University policy

Departmental Advisory Board for Academic Programmes

Establishes an advisory board in every academic department to develop and review programme educational objectives with employers, graduates and community stakeholders, and sets its membership, terms, meetings and record-keeping.

Area
Academic Programmes
Responsible office
Institutional Effectiveness Office (IEO), in coordination with the relevant academic department
Approval date
To be confirmed

Purpose

This policy establishes departmental advisory boards for academic programmes at Soran University. The boards assist academic departments in developing and reviewing programme educational objectives (PEOs) and ensuring that these objectives remain aligned with the University's mission, labour-market needs, community expectations, and national and international quality standards. The policy defines the boards' composition, membership, roles and responsibilities, meeting procedures, decision-making processes, and documentation requirements. It ensures meaningful stakeholder participation in maintaining programme relevance, graduate employability and academic quality.

Policy Statement

Soran University is committed to developing and maintaining high-quality academic programmes that are relevant, sustainable and responsive to society and the labour market. To achieve this, the University establishes departmental advisory boards as formal advisory bodies within each academic department. The boards provide structured advice, review and continuous improvement of PEOs and contribute to programme development, quality assurance and accreditation preparation. They shall operate transparently, inclusively and with stakeholder participation, using evidence to support decisions.

Policy Summary

This policy establishes departmental advisory boards as bodies incorporating relevant stakeholders to assist academic departments in developing, reviewing and continuously improving PEOs. It defines board composition, membership requirements, terms of appointment, meeting frequency, documentation, recommendation mechanisms, and arrangements for follow-up and feedback. These procedures help ensure that programmes remain aligned with institutional priorities, stakeholder expectations and accreditation requirements.

  • Responsible office: Institutional Effectiveness Office (IEO), in coordination with the relevant academic department.
  • Implementation oversight: President of Soran University.
  • Policy history: approval date and revision date to be confirmed.

Implementing Parties

The policy shall be implemented by all departmental advisory board members; academic departments and programme-related committees; faculty deans and heads of departments; the IEO; the Directorate of Quality Assurance (DQA); and external stakeholders, including employers, graduates and community representatives.

Scope

The policy applies to all academic departments and programmes at Soran University. It covers the establishment and operation of departmental advisory boards and all academic and administrative staff participating in programme planning, programme review, PEO assessment and departmental quality assurance. It also applies to department heads, deans, programme coordinators, quality assurance representatives and external stakeholders participating in the boards.

Establishment and Membership

Each academic department shall establish a programme advisory board to contribute to the development and review of PEOs and strengthen stakeholder participation in programme planning.

Internal members (3–5 members):

  • Head of Department – Chair of the Advisory Board.
  • Programme Coordinator or Departmental Quality Assurance Coordinator – Board Secretary/Coordinator.
  • One or two academic staff representatives covering the principal academic specialisms.

External members (4–6 members):

  • Two or three employer/industry representatives whose positions are relevant to the specialism.
  • One or two graduates currently working in their professional field.
  • One internship supervisor, field professional or departmental partner, where applicable.
  • One community, government, non-governmental organisation or professional association representative, where appropriate.

Chair of the Advisory Board

The Board shall be chaired by a member nominated by the department and approved by the dean. At the establishment stage, the Head of Department shall chair the Board to ensure close coordination between the Board's work and the University's institutional mission. At later stages, depending on institutional readiness and with the dean's consent, an experienced academic or knowledgeable external advisory member may be appointed, provided that the person's expertise and relevant experience are appropriate to the programme's objectives and professional needs.

Eligibility and Professional Conduct

External members shall have professional or academic experience relevant to the programme; act impartially in an advisory capacity and without conflicts of interest; and observe confidentiality and professional ethical standards.

Term of Membership

All Board members, other than the Head of Department serving ex officio, shall serve a two-year term. Membership may be renewed according to participation and departmental needs. External membership shall be reviewed every two years to ensure continuing relevance and effectiveness.

Appointment and Replacement

Members shall be nominated by the Departmental Council and approved by the dean. External members shall receive formal letters confirming their appointment to the Advisory Board.

Objectives

  1. To take responsibility for developing PEOs and, after drafting and approval by the Advisory Board, submit them to the departmental quality assurance committee for final approval.
  2. To improve programme relevance to labour-market needs.
  3. To strengthen stakeholder participation.
  4. To support quality assurance and accreditation preparation.
  5. To encourage a culture of continuous review and improvement.

Advisory Role

The Board shall advise academic departments on PEOs and programme improvement. It shall not replace the department's academic governance structures; instead, it shall strengthen the department's institutional role through advice and continuing feedback from external stakeholders.

Board Responsibilities

The Board shall prepare an annual report; develop and review PEOs; provide stakeholder feedback on programme relevance to the labour market; recommend programme improvements; and undertake follow-up and feedback activities.

Responsibilities of the Department and Board Secretary/Coordinator

The Secretary shall prepare agendas and circulate them to members; send relevant documents one week before meetings; arrange meeting times and venues; record and distribute minutes; retain records; ensure confidentiality; and maintain a tracking log of recommendations and departmental responses.

Communication

All Board communications, document circulation and member correspondence shall use official Soran University communication channels and University email addresses.

Meetings and Agendas

Frequency
The Board shall meet at least once each academic semester.
Agenda approval and circulation
The Chair shall approve the agenda. The Secretary shall send it to members two weeks before the meeting.
Notice
Written notice of regular meetings shall be sent two weeks in advance. Ad hoc meetings shall require at least 48 hours' prior notice.
Absence
Members shall notify the Board of their absence 48 hours in advance. A member absent without justification from two consecutive meetings may have their membership reviewed. Justification for absence shall be submitted formally.
Quorum and decisions
A meeting shall be quorate when more than 50% of the internal and external membership is present. Recommendations shall be approved by a simple majority of those present.
Minutes
Minutes shall be recorded and retained in the University's approved format and shall contain the essential meeting information. They shall be approved by Board members and signed.
Circulation of minutes
Minutes shall be circulated within one week. Members shall have one week to submit corrections. Final minutes shall be archived and copies provided to the relevant stakeholders.