Summary of The Strategic Plan - Islamic University

Kingdom of Saudi Arabia
Ministry of Higher Education

Islamic University of Medina
Summary of the Strategic Plan of the

Islamic University of Medina
1432/1433AH - 1436/1437AH
3102 Summary of the Strategic Plan- Islamic University of Medina
In the name of Allah, the most

Gracious, the most Compassionate
2
Table of Contents
Topic Page
Table of Contents 3
Foreword by the University President 4
Introduction 6
The Executive Summary 7
Introducing the Islamic University 10
Origination 10
University faculties and supportive deanships 10
Centers and the University students 11
Methodology of Preparing the Strategic Plan 18
First: Forming the committee and team to prepare the plan 18
Second: Analytical Surveys 19
Analysis of the internal and external environments of the University (SWOT
analysis) 32
Leading strengths 32
Leading weaknesses 32
Leading opportunities 32
Leading challenges and threats 33
Collection of available data, information and documents for the formulation
and preparation of the elements of the plan 33
Fourth: The vision and mission of the University 33
Fifth: Development and formulation of values, priorities, and strategic
objectives of the University 36
Sixth: Preparation of detailed objectives 40
Seventh: Projects 40
The University priorities during the years of the plan 40
Strategic objectives 43
Detailed objectives 44
Projects and schedule 47
3
Foreword by His Excellency, the University President

All praise is due to Allah, the Lord and Cherisher of the universe. May
His peace and blessings be upon the noblest of prophets and
messengers, our Prophet Muhammad, his family and companions.
There is no gainsaying the fact about the importance and role of
strategic planning in improving the performance of an institution and in
assisting it to identify its current situation and potential future, probe
for the strengths and weaknesses, and to define its future vision clearly
and precisely.
In light of the rapid developments and manifestations of the
tremendous progress taking place in local and international institutions
of higher education and under the great attention paid by the
government of the Custodian of the Two Holy Mosques King Abdullah
bin Abdul Aziz - may Allah protect him - and his Crown Prince, in their
permanent and enduring nurturing of education, and their unlimited
support for its institutions, it became incumbent on the Islamic
University of Medina to keep pace with all that by developing a
strategic plan to diagnose its reality, shape its future, define its strategic
priorities and objectives that will place it – by the will of Allah - in its
rightful position among the distinguished and leading universities,
locally and globally.
I am profoundly pleased to present this Strategic Plan of the
Islamic University 1432/1433AH -1436/1437AH whose preparation
began earlier before now, and in which great efforts were exerted
involving several meetings, workshops and preparation of multiple
analytical studies.
On this occasion, I extend my sincere thanks and appreciation to
His Excellency the Minister of Higher Education Dr. Khalid Al-
Anqary, for the support he gives to the university in all that promotes it
and actualize its goals.
I would also like to extend my sincere thanks and gratitude to His Royal
Highness Prince Abdul-Aziz bin Majid bin Abdul-Aziz Al Sa’ud,
Governor of Medina for his blessed efforts in the service of Medina
Region in general, and the Islamic University in particular.
4
In the same vein, I also thank the University’s Vice President for
Development, Vice President of the Supervisory Committee for
preparing the plan Prof. Ibrahim bin Ali Al-‘Ubaid, members of the
Supervisory Committee and the team in-charge of preparing the plan
for their immense effort and inexorable hard work to accomplish this
plan and present it as required.
To them all I give my deep thanks. I further sincerely wish them every
success and prosperity. May Allah place their efforts in their balance of
good deeds. The end of our invocation is praise be to Allah, the Lord
and Cherisher of the worlds.
The University President
Prof. Muhammad bin Ali Al-‘Uqla
5
Introduction
Under the rapid developments that have occurred and still occur in higher
education locally and globally, and with the great attention and importunate care
of the government of the Kingdom of Saudi Arabia for higher education; it
became imperative that the quality and outputs of education should be a key
element for the success of various universities and institutions of higher
education.
Hence the importance of strategic planning, and its role in giving those managing
the institution a clear vision, and to enable them to develop a clear and specific
future vision for their institution. It is the correct and dependable starting point for
achieving the set objectives, far away from personal wishes and
conscientiousness.
The Strategic Plan describes the institution's vision, mission, the values that
govern its performance and practices, and the strategic and detailed objectives it
seeks to achieve during the years of the plan.
Based on the belief of the supreme leadership of the Islamic University of Medina,
in its great mission and lofty goals for which it was established, it felt the necessity
to prepare a five-year strategic plan that looks forward to its future and determines
its priorities and objectives which it aspires to achieve in order to reach its rightful
place in the ranks of distinguished universities locally and globally.
The preparation team of the strategic plan is hereby pleased to present the strategic
plan of the Islamic University 1432/1433 AH - 1436/1437 AH, imploring Allah
the most High, to make this work earn His satisfaction and acceptance in the first
place and then the admiration of the University employees who are the basis and
fabric of this plan.
On this occasion, the team gives sincere thanks and appreciation to the
supervisory committee of the plan’s preparation headed by the University
President, His Excellency/ Prof. Muhammad bin Ali Al-‘Uqla, that was a sound
observer, counselor and supportive guide for the team to accomplish its tasks
properly.
We ask Allah to make all of our deeds exclusively devoted to seeking His noble
Countenance. The end of our prayer is praise be to Allah, the Lord and Cherisher
of the worlds.
Preparation Team of the Strategic Plan
6
The Executive Summary
This summary presents the elements covered by the

Strategic Plan and it consists of two main parts:
First:
Theoretical and methodological framework of the plan.
Second:
1432/1433AH - 1436/1437 AH Strategic Plan of the Islamic University.
Besides these two, another section has also been dedicated for the plan’s
appendices.
The first part consists of nine elements:
Foreword of the President of the Islamic University, His Excellency/ Prof.
Muhammad bin Ali Al-‘Uqla, followed by the introduction and then this
Executive Summary. Coming after that is a brief introduction of the Islamic
University: Its origination, objectives, colleges, supporting deanships, its different
departments and centers, its members including academic and non- academic staff
and students. The fifth element discussed about the approach and methodology
adopted in the preparation and construction of this plan.
Elements from the sixth to the ninth studied and analyzed the following points:
First:
Future Trends in Higher Education Locally and Globally.
The study and analysis of this subject could identify the local and global trends in
higher education and the procedures to be adopted and taken into account by the
University in its strategic plan to keep pace with these trends.
Second:
Study and analysis of the reality of a number of local and international
universities
To conduct benchmarking for the purpose of knowing the position of the Islamic
University amongst these universities, some universities were selected according
to specific criteria. The process of comparison included several aspects viz:
authority and management, the educational process, libraries, funding and alumni.
Third:
Study and analysis of the needs of relevant authorities at the university
(university partners)
This study has identified the internal partners of the university namely: teachers,
non-academic staff, students, and the external partners viz: ministries,
departments, and governmental and private institutions related to the university,
its services and outputs. As part and parcel of the results of this study, a list of
needs and services which the university partners wish to be rendered to them, were
determined and taken into account in the University's strategic plan.
7
Fourth:
Analysis of the internal and external environments of the University using
the fourfold analysis known as (SWOT analysis), which resulted in the
identification of a list of strengths, weaknesses, opportunities, threats and risks
facing the university in the coming years; in order to take all these points into
account in the University's strategic plan.
These surveys and analytical studies gave the plan’s preparation team and the
supervising committee a clear illustration of the reality of the University and its
current situation. This also paved way for identifying the University's vision,
mission and values that should be adopted to govern its performance and
priorities, and its strategic and detailed objectives for the next five years.
Henceforth, we are moving to the second part of the plan, which consists of nine
elements as follows:
The University Vision

To be a distinguished, global and leading beacon of Islamic and Arabic sciences
and other fields of knowledge.
The University Mission

It is a Saudi Arabian educational institution with global message in education,
scientific research and community service, in Islamic legal and Arabic sciences
and other sciences, based on world-class standards and technology and quality
outputs that will contribute to spreading the eternal message of Islam right from
the Holy City of Allah’s Apostle to serve the local and global community.
Values
The set of values that govern the activities and practices of the University
are:
Seeking reward from Allah alone
Universality
Quality and excellence
Moderation
Justice (Equity)
Partnership
Transparency
Creativity and innovation
The University has about forty priorities in the next five years, including the
following:
8
 Fulfilling the institutional accreditation requirements, and having an early

initiative to develop a plan for getting local and international academic
accreditation for all programs.
 Achieving suitable positions for the University in the world's most
prestigious rankings.
 Completing the processing of new colleges, infrastructure and supporting
facilities needed by the University and its members in light of the actual
needs of the labor market.
 Providing all services for the University employees and improving upon
the standard of services being offered currently.
 Increasing the number of scholarships to meet the needs of existing and
new colleges.
 Reviewing the compatibility of the outputs of existing and new programs
with the requirements of the labor market, and to take corrective measures
in light of that review, while maintaining the consolidation of knowledge.
 Expanding applied research and establishing partnerships with relevant
government and private sectors in this field.
 Creating a network of relationships with global universities and research
centers in order to provide distinctive programs in the areas of teaching and
research, and the possibility of opening branches or centers of the
University in other countries.
 Encouraging cooperation toward the concept of "Cross-disciplines" among
the university colleges, and within the same college.
 Building stronger relationships with local and regional bodies with
common interests to cooperate in conducting priority researches for the
Kingdom.
The strategic objectives of the University in the next five years are:
1) To enhance the university's reputation locally and globally.
2) To improve the quality of the University’s output.
3) To develop and promote scientific research in quantity and quality.
4) To promote cooperation and strengthen relations between the University and
the local and global community.
5) To raise the institutional performance efficiency of the University.
6) Development and diversification of University resources.
7) Expansion of University facilities and infrastructure in a manner commensurate
with the expansions in programs and services.
9
 Detailed objectives for each of the strategic objectives of the University,

reached a total of twenty-nine detailed goals.
 Projects that will be implemented to achieve those detailed objectives
during the years of the plan, reached one hundred and thirty-nine projects.
 The eighth element of the schedule has been devoted for the
implementation of the Strategic Plan.
 While the ninth and final element of this second part was devoted to clarify
and explain the system for monitoring the implementation of this strategic
plan, which will be based on two fronts, namely:
• A supreme committee to follow up the implementation of the plan.

• A Strategic Planning Unit after having been activated and supported.
The system has defined the functions of each party and the procedures and
mechanisms to be taken to ensure the implementation of this plan.
Introducing the Islamic University

Origination
Islamic University of Medina was established based on the Royal Order No. 11
of 25/03/1381AH
Objectives for founding the Islamic University:
1 – To disseminate the eternal message of Islam to the world through propagation
and undergraduate and postgraduate education.
2 – To inculcate and develop the Islamic spirit and to deepen practical religiosity
in the life of the individual and society, based on the dedication of worship to
Allah and strict adherence to the teachings of the Messenger of Allah (may the
blessings and peace of Allah be on him).
3 – Preparation, translation, publication and promotion of scientific research, in
the domains of Islamic and Arabic sciences in particular, and other sciences and
branches of human knowledge needed by the Muslim community in general.
4 – To educate enrolled Muslim students from various parts of the world, and to
build scholars specialized in Islamic and Arabic sciences and religious jurists well
furnished with the science and knowledge that qualify them to propagate Islam
and solve the problems being faced by Muslims in both religious and mundane
affairs in light of the Qur’an, Sunnah and practices of the Rightly Guided
Ancestors.
5 – Collection, preservation, investigation and publication of the Islamic heritage.
6 – To establish and cement scientific and cultural ties with universities, academic
bodies and institutions in the world for the service of Islam and achievement of
its objectives.
10
In 06/04/1414AH a Royal Decree, No. M/8, was issued in approval of the Council
for Higher Education and University System, including the existing universities
among which was the Islamic University of Medina and other universities that
may come up later.
Faculties:
At present, the Islamic University, embodies the following faculties:
(1) Faculty of Shari’ah (Islamic Law).
(2) Faculty of Da'wah and the fundamentals of Islam.
(3) Faculty of the Holy Quran and Islamic Studies.
(4) Faculty of Arabic Language.
(5) Faculty of Hadith and Islamic Studies.
(6) Institute of Teaching Arabic to non-native speakers.
New Faculties:
Faculties of Computer, Engineering and Science.
Faculties of Medicine and Pharmacy.
Faculty of Applied Medical Sciences.
There are also some institutes, intermediate and secondary schools, subsidiary to
the University and serve the pre-university stage whereby intermediate and high
school certificates are granted to enable the graduates to join the various
university faculties. These institutes are:
 Secondary Institute.
 Intermediate Institute.
 Dar Al-Hadith in Medina.
 Dar Al-Hadith in Makkah.
Supportive Deanships:
In addition to the previous faculties, the University embodies a number of
deanships, namely:
ship of Postgraduate Studies.
ship of Admission and Registration.
ship of Student Affairs.
and Administrative Development
ship of Alumni Affairs.

Quality and Accreditation.
11
of Research and Advisory Studies.
Centers:
At the University, there is a good number of centers that provide services to
achieve the University's aspirations with respect to its objectives, namely:
Center for the Service of Sunnah and Prophetic Biography.
Center for Documentation and Archives
Center for Skill Development
Student Counseling Center
Recommended Centers:
1) Centre for Statistics and Strategic Studies.
2) Centers for Research Excellence in the Deanship of Scientific Research.
3) Centers for specialized scientific research in the educational institutions.
4) Talent and Creativity Care Center.
The University Students:

Students enrolled in the last five years until 1431/1432 AH
Faculties Institutes &
Postgraduate Gran
Academic Year Da'wah & Holy Arabic High
Shari’ah Hadith studies Tota
Theology Qur’an language schools
1427/1428AH 3535 556 320 535 813 785 3302 557
1428/1429AH 2808 555 318 758 536 656 3255 657
1429/1430AH 5630 558 357 751 775 0725 3007 0150
1430/1431AH 5585 635 387 503 567 0587 0505 0351
1431/1432AH 8533 0037 225 521 226 3573 0550 0755
12
Development in the total number of undergraduate students according to

the academic years from 1427/1428AH until 1430/1431 AH
11252
9002
7068
6099
4954
1427/1428AH 1428/1429AH 1429/1430AH 1430/1431AH 1431/1432AH
13
Graduate students from 1427/1428 AH until 1431/1432 AH

S/N Academic Year No. of Students
0 1427/1428AH 785
3 1428/1429AH 656
2 1429/1430AH 0725
5 1430/1431AH 0587
7 1431/1432AH 3573
Development in the number of graduate students

from 1427/1428AH until 1430/1431 AH
3000 2752
2500
2000 1685
1536
1500
979
1000
586
500
1427/1428AH 1428/1429AH 1429/1430AH 1430/1431AH 1431/1432AH
14
Teaching Staff during the last five years from 1427/1428AH to 1431/1432
AH according to Academic Grades
Level of Academic Year
Education 1427/1428AH 1428/1429AH 1429/1430AH 1430/1431AH 1431/1432
Professor 57 55 58 55 52
Associate 53 55 80 60 015
Professor
Assistant 050 056 081 065 085
Professor
Lecturer 55 82 85 012 015
Teaching 60 80 55 68 016
Assistant
Total 575 555 556 727 780
Development in the number of teaching staff, lecturers and teaching assistants

until 1431/1432 AH
581
600
535
500 466 469

456
400
300
200
100
0
1427/1428AH 1428/1429AH 1429/1430AH 1430/1431AH 1431/1432AH
15
Manpower (staff) according to occupational groups

Saudi Non- Total
Occupational Saudi
Femal
Femal
Femal
Total‫ا‬
Total‫ا‬
Total
Male
Male
Male
groups
e
University 5
departments 523 5 2 2 - 2 527 5 526
5
Institutes and high 25 - 2 - - - 25 - 25
schools 5
Health jobs 06 5 3 0 2 0 22 5 51
2 5 5
Faculties 51 - 5 0 - 0 50 - 50
1
Workers 55 3 5 - - - 55 3 58
8
5 0 3 555
Total 558 8 7 8 2 0 00 837
5
Recently developed programs at the University and scientific and research

initiatives during the past five years (1426 - 1431 AH)
S/N Research Programs and Chairs
Academic Programs:
‫)أ‬
Creation of new academic departments as follows:
 Department of Islamic Economics in the Faculty of Islamic Law
(Shari’ah).
 Department of Regulations in the Faculty of Shari’ah.
0  Media Department in the Faculty of Da’wah and Fundamentals
of Islam.
 Department of Linguistic Preparation at the Institute of Teaching
Arabic to non-native speakers.
 Department of Preparing and Training teachers at the Institute of
Teaching Arabic to non-native speakers.
Scientific Chairs viz:

 Imam Muhammad bin Abdul Wahhab’s Chair for Moderation
and its applications.
3  Sheikh Muhammad bin Ibrahim Al-Sheikh’s Chair for Fatwa and
its principles with respect to Consolidation and Application.
 Sheikh Abdul Aziz bin Baz’s Chair for Studies on the
Application of Wisdom in Propagating Islam.
16
 Prince Naif bin Abdul Aziz’s Chair for Studies on the Promotion
of Virtue and Prevention of Vice.
 Prince Salman bin Abdul-Aziz’s Chair for Studies on the History
of Medina.
 As-Sibai’ey’s Chair for Developing the Skills of Scholarship
Students.
17
Methodology of Preparing the Strategic Plan

At an untimely period, the supreme leadership of the Islamic University realized
the importance of strategic planning and its active role in development and
improvement. Hence, it has taken serious and effective steps in this regard,
predominantly after the institution of the Vice Presidency for Development. These
steps followed two tracks namely:
Training Track:
A large proportion of the administrative staff and employees of the University
including deans, deputies, department heads, teachers and other staff have been
given training and orientation in the domain of strategic planning within and
outside the University.
Execution Track:
The University has prepared a number of previous strategic plans which are:
• 1429 - 1432 AH Future Plan.
• 1430 - 1435 AH Strategic Plan for Quality Assurance.
• 1429 - 1433 AH E-Plan.
This 1432/1433AH -1436/1437AH Strategic Plan of the University comes as an

extension of the attention paid by the supreme leadership of the University and its
belief in the importance of strategic planning as one of the most important
elements of development and quality.
The strategic plan has been prepared according to the following stages:
First:
Forming a committee and team for preparing the plan:
The University President, His Eminence/Prof. Muhammad bin Ali Al-‘Uqla,
passed a resolution to set up a supreme supervisory committee, and a working
team under its supervision to prepare the Strategic Plan of the University for the
next five years.
Accordingly, preparation of the plan commenced at the beginning of the month
of Dhul-Hijjah in 1431AH and was accomplished by the end of the 1431/1432AH
Academic Year.
The Supervisory Committee held several preliminary meetings with the team
where the Working Plan, its implementation schedule and proposed structure
were approved and adopted.
The Team Head for preparing the plan was assigned to submit a weekly report to
the Supervisory Committee about the progress of the team in preparing the plan.
The team carried on its assignment under the supervision of the supervisory
committee with every diligence to accomplish all the following stages of the plan.
It held forty meetings in this regard, while the Supervisory Committee held forty-
five meetings.
18
Second:
Analytical Surveys:
1 - Studying the future trends in higher education locally and globally, with the
aim of realizing these trends and knowing what measures must be taken by the
University to keep pace with them in the next five years.
This study depended on a number of sources and authorities, including:
 Future Plan for Higher Education in the Kingdom of Saudi Arabia (Afaq
project) 1450 AH / 2029 AD, Ministry of Higher Education.
 King Sa’ud University 2010 -2030 Strategic Plan.
 Report of the UNESCO Conference: “Trends in Global Higher Education
(Tracking an Academic Revolution) 2009, prepared by Philip G. Altbach, Liz
Reisberg and Laura E. Rumbley, translated by Research and Studies Centre at
the Ministry of Higher Education, Riyadh, 1431AH.
 The Australian Federation of University Women, 2005, Building University
Diversity: Future Approval and Accreditation Processes for Australian Higher
Education.
 Elhaj, Faisal A. 2010, Current Situation of Higher Education in Arab World
And Future Scenarios. Global Higher Education Forum.
 Kearns ,Peter , 2004, Education Research in the Knowledge Society: Key
trends in Europe and North America. National Center for Vocational
Education Research
 Aalst, Hans F. Van, 2002, Education in Europe in the 21st Century: Trends
and Challenges. First International Academic Workshop: Educational
Systems in East Asia and Western Europe: a Comparative Approach
2- Analytical study of a number of referential and ideal universities.

An analytical study was made on (16) local, Arab and international referential and
ideal universities in order to know their academic reality and to identify the gap
between them and the Islamic University to be taken into consideration while
structuring the University's strategic plan.
A number of prominent criteria was taken into account in selecting these
universities, including:
 Position in the world rankings.
 Diversity of specialties and availability of theoretical and humanitarian

disciplines.
 Presence of students from various nationalities and so on.
Benchmark was done based on a number of parameters including:

 Management and Authority.
19
 Educational process.
 Funding.
 Libraries.
 Graduates (Alumni).
20
This study has referred to the following sources and authorities:

 Websites of universities.
 Annual reports of universities.
 University encyclopedias.
 Other sources.
Referential (Benchmark) Universities

Times
S/N Name of University Country Ranking Shanghai Ranking
2010
2010
0 Islamic University of Not ranked Not ranked
(K S A)
Medina
3 International Islamic
Malaysia Not ranked Not ranked
University of Malaysia
2 International Islamic
Islamabad Not ranked Not ranked
University of Islamabad
5 United Arab Emirates 253 -
(U A E)
University
7 Al-Azhar University (A R E) Not ranked Not ranked
5 King Sa’ud University (K S A) 330 235
5 Umm Al-Qura University (K S A) 771 - 710 Not ranked
8 Qatar University Qatar Not ranked Not ranked
6 Imam Muhammad bin 510 + Not ranked
(K S A)
Sa’ud University
01 Monash University Australia 50 055
00 Manchester University (GB) 21 55
03 Michigan University (US) 07 33
02 Duke University (US) 05 27
05 Oxford University (GB) 5 01
07 Arizona State University (US) 227 80
05 Hiroshima University Japan 375 208
80
60
40
20
0
Islamic Rate of Arizona Duke Manchester Imam Qatar Umm Al- King Sa’ud Al-Azhar United International
University referential State University University Muhammad University Qura University University Arab Islamic
of Medina universities University bin Sa’ud University Emirates University of
University University Malaysia
Management and Authority (No. of deans)
21
Islamic Rate of Hiroshima Arizona Oxford Duke Michigan Manchester Imam Qatar Umm Al- King Al-Azhar United International
University referential University State University University University University Muhammad University Qura Sa’ud University Arab Islamic
of Medina universities University bin Sa’ud University University Emirates University of
University University Malaysia
Management and Authority (No. of faculties)
22
 Local
 International
‫محلي‬
‫دولي‬
Rate of Islamic Islamic University Imam Muhammad Qatar Umm Al-Qura King Sa’ud
universities of Medina bin Sa’ud University University University University
Educational process (Local and International Academic Staff)
23
 Local
 International
Islamic University of Rate of referential Arizona State Michigan Manchester Monash Qatar Imam Muhammad United Arab International International Islamic
Medina universities University University University University University bin Sa’ud Emirates Islamic University University of
University University of Islamabad Malaysia
No. of programs
24
60%
40%
20%
0%
Islamic Rate of Hiroshima Arizona Oxford Duke Michigan Manchester Monash Imam Umm Al- King Sa’ud Al-Azhar International
University referential University State University Universit University University University Muhammad Qura University University Islamic
of Medina universities University y bin Sa’ud University University of
University Malaysia
Proportion of International Students
25
Islamic University of Rate of foreign Hiroshima Arizona State Oxford Monash Duke Michigan Manchester Monash University
Medina universities University University University University University University University
Proportion of teachers to students in foreign countries universities
26
60
50
40
30
20
10
0
Rate of Islamic Islamic University of Imam Muhammad bin Qatar Umm Al-Qura King Sa’ud Al-Azhar United International International
universities Medina Sa’ud University University University University University Arab Islamic Islamic
Emirates University of University of
University Islamabad Malaysia
Proportion of teachers to students in Muslim countries universities
27
60%
50%
40%
30%
20%
10%
0%
Islamic Rate of Hiro Oxfor Duke Michi Manc Mona Imam Um Ki U Islamic
Univers Islamic shim d gan hester sh Univers m ng AE Univers
ity of universi a Arizo ity Al- Sa’ ity of
na
Medina ties Qura ud Islamab
ad
Proportion of graduate students
28
Islamic Rate of Hiro Oxfor Duke Michigan Manchester

University referential shi d
of Medina universities ma
Proportion of Expenditure on Scientific Research to the

Budget
Islamic Rate of Hiro Oxfor Duke Michigan Manchester

University referential shi d
of Medina universities ma
Proportion of Scholarships and grants to the Budget
Islamic Rate of Arizona Duke Michiga Imam Umm Al- King Al-Azhar UAE
University of Islamic n University Qura Sa’ud University
Medina universities
Graduates
29
 Library contents (in millions)
 No. of libraries
‫عدد المكتبات‬ )‫محتويات المكتبة (مليون‬
Islamic Rate of Hiros Oxford Duke Michi Monash Imam Qatar Kin UA Islamic Internatio
Univers Islamic hima gan University Unive g E Universit nal
ity of universities Arizon rsity Sa’ y of Islamic
Medina a ud Islamaba Universit
d y of
Malaysia
No. of libraries and books
30
3- Study and analysis of the needs of the relevant authorities at the university,
where the partners and beneficiaries of the services offered by the university in
the field of education, scientific research and community service were first
identified, and then divided into two categories:
Partners from within the university: teachers, non-academic staff and
students.
Partners from outside the university: ministries (government departments),
educational institutions, local, regional and international organizations, relating
with the University, including for example:
its affiliates.
And other ministries, agencies and local, Islamic and world organizations.
This analytical study has referred to several sources, including:

• Institutional evaluation of the University - previous plans of the University.
• Previous reports of the Deanship of Community Service.
• Letters and incoming transactions to the Islamic University from authorities,
institutions and individuals.
• Recommendations stated in Alumni forums and University conferences.
• Future strategic plans announced to relevant bodies and parties.
• Requirements of the labor market.
• Questionnaires and interviews with relevant authorities.
4 - Analysis of the internal and external environment of the university, which

is known as the quartet analysis, or (SWOT analysis) has been done in order to
identify the strengths that can be invested, the weaknesses that must be avoided,
the opportunities that can be taken advantage of and the threats and challenges
that need to be addressed and taken into account.
31
Analysis of the internal and external environment of the University (SWOT

analysis)
Leading strengths
1. There is a carefully composed mission for the University, and it has been made
available to all beneficiaries.
2. Awareness of the University’s Supreme Management of the importance of
planning and development, and paying attention to the issue of quality and
accreditation.
3. The University's keenness to erect new buildings for some colleges and
departments that provide services to students in a modern pattern by using modern
technology in the operation.
4. The University administration has increased its material and moral support for
some departments and supportive services, in order to meet the various and new-
fangled requirements.
5. Restitution of residential units and facilities and construction of new hostels for
students in a modern and appropriate fashion.
Leading weaknesses
1. There is lack of surveillance of the operations taking place within the university
and assuming their responsibility.
2. There is no review of the efficiency of the university performance on a regular
basis.
3. There are no regulations approved by the University Board to direct the
assessment of its authority.
4. Beneficiaries are not given adequate opportunity to understand and participate
in the major development planning of the University.
5. Plans are not being financed, developed, or reviewed with corrective decision-
making.
Leading opportunities
1. Need of government institutions and the Muslim world
for the University’s outputs.
2. Growing General Revenue of the State which increases the provision of
material support.
3. Presence of the University in Medina, which allows it the power to attract both
the administrative and academic work, study or scientific events.
4. The availability of financial support for research projects raises the contribution
of teaching staff and students in the preparation and participation in research and
publication in various publishing vessels.
5. Adoption of worthy remuneration and allowances for teaching staff is
considered a great motivation to writing and participating in research work.
32
Leading challenges and threats

1. Lack of participation of educational institutions and other universities in the
standardized educational outcomes.
2. Large turnout and increase in the number of students admitted to the university,
leading to increase in the burden on the devices and facilities exclusively meant
for students and teaching staff.
3. Presence of foreign universities that compete in the provision of scholarships
for students from various parts of the world, which calls for providing financial
support to increase the number of scholarship students.
4. In view of the presence of significant competition from similar institutions, the
Islamic University, by virtue of its Islamic and educational position, will have to
bear a significant burden to increase its educational activity and community
service programs.
5. Competition with similar educational institutions, particularly in the incentives
offered by the system of granting bonuses to teaching staff in many universities,
which may lead to leakage of some distinguished ones among them to other
universities.
Third:
Collection of data, information and documents available for the formulation
and preparation of the elements of the plan through:
• Annual reports of the University.
• Data available to colleges, institutes and departments.
• Previous strategic plans.
• The University Guide.
• The "first" initial self-evaluation
• The "second" initial self-evaluation.
• A draft of the self-study report of the University.
• A draft of the strategic plans of the University colleges, deanships and some
departments.
Fourth:
Vision and Mission of the University:
At a very dawn period before the team commenced its preparation of the Plan, the
University has prepared its vision and mission through conducting a number of
meetings, workshops and symposia with beneficiaries from within and outside the
University. Then it was presented to the Permanent Committee for Accreditation
and Quality and it approved it initially. Then it was later adopted by the University
Council.
The team deemed it necessary to make further study and consideration of the
vision and mission, with the view to ascertaining the extent of their suitability for
the University in the years covered by the Plan in light of the analytical studies
conducted by the team. Having considered and studied that, it felt their suitability
33
and decided to present the vision and mission again to all employees of the
university in various levels and departments to explore their views through the
University website and through an electronic questionnaire designed for this
purpose. The following chart shows the results:
Teaching staff
Student
;1‫سلسلة‬
‫عضو هيئة‬
;‫التدريس‬
317 ;1‫سلسلة‬
;‫طالب‬
Proportion of responses to the 10582
questionnaire
Degree of Appropriateness
S/N Statement I To I I
some disagree don’t
agree extent know
Vision formulation is consistent
0 with the objectives and what is 5585 0520 303 0352
expected of the Islamic University
The vision reflects the privacy of the
3 Islamic university and its ambition 5158 0656 528 0525
for the distant future
The vision is clear and helps to
2 highlight the future outlook for the 5506 528 535 0352
University’s excellence
Wording of the mission is clear and
5 understandable to all recipients of 5572 0876 371 0051
the university
The mission reflects the message
and major objectives for which the
7 Islamic University has been
5157 0635 585 0505
established
The mission highlights the kind of
5 business or services offered by the 5310 3173 258 0210
Islamic University
The mission meets the needs of the
5 society and expectations of
5155 3057 282 0365
34
beneficiaries
The mission is specific and gives
8 5158 3171 507 0518
clear guidelines for decision makers
The mission can be used as a general
6 framework for assessing 5637 3110 570 0752
performance progress
Do you think that the proposed
01 mission is on a high degree of 5255 0520 253 0555
importance?
35
‫موافق‬
‫إلى حد ما‬
‫غير موافق‬
‫ال أعلم‬
Statement No.
I agree
To some extent
I disagree
I don’t know
36
Fifth:
The development and formulation of values, priorities, and strategic
objectives of the University were in accordance with the following
mechanisms and procedures:
1 - A workshop was organized for all academic and administrative leaders at the
University. It was attended by His Excellency/ the University President, the
deputy presidents, deans of faculties and supportive deanships and directors of
various departments at the University, with a total number of forty participants.
2 - Prior to the workshop, all participants were supplied with the results of the
previous surveys and analytical studies to be familiar with them.
3 - Several sessions of the workshop were devoted to brainstorming as follows:
A – Session I: Seven values which must be adopted by the university were
finalized.
B- Session II: Forty priorities of the university in the next five years were decided.
C - Session III: Seven strategic objectives of the University in the coming years
of the plan were prepared.
4 - After extracting the initial drafting of the values, priorities and strategic
objectives, they were presented to all employees of the University, through its
web-site in order to survey their opinions based on a questionnaire that was
designed for this purpose. However, the diagram below illustrates the result of the
polling about the strategic objectives and values.
Degree of agreement
S/N Statement Correct
I strongly I agree to some I disagree I strongly
agree disagree
extent
Enhancing the
University's
0 016 05 7 0 8
reputation locally
and globally
Improving the
3 quality of the 010 35 2 3 5
University outputs
Development and
promotion of
2 011 35 5 1 8
scientific research in
quality and quantity
Enhancing
cooperation and
strengthening the
5 link between the 013 32 7 5 7
University and the
local and global
community
37
Raising the
efficiency of the
7 institutional 011 32 01 1 5
performance of the
University
Development and
5 diversification of the 66 06 02 0 5
University resources
Expansion of the
University facilities
and infrastructure in
a manner
5 65 35 00 2 5
commensurate with
the expansions in
programs and
services
Values, seeking
8 reward from Allah 75 33 05 8 6
alone
6 Universality 51 31 02 2 7
Quality and
01 73 35 05 8 8
excellence
00 Moderation 50 25 6 0 5
03 Justice (Equity) 77 08 03 6 05
02 Partnership 51 36 31 6 05
05 Transparency 71 35 05 5 03
38
‫أوافق بشدة‬ Results of the opinion polls regarding the strategic objectives and values
‫أوافق‬
‫صحيح لحد ما‬
‫ال أوافق‬
‫ال أوافق بشدة‬
Statement No.
I strongly agree
I agree
Correct to some extent
I disagree
I strongly disagree
39
Sixth:
Preparation of the detailed objectives:
This was accomplished in accordance with the following procedures:
1 – The decided strategic objectives were reviewed to determine the academic and
administrative bodies at the university whose work and functions are related with
each of these strategic objectives.
2 - Those bodies were distributed to two subgroups formed from the major team.
Each team was assigned a group of academic and administrative bodies and asked
to organize a workshop to invite all those bodies belonging to its group to
participate through brainstorming meetings in the formulation of detailed
objectives for each of the strategic objectives.
Five workshops were held and attended by twenty-four bodies representing the
University’s academic and administrative authorities. Following that, twenty-nine
detailed objectives were reached.
3 - Furnishing the team with any other project, the authority deems necessary even
though it was not mentioned in the initially sent perception.
Accordingly, a list of one hundred and thirty-nine projects that will be
implemented through the University's strategic plan in the next five years was
prepared.
Seventh:
Projects:
Each detailed objective must have a number of projects to be developed and
implemented to achieve that objective. To reach out to these projects, the team
prepared an initial visualization of them, sent to each authority such projects that
concern it and demanded from it the following:
1 - to express its opinion about the projects and their relevance.
2 – to develop the steps, mechanisms, indicators and cost required for each project
by filling out a form prepared by the team for this purpose.
3 - to provide the team with any other projects it may deem necessary even though
they were not mentioned in the initially sent perception.
Following that, a list of one hundred and thirty-nine projects that will be
implemented through the University's strategic plan in the next five years was
prepared.
The University priorities during the years of the plan

1) Completing the institutional accreditation requirements, and having immediate
initiative to develop a plan to achieve academic accreditation, locally and
internationally for all its programs.
2) The University should achieve expedient positions in the world's most
prestigious classifications.
40
3) Completing the processing of new faculties, infrastructure and supporting

facilities needed by the University and its members in light of the actual needs of
the labor market.
4) To provide all required services to the University employees, and to improve
upon the level of services that are currently being offered.
5) Increasing the number of scholarships to meet the needs of existing and new
colleges.
6) Reviewing the compatibility of the outputs of existing and new-fangled
programs with the requirements of the labor market, and to take corrective action
in light of that review.
7) Expansion in applied research, and having partnerships with government and
private sectors related to this field.
8) Establishing a network of relationships with world universities and research
centers in order to provide distinctive programs in the areas of teaching and
research, and the possibility of opening branches or centers of the University in
other countries.
9) Encouraging cooperation towards the concept of "cross-disciplines" between
faculties, and within the same faculty.
10) To build stronger relationships with local and regional bodies with common
interests to cooperate in conducting priority researches for the Kingdom.
11) Balancing between the pursuit of excellence and expansion in the admission
of students.
12) Diversifying the University’s sources of funding.
13) To activate the role of school institutes affiliated to the University, and to pay
special attention to other programs of building bridges with secondary schools
(such as summer programs for high school students and teacher training
programs), to prepare their students to enter the university and thus fill the obvious
gap in the performance of students enrolled in universities.
14) Verifying the extent to which academic programs consider the diversity in
new students, according to their economic and social conditions, by offering
distance education programs, and parallel education.
15) Fetching academic talents from within and outside the Kingdom, and
benefiting from the competitive advantages of the university, whether in terms of
its ability to provide better incentives than others, or due to its location in the city
of the Holy Prophet (May the blessings and peace of Allah be on him), as well as
encouraging the university employees to promote and develop their abilities by
continuing their studies, in addition to developing the system of incentives to
maintain the university's competitiveness in attracting and developing talent.
16) Completing the procedures for establishing, equipping and operating new
colleges, and developing the University infrastructure to accommodate the new
expansions.
17) Developing the overall organizational structure of the University, in a manner
commensurate with the new expansions, to meet the requirements of development
41
and improve performance.

18) Securing a sufficient number of jobs to cope with the increase in the volume
of work resulting from the new expansions.
19) To strike a balance in its priorities between scientific research, education,
learning and community service, and to pay enough attention to assessing learning
outcomes, to ensure the satisfaction of beneficiaries, especially the community,
including the labor market.
20) Taking advantage of the new trends towards information technology and
telecommunications, to develop administrative and academic performance, by
strengthening the role of the deanships of Information Technology and Distance
Education in this area, and developing the supporting infrastructure.
21) Expansion in scientific publication.
22) Establishment of research centers.
42
Strategic Objectives
1 Enhancing the University's reputation locally and globally

2 Improving the quality of the University outputs
2 Development and promotion of scientific research in quality
and quantity
4 Enhancing cooperation and strengthening the link between
the University and the local and global community
5 Raising the efficiency of the institutional performance of the
University
6 Development and diversification of the University resources
Expansion of the University facilities and infrastructure in a
7 manner commensurate with the expansions in programs and
services
43
Detailed Objectives
1
Enhancing the University's reputation locally and globally
1/1 Improving the image of the University
1/2 Getting accreditation
1/3 Encouraging innovation and excellence among the
University units and employees
1/4 Taking advantage of the location of the Islamic
University in Medina to increase its relevance and
reputation
2
Improving the quality of the University outputs
2/1 Raising the efficiency of faculty members, teachers and
the like.
2/2 Raising the student's scientific and professional efficiency
to increase his competitiveness after graduation.
2/3 Developing the performance evaluation processes of
programs and academic departments.
2/4 Developing the ability of the University employees in the
field of quality.
2/5 Developing the University ability in the field of Distance
Education and E-learning.
2/6 Deepening the relationship between the student and the
tutor.
3/1 Development and promotion of scientific research

3/2 Improving the performance of libraries
3/3 Upgrading graduate studies
3/4 Supporting scientific research and developing and
promoting applied studies
3/5 Contracting research partnerships and memoranda of
understanding in academic fields.
5
Enhancing cooperation and strengthening 44
the link between the University and the
local and global community
4/1 Improving the effectiveness of community-based services

4/2 Conducting partnerships between the University and
institutions of the local and global community
4/3 Enhancing media communication
7
Raising the efficiency of the institutional
performance of the University
5/1 Developing the administrative system of the University
5/2 Improving the administrative performance of faculty
members and administrative staff
5/3 Strengthening institutional loyalty
5
Development and diversification of the
University resources
6/1 Developing the University endowments
6/2 Increasing government allocations to the University and
rationalizing expenditure.
6/3 Investing the University facilities.
6/4 Developing prepaid community service-oriented
academic programs.
6/5 Increasing the University resources from grants and
donations
5
Expansion of the University facilities and
infrastructure in a manner commensurate
with the expansions in programs and
services
45
7/1 Completing the University facilities (schools - housing

- recreational and service facilities).
7/2 Expansion and modernization of information and
communication networks in the university
7/3 Expansion and development of the University facilities
46
Projects and Schedule
S/N Project 1432/1433AH 1433/1434AH 1434/1435AH 1435/1436AH 1436/1437AH

S1 S2 S1 S2 S1 S2 S1 S2 S1 S2
0/0 Improving the image of the University
Issuance of a
weekly
0/0/0 newspaper on
behalf of the
University
Developing
the University
0/0/3 website in
quantity and
quality
Attracting
outstanding
1/0/3 faculty
members,
teachers and
administrators
Expansion in
admitting
1/0/4 students from
outside the
Kingdom
Publicizing the
University’s
1/0/5 mission and
the role it
plays
Promoting the
University's
participation
1/0/6 in Islamic and
global
conferences
and events
The
University’s
achievement
1/0/7 of appropriate
positions in the
world and
local rankings
of universities
1/2 Getting accreditation
Self-study
0/3/0 preparation
project
Development
1/3/2 al evaluation
project
Developing
performance
indicators for
all academic
1/3/3 and
administrative
departments
of the
University
0/3/4 Promoting
the culture of
quality
0/3/5 Development
and
application of
a quality
management
system
0/3/6 Developing
47

S1 S2 S1 S2 S1 S2 S1 S2 S1 S2
the skills of
faculty
members and
teachers in
academic
areas
1/3 Encouraging innovation and excellence among the University units and employees
Launching an
1/3/1 award for
Scientific
Research
1/3/2 Launching an
award for
community
service
1/3/3 Launching
Excellence
Award for
academic
units,
institutes and
high schools
1/3/4 Launching
Excellence
Award for the
administrative
units
1/3/5 Developing a
reward
system for
innovations,
achievements
and
outstanding
ideas
1/4 Taking advantage of the location of the Islamic University in Medina to enhance its relevance
and reputation
Project of
relating with
visitors of
1/4/1 Al-Haram
(Sacred
Sanctuary)
Project of
1/4/2 receiving
visiting
delegations
0/3 Raising the efficiency of faculty members, teachers and the like
Developing
the skills of
faculty
0/0/3 members and
teachers in
administrative
areas
Preparing a
plan for
granting
3/0/3 scholarship
according to
the needs of
departments
3/3 Raising the student's scientific and professional efficiency to increases his competitiveness after
graduation
2/2/1 Attracting
48

S1 S2 S1 S2 S1 S2 S1 S2 S1 S2
excellent and
talented
students
locally and
globally
2/2/2 Launching
awards for
students
2/2/3 Developing
students'
skills
2/2/4 Promoting
extra-
curricular
activities
2/2/5 Paying
attention to
the gifted and
providing an
environment
that will help
them brush up
their talents
2/2/6 Providing
enrichment
programs and
support
services for
the
outstanding
2/2/7 Developing a
(Preparatory)
Year for new
students
where they
are taught the
skills needed
for the
evaluation in
addition to
introductory
courses of the
main subject
according to
specialty
2/2/9 Project of
involving
students in
volunteer
work within
and outside
the university
2/2/10 Strengthening
the
relationship
between the
University
and general
education
students
2/2/11 Relating with
alumni and
communicatin
g with them in
their countries
2/2/12 Expansion in
accepting
graduate
students
2/3 Developing the performance evaluation processes of programs and academic departments
Periodic
2/3/1 review of
programs
2/3/2 Periodic
review of
curriculums
2/3/3 Developing
methods of
measuring
and
evaluating
49

S1 S2 S1 S2 S1 S2 S1 S2 S1 S2
academic
operations
2/4 Developing the ability of the University employees in the field of quality
Developing
the
curriculums
2/4/1 and
improving the
learning
environment
Preparing
qualified
2/4/2 competencies
in the field of
quality
2/5 Developing the University ability in the field of Distance Education and E-learning
Promoting the
culture of
2/5/1 distance
education and
e-learning
Training
faculty
2/5/2 members and
teachers on e-
learning
Smart
2/5/3 classroom
project
Effective use
of faculty
2/5/4 members and
teachers of
electronic
sources
2/6 Deepening the relationship between the student and the tutor
2/6/1 Activating
library hours
2/6/2 Activating the
participation
of faculty
members and
teachers in
extra-
curricular
activities
2/6/3 Activating
the websites
of faculty
members and
teachers to
communicate
with their
students
3/1 Development and promotion of scientific research
Defining
3/1/1 priority areas
for urgent
research
Creation of
3/1/2 scientific and
research
centers
3/1/3 Publication of
scientific
50

S1 S2 S1 S2 S1 S2 S1 S2 S1 S2
research
locally and
globally
Development
3/1/4 of applied
research at
the university
Taking
advantage of
3/1/5 the results of
scientific
research
Expanding
and activating
a database for
faculty
3/1/6 members and
graduate
students and
their
researches
Expansion in
research and
consultation
3/1/7 and
increasing
their
efficiency and
effectiveness
Developing
an annual
3/1/8 plan for
scientific
research at
the university
Islamic
3/1/9 Heritage
Service
Providing
material
3/1/10 support to
fund various
research
activities
3/1/11 Electronic
publishing
Developing
specialized
3/1/12 scientific
criteria for
research
studies
3/2 Improving the performance of libraries
Continuing
the
3/2/1 development
of library
system
software
Development
of the book
3/2/2 fair and
participation
in foreign
exhibitions
Expansion in
3/2/3 the provision
of electronic
references
Effectuating
3/2/4 the use of
global digital
libraries
2/2 Upgrading graduate studies
Development
3/3/1 of graduate
programs in
disciplines
51

S1 S2 S1 S2 S1 S2 S1 S2 S1 S2
that are not
currently
available
Developing
the basic
3/3/2 skills of
students to
conduct
research
Paying
attention to
3/3/3 talent and
creativity in
scientific
research
Increasing
participation
in the
discussions
3/3/4 and
supervision
of theses at
home and
abroad
3/4 Supporting scientific research and developing and promoting applied studies
Supporting
3/4/1 authoring and
translation
Motivating
faculty
members to
3/4/2 participate in
research,
conferences
and graduate
studies
Creating an
attractive
3/4/3 environment
for faculty
members in
the University
Developing
the
3/4/4 proficiency of
faculty
research
Facilitating
scientific
publishing
3/4/5 procedures
and
increasing its
efficiency
Motivating
the
University
3/4/6 students to
write
researches
and
52

S1 S2 S1 S2 S1 S2 S1 S2 S1 S2
participate in
student
conferences
and others
Establishing
branches of
the university
3/4/7 journal in
accordance
with the
specialization
of faculties
Establishing
an
endowment
3/4/8 fund to
support
educational
and research
programs
Increasing
3/4/9 scientific
chairs
3/5 Contracting research partnerships and memoranda of understanding in academic fields
Preparation of
scientific
researches
that care
3/5/1 about solving
the problems
of the local
and global
community
Encouraging
inter-
disciplinary
3/5/2 research
within and
outside the
university
Expansion in
3/5/3 the exchange
of knowledge
sources
Expansion in
4/1/1 education and
training
programs
Studying the
priority needs
4/1/2 of community
institutions
from the
university
Motivating
employees of
the university
4/1/3 to participate
in
community-
service
activities
Taking
advantage of
the graduates
in
4/1/4 communicatin
g with the
outside
community
and
community
53

S1 S2 S1 S2 S1 S2 S1 S2 S1 S2
service
Expansion in
holding
international
4/1/5 conferences
and seminars
both locally
and globally
Supporting
the Islamic
centers,
4/1/6 schools and
institutes
outside the
Kingdom.
Establishing a
4/1/7 training
center
4/2 Conducting partnerships between the University and institutions of the local and global
community
Representatio
n of
community
4/2/1 parties in the
university
advisory
committees
Conducting
memoranda
of
understanding
between the
university and
4/2/2 community
institutions
such as
universities
and local and
international
institutions
Strengthening
4/2/3 international
cooperation
4/3 Enhancing media communication
Development
4/3/1 of community
E-service
Preparing an
annual report
on the
4/3/2 evaluation of
community
services
provided by
the university
Marketing the
services
4/3/3 offered by the
university to
the
community
Communicati
ng with the
Saudi
Cultural
5/2/5 Attaches
abroad; to
highlight the
role of the
University in
54

S1 S2 S1 S2 S1 S2 S1 S2 S1 S2
the
disseminatio
n of its
global
mission
Improving
and
5/1/1 transferring
administrative
procedures
electronically
Evaluating
and
organizing
5/1/2 committees
and councils
and their work
structures
Alignment
between
institutional
5/1/3 performance,
quality
standards and
accreditation
Preparing a
development
program for
the executive
regulations
5/1/4 and
procedural
manuals for
working in the
university
departments
Promoting the
performance
evaluation of
5/1/5 faculty
members,
teachers and
staff
Developing
the
5/1/6 organizational
structure of
the University
Preparing a
program for
5/1/7 measuring
institutional
performance
Establishing a
center for
5/1/8 planning and
strategic
studies
Developing
the security
5/1/9 and efficiency
of the
databases
system
Developing a
mechanism
5/1/10 for preparing
the
university's
budget
Conducting
5/1/11 partnerships
with
consultancy
55

S1 S2 S1 S2 S1 S2 S1 S2 S1 S2
firms in the
field of
management
and training
Modernizatio
n and
development
5/1/12 of security
and safety
services at
the university
Development
and activation
5/1/13 of
administrative
oversight and
follow-up
5/2 Improving the administrative performance of faculty members and administrative staff
Preparation of
rehabilitation,
training and
5/2/1 development
programs for
administrative
staff
Raising the
performance
5/2/2 efficiency of
the supreme
leadership of
the university
5/3 Strengthening institutional loyalty‫تعزيز الوالء المؤسسي‬
Developing
5/3/1 promotion
mechanisms
Developing
the material
and moral
support
5/3/2 motivation
system of
faculty
members,
teachers and
staff
Involving
employees of
the university
including
faculty
5/3/3 members and
their
equivalents in
volunteer
work within
the university
Establishing
representative
associations
5/3/4 for faculty
members,
teachers and
staff
6/1 Developing the University endowments
Attracting
6/1/1 endowment
opportunities
6/1/2 Developing
56

S1 S2 S1 S2 S1 S2 S1 S2 S1 S2
investment in
the current
University
endowments
6/2 Increasing government allocations to the University and rationalizing expenditure
Reducing
educational
waste and
6/2/1 developing
policies to
prevent
leakage
Development
6/2/2 of accounting
systems
Developing
6/2/3 mechanisms
and system of
procurement
Preparing an
annual plan to
6/2/4 identify the
financial
needs of the
university
Preparing an
6/2/5 annual plan to
increase
allocations
6/3 Investing the University facilities
6/3/1 Investing the
Book Fair
Taking better
advantage of
6/3/2 the local and
international
book fairs
Investing the
University
Press in
6/3/3 services with
financial
returns for the
university
6/4 Developing prepaid community service-oriented academic programs
Expansion in
6/4/1 pre-paid
applied
research
Providing
advisory
6/4/2 services to
public and
private
sectors
6/5 Increasing the University resources from grants and donations
Conducting
partnerships
6/5/1 with other
agencies or
authorities
Conduct
studies and
6/5/2 research
projects with
other
agencies
6/5/3 Signing
57

S1 S2 S1 S2 S1 S2 S1 S2 S1 S2
agreements
with the
affluent to
expand the
admission of
scholarship
students
Preparing a
program to
6/5/4 attract more
grants and
donations
7/1 Completing the University facilities (schools - housing - recreational and service facilities)
Making
inventory of
building
7/1/1 requirement
and the
estimated cost
for 10 years
to come
Expansion in
7/1/2 the
University
City project
Establishing
7/1/3 the university
hospital
Completing
the
7/1/4 construction
of faculty
members
housing
Completing
the
7/1/5 construction
of supportive
deanships
buildings
Creating a
club for
7/1/6 faculty
members and
teachers
Completing
the
7/1/7 construction
of students
housing
Completing
the
construction
7/1/8 of the
University
sports
facilities
7/2 Expansion and modernization of information and communication networks in the university
Developing a
7/2/1 plan to
expand and
58

S1 S2 S1 S2 S1 S2 S1 S2 S1 S2
develop the
infrastructure
Provision of
modern
7/2/2 technology in
all university
facilities
Developing a
communicati
7/2/3 on network
between the
university
units
7/3 Expansion and development of the University facilities
Developing
the
maintenance
and
7/3/1 beautificatio
n project of
the university
units and
facilities
Developing
and
expanding
7/3/2 the rain
water
drainage
network
59

Summary of The Strategic Plan - Islamic University

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Summary of The Strategic Plan - Islamic University

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Kingdom of Saudi Arabia

Ministry of Higher Education

Summary of the Strategic Plan of the

In the name of Allah, the most

Foreword by His Excellency, the University President

The Executive Summary

This summary presents the elements covered by the

The University Vision

The University Mission

 Fulfilling the institutional accreditation requirements, and having an early

 Detailed objectives for each of the strategic objectives of the University,

• A supreme committee to follow up the implementation of the plan.

Introducing the Islamic University

and Administrative Development

ship of Alumni Affairs.

of Research and Advisory Studies.

The University Students:

1427/1428AH 3535 556 320 535 813 785 3302 557

1428/1429AH 2808 555 318 758 536 656 3255 657

1429/1430AH 5630 558 357 751 775 0725 3007 0150

1430/1431AH 5585 635 387 503 567 0587 0505 0351

1431/1432AH 8533 0037 225 521 226 3573 0550 0755

Development in the total number of undergraduate students according to

1427/1428AH 1428/1429AH 1429/1430AH 1430/1431AH 1431/1432AH

Graduate students from 1427/1428 AH until 1431/1432 AH

Development in the number of graduate students

1427/1428AH 1428/1429AH 1429/1430AH 1430/1431AH 1431/1432AH

Development in the number of teaching staff, lecturers and teaching assistants

500 466 469

Manpower (staff) according to occupational groups

Recently developed programs at the University and scientific and research

Scientific Chairs viz:

Methodology of Preparing the Strategic Plan

This 1432/1433AH -1436/1437AH Strategic Plan of the University comes as an

2- Analytical study of a number of referential and ideal universities.

 Diversity of specialties and availability of theoretical and humanitarian

 Presence of students from various nationalities and so on.

Benchmark was done based on a number of parameters including:

This study has referred to the following sources and authorities:

 Annual reports of universities.

Referential (Benchmark) Universities

Management and Authority (No. of deans)

Management and Authority (No. of faculties)

Educational process (Local and International Academic Staff)

Proportion of International Students

Proportion of teachers to students in foreign countries universities

Proportion of teachers to students in Muslim countries universities

Proportion of graduate students

Islamic Rate of Hiro Oxfor Duke Michigan Manchester

Proportion of Expenditure on Scientific Research to the

Islamic Rate of Hiro Oxfor Duke Michigan Manchester

Proportion of Scholarships and grants to the Budget

 Library contents (in millions)

‫عدد المكتبات‬ )‫محتويات المكتبة (مليون‬

No. of libraries and books

This analytical study has referred to several sources, including:

4 - Analysis of the internal and external environment of the university, which

Analysis of the internal and external environment of the University (SWOT

Leading challenges and threats

‫صحيح لحد ما‬

‫ال أوافق بشدة‬

The University priorities during the years of the plan

3) Completing the processing of new faculties, infrastructure and supporting