Functional Methodology
5. Inauguration and implementation phase, Make the plan available on the college’s website and use all available communication channels that
2.8 Procedural plan of the strategic planning process
2.8.2 Workshops with stakeholders
A series of workshops entitled "Developing the Second Strategic Plan for the College of Science.. Goals and ambitions" within the framework of updating the strategic plan with the beneficiaries of various segments: faculty members, teaching assistants and lecturers, administrative staff, students and graduates, according to the following schedule:
Workshops Day & Date Place
Developing the second strategic plan for the College of Science, goals and ambitions
(faculty members) Tuesday, 17/5/2022 Science 7 Hall Courses FF6
9-1 Developing the second strategic plan for the College of Science, goals and ambitions
(members of the administrative body) Wednesday, 18/5/2022 Science 7 Hall Courses FF6 12-2
Developing the second strategic plan for the College of Science, goals and ambitions (for
students + graduates) Wednesday, 18/5/2022 Science 7 Hall Courses FF6
9-11.30 Developing the second strategic plan for the College of Science, goals and ambitions (for
teaching assistants and lecturers) Tuesday, 7/6/2022 Course Hall - College of Science Hall 1-3
3-8-2 Quaternary Environmental Analysis SWOT Analysis
The successful launch of the strategic plans is due to the identification of the current situation and its characteristics, and the desired situation of implementing the plan and achieving its goals. The College of Science Strategic Team conducted an environmental analysis to identify strengths, weaknesses, opportunities, and threats based on a set of data gathered from several sources as focus groups, and the results of surveys of stakeholders. The subsequent identification of priority levels for each point helped in the formulation of programs and projects and the determination of the time frame for the strategic plan. A summary of the SWOT environmental analysis is as follows:
The geographical location of the college in the Eastern Province and its industrial and economic capabilities.
The use of the English language in the educational process.
Modern academic programs that keep pace with the requirements of development and meet the needs of the labor market.
Continuous development and regular review of programs and curricula according to developments and performance reports.
Apply quality management processes and measure key performance indicators for the college and programs.
The Bachelor of Chemistry and Bachelor of Biology programs have obtained national academic accreditation.
Providing academic programs in postgraduate studies for all disciplines of the college, both master and doctorate.
The high percentage of scientific research published by professors and students and the diversity of its fields, and its entitlement to scientific publishing rewards.
The presence of the Basic and Applied Science Research Center (BASRC) at the college headquarters as a permanent research arm.
The college ranked second at the university level in recording the highest volunteer hours on the National Volunteer Work Platform, and third place in recording the highest number of volunteer opportunities on the volunteer work platform.
The college builds training programs in various fields for graduates of the college, university, and society.
Providing field and vocational training opportunities for students and graduates.
Diversity of faculty members' experiences.
Availability of educational facilities and spaces in the college building.
Activating the use of e-learning platforms in the educational process.
Continuous development and automation of administrative transactions.
In d o o r En vi ro n m en t
Strengths
Lack of sustainable partnerships with employers and stakeholders.
Low number of higher academic ranks among faculty members in some academic programs.
Not commercializing patents to support the industry.
Weak scientific and research cooperation with educational institutions and scientific centers.
Lack of participation in conferences.
Weak financial support for research projects.
Lack of fixed sources of income for the college.
The need to prepare students in terms of research method and scientific writing method.
The difficulty of providing statistical information and a database for the faculty.
Lack of specialized equipment and software needed for some programs.
The weakness of the Internet and its incompatibility with the completion of work.
Weak channels of communication with graduates.
Not to benefit from the college spaces in a way that generates a financial return.
Lack of places designated for studying students.
Weaknesses
Indoor Environment
Developing academic programs in line with the Kingdom's Vision 2030.
Promote e-learning and distance learning.
Expand graduate opportunities and professional diplomas that serve the community and provide other sources of income.
Take advantage of the virtual environment in holding courses and activities.
The abundance of companies and institutions associated with the college's specializations in the region, providing room for cooperation and partnerships.
Utilize national sustainable development pathways goals to identify research tracks.
Holding scientific forums and research competitions for female students.
Capture research projects to support research.
Increase training opportunities in research centers.
Participation in international competitions.
Holding a recruitment day to market the college's outputs and introduce them to employers.
Providing a gym.
Orientation towards digital transformation (process automation) Contract with Mawhiba to train talented people.
Providing endowments or research chairs.
Issuing a scientific journal that enhances the research outputs of the college
Opportunities
Ex te rn al E n vi ro n m en t
Threats
Weak financial support for research projects.
Lack of motivation for faculty members to participate in international conferences.
High competition with the programs available in the Eastern Province, especially graduate programs.
Weak partnerships with the public and private sectors.
Limitation in the list of journals adopted by the university for promotion and rewards.
The rapid change in technical and technological development around the world requires constant review of learning outcomes and their relevance.
Increasing the number of female students admitted to the college compared to the needs of the labor market.
Limiting the promotion criteria to scientific publications while ignoring the achievements of members in research projects and others.
7.2 Benchmarking with local, regional and international universities
During the stages of preparing the plan, the Strategic Planning Committee was guided by many strategic plans for corresponding colleges in international, regional and local universities as reference comparisons, including, for example:
Locally
Islamic University of Madinah King Saud University King Abdulaziz University
Princess Nourah bint Abdulrahman University Jazan University
Taif University King Khalid University University of Tabuk Majmaah University
Imam Muhammad Ibn Saud Islamic University King Faisal University
Taibah University University of Hail Jouf University University of Bisha
Regionally
Qatar University
Sultan Qaboos University Khalifa University Ain Shams University University of Jordan Virginia Tech University
Internationally
Texas A&M University Texas Southern University University of Miami Penn State
University of Minnesota Duluth Oregon State University San José State University The University of Texas At El Paso South Carolina
In addition to reviewing and comparing a number of recently approved plans for corresponding colleges within the same
university, such as the College of Design, the College of Arts, the College of Architecture and Planning, the College of Applied
Health Sciences, the College of Computer Science and Information Technology, and the College of Dentistry.
3 Chapter Three
College of Science Strategic Plan and its
Alignment to the IAU Strategic Plan
1-3 Vision, Mission and Values of the College of Science
The College of Science is moving to develop and update its strategic plan to be an effective partner in achieving the requirements of national development. The college aims to graduate qualified national cadres in the field of basic sciences and their
applications. Thus, the college contributes to meeting the requirements of the labor market and interacting positively with the needs of the surrounding community.
Vision
Excellence in basic sciences and their applications, in accordance with national and international standards.
Excellence
Mission
Providing distinguished academic programs and scientific research with continuous quality in line with sustainable national development plans, within an attractive and stimulating environment for innovation, and with an effective community partnership.
Values
Loyalty
Social Responsibility Transparency
Creativity Teamwork Diversity
2-3 Strategic Goals of the College of Science
The Strategic Planning Committee of the College of Science held brainstorming meetings in which it discussed the goals, projects and initiatives of the College of Science, and these discussions resulted in reaching (8) strategic goals, (18) implementation programs, (36) development projects and (90) initiatives measured by (91) performance indicators. Table (3-1) summarizes the components and goals of the college’s strategic plan and shows the number of proposed development projects, initiatives, and the key performance indicators.
Human components
Function
Knowledge Service
Research Service
Community Service
Human Development
Implementation
Programs Projects Initiatives KPIs
Provide high-quality educational programs in the field of basic sciences and their applications
▪ Develop programs, curricula, and methods of teaching and assessment
▪ Enhancing knowledge resources
▪ Achieving and Ensuring Quality in Academic Programs
Excellence in Scientific Research and Innovation
▪ Develop scientific research
▪ Enhance postgraduate studies
▪ Foster a culture of innovation and caring for innovators
▪ Strengthening identity and media outreach
▪ Develop community services and partnerships Promote communication and
effective partnership between the college and the community Enforce the College's values and develop the capabilities of its members
▪ Promoting Islamic and national values
▪ Human Resource Development Strategic goals
5
8
5
5
17
22
12
12
17
23
12
12 Table (1-3) Components and goals of the strategic plan of the College of Science
Physica components
Function
Institutional Development
Financial Development
Technical Development
Implementation
Programs Projects Initiatives Performance
Indicators
Develop administrative systems and ensure their quality
▪ Development of the administrative system
▪ Activating the strategic planning and risk management system and measuring its indicators
▪ Promote the culture of quality and its management
▪ Diversify income sources
▪ Rationalize expenditure Optimize the use of financial
resources and diversify the sources of income
Enhance communication and
information technology systems ▪ Develop electronic transactions
▪ Develop E-Learning Strategic goals
6
2
2
10
3
6
10
3
6 Environmental
Development
Sustain and develop infrastructure and facilities to provide a stimulating environment
▪ Sustainability of sites, buildings,
infrastructure and devices 3 8 8
Organizational Components