Internal Quality Assurance Cell the College has developed several quality assurance mechanisms within the existing academic and administrative system. These are as follows:

• • From the beginning, the main objective of the cell is to plan and implement quality initiatives and evaluate. It follows its calendar for meetings, quality agenda, and maintains its proceedings.
• • It supports conducting workshops, awareness programs, special lectures on quality innovations, curricula, teaching-learning & evaluation, research-oriented seminars, etc. It analyses the feedback received from students.
• • It coordinates with all stakeholders for their opinions and advice for quality sustenance and quality improvement.
• • Enforces external Academic and Administrative Auditing by North Maharashtra University of Jalgaon, Maharashtra & Department of Higher Education, Government of Maharashtra Committee.
• • It plans and supports effective implementation for Total Quality Management, curricular development, teaching-learning and evaluation, research, consultancy, and extension activities for all stakeholders.
• • It prepares the Academic Audit under the supervision of the Governing Body.
• • Documentation of the various programs/activities leading to quality improvement.
• • It collects, maintains, and analyses documents and document evidences directly or through the College Office.
• • It analyses the feedback received from all stakeholders and informs the concerned about its outcome for correction and amelioration. It also appreciates, encourages, and provides support required by all staff for their quality sustenance and quality improvement in teaching, research & administration.

Thus, the systematic planning, organisation and implementation of teaching – learning – evaluation is possible within the total scheme of university schedule. It is rational, realistic and scientific. The institution communicates its quality assurance policies, mechanisms and outcomes to the various internal and external stakeholders through:

• • Regular notification.
• • The progress of the students is communicated to the students and their parents.
• • Detailed information is given in the Prospectus.
• • Through the institutional official website: www.gfgcoe.in
• • Policies and plans regarding quality assurance are communicated to the faculty members, especially the newly appointed ones, at the beginning of the session through meetings with the Principal.
• • Policies and plans regarding quality assurance are also communicated in meetings of different sub-committees and in meetings with the Teacher’s Council, non-teaching staff, and students.
• • Students are also made aware of such policies through orientation programs conducted by the administration and by the heads of departments.
• • Policies and plans regarding quality assurance are communicated to the alumni in meetings with the alumni.

IQAC has facilitated/ contributed in the following ways:

• • Ensured heightened level of clarity and focus in institutional functioning towards quality enhancement.
• • Ensured internalization of the quality culture.
• • Ensured enhancement and coordination among various activities of the institution and institutionalized all good practices.
• • Provided a sound basis for decision-making to improve institutional functioning.
• • Acted as a dynamic system for quality changes in this institution.
• • IQAC has built an organized methodology of documentation and internal communication.

Internal Quality Assurance Cell ( Composition )

• • Centrally located in Industrial Area on National Highway 6.
• • Well grown up 15 years old having adequate infrastructure facilities.
• • Well established laboratories, spacious classrooms, library, computer center, hostel, and sports facilities.
• • Encouragement of faculty for higher education and participation in decision-making.
• • Different initiatives and activities apart from curriculum to make students good citizens and graduates to meet the requirements of industry and society.
• • More ICT-based classrooms in every department.
• • More practical exposure to students through training, industrial visits, and projects.

• • Consultancy and research activities required to be enhanced.
• • Higher industry institute interactions need to be strengthened.
• • Inadequate number of campus placements.
• • Higher experienced faculty members, particularly with Doctorate, are required.
• • More research projects required to be executed.

• • To compete with local and regional institutes to create a better brand image of the institute.
• • To introduce more skill development programmes.
• • To expose more placement opportunities.
• • To inculcate and increase more innovation and research activities and creative culture in the institute.
• • To increase more collaboration and liaison with industries and R&D institutes.

• • As the majority of students come from rural, economically backward classes of society, the major challenge is to change their orthodox mindset and groom them as independent, free-thinking individuals and improve employability.
• • To boost the confidence level of the students, enhance their competency, and empower them.
• • Unavailability of qualified and experienced faculty to create a good research culture.
• • Stagnant growth in the industry results in fewer placement opportunities for the students.
• • Enhancing the quality of students with available resources is putting pressure on the institute.
• • Maintaining a steady program as a self-financing institution without the support of state/central government or any funding agencies.