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YÖKAK Criterion |
Direction for Improvement as Specified in the Report |
Improvement Implemented |
Relevant Evidence |
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A.1.2. Leadership |
“While the number of accredited programs at the university was 17 in 2019, it was understood that this number decreased to seven in 2022. There are currently seven programs in the accreditation evaluation process and it has been determined that application preparations are underway for some programs.” |
The number of accredited programs, which was 7 in 2022, was increased to 19 as of 2024 and 21 as of 2025. |
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A.1.2. Leadership |
“The questions in the academic and administrative staff satisfaction surveys aimed at evaluating senior management have been shared as documents, and it is understood that a leadership survey has not been implemented. It is recommended that surveys for this purpose be prepared and implemented.” |
Leadership Behavior Assessment was prepared and the date range for the implementation of the survey was determined in our University Quality Process Calendar. The survey was implemented throughout the University and the results were reported. The results were discussed in the Quality Commission and the necessary improvement decision was made. |
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A.1.3. Institutional Transformation Capacity |
“No information or documentation has been found to suggest that institutional transformation is being pursued with a holistic approach.” |
The needs related to institutional transformation are monitored and improved through regular feedback mechanisms. The feedback in question is discussed periodically in the boards and commissions. As of 2024, as a result of the studies carried out within the scope of the Quality Management System, it has been entitled to receive TS EN ISO 9001: 2015 (Quality Management System Certificate), ISO 21001: 2018 (Educational Institutions Management Certificate) and ISO/IEC 27001: 2022 (Information Security Management System Certificate) certificates. The Institutional Quality Handbook has been created and shared with the public. |
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A.1.4. Internal Quality Assurance Mechanisms |
PUKÖ forms created for the activities carried out in the units are not created in accordance with the system. |
The relevant issue was discussed at the Quality Commission Meeting dated 11.10.2024 and a training presentation titled “Quality Management System and PUKÖ Cycle” was made to the unit representatives. In addition, the relevant document has been published on the Quality Coordination Office Web page. |
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A.1.4. Internal Quality Assurance Mechanisms |
“Zonguldak Bülent Ecevit University Internal Control Monitoring and Steering Board was established to prepare and update the action plan for compliance with internal control standards, to prepare the risk strategy document and to evaluate risk management processes, and its working principles were shared as an additional document. It is recommended that these studies be integrated into quality assurance system studies.” |
Zonguldak Bülent Ecevit University units are audited by the internal audit unit; thus, recommendations are made to the management on identifying risks that may negatively affect the activities of the public administration, taking necessary precautions, constantly reviewing them and, if possible, quantifying them in order to secure the institution's assets, to ensure the effectiveness of the internal control system and to minimize risks. The Vice Rector responsible for quality of our University carries out the duty of Chairman of the Internal Control Monitoring and Steering Board and its work progresses in an integrated manner with the quality assurance system studies. |
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A.1.4. Internal Quality Assurance Mechanisms |
“During the field visit, it was understood that the University planned to create a quality calendar by defining the timetable of quality processes such as the application times of survey forms, PUKÖ cycle applications, etc.” |
BEUN Quality Process Calendar has been implemented in our University since 2022. |
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A.1.5. Public Information and Accountability |
“There is no information or documentation regarding the efforts to obtain, evaluate, monitor and improve stakeholder opinions/satisfactions regarding public disclosure and accountability.” |
Stakeholder opinions on the subject are collected periodically and evaluated in relevant commissions. |
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A.2.1. Mission, Vision and Policies |
“Although the university has social contribution, internationalization goals, and performance indicators, there is no quality policy in these areas. It is recommended that quality policies be prepared and shared.” |
As of 2024, the Institution has a Quality Policy, Education and Training Policy, Research and Development Policy, Social Contribution Policy, Internationalization Policy, Management System Policy, Information Security Management System Policy, Smoke-Free Campus Policy, Energy Policy, and a Policy on Preventing Discrimination Against Women, and these have been shared with the public. |
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A.2.1. Mission, Vision and Policies |
“There is a mismatch between the survey questions and the scale statements in some sections of the surveys. For example, the scale responses expected to be marked in the questions “I am worried about losing my job” and “I am performing an administrative task that I do not want” are “very satisfied, satisfied, undecided, dissatisfied, not satisfied at all”. It is recommended that the survey forms be updated to align the survey questions and the scale statements.” |
The relevant arrangements were made by the “Measurement and Evaluation Sub-Commission” and all survey forms used to obtain stakeholder opinions at our University were made available on the Quality Coordination Office web page. |
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A.2.1. Mission, Vision and Policies |
“The evaluation findings of the external stakeholder surveys implemented in Devrek Vocational School and Faculty of Medicine were shared as additional documents. However, there is no information or documentation regarding the improvement efforts made in line with these findings.” |
Within the scope of Zonguldak Bülent Ecevit University Quality Process Calendar, all relevant units hold Advisory Board/External Stakeholder meetings in the Fall and Spring semesters. Units discuss the feedback they receive from these meetings and the results of external stakeholder surveys in the Unit Quality Commissions, make improvement decisions, and submit them to our University Quality Coordination Office with a cover letter as meeting minutes. The relevant minutes can be accessed through our University Quality Coordination Office web page and the web pages of the units.
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A.2.3. Performance Management |
“It has been stated that the institution aims to collect statistical data on all indicators regularly every month at the ZBEU Data Center.” |
BEUN Data Center has been operating since 2022 in order to collect and monitor statistical data for all studies carried out on an institutional basis. |
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A.3.1. Information Management System |
“Establishment work on the open academic archive system continues.” |
Starting from 2022, the “BEUN Academic and Open Access Information System” will provide open access to the scientific community in the country and around the world by digitally publishing the scientific studies produced by academics and graduate students together with internal and external stakeholders in the Academic Open Archive. |
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A.3.1. Information Management System |
“It has been determined that the integration of information management systems is still in the planning phase.” |
As an information management system, the Data Center Coordination Data Center automation system, where all data is collected, has been established. Data obtained from our university management systems are collected, evaluated and integrated under a single roof by the Data Center software. Our work continues to ensure the integration of all systems used and to create a single monitoring platform within the Data Center software. |
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A.3.2. Human Resources Management |
“In addition to the trainings on various subjects implemented in the units for administrative staff, it has been determined that the University Personnel Department has provided information training for the staff working in the salary accrual department, the Student Affairs Department has provided training on student affairs, and EBYS training. It is recommended that these trainings be continued within a systematic plan.” |
In order for the training to be carried out in a systematic and planned manner, meetings are held by the Human Resources Department in the previous year for the year in which the training will be provided, and decisions are made by making plans regarding the training. |
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A.3.2. Human Resources Management |
“It is understood that academic and administrative staff satisfaction surveys have been evaluated. There are a limited number of examples of improvements made in line with these surveys.” |
The results of all surveys conducted to obtain stakeholder opinions at our university are regularly reported and the relevant results are evaluated by the Quality Commission and decisions for improvement in the necessary areas are taken. The monitoring of the process regarding the implementation of these decisions is carried out by the Quality Coordination Department. |
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A.4.1. Internal and External Stakeholder Participation |
Establishment of Unit Advisory Boards |
As of 2024, Advisory Board/External Stakeholder Participation has been provided in all units and actively included in improvement activities. Meetings with external stakeholders are held regularly within the framework of our University Quality Process Calendar. The work carried out in the units is periodically monitored by our University Quality Coordination Department. |
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A.4.2. Student Feedback |
“It has been determined that there are efforts to spread the QR code satisfaction survey application in the university and to accelerate the process of students communicating their problems through the digital switchboard system call center. In addition, there is a Rectorate Communication Center (RIMER) system where students can report their opinions and complaints. In terms of data security, it is recommended that entries in the QR code application be anonymous.” |
Since 2022, the QR Code application used throughout the Institution has been updated to allow entries to be made anonymously. |
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A.4.2. Student Feedback |
“Although it is understood that student representatives in some units participate in academic unit meetings and convey student feedback, there is no information or documentation showing their voting rights and their impact on decisions. In the Faculty of Medicine, student representatives are included in educational boards structured according to different purposes.” |
Our university uses many feedback mechanisms to increase students’ contribution to decision-making processes and to receive their feedback regularly, and a functional feedback process is currently being implemented. In order to receive student feedback, satisfaction surveys are conducted regularly, and requests, suggestions and complaints are received through applications such as RİMER, Data Center QR Code, E-Mesai, and Call Center. At the same time, students are encouraged to take part in Unit Quality Commissions and actively participate in decision-making processes. |
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A.5.1. Management of Internationalization Processes |
“The institution's defined internationalization policy has not been achieved.” |
BEUN Internationalization Policy was approved by Senate Decision No. 2023/12-2 dated 22.05.2023 |
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A.5.1. Management of Internationalization Processes |
“Although there is an International Student Office that provides support to international students, interviews with students have shown that there are limitations in students’ access to this office’s services on different campuses of the institution.” |
The International Student Office is located in our University's Farabi Campus. Currently, sufficient and easy access to learning resources is provided for international students. For this purpose, international students are taught Turkish within Karaelmas TÖMER and counseling support is provided to students by the International Student Office. |
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A.5.1. Management of Internationalization Processes |
“The Foreign Relations Coordination Office publishes information on cooperation agreements on internationalization, quality assurance and international accreditation studies, academic staff mobility, number of academic publications, foreign resource numbers/subscriptions, international student numbers, student mobility, etc. under the title “Internationalization at a Glance”, which can be accessed from the promotion tab on the website. It is understood that this information is not up to date and belongs to the years 2018-2019.” |
The relevant information has been updated and is available on the Foreign Relations Coordination Office web page. |
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B.1.1. Design and Approval of Programs |
“Although the information packages include program competencies/outcomes and TYYÇ matches in most programs, matrices cannot be accessed in some programs.” |
As of 2024, the information packages of the programs within the Institution have been completed and it has been observed that this situation has been improved during the Unit Internal Evaluation visits. |
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B.1.1. Design and Approval of Programs |
“A document from a program’s external stakeholder meeting was shared, but this meeting did not include information describing the contribution of external stakeholders to the program design and program outcomes.” |
Our university closely follows the developments and trends in the European Higher Education Area and in our country in the field of higher education. Programs are updated in line with the feedback received from internal and external stakeholders. In addition, new departments and programs are opened in order to train qualified manpower in line with the strategic goals and needs of our country. |
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B.1.1. Design and Approval of Programs |
“It has been determined that program outcomes are defined in undergraduate, graduate and associate degree programs at the university. Matrices showing the relationship between course outcomes and program outcomes have been prepared and shared in information packages. It has been determined that matrices showing the relationship between course outcomes and program outcomes are missing in some programs.” |
As of 2024, the information packages of the programs within the Institution have been completed and it has been observed that this situation has been improved during the Unit Internal Evaluation visits. |
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B.1.5. Monitoring and Updating Programs |
“YÖKAK Program Evaluation Module software is used in all departments and programs in the University. All programs accepting students prepare a Self-Assessment Report on a departmental basis and are subject to peer evaluation by an equivalent department. It is recommended that these evaluations be used for monitoring and improvement purposes.” |
The programs operating throughout the institution prepare Self and Peer Assessment Reports through ÜYBS on an annual basis. The relevant process is also specified in the Quality Process Calendar and the reports prepared by the units are monitored. In this direction, the units are asked to evaluate the report results in the Unit Quality Commission Meetings following the preparation of the report and to plan the relevant improvements. |
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B.3.2. Academic Support Services |
“It is thought that providing support to students who are at risk and in need by applying a depression/anxiety/stress scale during the screening process is beneficial for students. It is recommended that a sufficient number of full-time expert staff be employed to increase the effectiveness of the work of this unit and ensure its sustainability.” |
The number of personnel working in the Psychological Counseling and Guidance Application and Research Center has been increased as of 2022. As of 2024, two psychologists will be working full-time in the unit. |
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B.3.3. Facilities and Infrastructures |
“During the visit, student groups will be able to attend socio-cultural events where the career center will take place. It has been determined that the work to restructure the Student Center where the project will be held is continuing.” |
'Farabi Young Office', built in Farabi Campus in cooperation with Zonguldak Bülent Ecevit University and the Provincial Directorate of Youth and Sports, was opened with a ceremony held on October 12, 2023. |
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B.3.5. Social, Cultural, Sporting Activities |
“Student communities should have space in their units for meetings and activities when needed. “It is planned to provide space for student groups in the Student Center, which is in the process of being restructured.” |
The 'Farabi Youth Office', which offers many opportunities such as helping students evaluate their free time and directing young people to social, cultural, artistic, scientific and sports activities, has been opened with an area of 1000 square meters. Each student group has its own area in the office. |
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B.4.3. Incentives and Rewards for Educational Activities |
“Rewarding the achievements in training activities and appointment promotion criteria It has been determined that practices for prioritizing education are limited.” |
Appointment promotion criteria have been updated. In addition, on July 19, 2024, "Contribution to University Strategic Goals" and "Contribution to Times Higher Education (THE) Impact Rankings Success" awards were given. |
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C.1.1. Management of Research Processes |
“The institution has an Education Studies Application and Research Center and a Higher Education Studies Some application research centers such as the Application and Research Center and some It has been determined that the areas of duty of the coordinators overlap with each other and this situation “It is thought that this will lead to organizational difficulties.” |
The relevant centers have been combined under the roof of the Higher Education Studies Application and Research Center. |
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D.1.1. Management of Social Contribution Processes |
“Although there are social contribution elements in the University’s Quality Policy, there is also a social There is no contribution policy.” |
Zonguldak Bülent Ecevit University Social Contribution Policy was accepted by the Senate Decision dated 22.05.2023 and numbered 2023/12-2. |
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D.1.2. Resources |
“The budget/distribution allocated to social contribution activities at the university and how monitoring studies are carried out are not defined.” |
Statistical information on Social Contribution activities carried out within the institution is collected and monitored through the Data Center. In addition, on July 4, 2024, the technical and administrative staff who took part in the activities carried out at BEUN between 2022-2024 were presented with a certificate of appreciation for their efforts at a ceremony called “We Succeed Together”. In addition, activities that included social contribution in 2024 were classified within the scope of the United Nations Development Goals and began to be shared with the public under the title of “Sustainable Development Goals at BEUN”. |
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D.2.1. Monitoring and Evaluation of Social Contribution Performance |
“The announcements of the external stakeholder meetings held by the university were presented as documents, but there is no document regarding the feedback and evaluations regarding the social contribution processes in these meetings. It was understood that the evaluations of the external stakeholders regarding the social contribution processes were received verbally in the meeting held with the external stakeholders during the visit.” |
Feedback on social contribution processes is received during External Stakeholder Meetings and the minutes of the relevant meetings are published on the Quality Coordination Office we |
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