Annual Report
Faculty of Languages
Introduction:
Based on the recognition of the significance of quality and academic accreditation within the Faculty of Languages and its profound impact on fostering a culture of quality across academic departments and administrative units; the achievement of quality objectives aimed at identifying optimal methods and approaches for advancing higher education and scientific research;the Faculty’s improvement plan for 2022; the steadfast commitment to enhancing and developing its programs; and in alignment with the standards set forth by the Council for Academic Accreditation and Quality Assurance, the present Annual Report has been prepared to document the progress achieved in executing the performance improvement plan for the Faculty’s programs during 2022. This report will comprehensively cover the following components:
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SN |
Report Key Components |
Execution Level |
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Executed |
Postponed Until Next Year |
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First: Program Missions, Aims and Learning Outcomes: |
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| Conducting regular reviews of program missions and aims with the participation of stakeholders, ensuring their development accordingly. |
✓ |
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| Harmonizing graduate attributes with corresponding programs at local, regional, and international levels. |
✓ |
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| Regularly assessing and refining the learning outcomes of academic programs to ensure congruence with the missions and aims of programs and the Faculty. |
✓ |
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| Undertaking comprehensive reviews and updates of programs. |
✓ |
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| Evaluating program learning outcomes and course specifications, ensuring alignment with the evolving labor market needs. |
✓ |
||
| Establishing a transparent and efficient mechanism for the development of National Academic Reference Standards (NARS). |
✓ |
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| Ensuring coherence between program learning outcomes and NARS guidelines. |
✓ |
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Second: Academic Programs and Courses: |
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| Ensuring courses are advertised and delivered to beneficiaries, maintaining documentation of the process. |
✓ |
||
| Providing examples of guides utilized in preparing course specifications. |
✓ |
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| Allocating qualified teaching staff to departments. |
✓ |
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| Reviewing and updating teaching strategies and assessment methods. |
✓ |
||
| Developing a mechanism to assess the performance of the teaching staff. |
✓ |
||
| Developing a mechanism for evaluating the performance of academic leaders, teaching staff, and employees at the Faculty. |
✓ |
||
| Developing a mechanism to assess the performance of the administrative staff. |
✓ |
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| Fixing SAR problems and failures. |
✓ |
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| Providing computers to support academic activities and administrative functions. |
✓ |
||
| Providing sufficiently qualified administrative staff to assist the teaching staff in managing academic programs. |
✓ |
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| Enhancing the capabilities and skills of teaching staff. |
✓ |
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| Providing reliable internet services for teaching staff and students. |
✓ |
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| Equipping departmental laboratories with the necessary tools and equipment. |
✓ |
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| Maintaining accurate statistics on the teaching staff’s academic publications. |
✓ |
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| Ensuring adherence to admission plans for academic departments, aligning with the accommodation capacity and academic standards. |
✓ |
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| Developing a comprehensive plan to effectively utilize the Faculty’s Private Expense System and other financial resources. |
– |
– |
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| Providing an academic guidance system for students to ensure confidentiality in delivering academic and psychological support and advice under the supervision of a specialized academic leadership. |
✓ |
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| Providing a student guidebook detailing regulations, instructions for student activities, available services, educational schedules, and facilities/ resources. |
✓ |
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| Providing a guidebook outlining necessary services for students with special needs, facilitating their inclusion in academic and social activities. |
✓ |
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| Leading and managing university activities aimed at enhancing student welfare across all domains. |
✓ |
||
| Ensuring the completion and modernization of laboratory equipment and facilities to meet educational needs. |
✓ |
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Third: Facilities and Buildings for Academic Programs: |
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| Ensuring the maintenance of all halls, including windows, doors, chairs, whiteboards, lighting, and painting. |
Maintenance was conducted in the Faculty’s eastern side. |
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| Performing the maintenance on all corridors and halls within the Faculty, focusing on windows, lighting, and painting. |
Maintenance was conducted in the Faculty’s eastern side. |
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| Conducting maintenance of all Faculty bathrooms, including heaters, sinks, toilets, lighting, restoration works & painting. |
✓ |
||
| Ensuring availability of specialized laboratories for phonetics in the departments. |
✓ |
||
| Providing educational resources such as books, periodicals, etc. |
✓ |
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| Ensuring sufficient computers for teaching staff. |
✓ |
||
| Increasing the operational budget allocated for the maintenance of the programs’ facilities and equipment. |
✓ |
||
| Developing a well-planned annual budget for the Faculty to be utilized for the advancement of educational, research, and development initiatives. |
✓ |
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Fourth: Financial Resources for Academic Programs: |
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| Developing and providing financial and material resources to support the Faculty in the development of academic programs, courses, and procurement of laboratory equipment. |
✓ |
||
| Formulating a plan for scientific research and graduate studies, identifying key specializations required by the Faculty and securing the necessary financial funding. |
✓ |
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| Developing a comprehensive plan to effectively utilize the Faculty’s Private Expense System and other financial resources. |
– |
– |
|
| Establishing a standardized guide for the performance assessment of teaching staff and assistants. |
✓ |
||
| Providing a standardized financial regulation. |
✓ |
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Fifth: Quality Assurance and Continuous Improvement: |
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| Providing samples of beneficiaries’ feedback regarding their experiences with the courses. |
✓ |
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| Implementing student evaluations of the teaching staff performance. |
✓ |
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| Evaluating program learning outcomes and course specifications, ensuring alignment with the evolving labor market needs. |
✓ |
||
| Engaging students in program reviews through surveys to capture their perspectives on courses and programs. |
✓ |
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| Facilitating the adoption of modern teaching methods by organizing workshops for the professional development of teaching staff. |
✓ |
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| Developing the skills of administrative staff. |
✓ |
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| Encouraging participation in extracurricular activities to enrich the learning experience among students. |
✓ |
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| Spreading the culture of quality among the teaching staff, administrative staff and students. |
✓ |
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| Creating communication channels between the Faculty and public and private sector institutions to establish partnerships that contribute to the absorption of graduates in the labor market. |
✓ |
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| Encouraging Faculty graduates to propose initiatives aimed at aligning the Faculty’s outputs with the labor market needs. |
✓ |
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| Developing connections between the Faculty and its graduates through the establishment of an alumni club. |
✓ |
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| Raising students’ awareness about the regulations governing academic and administrative work to know their rights and duties. |
✓ |
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| Facilitating the exchange of experiences among teaching staff through class visits and seminars. |
✓ |
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| Communicating with employers to gauge their satisfaction with the Faculty’s outputs and gather suggestions for improvement. |
✓ |
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Vice Dean for Quality Affairs
Assoc. Prof. Ali Mohammed Ali Shamlan
Dean
Assist. Prof. Mohammed Ahmed Al-Nasser