Indapur Taulka Shikshan Prasarak Mandal's

Arts, Science & Commerce College, Indapur

Tal-Indapur, Pune-413106

Affiliated to Savitribai Phule Pune University, Pune

NAAC Accredited - 'B⁺⁺' Grade

 

Internal Quality Assurance Cell (IQAC) Policy

By combining internal and external quality evaluation, promotion, and sustainability activities, the IQAC Policy aims to make quality the distinguishing feature of the Institute. Getting things right each time is a common definition of quality. Therefore, in addition to institutionalizing and internalizing a quality culture, the primary goal of an internal quality assurance system is to develop a framework for thoughtful, consistent, and catalytic action to enhance the academic and administrative performance of the institute.

All of ACS College, Indapur's administrative and academic divisions are subject to this regulation.

Establishment of an internal quality assurance cell with a principal as the chairwoman and outside specialists working with senior members on quality related issues in accordance with NAAC recommendations. Chairperson Coordinator Members Ex Officio 

External members include prominent educators, businesspeople, representatives of the local community, and people with technological backgrounds. Administrators: Head clerks and registrars, alumni representatives, and student representatives Functions:

• Establishing and implementing quality standards and guidelines for the institution's numerous academic and administrative endeavours.

Helping to establish a learner-cantered environment that supports high-quality instruction and faculty development to embrace the necessary skills and technologies for a participative teaching and learning process Facilitating student and stakeholder feedback on quality-related institutional processes; disseminating information on various higher education quality parameters; organizing workshops and seminars on quality-related topics both within and between institutions; and fostering quality circles documentation of the different initiatives and efforts that result in improved quality Serving as the institution's nodal agency for organizing quality-related initiatives, such as the adoption and sharing of best practices; creating and maintaining an institutional database to preserve and improve the institution's quality; and fostering a culture of quality within the organization

• The creation of the Annual Quality Assurance Report (AQAR), which must be submitted to NAAC, in accordance with its rules and specifications. The five primary IQAC tasks

1. Starting the documentation process

2. Raising awareness and fostering confidence

3. Developing data and information formats

4. Establishing a work timetable 5. Creating a quality status report.

IQAC's goals are to:

• Support and improve the quality of education and research.

• Encourage efforts to innovate educational approaches and progress technology.

• To train instructors and students in the use of cutting-edge research facilities and educational technology. To start experimenting with optimal practices and have faculty members take part in internalizing them

• To gather and compile information from every department so that the Institute can expand to international agencies and take part in national ranking programs of governmental and non-governmental organizations.

• Holding regular meetings to exchange opinions on decisions pertaining to the Institute's quality measures.

 • To hold conferences and workshops on teaching, learning, and research quality issues that our institute can internalize.

The creation and implementation of quality benchmarks is the IQAC's operational mechanism.

• Establish guidelines for the institution's numerous administrative and academic operations.

• Helping to provide a learner-cantered environment that supports high-quality instruction and the development of faculty members to embrace the necessary skills and technologies for a participative teaching and learning process.

• Regularly updating feedback forms

• Gathering and evaluating input on quality-related institutional procedures from all parties involved.

• Providing all stakeholders with information on different quality parameters. Workshops and seminars on quality-related topics are organized both inside and across institutions, and quality circles are promoted. Documentation of the numerous initiatives and activities that result in an improvement in quality.

• Serving as the Institution's nodal agency for organizing activities linked to quality, such as the adoption and sharing of best practices.

• The creation and upkeep of an institutional database aimed at preserving or improving the quality of the institution.

• Academic and Administrative Audit (AAA) and its follow-up are conducted on a regular basis.

• Creating and submitting the Annual Quality Assurance Report (AQAR) in accordance with NAAC's rules and regulations.

• As needed, the members should get together at least twice a year.

• To make the process of creating annual reports easier.

• To assist and support different CQCS as needed. As a gauge of quality maintenance and improvement, all actions are periodically monitored using the seven action points.

 

1. Curriculum planning: To coordinate the following with the Institute's HODs

• Update the curriculum on a regular basis. Establish new programs in the developing field; improve the curriculum to meet industry and societal demands; and align program graduate qualities with undergraduate ones.

• Establish the course objectives (COs) and program objectives (POs) for each program within the college. This will help with mapping the COs and POs to student learning outcomes.

2. Learning objectives:

To work together with the leaders of each department within the component units:

• To create a clear course objective for each program.

• Every course's objective must be matched to the program's objectives.

• To determine the Outcome Based Education (OBE) for each college program.

3. Teacher quality:

To improve the teaching and learning process, quality indicators for the faculty should be developed. The indicators are as follows:

• Attend workshops, conferences F D P, and seminars on a regular basis to keep their skills up to date.

• The number of faculty members pursuing extra academic credentials through online or part-time sources.

• The use of e-resources for the Teaching and Learning Management system

 

Faculty members participate in mapping best practices within departments and institutions; they also help design the curricula of statutory bodies at the university and other autonomous colleges; they receive fellowships from national and international agencies; they receive recognition on a state, national, and international level; they promote pedagogical innovation and encourage innovative teaching practices among staff members and staff development; they upgrade teaching methods, targets, implementation plans, monitor, and evaluate impact; they participate in internal assessment, internal and external moderation, and student progress monitoring.

4. Research culture and innovation:

Developing an institutional citation index, impact factor, and publication articles in peer-reviewed journals.

• Promoting research at the institutional level by giving teachers seed grants

• All departments are aware of the facilities being developed by national agencies. DST, FIST, DBT, CGCOST, ICSSR, UGC, and others will generate the funds. The number of patents registered, intellectual property rights and commercialization, the number of consulting services rendered and their profits, the development of resources by national and international funding agencies, the encouragement of faculty for their research work for national and international awards, the publication of research journals and newsletters, the promotion of incubation centres and innovation parks, and the involvement of students and faculty for fresh ideas and insight.

5. Ambience of the Institution

• Establishing and promoting an incubator and entrepreneur cell. Providing value-based education, a code of ethics, research training, and support for Ph.D. students; utilizing ICT as learning resources, libraries, and e-resources for research and e-content preparation; integrating library resources into the curriculum and making them accessible to students; and sharing best practices within the organization through a robust internal communication system (both top-down and upward). 6. Student performance; analyzing results and formulating plans to enhance academic performance; reviewing learning outcomes across all programs; and maintaining a management information system (MIS) that contains all student data, including admission, category, social status, fee, results, progress, and other information mandated by the institution.

7. Development of strategies and leadership

Establishing institutional benchmarking with both internal and external institutions.

• • Holding biannual General Body meetings with external experts; conducting SWOC analyses.
• • holding workshops and seminars on quality initiatives in teaching and learning, such as the use of ICT-enabled processes and blended learning.
• • conducting academic and administrative audits once every five years; recognizing faculty members who have demonstrated exceptional service to the profession
• • preparing annual reports in hard copy and soft copy in accordance with NAAC requirements.