0
The Strategic Pla
Plan of Qassim University
2010-2020
The Strategic Plan of Qassim University
A Summary
Document
June 2010
1
In the Name of Allah, the
Gracious, the Merciful
The Strategic Plan of Qassim University
2010-2020
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1- Preface
2- Methodology
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3
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The Strategic Plan of
Qassim University
A Summary Document
June 2010
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3- The Present SituationM‫ﺱ‬
and Strategic
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Directions
in the Context
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4- SWOT Analysis and Benchmarking
5- Vision, Mission, Values, Strategic Objectives,
bjectives, Strategies and Projects
6- Fields of Excellence at Qassim University
7-Key Factors for Assuring Successful IImplementation of the Strategic Plan
16 - 22
23 - 44
45 - 49
50
3
The University
niversity of Qassim is seeking to achieve comprehensive development, to enhance its role
in development and to improve its products and services in line with superior standards of higher education. Accordingly,
the University has prepared a ten-year
year strategic plan (2010
(2010-2020) based on rigorous scientific methodology and a high
level of professionalism.
The Strategic Plan of Qassim University
niversity has been drafted on the basis of varied inputs from all stakeholders,
stakeholders and the
University has honored its partnership with those stakeholders in the preparation and execution of the plan.
The Strategic Plan of Qassim U
University is also distinguished by its ambition. In fact, it was readied to direct
strategic thinking and promote initiative within the University. Accordingly, the plan aims to raise
rais the level of ambition of
the University employees and to inculcat
inculcate a tradition of high performance and quality.
Results of the Strategic Plan of Qassim University
The plan was prepared with the participation of over 6,500 stakeholders. Simultaneously, the University data were analyzed and
benchmarking made with other universities involving thousands of pages of documents.
Several teams participated in the preparation. The total number of team members exceeded 85, and the number of hours totaled well over 15,000.
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20 workshops were held.
Attending the workshops were 637 persons representing
16 social strata, among which were:
48 ladies and gentlemen of the University’s leaders,
230 ladies and gentlemen of the Faculty,
76 male and female students,
128 male and female employees,
50 persons (ladies and gentlemen) from the business and
employers' sector, and
43 male and female graduates and 54 ladies and gentlemen of
their families.
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5,801 questionnaires were analyzed from:
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76 ladies and gentlemen among the
University’s leaders,
690 ladies and gentlemen of the Faculty (detailed
questionnaires),
3,885 male and female students (detailed questionnaires),
440 different parties (precise questionnaires), and
162 different parties who evaluated the vision, message and
values in terms of quality.
Statistical data about the University
were analyzed along with several documents (over 15,000
pages),among which the most important being:
More than 50 semi-structured interviews were made (internally
and externally)
About 80 individuals took part in the interviews,
including top University administrators, faculty members,
students and employees. Interviews were also made with
leading figures including:
• His Highness, the Prince of Qassim Region and his Deputy,
• His Excellency, the Minister of Higher Education and his
Deputy, and
• Two of the rectors of Saudi universities.
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Documents of other universities and reports about higher education in
developed countries,
Several reports about academic accreditation and quality assurance in
higher education,
The investment strategy project in Qassim, 2009,
The report of the external referees' team about the University, 2009,
The economic report of the Public Institution for Investment, Qassim
Region 2007,
Several reports about the work force and a summary of the Saudi
employment strategy project,
Several reports about demographic structure and population growth, and
Several reports about the agricultural, commercial, tourist, industrial and
architectural sectors.
The Methodology of Preparing the Strategic Plan
Planning the Strategic Planning Process
Sources of
Internal
Environmental
Analysis
SWOT Analysis
5
Benchmarking
Preparation of the initial versions of the
vision, mission and values
Paraphrasing
Vision, Mission
and Values
Preparation of the final versions of the
vision, mission and values
Refining
Paraphrasing
Objective 1: Raising the Quality of Education in All Specializations
Strategy 1-1
Determination of the strategic objectives, the
strategies and the project on an interim basis
Strategy 1-2
Determination of the strategic objectives
and the strategies and project on a final
basis
Comprehensive revision of the parts of the
plan and preparation of the final report
A time-schedule was set for preparing the
strategic plan which included 45
methodological secondary steps.
Educational Development
1-1-1 Survey study of the labor market and community needs
1-1-5 Evaluation of the Preparatory Year
1-1-9 Educational program development in community colleges
1-1-11 Description and development of educational outputs in
educational programs
Instructional Development
1-22 Development of and supporting self learning
1-2-3 Evaluation of teaching methods
1-2-6 E-learning
Strategy 1-3
2010-2020
The
A Summary Document
June 2010
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Practical
cooperative
The positive role
The inclination
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The growth.
The inclination
The rise
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The gap
The lack
The
weakness
The constant
change
The competition
The low level
Student Number Reduction
1-3-4 Development of an information system for graduate studies
1-3-5 Determination of community needs for graduate study research
1-3-7 Development of graduate study programs
The Strategic Plan of Qassim University
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A
8
3
4
B
2
1
3
C
2
1
3
D
4
1
1
E
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9
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The Strategic Plan of Qassim University
Vision: The prestigious future status which Qassim University
aspires to achieve in ten years (by-2020).
Vision
Mission
Values
(7 values)
Strategic
Objectives
(8 objectives)
Strategies
(24 strategies)
Mission: The main purposes which Qassim University was
established to achieve in ten years.
Values: The general ethical framework that governs and directs
the behavior of Qassim University and its affiliates.
Strategic Objectives: Goals and outcomes that are hoped for and
criteria for long-term performance at Qassim University.
Strategies: The direction and way of moving towards the
realization of the strategic objectives of Qassim University.
want?
How do we achieve what we
What do we want to achieve in 10
years?
Projects
(182 projects)
Projects: An integrated package of specific objectives, detailed
activities and procedures and performance indicators for
implementing a certain strategy.
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The General Framework for the Strategic Plan Reports
Strategic Plan Reports
7
Level 1
Precise
Document
Level 2
Detailed
Document
Level 3
Benchmarking
Job
Satisfaction
Indicators
Document Analysis
Model
Questionnaires
Satisfaction
SWOT
Overall
Satisfaction
External
Environment
Interviews
Internal
Environment
Workshops
Level 1: Final Report
The final report includes two
documents: a precise document and a
detailed one.
Level 2: Detailed Final Reports
This level comprises several detailed
final reports such as the internal
environment report, the external
environment report, the job satisfaction
report, the overall satisfaction report, the
report on the methodology of
benchmarking, and the conclusions
reached in benchmarking.
Level 3: Secondary Reports
This level comprises secondary reports
about workshops, interviews,
questionnaires, analyses of relevant
documents, etc.
Analysis of the Present Situation, and Strategic Directions and Predictions
Dimensions of Analyzing the Status Quo,
Orientations and Aspirations
Main Pivots
Secondary Pivots
Internal and External
Parties
Methods of
Gathering Data
Methods of
Analysis
Assessment of the
current situation
SWOT
Plans, Methodologies
Education
Faculty Members
Students
Scientific Research
Social Services
Internal
Environment
External
Environment
Ruling Success
Factors
Aspirations
University Outputs and
the Labor Market
Scientific Research
Financing
Research Completed by
Faculty Members
Student Services
Library Services
Entertainment and Sports
At the University Level
Orientations
Human Resources
Vision/ Mission/
Values/ Strategic
Objectives
Services and
Advantages
Strategies and
Projects
Weak Points
Methods of Teaching
Admissions and Registration
Social Work
Strong Points
Educational Environment
Scientific Research Plan
Financial Aspects
Target Outputs
At the College/ Dept. Level
Rewards and Incentives/
Promotions and Transfers
Training and Development
University Relations
with the Community
Services and Health/Social
Advantages
Administrative
Aspects
At the University Level
-Top Administration
-Staff Members-Men
-Staff Members-Women
-Male Students
-Female Students
-Male Employees
-Female Employees
-Male Alumni
-Female Alumni
-Business Men
-Business Women
-Trainers and Employers
-Guardians-Men
-Guardians-Women
-Social Strata-Men
-Social Strata-Women
-Leaders in Higher
Education
-Experts in Higher
Education
Opportunities
Threats
Success factors
and future factors
- Workshops
- Semi-Structured
- Interviews
- Open Questionnaires
- Closed Questionnaires
- Checking and
- Data Analysis
-Quantitative
Analysis
(Statistical)
-Qualitative
Analysis
(Qualitative)
Ruling Success
Factors
Orientations
and Aspirations
Aspirations/Vision/
Value/Mission/
Objectives
Vision
Mission
Values
At the College/Dept. Level
Ambitions of
Business Persons
Post-Graduation
Services
Information
Technology
Graduate Studies
Strategic
Objectives
Alumni Relations
Strategies
Continuing Education
Services
Job-Search Services
Projects
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Strategic Realities and Directions within the Context of Higher Education
and Their Impact on the Future of the University
Strategic Realities and Directions
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A rising world demand for university education has turned many universities to an important
source of income in many countries around the globe. Merrill Lynch estimates the higher
education market outside the United States to be in the order of $111 billion annually, and that
the time is opportune for 23 million students to join higher education. (Dr. Mamdouh
Mohamed, How to Subject Globalization to the Service of Higher Education, 2008)
The Council for Financing British Higher Education estimated the size of the market for global
online learning to be in the order of $70 billion. (Op. cit., 2008)
Information Technology (IT) industries contribute about 60% of the national income in the
United States. (Morrison, Higher Education in Transition, U.S.A., 2003)
The establishment of large economic cities and three technology valleys in three Saudi
universities focuses on the knowledge-based economy.
The establishment of King Abdullah University for Science and Technology (KAUST) as a
Saudi research-oriented university with international standards to assist in building a
knowledge-based economy.
The vision of the Higher Education Ministry is: “A university education in the Kingdom of
Saudi Arabia that competes for world level preeminence and contributes to the building of a
knowledge economy. Its mission focuses on the contribution of universities towards the
realization of economic, social and technical development in the Kingdom.”
His Excellency, the Minister of Higher Education said: “Competition is always the instigator of
excellence and innovation, especially in the scientific domain, given human resources and
equipment…and I see today that the universities are moving confidently to achieve world
ratings…All the Saudi universities are making substantial efforts, and they are utilizing the
considerable resources made available to them to achieve the scientific excellence to which we
are all striving.” (Alwatan Newspaper, 1430H)
Impact on the University Plan
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An increase in the attention paid to higher
education at the world level and a rise in
its economic contributions and in the
importance of a knowledge-based
economy
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A clear and ambitious vision of Saudi
higher education based on excellence,
development, building a knowledge-based
economy and competition in utilizing
available resources
Strategic Realities and Directions within the Context of Higher Education
and Their Impact on the Future of the University
Strategic Realities and Directions
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"Proactive Universities," those that have succeeded in initiating various channels for cooperation
and strategic partnerships with community institutions, have emerged in recent decades. In
addition to the better utilization of existing opportunities, they exhibit a remarkable ability to
anticipate problems and challenges that the community could face and to suggest possible
solutions for them.
Higher education has witnessed big and successful alliances, among which are the famous
alliances of Stanford University, which led to the establishment of Silicon Valley, and its alliance
with the Hewlett-Packard Company.
The private sector has established what have come to be known as "Corporate Universities." They
have exceeded 1,800 in number. Among the most famous of them is Motorola University.
Prominent universities have established huge endowments. Harvard's endowments stood at $25.66
billion in 2009 (down from $36 billion before the world’s great recession), compared to Yale's
$16.32 billion, Princeton's $12.69 billion and MIT's $7.89 billion.
Saudi universities have now entered endowment club. 10 billion U.S. Dollars were earmarked for
King Abdullah University of Science and Technology (KAUST), while King Saud University
(KSU) gathered 1.5 billion Saudi Arabian Riyals, and King Fahd University (KFU) about SAR400
million.
Among the resources of the universities is the institution of endowed research chairs. The number
of endowed research chairs in King Saud University has reached 100 (with a total endowment in
excess of SAR500 million).
In 2010, three investment companies were established in three Saudi universities as investment
channels.
Experience has shown that universities need considerable reform in their internal structures in
order to be able to establish successful partnerships:
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Support of the principle of benefit for both parties: "Win-Win"
Encouragement, cooperation and integration between colleges and departments to make use of transdisciplinary connections.
Qualifying faculty members to enable them to interact with development requirements and to be more
open to the society as a whole.
Impact on the University Plan
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Increased importance of partnerships
with community institutions and their
economic impact
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Emphasis on the importance of
fulfilling private sector needs
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Increased importance of bolstering
the internal financial resources of
universities
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Growing
autonomy
of
Saudi
universities to manage their finances
and bolster and invest their resources
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Assuring
the
availability
of
University internal resources to
achieve
effective
partnerships
(including the means of enhancement
of University resources)
10
Strategic Realities and Directions within the Context of Higher Education
and Their Impact on the Future of the University
Strategic Realities and Directions
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Impact on the University Plan
In Saudi Arabia, the educational and training sector accounted for about 25 percent of the
government budget in 2010. Over 137 billion Riyals were earmarked for higher education,
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compared to 120 billion in 2009 and 94 billion in 2007.
There has been a notable increase in the number of Saudi universities in the last seven years.
The National Institution for Assessment and Academic Accreditation was established in
Saudi Arabia in 2004. It enjoys some measure of independence since it operates under the
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auspices of the Council of Ministers.
Some Saudi universities have succeeded in obtaining international academic accreditation in
some specializations (such as academic accreditation in the engineering and technology fields
ABET). An example is King Abdulaziz University, where the College of Engineering
obtained the accreditation in 2009. In addition, several Saudi universities are now regarded as
candidates for accreditation, including Qassim University.
The Government of Saudi Arabia has been establishing huge cities and development projects,
focusing especially on knowledge-based industries. The aim is to diversify the base of the
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Saudi economy and to ensure the realization of sustained and equal development in the
different regions of Saudi Arabia.
The General Commission for Investment: Among the top economic priorities of the Saudi
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government is the establishment of bio-industries. In addition, the government is directing its
efforts in supporting and consolidating knowledge-based industries. (See the Institution's
website, 2010)
The Qassim Region has not yet gotten a large development project, despite its several
advantages. The region's population makes up about 4.5% of the Kingdom's total. It also
constitutes about 3.1% of the Kingdom's area with a gross domestic product of over 26.1
billion Riyals or 4.38% of the Kingdom's GDP, excluding the oil and gas sector. The main
contributors to the region's output are the sectors of agriculture, construction and commerce.
Together, these sectors contribute roughly 50% of the region's domestic output. (the General
Commission for Investment, 2007)
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Greater financial support and a
governmental commitment to develop
higher education in Saudi Arabia
Greater attention paid to quality and
academic accreditation according to
strict criteria
Opening big development opportunities
in the Qassim Region.
Emphasizing the importance of the
University's contribution in formulating
a development vision for the Qassim
Region and to assist in carrying it out
Strategic Realities and Directions within the Context of Higher Education
and Their Impact on the Future of the University
Strategic Realities and Directions
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According to the Test for International Mathematics and Science Studies (TIMSS), the
Kingdom of Saudi Arabia came 62nd out of 64 countries in mathematics, and 51st out of 56
countries in science.
Results of questionnaire analysis show that the level of preparation of secondary school
students is about average: "low preparation is 27.7%, average preparation is 41.2% according
to student opinions." (Analysis by the Strategic Plan Project Team, 2010)
Demand by the public and private sectors for educational outputs in line with labor market
needs has risen.
Social awareness of the importance of a higher education that results in employment is
increasing. Many participants in the workshops of the strategic plan have emphasized the
importance of linking programs, plans and syllabi to labor market needs and available jobs.
(Analysis by the Strategic Plan Project Team, 2010)
The increase in Saudi physicians in a year was a mere 1%, while nationals working in the
nursing field increased by 9%. Other groups working in the health sector increased by 13%.
(Ministry of Health report submitted to the Shoura [Consultative] Council, Riyadh
Newspaper, 2010)
Many studies have emphasized that engineers and technicians will play a major role in the
world economy in the 21st century.
Saudi Arabia needs 260,000 engineers. Foreign engineers constitute more than 75% of the
present number and are of more than 75 nationalities. The absence of the specialty of traffic
engineering alone inflicts a total loss of 25 billion Riyals per annum on Saudi Arabia.
(General Secretary of the Saudi Commission for Engineers, Al-Hayat Newspaper, 2008)
Impact on the University Plan
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Emphasis on the importance of the
Preparatory Year Program due to the
weak outputs of general education in
Saudi Arabia
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Increase in demand for educational
programs needed by the labor market
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Great demand for physicians and
specialists in the health and engineering
sectors
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Strategic Realities and Directions within the Context of Higher Education
and their Impact on the Future of the University
Strategic Realities and Directions
•
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Many reports have indicated the lack of adequate employment opportunities in the Qassim Region
leading to an unemployment rate of 20%. (The average for the Kingdom was 16% in 2006.)
Many distinguished universities are seeking to graduate highly qualified manpower capable not
only of landing good jobs, but also of generating new jobs in the labor market.
Several experiences indicate that participation of students in applied programs and voluntary
activities increases their ability to adapt more successfully to the future work environment.
On 17 November 2008, European universities advocated the principle of "learning for life
universities" where by the concept of learning for life was merged into their strategies with a view
to offering educational programs for a variety of audiences. (Arab Universities: Challenges and
Ambitions, Arab Organization for Managerial Development, 2009)
Some studies indicate that the drop-out rate among university students in Brazil was as high as 70%
because of the use of traditional educational methods. This figure fell to 30% following the use of
modern educational methods and putting into effect the means of educational technology and
information revolution (info-media). (Arab Universities: Challenges and Ambitions, Arab
Organization for Managerial Development, 2009)
Prominent universities have focused on methods of self learning.
MIT offered 1,900 online syllabi for free on the Internet (http://ocw.mit.edu/DCW
Web/web/home/index.htm).
Prominent universities have paid due attention to the establishment of well-equipped university
libraries. In recent years, digital libraries have received greater attention.
The demand by women for university education in Saudi Arabia has increased. Female students
now represent 60% of enrollment in Saudi universities. (Ministry of Higher Education, 2009)
Many social strata have increased their demand for distance education, either for upgrading
qualifications or for increasing knowledge.
Impact on the University Plan
•
Emphasis on the importance of
equipping students with the skills to
take
initiative,
engage
in
entrepreneurship
and
undergo
cooperative training
•
Advocacy of a new educational
philosophy in higher education and the
rising importance of info-media in
education
•
Importance of providing an effective
educational infrastructure for women,
varied and flexible educational
programs and reasonable admission
requirements for all strata
13
Strategic Realities and Directions within the Context of Higher Education
and their Impact on the Future of the University
Strategic Realities and Directions
•
•
•
•
•
•
•
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Education represents the main purpose of universities within the strategic framework of Saudi higher education. The
vision of the Ministry of Higher Education has focused on university education capable of competing for world
preeminence and contributing to the building of a knowledge-based economy. Its message has emphasized that the
system of university education contributes to the building of the knowledge-based society, to the development of the
Kingdom of Saudi Arabia, and to its flourishing—socially, economically and technologically. (Saudi Ministry of
Higher Education)
The results of the structural analysis (SWOT Analysis) for Qassim University indicate that there are clear points of
weakness in the different fields of education at the University. They require substantial efforts from a strategic
standpoint, to raise the level of education in a way that enables the University to excel academically. (Analysis of the
Strategic Plan Project Team, 2010)
The majority of faculty members at the University of Qassim maintain that the University has a strong reputation with
respect to teaching as compared with other Saudi universities, and they have shown a great deal of pride in being
affiliated with the University. (Analysis of the Strategic Plan Project Team, 2010)
The majority of the faculty, employees and students at Qassim University believe that the University can achieve a
good position at the national level, i.e. within the Kingdom of Saudi Arabia. (Analysis of the Strategic Plan Project
Team, 2010)
88.6% of the faculty believe that the University is changing for the better.
"Humans come first, and therefore sustained development starts with the human being… I hope to see the University
shine as a scientific lighthouse and as an institution for guidance. It is imperative that the Center for Local
Development at the University be linked to the region's council and engage in applied scientific research.” (Meeting
with the Governor of the Qassim Region, His Royal Highness Prince Faisal Ibn Bandar Ibn Abdulaziz Al Saud,
17/4/2010)
"I hope the University will be open to society and play a major role in community work." (Meeting with His Royal
Highness, the Lieutenant Governor of the Qassim Region, Dr. Faisal Ibn Mashal Ibn Saud Al Saud, 18/4/2010)
"A deeply rooted university that is leading change in the region," as stated by one of the stakeholders. (Analysis of
the Strategic Plan Project Team, 2010)
The history of higher education reveals that several of the prominent universities have been very intent on realizing
the principle of what have been termed "the open campus university," "university campuses bordered by their regions'
borders," and "universities without walls" by establishing effective partnerships and cooperation with the institutions
of the local community. (Analysis of the Strategic Plan Project Team, 2010)
Qassim University enjoys considerable support from its surrounding community at all levels, and it is hoped that
Qassim University will become a landmark institution and well-reputed in the Qassim Region. (International Experts
in Higher Education: Report of the International Reviewing Team, 2009)
Impact on the University Plan
14
•
The vital importance of university
education in Saudi universities and
the
critical
role
in
the
developmental process
•
Emphasis on the importance of
education for Qassim University
and a strong ambition to excel at
the national level
•
High
demand
and
great
expectations
for
substantial
contributions by Qassim University
in achieving local sustained
development in the Qassim Region.
Strategic Realities and Directions within the Context of Higher Education
and Their Impact on the Future of the University
Strategic Realities and Directions
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The final report of the investment strategy for the Qassim Region (2009) reveals that Qassim
is in need of educational programs, applied research and consultative services in many fields,
including: drugs and healthcare, information technology, agriculture, construction and
building materials. (Analysis of Strategic Plan Project Team, February 2010)
Qassim University abounds in a variety of research and scientific expertise and specialties
that very well suit local developmental requirements and needs. Real life experience shows
that when a university provides its services in order to fulfill development needs, it usually
reflects positively on the progress of the educational process and on research quality. It
enhances as well the experience of the faculty and University employees. (Analysis of the
Strategic Plan Project Team, 2010)
The great majority, nearly 85%, of the University students are from the Qassim Region.
(Analysis of the Strategic Plan Project Team, 2010)
The most important requirements for excellence at Qassim University in the next
ten years (according to the results of the questionnaires):
Faculty Views:
•
•
More selectivity in student admissions
Raising the quality of faculty members
More international exchange of faculty members
Concentration on teaching
Creating new channels to teach programs
Changing syllabi to fulfill labor market needs
Student Views:
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More selectivity in student admissions
Various remedial programs for students
Improving quality of faculty members
More international exchange of faculty members
Concentration on teaching
Creating new channels to teach programs
Students evaluate the University as average with respect to excellence in education compared
to other universities.
Students have only an average drive to recommend the University as an excellent academic
institution. (Analysis of the Strategic Plan project team, Feb, 2010)
Impact on the University Plan
15
•
Good opportunities for starting
educational
programs,
applied
research and consultative services to
boost local development
•
Concentration on education-related
dimensions as major prerequisites for
the future excellence of Qassim
University and enhancement of its
educational reputation
Benchmarking
Preface
In light of the scientific method for benchmarking, which was
worked out by the Strategic Plan Project Team, the benchmark
universities were determined according to strict criteria. Their
total number is 20, and they were chosen from 12 different
countries in order to widen the range of experiences and
ensure their variety. This will hopefully lead to more
meaningful results as to the indicators and lessons to be learnt
from preparing the Strategic Plan of Qassim University. It may
be noteworthy that the Times criteria were used in ranking
since they focus principally on education, in line with the
vision of Qassim University and its mission.
Times
Ranking*
2009
Shanghai
Ranking*
2009
Webo
Ranking*
01/2010
United States
HARVARD University
Leading Universities Academically
1
1
1
Germany
Free University of BERLIN
Distinguished Universities Academically and in Research
94
Kingdom of Saudi Arabia
KING SAUD University
United Kingdom
University of EXETER
Distinguished Universities Academically
248
266
500
335
199
539
Kingdom of Saudi Arabia
KING FAHD University
Australia
GRIFFITH University
Reputable Universities Academically and in Research
266
291
Unranked
Unranked
404
658
United States
University of TENNESSEE
Canada
University of MANITOBA
Spain
University of VALENCIA
Reputable Universities Academically
380
389
496
154
269
284
92
236
315
United Arab Emirates
U. ARAB EMIRATES University
China
TONGJI University
Egypt
CAIRO University
Similar Universities Academically and in Research
374
483
420
Unranked
Unranked
1736
1096
1387
South Africa
University of KWAZULU-NATAL
United States
TEMPLE University
United States
LOUISIANA STATE University
Italy
University of PERUGIA
Similar Universities Academically
524
415
1014
551-600
551-600
551-600
346
204
406
363
83
657
Country
University
Leading Universities Academically and in Research
16
Unranked
Unranked
171
United Kingdom
Kingdom of Saudi Arabia
United States
United States
Target University
University of SALFORD
KING ABDUL AZIZ University
GEORGIA STATE University
AMERICAN University
542
551-600
551-600
551-600
Unranked
Unranked
755
496
185
527
Kingdom of Saudi Arabia
QASSIM University
Unranked
Unranked
7979
Unranked
Unranked
*The Times ratings do not offer a specific rating after the 400th. In addition, the Shanghai ratings do not offer a specific rating
after the 100th.The Strategic Plan Project Team developed an accurate scientific method to determine accurate ratings.
The Scientific Model for Choosing and Ranking Benchmark Universities for the Strategic Plan
Leading Universities Academically
and in Research
World
Universities
as ranked
by:
the Times
QS
(501 ranked
universities
+ 100
universities
outside the
500 list)
The Higher
Education
Ministry
Project for
World
Leadership
A
1
Best 100
Universities
in the
Ratings of
the
Times QS,
1-100
Best 300
Universities
in the
Ratings of
the Times
QS, 101-300
Best 500
Universities
in the
Ratings of
the Times
QS, 301-501
Universities
outside the
Basic 501
List and
Ranked 502600
Webometrics
(6000
ranked
universities)
Outside the
ratings range
of
Webometrics
(6001-8000)
World
Universities
outside the
Rankings of
the Times
and ARWU,
but Ranked in
Webometrix
5400
Universities
Seeking WorldClass Status
A
2
Leading Universities in Research
Leading Universities Academically
Leading
Universities
Criteria
A Two-Dimensional
Coordinate System
Distinguished Universities
Academically and in Research
17
Criteria for Comparison
3 Saudi
Distinguished Universities in
Research
A
3
Distinguished
Universities
Criteria
Distinguished Universities
Academically
Prestigious Universities
Academically and in Research
universities
C
1
D
1
15 World
D2
universities
3 Arab
A
4
Prestigious Universities in
Research
Prestigious
Universities
Criteria
Prestigious Universities
Academically
Similar Universities in Research
Similar
Universities
Criteria
Similar Universities Academically
Criteria for
Unranked
Universities
Criteria for Geographic
and Cultural Diversity
Similar Universities Academically
and in Research
A
5
B
1
universities
Choice Criteria
Unranked Universities Academically
and in Research
A1: Criteria of the Saudi Ministry of Higher Education Project for
Preeminence
A2: Criteria of leading universities
A3: Criteria of distinguished universities
A4: Criteria of prestigious universities
A5: Criteria of similar universities
B1: Criteria of unranked universities academically and in research
C1: Criteria of a two dimensional coordinates system
D1: Comparison criteria
D2: Criteria of geographical and cultural diversity
THE SYSTEMIC MODEL OF NORMATIVE INDICES FOR BENCHMARK UNIVERSITIES
•
Use was made of the model utilized in
the strategic plan of King Saud
University.
U
This model was refined
dimensionally and in terms of its
components so that it fit the determinants
of the Strategic Plan of Qassim
University.
U
•
In the summary document of the strategic
plan—the
plan
current document—a brief
review will be presented of the
benchmarking results by reviewing the
results of 10 benchmark universities,
universities in
accordance with the available data on
these universities,
universities and in light of criteria
and indicators of benchmarking.
The External Environment
nvironment of Qassim University
F2
F1
The Internal Environment
nvironment of Qassim University
Administration
and Authority
Education and Research
Operations
Students
Services
Financing
B1
Alumni
C1
A
C3
Faculty
Members
B2
Ministry of Higher
Education Qualifiers
C2
Labor Market Qualifiers
Community
Services
E
D
Research
University
Research Centers
Businessmen
The Standardized Indicators for Benchmarking
A: Administration and Authority
B1: Student Educational and
Research Activities
B2: Educational and Research
Activities of Faculty Members
C1: Finance Earmarked for
students
armarked for the
C2: Finance Earmarked
Faculty
C3: Other Types of Finance
D: Services
E: University Outputs
F1: Influence of the University on
the External Environment
Administration Authority
Category
Target University
Similar
Universities
Country
University Name
37
1
6
1
6
na
11
Louisiana State University
United Arab Emirates U.
2
17
10
1
University of Manitoba
4
14
University of Tennessee
Distinguished
Universities
Griffith University
7
1
Leading
Harvard University
16
10
King Saud University
Universities
Number of Deans (2010)
4
University of Kwazula-Natal
Prestigious
universities
•
Number of University Vice-Rectors (2010)
Georgia State University
Number of Deans and Vice-Rectors
A
Qassim University
University of Perugia
F2: External Environment Factors
Influencing the University
F1 ⊕ F2: The University’s
Reputation (internally &
externally)
6
3
57
15
Analysis of the Strategic Plan Project Team based on the data of the Times ranking, university sites and several other sources
There is a general tendency among
benchmark universities not to appoint
more deans. This indicates a general
inclination by faculty members to focus
on education and research.
18
Category
Administration Authority
Country
Target University
Similar
Universities
29
1
King Abdul Aziz University
1
6
28
U. of Kwazula-Natal
Prestigious
universities
17
21
5
18
3
University of Manitoba
14
6
Griffith University
10
5
University of Exeter
11
3
Leading
Harvard University
15
1
Educational and Research Operations
Category
Target University
Similar
Universities
Country
University Name
Qassim University
Georgia State University
U. of Kwazula-Natal
Prestigious
universities
1850
Harvard University
39559
2764
6%
4%
5%
6%
47766
2419
9%
26814
1448
32231
7984
6%
33551
4%
35096
1049
42312
3561
0.34%
37486
31000
• Benchmark universities are keen on
admitting international students so as to
realize additional advantages.
Foreign/National Ratio
33454
2231
Griffith University
Leading
No. of National Students
(2010)
1593
King Saud University
Number of Students in the University (2010)
(2010)
133
1374
University of Tennessee
Universities
No. of Foreign
oreign Students
Temple University
University of Manitoba
Distinguished
Universities
B
University of Perugia
University of Valencia
19
1
University of Valencia
Universities
Benchmark universities are inclined not
to open too many colleges. That
emphasizes the importance of
specializing in a limited number of
fields.
6
5
Tongji University
Distinguished
Universities
•
No. of University Colleges
0
Georgia State University
Louisiana State University
University Branches and Colleges (2010)
No. of University Branches
University Name
Qassim University
A
23%
2%
29900
Analysis of the Strategic Plan Project Team based on the data of the Times ranking, university sites and several other sources
12%
Educational and Research Operations
Category
Country
Target University
Similar
Universities
University Name
Domestic Faculty (2009)
Qassim University
501
American University
Prestigious
universities
U. of Kwazula-Natal
1225
University of Perugia
1169
University Name
10%
(2010)
2591
24
24
42%
7
46%
7
Endowments 2008 ($ millions)
16
•
Endowments 2009 ($millions)
Similar
Universities
Qassim University
American University
1027 (2009)
0
0
1035
393.8
312.4
98.6
75.8
721
554.9
Georgia State University
323843
Louisiana State University
Temple University
Prestigious
universities
246093
237
210.1
United Arab Emirates U.
na
na
na
University of Manitoba
na
307.9
235.6
30.8
27.9
79736
University of Tennessee
Distinguished
Universities
King Fahd University
King Saud University
Leading
Universities
240379
2587
na
453156
na
•
•
na
na
36556.3
na
Harvard University
Analysis of the Strategic Plan Project Team
eam based on the data of the Times ranking, university sites and several other sources
26000
10
31
•
Target University
26
15
12
Financing Scientific Research/ Endowment Resources
C
116
29
7
60%
1179
43
26
6%
1456
na
24
1%
3496
na
16
450%
493
Scientific Research 2006 (1000$)
177
11
3%
824
108 (2010)
27
17%
143
2593
Harvard University
Country
84
31
2077
Financing the Research of Faculty members/ General Financing
Category
3%
31
King Saud University
Universities
34
210
University of Tennessee
Leading
196%
896
University of Valencia
Number of Educational Programs (2009)
Student/Faculty
Student/
(2010)
199
Griffith University
Foreign/Domestic Ratio
982 (2010)
868
United Arab Emirates U.
Distinguished
Universities
Foreign Faculty 2009
(2010)
1044
University of Salford
Foreign/ Domestic Faculty Ratio - Student/ Faculty Ratio
atio- No. of Educational Programs
B
•
The lower ratio of the national faculty
at Qassim University, which indicates
the importance of recruiting highly
qualified domestic faculty members
The high student/faculty ratio at
Qassim University compared to
benchmark universities, and the
noteworthiness of the ratio being
higher in some colleges,
particularly in female colleges
The high number of educational
programs in Qassim University
compared to benchmark universities,
indicating the need for restructuring in
the light of labor market needs
The budget of scientific research in
Qassim University, indicating the
importance of increasing this budget
and diversifying the sources of finance
for scientific research
Characteristic of benchmark
universities in establishing large
endowment funds
20
Category
Services
Country
Target University
No. of Volumes (million)
University Name
Qassim University
Similar
Universities
1.035
Georgia State University
Leading
na
United Arab Emirates U.
Target University
Similar
Universities
Country
University of Tennessee
na
na
Griffith University
na
na
na
King Fahd University
na
na
na
University of Salford
Tongji University
University of Manitoba
King Saud University
Harvard University
No. of Published Scholarly Research Papers (2003-2007)
• Benchmark universities pay great
attention to graduate studies. The
number of Ph.D.’s awarded is as high as
560 in Harvard and 44 in King Saud
University. The absence of awarded
Ph.D.’s at Qassim University points to
the importance of a well-planned
expansion in graduate study programs at
the University.
(2004-2010)
1574
88
3483
123
963
213
5007
334
na
8293
8538
308
na
Griffith University
na
Graduates/ Scientific Research
550
0
• Benchmark universities tend to
offer housing accommodation to
students because of the enhanced
satisfaction and sense of affiliation
it creates among them.
7000
70
No. of Ph.D
D.s Awarded (2009)
University Name
Qassim University
na
na
15
University of Valencia
Universities
3500
na
Temple University
Leading
500
na
E
• The number of books and
references in Qassim University is
rather small, which indicated the
importance of supplying the library
with books, references and
periodicals.
1992
na
Louisiana State University
Distinguished
Universities
na
na
Georgia State University
Prestigious
universities
6
University of Manitoba
University Outputs
Category
150
11
Harvard University
Universities
4
na
2.4
Temple University
No. of Beds in University's Guest
Housing (2010)
na
1.4
Louisiana State University
Distinguished
Universities
No. of Basic Libraries (2010)
0.367
American University
Prestigious
universities
Library / Infrastructure
D
7346
• There are a small number of research
papers published in English at Qassim
University.
3917
145
2394
44
560
Analysis of the Strategic Plan Project Team based on the data of the Times ranking, university sites and several other sources
60559
21
The Most Important Points of SWOT Analysis
Strengths
•
•
•
•
•
Weaknesses
Availability of highly qualified staff members at the University
Availability of specific specializations in some educational programs
Updating of plans and syllabi
The quality of some syllabi
The positive role of the Preparatory Year Program in raising the academic standard of students
+
• University efforts to achieve institutional, programming and academic accreditation
• Efforts of some colleges to obtain academic accreditation
• Availability of infrastructure, such as buildings, halls, laboratories, equipment and other
educational facilities in most colleges
• Availability of some of the constituents of the infrastructure of information technology
• Availability of government funding
• Confidence of University employees in its present and future
• Continued improvement in the University's reputation
Opportunities
•
•
•
•
•
•
•
•
•
•
•
•
•
The attraction for non-Saudi faculty members of the holy places in the Kingdom
Availability of well-qualified, non-Saudi faculty members willing to work in the Kingdom of Saudi Arabia
Increasing number of those wishing to join the University
Growth of the public and private sectors, the labor market and the demand for jobs in the Qassim Region and the
Kingdom of Saudi Arabia generally
Continued financial support on the part of the state for the expansion of universities and the development of
higher education and scholarly research
Increase in demand for graduate studies
Lack of research and consultation centers as well as professional experts in the Qassim Region
The possibility of establishing endowments and research chairs
The existence of databases for companies and business
Availability of internal and external scholarships financed by the government
The growth in national attention to quality assurance and academic accreditation in higher
education
The positive turn to knowledge-based economies in the Kingdom of Saudi Arabia
The existence of comparative advantages in the Qassim Region (such as agriculture, the spread
of Sharia studies, construction growth, a reasonable cost of living, a conservative culture,
a flourishing business environment and the abundance of applied research areas)
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Inadequate incorporation of labor market needs in the syllabi of most specializations
Weak academic standard of graduates in many specialties
Weak academic performance of students in many specialties
General student weakness in the English language
Weakness of practical and cooperative training in most specializations
Inability to keep up with the latest in teaching methods and evaluation in some colleges
Lack of the basics of an environment conducive to education in the female student section.
Inadequacy of library work hours and the resulting low rate of student visits to the library
The low world rating of the University
Weakness of community work programs and social services
Weakness of the link between the University and social institutions
The non-existence of clean priorities for scholarly research and the
Accompanying weak desire to serve the community
Non-existence of a long-term plan for human resources generally and
faculty members in particular
Relatively low salaries and fringe benefits, especially for expatriate staff members
Low level of utilization of the information technology infrastructure and an apparent
weakness in informatics
Weakness of transparency and collective decisions
Low satisfaction level of the University employees generally
Weak maintenance operations
Budgetary focus on supporting new projects while paying little attention to the completion or
maintenance of old projects
Threats
• Competition by private, government and foreign universities to attract faculty
members
• The drain of qualified staff members to private sector work
• Weakness in the quality of outputs as a result of the weak outputs of secondary
schools
• The non-availability of adequate and suitable job opportunities for graduates
• Scarcity of qualified scholars and manpower in certain specialties
• The expected decrease in resources and research and consultancy opportunities as a
result of the establishment of new universities
• Social pressures for accepting large numbers of students
• Social and cultural influences on the behavior of some University employees
• Increasing pressure on the University to promote internal finance for its activities
• The instability of finance for long-term projects because of the
effects of world depression
• The non-attractiveness of the Qassim Region for some strata
Within the context of linking the different parts of the Strategic Plan and the results of internal and external environmental analysis (SWOT analysis), there will be a review of strengths, weaknesses, opportunities and threats in the section on
strategic objectives, strategies and projects.
22
of Preparation of the Vision Method,of Qassim yUniversit the of and Values Mission
Evaluation and
Refinement
The strategic
education
framework
for
Saudi
higher
23
Domestic, Arab and international experiences
(Benchmarking)
Workshops
Assessment
Questionnaire
The aspirations of Qassim University, its status quo
and future (including SWOT analysis and the
participation of stakeholders)
Criteria of academic accreditation to determine the
vision and mission (the detailed criteria of the
National Institute Academic Accreditation)
Phrasing
Vision, Mission
and Values
Final Vision,
Mission and
Values
Provisional
Vision, Mission
and Values
The knowledge stock of the Strategy Plan Project
Team (Accumulated Expertise)
Refining
Phrasing
–
–
–
–
–
–
The higher University administration
Male and female students
Alumni (ladies and gentlemen)
Employers and trainers
Social figures (ladies and gentlemen)
Leaders in higher education
–
–
–
–
–
–
Faculty members (ladies and gentlemen)
Male and female employees
Business men and women
Guardians
Governor and Lieutenant Governor
Experts in higher education
The Qassim University Vision
24
A nationally distinguished institution of higher education, supporting
sustainable development in the Qassim Region, and helping to advance a
knowledge-based society
The Mission of Qassim University
Provision of a high quality, accredited education producing competent graduates who
meet the needs of the labor market, conducting applied research and offering quality
community services to develop the Qassim Region and to contribute to the building of
a knowledge-based economy, achieving all goals by using the most advanced
techniques in management, technology, and information processing, by fostering
national and international partnerships, and by boosting the University's resources
An Expository Note for the Mission
•
•
•
The education offered by Qassim University must be sophisticated and academically accredited in its educational programs,
plans, teaching methods and evaluation so that the University is able to prepare highly qualified manpower in terms of
knowledge, skills, ethics and technology, as required by the labor market and the community at large.
The University must provide distinctive social services and applied research in the light of local development needs in the
Qassim Region and in a way that contributes to the building of a knowledge-based economy for the region in particular, and for
the Kingdom of Saudi Arabia as a whole.
To realize its objectives, Qassim University is intent on creating a positive work atmosphere while maintaining the following
standards and basics:
- Effective use of the latest managerial, technological and informational methods so as to raise efficiency and effectiveness and
improve institutional performance,
- Effective use of strategic partnerships at local, national and international levels while maximizing the benefits for all parties,
- Development of human resources and attracting and retaining qualified personnel while ensuring that they achieve high
performance and behave innovatively, and
- Bolstering financial resources and diversifying their sources.
25
The Values of Qassim University
26
In our commitment to Islamic values, we in Qassim University believe in
the following:
• Justice: We seek to achieve justice, equal opportunity, and fairness in dealing with
everyone.
• Integrity: We perform sincerely and are committed to morality and professional ethics.
• Transparency: We commit ourselves to disclosing transactions and procedures and to
uphold the principles of accountability and integrity.
• Quality: We apply the highest standards of quality in all tasks to ensure excellence in
products and services.
• Creativity: We advocate an organizational climate conducive to creative thinking and
innovative behavior.
• Teamwork: We encourage a culture of intellectual and behavioral teamwork.
• Scientific and Scholarly Freedom: We promote scientific scholarly exploration,
openness, and collegial interaction with others.
Evaluation of the Vision, Mission And Values of Qassim University
172 people representing various parties participated in the evaluation
process of the Vision, Mission and Values.
-
Some of the Criteria of Vision Evaluation
Consistency with the Vision
***
Enhancement of the University's identity ***
Assisting in reaching objectives
***
Convertibility into plans
***
Responsive to labor market needs
***
Helping to integrate activities
***
Easy to understand
***
-
Some of the Criteria of Mission Evaluation
A distinctive identity for the University ***
The ambition of the Vision
***
The pragmatism of the Vision
***
Inspiration
***
Conducive to the realization of the Vision ***
Appropriate to the community's culture
***
Easy to understand
***
27
All criteria got an evaluation of *** .
High evaluation
Average evaluation
Low evaluation
The strategic framework for Saudi higher
education
***
**
*
Evaluation and
Refinement
Domestic, Arab and international experiences
(Benchmarking)
Assessment
Questionnaire
workshops
The aspirations of Qassim University, its status
quo and future (including SWOT analysis and
the participation of stakeholders)
Criteria of academic accreditation to determine
the Vision and Message (the detailed criteria of
the
National
Institute
for
Academic
Accreditation)
Phrasing
Vision,
Mission and
Values
Provisional
Vision, Mission
and Values
The knowledge stock of the Strategic Plan
Project Team (Accumulated Expertise)
–
–
–
–
–
–
–
The higher University administration
Male and female students
Male and female graduates
Employers and trainers
Social figures (ladies and gentlemen)
Leaders in higher education
Final Vision,
Mission and
Values
Refining
Phrasing
– Faculty members (ladies and gentlemen)
– Male and female employees
– Business men and women
– Guardians
– Governor and Lieutenant Governor
– Experts in higher education
Objective 1: Raising the Quality of Education in all Specializations and Realizing
Distinctiveness in Others and Obtaining National and International Academic Accreditation:
Development of educational programs, plans and syllabi according to the needs of the
labor market, community institutions, quality requirements and academic accreditation
Strategy 1-1
Projects
1-1-1
1-1-2
1-1-3
1-1-4
Projects
Strategy 1-2
Projects
Strategy 1-3
Survey study of labor market and community needs
Benchmarking at university, college and department levels in the fields of programs, plans and syllabi
Description and specification of the requirements for developing programs, plans and syllabi
Quality and academic accreditation for programs at the national level for all specializations and
internationally for others
1-1-5 Evaluation of the Preparatory Year Program
1-1-6 Development of the programs of cooperative training and practical application
1-1-7 Cooperation and partnerships and in the fields of programs, plans and syllabi
1-1-8 Study and restructure of the specializations of female students in the light of community and labor
market needs.
1-1-9 Development of the educational programs in community colleges
1-1-10 Strengthening of the cooperative relationship between the community colleges and the rest of the
university colleges
1-1-11 Description and development of educational outputs in educational programs
Development of teaching and evaluation methods and support of sources of learning and
the educational environment
1-2-1 Development and diversification of learning sources
1-2-2 Development and support of self learning
1-2-3 Evaluation of teaching methods
1-2-4 Assessment of evaluation methods
1-2-5 Study and completion of the requirements of the educational environment
1-2-6 E-learning
1-2-7 Increasing the attractiveness of libraries to students
Reduction in the numbers of students for the Bachelors Degree in the specialties for
which demand is declining and expanding graduate studies programs for specializations
in high demand
1-3-1 Study and evaluation of the feasibility of the specializations in the University
1-3-3 Development of the organizational and procedural framework for graduate studies
1-3-4 Development of the information system for graduate studies
1-3-5 Determining community needs of graduate study research
1-3-6 Establishing mechanisms to link graduate studies research with community needs
1-3-7 Development of graduate studies programs.
Projects started at the University level
Projects started in some units
+
• Practical cooperative training of
students in some programs and
courses
• The positive role played by the
Preparatory Year Program
• Allowing students to choose their
specialties
• Updating plans, syllabi and courses
• Expansion of graduate study
programs, upgrading and linking
them to labor market needs
• The growth of the private sector in the
Qassim Region
• The intention of the Ministry of
Higher Education to support and raise
the quality of the educational process
• Existence of consultative institutions
working to refine instructional
methods
• Availability of criteria for program
and institutional quality assurance and
accreditation at the national and
international levels
• Existence of international and national
universities willing to engage in
cooperation and partnership in the
field of education
• The rise in demand for graduate
studies
•
• The gap between syllabi and the
labor market
• Lack of diversity and adequacy of
learning sources
• Weakness of the instructional process in
the female students' sections in particular
• Weakness of English language use in
most courses
• The nonexistence of graduate studies in
some specializations and the lack of
evaluation for the present programs
• The weak coordination and links between
courses in some programs
• Constant change in labor market
requirements
• Competition to refine syllabi
nationally and internationally
• Low achievement level of students
recruited to the University
• 69% of the University students are of the view that their academic standard in
secondary schools was either low or average.
• Freshmen are of a low academic standard, particularly in the English language,
with an average of 2.46 out of 5.
• Available statistics indicate that the Preparatory Year Program contributes
towards improving the academic standards of students, particularly in
mathematics.
• Most students (an arithmetic mean of 2.5 out of 5) maintain that faculty
members do not encourage them adequately in carrying out their educational
duties.
• 35% of the faculty maintain that the level of the qualification of the university
graduates is weak as compared to the labor market needs, while 25% think that
the student qualifications are average.
• The overall interaction of the faculty with students averaged 2.58 out of 5.
• The qualifications of the faculty members are average from the students' point
of view (an arithmetic mean of 3.17 out of 5), and the quality of their instruction
varied from weak to average: 27% weak academic training 49.9% average.
• The student satisfaction with scientific tutoring was low: 35.2% found it
moderately useful and 44.4% found it of little use.
• One the major requirements for a distinguished university is the modification
of the syllabi to fit labor market requirements. This view was expressed by all
parties concerned.
28
Objective 2: Raising the Aptitude and Competitiveness of Students
Strategy 2-1
Distinctiveness in the Processes of Acceptance, Admissions and
Registration
+
• Electronic admission and
registration for students
• Confidence by most
University employees in its
educational future
• The steady rise in the
University's reputation
• The existence and variety
of extra-curricular
activities
Projects
2-1-1 Description and development in students' selection criteria
2-1-2 Refining and automating admissions and registration procedures
2-1-3 Planning admission capacity
2-1-4 Refreshing the relationship between the University and general education
Strategy 2-2
Projects
Projects
2-4-1 Jobs and an exhibition of student products (Career Day)
2-4-2 Alumni's databases
2-4-3 Alumni's club
2-4-4 Training and rehabilitation programs for alumni
2-4-5 Qualification for scholarships
• The tendency of Qassim
residents to encourage their
offspring to complete their
university education
• The tendency of some of the
guardians to monitor their
offspring in their college
education
• The wish of many students to
join graduate studies
programs
• Availability of scholarship
opportunities
•
•
•
•
•
•
Projects started at the University level
Projects started in some units
•
•
Excellence in Student Services
Excellence in Post-Graduation Services
•
•
2-3-1 Improvement of academic services for students (admission and registration)
2-3-2 Due attention to students with special needs
2-3-3 Development of extra-curricular activities
2-3-4 Establishment and development of student societies and the mechanisms for student representation
2-3-5 Development of counseling services for students
2-3-6 Management of relations with guardians
Strategy 2-4
•
•
•
2-2-1 Improvement of the academic performance of students
2-2-2 Study and evaluation of student attrition
2-2-3 Phrasing the ethical code of students
2-2-4 Enhancement of student satisfaction and sense of belonging
2-2-5 Motivation of excellent and distinctive students
2-2-6 Establishment of a voluntary work unit for students
Strategy 2-3
Projects
Distinction of Student Performance and the Interactive Processes in
the Environment of Education
•
•
•
•
•
Weak academic standards of freshmen
Inadequate attention paid to freshmen
Weak relations with guardians
The resort by students to external sources
to prepare their class assignments
The non-existence of databases for alumni
Relative dissatisfaction of students with
academic counseling
Relatively weak financial incentives for
outstanding students
Inadequacy of social and psychological
services offered to students
Lack of a clear perception for the postgraduation period
Low level of satisfaction among students in
general
Attrition of students, particularly in the
preliminary levels
The tendency of excellent
students to study in the more
reputed Saudi universities
6.4% of students fail more than three courses.
17.6% of students tend to change their specialties. This
change indicates the weakness of the academic counseling
services.
24% of students do not participate at all in class discussions,
while 35% of them participate only occasionally.
Only 38% of students complete required readings before
classes.
39.3% of students are moderate absentees, while 23.6% are
high absentees.
15% of students maintain that the University does not
contribute much by way of qualifying them for good jobs.
29
Objective 3: Raising the Effectiveness of Community Services and Applied Research
to Fulfill the Needs of Development
Projects
Strategy 3-1
Projects
Strategy 3-2
Upgrading Applied Research Performance at the University
+
3-1-1 Benchmarking to upgrade research performance at the University
3-1-2 Determination of community needs for applied research
3-1-3 Motivating activities for applied research
3-1-4 Development of research centers at the University
3-1-5 Development and diversification of refereed research periodicals at the University
3-1-6 Raising the performance of departments and colleges with respect to conferences and symposia
3-1-7 Development of publication and translation activities
3-1-8 Encouragement of publication in distinguished scientific periodicals
3-1-9 Protection of intellectual rights for researchers
3-1-10 Marketing of scientific research products
3-1-11 Attraction and retention of distinguished researchers
3-1-12 Design of a complete mechanism to select and follow up financially supported research
3-1-13 Development of research abilities of students
3-1-14 Upgrading research support services of for University employees
3-1-15 Effective utilization by the faculty and students of electronic sources of knowledge
• Support by external parties
such as SABIC of scientific
research
• Availability of scholarly
journals with international
reputations
• Existence of high demand
for University participation
in community work
• Increase and diversity in
demand for training,
research and consultative
services within the region
• Existence of demand for
translated scientific
material
Establishing a Research/Expert Center for Sustained, Local
Development
3-2-1 Establishment of an academic center for sustained, local development
3-2-2 Specification of the priorities and requirements of sustained development in Qassim
3-2-3 Specification of the comparative advantages of the Qassim Region
3-2-4 Financing of the academic center for sustained, local development
3-2-5 Preparation of a research plan for the academic center of sustained, local development
3-2-6 Setting criteria for work quality at the academic center of sustained, local development
3-2-7 Guidance of the research of graduate students to serve objectives of sustained, local development
•
•
•
•
Projects started at the University level
Projects started in some units
• Availability of the scholarly
journal of the University as
a channel for publication
• Orientation to develop the
scholarly journal of the
University
• Availability of financial
support for research
• Availability of excellent
researchers in some
departments
• Availability of research
units in some departments
• The tendency to link
graduate study research
with community needs
• The absence of a comprehensive plan
for research
• The absence of a comprehensive plan
for community services
• Weakness of marketing research
outputs
• Lack of clarity in criteria of
refereeing scholarly research
• Inadequacy of transparency in the
financial terms of financially
supported research
• Weak performance with respect to
publication and translation
• Lack of qualified personnel for
community service units, especially
training experts
• Weak community representation in
the University Council
• Weakness of consultative services
provided to the community
• The possibility of a reduction in
the financial support by the
Ministry of Higher Education for
scholarly research
• Attraction of other universities
and research centers to qualified
researchers
• Lack of community appreciation
of the importance of scholarly
and scientific research
The Qassim Region is in need of educational programs and applied
research in many respects, according to the “Final Report of the
Investment Strategy for the Qassim Region” (2009).
"A deep-rooted university leading change in the Qassim Region,” said
a key personality in Qassim who participated in workshops in 2010.
"This University actually constitutes a development center," said a
leading figure in the Higher Education Ministry in 2009.
"This university educates and graduates qualified manpower and
prepares field studies and research in addition to providing consultative
services. All this makes it a norm for local economic development,"
said a national expert in local development in 2009.
30
Objective 3: Raising the Effectiveness of Community Services and Applied Research
to Fulfill the Needs of Development
Projects
Strategy 3-3
Projects
Strategy 3-4
Projects
Strategy 3-5
Development and Diversification of Community Services
+
• Excellent relations between
the University and high
level officials in the Qassim
Region
• The good reputation some
of the community work
programs provided by the
university
• Contribution by the
University faculty to
community work programs
• The tendency to direct
some research effort
towards community work
• Willingness of many lady
faculty members to
participate in community
work
3-3-1 Development of community and cultural services and activities
3-3-2 Development of consultative services
3-3-3 Development of training services
3-3-4 Development of continuing education services
3-3-5 Enhancement of community services provided to women
3-3-6 Enhancement of the contribution of female University employees in community service activities
Diversification of the Financial Source for Scholarly and Scientific
Research
3-4-1 Planning the sources of financing scientific research
3-4-2 Establishment of research chairs
3-4-3 Establishment of a research endowment
Establishment of a Variety of Cooperative Relationships and Partnerships in
the Area of Applied Research with Community Institutions and Business
Organizations
3-5-1 A research database to serve the objectives of applied research in sustained development
3-5-2 Representation of some community circles in University councils
3-5-3 Motivating University employees to take part in community work activities
• The opportune,
comparative advantages of
the Qassim Region
• Possibility of obtaining the
support of companies,
institutions and
businessmen to establish
endowments and research
chairs
• Growth of the business
environment in the Qassim
Region
•
•
Projects started at the University level
Projects started in some units
• Lack of determination of the
University's vision of community work
• Non-representation of the community in the
University Council
• Delay in the construction of the University's
hospital and the inadequacy of community
health services
• The spreading phenomenon of individual
(not collective) research
• Denying expatriate faculty members the
right to sabbatical leaves
• Weak participation by ladies in scholarly
research and community service
• Burdensome teaching loads
• Weak marketing of research outputs and
poor advertisement for community service
programs
• Weak administrative support directed
towards community services
• Non-diversity of the financial sources of
scholarly and scientific research
• Non-representation of the community in the
University Council
• Attrition of qualified faculty and staff
because of the competition for
researchers
• Weak confidence on the part of some
social strata in the community services
provided by the University
• The tendency of some community
institutions not to seek the consultation
services offered by the University
"I hope the University becomes more open to the community
and exercises a bigger role in community work." (Interview
with His Royal Highness, the Lieutenant Governor of the
Qassim Region, Dr. Faisal Ibn Mash'al Ibn Saud Al Saud,
2010)
The results of questionnaire analyses indicate that the
procedures of research support in the University need to be
refurbished. This was the view of the faculty (an arithmetic
mean of 2.9 out of 5).
31
Objective 4: Raising the Institutional Administrative,
Technological and Informational Performance
Projects
Strategy 4-1
+
Upgrading the Institutional Administrative Performance
• The intent of the University
to realize institutional and
academic accreditation
• The intent to enhance the
role of strategic planning at
the University
• The aspiration of many
female staff members to
render greater service to
the University
• Availability of some of the
constituents of information
technology infrastructure
4-1-1 Institutional academic accreditation
4-1-2 Development of administrative organization at the level of the University and its units
4-1-3 Development of systems and regulations
4-1-4 The system of data analysis and performance indicators for decision support
4-1-5 Realization of full transparency
4-1-6 Formation of accountability centers and criteria for accountability
4-1-7 Refining procedures and mechanisms
4-1-8 Formation of a University advisory board
4-1-9 Development of administrative leaderships and a succession plan
4-1-10 Rooting female leadership in the University
4-1-11 Development of the administrative performance in female students' colleges and effectively liaison
with University units
4-1-12 Determination of complete criteria for contracting with expatriate faculty members
4-1-13 Automation of administrative processes
4-1-14 Assessment of job performance and motivation
4-1-15 Development of the systems and procedures of organizational fairness
4-1-16 Enhancement of job satisfaction and institutional loyalty
4-1-17 The ethical code for University employees
4-1-18 The institution of continuous planning (at the University level and its units)
4-1-19 Assessment of committees and councils and automating their operations
4-1-20 Development of the activities and services of public relations
4-1-21 Development of the University media
Projects
Strategy 4-2
Development of the Infrastructure for Information Technology and
Informatics to Support Institutional Performance
4-2-1 Benchmarking to evaluate internal and external informational performance
4-2-2 Development of the University web-site for the University and its units
4-2-3 Improvement of the University’s Spanish Web matrix ratings
4-2-4 Development of the communication networks between University units
4-2-5 Extending the opportunity for Internet use to all University employees wherever they are
4-2-6 Beefing up the policy for use of computer systems and equipment
4-2-7 Completing and upgrading the electronic systems of the University
4-2-8 Development of electronic management
4-2-9 Establishing a center for development of computer systems and programs
4-2-10 Development of a system of interactive participation among University employees
4-2-11 The system of decision support
4-2-12 Development of maintenance centers in the University and its units
4-2-13 Development of the information systems of University libraries
Projects started at the University level
Projects started in some units
• The intent of the Ministry of
Higher Education to
support and develop
institutional performance at
universities
• Existence of specialized and
highly efficient institutions
in the provision of training,
consultancy and support
services in the areas of
institutional performance
• Availability of branches of
the Ministry of Culture, the
media and local journals in
Qassim.
• Lack of an organizational guide to the University
• Ambiguity of some regulations and decisions
• Weakness of administrative communications and
relations inside the University
• Delays in the disbursement of financial claims
• Weakness of transparency and participation
• Weak participation of female leadership in
administrative tasks
• Inadequate IT equipment and systems in the
Ladies’ Section
• Poor performance by committees
• Mediocre maintenance services
• The fragmentary data and outputs of information
systems
• Weak utilization of information networks and
techniques in the University
• Low level of computerization of administrative
operations
• Weak public relations and University media
• The high prices of subscriptions to
information systems and programs
• The majority of the faculty are of the view that there is inadequate
information on policies and procedures (arithmetic mean of 2.7 out of 5).
• The majority of the faculty maintain that their participation in decision
making is weak (arithmetic mean of 2.4 out of 5).
• The level of communication between University units is average from the
point of view of the faculty (arithmetic mean of 2.9 out of 5).
• The work conditions at the University are average, as viewed by the
faculty, and need to be upgraded (arithmetic mean of 2.8 out of 5).
• From the point of view of non-teaching staff, one of the important
requirements of excellence for the University is an organizational
restructuring. This item came fourth in terms of importance.
32
Objective 5: Enhancement of Cooperation and Partnership with Local,
National and International Institutions
Projects
Strategy 5-1
Projects
Strategy 5-2
Projects
Strategy 5-3
Diversification of Cooperation and Partnership with Distinguished
Local, National and International Institutions
5-1-1 Benchmarking to determine the areas and priorities of cooperation and partnership in educational fields
5-1-2 Setting criteria and mechanisms for cooperation and partnership in educational programs
5-1-3 Cooperation and partnership in educational programs at the Bachelor level
5-1-4 Cooperation and partnership in educational programs at the graduate level
5-1-5 Agreements for scholarly and scientific exchange of students and faculty
5-1-6 Agreements with publishing companies to furnish university textbooks for students
5-1-7 Agreements to teach the English language to students
Diversification of Cooperation and Partnership with Distinguished
Local, National and International Research Institutions
5-2-1 Benchmarking to determine the areas and priorities of cooperation and partnership in research fields
5-2-2 Setting criteria and mechanisms for cooperation and partnership in research fields
5-2-3 Agreements for research exchange of faculty members
5-2-4 Research agreements with research centers.
Diversification of Cooperation and Partnership with Business
Organizations and the Local, National and International Community
institutions
5-3-1 Benchmarking to determine the areas and priorities of cooperation and partnership in the fields of
community services
5-3-2 Setting criteria and mechanisms for cooperation and partnership with business organizations and
community institutions
5-3-3 Partnership and cooperation with the business and industrial sectors
5-3-4 The establishment of an incubator for small projects in the University
5-3-5 Agreements with the local, national and international institutions of community work
5-3-6 Assessment of agreements for cooperation and partnership
5-3-7 Agreements of cooperation and partnership to utilize cooperative training effectively
Projects started at the University level
Projects started in some units
+
• Existence of agreements of
cooperation and partnership
at present
• University engagement in
cooperation and partnerships
• Existence of strong
relationships between some
University employees and
local, national and
international parties
• Existence of universities and
research institutions and
centers seeking to expand
globally through cooperation
and partnership
• Readiness of chambers of
commerce, businessmen,
charity organizations and
societies to engage in
cooperation and partnerships
• Attraction of international
universities to the Qassim
Region
• Willingness of publishing
companies to cooperate with
the University in the areas of
publishing and translation
• Lack of a University vision
regarding local, national and
international cooperation and
partnership
• Incompleteness of the administrative
apparatus for international
cooperation
• Non-application of cooperative
training programs in many colleges
• The weak website of the University
• Unawareness of some community
institutions of the importance of
partnership with the University and
its role in sustained development
From the viewpoint of faculty:
• The University's reputation is strong in the
government sector (arithmetic mean of 4.08 out of
5), the private sector (arithmetic mean of 3.81) and
civil community institutions (arithmetic mean of
3.86). The strong reputation enhances the
opportunities of cooperation and partnership with
these sectors.
• More international exchange of faculty is an
important requirement for the University to excel
from the point of view of the faculty and students.
This item came in third place as to its importance.
33
Objective 6: Building and Development of University Endowments, Diversification of Financial
Sources and Control of Expenditure
Projects
Strategy 6-1
Projects
Strategy 6-2
+
Expansion and Diversification in the Construction and Development
of University Endowments and other Financial Sources
• The high quality of budget
approval operations
• The intent of the University to
diversify income sources
6-1-1 The Investment Plan
6-1-2 Establishment of an organization specializing in endowment and investment management
6-1-3 Attraction and collection of endowment opportunities
6-1-4 Attraction and collection of financial sources, be they institutions or businessmen
6-1-5 Self-financing arising from the provision of University services
6-1-6 Establishment of the University Investment Company
• The intent of the Ministry of
Higher Education to allow
universities to diversify their
sources of finance
• The constant support lent by the
government to University
resources
• Establishment of endowments for
the University by some
institutions and businessmen
Expense Control and Budgetary Development to Enhance Efficiency
and Institutional Effectiveness
6-2-1 Expenditure plan
6-2-2 Development of mechanisms to involve different University units in determining their needs when
preparing the budget
6-2-3 Development of mechanisms to minimize financial waste
6-2-4 Refinement of financial procedures
6-2-5 Refinement of purchase mechanisms and procedures
6-2-6 Advocacy of cost accounting and managerial accounting systems for decision support
6-2-7 Refinement of budgeting systems
•
•
•
Projects started at the University level
Projects started in some units
• Nonexistence of research
endowments or chairs
• Non-existence of a plan to control
expenditures
• Non-existence of a plan for
financial incentives
• Weak transparency in financial
items
• Delays in disbursing financial
claims
• Non-availability of funding for
expatriates to participate in
international conferences
• The low quality of some purchase
operations
• The international financial
crisis and its effects on
liquidity and profitability
• The possibility of a
reduction in government
financial support in the
future
A large percentage of interested parties who have
participated in workshops approve the establishment of
endowments for the University.
A large percentage of interested parties acknowledge the
importance of establishing investment projects for the
University.
The endowments of Harvard University stood at $25.6
billion, those of KAUST University at roughly SAR10
billion, King Saud University's at around SAR1.5 billion
and King Fahd University's approached SAR 400 million.
Saudi universities are planning to increase their
endowments substantially in upcoming years.
34
Projects
Strategy 7-1
Objective 7: Completion, Development and Maintenance of Infrastructure
Development and Completion of University Infrastructure
7-1-1 A long-term plan for the University infrastructure
7-1-2 Assessment of the mechanisms for building infrastructure
7-1-3 Assessment and development of mechanisms for allocating projects to contractors
7-1-4 Construction of a residential area for University employees
7-1-5 Building the University hospital
7-1-6 Building headquarters for girls' colleges
7-1-7 Establishment of a scientific oasis
7-1-8 Construction of headquarters for supporting deanships
7-1-9 Construction of a club for University employees
7-1-10 Construction of new headquarters for the main library
7-1-11 Completion, readying and operation of stores
7-1-12 Completion and readying a residential area for students
7-1-13 Development of cultural and sport facilities in the University
7-1-14 Improvement and decoration of University facilities
+
• Availability of financial
support for projects of
infrastructure
• The high value of the
infrastructure projects of the
University which gives it a
strong negotiating position
• Availability of large open
areas of land at the
University
• The intent of the University
to support extracurricular
activities
• Availability of building and
construction companies
• Availability of large open
areas of land surrounding the
University
Projects
Strategy 7-2
Sustenance and Maintenance of Infrastructure
7-2-1 Assessment and development of facility maintenance operations
7-2-2 Assessment and development of maintenance operations for equipment
7-2-3 Assessment and development of cleaning operations
7-2-4 Assessment and development of a mechanism for allocating maintenance contracts
•
•
•
Projects started at the University level
Projects started in some units
• Sole focus on new projects
• Weak maintenance for existing
projects
• Inadequacy of maintenance and
cleaning services
• Absence of a comprehensive plan for
projects
• Low efficiency of maintenance
technicians
• Delay in completing projects,
especially the University hospital
• Low rate of student visits to the
main library
• Unattractiveness of the University
campus and its atmosphere to
University employees
• Lack of entertainment services at
the University
• Low efficiency of some building and
construction companies
One of the most important requirements for the
University to excel is the upgrading of the quality of
faculty. This is the view of the faculty members,
students and staff, who gave this item a relatively
high ranking.
Provision of equipment for the Colleges of Medicine,
Engineering, Business and Economics is according
to the international criteria of academic
accreditation. (Report by the international reviewers
to the University, 2009)
The hastening of the construction of the University
hospital is eagerly anticipated by several interested
parties in the local community of Qassim.
(Workshops, 2010)
35
Objective 8: Raising the Rates of Efficiency, Satisfaction and Retention of Human Resources
Projects
Projects
• The University's ability to
obtain faculty positions
• Availability of incentives
for Saudi faculty
• The University's ability to
beef up items of salaries,
remunerations and
compensations through
governmental support
• Enablement of female staff
to obtain training
8-1-1 Benchmarking for human resources
8-1-2 Long-term planning of human resources
8-1-3 Development of an information system for human resources
8-1-4 Development of a system of gathering, selecting and recruiting human resources (Saudi staff)
8-1-5 Development of a system of gathering, contracting with, and employing non-Saudi faculty
8-1-6 Attraction of distinguished visiting faculty members
8-1-7 Establishing societies that represent teaching staff members and employees.
8-2-1 Qualifying female leadership
8-2-2 Analysis of training needs
8-2-3 Assessment of qualification, training and development programs for human resources
8-2-4 A long-term plan for scholarships
8-2-5 Co-supervision of graduate studies programs, especially those of female students
Development of Mechanisms of Motivation, Satisfaction, Retention,
Benefits and Services
Strategy 8-3
8-3-1
8-3-2
8-3-3
8-3-4
8-3-5
8-3-6
8-3-7
Benchmarking of salaries, compensation and fringe benefits for non-Saudi faculty
Development of benefits and services available to University employees
Assessment of the promotion system for human resources
Refinement of the mechanisms of performance evaluation
Design of a unified and comprehensive system for motivating human resources
Advocacy and refinement of the mechanisms for achieving job satisfaction
Advocacy and refinement of the mechanisms of ensuring institutional loyalty
•
•
•
•
•
Projects started at the University level
Projects started in some units
• Weak performance assessment
• The tendency of University employee'
satisfaction to decline
• Inadequacy of training programs for
University employees
• Lack of analysis of training needs
• Lack of a clear-cut plan for scholarships
• Absence of job descriptions
• Lack of objectivity in some contractual
operations
• Attrition of faculty
• Lack of equality in compensation,
remunerations and incentives, especially
for expatriate faculty members
• Weakness of work relationships
• Availability of qualified faculty • Attraction of foreign employers to
• Availability of a highly
faculty members
committed administration
• The negative cultural influence on
• The support of the Ministry of
the behavior of employees
Higher Education for external
scholarships
• The existence of specialized
employment agencies for the
recruitment of faculty members
Development of Training, Qualification and Scholarship Processes
Strategy 8-2
Projects
+
Development of the Processes of Attracting, Gathering, Selecting and
Recruiting Human Resources
Strategy 8-1
Some employees believe that promotion decisions are not
characterized adequately by transparency. This view was held with
an arithmetic mean of 2.3 out of 5.
The nonexistence of strong work relations between the employees
and the University administration was perceived (arithmetic mean of
2.8 out of 5).
The strongest parties competing for qualified manpower are local
universities (24.3%), Arab universities (22.5%) and international
universities (19.8%).
The efforts made by the University to attract qualified faculty are
rated as average from the viewpoint of University faculty (arithmetic
mean of 3.2 out of 5).
There is no feedback on faculty performance. This view was
expressed by faculty members (arithmetic mean of 2.5 out of 5).
36
Strong correlation
Moderate correlation
Limited correlation
Objective Fields
Strategies and Projects
Strategy 1-1 Development of educational programs, plans, and syllabi according to the needs of the labor market,
community institutions and the requirements of quality and academic accreditation
A survey study of labor market and community needs
1-1-1
Benchmarking at the University, college and departmental levels in the areas of programs, plans and
1-1-2
syllabi
Description and determination of requirements for development of programs, plans and syllabi
1-1-3
Program quality and academic accreditation at the national level for all specializations and,
1-1-4
internationally, for some of them
Assessment of the Preparatory Year Program
1-1-5
Development of cooperative training and practical application programs
1-1-6
Cooperation and partnership in the areas of programs, plans and syllabi
1-1-7
Study and restructure of female student specializations in the light of community and labor market
1-1-8
needs
Development of educational programs in community colleges
1-1-9
Strengthening the mutual relationship between community colleges and the other University colleges
1-1-10
Description and development of learning outcomes in educational programs
1-1-11
Strategy1-2: Development of teaching and evaluation methods and support of learning sources and the educational
environment
Development and diversification of learning sources
1-2-1
Development and support of self learning
1-2-2
Assessment of teaching methods
1-2-3
Assessment of evaluation methods
1-2-4
Study and completion of requirements for the educational environment
1-2-5
E-learning
1-2-6
Increasing the attractiveness of libraries to students
1-2-7
Strategy 1-3: Reducing the numbers of students at the Bachelors degree level in specialties whose outputs are not in
high demand and expanding graduate studies in highly demanded specializations
Study and assessment of the feasibility of specialties in the University
1-3-1
Development of programs at the Bachelors degree level
1-3-2
Development of an organizational and procedural framework for graduate studies
1-3-3
Development of an information system of graduate studies
1-3-4
Determining community needs of graduate study research
1-3-5
Establishing mechanisms to link graduate study research to community needs
1-3-6
Development of graduate study programs
1-3-7
Projects
Projects
Projects
37
Strong correlation
Moderate correlation
Limited correlation
Objective Fields
38
Strategies and Projects
Projects
Projects
Strategy 2-1: Distinction in admission and registration operations
2-1-1 Description and development of the criteria of student selection
2-1-2 Development and automation of admission and registration procedures
2-1-3 Planning absorptive capacity
2-1-4 Strengthening the relationship between the University and general education
Strategy 2-2: Distinction in student performance and interactive processes in the educational
environment
2-2-1 Improving student academic performance
2-2-2 Study and assessment of academic attrition
2-2-3 Paraphrasing an ethical code for students
2-2-4 Enhancement of student satisfaction and loyalty
2-2-5 Motivation of outstanding and innovative students
2-2-6 Establishment of a unit of voluntary work for students
Strategy 2-3: Excellence in student services
Projects
Development of student affairs services
Payment of attention to special needs students
Development of extra-curricular activities
Establishment and development of student societies and the mechanisms for student
2-3-4
representation
2-3-5 Development of counseling services for students
2-3-6 Management of relations with guardians
Strategy 2-4: Excellence in post-graduation services
Projects
2-3-1
2-3-2
2-3-3
2-4-1
2-4-2
2-4-3
2-4-4
2-4-5
Jobs and Student Product Exhibition. (Career Day)
Alumni databases
Alumni club
Rehabilitation and training programs for graduates
Qualifying for scholarships
Strong correlation
Moderate correlation
Limited correlation
Objective fields
Strategies and Projects
39
Projects
3-1-6
3-1-7
3-1-8
3-1-9
3-1-10
3-1-11
3-1-12
3-1-13
3-1-14
3-1-15
Benchmarking to develop research performance at the University
Determining community needs for applied research
Motivation of applied research activities
Development of research centers at the University
Development and diversification of refereed research journals at the University
Development of the performance of colleges and departments at conferences and
symposia
Development of publication and translation activities
Encouraging publication in distinguished scientific journals
Protection of intellectual rights for researchers
Marketing scientific research products
Attraction and retention of outstanding researchers
Setting a comprehensive mechanism for selection and financial support of research work
Training students in research skills
Development of research support services for University employees
Effective utilization by the faculty members and students of the electronic sources of
knowledge
Projects
Strategy 3-2 Establishment of an expertise center for research and sustained local development
3-2-1
3-2-2
3-2-3
3-2-4
3-2-5
3-2-6
3-2-7
Establishment of a scientific center for sustained local development
Determination of the requirements and priorities of sustained development in Qassim
Determining the comparative advantages of the Qassim Region
Financing of the scientific center for sustained local development
Preparation of a research plan for the scientific center of sustained local development
Setting quality criteria for work completion at the scientific center for sustained local
development
Directing graduate student research towards serving the objectives of sustained local
development
Strategy 3-1: Development of applied research performance at the University
3-1-1
3-1-2
3-1-3
3-1-4
3-1-5
Strong correlation
Moderate correlation
Limited correlation
Objective fields
Strategies and Projects
Strategy 3-3: Development and diversification of community services
Development of community and cultural services and activities
Development of consultation services
Development of training services
Development of continuing education services
Enhancement of community services provided to women
Enhancement of the contributions of female University employees in community service
3-3-6
activities
Strategy 3-4: Diversification of sources of scientific research financing
3-4-1 Planning the sources of scientific research financing
3-4-2 Establishment of research chairs
3-4-3 Establishment of a research endowment
Strategy 3-5: Establishment of a variety of cooperation and partnership relationships in the field of
applied research with community institutions and business organizations
3-5-1
A research database to support applied research in sustained development
3-5-2
Representation of community strata in University councils
3-5-3
Motivation of University employees to participate in community service activities
Strategy 4-1: Development of administrative and institutional performance
4-1-1 Institutional academic accreditation
4-1-2 Development of administrative organization at the level of the University and its units
4-1-3 Development of systems and regulations
4-1-4 A system of data analysis and performance indicators for decision support
4-1-5 Ensuring of full transparency
4-1-6 Formation of accountability centers and accountability criteria
4-1-7 Development of purchasing procedures and mechanisms
4-1-8 Formation of a University advisory board
Projects
Projects
Projects
Projects
3-3-1
3-3-2
3-3-3
3-3-4
3-3-5
40
Strong correlation
Moderate correlation
Limited correlation
Objective Fields
Strategies and Projects
41
Projects
Projects
Development of an administrative leadership and succession plan
Encouragement of female leadership at the University
Development of administrative performance at female student sections and effectively
4-1-11
utilizing communications with University units
4-1-12 Setting comprehensive criteria for contracting with expatriate faculty members
4-1-13 Automating administrative operations
4-1-14 Assessing job performance and motivation
4-1-15 Development of systems and procedures of organizational fairness
4-1-16 Enhancement of job satisfaction and institutional loyalty
4-1-17 An ethical code for University employees
4-1-18 Institution of continuous planning (at the University level and its units)
4-1-19 Assessing committees and boards, and managing and automating their operations
4-1-20 Development of the activities and services of public relations
4-1-21 Development of University media
Strategy 4-2: Development of the infrastructure for information technology and informatics to support
institutional performance
4-2-1 Benchmarking to evaluate internal and external information performance
4-2-2 Development of the websites of the University and its units
4-2-3 Improving the University’s rank in the Spanish Web matrix ratings
4-2-4 Development of communication networks between University units
4-2-5 Increasing the access to the Internet for University employees everywhere
4-2-6 Development of the policy of using computer systems and equipment
4-2-7 Completion and development of University electronic systems
4-2-8 Development of electronic administration
4-2-9 Establishment of a center for development of computer programs and systems
4-2-10 Development of a system of interactive participation among University employees
4-2-11 A system for decision support
4-2-12 Strengthening of University maintenance centers and their units
4-2-13 Development of the information systems of University libraries
4-1-9
4-1-10
Strong correlation
Moderate correlation
Limited correlation
Objective Fields
Strategies and Projects
Projects
Projects
Strategy 5-1: Diversifying cooperation and partnerships with distinguished educational institutions locally,
nationally and internationally
Benchmarking to determine the areas and priorities of cooperation and partnerships in educational
5-1-1
fields
Setting criteria and mechanisms for cooperation and partnerships in educational programs
5-1-2
Cooperation and partnerships in educational programs at the Bachelors degree level
5-1-3
Cooperation and partnerships in educational programs at the graduate level
5-1-4
Agreements for scientific exchange of students and faculty members
5-1-5
Agreements with publishing companies to publish textbooks for students
5-1-6
Agreements to teach the English language to students
5-1-7
Strategy 5-2: Diversification of cooperation and partnerships with local, national and international distinguished
research institutions
Benchmarking to determine the areas and priorities of cooperation and partnerships in research fields
5-2-1
Setting criteria and mechanisms for cooperation and partnerships in research fields
5-2-2
Agreements for exchange faculty members to do research
5-2-3
Research agreements with research centers
5-2-4
Strategy 5-3: Diversification of cooperation and partnerships with business organizations and community
institutions at the local, national and international levels
Benchmarking to determine areas and priorities of cooperation and partnership in the fields of
5-3-1
community services
Setting criteria and mechanisms for cooperation and partnerships with business organizations and
5-3-2
community institutions
Partnerships and cooperation with the business and industrial sector
5-3-3
Establishing a unit for sponsoring small projects at the University
5-3-4
Agreements of community work with local, national and international institutions
5-3-5
Assessment of agreements of cooperation and partnership
5-3-6
Agreements of partnership and cooperation to utilize cooperative training effectively
5-3-7
Strategy 6-1: Expansion and diversification through building and development of the University endowments and
other sources of finance
The Investment Plan
6-1-1
Establishment of an organizational unit that is specialized in managing endowments and investments
6-1-2
Attraction and collection of endowment opportunities
6-1-3
Attraction and collection of financial opportunities, whether they come from institutions or
6-1-4
businessmen
Self financing arising from services provided by the University
6-1-5
Establishment of the University Investment Company
6-1-6
Projects
Projects
42
Strong correlation
Moderate correlation
Limited correlation
Objective Fields
43
Strategies and Projects
Projects
Strategy 6-2: Controlling expenditure and refinement of the budget to raise institutional efficiency and
effectiveness
6-2-1
6-2-2
6-2-3
6-2-4
6-2-5
6-2-6
6-2-7
The Expenditure Plan
Development of mechanisms for University units to determine their needs on budget preparation
Development of mechanisms to minimize financial waste
Development of financial procedures
Development of purchase mechanisms and procedures
Advocacy of cost accounting and managerial accounting systems of decision support
Refinement of budgetary systems
Projects
Projects
Strategy 7-1: Development and completion of the University infrastructure
7-1-1 A long-term plan for infrastructure at the University
7-1-2 Assessment of mechanisms for building infrastructure
7-1-3 Assessment and refinement of mechanisms of allocating projects to contractors
7-1-4 Constructing a residential area for University employees
7-1-5 Building the University hospital
7-1-6 Establishing headquarters for Girls' colleges
7-1-7 Construction of the Scientific Oasis
7-1-8 Construction of headquarters for supporting deanships
7-1-9 Establishing the University employees club
7-1-10 Building a new headquarters for the main library
7-1-11 Completion, preparation and operation of stores
7-1-12 Construction and preparation of a residential area for students
7-1-13 Development of cultural and sport facilities at the University
7-1-14 Improvement and decoration of University facilities
Strategy 7-2- Support and maintenance of the infrastructure
7-2-1
Assessment and development of facility maintenance operations
7-2-2
Assessment and development of maintenance operations of equipment
7-2-3
Assessment and development of cleaning operations
Assessment and development of mechanisms for allocation of maintenance operations to
7-2-4
contractors
Strong correlation
Moderate correlation
Limited correlation
Objective Fields
Strategies and Projects
Projects
Projects
Projects
Strategy 8-1: Refinement of the processes of attracting, gathering, selecting and recruiting human
resources
8-1-1 Benchmarking for human resources
8-1-2 Long-term planning of human resources
8-1-3 Development of an information system of human resources
Development of a system for attracting, selecting and recruiting human resources (Saudi
8-1-4
manpower)
Development of a system for attracting, contracting with, and employing non-Saudi
8-1-5
faculty
8-1-6 Attraction of distinguished visiting faculty members
8-1-7 Establishment of societies to represent faculty members and employees
Strategy 8-2: Development of the processes of qualification, training and scholarships
8-2-1 Qualification of female leadership
8-2-2 Analysis of training needs
8-2-3 Assessment of programs of qualification, training and development of human resources
8-2-4 A long-term plan for scholarships
8-2-5 Joint supervision for graduate programs, especially programs for ladies
Strategy 8-3: Strengthening the mechanisms of motivation, satisfaction, retention, benefits and services
8-3-1 Benchmarking for salaries, compensation and benefits for non-Saudi faculty
8-3-2 Improving benefits and services offered to University employees
8-3-3 Assessing the promotion system for human resources
8-3-4 Development of mechanisms of performance evaluation
8-3-5 Design of a comprehensive and unified system for motivating human resources
8-3-6 Advocacy and development of mechanisms for realization of job satisfaction
8-3-7 Advocacy and development of mechanisms for realization of institutional loyalty
44
Basic Criteria for the Determination of Fields of Excellence:
•
•
•
•
•
•
•
The Most Notable Scientific Fields in which
Qassim University Seeks to Excel
during the Years of the Plan
Scientific Field
College of
Medecine
College of
Dentistry
Field Ranking
(according to
interested parties
including
businessmen and
employers)
Faculty
Members
(current
members)
1
Professor=19
Associate = 21
Assistant =60
Professor=16
Associate = 3
Assistant =8
Scientific
Research
Projects
Scientific
Prizes
Graduate Study Programs
(current and expected)
The views of interested parties and labor market needs
Qualifications and efficiency of faculty members
Quality of instruction
Research-work quality
Achievement of academic accreditation
Quality and demand for services provided to the community
Leaders and experts in higher education
Most Notable Services Provided
to the Community
(current and expected)
Basic Foundations for Realizing and
Assuring Distinction
(completed)
73
-Masters of Medical
Education
(anticipated)
- Masters of Biomedical
Science (anticipated)
-Masters of Community
Medicine
(anticipated)
-Masters of Public
Health (anticipated)
-Masters of Dental
Prostheses
(anticipated)
-Masters of Preventive
treatment
(anticipated)
-Masters
of
Orthodontics
(anticipated)
-
Follow up and detection
of diseases and health
problems in Qassim
- Undertaking of research
projects to study diseases
and health problems in
Qassim
Provision of various
med-ical and curative
services
- Contribution to educational
and
training
programs in cooperation
with the Ministry of
Health
- Participation in health
enlightenment and prophylactic services in
Qassim
- Direction of student
research projects towards
community service
- Striving to refine the educational
process and find solutions to all
pertinent problems
- More effective use of e-learning.
- Design
of
interdisciplinary
educational programs
- Attraction and retention of highly
qualified faculty members
- Partnerships with medical schools
in distinguished universities
- More admissions of international
students
- Development and expansion of the
idea
of
student
research
conferences and introducing it to
medical colleges
- Establishment of research chairs in
specialized medical fields
- Establishment
of
special
endowments to support scientific
research in targeted medical fields
- Establishment of 3 centers of
excellence in targeted medical
fields
45
Scientific Field
Field Ranking
(according to
interested parties
including
businessmen and
employers)
Faculty
Members
(current
members)
Scientific
Research
College of
Pharmacology, also
Modern Health
Colleges: College of
-Master
of
Medical
Laboratories
(anticipated)
-Master
of
Optics
(anticipated)
-Master of Radiation
Technology
(anticipated)
Professor=3
Associate = 2
Assistant =10
9
- Master programs in
two of the following
fields:
Industrial
Pharmacology,
Therapeutics,
Toxicology
Professor=17
Associate = 19
Assistant =15
30
-Master
of
Energy
Engineering
(anticipated)
-Master of
Communication
Engineering
(anticipated)
-Master of Industrial
Engineering
(anticipated)
-Master of Construction
(anticipated)
Nursing: College of
Health Informatics,
College of Medical
Qualification, College
of Applied Health
Science
2
College of
Engineering in
addition to the
newly established
college of
Architecture and
Planning
Graduate Studies Programs
(current and expected)
(completed)
Professor=5
Associate = 3
Assistant =18
College of
Applied Medical
Sciences
Scientific
Prizes
Most Notable Services Provided
to the Community
(current and expected)
Basic Foundations for Realizing and
Assuring Distinction
(Continued)
(Continued)
- Provision of medical
services through the
University hospital and
specialized clinics (anticipated)
- Provision of training
programs for engineers
and technicians in Qassim
- Provision of engineering
consultative services to
the University and the
community
- Articulating solutions for
the problems encountered
by
the
Qassim
Governorship,
engineering
companies
and citizens in the region
- Provision of services to
check
and
inspect
buildings and
public
facilities (anticipated)
- Provision of services in
the fields construction and
design (anticipated)
- Holding no less than 8 scientific
conferences
- Striving to refine the educational
process and to find solutions to all
pertinent problems
- More effective use of e-learning.
- Designing
inter-disciplinary
educational programs
- Attracting and retaining highlyqualified faculty members
- Partnerships with colleges of
engineering
in
distinguished
universities
- More admissions of international
students
- Obtaining
international
accreditation and retaining it
- Establishing two research centers of
excellence in targeted engineering
fields
- Holding at least 3 conferences
46
Scientific
Field
Field Ranking
(according to
interested parties
including
businessmen and
employers)
Faculty
Members
(current
members)
Scientific
Research
Scientific
Prizes
(completed)
97
3
College of
Islamic
Studies
4
College of
Economics
and
Business
Professor=6
Associate = 8
Assistant =4
26
Graduate Studies
Programs
(current and
expected)
Most Notable Services Provided
to the Community
(current and expected)
Basic Foundations for Realizing and Assuring
Distinction
-Master
of
Comparative
Jurisprudence .
-Master of Holy
Quran and Its
Studies.
-Master
of
Foundations of
Jurisprudence.
- Master of Islamic
Faith.
-Providing the services of
teaching jurisprudence.
- Offering programs of
religious guidance
-Offering religious advisory
opinions (or ifta)
-Providing
specialized
religious
consultative
services to various social
sectors
- Authoring religious books
and articles
- Participating in societies
and official religious
activities
-Development of the educational process with
special emphasis on scientific, critical and
innovative thinking and communication skills
-Application of the criteria for academic
accreditation
-Attracting and retaining highly-qualified faculty
members
-Partnerships with the colleges of jurisprudence
-Contributing in setting criteria for academic
accreditation in fields of Islamic studies
-Increasing admissions of international students
-Restructuring college specializations according to
labor market needs
-Establishing two centers of excellence in targeted
Islamic and jurisprudence fields
-Holding two conferences at least
-Providing administrative
consultancies to the
University
-Holding symposia, training
programs and workshops in
business and economic fields
-Providing specialized
consultations in the areas of
business and economics
-Preparing
studies
about
investment opportunities in
Qassim (anticipated)
-Offering training programs and
consultations to pose Qassim
as an investment-supporting
region (anticipated)
-Provision
of
institutional
development,
strategic planning, human
resources and marketing
capabilities promotion
services (anticipated)
-Development of the educational process, with
special emphasis on scientific, critical and
innovative thinking, while striving to promote
leadership and communication skills
-Development of the Preparatory Year and
satisfying the criteria of quality in education
- Application of the criteria of international
academic accreditation with a view to obtaining
it in five years' time
-Designing interdisciplinary educational
programs
-Enhancement of applied research skills of
students generally and graduate students in
particular and linking their research effort to the
needs of theQassim region
-Attracting and retaining highly-qualified
faculty members
- Partnerships with the colleges of business and
economics
- Increasing admissions of international students
- Establishing two research centers for
excellence in targeted fields of business and
economics
- Organizing 3 conferences at least
2
-Master
of
Business
Administration
- Executive Master
of
Business
Administration
(anticipated)
-Master
of
Accounting
(anticipated)
-Master
of
Economics
(anticipated)
-Master
of
Finance
(anticipated)
47
Scientific
Field
Field Ranking
(according to
interested parties
including
businessmen and
employers)
5
College of
Agriculture
and
Veterinary
Medicine
Faculty
Members
(current
members)
Scientific
Research
Professor=45
Associate =
21
Assistant =10
96
Scientific
Prizes
(completed)
Graduate Studies
Programs (current
and expected)
2
-Master of Plant
Protection.
-Master of Plant
Production
-Master
of
Veterinary
Medicine
-Master of Food
and
Human
Nutrition
-PhD.
in
Veterinary
Medicine
(anticipated).
-PhD. in Plant
Protection
(anticipated)
Most Notable Services Provided
to the Community (current and
expected)
Basic Foundations for Realizing and Assuring
Distinction
-Provision of plant clinical
services to diagnose
diseases and pests for
farmers and companies
-Provision of miscellan-eous
veterinary services,
particularly for camels
and horses
-Provision of agricultural
consultancy, especially in
planting and protecting
date palms
-Providing consultancy
services in the field of
agriculture and sheltered
farming in particular
-Offering programs for
enhancement of
agricultural and
veterinary awareness
-Holding specialized training
programs in agriculture
and veterinary medicine
-Organizing workshops in
the field of date palm
pesticides and the optimal use of chemicals
-Organizing workshops
about the characteristics
of agricultural
environment in Qassim
and how to utilize it
(anticipated)
- Development of the educational process
with special emphasis on scientific,
critical and innovative thinking
- Thorough application of the criteria of
academic accreditation
- Restructuring the college
according to labor market needs,
including renaming the college using
more modern names such as "Bio
science" and the like
- Making partnerships with the private
sector in the field of food industries
(training and investment)
- Attracting and retaining highly-qualified
faculty
- Partnerships with colleges of agriculture,
veterinary medicine and bioscience
- Increasing admissions of international
students.
- Establishing an endowment for date
plants and another for camels
- Establishing 3 research chairs
- Organizing 3 conferences at least
48
Distinguished Scientific Fields
First Five Year Plan
2010 - 2015
Second Five Year Plan
2015 - 2020
49
‫ ا‬$‫<آ‬
Basic Criteria for
Determination
of Field of Distinction
The Five Fields *
of Distinction
Medical
Engineering
Islamic Studies
Business and Economics
Agriculture
Veterinary Medicine
Assuring distinction
•
•
•
•
Other Potential Scientific Fields **
•
•
•
Science
Computer
Remaining fields
•
•
Potential excellence
(assuring quality)
•
The views of interested
parties and labor market
needs
Qualification of faculty
Teaching quality
Research quality
Obtaining academic
accreditation
Quality of, and demand for
services provided to the
community
Leaders and experts in
higher education
* According to stakeholders' ranking
** According to stakeholders' ranking, the field of Science came in 6th place, while Computer ranked 7th
Distinguished Fields
Basic Foundations for Assuring the Implementation of the Strategic Plan of Qassim University
To raise quality and
educational
excellence and to
improve institutional
performance
To support and
realize local
development in
Qassim
To develop the
university's financial
resources and
support cooperation
and partnerships
Developing
•The
The University's faith in quality and
•excellence
excellence as an organizational culture
and an institutional value
•Fostering
Fostering a work environment
conducive to quality and excellence
•Attracting,
Attracting, retaining and motivating
qualified staff
• The University's faith in its developmental
• Role and its ability to contribute in working
out an ambitious developmental vision for
Qassim.
• Exploring available opportunities for the
University in local development
• Enhancing the research capabilities and of
the university and consolidating the bases
for applied research
•Laying
Laying the foundations for establishing
endowments and investment
•The
The university's faith in the importance
of partnerships and cooperation
•Setting
Setting strict criteria and a solid bases for
realizing mutual benefits for all parties
To prepare and enlighten interested parties in and outside
the university about the requirements and dimensions of
the change resulting from the Strategic Plan
•Completing
Completing organizational units in the fields of
quality and excellence to include the following
units: Academic Development, Quality and
Accreditation, Strategic Planning, Budget and
Planning, E-learning and Distance
Learning, Information Technology and Informatics
.
.
organizational units in
the fields of quality
and accreditation to a
full agency for the
university in the fields
of
development, quality
and accreditation
.
•Initiating
Initiating an organizational unit in the field of
local sustained development
• More effective use of the institute of
research studies and consultations
•Initiating
Initiating an organizational unit in the field of
endowment and investment
•Upgrading
Upgrading the performance of the unit of
cooperation and partnership
Establishing the
University's
investment company
•Organizing
Organizing training programs at all levels in the fields of
strategic planning, following, assessing and implementing
strategic plans and changing management and project
management
50
51
The Strategic Plan of Qassim University
Qassim University
www.qu.edu.sa