In pursuance of action plan for performance evaluation, assessment, accreditation and quality up-gradation of institutions of higher education, NAAC proposes that every accredited institution should establish an Internal Quality Assurance Cell (IQAC) as a post-accreditation quality sustenance measure. Since quality enhancement is a continuous process, the IQAC will become a part of the institution’s system & work towards realisation of the goals of quality enhancement & sustenance. The prime task of the IQAC is to develop a system for conscious, consistent & catalytic improvement in the overall performance of institutions. For this, during the post-accreditation period, it will channelize all efforts & measures of the institution towards promoting its holistic academic excellence.
IQAC shall evolve mechanisms and procedures for:
- Ensuring timely, efficient and progressive performance of academic, administrative and financial tasks
- The relevance and quality of academic and research programmes
- Equitable access to and affordability of academic programmes for various sections of society
- Optimization and integration of modern methods of teaching and learning
- The credibility of evaluation procedures
- Ensuring the adequacy, maintenance and functioning of the support structure and services
- Research sharing and networking with other institutions in India and abroad.
Sree Buddha College of Engineering has constituted an Internal Quality Assurance Cell (IQAC) in the year 2008 in order to nurture high quality standards in the teaching-learning process, consistent with the vision and mission of the Institution. The IQAC has taken the uphill task of not only monitoring the processes present in the system but also initiated concept-to completion of many reforms. The IQAC strategized the steps and actions to implement the outcome based education in all the departments of the institution. The IQAC manages various research activities, including training and promotion of research and management of research grant, publication, patents, etc. The Cell is vibrant and regularly organizes various faculty development programmes in diversified areas which include induction programmes, orientation programmes, research orientation programmes, refresher programmes, short term training programmes, etc.
IQAC in Charge: Dr M S Senthil Saravanan, Professor, Dept of Mechanical Engineering
1.1.1 Academic Calendar
1.1.2 Time Table
1.3.3 Project Topics
220.127.116.11 Enrolment Number
18.104.22.168 Number of seats filled against seats reserved for various categories (SC, ST, OBC, Divyangjan, etc. as per applicable reservation policy during the year (exclusive of supernumerary seats)
2.2.1 Number of full time teachers against sanctioned posts during the year
2.3.1 – Student centric methods, such as experiential learning, participative learning and problem solving methodologies are used for enhancing learning experiences
2.3.2 additional information
2.3.2 ICT enabled tools
2.3.3 Number of students during the year
2.4.1 Number of full time teachers against sanctioned posts during the year
2.4.2 Number of full time teachers with Ph. D. / D.M. / M.Ch. /D.N.B Superspeciality / D.Sc. / D.Litt. during the year (consider only highest degree
2.4.3 Number of years of teaching experience of full time teachers in the same institution (Data for the latest completed academic year)
2.5.1 – Mechanism of internal assessment is transparent and robust in terms of frequency and mode.
2.5.2 – Mechanism to deal with internal examination related grievances is transparent, time- bound and efficient
2.6.1 – Programme and course outcomes for all Programmes offered by the institution are stated and displayed on website and communicated to teachers and students.
2.6.2 – Attainment of Programme outcomes and course outcomes are evaluated by the institution.
2.6.3 Pass percentage of Students during the year
1.1.1 RTACT 21
1.1.2 REACT 21
5.1.1 Scholarship details
5.1.3 capacity building and skill enhancement initiative
5.2.1 Placement update
5.2.2 Higher Education
5.3.3 Sports and Cultural events
6.1.2 – The effective leadership is visible in various institutional practices such as decentralization and participative management.
6.2.1 – The institutional Strategic/ perspective plan is effectively deployed
6.2.2 The functioning of the institutional bodies is effective and efficient as visible from policies, administrative setup, appointment and service rules, procedures, etc.
6.2.3 -ERP document 2021-22
6.2.3-ERP screen shot
6.2.3 Implementation of E-governance
6.3.1 Service rules
6.3.3 Number of Professional Development and training programmes
6.3.4 Number of teachers undergoing online/face-to-face Faculty development Programmes (FDP) during the year
6.4.2 Funds / Grantas received from non-government bodies, individuals, philanthropers during the year (not covered in Criterion III)
6.5.1 – Internal Quality Assurance Cell (IQAC) has contributed significantly for institutionalizing the quality assurance strategies and processes
6.5.2 – The institution reviews its teaching learning process, structures & methodologies of operations and learning outcomes at periodic intervals through IQAC set up as per norms and recorded the incremental improvement in various activities
6.5.3 Quality assurance initiatives of the institution include:
7.1.1 Measures initiated by the institution for the promotion of gender equity
7.1.1Annual Gender sensitization plan and list of Gender equity programs
7.1.1 Specific facilities provided by the Institution to promote Gender equity
7.1.9 Sensitization of students and employees of the Institution to the constitutional obligations: values, rights, duties and responsibilities of citizens
7.2.1 Two best practices successfully implemented by the Institution as per NAAC format provided in the Manual