COLLEGE OF ENGINEERING
STRATEGIC PLAN
2009-2013
1
2
CONTENTS
PREFACE
4
STRATEGIC PLANNING COM MITTEE
5
EXECUTIVE SUMMARY
6
INTRODUCTION
8
MISSION, VISION & OBJECTIVES
9
STRATEGIC ISSUES
11
UNDERGRADUATE EDUCATION
13
POSTGRADUATE EDUCATION
21
RESEARCH AND CONSULTANCY
27
SERVICE
35
FINANCIAL RESOURCES
41
HUMAN RESOURCES DEVELOPMENT
45
CONCLUDING REMARKS
50
3
PREFACE
In the spring of 1999, the College of Engineering at Sultan Qaboos University
started to formulate its first strategic plan. The strategic committee’s goal was
the preparation of a College strategic plan that would include mission and vision
statements, specific objectives and an action plan. After numerous meetings
and extensive deliberations, spanning more than a year, a first draft of the
document was prepared and reviewed by the Departmental Boards and other
constituencies to gain their input. A final revised document was then formulated
and approved by the College Board. The College strategic plan was revised in
2003, 2005 and again in 2008 to its present form.
The strategic plan is a tool that should be used to help shape and guide our
College. The plan will help us to meet new opportunities and to deal with
changing circumstances. It can help us to formulate and resolve key issues that
we are facing as well as to become more effective in a rapidly changing world.
Finally, we would like to thank all those involved in the preparation of this
important document.
Dr. Ali Al Harthy
Dean, College of Engineering
Sultan Qaboos University
Chair, College Strategic Planning Committee.
4
STRATEGIC PLANNING COMMITTEE
Dr. Ali S. Al-Harthy
Chair
Dr. Sabah A. Al-Suleiman
Member
Dr. Adel R. Gastli
Member
Dr. Khalifa S. Al-Jabri
Member
Dr. Hamoud K. Al-Hadhrami
Member
Dr. Mansoor H. Al-Harthy
Member
Dr. Ali A. Al-Maqrashi
Member
Dr. Ali S. Al-Nuaimi
Member
5
EXECUTIVE SUMMARY
To remain at the forefront of engineering education and research in the region
requires that the College of Engineering at Sultan Qaboos University has the
foresight to identify opportunities for improvement and to be able to take
advantage of such opportunities. The Strategic Plan document is the result of a
combined effort by the College Strategic Planning Committee, the Departmental
Boards and the College Board. The plan has been prepared so as to be
consistent and in line with the University’s objectives and strategic plan as well
as the country’s development plan.
The College’s mission is to provide students with a quality engineering
education, to carry out basic and applied research, and to provide service, for
the benefit of society. The College’s vision is to be an outstanding engineering
college, serving the needs of Oman and addressing the challenges faced by
society.
An inventory of strategic issues with specific objectives and major actions were
identified. In the area of undergraduate education, how can we ensure a quality
undergraduate education under the pressures of an increase in demand but with
limited resources? We recognize, for example, that we must recruit the best
students by setting guidelines for college entrance. The teaching of foundation
courses should be strengthened. More emphasis should be placed on design,
and practical and multidisciplinary courses in the curriculum. To achieve
excellence in teaching, the College should form and seek assistance from an
Industrial Advisory Board. The College should upgrade course contents, books,
computers and laboratory facilities continuously to cope with new technology.
The main postgraduate education strategic issue is the development of control
mechanisms to ensure high quality programs. The strategies are to strive to
work closely with industry, to select the best faculty and full time postgraduate
students. There will be a need to review, update and develop the College’s
postgraduate programs as well as reaching out to the public and industrial
sectors for assistance. Several major actions recommended, for example, the
review of admission and transfer standards, curricula and program objectives to
see if they meet expectations, and to better advertise the college’s postgraduate
programs locally and internationally.
The establishment of a better research institution, in spite of limited resources, is
also a key strategic issue. The College needs to strive to conduct research and
consultancy in creative and innovative manners that meet the needs of the
country and the region. Another goal is to become one of the top regional
research institutions within the next five years. The college should also strive to
integrate research into undergraduate and postgraduate programs.
6
Executive Summary
Executive Summary
The main service-strategic issue is how the College can better interact with the
community in the context of the University mission. One of the objectives of the
College is to reach out to stakeholders with educational and information
materials, and professional activities. Major actions required to achieve this goal
include, for example, having the College Publication and Web Committee
prepare and disseminate periodic news releases on college activities, provide
incentives to faculty to participate in outreach education, and introduce students
to the practice of engineering through pre-professional work experience.
The main issue of financial resources in the College is to obtain additional
support for its programs and activities. The College should strive to obtain
additional university resources, as well as solicit industrial, private and
international support. Major actions required in this area are to identify the type
and timing of when these additional resources are needed. Success in
obtaining external funds should be considered in the promotion process. The
College should establish a yearly phonathon to solicit support from alumni.
The final strategic issue is related to human resources development which
states: how can the College maintain widespread expertise and high quality
human resources? The aim is to strive to have well-qualified and efficient
academic, technical and support staff. The College should seek to achieve 60%
Omanization of faculty. In order to achieve these goals, the College needs to
increase the appointment of demonstrators, and to assist them to pick up
appropriate engineering programs and relevant thesis topics. A database of
highly recognized engineering programs should be continuously updated.
Training for technical staff should continue to be provided, locally and abroad.
Faculty should be encouraged to join research groups, to work in industry, to go
for research leaves and conferences and to participate in teaching workshops.
Incentives should be provided for academic, technical and support staff who
perform well. A mentoring system should also be implemented for junior faculty.
7
INTRODUCTION
The College of Engineering at Sultan Qaboos University has the duty to remain
at the leading edge of Engineering education and research and to continually
progress. Meeting this responsibility requires the College to have foresight to
identify opportunities for improvement and to have the ability to take advantage
of such opportunities (i.e. considerable industrial development, establishment of
the research and accreditation councils, and the establishment of several private
universities).
With the changing needs of students and industry, along with
budgetary challenges facing the College, it is crucial that the College be in a
situation to take full advantage of the numerous opportunities.
Having a close alignment of the College’s plan with the University and country
plans is a key requirement for success. The University’s objectives are aimed at
using education to prepare well-rounded graduates, to use research to seek
practical solutions to economic and social problems, to further community
development, and to enhance international collaboration. The country’s Five
Year Plan follows a similar strategy. A fundamental goal, for example, is the
development and upgrading of human resources so as to enable them to raise
productivity, to contribute to the economy, and to enable them to take advantage
of new technology. The College’s Strategic Plan is also inline with the Royal
Decree stating that the country should use the University as a house of
expertise.
The aim of this strategic plan is to identify the College of Engineering’s strengths
and weaknesses and to pinpoint needs and areas for improvement. This plan
shall be used as a foundation for a continuing commitment to upgrade the
academic, research, and service missions of the College and to develop
detailed action plans needed to achieve the objectives presented in this
document. The ultimate success of the planning process depends on the
College’s commitment to regularly revise and update this plan in response to
internal and external changes.
In closing, it is believed that this strategic plan is part of a continuous quality
assurance process that will enable the College of Engineering to reach new
levels of distinction.
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MISSION
Our mission, for the benefit of society, is to provide
students with a quality
engineering education, to carry out basic and applied research, and to provide
community service.
VISION
To be an outstanding engineering college, serving the needs of Oman and
addressing the challenges faced by society.
OBJECTIVES
1. To prepare highly qualified engineers who are capable of assuming
professional careers and pursuing postgraduate studies.
2. To conduct scientific research to expand knowledge in the scientific and
engineering fields, and to find engineering solutions to problems faced by
society.
3. To provide continuing education and to disseminate engineering knowledge
through conferences, short courses, workshops, consultation and seminars.
4. To promote regional and international cooperation with reputable universities
throughout the world.
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10
STRATEGIC ISSUES
The College has identified key issues that need to be addressed over the next
five years in order for it to remain at the leading edge of engineering education
and research. The strategic areas include undergraduate education,
postgraduate education, research and consulting, service, financial resources,
and human resources development. For each issue specific objectives,
strategies and major action items are outlined. The major action items are
particularly important in that they indicate the responsible individual(s), the
timeframe, and the measurement technique for the action.
11
12
UNDERGRADUATE EDUCATION
13
Undergraduate Education
STRATEGIC ISSUE
How can we ensure a quality under-graduate education
under the pressure of an increase in demand but with limited
resources?
OBJECTIVES
Objective 1:
To admit the best students.
Objective 2:
To strengthen teaching of foundation courses.
Objective 3:
To maintain the continuous quality improvement process in
engineering education.
Objective 4:
To collaborate with local/regional/international educational
organizations.
Objective 5:
To place more emphasis on design, practical, and
multidisciplinary courses in the college curriculum.
Objective 6:
To strengthen the implementation of the latest technologies
in engineering education.
Objective 7:
To introduce new programs when needed.
Objective 8:
To enhance the learning environment of students.
14
Undergraduate Education
STRATEGIES
Strategy 1:
The College should maintain acceptance of high caliber
new and transfer students.
Strategy 2:
The College should dynamically improve undergraduate
programs in both teaching and learning methods.
Strategy 3:
The College should strive to improve student’s performance
in foundation courses.
Strategy 4:
The College should reinforce application of
standards and realistic constraints in its program.
Strategy 5:
The College should upgrade course content, books,
computers and laboratory facilities continuously to cope
with new technologies.
Strategy 6:
The College should continue encouraging E-learning.
Strategy 7:
The College should strengthen its link through the Industrial
advisory boards and other means.
Strategy 8:
The College should improve standards on courses and
undergraduate final year project evaluations.
Strategy 9:
The College should maintain academic accreditation for its
programs.
Strategy 10:
The College should improve further the industrial training.
Strategy 11:
The College should improve student monitoring and
advising.
Strategy 12:
The College should improve the learning environment of
students.
15
design
Undergraduate Education
MAJOR ACTIONS
Major action 1:
Major action 2:
The College should revise and set admission and transfer
criteria every year to maintain quality admission standards.
Responsibility:
Dean + ADUS
Timeframe:
Yearly
Measurement:
An annual report by ADUS showing the
adherence to the action.
The College should acquire and keep academic record of
information about its intakes' general certificate grades.
Responsibility:
Dean
Timeframe:
Year
Measurement:
Database of these records.
Major action 3: The College should strengthen soft skills (i.e.,
communication skills, presentation skills, and interview
skills).
Responsibility:
HoDs + Instructors
Timeframe:
Continuously
Measurement:
Reports
on
improved
student
performance in interviews, and in class
& project presentations. Modification in
degree plans and course outlines.
16
Undergraduate Education
Major action 4:
Major action 5:
Major action 6:
The College should require the strict inclusion and
evaluation of realistic design constraints and standards in
all final year projects.
Responsibility:
HoDs + Instructors
Timeframe:
Continuously
Measurement:
Internal and
feedback.
external
evaluators
The College should establish a process for multidisciplinary
final year design projects and organize project competitions
and contests.
Responsibility:
ADUS (Ad-Hoc Committee)
Timeframe:
Start in Fall 2009
Measurement:
Number of projects and competitions.
The departments should update their self studies for next
ABET visit.
Responsibility:
HoDs + Departmental Accreditation
Committee
Timeframe:
Start Fall 2009
Measurement:
Self-Study Report
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Undergraduate Education
Major action 7:
Major action 8:
Major action 9:
The departments should evaluate and improve the
effectiveness of their industrial advisory boards on a yearly
basis.
Responsibility:
HoDs
Timeframe:
Continuously
Measurement:
Annual Industrial Advisory Progress
Report indicating specific actions to be
undertaken.
The College should require programs to increase the use of
e-learning in courses.
Responsibility:
Dean, ADUS, HODs, instructors
Timeframe:
Immediately
Measurement:
Increase in e-learning based courses.
The College should require the University Administration to
provide sufficient fund to hire needed teaching assistants to
help in improving the teaching process.
Responsibility: Dean
Timeframe:
Within one year
Measurement: Number of hired teaching assistants.
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Undergraduate Education
Major action 10:
Major action 11:
The College should enter into agreements with industry for
training of students.
Responsibility:
ADITA + HoDs
Timeframe:
Within two years
Measurement:
Number of agreements.
The College should increase the number of training
supervisors and offer them higher incentives.
Responsibility:
ADITA
Timeframe:
Within one year
Measurement:
Number
of
supervisor
visits
to
training sites.
Major action 12:
The College should enforce the degree audit of its students
before graduation.
Responsibility:
Academic advisors + ADUS
Timeframe:
Immediately
Measurement:
Degree audit forms.
19
Undergraduate Education
Undergraduate Education
Major action 13:
The College should coordinate with other
colleges/Language Center regarding the teaching of
foundation courses.
Responsibility:
Dean + ADUS
Timeframe:
Every semester
Measurement:
Improvement in student’s
Performance.
Major action 14:
The College should include the use of computer
programming and softwares in teaching engineering
courses.
Responsibility:
HoDs + Instructors
Timeframe:
Continuously
Measurement:
COURSE FILES
20
POSTGRADUATE EDUCATION
21
Postgraduate Education
STRATEGIC ISSUE
What mechanisms should we follow to ensure high quality
postgraduate programs?
OBJECTIVES
Objective:
The College should strive to develop its continuous quality
improvement process for its postgraduate programs.
STRATEGIES
Strategy 1:
The College should reach out to the public and industrial
sectors to support, review, update, and develop its
postgraduate programs.
Strategy 2:
The College should put mechanisms to attract outstanding
postgraduate students and faculty.
Strategy 3:
The College should strive to monitor and reduce the
duration of Masters’ student enrollment.
Strategy 4:
Increase funding to support Postgraduate Programs.
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Postgraduate Education
MAJOR ACTIONS
Major action 1:
Major action 2:
Major action 3:
Departments should study and evaluate their current
programs with respect to admission standards, curricula
program objectives, resources, and constituents.
Responsibility:
HoDs.
Timeframe:
Implement within one semester.
Measurement:
Producing reports showing
suggested improvements.
The College should publicize more its postgraduate
programs internationally to attract more full-time foreign
students.
Responsibility:
ADPSR.
Timeframe:
Implement within one semester.
Measurement:
An increase in the number of full-time
foreign postgraduate students in the
program.
Postgraduate students should be required to spend part
of their studies at university as full time students.
Responsibility:
Deanship of Postgraduate Studies
and Research.
Timeframe:
Develop within six months
implement within one year.
Measurement:
An increase in the number of full time
postgraduate students.
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and
Postgraduate Education
Major action 4:
Major action 5:
Major action 6:
The College should continue seeking agreements
between the University Administration and the public and
industrial sectors to enroll their employees in the
college’s postgraduate programs.
Responsibility:
Dean and ADPSR
Timeframe:
Immediately
Measurement:
Size of enrolment through these
agreements.
Encourage faculty to include postgraduate students’
support in their research project proposals.
Responsibility:
HoDs and ADPSR
Timeframe:
Immediately
Measurement:
Size of enrolment through research
projects.
Continue developing new postgraduate programs
tailored to meet the industry requirements.
Responsibility:
ADPSR + HoDs
Timeframe:
Continuously
Measurement:
New programs
24
Postgraduate Education
Major action 7:
Major action 8:
Develop an efficient system to monitor the progress of
postgraduate students.
Responsibility:
ADPSR + HoDs
Timeframe:
Continuously
Measurement:
Monitoring system
Seek modifying University regulations in order to limit the
maximum duration of Masters’ student enrollment to 2 and
3 years for full time and part time, respectively.
Responsibility:
ADPSR + HoDs
Timeframe:
Continuously
Measurement:
Modified regulations
25
26
RESEARCH AND CONSULTANCY
27
Research and Consultancy
STRATEGIC ISSUE
How can we excel in research and consultancy in spite of
limited resources?
OBJECTIVES
Objective 1:
The College should boost its research and consultancy to
meet the needs of the Sultanate of Oman and the region.
Objective 2:
The College should strive to become one of the top Ten
Arab Universities in research within the next five years.
Objective 3:
The College should strive to integrate research into
undergraduate and postgraduate programs.
Objective 4:
The College should initiate a mechanism to ensure the
achievement of the five Ps (i.e. Paper, Patent, Prototype,
Product, and Profit).
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Research and Consultancy
STRATEGIES
Strategy 1:
The College should strengthen its interaction with local and
international public and private sectors.
Strategy 2:
The College should focus on specific research areas that
serve the country’s needs as well as achieving regional and
international recognitions.
Strategy 3:
The
College
should
encourage
the
establishment/strengthening
of
focused
research
groups/centers in partnership with the government and the
industry.
Strategy 4:
The College should strive to improve its research profile.
Strategy 5:
The College should sustain an environment that supports
research contributions and encourages peer scholarly
publications.
Strategy 6:
The College should strive to improve its research
infrastructure and capabilities.
Strategy 7:
The
College
should
encourage
involvement
of
undergraduate and postgraduate students in research
activities.
Strategy 8:
The College should initiate a proposal for establishing a
sustainable mechanism that will support and enhance the
follow up of the implementation of the five Ps.
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Research and Consultancy
MAJOR ACTIONS
Major action 1:
Major action 2:
Major action 3:
College should market its research capabilities through
better publicity and more visits, meetings, short courses,
lectures and seminars.
Responsibility:
Dean, ADPSR, ADITA, and HoDs
Timeframe:
Start immediately.
Measurement:
Number
of
visits,
presentations,
booklets,
reports, news articles.
meetings,
leaflets,
Request SQU Administration to allow faculty and staff to
spend some time working in the industry.
Responsibility:
Dean.
Timeframe:
Start immediately.
Measurement:
Number of faculty who benefited from
this industrial interaction.
Encourage employment of part time adjunct professorship
for qualified personnel.
Responsibility:
HoDs.
Timeframe:
Start immediately.
Measurement:
Number
of
professorship.
30
employed
adjunct
Research and Consultancy
Research and Consultancy - Major Actions
Major action 4:
Major action 5:
Major action 6:
Major action 7:
Encourage involvement of external researchers in SQU
research groups/centers activities.
Responsibility:
Dean, HoDs, Directors of Research
Centers
Timeframe:
Start immediately.
Measurement:
Number of external researchers.
College
should
establish/strengthen
focused
and
multidisciplinary research groups based on the country’s
research themes (including Enhanced Oil Recovery,
Desalination, Renewable Energy, Nanotechnology).
Responsibility:
Dean, ADPSR and HoD’s.
Timeframe:
Develop within 6 months.
Measurement:
Number of research groups.
Departments should maintain a suitable balance of faculty
time to pursue research.
Responsibility:
HoDs.
Timeframe:
Immediately.
Measurement:
Research time ratio and researchers’
satisfaction.
College should raise the profile of TJER by indexing it in
international databases and issuing more special issues for
international conferences.
Responsibility:
TJER Editor-in-Chief.
Timeframe:
Start immediately.
Measurement:
Indexing.
31
Research and Consultancy
Research and Consultancy
Major action 8:
Major action 9:
Major action 10:
Major action 11:
College should assess and evaluate its existing research
facilities and develop a future plan for their upgrading.
Responsibility:
HoDs, Directors of Research Centers
which are hosted by the College.
Timeframe:
Start immediately.
Measurement:
Assessment reports and development
plans.
College should increase involvement of senior students in
funded research projects.
Responsibility:
ADPSR and PIs.
Timeframe:
Start immediately.
Measurement:
number of students’ involvement.
College should improve its existing HSE management
system for a safe conduct of research.
Responsibility:
HSE Committee, HoDs.
Timeframe:
Start immediately.
Measurement:
HSE safety reports.
College should establish a long term mechanism for
innovation and entrepreneurship.
Responsibility:
Dean, ADPSR, HoD’s
Timeframe:
Within two years.
Measurement:
Number of patents, prototypes.
32
Research and Consultancy
Research and Consultancy - Major Actions
Major action 12: College should strengthen its existing MOUs and explore
more International Collaborations.
Responsibility:
Dean, ADPSR, HoDs
Timeframe:
Immediately.
Measurement:
Major action 13:
Number of joint research projects,
exchange students, and MOUs.
College should develop a mechanism for strengthening
consultancy services.
Responsibility:
Dean, ADPSR, HoDs
Timeframe:
Immediately.
Measurement: Creation of consultancy office and number
of consultancy projects.
Major action 14:
College should explore ways of establishing college awards
for distinguished researchers.
Responsibility:
Dean, ADPSR, HoDs
Timeframe:
Immediately.
Measurement: Research awards.
33
34
SERVICE
35
Service
STRATEGIC ISSUE
How can we better interact with the community in the context
of the University mission?
OBJECTIVE
Objective :
The College should strive to reach out to community with
educational and informative materials, and professional and
social activities.
STRATEGIES
Strategy 1:
The College should disseminate periodic news releases on
its activities to the media.
Strategy 2:
The College should develop and publicize its continuous
education programs and professional activities.
Strategy 3:
The College should develop the present Office of Assistant
Dean for Alumni and Industrial Training to include all
Outreach activities.
Strategy 4:
The College should encourage effective
between faculty and the community.
36
partnership
Service
MAJOR ACTIONS
Major action 1:
Major action 2:
Major action 3:
The College Publication and Web Committee should
prepare and disseminate periodic news releases on the
College activities to the media, such as research activities,
short courses, seminars, workshops, conferences, graduate
and undergraduate programs, etc.
Responsibility:
College
Publication
Committee.
and
Web
Timeframe:
Immediately.
Measurement:
An increase of participants in college
activities such as short courses,
workshops, conferences, forums will be
an indication of effective information
exchange.
Promote information exchange through conferences,
symposia, roundtable discussions, newsletters, and
electronic communications.
Responsibility:
Dean and HoD’s.
Timeframe:
Immediately.
Measurement:
Improved image on the College.
Provide incentives to faculty to participate in outreach
education by including high-quality instruction in continuing
education courses as a factor in the annual faculty review
process and promotion.
Responsibility:
Dean and HoDs.
Timeframe:
Implement within one year.
Measurement:
Increase in short courses activity and
consultancy in the college.
37
Service
Service - Major Actions
Major action 4:
Major action 5:
Major action 6:
Major action 7:
Change the name of the current ADITA office to Office of
the Assistant Dean for Outreach and Training (ADOT) with
new terms of reference.
Responsibility:
Dean.
Timeframe:
Implement within 1 year.
Measurement:
Change of the name.
Allocate more resources to the new ADOT office.
Responsibility:
Dean.
Time Frame:
Within 1 year.
Measurement:
More staff and fund.
Establish a College alumni website and database.
Responsibility:
ADITA and College Web Committee.
Timeframe:
Develop within one year.
Measurement:
Better participation of alumni in college
activities.
Collect information on community needs and contemporary
issues and encourage staff and students to take part in
resolving them.
Responsibility:
ADITA and Faculty.
Timeframe:
Develop within one year.
Measurement:
Number of services.
38
Service
Service - Major Actions
Major action 8:
Encourage more student
community services.
society
activities
Responsibility:
Student society advisor.
Timeframe:
Develop within one year.
Measurement:
Number of services.
39
toward
40
FINANCIAL RESOURCES
41
Financial Resources
STRATEGIC ISSUE
How can the College obtain additional resources to support
its programs and activities?
OBJECTIVES
Objective 1:
The College should strive to obtain additional University
support.
Objective 2:
The College should solicit industrial and private support.
Objective 3:
The College should solicit international support.
STRATEGIES
Strategy 1:
The College should seek to obtain sufficient university
resources to meet its needs.
Strategy 2:
Faculty and administrative staff should be encouraged to
generate finance through research, consultancy from
industrial, private, and international support.
Strategy 3:
The College should seek additional financial support from
postgraduate student’s tuition fee.
Strategy 4:
The College should seek to solicit financial support from
alumni.
42
Financial Resources
MAJOR ACTIONS
Major Action 1:
Major Action 2:
Major Action 3:
The College should clearly identify (quantitatively and
qualitatively) the type and timing of when additional
resources are needed (i.e. in 3 year work plan).
Responsibility:
Dean
and
Committee.
Timeframe:
Immediately.
Measurement:
Additional
identified.
College
resources
Executive
are
clearly
Give more weight to staff success in obtaining nonuniversity financial support in the annual appraisal and
promotion processes.
Responsibility:
Dean
and
Committee
College
Promotion
Timeframe:
Immediately.
Measurement:
Increase in external funding.
The College should request a special budget for
postgraduate programs.
Responsibility:
Dean.
Timeframe:
Develop within one semester and
implement within one year.
Measurement:
Budget for Postgraduate programs
43
Financial Resources
Major Action 4:
Major Action 5:
Major Action 6:
The College should request a meeting with the University
Administrators to discuss possible university policy changes
regarding graduate student tuition fees.
Responsibility:
Dean, ADPSR and HoDs.
Timeframe:
Immediately.
Measurement:
The College receives share from tuition
fees
The College should establish an annual fundraising event
such as alumni day.
Responsibility:
Dean and the College Administrator
Timeframe:
Immediately.
Measurement:
Increase in fundraise.
Target for international funds available for teaching,
community growth and research.
Responsibility:
Dean, AD’s, HoDs and faculty.
Timeframe:
Immediately.
Measurement:
Increase in the international fund.
44
HUMAN RESOURCES DEVELOPMENT
45
Human Resources Development
STRATEGIC ISSUE
How can the College maintain widespread expertise and high
quality human resources?
OBJECTIVES
Objective 1:
The College should strive to hire and develop well-qualified
and efficient academic, technical and support staff.
Objective 2:
The College should strive to achieve and maintain an
Omanization target of 60% of college faculty by 2013.
Objective 3:
The College should strive to diversify the areas of expertise
of its staff to cover all of its engineering disciplines and
courses.
STRATEGIES
Strategy 1:
The College should develop teaching and research
capabilities of faculty.
Strategy 2:
The College should send demonstrators to universities with
excellent engineering programs.
Strategy 3:
The College should improve the performance of technical
and support staff.
Strategy 4:
The College should optimize the rate of hiring
demonstrators, technical and support staff based on its
Omanization target.
Strategy 5:
The College should continuously review and update its
hiring plans based on its programs’ needs.
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Human Resources Development
MAJOR ACTIONS
Major action 1:
Major action 2:
Major action 3:
Continuously review and update the database of highly
recognized foreign engineering programs that can be
recommended to demonstrators.
Responsibility:
Dean and Assistant Dean for
Postgraduate Studies and Research.
Timeframe:
Continuously.
Measurement:
Increase in the number of Omani
academic staffs graduating from highly
recognized postgraduate engineering
programs.
Keep on directing demonstrators to pursue engineering
programs relevant to their department and programs’
needs.
Responsibility:
HoDs and Assistant Dean for
Postgraduate Studies and Research.
Timeframe:
Continuously.
Measurement:
Demonstrators obtain degrees in the
required specializations
Seek hiring doctorate holders having industrial experience.
Responsibility:
HoDs and Dean.
Timeframe:
Immediately.
Measurement:
Increase in number of doctorate
holders having industrial experience
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Human Resources Development
Human Resources Development - Major Actions
Major action 4:
Major action 5:
Major action 6:
Encourage faculty to go for research leave and
scholarships (e.g. DAAD, Fulbright) by requesting to the
administration to allocate special research leave and
financial incentives.
Responsibility:
Dean and Assistant Dean for
Postgraduate Studies and Research.
Timeframe:
Immediately.
Measurement:
More research leaves on scholarships.
Encourage faculty to participate in teaching development
workshops locally and abroad.
Responsibility:
HoDs.
Timeframe:
Immediately.
Measurement:
Improved course evaluations.
Request appropriate incentives (i.e. financial, promotion,
award) for academic, technical and support staff who
perform well.
Responsibility:
HoDs and Dean.
Timeframe:
Continuously.
Measurement:
Improved
productivity.
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morale,
increased
Human Resources Development
Major action 7:
Major action 8:
Major action 9:
Implement the mentoring system for junior faculty.
Responsibility:
HoDs
Timeframe:
Immediatly.
Measurement:
Improved
morale,
increased
productivity, better course evaluations
from students.
Hire yearly at least one new Omani academic staff per
program based on omanization target.
Responsibility:
Dean and HoDs
Timeframe:
Immediately
Measurement:
Achieving target percentages.
Prepare yearly plans for
supporting staff development.
academic,
technical
Responsibility:
Dean and HoDs
Timeframe:
Immediately
Measurement:
Yearly training programs.
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and
CONCLUDING REMARKS
It is essential that we have a forward-looking and proactive approach in the
challenges facing us, and in the further development of our educational and
research programs. Each department, therefore, may consider developing its
own strategic plan to support the college in its efforts to achieve excellence.
Achieving many of the objectives outlined in the Strategic Plan will require us to
include the views of all stakeholders in any decision making process. A key step
in realizing our objectives and in developing an academic community based on
mutual respect and professionalism, therefore, is to consider the opinions of the
public and private sectors, students, parents, faculty, and technical and support
staff. To achieve our goals will also require that our strategic plan be consistent
with the university’s objectives and the country’s development plans.
Finally, by remaining at the forefront of engineering education and research we
should be able to achieve our vision to be recognized as outstanding
engineering college, serving the needs of Oman and addressing the challenges
faced by society.
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