Internal Quality Assurance Cell (IQAC)
The IQAC was formally established at Shah and Anchor Kutchhi Engineering College in January 2019.
Vision
To ensure quality culture as the prime concern for our Institution through institutionalizing and internalizing all the initiatives taken with internal and external support.
Objectives
- To develop a system for conscious, consistent and catalytic action to improve the academic and administrative performance of the institution
- To promote measures for institutional functioning towards quality enhancement through internalization of quality culture and institutionalization of best practices
Strategies
IQAC shall evolve mechanisms and procedures for:
- Ensuring timely, efficient and progressive performance of academic, administrative and financial tasks
- Promoting relevant and quality academic/ research programs
- Integrating modern methods of teaching and learning and ICT tools
- Ensuring fair and unbiased assessment and evaluation process
- Ensuring the adequacy, maintenance and proper allocation of support structure and services
- Collaborating research projects and networking with other institutions and industries in India and abroad
Functions
- Designing quality policies for key areas of the institution
- Improvement of parameters for various academic and administrative activities of the institution
- Facilitating the creation of a learner-centric environment conducive to quality education and facilitate training and motivating the faculty for the same
- Promoting the culture of academic research in the institution through collaborative research projects with other institutions and industries in India and abroad specifically emphasizing on societal benefit.
- Collection and analysis of feedback from all stakeholders on quality-related institutional processes
- Organization of inter and intra institutional workshops, seminars on quality related themes
- Documentation of the various programs / activities leading to quality improvement
- Development and maintenance of institutional database for the purpose of maintaining /enhancing the institutional quality
- Periodical conduct of Academic and Administrative Audit and its follow-up
- Preparation and submission of the Annual Quality Assurance Report (AQAR) as per guidelines and parameters of NAAC
Institutional Values & Best Practices
Practice – 1
Internship Cell: Bridging Academic Learning, Skill Development, and Industry Readiness through In-House Internships.
- Objectives of the Internship cell:
- Enhanced Employability: The Internship Cell helps students to develop the skills, knowledge, and professional networks necessary to succeed in their chosen careers.
- Career Exploration: Through counselling and experiential learning opportunities, the Internship Cell assists students in exploring various career paths and making informed decisions about their future.
- Smooth Transition to the Workplace: By providing pre-placement training and support, the Internship Cell prepares students for the demands of the professional world and facilitates a smooth transition from academia to employment.
- The Context: The initiative bridges the gap between academic learning and workplace readiness by offering students hands-on training, real-world projects, and industry exposure, ensuring they gain essential skills and insights for professional success.
- The Practice: The Internship Cell was established to bridge the gap between academic learning and industry readiness and has made consistent progress since its beginning. The Internship Cell In-charge assigns specific roles and responsibilities to the internship coordinator from each department. The Internship Cell ensures that students are not only academically equipped but also professionally competent, ready to excel in their chosen careers while meeting industry expectations.
- Evidence of Success: Increased student placements, enhanced industry collaborations, and positive feedback from both employers and students demonstrate the effectiveness of the Internship Cell.
- Problems Encountered and Resources Required: Initially, the Internship Cell encountered challenges such as limited industry connections and the need for dedicated personnel to effectively manage and expand its activities. To overcome these challenges, college staff actively participated in a one-month internship program to gain practical industry insights. Additionally, expert domain staff from the college began conducting sessions for students, with an emphasis on hands-on learning and practical experience to bridge the gap between theoretical knowledge and real-world application.
- Notes:
To replicate this practice, institutions can establish strong alumni networks, industry collaborations, and structured training modules for student development. This initiative upholds the value of experiential learning in higher education.
Practice 2
Centre for Teaching and Learning Development Department: Faculty and Student Empowerment through Professional Development and Expert-Led Sessions.
- Objectives of the CTLD Cell:
- Promote Teaching Excellence: To provide resources, training, and support for faculty members to adopt innovative and effective teaching practices.
- Enhance Student Learning: To improve learning outcomes by designing engaging and learner-centric approaches.
- Support Faculty Development: To organize regular workshops, training sessions, and certificate programs for capacity building.
- Establish Collaborations: To collaborate with national and international organizations for knowledge exchange and professional growth.
- The Context: Faculty development is crucial for ensuring effective teaching practices and maintaining the relevance of academic programs. The challenge was to ensure that faculty members stay current with emerging technologies and pedagogical advancements to better serve students and improve learning outcomes.
- The Practice: This practice focuses on faculty empowerment through specialized training programs, workshops, and expert sessions on topics such as Outcome-Based Education (OBE), research methodologies, and innovative teaching tools. Sessions include hands-on training, industry insights, and academic development strategies. Constraints faced included time management for faculty to attend these sessions without affecting their regular teaching schedules. These sessions were integrated into the academic calendar to minimize disruption.
- Evidence of Success: The success of this practice is evident in improved teaching methods, positive student feedback on faculty performance, and higher faculty engagement in research and professional development activities. The effectiveness of these sessions is reflected in the broader adoption of modern teaching practices and the integration of updated curriculum content, including designing autonomous syllabi that align with the latest trends and the incorporation of new learning technologies.
- Problems Encountered and Resources Required: Challenges included managing faculty time to attend training and workshops while balancing their teaching load. Resources required included access to external experts, professional development tools, and continuous engagement with academic and industry leaders to offer relevant content.
- Notes: Institutions can replicate this model to ensure that faculty remain at the forefront of teaching innovations. Providing faculty with opportunities for continuous learning through expert sessions will help them integrate industry-relevant content and teaching strategies into the classroom, benefiting both educators and students.
Benefits
- Ensure clarity and focus in institutional functioning towards quality enhancement
- Ensure internalization of the quality culture
- Ensure enhancement and coordination among various activities of the institution and institutionalize all good practices
- Provide a sound basis for decision-making to improve institutional functioning
- Act as a dynamic system for quality changes in the institution
- Build an organized methodology of documentation and internal communication
