taibah university strategic plan 2025

Taibah U Master Strategic Plan 2025 (Executive Summary)

Third Edition 2018

Taibah University

Strategic plan 2025

Executive Summary


In the Name of Allah,

The Most Merciful Most Gracious

Intellectual Property Rights are reserved to Taibah University


TaibahU was founded in 2004 by merging the two branches of King Abdulaziz University and Imam Mohamed Saud Islamic University in Madinah. The university’s interest in establishing a Strategic Plan started with creating the Strategic Planning Committee (SPC) chaired by the Vice President and membership of a number of faculty members whose enthusiasm to learn and gain experience as well as openness to other universities’ experiences have led to issuing the first version of the strategic plan.

Since its formation, the Committee’s concern was to benefit from these experiences in conducting various studies and research focusing on the followings:

- TaibahU actual standing via environmental scanning, in addition to investigating future demands for its services. - Reviewing strategic plans of numerous distinguished universities regionally and internationally.

In addition to taking into account standards of the strategic planning included within the institutional accreditation standards of the National Commission for Academic Accreditation and Assessment (NCAAA) called the National Center for Academic Accreditation and Assessment recently.

Due to time constraints and major changes in the organizational structure of TaibahU, the SPC’s grand efforts to promptly prepare and present a draft of TaibahU Master Strategic Plan (MSP) was, unfortunately, not concluded. Amongst those changes was the annexation of seven teacher colleges, and several health science colleges to TaibahU. These large expansions were accompanied by extensive restructuring processes included a number of the university colleges in addition to the colleges annexed.

Following the 2007 decree enforced by the Ministry of Higher Education, Saudi universities were under the obligation of presenting a four-year operational plan for each upcoming 4 years. Hence, TaibahU put in place the requested plan urgently, while considering that TaibahU MSP was another mandatory prerequisite. Completing simultaneously the two projects was, therefore, inevitable.

During all these events, in addition to the preparation of annual follow up reports on implementation, accompanied with the

establishment of TaibahU Vice Presidency for Development & Quality, the duty of chairing SPC was assigned to the VP for Development & Quality. The SPC, then, organized various meetings and open discussions pertaining to the MSP and the First Operational Quadruple Plan. Notes and suggestions of TaibahU Council members were examined and considered in drafting MSP. The Arabic version was then presented to a team of internal and external reviewers.

In light of the reviewers’ notes, the MSP was thoroughly revised. Then, the SPC team presented the English copy of the Plan to a number of international experts for discussions, the first of which took place in October 2009, attended by three experts in Strategic Planning from the United States.

The University Council approved The second edition of the MSP in the decree no.(14) in its third session of the academic year 2009/2010 held in January 2010 and recommended that it shall be considered as an active and dynamic document capable of coping with changes and advancements, so as to meet the University’s goals and expectations.

TaibahU has currently witnessed great progress in identifying its future directions to be compatible with the vision of the Kingdom 2030 and the National Transformation Plan 2020 in their aspects pertaining the institutions of the Governmental and Private Higher Education so as to upgrade the level of its educational programs, adopt new trends in the Higher Education to be one of the most important pillars for the National Higher Education, participate effectively in improving teaching, scientific research and community service and to qualify cadres able to diversify the university’s resources and achieve sustainable development.

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Taibah U Master Strategic Plan 2025 (Executive Summary) 2

Through its mission, TaibahU will participate with other educational sectors in the country to achieve the Saudi Vision 2030 that aims for sustainable development and building knowledge economies. Through its three main core functions; teaching, research, and community service can prepare society members who can contribute to the sustainable development of the country due to the skills that they will develop at TaibahU which will be stimulated and strengthened by TaibahU’s learning environment that fosters creativity and self-learning. 2-SWOT Analysis: The process of updating SWOT analysis comes in the light of the updated mission statement and emerging issues. The Strategic Plan Updating Committee ( SPUC) has benefited from data of SWOT analysis in the previous editions of the MSP in making the 3rd edition of the plan and submitted it to the Academic Advisory Committee then posted it on the university’s website along with a questionnaire form, data analysis, modifications inclusion then presenting the document to national, regional and international experts. 3-Reviewing the strategic goals: No modifications have been made in the strategic goals. They were quite appropriate. 4-Updating the Projects: The SPUC has reviewed projects of the 2nd edition of the plan so as to investigate and update their status in addition to adding the emerged projects and initiatives. The entities responsible for achievement of each project have been added according to the following classification: entities responsible for implementation, supporting entities, and entities responsible for supervision to ensure that all the concerned parties are involved in preparation of the operational action plans of projects and to facilitate following up these projects by the committee responsible for following up the implementation of the university MSP and operational plans. Through investigating the status of (199) projects of the university, the conclusion was that:

Eighty one(81) projects have been completed with percentage of 40.7% of the total number of projects.

40.7%

completed

To achieve its core functions of teaching, research and serving the community successfully under these strategic changes, the university should cope with the changing needs of the labor market and new innovations.

Because of these developments, analysis of the institutional evaluation results carried out recently by reviewers from the Education Evaluation Commission and results of the ongoing follow-up and review for the MSP 2025, the process of updating this plan has become an inevitable issue.

Based on what had been said before, the main reasons and justifications for updating the MSP can be summarized as follows:

1-The vision of the Kingdom 2030

2-The National transformation Program 2020.

3-AAFAQ plan 2029

4-The 10th Development Plan.

5-The NCAAA reviewers’ recommendations.

6-Reviewing and following up the implementation of TaibahU MSP 2025 and the necessity for updating the mission as well as adding some projects required for achieving such mission to be consistent with the new variables.

Accordingly, a committee was formed to update the Master Strategic Plan of TaibahU 2025 in its 3rd edition. Since its formation, the committee through its subgroups held intensive meetings to work on an in-depth study for the five documents mentioned above and the update includes the following:

1-The Mission: To update the mission statement, the Strategic Plan unit held consecutive workshops involving stakeholders form the university as well as experts and consultants. Questionnaires were used, and results analysed to come to the final version of the updated Mission Statement to be approved in the Senior Management meeting.


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5. Extending the work on the Master Strategic Plan of the university to 1445 AH : So as to be able to complete all the projects, a request is submitted by the SPUC to the Senior Management of the university to extend working on the Master Strategic Plan to additional five years as the number of completed projects has not reached to 50% of the total number of projects included in the Master Strategic Plan of the university .

thirty eight(38) projects are proposed with a percentage of 19.1% of the total number of projects.

Eighty (80) projects are still in progress with a percentage of 40.2% of the total number of projects .

in progress

6-Updating the list of KPIs: to include the following five packages:

Symbol No. KPIs Package

Taibah (T) 33 KPIs of the Master Strategic Plan - TaibahU

NCAAA (N) 33

KPIs of the National Center for Academic Accreditation and Assessment .

AAFAQ .(A) 54 KPIs of the Ministry of Education

( the Higher Education Sector) AAFAQ .

Development (D) 15 KPIs of the 10th Development Plans

Vision (V) 5 KPIs of the Education Sector—

the National Transformation Program

Financial and Investment Risks. Human Resources Risks for Employees

Legal Risks

Information Technology Risks

The University’s Reputation risks

Intellectual Risks

1-Administrative, Financial and Technological Risks

The university’s Reputation Risks

Human Risks for Faculty Members

Legal Risks

2-Cognitive Risks

Chemical Risks

Radiation Risks

Biological Risks

Health Risks

Medical Risks

Natural Risks

Construction Risks

Electric Risks

3-Emergency & Disaster Risks

Indicators have been added to the strategic plan projects to facilitate the follow-up process.

8- Identifying a mechanism for assuring methods of evaluation and monitoring the continuity of the Strategic Plan implementation: A committee for monitoring the implementation of the MSP of Taibah U headed by the Vice President for Development and Quality is formed to assuring the attainment of strategic goals and making the necessary adjustments and improvements as well as checking the university sectors' progress in making their strategic and action plans.

The Strategic Plan (3rd edition) Updating Team

7-Adding the Strategic Risks: Seventy seven (77) risks that may affect the university’s performance have been added to the projects according to the Risk Management Guide prepared by the university. These risks were classified into three main categories:


This third edition reflects TaibahU’s expertise in strategic planning, and the quality culture evolution it has witnessed. Indeed, it highlights the density, diversity and richness of the input based on which the document has been built.

While adhering to the principles of quality, TaibahU is committed to balancing between its core functions of teaching, research, and serving the community. Simultaneously, it maintains delicate equilibrium of meeting the expectations of a globalized world, and preserving its indigenous role and identity. This is clearly demonstrated in the espoused vision and mission, as well as the embraced mechanism of outlining and presenting the strategic goals that come under the following main directions:

Excellence in teaching and learning.

Utilizing research and graduate studies for community development.

Building partnership with the community.

Continuous improvement for administrative and financial management.

Diversifying income resources.

Creating an appealing and inclusive environment.

Enhancing university ranking nationally, regionally, and internationally. To investigate its progress in achieving its goals, The University has adopted five major packages of the Key Performance Indicators (140). These Indicators include those of the Ministry of Education, the National Transformation Program 2020, the Kingdom of Saudi Arabia's 10th Development Program, the Ministry of Education program for university education known as (Affaq), the NCAAA, as well as Taibah University's in-house Indicators.

To document TaibahU’s embracement of the thinking behind Strategic

Planning (SP), the third edition incorporated an in-depth MSP preparation methodology, presenting different developmental phases it has undergone. These comprised thorough environmental scanning studies and exhaustive reviews of similar national and international SPs as well as institutional quality standards.

This version has also included a new section dedicated solely to operational projects, which vary in terms of nature and progression 27.14% of these is devoted to construction & building; another 24.12% is allocated to developing bylaws, policies & manuals. 13.57% is allotted to projects for institutional studies. Another significant addition is devoted to Research Excellence Programs, which reveals TaibahU interest in applied sciences and technologies mainly Nanotechnology, Water & Energy, and Information Technology.

To be compatible with the Vision of the Kingdom 2030 and the National Transformation Program 2020, the University has added a section dedicated to its initiative of “ Converting the university’s sectors into Cost Centers” submitted to the University Initiative Office and approved 2017 for 30 millions Saudi riyals.

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38 projects are proposed 19.1%

81 projects are completed 40.7%

80 projects are in progress z

40.2%

6– Updating the Project Status

Executive Summary

2– Updating the Mission Statement into:

1– Updating the Statistics

Employees

7587

The ToTal Number of employees:

74877

The ToTal eNrolled sTudeNTs:

students

KPIs Symbol

Taibah University Master Strategic Plan Taibah (T)

The National Center for Academic Accreditation and Assessment

NCAAA (N)

The Ministry of Education ( The Higher Education Sector) AAFAQ .

AAFAQ .(A)

The 10th Development Plan Development (D)

The Education Sector in the National Transformation Program

Vision (V)

KPIs T

N A D

V 33

33

54

15

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5– Updating the list of KPIs to include the following five main packages:

To ensure that all the concerned parties are involved in preparation of the operational plans of projects and to facilitate following up these projects, all the entities responsible for achieving each of the included projects are added according to the following classification:

Entity/Entities Responsible for Implementation

Supporting Entity/Entities

for Updating the TaibahU

Master Strategic Plan

Cognitive Risks

Administrative, Financial and

Technological Risks

Emergency & Disaster

Risks

3– Adding the Strategic Risks

For all projects included in the strategic plan and based on the Risk Management Guide prepared by TaibahU, (77) risks that may affect the university’s performance have been identified and classified into the following three main categories:

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4. Extending the work on the Master Strategic Plan of the university to 1445 AH

1 st

2 nd

3rd

Entity responsible for Supervision

End of the Plan

Contribution to the building of a society that promotes sustainable development and knowledge economies through distinguished education, quality research, and community partnership in an environment conducive to teaching and innovation.

projects including the new projects and initiatives Reviewing the projects, their status can be summarized as:

* NB. All numbers are statistics of the second semester 1437/1438 AH.


FIRST:

6


1424/2004

Colleges and Institutes of the university:

There are (28) colleges and (1) institute in the university.

Colleges in Madinah: :

There are (15) colleges in the main campus of the university at AL Madinah.

Name of College/Institute

College of Medical Rehabilitation Science

13

College of Engineering 7 College of Education 1

College of Applied Medical Science

8 College of Science 2

College of Nursing (Females) 14 College of Pharmacy 9 College of Medicine 3

College of Law 15 College of Dentistry 10 Madinah Community College 4

College of Art & Humanities 11 College of Computer Science & Engineering

5

College of Family Science 12 College of Business Administration

6

15

7


Name of College/ Location

Ula College of Art & Science 8 Yanbu College of Engineering 1

Ula Ula Community College 9 Yanbu College of Computer Science & Engineering

2

Mahd Mahd Community College 10 Yanbu College of Applied Science 3

Hanakiyah Hanakiyah Community College 11 Yanbu College of Science 4

Khaibar Khaibar Community College 12 Yanbu College of Art & Science 5

Badr Badr Community College

Yanbu College of Business Administration 6 13

Ula College of Applied Medical Science 7

13

Name of College/Institute

Deanship of Distant Learning 9 Deanship of Graduate Studies 1

Deanship of Faculty & Personnel Affairs 10 Deanship of Research 2

Deanship of Academic Services 11 Deanship of Admission & Registration 3

Deanship of Quality 12 Deanship of Student Affairs 4

Deanship of Information Technology 13 Deanship of Library Affairs 5

Research & Consulting Institute 14 Deanship of Community Service & Continuing Education

6

High Institute of Imams & Orators Deanship of Girls Campus 7

15 Deanship of Development 8

15

Colleges in Branches:

Number of supporting deanships and institutes are (15) deanships and institutes.

Number of colleges in branches are (13) colleges.

Supporting Deanships and Institutes:

8


Supporting Centers

Scientific Publishing Center 10 Instructional Materials and Educational Technology Center 1

Medical Training and Simulation Center 11 Educational Television Center 2

Community Service Center (Community Partnership) 12 English Language Center 3

Teaching and Learning Center 13 Media Center 4

General Requirements Center 14 Learning Resources Center 5

Women’s Empowerment Center 15 Information & Statistics Center 6

Center for Documentation and Archives. 16 Talent, Creativity and Excellence Center 7

Examination Center 17 Academic Counselling Center 8

Administrative Communication Center 18 Entrepreneurship Center 9

18

Research Centers

Toxicology Studies & Research Center 6 Educational Research Center 1

IT Applications to serve the Holy Quran Research Center 7 Humanities Research Center 2

Medical Research Center 8 Family Research Center 3

Genetics and Inherited Diseases Center 9 Applied Sciences Research Center 4

Dental Research Center 10 Nanotechnology Research Center 5

10 Research Centers:

Number of Research Centers in TaibahU: 10 centers

Supporting Centers:

Number of Supporting Centers in TaibahU: 18 centers

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* NB. All numbers are statis-tics of the second semester 1437/1438 AH.

Unified Scientific Track (5340 male/female students.

Bachelor Degree: 40577 male/female students.

Associate of Community Colleges: 5594 male/female students.

Diploma from Institute of Imams and Orators: 134 male/female students.

Diploma of Educational Leadership: 28 male/female students.

Master and PhD Degrees: 701 male/female students.

Affiliation: Bachelor: 1831 male/female students.

Student Statistics Parallel Education:

Regular Education: 1 Total Number of

Enrolled Students

74877 Male/Female Students

Faculty & Staff

Statistics

2

Faculty: 1802 members. Demonstrators, Lecturers and Language Instructors: 1671 members. Scholarships (Outside KSA): 940 Scholarships (Inside KSA): 289 Staff in administrative jobs: 2156

Staff in Parallel Education: 729

7587 Male/Female employees

Scientific Chairs: 7

University Buildings:59

Student Labs: 208

Research Labs: 67

Computer Labs: 163

University Libraries: 18

3

Other

Statistics

Total Number of employees

Bachelor Degree: 315 male/female students.

Associate: 27 male/female students.

Educational Diploma: 1500 male/female students.

Master Degree: 11 male/female students.

Distance Learning:

Bachelor’s Degree: 18819 male/female students.


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1-University Vice Presidency: 1. Secretariat of the University

Council. 2. Secretariat of the Academic

Advisory Committee. 3. Center for Documentation and

Archives. 4. Administrative Communication

Center. 5. The General Administration of

Staff and Staff Members Affairs. 6. Financial Management. 7. Administration of Contracts and

Procurement. 8. Administration of Inventory

Control.

9. Warehouse Management. 10. Administration of Security and

Safety. 11.Housing Management. 12. Traffic Management.

The Organizational

The University President

University Vice Presidencies:

The Vice Presidency for Development and Quality. 4 The University Vice Presidency. 1

The Vice Presidency for Business and Knowledge Innovation.

5 The Vice Presidency for Postgraduate Studies and Scientific Research .

2

The Vice Presidency for University Branches . 6 The Vice Presidency for Educational Affairs . 3

6

1. University Vice Presidencies. 2. High Institute for Imams & Orators. 3. Deanship of Girls Academic Studies. 4. Deanship of Information Technology. 5. University Initiative Office. 6. General Administration of Projects

& Maintenance.

7. General Administration of Self-Generated Resources.

8. Budgeting, Planning & Follow-Up Unit .

9. Legal Administration.

10.Financial Auditor.

11.Follow-Up Unit. 12.Internal Audit Unit. 13.Student Rights Unit. 14.Public Relations Unit. 15.Media Center .

Vice

Pres

iden

cies


2-The Vice Presidency for Postgraduate Studies and Scientific Research :

1. Deanship of Postgraduate Studies.

2. Deanship of Scientific Research.

3. Deanship of Library Affairs.

4. Scientific Council.

5. Center for Scientific Publishing.

6. Strategic and Promising Research Center.

7. Administration of Scholarships and Training.

8. Administration of Local and International Cooperation.

9. Research Chairs Program.

10.Science and Technology Unit.

11.Unit of Teaching Assistants, Lecturers, Language Teachers and Re-search Assistants.

12.Scholarship Student Recruitment Unit .

13.Scientific societies.

3-The Vice Presidency for Educational Affairs 1. Deanship of Admission and Registration.

2. Deanship of Student Affairs

3. The University Counselling Center.

4. Deanship of Distance Learning.

5. Deanship of Parallel and Continuous Education.

6. The Community Service (Community Partnership) Center.

7. Deanship of Educational Services.

8. Center for Academic Services.

9. Equipment and Laboratories Unit.

10.Educational Supplies Unit

11.Curriculum Management

12.Management of Student Scholarships

13.Teaching and Learning Center.

14.General Requirements Center.

15. Examination Center

16. Training and Student Exchange Unit.

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4-The Vice Presidency for Development and Quality

1. Deanship of University Development.

2. Deanship of Quality.

Strategic Planning Unit.

3. . Risk Management.

4. Statistics and Information Center.

5- The Vice Presidency for Business and Knowledge Innovation

1. Research & Consultation Center .

2. Investment & Endowment Management.

3. Innovation & Entrepreneurship Center .

4. Talent ,Creativity and Excellence Center .

5. Innovation & Development Center .

6. Intellectual Property Unit .

7. Business Incubator, Technology and Marketing Unit.

8. Knowledge Gardens .

9. Wadi Taiba Corporation for Investment and Technology.

10.Fund of Education, Research, Innovation and Entrepreneurship Support (Daa’m).

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6-The Vice Presidency for University Branches 1. College of Engineering in Yanbu' .

2. College of Computer Science and Engineering in Yanbu' .

3. College of Applied Medical Sciences in Yanbu' .

4. College of Arts and Humanities in Yanbu' .

5. College of Science in Yanbu' .

6. College of Business Administration in Yanbu' .

7. College of Science and Arts in Al-Ola .

8. College of Applied Medical Sciences in Al-Ola Community .

9. College of Community in Al-Ola .

10.College of Community in Al-Hanakiyyah .

11.College of Community in Khaibar .

12.College of Community in Mahd Al-Dhahab .

13. College of Community in Badr .

14. Administration of Branches in the University.

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Preparation,

Making Studies, Surveys and Data

Collection

First Stage

Strategic Analysis for the Status quo and Future

Second Stage Third Stage

Updating Projects of the Previous MSP Editions

Fourth Stage

Preparing the Draft of the Updated Plan, Adding

Projects, Initiatives, KPI Packages and Risks

Review & Evaluation and Approving the

Updated Copy

Fifth Stage

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2-1 Stages of Updating the Master Strategic Plan in its 3rd Edition

SECOND: Methodology of Preparing and Updating the Strategic Plan


The Figure below illustrates methodology of Updating the Master Strategic Plan in its 3rd edition

Methodology of Updating the University Master Strategic Plan

Updating SOWT Vision Updating Mission

Updating Projects

Review & Evaluation

Implementation

Third Action Plan 2016-2020

First Stage

Preparation

Second Stage

Strategic Analysis

Third Stage

Updating Projects

Fourth Stage

Implementation

Fifth Stage

Review & Evaluation

Forming SPUC Reviewers’

Recommendations

Reviews & Studies

Updating Values

Reviewing Strategic Goals

Updating KPIs Strategic Risks

Inclusion

17


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2-2 Reviewing NCAAA Strategic Planning Standards To ensure alignment with the National Centre for Assessment and Academic

Accreditation (NCAAA) institutional accreditation requirements, relevant strategic planning standards were reviewed particularly the first standard related to mission and objectives in addition to the sixth sub-standard related to governance and administration pertaining the strategic planning under the second standard.

2-3 Updating SWOT Analysis

The process of updating SWOT analysis comes in the light of the updated mission statement and emerging issues. The Strategic Plan Updating Committee ( SPUC) has benefited from data of SWOT analysis in the previous editions of the MSP in making the 3rd edition of the plan and submitted it to the academic advisory committee then posted it on the university’s website along with a questionnaire form, data analysis, modifications inclusion then presenting the document to national, regional and international experts. The following is a brief description for results of the updated SWOT analysis of the university environment based on all the internal and external variables that affected progress of the university while achieving its strategic plan positively and negatively. It is also noteworthy that the university has over the past years overcome many weaknesses and dealt well with a number of opportunities. The main weakness the university seeks to address is the completion of its construction projects in addition to the challenges that have emerged amongst which is the establishment of a number of the competing private universities in Madinah and which are considered an appealing element for faculty, staff and students alike.


Insufficient number of classes, labs and related facilities as a result of incompletion of construction projects.

The difficulty of completing the medical city project and the university hospital . Low retention rate of distinguished faculty . Poor evaluation procedures of faculty performance. Serious lack in the number of research and academic assistants. Small number of Non-Saudi students. Poor Distance Learning programs . Limited number of faculty distinguished publications . Limited inter-disciplinary graduate programs. Weak evidence-based decision making process .

Full technological infrastructure

Updated and restructured programs in Bachelo r and Postgraduate degrees compatible with the NCAAA standards and labor market opportunities.

Women empowerment through involving them in decision making processes.

Comprehensive Risk Management for all the long and short activities in all the academic and research university sectors.

Finishing up all projects concerning the colleges’ buildings in Yanbu and Al Ola.

The success of “Nationalization by Development” project.

Excellent community partnership for students and employees

Policies of clear and simplified processes compatible with principles of the Governmental Procedures Guidebooks.

Successful and continuous Student Clubs.

Strengths Weaknesses

Opportunities

Comprehensive University offering the majority of specialized programs.

Good quality of technical and indicative admission processes.

Cultural and academic diversity of faculty members.

Starting the implementation process of institutional and academic accreditation.

Distinguished progress in the project of transformation to electronic transactions

Diversity of research centers in the university. Establishing institutional endowment. Partnership in implementing several research

programs for the National Plan for Science and Technology.

Reinforcement of the university’s core functions by establishing several supporting deanships.

Dissemination of the strategic planning culture.

Expansion in the entrepreneurship and investment systems.

The new university system is about to be issued along with some autonomy specifically in self-resources.

Approving the initiative of converting the university’s sectors into cost centers.

Increase in demand for graduate studies

The presence of Knowledge Economic City in Madinah region.

The presence of the Royal Commission for Jubail and Yanbu in Madinah Region.

The Presence of the Royal Commission for Al Ola in Madinah Region.

The location of the university in the holy city of Madinah. Hajj and Omrah visitors. Programs for achievement of the Saudi Vision

2030. The presence of privileged provinces in

Madinah Region. Decreasing illiteracy rate in Madinah Region. Increase in the average income of individuals

in Madinah compared to the rest of the Kingdom.

Threats

Increase in demand for higher education in Madinah Region Low private and public investment in scientific research.

Limited number of job opportunities for graduates.

The presence of competitive private universities in Madinah.

Fierce competition for competent faculty (nationally, regionally, and Internationally).

Poor quality of high school graduates .

Suspending programs of Distance Learning and Parallel Education.

Change in the regulations and systems of Education.

Change in teaching and learning policies. Increase in the cost of the educational

equipment for classes and labs. Shortage of the financial support. The current economic challenges and

decline of oil revenues.


THIRD: :

Internationally recognized, comprehensive, Saudi university dedicated to excellence in teaching, research and community service.

Contribution to the building of a society that promotes sustainable development and knowledge economies through distinguished education, quality research, and community partnership in an environment conducive to teaching and innovation.

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TaibahU is committed in all its activities to consolidate a set of values, including:

Responsibility: towards the individual, the academic community and society. Respect & Appreciation: for all faculty and staff of TaibahU and its partners. Transparency & Accountability: in all activities with faculty, staff and students in compliance with pre-described accountability procedures. Accountable Freedom: giving an adequate space of responsible freedom to faculty, staff and students. Quality & Excellence: continuous exploration of best practices and policies as well as their application at the highest level of quality. Creativity: promoting and rewarding new ideas and initiatives in research, teaching and administration.

Leadership: supporting and encouraging leadership characteristics at all levels. Proactivity: the ability to initiate and adapt to changes in internal and external environments. Equality: ensuring equal opportunities in admission and employment. Future-orientation: projecting future trends with commitment to planning.

21


FOURTH:

To achieve its vision, mission and values, TaibahU is dedicated to achieve the following directions and strategic goals:

.

.

.

Main Directions & Strategic Goals

.

22


:

:

:

The seven directions have been boosted by the following twenty goals:

23


:

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developing collaborative partnership amongst different colleges.

Nanotechnology Program

developing alternative energy focusing on the fields of solar, fuel cells, and wind energy.

Energy Technology

integration of several technologies which involve the use of living organisms in the production, modification, or development products with great value for human advancement.

Biotechnology Program

providing solutions to a wide range of real-world problems that have profound impact on a variety of business and social application.

Information Technology

Program

developing new classes of materials including semiconductors, bio, smart, and Nano-materials.

Advanced Materials

developing innovative technologies to protect, clean, and preserve water resources, in addition to providing undergraduate and graduate training opportunities.

Water Technology

Program

developing and innovating new technologies leading to solving environmental issues and reducing relevant risks.

Environmental Technology

Program

Owing to its qualified faculty and infrastructure, and in accordance with the trends of the National Plan for Science and Technology, TaibahU established the Unit of Strategic Science, Advanced Technology & Innovations. This unit reflects the institution commitment to achieve research excellence, and enhance its ranking and reputation nationally, regionally and internationally. Following are the programs supported and funded by this unit:

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FIFTH:


INITIATIVES

SIXTH:

26


Converting the university’s Units into Cost /Revenue Centers (Non- Profit Units) Initiative

This initiative comes to achieve the fifth direction of the strategic plan which is “

Information about the Initiative

Initiative Name Converting the university’s units into Cost/Revenue Centers (Non-Profit Units).

Initiative Owner Taibah University at Al Madinah Al Munnawarrah.

The Concerning Vice Presidency

The Vice Presidency for Business and Knowledge Innovation.

Duration 4 years Expected Starting Date 01/05/2017 Expected Ending Date

Threat Poor investment environment in the private education and absence of services that support a thriving education industry.

Strategic Goal Improving the Financial efficiency for the education sector.

KPIs (operational)

Completion rate in studying the conversion of the university’s units into cost and revenue centers.

Completion rate of converting the university’s units into cost and revenue centers.

Percentage of improvement in the university’s operational efficiency.

Percentage of improvement in the university’s self-generated resources.

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List of the Initiative Outputs (Cost System/ Accounting System)

Stages/Outputs Description

1 Preparation, Education and Awareness (First Stage)

1-1

The technical and administrative preparation for initiative implementation (plans, programs, in-struments and requirements).

Defining and providing the technical equipment and requirements for the initiative and preparation of its action plan and detailed programs of work.

1-2 The technical equipment for education and awareness programs (places. Packages, tool, etc)

Providing the technical equipment, administrative and human requirements, preparing the programs handbooks and necessary equipment and instruments for implementation of education and awareness programs for the initiative, its goals, activities and necessary skills of application.

2 Design and Activation of Cost System

2-1 Handbooks and practices of referential models, their basic features and main indicators.

Providing data of referential models that apply the cost/revenue systems with lists of their main features and indicators as a basis for implementation of the initiative.

2-2 Cost Items in the university cost/revenue centers. Defining the main and sub items for building and operating structure of costs for the university cost/revenue centers as one of the main constituents necessary for converting the university’s units to cost/revenue centers

2-3 Revenue Items in the university cost/revenue centers.

Defining the main and sub items for building and operating structure of revenues for the university cost/revenue centers as one of the main constituents necessary for converting the university’s units to cost/revenue centers

2-4 Design of the cost system for the university cost/revenue centers.

Designing the cost system for the university cost/revenue centers as one of the main systems for managing and operating them.

2-5 Requirements of operating the cost system for the cost/revenue centers.

Defining and providing the technical equipment and professional administrative and human requirements as well as logistics necessary for operating the cost system prepared for the university cost/revenue centers.

2-6 Automatization requirements for the university cost/revenue centers.

Defining and describing automatization of the university cost/revenue centers and its requirements necessary for operating and managing the cost and accounting systems.

2-7 Pilot application for a number of the university cost/revenue centers.

Applying the cost system for the cost/revenue system as a pilot on two colleges or one college and one of the supporting deanships as a first stage.

3 Development and Activation of Accounting System

3-1 Assessment of the technical and professional sides for the current accounting system

Assessing the technical, professional and administrative status quo of the accounting system and defining areas of improvement to be compatible with activation requirements of management and operation of the university cost/revenue centers.

3-2 The technical and professional requirements for developing the accounting system

Defining and providing the technical and professional requirements necessary for developing the current accounting system to be compatible with requirements of applying the cost system as well as management and operation of the university cost/revenue centers.

3-3 The technical and professional equipment for application of the accounting system

Applying the accounting system after its development on three different cost/revenue centers in preparation for generalizing it on all the university cost/revenue centers.

28


List of the Initiative Outputs (Cost System/ Accounting System)

Stages/Outputs Description

4 Innovation and Entrepreneurship System

4-1 A comprehensive study for the innovation and entrepreneurship system in the university.

Making a scientific study for defining requirements of innovation and entrepreneurship system, its programs of work, and structural and administrative organization of the system.

4-2

Programs of innovation and Entrepreneurship culture dissemination among employees of the university.

Designing comprehensive programs for building and developing creativity culture and innovation skills among employees of the university and disseminating culture of converting the scientific researches and promising ideas into outputs of economic value.

4-3 Establishment of Business Incubator/Accelerator.

Designing the administrative, technical and organizational structure for the Business Incubator/Accelerator and providing programs for appealing investment capital and grants to support creative work and innovative ideas.

4-4 A unit for marketing the scientific researches and patents.

Establishing a unit for marketing the scientific researches and patents and designing marketing programs for making the potential clients aware of the scientific researches and patens and mechanism of benefit.

5 Upgrading the Efficiency of Academic Recruitment ( Development of Academic Schedule System and the Use of Resources)

5-1

Assessment of the current registration system and defining criteria of rationalization and requirements of increasing the recruitment efficiency.

Defining the technical requirements for rationalization and upgrading the recruitment efficiency in the current registration system through assessing the current system, analysing data of sections, costs of using classes and expenses related to faculty members.

5-2

The technical and professional equipment for building an improved registration system and developing its processes.

Designing an improved registration system and defining its mechanisms, requirements of monitors and licences as well as linking all relevant systems and ensuring its compatibility with standards of recruitment efficiency and economies of using resources.

5-3

The technical and professional equipment for operating the improved registration system, extracting indicators and making reports.

Defining and providing technical and economical operation requirements for the improved registration system and designing mechanisms for defining indicators and making reports along with building skills and developing the technical, professional and administrative capacities necessary for managing and operating the improved registration system.

6 Raising the Capacity Efficiency for Paid Programs ( College of Business Administration)

6-1 Equipment of the Bachelor Paid Programs Unit. Defining and providing requirements of the academic, technical and administrative preparation for the Bachelor Paid Programs Unit as well as the professional services and logistics necessary for managing and operating the unit.

6-2 Equipment of Master Degree Paid Programs Unit.

Defining and providing requirements of the academic, technical and administrative preparation for the Master Degree Paid Programs Unit and providing the professional services and logistics necessary for managing and operating the unit.

29


k P I

SEVENTH:

33 T (*) Satisfaction Level : 1. Very Low (Mean 1-1.7 out of 5) 2. Low (1.8-2.5) 3. Acceptable (2.6-3.3) 4. High (o3.4- 4.1) 5. Very High (4.2-5.0)

1- Excellence in Teaching & Learning

1-1 Unified Scientific Track dropout < 25% <20% <15%

1-2 Complete the course within the specified time

>60% >80% >90%

1-3 Student satisfaction Acceptable High Very High

1-4 Alumni satisfaction Acceptable High Very High

1-5 Employer satisfaction Acceptable High Very High

1-6 Faculty and student satisfaction with learning and information resources

Acceptable High Very High

1-7 Replace Affiliation programs with distance learning programs

>25% >75% All

Programs

1-8 Annual average of professional development programs per faculty

>1 >1.5 >2

1-9 Ratio of student to professor in art disciplines

1: 35 1: 30 1: 20

1-10 Ratio of student to professor in science disciplines

1: 30 1: 25 1: 15

1-11 Ratio of student to professor in health disciplines

1: 8 1: 6 1: 5

2. Utilizing Research &Graduate Studies for Community Development

2-1 Annual Publications per faculty member

0.5/ Year 1.2/ Year 2/ Year

2-2 Ratio of undergraduates vs. graduates 5 -8 % 9 – 12 % 15% of Students

2-3 Annual increase in research budget 5% 7% 10%

3. Building Active Partnership with the Community

3-1 Annual increase in consulting and contractual projects. 5% 15% 15%

3-2 Number of public lectures. >20/ Year >30/ Year >50/ Year

Taibah University

30


4-1 Administrative sectors implementing TQM. 50% 100% 100% 4. Continuous

Improvement of Administrative & Financial Management

4-2 Annual average of professional development program per staff member

>1 >1.5 >2

5. Diversifying Income Resources

5-1 Annual income increase in the from consultation and contractual projects

5% 10% 15%

5-2 Annual increase in the university endowments income. - 5% 10%

5-3 Number of academic chairs established per year. 1 2 4

5-4 Annual income increase from parallel education programs. 5% 10% 15%

5-5 Self-generated income to Total income. 5% 10% 25%

6. Creating an Appealing & Inclusive Environment

6-1 Completion of the university campus. 25% 65% 100%

6-2 Completion of the buildings of TaibahU branches

15% 50% 100%

6-3 Faculty satisfaction vis-à-vis TaibahU environment Acceptable High

Very High

6-4 Student satisfaction vis-à-vis TaibahU environment Acceptable High

Very High

6-5 Staff satisfaction vis-à-vis TaibahU environment Acceptable High

Very High

7. Enhancing University Ranking Nationally, Regionally & Internationally

7-1 Completion of institutional accreditation requirements

SSR Institutional accreditation

-

7-2 Obtaining program accreditation - 50% All

Programs

7-3 Annual level of content enrichment of TaibahU website

15% 20% 25%

7-4 TaibahU position in WebMatrix ranking Top 3000 Top 500 Top 100

7-5 TaibahU position in QS ranking - Top 500 Top 100

31

Taibah U Master Strategic Plan 2025 (Executive Summ

ary)

Strategic Risks Coding

Financial and Investment Risks. Human Resources Risks for Employees. Legal Risks. Information Technology Risks

The University’s Reputation risks. Intellectual Risks.

Administrative, Financial and Technological Risks

The university’s Reputation Risks. Human Risks for Faculty Members. Legal Risks.

Cognitive Risks

Chemical Risks. Radiation Risks. Biological Risks. Health Risks. Medical Risks. Natural Risks. Construction Risks. Electric Risks.

Emergency & Disaster Risks

32

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R1

Lack of Government Support (Decrease in the University's Budget.

R1.2.1R1.2.1

Financial & Investment

Risks

R1.1R1.1 Defect in the Management of Movable and Immovable Assets.

R1.2.2R1.2.2

Low self-Resources of the University. R1.2.3R1.2.3

Defect in Cash Flow Management at the University .. R1.2.4R1.2.4

Other:Other:

Refrain from Work, Disrupt working and Occurrence of Acts of Violence

R1.2.1R1.2.1

Risk of Human

Resources for Employees

R1.2 R1.2

Risk of Neglect R1.2.2R1.2.2

Lack of Clarity of Human Resources Policies at the University.

R1.2.3R1.2.3

Unplanned Staffing for The Administrators. R1.2.4R1.2.4

Other:Other:

R1R1 .3.53.5

Risk of Lack of Awareness of Faculty, Staff and Students of Their Rights and Duties R1.3.1R1.3.1

Legal Risks R1.3 R1.3

Risk of Filing Lawsuits Against the University Due to Violation .. R1.3.2R1.3.2

Risk of Signing Contracts and Agreements That Obligate the University by People Who Do Not Have Authority. R1.3.3R1.3.3

The Risk of Using the University Logo in an Illegal Manner. R1.3.4R1.3.4

The Risk of Allowing the Contractor to Proceed Work With the University Before Finalizing the contract. R1.3.5R1.3.5

The Risk of Non-participation of the Legal Department in the Formulation of Decisions , Regulations, and Legal Rules. R1.3.6R1.3.6

The Risk of Losing Documents (Especially the Confidential Ones) for Failing to Provide the Necessary Protection to Keep them Secured. R1.3.7R1.3.7

The Risk of Conflict of Interest by People Who Have Relatives in the University .. R1.3.8R1.3.8

The Risk of Interference of the University Administration in the Councils of Faculties and Departments’ Decisions . R1.3.9R1.3.9

The Risk of Control over the Construction Contracts at the University. R1.3.10R1.3.10

Abuse of Authority and Exploiting it for Interests and Personal Gains .. R1.3.11R1.3.11

Students Resort to Cheat in Tests. R1.3.12R1.3.12

Other:Other:

The Risk of Breakthrough of Electronic Systems (Hacking).

R1.4.1R1.4.1

Information Technology Information Technology

R1.4 R1.4

The Risk of Software and Hardware Viruses .. R1.4.2R1.4.2

The Risk of Unauthorized Access to the Websites (Unauthorized Access).

R1.4.3R1.4.3

The Risk of Using Non-original Copies of Electronic Programs

R1.4.4R1.4.4

The Risk of Unauthorized Modification of Data or Information

R1.4.5R1.4.5

The Risk of Data and Information Accuracy and Compatibility With Each Other .

R1.4.6R1.4.6

The Risk of Hardware and Software Crash. R1.4.7R1.4.7

The Risk of Data Loss Due to Flood, Fire, Earthquakes, Volcanoes, or Wars.

R1.4.8R1.4.8

The Risk of Theft of Servers and Storage Devices. R1.4.9R1.4.9

The Risk of Lack of Skills and Competencies Necessary for Technical Work .

R1.4.10R1.4.10

The Risk of Human Technical Errors (Human Errors). R1.4.11R1.4.11

The Risk of Misuse of Technical Devices. R1.4.12R1.4.12

The Risk Blackouts form the Data Center. R1.4.13R1.4.13

The Risk of Air-conditioning Shutdown from the Data Center . R1.4.14R1.4.14

Risk of Water Leakage at the Data Center . R1.4.15R1.4.15

The Risk of Technical Support and Maintenance Suspension on the part of Supplier or Contractor. R1.4.16R1.4.16

Other:Other:

The Reputation of the Management R1.5.1R1.5.1

The University’s

Reputation Risks

R1.5 R1.5

Other:Other:

Extremist ideas and deviant behaviors R1.6.1R1.6.1 R1.6 R1.6 Intellectual Risks

Other:Other:

33


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34

Cogn

itive

Risk

s

R2

The University's Reputation R2.1.1R2.1.1 The University’s

Reputation Risks

R2.1R2.1 the Research’s Reputation R2.1.2R2.1.2

Other:Other:

Negligence by Faculty Members and the Like R2.2.1R2.2.1

Human Risks for Faculty

Member

R2.2R2.2

Preoccupation of Doctors and Faculty Members With External Work R2.2.2R2.2.2

Unstudied Attraction R2.2.3R2.2.3

Employee Turnover R2.2.4R2.2.4

Other:Other:

The Risk of Violating Intellectual Rights R2.3.1R2.3.1

Legal Risks

R2.3R2.3

Other:Other:

Mixing Incompatible Chemicals During Transport and Trading, Storage and Disposal

R3.1.1R3.1.1

Chemical Risks

R3.1 R3.1

The Fall, Leak and Explosion of a Compressed Gas Cylinder R3.1.2R3.1.2

Fire Caused by Flammable Chemicals R3.1.3R3.1.3

Other:Other:

Exposure to radiation . R3.2.1R3.2.1 Radiation Risks

R3.2R3.2

Other:Other:

Bacterial Spreading (A). R3.3.1R3.3.1

Biological Risks

R3.3R3.3

Bacterial Spreading (B) R3.3.2R3.3.2

Bacterial Spreading (C) R3.3.3R3.3.3

Bacterial Spreading (D) R3.3.4R3.3.4

Insect Spreading (A) R3.3.5R3.3.5

Insect Spreading (B) R3.3.6R3.3.6

the Escape of Experimental Animals (A) R3.3.7R3.3.7

the Escape of Experimental Animals (B) R3.3.8R3.3.8

Spread of pollen of genetically modified plants R3.3.9R3.3.9

Spillage of carcinogenic substances R3.3.10R3.3.10

Other:Other:

R3

Emer

genc

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The Risks of Public Health and Chronic Diseases R3.4.1R3.4.1

Health Risks R3.4R3.4 The Risk Food Poisoning if it Occurs R3.4.2R3.4.2

Other:Other:

Therapeutic Complications . R3.5.1R3.5.1

Medical Risks

R3.5 R3.5

What is Called an Acquired Infection at the Medical Services. R3.5.2R3.5.2ا

Medication Errors. R3.5.3R3.5.3

Medical Errors. R3.5.4R3.5.4

The Risk of Medical Radiation . R3.5.5R3.5.5

The Risk of Hazardous Medical Waste .. R3.5.6R3.5.6

Other:Other:

The Risk of Sunstroke R3.6.1R3.6.1

Natural Risks

R3.6 R3.6

Risk of Rain and Floods R3.6.2R3.6.2

The Risk of Storms and Dust R3.6.3R3.6.3

Transportation Risks R3.6.4R3.6.4

Other:Other:

The Risk of Cracks in Buildings R3.7.1R3.7.1

Construction Risks

R3.7 R3.7

Outage of Air conditioning (Defect in the Air Conditioning System)

R3.7.2R3.7.2

The Risk of Leakage in the Water Supply Network, Sewage and Rainwater

R3.7.3R3.7.3

The Risk of Electrical Wiring (Electric Shock) R3.7.4R3.7.4

The Risk of Power Outages R3.7.5R3.7.5

The Risk of Overcrowding and Stampede R3.7.6R3.7.6

The Dangers of Elevators R3.7.7R3.7.7

Other:Other:

The Risk of Dealing With Devices and Electrical Wiring R3.8.1R3.8.1 R3.8 R3.8

Electric Risks Other:Other:

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KPIs

KPIs Symbol

Taibah University Master Strategic Plan Taibah (T)

The National Center for Academic Accreditation and Assessment

NCAAA (N)

The Ministry of Education ( The Higher Education Sector) AAfaq AAfaq (A)

The 10th Development Plan Development (D)

The Education Sector in the National Transformation Program

Vision (V)

T

N A

D

V 33

33

54

15

5

Updating the list of KPIs to include the following five main packages:

KPI Packages

35


ary)

First package:

Taibah University Master Strategic Plan

36

direction Symbol KPIs

Targeted

T1 Unified Scientific Track dropout. 25% <20%

T2 Complete the course within the

specified time. 50% >80%

T3 Student satisfaction with courses . Average High

T4 Alumni satisfaction with program. Average High

T5 Employer satisfaction . Average High

T6 Faculty and student satisfaction with learning and information resources. High High

T7 Replace Affiliation programs with

distance learning programs. 100% 100%

T8 Annual average of professional

development programs per faculty. 1.5 <1.5

T9 Ratio of student to professor in

art disciplines. 30:1 22:1


science disciplines. 20:1 20:1


health disciplines 7:1 7:1

T12 Annual Publications per

faculty member .5 1/year

T13 Ratio of undergraduates vs. graduates 1% 7%

T14 Annual increase in research budget 5% 7%


Targeted

T15 Annual increase in consulting and

contractual projects. 5% 10%

T16 Number of public lectures and

cultural meetings. 30/A year

>30/A year

T17 Administrative sectors implementing

TQM. - -

T18

Annual average of professional development program per staff

member. 1 >1.5

T19 Annual income increase in the from

consultation and contractual projects. 5% 10%

T20 Annual increase in the university

endowments in-come. - 5%

T21 Number of academic chairs

established per year. - 2

T22 Annual income increase from parallel

education programs. 5% 10%

T23 Self-generated income to

Total income. 5% 10%

T24 Completion of the university campus. 25% 65%

T25 Completion of the buildings of

TaibahU branches. 25% 50%

T26 Faculty satisfaction vis-à-vis

TaibahU environment. Average High

T27 Student satisfaction vis-à-vis TaibahU

environment. Average High

T28 Staff satisfaction vis-à-vis TaibahU

environment. Average High

.

T29 Completion of institutional accreditation requirements. 100% 100%

T30 Obtaining program accreditation. 1% 50%

T31 Annual level of content enrichment of

TaibahU website. 20% 20%

T32 TaibahU position in Webmatrix

ranking. - best 500

T33 TaibahU position in QS ranking. - best 500

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Second Package: The National Center for

Academic Accreditation and Assessment

37

Targeted KPIs Symbol Standards

Increasing

Stakeholders' awareness ratings of the Mission Statement and Objectives (Average rating on how well the mission is known to teaching staff, and undergraduate and graduate students, respectively, on a five- point scale in an annual survey).

N1

Standard 1: Mission & Objectives

Stakeholder evaluation of the Policy Handbook, including administrative flow chart and job responsibilities (Average rating on the adequacy of the Policy Handbook on a five- point scale in an annual survey of teaching staff and final year students).

N2

:Standard 2: Governance Administration

Increasing

High Average Students' overall evaluation on the quality of their learning experiences. N3

Standard 3: Management of Quality Assurance and Improvement

100% 100% Proportion of courses in which student evaluations were conducted during the year.

N4

20% 10%

Proportion of programs in which there was an independent verification, within the institution, of standards of student achievement during the year.

N5

20% 10%

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.

N6

Targeted KPIs Symbol Standards

1:20 1:20 Ratio of students to teaching staff. N7

Standard 4: Learning and Teaching

High Average Students overall rating on the quality of their

courses. N8

90% 90% Proportion of teaching staff with verified

doctoral qualifications. N9

%80 %50 Percentage of students entering programs

who successfully complete first year. N10

%80 %50

Proportion of students entering undergraduate programs who complete

those programs in minimum time. N11

%80 %50

Proportion of students entering post graduate programs who complete those

programs in specified time. N12

%90 %50

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

N13

1:15 1:15 Ratio of students to administrative staff. N14

Standard 5: Student Administration and Support Services

20% 20%

Proportion of total operating funds (other than accommodation and student

allowances) allocated to provision of student services.

N15

Increasing Student evaluation of academic and career counselling. N16

high high Stakeholder evaluation of library and media

cente. N17

Standard 6: Learning Resources

1:2 1:2

Number of web site publication and journal subscriptions as a proportion of the number

of programs offered. N18

Increasing Stakeholder evaluation of the digital library. N19

1000 1000 Annual expenditure on IT budget. N20

Standard 7: Facilities and Equipment

Stakeholder evaluation of the IT services. N21 Increasing

High Average Stakeholder evaluation of facilities and

equipment . N22

50000 45000

Total operating expenditure (other than accommodation and student allowances) per

student. N23

Standard 8: Financial Planning and


ary)

38

KPIs Symbol Standards

Targeted

%10 %10 Proportion of teaching staff leaving the institution in the past year for reasons other than age retirement.

N24 Standard 9: Faculty and

Staff Employment

Processes %15 %10

Proportion of teaching staff participating in professional development activities during the past year.

N25

1 0.5

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)

N26

Standard 10: Research

1:1 1:1

Number of citations in refereed journals in the previous year per full time equivalent faculty members.

N27

%50 %50

Proportion of full time member of teaching staff with at least one refereed publication during the previous year.

N28

0.5 0.2

Number of papers or reports presented at academic conferences during the past year per full time equivalent faculty members.

N29

10000 5000

Research income from external sources in the past year as a proportion of the num-ber of full time faculty members.

N30

%1 %0.5 Proportion of the total, annual operational budget dedicated to research. N31

%10 %10

Proportion of full time teaching and other staff actively engaged in community service activities.

N32 Standard 11: Community

Service %25 %10

Number of community education programs provided as a proportion of the number of departments.

N33


Targeted

Admission and Capacity

A1

Total rate of enrollment ( Ratio of enrolled regardless of their age to total number of population aged from 18 to 23 years)

Calculated at the level of KSA

A2 Net rate of enrollment ( Ratio of enrolled aged 18-23 to total number of population of the same age)

A3 Rate of freshmen in higher education. A4 Rate of enrollment for lifelong learning. A5

Rate of enrollment in Higher Education institutions.

A6 Rate of enrollment in science and technology programs. %25 %30

A7 Rate of employment. Increasing

Teaching Staff and Students

A8 Rate of study completion. Increasing

A9 Total number of students to teaching staff. 30 :1

A10

Average number of students to teaching staff (Medicine: 7:1) including lecturers. (Science and Engineering 17:1) including lecturers .(Other disciplines 22:1) including lecturers

7 :1

22 :1

30 :1

7 :1

17 :1

30 :1

A11 Average number of teaching staff in scientific and technological disciplines. %10 %20

A12 Average number of teaching staff holding PhD . %50 %60

A13 Average number of contracting teaching staff.

A14 Teaching Staff Retention Rate. Increasing

A15 Satisfaction with staff performance. Increasing

A16 Average number of staff members holding post-secondary certificates. %85 %85

A17 Average number of Saudi technicians.

A18 Employers' satisfaction with graduates and their skills

Increasing

A19 Students' satisfaction with the services offered by universities. Increasing

A20 Rate of students who speak more than one language. %25 %30

Third package: The Ministry of Education ( The Higher Education Sector)

AAFAQ

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directions Symbol KPIs

Targeted

Programs and

Curricula

A21

The average number of teaching staff who received training on modern teaching methods that promote teaching and learning. 15% 20%

A22 Students' satisfaction with teaching, learning and evaluation methods. Increasing

A23 Rate of programs using learning outcomes assessment tests. 50% 70%

A24 Rate of approved programs. 1% 10%

Research and

Innovations

A25

Average number of researchers (those who work in scientific research in universities and others). Calculated at the

level of KSA

A26

Average number of researchers in fields of science and technology.

A27

Average number of Postgraduate students and postdoctoral fellowships compared to the total number of students.

1% 7%

A28 Average number of the strategic researchers.


A29

The overall rate of domestic output spent on research. 0.5% 1%

A30

The overall rate of domestic output spent on research in science and technology. 0.5% 1%

A31

Rate of refereed publications in fields of science and technology (per million of the KSA population).

Calculated at the level of KSA A32

Rate of refereed publications (per million of the KSA population).

A33 Patent rate (per million of the KSA population).

A34 Rate of reference citations (no of citations / published researches). 1 3

A35 Rate of patents in strategic areas.

Calculated at the level of KSA A36

Published strategic research rate.

A37 Number of research excellence centers. Increasing

A38 Number of joint research projects. Increasing

directions Symbol KPIs

Targeted

Governance

A39 satisfaction of administrators and faculty members on administrative systems. Increasing

A40 University performance level based on specific objectives.


A41 Satisfaction with administrators. Increasing

A42 Level of cooperation between universities. Increasing

A43 Level of information availability and accessibility on universities websites . Increasing

Funding

A44 Rate of expenditure on higher education as a proportion of the GDP.


A45 The rate of non-governmental expenditure on higher education.

A46 Rate of students enrolled in National higher education.

Information Technology

A47 Rate of colleges associated with high-speed network. Increasing

A48 Rate of high-speed internet subscribers. Increasing

A49

Cost of high-speed Internet access estimated as a percentage of average per capita income within higher education institutions.

Increasing

A50 Level of information technology compatibility in universities (Using Questionnaire). Increasing

A51 Monthly number of visitors to local knowledge content. Increasing

A52 Percentage of local visits to local content compared to the global one. Increasing

A53 Percentage of global visits to local content compared to the global one . Increasing

Infrastructure A54 Infrastructure adequacy (Using Questionnaire).



ary)

Fourth Package:

The Higher Education Sector in the National Transformation Program 2020

Fifth package:

The 10th Development Plan for the Higher Education Sector

40

Symbol KPIs

Targeted

V1 student to teaching staff ratio

30 :1 20 :1

V2 Average number of professional development hours completed by training members 0.5 1

V3

Rate of increase in number of students admitted to universities with disabilities 1% 1%

V4

Ratio of increase in number of patents to teaching staff compared to the base year 2016 ( 1 in the base year 2016 and the target is to be doubled to 2 in 2020).

100% 100%

V5

percentage of programs obtained the national academic accreditation compared to total number of programs (at levels of: Bachelor- Associate - Post-graduate).

1% 50%

KPIs

Targeted Symbol

D1 Proportion of staff scholarship to get the master degree (their number is 150 employees within the five years of the plan at a rate of 30 per year)

25% 100%

D2 Proportion of teaching staff cooperating with various governmental sectors as advisors

10% 10%

D3 ratio of professor to associate professor to assistant professor 5:3:1 5:3:1

D4 ratio of postgraduate students to total number of bachelor students

1% 7%

D5 Proportion of students graduating in the minimum years of graduation

50% 80%

D6 Internal Efficiency (percentage of admissions/ number of graduates) 1.5 :1 1 :1

D7 External Efficiency (percentage of graduates/ number of graduates employed within six months of graduation)

1.5 :1 1 :1

D8 Proportion of saudization in health jobs 50% 65%

D9 Proportion of saudization in academic cadre 50% 65%

D10 Proportion of saudization in administrative cadre 90% 90%

D11 Ratio of saudization to total labor force 50% 60%

D12 Proportion of university employees who got professional development programs

20% 25%

D13 Ratio of professor to student in health disciplines 7 :1 7 :1

D14 Ratio of professor to student in science disciplines 20 :1 20 :1

D15 Ratio of professor to student in art disciplines 22 :1 22 :1

اتيجية العامة هـ)الملخص التنفيذي(5441الخطة الاستر

English Version

2025 3rd edition