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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
1
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
6
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.)
12
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
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,
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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
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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
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*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
• Continuous University Strategic Planning
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
• Continuous University Strategic Planning
• 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.
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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.
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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.
•••••
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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
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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
Starting Date CONSTRUCTIONS IN PROCESS (c) Ranking number one for national (external) licensing
examinations in all EPC Colleges where available
Responsibility for Implementation Vice President, UOD; and Deans of
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
Colleges that meet national and international criteria
(f) External Advisory Boards for each EP College in place
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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 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
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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
Responsibility for Implementation Vice President, UOD; and Deans of
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)
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Project Calendar (7 years)
TASKS and Input Metrics Start and
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
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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
Starting Date CONSTRUCTIONS IN PROCESS (c) Ranking number one for national (external) licensing
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
Colleges that meet national and international criteria
(f) External Advisory Boards for each AEP College in place
79
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 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
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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, Faculty 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
Supervisor General, DQAA
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
Responsibility for Implementation VP, Academic Affairs,
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
Responsibility for Implementation VP, Academic Affairs,
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
Responsibility for Implementation Dean of Admissions and Registration,
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
Starting Date 01 October 2014
Responsibility for Implementation Dean of Admissions and Registration,
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.
Cost TO BE DETERMINED
Starting Date 01 October 2014
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.
Cost TO BE DETERMINED
Starting Date 01 October 2014
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
Starting Date 01 October 2014
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
Cost TO BE DETERMINED
Starting Date 01 October 2014 Responsibility for Implementation Vice President for Administration,
and/or his delegates,
Dean, Information & Communication
Technology
Manager of University City- Projects
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
Cost TO BE DETERMINED
Starting Date 01 October 2014
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
Cost TO BE DETERMINED
Starting Date 01. October 2014
Responsibility for Implementation Vice President, Administration
University Campus Administration –
Manager, University City Projects
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.
Cost TO BE DETERMINED
Starting Date 01. November 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. 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.
Cost TO BE DETERMINED
Starting Date 01 October 2014
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
Cost TO BE DETERMINED
Starting Date 01 November 2014
Responsibility for Implementation Vice President, Administration
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
Cost TO BE DETERMINED
Starting Date 01 November 2014
Responsibility for Implementation Vice President, Administration
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
Starting Date 01 October 2014
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
Responsibility for Implementation VP, Administration
Director, Budget & Financial Planning
(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
Cost TO BE DETERMINED
Starting Date 01 March 2015
Responsibility for Implementation VP, Administration
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
Dean, Faculty Affairs
(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
Responsibility for Implementation VP, Administration
Dean, Faculty Affairs
(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
Starting Date 01 October 2014
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
Starting Date 01 October 2014
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
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 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
Responsibility for Implementation VP, Scientific Research and/Delegates
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
Responsibility for Implementation VP, Scientific Research and/Delegates
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
Starting Date 1 October 2014
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 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
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 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
Dean, Faculty Affairs
(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
2. Research and develop a strategic plan for
research and consulting services to
business, government and other external
organizations
Continuous
3. Research and develop a strategic plan for
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
Responsibility for Implementation VP, Administration
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
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1.2. Project Title: Complete the plan for the integrated Engineering Professions Cluster (EPC)
Project Manager: The President
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)
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
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
Resources: Time availability of Senior administrators
Adequate financial resources
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: (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 Manager: The President
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)
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Vice President, Academic Affairs And Branch Affairs Deans of SMPC Colleges
Vice President, Administration Deanship for Female University Studies
The Dean Vice- Presidents for Academic Affairs &
Branch Affairs
Potential Issues and Risks: Reduction in student admissions in Science & Management 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: (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)
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1.4. Project Title: Complete the plan for the Arts & Education Professions Cluster (AEPC)
Project Manager: The President
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)
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Vice President, Branch Affairs Deans of AEPC Colleges
Vice President, Administration Deanship for Female University Studies
The Dean Vice- Presidents for Academic Affairs &
Branch Affairs
Potential Issues and Risks: Reduction in student admissions in Arts & Education Professions Cluster clusters
Resources: Time availability of Senior administrators
Financial resources
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: (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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Dean, Faculty Affairs The President & University Council
Vice- President Academic Affairs
Dean, Faculty 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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
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
Resources: Adequate financial resources
Time and Efforts of Senior Administrators
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 Manager: Vice President, Academic Affairs
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Vice President, Academic Affairs Vice President, Administration
President & Vice- President Administration
Deans of all Colleges
Dean, Faculty Affairs
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.
Resources: Adequate financial resources
Time and Efforts of Senior Administrators
Key Stakeholders: University and the Senior administration, faculty members and staff
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.
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
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
Resources: Adequate financial resources
Time and Efforts of Senior Administrators
Key Stakeholders: University and the Senior administration, faculty members and staff
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 Manager: Vice President, Administration
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.
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
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
Time and Efforts of Senior Administrators
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.
Projects Start Date Completion Date
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
October 2014 ongoing
3. Ensure that planning processes in major units of UOD satisfy the standards required by the University
October 2014 ongoing
Responsible: Consulted: Informed: Accountable:
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
Time and Efforts of Senior Administrators
Designated work area(office Space), Computers, printers, internet connectivity and other support
Limited support staff
Key Stakeholders: University administration and faculty & staff members
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 Manager: Vice- President Studies, Development and Community services
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
Projects Start Date Completion Date
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
October 2014 ongoing
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
October 2014 ongoing
4. Create evaluation indicators that consider inputs, processes and outcomes, with particular attention to quality of outcomes
October 2014 ongoing
Responsible: Consulted: Informed: Accountable:
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
Resources: Adequate financial support
Time and Efforts of stakeholders
Faculty members, researchers and Program Administrator’s time
Key Stakeholders: University administration and faculty & staff members
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 Manager: Vice- President Studies, Development and Community services
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
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
Resources: Adequate financial support
Time and Efforts of stakeholders
Key Stakeholders: University administration and faculty & staff members
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 Manager: Vice- President Studies, Development and Community services
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).
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
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
Required level of resources may NOT be available
Some members may only remain on the committee for the namesake benefit and any monetary rewards
Resources: Adequate financial support
Time and Efforts of stakeholders
Faculty members, researchers and Program Administrator’s time
Key Stakeholders: University administration and faculty & staff members
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Vice- President Academic Affairs
President & Vice- President, Administration
College Deans
Dean of all colleges Dean, Education Development
Potential Issues and Risks: Required level of resources may NOT be available
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
Resources: Adequate financial support
Time and Efforts of stakeholders
Enhanced course materials
Well - trained faculty members
Faculty members, researchers and Administrator’s time
Key Stakeholders: University administration and faculty & staff members
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 Manager: Vice- President Academic Affairs
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Vice- President Academic Affairs President & Vice- President, Administration
College Deans
Dean of all colleges
Potential Issues and Risks: Required level of resources may NOT be available
Resistance by community
Resources: Adequate financial support
Time and Efforts of stakeholders
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 Manager: Vice- President Academic Affairs
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Vice- President Academic Affairs Dean, Preparatory year & Supporting studies
President & Vice- President Branch Affairs
College Deans
Dean of all colleges
Potential Issues and Risks: Required level of resources may NOT be available
Extra time investment by the faculty members
Resources: Adequate financial support
Time and Efforts of stakeholders
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 Manager: Vice- President Academic Affairs
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)
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Vice- President Academic Affairs
President & Vice- Presidents for Academic Affairs & Branch Affairs
College Deans
Dean of all colleges Dean, Education Development
Potential Issues and Risks: Required level of resources may NOT be available
Students’ individual differences
Resistance to change
Resources: Adequate financial support
Time and Efforts of stakeholders
Faculty members, researchers and Administrator’s and Student time
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice- President Academic Affairs
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Vice- President Academic Affairs
President & UOD’s Advisory boards of the colleges
College Deans
Dean of all colleges
Potential Issues and Risks: Required level of resources may NOT be available
Changes that may be too rapid to cope with at times
Resources: Adequate financial support
Time and Efforts of stakeholders
Faculty members, Researchers, Administrator’s and Student time
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice- President Academic Affairs
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Dean, Admissions and Registration President & Vice- President Academic Affairs
College Deans
Dean of all
colleges & Vice President for Branch Affairs
Potential Issues and Risks: Required level of resources may NOT be available
Reduction in Student enrollments
Resources: Adequate financial support
Time and Efforts of stakeholders
Faculty members, researchers and Administrator’s and Student time
Key Stakeholders: University administration and faculty & staff members and student communities
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
Projects Start Date Completion Date
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
April 2015 Continuous
4. Use results of surveys to target improvements in student counseling services and expand the number of qualified professional counseling staff
April 2015 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
April 2015 Continuous
Responsible: Consulted: Informed: Accountable:
Director, University Counselling center Dean, Prep.Year and Supporting Studies
President & College Associate Deans
College Associate Deans
All college Deans
Potential Issues and Risks: Required level of resources may NOT be available
Difficulty to find trained counsellors
Resources: Adequate financial support
Time and Efforts of stakeholders
Faculty members, researchers and Administrator’s and Student time
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
Projects Start Date Completion Date
1. Actively pursue the recruitment of “professors of practice” honorary or adjunct faculty in various programs
April 2015 August 2015
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
Responsible: Consulted: Informed: Accountable:
Director, Alumni and Career Development Center
President & Vice- President Academic Affairs
Dean of all colleges
Dean of Student Affairs
Potential Issues and Risks: Required level of resources may NOT be available
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
Resources: Adequate financial support
Time and Efforts for the type of activities involved and required
Administrator’s and Student’s time
Key Stakeholders: University administration and faculty & staff members and student communities
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
Projects Start Date Completion Date
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
April 2015 Continuous
Responsible: Consulted: Informed: Accountable:
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 Manager: Vice- President Academic Affairs
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Dean, Admissions and Registration President & Vice- President Branch Affairs
All College Deans All College Deans
Potential Issues and Risks: Required level of resources may NOT be available
Reduction in Student admissions
Resources: Adequate financial support Time and Efforts of stakeholders and Administrators
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice- President Academic Affairs
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
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
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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
Projects Start Date Completion Date
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
October 2014 Ongoing
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.
October 2014 Ongoing
7. Maintain appropriate institutional repository October 2014 Ongoing
8. Monitor the implemented plans to extend library/learning service to UOD communities
October 2014 Ongoing
Responsible: Consulted: Informed: Accountable:
Dean, Library Affairs President & Vice President, Academic Affairs
Deans Vice President for Post Graduate Studies & Scientific Research
Potential Issues and Risks: Required level of resources may NOT be available
Resources: Active librarians
Books and periodicals
Computers & photocopying and scanning machines
Key Stakeholders: University administration and faculty & staff members and student communities
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 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: Delivery of excellent comprehensive library and learning resources
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Dean, Library Affairs President & Vice President, Academic Affairs
All Deans Vice President for Post Graduate Studies & Scientific Research
Potential Issues and Risks: Required level of resources may NOT be available
Resources: Adequate financial support Time and Efforts of stakeholders Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Dean, Information & Communication Technology(ICT)
President & Vice President, Administration
Manager of University City- Projects
Dean, Information & Communication Technology(ICT)
Potential Issues and Risks: Required level of resources may NOT be available
Arrangement with private vendors
UOD’s rules and regulations
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President, Administration
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.
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Manager of University City- Projects
President & Vice President, Academic Affairs
Dean, Information & Communication Technology(ICT)
Manager of University City- Projects
Potential Issues and Risks: Required level of resources may NOT be available
Absence/insufficiency of fund
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
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 Manager: Vice President, Administration
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Manager of University City- Projects
President & Vice President, Administration
All College Deans Project and Maintenance Department
Potential Issues and Risks: Required level of resources may NOT be available
Financial limitations
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President, Administration
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Manager of University City- Projects
President & Vice President, Administration
University Campus Department
Manager, University City Projects
Potential Issues and Risks: Required level of resources may NOT be available
Non availability of the neighboring land owners
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
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 Manager: Vice President, Administration
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.
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Manager of University City- Projects
President & Vice President, Administration, Deanship, Female University Studies
University Campus Department Dean, Faculty Affairs
Manager, University City Projects
Potential Issues and Risks: Required level of resources may NOT be available
Reduction in enrollment
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
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 Manager: Vice President, Administration
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
General Directorate for Security, Safety and Occupational Health
President & Vice President, Administration
Manager of University City- Projects
University Campus Administration and Safety & Security
Potential Issues and Risks: Required level of resources may NOT be available
Arrangements with private vendors
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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.
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Dean, Information & Communication Technology
President & Vice President, Administration
Manager of University City- Projects
Dean, Information & Communication Technology
Potential Issues and Risks: Required level of resources may NOT be available
Insufficiency of fund
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President, Administration
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Manager of University City- Projects
President & Vice President ,Studies, Development & Community Service
Dean, Faculty Affairs
University Campus Administration
Potential Issues and Risks: Allocated resources may be unutilized, underutilized, or misused
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President, Administration
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Manager of University City- Projects Dean, ICT
President & Vice President for Studies, Development and Community Services
University Campus Administration
University Project Department
Potential Issues and Risks: Required level of resources may NOT be available
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President, Administration
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
General Directorate for Budget & Planning
President & Vice President, Academic Affairs
Finance Controller
Department of budget & planning
Potential Issues and Risks: Required level of resources may NOT be available
Non-approval
Reduction of the required percent
Possibility for bias in allocating the financial support.
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members
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 Manager: Vice President, Administration
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
General Directorate for Budget & Planning
President
Finance Controller
Department of budget & planning
Potential Issues and Risks: Required level of resources may NOT be available
Non-approval
Reduction of the required percent
Possibility for bias in allocating the financial support.
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members
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 Manager: Vice President, Administration
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Director, Budget & Financial Planning
President
Vice President, Administration
Director, Budget & Financial Planning
Potential Issues and Risks: Required level of resources may NOT be available
Possibility for bias in allocating the financial support
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President, Administration
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Vice President, Administration President
Director, Budget & Financial Planning
Executive Manager of Self Health Operating Unit
Potential Issues and Risks: Required level of resources may NOT be available
Workload on faculty members
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President, Administration
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Director, Budgeting & Financial Planning
President
Supervisor General,DQAA
Director, Budgeting & Financial Planning
Potential Issues and Risks: Required level of resources may NOT be available
Chances for misappropriations of funds are available.
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President, Administration
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Dean, Faculty Affairs President
Supervisor General, DQAA
Dean, Faculty Affairs & All College Deans
Potential Issues and Risks: Required level of resources may NOT be available
Socio-cultural and environmental factors
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
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 Manager: Vice President, Administration
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
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
Resources: Adequate financial support Time and Efforts of stakeholders Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President, Administration
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Dean, Faculty Affairs
President & Scientific Council
College Deans
Dean, Faculty Affairs & General Directorate for Admin & Financial Affairs
Potential Issues and Risks: Required level of resources may NOT be available
Possibility for being biased to a particular individual faculty member
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
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 Manager: Vice President, Administration
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.
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Dean, Faculty Affairs
President
College Deans
Dean, Faculty Affairs
Potential Issues and Risks: Required level of resources may NOT be available
Some faculty members unaware of the reward
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President, Administration
Project Aim: To maximize performance and professional efficiency.
Strategic objectives: Design and implement effective professional development programs for faculty and staff
Projects Start Date Completion Date
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
April 2015 Continuous
4. Secure approval for incentive pay for professional development participation
April 2015 Jul 2015
Responsible: Consulted: Informed: Accountable:
Dean, Faculty Affairs
President & Finance Controller
College Deans
Dean, Education Development and General Directorate for Budget & Planning
Potential Issues and Risks: Required level of resources may NOT be available
Insufficiency of funds
Possibility of bias in selection of the individual for professional development participation/trainings
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President, Administration
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Dean, Faculty Affairs
President & Secretary, University Council
College Deans
Dean, ICT
Potential Issues and Risks: Required level of resources may NOT be available
Lack of policies & procedures in place
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President, Administration
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Dean, Faculty Affairs
President & Vice President, Academic Affairs
College Deans
Dean, Faculty Affairs
Potential Issues and Risks: Required level of resources may NOT be available
Many professionals are very busy and many not be available for our requests
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President, Administration
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Dean, Faculty Affairs
President & Finance Controller
College Deans
General Directorate for Budget & Planning
Potential Issues and Risks: Faculty may complain about some bias in the selection of faculty members for reward
Resources: Adequate financial support Time and Efforts of stakeholders Administrator’s and Project Planners
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 Manager: Vice President for Post Graduate Studies & Scientific Research
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]
Projects Start Date Completion Date
1. Create & approve business plan for first CORE April 2015 Jul 2015
Responsible: Consulted: Informed: Accountable:
Dean, Scientific Research President & Vice President, Administration
College Deans
Director, Center for Research & Medical Consultation
Potential Issues and Risks: Required level of resources may NOT be available
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
Resources: Adequate financial support Time and Efforts of stakeholders Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President for Post Graduate Studies & Scientific Research
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
Projects Start Date Completion Date
1. Transform learning to template for future COCEs April 2015 Jul 2015
Responsible: Consulted: Informed: Accountable:
Director, Center for Research & Medical Consultation
President & Vice President, Administration
Research Advisory Committee
Dean, Scientific Research
Potential Issues and Risks: Required level of resources may NOT be available
Some proposals may not be written within the policies of UOD.
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President for Post Graduate Studies & Scientific Research
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Dean, Scientific Research President & Vice President, Administration
Research Advisory Committee
Director, Center for Research & Medical Consultation
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
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Research Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President for Post Graduate Studies & Scientific Research
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Dean, Scientific Research President & Vice President, Administration
Research Advisory Committee
Dean, Scientific Research
Potential Issues and Risks: Required level of resources may NOT be available
Some faculty members and students who may be unaware of the research facilities and support available
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President for Post Graduate Studies & Scientific Research
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
Projects Start Date Completion Date
1.Explore and implement non-financial reward system to highly funded (extramural) research faculty Jan 2015 Jun 2015
Responsible: Consulted: Informed: Accountable:
Dean, Scientific Research President & Vice President, Administration
Research Advisory Committee
Director, Scientific Council
Potential Issues and Risks: Required level of resources may NOT be available
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
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President for Post Graduate Studies & Scientific Research
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Director of CRMC President & Vice President, Administration
College Deans Dean, Scientific Research
Potential Issues and Risks: Required level of resources may NOT be available
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
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President for Post Graduate Studies & Scientific 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.
Projects Start Date Completion Date
1. Develop and implement recruitment plans and associated business plans for Basic Medical Sciences research and support programs within CRMC
April 2015 August 2015
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
Responsible: Consulted: Informed: Accountable:
Dean, Scientific Research President & Vice President, Administration
College Deans Director of CRMC
Potential Issues and Risks: Required level of resources may NOT be available
This requirement might hamper some students from graduation
Some students who may be unaware of the research facilities and support available
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President for Post Graduate Studies & Scientific Research
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.
Projects Start Date Completion Date
1. Develop and bi-annually review/update Patent Policy and Policy regarding Intellectual Properties
April 2015 August 2015
2. Maintain software to track patent applications, awards and licensing agreements of IP
April 2015 Jun 2015 &
ongoing
Responsible: Consulted: Informed: Accountable:
Directorate for Intellectual Property Protection
President & Vice President, Administration Vice President for Studies Development & Community Service
College Deans
Dean, Scientific Research Dean, ICT
Potential Issues and Risks: Required level of resources may NOT be available
Faculty members may not be aware of the reward policy
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President for Post Graduate Studies & Scientific Research
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Dean, Scientific Research President & Vice President, Administration
College Deans Dean, Scientific Research
Potential Issues and Risks: Required level of resources may NOT be available
Lack of community of acceptance
Instability of UOD’s rules & regulations to fulfilling the research initiatives
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President for Post Graduate Studies & Scientific Research
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Dean, Scientific Research President & Vice President, Academic Affairs
College Deans Center for Scientific Publication
Potential Issues and Risks: Required level of resources may NOT be available
Faculty members nay demand freeing-up of time from teaching assignments
Restrict to UOD’s rules & regulations for publications
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President for Post Graduate Studies & Scientific Research
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Dean, Scientific Research President & Vice President, Administration
College Deans Director of CRMC Center for Scientific Publication
Potential Issues and Risks: Required level of resources may NOT be available
Faculty members nay demand freeing-up of time from teaching assignments
Restrict to UOD’s rules & regulations for publications
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President, Administration
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Dean, Faculty Affairs President College Deans Vice President, Academic Affairs
Potential Issues and Risks: Required level of resources may NOT be available
Some faculty members are unaware the sabbaticals policies at UOD
Instability of UOD’s rules and regulations
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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
Projects Start Date Completion Date
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
April 2015 Continuous
Responsible: Consulted: Informed: Accountable:
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
Resources: Adequate financial support
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 Manager: Vice President for Post Graduate Studies & Scientific Research
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Dean, Scientific Research President & Vice President, Administration
Dean, Community & Sustainable Development
Director, CRMC Deanship, Scientific Research
Potential Issues and Risks: Accuracy of information being communicated
Required level of resources may NOT be available
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President for Post Graduate Studies & Scientific Research
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
Projects Start Date Completion Date
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
April 2015 August 2015
4. Recruit and hire faculty and faculty groups that fit the Province’s needs
April 2015 Jun 2015 &
Ongoing
Responsible: Consulted: Informed: Accountable:
Dean, Scientific Research President & Vice President, Administration
Dean, Community & Sustainable Development
Dean, Faculty Affairs
Potential Issues and Risks: Required level of resources may NOT be available
Resistance to change
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
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
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11.5. Project Title: Establish a network of external advisory groups for UOD and its constituent units
Project Manager: Vice President, Academic Affairs
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
Projects Start Date Completion Date
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.
April 2015 August 2015
4. Start with the development of UOD system wide advisory groups and then go to others
April 2015 Ongoing
Responsible: Consulted: Informed: Accountable:
Vice President, Academic Affairs President & Vice President for Studies, Development and Community services
Dean, Community & Sustainable Development
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
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11.6. Project Title: Develop academic and research programs of UOD to support strategies for provincial growth and workforce
Project Manager: Vice President for Post Graduate Studies & Scientific Research
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
Projects Start Date Completion Date
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
April 2015 August 2015
Responsible: Consulted: Informed: Accountable:
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
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Surveys to know the competencies the labor market needs for UOD graduates
Key Stakeholders: University administration and faculty & staff members and student communities
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
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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
Projects Start Date Completion Date
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
April 2015 August 2015
4. Research and develop a strategy for the community impact of UOD’s leading role in Healthcare and Public Health
Responsible: Consulted: Informed: Accountable:
Dean, Community & Sustainable Development
President & Vice President, Administration
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
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
Metrics: (a) List re-training needs in business sector
(b) Re-training & Continued educational programs approved
(c) Approved re-training program implemented and assessed.
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11.8. Project Title: Jointly create business incubators with investing business partners in selected areas of academic/research focus
Project Manager: Vice President for Post Graduate Studies & Scientific Research
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
Projects Start Date Completion Date
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
April 2015 August 2015
4. Create oversight and selection committee for incubator, including members selected from the venture capital investing partners
April 2015 August 2015
Responsible: Consulted: Informed: Accountable:
Directorate for Intellectual Property Protection
President & Vice President, Administration
Dean, Scientific Research
Directorate for Intellectual Property Protection
Potential Issues and Risks: Required level of resources may NOT be available
Resources: Adequate financial support
Time and Efforts of stakeholders
Committee for donations and donation projects
Key Stakeholders: University administration and faculty & staff members and student communities
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 Manager: Vice President for Post Graduate Studies & Scientific Research
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
Projects Start Date Completion Date
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
April 2015 Sept 2015
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
April 2015 Sept 2015
6. Construct initial buildings for Park April 2015 August 2017
Responsible: Consulted: Informed: Accountable:
Dean, Scientific Research President & Vice President, Administration
Directorate for Knowledge Exchange & International Cooperation
Vice President for Post Graduate Studies & Scientific Research Dean,ICT
Potential Issues and Risks: Required level of resources may NOT be available
Insufficiency of fund
Lack of clear chain of command
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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
Projects Start Date Completion Date
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
Responsible: Consulted: Informed: Accountable:
Dean, Community & Sustainable Development
President & Vice President, Administration
All College Deans
All College Vice Deans for Studies, Development and Community services
Potential Issues and Risks: Required level of resources may NOT be available
Lack of community acceptance
Cultural conservation
Safety and security issues
Lack of communication of information
Resources: Adequate financial support
Time and Efforts of stakeholders
Administrator’s and Project Planners
Key Stakeholders: University administration and faculty & staff members and student communities
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
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CHAPTER 8.1: PROJECT IMPLEMENTATION TEAM
227
Projects # 4
ME
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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
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Project Leader: Prof. Abdullah Alkadi
Vice President for Studies
Development & Community
Service
Deanship of Quality & Academic
Accreditation
Deanship for Community Service
and Sustainable Development
Project implementation Team # 2
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
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Project Leader: Prof. Adel Afaleeq
Project implementation Team # 3
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
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Projects # 23
Vice President,
Administration
Deanship for Female
University Studies*
Deanship for Faculty
and Personnel Affairs
General Directorate for
Projects and the
University Campus
General Directorate for
Budget & Planning
General Directorate for
Security, Safety and
Occupational Health
Project implementation Team # 4
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
Project implementation Team # 5
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
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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 implementation Team # 6
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
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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)
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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
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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
Prof. Mahmoud Irshidat
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
Prof. Mahmoud Irshidat
Dr. Mahdi Abumadini
Ms. Sara Almulla
Dr. Hessa Al Otaibi
Dr. Mahmoud Al-Quraan