ةميلعتلا نوؤشلل ةعمالجا ةلاكول يونسلا ريرقتلا يعمالجا ماعلل
1442 1 ـه
Annual report
University Vice Rectorate for Educational Affairs
1442 AH
2
In the name of ALLAH, the most gracious the
most merciful
3
Table of content
1
Vice rector word
4
2
About the University rectorate for Educational Affairs
5
3
Vision, Mission and Values
5
4
4 University rectorate goals and tasks
6
5 The organizational structure of the University Rectorate for the Educational 5
Affairs
8
Key performance indicators of the Vice Rectorate of the Educational Affairs in 6
accordance with the strategic plan
9
7
Assistant Deanships
15
1. Common First Year Deanship 8 15
2. Deanship of Admission and Registration 9 29
3. Deanship of E-Learning and Distance Education 10 42
4. Deanship of Student Affairs 11 65
12 5. Deanship of Community Service and Continuing Education
70
13
Rectorate units
73
14
Unit of laboratories and equipment
73
15
Unit for plans and programs study development
77
16 Academic and Student Counselling Center
82
4
Praise be to Allah, Lord of the Worlds, and blessings and peace be upon our Master Muhammad, his family and all his companions. The University rectorate for Educational Affairs seeks to provide distinguished academic programs that meet the needs of the labor market, by improving the academic performance system for faculty members, creating an effective educational and academic environment, as well as achieving a qualitative community partnership in line with the ambitious vision 2030
To this end, the Rectorate is keen to raise the quality of the educational system at the university by supporting the colleges, to provide the best services for male and female students to help them acquire knowledge and skills, and to achieve the necessary learning outcomes that go beyond meeting the needs of the labor market to enabling them to reach a global level that places them in an advanced position on the ladder of competition for leadership and excellence regionally and globally. I am pleased to present the annual report of the University Rectorate for Educational and Academic Affairs, which is an embodiment of the efforts made through the deanships, units and committees affiliated with it, in cooperation and coordination with the various academic, administrative and technical units at the university.
This report includes anoverview of the agency, its vision, mission, values, and strategic objectives, its organizational structure and associated units, and an
overview of the achievements of the Deanships and its subordinate units in the academic year 1442 AH. Praise be to Allah, I ask that everyone reconcile for
everything that is good for this generous country, and that it preserves our security andour faith.
Peace and blessings of God be upon our Prophet Muhammad, his family and all of his companions.
Peace, mercy and blessings of God.
University Vice Rector for Educational Affairs Dr. Bandar bin Muzal Al-Shammari
Vice Rector Speech
:
5
About the University Rectorate for Educational Affairs:
The University Rectorate for Educational Affairs was established according to the Higher Education Council Resolution No. 11/36/1426 dated 10/25/1426 AH. Since the establishment of the Jouf University, the care and development of education has been its main goal, as the administrative structure of the university included, upon its establishment, a rectorate dedicated to educational affairs.
The University Rectorate for Educational Affairs is directly concerned with the educational process directed to the student, and with the academic aspects related to faculty members. The rectorate focuses on its interests and powers to improve the inputs and outputs of the educational process from academic programs to global leadership, as it seeks, in line with its vision, mission and goals, to build students cognitively and skillfully by developing existing academic programs, and introducing new high-quality programs that fit the national development plans and serve Society and keep pace with the requirements of the labor market.
The University Rectorate for Educational Affairs is directly affiliated with the related assistant deanship, and those are: (Deanship of Admission and Registration - Deanship of the Common First Year, Deanship of E-Learning, Deanship of Student Affairs, Deanship of Community Service and Continuing Education), as well as a number of units (the Unit for the Development of Study Plans and Programs, Control of Nuclear, Radiological and Chemical Uses). In addition to that, the Academic and Student Counseling Center.
6
Vision, Mission and Values:
Vision:
Excellence and leadership in the educational and academic fields and community partnership.
Mission
The University Rectorate for Educational Affairs seeks to provide academic programs in line with the needs of the labor market, and to develop and improve the performance of faculty members, by creating an effective educational and academic environment, and achieving community partnership in accordance with the Kingdom's 2030 vision.
Values
Adherence to the principles of Islamic law
Leadership and excellence
Social responsibility and sustainable development
Originality and creativity
Academic integrity
Academic freedom
Teamwork
Continuous development and improvement
Respect
Cooperation
Justice and equality
The University Rectorate goals and tasks The Rectorate goals
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1- Creating an educational and academic environment that achieves creativity and excellence through the preparation of students academically and practically in line with the needs of the labor market, and developing the performance of faculty members in line with technological developments in all fields.
2- Development of existing programs and plans in line with the requirements of the labor market
3- Applying the standards of the National Commission for Academic Accreditation and Assessment in designing programs and study plans.
4- Creating high-quality programs, specializations and tracks to meet the requirements of the labor market in cooperation with colleges and civil society institutions.
5- Developing distance education programs, e-learning, parallel education, affiliation, and qualifying diplomas.
6- Academic cooperation with various universities and leading scientific institutions locally, regionally and internationally to raise the quality of educational outcomes. As well as developing academic structures to serve the effective management of colleges, departments and academic programs and lead them to achieve their goals in an optimal way, and finally to attract and develop the skills of distinguished faculty and staff so that the university can effectively achieve its educational, research and service mission.
7- Achieving an effective community partnership by communicating with the relevant civil society institutions.
The Rectorate tasks
1- Implementing the university’s general policy in the educational and academic fields.
2- Supervising all academic and administrative units, and supporting deanships in the rectorate, and working to raise the performance efficiency in order to achieve the general goals of the university.
3- Development of existing programs and plans in line with the requirements of the labor market.
4- Helping the academic units and assistant deanships in providing an educational and academic environment that encourages upgrading the educational and academic performance at the university.
8
5- Proposing development projects and programs for all associated units.
6- Supervising everything related to student affairs at the university (admission and registration policy, social, cultural, and sports activities, and student services).
7- Identifying educational and academic problems, finding solutions to them, and working to instill the spirit of belonging to the university among its various parties (faculty members, students, and employees).
8- Unifying forms and procedures related to the educational and academic aspects among the academic units at the university.
9- Evaluating the educational and academic performance of faculty members and working on developing it.
10- Providing classrooms, laboratories and equipping them with various technological means that raise the performance of the teaching process and improve its quality.
11- Preparing annual completion reports for all units associated with the rectorate, follow up on their implementation, submitting them to His Excellency the rector of the University, and following up on decisions and instructions issued in their regard.
12- Implementing all works assigned to it by His Excellency the rector of the University
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The organizational structure of the University rectorate for Educational Affairs
Educational Affairs
University Vice rector for Educational Affairs
Vice rector office
Assistant deanship
Units
Common First Year Deanship
Admission and
Registration deanship Distance & e learning
deanship
Students affairs deanship
Contnuos education &
community esrvice deanship Laboratories &
equipments
Plans &
curriculum development
Academic counseling center
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The main performance indicators of the Vice Rectorate for
Educational Affairs according to the initial strategic plan of the university 2017
-
2021 for the year 2020
Goal Project
Achievement indicators
2020
Targeted
2021 Actual Targeted
percentage achievemen
t%
ـه1-3 Increase the number of students by 50% from the current number ش
1 - 3 - 1
developing admission
&
registration procedures 1
- 3 -
1 overall rate of enrollment 40.0
% 68.0
% 170.0
% 50
%
1 - 3 - 2
. Net enrollment rate 49.0
% 47.6
% 97.1
% 55
%
1 - 3 -
3 The rate of new entrants to the
university (the
percentage of
those admitted to the university from high school graduates in Al-Jouf region in the same year) 90
% 89
% 98.9
% 90
%
E 1-4 Implementing comprehensive quality standards in all university sectors ش
1 - 5 - 1
Developme nt of recruitment processes 1
- 4 - 8
Percentage of
the teaching staff who left the university
in the
previous year for reasons other than retirement due 5
% 4
% 125.00
% 5
%
11
to age
1 - 4 - 9
Percentage of
teaching staff involved in professional development last year 70
% 76
% 109
% 75
%
1 - 4 - 10 the total rate of students to the faculty students 22
: 1 students 15
: 147 1
20 % students
: 1
1 - 4 - 11 Average number of students to the faculty by
specializatio n
.n 10
: 1 medicine 8
: 1 medicine 125
10 % : 1 medicine
17 : 1 science &
engineerin g 4
: 1 science &
engineeri ng 425
% 17
: 1 science &
engineeri ng
26 : 1 other
majors 26
: 1 other majors 100
22 % : 1 other majors
1 - 4 - 12 Average Teaching staff in Scientific and Technical specializatio n
47
% 61
% 130
% 50
%
1 - 4 - 13
Employees' performance satisfaction 75
% 68
% 91
% 80
%
1 - 4 - 14 Average number of employees in the university who hold postseconda ry
qualification 75
% 55
% 73
% 85
%
12
1 - 4 -
15 The rate of Saudi technicians to non-Saudi 65
% 100
% 154
% 80
%
E 1-9 Availability of housing and appropriate health, sports and recreational services for faculty members and university students ش
1 - 10 - 5
Student Counseling Services 1
- 9 - 8 ميوقت
Students for professional and academic Counseling 3.5
3.99 114
% 4
Developing academic and scientific performance in line with the labor market and meeting the needs of society ش 2 - 1 - 1
Labor market alignment 2
- 1 - 1
Employment rate
60
% 36
% 60.0
% 65
%
2 - 1 - 2
Percentage of programs linking learning outcomes with labor market needs.
76
% 100
% 132
% 80
%
2 - 1 - 3
Percentage of programs developed or established to meet the needs of the labor market (reviewed every 5 years) 90
% 100
% 111
% 1.00
2 - 1 - 4
Percentage of colleges that have employer representativ es on at 40
% 94
% 235
% 0.50
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least one committee
E2-2 Attracting highly qualified faculty members and their assistants
ش 2 - 2 - 1 Attracting competenci
es and scientific capabilities 2
- 2 - 1
Average number of faculty members who have PhD 60
% 57
% 95
% 0.65
2 - 2 -
2 The rate of contracted faculty members (the
percentage
of the
number of contracted faculty members at the university to the total number of faculty members) 60
% 50
% 120.0
% 0.50
3 - 7 - 1
Number of faculty members with a proven global record and
supervisors of graduate programs in each
department 50
% 57
% 114
% 0.70
ـه2 – 3 Enriching the curriculum with interactive education يInteractive learning education ش
2 - 3 - 1 interactive
education 2
- 3 - 1
Percentage of curricula that rely on interactive teaching methods 65
% 100
% 154
% 0.80
14
2 - 3 -
2 The extent of student satisfaction with the curricula that depend on interactive teaching methods 70
% 66
% 94
% 0.80
ـه2-4 Increasing research opportunities for undergraduate students ش
2 - 4 - 1
Improving the research capabilities of students 2
- 4 - 1
Percentage of
undergradua te students who received financial support to conduct scientific research during the academic year 11
% 12
% 109
% 15
%
ـه2-Completion of equipment for laboratories for undergraduate
ش 2 - 6 - 1
Technical developme nt of student laboratories 2
- 8 - 1
Satisfaction of
undergradua te students with
laboratory and laboratory equipment 65
% 53
% 82
% 80
%
2 - 8 - 2
Average number of students trained in the latest
laboratory technology 70
% 59
% 84
% 80
%
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Comparing the main performance indicators of the University Vice Rectorate for Educational Affairs according to the first strategic plan of the university 2017-2021 for the year 2020
Goal Project
Achievement indicator 2019
Targete 2020 d
2021 Targete
Actual d Achievement
percentage%
ـه1-3 Increasing the number of students by 50% from the current number ش
1 - 3 -
1 Developing admission and registration mechanism s
1 - 3 -
1 overall rate of enrollment.
73.50
% 68.0 Although the percentage %
has decreased, it is still higher than the target 50
%
1 - 3 -
2 net enrollment rate.
47.70
% 47.6 The percentage has not %
changed much from the previous year 55
%
1 - 3 -
3 The rate of new students at the university (the percentage of high school graduates accepted into the university in the Al- Jouf region in the same year).
100
% 89
% The drop in the
percentage is due to an amendment to the admission criteria at the
university, and the current percentage is very close to the target
percentage 90
%
ـه1-4 Applying comprehensive quality standards in all university sectors
ش 1 - 5 - Recruitmen1
t process developme
nt 1
- 4 -
8 Percentage of faculty who left the university in the previous year for reasons other than retirement due to age 5
% 4
The rate of the year 2020 % is better than the rate of
2019 by 20%
5
%
1 - 4 -
9 Percentage of faculty participating in professional development last year
66
% 76
% The percentage of faculty
participating in professional development has increased from the previous year, and it is
also greater than the target for the next year 75
%
1 - 4 -
10 The overall ratio of students to faculty
15 students
: 15 1
students : 1 The percentage did not change during the two years, and it is expected to reach the target percentage by increasing
the number of students for the next year students20
: 1
16
1 - 4 -
11 Average number of students to faculty by specialization.
8 9:1 : students1 The ratio in 2020 is
better than 2019 and better than the target in
2021 10
: students1
13:01 4
: science 1 engineerinand
g 17
: science 1 engineerinand
g
19:01 26
: 1 other
majors The increase in the percentage is due to the Corona pandemic, where no new faculty members were contracted, instead of those whose contract
has expired 22
: other 1 majors
1 - 4 -
12 Average rate of faculty in scientific and technical disciplines 48
% 61
% The rate in 2020 is better than the average in 2019 and better than the target
in 2021 50
%
1 - 4 - 13 Satisfaction with the performance
of the employees 80
% 68
%
# REF
! 80
%
1 - 4 -
14 The rate of university employees with post-secondary qualifications 53
% 55
% The ratio in 2020 is
better than the ratio in 2019 and it needs more time to reach the target
in 2021 85
%
1 - 4 -
15 The ratio of Saudi technicians to non-Saudis 100
% 100
% The ratio has not
changed between the two years and is better than the target in 2021 80
%
ـه1-9 Availability of housing and appropriate health, sports and recreational services for faculty members and university students ش
1 - 10 - 5 Student Counseling Services 1
- 9 -
8 Student calendar for professional and academic counseling 3.71
3.99 The actual performance
in 2020 is better than the performance in 2019 and is very close to the
target 2021 4
Dev elop ing aca de mic and scie ntifi c perf orm anc e in line wit h the labo r mar ket and mee ting the nee ds of soci ety
36
% 65
%
17
ش 2 - 1 - 1 Labor market alignment 2
- 1 - 1 Employment 6.30 rate
% The employment rate
has improved a lot in 2020 compared to 2019
and needs more time to reach the target in 2021
2 - 1 -
2 Percentage of programs linking learning outcomes with labor market needs .
83.10
% 100
% The ratio in 2020 is
better than the ratio in 2019 and better than the
target in 2021 80
%
2 - 1 -
3 Percentage of programs developed or established to meet the needs of the labor market (reviewed every 5 years)
81.30
% 100
% The ratio in 2020 is
better than the ratio in 2019 and better than the
target in 2021 1.00
2 - 1 -
4 Percentage of colleges that have employer
representatives on at least one committee 82.30
% 94
% The ratio in 2020 is
better than the ratio in 2019 and better than the
target in 2021 0.50
ـه2- 2 Attracting highly qualified faculty members and their assistants
ش 2 - 2 - 1 Attracting competenci es and scientific capabilities 2
- 2 -
1 Average number of faculty members who have a PhD
53
% 57
% The ratio increased in
2020 from 2019 and is expected to be very close
to the target in 2021 0.65
2 - 2 -
2 The rate of contracted faculty members (the percentage of the number of contracted faculty members at the university to the total number of faculty members) 50
% 50
% The ratio did not change
between the two years and within the target for
the year 2021 0.50
3 - 7 -
1 Number of faculty members with a proven global record and supervisors of graduate programs in each department 39
% 57
% The ratio increased in
2020 from 2019 and is expected to be very close
to the target in 2021 0.70
ـه2 – 3 Enriching the curriculum with education ميلعتلاب يلعافتلاInterac tivelearning education
ش 2 - 3 - interactive 1
education 2
- 3 -
1 Percentage of curricula that rely on interactive teaching methods
53
% 100
% The ratio in 2020 is
better than the ratio in 2019 and better than the
target in 2021 0.80
18
2 - 3 -
2 The extent of student satisfaction with the curricula that depend on interactive teaching methods
61.40
% 66
% The actual performance in 2020 is better than the
performance in 2019 and is very close to the
target 2021 0.80
ـه2-4 Increasing research opportunities for undergraduate students ش
2 - 4 - 1 Improving the research capabilities of students 2
- 4 -
1 Percentage of undergraduate students who received financial support to conduct scientific research during the academic year
7.11
% 12
% The ratio increased in
2020 from 2019 and is expected to be very close
to the target in 2021 15
%
ـه2-8 Completion of equipment& laboratories for undergraduate ش
2 - 6 - 1 Technical developme nt of student laboratorie s 2
- 8 -
1 Satisfaction of undergraduate students with laboratory and equipment 63
% 53
% The drop in the
percentage is due to the Corona pandemic and the state of ban imposed
in 2020 80
%
2 - 8 -
2 Average number of students trained in the latest laboratory technology 74.30
% 59
% The drop in the
percentage is due to the Corona pandemic and the state of ban imposed
in 2020 80
%
Assistant Deanships
First: The Deanship of the Common First Year Vision
Academic excellence in preparing students and qualifying them for university study according to disciplined standards and measured by performance indicators.
Mission
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Providing advanced educational services that develop students' cognitive and skill aspects with relatively balanced weights through an academic environment that stimulates learning and creativity, in order to prepare them for admission to specialized colleges and enhance the level of social responsibility.
Goals:
Familiarizing students with university rules and regulations.
•Preparing students to adapt to the university environment.
•Developing students' cognitive and skill capacities in English language, basic sciences and computer.
•Empowering students with the skills of thinking, scientific research and communication.
•Developing students ’abilities to choose the major
appropriate to their preferences, abilities, and labor market needs.
•Creating a stimulating knowledge environment that helps students excel and be creative.
•Enhancing students ’awareness of social responsibility.
Values:
•Quality in performance
• teamwork.
The following are the most important achievements of the Common First Year Deanship during the academic year 1442 AH:
Studies:
Four developmental studies have been prepared in the Deanship, those are:
1- A study on the establishment of a humanitarian track in the Common First Year Deanship.
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Admission to colleges that do not benefit from the Common First Year such as the College of Sharia and Law, the College of Business and the College of Arts is direct admission, and in addition to the fact that Al-Jouf University will raise the weighted percentage for admission in the Common First Year and other colleges, many students who obtain rates less than the minimum accredited weighted percentage will want to join the humanities colleges, but they will be rejected for not meeting the weighted percentage condition. And because of the university dsire to give these students an additional opportunity, the proposal came to add a humanitarian track that would bridge the gap between the levels of students who did not meet the admission requirement and the level required to get admitted in humanitarian colleges so that many courses are offered that will contribute to raising the levels of students to qualify them to register in humanities colleges.
2- Analytical study on the mechanism for allocating students at Al-Jouf University:
The study includes an analysis of the batches data of male/female students admitted in the first common year from 1436 to 1440, in terms of the number of male/female students likely to be admitted in the health engineering tracks according to the terms of the weighted percentage - after high school - and the cumulative average - after passing Common First Yearat the university. This is in accordance with the approved conditions for allocating students in terms of the lowest rate and in terms of the number of seats required for each of the scientific departments within the health colleges (College of Medicine, College of Dentistry, College of Pharmacy, College of Applied Medical Sciences) and scientific colleges (College of Engineering, College of Computer and Information Sciences). This is for the academic year 1442 AH.
21
3- A study on the change in students’ achievement rates after passing the Common First Year:
A study on the change in the achievement rates of students (Batch 1439) between the GPA after passing the Common First Year and the GPA at the end of the first year in the colleges to which they were assigned.
4- Preparing a system for preventive academic counseling in the Common First Year deanship
Activating preventive student academic counseling, with the aim of follow up students’ achievement levels (in all semester work activities and exams) from the beginning of the semester to the end of the semester, which allows early identification of students’ special academic cases (distinction, weakness) and dealing with them professionally through appropriate academic counseling mechanisms. The system offers the following advantages:
General statistics for the course:
The system gives a complete perception about the level of achievement in each activity of the year, tests and final achievement through the following indicators for each activity/test:
- The highest score obtained and the number and percentage of students who obtained this score.
- The lowest score obtained and the number and percentage of students who obtained this score.
- The number and percentage of students whose achievement scores were above average and below average.
* Special academic cases:
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Special cases mean cases of failure and excellence in each of the activities of the semester, examinations or the outcome.
* follow up a specific student:
The system provides the ability to identify the status of a student in terms of the level of academic achievement at all levels of achievement in the semester work, the semester exams, the final exam and the final score compared to the total of students in the course.
5- Implementation of a number of tests, the most important of which are:
* Cambridge English Placement Test for newly admitted students:
- . ىوتسلما ديدحتل جديربماك رابتخا
نيدجتسلما ةبلطلل ةيزيلكنلإا ةغللا يف
:
23
In cooperation with the University of Cambridge, the Department of English Language Skills conducted an internationally accredited Cambridge English Placement Test (CEPT) for new male and female students of the common first year for the academic year / 1442 AH, in the period between Saturday 10/1/1442 AH until Thursday 1/15/1442 AH. The number of male and female students applying to perform.
*International English Language Test IELTS:
Under the supervision of the University Vice Rectorate for Graduate Studies and Scientific Research, the Common First Year Deanship, in partnership with the idp-IELTS Center, implemented the IELTS test six times during the academic year 1442 AH, where the test covers the Al-Jouf region and includes university employees and other members of the community. 10% discount.
رابتخلاا يلودلا
ةيزيلجنلإا ةغلل IELTS
:
24
م Test date
Number of participants
1 23/11/2019
21
2 11/01/2020
40
3 07/03/2020
49
4 12/09/2020
27
5 21/11/2020
28
6 27/03/2021
29
6- Cambridge Experts Forum:
7- - The Deanship of the Common First Year implemented a Cambridge Experts 7 Forum on Teaching English, which lasted for five days and included important topics in teaching English, and was attended by about 300 students from the Deanship.
7 - ريوطت ةكرتشلما ىلولأا ةنسلا ةدامع تاررقم
25
Based on the directives of the University Rector, and with the aim of developing the Common First-Year courses, a plan to review and develop a description of all Common First Year courses was approved, and a number of leading universities in the Kingdom were selected for benchmarking with them. :-
• King Saud University
• King Abdulaziz University
•Imam Abdul Rahman bin Faisal University
The description of all courses in the Deanship was reviewed and developed based on the benchmarking with the specified universities.
- 8 - Efforts and procedures of the Common first year deanship in confronting the spread of the Corona virus:
In compliance with the directives of the wise leadership in the Kingdom and in interaction with the campaign “For the Homeland, We Are at Home”, Common first year Deanship effectively interacted and applied all approved and necessary precautionary measures, including:
• Guiding words from the Dean and Vice Dean of the Common first year to adhere to the precautionary measures
• The interaction of faculty and students, recording videos and posts to urge adherence to the precautionary measures
• Applying the rules of social distancing, following the necessary health protocols, and implementing precautionary measures when attending workplaces and laboratories in the Deanship.
Implementation of the Mid terms and final exams through the effective application of precautionary measures through the following steps:
26
• Designing and announcing an indicative structural chart showing the locations of the examination halls at the headquarters of the Common first year Deanship
• The plans are announced in advance to the students through the deanship's communication channels and the blackboard.
• Determining the examination hall and the sitting seat and sending them to each student separately in all branches of the Deanship through the blackboard.
Accordingly, the student of the common common first year knows in advance before coming to the test location, the hall, his seat and the period of his examination.
- Deanship employees share their experiences of receiving the Corona Virus (Covid 19) vaccine to encourage vaccination
Follow-up on the application of all precautionary measures and periodic sterilization of test rooms and laboratories
- -
27
28
9 - ةمدخ عمتجلما هعم لعافتلاو
:
Based on the university’s mission in community service and the dean’s mission emanating from it, and in order to interact with the local community and provide services to it within the framework of the Deanship’s capabilities and strengths, the Common First Year Deanship has provided a number of services to the local community in the Al-Jauf region, the most important of which are:
- Launching the International English Language Test (IELTS) for the first time in the Al-Jauf region, in both general and academic types, in accordance with the memorandum of understanding that was signed between the university and (IDP-IELTS) company.
-
Providing courses directed to the community through the Deanship of Community Service at the university, where the Deanship has prepared a training program for a number of courses directed at the community, which was sent to the
29
Deanship of Community Service, and these courses are being implemented according to the specified schedule.
- Interacting with government agencies to provide services to the university’s employees, as was done in the important training course in “first aid” which was presented by: the Saudi Red Crescent Authority for the employees and students of the Deanship
10- Scientific Research:
The total number of scientific research published in the Common First Year deanship during the current year 1442 AH reached 42, as shown in the following table:
مسلاا يعماجلا ماعلل ثوحبلا ددع
1442 صصختلا
Dr. Saad bin Awad Al-Anzi artificial intelligence 15
Dr. Ahmed Abdel Hamid Mohamed
organic chemistry 4
Dr. Mohammed Ezz al-Deen physics 4
Prof. Ashraf Fahim inorganic chemistry 3
Dr. Amal Muhammed Asran chemistry 3
Dr. Najm Alsamaa Computer Science 3
Prof. Alaa Al Sioufi molecular biology 2
Dr. Massad Salameh Applied mathematics 2
Dr. Iman Al-Mansi biological 2
Dr. Medhat Abdel Hadi Computer Science 1
Dr. Muhammad Ali Al-Rifai Computer 1
Engineering
a. Aref Hassan Kardali Computer 1
Engineering
30
Dr. Sawsan Bastawisi Ali Al Sayed
mathematics 1
total number
42 published research
In interaction with the celebrations of the Saudi Quality Council of the thirteenth Quality Week, the Common First Year Deanship carried out a series of activities for a week from 15-19 November 2020, as part of the celebrations of the thirteenth Quality Week by the Saudi Quality Council.
1 -
Activities and events:
During the academic year 1442, a number of (206) activities and various events were implemented, including a lecture, a course, a meeting and a competition. The following figures show the distribution of these activities according to various criteria.
31
32
33
2- Launching the Electronic Guidance Service (Murshidi)
3
- The Deanship’s participation in the activities of the eleventh students’ scientific forum
A number of meetings and workshops have been prepared to prepare the students of the Deanship and urge them to participate in the activities of the eleventh Scientific Forum for at Jouf Universitystudents.
34
4
- Implementation of the induction program in health and engineering specializations for students of the Common First Year deanship
An induction program was implemented for male and female students of the Common First Year, which included all the faculties in which the students specialize and lasted for a week from 9/7/1442 to 7/16/1442
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5- Daily and weekly follow-up of the progress of virtual lectures and the preparation and submission of follow-up reports
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.
