Quality Assurance Unit (QAU)


  • Coordinate the work of all self-assessments groups according to the working plans and submitting periodical reports to the Dean about the progress and obstacles if any.
  • Supervising the design of all questionnaires required to collect data and feedback.
  • Setting a mechanism for distributing the questionnaires and for the collection of data and feedback.
  • Preparing a unified template for writing the final report of the different self-assessment groups.
  • Preparing a sample of a working plan for the eight self-assessment groups
  • Making a survey on the self-assessment and the quality assurance implemented in similar educational institutions and investigating the possibility of implementing ISO9001.
  • Representing the college in QA meetings in the Ministry or in Oman Quality Network according to the Dean's instructions and carrying out any other duties assigned by the Dean.
  • Prepare for the requirements needed for the Oman Accreditation Council.

QAU Members

The official members of the Quality Assurance Unit.

  • Dr. Rolando Lontok Jr. – Head, QAC
  • Coordinator - Ms. Hind Al-Kindi
  • Student Affairs - Mr. Talal Al-Mufarji
  • Administration & Finance - Mr. Nasser Al-Hadhrami
  • English Language Center - Mr. Aslam Awlad Wadeer
  • Educational Technology Center - Mr. Ramon Mangampo Jr.
  • Engineering Department - Mr. Mohammad Zafar (EE Section) and Mr. Prabhakaran D (M&I Section)
  • IT Department - Mr. Arun Kumar Kavuru
  • Business Studies Department - Mrs. Turkiya Al-Busaidi and Dr. Mohammed Shafiuddin
QAC meeting

Quality Assurance Manual    

Quality Philosophy

  1. Quality is a vital part of Nizwa College of Technology's mission.
  2. Effective planning and careful implementation of plans are of course, essential to the creation of a high quality institution, as processes of monitoring and review. However, equally important is the commitment of each member of staff to understand the College's purpose and future ambitions, to see his or her role in relation to institutional goals, and to do his or her job well and with enthusiasm.
  3. Quality must be the responsibility of everyone who works in the College.
  4. The College's stakeholders include, but are not limited to, students, staff, the Ministry, private and public sector employers, parents of students, and the wider community as a whole. The College will at all times seek formal feedback from these stakeholders and see to it that College activities and services meet their needs.
  • there is a need to show that government money is being spent wisely and that high quality outcomes are being achieved;
  • the College's reputation and the professional satisfaction of its staff both derive from knowing, and being able to demonstrate, that students are learning effectively and achieving high levels of performance in all programmes;
  • the College exists in order to provide the nation with a skilled workforce.
  • full compliance with the Bylaws of the Colleges of Technology;
  • College-level planning consistent with the overall Strategic Plan;
  • constant monitoring of College departments to assess progress in implementing action plans ('work plans');
  • careful monitoring of course and programme delivery across the curriculum, including On-Job Training;
  • data collection on College graduates to ascertain the effectiveness of the education and training they have received;
  • rigorous self-assessment across all Colleges, taking into account mission, goals and objectives.
  • The College's quality enhancement strategy is driven by an annual quality cycle in which all areas of activity are reviewed and are subject to a process of action planning and plan implementation.
  • The College bases its quality cycle on the ADRI (Approach-Deployment-Results-Improvement) Model, advocated by the Australian Universities Quality Agency (AUQA) and the Oman Accreditation Board. The College has chosen to base its cycle on ADRI for two reasons. Firstly, it reflects the philosophy of planning, implementation, review and improvement which already exists in the College. Secondly, in adopting an ADRI-based quality cycle, the College positions itself in relation to quality assurance and enhancement developments in the Sultanate as a whole.
  • The College's 'approach' is set out in its Strategic Plan, and annual College Action Plans show how this will be put into practice. College Action Plans are drawn up by the Dean and Assistant Deans annually every June and July.
  • In the second phase ('Deployment') College Action Plans are implemented at Department level. This phase begins in September of each year as the new academic year gets under way.
  • During the 'Results' phase (January to March) the College evaluates the effectiveness of deployment. Through Departmental meetings, student feedback, and feedback from other stakeholders it examines critically whether the College Action Plan has been properly implemented, to what extent recent changes in practice have been beneficial, and what further improvements need to be made. The Quality Assurance Committee monitors the process of evaluation.
  • The 'Improvement' phase takes place during April and May. Drawing on the results of evaluation, each Head of Department produces a standardized annual report for the Dean. These reports outline the major events affecting each Department's work during the year under review, and conclude with recommendations for improvement.
  • The annual reports of the departments - and particularly their recommendations for improvement - form the basis of a new College Action Plan drawn up by the Dean and Assistant Deans, and a new cycle begins