines for performance evaluation of departments, units and individual staff. They are evaluated annually by the Executive Committee, and the best faculty and staff are awarded on the Annual Day of the Campus. PKMC runs regular and self-sustaining academic programs of TU. The income from regular programs is not enough to meet the campus expenditure. Therefore, financially self-sustainable programs are run from which the campus generates resources. Such programs include BBA, BBM, BHM, BCA and BSc.CSIT and BPSG. PKMC has a mechanism to receive stakeholders’ and the community’s feedback and suggestions regularly. The Campus tries to incorporate their feedbacks in implementing the plans. The community and stakeholders represented in the CMC, which comprises of representatives of industrialists, community members, parents, donors, educationist, university, Ministry of Education-GoN, social workers, and recognized personalities. The representatives regularly provide feedback and guidelines for making the institution better. The feedback and comments are incorporated in the campus activities. Besides, the community and stakeholders are also connected through the outreach and extension activities of the Campus as planned in the Strategic Plan 2019-2023. The Campus further incorporates public and stakeholders through the public relations and grievances committees. Though the Campus adopts the policy to receive feedback and comments from the stakeholders, there is inadequate and occasional participation of business communities, social service sectors and parents. PKMC plans to encourage all stakeholders to participate in such activities and help in making this institution a centre of excellence. Though there is a provision of incorporating parents, industrialists, business personnel, service providers in the CMC, most of the CMC member positions are occupied by faculty nominated by the Campus, which does not give a good impression. Therefore PKMC is determined to take initiatives in future to correct such a flaw. The Campus has formed a Quality Circle comprising of students with academic and extra-curricular leadership qualities. One representative of student Quality Circle is involved in IQAC. Likewise, the CMC has a provision of including the president of the student’s union as an ex-officio representative under the TU Guidelines. The university regularly conducts the academic auditing of PKMC and forwards the report to the Rector's Office. Being an educational institution, the Campus requires regular verification for upgrading its quality. The scenario of the constituent Campuses of the TU is such that they neither like to upgrade nor like to be evaluated for fear in the part of institutional leadership of being criticized. But this tendency is gradually disappearing lately due to national and international exposure. This SSR is the first institutional assessment of its own and PKMC aims to continue such activities of the evaluation and audit in future. To combine teaching and research to bring uniformity between teaching and research, the Campus has developed an institutional mechanism called RMC. The cell


encourages the faculty-student collaborative and individual study and supports financially and logistically — the programs like BBA, BBM, BHM MBS, BSc.CSIT, BCA and BPSG integrate research in the teaching-learning process through an internship, field visits, project work and thesis writing. Likewise, all master’s programs encourage students to conduct research and submit their thesis for the completion of the degree. Substantial academic outcomes are visible among students who have incorporated research in their learnings. Students who have completed their degree with proper orientation of research have performed better in academics. They also acquire better grades and reveal higher academic performance. It has been noticed that students with research skills have higher chances of faster recruitment in their career goals more than those lacking them. The research activities face logistic, behavioral and ethical problems in Nepali institutions. PKMC is not an exception. Lack of resources for research-- grants, tools, facilities, and commitment for academic rigour pose immediate problems. Though the Campus has planned to conduct collaborative researches, the faculties are unwilling to cope up and do such activities due to insufficient budget allocation and bureaucratic hurdles. The Campus needs to work more in future to make research and teaching-learning meaningfully student-centred. The Campus aims at initiating to work further to build mechanisms for conducting workshops on research methodology, academic and research writing, language mechanics, data collection and analysis to improve research skills and help graduates come-up with quality research outputs.

The Campus encourages faculty to revisit pedagogies and make innovative revisions in the existing traditional mode of teaching-learning by engaging students in the process. If natural critical pedagogy can replace the old lecture method of teaching and engage students in critical questioning, thinking, reflecting, discussing, sharing and synthesizing the ideas, significant departures and improvements will take place in education. After the Campus acquired autonomy, a new program in the bachelor's level have started; efforts are underway to start higher research degrees. Bachelor in public service and Governance blends theoretical and practical knowledge to train students with the skills and competencies required for professional administrative jobs. Teachers involve the BCA students in the preparation of database modules, and they are given ample opportunities to learn and practice their knowledge and skills related to IT. The students of Environmental Science are engaged in applying the knowledge and skills in maintaining better sanitation of campus and its surrounding. Such an innovative approach in teaching-learning contributes positively to increasing the number of students both qualitatively and quantitatively as they prepare the graduates with greater competency in their fields.


Policy and Procedures: SWOC Analysis

Strengths Weaknesses • Pioneer constituent multiple campus for

women education • Academic and administrative autonomy • Executive body and campus management

committee • Well-planned strategic plans and policies • Clarity of vision, mission and goal • Formal organizational structure • Adherence to existing university policy • Job specification and job description for

faculty and staff

• Lack of young, dynamic leadership

• Lack of readiness for prompt action

• The traditional bureaucratic structure of the university

• Lack of policy freedom to hire and fire

• Unattractive remuneration for competent human resources


• Freedom to develop and implement a practical and effective policy under autonomy

• Possibilities of extending academic programs

• Collaborations with national and international universities and higher education institutions

• Professional unions with political orientation

• University’s centralized bureaucracy

• Undue pressures in decision- making

• Uncooperative team • Financial and legal obstacles


Criterion 2: Curricular Aspects PKMC is committed to ensuring consistency of the institutional academic goals and objectives with teaching and learning. The purpose of transforming the Campus into women’s university demands quality educational assurance through the utilization of available resources, development of courses with the emphasis on applied and pure knowledge, adoption of innovative natural critical pedagogies and thorough observance of academic calendar aiming at quality and credibility of educational programs. For this purpose, PKMC has set up objectives to upgrade the faculty expertise through training, exposures, research opportunities, engagement in curriculum development process together with the development of their ICT competence ultimately aiming at providing standard academic quality of students. These goals require academic-friendly infrastructure. PKMC implements the TU policies on admissions, result publication, class commencement. The Campus follows the self-prepared academic calendar and ensures the maximum implementation in the given context. The students fulfil required and extra activities to complete their degrees. The calendar often gets affected due to various reasons: students' pressure, hurdles from professional unions, and unforeseeable national events. The campus management, however, tries to avert these hurdles by bringing together stakeholders for regularizing the academic activities. The Campus makes an effort to improve academics in all spheres for achieving the best institutional outcomes. PKMC runs academic programs in a flexible manner to ensure the highest participation of a more substantial number of students. It allows students to enrol in different applications in their convenient time frame, mobility and choice of electives. Classes run in the morning and afternoon shifts to match the requirement of the students. Similarly, horizontal mobility to students to enrol in interdisciplinary programs has been provided. Students who have completed required weightage of courses in Mathematics, English, and Economics from Humanities and Social Sciences and Science streams are also eligible for admission in the Bachelor Level in Management. Elective options are available in numerous subjects of Humanities and Social Sciences, Management and Science streams both in Bachelor’s and Master’s levels. The process of organizing classes in different schedules, providing flexibility and mobility across time and course choices exhibits the dedication of the Campus to utilize the existing resources optimally. PKMC with the vision of women empowerment through quality education emphasizes skill transfer among students in all stages of their academic degrees. The students both from under-graduation and post-graduation courses participate in learning, sharing, presenting, communicating, leadership building and ICT acquaintance as a requirement of their curriculum and non-credit extra-curricular activities. Therefore, the students of the Campus are provided with ample opportunities to develop different learning capabilities.


After gaining autonomous status, the Campus started Bachelor in Public Service and Governance (BPSG), a program of applied importance from 2019 and is constantly thinking of making programs extensions in new domains both in the bachelor’s and master’s level with the choice electives where students can be prepared for jobs with skills and competencies. The initiations of writing courses and incubation centre, and community outreach programs will enhance the academic image of the Campus and access of the students to the prospective job market. The current efforts of the Campus to introduce new courses by engaging its faculty in curriculum development processes and in setting teaching and other operational guidelines have particular challenges to face. Yet such an exposure to the faculty has enhanced the performance skills of the faculty to envision new programs, to frame courses independently, to shape teaching modalities, to make the teaching-learning process a participatory practice where students learn through involvement, engagement and practice rather than prescriptions. The commitment of the Campus to expand academic programs right from bachelor's to research degrees in old and traditional knowledge domains to modern innovative areas will give the Campus a new figure as a centre of education that prepares students for the market, where they can independently show their presence based on the knowledge and create a space for them. The Campus has established institutional collaborations with various corporate institutions, industries, banks, firms, companies, etc. located in Kathmandu valley and outside. With the expansion of further academic programs, even extensive networking will be essential, and for that more significant commitment, devotion, and dedication is likely to be required on the part of the institutional leadership, faculty, staff and students. The Campus is determined to face the challenges. Educational institutions' academic credibility depends on how it successfully fulfils social responsibility and how it connects the students' knowledge and personal development with society. The Campus is aware of this fact and aims at connecting its students with community through social, environmental, ethical, moral, civic and educational awareness programs. Further, the Campus is aware that without ICT literacy and awareness, students will not be in apposition to cope up with the challenges of the contemporary world. For equipping them with the ICT, knowledge the Campus has already started making provisions for giving students computer facilities by setting up labs and online library resources.


Curricular Aspects: SWOC Analysis

Strengths Weaknesses • Regular courses offered in pure and

applied sciences • Self-sustained and self-initiated

courses of multi-disciplinary and interdisciplinary nature

• Formulation and implementation of an autonomous program--Bachelor in Public Service and Governance (BPSG)

• Both semester and annual system of courses

• ICT skill-focused programs • Research-based teaching-learning • Academic collaboration and exchange

programs • Internship based learning • Programs aiming at connecting

students with society

• Traditional courses • No regular revisions and

analysis of the courses • Many courses more

theoretical than practical skill-oriented

• Traditional pedagogy


• The autonomous status of the campus • Preparedness to formulate tailored and

new programs to suit the contemporary demands of the global market

• Prioritizing ethics and morality based teaching-learning for training competent and accountable professionals

• Further and higher education programs like MPhil and PhD

• Emphasize research-based curriculums

• Quality and quantity of students enrollment

• Students not achieving the objectives of the curriculum

• Ineffective adaptation of the new pedagogic approach

• ICT infrastructure and financial investment for such facilities

• Connecting students with society

• Making faculty and students creative


Criterion 3: Teaching Learning And Evaluation PKMC, as an autonomous institution has to follow the TU Guidelines for admissions, academic operations, testing and evaluations. With its independent status, it enjoys the privileges of limited autonomy in making some policy departures, educational decisions relating to an academic calendar, course development, students admissions, pedagogic interventions, internal and final evaluation and testing, faculty responsibility assignments, guidance and training. The Campus aims at consolidating its academic image building on the autonomy it has acquired mainly by focusing on infrastructure, human resource, curriculums/courses, operation of the academic calendar, adoption of new innovative techniques of teaching and learning, and proper ways of evaluation and testing. Though infrastructure plays a pivotal role in academics, the major linchpin of education is the teaching-learning and evaluation process. What education is an academic institution is providing depends mostly on what courses are taught; how they are taught; what methodologies are used in teaching; how do teachers evaluate the students during the academic sessions; and how their performance is graded. But the end outcome is largely determined by the intake, the process of the enrollment of the students. Therefore, PKMC wants to monitor its academic program right from the primary stage of enrolling the students. Up to now, the Campus follows the set criteria of admissions of the university, ranging from admission calls to admission of the students. But in the self-funded programs, the Campus has initiated strict provisions admissions besides the adherence to the rules set by the university. The Campus enrols in such programs only those students who pass the entrance examinations and prove themselves eligible for the program. The criteria of such programs involve admission call, computer-based test/entrance test/aptitude tests, group discussions, and interviews. The Campus has adopted a computer-based entrance module for entrance examinations, and this evaluates the required competencies of students for the course of BPSG. Students selected for the course after going through such rigorous admission criteria are likely to reveal the desired amount of competence in the successive academic sessions. But this criteria of admission has not been adopted by the Campus in all its regular and other self-sustainable programs. As a result, students ill-prepared for the programs also get entry into the program, thereby intervening the academic standard for the level. As for the teaching methods, most of the faculty members of the Campus carry out their teaching responsibilities using old teaching techniques—especially lecture method for information dissemination—because they are trained in the traditional setup and lack their readiness to change. But studies show that there cannot be any better way of teaching than the natural-critical pedagogy that adopts participatory approaches where the notions of knower and know-not, knowledge giver and receiver—teacher and student—end and both the parties through mutual participation—quizzes, questions, discussions, presentations, field works, field visits, internships, deliberations, researches, inquiries, learning from doing—unfold the dark enclaves of knowledge and bring into light what is unknown.


Beside lecture method, which is one of the dominant methods of teaching-learning among university faculty, the Campus is in the process of supplementing teaching-learning through directed studies, assignments, case studies, workshops, seminars, presentations, internship reports, project works, etc. These approaches of incorporating such methods of andragogical methodologies have proved to be effective and result in oriented teaching-learning activities. These activities have also contributed positively to preparing the human resource suitable for the current market demands. The act of incorporating research in regular teaching-learning practices has been influential and has started to show positive outcomes among graduates. Such innovative practices in teaching-learning at the Campus have been the subjects of discussions, and many faculty members have responded positively to them. Yet the adaptation of such methodologies has not been entirely successful except for few courses by young-energetic devoted faculty members. Therefore, the Campus aims at working to this end to revisit pedagogy, to reinvent academics for making a better impact on the learning process of the students. The Faculties of PKMC participate in the research activities for the innovative teaching-learning process under various supports available nationally and internationally. The campus had established international linkages with different Universities/HEIs in the past, but this was not continued for some time. Therefore, the campus has realized the necessity, and this has been included in the strategic plan. The international collaborations will assist the Campus is training the staff and faculties and equipping the institution with needed skills. The collaborations will support in organizing seminars and workshops so that both parties could learn and contribute equally. There is a dire need of collaborations with international institutions in order to uplift the research activities and quality of their outputs to be published in standard publications. Traditionally the TU has been adopting the provision of one final examination to assess the performance of the students remaining unaware throughout the year of the ongoing progress the student has made. Nothing can be so ridiculous, a process of achieving the achievement of the students in a mediated environment where students are under the pressure of time to reproduce what information they have memorized. The Campus in its new incarnation wants to trend its faculty to revisit the whole practice of evaluation and testing by replacing the annual examination system with the on-going continuous assessment system where students performance and knowledge can be assessed by the faculty every moment in their learning process. Though the Campus envisions the possibility of adopting this system, little progress has taken place in terms of choosing the on-going assessment system in the traditional course structure. In new courses under the semester system, some changes have already taken place, and students evaluation is now not considered testing of whether they know or they don't but to assess how much awareness they have acquired. The campus needs much to do in this front: training teachers, imparting knowledge about various modes of evaluation, readying students to learn and creating a mindset that does not look at the evaluation process with a sense of fear and awe.


Teaching Learning and Evaluation: SWOC Analysis

Strengths Weaknesses • Blend of core disciplinary traditional

courses and courses with applied significance

• Trained and experienced faculty • Conventional lecture prevalence to

reflect on the gravity of the content • Adaptation of student-centred

participatory pedagogy to enhance creative and critical learning

• Greater focus on continuous assessment than on yearly testing mechanism

• Exposure training, workshops, seminars for improving teachers' academic capabilities

• Over-reliance on university prescribed courses rather than self-prepared ones

• Faculty lack of readiness to use participatory teaching methodology

• Evaluation still based on annual testing

• Students unpreparedness for higher education

• Students’ resistance to ongoing evaluation schemes


• The autonomous status of the campus • New courses demanding new

approaches, methods of evaluation • Growing demand for multi-

dimensional evaluation • ICT friendly culture • Access to reservoirs of knowledge

• Establishing the identity of the Campus as a self-serving independent body

• Need for comprehensive outlook to cope up with new courses

• Need to prove the relevance of the new course

• Lack of reward and punishment provisions for diverse groups

• Lack of universal awareness in knowledge about new teaching techniques


Criterion 4: Research, Consultancy and Extension Research, consultancies and extension programs expand and strengthen the academic programs. Higher education is more about the creation of knowledge through research than the accumulation of information from the existing body of knowledge. Considering the inevitability of research for knowledge generation and creation, higher academic institutions focus more on research than only on teaching and learning practices. Therefore, PKMC has focused on research activities of the students and teachers. In many subjects, students make field visits, collect data, produce reports, prepare projects, cases studies, and articles. At the master's level, thesis writing is mandatory for the award of degree in many subjects. Similarly, teachers write research articles and a thesis based on their research. PKMC has, therefore, established the Research Management Cell, which monitors and encourages research and research publications. The campus, RMC, and several other departments carry out research and publish research journals. In this context, developing a research culture among faculty and the students are of seminal importance. And for that, the current allocation of the research budget is meagre, and the Campus has to make the management for additional funds to help both the students' and faculties' research. Equally important is conducting seminars and workshops on research methodology, academic writing, data analysis and other relevant issues associated with research. The Campus, however, has designated faculty to work in the RMC so that they promote research activities. The Campus has prioritized research; therefore, the budget allocated for the year 2019 on the total budget is projected to be nearly 12 per cent. This trend of high investment of budget in research has been incorporated in the strategic plan and reaches up to 17 per cent in 2023. This is miracle progress from the FY 2074-75, which was merely 0.20 per cent of the total budget. This budgetary provision demonstrates the focus in research besides the teaching-learning process in the Campus. The inclusion of students and faculties in collaborative and individual researches will have longer-term impacts in the academic sphere of Nepal. Academic institutions gain credibility from their research work and consultancies they provide to their students and the society beyond the areas of expertise. But such a practice can be meaningfully done only if the institution does have innate institutional academic worth in certain disciplinary areas. PKMC does have the possibility of providing consultancy in management, administration, language, literature, dance, music, and other disciplines. But hardly any progress in this domain is yet visible. Extension activities are gradually being implemented in PKMC through different departmental programs. The campus organizes various extension activities like community development, training in disaster management, health and hygiene awareness and blood donation camps from departmental and administrative sections independently. The goal of such events is to engage students, staff and faculties in the


society. The act of incorporating extension activities in the regular procedure of teaching-learning connects the Campus with different communities and cultures of the country. It helps the students practice their learnt knowledge in the real world. Both the students and faculties participate in extension activities voluntarily. The campus has been implementing extension activities under the departmental programs without an action plan of integrating GOs and NGOs; still, the campus has included the extension as a critical component of community outreach and other programs strategically. Research, Consultancy and Extension: SWOC Analysis

Strengths Weaknesses

• Operation of RMC • Student-faculty collaborative and

individual research provisions • Budgetary increment in research

and publication • Courses requiring research as

mandatory components • Extension and outreach activities in

practice

• Campus budget inadequate for research

• Research hours not adjusted in workload

• The insufficient fund is given to the researchers

• No consultancy services provided so far

• Limited areas of extension activities

Opportunities Challenges • The autonomous status of the

campus • The realization that research adds

value to education • Financial supports available from

various external agencies for research and extension activities

• Access to online portals and resources in the e-library

• Lack of motivation and inclination in faculty for research

• Insincerity involved in research • Absence of research integrity • Provision of financing • Connecting academics and society • The gap between knowledge

production and utilization


Criterion 5: Infrastructure and Learning Resources PKMC has a plan to transform it into a women's university. To materialize this goal, the Campus requires a strong infrastructural foundation. There is no doubt that PKMC is centrally located infrastructurally very rich entity of TU. Yet, with the addition of different academic programs, there is always an escalating need for more amenities. The Campus does have a number of buildings with a large number of classrooms and administrative facilities, but most of the existing buildings have been affected by the earthquake and need to be repaired to cope up with the growing demands of space for students. The demand of students and faculty for ICT facilities, well-equipped classrooms, automated library, a full-functioning e-library with online access to varieties of databases with up-to-date utility facilities must be fulfilled for the standardization of the Campus. The campus is in dire need of multi-storied complex with classrooms, conference halls, laboratories, libraries, auditoriums, and faculty halls, faculty cells for research and study, and parking facilities. The multi-storied complex is a desirable project in view of keeping intact the open inner urban space that the campus presently has. The campus is looking for donors/funding agencies for the accomplishment of this project. Apart from physical infrastructure, the Campus has to provide other learning facilities by expanding reading rooms within the library, equipping library halls with desktops on which the students can directly work, installing audio-visual facilities within the classrooms, constructing additional auditoriums, and furnishing newly built ones, providing printing facilities to the students, preparing modules to help students conduct talk shows, lectures, faculty talks, debates, and related programs. PKMC has recently thought of starting the incubation centre for training students with entrepreneurship skills, and writing centre for strengthening the writing skills of the students. These activities will prepare students for meeting their future career goals. Infrastructure and Learning Resources: SWOC Analysis

Strengths Weaknesses • Availability of spacious area • Central location • Infrastructural facility • Reasonable student-faculty

ratio • Operation E-library • Hostel facility • Operation of incubation and

centre and writing centre

• Old and cracked buildings • The difficulty of staff mobilization • The difficulty of maintaining the

physical infrastructure • Sanitation problems • Manually operated library • Insufficient books and journals and

access to digital archives



• The autonomous status of the campus

• Expansion of infrastructure • Campus only for women • Extension of programs • Number of students opting for

admissions

• Taking responsibility to build the strength of faculty

• To mobilize resources to construct a new infrastructural facility

• Making students, staff and faculty responsive

• Administrative coordination • Providing library facility for long hours


Criterion 6: Student Support and Guidance The students require various supports and guidance for their academic training, career choice, employment prospects, and socio-cultural integration so that they can contribute to their family, society and nation intellectually, emotionally and economically. The faculty and staff have to realize that providing necessary support and guidance to the students can help students build their strength in a meaningful way. Therefore, the Campus has to take initiatives to transform their job-holder mentality into a service provider so that their work within the academic institution supports and guides students in their career goals. As the Campus operates traditionally based on manual record-keeping system, quick service delivery to the students remains a dream. Further, the operating staff lack the training to transform towards ICT and digital record-keeping system though gradually they have been updating themselves towards this direction. The Campus has recently installed EMIS for synchronizing and providing better support and guidance to the students. The publication of the integrated prospectus, including all regular and self-initiated programs is the need of the Campus; therefore, it has already initiated change. The Campus prioritizes merit and need-based scholarships for which the provision of different departmental awards like “Padma Kanya Padak”, “Dr. Govinda Ram Agrawal Padak”, “Gopal Yonja Puraskar”, “Prem Chandra Dev Kumari Puraskar”, “Purna Chandra Regmi Puraskar”, “Tirtha Prasad Dhungana Purashkar”, “Bhim Chitra Puraskar”, “Nanu Smriti Puraskar”, “Sesh Raj Regmi Puraskar”, “Krishna Chandra Regmi Puraskar”, “Anila Shrestha Puraskar”, “Anila Chhatrabriti Kosh”, “Sabitri Panta Puraskar”, “Anar Shrestha Purashkar”, “Uttara Pandey Sanskriti Samman Puraskar” and “Buddha Jyoti Puraskar Evam Chhatrrabriti” have been made. On top of these awards, the Campus also provides stipends to needy students annually. The Campus has established counselling unit through the active motivation and participation of the Department of Psychology that offers personal, academic and career-related counselling. The establishment of incubation and writing centre is expected to support students to get access to professional avenues and refine the expressive potentials of the students. The Campus also provides financial support for students to conduct research in collaboration with the faculty. The Campus takes initiatives in providing students with health treatment facilities according to the rules of the TU.

Student Support and Guidance: SWOC Analysis Strengths Weaknesses/Rooms to Improve

• Establishment of student counselling Unit

• Availability of need and merit-based scholarships, stipends, and awards

• Existence of PKMC Alumni • Existence of PKMC-Free Students

Union

• Effective bridging initiative • Less utilization of available space • Awards not sufficient for the

support • Scholarships and stipends nominal


• Financial support for students to conduct research

• Establishment of incubation centre • Establishment of the Writing Center

• Faculty and staff less supportive of giving time for incubation and writing centre


• More scope for job placement • Possibility to improve career chances

for students • Time for building the image of the

institution

• To handle students from diverse backgrounds with higher sensitivity

• To maintain the enrollment of students

• Expand health insurance for students


Criterion 7: Information System

The information system of the Campus is traditional and manual. Slowly, PKMC is moving towards digital information system by establishing of EMIS and circulating notices through Campus website replacing physical notice-board. The publications of a prospectus of independent self-sustained and regular programs, periodical bulletins and annual reports, financial reports provide information to the students, faculty, non-teaching staff and other stakeholders. The Campus also organizes public meetings at times to share regular activities and holds a general meeting and informs to non-teaching and teaching staff. The prospectus, bulletin, reports get manually printed and uploaded to the website. The Campus informs all the stakeholders on different activities—academic, administrative and policy-related—regularly. The faculties and non-teaching staff of the Campus have started realizing that the information and communication are crucial to institutional quality enhancement. The EMIS Unit has started to publish reports by analyzing the academic, administrative, economic data available in manual form and converting them to virtual and digital format. This step will transform the working procedures of the Campus. The EMIS Unit records the enrollment, dropout, pass rate, feedback, employment, comments regarding satisfaction, faculty evaluation, etc. The EMIS Unit has started recording, analyzing and publishing the reports of student enrollment, dropout, a number of exams appeared students, the merit-based pass percentage of students and regional and ethnic profile of students, which were not practised in the campus before. The printed, published reports of the Campus are kept in the EMIS Unit and the Department of General Administration. Besides, the Campus has "Public Relations Unit" and "Grievance and Complaints Unit" to receive grievances, complaints, feedbacks and suggestions from different stakeholders. The unit forwards such information of the executive body of the Campus and recommends for improvement. The executive body takes necessary action by discussing with the stakeholders when appropriate. The regular communication between the faculties, staff and students always encourage the information of policies, academic, administrative and financial condition of the Campus. Two-way results evaluation and feedback, documenting the academic and administrative activities have been carried out by different departments of the Campus.

Information System: SWOC Analysis Strengths Weaknesses/Rooms to Improve

• Establishment of well-equipped EMIS unit

• Establishment of public relations and information unit

• Establishment of grievance and complaints unit

• Campus official website

• Unavailability of IT staff • Insufficient IT infrastructures • Transparent and effective

information system • Unavailability of IT-friendly and

smart classrooms


• Departmental and faculty meetings • ICT training and seminars for

faculties and staff • Publication of annual reports • Existence of notice boards • Operation of Facebook page

• Unwillingness and unpreparedness of students, staff and faculties to adapt to digital mode of information system

• Lack of adequate budget in developing IT infrastructures

• Absence of the regularity of meetings and publications

• Lack of practical communication skills among faculty and staff

•

Opportunities Challenges • Autonomous campus • Campus dedicated to providing

quality education for women • Location of the campus at the

centre of Kathmandu with accessibility

• ICT friendly and educated public • Availability of the PKMC

graduates throughout the nation and policy-level authority- just one click away

• Existence of Padma Kanya Multiple Campus Alumni

• Easy access and availability of IT and web-based information system

• Availability of practical and effective information system

• Misuse and insecurity of the Internet

• Lack of digital information/notice boards

• Irregularity of information flow • Lack of transparency in

information system • Unprepared human resource for

smooth and prompt information system

• Upgrade manual to digital • Lack of finance for ICT training

and infrastructural upgrading


Criterion 8: Public Information PKMC emphasizes public information and values 'right to information' of the public. The Campus has installed the 'Public Charter' to disseminate information publicly for all the stakeholders. This method of information has been successful in informing all stakeholders. There are notice-boards for public information. Recently, to keep the pace of the growing use of Internet-based p information system, the Campus updates its information on Facebook and in the Campus website for the interested public. Besides, the Campus organizes public meetings occasionally. The publications of annual prospectuses, reports, financial reports, bulletins are other mediums of public information. These reports include information about Campus introduction and organizational structure, physical infrastructure, academic activities and human resource, financial details, achievements and challenges. The campus encourages the stakeholders to forward feedback and responses which are discussed in the respective committees and analyzed for quality improvements. There was a distance of relations of the Campus with the society and industries before, but after the public information system has been practiced, there have been positive outcomes. Public Information: SWOC Analysis

Strengths Weaknesses/Rooms to Improve

• Existence of public relation and information committee

• Publication of annual reports periodically

• Release of Campus bulletin periodically

• Installation of public charter

• Campus website • Information through

Campus Facebook page

• Irregularity of publications • Lack of IT-friendly teaching and non-teaching

staff • The medium of communications traditional • Too much of reliance on the conventional

medium of information • Publication of reports in an archaic and

outdated form • Too much bureaucracy • Unwanted confidentiality resulting in the lack

of transparency • Lack of regular meetings with community,

society and industries • Lack of public friendly mediums of information

Opportunities Challenges • Autonomous Campus • IT Friendly and

educated public • Availability of the

PKMC graduates throughout the nation and policy-level authority

• Existence of Padma Kanya Multiple Campus Alumni

• Unwillingness to receive feedback and suggestions

• Unpreparedness for public information • Lack of public information-oriented

channels/media



lqe'jg ljZjljBfno


@)!@ lj=;+= :yflkt

sf7d

f8f}+,

g]kfn

@)!^

lj=;

+=


>LM æk|1f g]qf] nf]sM k|1f k|lti7f k|1fg+ a|XdÆ lqe'jg ...

Documents

Transcript of >LM æk|1f g]qf] nf]sM k|1f k|lti7f k|1fg+ a|XdÆ lqe'jg ...