consolidated ncaaa report ver2

المملكة العربية السعىدية العبليمجلس التعليم

الهيئة الىطنية للتقىيم واالعتمبد األكبديميNational Commission for Academic Accreditation & Assessment

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King Faisal University

Responses to Recommendations in

Developmental Review of 2008

April 2011



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PREFACE

Significant achievements have been made by King Faisal University (KFU) both as part of its continual strive toward academic excellence and as a result of the actions taken since its previous Institutional Accreditation Review in November 2008. This report provides a critical wide-ranging view of KFU while taking into consideration the recommendations of the said Institutional Accreditation Review. KFU submit this report, as a continuous effort to attain KFU‟s Vision which is “ to be among outstanding universities recognized for community engagement through excellence in education, research and leadership” This report might contain different order of the recommendations of the review panel of 2008. Also, the responsible person might be changed according to the establishment of new deanships or units.



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TABLE OF CONTENTS

Office In Charge/Recommendation (s) Page # Deanship of Graduate Studies (D.PG) 3-4

Recommendation(s) 17,18

Deanship of Academic Development (D.HED) 5-7 Recommendation(s) 33,35,38,44,9,11,12,15,16,34

Deanship of Student Affairs (D.SA) 8-9 Recommendation(s) 19.20

Deanship of Preparatory Year (D.PY) 10-11 NCAAA # N3

Deanship of Libraries (D.LA) 12-14 Recommendation (s) 21,22,23,24,25 NCAAA # N39

Deanship of Faculty Affairs (D.FA) 15-16 NCAAA # A24

Deanship of Scientific Research (D.SR) 17-18 Recommendation (s) 36,37,39

Deanship of Quality Assurance and Academic Accreditation 19-23 Recommendation (s) 1,3,8,15 NCAAA # B15, 8

Female Department (VD.GS) 24-25 Recommendation (s) 13,28,40,43

New Campus Administration (UC.Ad) 26-29 Recommendation (s) 30 NCAAA # C29a, C29b

Department of Community Relations, Deanship of Academic Development (CPD.Ad)

30-31

Recommendation 41,42,46,47,45

Deanship of Information Technology (D.IT) 32-35 Recommendation(s) 26,27

Financial and Administrative Affairs (FAA.AD) 36-38 Recommendation (s) 29,31,32 NCAAA # A36,C14, B36



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1. Department or Organizational Unit Deanship of Graduate Studies (D.PG)

2. Recommendation/s

No(s) NCAAA#: 4 Panel : #17 SSD1#: DQAAA Booklet p.15

Recommendation 17: The vice-rector of graduate studies and research should lead a review of the quality post-graduate programs, including but not limited to the rigor of curriculum, expectations of faculty supervision, and support for student research.

Panel : # 18 DQAAA Booklet p.16

Recommendation 18: KFU should ensure that its policies and practices for the supervision of students preparing post-graduate thesis reflect international standards of good practice.

3. Action Planned:

Evaluation procedure for all postgraduate programs has been designed and was distributed to all departments. External and internal committees will be formed to evaluate our procedure and survey results. There will be a major revision in all postgraduate programs to make a systematic curriculum review, revision, implementation and outcome assessment: Curriculum planning, development and implementation. Monitoring system for assessment and effectiveness Outcomes evaluation and on-going improvement mechanism

Funds for postgraduate research already exist via deanship of scientific research and KACST. In addition a private sector will be invited to contribute.

The policy and practice of graduate students supervision is already practiced in the university and governed by deanship of graduate studies council. However, international esteemed university and or special assessors will be consulted to improve our procedures. The final touched of the unified graduate study regulation English version are to be finished soon and posted in our website.

All graduate students guides and forms will be reviewed and evaluated to meet international standards.

Person Responsible Dean of Graduate Studies

Date for Completion

4. Reasons if no Action Planned N/A

Approved



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5. Summary Report on Action Completed The following evidences are provided for each recommendations: Recommendation 17:

Evaluation report of the existing post graduate program (D.PG1)

Committees formed as well as survey result undertaken to evaluate the post graduate (D.PG1)

Recommendation 18:

Copy of the policy for supervision of graduate student (D.PG2)

Unified graduate study regulation in English (D.PG2)

Guides and forms for graduate students (D.PG2)

Completion Certified Date Completed 24/04/2011



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1. Department or Organization Unit

Deanship of Academic Development (D.HED)

2. Recommendation /s

No(s) Panel # 33, 35, 38, 44 ,9, 11, 12, 13, 15, 16,34) DQAAA Booklet p.33 DQAAA Booklet p.33 DQAAA Booklet p.33 DQAAA Booklet p.33 DQAAA Booklet p.33 DQAAA Booklet p.33 DQAAA Booklet p.33 DQAAA Booklet p.33 DQAAA Booklet p.33 DQAAA Booklet p.36

Recommendation 33: The University should implement an overarching faculty evaluation process that requires individual members of staff to compile annual work plans which set out their goals for the year, which align with the university and college goals, and the nature of the support they would need to achieve those goals. Recommendation 35: The University should introduce a program for faculty with an interest and a talent for leadership roles to access leadership and management training opportunities. Recommendation 38: KFU should establish uniform, required processes for an annual review and development plan for faculty members and periodic program review procedures to insure that all faculty members in all departments are sufficiently engaged in scholarly activity and professional practice to offer students a current curriculum. Recommendation 44: KFU should recognize effective community service as an aspect of the faculty promotion and reward system and establish other incentives, if necessary, for faculty and staff to participate in community-related initiatives. Recommendation 9: The university should identify excellent teaching practices within the university and use them to seed better teaching strategies throughout the institution. Recommendation 11: Greater efforts need to be taken to move to a student-centered learning approach. Recommendation 12: The Deanship for University Development has the potential to support improvements in teaching; college and faculty leadership should actively encourage faculty participation in these programs. Recommendation 15: Faculty need to learn how to integrate “soft skills” such as communication and team work; Recommendation 16: How to increase faculty understanding, perhaps from more field experience, of the expectations of the workplace. Recommendation 34 : The University should ensure that its program of staff development for new and established faculty is well publicized and obligatory and includes teaching practices and Web CT and other technologies. It will also be important for teaching staff to be able to share practice and consider how they can learn from each other as well as colleagues from other institutions.



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3. Action Planned

Within the 2009/2010 academic year, the DSD/DAD will work with Faculty Affairs to create and systematically implement:

Faculty quality standards and associated competencies for the four primary roles of faculty (1. teaching

1, 2. research, 3. university service / leadership and 4. community

service) that meet international levels and support university goals;

Policies, training, tools and resources, supports, certification and awards, and research to address all four primary roles, phased in the order above;

Quality assessment policies and practices that support faculty development;

Tools and processes (ePortfolio) for faculty to manage and report professional development and professional work plans;

Training, administrative tools and processes, and research to support faculty evaluation, development and advancement.

Working with Faculty Affairs, DSD/DAD will ensure that all faculty have the opportunity to create a teaching portfolio (2009/2010) and then the obligation to create an ePortfolio (2010/2011) that documents achievements and Continuing Professional Development in all four primary roles, including scholarly activity and professional practice. Working with VP Research, DSD/DAD will ensure that all faculty have necessary research skills, the ability to teach research skills, and projects within which to engage and support student researchers. Working with Faculty Affairs and the Director of Community Service (proposed), DSD/DAD will ensure that faculty have expectations of and opportunities for effective community service.

4. Person Responsible Deanship for Academic Development

Date for Completion

5. Summary Report on Action Completed The Deanship for Academic Development organized program activities for each recommendations For Recommendation #33:

1. Workshop for faculty members on (D.HED1)

- “ Design Your Webpage” - “Skills of Using Blackboard” - “Using: Publisher” 2. Workshop on Designing ePortfolios (D.HED1)

- List of participants names. - Scientific content of the Training Program

For recommendation #35

1. The Essential Academic Leader (D.HED2) 2. Recruiting, Developing and Retaining a Faculty for the Twenty First Century (D.HED2) 3. Engaging Virtual Community: Tools and Strategies for Collaborative Research (D.HED2)



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4. Academic Leadership Influenced by Change (D.HED2) For Recommendation # 38

1. Professional Development Certificate for Faculty (D.HED3) 2. Formal letters concerning the certificate (D.HED3)

For Recommendation # 44 An agreement between KFU and Portland State University for Community Service Skill training

1. Names of the delegates (D.HED4) 2. Contractual Agreement between KFU and PSU (D.HED4) 3. A table of all TPs for faculty provided with the one mentioned highlighted (D.HED4)

For Recommendation 9 & 11: An agreement between KFU and University of Virginia on TS (D.HED5)

1. List of names of participants (D.HED5) 2. Contractual Agreement (D.HED5) 3. A table containing all TS programs (D.HED5)

For Recommendation 12

Faculty Development Program aimed to improve teaching as well as leadership of faculty members were conducted 1. Professional Development Certificate for Faculty (D.HED6) 2. Formal Letters concerning the certificate (D.HED6)

For Recommendation 15

1. A table which is part of DAD‟s total plan showing the „soft skills” (D.HED7)

For Recommendation 16 1. DAD‟s Plan (D.HED8) 2. All training programs in the four basic skills : TS, RS, IT Skills and GS (D.HED8) 3. An official letter showing DAD demanding all related colleges in the University to hold a

workshop on workplace (D.HED8) For Recommendation 34

1. List of names of participants in Southampton Training Program (D.HED9) 2. Proposal of the training program in Southampton (D.HED9) 3. List of participants names (D.HED9)




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1. Department or Organizational Unit Deanship of Student Services (D.SA) 2. Recommendation/s

No(s) Panel # 19 DQAAA Booklet p.17

Recommendation 19: As student support services continue to develop on each campus, a mechanism for evaluating effectiveness and student satisfaction should be put in place, and mechanisms established for coordinating across services and campuses

No(s): Panel #:20 DQAAA Booklet p.19

Recommendation 20: KFU should ensure the best practice model for psychological and careers counseling set out in the Centre of Excellence Project is implemented so that the counseling services are independent of the colleges of the University and are staffed by professionals with specific training in either psychological and careers counseling.

3. Action Planned In Response to Recommendation 19

1. Create inventories / descriptions of services to male and female students at KFU –

Teaching/learning services (e.g., degrees, certificates and diplomas)

Personal support services (e.g., health, psychological and career counseling)

Sports and recreations services

IT and learning support services (e.g., Internet, library, labs)

Facilities, transportation and food services

2. Create consensus-base standards for excellence in student services

Examine international standards and best practices

Involve all stakeholders in discussions and consensus building

Create indicators of excellence for standards from student perspectives

3. Systematically evaluate formatively and summatively the quality of student services

Against international quality standards and best practices

For levels of student and provider satisfaction

4. Create a quality assurance system of continuous improvement in student support services

Examine and modify related policies and practices

Examine and modify resources

Examine and modify evaluation techniques

Link evaluations with other institutional research data for decision-making and reporting purposes

Person Responsible Dean of Student Services

Date for Completion



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4. Reasons if no Action Planned

Approved

5. Summary Report on Action Completed In response to Recommendation 19

Survey on Food Services in the Cafeteria at the University (D.SA1)

Survey on Evaluating Student Experiences in the University (D.SA1) Recommendation 20

Contract Of Female Faculty Member Assigned At The Deanship Of Student Affairs (D.SA2)

Appointment of Supervisor for the unit of Guidance and Counseling (D.SA2)

Annual Report of Guidance and Counseling (D.SA2)

Notice of Meetings of Guidance and Counseling (D.SA2)

Invitation for Meeting of Students About Guidance and Counseling (D.SA2)

Invitation for Workshop for Students by Guidance and Counseling (D.SA2)

Strategic Plan for Guidance and Counseling (D.SA2)

Handbook of Guidance and Counseling (D.SA2)




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1. Department or Organizational Unit Preparatory Year Deanship (D.PY)

2. Recommendation/s

No(s) NCAAA#: 3 DQAAA Booklet p.58

Recommendation N3: Ensure effectiveness, efficiency and quality of the preparatory year, including but not limited to:

Function outside of degree programs

Attention to general learning skills.

Consistency and quality of outcomes.

3. Action Planned:

Formative evaluation of the preparatory year will be conducted annual and summative evaluation will be conducted of the program contract regularly to ensure that key performance indicators are established and achieved.

Working with academic affairs, a report will be prepared to position the preparatory year in the suite of learning services offered by KFU.

Working with the department of skills development, the curriculum will be enhanced to include necessary and appropriate learning skills.

Person Responsible Dean, PYD

Date for Completion


Approved

5. Summary Report on Action Completed The following evidences are provided for to meet the action plan: English

PYD Annual Report (D.PY1)

Student Evaluation Form (D.PY1)

Teacher Observation Worksheet (D.PY1)

Student Feedback Report (D.PY1)

Teacher Observation Checklist (D.PY1)

Teacher Overall report (D.PY1)

Course Specifications for English Courses (D.PY1)

Mathematics

Mathematics Program Report (D.PY2)

Course Specifications (D.PY2)

Computer Skills

IT Literacy Program (D.PY3)

Program Specifications (D.PY3)



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Course Specifications (D.PY3)

Course Planning Matrix (D.PY3)

Course Reports (D.PY3)

KPIs (D.PY3)

Trainers‟ Evaluation (D.PY3)

*** Remarks : PYD needs to submit Annual and Summative Evaluation of the Preparatory Yearn Program, as well as reports of the other Departments (Basic Sciences and Self Development Skills)




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1. Department or Organizational Unit Deanship of Libraries (D.LA)

2. Recommendation/s

No(s) Panel # 21-25, 40 SSD1: N39 DQAAA Booklet p.21

DQAAA Booklet p.21

DQAAA Booklet p.21

DQAAA Booklet p.21

DQAAA Booklet p.21

DQAAA Booklet p.23

DQAAA Booklet p.21

Recommendation 21: The university should ensure that the library develops a strategic plan which responds to the university's plans and policies for teaching and learning for research.

Recommendation 22: The university should ensure funding and staffing are sufficient for the library to be able to develop collections and services commensurate with modern student-centered and resource based learning approaches, and with providing high-level research support for the university's priority research areas.

Recommendation 23:The library should create an environment that caters for student demand for cafe lounge and group work areas where students feel welcome and can work flexibly according to their leaning style.

Recommendation 24: The library resources and access for female students and staff should be significantly improved.

Recommendation 25: Staffing in the library should be upgraded and professionalized to meet the higher service levels required in a modern university.

Recommendation 40: KFU, Alhassa should increase the time allocated for use of the major laboratories and the main library by female faculty members and post-graduate students to make their availability more equitable. The three hours per week allotted is sufficient.

Recommendation N39 : Improve efficacy of library services:

- Extend library opening hours - Rapid provisions of published articles. - Collaboration among users when requesting scientific materials. - Adequate number of equipment, books and periodicals. - Increasing number of qualified libertarian and technical

specialists in programming and networking.

Self sufficient integrated library, especially for females.



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3. Action Planned

Response to Recommendation 21:

The deanship of library affairs has recently developed a new strategic plan which responds to the university's strategic goal of achieving excellence in teaching, learning and research. This plan has already been sent to the university senior administration for approval.

Response to Recommendation 22 & 25:

The deanship of library affairs has already asked the finance department to increase library annual budget to 16,000,000.00 SR (Sixteen Million). We have also requested the human resources department to hire more professional libertarians especially in the female section. In regards to research support, we have always and will continue to respond to the needs of KFU students, staff and researchers within our limited financial resources. In the case of new colleges and departments, we try our best to anticipate their need by providing both books as well as relative periodicals.

Response to Recommendation 23:

The new library building will offer a better environment and more facilities for the visitors Response to Recommendation 24 & 40 :

The old library in the female section is moved to the newly built library for female students at the beginning of next academic year (2009.2010). This modern building will offer more spaces and facilities that should accommodate the students and staff needs.

Person Responsible Dean of Libraries

Date for Completion 14-6-1430 H


Approved



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Library Strategic Plan both in Arabic and English are provided. (D.LA1) Recommendation 22 & 25

A copy of the request letter for Budget of 16,000,000 SR was presented (D.LA2)

A Report on Workshop Conducted for Library Staff (D.LA2)

Library Staff Development Program (D.LA2) Recommendation 23:

Floor Plan for the new library building showing the available facilities such café lounge, group work areas and other facilities for student needs (D.LA3)

Recommendation 24 & 40

There is now a Female Library (D.LA4)

Pictures of female Library (D.LA4)

N39 :

Library Services Report (D.LA5)




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1. Department or Organizational Unit Deanship of Faculty Affairs (D.FA)

2. Recommendation/s

No(s) SSD1: A24 B42 C17

DQAAA Booklet p. 53

DQAAA Booklet p. 53

Recommendation A24:

Develop a plan to attract highly qualified faculty members, and database to record and monitor the documentation of applicants.

Give new faculty members an effective orientation to familiarize them with institute and its services.

3. Action Planned:

In Response to Recommendation A24

1. review current practices for recruitment and hiring to identify strengths and weaknesses. 2. conduct a review to identify best practices in faculty and human capital management. 3. Conduct a review of incentives to attract highly qualified staff and recommend

appropriate incentives to be successful in attracting such staff. 4. create policies and protocols and resources for all recruitment practices, including an

effective PR campaign. 5. Develop clear written guidelines for all aspects of faculty rights and responsibilities,

including but not limited to conflict resolution and access to legal advice on the due process for appeal.

6. create and support a standard procedure, written information and orientation workshop for new staff with regard to living in Al Hassa and working at KFU (July/August 2009).

7. implement and enforce the policies with appropriate expertise and resources. 8. digitize as much of the process of recruitment and hiring as possible. 9. monitor the new policies and practices for impact and for improvements. 10. Working with Academic Development, implement an ePortfolio system for recruitment,

professional development , and evaluation purposes. 11. ensure internal consistency across and between campuses.

Faculty Affairs will contract with relevant expert consultants to conduct steps 1-6 beginning with #1 and 5 and 6 immediately.

Person Responsible Dean, Faculty Affairs

Date for Completion



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Approved

5. Summary Report on Action Completed The following evidences are provided for Recommendation A24 :

Faculty Salary Scale (D.FA1)

Report on Orientation Program for New Faculty Members (D.FA1)

*** Remarks : They are still working on database of applicants




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1. Department or Organizational Unit Deanship of Scientific Research (D.SR)

2. Recommendation/s

No(s): NCAAA: #10 Panel: #36 SSD1: #a37 #b34, b46, b49 #c33 DQAAA Booklet p. 38

Recommendation 36: KFU should develop its own research policies modeled on international standards of good practice that are applicable to all colleges and departments in areas such as intellectual property, research on human subjects, undergraduate research, and other relevant issues.

No(s) NCAAA:#10 Panel: #37 SSD1: b#50 b#51 DQAAA Booklet p.39

Recommendation 37: Using benchmarks, KPIs, and other methods, KFU should 1) evaluate the results of its departmental, college, and Research Council research initiatives and those outlined in the research strategic plan to determine which are truly effective and 2) disseminate information about effective models to all colleges and departments on both campuses. Thus far, KFU's approach to increasing research activity appears to be to launch a whole series of new initiatives simultaneously without necessarily planning an analysis of their results.

No(s): NCAAA: #10 Panel: #39 SSD1: #a37 #b34, b46, b49 #c33 DQAAA Booklet p.33

Recommendation 39: KFU should increase the opportunities for research on the undergraduate level, both through special activities such as the new undergraduate research program in Alhasa and in regular courses. Students on both campuses expressed a desire for more use of teaching strategies that promote active learning and more opportunities to do practical research, and to connect theory with practice, a form of primary research.

3. Action Planned Response to Recommendation 36 :

New rout for financial support of undergraduate research have been approved recently. -The existence financial support plan of KFU cover all scientific subject including the human research subject, intellectual property and other relevant issues.

Recommendation 37:

The deanship of Scientific research is planning to formulate a form/ KPI to evaluate research activity at departmental and college level.

Recommendation 39:

The undergraduate students are urge to apply for funds entitled to promote their creativity, thus, each student receives 5,000 SAR per time.



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Person Responsible Dean of Scientific Research

Date for Completion


Approved


Research Budget utilized by faculty members within the last four years (D.SR1)

Research Budget Utilized by Students within the last Four Years (D.SR1) Recommendation 37:

KPI for Evaluation of Research Activity at colleges, Departments and Research Centers (D.SR2)

Workshop on Scientific Research Strategic Plan (D.SR2) Recommendation 39:

Table of Researches Done within the last Eleven Years (D.SR3)

Research Budget utilized by faculty members within the last four years (D.SR3)

Research Budget Utilized by Students within the last Four Years (D.SR3)

Translation Projects (D.SR3)

Committee Formed to Review Grants from other Agencies (D.SR3)




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1. Department or Organizational Unit Deanship of Quality Assurance and Academic Accreditation

2. Recommendation

No(s) NCAAA#: 1 SSD1#: A 10, B1-3, 13, 17, C1, 8, 12 DQAAA Booklet p.1

Recommendation 1: The Al-Hassa campus of King Faisal University should continue its work to craft a distinctive mission and vision and on this basis to develop a strategic plan that will enable it successfully to pursue its medium-term goals. Develop / enhance institutional quality management skills of SENIOR TEAM and STAFF by conducting workshops &/or training sessions. Begin URGENTLY with Mission, Vision and Strategic planning.

No(s) NCAAA#: 3 SSD1#: A9,13, B 4,7,8, 10, 18, 39, C 5, 13 DQAAA Booklet p.3

Recommendation 3: Each campus should review the level of resources provided and determine whether its new quality unit is adequately funded and staffed to fulfill its responsibilities. Establish adequately staffed Strategic / Quality Management Unit of KFU & relieve the director from other responsibilities to Monitor actions based on recommendations emerged from Initial self study (SSD1). Develop process & tools to periodically review progress & outcomes of these actions. Suggest changes (if necessary) to fulfill recommendations. Develop benchmarks & KPI for KFU. Establish independent means of verifying standards e.g. External examiner.

No(s) Panel #: 8 NCAAA#: NA SSD1#: A26,27,38 DQAAA Booklet p.5

Recommendation 8: The University should establish a set of minimum campus-level practices in quality assurance that will apply to all colleges and programs.

No(s) SSD1#: B15 DQAAA Booklet p.11

Recommendation B15: Finalize the charter of work ethics for all levels of the institute (students, faculty, staff and administration)

No(s) NCAAA#:1,2,4 SSD1#: DQAAA Booklet p.56

Recommendation 8: Absence of Statistical and other evidence Absence of Quantitative indicators and Comparative benchmarks Absence of Institutional Research

3. Action Planned:

In Response to Recommendation 1:

The development and implementation of KFU- AlHassa Strategy is a core function of KFU. In this regard, the QA office will hire an international consult(s) to facilitate the development of KFU first strategy. The Al Hassa campus will provide collaborative leadership to share the vision and strategic priorities within the campus and to the external communities and environment with an informed and engaged faculty.

The QA office in collaboration with the DSD/DAD will systematically develop and implement a professional skills development program of strategic management skills.



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The strategic plan in progress, will include the vital steps to review the policies and practices for institutional capacity-building aimed at enhancement of the all processes and standards for excellence in administration, teaching and learning, research and community service., including but not limited ot:

Personnel recruitment, hiring, training, management and evaluations

Resource management and accountability systems

Student and records management

Facilities and services management

Internal and external communications

IT applications and implications

Program development, implementation, and evaluation

Curriculum planning, development and implementation

systems for assessment and effectiveness of teaching and learning

Outcomes evaluation and on-going improvement mechanism. This policy review will be undertaken in 4 phases:

1. An inventory and analysis of existing policies (and translation to English where necessary)

2. A statement of required policies for effective and efficient systems that meet international standards in higher education (including environmental scan)

3. gap analysis between existing and required policies, and a plan to fill the gaps in a manner consistent with the strategic mission and plan for the University

4. systematic development of comprehensive policies and practices

Because this should be objective and reflect governing legislation, this process may be lead or undertaken by external consultant(s).

Specific to academic standards, the QA Office (being established in the Deanship of QA and representing all the KFU‟s major colleges), will undertake the systematic annual review and determine the effectiveness of the policies and practices to enhance the academic standards for quality education. The action plan shall include:

• Development of consensus-based academic standards that meet international standards in program-related learning outcomes

• Systematic research: data collection, analysis and interpretation • Review and evaluation of curriculum planning and implementation • Comprehensive Assessment Strategy: Assessment of student learning outcomes, faculty

performance evaluation and operational performance management • Analysis and report writing on the final indicators of the accumulated outcomes for the

academic standards

The QA Office will prepare the report to ensure compliance to the desired/accepted academic standards



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The campus annual strategic plan will make critical analysis and review of the resources versus the outcomes to ensure the relevance of the administrative and academic resources for utmost objectivity and productivity.

During the 2009-2010 academic year, the implementation of the plan shall increase the scope for additional manpower resources. The Deanship is in the process of hiring the necessary manpower and expertise.

In the long term, the Deanship will require appropriate resources to:

manage the NCAAA Accreditation process and complete it in a timely fashion.

identify and manage additional relevant quality assurance, accreditation and certification systems standard to higher education system worldwide.

assist in the systematic development of KPIs that contribute to the achievement of the KFU mission and goals.

develop systems that contribute to excellence in all aspects of the operation of the University with an overall aim of achieving international quality standards for inputs, processes and outcomes of the University.


In view of the variations and diversity in program of studies and specializations,, the criterion and standards for quality assurance may vary but a framework of minimum acceptable QA level shall be formulated with certain common KPI‟s and shall be used as reference point for the quality assessment requirements. However, implications of certain subjective/objective issues are to be considered in relation to formulating the common KPI‟s:

SOFT analysis: tests, assignments, quizzes, exams

HARD Analysis: change, development and re-evaluation

Mission and vision: from “faculty-centered to “student-centered”?

To redefine the standards and salient features of implied assessment system

Some of the perceived remedies could be noted as essential parts of our action plan:

Program reviews, mechanism for assessment, fast feedbacks

On-going assessment of student learning outcomes and satisfaction levels

Cognitive and affective active Learning Techniques

Seamless highways of Learning- IT in classrooms, internets, simulating learning models, and distance education provide limitless opportunities to actualize the teaching-learning goals.

Requires new and innovative assessment criterion and approaches to complement the changing trends in evaluating the data/indicators of quality education.

External expertise will be sought to create a Management Information System that contributes to management of KPIs and to achieving the KFU mission for excellence in teaching, learning, research and community service.



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In Response to Recommendation B15:

To ensure productive work environment, the university will finalize and produce the charter of work ethics and moral behaviors to facilitate a systematic and cordial normal work environment to all the participants (students, administration, faculty and administrative staff and others) free of all practices/harassment/prejudices/ and violations of any rules/laws of the Kingdom of Saudi Arabia and that meet International standards for rights and responsibilities.


The institutional data bank is the lifeline for quality education. The Deanship of Quality Assurance shall produce the institutional data semester wide as well as at the end of the academic year on campus objectives and program goals, enrollment, student characteristics, faculty, academic programs and learning outcomes to identify trends, areas of growth, research inputs, community services activities, concerns and issues affecting QA standards and benchmarks. The Deanship of QA shall coordinate the strategic initiatives that:

Will touch upon three major areas: academic affairs, student affairs and administrative affairs

Shall identify key policies and programs that need to be changed to improve the standards of quality assurance

Shall design new programs/assign reasonability to specific units for implementation, and

Provide on-going assessment of the effectiveness of programs, results and policies An end of semester faculty evaluation by students and end of the academic year performance evaluation data (faculty, students and administration) shall be managed by the Deanship of Quality Assurance . Based on the systematic approach(procedures, survey/evaluation forms and administration of the academic activities, the Deanship will coordinate:

Systematic feedbacks from each college, departments/units

Data to be retained in the student record for assessment

Assessment/verification to the compliance of the academic requirements of a degree program

The development and implementation of the campus wide designed faculty student performance evaluation system

Working with the IT department, the QA Deanship will ensure that there is comprehensive Information Management System that meets data gathering and analysis requirements for institutional research, program accountability, quality assessment and assurance.

The Deanship of QA is actively engaged to hire qualified research experts to develop and implement the systematic mechanism for data gathering, analysis, interpretation and assessments of the results for change, development and quality improvement across the campus.

Person Responsible Dean, DQAAA

Date for Completion



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Approved

5. Summary Report on Action Completed The following evidences are provided in response to the Recommendations: Recommendation 1:

KFU Strategic Plan 2011-2015 Recommendation 3:

Website of DQAAA

Establishment ot DQAAA

Staff at DQAAA Recommendation 8:

Contract with Outsource Agency to develop Quality Management System Recommendation B15: Recommendation 8:




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1. Department or Organizational Unit Female Department (VD.GS)

2. Recommendation/s

Panel #13 DQAAA Booklet p.14

Recommendation 13: The qualifications (competencies) of the faculty at the women's campus at Al hassa need o be reviewed and improved.


Recommendation 28: the university should review laboratory access for female postgraduate students.


Recommendation 40: KFU should increase the time allocated for use of the major laboratories and the main library by female faculty members and post graduate students to make their availability more equitable. The three hours per week allotted is insufficient.


Recommendation 43: opportunities should be provided for its female students who wish to do so to become involved in community service and other activities related to the broader community.

3. Action Planned:

Working directly with the Vice Dean of the woman's college, academic development will: 1. Inventory the faculty situation in the woman's college and describe the acquired

competencies for basic instruction, research, university and community service, and IT skills.

2. Discuss present and future qualifications needs, and conduct a gap analysis . 3. Develop and implement a system of professional development for female faculty. 4. Encourage (Support, Reward and enforce) continuing professional development and

skills upgrading by all faculty.

The University will develop, implement and enforce a strict policy of equitable access to quality education and all related services for female students and staff. In the QA Deanship, a Women‟s Advocate will be appointed and empowered to specifically ensure these recommendations are implemented immediately, and related developments will be monitored in a collaborative and positive manner. Working in partnership with the Department of Skills Development and Department of Community Relations, community service and service learning will be systematically developed, promoted and ultimately required of all students and faculty at KFU.

Office Responsible Female Department

Date for Completion


Approved



Page 25


Statistics are available to show the improvement in the qualifications of Female

Department , in terms of qualifications and research output. (VD.GS1)

Academic Development report and Deanship faculty affairs report are provided.

(VD.GS1)

Recommendation 28 & 40

The female department is waiting for the completion of the New building which will house

the Laboratories for female students. (VD.GS2)

There is now a Female Library . Pictures of the library. (VD.GS2)

Recommendation 43

Community involvement of female students are shown on the following reports :

Student affairs report and Aramco report. (VD.GS3) Forum for Early-Childhood. (VD.GS3) Different Activities/festivals done by female department. (VD.GS3)

- Festival for Orphans - Festival for Islamic Studies - Festival to Welcome the King -




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1. Department or Organizational Unit New Campus Administration (UC.Ad)

2. Recommendation/s

No(s) Panel : #30 DQAAA Booklet p.28

Recommendation 30: As new buildings are planned, the need for students to have space for special activities and private study should be recognized.

SSD1# : C29 DQAAA Booklet p.49

Recommendation C29a: Provide urgently adequate decent Halls of Residence for both male and female students during the planning stage, efforts be made to project future increase in student numbers and make appropriate environment for academic work and study such as, individual rooms and reading rooms.

SSD1 # : C29 DQAAA Booklet p.51

Recommendation C29b : Consider carefully limitations of the present buildings and infrastructures in the course of the design of proposed university new campus

3. Action Planned:

In response to Recommendation 30:

In all academic buildings for boys and girls there are always direct contact between the designer and facilities representatives for coal of achieving spaces with specific areas, quantities, names and other beautiful features.

Interactive spaces along with some specific spaces are of the most important taken under consideration to enhance social relations than relate the students with himself, his colleagues and with his teacher. These spaces can be listed as the following: Internal Spaces:

1. interactive spaces that dividing the connecting paths between the academic spaces.

2. Cafeterias and small dining halls inside each building or the big one with special design

and location.

3. Special designed and located mosques inside the buildings that give it good interactive

social relations.

4. Air conditioned spaces covered with skylights that give it wonderful visual and

architectural views.

5. Internal library inside each academic building that differ from the central library building,

these local libraries give the student chance for cultural exchange and quite places for

studying.

6. Big hall inside each building that is suitable for not less than 50 students.

7. Distinct entrance hall that is characterized visually and architecturally by its finishing and

design.

External Spaces:

1. The main roads between all colleges that decorated with date plants which give specific

culture interaction with the main city (Al Hassa) as well as the covered sides paths

aligned with buildings that covered from top and opened from one of its sides.

2. Spaces surrounding buildings that have many architectural signs such as decorative

plants, fountains, special seats and benches.



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3. There are many buildings give the university social views, like the central library building,

festival building boys and girls activities building,, etc..

The administration of university campus is there to ensure and employ all latest international standards and experiences in all engineering branches (architectural, mechanical, civil and electric) for implementing modern and special university.

In response to Recommendation C29a

According to the international standards and fundamentals in the design of universities, the University has designed the Male Dormitory and Female Dormitory Buildings annexed to the university including the living spaces, reading spaces, and daily living activity spaces in the dormitory and every space is independent, as well as this can be clarified within the following summary: Male dormitory and Female dormitory buildings in Al Ahssa campus:

- The male dormitory building consists of 6 models

- The female dormitory building consists of 5 models

Each model accommodates 799 beds and consists of the following buildings:

- Dormitory building (A) ground floor and 3 floors. (6 building Model)

- Dormitory building (B) ground floor and 4 floors. ((2 buildings/model)

- Service building (C) ground floor and first floor (1 building/model).

Model components: - Dormitory Building (A) Dormitory Building (B) contain:

1. single rooms (the size of one room = 11 m2.)

2. triple rooms (the size of one room = 28 m2).

3. toilets and bathrooms.

4. 2 kitchen on each floor.

5. 1 lounge (size =21.5 m2).

6. open living rooms on the ground floor.

- Service building contains: 1. sports center (size = 122 m2).

2. reading and study hall (size = 70 m2).

3. lounges (size = 71 m2).

4. internet hall (size = 144 m2).

5. restaurant (size = 105 m2).

6. cafeteria (size = 70 m2).

7. mosque (size = 144 m20.

8. shops

9. open living rooms (size = 50 m2).

In response to Recommendation C29b

Regarding the infrastructures in Al Hassa Campus: One of the most important studies in campus construction is the infrastructure study,



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according to the technical study that did here which took under consideration students number are 25000 and university teachers as well as employee are 8000 in number, the infrastructure systems were done and are doing into many stages, these as following:

Stage one: Central chiller building Electrical switch gears building Central Pump station building

Stage two: Constructing many parts of sanitary Sewer system, water supply system works, storm water drainage, electrical worked and telecommunication works. Water tanks Electrical cabling

Stage three: Main sanitary sewer system Water treatment system Completion of sanitary sewer system, water supply system works and storm water drainage. Finishing works include: street and site improvement works, plantation, landscaping, water display and etc …

These above mentioned stages was studied precisely to cover all university campus requirements from service and visual point of views. Work inside the buildings : All spaces included in all infrastructure systems were studied from the designer, reviewed form the technical and specialized persons in Administration of university campus and there is always follow up ensuring that construction will be according to the international specification.

Person Responsible GM, New Campus Administration

Date for Completion


Approved

5. Summary Report on Action Completed The following evidences are provided for each recommendations: Recommendation 30: Pictures of the following facilities that are being constructed were provided, as well as the % of completion: (UC.Ad1)



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Festival Hall (86%) Central library (93%) Management Science College (95%) Science College (88%) Staff housing (31%) Research Center (47%)

Recommendation C29a: Pictures of Boys and Girls Dormitories (2.5%) (UC.Ad2) *** Remarks : (Floor Map of Dormitories to show services available) Recommendation C29b: Pictures of the following facilities that are being constructed were provided, as well as the % of completion: (UC.Ad3)

Green Axis (65%) Mosque ( 26%) Male restaurant ( 100%) KFU Projects Monthly Report was also provided




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1.Department or Organizational Unit

Department of Community Relations (CPD.Ad)

2. Recommendation/s

Panel: 41,42, 46, 47 NCAAA: 7, 8 SSD1: A 7, 8, 45, 46, 47, 48, B 5, 21, 25, 52, 53, 54, 56,C 15 DQAAA Booklet p.40 DQAAA Booklet p.40 DQAAA Booklet p.40 DQAAA Booklet p.40 DQAAA Booklet p.43

Recommendation 41: KFU should develop appropriate policies and procedures to: 1) facilitate the development of partnerships with business and industry, 2) establish relationships with other institutions for higher education, 3) reward faculty for participating is activities related to the external community, 4) encourage student engagement in community, 5) track and establish relationships with alumni/ae and 6) facilitate the development of other areas relevant to increasing its involvement with the boarder community. Recommendation 42: employers and other members of the community should be engaged to serve as members of advisory panels for departments, colleges, and the University. Recommendation 46: KFU should systematically evaluate the effectiveness of its initiatives in community relations. Recommendation 47: KFU should position itself to serve as a resource that the community can draw on for assistance with social, cultural, and educational projects. Recommendation 45: The university should continue its development of an effective alumni/ae network on each campus.

8. Action Planned In Response to Recommendation 41-42, 46-47 The university will develop a plan for initiating and strengthening its partnership, outreach, and engagement with business and industry in support of its mission. These plans will include specific goals and benchmarks and will be updated annually. Also, cooperating and exchange expertise with research units in other institutions locally and abroad.

Each college of the university will develop a partnership plan with business and industry in the area.

Each college will identify one or more of its staff who will take on the responsibilities of maintaining and expansion of partnership activities.

The University will encourage and support cooperation in research and publications through partnerships with industries and other institutions.

Set a committee to review the criteria and procedures for an Award for Outstanding Community Engagement and make appropriate recommendations for the Academic Board.

To increase the capacity of KFU colleges and local community, each college and Research Center will identify one member from the community (business, industry or cultural) related to the college specialty to serve as an advisory member:

To maintain attention and ongoing discussion and communication within the University about possible opportunities in the area of business, industry and community Engagement.

To play the role of employers and recruitment advisor for the college programs and curriculum.

To measure and evaluate the overall success of KFU initiatives in community engagement , KFU



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will adopt some measures of progress such as:

publish an annual report documenting and featuring its partnerships, outreach, and engagement activities with local community.

Follow up and analyze the Web-based survey on the university website, and activate these surveys to collect community impacts on the university community services.

Follow up the Growth in public recognition of the university's stature and its impact and importance in the local community, nation and region. This will provide a feedback on the university success in community engagement and partnerships.

In Response to Recommendation 45: The university will continue strengthening its commitment to its alumni/ae network by:

Develop an integrated alumni communications program, including print, online and in person, and increase the accuracy of existing alumni database.

Increase outreach to alumni office that stress the value and importance of alumni as key members of the university community.

Re-engage the powerful; alumni network for intergenerational contacts, both among alumni and alumni to students, and as university ambassadors and recruiters.

Professional networking for alumni and business leaders by planning, promoting conducting networking events, and participation in on-campus alumni events.

Person Responsible Department of Community Relations

Date for Completion


Approved

5. Summary Report on Action Completed




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1. Department or Organizational Unit

Deanship of Information Technology (D.IT)

2. Recommendation /s

No(s) Panel #: 26 NCAAA#: 1-9 SSD1#: A27,38 DQAAA Booklet p.

Recommendation 26 : The University should develop a vision of its digital future in say, five years, and ensure that all component parts of the University pursue the vision in a coordinated manner. In particular, the University should ensure that the development of IT services is driven by the educational, research and administrative needs of the overall university and the individual campuses and colleges.

No(s) Panel #: 27 NCAAA#: 2,4, 6, 7 SSD1#: A2, 5; B 12, 26-28; C3-4, 18 DQAAA Booklet p.25

Recommendation 27 : The University should survey students to ascertain levels of satisfaction with current arrangements for access to IT and review the amount of time that such facilities need to made available on the Al Hassa female campus.

3. Action Planned:

In response to 26:

The university is currently in the process of developing a vision of its digital future, and considers this as one of its top priorities. This will include:

Provide a high-performance network characterized by: o Readiness for convergence of voice, data, video and specialty networks, tracking

to a long-term goal of replacing the legacy voice network with an IP-PBX. o Positive plans for a DR (Disaster Recovery) site. o Reliability, resourcefulness, relevance, readiness, and responsibility.

Support robust learning communities, environments and systems by promoting, implementing and maintaining systems that are highly functional, web-based, accessible and secure.

Provide full integrated e-learning and m-learning environment with brand tools and systems to support the university vision in enhancing its educational services.

Maintain strong enterprise systems characterized by: o Providing and maintaining SunGard Banner and other systems used to support

and manage the university enterprise, maintaining our Banner commitment. o Facilitate students & faculty with SunGard Luminis Portal, fully integrated with

Banner Students Registration System. o Migrating in-house developed applications to Oracle ERP. o Supporting efficient, accurate data entry and maintenance, and well-defined data

retrieval. o Supporting changing processes with an emphasis on efficiency. o Creating and maintaining technically current and secure integration and

interfaces. o Supporting client desktop and mobile computing tools, systems and

technologies.



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Facilitate university research.

Establish a level of security, risk management and compliance that protects university information technology.

Support the governance, organization and communication of Information Technology Center.

In response to 27:

The Information Technology Center (ITC) will make a study on its services through a survey of current students, and review the existing collaborative models to ensure high level of satisfaction with current arrangements for access to IT. Also ITC will review the plans to shorten the time needed to make such facilities available on Al Hassa female campus. The assessment of students‟ satisfaction may also be used to highlight barriers to effective service provision.

Person Responsible Deanship of Information Technology

Date for Completion


Approved

5. Summary Report on Action Completed The following evidences are provided for each recommendations: Recommendation 26: Evidence Set 01:

Supporting documents for completing the high-performance network are provided as follows:

o Network diagrams o List of users provided with CISCO IP telephone connectivity o Email correspondence witnessing the current upgrade activities in-progress

Further upgrade and continuous improvements are ongoing operation and does not come under this project plan

Major enhancement and installation of yet new technology will be considered at the time of new data centre premises is made available (estimated in 1 to 2 years)

Hence, this action plan to be treated completed with 100% by 2010 and all new initiatives are made available in our KFU-DIT Master Plan , 2011-2015 being finalized in the light of the strategies for 2011-2015. (Draft of this plan is in progress as the Time & Schedule management part of this plan target dates master plan can be available from [email protected], the advisor to the dean of IT.

Evidence Set 02

DR (Disaster recovery) Center arrangement as well as Disaster Recovery Plans are

mailto:[email protected]



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included in our KFU-DIT Master Plan 2011-2015

The draft Project Charter is ready, pending for Arabic translation and approval signature by all competent authorities and stakeholders.

The actual implementation of the DR center, except for data backup arrangement, can only be started after the new data center establishment is completed at the new premises currently under construction (Estimated to complete in 1 to 2 years).

Hence this action plan is treated as completed by 10% only for the time being. Evidence Set 03

Support for learning communities as initiated by top management as well as Deanship of e-learning has been facilitated and maintained and supported by third party contracts as supervised by both e-learning deanship as well as DIT.

http://www.kfu.edu.sa.ar/deans/elearning/pages/home.aspx Evidence Set 04

http://kfu.edu.sa.ar/banner System/pages/login.aspx

Application support is provided through third party contract and any major upgrade will be taken care based on business case.

Evidence Set 05

Oracle ERP solutions implementation is nearly completed to 85% o This covers the core of ERP solutions & integration between HRMS, Financial,

Inventory and Procurement Management o Training for end-users has been completed (100 sessions of two hours each),

covering all the above said products. o Release and deployment is in progress, estimated to complete in 6 weeks o All departments can now access the system to in order to make their request for

products and services (self service feature) Evidence Set 06

DSR (Deanship of Scientific Research) initiated Annual research projects database is created and implemented.

The electronic system for research projects are made available on the www.kfu.edu.sa under the DSR menu.

Evidence Set 07

Newly appointed Advisor to Dean is made responsible for IT governance and implementing the best practices for IT service management and communicating the management aims and direction (IT Policies & Procedures)

Organization Structure including governance and information security; Coordination with Deanship of Quality Assurance & Academic Accreditation; KFU-DIT internal meetings framework has been established and maintained.

Planned to complete by EOY are: o Dashboard on key performance indicators o ITIL version 3 Service Management for key IT processes such as change

management, incident management, etc (full ITSM by 2012);

http://www.kfu.edu.sa.ar/deans/elearning/pages/home.aspx

http://kfu.edu.sa.ar/banner%20System/pages/login.aspx

http://www.kfu.edu.sa/



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o Recruitment for information Security, Quality Assurance and assistance for IT governance (new service owners) leadership is in progress.

Recommendation 27: Evidence Set 08

Survey questionnaire has been designed and implemented through the website (using MS Share Point database) in ARABIC. English translation is in progress and then both will be published by Jan/Feb 2011.

An action plan will be drawn to follow up required improvement and other related activities.




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1. Department or Organizational Unit Financial and Administrative Affairs (FAA.AD)

2. Recommendation/s


Recommendation 29: the university should review the match between plans for new curricula and resource planning to ensure that newer subjects are effectively resourced.


Recommendation 31: The University should continue working to co-ordinate financial and academic planning


Recommendation 32: there is a need for greater transparency about how the university budget is prepared and approved and the role of the council in this area needs to be clarified.

SSD1# C18 DQAAA Booklet p.45

Recommendation C18: Increasing the financial resources as to conform with the increase in the number of students.

SSD1# A33-35, B35 DQAAA Booklet p. 46

Recommendation A33-35, B35: There must be an appropriate number of qualified staff in the following departments: Warehouse Department and Department of Projects.

SSD1# A36, C14 DQAAA Booklet p.47

Recommendation A36, C14 : The cleanliness of buildings and laboratories.

SSD1# B36 DQAAA Booklet p.48

Recommendation B36: The procurement process must be centrally performed.

3. Action Planned:

There is financial cooperation and academic planning: The department of planning and budget, upon the announcement of decisions relating to the establishment of new colleges, assumes responsibility for providing the financial and manpower needs of the new colleges through discussions with the Ministry of Finance. In light of these discussions, a number of academic posts that are the handle of work for these colleges are sanctioned. Budgetary allocations on behalf of the colleges are also provided. In the case of establishing new departments within the colleges, the provision of financial and manpower support is carried out in accordance with the following:

a. If the newly established department is a product of restructuring, no posts are approved, and support is provided from with the college itself.

b. In the event of establishing a new department in any of the university colleges, while all

other departments remain unchanged, this department is to be provided with the

manpower and financial needs through discussion with the Ministry of Finance. Given the

centrality of the decision in the hands of the Ministry of Finance, the powerful tool of the

university is debate and persuasion, and often the required resources are well catered

for.

The university administration is transparent as to engaging all the university colleges and departments in the preparation of the draft budget, as they are each asked to prepare their own draft budget for next year. Consequently, all the needs of the colleges, administrative



Page 37

departments, and finance departments are included in a single draft budget.

Work is also underway to prepare a guide of the procedures used in the preparation of the budget and will be completed in mid-2010.

In preparing the draft budget of the university: the rate of increase in the number of students at the university level is taken into consideration; thus, the ministry of finance sanctions an increase in the financial allocations necessary to address the increase in the number of students.

The university administration recognizes the need for support by some administrative departments, such as the department of projects and the warehouse department. On this basis, the administration discusses with the relevant parties at the Ministry of Finance the need for creating posts for those administrative departments so they can perform the duties they are entrusted with.

A lot of attention is given to continue maintaining the cleanliness of the university buildings and facilities through the use of a number of special programs for cleaning and maintenance.

Any request for an increase in the cost of such projects is made to the Ministry of Finance, commensurate with the increase in the size of buildings.

Due to the benefits brought by the central procurement process, the finance committee established at the university made recommendations for providing for the office supplies colleges and administrative departments need; the committee drew up standardized specifications for these devices that are to be supplied in economical quantities. However the difficulty lies in supplying laboratory requirements as I is difficult to apply uniform standards and purchase large quantities, due the different nature of the fields of specialty in the different colleges.

Office Responsible Financial And Administrative Affairs

Date for Completion


Approved


NONE (FAA.Ad1)

Recommendation 31 & C18

Coordination between financial and academic planning (FAA.Ad2)

Financial Resources to conform the increase in the number of students (FAA.Ad2)



Page 38

Recommendation 32

Letter from MOHE about budget preparation (FAA.Ad3)

Letter Informing offices that KFU Budget is approved (FAA.Ad3)

Committee to Oversee Budget Performance of Colleges/Offices (FAA.Ad3)

Budget for College of Education (FAA.Ad3)

Budget for Centers for Gifted and Talented (FAA.Ad3)

Budget for Eng‟g (FAA.Ad3)

Budget for Student Affairs (FAA.Ad3)

Budget for DATE PALM Research Center (FAA.Ad3)

Recommendation A33-35, B35

Staff in Warehouse Department and Department of Projects (FAA.Ad4)

Recommendation A36

Contract with Agency for Cleanliness (FAA.Ad5)

Recommendation B36

Summary of Expenses in KFU (FAA.Ad6)

Sample Request of College/office for Furniture and Sample Quotation from Supplier

(FAA.Ad6)


consolidated ncaaa report ver2

Documents