message from h.e. dr. abdullah al-rubaish ......i message from h.e. dr. abdullah al-rubaish...

I

MESSAGE FROM H.E. DR. ABDULLAH AL-RUBAISH PRESIDENT, UOD

The University of Dammam [UOD] as well as other universities in the kingdom of Saudi Arabia, is in a

period during which expectations of the contribution of higher education to the life of nations are high.

As we attract more scrutiny, we must be ready to meet these expectations with the highest of standards

possible.

UOD is committed to serving our nation and our students in an exemplary fashion. Our first strategic

plan based on this commitment represents the work of our own faculty with the support of external

stakeholders and professionals, Kaludis Consulting, Washington D.C.

Our new campus is strategically located at the center of an emerging and vibrant integrated

metropolis Al-Khobar, Dammam, Dhahran and Jubail. UOD is set to be in the forefront of this

progressive development

We are especially proud that this strategic plan exemplifies our choice of the Professional University

model as the means of fulfilling our mission to serve the Eastern Province, the nation and the GCC.

Our Plan is to raise the standard of the organization of our academic work in four distinct, but

interconnected parts:

Health Professions Cluster seeks to create a distinctive integrated academic health center

comprising a number of colleges in the health professions: The Colleges of Medicine, Dentistry,

Nursing and Applied Medical Sciences.

Engineering Professionals Cluster complements the existing colleges, namely Architecture &

Planning, Design and Engineering.

Science & Management Professions Cluster includes the colleges of Science, Management,

Computer Science & Information Technology, Community Colleges

Arts and Education Professions Cluster comprising the Colleges of Arts and Education

Our plan is to be professionally flexible and adaptive and respond accordingly as education in the

various clusters continues to evolve. We intend to continue ardent collaboration across clusters and

function in a multidisciplinary world

Our aim is to produce an effective academic resource, infused with quality, and aligned with its

constituents and stakeholders. The Strategic Plan will effectively take us into this new, exciting and

demanding era.

……………………………………………… H.E. Dr. Abdullah Al Rubaish

President, University of Dammam 25 February 2015

II

MESSAGE FROM PROF. ABDULLAH ALKADI, VICE PRESIDENT FOR

STUDIES, DEVELOPMENT AND COMMUNITY SERVICES

Over the last decade, the University of Dammam have undergone through major demographic, geographic and

structural, changes. In September 2009, the UOD was separated from King Fisal University. The University

grew drastically to host 28 Colleges, 189 disciplines, 41705 students, 2067 faculty members and 4917 staff.

The University has branches covering the City of Dammam and six other Mohafazat along the Eastern

Province (Qatif, Al Jubail, Noayriyah, Qarya Olia, Khafji, and Hafr Albatin. On April 2014, a Royal Decree

was declared separating four branches from the University (Qarya Olia, Noayriyah, Khafji, and Hafr Al

Batin) to form a new University named University of Hafr Al Batin. The UOD now has 21 Colleges, 165

specializations, 28698 students, 1644 faculty members and 4735 staffs.

The first Strategic Plan ever carried out for the University was in 2008, while a branch from King Fisal

University. That Plan has become outdated; therefore; since 2013, the UOD has initiated a process aiming to

update its vision, mission, values, strategic goals and operational objectives to meet the new demands and

aspirations of the University. Some of these activities are:

The UD Strategic Plan Updating Task Force Workshop (1) held on 09 January 2013.

The UD Strategic Plan Updating Task Force Follow up Meeting held on 06 March 2013.

The UD Strategic Plan Updating Task Force Workshop (2) held on 03 April 2013.

H.H. the Rector has signed a Decision No. 42/585 dated 2//7/1434H (11/5/2013) to establish a new Vice

Deanship for Strategic Planning under the Deanship of Academic Development.

The UD Strategic Plan Updating Workshop with the attendance of Kaludis Consulting Team of held

during the period 04-08 September 2014

On Monday 26 January, the UOD has officially approved the updated Vision, Mission and Values.

All the above activities have resulted in the Document on hand. This Plan is considered the pre-final draft to

be completed soon and hopefully presented to the University stakeholders to get their valuable feedback. Once

the Gantt Charts for the Strategic activities and tasks are updated for the future planning period 25 years, it will

be coupled with the final version of the Strategic Plan and be presented to the University Council for approval.

I extend sincere gratitude to H.E. the Rector for his support of this work. I thank all the team members

who participated in the preparation of the Study. May Allah guide us to achieve our goals in prosperity and

progress.

………………………………………………………

Prof. Abdullah H. Alkadi

Vice President for Studies, Development and Community Services

25 February 2015

III

MESSAGE FROM DR. AHMED AL KUWAITI, SUPERVISOR GENERAL,

DEANSHIP OF QUALITY & ACADEMIC ACCREDITATION

The Deanship of Quality and Academic Accreditation was established in order to assist in the

continued success of the UOD by shouldering the responsibility for guiding the University through the

extended and seemingly continuous strategic planning processes, which are crucial to taking the

University to the next planning level of excellence. The main focus is to achieve the UOD “Strategic

Vision 2030”and its new unit called “Strategic Planning Unit” has established.

This unit has a focus on the development of appropriate strategic plans to improve quality at the

University and to coordinate with other management departments in order to create plans and perform

tasks assigned to the concerned projects that relate to strategic planning and improvement.

A nutshell about this Strategic plan document has Ten chapters:

Prologue A New Strategic Opportunity

Context for Planning

University Design and Organizational Strategies

Deep Strategies at UOD

11 Strategic Goals and 69 Objectives

Immediate Priorities

Stages of Vision Realization-Strategic Initiatives

Executing the Plan

Gantt Charts

Implementation Plan Projects

Communication Plan

Risk Management Plan

My simple take home message is to achieve “Strategic vision 2030” to work with full commitment of

fellowship, professionalism and continuous planning.

………………………………………………………………………

Dr. Ahmed Al Kuwaiti

Supervisor General, DQAA 25 February 2015

IV

CONTENTS

MESSAGE FROM H.E. DR. ABDULLAH AL-RUBAISH PRESIDENT, UOD ........................................................... I

MESSAGE FROM PROF. ABDULLAH ALKADI, VICE PRESIDENT FOR STUDIES, DEVELOPMENT AND

COMMUNITY SERVICES ............................................................................................................................ II

MESSAGE FROM DR. AHMED AL KUWAITI, SUPERVISOR GENERAL, DEANSHIP OF QUALITY & ACADEMIC

ACCREDITATION ...................................................................................................................................... III

CONTENTS .............................................................................................................................................. IV

LIST OF TABLES ........................................................................................................................................ VI

LIST OF FIGURES ...................................................................................................................................... VI

STRATEGIC PLAN- OVERVIEW ................................................................................................................... 1

1- RESPONDING TO A NEW STRATEGIC OPPORTUNITY ............................................................................... 1

2- PROFESSIONAL UNIVERSITY .................................................................................................................. 2

3- UNIVERSITY DESIGN-TOP LINE FUNCTIONAL CHART ............................................................................... 4

4- LOGICAL FLOW FROM A STARTING POINT .............................................................................................. 5

5- OUR VISION, MISSION & VALUES ........................................................................................................... 6

6- STRATEGIC GOALS FOR UOD.................................................................................................................. 7

7- IMMEDIATE PRIORITIES ........................................................................................................................ 8

PROLOGUE: A NEW STRATEGIC OPPORTUNITY.......................................................................................... 9

1- THE PLAN FOR PLANNING .................................................................................................................... 11

2- WORK GROUP ASSIGNMENTS .............................................................................................................. 13

CHAPTER 1: CONTEXT FOR PLANNING ...................................................................................................... 14

ACCREDITATION, CONTINUOUS PLANNING AND QUALITY ............................................................ 14 1-1

1-2-1 INTRODUCTION .......................................................................................................................................... 14

1-2-2 M E E T I N G NCAAA STANDARDS ............................................................................................................... 15

1-2-3 FUTURE ROLES OF THE INFORMATION AND DATA MANAGEMENT DEPARTMENT AND THE DEANSHIP, QUALITY&

ACADEMIC ACCREDITATION ......................................................................................................................... 15

1-2-4 QUALITY AND CONTINUOUS PLANNING PROCESSES ............................................................................. 16

ENVIRONMENTAL REVIEW ........................................................................................................... 17 1-2

1-2-5 EXTERNAL ENVIRONMENT ............................................................................................................................ 17

1-2-6 INTERNAL ENVIRONMENT............................................................................................................................. 20

1-2-7 SWOT SUMMARY ................................................................................................................................... 22

1-2-8 BENCHMARKING AND STRATEGIC DATA NEEDS .................................................................................... 25

CHAPTER 2: UNIVERSITY DESIGN: ORGANIZATIONAL STRATEGIES............................................................. 31

INTRODUCTION AND DISCUSSION ................................................................................................ 31 2-1

CONCEPTUAL DESIGN .................................................................................................................. 32 2-2

V

HEALTH PROFESSIONS CLUSTER ................................................................................................... 34 2-3

ENGINEERING PROFESSIONS CLUSTER .......................................................................................... 38 2-4

SCIENCE & MANAGEMENT PROFESSION ....................................................................................... 40 2-5

ARTS & EDUCATION PROFESSION CLUSTER ................................................................................... 42 2-6

CHAPTER 3: BLUEPRINT FOR DEEP STRATEGY AT UOD .............................................................................. 43

CONNECTION TO REGIONAL ECONOMIC DEVELOPMENT ............................................................... 44 3-1

IMPROVING THE QUALITY OF LIFE ................................................................................................ 45 3-2

HUMAN RESOURCES .................................................................................................................... 46 3-3

TEACHING AND LEARNING CULTURE ............................................................................................ 46 3-4

STUDENT PREPAREDNESS/STUDENT FLOW .................................................................................. 47 3-5

EDUCATION OF MEN AND WOMEN .............................................................................................. 48 3-6

CAMPUS LIFE & STUDENT ENGAGEMENT ...................................................................................... 48 3-7

STAGING AND RIGHT-SIZING OF NEW COLLEGES ........................................................................... 48 3-8

POSITIONING OF THE RESEARCH ENTERPRISE ............................................................................... 49 3-9

INTEGRATING THE CLINICAL ENTERPRISE ...................................................................................... 50 3-10

TREATING SPACE AS AN ASSET ..................................................................................................... 50 3-11

COMMUNITY & SUSTAINABLE DEVELOPMENT .............................................................................. 51 3-12

STRATEGIC MANAGEMENT ORGANIZATION AND SYSTEM ............................................................. 51 3-13

CHAPTER 4: STRATEGIC GOALS ............................................................................................................... 52

GOAL 1: ....................................................................................................................................... 53 4-1

GOAL 2: ....................................................................................................................................... 54 4-2

GOAL 3: ....................................................................................................................................... 55 4-3

GOAL 4: ....................................................................................................................................... 56 4-4

GOAL 5: ....................................................................................................................................... 57 4-5

GOAL 6: ....................................................................................................................................... 58 4-6

GOAL 7: ....................................................................................................................................... 59 4-7

GOAL 8: ....................................................................................................................................... 60 4-8

GOAL 9: ....................................................................................................................................... 61 4-9

GOAL 10: ..................................................................................................................................... 62 4-10

GOAL 11: ..................................................................................................................................... 63 4-11

CHAPTER 5: STAGES OF VISION REALIZATION-INITIATIVES ........................................................................ 64

DISCUSSION AND ANALYSIS ......................................................................................................... 64 5-1

IMPACT OF THE CAMPUS MASTER PLAN ON STAGING ................................................................... 65 5-2

THE THREE STAGES OF VISION REALIZATION [PLANNED COMPLETION DATES ARE IN PARENTHESES] ............ 65 5-3

CHAPTER 6: EXECUTING THE PLAN ........................................................................................................... 67

PLANNING FOR IMPLEMENTATION .............................................................................................. 67 6-1

6-1-1 IMMEDIATE UNIVERSITY-WIDE PRIORITIES FOR ALL ASPECTS OF STRATEGIC PLANNING ..................... 67

6-1-2 INSTITUTIONAL PERFORMANCE METRICS ............................................................................................. 67

6-1-3 PLANNING ASSUMPTIONS ..................................................................................................................... 68

VI

6-1-4 MULTI-YEAR FORMAT ............................................................................................................................ 68

PREPARING FOR CONTINUOUS PLANNING ................................................................................... 68 6-2

6-2-1 PROCESS DESIGN .................................................................................................................................... 68

6-2-2 DEEP STRATEGY ISSUES AND STRATEGIC INITIATIVES FOR THE FUTURE ................................................ 69

CHAPTER 7: GANTT CHARTS..................................................................................................................... 70

CHAPTER 8: IMPLEMENTATION PLAN PROJECTS ..................................................................................... 155

CHAPTER 8.1: PROJECT IMPLEMENTATION TEAM ................................................................................... 226

CHAPTER 9: COMMUNICATION PLAN ..................................................................................................... 233

CHAPTER 10: RISK MANAGEMENT PLAN ................................................................................................ 237

ACKNOWLEDGEMENTS.......................................................................................................................... 240

LIST OF TABLES

Table 1 The 11 Strategic Goals for UOD ............................................................................................................... 7

Table 2 Work Group Assignments ..................................................................................................................... 13

Table 3 SWOT Highlights .................................................................................................................................... 23

Table 4 Set of 33 Key Performance Indicators, NCAAA (JANUARY 2015) .......................................................... 26

Table 5 Representative Sample of Benchmarking and Strategic Data Needs .................................................... 30

LIST OF FIGURES

Figure 1 Top Line Functional Chart: UOD Strategic Professional Clusters ................................................ 4

Figure 2 Planning from Future back to the Present ........................................................................................ 5

Figure 3 PLANNING HORIZONS ................................................................................................................. 11

Figure 4 UOD Planning Inputs....................................................................................................................... 14

Figure 5 UOD Conceptual Design ................................................................................................................... 33

Figure 6 Components of Health Professions Colleges Cluster – [All for Males & Females] ..................... 35

Figure 7 Components of Engineering Professions Colleges Cluster ............................................................ 38

Figure 8 Components of Science & Management Professions Cluster (Departments – Both Males &

Females .............................................................................................................................................................. 41

Figure 9 A Set of 12 Deep-Strategy Areas ..................................................................................................... 44

Figure 10 Framework for Deep-Strategy Issue & A Strategic Goals & Objective Identification ............. 52

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STRATEGIC PLAN- OVERVIEW

1- RESPONDING TO A NEW STRATEGIC OPPORTUNITY

The national government of the Kingdom of Saudi Arabia has set rising expectations for its

universities. Government has advanced these expectations in several concrete ways, including

but not limited to:

• Establish King Abdullah University of Science and Technology to represent a new level of

excellence with the intent of raising the higher education system in all universities in the

Kingdom

• Conduct AAFAQ1, the national higher education plan, to throw new light on the

importance of higher education in national economic development and diversification

• Create opportunities and capacity for the increasingly large number of qualified students

who will be entering universities and colleges; opportunities that are aligned with careers in

the strategic workforce

• Provide new funds to stimulate the growth of university research: research focused on

supporting knowledge-based industry

• Stimulate quality and performance in higher education through the agency of National

Commission for Academic Accreditation and Assessment [NCAAA] in Self-Studies,

Strategic Planning and Accreditation Specifically, in relation to University of Dammam [UOD], these expectations:

• Permeate the university environment with Islamic values, ethics, morality and culture.

• Raise the quality and performance of the University in line with the Kingdom’s

expectations

• Embrace the requirements of higher education as well as economic development and

diversification of the Eastern Province, KSA and GCC states, especially by aligning

programs in UOD to their real needs of strategic workforce

• Produce returns on the significant investment and opportunity represented by the new

campus, in particular, through meeting the increased demand for higher education

• Develop and sustain the quality, competency, preparation, adaptability and flexibility to

meet new and changing higher education needs, UOD will be evolving progressively.

• Educate globally competitive professionals who are ready for the world of jobs, and

produce research and service that develop the knowledge-based economy.

• Align UOD with the growth and integration of Al Khobar, Dammam, Dhahran, and Jubail

into a metropolitan highly productive, competitive and focused economic unit.

This Strategic Plan of UOD is a direct response to these new and changed expectations. We have a

growing understanding of the mobilization and acceleration of university development needed to

serve the Kingdom’s goals. The Professional University that UOD is and will become, is planned to

2

connect university education, research and service with the national economic development and

diversification as well as improvement of the quality of life in the Eastern Province, the nation and

GCC states.

2- PROFESSIONAL UNIVERSITY

In today’s world, professional service is best realized by creating university environments that

encourage inter-disciplinary activity. This applies in particular to institutions which are dedicated

to solving problems and equipping professionals well for that purpose. The strategic design for

UOD, then, needs to capture this spirit.

The "Professional University" is the educational model which best serves these strategic aims.

WHAT IS A PROFESSIONAL UNIVERSITY?

A Professional University is an institution focused on teaching, research and service for

dedicated professions. It is sometimes called a specialized or focused institution as

opposed to institutions which have, simultaneously, academic disciplines in all areas of

learning.

1. The graduates typically move to recognized professional positions, such as, health,

technical and management fields.

2. The Professional University is closer to industry and government entities where its

graduates are employed. Experiential education in the field is part of the required

academic program.

3. The Professional University and industry share environments and common goals.

Each strives to know the other better in order to allow ease of flow of students,

faculty and professionals in their industry, as well as the fruitful exchange of ideas.

4. In terms of the research pursued by the Professional University, application and

commercialization are its ultimate goals. Hence, its research program is set up to

promote inter-disciplinary problem-solving and service to related industries.

5. The Professional University serves its graduates with continuing professional

education. This is in recognition of the constant evolution and advances in

professional fields and requirements.

The deep-strategy considerations of UOD are led by defining and adopting the most productive

university mission and design to serve the Kingdom and the Eastern Province as UOD develops in

the future. As emphasized throughout this document, service which fulfills our broad

responsibilities includes the following commitments:

o Education of qualified professionals to meet the direct strategic workforce needs both

as university graduates and as practicing professionals.

o Produce applicable research and industrial solutions through scientific enquiry, and an

effort to translate results to the area of commerce.

o Provision of outreach programs and service to industry, health care and government

through consulting, clinical service and support to help the economy grow and prosper.

3

UOD will be a leader in the transformation of Saudi universities into active partners in the

economic life of the nation, the province and the GCC region. UOD will listen to its stakeholders

in the economy as it develops its academic focus. It will form strategic partnerships with industry

and other universities, national, regional and international.

UOD is organizing and developing its intellectual assets to connect high quality professional

graduates, commercially applied research and continuing professional development to health care,

technical and business sectors in the Eastern Province, the nation and GCC states.

We start on this strategic journey with the promise of a new campus and strong intellectual assets

that form two existing professional clusters which will bring strategic additions. A third,

strategically complementary cluster has been newly created. (Fig. 1)

In the following section, the Colleges undermentioned have not yet been approved.

• Health Professions Cluster

Current: Medicine, Clinical Pharmacy, Dentistry, Applied Medical Sciences and Nursing

Expected: Basic Medical Sciences, Public Health

Engineering Professions Cluster

Current: Architecture and Planning, Design, and Engineering

Science and Management Professions Cluster

Current Colleges: Business Administration, Computer Sciences & Information technology,

Community & Applied Studies, Science and Community Colleges.

Arts and Education Professions Cluster

Current: Arts and Education

The proposed strategic design of UOD and the Campus Master Plan are anticipate and will facilitate

the mobilization of additional professional clusters and colleges as and when the need arises. The

plan will ensure that risk is minimized whole universities produce qualified graduates without job

opportunities.

The University Academic and Administrative Design and Strategic Goals are introduced below to

set the stage. These presentations will be discussed fully in the body of the plan.

4

3- UNIVERSITY DESIGN-TOP LINE FUNCTIONAL CHART

Figure 1 shows that a supportive and strong structure of relationships with industry, alumni and the

community will be connected to UOD, the Clusters and the Colleges.

Figure 1 Top Line Functional Chart: UOD Strategic Professional Clusters

Health Cluster

Arts & Education Cluster

Research

Centre

Infrastructure

and

Facilities

Prep-Year and

common Core

Courses

University

Hospital & Family

and Community

Medicine Centers

Engineering

Cluster

Science &

Management

Cluster

Support

Services

5

4- LOGICAL FLOW FROM A STARTING POINT

The terminology used to describe the planning framework is an institutional choice [Fig.2]. From

the very beginning of its strategic planning process, UOD selected the approach championed by

AAFAQ1

as its starting point. The essence is to plan from the future back to the present. This

approach mandated that we open with defining Vision, Mission, and Values, followed by the

identification of deep-strategy issues. This is further expanded into a set of 11 Goals with nine

Strategic Priorities, and then a series of Objectives and detailed action steps that combine

process, responsible individuals, time frame, data quality essential to the institutional

development process and monitoring of outcomes.

VISION

MISSION & VALUES

STRATEGIC ISSUES

STRATEGIC GOALS

O B J E C T I V E S

A C T I O N P L A N S

Figure 2 Planning from Future back to the Present

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5- OUR VISION, MISSION & VALUES

5-1 VISION

“A leading university achieving distinction nationally, regionally and internationally”

5-2 MISSION

“Providing creative knowledge, research, and professional services with effective community

partnerships”

The values of UOD guide our internal culture, and provide connections to the stakeholders and

communities we serve.

5-3 Values:

Loyalty

Excellence

Team Work

Transparency

Diversity

Creativity

Social Responsibility

7

6- STRATEGIC GOALS FOR UOD

As a major professional university, in relation to Eastern Province, KSA and the GCC

region, UOD is committed to:

Table 1 The 11 Strategic Goals for UOD

GOAL 1

Create and sustain in a major professional university high quality instruction,

research and service in professional fields relevant to Eastern Province, the nation,

the GCC, and beyond

GOAL 2 Build a new organizational model of management system, infused with quality, to

handle the future size and complexity of UOD

GOAL 3

Infuse a culture of quality with recognition into all our professional activities to

ensure accountability and achievement of stated objectives at all levels throughout

all units in UOD

GOAL 4 Expand opportunities for student learning and engagement to support realization of

their academic and career aspirations

GOAL 5

Provide access and support for all qualified students, while establishing a vibrant

and interactive campus environment to create a university community and foster

loyalty

GOAL 6 Establish “state-of-the-art” libraries and related learning resources

GOAL 7 Develop sustainable modern facilities, equipment and related infrastructure to serve

high quality teaching and learning, research and community service programs.

GOAL 8 Develop and implement a robust financial planning and management system

to serve all academic and administrative programs of UOD

GOAL 9 Increase human resource capacity to accomplish its teaching, research and service

missions more effectively

GOAL 10

Create a culture of intellectual curiosity and conduct research of the highest ethical

standards to generate new knowledge through research in health, industry, and the

humanities to advance the well-being and welfare of the community.

GOAL 11 Develop institutional relationship with the community; and business partnership to

expand private sector joint investments.

8

7- IMMEDIATE PRIORITIES

Enable, prepare and equip all Colleges for quality assessment and academic accreditation

Sustain state-of-the-art technology in all areas of university activity including learning

resources

Sign fruitful agreements with national, regional and international organizations and

universities

Fulfill our vision by working to initiate, approve and implement new programs oriented

toward economic development and diversification.

Improve marketing of our assets in service, research, healthcare and consultation

Become more aware of community and environmental issues, and, develop joint research

programs to seek practical solutions

Create and sustain a broad range of continuing professional development programs

Build the infrastructure of academic and student services to support our students, faculty and

staff

Set up mechanisms to communicate effectively with industrial and business communities,

alumni, parents and other friends to build a base of advocacy for UOD

•••••**************

The remainder of the Strategic Plan is consistent with the ideas expressed in this overview. It will

demonstrate the depth of strategic thinking vested in the process for UOD to remain committed to

its values, attain its vision, and, fulfill its mission.

****************

•••••

9

PROLOGUE: A NEW STRATEGIC OPPORTUNITY

University of Dammam [UOD] has the opportunity to create a unique institution in the Kingdom

— a professional university as defined [Page 04]. Initially, it will focus on four academic clusters—

the Health Professions, the Engineering Professions, the Science & Management Professions and the

Arts & Education Professions. Currently, the Health Professions is, in terms of size, more fully

represented, closely followed by the Engineering Professions. However, both as well as the Science

& Management Professions and Arts & Education Professions will be coordinated strategically.

The ultimate product will be the fusion of four institutional models: The focused Health Professions

University, the focused Engineering Professions University, the focused Science & Management

Professions University and the focused Arts & Education Professions. This should provide a powerful

academic combination to serve national, Eastern Province and regional needs in the strategic

workforce and applied research for economic development, especially, in knowledge-based

industries.

Academically and economically, the health professions, the engineering professions, the science &

management professions and arts &education professions are already fused in many areas. Examples

are Biomedical Engineering, Environmental Health, Urban and Physical Planning, Health Systems

Management, Engineering Management, and, embedded technologies, Community Colleges. The

realities of serving both strategic workforce and economic development strategies require multi-

disciplinary approaches and a significant level of collaboration. The UOD strategic model is fit for

this deep strategic theme.

These developments may be difficult to conceive in the present environment because of history

— the larger size and concentration of the Health Professions preceded the present Engineering

Professions, the Science & Management Professions and the Arts & Education Professions. All

four areas, however, have integration and growth issues, as well as considerations about how to

increase their impact on students and society.

The Health Professions will be able to, and should, achieve integration faster, for only because the

opportunity may soon pass. In the meantime, the role and position of the Engineering Professions,

the Science and Management Professions and the Arts & Education Professions should always be

considered in the context of the future. This will ensure that the right questions are asked so

that the right decisions can be made.

All academic programs will need to consider future programs for male and female professional

education programming. The enrollment, scale of operations, and professional comprehensiveness of

UOD will grow significantly. This will happen mostly as a result of the addition of new colleges, and

male or female programs in colleges that now only offer programs for one gender only.

Academic and Professional Accreditation in KSA will become tougher, more specialized, and more

developed with progressively higher standards. Effective strategic planning and the quality issues are

among the core elements for sustaining accreditation. The current NCAAA self-study and

accreditation process will be enhanced by high quality planning products and observable signs of an

effective planning culture. Western-style accreditation will likely be sought by English-medium

institutions in the Kingdom. This will make the need for planning and assessment even more acute.

10

Strategic planning requires a choice of approach. It is our decision that the UOD strategic plan must

work back from the future rather than forward from the present. In this regard, we agree with the

approach which was championed by the AAFAQ1

Project. Multiple opportunities for quality

improvement will present themselves--from deep strategy to operations. The planning and

implementation processes will be infused throughout with quality issues. The inspiring asset that is

the new campus (combined with the old) provides a strong and unique physical platform for

supporting strategic possibilities.

Designing a new strategic model for how students enter, navigate, and succeed in UOD is part of this

great opportunity. Recognition of the continuing unevenness of high school preparation, the different

requirements for the different professions, and the absolute need for consistent and rigorous

graduation standards is a strategy in itself. The reputation of Universities is in large part the

reputation of their graduates. This moment at UOD is a time to make student flow policy and

practice part of the strategic fabric.

Furthermore, since no strategic planning process is in place, the tasks at hand fall into the

category of institution-building, not a refinement of an ongoing process. Given this condition,

UOD has the opportunity to build an exemplary planning ethos and approach. That ethos would

include a steady flow of well-researched ideas and solutions, and the capacity to decide, organize and

act.

The planning, management and analytical capacities and competencies needed in order for UOD to

succeed in this grand effort are great.

11

2030 2008

5 10 15 20 25

Land Use Planning (30 yrs.)

1- THE PLAN FOR PLANNING

University of Dammam [UOD] has embarked on its first comprehensive strategic planning

journey to build the foundation for its future development and growth. We have, however,

progressed as a campus without the benefit of an integrated strategic plan. The current process

will result in equipping UOD to reach its full potential to serve.

Strategic Planning embraces elements of di f ferent planning horizons. As shown in Figure 3,

our strategic plan reflects the implications of these differing timelines.

Figure 3 PLANNING HORIZONS

The initial stages of this project began in mid-2007. The context was the process of gaining

accreditation from the National Commission for Academic Accreditation and Assessment

(NCAAA). As the fruit of a widely participatory process which engaged all components of UOD,

a comprehensive Self-Study Document (SSD) was produced. This SSD concluded with 102

recommendations for immediate implementation, as well as 30 others requiring approval from

UOD officials. Furthermore, the Vice President Meeting Forum was held on 25 December 2012 to

update the status of the Action plans raised by the External Reviewers Response in 2008 and this

was done. Currently, New Self-Study Document (SSD), 2014 has been developed and is ready for

the visit of NCAAA External Reviewers in April 2015.

Development of a strategic plan is a pre-requisite for academic accreditation by NCAAA. Although it

has been in existence for over 30 years, UOD had never before developed such a plan. The

administration decided to separate this task from the rest of the Self-Study process. Its aim was to

have an abridged plan ready for the NCAAA external developmental review. King Fahd Hospital of

Facilities Planning/ Construction (10-15 yrs.)

Technology Planning (5 yrs.)

Academic Clusters/ New

Colleges (5-8 yrs.)

Human Resource Planning (5 yrs.)

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the University engaged Kaludis Consulting, Washington, D.C.an experienced higher education

strategic consulting firm, to support its planning effort. This firm focuses on university planning

and has served more than 500 universities, focused health professions institution, colleges, and multi-

campus systems. It has supported planning in two other institutions in KSA, and, had a role in

AAFAQ1. The relationship between UOD and Kaludis Consulting is a partnership based on

mutual respect and learning for co-development of a strategic plan. Thus, the plan is not merely a

document. It is the symbol of sustained ways of thinking and acting. The expectation is that when

this work is done, there will be a functioning planning order at UOD. The task is big, and, it is time

for thinking big.

The joint work between UOD and Kaludis Consulting was inaugurated with a two day workshop

on strategic planning which was held on the campus on 31 May and 1 June 2008. Currently, in 2014,

UOD is in the process of updating the Strategic Plan along with Kaludis Consulting. In this regard, a

five-day workshop on Strategic Planning which was held at UOD new campus on 04-08 September

2014. Attendees included H. E. President and Vice President, Deans of Colleges, Department Chairs,

Strategic Planning Committee members and key faculty who had participated in the NCAAA self-

study. T he participants from Kaludis Consulting were Dr. George Kaludis, Dr. Robert Donaldson

and Dr. Richard Dean.

Initial sessions introduced the concepts of strategic planning and tools for getting started. Participants

also discussed the preliminary draft of the Saudi national plan for higher education AAFAQ1

) in

order to assess how UOD fits into the larger KSA context. Other sessions focused on strategic

institution-building, continuous academic planning, academic leadership, and the modern academic

health center.

A concept paper was developed from the intensive joint work that occurred during the consultants’

initial visit. This paper was distributed to the UOD administrators and faculty who were organized

into an Executive Committee and three Working Groups. These bodies met together with the three

consultants, during a two -week period at the end of June and beginning of July 2008. Table 2

summarizes the tasks assigned to each group.

13

2- WORK GROUP ASSIGNMENTS

Table 2 Work Group Assignments

Assigned Topics

Work Group I

• Vision and Mission

• University Strategy

• Institutional Scale

• Institution-Building (except human resources)

• Technology Connections to UD

• Eastern Region Community and National and Regional Governments

• Long-term Development of Technical Professions Cluster

• Strategic Database for Eastern Region

Work Group II

• Health Professions Colleges (existing and anticipated)

• Engineering Professions Colleges (existing and anticipated)

• Connections Between Current and Planned Health Professions

• Current and Planned Engineering Professions clusters

Work Group III

• Strategic Human Resource Development

• Student Flow

• Campus Life (including men’s and women’s issues)

• Relationships and Articulation with Community Colleges

• Accreditation Issues

• Academic Policy and Standards

• Campus (physical planning stages, space standards and flexibility)

A draft strategic plan was produced on data-gathering, discussion, and analytical work conducted

by these three working groups and their subcommittees, both during the June-July consultants’ visit

and subsequently during the summer, by the consultants for discussion and refinement in their

October visit.

UOD renewed its contract with Kaludis Consulting group in September 2014 to review and update

the Strategic Plan (2015-2030). As part of the contract, UOD and Kaludis Consulting organized a

five-day workshop which was held at UOD new campus on 04-08 September 2014 with ten working

groups and their subcommittees.

14

CHAPTER 1: CONTEXT FOR PLANNING

Effective planning is not carried out in a vacuum. A variety of external and internal

conditions affect what UOD can, and, should do, and can accomplish. Figure 4 shows a set of

six planning inputs that created the University’s strategic context. It was a challenge to grasp the

interplay of these forces, and the often contradictory impact they have on an institution’s thinking,

planning and decision-making. The intensity and comprehensiveness of the strategic planning being

undertaken by UOD presents new work to be done by the University, its senior leaders, deans and

faculty.

Figure 4 UOD Planning Inputs

ACCREDITATION, CONTINUOUS PLANNING AND QUALITY 1-1

1-2-1 Introduction

Strategic planning must ultimately be broken down into action steps and activities capable of being

measured. UOD will take care to ensure consistency in the emerging framework. However, at its core

is the need for specific targets — results capable of being measured — and clear accountability. The

need for clear and clean data is now broadly understood. A significant quality factor will be the

degree to which we are able to link and measure action steps and activities in the context of the

emerging strategic initiatives.

A common recommendation coming from accrediting agencies, including NCAAA, is the high

priority placed on institutions to either create or strengthen their data collection and institutional

research capabilities. NCAAA has provided checklists and templates of items for universities to use to

develop their sets of benchmarks, metrics and rubrics to assist with evaluating institutional progress.

Environmental Review/SWOT

NCAAA/SSD/ Accreditation

Community & Sustainable Development

External Stakeholders

UOD Work Groups

Benchmarks/ Comparative

Data

Strategic Context

15

UOD is aware that NCAAA will be thoroughly examining evidence – particularly patterns of

evidence. Such evidence can come from both internal and external sources, and will be both

quantitative and qualitative. In our Report on Institutional Self-Study (SSD), UOD placed evidence in

five categories: Existing documentation, interviews, surveys, comparisons and Key Performance

Indicators (KPIs). These categories will be expanded as we move the activities of measurement

forward.

There is a pre-existing NCAAA checklist or template of items that UOD can use, but we must

develop our own sets of benchmarks, metrics and rubrics to assist NCAAA in evaluating

institutional progress. The uniqueness of the four-focused institution (Health Professions, Engineering

Professions, Science & Management Professions and Arts& Education Professions) will allow and

call for metrics that display UOD's distinctiveness.

In the context of this plan, the term benchmark denotes measures that compare quality of performance

of both our own past performance (internal benchmark) and with other institutions and external data

sources (external benchmark). The term metric is used to describe the group of methods or criteria

used to describe measures associated with internal UOD activities and outcomes. The term rubric is

used to describe the specific categories of data and information associated with assessing the quality

of teaching and learning.

UOD aspires to a high degree of quality in all its professional activities. This can be as an institution;

in academic programs; in policies, practices and procedures; and in overall stakeholder experience as

well as impact on societal quality of life. We are now in a position to set up an infrastructure that will

allow us to list how we define quality in each area, how it will be measured, and where accountability

for its achievement will be placed.

1-2-2 M e e t i n g NCAAA Standards

UOD undertook it’s first-ever self-assessment in April 2014. We issued an Institutional Self- Study

Document (SSD) in April 2014. The spirit of UOD now approaches the development of plans,

activities and measurements that will lead it significantly further down the accreditation path.

UOD has followed the 11 Standards for Accreditation and Quality Assurance by NCAAA. The

remainder of this document will demonstrate how UOD plans to strengthen areas of relative

weakness, and create strategy, structure, process and data in areas where currently exist.

1-2-3 Future Roles of the Information and Data Management Department and the Deanship,

Quality& Academic Accreditation

The functions of the data and quality support departments will be critical as UOD moves through

the accreditation process. We have recognized the roles that these emerging departments must play

by creating a consolidated Planning and Quality Function.

While the Deanship, Quality & Academic Accreditation (DQAA) will be at the core of gathering

quality measures and evaluations, we recognize that ultimate responsibility for quality resides in

every organizational unit in UOD. Accountability for reporting on quality will reside with DQAA;

16

however, accountability for achieving and measuring quality will be broadly distributed. The adage

"Quality is everybody's business" refers to UOD as well.

The responsibility for data will parallel that of the quality structure. The Quality Studies and

Research unit, Performance and Measurement unit and Quality Support unit will be responsible for

gathering data for benchmarks, metrics, rubrics and statistics from different sources. The

accountability for generating evidence and patterns of evidence will be widely distributed.

Underlying the entire process of data collection, statistics, analysis and reporting will be the need to

populate the NCAAA Key Performance Indicators as well as to close the "audit cycle."

1-2-4 QUALITY AND CONTINUOUS PLANNING PROCESSES

Our consultants presented a Strategic Planning Workshop on campus in July 2008, with the concept

of continuous planning as a central theme. In addition to this, the continuous planning process took

place at UOD in September 2014. UOD renewed the contract with Kaludis Consulting group in

September 2014 to review and update the Strategic Plan of 2015-2030. As part of the contract, UOD

and Kaludis Consulting organized a five-day workshop which was held at UOD new campus on 04-

08 September 2014.

Our planning consultants have supplemented these requirements with their own thoughts, and high-

level summaries from the Academic Quality Improvement Program (AQIP) developed by the Higher

Learning Commission of the North Central Association—a major US higher education accrediting

agency. Composite themes coming from these varied sources include:

• A top-down process. It goes from Mission ⇒ Objectives ⇒ Long-term and Short-term

strategies, and, ultimately ⇒ Action-steps.

• Emphasis on planning at all levels, and across all organizational units

• Once plans and targets are set, identification of useful and reliable benchmarks, metrics,

and rubrics

• Effective change management, including orientation of faculty, staff and administrators to

the new continuous planning environment

• Dealing with uncertainty in planning processes and the types of contingencies that must be

incorporated

• How evaluation, incentive and reward structures are set up to deal with performance in a

continuous planning environment

Continuous planning must permeate all phases of our strategic planning framework.

17

ENVIRONMENTAL REVIEW 1-2

Factors which contribute to defining the environment in which UOD must think, plan, and act

strategically include the following: the international, regional (GCC), national, and provincial

demographic, political, economic, as well as, education forces and the internal conditions and

circumstances at UOD.

In general, the external forces create an environment characterized by growing economic strength,

significantly increased demands for higher education, increased government investment in higher

education and research, industry support for economic development and diversification, and new

employment opportunities. Similarly, the internal forces create an environment characterized by

well-respected educational programs, ambitious plans for physical and academic growth, centralized

management systems, underdeveloped local leadership and management capacities, and, financial

constraints.

1-2-5 External Environment

International and Region (Gulf Cooperation Council) Demographics and Economics

• The Gulf Cooperation Council (GCC) countries (Saudi Arabia, Kuwait, Oman, UAE,

Bahrain and Qatar) is a continuation, evolution and institutionalization of old prevailing

realities. It is a practical answer to the challenges of security and economic development in

the area. It is also a fulfilment of the aspirations of that citizens towards some sort of Arab

regional unity.

The GCC Charter states the basic objectives as follows:

1. To affect co-ordination, integration and inter-connection between member states in all fields

in order to achieve unity between them.

2. To deepen and strengthen relations, links and areas of cooperation now prevailing between

their peoples in various fields.

3. To formulate similar regulations in various fields including the following:

a. Economic and financial affairs.

b. Commerce, customs and communications.

c. Education and culture.

d. Social and health affairs.

e. Information and tourism.

f. Legislative and administrative affairs.

4. To stimulate scientific and technological progress in the fields of;

Industry, mining, agriculture, water and animal resources: to establish scientific research: to

establish joint ventures and encourage cooperation by the private sector for the good of their

peoples.

18

Higher Education

• The supply of new PhDs in fields such as science, engineering and business is growing

only slightly in the West. Potential recruits most likely to relocate to KSA (single males or

those not in double-income families) are limited. (National Science Board, Science and Engineering Indicators, 2006, Vol 1, Ch 2, pp. 22-24; Ch 3, p. 25; Ch 5, pp. 23-25. National

Science Foundation, Arlington, VA)

• The number of English-medium higher education scientific and technical institutions will

increase (within KSA and the GCC and especially in China and India). Furthermore,

recruitment competition for US, Canadian, UK, Australian and South Asian expatriate

professionals will intensify. South Asian, African and Chinese PhDs educated outside of their

countries will increasingly be drawn to institutions in their own countries, or, to institutions in

countries nearer to their homes.

NATIONAL

Demographics and Economics

• The Kingdom of Saudi Arabia is the world’s leading producer and exporter of oil. It has

over 16% of the world’s proven petroleum reserves. Petroleum accounts for 45% of the

country’s GDP, 80% of its budget revenues and 90% of its export earnings. This heavy

dependency is a major reason that the national goals emphasize the diversification of the

economy.

• The population of the Kingdom is 29.2 million. Of these, 9.3 million are non-nationals.

Because of the high population growth rate in recent years (until very recently, more than

2.7% per year), 27% of the population are 14 years of age or younger, and its median age is

26.4.years.

• The GDP per capita is $31,300 and the kingdom spends 8.6% of its GDP on education, and it

has achieved a literacy rate of 79%. (http://ohe.gov.sa/pages/IndicatorsType.aspx?Lang=En&Parm=13 and Saudi Arabia

section, U.S. CIA the World Fact book, 2014)

• The Tenth Five-Year Plan 1425-1430H (2015-2019) aims to build on the achievements of

the previous plans and to boost development. It has been designed according to a strategic

perspective with the aim of achieving sustainable development. The plan has focused on a

package of priorities:

1. To safeguard Islamic teachings and values, enhance national unity and consolidate the Arab

and Islamic identity of the Kingdom, through:

2. Enhancing economic diversification with its different dimensions, through:

3. Transition to a knowledge-based economy and a knowledge society, through:

4. To expand the absorptive capacity of the national economy and enhance its growth,

stability and competitiveness through

5. Raising the productivity of the national economy

6. Raising the value added of natural resources in the national economy, diversifying their

sources and ensuring their sustainability along with protecting the environment and

conserving the wildlife

7. Developing the SMEs Sector and increasing its contribution to GDP and Saudization,

8. Enhancing fiscal and monetary stability

http://ohe.gov.sa/pages/IndicatorsType.aspx?Lang=En&Parm=13

19

9. Increasing the contribution and productivity of the private sector in order to achieve

development objectives

Labor Force

• Employment in agriculture is 12% of the workforce. Industry accounts for 25%, the

services sector employs 63% of the work force. Unemployment among Saudi males is

estimated to range from 13% - 25%. (Saudi Arabia section, U.S. CIA The World Fact book, 2014.

https://www.cia.gov/library/publications/the-world-factbook)

• The number of employed persons in Saudi Arabia increased to 10634.70 Thousands Persons

in 2013 from 10136.40 Thousands Persons in 2012. Employed Persons in Saudi Arabia

averaged 8040.77 Thousands Persons from 2001 until 2013, reaching an all-time high of

10634.70 Thousands Persons in 2013 and a record low of 6167 Thousands Persons in 2001.

Employed Persons in (Saudi Arabia is reported by the Central Department of Statistics and

Information)

Higher Education

• The government’s well-publicized commitment to building a world-class h i g h e r education

system, with strong research funding, calls attention to the opportunities for productive

employment and collaborative research in Saudi universities.

• The university research environment in the Kingdom is changing at a fast pace.

• University research, in concert with Saudi and international industries, is seen as the strategic

avenue for the economic development and diversification of Saudi Arabia. It is also the beacon

for the preparation and deployment of scientists, engineers, technical professionals as well as

business executives and managers. (Saudi Ministry of Economics & Planning

[http://www.mep.gov.sa])

• The King Abdullah University of Science and Technology, even in its initial planning, has

already set a much higher standard for university research in the Kingdom through its

appointments of officers, partnerships with the best-of-the-best international universities, as

well as with the largest multinational and Saudi corporations.

• The National Government, through the Ministry of Higher Education, King Abdulaziz City of

Science and Technology (KACST) and AAFAQ (the National Higher Education Plan), has

initiated new funding and recommended additional funding for long-term strategies for research

development. This offers support to the growth of research in the university, and focuses on

National priorities:

o The government has plans to spend SAR 32 billion ($8.6 billion USD) on research and

development as part of its 20-year National Science and Technology Plan.

o These funds are to be allocated to universities for research on new technologies in 11

fields: Water, Information Technology, Oil and Gas, Petrochemicals,

http://www.cia.gov/library/publications/the-world-factbook)

http://www.mep.gov.sa/

20

Nanotechnology, New Materials, Electronics and Communications, Biotechnology,

Aerospace, Energy, and Environmental Protection

Institution Culture

The importance of UOD as an institution is rising in this province and nationally.UOD and other

national institutions will be much more visible. Expectations will be high for improved connections to

individuals and industries.

• UOD will be a significant member of the UOD System and will have a distinctive strategic

purpose within that system. Furthermore, because of its immediate development opportunities,

UOD will be the most effective laboratory for developing new planning, quality and

management behaviors for the UOD System

• One of the roles of UOD (in the UOD System) will be to receive qualified students from the

community colleges, particularly those colleges in the Dammam, Khobar and Dhahran area.

• UOD may seek to proactively support the development of academic improvements and

program content in the Community Colleges to enable effective movement to a professional

degree.

• The salary and benefit packages for KSA public universities are lagging significantly

behind those of universities in other countries in the region and those in industry and the

private sector.

• In light of the needs for improvement in availability of health care in KSA, one can expect

pressure to increase the size of UOD to serve the population of the region. UOD must balance

these pressures against the quality level possible within the resources available. Planning is

needed to support a balanced approach. Strategic institutional focus will also balance the

pressure in terms of qualifications needed for student admissions to professional programs.

1-2-6 Internal Environment

Human Resources:

• New positions are authorized centrally, and often with difficulty. The ministries are

reluctant to approve new positions for Saudis.

• Deans do not have the authority to make offers to recruits “on the spot” and the chain of

command for approvals can be slow. The process of faculty recruitment is often too lengthy

and cumbersome for the recruitment committee to finalize the selection of the faculty

promptly.

• Colleges and departments do not have long-range plans for staffing, and there is

confusion about how to count the size of current faculty. There appears to be little or no

involvement of department chairs or faculty members in the process of recruiting and

appointing new faculty.

• When a position is accepted, faculty sometimes has difficulty with visas and arrival

formalities, and there is no proper orientation for new faculty.

21

• Recruitment and retention are difficult because of the growing non-competitiveness of the

salary and benefits packages available at UOD.

o Faculty retention is also hampered by the absence of clear job descriptions and a

transparent system of performance evaluation and reward (“reward culture/innovation

culture”).

o Available benefits such as sabbatical leave (for Saudi faculty) are not utilized.

o Faculty retention and morale are adversely affected by the relatively low levels of

support staff and consequent perception that faculty are consumed with “busy work.”

• Saudi faculty are required to retire at age 60. Currently, a system is being developed for

allowing them to continue as “emeritus professors” with opportunities for research and

teaching opportunities.

Institutional Culture

• The culture is primarily “instructional.” The dimension of intellectual curiosity/discovery is

narrow.

• There is ample evidence of adequate student preparation in English language and basic

science after first-year studies.

Educational Programs

• Students have many options at the point of entry into UOD. If denied admission to first-

choice program (as determined by their relative rankings on exam scores), the Student

Admission & Registration bye laws are followed.

• There are no student transfer options past the first year; students are unable to move

readily from another program into Medicine.

• Despite strong interest of highly qualified applicants, strong performance of current women

students, and the Kingdom’s goal in AAFAQ1

of opening additional academic and career options for women, program options available at UOD for women are limited. (College of Dentistry admitted women into the program in 2013.)

• There are unlimited opportunities (funding, women’s mobility) for Saudi students to go

abroad for postgraduate studies.

Management and Operating Environment

• The functional management and governance flowing from UOD as a central.

• The responsibility and authority roles of UOD management (Vice President and Deans) are

clear and developed.

• Although there has been effective strategic thinking, the usual way of doing business is on a

transaction-by-transaction basis. This condition is in part the consequence of the satellite

status and the financial philosophy of the national government.

22

Physical and Technological Resources

• A comprehensive Campus Master Plan is in place for the UOD campus that presents a full

campus community with academic facilities, a new hospital, student facilities, faculty and

student housing, a Mosque and other community facilities.

• A general plan is in place to build new facilities for men’s programs and to renovate

vacated space for women’s programs.

• New academic facilities are generally being planned and developed in clusters relating to

Health Professions, Engineering Professions, Science & Management Professions and Arts &

Education Professions

• Housing for women is planned at the end of the present campus plan and depends on

additional landfill.

• Technology planning is done by UOD Central.

Building sites have been identified for new colleges, including an area dedicated to Technical

Professions and Management Professions Colleges. There is land dedicated to the creation of

research/technology park, but this, area is for university- private commercial development.

We should also note that UOD will be engaged in an intense worldwide competition for professional

faculty if we want to attract male expatriate faculty from ranked universities. Our consultants verified

this fact in another project related to the Kingdom. Even within the Kingdom, competition will

increase. UOD has little choice but to enter this competition because of the extraordinary rise in

enrollment predicted and locally in the Eastern Province.

•••

1-2-7 SWOT SUMMARY

Table 3 captures the highlights of our analysis of Strengths, Weaknesses, Opportunities, and

Threats, which draws from a variety of sources, including the SSD, Strategic Planning Work

Groups reports, and, meetings with stakeholders.

23

Table 3 SWOT Highlights

Strengths Weaknesses

UOD has a stable University and campus

leadership with great ambitions for the

University and solid leadership, at the level of

Academic Deans

Most faculty recruitment is not associated with

strategic plans for academic program development.

There is minimal evidence of inter-departmental joint

recruitment efforts

UOD is located in a vibrant, growing region with prospects for community partnerships, and opportunities for private practice, including Eastern Province & GCC states

A large part of research is focused primarily

on obtaining promotion rather than discovery

UOD’s programs are well-regarded in the

community, and there is high demand from students Faculty retention is hampered by absence of

(a) clear job descriptions and

(b) a transparent system of performance evaluation

and reward (“reward culture/innovation culture”), and

(c) Social interaction or amenities and by a

perception that the current salary and other facilities

are unattractive.

UOD is an English-medium university with

well- qualified applicants and a growing

number of programs

The relatively low level of research activity can be an impediment to the recruitment and retention of research-oriented faculty

The quality of student orientation programs are

conducted during their Preparatory year

The atmosphere of “compartmentalization” in the

professional disciplines and colleges inhibits

collaboration and collegiality

UOD is able to select high-performing students

through the use of rigorous screening mechanisms

(GPA, aptitude test, knowledge test) in Admissions.

Deans lack authority to make necessary decisions for the Colleges

The affiliated community college—the College of Applied Studies and Community Services—allows UOD to offer a wide range of program options at the bachelor level

Administrative support of the Deans is notably

“thin”

UOD offers an array of various programs for female students

There is an organized exchange opportunities for UOD students (study abroad)

The development of facilities on the new campus

and the opening of the new hospital are strong,

visible signs that UOD is a growing institution on the

move

UOD has attractive faculty housing & Student Support facilities [ Housing, Sports, Food]

UOD has several well-established programs for Master’s, Fellowships and PhD. Indeed, UOD, through its College of Medicine, was the first to set up various Residency and Fellowship Programs in the Kingdom. More such P h D degrees are being planned and College of Architecture & Planning has PhD degrees are conducted.

24

UOD has developed strong linkages with industries and institutions in the community or with universities abroad. Thus, it is unable to draw effectively on these potential sources of part-time or temporary faculty.

Recruitment of clinical program faculty is independent of any needs for relationship to societal or regional health care workforce

The Centre for Research and Medical Consultations (CRMC) represents a significant asset in developing UOD’s research engine

Deanship of Community & Sustainable Development

has been established to support the UD and

Community partnerships

National recognition for our outstanding and

growing number of innovative and challenging

undergraduate programs that respond to workforce

needs

Our long-standing and valued tradition of research in medicine that has directly impacted the well-being of citizens by promoting the efficient and effective use of health service resources

The tremendous funding stimulated by the remarkable support of Late King Abdullah

Magnitude of space and land located in a strategic site within the Dammam/Al-Khobar metropolitan area

25

Opportunities Threats

Strengthen relationship to the “Community College”(College of Applied Studies and Community Services) by achieving greater curricular articulation that would facilitate transfer into bachelor’s programs

Faculty morale (of both Saudi and non-Saudi faculty members) suffers because of perceived discriminatory differences in the compensation packages available to each category

Redefine and expand management systems

and operating policies in conjunction with

development and occupancy of the new campus

Use the move to the new campus to create new integration of educational, training and research experiences for students, researchers and health care providers

Improve its competitive position for private patients

by improving clinical office practice sites, and,

planning the new hospital to attract patients in

identified

“growth” areas of disease and specialty practices.

The Centre for Research and Medical Consultations (CRMC) can be developed as the birthing site for new colleges

Strategically located new campus land mass for future development that functions as a bridge connecting the metropolitan areas of Dammam, Al-Khobar and Dhahran

Opportunity to develop fruitful partnerships with regional businesses and the community

Use of the new clinical facilities to expand

our competitiveness to attract patients with private

insurance

1-2-8 BENCHMARKING AND STRATEGIC DATA NEEDS

As discussed previously, benchmark, metrics and rubrics are essential building blocks to evaluate

performance and measure outcomes. Ultimately, these will fully populate the NCAAA Key

Performance Indicators. During the self-study process, UOD identified gaps in available data.

This clearly showed the urgent need to create a function in the University that would gather and

analyze data on the institution and its environment.

The table below shows 33 Key Performance Indicators derived from the Self-Study conducted

for NCAAA.

26

Table 4 Set of 33 Key Performance Indicators, NCAAA (JANUARY 2015)

STANDARDS UNIVERSITY / INSTITUTION

2009-2010 2010-2011 2011-2012 2012-2013 2013-2014

1. MISSION & OBJECTIVES

1. Stakeholders' awareness ratings of the Mission

Statement and Objectives (Average rating on a five-

point scale in an annual survey)

- - - - 3.9

2. GOVERNANCE & ADMINISTRATION

2. Stakeholder evaluation of the Policy Handbook,

including administrative flow chart and job

responsibilities (Average rating on a five- point scale in

an annual survey)

- - - - 4.2

3. QUALITY MANAGEMENT

3. Students' overall evaluation on the quality of their learning

experiences. (Average rating of the overall quality on a five

point scale in an annual survey of final year students.)

2.6 - 3.5 2.9 3.9

4. Proportion of courses in which student evaluations were

conducted during the year. 0.3 0.3 0.6 - 0.9

5. Proportion of programs in which there was an independent

verification, within the institution, of standards of student

achievement during the year. TBD

6. Proportion of programs in which there was an independent

verification of standards of student achievement by people

(evaluators) external to the institution during the year. TBD

4. LEARNING AND TEACHING

7. Ratio of students to teaching staff. (Based on full time

equivalents) - 15:1 18:1 16:1 13:1

8. Students overall rating on the quality of their courses

(Average rating of students on a five point scale on overall

evaluation of courses.)

3.3 3.4 3.5 - 3.8

9. Proportion of teaching staff with verified doctoral

qualifications. - 0.80 0.58 0.55 0.57

Retention Rate;

10. Percentage of students entering programs who

successfully complete first year.

- 0.78 0.81 0.75 0.795

Graduation Rate for Undergraduate Students:

11. Proportion of students entering undergraduate programs

who complete those programs in minimum time.

- - 0.46 0.37 0.41

27

STANDARDS

UNIVERSITY / INSTITUTION

2009-2010 2010-2011 2011-2012 2012-2013 2013-2014

Graduation Rates for Post Graduate Students:

12. Proportion of students entering post graduate

programs who complete those programs in specified

time.

0.2 - - - 1

13. Proportion of graduates from undergraduate

programs who within six months of graduation are:

(a) employed

(b) enrolled in further study

(c) not seeking employment or further study

60% 52% 100% -

a) 0.20

b) 0.05

c) 0.75

5. STUDENT ADMINISTRATION AND SUPPORT SERVICES

14. Ratio of students to administrative staff. - - - 15:1 17:1

15. Proportion of total operating funds (other than

accommodation and student allowances) allocated to

provision of student services.

- - - 0.10 0.10

16. Student evaluation of academic and career

counselling. (Average rating on the adequacy of

academic and career counselling on a five- point

scale in an annual survey of final year students.)

- 3.4 2.5 3.7 3.7

6. LEARNING RESOURCES

17. Number of book titles held in the library as a

proportion of the number of students (Print & E-

Book)

- - - Print E Print E

2.5 6.11 2.7 7.8

18. Number of web site subscriptions as a proportion

of the number of programs offered - - - 1.65 1.94

19. Number of periodical subscriptions as a

proportion of the number of programs offered (Print

& E-Journal)

- - - Print E Print E

5.0 843.5 2.7 617

20. Stakeholder evaluation of library services

(Average rating on adequacy of library services on a

five point scale)

- - - -

3.4

7. FACILITIES AND EQUIPMENT

21. Annual expenditure on IT budget, including ;

(a) Annual expenditure on IT as a proportion of the

number of students

- - - 666.7SR 1109 SR

(b) Number of accessible computer terminals per

student - - - 0.08PC 0.17 PC

(c ) Average overall rating of adequacy of facilities

and equipment in a survey of teaching staff - - - - 3.7

28

*TBD- To Be Developed

STANDARDS UNIVERSITY / INSTITUTION

2009-2010 2010-2011 2011-2012 2012-2013 2013-2014

22. Stakeholder evaluation of websites, web-based

electronic data management system or electronic

resources (for example: institutional website provides

resource sharing, networking & relevant information,

including interactive features (students and faculty)

- - - -

Student

- 3.3

Faculty

-4

23. Stakeholder evaluation of e-learning services

(Average overall rating of adequacy of hardware,

software, website, access, teaching, assessment, and

service on a five point scale of an annual survey)

- - - -

Student

- 3.3

Faculty

-4

8 FINANCIAL PLANNING AND MANAGEMENT

24. Total operating expenditure (other than

accommodation and student allowances) per student. - - - 33251 SAR

36956

SAR

9 FACULTY AND STAFF EMPLOYMENT PROCESSES

25. Proportion of teaching staff leaving the institution

in the past year for reasons other than age retirement. 0.030 0.026 0.027 0.006 0.002

28. Proportion of teaching staff participating in

professional development activities during the past

year.

- 0.365 0.703 1.05 1.62

10 RESEARCH

26. Number of refereed publications in the previous

year per full time equivalent teaching staff.

(Publications based on the formula in the Higher

Council Bylaw excluding conference presentations)

0.21 0.23 0.19 0.15 0.27

27. Number of citations in refereed journals in the

previous year per full time equivalent faculty members. 0.02 0.08 0.14 0.18 0.05

28. Proportion of full time member of teaching staff

with at least one refereed publication during the

previous year.

0.01 0.04 0.07 0.09 0.30

29. Number of papers or reports presented at academic

conferences during the past year per full time

equivalent faculty members.

0.03 0.03 0.02 0.02 0.07

30. Research income from external sources in the past

year as a proportion of the number of full time faculty

members.

2779.34

SAR

2855.3

SAR

2617

SAR

8838.28

SAR

27752

SAR

31. Proportion of the total, annual operational budget

dedicated to research 0.004 0.004 .009 0.01 0.03

11 COMMUNITY SERVICE

32. Proportion of full time teaching and other staff

actively engaged in community service activities. - - - - 0.26

33. Number of community education programs

provided as a proportion of the number of departments. - - - - 0.64

29

Because our Strategic Plan calls for strategic connections to the community we will need to add a

set of benchmarks that represent that important element of University life. In many ways, we

will be benchmarking against our own goals and performance, since there is very little history in

KSA and the region in this type of activity. To some extent, the benchmarking will reflect the

peculiar demographic and economic characteristics of Saudi Arabia and the Gulf region as a whole,

in addition to the salient features of Saudi higher education — including the fact that the entire

system is less than a half-century old.

We will also develop a cohort of Saudi and international universities for annual benchmarking.

This task is complicated by the fact that there are few (if any) universities with the unusual mix

of focused professional program components that UOD currently has or plans to develop. The

purpose is to provide an illustration of the type of data we will gather once the benchmarking

cohort is identified. Some of the benchmarking data has been collected from other Universities

and quoted in the Self Study Document (SSD) April 2014.

Table 5 offers a representative sample of the kinds of additional data we need to develop the

necessary comparative benchmarks, internal metrics, and quality measures.

30

Table 5 Representative Sample of Benchmarking and Strategic Data Needs

KSA

GCC

Eastern

Province

UOD

General Demographic and Economic Data

-Demographic Projections

-Economic Forecast Data

-Workforce Supply & Demand Projections

(Health& Technical professions)

-Cost of Living Information

●

●

●

●

●

●

●

●

●

●

●

●

Higher Education Data

-Governance Policies

-PhD Demand/Supply Projections

-Salary & Benefits Information

-Faculty Employment Policies

-Community College Articulation Information

-Admissions Procedures & Standards

*Student Flow Data (enrollment, attrition &

graduation data by college, program, level, gender)

*Faculty Demographic Data

*Faculty Productivity Data (Research output)

-Faculty Turnover Data

-College Enrollment Growth Projections

-College Faculty Size/Mix Projections

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

Research and Clinical Program Data

-# Researchers by College

-Total $, Intramural & Extramural Research

-Hospital Utilization Data (admitting/discharge

diagnoses, payor mix, average daily census, patient

demographic trends)

-Graduate Medical Education (Residency) Info/Data

(size, accreditation status)

●

●

●

●

●

●

●

●

●

●

●

●

●

[* Denotes currently obtainable from existing data sources, but can be a tedious process]

31

CHAPTER 2: UNIVERSITY DESIGN: ORGANIZATIONAL STRATEGIES

INTRODUCTION AND DISCUSSION 2-1

UOD has the opportunity to create a unique and market-connected institution within the Kingdom—a

Professional University focused on four academic clusters—the Health Professions, the

Engineering Professions, the Science & Management Professions and Arts & Education Professions

The Health Professions Cluster is currently more fully represented with Colleges of Medicine,

Dentistry, Nursing and Applied Medical Sciences, Clinical Pharmacy. At least two new Health

Professions Colleges are anticipated (Public Health, and Basic Sciences)

The Engineering Professions Cluster currently consists of the College of Architecture and

Planning, the College of Design and College of Engineering.

The Science and Management Professions Cluster currently consists of the College of Applied

Studies & Community Services, College of Business Administration, College of Computer

Science & Information Technology, College of Science, Community Colleges: Dammam & Qatif

The Arts & Education Professions Cluster currently represented with the Colleges of Arts,

Education- Dammam, Education- Jubail, Arts & Sciences - Quaryah Oliya [Newest College at

the University of Dammam, which was established on the 5th of Jumada al-Awwal, 1433 AH or

April 14, 2012 CE by Royal Decree number 25532].

An important, complementary organizational asset to the Clusters is the Centre for Research and

Medical Consultations (CRMC). It will serve as the strategic leader for inter-disciplinary research

and the incubation of research capacities. UOD will compete for Research Centers of Excellence that

are sponsored by the Ministry of Higher Education, national priority projects from KACST and from

industrial sources. UOD will contribute a unique blend of the health, technical and management

professions to KSA University research capacity.

As a Professional University serving the needs of the Eastern Province, UOD may be asked to extend

the University’s professional reach to other professions. Continuous strategic attention will be

focused on new professional needs of the Province and the Kingdom. UOD will also be attentive to

the evolution of all the professions that it embraces in its scope. It shall also be a leader in articulating

and organizing resources to serve changing needs. Flexibility and adaptability must be part of the

genetic code of UOD.

The scope of UOD creates the fusion of three institutional models: the focused Health Professions

University, the focused Engineering Professions University and the focused Science & Management

Professions University, Arts & Education Professions University — a powerful academic engine to

serve national and Eastern Province needs. By building core teaching, learning and support

resources on a University-wide and Cluster-wide basis, then, whenever there is the need to add new

clusters and make changes within clusters, this can be accomplished more effectively and

economically within an ongoing UOD management structure.

32

All over the world, in both academic and economic spheres, the Health Professions, the

Engineering Professions, the Science & Management Professions and the Arts & Education

Professions are fusing in many dimensions (e.g., bioengineering, environmental health, sustainable

urban and physical planning, embedded technologies, health administration, engineering

management, etc). The realities of serving both strategic workforce and economic development

strategies require multi-disciplinary approaches and a significant level of collaboration. The UOD

strategic model is suited to this deep theme.

There is no doubt, then, because of the expected fast pace and magnitude of the economic growth of

the Eastern Province that the UOD strategic plan must work back from the future rather than

forward from the present. One reason for following this planning concept is that there is a sufficient

foundation for the UOD of the future. A second reason is that UOD is undergoing several

simultaneous transformations that include:

• UOD’s elevated role in the economy: moving from a university serving the needs of

government to a university that serves both government and the needs of the growing

industrial base, especially in knowledge-based industries

• The immense strategic opportunity presented by the new campus, including the change

from a metropolitan commuting university to a residential academic city

• Growth in enrollment size for traditional and professional development student markets

• Growth in complexity in terms of its instruction, research and service programs

• Recognition that UOD will be a principal supplier of management professionals for the

Province

Our consultants are the developers of the concept of Strategic Traction ® that embraces the

philosophy and the tools necessary to master the future most effectively.

The planning, management and analytical capacities and competencies needed in order for UOD to

succeed in this effort are great. The conditions are not business as usual. Developments on UOD

have anticipated some of the needed academic developments, but the internal resources to carry such

a large strategic agenda are not yet in place. There is considerable new managerial work to be done

to connect effectively to the economy. The institution cannot be built on present capacities,

competencies and practices. A new order is needed immediately for the University at large and for

UOD to play its strategic role and achieve its full potential.

CONCEPTUAL DESIGN 2-2

UOD is creating a unique version of the Professional University by creating integrated and

connected strategic academic clusters in the Health Professions, Engineering Professions, Science

& Management Professions and Arts & Education Professions. We have lifted the current academic

assets into a strategic design that optimizes inter-disciplinary activity among the colleges in each

cluster and collaboration among disciplines across clusters. The clusters also promote the

organization of common academic, student and business support units at the university and cluster

levels.

33

Figure 1 is reproduced here. It shows this conceptual design for UOD. The Research Enterprise

and Academic and Student Support Services are essential integrating forces connecting the four

clusters.

Figure 5 UOD Conceptual Design

The existing UOD academic assets in the Health Professions provide a platform for creating a

unique KSA strategic higher education asset within a few years—an integrated academic Health

Professions Cluster. Many of the seeds needed for the completion of such a strategic asset are in

place. Ideas about much of the rest are being considered. The addition of the Engineering

Professions Cluster, Science & Management Professions Cluster and an Arts & Education

Professions Clusters to the UOD equation multiplies our service profile in professional education

as well as economic development and diversification.

A related benefit of the Academic Cluster Model for us is the opportunity for efficiency in

organizing shared technical, academic support and student services across a number of colleges,

rather than on a college-by-college basis.

Research

Centre

Infrastructure

and

Facilities

Prep-Year and

common Core

Courses

Support

Services

University

Hospital & Family

and Community

Medicine Centers

Science &

Management

Cluster

Engineering

Cluster

34

Each Academic cluster will consist of Colleges within the broad professional area. Each cluster

will have a Curriculum Committee in charge and the opportunity to consolidate academic and

student support services.

HEALTH PROFESSIONS CLUSTER 2-3

The definition of a Health Professions/academic health-focused institution used by the

Association of Academic Health Centers in the U.S. is:

An Academic Health Center is the organizational component of a university or a

stand- alone institution that comprises at least:

• A medical school

• One or more Health Professions schools (e.g., Nursing, Dentistry, etc.)

• One or more university-owned or affiliated teaching hospital and clinic

• Faculty practice enterprises

From: Kaludis, George. Universities and Their Academic Health Centers: New Strategic Contexts, Association of Academic Health Centers, 2005

For UOD, the desired result is not merely the aggregation of the activities of the current and future

Health Professions colleges. It is also a true integrated system that represents the Saudi health

system, from prevention to quaternary care. Further, the creation of a Health Professions cluster will

facilitate continual movement and re-combination of programs within and across colleges, and the

creation of new colleges as new strategic needs arise.

Creating an immediate strategic umbrella across the health professions is critical to the long-term

UOD concept to ensure that current initiatives and investments are used to generate integration rather

than to reinforce separation. As noted above, the management strategy can have a Curriculum

committee in charge of each cluster who reports to the Vice President.

In a world that requires inter-disciplinary education and problem-solving, the integrated Health

Professions institution cannot be complete without some complementary academic resources in

education, research and service. Some of these resources can come from the completion of the full

set of Health Professions (e.g., Epidemiology within a College of Public Health, and, Medical

Informatics in the College of Applied Medical Sciences, stronger Life Sciences capabilities in the

proposed College of Basic Sciences).

Additionally, these academic resources could include partnerships with Engineering,

Technology, Management (Business), Economics, Architectural Planning, Interior Design,

Urban and Regional Planning, Psychology, Social Psychology and Anthropology. Some of these

elements exist in the professional schools already present at UOD.

35

Figure 5 shows the proposed organization for the Health Professions cluster. More complete

descriptions of the strategies surrounding this cluster appear later in the Plan.

Figure 6 Components of Health Professions Colleges Cluster – [All for Males & Females]

Preparatory year

Basic

Medical

Sciences Nursing

Medicine

Applied

Medical

Sciences

Clinical

Pharmacy

Public

Health

Dentistry

Denotes “Planned”

36

The importance of creating an interactive cluster of Health Professions cannot be overstated. This

concept not only fosters efficiency in the accomplishment of the respective discipline- specific

missions of education, clinical service and research within the University, but also promotes the

emerging philosophy of integrated thought and service among the respective health-related

professions. Through this path, we can become the leader within the Kingdom in:

• Basic health sciences education reform across the Health Professions

• Integration of clinical care delivery among related professions

• Interdisciplinary research

Initiatives that will serve to attain this vision include:

• Establish the needed administrative leadership to oversee, where feasible, functional clustering

of the respective Health Professions Colleges

• Expand the spectrum of Health Professions and related Engineering/Science and management

Colleges

• Develop educational strategies that advance the integrated model of health care delivery

through identification and integration of common curricula

• Advance engagement in discovery within selected Health Professions Colleges through

multi-disciplinary Research Centers of Excellence

• Implement multi-disciplinary specialized Centers of Clinical Excellence

In order for the University to realize its full potential in the domain of higher education in the Health

Professions, we will require the development of a focused and accountable administrative structure to

steward such a long-term vision.

• In this regard, UOD has already established an administrative leadership position, which

reports to UOD’s Vice President, to orchestrate and realize the full potential that can be derived

from creating the concept of the Health Professions Cluster.

• The Deans of the respective Colleges will report to this senior administrative officer but they

will also constitute an Executive Committee for the Cluster chaired by the Cluster leader. The

Cluster leader will also lead the continuous process for identifying and implementing all

opportunities for expansion of new colleges and interaction among the respective professions.

UOD can enhance the efficiency of the respective colleges’ education mission while also

advancing the concept of interactive behavior through initiation of an organized structural clustering of

the Health Professions Colleges. This starts with further development of the Preparatory Year

Common Core and is advanced through identification of common curricula within the basic sciences

curricula of the respective colleges. Examples of courses that might be coalesced among the respective

colleges have been identified through the planning process.

37

Likewise, opportunities to expand and promote interaction among the professions of Nursing,

Medicine and components of Applied Medical Sciences during the clinical years of their

curricula will further inoculate students with the concept of integrated care delivery for their

entry into the health care workforce.

The College of Nursing has “state-of-the-art” facilities for “virtual hands-on” clinical training. The

use of these virtual clinical facilities for integrated clinical training among the nursing and medical

students is a significant and unique opportunity to advance the concept of “team care” that is vital to

the future of patient care delivery.

Likewise, the College of Nursing should collaborate with the College of Medicine to seize the

opportunity to develop graduate programs in the field of nursing (e.g. Clinical Nurse Specialists).

These advanced degree programs in Nursing are vital to the full development of any major

clinical program of the 21st

century academic health center.

The planned expansion of teaching “dental chairs” in the College of Dentistry provides

significant opportunity to expand the clinical material available for educational program expansion

and student teaching. With such expansion in clinical material, a new opportunity is available for

creation of graduate education/training programs (e.g. Orthodontics and Periodontics) in the

College of Dentistry. Likewise, development of a Dental Assistants program and Dental Hygiene

Program in collaboration with the College of Applied Medical Sciences would be facilitated by the

expanded clinical material.

In addition, we will investigate the future development of a Program/College for “Mid-Level

Providers” (e.g., physician’s assistants, advanced practice nurses) for implementation in the

intermediate future. This investigation will be done in concert with the College of Applied Medical

Sciences and the College of Nursing. Health care will be increasingly dependent on such mid-

level providers for preventive and primary care in both urban and rural areas. Through the

development of such a program, UOD would advance its mission of becoming the Kingdom’s leader

in the implementation of integrated care for the people of the Eastern Province.

We plan to use Centre for Research and Medical Consultations (CRMC) as the spawning ground

for the new Health Professions Colleges. This strategy has immediate impact with the creation of a

College of Basic Sciences and the Colleges of Public Health and Clinical Pharmacy. Using this

pathway (CRMC), UOD simultaneously advances both the Health Professions Cluster concept while

also advancing the culture of intellectual curiosity and research accomplishment throughout

multiple colleges. In this manner, the College of Public Health (PH) and the College of Basic

Sciences (BS) would first be launched by recruiting research scientists in selected fields (e.g. PH-

epidemiology, outcomes research, bio-statistics and BS-selected areas of biochemistry, biomaterials,

molecular biology, etc) to create the Centers of Research Excellence. From these origins, the

respective colleges would be birthed with an established foundation of intellectual curiosity and

research productivity. Subsequently, we would use this research base to launch undergraduate and

graduate degree programs in the new Health Professions Colleges.

38

Preparatory Year

(M&F)

&

Sciences

We recognize that achievement of these multiple opportunities that are planned and available to

UOD will need a focused strategy; a committed leader of the Health Professions Cluster; new human,

physical and financial resources; and a facilitating administrative structure.

ENGINEERING PROFESSIONS CLUSTER 2-4

In the context of responding to national and provincial priorities and objectives in economic

development and diversification, Saudization, and building the strategic workforce, the Engineering

Professions, by themselves, and in combination with Health Professions, will present a strong

strategic resource. A part of the Engineering Professions Cluster already exists. UOD can become

more responsive to the strategic needs of the Eastern Province and the Kingdom by building a

customized academic resource which is adaptive to change. Thus, the Engineering Professions

Cluster provides a strategic and flexible mechanism for responding to the future.

As shown in Figure 6, the expectation is that the inter-cluster partnership and collaboration will be

mutual, based on respect. It will also increase service to UOD students, the province and the

Kingdom. The richness of education and collaboration made possible by the proposed strategic

design for UOD can provide a multiplier effect for all Colleges. This should be mutually

beneficial.

Figure 7 Components of Engineering Professions Colleges Cluster

39

As with the Health Professions, we will require the development of a focused and accountable

administrative structure to steward such a long-term vision.

• In this regard, UOD should establish an administrative leadership position, reporting to

UOD’s Vice President, to orchestrate and realize the full potential that can be derived from

creating the Engineering Professions Cluster.

• The Deans of the respective Colleges should report to this senior administrative officer. He

should also lead the continuous process for identifying and implementing all opportunities

for expansion of new colleges and interaction among the respective professions.

The College of Architecture and Planning, College of Design and the College of Engineering are

highly respected programs in UOD. While they currently have no written strategic relationship with

the Health Professions, significant connections and collaboration are possible, and, can be

productive.

Envisioning these connections in the present context maybe difficult because the scale of

Architecture and Planning and Design in contrast to that of the Health Professions in UOD today.

However, in the future context of a Professional University with three integrated, collaborative, and

related multi-disciplinary foci, those connections will become easier to conceive without perceiving

them as a superior-subordinate relationship. The idea is that the Health Professions, Engineering

Professions, Science & Management Professions and Arts & Education Professions will lead each

other to opportunities in education, research and service which are not possible if these

professions operate by themselves.

The College of Engineering has already started with a strategic mix of programs intentionally for

fruitful relationships with the Health Professions: Environmental Health, Safety, Public Health and

Bioengineering. Therefore, there is a need for parallel planning and development in the Health

Professions for the intellectual, physical, and technological resources needed to make these

Engineering programs sustainable. This collaboration is a model for the future.

40

SCIENCE & MANAGEMENT PROFESSION 2-5

The Science & Management Professions Cluster is the entirely new piece of the UOD

Professional University design. It can stand on its own as well as provide complementary

resources to the Health and Engineering Professions Clusters.

Three Colleges will begin the Science & Management Cluster:

• The College of Business Administration

• The College of Computer Science & Information Technology

• The College of Science

• The College of Professional Studies (in concept planning)

THE COLLEGE OF BUSINESS ADMINSTRATION

There are three types of degrees (undergraduate and post-graduate) and

professional development programs with related service and research dimensions:

• General Management Programs in Business Administration, Administrative Systems,

Banking & Finance, Marketing, Management Information Systems are currently

available. The planned programs are Quality Management and Planning, Real Estate

Management, Human Resources, Global Business

• Industry-focused management programs to support the Health and Engineering

Clusters in Health Systems Management, Hospital Management, Technical

Management, and Engineering Management, Bio Technology, Applied and

Mathematical Physics are planned.

• Providing curricula for management and finance education sequences for Health

and Engineering Professionals

These Colleges will be key players in relationships with industry. They will have active field

experience for students, include management practitioners in their faculty ranks, and would

provide key support for University business incubation projects.

41

Figure 8 Components of Science & Management Professions Cluster (Departments – Both

Males & Females

Preparatory Year

(M&F)

Finance

Applied Studies

&

Community

Colleges

42

ARTS & EDUCATION PROFESSION CLUSTER 2-6

This clusters has three colleges are as follows

a. College of Arts

b. College of Education, Dammam

c. College of Education, Jubail. THE COLLEGE OF ARTS

The College of Arts aspires to develop its students' cognitive and cultural identities, enhance their

academic achievements and prepare them to be interactive citizens capable of adapting to the

challenges and constant changes of modern life. This is achieved through continual assessment,

development and updating the College's numerous academic programs, while creating an up-to-

date learning environment and inspires innovative teaching with the help of highly qualified and

experienced faculty members.

The College of Arts is committed to fostering original academic research related to social issues

including: intellectual rights, national unity and assessing social media's impact on the solidarity

of society. The aim of academic research is to enhance higher education and to provide public

and private institutions with research field studies and academic consultations in order to elevate

the cultural status of the society, while protecting local cultural values.

THE COLLEGE OF EDUCATION

The College of Education provides engaging, innovative programs to both female and male

students at the undergraduate and postgraduate levels that distinguish UD from other institutions.

The College is currently involved in establishing partnerships and academic cooperation with

renowned international colleges and universities abroad.

The College offers scientific and research based degree programs to meet the needs of the Saudi

society, such as: Qu'ranic Studies, Kindergarten, Special Education and an Early Elementary

Teachers Program, as well as master degree programs in different areas. Training courses are also

offered for service sector employees in the community, such as teachers. The College of

Education is looking towards the future and preparing programs in order to meet the challenges

facing our community. Classes are also regularly offered that are geared towards UD faculty

throughout the University that focus on improving their approach to teaching. Classes cover

topics such as: a survey of different teaching methodologies, curriculum construction,

psychology, evaluation and assessments.

43

CHAPTER 3: BLUEPRINT FOR DEEP STRATEGY AT UOD

“Deep Strategy” represents a foundational concept for UOD in the process of producing

this strategic plan. Deep Strategy:

• Describes and defines the essential purposes for the organization’s existence.

• Assesses core assets in terms of value to outcomes and constituencies rather than

function within the current design.

• Applies an integrative approach to strategic thinking, planning and decision-making that

aligns vision, strategy, resources, relationships and operations to achieve Strategic

Traction®

.

• Develops assumptions and a knowledge base beyond existing functions and

organizational structures to allow for large-scale innovation and model redesign.

• Develops sustainable systems and capacities for continuous strategic thinking, innovation

and creative development.

With the help of our planning consultants, we identified 12 deep-strategy areas that shaped the

analysis, discussions, development of goals, and selection of objectives in this strategic plan.

Figure 8 shows the deep-strategy areas emerging from the strategic context of UOD.

44

Figure 9 A Set of 12 Deep-Strategy Areas

CONNECTION TO REGIONAL ECONOMIC DEVELOPMENT 3-1

• Several independent, yet related strategic academic and business priorities exist that create an

important opportunity, if not imperative, for our strategic engagement outside the traditional

academic boundaries. We have opportunities to develop specific immediate and long-term

directions for the future.

Academic

Around the world, there is a growing demand that professional higher learning institutions should

be valued because they respond to the needs of society for employment (workforce development).

Institutions which work closely with public leaders (government and business) to evaluate and

respond to future needs of the business sector for employment and opportunities will be recognized

as critical partners in elevating prosperity of the society.

Staging Clusters &

New Colleges

Regional Economic

Development / Industries

Quality of Life

Research & Clinical

Enterprises

Teaching & Learning Culture

Human Resources

Education of Men & Women

Student Preparedness/ Student Flow

Management Organization & Systems

Community& Sustainable

Development

New Campus: Land & Space

as Assets

Campus Life/Student Engagement

Strategic Context

45

Business

Most developed and developing societies are awakening to the importance of health in defining

their future prosperity and well-being. This has led to a critical focus on promotion of health and

prevention/cure of disease as not only a societal priority, but also an important business sector of

economies worldwide (e.g. Pharmaceutical and Biotechnology industry). This phenomenon has

created two “consumer-driven” demands on, and opportunities for, health-related institutions of

higher learning:

o A demand for outputs/products beneficial to society that result from publicly funded

and ethical research in academic institutions

o An important opportunity for all such institutions to refocus their scientific inquiry into

ethical, “output-oriented” discovery, and thereby to create products of their research that

are useful to society and generate can revenue. • In an interesting twist of logic, it is often more difficult to refocus investigators and reorient a

standing research mission to focus on consumers (i.e., society and business) than it is to create such

an environment anew. In this regard, UOD has a unique opportunity to exponentially magnify the

impact of a focused and appropriately oriented strategic investment in its research mission.

IMPROVING THE QUALITY OF LIFE 3-2

• The Kingdom of Saudi Arabia has joined the international community in participating in an

ambitious initiative to improve health and well-being through “Millennium Development Goals

(MDGs).” In this initiative, the Kingdom has set goals and objectives for human rights,

economic well-being, and the health of its population.

• The Eighth Development Plan constitutes the cornerstone of the Kingdom’s endeavor to achieve

the MDGs and, in the process, to build a true partnership between national and global efforts

aimed at creating a world of peace, security and development, in the framework of the MDGs.

• Available data on implementation of MDG in the Kingdom show that targets set for some goals

have been reached or even surpassed. Others are expected to be reached ahead of schedule.

Indeed, the latest progress report shows that nine out of the 11 targets set for the first seven

MDGs have been reached or would be reached by 2015. They are

1. Eradicating extreme poverty.

2. Halving the proportion of people who suffer from hunger.

3. Ensuring that children, boys and girls alike, will be able to complete a full course of

primary schooling.

4. Eliminating gender disparity in primary and secondary education.

5. Reducing by two thirds the under-five mortality rate.

6. Reducing by three quarters the maternal mortality ratio.

7. Halting and beginning to reverse the spread of AIDS.

8. Halting and beginning to reverse the incidence of malaria and other major diseases.

46

9. Halving the proportion of people without sustainable access to safe drinking water and

sanitation.

Many of the listed objectives for the MDG initiative can be directly tied to UOD’s “deep- strategy”

achievements. Through this approach, UOD can leverage nationally stated agendas to acquire

significant additional State investment in its future.

HUMAN RESOURCES 3-3

(Instructional capacity, hospital/dental clinic staffing, compensation, Saudization, management of

recruitment/retention)

• Currently, administrative plans and procedures for recruitment are available. Control

over positions are highly centralized, resulting in inadequate hiring authority for Deans,

inadequate involvement of departmental personnel, and uncertainty about future supply

and demand of qualified personnel. • Information for applicants is incomplete or uninviting. This makes recruitment on the open

market difficult. Furthermore, plans have not been developed for attracting teachers or

researchers from non-traditional sources.

• Salary and benefit packages are non-competitive. This results in the loss of potential new

faculty and the attrition of existing faculty.

• Retention and morale of faculty are hampered by at least three factors: (a) Lack of clear

job descriptions or policies, (b) Lack of transparent systems of performance evaluation and

rewards, ( c ) Failure to utilize the talents of faculty who have reached retirement-age.

• Productivity of faculty is not maximized because of the lack of support staff, the absence

of plans to assist nonproductive faculty, and the failure of faculty to take full advantage of

development activities.

TEACHING AND LEARNING CULTURE 3-4

• As the key element of the NCAAA standards, quality of learning and teaching is of

paramount importance. A good starting point upon which to build an understanding of what

constitutes exceptional quality of learning and teaching is to directly quote NCAAA:

“Student learning outcomes are clearly specified, consistent with the National

Qualifications Framework and requirements for employment or professional

practice. Standards of learning are assessed through appropriate processes and

benchmarked against demanding and relevant external reference points. Faculty

are appropriately qualified and experienced for their particular teaching

responsibilities, use teaching strategies suitable for different kinds of learning

outcomes and participate in activities to improve their teaching effectiveness.

Teaching quality and the effectiveness of programs are evaluated through student

assessments and graduate and employer surveys with feedback used as a basis for

plans for improvement.”

47

• Benchmark, metric, and rubric framework will be an important tool in assessing how well

UOD meets quality requirements. A source of additional information about possible

measurement techniques in the teaching and learning area comes from the Western

Association of Schools and Colleges (WASC). This is another major U.S. higher education

accrediting agency, in a series of recently released rubrics:

o Rubric for Assessing the Quality of Academic Program Learning Outcomes o Rubric for Assessing the Use of Portfolios for Assessing Program Learning

Outcomes o Rubric for Assessing the Use of Capstone Experiences for Assessing Program

Learning Outcomes o Rubric for Assessing and Evaluating General Education Assessment Process

Sources such as this do not provide replicable templates. However, they stimulate our

thinking as we develop our own responses to the NCAAA standards.

STUDENT PREPAREDNESS/STUDENT FLOW 3-5

• There are four issues relating to student preparedness and flow which require our

continuous attention.

• Expectations for an increased demand for university admission in the Kingdom means that all

KSA universities must prepare for more students. It is likely that a significant percentage of

that increase will be students who are less prepared for university work. Furthermore, the

addition of more colleges focused on the Engineering professions will heighten the need for

the evaluation of students’ preparedness for university work.

• As an English-medium university, UOD has a special challenge. Some of its added students

will be a shift from Arabic-medium institutions. Their levels of English competency must be

in a tolerable range. As noted above, adding fields in the Health & Engineering professions,

etc. will also require stronger competency in English.

• Current educational practice at UOD discourages students switching fields after admission.

Facilitating switch from one field to another will be even more important as the student pool

grows and preparedness is more uneven. It is expected that flexibility for students to switch

fields of study will be critical.

• There is an expectation that external professional licensing will replace “degree as license”

practice in professions. That will increase the University’s interest not only in admissions, but

also in the quality of its output of professionals.

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EDUCATION OF MEN AND WOMEN 3-6

There are many program options available for female students at UOD. Currently, the new

campus has been established and options for women’s educational needs have been expanded.

The campus development plan currently foresees a considerable delay before land is reclaimed

to allow construction of women’s housing, recreational and academic facilities on the new

campus.

CAMPUS LIFE & STUDENT ENGAGEMENT 3-7

• Currently students have m o r e central gathering places available at the college. This

applies to both residential and commuting students.

• There are various ranges of programs for student professional and cultural clubs and

recreation to serve both male and female students. Part of the problem is the lack of time

during the daily academic schedule for students (particularly, commuting students) to take

advantage of these opportunities.

• Students would benefit from more opportunities to interact with faculty. Such

opportunities would also allow faculty to be a greater resource for academic and professional

guidance of students. However, faculty would need to perceive that their professional

advancement can benefit from such expanded interaction with students.

• Graduates of UOD do not appear to have a strong sense of identification with and

loyalty to their alma mater. There are relatively few cultural or educational programs which

are designed to attract alumni and the wider community of UOD back to the campus.

• The curricular and research activities of UOD will increasingly require the creation of cross-

disciplinary teams of faculty and students. However, there are now few opportunities for

social and recreational gatherings of faculty from different disciplines.

• Faculty who live on the campus face challenges in finding convenient and suitable child

care facilities or schools for their children.

STAGING AND RIGHT-SIZING OF NEW COLLEGES 3-8

• The staging of new colleges will be based on a “sequential development/ maturation”

strategy. This strategy takes advantage of a desire to:

o Expand the educational programs offered by UOD

o Enhance the academic achievements of its faculty

o Use the growth of UOD to create a culture of ethical research, intellectual curiosity

and accomplishment

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To that end, the Center for Research and Medical Consultation Studies (CRMC) is a “birthing”

site for new University programs that are based in research. Having recruited and grown

faculty talent and accomplishment through this path, disciplines which become identified to

grow into colleges will foster, most successfully, a culture of research, intellectual curiosity

and accomplishment.

The following sequences are planned for creation of future colleges:

COLLEGE OF BASIC MEDICAL SCIENCES

The College of Basic Medical Sciences will be based in part on the recruitment of basic science

investigators required to populate the areas of chosen emphasis in the Centers of Research

Excellence. These scientists will form the nucleus around which additional faculty will

subsequently be recruited to create the educational mission of a College of Basic Medical

Sciences. This path of development will enhance the College’s attractiveness for both talented

faculty and intellectually curious students.

COLLEGE OF PUBLIC HEALTH

The faculty of the future College of Public Health will be recruited to join a research center

within the CRMC. It will serve both the initial CORE while also developing their own areas of

epidemiology, outcomes and population-based research. Additional faculty, as required, will be

recruited to create the planned College of Public Health. Again, through this path, research,

intellectual curiosity and accomplishment among faculty and students alike will be enhanced.

POSITIONING OF THE RESEARCH ENTERPRISE 3-9

• The Eastern Province is the site of an extremely large share of the crude oil

production in the world. It contains the headquarters of Saudi ARAMCO and other related

corporations. It will continue to be an economic center for KSA.

• The interest in economic diversification is particularly acute in the Eastern Province because

of the concentration of petroleum-related industries. Part of the diversification relates to

downstream applications (e.g., petrochemicals and pharmaceuticals). Health

professions and healthcare may be areas where Saudi ARAMCO and others might seek

business diversification.

• The contemporary UOD development of balancing capacities in the E n g i n e e r i n g

Professions, Science & Management Professions and Arts & Education Professions could

strengthen its position with the Province, the Kingdom and the GCC states.

• It is likely that the industrial opportunities and problems of the Eastern Province and

KSA general ly wil l cal l for mult idiscipl inary considerat ion . Given that UOD’s

research enterprise is essentially currently limited in size and scope, there is an opportunity to

create a research resource that matches the region’s needs—a resource that will be both

leading and responsive.

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• There is currently little evidence of competitive research at UOD

o The University has a unique opportunity to transform its research mission into a

foundational asset. This should positively affect the breadth of its academic environment

and its relevance to the Eastern Region, the Kingdom and the GCC states.

o The Center for Research and Medical Consultations (CRMC) will be developed

strategically. It will greatly enhance the UOD research enterprise and simultaneously

elevate the culture of research, intellectual curiosity and accomplishment throughout the

entire University.

o Not only will the CRMC serve as the birthing site of discovery to the benefit of humankind,

but will also serve as the birthing site of robust ethical research programs destined to

become uniquely valuable additions to the University’s growing array of Health Professions

Colleges and associated educational programs. Creating the paths to achieve this vision of

UOD’s future research enterprise is a significant component of this strategic plan.

INTEGRATING THE CLINICAL ENTERPRISE 3-10

• The creation of a new “clinical campus” in association with the planned construction of the

new in-patient hospital will transform UOD’s physical resources, allowing the clinical

enterprise to evolve into a tertiary care academic medical center. This will open new

opportunities for further integrating the clinical enterprise with its siblings, the education and

research missions.

• The clinical component of this strategic plan will facilitate integration of plans for the new

in-patient and ambulatory clinical resources to effectively support robust missions of

patient care, undergraduate and post-graduate health sciences education, and clinical research

in the life sciences.

TREATING SPACE AS AN ASSET 3-11

• As UOD nears t h e completion of the second stage of its new campus, which will greatly

expand available space, UOD faces the challenge of reconceptualizing space allocation as

issues of a “budgetary” and productivity dimension. This is in contrast to issue of allocating

funding.

• A new approach to space allocation and management is needed to avoid the

undesirable situation which limits opportunities for development of new programs or for

creation of inter-disciplinary work environments.

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COMMUNITY & SUSTAINABLE DEVELOPMENT 3-12

The Deanship of Community Service and Sustainable Development was established with the kind

permission of the Custodian of the Two Holy Mosques, Late King Abdullah on April 14, 2012 as a

new administrative deanship, under the direction of the Vice President for Studies, Development

and Community Service at the University of Dammam. The Office of the Dean of Community

Service and Sustainable Development was inaugurated by the appointment of its dean by the

Minister of Higher Education on December 23, 2013.

STRATEGIC MANAGEMENT ORGANIZATION AND SYSTEM 3-13

(Leadership and management, staffing, financial plan, physical and technological infrastructures)

• The ultimate vision of UOD is an integrated professional university in the health,

engineering, science & management and arts & education professions with a full campus operation

(including a new hospital). This requires organizational and management systems that support

accomplishment of strategic goals.

• Currently, the cadre of leadership positions and delegated authorities for UOD are adequate

to deliver the vision. Instilling a spirit of true leadership to the academic administration requires

not only selecting talented individuals for the positions but also providing them with the

authority to perform as real “leaders” as opposed to mere “managers.”

• Strategic and business planning processes for UOD's academic programs are developed

to support the academic programs planned for the future.

• Financial commitments of UOD are long term and short-term and operative in support of the

development of UOD's strategic vision.

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CHAPTER 4: STRATEGIC GOALS

After examining 12 deep-strategy issues, and, after much discussion, we have articulated a set of

eleven (11) strategic goals to be met if UOD is to achieve its vision. Figure 9 depicts the process

through which these goals were established. A total of 69 Strategic Objectives have been identified

for each of the eleven Strategic Goals. Figure 10 shows the process for defining them, beginning

with establishing a strategic context. The Implementation Planning Document includes Gantt charts

for all Goals and Objectives.

Figure 10 Framework for Deep-Strategy Issue & A Strategic Goals & Objective Identification

Environmental Review/SWOT

NCAAA/SSD/ Accreditation

External

Stakeholders

Deep-Strategy Issues

Benchmarks/ Comparative

Data

Community & Sustainable

Development

UOD Work Group

Strategic

Context

Strategic Goals &

Objectives

53

As a major professional university, and, in relation to Eastern Province, KSA and the GCC

region, UOD is committed to the following 11 goals & 69 Objectives:

GOAL 1: 4-1

Create and sustain in a major professional university high quality

instruction, research and service in professional fields relevant to Eastern

Province, the nation, the GCC, and beyond

For the next seven years, UOD will be dedicated to the creation of a new high quality

academic platform as the first phase of development of a great institution. The full transformation

will require our attention for a longer time, but, these next seven years will set the stage for

UOD’s preferred future.

The design of the strategic plan starts with a foundation of Islamic Values and the first three

academic clusters and their member colleges. The execution of the Campus Master Plan that

serves those clusters provides a second overarching framework for organization of the measures of

inputs and outputs that will guide our actions

Objective 1a

Complete the plan for the integrated Health Professions Cluster

Objective 1b

Complete the plan for the integrated Engineering Professions Cluster

Objective 1c

Complete the plan for the integrated Science and Management Professions

Cluster

Objective 1d

Complete the plan for the integrated Arts and Education Professions Cluster

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GOAL 2: 4-2

Build a new organizational management system, infused with quality, to handle

the future size and complexity of UOD

Achieving the strategic vision for UOD as an excellent Professional University with 4 strong

academic clusters in the Health Professions, Engineering Professions, Science and Management

Professions, Arts & Education Professions requires a new management culture and organizational

depth and competencies that match the strategic expectations. As we are planning back from the

future, we also understand that these capacities are needed to lead the university design and

academic and administrative strategies. Decision-making and accountability will be necessary

throughout the University.

Objective 2a Develop a framework for system-to-campus and intra-campus delegation of

responsibility and authority among executive and academic officers

Objective 2b

Define the executive/managerial role of Deanships, campus leaders, cluster

leaders and academic deans

Objective 2c

Coordinate deployment of academic and administrative support functions to

enhance efficiency and effectiveness

Objective 2d

Invest in strong, senior-level academic management capacity; implement in

developed Deanship of Quality and Academic Accreditation in relation to

Management Objective 2e

Establish and implement systems for performance appraisal, award and reward

in all Units

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GOAL 3: 4-3

Infuse a culture of quality with recognition into all our professional activities to

ensure accountability and achievement of stated objectives at all levels throughout

all units in UOD

UOD is committed to the development of a philosophy of continuing quality improvement and

comprehensive quality management (QM). Planning and Accreditation are added dimensions to the

UOD, QM program. These QM programs and initiatives will be achieved through: the strong

support of H.E. The President and the Vice President; the application of effective QM leadership;

and the commitment and involvement by all deans, department chairs, administrative managers and

faculty.

Objective 3a

Create a total institutional commitment to continuing Quality Management [QM]

by means of effective leadership and widespread involvement of faculty; weave

QM into all planning and accreditation processes; ; support Quality Systems Unit

in collection of data for UD Quest and UD Metrics

Objective 3b Ensure that the scope of Quality Management (QM) is comprehensive and relates

to all clinical, educational and research programs, administration and other

business units of UOD

Objective 3c

Develop policies, structures and formal operating plans to assure efficient and

effective administration of the QM process

Objective 3d Involve the full range of external UOD stakeholders in creating, improving, and

sustaining QM processes and responsive action plans that are based on verifiable

and actionable evidence-based key performance indicators (KPI's).

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GOAL 4: 4-4

Expand opportunities for student learning and engagement to support

realization of their academic and career aspirations

To support the development and diversification of the economy and human capital of the Kingdom

of Saudi Arabia, UOD will provide qualified male and female students with a diverse range of

programs in the health professions, technical professions, and management professions. We will

develop, monitor the quality and continuously improve the curriculum and teaching methods to

maximize successful learning and student progress toward graduation, without sacrificing quality

and in accordance with Islamic values.

Objective 4a

Implement contemporary and innovative curriculum design, teaching and learning

strategies which allow integration and critical enquiry

Objective 4b

Expand curricular options to meet the identified needs of the community

Objective 4c

Develop or Strengthen first year programs(“Prep Year”) in all clusters(tracks) to

ensure quality of student preparation

Objective 4d

Design and implement mechanisms to assess graduates’ attainment of skills

specified in National Qualification Framework (NQF)

Objective 4e Establish a procedure for a regular cycle of review of existing academic programs

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GOAL 5: 4-5

Provide access & support for all qualified students, while establishing a vibrant

and interactive campus environment to create a university community and foster

loyalty.

In addition to Goal 4, UOD will develop all the necessary support structures to enhance student

success and progress toward graduation.

Creating and sustaining a robust campus life is something that will be newer to UOD than some

other strategic objectives. One only has to look at the full campus master plan and the unfolding of

the new construction to see the possibilities and needs for a campus community. In the developed

campus, issues that have been unattended in the present university form will be at the top of the

agenda. UOD’s curricular and co-curricular programs can reinforce each other.

Objective 5a

Revisit continuously the Strategic Enrollment Plan to manage effectively the

flow of enrolled students throughout UOD

Objective 5b

Expand the implementation of effective counseling of students on academic and

career choices

Objective 5c

Build linkages to support networks for students’ academic choices and career

placement

Objective 5d

Expand facilities and programs for student recreation as well as professional

and cultural clubs

Objective 5e

Create more opportunities for students to switch between programs at UOD

Objective 5f

Create an option to allow very high-performing high school graduates to test out

of the Prep Year and enter directly into a College

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GOAL 6: 4-6

Establish “state-of-the-art” libraries and related learning resources

Given the major investments at new campus already made in telecommunications infrastructure,

UOD has the opportunity to expand a model library/learning resources system that will improve

teaching and learning and give greater reach to the University’s intellectual resources.

Provision of unimpaired access to all learning resources, libraries and related electronic systems to

meet the needs of both faculty and students engaged in the respective academic activities critical to

the successful pursuit of UD’s mission.

Objective 6a Develop full campus and off campus strategic learning resources

Objective 6b Delivery of excellent comprehensive Library and learning resources

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GOAL 7: 4-7

Develop sustainable modern facilities, equipment and related infrastructure to

serve high quality teaching and learning, research and community service

programs

A new dimension brought to UOD by the Campus Master Plan is the m a x i m u m

u t i l i z a t i o n o f t h e campus through the large presence of housing for student and faculty

and the impact of the new hospital.

UOD’s focus will be continuous attention to the need for upgrading and modernizing facilities to

keep pace with new developments in academia and professions.

Objective 7a Develop and implement a central system for space assignment and management

Objective 7b Prepare strategic plan for the operation and maximum utilization of campuses

and related facilities

Objective 7c Develop program for continuous facility maintenance, and changes to keep

pace with evolution of facility needs of UOD colleges and programs

Objective 7d Develop mechanisms to identify and interact with ongoing development of

land bordering UOD campuses.

Objective 7e

Develop on-site high-standard kindergarten, (K-12) elementary and secondary

high school system for the children of faculty, staff and community to enhance

value to campus.

Objective 7f Develop and implement a total safety & security management system

Objective 7g Establish and upgrade state-of-the-art IT Systems.

Objective 7h Develop a commitment towards environment friendly and sustainable campuses

Objective 7i Develop expanded support facilities and policies to enhance campus life and

environment

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GOAL 8: 4-8

Develop and implement a robust financial planning and management system to

serve all academic and administrative programs of UOD

The efficient and effective implementation of the UOD strategic plans for development of multiple

new colleges, construction of a new campus, development of a robust research mission at

CRMC and birthing an institutional culture of accountability will require a significantly expanded,

responsive and transparent system for financial planning and management that serves academic

programs, administrative support & services of UOD.

Objective 8a Develop a transparent annual budgeting and revenue/expenditure

tracking system to enhance accountability in all units of UOD.

Objective 8b Implement systems in UOD to comply with generally accepted

accounting practice and standards to accurately track all significant financial

transactions.

Objective 8c Develop a d iv e r s i f i ed por t fo l io o f i n t e r na l r ev en u e gen e r a t i on to

r ed u ce dependence on a single funding source.

Objective 8d Examine the full possibilities for the use of the Self –Operating Unit approach

in the University

Objective 8e Integrate strategic planning with financial planning

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GOAL 9: 4-9

Increase human resource capacity to accomplish its teaching, research and

service missions more effectively

UOD will be able to recruit and retain highly qualified faculty in numbers sufficient to meet

enrollment demands from students at all levels, male and female, without departing from a desirable

level of faculty: student ratio, or, from its Islamic values. It will also provide programs for faculty

and administrative development in all areas (teaching, research, leadership). Clear and transparent

procedures for registering complaints, resolving disputes, and administering discipline will be

available in a faculty and staff manual.

Objective 9a Design and implement a strategic model for faculty and professional staff

development, recruitment and retention.

Objective 9b Design and implement recruitment procedures that maximize opportunities for

successfully attracting the best candidates for the faculty and staff.

Objective 9c Design and implement a competitive salary and compensation package for

faculty and professional staff.

Objective 9d Design and implement a fair and transparent performance evaluation system for

faculty and professional staff.

Objective 9e

Design and implement effective professional development programs for faculty and

staff

Objective 9f Ensure that all policies and procedures regarding faculty and staff are transparent

and published in updated charters

Objective 9g Develop and improve all facilities and services for faculty and staff to enhance UD

efficiency and effectiveness.

Objective 9h Design and implement a fair and transparent system for incentives, recognition and

rewards for faculty and staff, based on merit and performance

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GOAL 10: 4-10

Create a culture of intellectual curiosity and conduct research of the

highest ethical standards to generate new knowledge through research in

health, industry, and the humanities to advance the well-being and welfare

of the community.

A key goal for any educational institution should be to instill intellectual curiosity and professional

ethics in its students to prepare them to be life-long learners in their chosen careers. At the core of

such a goal is an environment of intellectual inquiry fostered by a faculty engaged in ethical

research and discovery. To this end, UOD intends to build selected robust multi- professional and

multidisciplinary research programs in the Center for Research and Medical Consultations

(CRMC). It will serve as a nucleus to spawn a culture of intellectual curiosity and

accomplishment across the full research continuum. This includes basic laboratory, clinical,

population-based research up to results. These are then translated into revenue-generating

commercial enterprise. In addition, programs to educate students and faculty to instill the practice

of professional ethics will be a vital part of the research experience.

Objective 10a The first CORE [Center of Research Excellence]

Objective 10b Develop Centers of Clinical Excellence (COCE) linked to the CORE to

enhance health education, research and care delivery for the Eastern Province.

Objective 10c Prepare a research faculty recruitment plan and recruit 2-3 multidisciplinary

cohorts of experienced, funded investigators in selected research areas to

provide leadership, direction and credibility for the research enterprise.

Objective 10d Establish Junior Research Faculty positions in the COREs for students and

other trainees

Objective 10e Create a reward system that includes incentives for extramurally funded

research and promotion criteria that recognize collaborative investigations.

Objective 10f Create a research program in Public Health, housed in CRMC that builds

its own research program and supports the COREs (with plans for post-

graduate degree programs in the future).

Objective 10g Expand post-graduate research opportunities and increase student participation

in research.

Objective 10h Design and implement a technology transfer (commercialization) program

that provides both reputational and financial returns on UOD’s investment in

intellectual property-generating research, and, contributes to priorities for

economic development and diversification in KSA and the Region.

Objective 10i Formulate and implement robust policies and programs to consistently ensure

high ethical standards in the conduct of research at UOD.

Objective 10j Generate knowledge related to the complex nature of our world by engaging in

research in the humanities to address dynamic changes and rapid

developments.

Objective 10k Develop and market a scientific publishing initiative in the CRMC

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GOAL 11: 4-11

Develop institutional relationship with the community; and business

partnership to expand private sector joint investments

As a major employer in the region and creator of immense intellectual assets, UOD is poised to

become a full partner with the business sector in fostering economic growth and prosperity in

the province, nation & GCC. UOD will champion a strategy of developing a knowledge-based

business sector through pursuit of entrepreneurial initiatives and partnerships. Such a vision will

take many forms. It will be driven by initiatives that generate returns or investment. It will also

create economic growth and prosperity, and, provide service to the region.

Objective 11a

Expand the faculty model to include linkages to faculty/professionals from

strategic partners and the world of professional practices, and, vice versa, for

UOD faculty.

Objective 11b

Establish alumni organizations for UOD and constituent units and involve

graduates and the wider Dammam community in the cultural and educational

life of the campus.

Objective 11c

Create the capacity to generate and analyze data related to the regional

population, work force, health status, and economy to serve the needs and

interests of the Eastern Province.

Objective 11d Draw upon UOD resources to provide research and service to

provincial business, industry and government.

Objective 11e Establish a network of external advisory groups for UOD and its

constituent units.

Objective 11f Develop academic and research programs of UOD to support strategies

for provincial growth and workforce.

Objective 11g Jointly develop re-training & continued educational programs with the business

sector to address their workforce retention, development and evolving

specialization needs.

Objective 11h Jointly create business incubators with investing business partners in selected

areas of academic/research focus.

Objective 11i

Create a University Technology Park to attract businesses advantaged by

interaction and partnerships with our professional disciplines and their areas of

research emphasis.

Objective 11j

Intensify UOD engagement in community service

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CHAPTER 5: STAGES OF VISION REALIZATION-INITIATIVES

DISCUSSION AND ANALYSIS 5-1

As stated previously, planning has multiple horizons (Fig. 1). So, too, does realization of our

vision. In developing this plan, we have approached our vision in three related stages to be

shown below. Many of the initiatives fall into the “Deep Strategy” category, and, in a real

sense, are never completed. We will reach milestones along the way.

The eleven Strategic Goals and their related 69 Objectives list initiatives that will be translated

into implementation plans. This section of our plan elevates key parts of the Goals and

Objectives to a high level Staging Plan that will serve, together with the Immediate University-

Wide Priorities, as the organizing framework for implementation planning. Implementation

will include University, Academic Cluster, College and Infrastructure elements.

This plan has only touched on the issue of Strategic Planning for the Hospital. The Hospital

Planning also includes the strategic positioning of the present hospital and the impact of health

insurance. We realize the importance of this significant teaching, research and clinical resource

and have Strategic Planning for the hospital and its impact as one of our Staging

Initiatives.

As a University, we recognize that the existing Colleges in the Health Professions, the

Engineering Professions, the Science & Management Professions, and the Arts & Education

have already created some connections to the market and have strong records in developing

and placing highly qualified new professionals. W e will ask these Colleges to bring their

current strengths to a new university model that has the objective of giving the existing and new

Colleges leadership and collaborative opportunities not possible at present.

Although we have presented stages, our expectation, as noted earlier in the plan, is that we

will be in strategic mobilization mode for at least 10 years. Furthermore, with sound plans and

identified resources, every opportunity will be taken to accelerate development.

The stages are founded on our assessment that we can create a distinctive resource in the Health

Professions, given our leadership as a comprehensive Health Professions center. Adding more

disciplines to complete the spectrum of the Health Professions consolidates that strategic

leadership. Building up the Engineering Professions, Science & Management Professions and

Arts & Education resources which complement the Health Professions will increase the states.

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IMPACT OF THE CAMPUS MASTER PLAN ON STAGING 5-2

The administration in the new buildings they come to occupy, faculty and students will find

state-of-the-art technology, telecommunications and equipment. They will need to develop

skills to use these tools most effectively in order to enhance quality and productivity.

The strategic plan intersects the new campus development in the following significant

ways:

• The completion of the new Health Professions Cluster megastructure will enhance

major development of that cluster. This includes the common first year, additional

common curricular development, consolidation of academic and student services and the

building of the health team for teaching, clinical service and research.

• The female Health Professions programs will move into re-furbished space vacated by

the move of the male programs to the new buildings.

• The five-year interval between the opening of the Health Professions academic

facilities and the new Hospital will provide the time to rethink clinical education and

plan for interdisciplinary clinical and health services research programs.

THE THREE STAGES OF VISION REALIZATION [Planned completion dates 5-3

are in parentheses]

Stage I: (2015-2016)

• Complete the integrated Health Professions cluster by adding Colleges of Public

Health, Basic Sciences with male and female studies in all Health Professions Colleges

(2016)

• Build full Stakeholder Advisory Network (2015)

• Develop Strategic Plan for Strategic University Partnerships (ongoing)

• Develop the Center for Research and Medical Consultation as the incubator for some

of the new Colleges that we wish to build on as an inter-disciplinary research base and

service as the foundation for professional education programs (ongoing)

• Plan and implement the management capacity and competency for all aspects of the

new campus (ongoing)

• Implement new Student Flow system to allow preparation and choices for students

• Begin strategic planning for the hospitals and their impact (ongoing)

• Continuous joint planning with Stakeholders to determine new or changed

demonstrated professional workforce and research needs

• Continuous University Strategic Planning

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• Prepare for operation of full residential campus (ongoing)

• Continue strategic planning for hospitals; begin implementation planning

Stage II: (2016-2017)

• Continue hospital planning (ongoing)

• Continuous joint planning with Stakeholders to determine new or changed demonstrated

needs for professional and research workforce


Stage III: (2017-2018)

• Complete the planned University Design for three Academic Clusters, full UOD residential

campus and full administration (2016)

• Plan for opportunities in all Clusters provided by the New Hospital (2016)

• Continuous joint planning with Stakeholders to determine new or changed demonstrated

needs for professional and research workforce


• Apply the full intellectual power of UOD in the Health, Engineering, Science &

Management Professions and Arts & Education Profession for strategic problem solving,

knowledge-based industry strategic support and improvement of the quality of life of the

Eastern Province and the Kingdom.

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CHAPTER 6: EXECUTING THE PLAN

PLANNING FOR IMPLEMENTATION 6-1

Our university has a significant implementation agenda given the national and provincial

expectations for us, the growth supported by the magnificent new campus, the four clusters

Professional University, and building of a full campus community. This agenda is closely tied to our

strategic objective of building a new organization model, and with it, the capacity to develop and

execute implementation plans. We will also have to develop the habit of joint planning with

industry, the health care system, and government, to further our common interests.

6-1-1 IMMEDIATE UNIVERSITY-WIDE PRIORITIES FOR ALL ASPECTS OF

STRATEGIC PLANNING

• Enable and prepare all Colleges for Accreditation and Quality Assessment

• Sustain state-of-the-art technology in all areas of university activity

• Sign meaningful agreements with international organizations and universities

• Fulfill our vision by working to initiate, approve and implement new programs which are

oriented to economic development and diversification

• Improve university marketing of UOD’s assets in service, research and consultation

• Become more aware of community and environmental issues and developing joint

research programs to seek solutions

• Create and sustaining a broad continuing professional development program

• Build the infrastructure of academic and student services to support our students

• Structure mechanisms to communicate with industrial and business communities,

alumni, parents and other friends to build a base of advocacy for the University

6-1-2 INSTITUTIONAL PERFORMANCE METRICS

We are and will be a unique institution in the Kingdom and will need to build performance and

outcome measures that match our mission. These measures will take on more meaning with the

accountability that will be built into the new management system.

Also, we will need to deal with benchmarks beyond the University to relate to our

responsibilities in the community. Our community partners will also have performance

responsibilities.

68

6-1-3 PLANNING ASSUMPTIONS

Our design for UOD and our deep strategies contain several major elements that will drive new

and more complex planning assumptions:

• The relationships between the professional colleges in each cluster and the

interconnections between the clusters.

• As noted above, we will work jointly with our community partners to determine

important assumptions on strategic workforce needs and knowledge-based industries

• One of our key assumptions will deal with the demand for and the size of the various

colleges and the level of enrollment by men and women in those colleges.

6-1-4 MULTI-YEAR FORMAT

UOD must master heavy agenda on organizational, programming, facilities-construction and campus

community-building. This cannot be managed in 12-monthly periods. We must think about the

future in multi-year terms. This is because, by their nature, the activities by nature require years, not

months.

These activities include the following: Building expansion and new colleges, recruiting a larger

number of faculty, starting a competitive research program on a new and complete campus as well

as creating new organizational and management capacities. Funding systems also must be

designed on a multi-year basis in order to commit the resources necessary to accomplish our strategic

priorities.

PREPARING FOR CONTINUOUS PLANNING 6-2

The expectation is that UOD will have a continuous planning process in operation from September

2014.

6-2-1 PROCESS DESIGN

Our current planning process which produced this strategic plan was designed purposely as a

transitional step to full implementation of continuous planning. We are now preparing to start

continuous strategic planning with the multi-year implementation planning in early 2009. The process

will place responsibility and accountability for continuous strategic planning at the university, cluster

and college levels. Launching new colleges will create a large part of the need. Our strategies for

collaborative and interdisciplinary academic activity make planning more complex. The process also

will reach outside the university to industry and government, with the expectation that one party’s

planning efforts will influence the other.

69

6-2-2 DEEP STRATEGY ISSUES AND STRATEGIC INITIATIVES FOR THE FUTURE

Continuous planning rests on strategic intelligence and on an internal University discipline to

stay focused on key strategies. Some strategies that the University has classified as “deep strategies”

will require continuous attention and work. In addition, the continuous planning agenda will deal

with ongoing and new strategic initiatives (such as new colleges and strategic partnerships).

As noted earlier, we will need to learn a new kind of planning that has UOD joining industry,

government and health care in collaborative strategic planning. An example of where deep- strategy

meets strategic initiatives deals with the specific degree programs and sizes of the colleges in the

technical professions. In order to avoid the problems of the past, we will work closely with industry

and government to shape the programs to maximize their contributions to the future economic

development and diversification of the Eastern Province and the Kingdom.

•••••

70

CHAPTER 7: GANTT CHARTS

71

Strategic Goal #1

Create and sustain in a major professional university high quality instruction, research and service in

professional fields relevant to Eastern Province, the nation, the GCC, and beyond

(NCAAA Standards Area 1: Mission, Goals and Objectives)

For the next seven years, UOD will be dedicated to the creation of a new high quality academic platform as the first

phase of development of a great institution. The full transformation will require our attention for a longer time, but, these

next seven years will set the stage for UOD’s preferred future.

The design of the strategic plan starts with a foundation of Islamic Values and the first three academic clusters and their

member colleges. The execution of the Campus Master Plan that serves those clusters provides a second overarching

framework for organization of the measures of inputs and outputs that will guide our actions

Objectives 1a, 1b, 1c and ld represent the major elements of mission-fulfillment.

72

Objective 1a: Complete the plan for the integrated Health Professions Cluster (HPC)

Aim: To create cohesion and collaboration among the respective disciplines and colleges of the health professions.

The Health Professions Cluster (HPC) can set the stage for UOD’s future academic distinction in all professional fields that it offers. With

the approval of two new colleges, and in partnership with the Engineering, Science & Management Professions and Arts & Education

Clusters, HPC has the opportunity to be a strategic leader in the Health System for the Eastern Province and the nation. The planning for and

the opening of the new Hospital and Clinics facilities provide a unifying force for all of the colleges, together and singly.

OVERVIEW METRICS

Duration 7 years (a) Increase of 100% in the total enrollment and graduates in

the Health Professions Colleges.

Cost TO BE DETERMINED (b) Improvement of 10 % per year in retention rates in all

Colleges and in total

Starting Date CONSTRUCTIONS IN PROCESS (c) Ranking number one for national (external) licensing

examinations in all HPC Colleges where available

Responsibility for Implementation Vice President, UOD; and Deans of

HPC Colleges

(d) Establish five effective long-term partnerships with

international universities or academic health centers

(e) Recruitment of new faculty in the existing and new HPC

Colleges that meet national and international criteria

(f) External Advisory Boards for each HPC College in place

73

Project Calendar (7 years)

TASKS and Input Metrics

Start and

Ending

Years

2014 2015 2016 2017 2018 2019 2020

1. Complete new academic facilities for Medicine, Dentistry,

Nursing and Allied Medical Sciences, Clinical Pharmacy and,

renovate academic & housing facilities for Women’s Programs

Ongoing

2015

2. Complete in the Eastern Province, market studies on the needs for

professions strategic work force and focused research in all health

areas (in concert new UOD Health Colleges)

2014 and

ongoing

3. Official approval for the Colleges of Basic Medical Sciences

(BMS) 2015

4. Launch of Common First Year Program and Student Flow

process Ongoing

4. Appointment of Deans for new Colleges: including Public Health

and Basic Medical Sciences (BMS). Complete new college strategic

plans; Launch new colleges

Ongoing

2015

5. Complete Plan for Health Professions Colleges & Clusters 2015-2016

6. Complete plans and construction of buildings for new Colleges

Ongoing

2015

7. Complete strategic plan for Women’s Health Professions

Ongoing

2015

8. Complete new hospital (2016) and strategic plan for clinical

education

ongoing

2014

74

Objective 1b: Complete the plan for the integrated Engineering Professions Cluster (EPC)

Aim: To create cohesion and collaboration among the respective disciplines and colleges of the engineering professions.

The Engineering Professions Cluster has the advantage of a beginning strategic movement in the creation of a Common First Year program.

With a strong existing college in Architecture and Planning, the emerging retooled College of Design, and the College of Engineering, the

EPC can coordinate important market studies for strategic work force and needs for industry research and consultation. In addition, there can

be collaboration in the establishment of a field experience network.

OVERVIEW METRICS

Duration 7 years (a) Increase of 100% in the total enrollment and graduates in the

Engineering Professions Colleges.

Cost TO BE DETERMINED (b) Improvement of 10 % per year in retention rates in all EP

Colleges with the goal being an 80% overall retention rate


examinations in all EPC Colleges where available


EPC Colleges

(d) Establish three effective long-term partnerships with

international universities or academic health centers

(e) Recruitment of new faculty in the existing and new EPC


(f) External Advisory Boards for each EP College in place

75


TASKS and Input Metrics Start and

Ending Years

2014 2015 2016 2017 2018 2019 2020

1. Complete new academic facilities for Architecture and

Planning, Engineering and Design, renovate academic &

housing facilities for Women’s Programs

Ongoing –

2015

2. Complete in the Eastern Province, market studies on the needs

for Engineering Professions strategic work force and focused

research in all relevant current and future technical areas

2014 and

Continuing

3. Complete Strategic Plans for all current EPC Colleges and EP

Cluster, including common year, research, library, learning

resources, strategic partnerships and new field experience

models for each College

2015-2016

4. Launch Common First Year Program and Student Flow

process 2015-2016

5. Launch College of Engineering 2015-2016

6. Launch a new strategic model for the College of Design

including enrollment increases for women and men 2015-2016

7. Complete Engineering Professions Cluster Plan 2015 ongoing

8. Complete EP Cluster and College Management Structure 2015-2019

9. Develop a strategic plan for Women’s Engineering

Professions (2015) 2015-2016

76

Objective 1c: Complete the plan for the integrated Science & Management Professions Cluster (SMPC)

Aim: To develop and sustain science & management profession resources for the Eastern Province and beyond.

This Science and Management Professions clusters entirely new mission area for UOD will start with/without an existing institutional base.

This clusters leaders to be engaged in market studies, strategic planning and program planning, including facilities programming.

The new colleges are management, computer science; applied studies and community colleges are to be strengthened.

OVERVIEW METRICS

Duration 7 years (a) Reach targeted enrollments for new Science & Management

Professions Colleges.(completion of first undergraduate cycle )

Cost TO BE DETERMINED (b) Ranking number one for national (external) licensing examinations

in all SMPC Colleges where available

Starting Date CONSTRUCTIONS IN PROCESS (c) Establish at least 10 industry field experience arrangements for

health and technical management sites


SMPC Colleges

(d) Establish three effective long-term partnerships with international

universities

(e) Recruitment of new faculty in the existing and new SMPC Colleges

that meet national and international criteria

(f) External Advisory Boards for each SMP College in place (2016)

77



Ending Years

2014 2015 2016 2017 2018 2019 2020

1. Complete programming, design, tender and construction for

new academic facilities for Management and Computer

Science, community colleges, Applied studies renovate

academic facilities for Women’s Programs

2015

Ongoing

2. Complete in the Eastern Province, market studies on needs for

Management Professions Colleges strategic work force and

focused research in current and future health professions and

technical areas

2015 &

Continuing

3. Complete Strategic Plans for all SMPC Colleges, including

Women’s programs and SMP Cluster, including common

year, and (in concert with University administration) research

(CRMC), library, learning resources, strategic partnerships and

new field experience models for each College

2015-2016

4. Conduct Joint Strategic planning with Eastern Province

Chamber of Commerce 2014-2015

5. Plan/Launch of Common First Year Program and Student Flow

process; 2014-2015

6. Launch of College of Management 2015-2016

7. Launch of College of Computer Science 2015-2016

8. Complete Science & Management Professions Cluster Plan 2014-2015

9. Complete SMP Cluster and College Management Structure 2014-2015

10. Review long-term relationships with College of Applied

Studies & Community Services 2014-2016

11. Complete planned women’s academic facilities and housing 2015-ongoing

78

Objective 1d: Complete the plan for the Arts & Education Professions Cluster (AEPC)

Aim: To develop and sustain humanities profession resources for the Eastern Province and beyond.

This Arts & Education Professions Clusters a new mission area for UOD will start with an existing institutional base. College has to be

engaged in market studies, strategic planning and program planning, including facilities programming.

OVERVIEW METRICS

Duration 7 years (a) Increase of 100% in the total enrollment and graduates in the

Arts & Education Profession Colleges.

Cost TO BE DETERMINED (b) Improvement of 10 % per year in retention rates in all AEP

Colleges with the goal being an 80% overall retention rate


examinations in all AEP Colleges where available

Responsibility for Implementation Vice President for Branch Affairs

UOD; and Deans of AEP Colleges

(d) Establish three effective long-term partnerships with

international universities or academic centers

(e) Recruitment of new faculty in the existing and new AEP


(f) External Advisory Boards for each AEP College in place

79



Ending Years

2014 2015 2016 2017 2018 2019 2020

1. Complete new academic facilities for Arts and Education

and renovate academic facilities for Women’s Programs 2014-2019

2. Complete in the Eastern Province, market studies on the

needs for professions strategic work force and focused

research in all humanities cluster areas (in concert new

UOD Arts & Education Colleges)

2014-2015

3. Complete Strategic Plans for all current AEPC Colleges

including strategic partnerships 2015

4. Launch of Common First Year Program and Student Flow

process 2015 &

Continuing

5. Complete Plan for Arts & Education Professions Cluster 2015-2016

6. Complete plans and construction of buildings for new

Colleges 2015-2016

7. Complete plans for women’s academic facilities and

housing for Arts & Education Professions Cluster 2014-2015

80

Strategic Goal # 2

Build a new organizational model of management system, infused with quality, to handle the future

size and complexity of UOD

(NCAAA Standard Area 2: Governance and Administration)

Achieving the strategic vision for UOD as an excellent Professional University with four strong academic clusters in the

Health Professions, Engineering Professions, Science & Management Professions and Arts & Education Professions

requires a new management culture and organizational depth and competencies that match the strategic expectations. As

we are planning back from the future, we also understand that these capacities are needed to lead the new university

design and academic and administrative strategies. Decision-making and accountability will be necessary throughout the

University.

81

Objective 2a: Develop a framework for system-to-campus and intra-campus delegation of responsibility and authority among executive

and academic officers

Aim: Delegate authority from central campus to UOD in order to significantly modernize and expand administrative structures and

functions

OVERVIEW METRICS

Duration 12 months and ongoing (a) Strategic Management Plan approved by internal and external

authorities

Cost TO BE DETERMINED (b) Job descriptions for new administrative officers developed &

approved

Starting Date 01 October, 2014 (c) At least 50% vacancies filled with qualified individuals

Responsibility for Implementation VP, Academic Affairs

VP, Administration

Dean, Faculty Affairs

(d) Orientation and training sessions conducted

(e) Ongoing professional development program in place through

third level of management

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Complete the design of the Strategic

Management Plan for UOD System and gain

internal approvals, including delegation and

responsibility

12

2. Negotiate with UOD/ Ministry of Higher

Education any needed changes in job titles,

reporting lines 6

3. Develop job descriptions for new positions

and begin recruiting 6

4. Orient new administrators to institutional

vision and plan Ongoing

5. Conduct professional development activities

for new administrators Ongoing

82

Objective 2b: Define the executive/managerial role of Deanships, campus leaders, cluster leaders and academic deans

Aim: Transform the office of Academic Dean to an administrative leader of academic units (colleges).

OVERVIEW METRICS

Duration 9 months & ongoing (a) Compilation of “best practices” for academic leadership

Cost TO BE DETERMINED (b) Job descriptions that empower Deans

Starting Date 01 October 2014 (c) Recruitment and appointment to new positions

Responsibility for Implementation VP, Academic Affairs,

Dean, Faculty Affairs,

Dean, Education Development/

College Deans

(d) Periodic leadership workshops conducted

(e) Professional Development Program in place

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Study “best practices” in comparable

university systems for Cluster Leaders,

Deanships, campus leaders and academic deans 2

2. Develop job descriptions that provide

delegated authority to Cluster leaders, campus

leaders and Academic Deans by widening their

decision-making scope

4

3. Recruit/appoint new Deans, where vacancies

exist Ongoing

4. Conduct periodic workshops/professional

development programs on leadership for Deans

and senior management Ongoing

83

Objective 2c: Coordinate deployment of academic and administrative support functions to enhance efficiency and effectiveness

Aim: Identify, recruit, and train 40-50 key administrative and academic support positions to report to the Vice President or to his

designee in order to modernize university management and eliminate the practice of “management by committee”

OVERVIEW METRICS

Duration 18 months and ongoing (a) List of support positions needed for each of 14 major

institutional systems

Cost TO BE DETERMINED (b) Assignment of supervisory responsibility

Starting Date 01 October 2014 (c) Job descriptions

Responsibility for Implementation VP, Academic Affairs


Dean of all colleges

(d) New personnel recruited and appointed (at least 50%)

(e) Training sessions conducted

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. De-construct the list of 14 institutional

systems, and enumerating for each system the

required support positions 3

2. As a preliminary measure, assign a number of

support positions as the supervisory

responsibility of each of the Cluster leaders 3

3. Develop job descriptions for new academic

and administrative support positions 4

4. Develop budget impact analyses for all of the

changes-consider competitive salaries to

attract new talent 6

5. Advertise, recruit, appoint support personnel 6

6. Conduct training activities to prepare

academic & administrative support personnel

for their responsibilities Ongoing

84

Objective 2d: Invest in strong, senior-level academic management capacity; implement in full the new Deanship for Quality and

Academic Accreditation (DQAA) in relation to Management.

Aim: In relation to Management, develop a capacity for ongoing professional development and assessment of the quality of

performance at UOD

OVERVIEW METRICS

Duration 18 Months (a) Manual of best practices in developing and assessing quality

management

Cost TO BE DETERMINED (b) New staff appointed (at least 50%)

Starting Date 01 October 2014 (c) Calendar of training programs established

Responsibility for Implementation VP, SDCS

Supervisor General, DQAA

(d) Assessments conducted, with ratings of management

performance;

(e) Integrate strategic and continuous planning processes into

work of DQAA as well as "Institutional Research"

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Supervisor General of DQAA to travel to

other campuses and do workshops to devise a

document on best practices in developing and

assessing quality management

12

2. Recruit and appoint additional staff to DQAA 6

3. Develop an annual calendar of training

programs 3

4. Conduct annual assessments of management

performance Ongoing

5. Complete design and implement ongoing

strategic planning and continuous planning

processes Ongoing

85

Objective 2e: Establish and implement systems for performance appraisal, award and reward in all Units.

Aim: Develop a systematic approach to enhance a positive organizational climate.

OVERVIEW METRICS

Duration 9 Months (a) Immediate feedback on appraisal provided

Cost TO BE DETERMINED (b) New award & reward systems acknowledged

Starting Date 01 March 2015 (c) Customer & job satisfaction surveys conducted

Responsibility for Implementation Dean, Faculty Affairs

Director, Public Relations & Information

(d) Opinion of faculty & staff sought and documented

Project Calendar

TASKS Duration 0 1 2 3 4 5 6 7 8 9 10 11 12

1. Provide immediate feedback on performance

appraisal of faculty and administrative staff. Ongoing

2. Improve award systems for students. Ongoing

3. Award and reward systems for faculty and

staff should include service to UOD and the

community.

Ongoing

4. Customer Satisfaction Surveys should be

performed regularly, targeting both internal and

external customers.

Ongoing

5. Seek the opinions of faculty and staff on

major initiatives.

Ongoing

86

Strategic Goal # 3

Infuse a culture of quality with recognition into all our professional activities to ensure accountability

and achievement of stated objectives at all levels throughout all units in UOD

(NCAAA Standards Area 3: Management of Quality Assurance & Improvement)

UOD is committed to the development of a philosophy of continuing quality improvement and comprehensive quality

management (QM). Planning and Accreditation are added dimensions to the UOD QM program. These QM programs

and initiatives will be achieved through: the strong support of H.E. the President and the UOD Vice Presidents; the

application of effective QM leadership; and, the commitment and involvement by all deans, department chairs,

administrative managers and faculty.

87

Objective 3a: Create a total institutional commitment to continuing Quality Management [QM] by means of effective leadership

and widespread involvement of faculty; weave QM into all planning and accreditation processes; support Quality Systems Unit in

collection of data for UD Quest and UD Metrics

Aim: To create a culture that assures a high level of quality management throughout the institution

OVERVIEW METRICS

Duration 12 months and continuous (a) Install system for Institution-wide engagement in QM

Starting Date 01 October 2014 (b) System of QM programs in all Colleges for seeking

accreditation set up

Responsibility for Implementation Supervisor General,DQAA (c) Reward Systems in QM applied

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Develop support systems in the DQAA to

assist main UOD units develop actionable and

measurable plans in response to their assessment

collected QM data

9

Ongoing

2. Develop reward systems and means of

institutional recognition for units achieving

measurable Quality Improvements in their scope

of activities

3

3. Ensure that planning processes in major units

of UOD satisfy the standards required by the

University ongoing

88

Objective 3b: Ensure that the scope of Quality Management (QM) is comprehensive and relates to all clinical, educational and research

programs, administration and other business units of UOD

Aim: Ensure that QM system reaches all aspects of professional activities at UD

OVERVIEW METRICS

Duration 12 Months and continuous (a) Manual of QM Policies and Procedures is approved.

Cost TO BE DETERMINED (b) Over-arching and Unit reports produced, approved and

distributed.

Starting Date 01 October 2014 (c) Evaluation indicators for input, process and, especially,

outcomes are approved. Responsibility for Implementation Vice President for Studies,

Development and Community Services

& Supervisor General, DQAA

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Create mechanisms to assure that all

academic and administrative units participate in

QM processes

3 & Continuous

2. Create and approve a comprehensive QM

Policies and Procedures Manual 4

3. Carry out regular evaluations and provide

reports that give an overview of performance

for: (a) UOD as a whole; and, (b) each

constituent unit

Annual

and

Ongoing

4. Create evaluation indicators that consider

inputs, processes and outcomes, with particular

attention to quality of outcomes 4

89

Objective 3c: Develop policies, structures and formal operating plans to assure efficient and effective administration of the QM process

Aim: To assure effective and efficient conduct of QM administration.

OVERVIEW METRICS

Duration 12 Months and continuous (a) Space plan for DQAA approved

Cost TO BE DETERMINED (b) DQAA Organizational Chart approved

Starting Date 01 October 2014 (c) Approved Position for all QM line and staff personnel

Responsibility for Implementation Supervisor General, DQAA

(d) Recruit 80% staff for QM programs, including College and

other Units

(e) Internal review program for DQAA itself is in place

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Set up a regularly performed evaluation

system to review all operating procedures of the

QM program and establish reliable means of

communication of QM results between DQAA

and Deans, and between Deans, Vice Deans,

and Faculty Boards and Curriculum Committees

12

2. Set up unit specific and college specific QM

evaluations and processes that are fully integrate

QM into all activities across UOD

12 and

Ongoing

90

Objective 3d: Involve the full range of external UOD stakeholders in creating, improving, and sustaining QM processes and responsive

action plans that are based on verifiable and actionable evidence-based key performance indicators (KPI's).

Aim: To create a university-wide commitment to QM.

OVERVIEW METRICS

Duration 12 months (a) Set of “best practices” and benchmarks for each KPI approved

Cost TO BE DETERMINED (b) An evidence based verification system to cross check validity

of results from self-evaluations and internal opinions is in place

Starting Date 01 October 2014

Responsibility for Implementation Vice President, SDCS


Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Develop evidence based verification system to

check quality of self-evaluation surveys 6

2. Identify and use external and independent: (a)

“best practice” goals; (b) external benchmarks

(including those supplied by MOHE Observatory

Center); and (c) recognized expert advisors (in those

Colleges that have not already established Advisory

Boards) to verify opinions of internal stakeholders

and results of internal Customer Satisfaction Surveys

6

3. Develop mechanisms to monitor achievement in

areas identified as needing improvement, and report

results to senior management and stakeholders Ongoing

4. Enter data into UD Metrics and provide metrics to

Decision Support Unit for dashboard display and

distribution to President and University Council 3

91

Strategic Goal # 4

Expand opportunities for student learning and engagement to support realization of their academic

and career aspirations

(NCAAA Standards Area 4: Learning and Teaching)

To support the development and diversification of the economy and human capital of the Kingdom of Saudi Arabia,

UOD will provide qualified male and female students with a diverse range of programs in the health professions,

engineering, science and humanities and management professions . While maintaining international standards, UOD will

develop, monitor quality, and continuously improve the curriculum, teaching and assesment methods, to maximize

successful learning and student progress towards graduation, in accordance with Islamic values.

92

Objective 4a: Implement contemporary and innovative curriculum design, teaching and learning strategies which allow integration and

critical enquiry

Aim: To prepare students for effective entry into the world of work, they must be given opportunities to be more than passive

receptors of information; classroom and clinical experiences must emphasize active learning, creative problem-solving and team

work

OVERVIEW METRICS

Duration 12 months & ongoing & (a) Workshops held, conferences attended

Cost TO BE DETERMINED (b) New courses designed

Starting Date 01 October 2014 (c) Surveys of pilot courses


Dean of Colleges,

Dean of Education Development,UOD

(d) Number of faculty supported in adoption of new instructional

approaches

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Expand participation in workshops for

faculty development that explore modern

instructional techniques 8

2. Formalize cluster-wide Curricullum

Committees to design new courses and

intructional styles 4

3. Assess the new programs & courses, and new

techniques as well as their results 4

4. Assess results of new programs & courses,

new techniques 2

5. Give support to faculty and provide

infrastructure for the implementation of the

new approaches Ongoing

93

Objective 4b: Expand curricular options to meet the identified needs of the community

Aim: To maximize the human capital (including women) that can contribute to the Kingdom’s development, consistent with its

Islamic values.

OVERVIEW METRICS

Duration 10 months & ongoing (a) Survey of opportunities conducted

Cost TO BE DETERMINED (b) Plans for new curricula approved

Starting Date 01 October 2014 (c) New programs for women launched

Responsibility for Implementation VP, Academic Affairs, College Deans,

Department Chairs, Director of Public

relations & Information Department

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Design and conduct an updated study of

economic opportunities and other aspects of the

external environment in relation to the existing

and proposed new educational programs

5

2. In cooperation with Advisory Boards,

perform needs assessment of resources to

support the identified expanded curricullar

options

4

3. Devise implementation plans in Departments

and Colleges to launch new programs 7

4. Launch new programs Ongoing

94

Objective 4c: Develop or Strengthen first year programs(“Prep Year”) in all clusters(tracks) to ensure quality of student preparation

Aim: To close the gap between the current level of English proficiency in the basic science disciplines and that expected by UOD’s

Colleges.

OVERVIEW METRICS

Duration 6 months & ongoing (a) Revised admissions standards

Cost TO BE DETERMINED (b) Innovative first-year curricula, pairing English and subject

instruction

Starting Date 01 October 2014 (c) Numbers of faculty trained to offer new team-based program

Responsibility for Implementation Dean, Preparatory year & Supporting

Studies, Dean of all colleges

(d) Results of continuous assessment showing improved student

proficiency in English and basic sciences

Project Calendar

TASKS Duration

(months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Continuously monitor and improve the rigorous

English-intensive first-year program for the

clusters and expand the use of English in other

Prep Year classes

2

2. Design and implement a Prep Year program for

colleges in the Arts & Education clusters 3

3. Strengthen advisory systems for students in all

first year programs and continuously monitor their

effectiveness in acquainting students with all

options.

Ongoing

4. Continuous to assess students’ English Language

abiliites in year two and beyond and where

needed, monitor consistent use of English in

classrooms and/or introduce supplemental courses

to reinforce English Language Skills

4

5. Design and implement a pilot program to introduce integration among the different

components of the curricullum, namely English,

Science subjects and Communication skills

Ongoing

95

Objective 4d: Design and implement mechanisms to assess graduates’ attainment of skills specified in National Qualification

Framework (NQF)

Aim: To satisfy the national requirement that all university graduates must demonstrate skills in four or five domains of learning

(knowledge; cognitive skills; interpersonal skills; psychomotor skills) whichever as applicable

OVERVIEW METRICS

Duration 9 months & ongoing (a) Outcomes of domain of learning

Cost TO BE DETERMINED (b) Implement assessment mechanisms

Starting Date 01 March 2015 (c) Instructional modules and techniques are developed and

approved Responsibility for Implementation Vice President, Academic Affairs

College Deans

Dean, Education Development

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Design assessment Mechanisms 4

2. Assist faculty in developing instructional

modules and techniques that reinforce the skills Ongoing

3. Conduct the skills assessments of students

6

Ongoing

96

Objective 4e: Establish a procedure for a regular cycle of review of existing academic programs

Aim: To ensure that all existing academic programs at UOD regularly demonstrate the currency of their curricula and the effective

preparation of their graduates for jobs that promote the economic development of the Eastern Province

OVERVIEW METRICS – In relation to each College

Duration 12 Months (a) Policies & procedures to be developed and approved

Cost TO BE DETERMINED (b) List the number of program reviewed in annually

Starting Date 01 October 2014 (c) Benchmark comparison data on programs in KSA


Deans of each College

(d) List program specifications & reports

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Design policies and procedures (including

use of external examiners) for systematic

review of academic programs on a 5-year

cycle

3

2. Select programs to be reviewed in the first

and subsequent years of the cycle 4

3. Gather internal evaluation data, external data

relating to labor market conditions in the

province, and data for benchmarking against

comparable programs in the Kingdom and

beyond

3

4. Launch new program review cycle Ongoing

97

Strategic Goal # 5

Provide access and support for all qualified students, while establishing a vibrant and interactive

campus environment to create a university community and foster loyalty

(NCAAA Standards Area 5: Student Administration and Support Services)

To support the development and diversification of the economy and human capital of the Kingdom of Saudi Arabia,

UOD will provide qualified male and female students with a diverse range of programs in the health professions,

engineering, science and humanities an management profession. While maintaining international standards, UOD will

develop, monitor quality, and continuously improve the curriculum, teaching and assessment methods, to maximize

successful learning and student progress towards graduation, in accordance with Islamic values.

98

Objective 5a: Revisit continously the Strategic Enrollment Plan to manage effectively the flow of enrolled students throughout UOD

Aim: To develop capacity for effectively managing student flow, in the face of projected large increases of applicants, expanding

educational access and options available to students without sacrificing quality

OVERVIEW METRICS

Duration 12 months (a) Strategic enrollment plan

Cost TO BE DETERMINED (b) Public relations plan for secondary schools

Starting Date 01 October 2014 (c) Successful enrollment of first-year students into clusters

Responsibility for Implementation Dean of Admissions and Registration,

Cluster Leaders, College Deans

(d) Successful enrollment of students into Colleges

(e) Volume of applications and distributions among Colleges

and programs

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Provide current projections for enrollments

by College, develop a model for managing

UOD enrollments that not only projects

future volumes of applicants but also takes

into account both expanding and declining

needs for graduates in particular

occupations in the Eastern Province

5

2. Expand the practice of enrolling first cohort

of students to a cluster in the Prep. Year by

designing and implementing a track for Arts

& Education Colleges.

7

99

Objective 5b: Expand the Implementation of effective counselling of students on academic and career choices

Aim: To maximize opportunities for student academic success and to broaden student knowledge of program at UOD and career

opportunities in the GCC region so that students select programs best suited to their skills and abilities and employment prospects

OVERVIEW METRICS

Duration 5months and ongoing (a) Orientation programs for new students at UOD

Cost TO BE DETERMINED (b) Student retention rates by college and degree programs

Starting Date OCTOBER 2014 (c) Rates of participation at Workshops for student success

Responsibility for Implementation College Associate Deans

Dean, Prep.Year and Supporting

Studies

Director, University Counselling center

(d) Staffed offices providing support services to students

(e) Surveys of student satisfaction and continuous improvement

of service

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Optimize the effectiveness of the mandatory

orientation program for students entering

UOD and ensure that students are ready to

access (in print and on the website) the

statements of Rights and Responsbilities

and of ethical standards

5

2. Facilitate opportunities for students in all

colleges for involvement in national and

international professional societies Continuous

3. Expand the participation of students in

study/learning-skills workshops Continuous

4. Use results of surveys to target

improvements in student counseling

services and expand the number of qualified

professional counseling staff

Continuous

5. Improve counseling during the Prep Year to

ensure that students are well aware of all of

the career options within the various tracks Continuous

100

Objective 5c: Build linkages to support networks for students’ academic choices and career placements

Aim: To broaden students’ awareness of academic options and career possibilities and to assist in finding suitable employment for

graduating students and alumni

OVERVIEW METRICS

Duration 6 months and ongoing (a) Appointment of “practice” faculty in various programs

Cost TO BE DETERMINED (b) On-campus career fairs for students

Starting Date 01 October 2014 (c) Programs presented by alumni “mentors”

Responsibility for Implementation Dean of Student Affairs, College Deans

Director, Alumni and Career

Development Center

(d) Rates of participation in career fairs and alumni

programs

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Actively pursue the recruitment of

“professors of practice” honorary or adjunct

faculty in various programs 5

2. Evaluate and enhance the collaboration with

various National Institutions including the

Chamber of Commerce to organize and conduct

career fairs in the colleges

4

3. Develop an effective web page for UOD

alumni and recruit them in various educational

fields to serve as career mentors to

undergraduates

6

101

Objective 5d: Expand facilities and programs for student recreation as well as professional and cultural clubs

Aim: To enrich the sense of campus community, to enhance opportunities for out-of-classroom learning, and to deepen students’

bonds with the institution

OVERVIEW METRICS

Duration 6 months (a) Proportion of programs creating slots for activity periods

Cost TO BE DETERMINED (b) Student satisfaction rate, as shown by surveys

Starting Date 01 October 2014 (c) Proportion of staff willing to enroll as sponsors

Responsibility for Implementation Dean of Student Affairs, Dean of

Admissions and Registration, General

Supervisor of University Projects

(d) Annual increase in numbers of clubs

(e) Dedicated funds received for students’ co-curricular

activities

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Ensure more rapid funding and time lines for

construction of the residences and recreation and

activities center for female students Ongoing

2. Identify and equip club and recreational activity

space usable on interim basis (pending completion of

new campus facilities) 7

3. Provide additional incentives for faculty and staff

to serve as sponsors of clubs and activities and to

participate in other activities with students 3

4. Create additional physical indoor and outdoor

spaces to allow more student and faculty interaction Ongoing

102

Objective 5e: Create more opportunities for students to switch between programs at UOD

Aim: To improve the matching of student abilities or interests with program requirements in program selection.

OVERVIEW METRICS

Duration 12 months and continuous (a) Volume of student transfers between programs

Cost TO BE DETERMINED (b) Volume of student attrition (“wastage”)

Starting Date 01 October 2014 (c) Student surveys: rate of satisfaction with program choices


Cluster Leaders, College Deans

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Restructure curricula to allow seamless

transfer to another program within the same

field of education 10

2. Create an outlet at community colleges or in a

technical programs for students who are unable

to enroll in a college after the Preparatory Year 8

3. Provide opportunities for low performing

students to transfer to other programs 9

103

Objective 5f: Create an option to allow very high-performing high school graduates to test out of the Prep Year and enter directly into

a College

Aim: To encourage the brightest high school graduates, who may now view the Prep Year as “wasted time,” to apply for an

accelerated placement at UOD

OVERVIEW METRICS

Duration 12 months (a) List of cohorts of honored students

Cost TO BE DETERMINED



Cluster Leaders, College Deans &

Prep.year

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Survey advanced high school students to

determine the extent of interest in the honors

track 3

2. Design a battery of tests to allow “credit by

examination” as for Prep Year courses 6

3. Admit the first cohort of Honors students

directly into a UOD college 5

104

Strategic Goal # 6

Establish “state-of-the-art” libraries and related learning resources.

(NCAAA Standards # 6: Learning Resources)

Given the major investments at new campuses already made in telecommunications infrastructure, UOD has the

opportunity to create a model library/learning resources system that will support teaching and learning and give greater

reach to the University’s intellectual resources.

Provision of unimpaired access to all learning resources, libraries and assistance to meet needs of both teachers and

students engaged in the respective academic activities critical to the successful pursuit of UOD’s mission

105

Objective 6a: Develop full campus and off campus strategic learning resources

Aim: To create user-friendly, state-of-the-art in and off campus learning and information resources.

OVERVIEW METRICS

Duration 37 months (a) Evaluate the existing condition of the old library facilities

(b) Develop and approved the upgrading plan

(c) Approved list of all resources to be available in library

(d) Successful creation of internal campus electronic information

and communication network

(f) Commission strategic partner agreements.



Responsibility for Implementation Dean, Library Affairs

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Continuously pursue ongoing agreements with

strategic university partners and vendors Ongoing

2. Perform internal review and consider potential for use of

contracted library services Ongoing

3. Maintain and update the comprehensive strategic and

business plans for all Learning Resources, including the

e-learning 4

4. Develop rehabilitation plan for the existing libraries

(e.g. Women’s’ Library) 4

5. Extent state-of-the-art interactive campus electronic

networks to upgrade the existing link of the library

services to entire campus 4

6. Monitor and appropriately update policies, procedures

and security systems, advisory infrastructure to

maintain excellence in provision of library services. ongoing

7. Maintain appropriate institutional repository ongoing

8. Monitor the implemented plans to extend

library/learning service to UOD communities ongoing

106

Objective 6b: Delivery of excellent comprehensive library and learning resources

Aim: To create user-friendly, state-of-the-art in and off campus learning and information resources.

OVERVIEW METRICS

Duration 24 months (a) List of Professional qualifications for selecting

employment

(b) Fully operable library/learning information systems.

(c) Portfolio implemented for in-service training programs

(d) List of international library standards implemented.



Responsibility for Implementation Dean, Library Affairs

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Employ professionally qualified and experienced staff Ongoing

2. Provide physical facilities appropriate for the needs of staff

and clients(students, faculty and community)

6 &

Ongoing

3. Provide current (up-to-date) information resources and

proactive information services 12 Ongoing

4. Develop, implement and maintain a staff in-service training

program Ongoing

5. Maintain compliance with international library standards and

continuous improvement Ongoing

6. Develop and implement state-of-the-art subject guide Ongoing

107

Strategic Goal # 7

Develop sustainable modern facilities, equipment and related infrastructure to serve high quality

teaching and learning, research and community service programs.

(NCAAA Standards Area 7: Facilities and Equipment)

A new dimension brought to UOD by the Campus Master Plan is the maximum utilization of the campus through the

large presence of student and faculty housing and the impact of the new hospital.

UOD’s focus will be continuous attention to the need for upgrading and modernizing facilities to keep pace with new

developments in academia and professions.

108

Objective 7a: Develop and implement a central system for space assignment and management

Aim: To develop and implement inventory tools that will assist in proper allocation and use of space

OVERVIEW METRICS

Duration 36 months and continuous (a) Software program showing space allocation and utilization.

(b) Electronically based master space plan for UOD

(c) Annual update report showing institutional use of space

(d) Building Management System


Cost

TO BE DETERMINED

Responsibility for Implementation Vice President for Administration, and/or

his delegates,

Dean, Information & Communication

Technology(ICT)

Manager of University City- Projects

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Design software programs to cross reference

space use with respective categories (e.g.

clinical, education, research, administration,

etc.)

12

2. Develop and maintain up-to-date master

space plan for all components of UOD

24 &

Continuous

3. Develop user-friendly regular interval reports

on space allocation and its utilization (at least

quarterly) Continuous

Starting after 30 month

109

Objective 7b: Prepare strategic plan for operation and maximum utilization of campuses and related facilities.

Aim: To create vibrant campus environments that continuously supports students, faculties and administration

OVERVIEW METRICS

Duration 15 months (a) List of factors ready and presented


Starting Date 01 October 2014 Responsibility for Implementation Vice President for Administration,

and/or his delegates,

Dean, Information & Communication

Technology


TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Identify all factors preventing maximum

utilization of campuses 4

2. Develop work plans to address preventing

factors 4

3. Develop and implement policies creating

maximum utilization of campuses 7

110

Objective 7c: Develop program for continuous facility maintenance and change to keep pace with evolution of facility needs of UOD’s

colleges and programs

Aim: To create and maintain sustainable campus facilities that provide students, faculties and administration an optimal

environment for maximum accomplishment and productivity

OVERVIEW METRICS

Duration 9months and continuous (a) Monitoring system to plan facility upgrade needs.

(b) Preventive maintenance schedule Cost TO BE DETERMINED

Starting Date 01 OCTOBER 2014

Responsibility for Implementation VR and his delegates and Director,

Office of Facilities. Project and

Maintenance Department will be

responsible

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Develop and implement facilities evaluation

monitoring system to plan for projected future

needs, upgrades and replacements. 9

2. Develop and implement routine preventive

maintenance schedules on all major equipment

and facilities

4

Continues

111

Objective 7d: Develop mechanisms to identify and interact with ongoing development of land bordering UOD campuses

Aim: To develop an interactive relationship with the bordering “neighbors” to minimize undesired development and maximize joint

benefits of future development of surrounding landmass

OVERVIEW METRICS

Duration Continuous (a) List of neighboring property owners surrounding UOD campuses

(b) List of land use (current & planned) by land owners surrounding

UOD campuses

(c) Need to meet with the surrounding neighbors



Responsibility for Implementation

Vice President, Administration

University Campus Department

Manager, University City Projects

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Develop master list of neighboring landmass

owners and usage 3

2. Meet with each neighboring landmass owner

to determine current and planned long-term use

of land 6

3. Develop and maintain ongoing regular

interactions with neighboring land owners Continuous

112

Objective 7e: Develop on-site high-standard kindergarten, (K-12) elementary and secondary high school system for the children of

faculty, staff and community to enhance value to campus.

Aim: To provide faculty and their family with an optimal campus environment to live and work

OVERVIEW METRICS

Duration 48 months and ongoing (a) Locating schools in the Universities Master Plan.

(b) Business plan for development of campus schools

including Internal Generated Funds (c) Construction Plan for schools

(d) Enrollment


Starting Date 01. October 2014

Responsibility for Implementation Vice President, Administration

University Campus Administration –


Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Develop student volume projections 1

2. Create Business plan for development of an

outstanding model school 6

3. Develop Construction Plan for development

of an outstanding model school 4

4. Accomplish campus schools construction,

start enrolment. 36

113

Objective 7f: Develop and implement a total safety & security management system

Aim: To provide responsible security for UOD and its complex and diverse structures and systems.

OVERVIEW METRICS

Duration 12 months and ongoing (a) Total safety &security management systems plan installed

(b) Number of safety & security management system awareness

program conducted in the campus

(c) Number of safety and security management systems internally

& externally contracted.


Starting Date 01. November 2014


University Campus Administration

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Determine whether created internally Or

externally contracted 3

2. Develop plan for total safety & security

management system 3

3. Implement plan for total safety & security

management system

6

Ongoing

114

Objective 7g: Establish and upgrade state-of-the-art IT Systems.

Aim: To Build high capacity IT capabilities to support the staff and students both for administration, academia activities

OVERVIEW METRICS

Duration 36 Months and ongoing (a) At least 50% of the planned personnel to be on-site

(b) Number of IT training programs are conducted for the users

(c) Establish collaboration with other Deanships and Departments

to support academia and research.



Responsibility for Implementation Dean of ICT

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. To have an adequate and professional

staffing with competitive offer 12

2. Provide IT training programs for the users

of ICT services. Ongoing

3. Deanship of ICT will collaborate with IT

and computer science services in graduation

projects, research and technical

consultations.

Ongoing

115

Objective 7h: Develop a commitment towards environmental friendly and sustainable campuses

Aim: To provide students, faculty and their family with an optimal campus environment to live and work

OVERVIEW METRICS

Duration 12 months and ongoing (a) Explore alternative sustainable solutions to consumption of

water and electricity

(b) Develop a “green” transportation system on campuses

(c) Implement paperless campuses

(d) Promote recycling culture


Starting Date 01 November 2014


University Campus Dept.

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Conduct benchmarking studies on other

comparable institutions. 6

2. Identify areas of improvements 12

3. Consider, adopt and implement environment

friendly campuses (existing and future

expansions) Ongoing

116

Objective 7i: Develop expanded support facilities and policies to enhance campus life and environment

Aim: To provide students, faculty and their family with an optimal campus environment to live and work

OVERVIEW METRICS

Duration 12 months and ongoing (a) List the number of Health centers for the campus occupants

are planned

(b) Install centralized Project Management office

(c) Improve equipment’s of classrooms for special needy peoples

(d) List the number of toilets are planned for special need peoples

(e) Number of ICT policies & procedures implemented


Starting Date 01 November 2014


University Campus Dept.

Manager, University City, Projects

Dean, ICT

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Formulate a Higher Committee to govern

the University City 6

2. Plan and establish a Health Centre for the

campus occupants 12

3. Develop centralized university wide Project

Management Office Ongoing

4. Improve the equipment of Classrooms &

toilets for use of people with special needs Ongoing

5. Effectively implement Policy & Procedures

in the DICT Ongoing

6. Prepare a code of Conduct (DICT) 6

7. Develop and Implement proper code of

conduct in student residences. Ongoing

117

Strategic Goal # 8

Develop and implement a robust financial planning and management system

to serve all academic and administrative programs of UOD

(NCAAA Standards Area 8: Financial Planning and Management)

The efficient and effective implementation of the ambitious university strategic plans for development of multiple new

colleges, construction of a new campus, development of a robust research mission at CRMC and birthing an institutional

culture of accountability will require a significantly expanded, responsive and transparent system for financial planning

and management that serves both academic and administrative support programs of UOD.

118

Objective 8a: Develop a transparent annual budgeting and revenue/expenditure tracking system to enhance accountability in all units

of UOD

Aim: To develop a culture of fiscal accountability and responsibility throughout all academic, administrative and service units of

UOD

OVERVIEW METRICS

Duration 9 months and continuous (a) Standard template for creating annual capital and operating

budgets for each UOD academic, administrative and

service units is approved

Starting Date 01 October 2014 (b) Approved UOD annual capital and operational budgets

Responsibility for Implementation VP, UOD or Designate and Director,

Office of Financial Management

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Develop standard UOD template for annual

capital and operational budget creation for all

academic, administrative and services units 3

2.Develop approved consolidated UOD annual

operating budget 6

119

Objective 8b: Implement systems in UOD to comply with generally accepted accounting practice and standards to accurately track all

significant financial transactions

Aim: To develop a fiscal environment that fosters both accuracy, transparency and verifiability

OVERVIEW METRICS

Duration 6 months and continuous (a) Implementation of Standard Accounting Practices

Cost TO BE DETERMINED (b) Implementation of Internal Audit processes


Responsibility for Implementation VP, Administration and/or designate

and Director, Office of Financial

Management

Project Calendar

TASKS Duration

(months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Develop and implement tracking system to

monitor and assure financial compliance with

all UOD approved capital and operating revenue

and expenditure budgets

6 &

continuous

2. Develop and implement processes to provide

accurate and complete internal audits of all

financial transactions throughout UOD

6 &

continuous

120

Objective 8c: Develop a diversified portfolio of internal revenue generation to reduce dependence on a single funding source

Aim: To broaden sources of institutional income by creating a broader spectrum of mission compatible and internal revenue

generating business activities

OVERVIEW METRICS

Duration 16 months (a) Business plan for tuition-generating education programs

Cost TO BE DETERMINED (b) Business plans for faculty service contracts with regional

businesses

Starting Date 01 October 2014 (c) Rental facilities on New Campus commissioned.

Responsibility for Implementation VP, Administration

Director, Budget & Financial Planning

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Develop business plans for tuition

generating education programs 6

2. Develop business plans for faculty service

contracts with regional businesses 6

3. Plan and develop facilities (eg. Conference

Center, etc) for rental on New Campus 24

121

Objective 8d: Examine the full possibilities for the use of the Self Health Operating Unit approach in the University

Aim: Provide flexibility and accountability for revenue-earning units as the university becomes more comprehensive

OVERVIEW METRICS

Duration 16 months (a) Business Plan for Self –operating Unit programs

Cost TO BE DETERMINED (b) Install policies and procedures for self-operating unit

Starting Date 01 March 2015 (c) Research plans for sponsored research agreements with

selected industries



(d) Number of research plan implemented and studies

conducted.

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Implement business plan for self-health

operating unit model to bring the Hospital

and Clinics to develop policies and

principles to assess other possible uses.

8

2. Create plans for appropriate use in research

studies and other appropriate operations

including corporate philanthropy 8

122

Objective 8e: Integrate strategic planning with financial planning

Aim: Provide a stronger decision-discipline for strategic planning and provide tools to test strategic scenarios

OVERVIEW METRICS

Duration 12 months Percentage of annual expenditures for:

a. Teaching faculty

b. Quality programs

c. Co-curricular activities

d. Scientific research

e. Training and development of staff


Starting Date 01 March 2015


Director, Budgeting & Financial

Planning

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Commission Finance Department to

develop (using new AAFAQ and MOF

systems) to develop a new multi-year

financial model to test strategic scenarios

8

2. Design implementation planning and

continuous planning processes with

financial planning and analysis elements 8

123

Strategic Goal # 9

Increase human resource capacity to accomplish its teaching, research

and service missions more effectively

(NCAAA Standards Area 9: Faculty and Staff Employment Processes)

UOD will be able to recruit and retain highly qualified faculty in numbers sufficient to meet enrollment demands from

students at all levels, male and female, without departing from a desirable level of faculty: student ratio, or, from its

Islamic values. It will also provide programs for faculty and administrative development in all areas (teaching, research,

leadership). Clear and transparent procedures for registering complaints, resolving disputes, and administering discipline

will be available in a faculty and staff manual.

124

Objective 9a: Design and implement a strategic model for faculty and professional staff development, recruitment and retention

Aim: To create a desired staffing profile appropriate to the mission of UOD in order to allow regular monitoring of progress by

means of comparisons of current staffing levels with the desired profile

OVERVIEW METRICS

Duration 10 months (a) Electronic database of existing personnel completed

Cost TO BE DETERMINED (b) Long-term recruitment plan submitted

Starting Date 01 October 2014 (c) Annual recruitment plans submitted

Responsibility for Implementation VP, Administration, Cluster Leaders,

Deans and Chairmen


(d) Maintain desirable student: faculty ratios in face of rising

student enrollment

(e) Reports on Recruitment efforts submitted to University

Council

Project Calendar

TASKS Duration

(Months)

1 2 3 4 5 6 7 8 9 10 11 12

1. Construct electronically-managed human resources

database showing age, gender, nationality, education,

etc. for current personnel 3

2. Prepare annual plans for recruitment activity in

2014-15, drawing on department faculty expertise and

contacts 6

3. Devise long-term recruitment plans for each

department and College in light of existing and planned

programs 6

4. Prepare annual report for University Council on

Recruitment results 1

125

Objective 9b: Design and implement recruitment procedures that maximize opportunities for successfully attracting the best candidates

for the faculty and staff

Aim: To enhance prospects for reaching out to highly-qualified prospective employees with attractive and honest information about

the university and to maximize the likelihood that, once hired, they will be retained at UOD

OVERVIEW METRICS

Duration 12 months (a) Improved record of faculty recruitment prepared

Cost TO BE DETERMINED (b) Position/Job descriptions for faculty and staff compiled

Starting Date 01 October 2014 (c) Annual orientation program for new employees & families

implemented

Responsibility for Implementation College Deans, Dean of Faculty Affairs,

Dean, ICT and Director, Public

Relations & Information

(d) UOD Public Relations Plan and re-design Website

Project Calendar

TASKS Duration

(Months)

1 2 3 4 5 6 7 8 9 10 11 12

1. Prepare public relations plan for widening positive

awareness of UOD among sources of prospective

recruits

3

2. Design and implement new university web site that

is more attractive and informative 3

3. Prepare clear position/job descriptions and

information about conditions of employment for

prospective employees 3

4. Conduct personal interviews of finalists: on-

campus for senior faculty, in country of origin for

others

6

&

Ongoing

5. Design and conduct orientation to UOD for new

employees and their families 3

126

Objective 9c: Design and implement a competitive salary and compensation package for faculty and professional staff

Aim: To maximize opportunities for recruiting and retaining outstanding faculty and staff

OVERVIEW METRICS

Duration 10 months (a) New compensation plan/package compiled

Cost TO BE DETERMINED (b) New package submitted to University Council

Starting Date 01 October 2014 (c) Keep faculty & staff informed the submission to University

Council



(d) Submit to University Council promotion criteria other than

publications.

Project Calendar

TASKS Duration

(Months)

1 2 3 4 5 6 7 8 9 10 11 12

1. Conduct benchmarking studies on salaries and

benefits in GCC universities and industry 3

2. Using benchmarking evidence, gain approval

from MOHE for revision of salary scale and

elimination of detrimental distinctions between

genders and nationalities

6

3. Prepare and secure approval for promotion

criteria other than publications 2

127

Objective 9d: Design and implement a fair and transparent performance evaluation system for faculty and professional staff.

Aim: To create fair processes of evaluation to encourage and support improvements in performance and recognize outstanding

achievement

OVERVIEW METRICS

Duration 9 months (a) Statement of procedures for performance evaluation

developed

Cost TO BE DETERMINED (b) Self-assessments and performance objectives for each

member of faculty and professional staff compiled

Starting Date 01 October 2014 (c) Performance evaluations for each member of faculty and

professional staff implemented

Responsibility for Implementation

Dean of Faculty Affairs, supervisors

Project Calendar

TASKS Duration

(Months)

1 2 3 4 5 6 7 8 9 10 11 12

1. Devise and approve procedures for annual

performance evaluation 2

2. Design and initiate cycle of self-assessments and

setting of annual performance objectives 3

3. Conduct initial set of annual evaluations of

employee performance 3

4. Conduct survey to assess perceived fairness 1

128

Objective 9e: Design and implement effective professional development programs for faculty and staff

Aim: To maximize performance and professional efficiency.

OVERVIEW METRICS

Duration 10 months (a) Expanded numbers of support staff secured

Cost TO BE DETERMINED (b) Expanded numbers of professional development activities

Starting Date 01 October 2014 (c) Implementation of incentives for faculty begins

Responsibility for Implementation VP, Administration, Dean of Education

Development and Dean, Faculty Affairs

Project Calendar

TASKS

Duration

(Months)

1 2 3 4 5 6 7 8 9 10 11 12

1. Design, secure funding, and initiate plan for

expansion of support staff (secretarial, lab and

teaching assistants, etc.) 6

2. Hire and allocate additional staff 6

3. Design and conduct professional development

workshops for faculty, staff and administrators Continuous

4. Secure approval for incentive pay for professional

development participation 3

129

Objective 9f: Ensure that all policies and procedures regarding faculty and staff are transparent and published in updated charters Aim: To make available to all Faculty and Staff Employees a transparent and comprehensive set of policies and procedures

governing rights and responsibilities, procedures for grievance, dispute resolution, and discipline

OVERVIEW METRICS

Duration 10 months (a) New Manual of Policies and Procedures (P&P) compiled

Cost TO BE DETERMINED (b) New manual of P & P submitted to the President, UOD

Starting Date 01 October 2014 (c) New manual of P & P posted on Website of UOD

Responsibility for Implementation Dean of Faculty Affairs

Project Calendar

TASKS Duration

(Months)

1 2 3 4 5 6 7 8 9 10 11 12

1. Develop new manual of Policies & Procedures 3

2. Conduct open forums to discuss draft policies with

faculty and staff 3

3. Gain approval of University Council 2

4. Publish manual in print form and on UOD web

site (Bi-lingual) 2

130

Objective 9g: Develop and improve all facilities and services for faculty and staff to enhance UOD efficiency and effectiveness

Aim: To develop in-depth support staff positions, functions and associated staffing standards that enhance UOD productivity

OVERVIEW METRICS

Duration 10 months (a) Standards for support staff serving each academic and

administrative line position

Cost TO BE DETERMINED (b) Business plan for achieving compliance with Institutional

staffing standards

Starting Date 01 October 2014 (c) Feasibility study for school completed & published

Responsibility for Implementation VP, Administration UOD and/or

designate, Dean of Faculty Affairs

Project Calendar

TASKS Duration

(Months)

1 2 3 4 5 6 7 8 9 10 11 12

1. Establish Policy Standards for provision of support

staff serving each level of line administrative and

academic position throughout institution 4

2. Develop GAP analysis between current levels of

support staff and size needed for compliance with

institutional staffing standards 4

3. Develop business plan for achieving institutional

compliance with support staffing standards for all

administrative and academic line positions 4

4. Implement business plan 2

5. Conduct feasibility study for creation of on-

campus school for children of faculty and other staff. 2

131

Objective 9h: Design and implement a fair and transparent system of incentives, recognition and rewards for faculty and staff, based

on merit and performance Aim: To develop and implement incentive system based on merit and performance

OVERVIEW METRICS

Duration 9 months (a) Develop & Approve incentive system

Cost TO BE DETERMINED (b) Implement incentive system


Responsibility for Implementation VP, UOD and/or designate, Dean of

Faculty Affairs

Project Calendar

TASKS Duration

(Months)

1 2 3 4 5 6 7 8 9 10 11 12

1. Develop a set of incentives that are based on merit

and performance 4

2.Approve set of incentives that has been developed 2

3. Implement the incentive system 3

132

Strategic Goal # 10

Create a culture of intellectual curiosity and conduct research of the highest ethical standards to

generate new knowledge through research in health, industry, and the humanities to advance the well-

being and welfare of the community.

(NCAAA Standards Area 10: Research)

A key goal for any educational institution should be to instill intellectual curiosity and professional ethics in its student s

to prepare them to be life-long learners in their chosen careers. At the core of such a goal is an environment of

intellectual inquiry fostered by a faculty engaged in ethical research and discovery. To this end, UOD intends to build

selected robust multi-professional and multidisciplinary research programs in the Center for Research and Medical

Consultations (CMRC) to serve as a nucleus to spawn a culture of intellectual curiosity and accomplishment across the

full research continuum that includes basic laboratory, clinical, population-based and translational research. In addition,

programs to educate students and faculty to instill the practice of professional ethics will be a vital part of the research

experience.

133

Objective 10a: The First CORE[Centre of Research Excellence]

Aim: To create an operational model of excellence in research for the remainder of CRMC and the entire UOD research enterprise

to emulate

OVERVIEW METRICS

Duration 3 months (a) Approved business plan for development of first CORE

Cost DONE


Responsibility for Implementation VP, Scientific Research and Delegates

Director ,CRMC

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Create & approve business plan for first

CORE 3

134

Objective 10b. Develop Centers of Clinical Excellence (COCE) linked to the CORE to enhance health education, research and care

delivery for the Eastern Province

Aim: Select and develop one clinical area geared to excellence in clinical and clinical research mission & tied to the first CORE

OVERVIEW METRICS

Duration 5 months and ongoing (a) Institutional policy for standards required for recognition as

COCE

Cost DONE (b) Compliance with criteria

Starting Date 01 January 2015

Responsibility for Implementation VP, Scientific Research & Delegates

Research Advisory Committee and

Dean, College of Medicine

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Transform learning to template for future

COCEs 5

135

Objective 10c: Prepare a research faculty recruitment plan and recruit 2-3 multidisciplinary cohorts of experienced, funded

investigators in selected research areas to provide leadership, direction, and credibility for the research enterprise

Aim: To develop internal examples of high standards of multidisciplinary ethical research excellence within the CRMC

OVERVIEW METRICS

Duration 12 months/cohort (a) Number of basic laboratory research faculty FTE’s

Cost TO BE DETERMINED (b) Number of Clinical research faculty FTE’s

Starting Date March 2015 (c) Number of applied research studies faculty FTE’s

Responsibility for Implementation VP, Scientific Research and/Delegates

Director of CRMC

(d) Extramural funding of research/faculty FTE in CORE’s

(e) Publications in refereed scientific journals

Product Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Identify “benchmark” levels of capital, start-

up & ongoing intramural funding in areas

selected to become focused areas of research

(CORE’s)

2

136

Objective 10d: Establish Junior Research Faculty positions in the COREs for students and other trainees

Aim: To create an environment that attracts promising students and fellows to a career of research and discovery

OVERVIEW METRICS

Duration 12 months (a) Volume and quality of applications

Cost (b) Distribution of applications among colleges

Starting Date 01 October 2014 (c) Number of applications by degree programs


Director of CRMC

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Develop campaign to market research

Junior faculty positions to all universities in

KSA 6

2. Create and implement annual assessment

committee and implement performance

review process for junior research faculty 6

137

Objective 10e: Create a reward system that includes incentives for extramurally funded research and promotion criteria that recognize

collaborative investigations

Aim: To appropriately recognize and reward highly productive investigators

OVERVIEW METRICS

Duration 6 months (a) Extramural research funding by principal investigator

Cost 100,000 SR (b) % of research funding obtained through extramural sources

Starting Date 01 January 2015 (c) Total % of Research FTE faculty salary that is extramurally

funded listed by individual, department & college


Director of CRMC

(d) Number of collaborating investigators funded on each

extramurally and/or extramurally funded grant listed by principal

investigator for each funded project

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Explore and implement non-financial reward

system to highly funded (extramural) research

faculty 6

138

Objective 10f: Create a research program in Public Health, housed in CRMC that builds its own research program and supports the

COREs (with plans for post-graduate degree programs in the future)

Aim: To develop and mature an environment rewarding productive intellectual curiosity and discovery within faculty that can

perpetuated in future colleges of UOD

OVERVIEW METRICS

Duration 12 months (a) Number of sectors established within CRMC

Cost 5,000,000 SR (b) Number of leaders of Public Health Sciences recruited

Starting Date 01 MARCH 2015 (c) Number of students enrolled in the Public Health Program


Director of CRMC, College Deans

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Recruit leader of public health Sciences

program to CRMC 6

2. Develop recruitment and associated

business plans for initial public health

scientists CORE in the CRMC 3

3. Development of College of Public Health

(College Approval received)

6

(Delayed)

139

Objective 10g: Expand post-graduate research opportunities and increase student participation in research.

Aim: To establish and expand the research mission and recognition of UOD for research excellence and accomplishment.

OVERVIEW METRICS

Duration 12 months (a) Number of students sponsored by CRMC

Cost TO BE DETERMINED (b) Number of different types of degrees offered

Starting Date 01 October 2014 (c) Number of post-doctoral fellows affiliated with CRMC

Responsibility for

Implementation

VP, Scientific Research and/Delegates

Director of CRMC

(d) Number of students enrolled in fellowship programs

SPECIAL NOTE: The development of the College of Basic Medical Sciences is found in the Strategic Goal #1. Objectives developed in this Area (Research)

relate to the constituent programs ultimately evolving into the approved education programs of the future Post-graduate School.

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Develop and implement recruitment plans

and associated business plans for Basic Medical

Sciences research and support programs within

CRMC

6

2. Develop and implement junior research

faculty award programs for work with

respective research programs of the CRMC 1

3. Develop and maintain marketing plan to

advertise research positions for research junior

faculty and student fellowships Establish review

teams to evaluate applicants for posted positions

(research junior faculty and students)

3

4. Establish and maintain review teams to

evaluate applicants for posted positions

(research junior faculty and student positions)

Select initial cohort of students to UOD

Divisions using standardized criteria

2

140

Objective 10h: Design and implement a technology transfer (commercialization) program that provides both reputational and

financial returns on UOD’s investment in intellectual property-generating research, and, contributes to priorities for economic

development and diversification in KSA and the Region.

Aim: To develop, nurture and mature a reputation of discovery and technology transfer that produces a financial return on

research investments

OVERVIEW METRICS

Duration 12 months (a) Adoption of Patent and Intellectual Property (IP) Licensing

Policy

Cost 1,000,000 SR (b) Adoption of Policies for Conflict of Interest and Conflict of

Commitment

Starting Date 01 October 2014 (c) Continuous tracking of patent applications & awards,

licensing agreements of IP and revenue accruing from IP

licensing agreements Responsibility for Implementation VP, Scientific Research and/Delegates

Director of CRMC

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Develop and bi-annually review/update Patent

Policy and Policy regarding Intellectual Properties 6

2. Maintain software to track patent applications,

awards and licensing agreements of IP

6 ongoing

141

Objective 10i: Formulate and implement robust policies and programs to consistently ensure high ethical standards in the conduct of

research at UOD

Aim: To become a leader within the GCC in the development, practice, and teaching of high standards in the field of medical

ethics

OVERVIEW METRICS

Duration 9 months and continuous (a) Policies for Ethical Conduct of Research

Cost 200,000 SR (b) Faculty Programs to ensure Ethical Conduct of Research



Director of CRMC

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Develop and approve institutional policies

ensuring ethical conduct of research 3

2. Develop and implement robust programs to

ensure ethical conduct of research 4

& Ongoing

142

Objective 10j: Generate knowledge related to the complex nature of our world by engaging in research in the humanities to

address dynamic changes and rapid developments

Aim: Develop research projects that generate new knowledge in issues related to humanities

OVERVIEW METRICS

Duration 12 months and continuous (a) Identify areas of importance to society

Cost 500,000 SR (b) Formulate projects that offers solutions to society

problems

Starting Date October 2014 (c) Conduct research in identified areas

Responsibility for Implementation VP, Scientific Research,

Dean for Research- UD / Executive

Director of CRMC

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Identify research topics that has a vital link to

society development 3

2. Develop robust research projects

3

3. Conduct research projects

6 &

Ongoing

143

Objective 10K: Develop and market a scientific publishing initiative in the CRMC

Aim: Develop & initiative the scientific publishing of research projects in related to CRMC

OVERVIEW METRICS

Duration 12 months and continuous (a) Sources and numbers of scientific articles manuscripts

submitted for review and publication per year

Cost TO BE DETERMINED (b) Sources and numbers of book manuscripts submitted for

review and publication per year Starting Date November 2014


Director of CRMC

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Develop a business plan for the creation and

marketing of the “publishing house” within

the CRMC 3

2. Determine and pursue approval from

required regulatory agencies 3

3. Recruit and appoint leadership and staff to

administer the programs the “Publishing

House”

6 &

Ongoing

144

Strategic Goal # 11

Develop institutional relationship with the community; and business partnership to expand private

sector joint investments.

(NCAAA Standards Area 11: Institutional Relationships with the Community)

As a major employer in the region and creator of immense intellectual assets, UOD is poised to become a full partner

with the business sector in fostering economic growth and prosperity in the province, nation & GCC. UOD will

champion a strategy of developing a knowledge based business sector through pursuit of entrepreneurial initiatives and

partnerships. Such a vision will take many forms and will be driven by initiatives that generate returns on investment. It

will also create economic growth and prosperity, and, provide service to the region. The specific objectives related to

this goal and the associated tasks and timelines are shown in following tables:

145

Objective 11a: Expand the faculty model to include linkages to faculty/professionals from strategic partners and the world of

professional practices, and, vice versa for UOD faculty

Aim: To develop vibrant interactive ties between the broad range of professions at UOD and their counterparts within the

community

OVERVIEW METRICS

Duration 9 months and Continuous (a) Create criteria for “adjunct faculty” category

Cost TO BE DETERMINED (b) Approve criteria for “adjunct faculty” category

Starting Date November 2014 (c) Create criteria for faculty sabbaticals within the

business/private sector

Responsibility for Implementation VP, Administration, and/or designate


(d) Approve criteria for faculty sabbaticals within the

business/private sector

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Create and approve “adjunct faculty”

appointment, type and criteria (similar to

“Affiliated Faculty” appointments in Medical

School)

6

2. Meet selected business leaders to solicit

interest in holding “adjunct faculty” positions 6

3. Meet Chamber of Commerce leadership to

solicit interest in “adjunct faculty” positions Ongoing

4. Identify businesses interested in having

faculty pursue “sabbaticals” with their business ongoing

5. Market opportunities for “adjunct faculty”,

and, Faculty sabbaticals to colleges of UOD 6

146

Objective 11b: Establish alumni organizations for UOD and constituent units and involve graduates and the wider Dammam

community in the cultural and educational life of the campus

Aim: To dramatically improve the sense of community and partnership between the university and its alumni base

OVERVIEW METRICS

Duration 9 months and continuous (a) Create “bylaws” for respective college’s alumni associations

Cost TO BE DETERMINED (b) Lists of names and addresses of alumni associations

members and officers

Starting Date December 2014 (c) Responses to surveys of alumni and community programs

Responsibility for Implementation VP, SDC / General Supervisor, Public

Relations & Information/ Dean, Community

& Sustainable Development,

Director, Alumni & Career Development

Centre

(d) Funds assigned by UOD for Alumni activities

(e) Schedule of activities for the year announced

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Create a strategy to identify alumni in respective

colleges (male and female) 2

2. Hire experience staff at both College and

University levels 3

3. Adopt and implement a standard alumni data base

system; convert existing lists to the new system 2

4. Create an alumni advisory board for the

University and similar alumni interested in

developing alumni association in respective colleges 4

5. Starting with Colleges with known alumni bodies,

create formal organizations that will lead to bylaws

and appoint officers of respective alumni

associations

6

6. Determine and apply UOD financial commitment

to initially support birthing and initial work of

alumni associations 3

7. Create programs in respective colleges for alumni;

measure interest and attendance on a regular basis Continuous

147

Objective 11c: Create the capacity to generate and analyze data related to the regional population, work force, health status, and

economy to serve the needs and interests of the Eastern Province

Aim: To use the talents of a group of recruited scientists to expand UOD’s service relationship to the community while also

advancing its broad research mission

OVERVIEW METRICS

Duration 24 months and continuous (a) List of data points to be collected and monitored

Cost TO BE DETERMINED (b) Appoint faculty and staff

Starting Date JANUARY 2015 (c) Generate reports on regional population, workforce

Responsibility for Implementation VP, Scientific Research and/or Delegate

plus Dean, Scientific Research/ Director

of CRMC/ Dean, Community &

Sustainable Development

(d) Submit research proposals based on data analyses

Project Calend

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Recruit and appoint research faculty in

Public Health Sciences to CRMC

(population scientists, epidemiologists,

survey experts, biostatisticians

6

2. Develop a strategic plan for UOD

leadership in Eastern Province population,

health, economic and workforce data and

analysis.

Ongoing

3. Meetings with public officials, business

sector leaders and Ministry officials to

review plan and identify data sectors and

related sources to be collected

3

4. Seek financial support from Industry to

accelerate the development of vital

Provincial data bases and related analytical

capacity

Ongoing

5. Collect and analyze data and develop

reports with appropriate recommendations 3

6. Identify and develop research programs as a

result of data analyses 3

148

Objective 11d: Draw upon UOD resources to provide research and service to provincial business, industry and government

Aim: To enhance the relationship and interdependence between the community and the university

OVERVIEW METRICS

Duration 12 months and continuous (a) List services available for use by region

Cost TO BE DETERMINED (b) List services being provided to regional businesses, industry

and government Starting Date JANUARY 2015

Responsibility for Implementation VP, Scientific Research and/or Delegate

plus Dean, Scientific Research/ Director

of CRMC Dean, Community & Sustainable

Development

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Develop relational maps between UOD

Colleges/Programs for business, industry and

government sectors and identify market

potential for UOD research groups and/or

individual faculty. Identify external researchers

and research groups where partnerships may be

forms

3

2. Meetings with public officials, business

sector leaders and Ministry officials to identify

data sectors and related sources to be collected 2

3. Develop joint strategies through the Research

and Service Institute for marketing present and

future research and service capacities. Early

focus on health professions, health sciences and

health care

6

4. Recruit and hire faculty and faculty groups

that fit the Province’s needs

3

Ongoing

149

Objective 11e: Establish a network of external advisory groups for UOD and its constituent units

Aim: To improve the connections and receive input from community leaders in the various fields of university professional

activities

OVERVIEW METRICS

Duration 12 months (a) Names of advisory board members for each college

Cost TO BE DETERMINED (b) Names of UOD Institutional Board of Advisors

Starting Date OCTOBER 2014 (c) Meetings of respective External Advisory Boards held

Responsibility for Implementation VP Administration and/or delegate

Dean, Community & Sustainable

Development

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Develop rationale for external advisory

structure, including what their work would

be, to cover academic, alumni, reputational,

student markets, community relations,

research , community service institutional

UOD Board of Advisors: Set Priorities

3

2. Develop consistent definitions of policies

and approaches to formal advisory groups

and a progression of relationship depending

on the maturity of the UOD unit(s) involved

3

3. Determine staff requirements and other

costs to properly attend to external groups. 6

4. Start with the development of UOD system

wide advisory groups and then go to others Ongoing

150

Objective 11f: Develop academic and research programs of UOD to support strategies for provincial growth and workforce

Aim: To enhance the relationship with the community while advancing the service mission of the University

OVERVIEW METRICS

Duration 18 months and continuous (a) Data collection instruments to monitor regional workforce

needs

Cost TO BE DETERMINED (b) Develop monitors to measure UOD’s output of graduates

toward these needs

Starting Date OCTOBER 2014 (c) Plan for newly identified educational program is approved

Responsibility for Implementation VP Administration and/or delegate Dean, Community & Sustainable

Development

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Develop survey and data instruments that

forecast Eastern Province workforce needs 5

2. Develop new education programs to respond

to, yet to be determined, unmet workforce needs 18

3. Develop monitors to measure UOD output

response (graduates) to unmet workforce needs

identified 4

151

Objective 11g: Jointly develop re-training & continued educational programs with the business sector to address their workforce

retention, development and evolving specialization needs

Aim: To help businesses support their commitment to current employees and advance employment opportunities of the Eastern

Providence’s potential workforce

OVERVIEW METRICS

Duration 12 months and Continuous (a) List re-training needs in business sector

Cost TO BE DETERMINED (b) Re-training & Continued educational programs approved

Starting Date 01 January 2015 (c) Approved re-training program implemented and assessed.

Responsibility for Implementation VP, UOD and/or his delegate,

Dean, Education Development Dean, Community & Sustainable

Development

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Research and develop a strategic plan for

educational services to business,

government and other external

organizations (welfare associations)

3


research and consulting services to

business, government and other external

organizations

Continuous


community relationships throughout the

UOD System 6

4. Research and develop a strategy for the

community impact of UOD’s leading role in

Healthcare and Public Health 2

152

Objective 11h: Jointly create business incubators with investing business partners in selected areas of academic/research focus

Aim: To expand UOD’s portfolio of internally generated funds/revenue while also positively impacting the Eastern Providence’s

evolution toward a knowledge based economy

OVERVIEW METRICS

Duration 12 months and continuous (a) List of Patented IP

Cost TO BE DETERMINED (b) List of Licensed IP

Starting Date October 2014 (c) Policies and guidelines for launching start-up incubator

businesses approved

Responsibility for Implementation VP, UOD and/or designate,

Director of CRMC or designate Dean, Community & Sustainable

Development

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Set and achieve internal UOD prerequisites

for readiness for Business Incubator success.;

research programs and faculty; strategic

partnerships; Intellectual Property policies and

staffing

3

2. Create business incubator in dedicated and

equipped space within Technology Park (To be

developed) 12

3. Create business incubation fund with co-

investment by selected venture capital partners

from the business community 4

4. Create oversight and selection committee for

incubator, including members selected from the

venture capital investing partners 4

153

Objective 11i: Create a University Technology Park to attract businesses advantaged by interaction and partnerships with our

professional disciplines and their areas of research emphasis

Aim: To expand and diversify UOD’s revenue base while participating in the expansion of the local economy

OVERVIEW METRICS

Duration 60 months (a) Master Plan for Technology Park approved

Cost TO BE DETERMINED (b) Comprehensive Business Plan for Technology Park

approved

Starting Date January 2015 (c) Construction Plan for Technology Park approved


VP, Scientific Research

and/or designates

(d) Funding for development of Technology Park secured.

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Set and achieve internal UOD prerequisites

for readiness for Technology Park success;

research programs and faculty; strategic

partnerships; Intellectual Property policies and

staffing

6

2. Create Comprehensive Business Plan for

Park 6

3. Solicit and obtain private capital funding for

the Technology Park construction and start up 6

4. Identify capital funding sources for Park

development 12

5. Solicit and obtain funding for start-up

construction and operations of Park 6

6. Construct initial buildings for Park 24

154

Objective 11j: Intensify UOD engagement in community service

Aim: To expand and diversify university of Dammam engagement in community services

OVERVIEW METRICS

Duration 9months (a) Identify areas of community services that the university can

engaged.

Cost 1,000,000 (b) Construction Plan for this engagement

Starting Date O1 January 2015 (c) Funding for engagement secured

Responsibility for Implementation VP, SDCS

Dean, Community & Sustainable

Development and/or designates

(d) Implement the engagement plan

Project Calendar

TASKS Duration

(Months)

0 1 2 3 4 5 6 7 8 9 10 11 12

1. Identify the communities in which UOD has

an interest for service 5

2. Identify areas of community services within

reach of the university capabilities 3

3. Create and design a plan of engagement that

increases UOD’s service capacity over time 3

4. Secure funding for the engagement 2

5. Implement the engagement plan 4

155

CHAPTER 8: IMPLEMENTATION PLAN PROJECTS

156

The strategic management process of an organization does not end with the strategy formulation phase

alone. Implementation of the strategy is the most crucial phase of strategic planning because there must

be a translation of strategic thought into strategic action. Moreover, successful strategy formulation

does not guarantee successful strategy implementation. Having understood this concept clearly, UOD

has pledged to implement the plan through the direct supervision of the President under the directions

of the Vice Presidents, Deans, Vice Deans Supervisor General, and Directors of the UOD.

This plan will be implemented through a multidisciplinary and integrated system approach with the

active involvement of all the college and its stakeholders. In order to help guide and support the

implementation of the plan, a task force that consists of committed staff, faculty members, and

representatives from the current student body and community has been established for each Project in

the plan. An external consultant may be hired, or some of the tasks pertaining to the achievement of

some objectives in the plan may be outsourced when it is deemed necessary.

Furthermore, periodical reports will be generated and forwarded to President, Vice President and

Senior administrators, and leaders of the college for their further action and continuous improvement

initiatives. It has been made clear that the implementation process will be strictly carried out as per the

set timelines, targets, and metrics and so on. UOD has also decided to have a mass communication

session with all staff, employees, and other stakeholders every six months once in order to update them

on achievements and progress and get their feedback on the implementation of the plan.

The following are the 69 implementation projects that UOD has developed to implement its strategic

objectives during the period of 2015- 2017:

GENERAL IMPLEMENTATION PLAN GUIDELINES

157

1.1. Project Title: Complete the plan for the integrated Health Professions Cluster (HPC)

Project Manager: The President

Project Aim: To create cohesion and collaboration among the respective disciplines and colleges of the health professions.

Strategic objectives: Complete the plan for the integrated Health Professions Cluster (HPC)

Projects Start Date Completion Date

1. Complete new academic facilities for Medicine, Dentistry, Nursing and Allied Medical Sciences, Clinical Pharmacy and, Public Health, renovate academic & housing facilities for Women’s Programs

Jan 2015 Dec. 2016

2. Complete in the Eastern Province, market studies on the needs for professions strategic work force and focused research in all health areas (in concert new UOD Health Colleges)

October 2014

Dec. 2016

3. Official approval for the Colleges of Basic Medical Sciences (BMS) Jan 2015 Dec 2016

4. Launch of Common First Year Program and Student Flow process Jan 2015 Jan 2019

5. Appointment of Deans for new Colleges: including Public Health and Basic Medical Sciences (BMS). Complete new college strategic plans; Launch new colleges

Jan 2015 Dec 2015

6. Complete Plan for Health Professions Colleges & Clusters Jan 2015 Dec 2016

7. Complete plans and construction of buildings for new Colleges Jan 2015 ongoing

8. Complete strategic plan for Women’s Health Professions Jan 2015 ongoing

9. Complete new hospital (2016) and strategic plan for clinical education

Jan 2015 Dec 2016

Responsible: Consulted: Informed: Accountable:

Vice- President for Academic Affairs Deans of HPC Colleges

Vice President, Administration Deanship for Female University Studies

The Dean Vice- President for Academic Affairs The Dean of HPC colleges

Potential Issues and Risks: Reduction in student admissions in health clusters

Resources: Time availability of Senior administrators

Key Stakeholders: University and the Senior administration; students and their parents, and, hence, the community; government departments; the Council of Saudi Chamber of Commerce

Metrics: 1) Increase of 100% in the total enrollment and graduates in the Health Professions Colleges.

2) Improvement of 10 % per year in retention rates in all Colleges and in total

3) Ranking number one for national (external) licensing examinations in all HPC Colleges where available

4) Establish five effective long-term partnerships with international universities or academic health centers

5) Recruitment of new faculty in the existing and new HPC Colleges that meet national and international criteria

6) External Advisory Boards for each HPC College in place

IMPLEMENTATION PLAN PROJECTS

158

1.2. Project Title: Complete the plan for the integrated Engineering Professions Cluster (EPC)


Project Aim: To create cohesion and collaboration among the respective disciplines and colleges of the engineering professions.

Strategic objectives: Complete the plan for the integrated Engineering Professions Cluster (EPC)


1. Complete new academic facilities for Architecture and Planning, Engineering and Design, renovate academic & housing facilities for Women’s Programs

Jan 2015 Ongoing

2. Complete in the Eastern Province, market studies on the needs for Engineering Professions strategic work force and focused research in all relevant current and future technical areas

October 2014

Continuing

3. Complete Strategic Plans for all current EPC Colleges and EP Cluster, including common year, research, library, learning resources, strategic partnerships and new field experience models for each College

Jan 2015 Dec 2016

4. Launch Common First Year Program and Student Flow process Jan 2015 Dec 2016

5. Launch College of Engineering Jan 2015 Dec 2016

6. Launch a new strategic model for the College of Design including enrollment increases for women and men

Jan 2015 Dec 2016

7. Complete Engineering Professions Cluster Plan Jan 2015 ongoing

8. Complete EP Cluster and College Management Structure Jan 2015 Dec 2019

9. Develop a strategic plan for Women’s Engineering Professions (2015)

Jan 2015 Dec 2016


Vice- President for Academic Affairs Deans of EPC Colleges

Vice President, Administration Deanship for Female University

Studies

The Dean Vice President, Academic Affairs The Dean of EPC

colleges

Potential Issues and Risks: Reduction in student admissions in Engineering clusters


Adequate financial resources


Metrics: (a) Increase of 100% in the total enrollment and graduates in the Engineering Professions Colleges.

(b) Improvement of 10 % per year in retention rates in all EPC Colleges with the goal being an 80% overall retention rate

(c) Ranking number one for national (external) licensing examinations in all EPC Colleges where available

(d) Establish three effective long-term partnerships with international universities or academic health centers

(e) Recruitment of new faculty in the existing and new EPC Colleges that meet national and international criteria

(f) External Advisory Boards for each EP College in place

159

1.3. Project Title: Complete the plan for the integrated Science & Management Professions Cluster (SMPC)


Project Aim: To develop and sustain science & management profession resources for the Eastern Province and beyond.

Strategic objectives: Complete the plan for the integrated Science & Management Professions Cluster (SMPC)


1. Complete programming, design, tender and construction for new academic facilities for Management and Computer Science, community colleges, Applied studies renovate academic facilities for Women’s Programs

Jan 2015

Ongoing

2. Complete in the Eastern Province, market studies on needs for Management Professions Colleges strategic work force and focused research in current and future health professions and technical areas

Jan 2015 Continuing

3. Complete Strategic Plans for all SMPC Colleges, including Women’s programs and SMP Cluster, including common year, and (in concert with University administration) research (CRMC), library, learning resources, strategic partnerships and new field experience models for each College

Jan 2015 Jan 2016

4. Conduct Joint Strategic planning with Eastern Province Chamber of Commerce

Oct 2014 Oct 2015

5. Plan/Launch of Common First Year Program and Student Flow process

Oct 2014 Oct 2015

6. Launch of College of Management Jan 2015 Jan 2016

7. Launch of College of Computer Science Jan 2015 Jan 2016

8. Complete Science & Management Professions Cluster Plan Oct 2014 Oct 2015

9. Complete SMP Cluster and College Management Structure Jan 2014 Jan 2015

10. Review long-term relationships with College of Applied Studies & Community Services

Oct 2014 Oct 2016

11. Complete planned women’s academic facilities and housing Jan 2015 ongoing


Vice President, Academic Affairs And Branch Affairs Deans of SMPC Colleges


The Dean Vice- Presidents for Academic Affairs &

Branch Affairs

Potential Issues and Risks: Reduction in student admissions in Science & Management clusters



Metrics: (a) Reach targeted enrollments for new Science & Management Professions Colleges.(completion of first undergraduate cycle )

(b) Ranking number one for national (external) licensing examinations in all SMPC Colleges where available

(c) Establish at least 10 industry field experience arrangements for health and technical management sites

(d) Establish three effective long-term partnerships with international universities

(e) Recruitment of new faculty in the existing and new SMPC Colleges that meet national and international criteria

(f) External Advisory Boards for each SMP College in place (2016)

160

1.4. Project Title: Complete the plan for the Arts & Education Professions Cluster (AEPC)


Project Aim: To develop and sustain humanities profession resources for the Eastern Province and beyond.

Strategic objectives: Complete the plan for the Arts & Education Professions Cluster (AEPC)


1. Complete new academic facilities for Arts and Education and renovate academic facilities for Women’s Programs

Oct 2014 Oct 2019

2. Complete in the Eastern Province, market studies on the needs for professions strategic work force and focused research in all humanities cluster areas (in concert new UOD Arts & Education Colleges)

Jan 2014 Jan 2015

3. Complete Strategic Plans for all current AEPC Colleges including strategic partnerships

Jan 2015 Jan 2016

4. Launch of Common First Year Program and Student Flow process Jan 2015 Continuing

5. Complete Plan for Arts & Education Professions Cluster Jan 2015 Jan 2016

6. Complete plans and construction of buildings for new Colleges Jan 2015 Jan 2016

7. Complete plans for women’s academic facilities and housing for Arts & Education Professions Cluster

Oct 2014 Oct 2015


Vice President, Branch Affairs Deans of AEPC Colleges


The Dean Vice- Presidents for Academic Affairs &

Branch Affairs

Potential Issues and Risks: Reduction in student admissions in Arts & Education Professions Cluster clusters


Financial resources


Metrics: (a) Increase of 100% in the total enrollment and graduates in the Arts & Education Profession Colleges.

(b) Improvement of 10 % per year in retention rates in all AEP Colleges with the goal being an 80% overall retention rate

(c) Ranking number one for national (external) licensing examinations in all AEP Colleges where available

(d) Establish three effective long-term partnerships with international universities or academic centers

(e) Recruitment of new faculty in the existing and new AEP Colleges that meet national and international criteria

(f) External Advisory Boards for each AEP College in place

161

2.1. Project Title: Develop a framework for system-to-campus and intra-campus delegation of responsibility and authority among executive and academic officers

Project Manager: Vice President, Administration

Project Aim: Delegate authority from central UOD campus to other campuses in order to significantly modernize and expand administrative structures and functions

Strategic objectives: Develop a framework for system-to-campus and intra-campus delegation of responsibility and authority among executive and academic officers


1. Complete the design of the Strategic Management Plan for UOD System and gain internal approvals, including delegation and responsibility

Jan 2015 Dec 2016

2. Negotiate with UOD/ Ministry of Higher Education any needed changes in job titles, reporting lines

Mar 2015 Sep 2015

3. Develop job descriptions for new positions and begin recruiting

Mar 2015 Sep 2015

4. Orient new administrators to institutional vision and plan Mar 2015 Ongoing

5. Conduct professional development activities for new administrators

Mar 2015 Ongoing


Dean, Faculty Affairs The President & University Council

Vice- President Academic Affairs


Potential Issues and Risks: Resistance to change

Delegation of authority is Limited at dean levels

Extra investments by the faculty members

Unable to attract eminent faculty members

Resources: Adequate financial resources

Time and Efforts of Senior Administrators

Key Stakeholders: University and the Senior administration; students, the community; government departments

Metrics: (a) Strategic Management Plan approved by internal and external authorities

(b) Job descriptions for new administrative officers developed & approved

(c) At least 50% vacancies filled with qualified individuals

(d) Orientation and training sessions conducted

(e) Ongoing professional development program in place through third level of management

162

2.2. Project Title: Define the executive/managerial role of Deanships, campus leaders, cluster leaders and academic deans

Project Manager: Vice President, Academic Affairs

Project Aim: Transform the office of Academic Dean to an administrative leader of academic units (colleges).

Strategic objectives: Define the executive/managerial role of Deanships, campus leaders, cluster leaders and academic deans


1. Study “best practices” in comparable university systems for Cluster Leaders, Deanships, campus leaders and academic deans

Mar 2015 Jul 2015

2. Develop job descriptions that provide delegated authority to Cluster leaders, campus leaders and Academic Deans by widening their decision-making scope

Mar 2015 Jul 2015

3. Recruit/appoint new Deans, where vacancies exist Jan 2015 Ongoing

4.Conduct periodic workshops/professional development programs on leadership for Deans and senior management

Jan 2015 Ongoing


Vice President, Academic Affairs

President & Vice- President Administration

All College Deans

Dean, Faculty Affairs Dean, Education Development

Potential Issues and Risks: Delegation of authority is Limited at dean levels

Some administrators may not be willing to participate in such trainings/workshops due to the busy schedule



Key Stakeholders: University and the Senior administration, faculty members and staff

Metrics: (a) Compilation of “best practices” for academic leadership

(b) Job descriptions that empower Deans

(c) Recruitment and appointment to new positions

(d) Periodic leadership workshops conducted

(e) Professional Development Program in place

163

2.3. Project Title: Coordinate deployment of academic and administrative support functions to enhance efficiency and effectiveness


Project Aim: Identify, recruit, and train 40-50 key administrative and academic support positions to report to the Vice President or to his designee in order to modernize university management and eliminate the practice of “management by committee”

Strategic objectives: Coordinate deployment of academic and administrative support functions to enhance efficiency and effectiveness


1. De-construct the list of 14 institutional systems, and enumerating for each system the required support positions

Mar 2015 May 2015

2. As a preliminary measure, assign a number of support positions as the supervisory responsibility of each of the Cluster leaders

Mar 2015 May 2015

3. Develop job descriptions for new academic and administrative support positions

Mar 2015 Jun 2015

4. Develop budget impact analyses for all of the changes-consider competitive salaries to attract new talent

Mar 2015 Aug 2015

5. Advertise, recruit, appoint support personnel Mar 2015 Aug 2015

6. Conduct training activities to prepare academic & administrative support personnel for their responsibilities

Mar 2015 Ongoing


Vice President, Academic Affairs Vice President, Administration

President & Vice- President Administration

Deans of all Colleges


Potential Issues and Risks: Unable to attract eminent faculty members

Delegation of authority is Limited at dean levels

Many professionals are very busy and may not be available for our requests.




Metrics: (a) List of support positions needed for each of 14 major institutional systems

(b) Assignment of supervisory responsibility

(c) Job descriptions

(d) New personnel recruited and appointed (at least 50%)

(e) Training sessions conducted

164

2.4. Project Title: Invest in strong, senior-level academic management capacity; implement in full the new Deanship for Quality and Academic Accreditation (DQAA) in relation to Management.

Project Manager: Vice President, Studies, Development and Community Services

Project Aim: In relation to Management, develop a capacity for ongoing professional development and assessment of the quality of performance at UOD

Strategic objectives: Invest in strong, senior-level academic management capacity; implement in full the new Deanship for Quality and Academic Accreditation (DQAA) in relation to Management.


1. Supervisor General of DQAA to travel to other campuses and do workshops to devise a document on best practices in developing and assessing quality management

Oct 2014 October 2015

2. Recruit and appoint additional staff to DQAA Jan 2015 Jun 2015

3. Develop an annual calendar of training programs Jan 2015 ongoing

4. Conduct annual assessments of management performance Jan 2015 ongoing

5. Complete design and implement ongoing strategic planning and continuous planning processes

Jan 2015 ongoing


Supervisor General, DQAA President & Vice- President Administration

College Deans

Vice Dean Quality for all colleges

Potential Issues and Risks: Limited availability of trainers & experienced professionals related to quality and planning




Metrics: (a) Manual of best practices in developing and assessing quality management

(b) New staff appointed (at least 50%)

(c) Calendar of training programs established

(d) Assessments conducted, with ratings of management performance;

(e) Integrate strategic and continuous planning processes into work of DQAA as well as "Institutional Research"

165

2.5. Project Title: Establish and implement systems for performance appraisal, award and reward in all Units.


Project Aim: Develop a systematic approach to enhance a positive organizational climate.

Strategic objectives: Establish and implement systems for performance appraisal, award and reward in all Units.


1. Provide immediate feedback on performance appraisal of faculty and administrative staff.

March 2015 ongoing

2. Improve award systems for students. March 2015 ongoing

3. Award and reward systems for faculty and staff should include service to UOD and the community.

March 2015 ongoing

4. Customer Satisfaction Surveys should be performed regularly, targeting both internal and external customers.

March 2015 ongoing

5. Seek the opinions of faculty and staff on major initiatives.

March 2015 ongoing


Dean, Faculty Affairs President & Vice- President Administration

College Deans

Dean, Faculty Affairs & Director, Public Relations and Information

Potential Issues and Risks: Faculty & staff may complain about some bias in the selection of faculty members for reward

If faculty & staff members are not kept at the optimum satisfaction level, UOD may lose good faculty and staff members eventually

Resources: Adequate financial support


Key Stakeholders: University administration and faculty & staff members

Metrics: (a) Immediate feedback on appraisal provided

(b) New award & reward systems acknowledged

(c) Customer & job satisfaction surveys conducted

(d) Opinion of faculty & staff sought and documented

166

3.1. Project Title: Create a total institutional commitment to continuing Quality Management [QM] by means of effective leadership and widespread involvement of faculty; weave QM into all planning and accreditation processes; support Quality Systems Unit in collection of data for UD Quest and UD Metrics

Project Manager: Vice- President Studies, Development and Community services

Project Aim: To create a culture that assures a high level of quality management throughout the institution.

Strategic objectives: Create a total institutional commitment to continuing Quality Management [QM] by means of effective leadership and widespread involvement of faculty; weave QM into all planning and accreditation processes; support Quality Systems Unit in collection of data for UD Quest and UD Metrics.


1. Develop support systems in the DQAA to assist main UOD units develop actionable and measurable plans in response to their assessment collected QM data

October 2014 ongoing

2. Develop reward systems and means of institutional recognition for units achieving measurable Quality Improvements in their scope of activities


3. Ensure that planning processes in major units of UOD satisfy the standards required by the University



Supervisor General, DQAA President & Vice- President Studies, Development and Community services

College Deans

Vice Dean for Quality in all colleges.

Potential Issues and Risks: Some members may not be able to complete the assigned tasks due to: (i) lack of time availability (ii) incapability to complete the tasks.

Confidentiality of the information being disclosed to the community

Allocated resources maybe unutilized, underutilized and misused

Faculty may complain about some bias in the selection of faculty members for reward

Resources: Financial resources to reward the hard work of the members


Designated work area(office Space), Computers, printers, internet connectivity and other support

Limited support staff


Metrics: (a) Install system for Institution-wide engagement in QM

(b) System of QM programs in all Colleges for seeking accreditation set up

(c) Reward Systems in QM applied

167

3.2. Project Title: Ensure that the scope of Quality Management (QM) is comprehensive and relates to all clinical, educational and research programs, administration and other business units of UOD


Project Aim: Ensure that QM system reaches all aspects of professional activities at UD

Strategic objectives: Ensure that the scope of Quality Management (QM) is comprehensive and relates to all clinical, educational and research programs, administration and other business units of UOD


1. Create mechanisms to assure that all academic and administrative units participate in QM processes October 2014 ongoing

2. Create and approve a comprehensive QM Policies and Procedures Manual


3. Carry out regular evaluations and provide reports that give an overview of performance for: (a) UOD as a whole; and, (b) each constituent unit


4. Create evaluation indicators that consider inputs, processes and outcomes, with particular attention to quality of outcomes



Supervisor General, DQAA President

College Deans

Vice Dean for Quality in all colleges

Potential Issues and Risks: Availability of free time for faculty research

Reduction teaching and Administrative load

Required level of resources may NOT be available

Faculty may complain about some bias in the selection of faculty members for reward


Time and Efforts of stakeholders

Faculty members, researchers and Program Administrator’s time


Metrics: (a) Manual of QM Policies and Procedures is approved.

(b) Over-arching and Unit reports produced, approved and distributed.

(c) Evaluation indicators for input, process and, especially, outcomes are approved.

168

3.3. Project Title: Develop policies, structures and formal operating plans to assure efficient and effective administration of the QM process


Project Aim: To assure effective and efficient conduct of QM administration.

Strategic objectives: Develop policies, structures and formal operating plans to assure efficient and effective administration of the QM process


1. Set up a regularly performed evaluation system to review all operating procedures of the QM program and establish reliable means of communication of QM results between DQAA and Deans, and between Deans, Vice Deans, and Faculty Boards and Curriculum Committees

October 2014 October 2015

2. Set up unit specific and college specific QM evaluations and processes that are fully integrate QM into all activities across UOD

October 2014 October 2015


Supervisor General, DQAA President Vice President, Academic Affairs

College Deans

Supervisor General, DQAA & Vice Dean for Quality in all colleges

Potential Issues and Risks: Required level of resources may NOT be available

Lack of strengthened policies from the Higher Education systems




Metrics: (a) Space plan for DQAA approved

(b) DQAA Organizational Chart approved

(c) Approved Position for all QM line and staff personnel

(d) Recruit 80% staff for QM programs, including College and other Units

(e) Internal review program for DQAA itself is in place

169

3.4. Project Title: Involve the full range of external UOD stakeholders in creating, improving, and sustaining QM processes and responsive action plans that are based on verifiable and actionable evidence-based key performance indicators (KPI's).


Project Aim: To create a university-wide commitment to QM.

Strategic objectives: Involve the full range of external UOD stakeholders in creating, improving, and sustaining QM processes and responsive action plans that are based on verifiable and actionable evidence-based key performance indicators (KPI's).


1. Develop evidence based verification system to check quality of self-evaluation surveys Mar 2015 August 2015

2. Identify and use external and independent: (a) “best practice” goals; (b) external benchmarks (including those supplied by MOHE Observatory Center); and (c) recognized expert advisors (in those Colleges that have not already established Advisory Boards) to verify opinions of internal stakeholders and results of internal Customer Satisfaction Surveys

Mar 2015 August 2015

3. Develop mechanisms to monitor achievement in areas identified as needing improvement, and report results to senior management and stakeholders

Mar 2015 Ongoing

4. Enter data into UD Metrics and provide metrics to Decision Support Unit for dashboard display and distribution to President and University Council

Mar 2015 Jun 2015


Supervisor General, DQAA Decision Support Unit

President & Vice- President for Academic Affairs

College Deans

Vice Dean for Quality in all colleges

Potential Issues and Risks: Reduction teaching and Administrative load


Some members may only remain on the committee for the namesake benefit and any monetary rewards



Faculty members, researchers and Program Administrator’s time


Metrics: (a) Set of “best practices” and benchmarks for each KPI approved

(b) An evidence based verification system to cross check validity of results from self-evaluations and internal opinions is in place

170

4.1. Project Title: Implement contemporary and innovative curriculum design, teaching and learning strategies which allow integration and critical enquiry

Project Manager: Vice- President Academic Affairs

Project Aim: To prepare students for effective entry into the world of work, they must be given opportunities to be more than passive receptors of information; classroom and clinical experiences must emphasize active learning, creative problem-solving and team work

Strategic objectives: Implement contemporary and innovative curriculum design, teaching and learning strategies which allow integration and critical enquiry


1. Expand participation in workshops for faculty development that explore modern instructional techniques

Oct 2014 May 2015

2. Formalize cluster-wide Curricullum Committees to design new courses and intructional styles Mar 2015 Jun 2015

3. Assess the new programs & courses, and new techniques as well as their results

Mar 2015 Jun 2015

4. Assess results of new programs & courses, new techniques

Jun 2015 Aug 2015

5. Give support to faculty and provide infrastructure for the implementation of the new approaches

Mar 2015 Jun 2015



President & Vice- President, Administration

College Deans

Dean of all colleges Dean, Education Development


UOD curriculum may be unfit for multiculturalism

Resistance from some faculty members

Resistance from some students

Effects on quality of teaching that are difficult to measure



Enhanced course materials

Well - trained faculty members

Faculty members, researchers and Administrator’s time


Metrics: (a) Workshops held, conferences attended

(b) New courses designed

(c) Surveys of pilot courses

(d) Number of faculty supported in adoption of new instructional approaches

171

4.2. Project Title: Expand curricular options to meet the identified needs of the community


Project Aim: To maximize the human capital (including women) that can contribute to the Kingdom’s development, consistent with its Islamic values.

Strategic objectives: Expand curricular options to meet the identified needs of the community


1. Design and conduct an updated study of economic opportunities and other aspects of the external environment in relation to the existing and proposed new educational programs

Mar 2015 Aug 2015

2. In cooperation with Advisory Boards, perform needs assessment of resources to support the identified expanded curricullar options

Mar 2015 Jul 2015

3. Devise implementation plans in Departments and Colleges to launch new programs

Mar 2015 Sep 2015

4. Launch new programs Mar 2015 Ongoing


Vice- President Academic Affairs President & Vice- President, Administration

College Deans



Resistance by community



Faculty members, researchers and Administrator’s time

Key Stakeholders: University administration and faculty & staff members and other communities

Metrics: (a) Survey of opportunities conducted

(b) Plans for new curricula approved

(c) New programs for women launched

172

4.3. Project Title: Develop or Strengthen first year programs(“Prep Year”) in all clusters(tracks) to ensure quality of student preparation


Project Aim: To close the gap between the current level of English proficiency in the basic science disciplines and that expected by UOD’s Colleges.

Strategic objectives: Develop or Strengthen first year programs(“Prep Year”) in all clusters(tracks) to ensure quality of student preparation


1. Continuously monitor and improve the rigorous English-intensive first-year program for the clusters and expand the use of English in other Prep Year classes

Mar 2015 Aug 2015

2. Design and implement a Prep Year program for colleges in the Arts & Education clusters Mar 2015 Jul 2015

3. Strengthen advisory systems for students in all first year programs and continuously monitor their effectiveness in acquainting students with all options.

Mar 2015 ongoing

4. Continuous to assess students’ English Language abiliites in year two and beyond and where needed, monitor consistent use of English in classrooms and/or introduce supplemental courses to reinforce English Language Skills

Mar 2015 Jul 2015

5. Design and implement a pilot program to introduce integration among the different components of the curricullum, namely English, Science subjects and Communication skills

Mar 2015 ongoing


Vice- President Academic Affairs Dean, Preparatory year & Supporting studies

President & Vice- President Branch Affairs

College Deans



Extra time investment by the faculty members



Faculty members, Administrator’s and Student time

Key Stakeholders: University administration and faculty & staff members and student communities

Metrics: (a) Revised admissions standards

(b) Innovative first-year curricula, pairing English and subject instruction

(c) Numbers of faculty trained to offer new team-based program

(d) Results of continuous assessment showing improved student proficiency in English and basic sciences

173

4.4. Project Title: Design and implement mechanisms to assess graduates’ attainment of skills specified in National Qualification Framework (NQF)


Project Aim: To satisfy the national requirement that all university graduates must demonstrate skills in four or five domains of learning (knowledge; cognitive skills; interpersonal skills; psychomotor skills) whichever as applicable

Strategic objectives: Design and implement mechanisms to assess graduates’ attainment of skills specified in National Qualification Framework (NQF)


1. Design assessment Mechanisms Mar 2015 June 2015

2. Assist faculty in developing instructional modules and techniques that reinforce the skills Mar 2015 Ongoing

3. Conduct the skills assessments of students Mar 2015 Ongoing



President & Vice- Presidents for Academic Affairs & Branch Affairs

College Deans

Dean of all colleges Dean, Education Development


Students’ individual differences

Resistance to change



Faculty members, researchers and Administrator’s and Student time


Metrics: (d) Outcomes of domain of learning

(e) Implement assessment mechanisms

(f) Instructional modules and techniques are developed and approved

174

4.5. Project Title: Establish a procedure for a regular cycle of review of existing academic programs


Project Aim: To ensure that all existing academic programs at UOD regularly demonstrate the currency of their curricula and the effective preparation of their graduates for jobs that promote the economic development of the Eastern Province

Strategic objectives: Establish a procedure for a regular cycle of review of existing academic programs


1. Design policies and procedures (including use of external examiners) for systematic review of academic programs on a 5-year cycle

Mar 2015 June 2015

2. Select programs to be reviewed in the first and subsequent years of the cycle Mar 2015 Jul 2015

3. Gather internal evaluation data, external data relating to labor market conditions in the province, and data for benchmarking against comparable programs in the Kingdom and beyond

Mar 2015 Jul 2015

4. Launch new program review cycle Mar 2015 Ongoing



President & UOD’s Advisory boards of the colleges

College Deans



Changes that may be too rapid to cope with at times



Faculty members, Researchers, Administrator’s and Student time


Metrics: (g) Policies & procedures to be developed and approved

(h) List the number of program reviewed in annually

(i) Benchmark comparison data on programs in KSA

(j) List program specifications & reports

175

5.1. Project Title: Revisit continously the Strategic Enrollment Plan to manage effectively the flow of enrolled students throughout UOD


Project Aim: To develop capacity for effectively managing student flow, in the face of projected large increases of applicants, expanding educational access and options available to students without sacrificing quality

Strategic objectives: Revisit continuously the Strategic Enrollment Plan to manage effectively the flow of enrolled students throughout UOD


1. Provide current projections for enrollments by College, develop a model for managing UOD enrollments that not only projects future volumes of applicants but also takes into account both expanding and declining needs for graduates in particular occupations in the Eastern Province

Mar 2015 June 2015

2. Expand the practice of enrolling first cohort of students to a cluster in the Prep. Year by designing and implementing a track for Arts & Education Colleges.

Mar 2015 Sep 2015


Dean, Admissions and Registration President & Vice- President Academic Affairs

College Deans

Dean of all

colleges & Vice President for Branch Affairs


Reduction in Student enrollments





Metrics: (a) Strategic enrollment plan

(b) Public relations plan for secondary schools

(c) Successful enrollment of first-year students into clusters

(d) Successful enrollment of students into Colleges

(k) Volume of applications and distributions among Colleges and programs

176

5.2. Project Title: Expand the Implementation of effective counselling of students on academic and career choices

Project Manager: Vice- President, Academic Affairs

Project Aim: To maximize opportunities for student academic success and to broaden student knowledge of program at UOD and career opportunities in the GCC region so that students select programs best suited to their skills and abilities and employment prospects

Strategic objectives: Expand the Implementation of effective counselling of students on academic and career choices


1. Optimize the effectiveness of the mandatory orientation program for students entering UOD and ensure that students are ready to access (in print and on the website) the statements of Rights and Responsbilities and of ethical standards

April 2015 August 2015

2. Facilitate opportunities for students in all colleges for involvement in national and international professional societies

April 2015 Continuous

3. Expand the participation of students in study/learning-skills workshops


4. Use results of surveys to target improvements in student counseling services and expand the number of qualified professional counseling staff


5. Improve counseling during the Prep Year to ensure that students are well aware of all of the career options within the various tracks



Director, University Counselling center Dean, Prep.Year and Supporting Studies

President & College Associate Deans

College Associate Deans

All college Deans


Difficulty to find trained counsellors




Key Stakeholders: University administration and faculty & staff members and student communities, Social workers, Educational Psychologists

Metrics: (a) Orientation programs for new students at UOD

(b) Student retention rates by college and degree programs

(c) Rates of participation at Workshops for student success

(d) Staffed offices providing support services to students

(e) Surveys of student satisfaction and continuous improvement of service

177

5.3. Project Title: Build linkages to support networks for students’ academic choices and career placements

Project Manager: Vice President for Studies Development & Community Service

Project Aim: To broaden students’ awareness of academic options and career possibilities and to assist in finding suitable employment for graduating students and alumni

Strategic objectives: Build linkages to support networks for students’ academic choices and career placements


1. Actively pursue the recruitment of “professors of practice” honorary or adjunct faculty in various programs


2. Evaluate and enhance the collaboration with various National Institutions including the Chamber of Commerce to organize and conduct career fairs in the colleges

April 2015 Jul 2015

3. Develop an effective web page for UOD alumni and recruit them in various educational fields to serve as career mentors to undergraduates

April 2015 September 2015


Director, Alumni and Career Development Center

President & Vice- President Academic Affairs


Dean of Student Affairs


Some careers events/fairs not yielding great outcomes;

Some events being too expensive to participate in events.

Unawareness of many events happening in the region or locally


Time and Efforts for the type of activities involved and required

Administrator’s and Student’s time


Metrics: (e) Appointment of “practice” faculty in various programs

(f) On-campus career fairs for students

(g) Programs presented by alumni “mentors”

(h) Rates of participation in career fairs and alumni programs

(i) Appointment of “practice” faculty in various programs

178

5.4. Project Title: Expand facilities and programs for student recreation as well as professional and cultural clubs

Project Manager: Vice President , Academic Affairs

Project Aim: To enrich the sense of campus community, to enhance opportunities for out-of-classroom learning, and to deepen students’ bonds with the institution

Strategic objectives: Expand facilities and programs for student recreation as well as professional and cultural clubs


1. Ensure more rapid funding and time lines for construction of the residences and recreation and activities center for female students

April 2015 Ongoing

2. Identify and equip club and recreational activity space usable on interim basis (pending completion of new campus facilities)

April 2015 October 2015

3. Provide additional incentives for faculty and staff to serve as sponsors of clubs and activities and to participate in other activities with students

April 2015 June 2015

4. Create additional physical indoor and outdoor spaces to allow more student and faculty interaction



Dean of Student Affairs President & Vice- President, Administration

Dean of Admissions and Registration

General Supervisor University Projects

Potential Issues and Risks: Selection of indoor games and activities

Organization of the extra-curricular activities

Limitations in creativity and innovative skills of the organizers

Financial limitations

Resources: Adequate budget and social media networks

Time and Efforts of stakeholders, Administrator’s and Planners of the club

Key Stakeholders: Current student-body, the college student clubs, heads and managers of clubs, and the UOD’s administrators

Metrics: (a) Proportion of programs creating slots for activity periods

(b) Student satisfaction rate, as shown by surveys

(c) Proportion of staff willing to enroll as sponsors

(d) Annual increase in numbers of clubs

(e) Dedicated funds received for students’ co-curricular activities

179

5.5. Project Title: Create more opportunities for students to switch between programs at UOD


Project Aim: To improve the matching of student abilities or interests with program requirements in program selection.

Strategic objectives: Create more opportunities for students to switch between programs at UOD


1. Restructure curricula to allow seamless transfer to another program within the same field of education

April 2015 Jan 2016

2. Create an outlet at community colleges or in a technical programs for students who are unable to enroll in a college after the Preparatory Year

April 2015 November 2015

3. Provide opportunities for low performing students to transfer to other programs

April 2015 December2015


Dean, Admissions and Registration President & Vice- President Branch Affairs

All College Deans All College Deans


Reduction in Student admissions

Resources: Adequate financial support Time and Efforts of stakeholders and Administrators


Metrics: (a) Volume of student transfers between programs

(b) Volume of student attrition (“wastage”)

(c) Student surveys: rate of satisfaction with program choices

180

5.6. Project Title: Create an option to allow very high-performing high school graduates to test out of the Prep Year and enter directly into a College


Project Aim: To encourage the brightest high school graduates, who may now view the Prep Year as “wasted time,” to apply for an accelerated placement at UOD

Strategic objectives: Create more opportunities for students to switch between programs at UOD


1. Survey advanced high school students to determine the extent of interest in the honors track

March 2015 May 2015

2. Design a battery of tests to allow “credit by examination” as for Prep Year courses March 2015 August 2015

3. Admit the first cohort of Honors students directly into a UOD college

March 2015 Jul 2015


Dean, Preparatory Year & Supporting Studies

President Dean of Admissions and Registration

All College Deans, Head of Exam center

Potential Issues and Risks: Resistance to change

Students individual differences



Administrator’s and Project Planners


Metrics: List of cohorts of honored students

181

6.1. Project Title: Develop full campus and off campus strategic learning resources

Project Manager: Vice President for Post Graduate Studies & Scientific Research

Project Aim: To create user-friendly, state-of-the-art in and off campus learning and information resources.

Strategic objectives: Develop full campus and off campus strategic learning resources


1. Continuously pursue ongoing agreements with strategic university partners and vendors

October 2014 Ongoing

2. Perform internal review and consider potential for use of contracted library services


3. Maintain and update the comprehensive strategic and business plans for all Learning Resources, including the e-learning

March 2015 Jul 2015

4. Develop rehabilitation plan for the existing libraries (e.g. Women’s’ Library)

March 2015 Jul 2015

5. Extent state-of-the-art interactive campus electronic networks to upgrade the existing link of the library services to entire campus

March 2015 Jul 2015

6. Monitor and appropriately update policies, procedures and security systems, advisory infrastructure to maintain excellence in provision of library services.


7. Maintain appropriate institutional repository October 2014 Ongoing

8. Monitor the implemented plans to extend library/learning service to UOD communities



Dean, Library Affairs President & Vice President, Academic Affairs

Deans Vice President for Post Graduate Studies & Scientific Research


Resources: Active librarians

Books and periodicals

Computers & photocopying and scanning machines


Metrics: a) Evaluate the existing condition of the old library facilities

b) Develop and approved the upgrading plan

c) Approved list of all resources to be available in library

d) Successful creation of internal campus electronic information and communication network

e) Commission strategic partner agreements.

182

6.2. Project Title: Delivery of excellent comprehensive library and learning resources


Project Aim: To create user-friendly, state-of-the-art in and off campus learning and information resources.

Strategic objectives: Delivery of excellent comprehensive library and learning resources


1. Employ professionally qualified and experienced staff October 2014 Ongoing

2. Provide physical facilities appropriate for the needs of staff and clients(students, faculty and community) October 2014 Ongoing

3. Provide current (up-to-date) information resources and proactive information services

March 2015 Feb 2016

4. Develop, implement and maintain a staff in-service training program

March 2015 Jul 2015

5. Maintain compliance with international library standards and continuous improvement

March 2015 Jul 2015

6. Develop and implement state-of-the-art subject guide October 2014 Ongoing


Dean, Library Affairs President & Vice President, Academic Affairs

All Deans Vice President for Post Graduate Studies & Scientific Research


Resources: Adequate financial support Time and Efforts of stakeholders Administrator’s and Project Planners


Metrics: (e) List of Professional qualifications for selecting employment

(f) Fully operable library/learning information systems.

(g) Portfolio implemented for in-service training programs

(h) List of international library standards implemented

183

7.1. Project Title: Develop and implement a central system for space assignment and management

Project Manager: Vice President for Studies Development & Community Service

Project Aim: To develop and implement inventory tools that will assist in proper allocation and use of space

Strategic objectives: Develop and implement a central system for space assignment and management


1. Design software programs to cross reference space use with respective categories (e.g. clinical, education, research, administration, etc.)

Oct 2014 Oct 2015

2. Develop and maintain up-to-date master space plan for all components of UOD Oct 2014 Oct 2016

3. Develop user-friendly regular interval reports on space allocation and its utilization (at least quarterly)

Oct 2014 Continuous


Dean, Information & Communication Technology(ICT)

President & Vice President, Administration




Arrangement with private vendors

UOD’s rules and regulations





Metrics: a) Software program showing space allocation and utilization.

b) Electronically based master space plan for UOD

c) Annual update report showing institutional use of space

d) Building Management System

184

7.2. Project Title: Prepare strategic plan for operation and maximum utilization of campuses and related facilities.


Project Aim: To create vibrant campus environments that continuously supports students, faculties and administration

Strategic objectives: Prepare strategic plan for operation and maximum utilization of campuses and related facilities.


1. Identify all factors preventing maximum utilization of campuses

April 2015 Jul 2015

2. Develop work plans to address preventing factors April 2015 Jul 2015

3. Develop and implement policies creating maximum utilization of campuses

April 2015 Oct 2015



President & Vice President, Academic Affairs




Absence/insufficiency of fund




Key Stakeholders: University administration, Project Managers and faculty & staff members

Metrics: List of factors ready and presented

185

7.3. Project Title: Develop program for continuous facility maintenance and change to keep pace with evolution of facility needs of UOD’s colleges and programs


Project Aim: To create and maintain sustainable campus facilities that provide students, faculties and administration an optimal environment for maximum accomplishment and productivity

Strategic objectives: Develop program for continuous facility maintenance and change to keep pace with evolution of facility needs of UOD’s colleges and programs


1. Develop and implement facilities evaluation monitoring system to plan for projected future needs, upgrades and replacements.

Mar 2015 Nov 2015

2. Develop and implement routine preventive maintenance schedules on all major equipment and facilities April 2015 ongoing




All College Deans Project and Maintenance Department


Financial limitations





Metrics: a) Monitoring system to plan facility upgrade needs.

b) Preventive maintenance schedule

186

7.4. Project Title: Develop mechanisms to identify and interact with ongoing development of land bordering UOD campuses


Project Aim: To develop an interactive relationship with the bordering “neighbors” to minimize undesired development and maximize joint benefits of future development of surrounding landmass

Strategic objectives: Develop mechanisms to identify and interact with ongoing development of land bordering UOD campuses


1. Develop master list of neighboring landmass owners and usage

April 2015 Jul 2015

2. Meet with each neighboring landmass owner to determine current and planned long-term use of land April 2015 Sep 2015

3. Develop and maintain ongoing regular interactions with neighboring land owners Oct 2014 ongoing




University Campus Department



Non availability of the neighboring land owners




Key Stakeholders: University administration and communities

Metrics: a) List of neighboring property owners surrounding UOD campuses

b) List of land use (current & planned) by land owners surrounding UOD campuses

c) Need to meet with the surrounding neighbors

187

7.5. Project Title: Develop on-site high-standard kindergarten, (K-12) elementary and secondary high school system for the children of faculty, staff and community to enhance value to campus.


Project Aim: To provide faculty and their family with an optimal campus environment to live and work

Strategic objectives: Develop on-site high-standard kindergarten, (K-12) elementary and secondary high school system for the children of faculty, staff and community to enhance value to campus.


1. Develop student volume projections April 2015 Jun 2015

2. Create Business plan for development of an outstanding model school April 2015 Aug 2015

3. Develop Construction Plan for development of an outstanding model school April 2015 Jul 2015

4. Accomplish campus schools construction, start enrolment. April 2015 April 2018



President & Vice President, Administration, Deanship, Female University Studies

University Campus Department Dean, Faculty Affairs



Reduction in enrollment




Key Stakeholders: University administration and faculty & staff members and their families & student communities

Metrics: a) Locating schools in the Universities Master Plan.

b) Business plan for development of campus schools including Internal Generated Funds

c) Construction Plan for schools

d) Enrollment

188

7.6. Project Title: Develop and implement a total safety & security management system


Project Aim: To provide responsible security for UOD and its complex and diverse structures and systems.

Strategic objectives: Develop and implement a total safety & security management system


1. Determine whether created internally Or externally contracted

April 2015 Jul 2015

2. Develop plan for total safety & security management system

April 2015 Aug 2015

3. Implement plan for total safety & security management system April 2015 Ongoing


General Directorate for Security, Safety and Occupational Health



University Campus Administration and Safety & Security


Arrangements with private vendors





Metrics: a) Total safety &security management systems plan installed

b) Number of safety & security management system awareness program conducted in the campus

c) Number of safety and security management systems internally & externally contracted.

189

7.7. Project Title: Establish and upgrade state-of-the-art IT Systems.

Project Manager: Vice President, Studies Development & Community Service

Project Aim: To Build high capacity IT capabilities to support the staff and students both for administration, academia activities

Strategic objectives: Establish and upgrade state-of-the-art IT Systems.


1. To have an adequate and professional staffing with competitive offer

April 2015 May 2016

2. Provide IT training programs for the users of ICT services. April 2015 Ongoing

3. Deanship of ICT will collaborate with IT and computer science services in graduation projects, research and technical consultations.

April 2015 Ongoing


Dean, Information & Communication Technology



Dean, Information & Communication Technology


Insufficiency of fund





Metrics: a) At least 50% of the planned personnel to be on-site

b) Number of IT training programs are conducted for the users

c) Establish collaboration with other Deanships and Departments to support academia and research.

190

7.8. Project Title: Develop a commitment towards environmental friendly and sustainable campuses


Project Aim: To provide students, faculty and their family with an optimal campus environment to live and work

Strategic objectives: Develop a commitment towards environmental friendly and sustainable campuses


1. Conduct benchmarking studies on other comparable institutions. April 2015 Jul 2015

2. Identify areas of improvements April 2015 Aug 2015

3. Consider, adopt and implement environment friendly campuses (existing and future expansions) April 2015 Ongoing



President & Vice President ,Studies, Development & Community Service



Potential Issues and Risks: Allocated resources may be unutilized, underutilized, or misused





Metrics: a) Explore alternative sustainable solutions to consumption of water and electricity

b) Develop a “green” transportation system on campuses

c) Implement paperless campuses

d) Promote recycling culture

191

7.9. Project Title: Develop expanded support facilities and policies to enhance campus life and environment


Project Aim: To provide students, faculty and their family with an optimal campus environment to live and work

Strategic objectives: Develop expanded support facilities and policies to enhance campus life and environment


1. Formulate a Higher Committee to govern the University City April 2015 Jul 2015

2. Plan and establish a Health Centre for the campus occupants April 2015 Dec 2015

3. Develop centralized university wide Project Management Office April 2015 Ongoing

4. Improve the equipment of Classrooms & toilets for use of people with special needs April 2015 Ongoing

5. Effectively implement Policy & Procedures in the DICT April 2015 Ongoing

6. Prepare a code of Conduct (DICT) April 2015 Ongoing

7. Develop and Implement proper code of conduct in student residences. April 2015 Ongoing

8. Formulate a Higher Committee to govern the University City April 2015 Ongoing


Manager of University City- Projects Dean, ICT

President & Vice President for Studies, Development and Community Services


University Project Department






Metrics: (f) List the number of Health centers for the campus occupants are planned

(g) Install centralized Project Management office

(h) Improve equipment’s of classrooms for special needy peoples

(i) List the number of toilets are planned for special need peoples

(j) Number of ICT policies & procedures implemented

192

8.1. Project Title: Develop a transparent annual budgeting and revenue/expenditure tracking system to enhance accountability in all units of UOD


Project Aim: To develop a culture of fiscal accountability and responsibility throughout all academic, administrative and service units of UOD

Strategic objectives: Develop a transparent annual budgeting and revenue/expenditure tracking system to enhance accountability in all units of UOD


1. Develop standard UOD template for annual capital and operational budget creation for all academic, administrative and services units

April 2015 Jul 2015

2.Develop approved consolidated UOD annual operating budget April 2015 Dec 2015


General Directorate for Budget & Planning


Finance Controller

Department of budget & planning


Non-approval

Reduction of the required percent

Possibility for bias in allocating the financial support.





Metrics: (c) Standard template for creating annual capital and operating budgets for each UOD academic, administrative and service units is approved

(d) Approved UOD annual capital and operational budgets

193

8.2. Project Title: Implement systems in UOD to comply with generally accepted accounting practice and standards to accurately track all significant financial transactions


Project Aim: To develop a fiscal environment that fosters both accuracy, transparency and verifiability

Strategic objectives: Implement systems in UOD to comply with generally accepted accounting practice and standards to accurately track all significant financial transactions


1. Develop and implement tracking system to monitor and assure financial compliance with all UOD approved capital and operating revenue and expenditure budgets

April 2015 Jul 2015 & Continuous

2. Develop and implement processes to provide accurate and complete internal audits of all financial transactions throughout UOD

April 2015 Dec 2015 & Continuous



President

Finance Controller

Department of budget & planning


Non-approval

Reduction of the required percent

Possibility for bias in allocating the financial support.





Metrics: (a) Implementation of Standard Accounting Practices

(b) Implementation of Internal Audit processes

194

8.3. Project Title: Develop a diversified portfolio of internal revenue generation to reduce dependence on a single funding source


Project Aim: To broaden sources of institutional income by creating a broader spectrum of mission compatible and internal revenue generating business activities

Strategic objectives: Develop a diversified portfolio of internal revenue generation to reduce dependence on a single funding source


1. Develop business plans for tuition generating education programs

April 2015 Jul 2015

2. Develop business plans for faculty service contracts with regional businesses April 2015 Jul 2015

3. Plan and develop facilities (eg. Conference Center, etc) for rental on New Campus April 2015 April 2017



President

Vice President, Administration



Possibility for bias in allocating the financial support





Metrics: (a) Business plan for tuition-generating education programs

(b) Business plans for faculty service contracts with regional businesses

(c) Rental facilities on New Campus commissioned.

195

8.4. Project Title: Examine the full possibilities for the use of the Self Health Operating Unit approach in the University


Project Aim: Provide flexibility and accountability for revenue-earning units as the university becomes more comprehensive

Strategic objectives: Examine the full possibilities for the use of the Self Health Operating Unit approach in the University


1. Implement business plan for self-health operating unit model to bring the Hospital and Clinics to develop policies and principles to assess other possible uses.

April 2015 Jul 2015

2. Create plans for appropriate use in research studies and other appropriate operations including corporate philanthropy

April 2015 Jul 2015


Vice President, Administration President


Executive Manager of Self Health Operating Unit


Workload on faculty members





Metrics: (a) Business Plan for Self –operating Unit programs

(b) Install policies and procedures for self-operating unit

(c) Research plans for sponsored research agreements with selected industries

(d) Number of research plan implemented and studies conducted.

196

8.5. Project Title: Integrate strategic planning with financial planning


Project Aim: Provide a stronger decision-discipline for strategic planning and provide tools to test strategic scenarios

Strategic objectives: Integrate strategic planning with financial planning


1. Commission Finance Department to develop (using new AAFAQ and MOF systems) to develop a new multi-year financial model to test strategic scenarios

April 2015 Jul 2015

2. Design implementation planning and continuous planning processes with financial planning and analysis elements April 2015 Sep 2015


Director, Budgeting & Financial Planning

President

Supervisor General,DQAA

Director, Budgeting & Financial Planning


Chances for misappropriations of funds are available.





Metrics: Percentage of annual expenditures for:

a) Teaching faculty

b) Quality programs

c) Co-curricular activities

d) Scientific research

e) Training and development of staff

197

9.1. Project Title: Design and implement a strategic model for faculty and professional staff development, recruitment and retention


Project Aim: To create a desired staffing profile appropriate to the mission of UOD in order to allow regular monitoring of progress by means of comparisons of current staffing levels with the desired profile

Strategic objectives: Design and implement a strategic model for faculty and professional staff development, recruitment and retention


1. Construct electronically-managed human resources database showing age, gender, nationality, education, etc. for current personnel

April 2015 Jul 2015

2. Prepare annual plans for recruitment activity in 2014-15, drawing on department faculty expertise and contacts

April 2015 Aug 2015

3. Devise long-term recruitment plans for each department and College in light of existing and planned programs April 2015 Sep 2015

4. Prepare annual report for University Council on Recruitment results April 2015 Jun 2015


Dean, Faculty Affairs President


Dean, Faculty Affairs & All College Deans


Socio-cultural and environmental factors




Key Stakeholders: University administration and faculty & staff members and communities

Metrics: (a) Electronic database of existing personnel completed

(b) Long-term recruitment plan submitted

(c) Annual recruitment plans submitted

(d) Maintain desirable student: faculty ratios in face of rising student enrollment

(e) Reports on Recruitment efforts submitted to University Council

198

9.2. Project Title: Design and implement recruitment procedures that maximize opportunities for successfully attracting the best candidates for the faculty and staff


Project Aim: To enhance prospects for reaching out to highly-qualified prospective employees with attractive and honest information about the university and to maximize the likelihood that, once hired, they will be retained at UOD

Strategic objectives: Design and implement recruitment procedures that maximize opportunities for successfully attracting the best candidates for the faculty and staff


1. Prepare public relations plan for widening positive awareness of UOD among sources of prospective recruits

April 2015 Jul 2015

2. Design and implement new university web site that is more attractive and informative

April 2015 Aug 2015

3. Prepare clear position/job descriptions and information about conditions of employment for prospective employees April 2015 Sep 2015

4. Conduct personal interviews of finalists: on-campus for senior faculty, in country of origin for others April 2015

Jun 2015 & Ongoing

5. Design and conduct orientation to UOD for new employees and their families April 2015 Jun 2015


Dean, Faculty Affairs Director, Public Relations & Information

President

College Deans Dean, ICT

Dean, Faculty Affairs & Director, Public Relations & Information

Potential Issues and Risks: Required level of resources may NOT be available Socio-Cultural and Environmental factors



Metrics: (a) Improved record of faculty recruitment prepared

(b) Position/Job descriptions for faculty and staff compiled

(c) Annual orientation program for new employees & families implemented

(d) UOD Public Relations Plan and re-design Website

199

9.3. Project Title: Design and implement a competitive salary and compensation package for faculty and professional staff


Project Aim: To maximize opportunities for recruiting and retaining outstanding faculty and staff

Strategic objectives: Design and implement recruitment procedures that maximize opportunities for successfully attracting the best candidates for the faculty and staff


1. Conduct benchmarking studies on salaries and benefits in GCC universities and industry

April 2015 Jul 2015

2. Using benchmarking evidence, gain approval from MOHE for revision of salary scale and elimination of detrimental distinctions between genders and nationalities

April 2015 Aug 2015

3. Prepare and secure approval for promotion criteria other than publications

April 2015 Sep 2015



President & Scientific Council

College Deans

Dean, Faculty Affairs & General Directorate for Admin & Financial Affairs


Possibility for being biased to a particular individual faculty member




Key Stakeholders: University administration and faculty & staff members and communities

Metrics: (a) New compensation plan/package compiled

(b) New package submitted to University Council

(c) Keep faculty & staff informed the submission to University Council

(d) Submit to University Council promotion criteria other than publications.

200

9.4. Project Title: Design and implement a fair and transparent performance evaluation system for faculty and professional staff.


Project Aim: To create fair processes of evaluation to encourage and support improvements in performance and recognize outstanding achievement

Strategic objectives: Design and implement a fair and transparent performance evaluation system for faculty and professional staff.


1. Devise and approve procedures for annual performance evaluation

April 2015 Jul 2015

2. Design and initiate cycle of self-assessments and setting of annual performance objectives

April 2015 Aug 2015

3. Conduct initial set of annual evaluations of employee performance

April 2015 Jul 2015

4. Conduct survey to assess perceived fairness April 2015 Jul 2015



President

College Deans



Some faculty members unaware of the reward





Metrics: (a) Statement of procedures for performance evaluation developed

(b) Self-assessments and performance objectives for each member of faculty and professional staff compiled

(c) Performance evaluations for each member of faculty and professional staff implemented

201

9.5. Project Title: Design and implement effective professional development programs for faculty and staff


Project Aim: To maximize performance and professional efficiency.

Strategic objectives: Design and implement effective professional development programs for faculty and staff


1. Design, secure funding, and initiate plan for expansion of support staff (secretarial, lab and teaching assistants, etc.)

April 2015 Jul 2015

2. Hire and allocate additional staff April 2015 Aug 2015

3. Design and conduct professional development workshops for faculty, staff and administrators


4. Secure approval for incentive pay for professional development participation

April 2015 Jul 2015



President & Finance Controller

College Deans

Dean, Education Development and General Directorate for Budget & Planning


Insufficiency of funds

Possibility of bias in selection of the individual for professional development participation/trainings





Metrics: (a) Expanded numbers of support staff secured

(b) Expanded numbers of professional development activities

(c) Implementation of incentives for faculty begins

202

9.6. Project Title: Ensure that all policies and procedures regarding faculty and staff are transparent and published in updated charters


Project Aim: To make available to all Faculty and Staff Employees a transparent and comprehensive set of policies and procedures governing rights and responsibilities, procedures for grievance, dispute resolution, and discipline.

Strategic objectives: Ensure that all policies and procedures regarding faculty and staff are transparent and published in updated charters


1. Develop new manual of Policies & Procedures April 2015 Jul 2015

2. Conduct open forums to discuss draft policies with faculty and staff

April 2015 Jul 2015

3. Gain approval of University Council April 2015 Jun 2015

4. Publish manual in print form and on UOD web site (Bi-lingual) April 2015 Jun 2015



President & Secretary, University Council

College Deans

Dean, ICT


Lack of policies & procedures in place





Metrics: (a) New Manual of Policies and Procedures (P&P) compiled

(b) New manual of P & P submitted to the President, UOD

(c) New manual of P & P posted on Website of UOD

203

9.7. Project Title: Develop and improve all facilities and services for faculty and staff to enhance UOD efficiency and effectiveness


Project Aim: To develop in-depth support staff positions, functions and associated staffing standards that enhance UOD productivity.

Strategic objectives: Develop and improve all facilities and services for faculty and staff to enhance UOD efficiency and effectiveness


1. Establish Policy Standards for provision of support staff serving each level of line administrative and academic position throughout institution

April 2015 Jul 2015

2. Develop GAP analysis between current levels of support staff and size needed for compliance with institutional staffing standards

April 2015 Jul 2015

3. Develop business plan for achieving institutional compliance with support staffing standards for all administrative and academic line positions

April 2015 Jun 2015

4. Implement business plan April 2015 Jun 2015

5. Conduct feasibility study for creation of on-campus school for children of faculty and other staff.

April 2015 Jun 2015




College Deans



Many professionals are very busy and many not be available for our requests





Metrics: (a) Standards for support staff serving each academic and administrative line position

(b) Business plan for achieving compliance with Institutional staffing standards

(c) Feasibility study for school completed & published

204

9.8. Project Title: Design and implement a fair and transparent system of incentives, recognition and rewards for faculty and staff, based on merit and performance


Project Aim: To develop and implement incentive system based on merit and performance

Strategic objectives: Design and implement a fair and transparent system of incentives, recognition and rewards for faculty and staff, based on merit and performance


1. Develop a set of incentives that are based on merit and performance

April 2015 Jul 2015

2.Approve set of incentives that has been developed April 2015 Jun 2015

3. Implement the incentive system April 2015 Jun 2015



President & Finance Controller

College Deans


Potential Issues and Risks: Faculty may complain about some bias in the selection of faculty members for reward


Key Stakeholders: University administration and faculty& staff members

Metrics: (a) Develop & Approve incentive system

(b) Implement incentive system

205

10.1.Project Title: The First CORE [Centre of Research Excellence]


Project Aim: To create an operational model of excellence in research for the remainder of CRMC and the entire UOD research enterprise to emulate

Strategic objectives: The First CORE [Centre of Research Excellence]


1. Create & approve business plan for first CORE April 2015 Jul 2015


Dean, Scientific Research President & Vice President, Administration

College Deans

Director, Center for Research & Medical Consultation


Possibility for non-cooperation between certain departments

Departments that are often unable to free-up faculty time due to shortage of faculty members in a specific department



Metrics: Approved business plan for development of first CORE

206

10.2. Project Title: Develop Centers of Clinical Excellence (COCE) linked to the CORE to enhance health education, research and care delivery for the Eastern Province


Project Aim: Select and develop one clinical area geared to excellence in clinical and clinical research mission & tied to the first CORE

Strategic objectives: Develop Centers of Clinical Excellence (COCE) linked to the CORE to enhance health education, research and care delivery for the Eastern Province


1. Transform learning to template for future COCEs April 2015 Jul 2015




Research Advisory Committee

Dean, Scientific Research


Some proposals may not be written within the policies of UOD.





Metrics: (a) Institutional policy for standards required for recognition as COCE

(b) Compliance with criteria

207

10.3. Project Title: Prepare a research faculty recruitment plan and recruit 2-3 multidisciplinary cohorts of experienced, funded investigators in selected research areas to provide leadership, direction, and credibility for the research enterprise


Project Aim: To develop internal examples of high standards of multidisciplinary ethical research excellence within the CRMC

Strategic objectives: Prepare a research faculty recruitment plan and recruit 2-3 multidisciplinary cohorts of experienced, funded investigators in selected research areas to provide leadership, direction, and credibility for the research enterprise


1. Identify “benchmark” levels of capital, start-up & ongoing intramural funding in areas selected to become focused areas of research (CORE’s)

April 2015 Jul 2015





Potential Issues and Risks: Appropriate use of research grants

The credibility of the sponsoring organization

The definition of high impact factor

Some faculty members and students who may be unaware of the research facilities and support available



Administrator’s and Research Project Planners


Metrics: (a) Number of basic laboratory research faculty FTE’s

(b) Number of Clinical research faculty FTE’s

(c) Number of applied research studies faculty FTE’s

(d) Extramural funding of research/faculty FTE in CORE’s

(e) Publications in refereed scientific journals

208

10.4. Project Title: Establish Junior Research Faculty positions in the COREs for students and other trainees


Project Aim: To create an environment that attracts promising students and fellows to a career of research and discovery

Strategic objectives: Establish Junior Research Faculty positions in the COREs for students and other trainees


1. Develop campaign to market research Junior faculty positions to all universities in KSA April 2015 Jul 2015

2. Create and implement annual assessment committee and implement performance review process for junior research faculty

April 2015 Jul 2015






Some faculty members and students who may be unaware of the research facilities and support available





Metrics: (a) Volume and quality of applications

(b) Distribution of applications among colleges

(c) Number of applications by degree programs

209

10.5. Project Title: Create a reward system that includes incentives for extramurally funded research and promotion criteria that recognize collaborative investigations


Project Aim: To appropriately recognize and reward highly productive investigators

Strategic objectives: Create a reward system that includes incentives for extramurally funded research and promotion criteria that recognize collaborative investigations


1.Explore and implement non-financial reward system to highly funded (extramural) research faculty Jan 2015 Jun 2015




Director, Scientific Council


Some research grants/projects may consume the time of faculty members without yielding much benefit in terms of learning and contribution to the body of disciplinary knowledge

Possibilities for bias in allocating financial support and individual promotion





Metrics: (a) Extramural research funding by principal investigator

(b) % of research funding obtained through extramural sources

(c) Total % of Research FTE faculty salary that is extramurally funded listed by individual, department & college

(d) Number of collaborating investigators funded on each extramurally and/or extramurally funded grant listed by principal investigator for each funded project

210

10.6. Project Title: Create a research program in Public Health, housed in CRMC that builds its own research program and supports the COREs (with plans for post-graduate degree programs in the future)


Project Aim: To develop and mature an environment rewarding productive intellectual curiosity and discovery within faculty that can perpetuated in future colleges of UOD

Strategic objectives: Create a reward system that includes incentives for extramurally funded research and promotion criteria that recognize collaborative investigations


1. Recruit leader of public health Sciences program to CRMC Mar 2015 Aug 2015

2. Develop recruitment and associated business plans for initial public health scientists CORE in the CRMC

Mar 2015 Jun 2015

3. Development of College of Public Health (College Approval received)

Mar 2015 Jun 2015


Director of CRMC President & Vice President, Administration

College Deans Dean, Scientific Research


Faculty resistances in collaborating with interdisciplinary expertise and inter departmental resources.

Some faculty members unaware of the reward; possibility of bias in selection of the individual for reward





Metrics: (a) Number of sectors established within CRMC

(b) Number of leaders of Public Health Sciences recruited

(c) Number of students enrolled in the Public Health Program

211

10.7. Project Title: Expand post-graduate research opportunities and increase student participation in research.


Project Aim: To establish and expand the research mission and recognition of UOD for research excellence and accomplishment.

Strategic objectives: Expand post-graduate research opportunities and increase student participation in research.


1. Develop and implement recruitment plans and associated business plans for Basic Medical Sciences research and support programs within CRMC


2. Develop and implement junior research faculty award programs for work with respective research programs of the CRMC

April 2015 Jun 2015

3. Develop and maintain marketing plan to advertise research positions for research junior faculty and student fellowships Establish review teams to evaluate applicants for posted positions (research junior faculty and students)

April 2015 Jun 2015

4. Establish and maintain review teams to evaluate applicants for posted positions (research junior faculty and student positions) Select initial cohort of students to UOD Divisions using standardized criteria

April 2015 May 2015



College Deans Director of CRMC


This requirement might hamper some students from graduation

Some students who may be unaware of the research facilities and support available





Metrics: (a) Number of students sponsored by CRMC

(b) Number of different types of degrees offered

(c) Number of post-doctoral fellows affiliated with CRMC

(d) Number of students enrolled in fellowship programs

212

10.8. Project Title: Design and implement a technology transfer (commercialization) program that provides both reputational and financial returns on UOD’s investment in intellectual property-generating research, and, contributes to priorities for economic development and diversification in KSA and the Region.


Project Aim: To develop, nurture and mature a reputation of discovery and technology transfer that produces a financial return on research investments

Strategic objectives: Design and implement a technology transfer (commercialization) program that provides both reputational and financial returns on UOD’s investment in intellectual property-generating research, and, contributes to priorities for economic development and diversification in KSA and the Region.


1. Develop and bi-annually review/update Patent Policy and Policy regarding Intellectual Properties


2. Maintain software to track patent applications, awards and licensing agreements of IP

April 2015 Jun 2015 &

ongoing


Directorate for Intellectual Property Protection

President & Vice President, Administration Vice President for Studies Development & Community Service

College Deans

Dean, Scientific Research Dean, ICT


Faculty members may not be aware of the reward policy





Metrics: (a) Adoption of Patent and Intellectual Property (IP) Licensing Policy

(b) Adoption of Policies for Conflict of Interest and Conflict of Commitment

(c) Continuous tracking of patent applications & awards, licensing agreements of IP and revenue accruing from IP licensing agreements

213

10.9. Project Title: Formulate and implement robust policies and programs to consistently ensure high ethical standards in the conduct of research at UOD


Project Aim: To become a leader within the GCC in the development, practice, and teaching of high standards in the field of medical ethics

Strategic objectives: Formulate and implement robust policies and programs to consistently ensure high ethical standards in the conduct of research at UOD


1. Develop and approve institutional policies ensuring ethical conduct of research April 2015 Jun 2015

2. Develop and implement robust programs to ensure ethical conduct of research April 2015 Jul 2015 & ongoing



College Deans Dean, Scientific Research


Lack of community of acceptance

Instability of UOD’s rules & regulations to fulfilling the research initiatives





Metrics: (a) Policies for Ethical Conduct of Research

(b) Faculty Programs to ensure Ethical Conduct of Research

214

10.10. Project Title: Generate knowledge related to the complex nature of our world by engaging in research in the humanities to address dynamic changes and rapid developments


Project Aim: Develop research projects that generate new knowledge in issues related to humanities

Strategic objectives: Generate knowledge related to the complex nature of our world by engaging in research in the humanities to address dynamic changes and rapid developments


1. Identify research topics that has a vital link to society development April 2015 Jun 2015

2. Develop robust research projects April 2015

Jun 2015

3. Conduct research projects April 2015

Sep 2015 & ongoing


Dean, Scientific Research President & Vice President, Academic Affairs

College Deans Center for Scientific Publication


Faculty members nay demand freeing-up of time from teaching assignments

Restrict to UOD’s rules & regulations for publications





Metrics: (d) Identify areas of importance to society

(e) Formulate projects that offers solutions to society problems

(f) Conduct research in identified areas

215

10.11. Project Title: Develop and market a scientific publishing initiative in the CRMC


Project Aim: Develop & initiative the scientific publishing of research projects in related to CRMC

Strategic objectives: Develop and market a scientific publishing initiative in the CRMC


1. Develop a business plan for the creation and marketing of the “publishing house” within the CRMC April 2015 Jun 2015

2. Determine and pursue approval from required regulatory agencies April 2015

Jul 2015 & ongoing

3. Recruit and appoint leadership and staff to administer the programs the “Publishing House” April 2015

Jul 2015 & ongoing



College Deans Director of CRMC Center for Scientific Publication


Faculty members nay demand freeing-up of time from teaching assignments

Restrict to UOD’s rules & regulations for publications





Metrics: (c) Sources and numbers of scientific articles manuscripts submitted for review and publication per year

(d) Sources and numbers of book manuscripts submitted for review and publication per year

216

11.1. Project Title: Expand the faculty model to include linkages to faculty/professionals from strategic partners and the world of professional practices, and, vice versa for UOD faculty


Project Aim: To develop vibrant interactive ties between the broad range of professions at UOD and their counterparts within the community

Strategic objectives: Expand the faculty model to include linkages to faculty/professionals from strategic partners and the world of professional practices, and, vice versa for UOD faculty


1. Create and approve “adjunct faculty” appointment, type and criteria (similar to “Affiliated Faculty” appointments in Medical School)

April 2015 Aug 2015

2. Meet selected business leaders to solicit interest in holding “adjunct faculty” positions

April 2015 Aug 2015

3. Meet Chamber of Commerce leadership to solicit interest in “adjunct faculty” positions

April 2015 Ongoing

4. Identify businesses interested in having faculty pursue “sabbaticals” with their business

April 2015 ongoing

5. Market opportunities for “adjunct faculty”, and, Faculty sabbaticals to colleges of UOD

April 2015 Aug 2015


Dean, Faculty Affairs President College Deans Vice President, Academic Affairs


Some faculty members are unaware the sabbaticals policies at UOD

Instability of UOD’s rules and regulations





Metrics: (a) Create criteria for “adjunct faculty” category

(b) Approve criteria for “adjunct faculty” category

(c) Create criteria for faculty sabbaticals within the business/private sector

(d) Approve criteria for faculty sabbaticals within the business/private sector

217

11.2. Project Title: Establish alumni organizations for UOD and constituent units and involve graduates and the wider Dammam community in the cultural and educational life of the campus

Project Manager: Vice President, for studies, Development and Community Services

Project Aim: To dramatically improve the sense of community and partnership between the university and its alumni base

Strategic objectives: Establish alumni organizations for UOD and constituent units and involve graduates and the wider Dammam community in the cultural and educational life of the campus


1. Create a strategy to identify alumni in respective colleges (male and female)

April 2015 Aug 2015

2. Hire experience staff at both College and University levels April 2015 Aug 2015

3. Adopt and implement a standard alumni data base system; convert existing lists to the new system

April 2015 Ongoing

4. Create an alumni advisory board for the University and similar alumni interested in developing alumni association in respective colleges

April 2015 ongoing

5. Starting with Colleges with known alumni bodies, create formal organizations that will lead to bylaws and appoint officers of respective alumni associations

April 2015 Aug 2015

6. Determine and apply UOD financial commitment to initially support birthing and initial work of alumni associations

April 2015 Jul 2015

7. Create programs in respective colleges for alumni; measure interest and attendance on a regular basis



Director, Alumni & Career Development Centre

President & Deanship for Female University Studies

General Supervisor, Public Relations & Information

Dean, Community & Sustainable Development,

Potential Issues and Risks: Alumni too busy or having “ no” academic interest

Latest contacts and other details of some of the Alumni potentially unavailable; Some sensitive /confidential information may be disseminated

Chances of misappropriations of funds are available

Cultural norms and traditions


Time and Efforts of UOD Administrator

Key Stakeholders: Current Student body, Businesses and communities and the University administrators

Metrics: (a) Create “bylaws” for respective college’s alumni associations

(b) Lists of names and addresses of alumni associations members and officers

(c) Responses to surveys of alumni and community programs

(d) Funds assigned by UOD for Alumni activities

(e) Schedule of activities for the year announced

218

11.3. Project Title: Create the capacity to generate and analyze data related to the regional population, work force, health status, and economy to serve the needs and interests of the Eastern Province


Project Aim: To use the talents of a group of recruited scientists to expand UOD’s service relationship to the community while also advancing its broad research mission

Strategic objectives: Create the capacity to generate and analyze data related to the regional population, work force, health status, and economy to serve the needs and interests of the Eastern Province


1. Recruit and appoint research faculty in Public Health Sciences to CRMC (population scientists, epidemiologists, survey experts, biostatisticians

April 2015 Aug 2015

2. Develop a strategic plan for UOD leadership in Eastern Province population, health, economic and workforce data and analysis.

April 2015 Ongoing

3. Meetings with public officials, business sector leaders and Ministry officials to review plan and identify data sectors and related sources to be collected

April 2015 Jun 2015

4. Seek financial support from Industry to accelerate the development of vital Provincial data bases and related analytical capacity

April 2015 ongoing

5. Collect and analyze data and develop reports with appropriate recommendations

April 2015 Jun 2015

6. Identify and develop research programs as a result of data analyses

April 2015 Jun 2015



Dean, Community & Sustainable Development

Director, CRMC Deanship, Scientific Research

Potential Issues and Risks: Accuracy of information being communicated






Metrics: (a) List of data points to be collected and monitored

(b) Appoint faculty and staff

(c) Generate reports on regional population, workforce

(d) Submit research proposals based on data analyses

219

11.4. Project Title: Draw upon UOD resources to provide research and service to provincial business, industry and government


Project Aim: To enhance the relationship and interdependence between the community and the university

Strategic objectives: Draw upon UOD resources to provide research and service to provincial business, industry and government


1. Develop relational maps between UOD Colleges/Programs for business, industry and government sectors and identify market potential for UOD research groups and/or individual faculty. Identify external researchers and research groups where partnerships may be forms

April 2015 Aug 2015

2. Meetings with public officials, business sector leaders and Ministry officials to identify data sectors and related sources to be collected

April 2015 Jun 2015

3. Develop joint strategies through the Research and Service Institute for marketing present and future research and service capacities. Early focus on health professions, health sciences and health care


4. Recruit and hire faculty and faculty groups that fit the Province’s needs

April 2015 Jun 2015 &

Ongoing






Resistance to change




Key Stakeholders: University administration and faculty & staff members and student communities, industry and business leaders

Metrics: (a) List services available for use by region

(b) List services being provided to regional businesses, industry and government

220

11.5. Project Title: Establish a network of external advisory groups for UOD and its constituent units


Project Aim: To improve the connections and receive input from community leaders in the various fields of university professional activities

Strategic objectives: Establish a network of external advisory groups for UOD and its constituent units


1. Develop rationale for external advisory structure, including what their work would be, to cover academic, alumni, reputational, student markets, community relations, research , community service institutional UOD Board of Advisors: Set Priorities

April 2015 Jun 2015

2. Develop consistent definitions of policies and approaches to formal advisory groups and a progression of relationship depending on the maturity of the UOD unit(s) involved

April 2015 Jun 2015

3. Determine staff requirements and other costs to properly attend to external groups.


4. Start with the development of UOD system wide advisory groups and then go to others

April 2015 Ongoing


Vice President, Academic Affairs President & Vice President for Studies, Development and Community services


All college Deans

Potential Issues and Risks: Business leaders and Administrators being too busy to attend to UOD’s calls; and findings on new developments in the business environment possibly forcing the discipline to amend curriculum frequently Availability of external advisors willing to attend the UOD’s request

Resources: Adequate financial support Time of External Relations personnel and stakeholders

Key Stakeholders: University administration and faculty & staff members and student Business communities

Metrics: (a) Names of advisory board members for each college

(b) Names of UOD Institutional Board of Advisors

(c) Meetings of respective External Advisory Boards held

221

11.6. Project Title: Develop academic and research programs of UOD to support strategies for provincial growth and workforce


Project Aim: To enhance the relationship with the community while advancing the service mission of the University

Strategic objectives: Develop academic and research programs of UOD to support strategies for provincial growth and workforce


1. Develop survey and data instruments that forecast Eastern Province workforce needs

April 2015 Jun 2015

2. Develop new education programs to respond to, yet to be determined, unmet workforce needs

April 2015 Jul 2016

3. Develop monitors to measure UOD output response (graduates) to unmet workforce needs identified



Dean, Scientific Research President & Vice President, Academic Affairs

Vice President for Studies, Development and Community services

Dean, Scientific Research All College Deans

Potential Issues and Risks: Required level of resources may NOT be available Reduction in student participation in research




Surveys to know the competencies the labor market needs for UOD graduates


Metrics: (a) Data collection instruments to monitor regional workforce needs

(b) Develop monitors to measure UOD’s output of graduates toward these needs

(c) Plan for newly identified educational program is approved

222

11.7. Project Title: Jointly develop re-training & continued educational programs with the business sector to address their workforce retention, development and evolving specialization needs

Project Manager: Vice President for Studies, Development and Community services

Project Aim: To help businesses support their commitment to current employees and advance employment opportunities of the Eastern Providence’s potential workforce

Strategic objectives: Jointly develop re-training & continued educational programs with the business sector to address their workforce retention, development and evolving specialization needs


1. Research and develop a strategic plan for educational services to business, government and other external organizations (welfare associations)

April 2015 Jun 2015

2. Research and develop a strategic plan for research and consulting services to business, government and other external organizations

April 2015 Jul 2016

3. Research and develop a strategic plan for community relationships throughout the UOD System


4. Research and develop a strategy for the community impact of UOD’s leading role in Healthcare and Public Health




Vice President, Scientific Research

Dean, Community & Sustainable Development Dean, College of Public Health

Potential Issues and Risks: Workload on faculty members

Resistance of private consultation centers





Metrics: (a) List re-training needs in business sector

(b) Re-training & Continued educational programs approved

(c) Approved re-training program implemented and assessed.

223

11.8. Project Title: Jointly create business incubators with investing business partners in selected areas of academic/research focus


Project Aim: To expand UOD’s portfolio of internally generated funds/revenue while also positively impacting the Eastern Providence’s evolution toward a knowledge based economy

Strategic objectives: Jointly create business incubators with investing business partners in selected areas of academic/research focus


1. Set and achieve internal UOD prerequisites for readiness for Business Incubator success; research programs and faculty; strategic partnerships; Intellectual Property policies and staffing

April 2015 Jun 2015

2. Create business incubator in dedicated and equipped space within Technology Park (To be developed)

April 2015 March 2016

3. Create business incubation fund with co-investment by selected venture capital partners from the business community


4. Create oversight and selection committee for incubator, including members selected from the venture capital investing partners










Committee for donations and donation projects


Metrics: (a) List of Patented IP

(b) List of Licensed IP

(c) Policies and guidelines for launching start-up incubator businesses approved

224

11.9. Project Title: Create a University Technology Park to attract businesses advantaged by interaction and partnerships with our professional disciplines and their areas of research emphasis


Project Aim: To expand and diversify UOD’s revenue base while participating in the expansion of the local economy

Strategic objectives: Create a University Technology Park to attract businesses advantaged by interaction and partnerships with our professional disciplines and their areas of research emphasis


1. Set and achieve internal UOD prerequisites for readiness for Technology Park success; research programs and faculty; strategic partnerships; Intellectual Property policies and staffing

April 2015 Sept 2015

2. Create Comprehensive Business Plan for Park April 2015 Sept 2015

3. Solicit and obtain private capital funding for the Technology Park construction and start up


4. Identify capital funding sources for Park development April 2015 March 2016

5. Solicit and obtain funding for start-up construction and operations of Park


6. Construct initial buildings for Park April 2015 August 2017



Directorate for Knowledge Exchange & International Cooperation

Vice President for Post Graduate Studies & Scientific Research Dean,ICT


Insufficiency of fund

Lack of clear chain of command





Metrics: (a) Master Plan for Technology Park approved

(b) Comprehensive Business Plan for Technology Park approved

(c) Construction Plan for Technology Park approved

(d) Funding for development of Technology Park secured.

225

11.10. Project Title: Intensify UOD engagement in community service

Project Manager: Vice President for Studies, Development and Community services

Project Aim: To expand and diversify UOD’s revenue base while participating in the expansion of the local economy

Strategic objectives: Intensify UOD engagement in community service


1. Identify the communities in which UOD has an interest for service

April 2015 Aug. 2015

2. Identify areas of community services within reach of the university capabilities

April 2015 Jun 2015

3. Create and design a plan of engagement that increases UOD’s service capacity over time

April 2015 Jun 2015

4. Secure funding for the engagement April 2015 Jun 2016

5. Implement the engagement plan April 2015 Jul 2015




All College Deans

All College Vice Deans for Studies, Development and Community services


Lack of community acceptance

Cultural conservation

Safety and security issues

Lack of communication of information





Metrics: (a) Identify areas of community services that the university can engaged.

(b) Construction Plan for this engagement

(c) Funding for engagement secured

(d) Implement the engagement plan

226

CHAPTER 8.1: PROJECT IMPLEMENTATION TEAM

227

Projects # 4

ME

MB

ER

S

PRESIDENT

FINANCE CONTROLLER

UNIVERSITY COUNCIL SECRETARIAT

GENERAL DIRECTORATE FOR PUBLIC

RELATIONS & INFORMATION

DIRECTORATE FOR LEGAL AFFAIRS

UNIVERSITY CITY DEPARTMENT

Project implementation Team # 1

Project Leader: H.E. Dr. Abdullah Al Rubaish

1.Complete the plan for the integrated Health Professions Cluster (HPC)

2.Complete the plan for the integrated Engineering Professions Cluster

(EPC)

3.Complete the plan for the integrated Science & Management Professions

Cluster (SMPC)

4. Complete the plan for the Arts & Education Professions Cluster (AEPC)

VICE PRESIDENT FOR STUDIES,

DEVELOPMENT AND COMMUNITY

SERVICES

VICE PRESIDENT FOR BRANCHES

VICE PRESIDENT FOR ADMINISTRATION

VICE PRESIDENT FOR ACADEMIC

AFFAIRS

VICE PRESIDENT FOR POST GRADUATE

STUDIES & SCIENTIFIC RESEARCH

DEANSHIP FOR FEMALE UNIVERSITY

STUDIES

Design and implement recruitment procedures that

maximize opportunities for successfully attracting the

best candidates for the faculty and staff

Prepare public relations plan for widening

positive awareness of UOD among sources

of prospective recruits

228

Projects #11

ME

MB

ER

S

Project Leader: Prof. Abdullah Alkadi

Vice President for Studies

Development & Community

Service

Deanship of Quality & Academic

Accreditation

Deanship for Community Service

and Sustainable Development


1. Invest in strong, senior-level academic management capacity; implement in

full the new Deanship for Quality and Academic Accreditation (DQAA) in

relation to Management.

2. Create a total institutional commitment to continuing Quality Management

[QM] by means of effective leadership and widespread involvement of faculty;

weave QM into all planning and accreditation processes; support Quality

Systems Unit in collection of data for UD Quest and UD Metrics

3.Ensure that the scope of Quality Management (QM) is comprehensive and

relates to all clinical, educational and research programs, administration and

other business units of UOD

4.Develop policies, structures and formal operating plans to assure efficient

and effective administration of the QM process

5. Involve the full range of external UOD stakeholders in creating, improving,

and sustaining QM processes and responsive action plans that are based on

verifiable and actionable evidence-based key performance indicators (KPI's).

6. Develop and implement a central system for space assignment and management

7. Establish and upgrade state-of-the-art IT Systems

8. Jointly develop re-training & continued educational programs with the business sector

to address their workforce retention, development and evolving specialization needs

9.. Intensify UOD engagement in community service

10. Build linkages to support networks for students’ academic choices and career

placements

11. Establish alumni organizations for UOD and constituent units and involve

graduates and the wider Dammam community in the cultural and educational life of

the campus

Deanship of Information &

Communication Technology

Deanship for University Education

Development

Alumni and Career Development

Center

Define the executive/managerial role of Deanships, campus leaders, cluster leaders and academic deans

Conduct periodic workshops/professional development programs on

leadership for Deans and senior management Implement contemporary and innovative curriculum design, teaching and learning strategies which allow

integration and critical enquiry.

Expand participation in workshops for faculty development that

explore modern instructional techniques

Please contact the Vice President, Academic Affairs

229

ME

MB

ER

S

Project Leader: Prof. Adel Afaleeq


Vice President for

Branches

College of Arts - Dammam

College of Science - Dammam

College of Applied Medical

Science - Qatif

College of Administration

Sciences - Qatif

Community College - Qatif

College of Applied Medical

Sciences - Jubail

College of Education - Jubail

Community College -

Dammam

1.Complete the plan for the integrated Science &

Management Professions Cluster (SMPC)

2. Complete the plan for the Arts & Education Professions

Cluster (AEPC)

* Contact the Project Leader: The President

Projects

230

Project Leader: Prof. Fahd Al MuhannaM

EM

BE

RS

Projects # 23

Vice President,

Administration

Deanship for Female

University Studies*

Deanship for Faculty

and Personnel Affairs

General Directorate for

Projects and the

University Campus


Budget & Planning


Security, Safety and

Occupational Health


1. Examine the full possibilities for the use of the Self Health Operating Unit

approach in the University

Coordinate deployment of academic and administrative support functions to

enhance efficiency and effectiveness*

2.Develop a framework for system-to-campus and intra-campus delegation of

responsibility and authority among executive and academic officers

3.Establish and implement systems for performance appraisal, award and

reward in all Units.

4.Design and implement a strategic model for faculty and professional staff

development, recruitment and retention

5. Design and implement recruitment procedures that maximize opportunities

for successfully attracting the best candidates for the faculty and staff

6.Design and implement a competitive salary and compensation package for

faculty and professional staff

7.Design and implement a fair and transparent performance evaluation

system for faculty and professional staff.

8.Design and implement effective professional development programs for

faculty and staff

9.Ensure that all policies and procedures regarding faculty and staff are

transparent and published in updated charters

10.Develop and improve all facilities and services for faculty and staff to

enhance UOD efficiency and effectiveness

11.Design and implement a fair and transparent system of incentives,

recognition and rewards for faculty and staff, based on merit and

performance

12.Expand the faculty model to include linkages to faculty/professionals from

strategic partners and the world of professional practices, and, vice versa for

UOD faculty

Complete the plan for the integrated Health Professions Cluster (HPC)

Complete the plan for the integrated Engineering Professions Cluster

(EPC)

Complete the plan for the integrated Science & Management

Professions Cluster (SMPC)

Complete the plan for the Arts & Education Professions Cluster

(AEPC)

13. Prepare strategic plan for operation and maximum utilization of campuses

and related facilities.

14.. Develop program for continuous facility maintenance and change to keep

pace with evolution of facility needs of UOD’s colleges and programs

15..Develop mechanisms to identify and interact with ongoing development of

land bordering UOD campuses

16.Develop on-site high-standard kindergarten, (K-12) elementary and

secondary high school system for the children of faculty, staff and community

to enhance value to campus.

17..Develop a commitment towards environmental friendly and sustainable

campuses

18. Develop expanded support facilities and policies to enhance campus life

and environment

19. Develop a transparent annual budgeting and revenue/expenditure

tracking system to enhance accountability in all units of UOD

20. Implement systems in UOD to comply with generally accepted accounting

practice and standards to accurately track all significant financial transactions

21.Develop a diversified portfolio of internal revenue generation to

reduce dependence on a single funding source

22. Integrate strategic planning with financial planning

23.Develop and implement a total safety & security management

system

* Contact The project Leader:

The President

* Contact the Project Leader

The Vice President, Academic

Affairs

231

ME

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Projects # 12

Vice President for Academic

Affairs

College of Medicine

College of Dentistry

College of Nursing

College of Clinical Pharmacy

College of Applied Medical Science

College of Public Health & Health

Information

College of Architecture & Planning

College of Engineering

College of Design

College of Education - Dammam

College of Sharia and Law

College of Business

Administration

College of IT & Computer Sciences

College of Applied Studies &

Community Service

Deanship for Preparatory Year &

Supporting Studies

Deanship for Admission and

Registration

Deanship for Students Affairs

University Counselling Center

Project Leaders: 1. Prof. Basil Al-Sheikh

2. Dr. Ghazi Alotaibi


1. Define the executive/managerial role of Deanships,

campus leaders, cluster leaders and academic deans

2. Coordinate deployment of academic and administrative

support functions to enhance efficiency and effectiveness

3.Implement contemporary and innovative curriculum

design, teaching and learning strategies which allow

integration and critical enquiry

4.Expand curricular options to meet the identified needs of

the community

Develop or Strengthen first year programs(“Prep Year”)

in all clusters(tracks) to ensure quality of student

preparation

5.Design and implement mechanisms to assess graduates’

attainment of skills specified in National Qualification

Framework (NQF)

6.Establish a procedure for a regular cycle of review of

existing academic programs

7.Establish a network of external advisory groups for UOD

and its constituent units

Develop or Strengthen first year programs(“Prep Year”)

in all clusters(tracks) to ensure quality of student

preparation

Expand the Implementation of effective counselling of

students on academic and career choices

8.Create an option to allow very high-performing high

school graduates to test out of the Prep Year and enter

directly into a College

9.Revisit continuously the Strategic Enrollment Plan to

manage effectively the flow of enrolled students

throughout UOD

10.Create more opportunities for students to switch

between programs at UOD

11.Expand facilities and programs for student

recreation as well as professional and cultural

clubs

12.Expand the Implementation of effective

counselling of students on academic and career

choices

232

M

EM

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Projects # 19

Vice President for Post Graduate

Studies & Scientific Research

Deanship of Scientific Research

Deanship for Library Affairs

Center for Scientific Publication

Center for Research & Medical Consultation

Directorate for Intellectual Property

Protection


Project Leader: Prof. Abdulsalam Al Sulaiman

1.The First CORE [Centre of Research Excellence]

2. Prepare a research faculty recruitment plan and recruit 2-3 multidisciplinary

cohorts of experienced, funded investigators in selected research areas to

provide leadership, direction, and credibility for the research enterprise

3.Establish Junior Research Faculty positions in the COREs for students and

other trainees

4.Create a reward system that includes incentives for extramurally funded

research and promotion criteria that recognize collaborative investigations

5.Expand post-graduate research opportunities and increase student

participation in research

6.Formulate and implement robust policies and programs to consistently ensure

high ethical standards in the conduct of research at UOD

7.Generate knowledge related to the complex nature of our world by engaging

in research in the humanities to address dynamic changes and rapid

developments

8.Develop and market a scientific publishing initiative in the CRMC

9.Create the capacity to generate and analyze data related to the regional

population, work force, health status, and economy to serve the needs and

interests of the Eastern Province

10.Draw upon UOD resources to provide research and service to provincial

business, industry and government

11.Develop academic and research programs of UOD to support strategies for

provincial growth and workforce

12.Create a University Technology Park to attract businesses advantaged by

interaction and partnerships with our professional disciplines and their areas of

research emphasis

16. Develop Centers of Clinical Excellence (COCE) linked to the

CORE to enhance health education, research and care delivery

for the Eastern Province

17. Create a research program in Public Health, housed in CRMC

that builds its own research program and supports the COREs

(with plans for post-graduate degree programs in the future)

18. Design and implement a technology transfer (commercialization) program that provides both reputational and financial returns on UOD’s investment in intellectual property-generating research, and, contributes to priorities for economic development and diversification in KSA and the Region

19. Jointly create business incubators with investing business partners in selected areas of academic/research focus

14..Develop full campus and off campus strategic learning

resources

15.. Delivery of excellent comprehensive library and

learning resources

233

CHAPTER 9: COMMUNICATION PLAN

234

Scope

This communication plan is related to all communications related to the strategic plan and its

implementation. It has been created in the context of the overall UOD communication plan and

policies.

Communication Objectives:

To make sure all stakeholders are aware of the progress of the strategic plan

To gain buy-in from stakeholders and keep them supportive of the execution plan

To get feedback and input from all involved parties about the implementation of the strategic

plan

To support, monitor, control, and successfully implement the strategic plan

General Communications Guidelines:

All messages will be audience-specific.

Messages will be distributed through an appropriate channel.

The team will communicate what people who need to know before they need to know it.

Communication will be tailored based on what people need to know.

All critical communications must be approved by management prior to distribution.

Only the director of strategic planning or the vice dean for quality will be able to distribute the

official press releases.

Project-wide meetings will be held at all important milestones.

Regular, unbiased reporting will be undertaken.

The project team will listen and act on feedback.

Targeted Communities:

President and Vice Presidents of the University

Dean; Vice deans at all colleges;

Head of strategic planning and their team at the university;

Chair of departments;

Head of units;

Team leaders of projects for the implementation plan;

Faculty and staff;

Businesses and communities;

Current students; and alumni

COMMUNICATION PLAN

235

Strategic plan Internal Communication network

Su

per

vis

or

Gen

eral,

D

QA

A

Strategic Plan

Director

Strategic Objective

Project Leaders 1

Project Managers

Prorject Managers

Project Managers

Project Supervisors

Project Supervisors

Project Team Members

Project Team Members

Project Supervisors

Project Supervisors

Strategic Objective

Project Leaders 2

Strategic Objective

Project Leaders 3

Strategic Objective

Project Leaders 4

Strategic Objective

Project Leaders 5

Strategic Objective

Project Leaders 6

Strategic Objective

Project Leaders 7

Strategic Objective

Project Leaders 8

Strategic Objective

Project Leaders 9

Strategic Objective

Project Leaders 10

Strategic Objective

Project Leaders 11

COMMUNICATION PLAN

236

Key Messages:

UOD will be reporting to different stakeholders different messages regarding the strategic plan

depending on their concerns and involvement. Most communications will be related to one of the

following messages:

o General Orientation: About the mission, vision, and values of the institution

o The progress of the strategic plan in general

o Project Status: Whether the project is currently operating within the agreed schedule,

budget, and quality targets

o Project Issues: The impact of the issues currently affecting the project and the actions taken

to resolve them

o Project Risks: The risks that may affect the project and the actions taken to mitigate, avoid,

or reduce them

o Project Time: The deliverables completed to date and the items that are scheduled for

completion within the next reporting period.

o Project Resources: The overall level of resourcing in relation to the Resource Plan and any

resource constraints currently affecting the project.

Feedback Mechanisms:

Feedback will be obtained after main communication activities in one of the following methods:

a. Surveys

b. Feedback forms

c. Complaint forms

d. Telephone surveys

e. Independent audits at various units

COMMUNICATION PLAN

237

CHAPTER 10: RISK MANAGEMENT PLAN

238

Within the framework of the Strategic Plan, there are a number of factors that could lead the latter to

deviate from the institution set for it to achieve its goals & strategic objectives. The problem would

start with the failure to achieve the goals of the developmental projects and strategic objectives that

would be estimated by Metrics. That failure would lead to the deviation from what was planned for the

strategic objectives. Finally, failures would pile up at the level of the strategic objectives and make

their way to the core goal.

Studies point to a number of factors at the origin of such failures. In fact, planning itself may carry

within it causes of failure. These may be in the exaggerated hopes that may play roles when setting up

the plan’s objectives or the lack of sufficient resources—whether human or financial—to meet the

plan’s requirements. Even when the plan’s goals are objective and reasonable, we can still identify at

least five factors that could bring about failure for UOD’s Strategic Plan:

Identification of Risks

The processes followed for potential risks identification in the UOD were brainstorming, inception of

relevant reports and documents, analysis of tasks, and interviews.

Risk Areas

Major Risk Areas Risks Metrics(Annually)

1. Educational opportunities:

Higher level of CGPA

requirements for student

admissions

Resistance by

community

Reduction in student

admissions in all

clusters

Increase of 100% in the total

enrollment and graduates in the

all cluster Colleges.

Improvement of 10 % per year

in retention rates in all

Colleges and in total

Number of Students admitted

2. Faculty Resources:

2.1.Recruiting distinguished

faculty members

2.2.Low optimum satisfaction

level of faculty members

Unable to attract

eminent faculty

members

Faculty & staff may

complain about some

bias in the selection

of faculty members

for reward

UOD may lose good

faculty and staff

members eventually

Number of renowned faculty

members recruited

New award & reward systems

acknowledged

Customer & job satisfaction

surveys conducted

Opinion of faculty & staff

sought and documented

RISK MANAGEMENT PLAN

239

Major Risk Areas Risks Metrics(Annually)

3. Technology in teaching Resistance of some

faculty members and

some students

Number of faculty members and

courses using the latest technology

in teaching and learning

4. Research: Creating a research

culture at UOD

Availability of free time

for faculty research;

reduction in teaching

load

Number of faculty members

actively involved in quality

research

5. Mandatory research &

publication requirement for

doctoral students

Some of the doctoral

students may not be able

to publish the required

paper; hence, their

graduation may be

hampered

Number of doctoral students

published during their studentship

with UOD

6. Partnership with leading

National and international

universities

The best practice in the

partner institution may

not be applicable to our

social/cultural

environment.

Manual of best practices in

developing and assessing quality

management

Set of “best practices” and

benchmarks for each KPI approved

240

ACKNOWLEDGEMENTS

On behalf of University of Dammam and our own behalf, we would like to place on record our deep

appreciation and gratitude to His Majesty, King Salman Bin Abdulaziz Al Saud, Custodian of the

Two Holy Mosques. His personal vision with foresight and counsel have been the light which guided

our steps to develop this Strategic Plan. The generous allocation of resources from his government

has provided the human and material support for the development of UOD.

We also sincerely thank Honorable Dr. Khaled ibn Abdullah Al Sabti, Minister of Higher Education,

for his personal interest and drive, as well as hands-on involvement at all stages of not only

this Strategic Plan, but also our search for Academic Accreditation.

The National Commission for Academic Accreditation and Assessment (NCAAA) deserves special

mention. Our search for accreditation from NCAAA has strengthened our determination to develop

and finalize the Strategic Plan.

Our strategic Stakeholders gave us their time, attention and constructive input. This occurred not only

during a formal workshop when participants included ARAMCO, Chamber of Commerce, Suhaimi,

representatives from Ministry of Health, Saudi Council for Health Specialties, National Guard,

our Alumni and Sabic. They were also there for us on a number of informal occasions. We appreciate

their contribution.

OUR EXTERNAL CONSULTANTS

Kaludis Consulting, Washington DC, USA, were our external consultants. The firm specializes in

higher education strategy. They have a client-base of over 500 universities, colleges, academic health

centers and multi-campus systems. The firm has worked with two other universities in the Kingdom

(KFU and Alfaisal University). It also had a role in the review of the first draft of AAFAQ.

Kaludis Consulting provided professional guidance and support from beginning with a trip in

September 2014. We would like to mention the core team consisting of three senior partners, Dr.

George Kaludis (CEO), Dr. Richard Dean and Dr. Robert Donaldson. They actively interacted with

our deans, faculty and staff during three extended trips to the UOD campus. These provided

knowledge transfer to support planning and focus our minds on the future and our critical strategic

issues, and, facilitate our work via working groups. They also helped us implement a mini-workshop

with our strategic external stakeholders.

241

INTERNAL CONTRIBUTION

We acknowledge the contribution of the Higher Quality Committee (HQC) & Quality Permanent

Executive Committee [QPEC], as well as faculty and staff of UOD in general. Their input during

workshops is noteworthy. In particular, we thank colleagues who served on various Work Groups

and Committees at different stages of development of the Plan. [See Tables below]. Without their

critical input, the Plan would never have taken its current shape.

HIGHER QUALITY COMMITTEE [HQC]

By the Administrative Order, we established the Higher Quality Committee in-charge of Quality &

Planning. The chairman and the members worked tirelessly to review the Strategic Plan, especially

following presentation to the Committee by Dr. Robert Donaldson. We thank them for their sincere

efforts.

MEMBERSHIP OF THE HQC

1. President of the University (Chairman)

2. Vice President for Studies, Development and Community Service (Vice Chairman)

Members:

3. Vice President of the University Administration

4. Vice President for Branches Affairs

5. Vice President for Academic Affairs

6. Vice President for Post Graduate Studies and Research

7. Dean, College of Medicine

8. Dean, College of Architecture & Planning

9. Dean, College of Arts

10. Dean, Student Admission & Registration

11. Dean, University Studies for Female Affairs

12. Dean, Library Affairs

13. Dean, ICT

14. Dean, Education Development

15. Dean, Community & Sustainable Development

16. General Supervisor, Deanship of Quality & Academic Accreditation (Secretary)

242

MEMBERSHIP OF THE QPEC

1. Vice President for Studies, Development and Community Service (Chairman)

2. General Supervisor, Deanship of Quality & Academic Accreditation (Secretary)

Members:

3. Vice Dean, Administrative Development

4. Vice Den for Quality, College of Applied Medical Sciences

5. Vice Dean for Quality, College of Architecture & Planning

6. Vice Dean for Quality, College of Arts

7. Vice Dean for Quality, College of Dentistry

8. Vice Dean for Quality, College of Engineering

9. Vice Dean for Quality, College of Medicine

10. Vice Dean for Quality, College of Nursing

11. Vice Dean for Quality, College of Science

12. Vice Dean for Quality, College of Education, Jubail

MEMBERSHIP OF VARIOUS COMMITTEES AT TWO KEY STAGES IN THE

DEVELOPMENT OF THE STRATEGIC PLAN

STAGE I DEVELOPING THE PLAN FOR THE STRATEGIC PLAN 2014

WORKSHOP: Over 100 participants in total

243

STAGE II DEVELOPING IMPLEMENTATION PLANNING: REVIEW OF GANTT

CHARTS TEN WORKING GROUPS

MEMBERSHIP OF COMMITTEES

* Kaludis Consulting Core Team

•……………………………………

Dr. Abdullah Al-Rubaish

President, UOD

GOAL(S) CHAIRMAN MEMBERSHIP

1&2 Prof. Abdullah Alkadi Prof. Mahmoud Abdellatif

Dr. Omer AGA

Dr. Amera Al Jafary

Dr. Dalal Alshangite

Dr. Eman Al Saleh

Dr. Muneerah Almahasheer

Dr.Yousry Mahmoud Othman

Mr. Somasundaram

3 Dr. Ahmed Alkuwaiti Dr. Sarfaraz Akhtar

Prof. Mahmoud Irshidat

Dr. Ebtisam Al Mathal

Dr. Fatma Mokabel

Dr. Mahmoud Al-Quraan

Dr. Arun Vijay

4 Prof. Basil Al Sheikh

Prof. Emmanuel B. Larbi

Dr. Omar Al-Muammar

Dr. Abdullah Bamosa

Dr. Abdul Aziz Alfehaid

Prof. Maha M. Abdelsalam

Dr.Abdulaziz Almutawa

Dr. Ghazi Alotaibi

Dr. Mona Al-Sheikh


5 Prof. Dalal Tamimi Dr. Adel Al Dhuwaihi

Dr. Ali Al Dossari

Dr. Samar Brayan

Dr.Abdulmageed Almikhlafi

Ms. Danah Al-Thukair

Dr. Turki Abualait

Dr. Farzana Shafique

6 Dr. Raed Bukhari Dr. Abdul Aziz Sulaiman

Dr. Abdul Aziz Matani

Dr. Mohamed El Brawny

Dr. Sara Alareefi

Dr. Amal Hamdy mostafa

Dr. Arun Vijay

Mr. M Ajmal Khan

7 Dr. Saad Al Amri Prof. Mohammed Hegazy

Eng. Hamad Albaadi

Eng. Muhammed Al Gharribeh

Dr. Samar Abubshait

Mr. Bala Murugan

8 Prof. Fahad Al Muhanna Dr. Ebtisam Al Mathal

Dr. Sana Al Mahmoud

Ms. Atheer Al Saif

Dr. Mohammad Al Abdullah

Mr. Fahad Al Zmamy

Dr. Martin Roeder

9 Prof. Adel Al-Afaleq Dr. Mohammad Al Abdullah

Prof. Baher Kamal

Mr. Jamal Al Sulaiman

Dr. Maha Al Madani

Dr. Laylah Batouk

Dr. Mohammed Awadallah

10 Prof. Abdulsalam Al Sulaiman Prof. Amein Al Ali

Dr. Ebtisam Al Suhaimi

Prof. Eljazi Ibrahim Alafaleq

Dr. Naif Almasoud

Dr. Fahd Al-Khamis

Mr. Muhil Sakthivel

11 Dr. Najah Algaraui Dr. Badriah Mohammed Habib

Dr. Hamza Eskandarani

Dr. Yousef Al Rashed

Dr. Eshtiaq Al Faraj

Dr. Hanadi Baghdadi

Dr. Kholoud Alghamdi

Eng. Ibrahim Alkhaldi


Dr. Mahdi Abumadini

Ms. Sara Almulla

Dr. Hessa Al Otaibi

Dr. Mahmoud Al-Quraan

message from h.e. dr. abdullah al-rubaish ......i message from h.e. dr. abdullah al-rubaish...

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