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Vice Presidency For Quality and academic deVeloPment
deanshiP oF academic deVeloPment
Jazan University
Strategic Plan - action Plan
ViSion 2020
Kingdom of Saudi arabia
miniStry of education
Jazan Universitystrategic Plan
vision 2020
4
Jazan University has come a long way since its very establishment in 2006 (Royal Decree No. 6616/M/B, dated 12/5/1426
Hijri, corresponding to 19/6/2005 Gregorian). It has also played quite a significant role since in spurring an unprecedented
social and economic mobility in the province. To meet the challenges thereof, the University started to develop a strate-
gic plan in early 2013. In a close and continuous collaboration, through a period of over six months, the Jazan University
Strategic Planning Committee (SPC) and SRI International along with other stakeholders worked together to evolve the JU
Strategic Plan – Vision 2020. This sets the strategic directions for the University to realize its vision, and provides guidance
and framework for its implementation.
The University Strategic Planning Committee (SPC), along with a team of experts from Stanford Research Institute (SRI)
International, carried out an extensive survey amongst the university leaders to comprehend its development history and
accomplishments, and assess current challenges and the key issues that they face. In order to understand regional needs,
employer expectations, and what the community sees as priorities for the University, they also interviewed select external
stakeholders. A representative sample survey of faculty and staff was also conducted to assess the ground realities. In ad-
dition, the team also gauged the relevant conditions and developments in the external environment through a PESTLE
analysis. Subsequently, an integrated SWOT analysis was developed to identify major strategic implications, which inform
the development of the University’s mission, vision, and strategic directions. This Strategic Plan – Vision 2020 was officially
unveiled in 2014.
This Action Plan should chart the broad course for the entire institution for the years ahead, leading up to 2020. It is a
process for ensuring that the institution follows a plan in order to deliver education in the best manner possible. The very
constitution of the JU Strategic plan has been on the lines of the components – mission, vision, goals, objectives, initiatives,
measures, and targets, the guiding precept of which is ‘down to action.
This document may be taken as an addendum to the University Strategic Plan – Vision 2020, containing a comprehensive
Action Plan on how to implement the former and achieve the stated strategic goals. As an outcome of a thorough and rig-
orous process involving all the stakeholders, and taking into account expert opinions, this Action Plan presents an in-depth
roadmap as to how and by when to accomplish the intended goals.
This Action Plan is prepared after revisiting the key strategic directions, incorporating valuable inputs from all stakeholders
received through engagements ranging from one-on-one meetings to presentations and workshops. Drawing from best
practices and examples from other universities within the Kingdom and outside, action steps and initiatives are identified.
It outlines a university-wide strategy implementation structure with relevant Key Performance Indicators (KPIs) and align-
ing them all with AFAQ and NCAAA standards.
INTRODUCTION
5
2020
VISION
Jazan University will be a gateway to the future for Jazan Province and the Kingdom, recognized nationally and in-ternationally for academic excellence, competent graduates, high impact research, and service that deliver social and economic impact to the region and the world.
MISSION
Jazan University’s mission is to:
Achieve academic excellence and prepare graduates to become regional and national leaders in business, industry, health, education, and government.
Serve the community by addressing its problems and supporting its social and economic development
Produce internationally recognized research and new knowledge that meet the needs of Jazan Province, the King-dom, and the world.
VALUES
Jazan University has adopted values that not only derive from the teachings of Islam, but which are also in accordance with the concurrent global academic standards and norms.
1. Leadership at all levels
2. Quality and excellence, including commitments to critical inquiry, students success, professionalism, interdisciplin-ary study, and innovation
3. Integrity, including honesty, transparency, and accountability
4. Freedom of individual and of thought
5. Affiliation
6. Respect, fairness, and diversity
7. Sincere Citizenship and service to the community
Jazan Universitystrategic Plan
vision 2020
6
The Three Strategic DirectionsThe Strategic Plan – Vision 2020 provides a means of establishing major directions for Jazan University as an academic in-
stitution. Careful analysis of PESTLE and SWOT in light of the mission and vision of the University yields the following three
strategic directions:
Direction 1: Building world class management
This refers to adopting the very best of management practices in order to improve the overall quality of academic envi-
ronment for both the students and the faculty. Developing an optimum infrastructure (physical, intellectual, electronic,
transportation, etc.) This direction is spread across five strategic goals:
Complete campus infrastructure (new campus, upgrades on remote campuses)
Decentralization of decision-making to enhance the responsiveness and speed and to create a culture of accountabil-
ity (especially in the area of financial management)
Develop formal job description and informal performance expectations of all university officials and staff
Build a shared university culture through transparency and communication within the university’s hierarchy and
across campuses, schools, and academic disciplines
Continue the adoption of innovative IT infrastructure, especially in the area of E-management, digital libraries and
E-learning
Direction 2: Achieving intellectual excellence
By focusing efforts on improving quality of teaching, learning and research, Jazan University should be able not only to
meet the criteria for NCAAA accreditation, but also to achieve in true sense academic and intellectual excellence. The uni-
versity must pursue continuous self-assessment towards achieving high standards in education and knowledge creation,
which define the six goals constituting this strategic direction:
Demand increased preparation from Incoming Students and Increased Performance from existing students
Require the use of world class methods and technologies in teaching and learning
Establish a center for teaching and learning focused on student retention and success, as well as faculty professional development
Foster a culture of independent thinking, innovation and entrepreneurship among students and faculty
Encourage International Studies, International Partnerships, and International Research Agendas
Develop a comprehensive system to recruit, evaluate, and reward faculty
7
2020
Direction 3: Delivering social and economic impact
Developing new programs and curriculum to meet employment and social needs of the region is the core of this strategic
direction, which has four different goals. The University must engage with industries, businesses and other potential em-
ployers for curriculum development, and invest in applied research activities of regional/ national importance. This also
involves the establishment of the Center of Economic Development for Jazan Province, and initiating reform efforts in
primary and secondary education. All these need to be taken into consideration to cater to the needs of Jazan community
in particular and of Saudi Arabia in general. This direction is represented in four strategic goals:
Invest in an analytical capability to understand and assess the region’s needs on a continuing basis
Establish academic units (departments or technical schools) in key fields of importance to the region and the Kingdom
such as agriculture, fisheries, tourism management, etc.
Engage industry and potential employers in curriculum development
Invest heavily in academic and research units of regional or national importance, such as engineering, medical sci-
ences, tropical medicine, and environmental studies
With the laying of these three major strategic directions with some fifteen goals, JU Strategic Planning Team ventured into
formulating a detailed Action Plan as required to spruce up the strategic plan implementation and achieve the strategic
goals as set out in Vision 2020.
Action Plan Development ProcessTo implement various components of the Strategic Plan – Vision 2020, Jazan University Strategic Plan Implementation
Team (SPIT), in close consultation with experts from Brunel University London, initiated work on a detailed action plan
by late 2015. This development of actionable plans to support various goals under the three strategic directions evolved
around an integrated process defining ownership and capability across colleges, deanships and departments.
The Action Plan development process involved numerous steps right from the very inception to actual preparation, subse-
quently leading up to the eventual execution, i.e., developing the Action Plan and finalizing the draft taking into account
feedback from stakeholders and consultants’ assessments throughout. The development process thus includes three differ-
ent, yet overlapping stages, which are, briefly put, as following:
Jazan Universitystrategic Plan
vision 2020
8
Inception
Given the magnitude and complexity of task on hand and the urgency felt around to have the University Strategic Plan
implemented as early as possible, a draft-concept to develop a comprehensive Action Plan was formulated along the fol-
lowing lines:
Due alignment with JU Strategic Plan – Vision 2020, NCAAA, and AFAQ guidelines.
Support transformational to transactional implementation via a suite of action planning tools.
Evaluate the suite of Action Plans leading to a pathway to the impact and mission differentiation.
Proper incorporation of feedback and suggestions from all stakeholders.
Review and final draft of the actual Action Plan.
Preparation
A host of preparations went into developing a credible and achievable Action Plan through selecting competent personnel
with relevant skills in good numbers. To seek expert consultation throughout the process of Action Plan development, the
University engaged with a team from Brunel University London. For this and others, the following preparations were made
well before hand:
Identifying personnel & incorporating the Strategic Plan Implementation Team (SPIT): Some seventy, qualified, indi-
viduals from different disciplines were identified by the Vice-Presidency for Quality & Academic Development, a team
was constituted. For each of the 15 strategic goals, this team was then divided into 15 working groups.
Working group meetings & deliberations: Each working group held regular meetings and deliberated upon the task on
hand, which was duly reported back to the Deanship.
Coordination between the groups & the University executive: To secure regular interaction between the groups and
the University executive, a leader (Goal Champion) was assigned for each working group, who would also coordinate
as well as represent the group. In addition, a member of the Deanship of Academic Development (DAD) was assigned
for each of the three directions.
Determining what the team should accomplish & how: It was made very clear, at the very onset, as what was expected
of the team. A definitive timeline was also set, with mutual consent and convenience, to report the progress, review
the work done, and consider feedback and suggestions as they came along, culminating into the final draft of the
Action Plan.
9
2020
Execution
A working framework was put in place, along with a series of workshops and meetings, to produce an integrated Action
Plan as follows:
Working framework under which the team worked to develop the Action Plan:
Explaining the need of Strategic Planning tools in writing up the implementation plan; the tools being the people
(stakeholders) that work together as a team.
Focus on how the strategic objectives (possible action steps) can derive tasks/ initiatives and activities that will achieve
them.
To identify resources for the tasks of each strategic goal, RACI (R-responsible, A-accountable, C-consult, I-inform) mod-
el was used as a tool to assign tasks and activities.
Preliminary documents, as provided by DAD & Brunel Consulting Team, discussed and the sections relevant taken up.
Detailed discussion on what exactly is required to be done by the teams, especially in terms of proposing Action Steps
& Initiatives for the Goals.
Went through the evaluation-reports provided by the Brunel Consulting Team on all Action Steps and Initiatives as
sent to them earlier and made changes as per their suggestions.
Major workshops and meetings leading up to the drafting of Action Steps & Initiatives:
1st Workshop by the Brunel University London Consulting Team: 26-28th Oct 2015, focusing on Leadership & Manage-
ment Effectiveness, Strategic Implementation, Risk Management, Stakeholders Management & Developing Action
Plans
Progress Report presented by all Goal Champions: 14th Nov 2015, chaired by the Vice-President for Quality and Aca-
demic Development
Virtual Meeting via Skype with the Brunel University London Consulting Team: 19th Nov 2015.
2nd Workshop by the Brunel University London Consulting Team: 6-8th Dec. 2015, on Implementation of JU Strategic
Plan
Progress Report presented by all Goal Champions: 22nd Dec 2015, chaired by the Dean, DAD
3rd Workshop by the Brunel Consulting Team: 24-26th Jan 2016, on Implementation of JU Strategic Plan
4th Workshop by the Brunel Consulting Team: 1-3rd May 2016, on finalizing the Strategic Action Plan for JU
A select committee reviewed the whole document, considering feedback and suggestions from various deanships and other stakeholders, before finalizing it
Jazan Universitystrategic Plan
vision 2020
10
Summary of Action PlanThis Strategic Action Plan for JU also consists of three basic components: Goals, Action Steps (Objectives) and Initiatives.
Goals are generally broad, over-arching statements that provide focus, direction and give meaning to the organization
and its programs
Action Steps are the individual strategies necessary to accomplish the objectives
Initiatives are the specific activities that must be executed in order to achieve the organization’s goals. Generally,
short-term goals involve those activities which should be accomplished in less than six months. Intermediate goals
range from 6 to 12 months, and long-term goals may exceed 12 months to accomplish
11
2020
Action Steps & Initiatives: Impact Mapping & KPIs
High Impact ● Medium Impact ◘ Low Impact ○
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Strategic Goal 1: Complete campus infrastructure (new campus, upgrades on remote campuses)
Action Step 1 Assessing Jazan University’s current infrastructure
Init
iati
ves
Prepare a classification database to include all the premises of the University
● ○ ○Rate of comple-tion of classified
data.00base
Prepare a comprehen-sive report on the uni-versity requirements of all types of infrastructure
● ○ ○ ○ ○ ○ ○ Rate of report completion
Conduct surveys to as-sess the efficiency of the university infrastructure
● ◘ ◘ ◘ ◘ ◘ ○Satisfaction/
completion rate of the surveys
Design evaluation mechanisms to run periodic infrastructure assessments
● ◘ ○ ○ Designing comple-tion
Action Step 2 Initiate/ improve an action plan to develop the university infrastructure
Initi
ativ
es
Identify the required budget and its sources for the infrastructure
● ◘ Infrastructure completion rate
Enhance processes involving projects ten-dering and execution
● ◘ ◘Number of proj-ects tendered/
executed
Report on the progress on construction and upgrade of the infra-structure
● ◘ Infrastructure completion rate
Jazan Universitystrategic Plan
vision 2020
12
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Action Step 3 Planning, developing and implementing infrastructure safety and security
Init
iati
ves
Establish a risk and crisis management unit/ center
● ● ◘ ◘ ○ ○ ○ Percentage com-pleted of the unit
Reinforce awareness of security and protection information
● ○ ◘ ◘
Satisfaction rate of stakeholders on security and
protection infor-mation
Adopt a unified policy for managing risks and hazards
● ◘ ◘ ○Level of risk de-
creased using the policy
Action Step 4 Develop and implement an improved mechanism for infrastructure maintenance
Init
iati
ves
Report periodically on the maintenance of infrastructure
● ◘ ○Completion of
annual reports for maintenance
Adopt quality standards (such as ISO) that relate to infrastructure and their protective mainte-nance
● ○ ○ ◘Satisfaction rate of students and
faculty of mainte-nance procedures
Enhance communication between the depart-ment of maintenance and all stakeholders
● ◘ ◘ ○ ○ ○Average pro-
cessing time for administrative
procedures
Evaluate periodically on the efficiency of mainte-nance works
● ● ◘ ○Satisfaction rate of students and
faculty of mainte-nance quality
Provide personnel, financial and technical support for an efficient maintenance work
● ◘ ◘ ○ ○Satisfaction rate of maintenance and
university staff
13
2020
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Strategic Goal 2: Decentralization of decision-making to enhance the responsiveness and speed and to create a culture of ac-countability (especially in the area of financial management)
Action Step 1 Upgrading professional competence of employees in the light of administrative decentralization
Init
iati
ves
Institute policies, pro-cedures and structures to promote world class management practices
● ◘ ● ◘ ◘ ○ ◘
Number of man-agement policies, procedures and structures insti-
tuted
Establish training bodies for upgrading university human resources in or-der to reach the required quality level administra-tively and professionally, guaranteeing transpar-ency and accountability
○ ● ◘ ● ○ ◘ ◘ ◘ ◘Number of train-
ing programs conducted
Provide integrated tech-nological system for all university departments
● ◘ ◘ ○ ○ ○ System provided
Action Step 2 Establishing financial administration at all local levels within the University
Initi
ativ
es
Establish a finance office at all university units ◘ ○ ○ ○ ◘ Number of finance
offices established
Setting in mechanisms for financial administra-tion compatible with the policies and procedures of the university
● ○ ● ○Rate of efficiency in budget man-
agement
Reinforce the use of automated systems to enhance the perfor-mance of financial units
◘ ◘ ● ○ ○Rate of perfor-
mance of financial units
Provide support in a manner ensuring continuous revision and evaluation for the effectiveness of financial operations of the pro-posed offices
◘ ● ○Orientation and training sessions
conducted for finance officers
Jazan Universitystrategic Plan
vision 2020
14
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Strategic Goal 3: Develop formal job description and informal performance expectations of all university officials and staff
Action Step 1 Developing job descriptions at all university levels
Init
iati
ves
Review the existing regulations related to job descriptions
● ● ○ ◘ ○ Number of job de-scription reviewed
Formulate committee/s for preparing a job-description draft collaborating with professional expertise
◘ ● ○Number of Job
descriptions created by the committee(s)
Review the existing regulations related to job descriptions
● ● ○ ◘ ○ Number of job de-scription reviewed
Formulate committee/s for preparing a job-descrip-tion draft collaborating with professional expertise
◘ ● ○Number of Job
descriptions created by the committee(s)
Review the existing regulations related to job descriptions
● ● ○ ◘ ○ Number of job de-scription reviewed
Conduct a review on the job description draft for improvement and develop a final manual
◘ ● ◘ ○ Job description manual developed
Action Step 2 Developing performance expectations at all university levels
Initi
ativ
es
Review the existing regulations related to performance assess-ment process of staff
◘ ● Number of re-viewed reports
Assess the actual needs for professional develop-ment and training
◘ ● ○ ○ ○ Number of training programs needed
Develop a staff perfor-mance measurement system based on the KPIs of NCAAA, AFAQ di-rectives and Ministry of Civil Service guidelines
◘ ●
Staff performance measurement
developed/ Percentage of staff filling JU staff per-
formance form
Mandate a system for continu-ous professional development to update the skills
◘ ○ ● ◘ ◘ ◘ ◘Number of staff
professional devel-opment programs
15
2020
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Strategic Goal 4: Build a shared university culture through transparency and communication within the university’s hierarchy and across campuses, schools, and academic disciplines
Action Step 1 To develop a system that guarantee free-flowing discussions and communication
Init
iati
ves
Establish social media platforms for the university, operating through identi-fied regulations and policies to facilitate collaboration and communication
● ◘ ○Relevant JU
records
policy developed
Adopt new technologies and tools for internal communication improv-ing collaboration and building a new work culture of transparency
● ◘ ○ ○ ◘ Stakeholders satisfaction
Establish mechanisms to disseminate awareness of importance of intellec-tual property rights and personal privacy
● ◘ ● ◘ ◘ ◘ ◘ ○ Mechanisms established
Action Step 2 Encourage information sharing to improve engagement and outcomes across the university
Initi
ativ
es
Conduct a social network analysis (SNA) to examine and assess the existing practices in information sharing
● ○ Social network analysis done
Disseminate regu-larly new information amongst the university community
◘ ◘ ◘ New information disseminated
Initiate regular events to share knowledge, address concerns and build trust
● ◘ ◘ ○ Number of events initiated
Develop an accessible knowledge management system
● ◘ ◘ ○ ○ ◘ ○Knowledge manage-ment system devel-
oped/ Percentage of staff using the system
Use incentives to motivate individuals to share infor-mation across commu-nity of practices and social structures in the university
◘ ● ○ ◘ ◘ Percentage of ideas shared
Jazan Universitystrategic Plan
vision 2020
16
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Action Step 3 Establish measurable protocols for administrative actions
Init
iati
ves
Review important minutes and communica-tions as well as bylaws to compile an administra-tive guide
● Completed admin-istrative guide
Classify topics in the guide for easy reference ● ○ ◘ ○ Number of classi-
fied topics
Formulate recommenda-tions for assessment and measurement
● ◘ ◘Average process-
ing for administra-tive procedures
Update the directory and guide on a periodic basis ● ◘ ● Internal stakehold-
ers satisfaction
Create a policy with guidelines for all colleges to produce their own guides as part of their internal evaluation
● ◘ ○ ○ Guidelines com-pleted
Recommend initiatives that build relationships and foster a collabora-tive work environment for decision-making and planning across the institution
● ○ ○ ◘ ○Rate of collabora-
tion across the institution
Action Step 4 Encourage and support shared scholarly and social activities
Init
iati
ves
Provide opportunities for more collaborative teaching arrangements (team-taught interdisci-plinary courses)
◘ ● ◘Percentage of col-laborative courses
taught
Encourage shared research participation among faculty staff and related programs across the university and be-tween research institutes
◘ ○ ●Number of joint
research projects annually
17
2020
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Init
iati
ves
Improve the current mechanism encouraging faculty staff to participate in local and international conferences and scien-tific symposia
○ ◘ ●Percentage of
faculty and staff participated in
conferences
Expand community participation in campus culture, including the arts/ performing arts, speaking engagements, and related events
◘ ○ ● ◘Number of partici-pations in commu-
nity activities
Develop a process identi-fying and implementing celebration activities, employee development programs, and year-end ceremonies
● ◘ ◘ Number of social activities in JU
Action Step 5 Updating the strategic plans of the academic and administrative units of the university
Init
iati
ves
Review/ update the strategic plans of the uni-versity units according to the university strategic plan
● ◘ ◘ ◘ ● ◘ Linkage of units’ strategic plans to
university strategic plan
Consider the stakehold-ers feedback on the vision, mission and stra-tegic goals of the units as affected by internal and external environments, including adoption of the academic standards achieving mission and goals of each unit
● ◘ ◘ ◘ ● ◘
Increase in com-munity and stake-holders participa-tion in reviewing
the mission, vision, and strategic
goals/ Adoption of the academic
standards
Establish the action plans of the units and follow-up implementation
● ◘ ◘ ◘ ● ◘ Follow-up plan
implementation reports
Develop a written hand-book and online site for the approved strategic action plans
● ◘ ◘ ◘ ● ◘ Plans announce-ment
Jazan Universitystrategic Plan
vision 2020
18
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Strategic Goal 5: Continue the adoption of innovative IT infrastructure, especially in the area of e-management, digital librar-ies and e-learning
Action Step 1 Encourage the university units to develop and update their e-presence
Init
iati
ves
Provide necessary technical support and software ● ◘ ◘ ○
Percentage of units having independent
websites/ Annual expenditure on IT
budget/ Stakeholder evalu-ation on website
and electronic management
Provide incentives for best practices for e-presence
● ○ ○ ◘
Awards given per total website/
Stakeholder evalu-ation on website
and electronic management
Provide training sessions on e-management skills ● ● ◘ ◘ ○
Number of training conducted
annually
Action Step 2 Expand the digitization of learning and research resources
Initi
ativ
es
Increase the level of use of the digital resources by faculty and students
◘ ○ ◘ ◘ ◘ ● ○ Social network analysis done
Provide exclusive access-points in all colleges ◘ ◘ ◘ ◘ ● ○ New information
disseminated
Link the learning manage-ment system with the digital resources
○ ◘ ● ◘ ◘ ○ Number of events initiated
Develop an accessible knowledge management system
○ ◘ ● ◘ ◘ ○Knowledge manage-ment system devel-
oped/ Percentage of staff using the system
Digitize learning re-sources and expand the digital repository
○ ◘ ● ◘ ◘ ○ New information disseminated
19
2020
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Initi
ativ
es
Develop electronic cours-es covering the needs of the university according to approved criteria
● ◘ ◘ ◘ ◘ ◘ ◘ ◘ ○ New information disseminated
Use incentives to motivate individuals to share infor-mation across commu-nity of practices and social structures in the university
● ◘ ◘ ◘ ○ ● Percentage of ideas shared
Action Step 3 Expand e-learning based classrooms
Init
iati
ves
Provide appropriate facilities and software supporting e-learning practices
◘ ● ◘ ○Stakeholder evalu-ation of e-learning
services
Implement training programs for students on the use of virtual classrooms
● ○ ◘ ● ◘ ○Number of virtual training programs
per student
Have agreement with local IT companies to provide students with reduced-priced TABLETS or PC sets
● ◘ ○ ● ◘ ○ Number of such agreements
Jazan Universitystrategic Plan
vision 2020
20
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Strategic Goal 6: Demand increased preparation from incoming students and increased performance from existing students
Action Step 1 Improve colleges readiness for incoming students
Init
iati
ves
Obtain data on projected high school graduates for the coming 5 years for admission planning
● ◘ ◘ ◘Rate of enrolment of new students
annually
Reform program admission standards to maximize the annual retention rate
● ◘ ◘ ◘
Percentage of students entering
programs who suc-cessfully complete
first year
Plan the colleges infra-structure and personnel to accommodate the incoming students
○ ● ◘ ◘ ◘
Ratio of students to teaching staff/ Ratio of students to administrative
staff
Develop short courses for admitted students to meet the needs of academic programs
● ● ○ Number of short courses developed
Action Step 2 Encourage information sharing to improve engagement and outcomes across the university
Initi
ativ
es
Offer orientation pro-grams for high school students
● ◘ ◘Increase in enrol-ment rate for fu-
ture requirements
Conduct open day for high school students ● ◘ ◘
Increase in enrol-ment rate for fu-
ture requirements
Provide induction sessions for the newly admitted students
● ◘ ◘Percentage of
students who suc-cessfully complete
first year
21
2020
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Action Step 3 Establish measurable protocols for administrative actions
Init
iati
ves
Conduct benchmarking to identify the expected level of students skills and performance
● ● ◘
Rate of benchmark completion
Proportion of students entering
program who complete those
programs in mini-mum time
Promote research activities for sharpening students intellectual and behavioral skills
● ◘ ● ◘Number of ac-
tivities conducted annually
Encourage students participation in extra-curriculum activities
● ◘ ○Number of stu-
dents participating in extra-curricular
activities
Review and update the programs and curriculum to fulfill the expected performance level for ac-creditation
● ◘ ○ ●
Rate of review completion/ Stu-dents overall rat-ing on the quality
of their courses
Develop measurement mechanisms for students performance
● ◘ ○ ●
Student learn-ing assessment scores/ Satisfac-
tion of graduates with teaching and
learning
Improve the student community environment such as housing, meals, transportation, etc.
◘ ◘ ◘ ◘ ◘ ◘ ◘ Increase in stu-dents satisfaction
Action Step 4 Ensure the efficiency of the advisory units
Init
iati
ves
Develop effective communication and interaction mechanisms between the academic advisory units and among the student advisors
● ◘ ◘ ○
Percentage of students using
academic advisory units/
Number of activi-ties by student ad-visors per semester
Jazan Universitystrategic Plan
vision 2020
22
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Init
iati
ves
Unify the practices of the academic advisory units ● ◘ ◘ ○ Unified polices and
rules
Improve academic counseling to engage students in the academic community
● ◘ ○Average rating
on the adequacy of academic and
career counseling
Improve the counsel-ing to the foundation students to choose ap-propriate programs
● ◘ ◘
Percentage of students entering
programs who suc-cessfully complete
first year
Develop a system of mandatory advisory for students with special needs
● ● ○ ○Completion rate of
the system/ System announced
23
2020
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Strategic Goal 7: Require the use of world class methods and technologies in teaching and learning
Action Step 1 Improve colleges readiness for incoming students
Init
iati
ves
Provide teaching workshops and training programs to update with the latest meth-odologies and technology in teaching and learning
● ● ◘ ○
No of workshop and training pro-grams in teaching and learning con-ducted annually
Encourage faculty members to participate in scientific conferences devoted to teaching and learning
◘ ● ● ○Percentage of
faculty participa-tion in scientific
conferences
Encourage innovation in teaching and learning process
● ● ◘ ○Student
satisfaction in teaching and
learning practices
Assess periodic per-formance of faculty in teaching and learning
◘ ● ● ○ Performance rate of faculty
Action Step 2 Accelerate the adoption of e-learning and distance learning programs
Init
iati
ves
Encourage benchmark-ing the e-learning practices with other universities
● ● ○Rate of bench-marking in e-
learning practices
Cooperate with the National Center for E-learning and Distance Learning in Riyadh to achieve the best prac-tices in e-learning
◘ ● ◘ ○Rate of coop-
eration with the Center in Riyadh
Support initiatives and innovations of Jazan Uni-versity faculty for quality online programs
◘ ● ◘ ○ Number of online programs offered
Promote e-learning and distance education activities to improve the quality of e-learning
● ● ◘ ○No of e-learning
and distance edu-cation activities
annually
Jazan Universitystrategic Plan
vision 2020
24
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Init
iati
ves
Periodic evaluation and update of the e-learning content
● ◘ ○ ○Students satisfac-
tion about the uni-versity e-learning
sources
Provide support to the in-frastructure of networks, devices and information systems
○ ○ ● ◘ ○Rate of comple-
tion/ Annual expenditure on IT
Action Step 3 Improve the learning environment and resources
Init
iati
ves
Develop classrooms and laboratories with information technology by providing modern technical equipment
● ● ◘ ○Number of
Well- equipped classrooms or laboratories
Improve and activate student services places, such as the registers, bursar, library services, bookstore, IT, etc.
● ◘ ◘ ○
Average overall rating of the
adequacy of the library, media
center, etc.
Provide proper wired/ wireless connectivity in all campus
● ◘ ◘ ○
Stakeholders satisfaction on
network connec-tivity/ Bandwidth
per student
Manage and maintain student learning in a technology-enhanced environment
● ● ◘ ○Faculty and stu-dent satisfaction
rates
Provide instructional design support ◘ ◘ ◘ ● ◘
Rate of instruc-tional design completion
25
2020
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Strategic Goal 8: Establish a center for teaching and learning focused on student retention and success, as well as faculty pro-fessional development
Action Step 1 Establish a Centre for Teaching and Learning at Jazan University
Init
iati
ves
Establish a Center for Teach-ing and Learning in Jazan University as a part of the Deanship of Academic De-velopment organizational structure with identified authorizations and responsi-bilities
◘ ● ◘ ○Center proposal plan approval/
Establishment of the CTL
Recruit personnel to develop and operate the Center for Teaching and Learning
◘ ● ◘ ○ Number of person-nel recruited
Develop the handbook and website of the Center for Teaching and Learning, including policies, regulations and tasks
◘ ● ◘ ○Completion of CTL
handbook and website
Action Step 2 Development of creativity and excellence among all faculty members
Initi
ativ
es
Conduct faculty orienta-tion by creativity & innovation unit of Jazan University periodically
● ● ◘ ● ○Number of pro-
grams conducted per semester
Organize teaching-learning workshops and professional develop-ment programs based on creativity in areas of specialization
● ● ● ◘ ○ Number of activi-ties conducted
Facilitate faculty learning communities (FLCs) for professional development in teaching
◘ ● ● ○ ○Percentage of up-dated curriculum based on current
needs
Jazan Universitystrategic Plan
vision 2020
26
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Action Step 3 Allocate teaching and learning grant for research and projects to improve and enhance innovative teaching and learning practices
Init
iati
ves
Survey and prepare data-base for research In teach-ing and learning domain
◘ ● ◘ ◘ Rate of completion of the survey
Develop the guidelines and criteria for research and projects in teaching and learning
◘ ● ◘ ◘ ○Completion of up-dated guidelines
and criteria
Encourage faculty to conduct teaching and learning research or projects
◘ ● ◘ ◘ ○Number of
projects con-ducted per faculty
member
Evaluate integration of research outcomes in teach-ing and learning, based on feedbacks
◘ ● ◘ ○
Increase integration of research out-
comes into courses/ Faculty and student satisfaction in teach-
ing and learning research practices
Action Step 4 Deploy academic activities that focus on student retention and successful graduation within the time frame
Init
iati
ves
Provide advising, coun-seling and mentoring sessions for student’s development
● ● ◘ ○
Percentage of stu-dents using academic
advisory units/ Number of activities by student advisors
per semester
Conduct workshops on professional and soft skills for students to be successful in their college and practical life
● ● ◘ ○ Unified polices and rules
Organize student peer coaching sessions to encourage cooperative learning among students
● ● ◘ ○Average rating
on the adequacy of academic and
career counseling
Establish an academic observa-tory in the university to study, follow-up and analyze stu-dents’ academic performance, identifying reasons and solu-tions for students’ dropping/ leaving phenomenon
◘ ◘ ● ● ◘
Percentage of students entering
programs who suc-cessfully complete
first year
27
2020
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Strategic Goal 9: Foster a culture of independent thinking, innovation, and entrepreneurship among students and faculty
Action Step 1 Promote independent thinking and innovation culture among students and faculty
Init
iati
ves
Reward the practices of excellence among students, faculty and staff
● ◘ ◘ ◘
Scoring point system for
practices of excel-lence/ Number of
rewards appointed
Encourage and motivate individual talent initia-tives among faculty and students
● ◘ ◘ ● ◘Number of new
ideas invented or created
Conduct annual forums for innovation and entre-preneurship
● ◘ ◘ ● ○ ◘
Number of participants
attending the forumNumber of activities
conducted/
Conduct extracurricular activities to develop independent thinking, in-novations and leadership skills for students and faculty at college level
● ◘ ◘ ● ◘
Number of students
participating in extracurricular
activities
Action Step 2 Development of creativity and excellence among all faculty members
Initi
ativ
es
Organize field trips for the students and faculty to the business sector
● ◘ ○ ◘ Number of field trips to businesses
Attract the businesses to organize seminars and workshops, and to sponsor the innovation and entrepreneurship ideas of the students and faculty
● ● ○ ◘ ◘
Number of activi-ties conducted/
Proportion of teaching staff
participating in professional devel-
opment/ Number of
collaborations established with
businesses
Jazan Universitystrategic Plan
vision 2020
28
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Strategic Goal 10: Encourage international studies, international partnerships, and international research agendas
Action Step 1 Expand international online and study abroad programs
Init
iati
ves
Prepare, encourage and engage JU staff to join international academic and training programs in unique disciplines
● ◘ ◘ ◘
Percentage of staff studying abroad/
Number of training in unique disci-
plines
Encourage and support JU staff to enroll in international online skill courses
○ ● ◘ ◘Increased inter-national online enrolment of JU
staff per year
Action Step 2 Develop/ review policy for managing partnerships between JU and international community
Init
iati
ves
Review and adopt inter-national collaboration practices of the leading universities
● ● ◘ ◘ ◘ Number of interna-tional partnerships
Revise, evaluate and up-date regularly the agree-ments between JU and international partners
● ◘ ◘ ◘ ◘ Agreements updated
Consolidate the policies and regulations for fostering international partnerships
● ◘ ◘ ◘ ◘ Stakeholders satisfaction/
Action Step 3 Policies and regulations consolidated
Init
iati
ves
Organize international conferences focusing on JU research priorities
● ◘ ◘ ● ◘
Number of papers presented in
academic confer-ence per full time
teaching staff/ Proportion of
the total annual operational bud-get dedicated to
research
Increase students exchange partnership with world class research institutes
● ◘ ◘ ● ◘ Number of joint research
29
2020
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Init
iati
ves
Conduct a series of lectures of distinguished visiting faculties, with interna-tional excellence awards, to transfer their experiences to university staff
● ◘ ◘ ● ◘ Number of lectures organized
Activate the existing re-search agreements with international partners
● ◘ ◘ ● ◘Number of interna-tional partnership
research agree-ments
Jazan Universitystrategic Plan
vision 2020
30
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Strategic Goal 11: Develop a comprehensive system to recruit, evaluate, and reward faculty
Action Step 1 Enhancing the recruitment process
Init
iati
ves
Develop a mechanism for identifying the academic program needs of faculty
● ◘ ◘ ◘ ◘ Ratio of students to teaching staff
Benchmark the regula-tions of recruitment process
◘ ◘ ● ◘ ◘ Completion of benchmarking
Prepare a handbook containing rules and regulations of the recruit-ment process
● ◘ ● ◘
Completion of handbook prepa-
rationStakeholder
evaluation of the recruitment
policies
Promote a policy to ensure fairness in remu-neration system
● ◘ ●
Faculty, staff satis-faction/ Proportion
of teaching staff leaving the institu-
tion for reasons other than age
retirement
Action Step 2 Development of creativity and excellence among all faculty members
Initi
ativ
es
Develop faculty evalu-ation process through benchmarking
◘ ◘ ● ◘ Completion of benchmarking
Establish/ update the faculty evaluation system in the light of quality criteria
◘ ◘ ● ◘Faculty evaluation
system estab-lished, updated
Enhance the evaluation system through feedback ◘ ◘ ● ◘ Increased faculty
performance
Establish a standardized accountability reward system by benchmark-ing and linking it to the performance
◘ ◘ ●Effective leadership
communication/ Faculty satisfaction with administration
31
2020
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Strategic Goal 12: Invest in an analytical capability to understand and assess the region’s needs on a continuing basis
Action Step 1 Establish community research bodies to address regional needs
Init
iati
ves
Develop feasibility studies for establishing community research centers
◘ ●Number of estab-lished community research centers
Provide personnel, financial and technologi-cal support to research centers
◘ ●
Research centers staff satisfaction rate/ Proportion of teach-ing staff actively en-gaged in community
service activities
Incentivize efforts in contributing towards community research
◘ ●
Number of approved community research
projects/ Community research
rewarding policies
Develop a handbook for community research centers ◘ ● Handbook com-
pleted
Action Step 2 Carrying out periodic assessments of regional needs
Init
iati
ves
Conduct periodic surveys on social and economic needs of the region
◘ ● ◘ Number of surveys completed
Analyze surveys and cre-ate a database for further reference
◘ ● ○ Updated database
Establish consultant offices for community needs
◘ ● ○Established consul-
tant offices/ Number of consulting
services conducted
Action Step 3 Provide necessary training for the university staff to enhance their research capabilities
Init
iati
ves
Conduct training needs analysis for staff to enhance their research capabilities
● ◘ ◘ ◘
Number of train-ings conducted/
Proportion of staff participating in
professional devel-opment activities
Develop relevant training programs ● ◘ ◘ ◘
Number of up-dated training pro-
grams provided
Jazan Universitystrategic Plan
vision 2020
32
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Strategic Goal 13: Establish academic units (departments or technical schools) in key fields of importance to the region and the Kingdom such as agriculture, fisheries, tourism management, etc.
Action Step 1 Engaging/ coordinating with industry and other potential stakeholders in identifying, developing and improv-ing academic programs
Init
iati
ves
Establish units for study plans and curricula at all levels
● ◘ ○ ◘ ◘Number of estab-
lished new units in colleges
Review existing policies and procedures for academic programs development
◘ ◘ ○ ◘ ◘Rate of review
process/ Number of up-
dated programs
Establish/ expand advisory committees at college levels
◘ ◘ ○ ◘ ◘Number of new,
expanded advisory committees per
college
Engage external stake-holders in academic advisory committees
◘ ◘ ○ ◘ ◘
Number of industries, external stakeholders partic-ipating in advisory
committees
Conduct career day an-nually ◘ ◘ ● ●
Number of employ-ers participating/ Number of career opportunities pro-vided/ Increase in
graduates employ-ment rate
Action Step 2 Initiate/ promote new departments and postgraduate programs
Initi
ativ
es
Propose new academic programs catering to the community needs
◘ ◘ ● ● ◘
Number of com-munity education
programs provided as a proportion
of the number of departments
Introduce postgraduate programs ◘ ◘ ● ◘
Number of estab-lished new post-
graduate programs/ Proportion of
students enter-ing post-graduate
programs
33
2020
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Strategic Goal 14: Engage industry and potential employers in curriculum development
Action Step 1 Manage knowledge sharing between businesses and JU
Init
iati
ves
Invite business leaders/ practitioners for lecturing, participating in defining the specifications required in graduates, and determining the appropriate skills for the labor market as basis for adapting the outcomes of the university
● ● ◘ ◘ ●
Number of guest lectures organized annually/ Number
of established collaborations
with businesses annually/ Number
of students and staff targeted
Set in internship pro-grams with businesses ● ● ● ◘ ●
Number of indus-trial training ac-
tivities organized annually/ Increase in graduates em-
ployment rate
Conduct collaborative research with businesses and Non-Government Organizations (NGOs)
◘ ● ○ ◘ ●
Number of ap-proved collab-
orative research with industry and NGOs/ Research
income from external sources as a proportion of the number of faculty
members
Action Step 2 Initiate/ promote new departments and postgraduate programs
Initi
ativ
es
Identify the roles and responsibilities of JU alumni units
○ ○ ● ●Updated the roles and responsibili-ties of JU alumni
units
Establish effective mech-anisms to communicate with alumni
○ ○ ● ●
Number of joint activities conducted
by JU and alumni/ Alumni satisfaction/ Number of alumni in advisory committees
Jazan Universitystrategic Plan
vision 2020
34
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Initi
ativ
es
Develop alumni database system ○ ○ ● ●
Rate of completion of alumni database
system/ Rate of database usage/
Number of alumni in the database
Create an alumni advi-sory board at all levels ○ ◘ ● ●
Number of colleges with alumni advi-
sory board
35
2020
Strategic Goals
↓Action Steps
↓ Initiatives
Direction 1 Direction 2 Direction 3
Key Performance Indicators
(KPIs)
Infr
astr
uctu
re
Lead
ersh
ip &
Gov
erna
nce
IT A
dopt
ion
in M
anag
emen
t
HR
Dev
elop
men
t
Fina
ncia
l Sus
tain
abili
ty
Stud
ents
Com
pete
ncy &
Skill
s
Teac
hing
& Le
arni
ng Ex
celle
nce
Facu
lty Sa
tisfac
tion &
Dev
elopm
ent
Rese
arch
& In
nova
tion
Aca
dem
ic A
ccre
dita
tion
Gra
duat
e St
udie
s
Com
mun
ity S
ervi
ces
Relat
ions
hip w
ith th
e Mar
ketp
lace
Strategic Goal 15: Invest heavily in academic and research units of regional or national importance, such as engineering, medi-cal sciences, tropical medicine, and environmental studies
Action Step 1 Attract distinguished faculty and researchers
Init
iati
ves
Prepare criteria for distinguished faculty and researchers
◘ ◘ ●
Completed criteria, job description
for distinguished faculty and re-
searchers
Develop a strategy for recruiting distinguished faculty
◘ ◘ ●Number of distin-
guished faculty and researchers
appointed
Promote research fellow-ships/ adjunct positions ◘ ◘ ● ○
Number of re-search fellowships/ adjunct positions
appointed
Action Step 2 Evaluate existing academic and research activities
Initi
ativ
es
Evaluate the output of existing research units and their impact on com-munity
● ◘ ◘ ◘
Research income from external
sources/ Number of ap-
proved research projects
Evaluate the outcomes of existing academic programs and their ef-ficiency
◘ ◘ ●
Graduation rate for undergraduate
students/ Graduation rate
for post-graduate students/
Employer satisfac-tion
Make it mandatory to prepare and submit an-nual reports on research activities
● ◘ ◘Number of com-
pleted annual report of each unit