Strategic Plan of the Deanship of Admission and Registration

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Kingdom of Saudi Arabia Ministry of Education Rector Office

The strategic plan

Strategic Plan of the Deanship of Admission and Registration

1439/1444 /

/ 2022

2018

http://dar.ju.edu.sa

ةيدوعسلا ةيبرعلا ةكلمملا ميلعتلا ةرازو

فوجلا ةعماج

ليجستلاو لوبقلا ةدامع

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ةكلملما ةيبرعلا ةيدوعسلا

ةرازو ميلــــــعتلا بتكم

يلاعم ريدم ةعماجلا

ةطخلا ةيجيتارتسلاا

جذومن دادعإ ططخلا ةيجيتارتسلاا تايلكلل

تادامعلاو

1- Table of Content

Page Content

3 Introduction

1

8 Vision, mission, values and goals

2

15 Methodology of preparing the plan

3

17 Plan preparation team

4

18 Tools and sources of data collection

5

19 SWOT Analysis

6

21 Gap analysis

7

23 Identification of the beneficiaries of the Deanship

8

26 Setting priorities

9

24 Harmonization with the university plan

10

30 Sources of funding

11

Mechanisms, follow-up implementation and continuity 13 11

31 Appendix (1) Executive Plan

12

Appendix (2) Indicators card 13

Appendix (3) Risk Management Plan 14

105 Appendix (4) Model Card

15

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-) 3 - ) ــــــــــــــــــــــــــــــــــــــ جذومن

دادعإ ططخلا ةيجيتارتسلاا تايلكلل

Introduction

The Deanship of Admission and Registration is one of the most important means of communication between the university, the students and the community. Through the Deanship, student's life begins and continues until graduation, thus assuming responsibility and leading role in the process of providing information and data about the university and its colleges and programs as well as the conditions of admission and to inform the student of all aspects related to his / her university career such as regulations, instructions, rules and regulations such as the system of study, tests, rewards, etc., in addition to its guiding role for high school students through brochures and pamphlets, as well as receiving students and their parents and visitors to answer their queries. And for all this, the Deanship seeks to keep abreast of the technical and administrative developments that improve its performance and to identify any abuses. The Deanship also endeavors to develop its support services in order to meet local and international standards and to achieve the vision and mission of the University through strategic plans and effective participation in scientific mechanisms. We ask Allah to help and guide.

Establishment of the Deanship of Admission and Registration

The Deanship of Admission and Registration was established at Al Jouf University in accordance with

letter 564 / A directed by His Excellency the Minister of Higher Education on 21/4/1427 AH to serve as a link

between the academic community and the students. And as a central body concerned with the academic

affairs of students. And as a central body concerned with the academic affairs of students such as admission,

registration, graduation and all related regulations, laws and instructions and proposing policies for admission

and registration. Since its inception, the Deanship has experienced comprehensive developments in the

administrative and technical aspects until it reaches today's replacement of the traditional methods and

methods of paperwork in ways that employ modern computer technology such as electronic portal, social

communication and mobile messaging. We believe in the vital role of the Deanship in the students' university

career. It strives for more improvement in the services it provides to students through the transfer of all

services to electronic services in order to save the effort and time, and promoting the efficiency of the

performance of its employees and level of awareness of the service of students, to be a reference in academic

affairs, and a source of reliable information for students.

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Figures and statistical data:

- Number of administrators and technicians: (enclosed list of employees and their data)

comments Number bothmales/females

Job

Females students Male

students

91 91

Total

م Contacts

Qualification Job title

Adminstration Employee Name

1 bmshammeri@ju.edu.sa

PhD

Dean Deanship of

Admission &

Registration Dr. Bandar Bin Mizaal Alshamari

fahad@ju.edu.sa 2 Secondary

Deanship Adminstrator Deanship of

Admission &

Registration Fahad Bin Flah Alabas

reem@ju.edu.sa 3 Bachelor

Director of Administration Deanship of

Admission &

Registration Reem Bint Falih Alnoman

n.hammami@ju.edu.sa 4 PhD

Advisor to the Deanship of Quality

and Development Deanship of

Admission &

Registration Dr. Nasreldin Homami

aldbeed@ju.edu.sa 5 Bachelor

Director of Administration Admission

Zaid Bin Saeed Aldbees

asallafi@ju.edu.sa 6 Bachelor

Director of Administration Registration

Abdulhamid Bin Ali Allafi

Sultan45@ju.edu.sa 7 Bachelor

Director of Administration Rewards

Sultan Bin Abdullah Almuthri

aljoufjob@gmail.com 8 Bachelor

Director of Administration Students services

Abdulmajid Bin Hamoud Alanzi

skshmry@ju.edu.sa 9 Secondary

Head of the Department Academic affairs

Saud Bin Khalaf Alshamari

The Secretary

Registration Administration

Quality and Development Unit

Student Services Department Student Services Department

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graduates

msalali@ju.edu.sa 11 Diploma

Secretary of the Dean Department of

Deanship Mishari Bin Salih Alali

11 -

Bachelor College Registrar

College Registrar Sultan Bin Khalaf Alrabee

12

= Bachelor

College Registrar Registration

Khalaf Bin Furaih Almuagil

hlil@ju.edu.sa 13 Bachelor

Abdulmajeed Bin Hlil Alrwaili

م Contacts

Qualification Job title

Adminstration Employee Name

14 -

Secondary Adminstrative

Academic Affairs Murtada Bin Khitam Alrwaili

atawd@ju.edu.sa 15 Diploma

Adminstrative Rewards

Aaid Altharthar Alhazmi

saudanzi@ju.edu.sa 16 Bachelor

aud Bin Sabil Alanzi S

sshammair@ju.edu.sa 17 Bachelor

hlaif Bin Salih Alshamari K

18 -

Academic Affairs Hamdan Bin Habeeb Alshamari

19 -

Department of Deanship Muhamad Bin Madi Alfhaigi

dayesm@ju.edu.sa 21 Master

Head of the unit Quality and

Development Unit DaisBin Mohamad Aldandani

aaalwaked@ju.edu.sa 21 Bachelor

secretary Department of

Deanship Ahlam Bint Awad Alwakid

maalderzi@ju.edu.sa 22 Bachelor

secretary Department of

Deanship Maha Bint Abdulkareem Aldarzi

mona@ju.edu.sa 23 Diploma

Muna Bint Riyadh Aljar Allah

24 deena@ju.edu.sa

Registration Dina Bint Yousf Alanzi

25 hsalaskar@ju.edu.sa

Registration Hind Bint Sadun Alshamari

naalkhmsan@ju.edu.sa 26 Bachelor

Nada Bint Yahya Alkhamsan

27 wasmyah@ju.edu.sa

Registration Wasmia Bint Salim Alrwaili

28 Mouna.alabas@ju.edu.sa

Registration Muna Bint Fahad Alabas

29 Nouf.alsammari@ju.edu.sa

Registration Nawf Bint Ghazi Alshamari

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A list of the Deanship sections:

1. Deanship Adminstration 2. Admission Adminstration 3. Registration Adminstration 4. Rewards Adminstration 5. Students Service Adminstration 6. Quality and Development Unit 7. Files Unit

8. Documents and Graduates Unit

31 aaalnoawr@ju.edu.sa

Bachelor Admission and

Registration Coordinator Registration

Hanaa Bint Abdulwahid Alsalih

31 Maryam.saud@ju.edu.sa

Bachelor Director of

Administration Students Services

Maryam Bint Saud Alsulaiman

32 Asmhan@ju.edu.sa

Diploma Head of the unit

Quality and Development Unit Asmhan Bint Yousf Alkhalifa

33 mgaldgmi@ju.edu.sa

Bachelor Head of the unit

Rewards Mariam Bint Gabir Aldaghmi

34 bmalhazmi@ju.edu.sa

Bachelor Head of the

Department Filies

Bushra Bint Mlah Alhazmi

35 rfrowili@ju.edu.sa

Bachelor Registrar

Filies Raha Bint Falih Alrwaili

36 hmrowili@ju.edu.sa

Primary

Writer Files

Hishma Bint Muadhib Alrwaili

37 aaalzaid@ju.edu.sa

Bachelor Writer

Files Afaf Bint Abdulhadi Alzaid

38 wbalshammari@ju.edu.sa

Bachelor Adminstrative

Files Wafaa Bint Bashir Alshamari

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1. Vision, mission, values and goals Vision

Leadership in the admission and registration, excellence in the provided services and attract the best students to the university as a contribution of community progression.

Mission

Competence and excellence in the performance of all admissions and registration processes as well as guidance with in quality, transparent and justice among the students and use of technology in all processes and tasks concern the student from admission to graduation beside the attention to human resources as well as excellent, stimulating and high quality systems and cooperation with partners inside and outside the university in order to contribute to the academic process and national development.

Goals

The Deanship aims to:

1. .Achieving quality and contributing to the accreditation according to the comprehensive quality standards for all services and tasks provided by the Deanship.

2. .Developing all administrative and technical services of the Deanship to keep up with the latest developments and future requirements to provide the best services to students, academic faculty members, colleges, centers and society.

3. .Developing mechanisms and standards of admission and registration for intern and extern students to reach the future vision of the Deanship, achieve its mission, and preserve its achievements to raise the name of the university and the country .

4. .Upgrading the Deanship staff by developing efficiency and by encouraging productivity and creativity in order to be a role model for experience and consultation in the affairs of admission and registration and academic policy.

5. .Developing partnership with inside and outside university to achieve its vision and mission.

Values



Justice in admissions and registration processes.



Equity in the application of admission and registration criteria.



Intend the spirit of cooperation between students and staff of the Deanship.



Completion of the tasks assigned to the Deanship with precision and professionalism.



To contribute to increasing the efficiency of the services provided by the Deanship

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Performance indicators emanating from strategic goals and executive goals

Strategic Goals Executive Goals

Performance Indicators

Achieve quality and contribute to the accreditation according to the comprehensive quality standards for all services and works provided by the Deanship.

.Dissemination of quality culture 1.1

1.1.1Percentage of participation of the participants in cultural dissemination courses and institutional accreditation courses.

1.1.2The number of times the vision and message declaration was viewed in different places of the Deanship portals

Develop performance and practice in the Deanship's departments to suit national and international standards and indicators

1.2.1 A document clarifying how standards and indicators are applied in all operations and services undertaken by the Deanship.

1.2.2 Satisfaction of standards and indicators in all operations and services carried out by the Deanship.

Self-assessment and preparation of an improvement plan

1.3.1 Finalization of the final report of the institutional self- of the Deanship

1.3.2 Percentage of what has been corrected and developed based on the results of the self- assessment study.

Contributing to the institutional accreditation of the university

1.4.1 The percentage of meeting the requirements of the institutional accreditation of the Deanship.

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- Strategic Goals -

Excutive Goals -

Performance Indicators

To develop all the administrative and administrative services of the Deanship in order to keep abreast of the latest developments and future requirements to provide the best services to students, members of academic bodies, colleges, centers and society

Electronic for services and work procedures Percentage of administrative processes performed electronically

Coverage rate of the assessment service for all beneficiaries through the portal.

2-2 Analysis of electronic results and Deanship services

2.2.1 A detailed report including findings and recommendations

Establish a database for the staff of the Deanship . Percentage of the Deanship's staff in the comprehensive database.

2.3 Developing the electronic portals of the Deanship 2.4.1 The extent to which beneficiaries and partners are satisfied with the electronic portals in terms

of development and its suitability to their needs and aspirations.

2.5 Create a database for high school students that can be accessed automatically.

2.5.1 Ratio of number of secondary schools integrated into secondary student database.

2.6 Adoption of computer mechanisms (smart software) in academic guidance

2.6.1 Students' satisfaction with the Interactive Software for Academic Guidance in terms of enabling them to discover their abilities and choose the appropriate program for them.

2-7 intensive courses and awareness of the beneficiaries in the orientation of the electronic service and how to use it

2.7.1 Number of manual reviews and paper transactions performed by the beneficiary.

2.7.2 Number of courses in awareness-raising using electronic services

2.7 Provide excellent services to faculty members and scholarship students.

2.7.1 Extent of satisfaction of faculty members with the services provided by the Deanship.

2.7.2 Provide the content of procedural and informative evidence of the services provided to scholarship students

2.7.3 Student satisfaction rate for the services provided by the Deanship

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1- Developing mechanisms and standardization of admission and registration for students internally and externally by all means to reach the future vision of the Deanship and achieve its mission and preserve its achievements to raise the name of the university and the homeland.

3.1 Development of university admission criteria 3.1.1 Number of descriptive studies conducted by the Deanship on admission criteria inreference

universities and its relation to the excellence and progress of students.

3.1.2 Comparing the criteria for admission of students with reference universities.

3.1.3 Coverage of academic programs associated with the preparatory year by standards and indicators related to the qualification of students.

3.1.4 Students' satisfaction with the mechanisms and criteria of admission and registration at the university and provided by the Deanship

3.2 Development of admission and registration mechanisms

3.2.1 Student satisfaction with electronic admission mechanisms.

3.2.2 Gross enrollment rate 3.2.3 Net enrollment rate

3.2.4 New university enrollment rate

3.2.5 Coverage of the Deanship's Guide to Admission and Registration for Services Offered to Students

3.3 Attracting students to the university in all their classes from within and outside the region (secondary level, scholarship students and Equivalent education ...)

3.3.1 Number of studies completed on the study of polarization in reference universities 3.3.2 A document detailing the mechanisms and incentives for polarization

3.3.3 Admission of outstanding students locally and internationally 3.3.4 Coverage of the database for polarized students

3.3.5 The presence of an office in the Deanship for polarization facilities

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Strategic Goals -

1- Developing the mechanisms and standardization of admission and registration for students internally and externally by all means to reach the future vision of the Deanship and achieve its mission and preserve its achievements to raise the name of the university and the homeland.

3.4 Development of admission mechanisms for people with special needs

3.4.1 Ratio of Persons with Special Needs Graduates of secondary schools in the region enrolled in Al-Jouf University.

3.4.2 The existence of an admission and registration office for persons with special needs managed by a qualified person to deal with them.

3.5 Develop the mechanisms of admission for programs with financial return, thus contributing to bridging the gap between the financial allocations and the needs and requirements of the Deanship.

3.5.1 Financial return from Equivalent Education program 3.5.2 Financial Return of the Executive Master Program 3.5.3 Financial return from adult education program 3.5.4 Financial revenue from distance learning program.

3.5.5 Satisfaction of beneficiaries of the admission mechanisms for programs with a financial return

4. Upgrading the staff of the Deanship through the development of

efficiency and encourage excellence and creativity to be a reference for experience and consultation in the admission and registration affairs and academic systems

4.1 Preparation of a manual guide describing the procedures of operations within the Deanship and the development of the administrative structure.

4.1.1 The percentage of procedures and processes specified in the manual guide to the total processes and procedures carried out in the Deanship of Admission and Registration

4.1.2 There is an independent user guide to the functions of each department of the Deanship showing the mechanisms of updates of the status of changes and administrative movements

4-2 Prepare a manual guide describing the roles and administrative and functional functions of the staff of the Deanship

4.2.1 Percentage of cards in each employee's office

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4. Upgrading the staff of the Deanship through the development of efficiency and encourage excellence and creativity to be a reference for experience and consultation in the admission and registration affairs and academic systems 4.3 Programming and coordinating training and

development plans for the staff of the Deanship 4.3.1 Number of training sessions received by the Deanship staff during the year

4-3 Development of excellence and creativity for the staff of the Deanship and attract thedistinguished human cadre.

4.4.1 Number of prizes Received by the Staff of the Deanship.

4.4.2 Ratio to match the standards and areas of creativity and excellence with reference universities.

4.4.3 Coverage of the Regulation of Incentives for Job Performance.

4-4-4 Number of competitors applying for work within the Deanship.

- - Strategic Goals - - Excutive Goals

- - Performance Indicators

5 - Developing the partnership inside and outside the university to achieve the vision and mission of the university.

5.1 Develop a data warehouse and statistics that covers the internal and external needs of the data and statistics they need.

5.1.1 Number of features created on the system.

5.1.2 Satisfaction of beneficiaries and partners with databases and information provided.

5.2 Designing communication and information flow systems between the Deanship and the governmental and civil employment institutions

5.2.1 Percentage of those who in touch through regular channels in the portal from all sides

5-3 Cooperation with the prestigious deanships of admission and registration and transfer of experience.

5.3.1 The number of transactions in which foreign universities were approached and the experience gained.

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Key projects for implementing the goals:

The Deanship adopted six basic projects to cover and implement these goals

Project 1 (R1): Preparing the Deanship and its contribution to the requirements of institutional accreditation.

Project 2 (R2): Development of admission and registration mechanisms.

Project 3 (P3): Development of financial resources through the development and facilitation of admission and registration mechanisms.

Project 4 (P4): Partnership and Social Contribution of the Deanship.

Project 5 (P5): Technical Development of Admission and Registration Mechanisms and Services.

Project 6 (6): Attracting outstanding students, students of scholarships and Equivalent Education and staff of the Deanship of administrators and technicians.

- Strategic Goals - Excutive Goals

- Performace Indicators

5 - Developing the partnership inside and outside the university to achieve the vision and mission of the university.

5.4 Facilitating admission mechanisms in the community partnerships of the university, thus contributing to bridging the gap between the financial allocations and the requirements of the Deanship

5.4.1 Financial return from the training program for teachers of educational stag 5.4.2 Financial return from professional diploma program

5.4.3 Financial return from the program of specialized and training courses 5.4.4 Financial return from the educational program for scholarship students.

5.4.5. Satisfaction of beneficiaries with the admission mechanisms of various programs of a societal nature

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1. Methodology of preparing the plan

This section aims at clarifying the methodology of preparing the strategic plan for the Deanship of Admissions and Registration by indicating its stages, steps and procedures. The goal of each stage is defined and the tasks are distributed to the team as in the fourth item of the plan model.

Those are:

- Coordination and follow-up with the strategic planning office of the university - Preparation of the team

- Data collection and description of the reality of the Deanship - Defining the future goals of the Deanship

- Start drafting the strategic plan of the Deanship

- Involvement of external actors in the preparation and review of the

Phase 1: Coordination and follow-up with the Strategic Planning Office at the University 1 - Use the guide to prepare plans prepared by the Office of Strategic Planning of the University

2 - Adherence to the timetable for the preparation of plans for colleges and deanships approved by the Office of Strategic Planning of the University.

Participate in the training program on the preparation of strategic plans submitted by the strategic planning office of the university, which included 8 workshops a week and the statement:

First: Training on the use of preparation plans model was on. 12/1/1439

•Second: It was about the methodology to prepare the vision, mission, values and goals on19/1/1439 •Third: It was about the SWOT analysis on. 26/1/1439

•Fourth: It was about gap analysis on. 3/2/1439 •Fifth: It was about the priority setting on 12/2/1439

•Sixth: It was about he plan aligned with the university plan on 16/2/1439 •Seventh: It was about he Executive Plan on 24/2/1439.

4. Delivery of the plan to the Strategic Planning Office of the University for review and on 6/12/2017

5. Receive the report from the strategic planning office of the university and work on preparing the required amendments.

6 - Delivering the final version of the Strategic Planning Office at the University for approval by the Higher Committee for Strategic Planning in theuniversity on 11/06/1439 H corresponding to 11/03/2018.

Phase II: Preparation of the team

A meeting was held at the Deanship of Admissions and Registration on 28/1 / 1439H corresponding to 18/10/2017, during which the document sent by the Deanship of Quality and Academic Accreditation was discussed about preparing the strategic plan for the Deanship. The meeting also discussed the work team and the distribution of tasks to its members in terms of data collection and preparation of meetings of the Committee, and writing texts for the Deanship, and the work of questionnaires and distribution, analysis and writing final reports, The meeting resulted in the establishment of the Strategic Plan Committee for the

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Deanship of Admission and Registration, the membership of the Dean, the Directors of the Departments, the Chairman of the Quality and Development Unit Committee and some of the staff as attached to this document.

Phase III: Data collection and description of the reality of the Deanship

This phase aims to list all activities and services carried out by the Deanship of Admission and Registration, the persons authorized to carry out these activities, and the target group of each activity and service.

Steps:

1. Meeting of members of the Strategic Plan Committee, Deanship of Admission and Registration.

2. List all projects related to the Deanship of Admission and Registration, either in the strategic plan of Al-Jouf University, or the projects of the Agency for Educational Affairs, or what is stated in the articles of the National Commission for and Institutional Accreditation.

3- To limit the services performed by each employee within the Deanship, either according to the description card or not.

Procedures:

1. Preparing a working team to carry out these tasks.

2. Tasks have been distributed to team members to identify projects, targets, indicators and budgets.

Stage IV: Determining the future goals of the Deanship

This phase aims to identify future goals as outlined in the strategic plan of Al-Jouf University and the Executive Plan of the University Agency for Educational Affairs, As well as the project of developing admission and registration mechanisms of the university agency for educational affairs, as well as the articles of the National Commission for and Institutional Accreditation, with the study of the possibility of achieving these goals to identify obstacles that may cause delay in completion.

Steps:

1. Collecting the goals oulined in the executive plan of the university agency for educational affairs, and the strategic plan of Al- Jouf University.

2. Identify the projects of the university agency for the educational affairs of the Deanship of Admission and Registration.

3. Presenting the goals of the discussion within the Deanship with the possibility of presenting a general questionnaire with the participation of several target groups of services, such as students, faculty members, parents and others.

1. Rewriting the goals in a final version as appropriate to the outputs of the discussion and questionnaire if put forward.

Procedures:

The Strategic Plan Task Team has begun to identify all aspects of the Deanship through the above four projects.

1. The work team started writing an introduction to the Deanship of Admission and Registration and put it in a general questionnaire in which several participants participated, collecting and analyzing the results.

2. The team began to formulate the vision, mission, values and goals of the Deanship, and put them in a general questionnaire and data collection and analysis, with the participation of external representatives of the beneficiaries of the Deanship and then it has been modified through an expanded workshop.

Phase 5: The beginning drafting the strategic plan of the Deanship

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This phase depends on the data collected either from the plan of the university agency for the executive education affairs or the strategic plan of the university and the needs of the Deanship. The purpose of this data is to identify the needs related to the Deanship of Admission and Registration, and reformulate it and put it in a schedule with the identification of needs and obstacles in less time and effort.

Steps:

1. Adopting mechanisms applicable to the goals of the Deanship.

2. The distribution of tasks to the departments and affiliates in proportion to what is stated in the job description cards approved within the Deanship, and commensurate with the actual work they do.

3. Adopting a specific timetable for each strategic objective.

4. Adopting development plans for each goal with budgets.

5. Identifying possible obstacles to each goal, and the possibility of overcoming these obstacles.

Phase 6: Involvement and involvement of external actors in the preparation and review of the Strategic Plan

By holding workshops and meetings after the observations of the strategic planning office of the university or any other review through which the recovery, amendment and correction is carried out.

9. Plan preparation team:

On the basis of the decision to recruit the Strategic Plan Team of the Deanship of Admission and Registration No. 3/39/1208 and annexed to decision 3/39/51012, the members are as follows:

From within the Deanship

Head Dr. Bandar Bin Mizaal Alshammary

Rapporteur Dais Bin Mohamad Aldandani

Member Dr. Nasreldin Humami

Member Fahad Bin Flah Alabas

Member Nada Alkhamsan

Member Zaid Bin Salih Aldbis

Member Abdulhamid Bin Ali Allafi

Member Abdulrahman Bin Khalaf Alshamari

Member Sultan Bin Abdullah Almthri

Member Asmhan Alali

Member Khalaf Bin Frayih Alali

Member Mishari Saleh Alali

Member Abdulmagid Hamoud Alanzi

Member Sultan Khalaf Alrabee

Representatives from outside the Deanship

Representative of parents Mohamad Bin Dais Aldandani

A representative of the faculty members Waleed Bin Ghazi Alhmoud

A representative of the university students Nawaf Bin Abdulrahman Alshamari

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1. Tools and sources of data collection

This phase is for collecting information about the cadre and the staff and about everything related to the Deanship, its services and procedures. This type of information is available:

* Al-Jouf University Strategic Plan.

* In the Deanship building as files.

* On the academic system (and represents most of the data).

* Electronic communications with colleges and other parts of the universities (Taysir).

* Information received from outside the Deanship, which may take forms of complaints, inquiries or correspondence on quality management and academic accreditation by the Deanship of Quality and Development in the university and also from personal interviews or questionnaires as well.

* Questionnaires distributed to high school students, university students, faculty members and administrative staff.

* Websites.

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SWOT Analysis

The Committee of the Strategic Plan in the Deanship of Admission and Registration, held its meeting on 19/2/1439 H corresponding to 8/11/2017 to discuss the subject of this document. The meeting discussed the services provided by the Deanship, the target development mechanisms, and the obstacles that may threaten the services provided by the Deanship. A workshop was held, which included a diverse groups of staff, advisers and representatives of beneficiaries (attached). The discussion reached the points in the following table:

Through these points, the Committee reached a conclusion to identify the strengths, weaknesses, opportunities and threats facing the Deanship, as follows:

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Weaknesses:

1. Lack of a culture of quality and accreditation within the Deanship 2. Students do not comply with part of the requirements of electronic services.

3. Lack of an electronic services development plan

4. Lack of familiarity of the Deanship of all the terms of the contract between the University and the provider of electronic services.

5. Non-supervision of the Deanship to the company that developed the electronic system.

6. Lack of electronic means and accesses to obtain statistics automatically (eg number of secondary students, population census, etc.).

7. Weak guidance and information regarding admission of foreign students and equivalent education programs.

8. The lack of guide to articles indicating student duties and the mechanism of complaint and appeals available to him/her.

9. Lack of detailing and clarifying the sorting process and admission criteria of the guide.

10. Poor feedback from the employees of the Deanship and the beneficiaries contributes to the development of information technology used.

11. Weakness of the mechanisms and motivations for excellent students to be brought from secondary school.

12. Linking the financial rewards to budgets from outside the Deanship.

strength points:

1. Continuous support from the Deanship of Quality and Development, University Leadership and Budgets.

2. The existence of a computer portal for the Deanship that provides the services of admission and registration electronically

3 .The portal meets the standard of reference university electronic portals.

4. Admission, registration, deletion, addition and others that have been completed by the electronic services .

5. Most of the graduates of the region's high school graduates are interested in joining the university.

6. There is a detailed guide to the student explaining the admission requirements and requirements of each program and its

responsibilities and rights having clear admission criteria.

7. There is a guide for academic counselling.

8. Criteria for admission.

9. The desire of the staff of the Deanship to develop their skills.

11. There are mechanisms for motivation and reward

11. Experience of the Deanship staff.

12. Policies and regulations in force within the Deanship.

13. The desire to achieve integration and cooperation between all sections of the Deanship.

14. The existence of relationships and transactions with external bodies such as supporting deanships and colleges.

15. Linking the strategic plan of the Deanship with the strategic plan of the University

Internal Invironment

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13. The absence of a training plan

stemming from the needs of the staff of the Deanship.

14. Duration of decisions making by the College Councils.

15. Lack of mechanisms and channels to connect the graduates with employers and institutions.

Threats:

1. Coordination with the colleges and the Deanship

2. Interference of powers between the Deanship and the colleges

3. Lack of cultural awareness of the beneficiary of the systems and technology 4. Electronic attacks on the system.

5. Electronic services control is controlled by a company outside the university.

6. Some employees feel frustrated by the lack of equality and balance of motivation opportunities for the whole staff of the Deanship.

3. Availability of technology.

4. Availability of electronic and technical alternatives to communicate with students 5. Transfer the powers of the electronic system from the company to the General Adminstration of Information Technology and Technical Projects at Al-Jouf University.

6. Continuation of direct supervision of the system by the Deanship.

7. Recruiting programmers specialized in the electronic system within the Deanship.

8. Developing additional electronic services as required by the work..

External environment

7. Gap analysis (between current situation and strategic goals in light of accreditation criteria)

The Deanship aims to be a certified reference in the affairs of admission, registration and student services as described in the introduction of the Deanship and its vision and goals. In order to reach this goal, the meeting of the Strategic Plan Committee was held at the Deanship to discuss the items: Gap analysis, setting priorities, identifying sources of funding and plan of possible risks from the strategic plan items, on 8/3/1439 corresponding to 26/11/2017. After brainstorming and discussion in a workshop, the meeting concluded with this approach between the current situation and the strategic goals of the Deanship. (Annex) The most important points in this analysis are as follows:

1. Achieving quality and accreditation in accordance with the total quality standards for all services and works provided

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by the Deanship.

The support by the university, the budgets and the Deanship of Quality and Development can be utilized in dissemination of the culture of quality and the importance of accreditation in order to push all the representatives to feel responsible and to show their spirit to ensure:

* Applying the quality standards of the National Commission for and Accreditation

* Continuous assessment of the Deanship by the staff

* External of the Deanship by the competent authorities and contribution to obtaining local and international accreditation.

2. Developing all the administrative and technical services of the Deanship to keep up with the latest developments and future requirements to provide the best services to students, members of academic bodies, colleges, centers and society.

In the light of the SWOT analysis, it is clear that this goal requires efforts and to complete it in the required manner.

Although a very large step has been taken in the process of making the services available electronically and despite the supervision of the Deanship, the student's lack of awareness prevents optimal utilization, Not to mention that the technical supervisor on the system is an executive third party does not belong to the Deanship so that one of the urgent steps to achieve this strategic objective will be to focused on:

* Evaluating the services and processes of admission and registration by beneficiaries.

* Development of information systems technology according to clear plans.

* Total movement to external and internal electronic handling and limiting paper handling.

* Developing information technology for students.

* Raising awareness of technology and its importance among students and others.

3. Attracting excellent students to the university from high school graduates from within and outside the region as well as non-Saudi students (scholarships).

Although most of the graduates of the high secondary schools in the region are enrolled in the university, there are no clear incentives and mechanisms for attraction, especially from outside the university, as well as attracting scholarship and equavilant education students , and it is possible to attract the distinguished students by adopting mechanisms and incentives in consultation with different colleges.

4. Providing the best services and developing the mechanisms and standardization of admission and registration for students internally and externally by all means to reach the future vision of the Deanship and to achieve its mission and preserve its achievements to raise the name of the university and the nation.

According to the SWOT analysis It is clear to recognize the great steps taken by the Deanship in the development of mechanisms and criteria for admission and registration through the detailed guide explained and to explain the programs available and plans and make them accessible to the student and academic counselling with the use of computer technology, but there are some results can be accessed through:

* Enrichment of the admission guide with more information about scholarship students and equivalent education students.

* Identitifying the duties and rights of the student accurately.

* Determining the complaint and mechanism appeals available.

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* An accurate detailing of sorting and admission and differentiation criteria.

* Ensuring that ways and channels are developed to obtain feedback from the emmployees and beneficiaries on the development of the information technology used.

* Paying attention to the mechanisms of admission of special needs students.

5. Training to the staff of the Deanship through the development of efficiency and encouraging excellence and creativity to be a reference to experience and consultation in the affairs of admission and registration and academic systems.

The current reality of the Deanship in terms of cadres and staff is encouraging in terms of their will and desire to develop their skills and to get good experience in general with the existence of mechanisms for motivation and reward and can cover the shortcomings referred to in the SWOT analysis through:

* Attempt to the budget of financial rewards independent and to be from the Deanship.

* Adopting an annual or seasonal training plan according to the needs of the coordinators and the developments and requirements of the excellent performance.

* Description of tasks and responsibilities in the Deanship.

* Describing the skills and knowledge required to perform tasks and responsibilities.

* Process description.

* Encouraging creative and distinguished people in the Deanship.

6. Developing the partnership inside and outside the university to achieve the vision and mission of the university: The current transactions with contacts inside and outside the university can be invested to develop partnerships in order to achieve the goals of the community deanship through:

* Providing data on students' performance to decision makers in the colleges of the university

* Cooperation with the pristegious deanships of admissions and registration as well as exchange of experiences.

* Contributing to the raising awareness of the need of the labor market to the programs available at the university.

8. Identification of beneficiaries of the Deanship 1- Basic and direct beneficiary

* University students in all programs belonging to them (regular , equivalent , scholarship, ... etc)

* Different colleges.

2 - indirect beneficiary

Internally Beneficiaries: Faculty members and the like, administrators and technicians at the Deanship - Academic Departments of the College, units and administrative and academic committees.

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9. Prioritization (given the relative weight of matrix elements and available capabilities)

At the same meeting referred to in the preceding paragraph and after the interactive workshop, the operational goals emanating from the strategic goals and the available possibilities were examined. The main priorities were agreed as follows:

1. Dissemination of quality culture

2. Self-assessment and preparation of an improvement plan.

3. Intensive courses and awareness for the beneficiaries (students in particular) in the orientation of the electronic service and how to use it.

4. Attracting students in general and distinguished students in especiall to the university from high school graduates from within and outside the region as well as non-Saudi students (scholarships) in addition to equivalent education.

5. Cooperation with the deanships of admission and registration and transfer of experience.

6. Electronic assessment of services and work procedures.

7. Developing excellence and creativity for the staff of the Deanship.

8. Designing the academic guide.

9. Development of university admission criteria.

10. Preparing a guide to characterize the procedures of operations within the Deanship.

11. Preparation of a guide describing the roles and administrative and functional functions of the staff of the Deanship.

12. Development of admission mechanisms in the executive master.

13. Developing admission mechanisms for people with special needs 14. Promoting equivalent education, distance education and adult education.

15. Attracting the human cadre.

16. Facilitating admission mechanisms in community partnerships of the university (training to teachers of educational stages - professional diplomas - adult education - educational programs for scholarship students)

10. Harmonization with the University's strategic plan

College University

Item

pioneering in admissions and registration processes, excellence in the services provided and as well as attracting the best students to the university to contribute to the building of society.

"consistent with the university's vision to motivate creativity and innovation in education and recruiting a highly qualidied international staff by providing and targeting the basic element of the academic process which is is the student."

To make Al-Jouf University a pristegious scientific center:

1

- a motivating center for innovation in education and scientific research

2 - has qualified international staff in scientific and research areas.

3- Has high quality research centers

4- contribute to raising agricultural productivity in Al- Jouf area.

5- Access to industrial, food and medical products.

Vision

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Item

6 .Has awareness programs.

7 – The university graduates are qualified community leaders

8. Harmonization to the needs of the labor market.

Competence and excellence in the performance of all admissions and registration processes and counselling in quality, transparency and fairness for the students with the use of technology in all processes and tasks that belong to the student from admission to graduation and the attention to distinguished and motivating human elements and systems and cooperation with partners inside and outside the university in everything that contributes to the academic process and national development.

"consistent with the mission of the university in terms of excellence in the process of admission and registration of students and attracting and guiding them as well as cooperation with social partners to ensure the provision of distinguished scientific and research outputs for the development of society"

Providing distinguished scientific and research outputs for the development of society.

Mision

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Item

1. Achieving quality and accreditation in accordance with the total quality standards for all services and works provided by the Deanship.

2. Developing all the administrative and technical services of the Deanship to keep up with the latest developments and future requirements to provide the best services to students, members of academic bodies, colleges, centers and society.

3. Developing the mechanisms and standards of admission and registration for students internally and externally by all means to reach the future vision of the Deanship and to achieve its mission and to preserve its achievements to raise the name of the university and the homeland.

4. Upgrading the staff of the Deanship through the development of efficiency and encouraging excellence and creativity to be a reference for experience and consultation in the affairs of admission and registration and academic systems.

5. Developing the partnership inside and outside the university to achieve the vision and mission of the university.

"The goals of the College are in line with the university's goals in terms of meetingt local and international quality standards which contribute to being in the highest ranking. The Deanship's goals are also directly related to raising the university's name by providing quality services to students and faculty members, as well as contributing to advance economic and cognitive building "

1 To make - Al-Jouf University one of the top two hundred international universities.

2-To be among the top five universities in the world in the research and manufacture of food

3- To contribute effectively to building the knowledge economy.

Strategic Goals

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Item

1.1 Dissemination of quality culture

1.2 Developing performance and practice in the Deanship sections to suit national and international standards and indicators

1.3 Self-assessment and preparation of an improvement plan

1.4 Contribution to obtain institutional accreditation of the university

3.1 Development of admission and registration mechanisms

3.1 Attracting students in general and distinguished students in especiall to the university from high school graduates from within and outside the region as well as non-Saudi students (scholarships) in addition to equavilant education.

2- Providing excellent services to faculty members and scholarship students.

2.1 Electronic assessment of Services and Procedures 2.4 Development of the electronic portal of the Deanship

4.4 Developming excellence and creativity for the staff of the Deanship and attracting distinguished human cadre

5.4 Facilitating admission mechanisms in community- based partnerships through teacher training programs 5.5 Facilitating admission mechanisms in the university community partnerships through professional diplomas.

6.5 Facilitating admission mechanisms for the university community partnerships through qualifying courses.

7.5 Facilitating admission mechanisms in the university community partnerships through educational programs for scholarship students.

5.3 Developing the mechanisms of accepting programs with financial return, thus contributing to bridging the gap between the financial allocations and the needs and requirements of the Deanship.

5.3 Facilitating admission mechanisms in the university community partnerships, thus contributing to bridging the gap between the financial allocations and the requirements of the Deanship

1.1.1 The University has obtained institutional accreditation.

Excutive Goals

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Item

E - 1-3 increase the number of students by 50% of the current number

E 1-9 The provision of adequate housing, health, sports and recreational services to faculty membera and university students

E 1-8 All university facilities shall be covered by the Internet by wire and wireless and shall be at least 3 Giga speed.

E.2.2 Attracting highly qualified faculty members and assistants.

E 4.4 Identifying the needs and aspirations of the community.

E.1.6. Bridging the gap between the funds and the needs and requirements of the university.

1.3.1 Finalization of the final report of the institutional self-assessment of the Deanship

1.3.2 Percentage of what has been corrected and developed based on the results of the self-assessment study

1.4.1 Contribution percentage to meet institutional accreditation requirements

3.2.2 Gross enrollment rate 3.2.3 Net enrollment rate

3.2.4 The rate of new students at the university 3.5.1 Financial return from equivalent education 3.5.2 Financial Return of the Executive Master 3.5.4 Financial return from distance education 3.5.3 Financial return from adult education program 5.4.1 Financial return from the training program for teachers of educational stages

5.4.2 Financial return from professional diplomas 5.4.3 Financial return from the program of specialized 1.1.3 Finalization of the final report of the self-

institutional

Indicators

1.1.4 Percentage of the correction and development based on the results of the self-assessment study 1.1.5 Meeting institutional accreditation requirements 1.3.1 Gross enrollment rate

1.3.2 Net enrollment rate.

1.3.3 The rate of freshmen at the University 1.6.1 Financial return from equivalent education 1-6-3 Financial Return of the Executive Master 1.6.2 Financial return from distance education 1.6.4 Financial return from adult education

1.6.11Financial return from the training of teachers of general education stages

1-6-11 financial return of professional diplomas 1-6-12 The financial return from specialized and qualifying courses.

1-6-13 The financial return of educational programs for