During the academic year 1442 AH, the implementation of the theoretical virtual lectures given through the blackboard in the Common First Year deanship was followed up automatically using a computer system based on the cloud computing services of Google, which allows real-time follow-up of the educational process in the Deanship and viewed by the Dean and heads of/ Supervisors of scientific departments, and weekly reports were submitted periodically to the University Vice Rectorate for Educational Affairs.
36
Second: The Deanship of Admission and Registration
The mission of the Admission and Registration Deanship is not limited to following up students academically until graduation from the university only, but rather its responsibilities extend to include providing all information about the university, its colleges and specializations,
announcing the university admission requirements and the academic rules and regulations, and it is concerned with answering clearly all inquiries related to it, as the Deanship is concerned Preparing the required statistics from the various authorities from inside and outside the university, which contribute to clarifying the important role of the university in the national renaissance process. In addition to the functions of the administrative and technical deanship within the university, we find its responsibilities extend outside the university due to the necessity of successive developments in academic institutions and their systems of the importance of the existence of continuous and constructive coordination and cooperation between all the various units inside the university and other bodies outside it.
Vision:
Leadership in admission and registration processes, excellence in the services provided, and attracting the best students to the university in a way that contributes to building society.
Mission:
Efficiency and distinction in performing all admission, registration and counseling processes with quality, transparency and fairness among students, while employing technology in all processes and tasks that concern the student from his admission to the end of his graduation, and the concern for distinct, motivating, high-quality human elements and systems and cooperation with partners inside and outside the university in a way that contributes to the academic process And national development.
Goals:
•Achieving quality and contributing to accreditation in accordance with comprehensive quality standards for all services and work provided by the Deanship.
•Developing all services of the Deanship administratively and technically to keep pace with the developments of the times and the requirements of the future to provide the best services to students and members of academic bodies, colleges, centers and society.
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• Developing mechanisms and criteria for admission and registration for students internally and externally by all means to reach the future vision of the Deanship, achieve its mission, and preserve its achievements to raise the name of the university and the country.
• Upgrading the staff of the Deanship by developing competence and encouraging excellence and creativity to be a reference for expertise and advice in matters of admission, registration and academic systems.
• Developing the partnership inside and outside the university to achieve the university’s vision and mission.
Values:
• Fairness in student admission and registration processes.
• Equally applying the admission and registration criteria to all.
• Spreading the spirit of cooperation between students and employees of the Deanship.
Carrying out the tasks assigned to the Deanship with high accuracy and professionalism.
• Contributing to raising the efficiency of the services provided by the Deanship.
Strategic and executive objective:
The first objective:
achieving quality and accreditation in accordance with comprehensive quality standards for all services and work provided by the Deanship.
Executive objective:
A. Spread a culture of quality.
b. Developing the performance and practice of the Deanship's departments to match national and international standards and indicators.
c. Self-evaluation and preparation of improvement plans.
d. Contribution to the institutional accreditation of the university.
Second objective:
38
Developing all services of the Deanship administratively and technically to keep pace with the developments of the times and the requirements of the future in order to provide the best services to students and members of academic bodies, colleges, centers and society.
Strategic objectives:
a. Electronic calendar for services and work procedures.
b. Analyzing the results of the electronic calendar and deanship services.
c. Create a database for the Deanship’s employees.
d. Development of electronic portals for the Deanship.
e. Create an accessible database for high school students.
f. design an academic advisor
g. Intensive awareness-raising sessions for the beneficiaries about approaching the electronic service and how to use it.
h. Providing distinguished services to faculty members and scholarship students.
The third goal:
To develop the admission and registration mechanisms for students internally and externally by all means to reach the future vision of the Deanship, achieve its mission, and preserve its achievements to raise the name of the university and the country.
Executive objectives:
A. Developing admission.
B. registration mechanisms.
c. Attracting students in general and distinguished students in particular to the university from high school graduates from inside and outside the region, as well as non-Saudi students (scholarships) in addition to parallel education.
d. Developing admission mechanisms for people with special needs.
e. Developing admission mechanisms for programs with financial returns, in a way that contributes to bridging the gap between financial appropriations and the needs and requirements of the Deanship.
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Fourth Objective: Upgrading the Deanship's employees by developing competence and encouraging excellence and creativity to be a reference for expertise and advice in matters of admission, registration and academic systems.
Executive objectives.
a. Preparing a guide describing the procedure of operations that take place within the Deanship and developing the administrative structure.
b. Preparing a guide describing the administrative and functional roles and tasks of the Deanship's employees.
c. Preparing and implementing training and skills development plans.
d. Developing excellence and creativity for the Deanship’s employees and attracting human cadres
Fifth Objective: Developing the partnership inside and outside the university in order to achieve the vision and mission of the university.
Executive objectives:
a. Development of data warehouse and statistics.
B. Designing systems for communication and information flow between the Deanship and governmental and private employment institutions.
c. Cooperating with the old admission and registration deanships and transferring expertise.
e. Facilitating admission mechanisms in the community-based university partnership, in order to contribute to bridging the gap between financial appropriations and the requirements of the Deanship.
The following are the main achievements of the Deanship during the academic year 1442 AH:
1- Developing new mechanisms and frameworks and benefiting from the databases and systems available at the university. The databases available in the Deanship of Personnel Affairs and faculty members are utilized.
40
2- Employers were contacted and provided with data of university graduates or
distinguished students, as happened with the Space Authority, banks and other sectors.
The Deanship also supervises the graduate's portal and provides it with data.
3- Contribute to clarifying the principle of competitiveness in admission to the faculties and specializations of the university through its cooperation with the Deanship of Student Affairs regarding the reception of new students or its cooperation with the education departments in the region to introduce the university, specializations and admission criteria, which led to the development of admission standards, which are approved by the University Council annually.
4- Contribute to achieving the objectives of the strategic plan.
The following table shows the achievements of the Deanship's projects during the year 1442 AH:
Completion rates according to procedures
number of procedures project
objective
100%
3 First Spread a culture of quality
1
100%
2 First Developing the performance and practice
of the Deanship's departments to match the national standards and indicators 2
65%
3 First Self-evaluation and preparation of
improvement plans 3
100%
2 First Contribution to the institutional
accreditation of the university 4
65%
3 second Create a database for high school students
that can be accessed electronically 5
0%
3 second Adopting computer mechanisms (smart
software) in academic advising 6
80%
5 second Developing university admission standards
7
41
90%
3 second Development of electronic acceptance
mechanisms 8
67%
3 second Developing admission mechanisms for
people with special needs 9
100%
5 second Preparing a guide describing the
procedures of operations that take place within the Deanship and developing the administrative structure
10
100%
3 second Preparing a guide describing the
administrative and job roles and tasks of the Deanship’s employees
11
100%
3 second Programming training and skills
development plans for the Deanship's employees
12
25%
5 Third Developing mechanisms for accepting
programs with financial returns, in a way that contributes to bridging the gap between financial appropriations and the needs and requirements of the Deanship 13
6,25%
4 Third Facilitating admission mechanisms in
community university partnerships, thus contributing to bridging the gap between financial appropriations and the
requirements of the Deanship 14
100%
3 Fourth Providing distinguished services to faculty
members and scholarship students 15
100%
2 Fourth Connecting university graduates to the
labor market through the flow of information between the Deanship and the employers of the labor market 16
42
100%
2 Fourth Cooperation with the old admission and
registration deanships and transfer of expertise
17
100%
2 Fifth Electronic calendar for services and work
procedures 18
100%
2 Fifth Analyzing the results of the electronic
calendar and deanship services 19
100%
1 Fifth Create a database for the Deanship’s
employees 20
97%
3 Fifth Development of electronic portals for the
Deanship 21
100%
3 Fifth Intensive awareness-raising sessions for
the beneficiaries in approaching the electronic service and how to use it 22
100%
3 Fifth Creating a data and statistics repository
that covers the needs of internal and external agencies for the data and statistics they need
23
33%
4 Sixth Attracting students of all kinds to the
university from inside and outside the region (high school, scholarship students, and parallel education)
24
100%
5 Sixth Developing excellence and creativity for
the Deanship's employees and attracting distinguished human cadres
25
82.44%
77 Six
projects Calculated based on Total Objective
Actions Achievement / Total Objectives total
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The percentage of completion of strategic plan projects
97.50%
74.00%
25%
100% 99.28%
77.77% 79%
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
120.00%
لولأا عورشملا يناثلا عورشملا ثلاثلا عورشملا عبارلا عورشملا سماخلا عورشملاسداسلا عورشملا زاجنلإا يلامجإ
ةلماك ةطخلا تءارجإ بسح زاجنلإا بسن
عيراشملا تايمسم
ةيجيتارتسلاا ةطخلا عيراشم زاجنإ بسن
ةميلعتلا نوؤشلل ةعمالجا ةلاكول يونسلا ريرقتلا يعمالجا ماعلل
1442 44 ـه
5. Solve many problems of the academic system, as shown in the following table
Procedure The problem
Fixed Not displaying messages on the portal.
1
Fixed Lecturer password update error.
2
Fixed Unavailability of the academic schedule for some students.
3
Fixed Division overflow in the registry.
4
Fixed Not offering the "Request an additional opportunity" service.
5
Fixed Problems with admission applications.
6
Fixed Problems with admission applications.
7
Fixed Design error in the gate.
8
Fixed Not storing the name of a visiting student from outside the university.
9
Fixed Failure to show headquarters and specialization in admission applications.
10
Fixed Visitor service is not offered.
11
Fixed Visitor service is not offered.
12
Fixed Not activating or stopping the services.
13
Fixed An error in the visitor service for a student from outside the university.
14
Fixed Error re-correction not working for annual plan students.
15
Fixed Display advertising images on the home page.
16
Fixed Do not go to the definitions page and student versions.
17
Fixed Trouble submitting a lost request.
18
Fixed A problem with the message management service.
19
Fixed The problem of requesting a transfer to Al-Jouf University.
20
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Failure to print the visiting student form outside the university.
Fixed Error choosing headquarters.
22
Fixed Add and delete service error.
23
Fixed Error serving additional opportunities.
24
6. Implementation of a number of services on the portal:
The number of services activated on the electronic portal is (57 services), distributed over admission, registration, graduation, rewards and academic services. The process of activating services continues on a steady basis, as indicated in the table below, and as indicated by the attached minutes of the Admission and Registration Development Committee.
Adding date Service name
1/31/2021
Current (effective) questionnaires 1
1/31/2021
previous questionnaires 2
1/31/2021
A questionnaire 3
2/3/2021
Contact Request - Inquiry 4
2/3/2021
Contact Request - Enter 5
2/3/2021
Contact Request - Home 6
3/22/2021
Technical Support for Acceptance – Inquiry 7
3/22/2021
Technical Support for Admission – Enter 8
3/8/2020
Request deletion and addition of a course - follow-up requests for deletion and addition
9
3/8/2020
Request for deletion and addition of a course - deletion and addition 10
3/8/2020
Request to delete and add a course 11
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5/25/2020
A feature to download students' grades via an excel file 12
7. The number of students admitted to the university during the academic year 1442 AH:
Accepted by Bachelor's Level:
Count Gender
Nationality Educational level
Headquarter
1694 Female
Saudi Bachelor
Female students' headquarter- Sakaka
1253 Male
Saudi Bachelor
The headquarter- Sakaka
1010 Female
Saudi Bachelor
Female students' headquarter- Qurayyat
437 Male
Saudi Bachelor
Male students' headquarters- Qurayyat
417 Female
Saudi Bachelor
Female students' headquarters in Tabarjal
143 Male
Saudi Bachelor
Male students' headquarters in Tabarjal
22 Female
Saudi Bachelor
Female students' headquarters in Domat AlJandal
3 Female
Saudi Bachelor
Female students' headquarters in Sakaka
2 Male
Saudi Bachelor
The headquarter- Sakaka
7 Female
Saudi Bachelor
Female students' headquarter- Qurayyat
1 Male
Saudi Bachelor
Male students' headquarters- Qurayyat
1 Female
Saudi Bachelor
Female students' headquarters in Tabarjal
47 The total number of female students- transitional program The total number of male students- transitional program 31 Final total 93
Accepted by qualification diploma stage:
Count Gender
Nationality Educational level
Headquarter
25 Female Saudi
Qualifying Diploma Female students' headquarter-
Sakaka
21 Male
Saudi Qualifying Diploma
The headquarter- Sakaka
39 Female Saudi
Qualifying Diploma Female students' headquarter-
Qurayyat
24 Male
Saudi Qualifying Diploma
Male students' headquarters- Qurayyat
16 Male
Saudi Qualifying Diploma
Male students' headquarter in Tabarjal
The total number of female students- qualifying diploma 64 The total number of male students- qualifying diploma 61 Final total 125
8. The number of graduates during the academic year 1442 AH.
A- Statistics of graduates for the first semester:
Bachelor's degree graduates for the first semester:
Count Gender
Nationality Educational level
Headquarter
454 Female
Saudi Bachelor
Female students' headquarter- Sakaka
450 Male
Saudi Bachelor
The headquarter- Sakaka
48 Female students'
headquarter- Qurayyat
84 Male
Saudi Bachelor
Male students' headquarters- Qurayyat
119 Female
Saudi Bachelor
Female students' headquarters in Tabarjal
58 Male
Saudi Bachelor
Male students' headquarters in Tabarjal
27 Female
Saudi Bachelor
Female students' headquarters in Domat AlJanda
5 Female
Non-Saudi Bachelor
Female students' headquarters in Skaka
6 Male
Non-Saudi Bachelor
The headquarter- Sakaka
6 Female
Non-Saudi Bachelor
Female students' headquarter- Qurayyat
1 Female
Non- Saudi Bachelor
Female students' headquarters in Tabarjal
The total number of Saudi female graduates 887 The total number of Saudi male graduates 592 The total number of non-Saudi female graduates 13 The total number of non-Saudi male graduates 6 Final total 1498
Graduates of the qualification diploma stage for the first semester:
Count Gender
Nationality Educational level
Headquarter
15 Female Saudi
Qualifying Diploma Female students' headquarter-
Sakaka
49 Male students' headquarters-
Qurayyat
39 Female Saudi
Qualifying Diploma Female students' headquarter-
Qurayyat
4 Male
Saudi Qualifying Diploma
Male students' headquarter- Qurayyat
1 Male
Non-Saudi Qualifying Diploma
Male students' headquarter in Sakaka
The total number of Saudi female graduates 33 The total number of Saudi male graduates 4 The total number of non-Saudi female graduates 1 Final total 38
Bachelor's degree graduates for the second semester:
Count Gender
Nationality Educational level
Headquarter
848 Female
Saudi Bachelor
Female students' headquarter- Sakaka
421 Male
Saudi Bachelor
The headquarter- Sakaka
408 Female
Saudi Bachelor
Female students' headquarter- Qurayyat
94 Male
Saudi Bachelor
Male students' headquarters- Qurayyat
160 Female
Saudi Bachelor
Female students' headquarters in Tabarjal
59 Male
Saudi Bachelor
Male students' headquarters in Tabarjal
72 Female
Saudi Bachelor
Female students' headquarters in Domat AlJandal
50 Female students'
headquarters in Sakaka
11 Male
Non-Saudi Bachelor
The headquarter- Sakaka
7 Female
Non-Saudi Bachelor
Female students' headquarter- Qurayyat
1 Male
Non-Saudi Bachelor
Male students' headquarters- Qurayyat
1 Female
Non-Saudi Bachelor
Female students' headquarters in Tabarjal
The total number of Saudi female graduates 1488 The total number of Saudi male graduates 574 The total number of non-Saudi female graduates 17 The total number of non-Saudi male graduates 12 The total 2091
Qualifying Diploma graduates for the second semester:
Count Gender
Nationality Educational level
Headquarter
13 Female Saudi
Qualifying Diploma Female students' headquarter-
Sakaka
15 Female Saudi
Qualifying Diploma Male students' headquarters-
Qurayyat
4 Male
Saudi Qualifying Diploma
Male students' headquarter- Qurayyat
5 Male
Saudi Qualifying Diploma
Male students' headquarter- Sakaka
The total number of Saudi female graduates 28 The total number of Saudi male graduates 9 The total number of non-Saudi female graduates 37
51 Third: The Deanship of E-Learning and Distance Education Vision:
That the deanship of e-learning and distance education at the university become one of the centers of excellence in the world in the field of e-learning and distance education.