jazan university - مواقع العمادات -...

Vice Presidency For Quality and academic deVeloPment

deanshiP oF academic deVeloPment

Jazan University

Strategic Plan - action Plan

ViSion 2020

Kingdom of Saudi arabia

miniStry of education

Jazan Universitystrategic Plan

vision 2020

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Jazan University has come a long way since its very establishment in 2006 (Royal Decree No. 6616/M/B, dated 12/5/1426

Hijri, corresponding to 19/6/2005 Gregorian). It has also played quite a significant role since in spurring an unprecedented

social and economic mobility in the province. To meet the challenges thereof, the University started to develop a strate-

gic plan in early 2013. In a close and continuous collaboration, through a period of over six months, the Jazan University

Strategic Planning Committee (SPC) and SRI International along with other stakeholders worked together to evolve the JU

Strategic Plan – Vision 2020. This sets the strategic directions for the University to realize its vision, and provides guidance

and framework for its implementation.

The University Strategic Planning Committee (SPC), along with a team of experts from Stanford Research Institute (SRI)

International, carried out an extensive survey amongst the university leaders to comprehend its development history and

accomplishments, and assess current challenges and the key issues that they face. In order to understand regional needs,

employer expectations, and what the community sees as priorities for the University, they also interviewed select external

stakeholders. A representative sample survey of faculty and staff was also conducted to assess the ground realities. In ad-

dition, the team also gauged the relevant conditions and developments in the external environment through a PESTLE

analysis. Subsequently, an integrated SWOT analysis was developed to identify major strategic implications, which inform

the development of the University’s mission, vision, and strategic directions. This Strategic Plan – Vision 2020 was officially

unveiled in 2014.

This Action Plan should chart the broad course for the entire institution for the years ahead, leading up to 2020. It is a

process for ensuring that the institution follows a plan in order to deliver education in the best manner possible. The very

constitution of the JU Strategic plan has been on the lines of the components – mission, vision, goals, objectives, initiatives,

measures, and targets, the guiding precept of which is ‘down to action.

This document may be taken as an addendum to the University Strategic Plan – Vision 2020, containing a comprehensive

Action Plan on how to implement the former and achieve the stated strategic goals. As an outcome of a thorough and rig-

orous process involving all the stakeholders, and taking into account expert opinions, this Action Plan presents an in-depth

roadmap as to how and by when to accomplish the intended goals.

This Action Plan is prepared after revisiting the key strategic directions, incorporating valuable inputs from all stakeholders

received through engagements ranging from one-on-one meetings to presentations and workshops. Drawing from best

practices and examples from other universities within the Kingdom and outside, action steps and initiatives are identified.

It outlines a university-wide strategy implementation structure with relevant Key Performance Indicators (KPIs) and align-

ing them all with AFAQ and NCAAA standards.

INTRODUCTION

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2020

VISION

Jazan University will be a gateway to the future for Jazan Province and the Kingdom, recognized nationally and in-ternationally for academic excellence, competent graduates, high impact research, and service that deliver social and economic impact to the region and the world.

MISSION

Jazan University’s mission is to:

Achieve academic excellence and prepare graduates to become regional and national leaders in business, industry, health, education, and government.

Serve the community by addressing its problems and supporting its social and economic development

Produce internationally recognized research and new knowledge that meet the needs of Jazan Province, the King-dom, and the world.

VALUES

Jazan University has adopted values that not only derive from the teachings of Islam, but which are also in accordance with the concurrent global academic standards and norms.

1. Leadership at all levels

2. Quality and excellence, including commitments to critical inquiry, students success, professionalism, interdisciplin-ary study, and innovation

3. Integrity, including honesty, transparency, and accountability

4. Freedom of individual and of thought

5. Affiliation

6. Respect, fairness, and diversity

7. Sincere Citizenship and service to the community


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The Three Strategic DirectionsThe Strategic Plan – Vision 2020 provides a means of establishing major directions for Jazan University as an academic in-

stitution. Careful analysis of PESTLE and SWOT in light of the mission and vision of the University yields the following three

strategic directions:

Direction 1: Building world class management

This refers to adopting the very best of management practices in order to improve the overall quality of academic envi-

ronment for both the students and the faculty. Developing an optimum infrastructure (physical, intellectual, electronic,

transportation, etc.) This direction is spread across five strategic goals:

Complete campus infrastructure (new campus, upgrades on remote campuses)

Decentralization of decision-making to enhance the responsiveness and speed and to create a culture of accountabil-

ity (especially in the area of financial management)

Develop formal job description and informal performance expectations of all university officials and staff

Build a shared university culture through transparency and communication within the university’s hierarchy and

across campuses, schools, and academic disciplines

Continue the adoption of innovative IT infrastructure, especially in the area of E-management, digital libraries and

E-learning

Direction 2: Achieving intellectual excellence

By focusing efforts on improving quality of teaching, learning and research, Jazan University should be able not only to

meet the criteria for NCAAA accreditation, but also to achieve in true sense academic and intellectual excellence. The uni-

versity must pursue continuous self-assessment towards achieving high standards in education and knowledge creation,

which define the six goals constituting this strategic direction:

Demand increased preparation from Incoming Students and Increased Performance from existing students

Require the use of world class methods and technologies in teaching and learning

Establish a center for teaching and learning focused on student retention and success, as well as faculty professional development

Foster a culture of independent thinking, innovation and entrepreneurship among students and faculty

Encourage International Studies, International Partnerships, and International Research Agendas

Develop a comprehensive system to recruit, evaluate, and reward faculty

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2020

Direction 3: Delivering social and economic impact

Developing new programs and curriculum to meet employment and social needs of the region is the core of this strategic

direction, which has four different goals. The University must engage with industries, businesses and other potential em-

ployers for curriculum development, and invest in applied research activities of regional/ national importance. This also

involves the establishment of the Center of Economic Development for Jazan Province, and initiating reform efforts in

primary and secondary education. All these need to be taken into consideration to cater to the needs of Jazan community

in particular and of Saudi Arabia in general. This direction is represented in four strategic goals:

Invest in an analytical capability to understand and assess the region’s needs on a continuing basis

Establish academic units (departments or technical schools) in key fields of importance to the region and the Kingdom

such as agriculture, fisheries, tourism management, etc.

Engage industry and potential employers in curriculum development

Invest heavily in academic and research units of regional or national importance, such as engineering, medical sci-

ences, tropical medicine, and environmental studies

With the laying of these three major strategic directions with some fifteen goals, JU Strategic Planning Team ventured into

formulating a detailed Action Plan as required to spruce up the strategic plan implementation and achieve the strategic

goals as set out in Vision 2020.

Action Plan Development ProcessTo implement various components of the Strategic Plan – Vision 2020, Jazan University Strategic Plan Implementation

Team (SPIT), in close consultation with experts from Brunel University London, initiated work on a detailed action plan

by late 2015. This development of actionable plans to support various goals under the three strategic directions evolved

around an integrated process defining ownership and capability across colleges, deanships and departments.

The Action Plan development process involved numerous steps right from the very inception to actual preparation, subse-

quently leading up to the eventual execution, i.e., developing the Action Plan and finalizing the draft taking into account

feedback from stakeholders and consultants’ assessments throughout. The development process thus includes three differ-

ent, yet overlapping stages, which are, briefly put, as following:


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Inception

Given the magnitude and complexity of task on hand and the urgency felt around to have the University Strategic Plan

implemented as early as possible, a draft-concept to develop a comprehensive Action Plan was formulated along the fol-

lowing lines:

Due alignment with JU Strategic Plan – Vision 2020, NCAAA, and AFAQ guidelines.

Support transformational to transactional implementation via a suite of action planning tools.

Evaluate the suite of Action Plans leading to a pathway to the impact and mission differentiation.

Proper incorporation of feedback and suggestions from all stakeholders.

Review and final draft of the actual Action Plan.

Preparation

A host of preparations went into developing a credible and achievable Action Plan through selecting competent personnel

with relevant skills in good numbers. To seek expert consultation throughout the process of Action Plan development, the

University engaged with a team from Brunel University London. For this and others, the following preparations were made

well before hand:

Identifying personnel & incorporating the Strategic Plan Implementation Team (SPIT): Some seventy, qualified, indi-

viduals from different disciplines were identified by the Vice-Presidency for Quality & Academic Development, a team

was constituted. For each of the 15 strategic goals, this team was then divided into 15 working groups.

Working group meetings & deliberations: Each working group held regular meetings and deliberated upon the task on

hand, which was duly reported back to the Deanship.

Coordination between the groups & the University executive: To secure regular interaction between the groups and

the University executive, a leader (Goal Champion) was assigned for each working group, who would also coordinate

as well as represent the group. In addition, a member of the Deanship of Academic Development (DAD) was assigned

for each of the three directions.

Determining what the team should accomplish & how: It was made very clear, at the very onset, as what was expected

of the team. A definitive timeline was also set, with mutual consent and convenience, to report the progress, review

the work done, and consider feedback and suggestions as they came along, culminating into the final draft of the

Action Plan.

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2020

Execution

A working framework was put in place, along with a series of workshops and meetings, to produce an integrated Action

Plan as follows:

Working framework under which the team worked to develop the Action Plan:

Explaining the need of Strategic Planning tools in writing up the implementation plan; the tools being the people

(stakeholders) that work together as a team.

Focus on how the strategic objectives (possible action steps) can derive tasks/ initiatives and activities that will achieve

them.

To identify resources for the tasks of each strategic goal, RACI (R-responsible, A-accountable, C-consult, I-inform) mod-

el was used as a tool to assign tasks and activities.

Preliminary documents, as provided by DAD & Brunel Consulting Team, discussed and the sections relevant taken up.

Detailed discussion on what exactly is required to be done by the teams, especially in terms of proposing Action Steps

& Initiatives for the Goals.

Went through the evaluation-reports provided by the Brunel Consulting Team on all Action Steps and Initiatives as

sent to them earlier and made changes as per their suggestions.

Major workshops and meetings leading up to the drafting of Action Steps & Initiatives:

1st Workshop by the Brunel University London Consulting Team: 26-28th Oct 2015, focusing on Leadership & Manage-

ment Effectiveness, Strategic Implementation, Risk Management, Stakeholders Management & Developing Action

Plans

Progress Report presented by all Goal Champions: 14th Nov 2015, chaired by the Vice-President for Quality and Aca-

demic Development

Virtual Meeting via Skype with the Brunel University London Consulting Team: 19th Nov 2015.

2nd Workshop by the Brunel University London Consulting Team: 6-8th Dec. 2015, on Implementation of JU Strategic

Plan

Progress Report presented by all Goal Champions: 22nd Dec 2015, chaired by the Dean, DAD

3rd Workshop by the Brunel Consulting Team: 24-26th Jan 2016, on Implementation of JU Strategic Plan

4th Workshop by the Brunel Consulting Team: 1-3rd May 2016, on finalizing the Strategic Action Plan for JU

A select committee reviewed the whole document, considering feedback and suggestions from various deanships and other stakeholders, before finalizing it


vision 2020

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Summary of Action PlanThis Strategic Action Plan for JU also consists of three basic components: Goals, Action Steps (Objectives) and Initiatives.

Goals are generally broad, over-arching statements that provide focus, direction and give meaning to the organization

and its programs

Action Steps are the individual strategies necessary to accomplish the objectives

Initiatives are the specific activities that must be executed in order to achieve the organization’s goals. Generally,

short-term goals involve those activities which should be accomplished in less than six months. Intermediate goals

range from 6 to 12 months, and long-term goals may exceed 12 months to accomplish

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Action Steps & Initiatives: Impact Mapping & KPIs

High Impact ● Medium Impact ◘ Low Impact ○

Strategic Goals

↓Action Steps

↓ Initiatives

Direction 1 Direction 2 Direction 3

Key Performance Indicators

(KPIs)

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Strategic Goal 1: Complete campus infrastructure (new campus, upgrades on remote campuses)

Action Step 1 Assessing Jazan University’s current infrastructure

Init

iati

ves

Prepare a classification database to include all the premises of the University

● ○ ○Rate of comple-tion of classified

data.00base

Prepare a comprehen-sive report on the uni-versity requirements of all types of infrastructure

● ○ ○ ○ ○ ○ ○ Rate of report completion

Conduct surveys to as-sess the efficiency of the university infrastructure

● ◘ ◘ ◘ ◘ ◘ ○Satisfaction/

completion rate of the surveys

Design evaluation mechanisms to run periodic infrastructure assessments

● ◘ ○ ○ Designing comple-tion

Action Step 2 Initiate/ improve an action plan to develop the university infrastructure

Initi

ativ

es

Identify the required budget and its sources for the infrastructure

● ◘ Infrastructure completion rate

Enhance processes involving projects ten-dering and execution

● ◘ ◘Number of proj-ects tendered/

executed

Report on the progress on construction and upgrade of the infra-structure

● ◘ Infrastructure completion rate


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Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

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Action Step 3 Planning, developing and implementing infrastructure safety and security

Init

iati

ves

Establish a risk and crisis management unit/ center

● ● ◘ ◘ ○ ○ ○ Percentage com-pleted of the unit

Reinforce awareness of security and protection information

● ○ ◘ ◘

Satisfaction rate of stakeholders on security and

protection infor-mation

Adopt a unified policy for managing risks and hazards

● ◘ ◘ ○Level of risk de-

creased using the policy

Action Step 4 Develop and implement an improved mechanism for infrastructure maintenance

Init

iati

ves

Report periodically on the maintenance of infrastructure

● ◘ ○Completion of

annual reports for maintenance

Adopt quality standards (such as ISO) that relate to infrastructure and their protective mainte-nance

● ○ ○ ◘Satisfaction rate of students and

faculty of mainte-nance procedures

Enhance communication between the depart-ment of maintenance and all stakeholders

● ◘ ◘ ○ ○ ○Average pro-

cessing time for administrative

procedures

Evaluate periodically on the efficiency of mainte-nance works

● ● ◘ ○Satisfaction rate of students and

faculty of mainte-nance quality

Provide personnel, financial and technical support for an efficient maintenance work

● ◘ ◘ ○ ○Satisfaction rate of maintenance and

university staff

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Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

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Strategic Goal 2: Decentralization of decision-making to enhance the responsiveness and speed and to create a culture of ac-countability (especially in the area of financial management)

Action Step 1 Upgrading professional competence of employees in the light of administrative decentralization

Init

iati

ves

Institute policies, pro-cedures and structures to promote world class management practices

● ◘ ● ◘ ◘ ○ ◘

Number of man-agement policies, procedures and structures insti-

tuted

Establish training bodies for upgrading university human resources in or-der to reach the required quality level administra-tively and professionally, guaranteeing transpar-ency and accountability

○ ● ◘ ● ○ ◘ ◘ ◘ ◘Number of train-

ing programs conducted

Provide integrated tech-nological system for all university departments

● ◘ ◘ ○ ○ ○ System provided

Action Step 2 Establishing financial administration at all local levels within the University

Initi

ativ

es

Establish a finance office at all university units ◘ ○ ○ ○ ◘ Number of finance

offices established

Setting in mechanisms for financial administra-tion compatible with the policies and procedures of the university

● ○ ● ○Rate of efficiency in budget man-

agement

Reinforce the use of automated systems to enhance the perfor-mance of financial units

◘ ◘ ● ○ ○Rate of perfor-

mance of financial units

Provide support in a manner ensuring continuous revision and evaluation for the effectiveness of financial operations of the pro-posed offices

◘ ● ○Orientation and training sessions

conducted for finance officers


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Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

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Strategic Goal 3: Develop formal job description and informal performance expectations of all university officials and staff

Action Step 1 Developing job descriptions at all university levels

Init

iati

ves

Review the existing regulations related to job descriptions

● ● ○ ◘ ○ Number of job de-scription reviewed

Formulate committee/s for preparing a job-description draft collaborating with professional expertise

◘ ● ○Number of Job

descriptions created by the committee(s)



Formulate committee/s for preparing a job-descrip-tion draft collaborating with professional expertise

◘ ● ○Number of Job

descriptions created by the committee(s)



Conduct a review on the job description draft for improvement and develop a final manual

◘ ● ◘ ○ Job description manual developed

Action Step 2 Developing performance expectations at all university levels

Initi

ativ

es

Review the existing regulations related to performance assess-ment process of staff

◘ ● Number of re-viewed reports

Assess the actual needs for professional develop-ment and training

◘ ● ○ ○ ○ Number of training programs needed

Develop a staff perfor-mance measurement system based on the KPIs of NCAAA, AFAQ di-rectives and Ministry of Civil Service guidelines

◘ ●

Staff performance measurement

developed/ Percentage of staff filling JU staff per-

formance form

Mandate a system for continu-ous professional development to update the skills

◘ ○ ● ◘ ◘ ◘ ◘Number of staff

professional devel-opment programs

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Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

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Strategic Goal 4: Build a shared university culture through transparency and communication within the university’s hierarchy and across campuses, schools, and academic disciplines

Action Step 1 To develop a system that guarantee free-flowing discussions and communication

Init

iati

ves

Establish social media platforms for the university, operating through identi-fied regulations and policies to facilitate collaboration and communication

● ◘ ○Relevant JU

records

policy developed

Adopt new technologies and tools for internal communication improv-ing collaboration and building a new work culture of transparency

● ◘ ○ ○ ◘ Stakeholders satisfaction

Establish mechanisms to disseminate awareness of importance of intellec-tual property rights and personal privacy

● ◘ ● ◘ ◘ ◘ ◘ ○ Mechanisms established

Action Step 2 Encourage information sharing to improve engagement and outcomes across the university

Initi

ativ

es

Conduct a social network analysis (SNA) to examine and assess the existing practices in information sharing

● ○ Social network analysis done

Disseminate regu-larly new information amongst the university community

◘ ◘ ◘ New information disseminated

Initiate regular events to share knowledge, address concerns and build trust

● ◘ ◘ ○ Number of events initiated

Develop an accessible knowledge management system

● ◘ ◘ ○ ○ ◘ ○Knowledge manage-ment system devel-

oped/ Percentage of staff using the system

Use incentives to motivate individuals to share infor-mation across commu-nity of practices and social structures in the university

◘ ● ○ ◘ ◘ Percentage of ideas shared


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Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

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Action Step 3 Establish measurable protocols for administrative actions

Init

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ves

Review important minutes and communica-tions as well as bylaws to compile an administra-tive guide

● Completed admin-istrative guide

Classify topics in the guide for easy reference ● ○ ◘ ○ Number of classi-

fied topics

Formulate recommenda-tions for assessment and measurement

● ◘ ◘Average process-

ing for administra-tive procedures

Update the directory and guide on a periodic basis ● ◘ ● Internal stakehold-

ers satisfaction

Create a policy with guidelines for all colleges to produce their own guides as part of their internal evaluation

● ◘ ○ ○ Guidelines com-pleted

Recommend initiatives that build relationships and foster a collabora-tive work environment for decision-making and planning across the institution

● ○ ○ ◘ ○Rate of collabora-

tion across the institution

Action Step 4 Encourage and support shared scholarly and social activities

Init

iati

ves

Provide opportunities for more collaborative teaching arrangements (team-taught interdisci-plinary courses)

◘ ● ◘Percentage of col-laborative courses

taught

Encourage shared research participation among faculty staff and related programs across the university and be-tween research institutes

◘ ○ ●Number of joint

research projects annually

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2020

Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

Infr

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Lead

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Init

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Improve the current mechanism encouraging faculty staff to participate in local and international conferences and scien-tific symposia

○ ◘ ●Percentage of

faculty and staff participated in

conferences

Expand community participation in campus culture, including the arts/ performing arts, speaking engagements, and related events

◘ ○ ● ◘Number of partici-pations in commu-

nity activities

Develop a process identi-fying and implementing celebration activities, employee development programs, and year-end ceremonies

● ◘ ◘ Number of social activities in JU

Action Step 5 Updating the strategic plans of the academic and administrative units of the university

Init

iati

ves

Review/ update the strategic plans of the uni-versity units according to the university strategic plan

● ◘ ◘ ◘ ● ◘ Linkage of units’ strategic plans to

university strategic plan

Consider the stakehold-ers feedback on the vision, mission and stra-tegic goals of the units as affected by internal and external environments, including adoption of the academic standards achieving mission and goals of each unit

● ◘ ◘ ◘ ● ◘

Increase in com-munity and stake-holders participa-tion in reviewing

the mission, vision, and strategic

goals/ Adoption of the academic

standards

Establish the action plans of the units and follow-up implementation

● ◘ ◘ ◘ ● ◘ Follow-up plan

implementation reports

Develop a written hand-book and online site for the approved strategic action plans

● ◘ ◘ ◘ ● ◘ Plans announce-ment


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Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

Infr

astr

uctu

re

Lead

ersh

ip &

Gov

erna

nce

IT A

dopt

ion

in M

anag

emen

t

HR

Dev

elop

men

t

Fina

ncia

l Sus

tain

abili

ty

Stud

ents

Com

pete

ncy &

Skill

s

Teac

hing

& Le

arni

ng Ex

celle

nce

Facu

lty Sa

tisfac

tion &

Dev

elopm

ent

Rese

arch

& In

nova

tion

Aca

dem

ic A

ccre

dita

tion

Gra

duat

e St

udie

s

Com

mun

ity S

ervi

ces

Relat

ions

hip w

ith th

e Mar

ketp

lace

Strategic Goal 5: Continue the adoption of innovative IT infrastructure, especially in the area of e-management, digital librar-ies and e-learning

Action Step 1 Encourage the university units to develop and update their e-presence

Init

iati

ves

Provide necessary technical support and software ● ◘ ◘ ○

Percentage of units having independent

websites/ Annual expenditure on IT

budget/ Stakeholder evalu-ation on website

and electronic management

Provide incentives for best practices for e-presence

● ○ ○ ◘

Awards given per total website/

Stakeholder evalu-ation on website

and electronic management

Provide training sessions on e-management skills ● ● ◘ ◘ ○

Number of training conducted

annually

Action Step 2 Expand the digitization of learning and research resources

Initi

ativ

es

Increase the level of use of the digital resources by faculty and students

◘ ○ ◘ ◘ ◘ ● ○ Social network analysis done

Provide exclusive access-points in all colleges ◘ ◘ ◘ ◘ ● ○ New information

disseminated

Link the learning manage-ment system with the digital resources

○ ◘ ● ◘ ◘ ○ Number of events initiated

Develop an accessible knowledge management system

○ ◘ ● ◘ ◘ ○Knowledge manage-ment system devel-

oped/ Percentage of staff using the system

Digitize learning re-sources and expand the digital repository

○ ◘ ● ◘ ◘ ○ New information disseminated

19

2020

Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

Infr

astr

uctu

re

Lead

ersh

ip &

Gov

erna

nce

IT A

dopt

ion

in M

anag

emen

t

HR

Dev

elop

men

t

Fina

ncia

l Sus

tain

abili

ty

Stud

ents

Com

pete

ncy &

Skill

s

Teac

hing

& Le

arni

ng Ex

celle

nce

Facu

lty Sa

tisfac

tion &

Dev

elopm

ent

Rese

arch

& In

nova

tion

Aca

dem

ic A

ccre

dita

tion

Gra

duat

e St

udie

s

Com

mun

ity S

ervi

ces

Relat

ions

hip w

ith th

e Mar

ketp

lace

Initi

ativ

es

Develop electronic cours-es covering the needs of the university according to approved criteria

● ◘ ◘ ◘ ◘ ◘ ◘ ◘ ○ New information disseminated

Use incentives to motivate individuals to share infor-mation across commu-nity of practices and social structures in the university

● ◘ ◘ ◘ ○ ● Percentage of ideas shared

Action Step 3 Expand e-learning based classrooms

Init

iati

ves

Provide appropriate facilities and software supporting e-learning practices

◘ ● ◘ ○Stakeholder evalu-ation of e-learning

services

Implement training programs for students on the use of virtual classrooms

● ○ ◘ ● ◘ ○Number of virtual training programs

per student

Have agreement with local IT companies to provide students with reduced-priced TABLETS or PC sets

● ◘ ○ ● ◘ ○ Number of such agreements


vision 2020

20

Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

Infr

astr

uctu

re

Lead

ersh

ip &

Gov

erna

nce

IT A

dopt

ion

in M

anag

emen

t

HR

Dev

elop

men

t

Fina

ncia

l Sus

tain

abili

ty

Stud

ents

Com

pete

ncy &

Skill

s

Teac

hing

& Le

arni

ng Ex

celle

nce

Facu

lty Sa

tisfac

tion &

Dev

elopm

ent

Rese

arch

& In

nova

tion

Aca

dem

ic A

ccre

dita

tion

Gra

duat

e St

udie

s

Com

mun

ity S

ervi

ces

Relat

ions

hip w

ith th

e Mar

ketp

lace

Strategic Goal 6: Demand increased preparation from incoming students and increased performance from existing students

Action Step 1 Improve colleges readiness for incoming students

Init

iati

ves

Obtain data on projected high school graduates for the coming 5 years for admission planning

● ◘ ◘ ◘Rate of enrolment of new students

annually

Reform program admission standards to maximize the annual retention rate

● ◘ ◘ ◘

Percentage of students entering

programs who suc-cessfully complete

first year

Plan the colleges infra-structure and personnel to accommodate the incoming students

○ ● ◘ ◘ ◘

Ratio of students to teaching staff/ Ratio of students to administrative

staff

Develop short courses for admitted students to meet the needs of academic programs

● ● ○ Number of short courses developed

Action Step 2 Encourage information sharing to improve engagement and outcomes across the university

Initi

ativ

es

Offer orientation pro-grams for high school students

● ◘ ◘Increase in enrol-ment rate for fu-

ture requirements

Conduct open day for high school students ● ◘ ◘

Increase in enrol-ment rate for fu-

ture requirements

Provide induction sessions for the newly admitted students

● ◘ ◘Percentage of

students who suc-cessfully complete

first year

21

2020

Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

Infr

astr

uctu

re

Lead

ersh

ip &

Gov

erna

nce

IT A

dopt

ion

in M

anag

emen

t

HR

Dev

elop

men

t

Fina

ncia

l Sus

tain

abili

ty

Stud

ents

Com

pete

ncy &

Skill

s

Teac

hing

& Le

arni

ng Ex

celle

nce

Facu

lty Sa

tisfac

tion &

Dev

elopm

ent

Rese

arch

& In

nova

tion

Aca

dem

ic A

ccre

dita

tion

Gra

duat

e St

udie

s

Com

mun

ity S

ervi

ces

Relat

ions

hip w

ith th

e Mar

ketp

lace

Action Step 3 Establish measurable protocols for administrative actions

Init

iati

ves

Conduct benchmarking to identify the expected level of students skills and performance

● ● ◘

Rate of benchmark completion

Proportion of students entering

program who complete those

programs in mini-mum time

Promote research activities for sharpening students intellectual and behavioral skills

● ◘ ● ◘Number of ac-

tivities conducted annually

Encourage students participation in extra-curriculum activities

● ◘ ○Number of stu-

dents participating in extra-curricular

activities

Review and update the programs and curriculum to fulfill the expected performance level for ac-creditation

● ◘ ○ ●

Rate of review completion/ Stu-dents overall rat-ing on the quality

of their courses

Develop measurement mechanisms for students performance

● ◘ ○ ●

Student learn-ing assessment scores/ Satisfac-

tion of graduates with teaching and

learning

Improve the student community environment such as housing, meals, transportation, etc.

◘ ◘ ◘ ◘ ◘ ◘ ◘ Increase in stu-dents satisfaction

Action Step 4 Ensure the efficiency of the advisory units

Init

iati

ves

Develop effective communication and interaction mechanisms between the academic advisory units and among the student advisors

● ◘ ◘ ○

Percentage of students using

academic advisory units/

Number of activi-ties by student ad-visors per semester


vision 2020

22

Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

Infr

astr

uctu

re

Lead

ersh

ip &

Gov

erna

nce

IT A

dopt

ion

in M

anag

emen

t

HR

Dev

elop

men

t

Fina

ncia

l Sus

tain

abili

ty

Stud

ents

Com

pete

ncy &

Skill

s

Teac

hing

& Le

arni

ng Ex

celle

nce

Facu

lty Sa

tisfac

tion &

Dev

elopm

ent

Rese

arch

& In

nova

tion

Aca

dem

ic A

ccre

dita

tion

Gra

duat

e St

udie

s

Com

mun

ity S

ervi

ces

Relat

ions

hip w

ith th

e Mar

ketp

lace

Init

iati

ves

Unify the practices of the academic advisory units ● ◘ ◘ ○ Unified polices and

rules

Improve academic counseling to engage students in the academic community

● ◘ ○Average rating

on the adequacy of academic and

career counseling

Improve the counsel-ing to the foundation students to choose ap-propriate programs

● ◘ ◘



first year

Develop a system of mandatory advisory for students with special needs

● ● ○ ○Completion rate of

the system/ System announced

23

2020

Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

Infr

astr

uctu

re

Lead

ersh

ip &

Gov

erna

nce

IT A

dopt

ion

in M

anag

emen

t

HR

Dev

elop

men

t

Fina

ncia

l Sus

tain

abili

ty

Stud

ents

Com

pete

ncy &

Skill

s

Teac

hing

& Le

arni

ng Ex

celle

nce

Facu

lty Sa

tisfac

tion &

Dev

elopm

ent

Rese

arch

& In

nova

tion

Aca

dem

ic A

ccre

dita

tion

Gra

duat

e St

udie

s

Com

mun

ity S

ervi

ces

Relat

ions

hip w

ith th

e Mar

ketp

lace

Strategic Goal 7: Require the use of world class methods and technologies in teaching and learning

Action Step 1 Improve colleges readiness for incoming students

Init

iati

ves

Provide teaching workshops and training programs to update with the latest meth-odologies and technology in teaching and learning

● ● ◘ ○

No of workshop and training pro-grams in teaching and learning con-ducted annually

Encourage faculty members to participate in scientific conferences devoted to teaching and learning

◘ ● ● ○Percentage of

faculty participa-tion in scientific

conferences

Encourage innovation in teaching and learning process

● ● ◘ ○Student

satisfaction in teaching and

learning practices

Assess periodic per-formance of faculty in teaching and learning

◘ ● ● ○ Performance rate of faculty

Action Step 2 Accelerate the adoption of e-learning and distance learning programs

Init

iati

ves

Encourage benchmark-ing the e-learning practices with other universities

● ● ○Rate of bench-marking in e-

learning practices

Cooperate with the National Center for E-learning and Distance Learning in Riyadh to achieve the best prac-tices in e-learning

◘ ● ◘ ○Rate of coop-

eration with the Center in Riyadh

Support initiatives and innovations of Jazan Uni-versity faculty for quality online programs

◘ ● ◘ ○ Number of online programs offered

Promote e-learning and distance education activities to improve the quality of e-learning

● ● ◘ ○No of e-learning

and distance edu-cation activities

annually


vision 2020

24

Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

Infr

astr

uctu

re

Lead

ersh

ip &

Gov

erna

nce

IT A

dopt

ion

in M

anag

emen

t

HR

Dev

elop

men

t

Fina

ncia

l Sus

tain

abili

ty

Stud

ents

Com

pete

ncy &

Skill

s

Teac

hing

& Le

arni

ng Ex

celle

nce

Facu

lty Sa

tisfac

tion &

Dev

elopm

ent

Rese

arch

& In

nova

tion

Aca

dem

ic A

ccre

dita

tion

Gra

duat

e St

udie

s

Com

mun

ity S

ervi

ces

Relat

ions

hip w

ith th

e Mar

ketp

lace

Init

iati

ves

Periodic evaluation and update of the e-learning content

● ◘ ○ ○Students satisfac-

tion about the uni-versity e-learning

sources

Provide support to the in-frastructure of networks, devices and information systems

○ ○ ● ◘ ○Rate of comple-

tion/ Annual expenditure on IT

Action Step 3 Improve the learning environment and resources

Init

iati

ves

Develop classrooms and laboratories with information technology by providing modern technical equipment

● ● ◘ ○Number of

Well- equipped classrooms or laboratories

Improve and activate student services places, such as the registers, bursar, library services, bookstore, IT, etc.

● ◘ ◘ ○

Average overall rating of the

adequacy of the library, media

center, etc.

Provide proper wired/ wireless connectivity in all campus

● ◘ ◘ ○

Stakeholders satisfaction on

network connec-tivity/ Bandwidth

per student

Manage and maintain student learning in a technology-enhanced environment

● ● ◘ ○Faculty and stu-dent satisfaction

rates

Provide instructional design support ◘ ◘ ◘ ● ◘

Rate of instruc-tional design completion

25

2020

Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

Infr

astr

uctu

re

Lead

ersh

ip &

Gov

erna

nce

IT A

dopt

ion

in M

anag

emen

t

HR

Dev

elop

men

t

Fina

ncia

l Sus

tain

abili

ty

Stud

ents

Com

pete

ncy &

Skill

s

Teac

hing

& Le

arni

ng Ex

celle

nce

Facu

lty Sa

tisfac

tion &

Dev

elopm

ent

Rese

arch

& In

nova

tion

Aca

dem

ic A

ccre

dita

tion

Gra

duat

e St

udie

s

Com

mun

ity S

ervi

ces

Relat

ions

hip w

ith th

e Mar

ketp

lace

Strategic Goal 8: Establish a center for teaching and learning focused on student retention and success, as well as faculty pro-fessional development

Action Step 1 Establish a Centre for Teaching and Learning at Jazan University

Init

iati

ves

Establish a Center for Teach-ing and Learning in Jazan University as a part of the Deanship of Academic De-velopment organizational structure with identified authorizations and responsi-bilities

◘ ● ◘ ○Center proposal plan approval/

Establishment of the CTL

Recruit personnel to develop and operate the Center for Teaching and Learning

◘ ● ◘ ○ Number of person-nel recruited

Develop the handbook and website of the Center for Teaching and Learning, including policies, regulations and tasks

◘ ● ◘ ○Completion of CTL

handbook and website

Action Step 2 Development of creativity and excellence among all faculty members

Initi

ativ

es

Conduct faculty orienta-tion by creativity & innovation unit of Jazan University periodically

● ● ◘ ● ○Number of pro-

grams conducted per semester

Organize teaching-learning workshops and professional develop-ment programs based on creativity in areas of specialization

● ● ● ◘ ○ Number of activi-ties conducted

Facilitate faculty learning communities (FLCs) for professional development in teaching

◘ ● ● ○ ○Percentage of up-dated curriculum based on current

needs


vision 2020

26

Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

Infr

astr

uctu

re

Lead

ersh

ip &

Gov

erna

nce

IT A

dopt

ion

in M

anag

emen

t

HR

Dev

elop

men

t

Fina

ncia

l Sus

tain

abili

ty

Stud

ents

Com

pete

ncy &

Skill

s

Teac

hing

& Le

arni

ng Ex

celle

nce

Facu

lty Sa

tisfac

tion &

Dev

elopm

ent

Rese

arch

& In

nova

tion

Aca

dem

ic A

ccre

dita

tion

Gra

duat

e St

udie

s

Com

mun

ity S

ervi

ces

Relat

ions

hip w

ith th

e Mar

ketp

lace

Action Step 3 Allocate teaching and learning grant for research and projects to improve and enhance innovative teaching and learning practices

Init

iati

ves

Survey and prepare data-base for research In teach-ing and learning domain

◘ ● ◘ ◘ Rate of completion of the survey

Develop the guidelines and criteria for research and projects in teaching and learning

◘ ● ◘ ◘ ○Completion of up-dated guidelines

and criteria

Encourage faculty to conduct teaching and learning research or projects

◘ ● ◘ ◘ ○Number of

projects con-ducted per faculty

member

Evaluate integration of research outcomes in teach-ing and learning, based on feedbacks

◘ ● ◘ ○

Increase integration of research out-

comes into courses/ Faculty and student satisfaction in teach-

ing and learning research practices

Action Step 4 Deploy academic activities that focus on student retention and successful graduation within the time frame

Init

iati

ves

Provide advising, coun-seling and mentoring sessions for student’s development

● ● ◘ ○

Percentage of stu-dents using academic

advisory units/ Number of activities by student advisors

per semester

Conduct workshops on professional and soft skills for students to be successful in their college and practical life

● ● ◘ ○ Unified polices and rules

Organize student peer coaching sessions to encourage cooperative learning among students

● ● ◘ ○Average rating

on the adequacy of academic and

career counseling

Establish an academic observa-tory in the university to study, follow-up and analyze stu-dents’ academic performance, identifying reasons and solu-tions for students’ dropping/ leaving phenomenon

◘ ◘ ● ● ◘



first year

27

2020

Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

Infr

astr

uctu

re

Lead

ersh

ip &

Gov

erna

nce

IT A

dopt

ion

in M

anag

emen

t

HR

Dev

elop

men

t

Fina

ncia

l Sus

tain

abili

ty

Stud

ents

Com

pete

ncy &

Skill

s

Teac

hing

& Le

arni

ng Ex

celle

nce

Facu

lty Sa

tisfac

tion &

Dev

elopm

ent

Rese

arch

& In

nova

tion

Aca

dem

ic A

ccre

dita

tion

Gra

duat

e St

udie

s

Com

mun

ity S

ervi

ces

Relat

ions

hip w

ith th

e Mar

ketp

lace

Strategic Goal 9: Foster a culture of independent thinking, innovation, and entrepreneurship among students and faculty

Action Step 1 Promote independent thinking and innovation culture among students and faculty

Init

iati

ves

Reward the practices of excellence among students, faculty and staff

● ◘ ◘ ◘

Scoring point system for

practices of excel-lence/ Number of

rewards appointed

Encourage and motivate individual talent initia-tives among faculty and students

● ◘ ◘ ● ◘Number of new

ideas invented or created

Conduct annual forums for innovation and entre-preneurship

● ◘ ◘ ● ○ ◘

Number of participants

attending the forumNumber of activities

conducted/

Conduct extracurricular activities to develop independent thinking, in-novations and leadership skills for students and faculty at college level

● ◘ ◘ ● ◘

Number of students

participating in extracurricular

activities


Initi

ativ

es

Organize field trips for the students and faculty to the business sector

● ◘ ○ ◘ Number of field trips to businesses

Attract the businesses to organize seminars and workshops, and to sponsor the innovation and entrepreneurship ideas of the students and faculty

● ● ○ ◘ ◘

Number of activi-ties conducted/

Proportion of teaching staff

participating in professional devel-

opment/ Number of

collaborations established with

businesses


vision 2020

28

Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

Infr

astr

uctu

re

Lead

ersh

ip &

Gov

erna

nce

IT A

dopt

ion

in M

anag

emen

t

HR

Dev

elop

men

t

Fina

ncia

l Sus

tain

abili

ty

Stud

ents

Com

pete

ncy &

Skill

s

Teac

hing

& Le

arni

ng Ex

celle

nce

Facu

lty Sa

tisfac

tion &

Dev

elopm

ent

Rese

arch

& In

nova

tion

Aca

dem

ic A

ccre

dita

tion

Gra

duat

e St

udie

s

Com

mun

ity S

ervi

ces

Relat

ions

hip w

ith th

e Mar

ketp

lace

Strategic Goal 10: Encourage international studies, international partnerships, and international research agendas

Action Step 1 Expand international online and study abroad programs

Init

iati

ves

Prepare, encourage and engage JU staff to join international academic and training programs in unique disciplines

● ◘ ◘ ◘

Percentage of staff studying abroad/

Number of training in unique disci-

plines

Encourage and support JU staff to enroll in international online skill courses

○ ● ◘ ◘Increased inter-national online enrolment of JU

staff per year

Action Step 2 Develop/ review policy for managing partnerships between JU and international community

Init

iati

ves

Review and adopt inter-national collaboration practices of the leading universities

● ● ◘ ◘ ◘ Number of interna-tional partnerships

Revise, evaluate and up-date regularly the agree-ments between JU and international partners

● ◘ ◘ ◘ ◘ Agreements updated

Consolidate the policies and regulations for fostering international partnerships

● ◘ ◘ ◘ ◘ Stakeholders satisfaction/

Action Step 3 Policies and regulations consolidated

Init

iati

ves

Organize international conferences focusing on JU research priorities

● ◘ ◘ ● ◘

Number of papers presented in

academic confer-ence per full time

teaching staff/ Proportion of

the total annual operational bud-get dedicated to

research

Increase students exchange partnership with world class research institutes

● ◘ ◘ ● ◘ Number of joint research

29

2020

Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

Infr

astr

uctu

re

Lead

ersh

ip &

Gov

erna

nce

IT A

dopt

ion

in M

anag

emen

t

HR

Dev

elop

men

t

Fina

ncia

l Sus

tain

abili

ty

Stud

ents

Com

pete

ncy &

Skill

s

Teac

hing

& Le

arni

ng Ex

celle

nce

Facu

lty Sa

tisfac

tion &

Dev

elopm

ent

Rese

arch

& In

nova

tion

Aca

dem

ic A

ccre

dita

tion

Gra

duat

e St

udie

s

Com

mun

ity S

ervi

ces

Relat

ions

hip w

ith th

e Mar

ketp

lace

Init

iati

ves

Conduct a series of lectures of distinguished visiting faculties, with interna-tional excellence awards, to transfer their experiences to university staff

● ◘ ◘ ● ◘ Number of lectures organized

Activate the existing re-search agreements with international partners

● ◘ ◘ ● ◘Number of interna-tional partnership

research agree-ments


vision 2020

30

Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

Infr

astr

uctu

re

Lead

ersh

ip &

Gov

erna

nce

IT A

dopt

ion

in M

anag

emen

t

HR

Dev

elop

men

t

Fina

ncia

l Sus

tain

abili

ty

Stud

ents

Com

pete

ncy &

Skill

s

Teac

hing

& Le

arni

ng Ex

celle

nce

Facu

lty Sa

tisfac

tion &

Dev

elopm

ent

Rese

arch

& In

nova

tion

Aca

dem

ic A

ccre

dita

tion

Gra

duat

e St

udie

s

Com

mun

ity S

ervi

ces

Relat

ions

hip w

ith th

e Mar

ketp

lace

Strategic Goal 11: Develop a comprehensive system to recruit, evaluate, and reward faculty

Action Step 1 Enhancing the recruitment process

Init

iati

ves

Develop a mechanism for identifying the academic program needs of faculty

● ◘ ◘ ◘ ◘ Ratio of students to teaching staff

Benchmark the regula-tions of recruitment process

◘ ◘ ● ◘ ◘ Completion of benchmarking

Prepare a handbook containing rules and regulations of the recruit-ment process

● ◘ ● ◘

Completion of handbook prepa-

rationStakeholder

evaluation of the recruitment

policies

Promote a policy to ensure fairness in remu-neration system

● ◘ ●

Faculty, staff satis-faction/ Proportion

of teaching staff leaving the institu-

tion for reasons other than age

retirement


Initi

ativ

es

Develop faculty evalu-ation process through benchmarking

◘ ◘ ● ◘ Completion of benchmarking

Establish/ update the faculty evaluation system in the light of quality criteria

◘ ◘ ● ◘Faculty evaluation

system estab-lished, updated

Enhance the evaluation system through feedback ◘ ◘ ● ◘ Increased faculty

performance

Establish a standardized accountability reward system by benchmark-ing and linking it to the performance

◘ ◘ ●Effective leadership

communication/ Faculty satisfaction with administration

31

2020

Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

Infr

astr

uctu

re

Lead

ersh

ip &

Gov

erna

nce

IT A

dopt

ion

in M

anag

emen

t

HR

Dev

elop

men

t

Fina

ncia

l Sus

tain

abili

ty

Stud

ents

Com

pete

ncy &

Skill

s

Teac

hing

& Le

arni

ng Ex

celle

nce

Facu

lty Sa

tisfac

tion &

Dev

elopm

ent

Rese

arch

& In

nova

tion

Aca

dem

ic A

ccre

dita

tion

Gra

duat

e St

udie

s

Com

mun

ity S

ervi

ces

Relat

ions

hip w

ith th

e Mar

ketp

lace

Strategic Goal 12: Invest in an analytical capability to understand and assess the region’s needs on a continuing basis

Action Step 1 Establish community research bodies to address regional needs

Init

iati

ves

Develop feasibility studies for establishing community research centers

◘ ●Number of estab-lished community research centers

Provide personnel, financial and technologi-cal support to research centers

◘ ●

Research centers staff satisfaction rate/ Proportion of teach-ing staff actively en-gaged in community

service activities

Incentivize efforts in contributing towards community research

◘ ●

Number of approved community research

projects/ Community research

rewarding policies

Develop a handbook for community research centers ◘ ● Handbook com-

pleted

Action Step 2 Carrying out periodic assessments of regional needs

Init

iati

ves

Conduct periodic surveys on social and economic needs of the region

◘ ● ◘ Number of surveys completed

Analyze surveys and cre-ate a database for further reference

◘ ● ○ Updated database

Establish consultant offices for community needs

◘ ● ○Established consul-

tant offices/ Number of consulting

services conducted

Action Step 3 Provide necessary training for the university staff to enhance their research capabilities

Init

iati

ves

Conduct training needs analysis for staff to enhance their research capabilities

● ◘ ◘ ◘

Number of train-ings conducted/

Proportion of staff participating in

professional devel-opment activities

Develop relevant training programs ● ◘ ◘ ◘

Number of up-dated training pro-

grams provided


vision 2020

32

Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

Infr

astr

uctu

re

Lead

ersh

ip &

Gov

erna

nce

IT A

dopt

ion

in M

anag

emen

t

HR

Dev

elop

men

t

Fina

ncia

l Sus

tain

abili

ty

Stud

ents

Com

pete

ncy &

Skill

s

Teac

hing

& Le

arni

ng Ex

celle

nce

Facu

lty Sa

tisfac

tion &

Dev

elopm

ent

Rese

arch

& In

nova

tion

Aca

dem

ic A

ccre

dita

tion

Gra

duat

e St

udie

s

Com

mun

ity S

ervi

ces

Relat

ions

hip w

ith th

e Mar

ketp

lace

Strategic Goal 13: Establish academic units (departments or technical schools) in key fields of importance to the region and the Kingdom such as agriculture, fisheries, tourism management, etc.

Action Step 1 Engaging/ coordinating with industry and other potential stakeholders in identifying, developing and improv-ing academic programs

Init

iati

ves

Establish units for study plans and curricula at all levels

● ◘ ○ ◘ ◘Number of estab-

lished new units in colleges

Review existing policies and procedures for academic programs development

◘ ◘ ○ ◘ ◘Rate of review

process/ Number of up-

dated programs

Establish/ expand advisory committees at college levels

◘ ◘ ○ ◘ ◘Number of new,

expanded advisory committees per

college

Engage external stake-holders in academic advisory committees

◘ ◘ ○ ◘ ◘

Number of industries, external stakeholders partic-ipating in advisory

committees

Conduct career day an-nually ◘ ◘ ● ●

Number of employ-ers participating/ Number of career opportunities pro-vided/ Increase in

graduates employ-ment rate

Action Step 2 Initiate/ promote new departments and postgraduate programs

Initi

ativ

es

Propose new academic programs catering to the community needs

◘ ◘ ● ● ◘

Number of com-munity education

programs provided as a proportion

of the number of departments

Introduce postgraduate programs ◘ ◘ ● ◘

Number of estab-lished new post-

graduate programs/ Proportion of

students enter-ing post-graduate

programs

33

2020

Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

Infr

astr

uctu

re

Lead

ersh

ip &

Gov

erna

nce

IT A

dopt

ion

in M

anag

emen

t

HR

Dev

elop

men

t

Fina

ncia

l Sus

tain

abili

ty

Stud

ents

Com

pete

ncy &

Skill

s

Teac

hing

& Le

arni

ng Ex

celle

nce

Facu

lty Sa

tisfac

tion &

Dev

elopm

ent

Rese

arch

& In

nova

tion

Aca

dem

ic A

ccre

dita

tion

Gra

duat

e St

udie

s

Com

mun

ity S

ervi

ces

Relat

ions

hip w

ith th

e Mar

ketp

lace

Strategic Goal 14: Engage industry and potential employers in curriculum development

Action Step 1 Manage knowledge sharing between businesses and JU

Init

iati

ves

Invite business leaders/ practitioners for lecturing, participating in defining the specifications required in graduates, and determining the appropriate skills for the labor market as basis for adapting the outcomes of the university

● ● ◘ ◘ ●

Number of guest lectures organized annually/ Number

of established collaborations

with businesses annually/ Number

of students and staff targeted

Set in internship pro-grams with businesses ● ● ● ◘ ●

Number of indus-trial training ac-

tivities organized annually/ Increase in graduates em-

ployment rate

Conduct collaborative research with businesses and Non-Government Organizations (NGOs)

◘ ● ○ ◘ ●

Number of ap-proved collab-

orative research with industry and NGOs/ Research

income from external sources as a proportion of the number of faculty

members

Action Step 2 Initiate/ promote new departments and postgraduate programs

Initi

ativ

es

Identify the roles and responsibilities of JU alumni units

○ ○ ● ●Updated the roles and responsibili-ties of JU alumni

units

Establish effective mech-anisms to communicate with alumni

○ ○ ● ●

Number of joint activities conducted

by JU and alumni/ Alumni satisfaction/ Number of alumni in advisory committees


vision 2020

34

Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

Infr

astr

uctu

re

Lead

ersh

ip &

Gov

erna

nce

IT A

dopt

ion

in M

anag

emen

t

HR

Dev

elop

men

t

Fina

ncia

l Sus

tain

abili

ty

Stud

ents

Com

pete

ncy &

Skill

s

Teac

hing

& Le

arni

ng Ex

celle

nce

Facu

lty Sa

tisfac

tion &

Dev

elopm

ent

Rese

arch

& In

nova

tion

Aca

dem

ic A

ccre

dita

tion

Gra

duat

e St

udie

s

Com

mun

ity S

ervi

ces

Relat

ions

hip w

ith th

e Mar

ketp

lace

Initi

ativ

es

Develop alumni database system ○ ○ ● ●

Rate of completion of alumni database

system/ Rate of database usage/

Number of alumni in the database

Create an alumni advi-sory board at all levels ○ ◘ ● ●

Number of colleges with alumni advi-

sory board

35

2020

Strategic Goals

↓Action Steps

↓ Initiatives



(KPIs)

Infr

astr

uctu

re

Lead

ersh

ip &

Gov

erna

nce

IT A

dopt

ion

in M

anag

emen

t

HR

Dev

elop

men

t

Fina

ncia

l Sus

tain

abili

ty

Stud

ents

Com

pete

ncy &

Skill

s

Teac

hing

& Le

arni

ng Ex

celle

nce

Facu

lty Sa

tisfac

tion &

Dev

elopm

ent

Rese

arch

& In

nova

tion

Aca

dem

ic A

ccre

dita

tion

Gra

duat

e St

udie

s

Com

mun

ity S

ervi

ces

Relat

ions

hip w

ith th

e Mar

ketp

lace

Strategic Goal 15: Invest heavily in academic and research units of regional or national importance, such as engineering, medi-cal sciences, tropical medicine, and environmental studies

Action Step 1 Attract distinguished faculty and researchers

Init

iati

ves

Prepare criteria for distinguished faculty and researchers

◘ ◘ ●

Completed criteria, job description

for distinguished faculty and re-

searchers

Develop a strategy for recruiting distinguished faculty

◘ ◘ ●Number of distin-

guished faculty and researchers

appointed

Promote research fellow-ships/ adjunct positions ◘ ◘ ● ○

Number of re-search fellowships/ adjunct positions

appointed

Action Step 2 Evaluate existing academic and research activities

Initi

ativ

es

Evaluate the output of existing research units and their impact on com-munity

● ◘ ◘ ◘

Research income from external

sources/ Number of ap-

proved research projects

Evaluate the outcomes of existing academic programs and their ef-ficiency

◘ ◘ ●

Graduation rate for undergraduate

students/ Graduation rate

for post-graduate students/

Employer satisfac-tion

Make it mandatory to prepare and submit an-nual reports on research activities

● ◘ ◘Number of com-

pleted annual report of each unit

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