Preparing your institution for Self-Assessment King Saud University 2009

1. Preparing your institution for Self-AssessmentKing Saud University 2009 Professor Hilary Winchester

2. Aims and objectives of the workshop This workshop consists of three parts: • Strategies for assessing institutional readiness in relation to the University’s mission. • Engaging the institution. A university’s preparation for self-review is seen as a process of cultural change.   • Towards an institutional self-assessment checklist.

3. Strategies for assessing institutional readiness Institutional readiness must be viewed in relation to the University’s mission 3 strands: • Mission • Trajectory • Benchmarking

4. Engaging the Institution • What are the accountabilities, structures and policies to make this happen? • Who are the champions and key stakeholders? • What is the communication strategy? Institutional readiness is a process of cultural change

5. Towards a self-assessment checklist The themes and expectations of the national audit body is included in this booklet as an appendix. • Appendix 1 – National Commission for Academic Accreditation & Assessment • Standards for Accreditation and Quality Assurance • Five groups; 11 standards

6. Standards for Accreditation and Quality Assurance • Institutional Context 1. Mission and Objectives 2. Governance and Administration 3. Management and Quality assurance and Improvement B. Quality of Learning and Teaching 4. Learning and Teaching C. Support for Student Learning 5. Student Administration and Support Services 6. Learning Resources

7. Standards for Accreditation and Quality Assurance D. Supporting Infrastructure 7. Facilities and Equipment 8. Financial Planning and Management 9. Employment Processes E. Community Contributions 10. Research 11. Institutional Relationships with the Community

8. Self-assessment a key aspect of quality audit Self assessment can be in many forms Critical to understand the University’s mission Mission defines the ‘Approach’ of the ADRI cycle The importance of self-assessment

9. King Saud University Vision To be a world class university and a leader in building the knowledge society Mission To provide distinctive education, produce creative research, serve society and contribute in building the knowledge economy and community through learning, creative thinking environment, the optimal use of technology and effective international partnership

10. King Saud University Based on our Islamic and cultural values, we uphold: • Quality and excellence • Leadership • Freedom of inquiry • Fairness and integrity • Transparency and accountability • Lifelong learning

11. University missions • Learning and teaching, research • Professional graduates • Regional engagement • Knowledge transfer • International • Student-focussed • Social justice • Diversity • Educating the whole person • Islamic values

12. Part 1 exercises Tasks 1 and 2: The University’s mission and its approach to QA/QI • Table introductions • Chair and reporter per table • In Task 1, analyse the mission of King Saud University and of Pietra University • In Task 2, analyse how KSU’s mission may define the University’s approach to significant activities

13. Reportback – Tasks 1 and 2 King Saud University/ Pietra Univerity has ........... as key elements to its mission which we would expect to see reflected particularly in its approach to ................. through................

14. University performance Tasks 3 and 4: the University’s performance, its trajectory and benchmarking • Tables may change Chair and Reporter • Assume the data on page 7 relate to King Saud University • In Task 3, assess how the University is travelling in relation to its mission(s) • In Task 4, assess how the University is faring in relation to its comparator institutions

15. Report back –Summative 3 and 4 King Saud University Is doing well on.... Is lagging in.... Is early/middle/late in its trajectory Compared to its peers is doing well on ..... And lagging in....... Key action items are....

16. Break

17. Engaging the Institution Institutional readiness is a process of cultural change • Identifying champions • Finding quick wins • Communicating successes • Engaging academic staff • Naturalising change

18. Engaging the Institution • What are the accountabilities, structures and policies to make this happen? • Who are the champions and key stakeholders? • What is the communication strategy?

19. Understanding the task ahead A continuum between compliance and cultural change At one extreme, compliance with codes, guidelines and schedules Concern with processes rather than outcomes At other extreme, an opportunity to drive change

20. Tasks 5 - 7: Identifying accountabilities, and structures, policies and key stakeholders to move them forward Move tables or change Chair and Reporter In Task 5, identify accountabilities and structures to carry forward the identified actions In Task 6, identify key stakeholders In Task 7, identify appropriate communication strategies Part 2 exercises

21. Report back – Tasks 5-7 • Accountabilities • Structures/Committees • Policies • Approval mechanisms • Champions • Stakeholders • Communication strategies • Engaging the academy

22. Part 1 Mission/Trajectory/Benchmarking Part 2 Accountabilities/Structures/Policies Champions/Stakeholders/Communication Strategy Part 3 Using the national checklist and framework appropriate to the University’s mission and stage of development A self-assessment checklist

23. Final comments Key take-away message – QA is what is appropriate for a University’s mission and QI will help it along its chosen path. Best wishes for preparing King Saud University for self review. Thank you. hilary.winchester@unisa.edu.au