NAAC
1.1 Curricular Planning and Implementation
Description | Links |
Effective Curriculum Delivery Flow Chart | View Document |
Academic Calendar | View Document |
Subject Choice e-mails | View Document |
Syllabus Coverage Status – Notices | View Document |
Time Table | View Document |
Teaching Plan | View Document |
Course File | View Document |
Teacher Guardian Faculty Members | View Document |
Internal Examinations | View Document |
Continuous Assessment System | View Document |
Description | Academic Year 2022-23 | Academic Year 2021-22 | Academic Year 2020-21 | Academic Year 2019-20 | Academic Year 2018-19 |
Academic Calendars | View Document | View Document | View Document | View Document | View Document |
Time Tables | View Document | View Document | View Document | View Document | View Document |
Subject – Choice Notices | View Document | ||||
Syllabus Coverage Status – Notices | View Document | ||||
Internal Examinations | View Document |
1.2 Academic Flexibility
Details of Add on / Certificate / Value added programs
Programme | Academic Years | ||||
MBA | 2022-23 | 2021-22 | 2020-21 | 2019-20 | 2018-19 |
Add on / Certificate / Value added programs details | View Document | View Document | View Document | View Document | View Document |
Certificates of Add on / Certificate / Value added programs | View Document | View Document | View Document | View Document | View Document |
Programme | Academic Years | ||||
MCA | 2022-23 | 2021-22 | 2020-21 | 2019-20 | 2018-19 |
Add on / Certificate / Value added programs details | View Document | View Document | View Document | View Document | View Document |
Certificates of Add on / Certificate / Value added programs | View Document | View Document | View Document | View Document | View Document |
Programme | Academic Years | ||||
MBA & MCA | 2022-23 | 2021-22 | 2020-21 | 2019-20 | 2018-19 |
List of students and the attendance sheet for Add on / Value added programs | View Document | View Document | View Document | View Document | View Document |
List of Notices, Syllabus, Brochure and Attendance of Add on / Certificate / Value added programs
Programme | Academic Years | ||||
MBA & MCA | 2022-23 | 2021-22 | 2020-21 | 2019-20 | 2018-19 |
Notices, Syllabus, Brochure and Attendance of Add on / Certificate / Value added programs details | View Document | View Document | View Document | View Document | View Document |
Sample reports of Add on / Certificate / Value added programs
Academic Years | Description | Link |
2022-23 | 1. Advance Excel & Power BI | View Document |
2. FUEL | View Document | |
3. RUBICON | View Document | |
4. Six Sigma | View Document | |
5. TCS-ION | View Document | |
2021-22 | 1. BSE | View Document |
2. FUEL | View Document | |
3. GTT | View Document | |
4. RUBICON | View Document | |
5. Six Sigma | View Document | |
6. TCS-ION | View Document | |
2020-21 | 1. Bloomberg | View Document |
2.GTT | View Document | |
3. TCS-ION | View Document | |
2019-20 | 1. Bloomberg | View Document |
2. TCS-ION | View Document | |
2018-19 | 1. Bloomberg | View Document |
1.3 Curriculum Enrichment
Institution integrates crosscutting issues
Description | Link |
List of courses that addresses the crosscutting issues | View Document |
Details of courses that addresses the crosscutting issues | View Document |
Syllabus of MBA and MCA Programme | View Document |
Links for the List of students along with the details of Project title, place of work, duration etc.
Sr. No. | Name of Programme | Programme Code | Link for the List of Students |
1. | MBA | 611310110 | View Document |
2. | MCA | 623124110 | View Document |
Link for the Project – Relevant Documents
Sr. No. | Name of Programme | Programme Code | Link for Relevant Documents |
1. | MBA | 611310110 | View Document-Part A View Document-Part B |
2. | MCA | 623124110 | View Document-Part A View Document-Part B |
Link for the List of students undertaking Project work / Field work / Internships (MINI-PROJECTS)
Sr. No. | Name of Programme | Programme Code | Link for the List of Students |
1. | MCA MINI Project DSA & Java | 623124110 | View Document |
2. | MCA MINI Project AIT & PP | 623124110 | View Document |
3. | MCA MINI Project Android & KRAI | 623124110 | View Document |
1.4 Feedback System
Feedback on Academic Performance and Ambience of the Institute | ||
Stakeholders | Sample filled in Feedback Forms | Analysis and Action taken Report on Feedback |
Student | View Document | View Document |
Teacher | View Document | View Document |
Alumni | View Document | View Document |
Employer | View Document | View Document |
Feedback on Curriculum / Syllabus | ||
Student | View Document | View Document |
Teacher | View Document | |
Alumni | View Document | |
Employer | View Document | |
Communication with the Affiliating University (SPPU) for the Feedback of Stakeholders | View Document |
2.1 Student Enrollment and Profile
2.1.1 Student Enrollment The Institute is committed to maintain a diverse and inclusive student body, ensuring that students from various backgrounds have access to high-quality education. The enrollment process is transparent and follows the guidelines set by regulatory bodies. The Institute follows centralized admission process run by DTE Maharashtra.
Particulars | 2022-23 | 2021-22 | 2020-21 | 2019-20 | 2018-19 |
Student enrollment list with Summary MBA | View Document | View Document | View Document | View Document | View Document |
Student enrollment list with Summary MCA | View Document | View Document | View Document | View Document | View Document |
AICTE letter Extension of Approval-MBA | View Document | View Document | View Document | View Document | View Document |
AICTE letter Extension of Approval-MCA | View Document | View Document | View Document | View Document | View Document |
Savitribai Phule Pune University Affiliation letter MBA & MCA | View Document | View Document | View Document | View Document | View Document |
2.1.2 Seats filled against reserved categories
The Institute strictly adheres to the reservation policies mandated by the government to ensure equitable access to education for students from various backgrounds. The Institute follows the state government rules and regulations for reserved categories.
Particulars | 2022-23 | 2021-22 | 2020-21 | 2019-20 | 2018-19 |
State Government letter indicating reserved categories with Admission Seat Matrix for MBA | View Document | View Document | View Document | View Document | View Document |
State Government letter indicating reserved categories with Admission Seat Matrix for MCA | View Document | View Document | View Document | View Document | View Document |
Student enrollment list with Summary MBA | View Document | View Document | View Document | View Document | View Document |
Student enrollment list with Summary MCA | View Document | View Document | View Document | View Document | View Document |
2.2 Student Teacher Ratio
Particulars | Links |
Student-Teacher Ratio for 2022-23 | View Document |
Student-Teacher Ratio for 2021-22 | View Document |
Student-Teacher Ratio for 2020-21 | View Document |
Student-Teacher Ratio for 2019-20 | View Document |
Student-Teacher Ratio for 2018-19 | View Document |
2.3 Teaching- Learning Process
Student Centric Methods:
Faculties at SIOM enhance the student learning experience through various methods, including lectures, tutorials, practical exercises, case studies, projects, seminars, internships, and industry visits. Facilities such as internet access, computer labs, and LCD projectors support this process. Additionally, online platforms, software, and app-based tools are utilized. Examples of experiential, participative, and problem-solving learning methods are detailed below.
Experiential Learning Tools:
Experiential learning at SIOM employs various tools, such as Summer Internship Projects, Industrial Visits, Live Projects, and BRM projects. During the eight-week full-time Summer Internship Project, students learn essential business practices. Industrial Visits provide insights into human resource and operations management. MCA students gain practical experience with different programming languages through live projects. Additionally, students undertake live research projects as a part of their curriculum.
Particulars | Links |
Summer Internship Projects | View Document |
Live Projects & Laboratory Practical Sessions | View Document |
Industrial Visits | View Document |
Business Research Methods Projects | View Document |
Participative Learning Tools:
Participative learning methods at SIOM encompass regular classes, research paper writing and publication in UGC CARE, Scopus, and other indexed journals, Bloomberg sessions, Campus to Corporate activities, and certification courses from platforms like SWAYAM, NPTEL, Coursera, and Udemy etc. The Students Training Program (STP) prepares students for placements through aptitude tests, group discussions, and mock interviews. Campus to Corporate (C2C) activities, including guest speakers and alumni talks, occur weekly. Students are also encouraged to engage in management events like Spectrum, Techdrill to nurture creativity, leadership, and confidence.
Particulars | Links |
Research Paper Publication | View Document |
Students Training Program | View Document |
Certification Courses | View Document |
C2C Activities | View Document |
Event Participation | View Document |
Problem Solving Methodologies:
Case Based Learning: Numerous cases of different subjects are conducted by expert faculties for the students. HBSP cases are used as resource material for this case based learning activity. Workshops related to stock markets are conducted for the students through Bloomberg training sessions.
Particulars | Links |
Case Studies | View Document |
Bloomberg | View Document |
ICT Enabled Tools:
At SIOM, Learning Management Software (LMS) such as Moodle and Google Classroom serve as platforms for sharing study materials like teaching notes, presentations, and videos. LMS Moodle also facilitates business quizzes and online assignments. Academic sessions utilize PowerPoint presentations, video clips, and case studies. Both faculty and students are encouraged to leverage ICT facilities for effective teaching and learning. The institute boasts a robust internet bandwidth of 48 MBPS and an ample number of computers for practical sessions and internet use. During the pandemic, lectures were conducted online via platforms like Microsoft Teams and Zoom etc.
Particulars | Links |
Learning Management System | View Document |
Online Teaching Platforms | View Document |
Webinars | View Document |
2.4 Teacher Profile and Quality
2.4.1 Full-time teachers against sanctioned posts
Particulars | Links |
Summary of Full Time Teachers for 2022-23 | View Document |
Summary of Full Time Teachers for 2021-22 | View Document |
Summary of Full Time Teachers for 2020-21 | View Document |
Summary of Full Time Teachers for 2019-20 | View Document |
Summary of Full Time Teachers for 2018-19 | View Document |
2.4.2 Percentage of full time teachers with NET/SET/SLET/ Ph. D./D.Sc. / D.Litt./L.L.D.
Particulars | Links |
Summary-of-Ph.D.-or-NET-or-SET-Awarded | View Document |
2.5 Evaluation Process and Reforms
2.5.1 Mechanism of internal/ external assessment is transparent and the grievance redressal system is time- bound and efficient
The Institute adheres to SPPU norms for internal assessments. A subject-wise internal assessment list is created per university guidelines, and the schedule is communicated via notice boards, WhatsApp, and email. Teachers also inform students during lectures. Evaluations include MCQs, quizzes, assignments, and surprise tests, conducted offline. Results are displayed on notice boards and discussed with students individually to identify areas for improvement. Mid-term and end-term exams are conducted to build student confidence for university exams.
Assessment criteria vary by subject to enhance employability, and daily classroom activities embed assessments to track skill and knowledge development. Tools used include quizzes, presentations, case studies, and exams.
Grievance Redressal
Institute Level: The grievance redressal cell addresses student issues. An Internal Examination Committee oversees exams, assessments, and grievances. Results are posted on notice boards and WhatsApp to ensure transparency. Any reported grievances are promptly addressed and corrected.
University Level: Issues like result corrections, revaluations, and mark sheets are managed by the exam section. Students can request revaluation for a fee, and the university provides answer sheet copies for verification. Complaints are handled through online forms and forwarded to the university if needed.
Mechanism of Internal and External Assessment
Particulars | Document |
MBA Course Types, MBA Programme Structure | View Document |
MBA Programme Course Types & Evaluation Pattern | View Document |
MBA & MCA Concurrent Evaluation and Examination Structure | View Document |
MBA – List of Concurrent Evaluation Criteria | View Document |
MBA Comprehensive Concurrent Evaluation (CCE) | View Document |
MBA End Semester Evaluation (ESE) | View Document |
MCA Programme Evaluation and Assessment | View Document |
MCA Concurrent Evaluation and Examination Structure | View Document |
MCA – List of Concurrent Evaluation Criteria | View Document |
Examination Rules and Grievance redressed System with evidences
Particulars | Document |
Examination Guidelines | View Document |
Examination Committee | View Document |
Structure of Theory Subject internal Examination | View Document |
Structure of Project Internal Examination | View Document |
Grievance Procedure for Internal Examination | View Document |
Mechanism for dealing with examination related grievances is transparent, time bound and efficient. | View Document |
Details of Mechanism to deal with exam related grievance at Institute Level | View Document |
Details of Mechanism to deal with exam related grievance at University Level | View Document |
2.6 Student Performance and Learning Outcomes
2.6.1 Programme Outcomes (POs) and Course Outcomes (COs)
The Institute outlines the learning objectives, vision, and mission for each academic program, adhering to Savitribai Phule Pune University (SPPU) guidelines. POs describe the knowledge, skills, and attitudes expected of graduates, while COs specify learning objectives for each course. These are communicated through induction programs, orientation sessions, and course reviews. POs and COs are displayed on the college website and detailed in the university syllabi. They are regularly discussed in classes to ensure awareness among students and are aligned with Bloom’s Taxonomy for assessment purposes.
Particulars | Links |
MBA CO PO PSO Mapping Process | View Document |
MCA CO PO PSO Mapping Process | View Document |
Institute Website Link of Cos & POs | View Document |
2.6.2 Attainment of POs and COs are evaluated
POs are mapped with COs to ensure targeted outcomes. CO attainment is measured through:
Direct Assessment: 20% internal (e.g., CCEs) and 80% external (university exams).Indirect Assessment: Feedback from students, employers, and alumni.
CO Attainment Process:
1. Define COs with Bloom’s Taxonomy levels.
2. Set target achievement levels for COs.
3. Analyze past data to determine achievement levels.
4. Assign assessment tools to each CO.
5. Calculate CO achievement for internal and external assessments.
6. Derive the final CO achievement score.
Assessment Tools:
Internal: Problem/practical assessments, tutorials, MCQs, case studies, presentations, assignments, group discussions, mini projects, mid-term, and end-term exams etc.
External: University exams.
PO Attainment Process:
1. Direct Assessment: Average PO attainment of all courses (50% weightage).
2. Indirect Assessment: Surveys (20% weightage):
– Students’ Feedback: Exit surveys.
– Employers’ Feedback: Industry readiness.
– Alumni Feedback: Program feedback.
Direct assessment is weighted at 80%, and indirect assessment at 20%. Evaluating POs and COs ensures programs and courses meet educational goals, preparing students for successful careers and societal contributions.
Particulars | Links |
Sample file of COPO Attainment of MBA | View Document |
MBA Semester Wise CO-PO Attainment level | View Document |
Sample file of COPO Attainment of MCA | View Document |
2.6.3 Pass percentage of Students during last five years
Particulars | 2022-23 | 2021-22 | 2020-21 | 2019-20 | 2018-19 |
Summary of MBA Result | View Document | View Document | View Document | View Document | View Document |
Summary of MCA Result | View Document | View Document | View Document | View Document | View Document |
MBA Students’ Final Year Student list | View Document | View Document | View Document | View Document | View Document |
MCA Students’ Final Year Student list | View Document | View Document | View Document | View Document | View Document |
Certified report from Controller Examination | View Document |
3.2.2 Workshops/seminars/conferences
Year | Link to the Activity report on the website |
2022-23 | View Document |
2021-22 | View Document |
2020-21 | View Document |
2019-20 | View Document |
2018-19 | View Document |
3.3.1 Number of research papers published per teacher in the Journals notified on UGC
CARE list during the last five years
Year | Link to article / the first page/ paper / abstract of the article |
2022-23 | View Document |
2021-22 | View Document |
2020-21 | View Document |
2019-20 | View Document |
2018-19 | View Document |
3.3.2 Number of books and chapters in edited volumes/books published and papers published in national/ international conference proceedings per teacher during last five year
Year | Link to the relevant document |
2022-23 | View Document |
2021-22 | View Document |
2020-21 | View Document |
2019-20 | View Document |
2018-19 | View Document |
3.4.3 Number of extension and outreach programs conducted by the institution through organized forums including NSS/NCC with involvement of community during the last five years
Year | Link to the relevant document |
2022-23 | View Document |
2021-22 | View Document |
2020-21 | View Document |
2019-20 | View Document |
2018-19 | View Document |
3.5.1. Number of activities under MoUs/linkages with institutions/ industries in India and abroad for internship, on-the-job training, project work, student / faculty exchange and collaborative research during the last five years
Year | Link to the relevant document-Activities |
2022-23 | View Document |
2021-22 | View Document |
2020-21 | View Document |
2019-20 | View Document |
2018-19 | View Document |
3.5.1. Number of functional MoUs/linkages with institutions/ industries in India and
abroad for internship, on-the-job training, project work, student / faculty exchange and
collaborative research during the last five years
Year | Link to the relevant document-MoU |
2022-23 | View Document |
2021-22 | View Document |
2020-21 | View Document |
2019-20 | View Document |
2018-19 | View Document |
Criterion 5 – Student Support and Progression
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5.1 Student Support |
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5.1.1 |
Scholarships
and freeships provided by the institution,
government and non-government bodies, industries, individuals,
philanthropists
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5.1.2 |
Capacity building and skills enhancement initiatives taken by the institution
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5.1.3 |
Percentage of students benefited by guidance for competitive
examinations and career counselling offered by the Institution
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5.1.4 |
The Institution has a transparent mechanism for timely redressal of
student grievances including sexual harassment and ragging cases
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5.2 Student Progression |
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5.2.1 |
Percentage of placement of outgoing students and students progressing
to higher education |
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5.2.2 |
Percentage of students qualifying in state/national/ international
level examinations
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5.3 Student Participation and Activities |
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5.3.1 |
Number of awards/medals for outstanding performance in sports/
cultural activities at University / state/ national
/ international level
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5.3.2 |
Average number of sports and cultural events/competitions in which
students of the Institution participated
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5.4 Alumni Engagement |
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5.4.1 |
There is a registered Alumni Association that contributes significantly
to the development of the institution through financial and /or other support
services
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6.1 Institutional Vision and Leadership
Vision Mission Display in the Institute, College Magazine, Admission Brochure
Governing Body Committee & LMC
Governing Body Minutes of Meeting and Attendance
IQAC Committee, Minutes of Meeting and Action taken report 2022-2023
IQAC Committee, Minutes of Meeting and Action taken report 2021-2022
IQAC Committee, Minutes of Meeting and Action taken report 2020-2021
IQAC Committee, Minutes of Meeting and Action taken report 2019-2020
IQAC Committee, Minutes of Meeting and Action taken report 2018-2019
Capacity Building activities – Soft Skills
Capacity Building activities – Life Skills
Capacity Building activities – Language & Communication
Capacity Building activities – Awareness Of Trends In Technology
6.2.1 Strategy Development & Deployment
Institutional Service Rules, Regulations and consultancy guidelines
Institute Strategic plan and Deployment
6.2.2 Implementation of e-governance in areas of operation
6.3 Employee Empowerment Strategies
6.3.1 Employee Welfare Measures
Maternity Leave of 180 days Teaching Faculty Staff
Maternity leave of 180 days Non-Teaching Staff
Extension of maternity leave (90 Days)
STES Service rules and regulations
Institutions Performance Appraisal System
6.3.2.1 Financial Support to Faculties to attend conference/workshops and towards membership fee of professional bodies
No. of faculty receiving financial support for A.Y. 2022-23
No. of faculty receiving financial support for A.Y. 2019-20
No. of faculty receiving financial support for A.Y. 2018-19
6.3.3.1 Total number of teaching and non-teaching staff participating in Faculty development Programs (FDP), professional development /administrative training programs
6.4 Financial Management and Resource Management
Audit Report for Financial Year 2022-23 | View Document |
Audit Report for Financial Year 2021-22 | View Document |
Audit Report for Financial Year 2020-21 | View Document |
Audit Report for Financial Year 2019-20 | View Document |
Audit Report for Financial Year 2018-19 | View Document |
Funds/Grants received from Government and non-government Agencies | View Document |
Budget and Expenses | View Document |
Fee Regulating Authority – Proposal and Approvals for A. Y. 2022-23 | View Document |
Fee Regulating Authority – Proposal and Approvals for A. Y. 2020-21 | View Document |
Fee Regulating Authority – Proposal and Approvals for A. Y. 2019-20 | View Document |
Fee Regulating Authority – Proposal and Approvals for A. Y. 2018-19 | View Document |
6.5.1 Internal Quality Assurance Cell (IQAC)
Strengthening Core and Interdisciplinary Activities
Strengthening Core Concepts Finance Sessions for Non-finance background students 2022-2023
Finance Sessions for Non-finance background students 2021-2022
Innovation Learning Cells
E-Resources Usage and Development
Fundamentals of Digital Marketing
BSE Certificate-Overview of Capital Market
Counselling through TG Scheme
Promoting the culture of Research
6.5.2 Quality Assurance Initiatives of the Institution
Regular Meetings of IQAC
Collaborative Quality Initiatives of the Institute
Feedback Mechanism
Alumni Feedback on Institute Ambience
Alumni-Feedback on the Academic Performance and Ambience Action-Taken Report
Employer’s Feedback on Syllabus
Employer’s Feedback on Institute Ambience
Employer’s Feedback on the Academic Performance and Ambience Action-Taken Report
Student’s Feedback on Syllabus
Student’s Feedback on Institute Ambience
Student’s -Feedback on the Academic Performance and Ambience Action-Taken Report
Teacher’s Feedback on Syllabus
Teacher’s Feedback on Institute Ambience
Teacher’s -Feedback on the Academic Performance and Ambience Action-Taken Report
7.1 Institutional Values and Social Responsibilities
DESCRIPTION | YEAR | LINK |
Safety Measures for Women | – | View Document |
Gender Audit Report | – | View Document |
Gender Equity Sensitization Initiatives | 2022-2023 | View Document |
Gender Equity Sensitization Initiatives | 2021-2022 | View Document |
Gender Equity Sensitization Initiatives | 2020-2021 | View Document |
Gender Equity Sensitization Initiatives | 2019-2020 | View Document |
Gender Equity Sensitization Initiatives | 2018-2019 | View Document |
Annual Gender Sensitization Plan | 2022-2023 | View Document |
Annual Gender Sensitization Plan | 2021-2022 | View Document |
Annual Gender Sensitization Plan | 2020-2021 | View Document |
Annual Gender Sensitization Plan | 2019-2020 | View Document |
Annual Gender Sensitization Plan | 2018-2019 | View Document |
PARTICULARS | LINK |
Alternate Sources of Energy and Energy Conservation Measures | View Document |
Management Of the Various Types of Degradable and Nondegradable Waste | View Document |
Water Conservation | View Document |
Green Campus Initiatives | View Document |
Disabled-Friendly, Barrier-Free Environment | View Document |
7.1.2 INSTITUTIONAL GREEN CAMPUS POLICY
7.1.4 INSTITUTIONAL VALUES AND SOCIAL RESPONSIBILITIES
Description | Link |
Cultural Activities | View Document |
Regional | View Document |
Linguistic | View Document |
Communal Socioeconomic | View Document |
Human Rights & Ethics | View Document |
Dr. Daniel Penkar for Social Cause Cultural and regional Values | View Document |