Improving the education of oral and dental medicine and developing it on a sound scientific basis that is suitable for contemporary life
Faculty of Oral and Dental Medicine
About Faculty
Faculty of Oral and Dental Medicine, Alsalam University in Egypt has been established to give an optimal interactive clinical training alongside academic knowledge to give its graduates the opportunity of being competent dentists who meet national and international qualifications standards
Dean’s word
At the beginning of a new academic year I would like to take the opportunity and congratulate all of you on your first year in the Faculty of Oral and Dental Medicine. also commend you for choosing the long-standing profession of dentistry. By moving from secondary education in which you excelled towards higher education you will face important challenges. First, you move from a well-guided environment to a phase where you have a larger space of freedom, this freedom shall be accompanied by a responsibility to ensure that you succeed and reach your goals.
At Last, I hope that everyone’s effort will be crowned with success.
Prof Dr. Hasnaa Fouad
Mission
Vision
Achieving national and international scientific leadership in the field of oral and dental medicine and surgery, and preparing a generation of dentists who are morally and scientifically distinguished and able to compete in the labor market.
Departments
a. Dental Anatomy and Oral Physiology.
b. Oral Histology and Embryology.
c. Oral and Maxillofacial Pathology.
a. Removable Prosthodontics.
b. Fixed Prosthodontics.
c. Dental Biomaterials.
a. Conservative Dentistry.
b. Endodontics.
a. Oral and Maxillofacial Surgery.
b. Local Anesthesia.
a. Orthodontics and Dentofacial Orthopedics
b. Pediatric Dentistry
c. Public Health and Community Dentistry.
a. Oral Medicine.
b. Periodontology.
c. Oral Diagnosis and Maxillofacial Radiology
College goal
with a high degree of scientific, practical, technical, and professional skill
and providing technically, scientifically, and financially assistance for the distinguished graduates and others from other faculties who wish. to form modern cadres of faculty staff.
in the national, Arab, and international field, and training in applied and specialized research to serve the environment and society in order to improve
Academic Staff
Dr. Eman Salah Radwan
Dr. Asmaa Mohamed Elafifi
Dr. Nada Wael Selima
Dr. Abdelmoez Arafa Mohamed
Dr. Moahemed Mahmoud Elsobki
Dr. Yara sami Elzayat
Dr. Soaad Ahmed Eltabaa
Courses Catalogue
Code | Course Name | Pre-requisite | Lec. | Lab. | Clin. | Credit Hrs. |
MED121 | General Physiology (I) | Registration | 2 | – | – | 2 |
MED111 | General Physiology | Registration | 2 | – | – | 3 |
BAS131 | General biology & Genetics | Registration | 2 | – | – | 3 |
OOB141 | Dental Anatomy & Oral physiology (I) | Registration | 1 | 2 | – | 2 |
BAS141 | English for Academic Purposes (I) | Registration | 1 | – | – | 1 |
BAS111 | Physics & Laser | Registration | 1 | 2 | – | 2 |
BAS121 | General chemistry | Registration | 1 | 2 | – | 2 |
Total | – | – | 10 | 10 | 0 | 15 |
Code | Course Name | Pre-requisite | Lec. | Lab. | Clin. | Credit Hrs. |
MED122 | General Physiology (II) | MED121 | 2 | 2 | – | 3 |
OOB142 | Dental Anatomy & Oral physiology (II) | OOB141 | 1 | 2 | – | 2 |
PDM121 | Dental Biomaterials (I) | Registration | 1 | 0 | – | 1 |
MED131 | General Anatomy | MED111 | 2 | 2 | – | 3 |
MED141 | Biochemistry (1) | BAS121 | 2 | 2 | – | 3 |
DPD133 | Ethics & Dental Terminology | Registration | 1 | – | – | 1 |
BAS142 | English for Academic Purposes (II) | BAS141 | 1 | – | – | 1 |
Total | – | – | 10 | 8 | 0 | 14 |
Code | Course Name | Pre-requisite | Lec. | Lab. | Clin. | Credit Hrs. |
PDM222 | Dental Biomaterials (II) | PDM121 | 1 | 2 | – | 2 |
MED232 | Head & Neck Anatomy (I) | MED131 | 2 | 2 | – | 3 |
MED251 | Microbiology & Basic Immunology (I) | Registration | 1 | 2 | – | 2 |
OOB243 | Oral Histology and Embryology (I) | MED111 | 2 | 2 | – | 3 |
MED261 | Pharmacology (I) | MED121 | 2 | 2 | – | 3 |
MED242 | Biochemistry (II) | MED141 | 1 | – | – | 1 |
MED271 | General Pathology | MED111 | 3 | 2 | – | 4 |
BAS251 | Human Rights | Registration | 1 | – | – | 1 |
Total | – | – | 13 | 12 | 0 | 19 |
Code | Course Name | Pre-requisite | Lec. | Lab. | Clin. | Credit Hrs. |
MED233 | Head & Neck Anatomy (II) | MED232 | 2 | 2 | – | 3 |
MED252 | Microbiology & Basic Immunology (II) | MED251 | 1 | 2 | – | 2 |
OOB244 | Oral Histology & Embryology (II) | OOB243 | 2 | 2 | – | 3 |
MED262 | Pharmacology (II) | MED261 | 1 | – | – | 1 |
OOP241 | Oral & Maxillofacial pathology (I) | OOB243 | 2 | 2 | – | 3 |
PDM223 | Applied Dental Biomaterials | PDM222 | 1 | 2 | – | 2 |
BAS261 | Computer Sciences | Registration | 1 | 2 | – | 2 |
BAS251 | Human Rights | Registration | 1 | – | – | 1 |
Total | – | – | 10 | 12 | 0 | 16 |
Code | Course Name | Pre-requisite | Lec. | Lab. | Clin. | Credit Hrs. |
OOP342 | Oral & Maxillofacial pathology (II) | OOP241 | 2 | 2 | – | 3 |
DPD331 | Public Health & Community Dentistry (I) | Registration | 2 | – | – | 2 |
OMD341 | Oral Diagnosis & Maxillofacial Radiology (I) | MED233 | 1 | 2 | – | 2 |
CPD311 | Preclinical Restorative Dentistry (I) | PDM222 | 2 | 2 | – | 3 |
PDM222 | Preclinical Fixed Prosthodontics (I) | PDM222 | 2 | 2 | – | 3 |
PRP321 | Preclinical Removable Prosthodontics (complete I) | PDM121 | 2 | 2 | – | 3 |
PRP327 | Stomatognathic physiology & Occlusion | MED233 | 2 | – | – | 2 |
Total | – | – | 13 | 10 | 0 | 18 |
Code | Course Name | Pre-requisite | Lec. | Lab. | Clin. | Credit Hrs. |
DPD332 | Public Health & Community Dentistry (II) | DPD331 | 2 | – | – | 2 |
OMD342 | Oral Diagnosis & Maxillofacial Radiology (II) | OMD341 | 1 | – | 3 | 2 |
CPD312 | Preclinical Restorative Dentistry (II) | CPD311 | 2 | 2 | – | 3 |
PRP322 | Preclinical Removable Prosthodontics (partial I) | PRP321 | 2 | 2 | – | 3 |
CED311 | Preclinical Endodontics (I) | PDM222 | 1 | 2 | – | 2 |
MED381 | General surgery (I) | MED233 | 3 | – | 3 | 4 |
MED391 | Internal Medicine (I) | MED122 | 2 | – | 3 | 3 |
Total | – | – | 13 | 6 | 9 | 19 |
Code | Course Name | Pre-requisite | Lec. | Lab. | Clin. | Credit Hrs. |
MED482 | General surgery, ophthalmology, & ENT (II) | MED381 | 2 | – | 3 | 3 |
MED491 | Internal Medicine, Skin and Venereal Disease (II) | MED391 | 2 | – | 3 | 3 |
CPD413 | Clinical Restorative Dentistry (I) | CPD312 | 1 | 2 | 3 | 2 |
PFP422 | Preclinical Fixed Prosthodontics (II) | PFP321 | 1 | 2 | – | 2 |
PRP423 | PRP322 | 1 | – | 3 | 2 | |
DPD434 | Pediatric Dentistry (I) | DPD332 | 2 | – | 3 | 3 |
DOR431 | Orthodontics & Dentofacial Orthopedics (I) | PRP327 | 1 | 2 | – | 2 |
SAN451 | Local Anaesthesia, General Anaesthesia & Critical Care | MED233 | 3 | 2 | – | 4 |
Total | – | – | 13 | 6 | 15 | 21 |
Code | Course Name | Pre-requisite | Lec. | Lab. | Clin. | Credit Hrs. |
CPD414 | Clinical Restorative Dentistry (II) | CPD413 | 1 | – | 3 | 2 |
PFP423 | Clinical Fixed Prosthodontics (I) | PFP422 | 1 | – | 3 | 2 |
PRP424 | Removable Prosthodontics partial (II) | PRP423 | 2 | – | 3 | 3 |
DOR432 | Orthodontics & Dentofacial Orthopedics (II) | DOR431 | 2 | – | 3 | 3 |
CED412 | Preclinical Endodontics (II) | CED311 | 1 | 2 | – | 2 |
DPD435 | Pediatric Dentistry (II) | DPD434 | 2 | – | 3 | 3 |
OMD443 | Oral Medicine (I) | OOP241 | 2 | – | 3 | 3 |
SOM451 | Oral & Maxillofacial Surgery (I) | SAN451 | 2 | – | 3 | 3 |
Total | – | – | 13 | 2 | 21 | 21 |
Code | Course Name | Pre-requisite | Lec. | Lab. | Clin. | Credit Hrs. |
CPD515 | Clinical Restorative Dentistry (III) | CPD414 | 1 | – | 3 | 2 |
PFP524 | Clinical Fixed Prosthodontics (II) | PFP423 | 1 | – | 3 | 2 |
PRP525 | Maxillofacial Prosthodontics | PRP424 | 2 | – | 3 | 3 |
CED513 | Clinical Endodontics (I) | CED412 | 1 | – | 3 | 2 |
SOM552 | Oral & Maxillofacial Surgery (II) | SOM451 | 3 | – | 3 | 4 |
OMD545 | Periodontology (I) | MED252 | 2 | – | 3 | 3 |
OMD544 | Oral Medicine (II) | OMD443 | 2 | – | 3 | 3 |
Total | – | – | 12 | 0 | 21 | 19 |
Code | Course Name | Pre-requisite | Lec. | Lab. | Clin. | Credit Hrs. |
CPD516 | Clinical Restorative Dentistry (IV) | CPD515 | 2 | – | 3 | 3 |
PFP525 | Clinical Fixed Prosthodontics (III) | PFP524 | 2 | – | 3 | 2 |
PRP526 | Special Prosthodontics | PRP525 | 2 | – | 3 | 3 |
CED514 | Clinical Endodontics (II) | CED513 | 1 | – | 3 | 2 |
SOM553 | Oral & Maxillofacial Surgery (III) | SOM552 | 2 | – | 3 | 3 |
OMD546 | Periodontology (II) | OMD545 | 2 | – | 3 | 3 |
Total | – | – | 11 | 0 | 18 | 17 |
Quality Assurance Unit
Spreading a culture of quality, continuous evaluation, and developing the educational process through standard standards for quality systems
- Vision and Mission
- Goals
- Structure
- Internal regulations
- Achievements
- Evidence & documents
- Accreditation standards
- Responsibilities & Tasks
- Evidence - models
Vision of the Quality Assurance Unit:-
Leadership in adopting innovative methods that are in line with modern requirements for applying national and international quality standards. It also seeks excellence and competitiveness in the educational, research and service fields in order to contribute to the sustainable development of society.
Quality Assurance Unit Message:-
Objectives of the Quality Assurance Unit:
- Promoting awareness of quality culture among faculty members, students, and administrative staff.
- Enabling the Faculty of Oral and Dental Medicine - Alsalam University to achieve its mission and strategic goals.
- Activating the role of teamwork and collaboration by establishing principles and values governed by integrity and transparency.
- Self-evaluation as a foundation for development.
- Developing the skills of faculty members and staff.
- Implementing national standards for accreditation and quality assurance in higher education.
- Adopting the National Academic Reference Standards (NARS).
- Enhancing the quality of the academic programs offered by the college, reflecting on the level of graduates and their competitiveness in the job market.
- Implementing and developing mechanisms for evaluating programs and courses in line with the standards of the National Authority for Quality Assurance and Accreditation.
- Applying internal and external review systems with clear mechanisms and standards to evaluate institutional capacity and educational effectiveness.
- Maintaining continuous communication with the university's Education and Student Affairs sector to ensure the activation of e-learning and hybrid education systems.
- Maintaining continuous communication with the university's Community Service and Environmental Affairs sector to ensure the activation of student activities that contribute to student satisfaction.
- Maintaining continuous communication with the university's Quality Assurance Center and the National Authority for Quality Assurance and Accreditation of Higher Education to keep up with developments in the application of quality systems.
- Establishing an integrated database for all components of the educational institution.
- Preparing the college for accreditation by the National Authority for Quality Assurance and Accreditation.
Introduction
- Nations that prioritize education gain significant elevation and progress compared to others due to their advancement in knowledge. Science and knowledge are the foundations of the development and prosperity of civilizations. Therefore, the process of improving education in general, and higher education in particular, is among the top priorities for development in Egypt. Consequently, Egyptian universities strive to enhance their innovative and creative capabilities to produce graduates who are distinguished ethically, academically, and professionally, capable of providing services that meet the satisfaction of society locally, regionally, and internationally.
- In recognition of the Egyptian state’s belief in the importance of the role played by total quality, Presidential Decree No. (82) of 2006 was issued to establish the National Authority for Quality Assurance and Accreditation of Education. Additionally, Presidential Decree No. (25) of 2007 was issued to approve the executive regulations of the Authority as an entity tasked with elevating and improving the quality of education and accrediting its institutions according to national standards that align with international benchmarks. There is no longer any option but to adopt a culture of quality and spread awareness of it among all members of educational institutions.
- In light of the continuous need for an integrated educational system, Ministerial Decree No. 5435 dated November 22, 2020, was issued to commence studies at the Faculty of Oral and Dental Medicine - Alsalam University. This aims to meet the needs of the labor market in the Gharbia Governorate and neighbouring governorates.
- Based on this, the internal regulations for the Quality Assurance Unit at the Faculty of Oral and Dental Medicine - Alsalam University were prepared. These regulations align with the university’s strategy and the national Quality Assurance and Accreditation Authority standards to achieve quality assurance and establish mechanisms for continuous improvement and development, ultimately leading to accreditation.
Achievements from September 2022 to August 2023
Council Meeting – 18/9/2022
- A specific form for course description and related files was prepared and distributed to the heads of various departments. A deadline for completion was set.
Council Meeting – 16/10/2022
- The vision of the Quality Unit was presented, and coordinators for standards were assigned.
(A schedule was created for the standards coordinators to review the requirements for accreditation standards with the coordinators). - The Quality Unit was restructured.
- Course descriptions for the first semester of the academic year (2022/2023) were reviewed.
Council Meeting – 20/11/2022
- Specifications for the final exam papers were determined.
- The National Academic Reference Standards (NARS 2009) for accreditation were adopted by the Faculty Council.
- A job description manual for academic staff at the Faculty of Oral and Dental Medicine was prepared.
Council Meeting – 18/12/2022
- A mechanism for dealing with academically struggling and outstanding students was developed.
- The academic job description for the Faculty of Oral and Dental Medicine was approved.
- The Quality Unit's regulations were approved.
- The performance evaluation document for faculty members and assistant staff was approved.
- The teaching and learning strategy for 2022–2023 was prepared.
Council Meeting – 26/3/2023
- Prof. Gamal El-Maghraby was appointed as the Director of the Quality Assurance Unit at the Faculty of Oral and Dental Medicine.
Council Meeting – 30/4/2023
- The organizational structure of the Faculty of Oral and Dental Medicine was prepared.
- The formation of the strategic planning team at the Faculty of Oral and Dental Medicine was approved.
Council Meeting – 22/5/2023
- The organizational structure of the Faculty of Oral and Dental Medicine was modified.
- Standards for selecting internal and external program reviewers were prepared.
Council Meeting – 25/6/2023
- A committee was formed to evaluate the performance of faculty members at the Faculty of Oral and Dental Medicine, consisting of the Dean and department heads.
Council Meeting – 28/7/2023
- The vision and mission of the Faculty of Oral and Dental Medicine were approved by the Quality Unit.
- The teaching and learning strategies for the Faculty of Oral and Dental Medicine were updated by the Quality Unit.
Council Meeting – 20/8/2023
- The results of the job satisfaction survey for faculty members and assistant staff were discussed, along with improvement proposals. (Attached)
- The training content and description of the Internship Program at the Faculty of Oral and Dental Medicine were discussed.
Speech of the President of Alsalam University in Egypt
Prof. Dr Abdelfattah A. Sadakah
Alsalam University in Egypt is an educational, research, and community institution that strives for excellence and leadership by achieving quality and obtaining institutional accreditation. It aims to develop the capabilities and potential of faculty members and researchers in the fields of research and scientific publishing, in accordance with national and international standards. This is to enhance and foster the competitive abilities of students and graduates, aligning them with the demands of the labor market.
National Authority for Quality Assurance and Accreditation of Education
Institutional Accreditation Standards
2015 Edition (Amended)
Standard 1: Strategic Planning
The institution’s mission and vision are approved, announced, and developed with the participation of relevant stakeholders.
The institution’s mission is clear, reflects its educational and research role, and aligns with societal expectations of higher education institutions. It contributes to achieving the university’s mission.
The institution’s strategic plan is approved, complete, and aligns with the university’s strategy.
Environmental analysis includes internal and external factors, involves relevant stakeholders, and uses appropriate tools to ensure relevance to the analysis’s subject and target audience.
The institution’s strategic goals are clear, based on environmental analysis, contribute to achieving the mission, and are measurable within the plan’s timeframe.
Implementation plans include activities to achieve strategic goals, reflect priorities, and specify responsibilities, timelines, costs, and performance indicators.
The institution produces periodic reports to monitor progress and achieve targeted performance levels.
Standard 2: Leadership and Governance
Academic and administrative leaders are selected based on objective, transparent criteria that ensure equal opportunities and leadership rotation.
Current and potential leaders are developed, and new leadership cadres are formed.
Leadership performance evaluation criteria are objective, involve stakeholders, and results are used to improve institutional performance.
The institution has declared core values, mechanisms to ensure transparency, fairness, and professional ethics among its members.
Information about the institution is comprehensive, covers all activities, and ensures credibility and updates.
The organizational structure is approved, announced, and suitable for the institution’s size and activities, including essential departments to achieve its mission and goals.
Standard 3: Quality Management and Development
The institution has a quality assurance unit with qualified staff and appropriate resources, involving representatives from various groups within the institution.
The quality assurance unit’s internal regulations include a clear organizational structure, relationship with the university’s quality center, and mechanisms to support its activities.
The institution’s activities are periodically evaluated using objective performance indicators and appropriate tools.
Evaluation results are discussed with stakeholders and used to guide planning, corrective actions, and development.
Standard 4: Faculty and Supporting Staff
The ratio of faculty and supporting staff to students aligns with reference standards for the type and nature of educational programs offered.
Training needs for faculty and supporting staff are periodically identified, and appropriate programs are implemented to meet these needs.
Faculty and supporting staff performance evaluation criteria are objective, and results are communicated and used to improve performance.
Standard 5: Administrative Staff
The administrative staff is suitable for the institution’s size and activities, distributed based on qualifications, and mechanisms exist to address shortages or surpluses.
Training needs for administrative staff are periodically identified, and appropriate programs are implemented.
The institution has a system for evaluating administrative staff performance, including objective criteria, and results are used for accountability and development.
The institution uses appropriate methods to measure administrative staff opinions and takes necessary actions to address feedback.
Standard 6: Financial and Material Resources
Financial resources are sufficient for the institution’s activities and student numbers, distributed according to actual needs to achieve its mission and goals.
Funding sources are diversified, with evidence of increasing self-generated resources.
Buildings, lecture halls, classrooms, labs, and workshops are suitable for the institution’s activities and student numbers, with a healthy environment.
Maintenance of facilities, equipment, and infrastructure is conducted periodically.
Communication and technological resources are modern and suitable for academic and administrative activities.
The library is suitable for the institution’s activities, with books, references, and digital resources available to users.
Standard 7: Academic Standards and Educational Programs
The institution adopts national academic reference standards that align with its mission and goals.
Educational programs meet labor market requirements and align with the institution’s mission.
Programs are periodically reviewed and updated with the participation of internal and external reviewers.
Standard 8: Teaching and Learning
The institution has a teaching, learning, and assessment strategy aligned with academic reference standards and learning outcomes.
Student assessment is managed efficiently and fairly, with secure exam preparation, copying, and distribution.
Rules for handling student grievances are documented, announced, and monitored.
Standard 9: Students and Graduates
Admission, transfer, and distribution rules for students are clear, fair, and announced.
The institution has an effective system to support students financially, socially, and health-wise.
Mechanisms exist to integrate students with special needs into the student community.
Student activities are diverse, with appropriate resources and supervision.
The institution maintains a database of graduates, updated periodically, and offers professional development programs.
Standard 10: Scientific Research and Activities
The institution has a documented research plan linked to the university’s strategy, national priorities, and community needs.
Mechanisms exist to raise awareness of research ethics and monitor their application.
Resources for research are sufficient, and the institution works to diversify funding sources and participate in local, regional, and international research projects.
Research output is continuously growing and proportional to the number of faculty members.
Standard 11: Postgraduate Studies
Postgraduate programs are diverse, contribute to the institution’s mission, and respond to labor market changes.
Resources and facilities for postgraduate education and research are suitable for achieving learning outcomes.
Registration and supervision mechanisms are defined, announced, and periodically reviewed to ensure fairness and objectivity.
The institution uses appropriate methods to measure postgraduate students’ opinions and takes corrective actions based on feedback.
Standard 12: Community Engagement and Environmental Development
The institution has active entities for community service and environmental development.
Activities are diverse, aimed at developing the surrounding environment and serving community needs.
Mechanisms exist for effective community representation in decision-making and supporting the institution’s resources and programs.
The institution uses appropriate methods to measure community opinions and takes corrective actions based on feedback.
This document outlines the amended institutional accreditation standards for 2015, providing a comprehensive framework for quality assurance in higher education institutions.
Program Accreditation Standards
2022 Edition (Amended)
Standard 1: Program Mission and Management
The program has a clear, approved, and announced mission that aligns with the institution’s mission and societal needs. It is periodically reviewed and updated with the participation of relevant stakeholders.
The program is led by qualified leadership selected based on objective and transparent criteria. Their performance is periodically evaluated, and they collaborate with relevant councils and committees.
The program uses various means to provide comprehensive information about itself, highlighting its competitive advantages and promoting it locally, regionally, and internationally.
In case of international agreements or partnerships, roles and responsibilities are clearly defined, and benefits are monitored.
Standard 2: Program Design
The program adopts the latest National Academic Reference Standards (NARS) through approved procedures by official councils. Stakeholders are made aware of these standards.
The program structure is coherent, with components and activities that reflect scientific and professional developments in the field. It balances theoretical, practical, and applied content.
The program has an approved and documented study plan that aligns with the institution’s regulations.
Course descriptions are approved and documented, aligning with the program’s objectives and learning outcomes.
Standard 3: Teaching, Learning, and Assessment
The program applies diverse teaching and learning methods that achieve the intended learning outcomes as outlined in the program and course descriptions.
Teaching and learning methods encourage active student participation, support self-learning, and develop higher-order thinking, employability, and entrepreneurship skills.
Field training is conducted in collaboration with relevant stakeholders and employers to ensure professional guidance for students. It is organized through clear and approved plans and mechanisms.
Students are assessed using diverse methods (written, practical, clinical, oral, etc.), and grades are balanced across different assessment methods, aligning with the program’s regulations and course descriptions.
The program has approved mechanisms for exam preparation, ensuring alignment with course content and learning outcomes.
The program has mechanisms to ensure fairness in student assessment, including secure exam preparation, distribution, and grading processes.
Student assessment results are analyzed, discussed in relevant councils, and used for program improvement.
Students receive feedback on their performance through appropriate means, supporting their learning. Clear rules are in place for handling student grievances regarding assessment methods and results.
Standard 4: Students and Graduates
The program applies clear, fair, and announced policies for student admission, transfer, and course registration. Data on new students and transfer rates are analyzed, and appropriate actions are taken.
The program has effective mechanisms to support international students (if applicable) and provides data on their numbers over the past five years.
The program has an active academic support system for all enrolled students, including academic advising, monitoring of academic progress, and support for high-achieving, struggling, and talented students.
The program encourages student participation in diverse extracurricular activities, including research and community engagement, and provides career guidance services.
Students are represented in relevant councils and committees according to the program’s nature and approved rules.
The program maintains an updated database of graduates and has mechanisms for communication, support, and follow-up on their professional progress.
The program provides professional development and continuing education opportunities for graduates to keep up with labor market developments.
Standard 5: Faculty and Supporting Staff
The program has a sufficient number of faculty members to effectively deliver educational activities, ensuring quality education and accreditation standards. Faculty workload is appropriate according to regulations.
The program has a sufficient number of supporting staff to effectively deliver educational activities, in line with national quality assurance standards. Staff workload is appropriate according to regulations.
The qualifications and expertise of faculty and supporting staff align with the courses they teach.
The program has fair and transparent criteria for selecting faculty and supporting staff, ensuring the attraction of qualified personnel. Surplus or shortage cases are periodically reviewed and addressed.
Faculty and supporting staff participate in continuous professional development activities to keep up with modern trends in teaching, learning, assessment, and research.
Faculty members participate in research activities (supervision of theses, publications, conferences, etc.) and community engagement, documented in the program’s database.
Faculty and supporting staff performance is periodically evaluated based on objective criteria, and results are communicated and used for performance improvement.
Standard 6: Resources and Learning Facilities
The program has sufficient financial resources to achieve its mission and goals, distributed according to actual needs and the number of students.
The program has adequate facilities (lecture halls, labs, clinics, workshops, etc.) and equipment suitable for its activities and student numbers, with a healthy environment.
The program meets safety, health, and occupational safety requirements, with precautionary measures in place for emergencies.
The program has a suitable digital infrastructure (computers, software, internet, etc.) to support its activities and the number of students and faculty.
The program has integrated digital systems and databases for secure document storage and retrieval.
The program has a well-equipped library with diverse and up-to-date resources (books, references, electronic sources, etc.) suitable for the program’s nature and student needs.
Maintenance and updating of facilities, equipment, and infrastructure are conducted periodically.
Standard 7: Quality Assurance and Program Evaluation
The program has a quality assurance system linked to the institution’s quality unit, including mechanisms for collecting and analyzing feedback from stakeholders.
The program collects periodic feedback from employers and stakeholders on its alignment with labor market needs and uses this feedback for improvement.
The program conducts periodic reviews of courses, analyzing success and failure rates, and uses the results for continuous improvement.
The program prepares periodic reports on its performance, including analysis of learning outcomes, student satisfaction, and plans for improvement.
The program discusses and monitors the implementation of improvement plans, ensuring the use of evaluation results for continuous development.
This document outlines the amended program accreditation standards for 2022, providing a comprehensive framework for quality assurance in higher education programs.
- Responsibilities and Tasks of the Quality Assurance Unit – Faculty of Oral and Dental Medicine, Alsalam University
Developing and approving the unit’s mission, vision, and strategic plan by the Faculty Council.
- Establishing and approving the organizational structure of the unit’s board of directors by the Faculty Council.
- Forming and approving the unit’s executive board and its committees by the Faculty Council.
- Approving the unit’s internal regulations by the Faculty Council.
- Adopting the National Academic Reference Standards (NARS) for Oral and Dental Medicine.
- Developing job descriptions for academic and administrative staff in the faculty.
- Creating a guide for the Quality Assurance Unit and instructional announcements to raise awareness among various groups in the faculty about quality concepts, principles, and implementation mechanisms to achieve accreditation.
- Preparing and applying surveys and evaluation forms for various groups and activities within the faculty to address weaknesses and shortcomings.
- Studying the training needs of faculty members, teaching assistants, and administrative staff, and ensuring the development of their capabilities.
- Monitoring the internal review of program and course descriptions and reports, documenting them in line with targeted learning outcomes, and utilizing evaluators’ feedback for improvement and development.
- Preparing self-assessment studies, identifying difficulties and obstacles, and proposing plans to improve performance levels across scientific and administrative departments, as well as enhancing the faculty’s strengths.
- Reviewing the annual activity report of the unit prepared by the unit director.
- Proposing amendments and developments to the unit’s internal regulations, organizational structures, and job descriptions according to the faculty’s needs.
- Tasks of the Quality Assurance Unit Director
Managing the unit’s affairs and approving its work policies in accordance with relevant laws and regulations (requirements of the National Authority for Quality Assurance and Accreditation in Higher Education, the faculty’s internal regulations, and the university’s strategy). - Inviting members of the unit’s board of directors and executive committees to meet at least once a month. Meetings are valid with the attendance of a majority of members (50% + 1), and minutes are approved by the Faculty Council. In case of a tie, the decision is referred to the unit’s board chair (the Dean).
- Nominating and inviting a quality expert to attend the unit’s board meetings to benefit from their expertise.
- Recommending to the Faculty Council the removal of a board member or committee chair who fails to attend three consecutive meetings without a formal, documented excuse, and proposing changes or removals of members if necessary.
- Proposing the formation of the unit’s executive committees and overseeing them.
- Communicating with quality coordinators in scientific departments to facilitate executive work.
- Reviewing all quality activities in coordination with the unit’s deputy director.
- Coordinating work between the faculty administration and the university’s Quality Assurance Center, while following up on the implementation of decisions.
- Preparing periodic reports (semi-annual and annual) on unit members and committee chairs in coordination with the deputy director, approving them through the Faculty Council, and issuing recommendations for performance improvement.
- Representing the unit in periodic meetings, seminars, and conferences related to quality assurance activities inside and outside the university.
- Tasks of the Deputy Director of the Quality Assurance Unit
Acting on behalf of the unit director in their absence. - Assisting the unit director in executing and organizing administrative tasks within the unit.
- Preparing for meetings of the unit’s board of directors and executive committees, documenting them, and maintaining records.
- Developing the general framework and timeline for the work of the executive committees to facilitate their tasks.
- Establishing and activating an integrated database for documenting records and reports within the unit.
- The Executive Board of the Unit
The executive board of the Quality Assurance Unit is formed based on nominations by the unit director and is presented to the unit’s board and the Faculty Council for approval. The executive board consists of the unit director, the deputy director, and four executive committees responsible for managing quality activities within the faculty.
Click to download and read the following files :
Announcement of application for accreditation for the academic year 2024-2025
Rules and fees for accreditation visits for the academic year 2024-2025
Announcement regarding the implementation of the second edition 2022 of the media sector standards
Steps to apply for program accreditation, revised 2022 edition