INTERNAL QUALITY ASSURANCE SYSTEM (IQAS)ANNUAL REPORT
ACADEMIC YEAR 2016-2017
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IQAS Overview
Internal Quality Assurance System (IQAS)
The University was established with quality as an integral core value component in its
system and processes. On January 2014, the University Council approved the Internal
Quality Assurance System (IQAS) to be the University framework for internal quality
assurance. The IQAS also came as a complimentary document for the old strategic plan
that implicitly included quality throughout the plan, but did not dedicate a special section
for quality. The new strategic plan (KSAU-HS 2021) has integrated IQAS as one of the
strategic goals.
A second version of IQAS was approved on May 2016 to address all required changes
based on the feedback from stakeholders and necessary changes for integration with the
University strategic plan (figure 1).
The Internal Quality Assurance System (IQAS) is designed to be a framework for quality
assurance at the University and aiming toward excellence and sustainable high quality.
Though it is built to exceed the standards issued by the National Center for Academic
Accreditation and Assessment (NCAAA), it is also designed to deal with other external
quality assurance bodies such as external accreditation organizations, Ministry of
Education (MOE), the Saudi Commission for Health Specialties and other accrediting
bodies. It aims to ensure that outcomes of the University meet the expectations of the
targeted stakeholders in the community. The IQAS works at the levels of institute,
colleges, deanships, centers, and administrative affairs. It is overseen by the Steering
Committee for Quality Assurance and Academic Accreditation (QAAA) that reports to the
University President and University Council.
Figure 1: The Internal Quality Assurance System
Goal 4: Enhance the internal quality assurance system to ensure the sustainability of
quality assurance processes and achieve the required accreditation in a timely manner.
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Mission of IQAS
The mission of the IQAS is to create a mechanism by which the University, colleges, deanships, research center and administrative departments sustain high quality ofeducation, research and community services, and ensure the required accreditation is achieved in a timely manner.
Objectives of IQAS
The IQAS at KSAU-HS aims to:
Sustain quality culture and build the required skills and capacity among University community.
Automate the quality assessment processes within the University.
Enhance internal quality function to be led by qualified staff to assure the sustainability of quality and conduction of accreditation.
Monitor for outcomes, Key Performance Indicators (KPIs), and progress reports to reflect excellence and performance gaps.
Provide timely reports to subordinate reflecting satisfactory performance and areas that needs enhancement.
Outcomes
The desired outcomes of the IQAS are:
To ensure that the targeted quality is being met, exceeded and sustained by constant review, feedback and enforcement.
To timely achieve accreditation by the national and selected international organizations at institutional and program levels.
To efficiently implement an automated system that maintains the required excellence level of accredited programs at the University.
To provide timely feedback and dashboards activities related to quality.
IQAS Overview
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Performance of IQAS
IQAS objectives Performance MeasurementsResult of
2014/2015
Average of
Performance
14/15
Result of
2015/2016
Average of
Performance
15/16
Result of
2016/2017
Average of
Performance
16/17
Target
2017/2018
1. Sustain quality culture
and build the required skills
and capacity among
University community.
1.1 Number of training workshops4 Workshops
Target = 6 66%
5 workshops
Target = 7 71%
8 Workshops
Target = 5160% 10 Workshops
1.2 Number of faculty and staff who attended
training workshops per college\department
13.6%
Target = 15%91%
9.8%
Target = 15%65%
10%
Target = 15%66% 20%
1.3 Number of quality campaigns conducted in the
University
2 campaigns
Target = 2100%
3 campaigns
Target = 3100%
4 campaigns
Target = 3133% 5 Campaigns
1.4 Proportion of University achievement of
Institutional Accreditation- - - -
100%
Target = 100%100% Accomplished
1.5 Commissioning the Deanship of Quality
Management with appropriate manpower and
sufficient resources
50.0 %
Target = 60%83%
70.0 %
Target = 80%88%
90%
Target = 90%100% 100%
1.6 Commissioning the Deanship of Development
with appropriate manpower and sufficient
resources (new measurement)
- - - -40%
Target = 50%80% 75%
1.7 Proportion of the 49 initiatives achieved,
based on NCAAA framework
32.0%
Target = 50%64%
79.0%
Target = 75%105%
97.9%
Target = 100%98% Accomplished
Average Performance for Objective 1 80% 85% 105%
Interpretation: The department of Training and Development conducted different training courses for the University staff in the previous AY 2016-2017. The DQM needs to revise some
of the performance measurements of this objective to ensure the sustainability of quality culture.
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Performance of IQAS
IQAS objectives Performance MeasurementsResult of
2014/2015
Average of
Performance
14/15
Result of
2015/2016
Average of
Performance
15/16
Result of
2016/2017
Average of
Performance
16/17
Target
2017/2018
2. Automate the quality
assessment processes
within the University.
2.1 Progress towards the creation of Unified
University Survey (AJWAD)
50%
Target = 60%83%
90%
Target = 100%90%
85.7%
Target = 100%85.7% 100%
2.2 Proportion of completed Program
Specifications Module in Blackboard (AYSAR)
20%
Target = 30%
67% 80%
Target = 80%100%
100%
Target = 100%100% Accomplished
2.3 Proportion of completed Course
Specifications Module in Blackboard (AYSAR)
60%
Target = 75%
80% 70%
Target = 100%70%
100%
Target = 100%100% Accomplished
2.4 Rate of creation of dashboard for quality
assurance processes (ADAA System)
0%
Target = 60% 0%
30%
Target = 60% 50%
100%
Target = 75%133% Accomplished
Average Performance for Objective 2 57% 78% 104%
Interpretation: This IQAS objective has served the University toward automation. Academic year 2016/2017 served as a consolidation phase and achieved most of the automation
projects. The DQM needs to revise the performance measurements of this objective to ensure further development and utilization of automation.
3. Enhance internal
quality function to be
led by qualified staff to
assure the
sustainability of quality
and conduction of
accreditation.
3.1 Proportion of University departments
implemented IQAS (non-academic)
80 %
Target = 100%80%
80%
Target = 100%80%
85.7%
Target = 100%85.7% 100%
3.2 Proportion of University Colleges
implemented IQAS (academic)
80 %
Target = 100%80%
90%
Target = 100%90%
100%
Target = 100%100% Accomplished
Average Performance for Objective 3 80% 85% 93%
Interpretation: In 2016/2017, about 90% of colleges/departments committees and units has been established. The next step will be to ensure full implantation of these committees\units.
The DQM needs to revise the performance measurements for this objective to ensure further development of these committees\units and have consistency in its function.
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Performance of IQAS
IQAS Objectives Performance MeasurementsResult of
2014/2015
Average of
Performance
14/15
Result of
2015/2016
Average of
Performance
15/16
Result of
2016/2017
Average of
Performance
16/17
Target
2017/2018
4. Monitor for outcomes,
KPIs, and progress
reports to reflect
excellence and
performance gaps.
4.1 Producing approved document of the University’s
KPIs
50%
Target = 60%83%
80%
Target = 75%100%
100%
Target = 100%100% Accomplished
4.2 Proportion of implementing KPI’s Software
System
0 %
Target = 50%0%
40%
Target = 75%53%
100%
Target = 80%100% Accomplished
4.3 Proportion of implementing the Unified
University Database (RASK)
20%
Target = 30%20%
30%
Target = 100%30%
30% no update
Target = 50%60% 50%
Average Performance for Objective 4 34% 61% 86.6%
Interpretation: By the end of AY 2016\2017, the University KPIs dashboard was fully functional with the data of three academic years: 2014\2015, 2015\2016 and 2016/2017
5. Provide timely reports
to subordinate reflecting
satisfactory performance
and areas that needs
enhancement.
5.1 Proportion of completing University Annual
Report
15 %
Target = 30%50%
100%
Target = 100%100%
60%
Target = 100%60% 100%
5.2 Proportion of completing AAFAQ Report90%
Target = 100%90%
90%
Target = 100%90%
100%
Target = 100%100% 100%
5.3 Proportion of completing IQAS Report15%
Target = 40%38%
80%
Target = 100%80%
100%
Target = 100%100% 100%
Average Performance for Objective 5 59% 90% 86.6%
Interpretation: With the improvement in manpower, the production of these reports has improved. As the concerned staff is getting more familiar, the quality of these reports will be
enhanced.
Overall Achievement AY 2014/2015 = 62% AY 2015/2016 = 79% AY 2016/2017 = 95%
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1. Sustain quality culture and build the required skills and capacity among University community.
In the first Steering committee meeting the members discussed the importance of creating the quality culture in the University. Development and QualityManagement Affair (DQMA) delegate the responsibility to the Deanship of Quality Management (DOQ) to conduct Quality workshops in the University.
In the AY 2016/2017, the total number of workshops conducted by the Deanship of Quality and the Training and Development was 8 workshops / trainingcourses for the University staff and faculty.
IQAS Process and Actions
1.1 Number of training workshops
# Workshop Title DateDuration Number of participants
1Workshop in Preparation for the KSAU-HS Institutional
Accreditation25 December 2016 1 DAY 84
2 Etiquette & Protocol Of Diplomatic Ceremonies 19 - 20 APRIL 2017 2 DAYS 20
3 The Labor Law 23 - 25 APRIL 2017 2 DAYS 27
4 Performance Management 01 to 03 MAY 2017 3 DAYS 25
5 Business Process Reengineering 07 - 09 MAY 2017 3 DAYS 25
6 Project Management Professional PMP 14 - 18 MAY 2017 5 DAYS 25
7 Management Skills Workshop 21 - 23 MAY 2017 3 DAYS 25
8 Change Management 15 - 17 AUGUST 2017 3 DAYS 25
Total 256
1.2 Number of faculty and staff attended training workshops
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1.3 Number of quality campaigns conducted in the University
Campaign Title Date Location
Preparation for Institutional Accreditation at Jeddah Campus 9 June 2016 KSAU-HS Jeddah Campus
Preparation for Institutional Accreditation at Ahsa Campus 12 June 2016 KSAU-HS Ahsa Campus
NCAAA Institutional Accreditation Mock Survey Visit 2-6 October 2016 KSAU-HS Riyadh and Ahsa Campus
Accreditation Celebration and President Award 17 May 2017 KSAU-HS Riyadh Campus
1.4 Proportion of University achievement of Institutional Accreditation
The Development and Quality Management (DQM) Affairs launched its activities in July 2013 and assigned the task to
manage planning, development and quality in KSAU-HS. Since the beginnings, the DQM expect that institutional
accreditation will assess the university to identify gaps in its processes and launch specific projects that further enhance the
academic environment and culture of quality to ultimately reach excellence and sustainable high quality. Therefore, the
Internal Quality Assurance System (IQAS) was designed to at least achieve the National Center for Academic Accreditation
and Assessment (NCAAA) standards. In the previous academic year, January 2017, the NCAAA reviewers visited the
University to verify if the University complies with its standards. Four months after the visit, in May 2017, KSAU-HS has
been accredited by the Education Evaluation Commission represented by The National Center for Academic Accreditation.
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1.5 Lunching the Deanship of Quality Management with appropriate manpower and sufficient resources
In the beginning of 2014, the Deanship of Quality Management has been activated and qualified manpower has been hired to share in the continued successof KSAU-HS through carrying the responsibility of guiding the University through the lengthy continuous accreditation processes which are essentialin taking the University to the next level of excellence. The next step is to activate DOQ in the other branches (Jeddah and AlAhsa) to be operated andcontrolled by the main branch in Riyadh.
1.7 Percentage of achieved initiatives based on NCAAA framework
After the preparation of the NCAAA self-study report, DQMA came up with 49 initiatives that has been gathered and handled under KEQ Project
(KSAU-HS Enhancement of Quality Project). Each initiative was assigned to a specific owner with a target date.
By the end of Academic year 2016-2017, the achievement proportion of the 49 initiatives reach 98%.
1.6 Lunching the Deanship of Development with appropriate manpower and sufficient resources
In October 2015, the Deanship of Development was established to raise the standard and overall quality of the University. The deanship focuses onenhancement and developmental issues in line with the educational need of the University, with conscious consideration to the continuously changingnature of the educational sector. The KSAU-HS Strategic Plan “KSAU-HS 2021” was recently launched, for which, the Deanship of Development will beresponsible for implementing and monitoring all related activities. The University needs to support DOD with appropriate manpower and sufficientresources.
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KSAU-HS Enhancement of Quality Project (KEQ project)
Standard # Initiatives Owner Target Date Status
Standard 1
Mission, Goals and
Objectives
1. Strategic plan Dissemination planDeanship of Development
(DOD)16/10/2016
100%
2. Strategic plan Operational planDeanship of Development
(DOD)16/10/2016
100%
Phase 1: (22) Initiatives
Standard 2
Governance and
Administration
1. Enhance the website for updated policies and
procedures.
Development and Quality
Management Affairs (DQMA)18/09/2016
100%
2. Annual reports in the progress of the
strategic plan to the University Council
Deanship of Development
(DOD)01/06/2017 100%
3. Full implementation of strategic plan
management Unit
Deanship of Development
(DOD)16/11/2016 100%
Standard 3
Management of
Quality Assurance
and Improvement
1. Enhance function of administrative QAA
UnitsGeneral Directors 16/11/2016
100%
2. Completion of IT Block for performance
management
Deanship of Quality
(DOQ)18/09/2016
100%
3. Enhance the process of external benchmarkDeanship of Quality
(DOQ)16/10/2016
100%
4. Update program and course approval
policies
Deanship of Quality
(DOQ)18/09/2016
100%
1.7 Percentage of achieved initiatives based on NCAAA framework
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KSAU-HS Enhancement of Quality Project (KEQ project)
Standard # Initiatives Owner Target Date Status
Standard 4
Learning and Teaching
1. Enforcement of annual course and
program/reports; including KPIsEducational Affairs 18/09/2016 100% 100%
2. Enhance the process of course specification
approvalEducational Affairs 18/09/2016 100%
3. Launch AYSAR for the academic year 2016/2017Deanship of Quality
(DOQ)16/10/2016 100%
4. Action plan for Annual Self-evaluation scaleDeanship of Quality
(DOQ)18/09/2016 100%
5. Implementation of the approved Programs
advisory committees
Deanship of Quality
(DOQ)18/09/2016 100%
6. Full implementation of progress test in all
programsDeans of Colleges 18/10/2016 100%
7. Finalization of University student attributesDeanship of Quality
(DOQ)18/09/2016 100%
8. Policy for reporting process of annual course and
programs
Deanship of Quality (DOD) &
Educational Affairs18/09/2016 100%
1.7 Percentage of achieved initiatives based on NCAAA framework
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KSAU-HS Enhancement of Quality Project (KEQ project)
Standard # Initiatives Owner Target Date Status
Standard 4
Learning and Teaching
9. Automatic release of course and program reportsDeanship of Quality (DOD) & Educational
Technology Services (EduTech)16/11/2016 100%
10. Unified University assessment policy Educational Affairs 16/10/2016 100%
11. Specialized assessment workshops
Department of Medical Education College of
Medicine Riyadh
(COM-R)
16/10/2016 100%
12. Unified University plagiarism policy
Department of Medical Education College of
Medicine Riyadh
(COM-R)
16/10/2016 100%
13. Unified policies that govern office hours and
advisory function of facultyEducational Affairs 16/10/2016 100%
14. Establishing a structured college and program
orientation programEducational Affairs 18/09/2016 100%
15. Development of an Institutional Faculty HandbookDeanship of Development
(DOD)18/09/2016 100%
16. Activation of the President AwardDeanship of Quality
(DOQ)16/10/2016 100%
17. Expedite the finalization of University requirement
credit hours
College of Sciences and Health Professions
(COSHP)18/10/2016 100%
1.7 Percentage of achieved initiatives based on NCAAA framework
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KSAU-HS Enhancement of Quality Project (KEQ project)
Standard # Initiatives Owner Target Date Status
Standard 5
Student Administration and
Support Service
1. Translation of the Bylaws of Students’ Rights and Responsibilities
in English.English Department 18/09/2016 100%
2. Translation of the Bylaws of Study and Examination in English. English Department 18/09/2016 100%
3. Full operation of sport services. Support Services 16/11/2016 100%
4. Expand the Well Student Center to Jeddah and Al-Ahsa
Campuses.Educational Affairs 16/11/2016 100%
Standard 6
Learning Resources
1. Creation of Unified library policy and procedures. Library Affairs 24/11/2016 100%
2. Unified library Survey Library Affairs 29/12/2016 100%
3. Enhance the function of Library Affairs Library Affairs 29/12/2016 100%
4. Enhance the Symphony to generate inventory reports and full
automation
Library Affairs &
Educational Technology
Services
29/12/2016 100%
1.7 Percentage of achieved initiatives based on NCAAA framework
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KSAU-HS Enhancement of Quality Project (KEQ project)
Standard # Initiatives Owner Target Date Status
Standard 7
Facilities and Equipment
1. Improve the food services adequacy
especially for facultySupport Services 16/11/2016 100%
2. Full activation of space utilization
CommitteeAdministrative and Finance 16/10/2016 100%
3. Expedite the completion of Reporting and
analytics system (RASK) project
Reporting and Analytics System for
KSAU-HS (RASK) Committee16/5/2018 30%
Standard 8
Financial Planning and
Management
1. Increase financial foundation of University
budgetFinancial Department 16/11/2016 100%
2. Formalize the risk management process Financial Department 16/11/2016 100%
Standard 9
Faculty and Staff Employment
Processes
1. Publicize the University Bylaws that
including those for faculty
Administrative Affairs/Deanship of
Development (DOD)16/10/2016 100%
2. Job description for academic position
should be formalizedEducational Affairs 16/10/2016 100%
1.7 Percentage of achieved initiatives based on NCAAA framework
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KSAU-HS Enhancement of Quality Project (KEQ project)
Standard # Initiatives Owner Target Date Status
Standard 10
Research
1. Enhancement of publication databaseResearch Centre
KAIMRC16/11/2016 100%
2. Improvement of E-submission SystemResearch Centre
KAIMRC16/11/2016 100%
3. Better Engagement of faculty in graduate
researchDeanship Of Development 16/11/2016 100%
4. Encouraging the culture of entrepreneurshipResearch Centre
KAIMRC16/11/2016 100%
5. Integrate the safety system of research Centre
with MNG-HA medical cities
Research Centre
KAIMRC16/11/2016 100%
Standard 11
Institutional Relationships with
the Community
1. Production of unified annual report for
community services
Deanship of Development
(DOD)16/11/2016 100%
2. Establish a central database for all community
engagement activities
Deanship of Development
(DOD)16/11/2016 100%
3. Enhance a system for tracking and
maintaining contact with AlumniUniversity Relation and Media (URM) 16/11/2016 100%
1.7 Percentage of achieved initiatives based on NCAAA framework
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As part of the Internal Quality Assurance System, KSAU-HS aims to automate all of its processes and operations that maintains theexcellence required of accredited programs in the University and provides feedback and dashboards activities related to quality. Byautomating the quality assessment processes, the University will reduce the amount of time in performing tasks and ensure the correctoutcomes every time. In the mean time, the University data can be read from or written to other systems automatically, which providesa single point of access for users. Here are some of the recent actions and resolutions taken to automate the quality assessmentprocesses within KSAU-HS:
Creation of Unified University Survey (AJWAD)
Program Specifications Module (AYSAR)
Course Specifications Module (AYSAR)
Creation of dashboard for quality assurance processes (ADAA System)
IQAS Process and Actions
2. Automate the quality assessment processes within KSAU-HS.
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Surveys are important scientific tools whereby academic institutions collect data to assure quality, enhance processes andincrease communication between stakeholders and university leaders. King Saud Bin Abdulaziz University for HealthSciences has adopted AJWAD as a means to streamlining the process of data collection from its stakeholders.
AJWAD consists of several electronic surveys used to assess and demonstrate the university’s progress in achieving academicand administrative excellence. AJWAD will be accomplished through a collaborative effort by all stakeholders, which willinclude students, faculty, alumni and university employees.
By the end of AY 2014-2015, the University published three unified surveys which are:
Course Evaluation Survey
Program Evaluation Survey
Student Experience Survey
Alumni Survey
Faculty Survey
By the end of AY 2015-2016, the University published the following survey:
Employee Survey
Deanship of Quality is working toward having the following survey published and implemented:
Employer Survey
2.1 Creation of Unified University Surveys (AJWAD)
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Surveys Tracking Table
# Name of the Survey Survey Coordinator Prepared by Approval Date Automation Date Survey System Survey Frequency
1Course Evaluation
Survey
Hind Al Ghamdi
Mona Alonaizi
Hind Al Ghamdi
Fahda Al Haian
Abdulaziz Al Yahya
Oct 2014 Nov 2014 SIS Semi-annual
2Program Evaluation
Survey
Hind Al Ghamdi
Mona Alonaizi
Hind Al Ghamdi
Fahda Al Haian
Abdulaziz Al Yahya
Nov 2014 May 2015 SIS Annual
3Student Experience
Survey
Hind Al Ghamdi
Mona Alonaizi
Hind Al Ghamdi
Fahda Al Haian
Abdulaziz Al Yahya
Nov 2014 May 15 SIS Annual
4 Alumni Survey Abdulaziz Al YahyaAl Hanouf Al Hadlaq
Abdulaziz Al YahyaJan 2015 June 15
a Link on
surveymonkey.comAnnual
5 Faculty Survey Moath bin Julail
Moath bin Julail
Prof. Amjad Qandeel
Prof. Saleh Al Oraibi
Khalid Al Surimi
Jan 2015 Mar 2015 Blackboard Annual
6 Employee Survey Hashim Al SharifHashim Al Sharif
Norah Al FirmOct 2016 Nov 2015
a Link on
surveymonkey.comAnnual
7 Employer Survey Abdulrahman Alsayyar
Dr. Khaled Al Jamaan
Dr. Abdullah Alzahem
Dr. Sultan Alkouri
Dr. Sajida Agha
Prof. Saleh Al Oraibi
Mr. Abdulrahman Al Sayyar
Pending Pending Pending Annual
2.1 Creation of Unified University Surveys (AJWAD)
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The Deanship of Quality Management has emphasized the importance of completing Program Specifications and Course Specificationswhich considered as major references for the process of accreditation. As a result, the Deanship of Quality Management in collaborationwith Educational Technology Services developed an automated application called AYSAR. The purpose of AYSAR is to ease theprocess of completing the forms for faculty.
AYSAR Phase I
The first phase of AYSAR has been completed by all colleges, with the following details:
• Included all colleges
• Duration: 3 weeks
• Number of Forms in the system: 1189
• Uploading the following documents as required:
Course Specification
Course Report
Annual program Report
• Uploading the following documents as optional
Program Specification
Field experience Specification
Field experience report
Total Number of forms uploaded in Phase I
Course Specifications Course Report Field Experience Specifications Field Experience Report Program Specifications Annual Program Report
538 442 91 62 25 31
2.2 Proportion of completed Program Specifications Module (AYSAR)
2.3 Proportion of completed Course Specifications Module (AYSAR)
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ADAA System
By the beginning of AY 2016/2017, the DQMA adopted the Automated Data for Analytics & Assessment (ADAA) system as a newcomprehensive system to provide effective tools that facilitate analysis of the University academic and administrative performance.
ADAA consists of three components:
ADAA- Key Performance Indicators (ADAA-KPIs)
Established to facilitate the management and analysis of data presented as KPIs. ADAA-KPIs simplify visualizations of data asgraphs and dashboards.
ADAA Forms
Established to create and maintain a database for University faculty and students. These data will be fed in the ADAA-KPIssoftware and provide the required reports.
ADAA- Quality Assessment and Accreditation System (ADAA-QAAS)
Established to automate the evaluation process of University programs. It adopts the rating scales provided in the SelfEvaluation Scales for Higher Education in relation to the 11 national standards of the National Center for AcademicAccreditation and Assessment (NCAAA). It is intended to serve as a guide for continuing improvements in quality.
To learn more about ADAA system and its components, please visit http://dqm.ksau-hs.edu.sa/?page_id=1685
2.4 Rate of creation of dashboard for quality assurance processes (ADAA)
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The IQAS was conceived and presented to different stakeholders, academic and non-academic. After a thorough review andconsideration of different suggestions and comments, the IQAS received approval from the Vice Presidents, H.E. the President, and theScientific Council on 05 Jan 2014.
Responsibilities:
Each Academic and Non-Academic units should:
Implement IQAS at the University administration affairs level by creating Quality Assurance and Accreditation (QAA)Committee, Quality Assurance and Accreditation (QAA) Unit, and Quality Assurance Officer in each non-academicdepartment.
Implement IQAS at the colleges and deanship levels by creating Quality Assurance and Academic Accreditation (QAAA)Committee, Quality Assurance and Academic Accreditation (QAAA) Unit, and Quality Assurance Officer in eachDepartments and Affairs.
Results:
All Academic and Non-Academic established appropriate quality units, led by qualified staff to assure the sustainability of quality andconduction of accreditation and completed and submitted their approved CFOs in 2014 as planned.
The next step will be to ensure full implantation and activation of these committees\units.
IQAS Process and Actions
3. Enhance internal quality function to be led by qualified staff to assure the sustainability of quality and conduction of accreditation.
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Region Non-Academic Departments Committee Unit
Riyadh
Administrative and Financial Affairs ✓ ✓
Technical Affairs ✓ ✓
IT Services ✓ ✓
Corporate Educational Technology ✓ Pending
Logistics and Contracts Management ✓ ✓
Support Services ✓ ✓
University Relations and Media Affairs ✓ ✓
3.1 Internal Quality Assurance System (Non-Academic)
Region Academic Departments (Colleges) Committee Unit
Riyadh
College of Medicine ✓ ✓
College of Nursing ✓ ✓
College of Pharmacy ✓ ✓
College of Science and Health Professions
College of Applied Medical Sciences ✓ ✓
College of Dentistry ✓ ✓
College of Public Health & Health Informatics ✓ ✓
Jeddah
College of Medicine ✓ ✓
College of Nursing ✓ ✓
College of Science and Health Professions ✓ ✓
College of Applied Medical Sciences ✓ ✓
Al AhsaCollege of Nursing ✓ ✓
College of Applied Medical Sciences ✓ ✓
3.2 Internal Quality Assurance System (Academic)
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Monitor for outcomes
The University conducted different electronic surveys as mentioned earlier in order to assess progress for continuous improvement. After receiving theassessment from stakeholders, the University has to analyze, interpret and propose action plans to address weaknesses and improve performance. Moreover,ADAA System helps the University to maintain consistency and effectiveness of the process of assessment between colleges in the three University campuses.
4.1 Producing approved document of the University’s KPIs
The University builds the KPIs system based on the NCAAA approved list and a few additional KPIs to evaluate the success of the University and of anyparticular activity in which it engages.
14 unified KPIs has been selected at the programs’ level and their method of calculation has been defined and distributed to all programs
At the level of institution, the University formed a Performance Management Committee with members drawn from colleges, Research Center, Deanshipof Quality Management and Quality Units. The Committee was charged to update current KPIs and benchmarks and propose new KPIs to ensure that theUniversity has the empirical evidence to meet the required internal and external standards. After several meetings, the Committee came up with a methodof calculating the KPIs to be distributed among all respective departments and colleges. This is materialized in a Performance Management Document tostandardize the related processes.
IQAS Process and Actions
4. Monitor for outcomes, Key Performance Indicators (KPIs), and progress reports to reflect performance gaps and excellence
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KSAU-HS Institutional Key Performance Indicators
S/N KSAU-HS # KPI# KPI Description
1 K1 1.1Stakeholders' awareness ratings of the Mission Statement and Objectives (Average rating on how well the mission is known to teaching staff, and undergraduate and graduate students,
respectively, on a five- point scale in an annual survey).
2 K2 2.1Stakeholder evaluation of the Policy Handbook, including administrative flow chart and job responsibilities (Average rating on the adequacy of the Policy Handbook on a five- point scale in
an annual survey of teaching staff and final year students).
3 K3 3.1 Students' overall evaluation on the quality of their learning experiences. (Average rating of the overall quality on a five point scale in an annual survey of final year students.)
4 K4 3.2 Proportion of courses in which student evaluations were conducted during the year.
5 K5 3.3 Proportion of programs in which there was an independent verification, within the institution, of standards of student achievement during the year.
6 K6 Percentage of overall achievements of the IQAS based on pre-set targets
7 K7 4.1 Ratio of students to teaching staff (Based on full time equivalents)
8 K8 4.2Students overall rating on the quality of their courses.
(Average rating of students on a five point scale on overall evaluation of courses.)
9 K9 4.3 Proportion of teaching staff with verified doctoral qualifications.
10 K10 4.4 Percentage of students entering programs who successfully complete first year.
11 K12 4.6 Proportion of students entering post graduate programs who complete those programs in specified time.
12 K13 4.7
Proportion of graduates from undergraduate programs who within six months of graduation are:
(a) employed
(b) enrolled in further study
(c) not seeking employment or further study
13 K14Percentage of graduate students and post Doc. Researchers to the total number
of students enrolled in the University
14 K16 The percentage of staff holding qualification above high school from total
15 K17 5.1 Ratio of students to administrative staff.
16 K18 5.2 Proportion of total operating funds (other than accommodation and student allowances) allocated to provision of student services.
17 K19 5.3 Student evaluation of academic and career counselling. (Average rating on the adequacy of academic and career counselling on a five- point scale in an annual survey of final year students.)
18 K20 6.1
Stakeholder evaluation of library and media center. (Average overall rating of the adequacy of the library & media center, including:
a) Staff assistance,
b) Current and up-to-date
c) Copy & print facilities,
d) Functionality of equipment,
e) Atmosphere or climate for studying
f) Availability of study sites, and
g) Any other quality indicators of service on a five- point scale of an annual survey.) .
19 K21 6.2 Number of web site publication and journal subscriptions as a proportion of the number of programs offered.
20 K22 6.3
Stakeholder evaluation of the digital library. (Average overall rating of the adequacy of the digital library, including:
a) User friendly website
b) Availability of the digital databases,
c) Accessibility for users,
d) Library skill training and
e) Any other quality indicators of service on a five- point scale of an annual survey.)
4.1 Producing approved document of the University’s KPIs
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KSAU-HS Institutional Key Performance Indicators
S/N KSAU-HS # KPI# KPI Description
21 K23 7.1
Annual expenditure on IT budget, including:
a) Percentage of the total Institution, or College, or Program budget allocated for IT;
b) Percentage of IT budget allocated per program for institutional or per student for programmatic;
c) Percentage of IT budget allocated for software licences;
d) Percentage of IT budget allocated for IT security;
e) Percentage of IT budge allocated for IT maintenance.
22 K24 7.2
Stakeholder evaluation of the IT services (Average overall rating of the adequacy of on a five- point scale of an annual survey).
a) IT availability,
b) Website,
c) e-learning services
d) IT Security,
e) Maintenance (hardware & software),
f) Accessibility
g) Support systems,
h) Hardware, software & up-dates, and
Web-based electronic data management system or electronic resources (for example: institutional website providing resource sharing, networking & relevant information, including e-
learning, interactive learning & teaching between students & faculty).
23 K25 7.3
Stakeholder evaluation of facilities & equipment:
a) Classrooms,
b) Laboratories,
c) Bathrooms (cleanliness & maintenance),
d) Campus security,
e) Parking & access,
f) Safety (first aide, fire extinguishers & alarm systems, secure chemicals)
g) Access for those with disabilities or handicaps (ramps, lifts, bathroom furnishings),
h) Sporting facilities & equipment.
24 K26 8.1 Total operating expenditure (other than accommodation and student allowances) per student.
25 K27 9.1 Proportion of teaching staff leaving the institution in the past year for reasons other than age retirement.
26 K28 9.2 Proportion of teaching staff participating in professional development activities during the past year
27 K29 10.1Number of refereed publications in the previous year per full time equivalent teaching staff. (Publications based on the formula in the Higher Council Bylaw excluding conference
presentations)
28 K30 10.2 Number of citations in refereed journals in the previous year per full time equivalent faculty members.
29 K31 10.3 Proportion of full time member of teaching staff with at least one refereed publication during the previous year
30 K32 10.4 Number of papers or reports presented at academic conferences during the past year per full time equivalent faculty members.
31 K33 10.5 Research income from external sources in the past year as a proportion of the number of full time faculty members.
32 K34 10.6 Proportion of the total, annual operational budget dedicated to research
33 K35 11.2 Number of community education programs provided as a proportion of the number of departments.
4.1 Producing approved document of the University’s KPIs
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KPIs Classification 2014/2015 2015/2016 2016/2017
Number of all registered students enrolled in university after the 4th week of the
semester
Male 3,665 4,223 4,689
Female 3,850 3,899 5,188
Total 7,515 8,122 9,877
Number of registered graduate students (Masters, PHD and Post-Doctoral fellows)
by the end of the 4th week of the semester2,120 2,209 2,034
Number of faculty members at the beginning of the year 1,646 1,845 1,750
Number of Professors, Associate Professors and Assistant Professors at the
beginning of the year1,010 1,199 1,096
Number of academic programs within the institution 25 29 35
Number of publications within last year 273 382 479
Total number of university citations over the past five years 11,913 14,660 17,585
Total number of publications over the past five years 1,060 1,404 1,679
KSAU-HS in Numbers
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To provide an efficient way to store, retrieve and analyze KPIs, the University tends to use special software for this purpose. IT- Blocks HigherEducation KPI’s Indicators Software System (known as ADAA KPIs) has been built to provide the University with a ready-made solution that coversmost of its academic KPIs. With more than 80 KPIs implemented in the system, it provides a comprehensive solution for the University withcapability to stratify KPIs based on campus, college, program, and gender. The go-live of the system was May 2017.
4.2 Proportion of implementing KPI’s Indicators Software System (ADAA KPIs)
Reporting and Analytics System for KSAU-HS (RASK) project aims to create a reporting and analytical environment that uses a single datarepository. The KSAU-HS data repository will hold the required KSAU-HS historical data by extracting it from the available data sources. RASKwould put in place a framework for extracting, transforming, and loading data to construct KSAU-HS “Enterprise Data Warehouse” (EDW)system. The initiative of the RASK project has started by the Development & Quality Management Affairs (DQMA) and developed internally andcollaboratively with Information Technology Services, Administrative and Financial Affairs, and Educational Technology departments. Theimportance of having a reliable reporting system was emphasized by DQMA in the KSAU-HS Steering Committee meeting, held in Sept 2014.The committee made a resolution that is approved by HE Dr. Bandar Al Knawy, President, KSAU-HS to create a subcommittee to start the projectplanning phase that has members from the steering committee and other stakeholders. The project is aligned with the “Business Reporting &Analytics” strategic priority stated in the KSAU-HS IT Strategy Document (2011-2015). The outcome of this project is expected to supportKSAU-HS achieve its defined vision “to be a “Center of Excellence, offering the best evidence-based health education and utilizing concepts ofinformation technology to attract the best students and faculty”.
Due to technical issues and delay of purchasing necessary applications, the progress of RASK is lower than expected. However, despite the
budget constraints, the necessary applications are expected to be in the pipeline for the AY 2017/2018.
4.3 Proportion of implementing the Unified University Database (Reporting and Analytics System for KSAU-HS)
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5.1 University Annual Report
The Deanship of Development (DOD) is working to issue the first University Annual Report as a comprehensive report on the University's activitiesthroughout the past academic year. The report will provide an easy reference guide to some key statistics.
5.2 AAFAQ Report
In April 2017, The University executes report to the Ministry of Education that includes the needed data for AAFAQ plan for Higher Education.
5.3 IQAS Report
The Development and Quality Management Affairs (DQMA) produced the annual report of the Internal Quality Assurance System. This report is consideredthe second annual report produced by DQMA that document the progress of the Internal Quality Assurance system during the AY of 2016/2017.
IQAS Process and Actions
5. Provide timely reports to subordinate reflecting satisfactory performance and areas that needs enhancement.
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2017/2018 Forecast
Conduct more intensive workshops in Quality and Accreditation.
Complete the Program Accreditation processes for two colleges’ programs (at least).
Ensure full implantation and activation of the IQAS committees and units in both academic and non-academicdepartments
Complete the creation of Unified University Survey (AJWAD) and ensure the effectiveness of these surveys indecision-making processes.
Achieve 50% of the Unified University Database (RASK Project)
Support the Deanship of Development with appropriate manpower and sufficient resources
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