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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%


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%


2.3 Proportion of completed Course

Specifications Module in Blackboard (AYSAR)

60%

Target = 75%

80% 70%

Target = 100%70%

100%


2.4 Rate of creation of dashboard for quality

assurance processes (ADAA System)

0%

Target = 60% 0%

30%

Target = 60% 50%

100%



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%



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%


4.2 Proportion of implementing KPI’s Software

System

0 %

Target = 50%0%

40%

Target = 75%53%

100%


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


(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%


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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%


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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%


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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%


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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%


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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


(DOD)16/11/2016 100%

2. Establish a central database for all community

engagement activities


(DOD)16/11/2016 100%

3. Enhance a system for tracking and

maintaining contact with AlumniUniversity Relation and Media (URM) 16/11/2016 100%


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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)


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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http://dqm.ksau-hs.edu.sa/?page_id=1685

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.


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 ✓ ✓


Al AhsaCollege of Nursing ✓ ✓


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.


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.)


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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.


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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.


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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internal quality assurance system (iqas) ann… · the internal quality assurance system (iqas) is...

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