Dr. Madhusoodanan Nair. M. was graduated from Kerala University, and did his postgraduation in Mathematics. He obtained his Doctorate from Jawaharlal Nehru Technological University, Hyderabad in 2006. His research interest is in Combinatorics, BIB Designs, Cryptography and Coding. He is a Gold medalist in his PG and possesses three and half decades of experience in teaching in various institutions of repute for more than 15 years, he served as Principal and Director of various engineering colleges. He has visited several Universities in the USA as a member of the IUCEE delegation. Also, he served as a professor at Adama Science and Technology University, Adama, Ethiopia. At present, he is a Professor and Dean at KG Reddy College of Engineering & Technology, Hyderabad. A dozen research publications are on his credit in addition to the published conference papers.

K G Reddy College of Engineering and Technology

Can you provide an overview of the current structure and organization of IQAC at KG Reddy College?

The IQAC at KG Reddy College of Engineering & Technology has a well-structured organizational structure. It consists of the Principal as the IQAC Chairman, the Director, the advisor, the Dean IQAC, the IQAC coordinator, and another 30 members from different strata of society such as senior faculty, student council representatives, representatives from parents, employers, alumni, and from the local bodies. Additionally, we have Institutional coordinators for each NAAC Criteria. (Criteria 1 to 7). Moreover, there is an IQAC Coordinator (departmental) from each of the departments to coordinate the IQAC activities in their respective departments. The IQAC members meet periodically to deliberate the quality initiatives to be implemented through an established system.

How does IQAC ensure the effective implementation of quality assurance measures across different departments?

Ensuring effective implementation of quality initiatives by participatory leadership is the prevailing culture in the institution. The quality initiatives which are to be implemented in various departments and institutional centers are discussed among the leadership team and thereby take them into confidence by clearly explaining the benefits the department may get on its implementation. Also suggests the ways and means to implement the initiatives. The implementation is constantly monitored and is evaluated periodically. The Dean IQAC interacts with the leadership members as and when required to ensure effective implementation and the IQAC coordinator provides the necessary awareness and assistance.

What key quality assurance initiatives have been successfully implemented by IQAC under your leadership?

The following Quality Initiatives are successfully implemented. Curriculum revision has been done for 25% of the courses to ensure employability skills. The CRID has signed MOUs with IIT Hyderabad, IIIT, Hyderabad, BVRIT, GRIET, and Anurag University to foster collaborative research. Our faculty members are permitted to use their research labs and other facilities for research. Every year, the number of faculty publications and student publications is increasing showing quality improvement. Collaborated with many Industries student projects, internships, and knowledge sharing. The experts from industries are our adjunct faculties and guide our students. Several activities are conducted by the Department of Student’s Affairs on Ethics, Gender Sensitization, the Constitution of India, Code of Conduct, Human Values ETC. The CIST is actively involved in social innovations. A course is offered at the first year level on Design Thinking and Sustainable Development. Through CEED, the teaching-learning activities are strengthened by giving full concentration on Active learning. Every month faculty conclave is conducted to promote activity-oriented teaching learning and its promotion.

How does IQAC monitor and evaluate the effectiveness of these initiatives?

IQAC conducts three academic audits in a semester namely Pre semester audit, Mid semester audit, and Post semester audit. The pre-audit semester evaluates the planning, and preparedness for the effective conduct of the semester classes. The mid-semester audit is to identify the progress in the semester which includes the teaching learning process, co-curricular semester, extracurricular activities, etc. and finally, the post-semester audit is used to identify the gaps if any after the successful completion of the semester. The IQAC members meet for the mid-year review of the Academic Year, analyze the gaps and share the recommendations that are to be taken care of in the next semester. Finally, the year-end review is done by the IQAC, which come out with the gaps analysis report and concrete recommendations for the next academic year. The IQAC interacts with various department heads, and center heads periodically and evaluates the progress of the implementation of the recommendations.

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Are there any specific challenges or obstacles faced in implementing quality assurance measures, and how are they addressed?

Challenges are treated as the strength of IQAC as we are determined to address those challenges for the effective implementation of the IQAC initiatives. The first and foremost important task is to win the confidence of all the stakeholders. For any new initiative, there will be resistance from a section of the members. It is the prime responsibility of the IQAC team to address their concerns and educate them about the benefits they may receive from the implementation of the initiatives. In a semester pattern, time plays a pivotal role. This means timely and efficient execution of the assigned tasks and the implementation of the quality initiatives, its analysis, measurement of outcome, and its impact make the difference. These challenges are addressed by a collaborative and supportive work culture induced within the institution.

How does IQAC collaborate with different departments and stakeholders to ensure a holistic approach to quality assurance?

IQAC does not exist without collaboration with the stakeholders and the leadership team of the various departments and central units such as CEED, CRID, CIST, IIC, DSA, T&P, and Examination cell, Administratio,n, etc. In this context only one can view quality assurance through a collaborative and holistic approach to a sustainable growth. The quality initiatives, whatever may be for the Institution as a whole and IQAC plays a pivotal role by recommending quality initiatives, assisting their implementations, extending training for it auditing the process and its quality, identifying the gaps, providing feedback for action and verification of its final status.

What communication channels are in place to disseminate information regarding quality assurance policies and updates to the faculty and staff?

Dissemination of information and its seamless flow is of paramount importance to IQAC. In this connection, the channels such as regular meetings of the IQAC coordinators, E-mails, Whatsapp, Internal office circulars,s, and web pages are wide open. Institutional IQAC meetings are held twice a year for criteriawise analysis, and discussion and to prepare the recommendations for subsequent actions. The meetings are conducted with the stakeholders in order to disseminate the information.

How does IQAC collect feedback from faculty, students, and other stakeholders to identify areas for improvement?

Feedback collection, analysis, action, and impact analysis are continuous and unavoidable processes for quality assurance practiced by the IQAC. We use Google Forms to collect the feedback. From the students, feedbacks are taken twice in a semester. One immediately after the first mid-examination and the other after the second mid-examination. After the analysis, the concerned HODs will suggest suitable measures for improvement/encouragement and in certain cases, the faculties are mentored. In the same way, feedbacks are collected from the other stakeholders including the Alumni. In addition to this mode of collection, the HODs, Deans directly interact with the students and collect the same. The meetings are conducted once a month the feedback is received and appropriate actions are initiated. Course exit surveys and program exit surveys are conducted regularly in the direction of quality assurance.

What strategies are in place to ensure continuous improvement in the quality assurance processes at KG Reddy College?

At KG Reddy College of Engineering & Technology, the IQAC is striving to ensure continuous improvement of quality assurance by offering programs that meets the requirements of all the stakeholders. The IQAC monitors and evaluates the effectiveness of the various aspects to reach beyond the predetermined quality criteria. We understood that a curriculum that is up to date and meets the expectations of the industry isa must towards quality assurance. So we undertook the curriculum revision that assures employability skills of our graduates. This revision is a continuous process for us. Enrollment of quality students is another strategy that we are following. Continuous effort is on this line to attract the good rank holders to choose our college. Then comes the recruitment of qualified and experienced faculties. Better pay packages, free transport, research incentives, duty leaves for attending seminars/conferences, FDPs other welfare schemes, etc are part of HR policy to do quality recruitments. The Center for Engineering Education Development (CEED) is established to promote active/Project-based/Experiential learning. The Center for Research Innovation and Development (CRID) is established to promote research in the college. It promotes a culture of research and innovation. Our faculties are exposed to research and every year a good number of research papers are published in SCI/ Scopus/Web of Science journals. We have fostered collaboration with Reputed universities, institutions, and Industries for research, internships, and projects. To promote the holistic development of our graduates, the Department of Student Affairs is being established. We have a Center for Social Innovation and Transformation (CIST) through which the students are undertaking community projects, and involved in community engagements and social innovations. For innovations, infrastructure development such as buildings, laboratories, library facilities, etc. is essential and we have established an Innovation Hub to serve this purpose. In this era of technological advancement, digital learning is the answer and we provide the modern tools such as ICT enabled classrooms, digital library, WiFi enabled campus for the same. Another important strategy that we adopt is to make our students sensitized the human values, culture, social responsibility, gender equality, and constitutional duties by conducting a sequence of appropriate programs. All these measures need continuous improvement and the IQAC is committed to it by following the laid down SOPs for effective Quality assurance.