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1 Executive summary
of the university
strategic plan .

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Executive Summary

Strategic Plan II
King Abdulaziz University
2009-2014

Presented to:

The Honorable Members of

The International Advisory Board (IAB)

November, 2013

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PREFACE

King Abdulaziz University (KAU) is looking to the future with

confidence and optimism as we strive to fulfill our vision and mission
while attaining our goals and objectives. KAU’s achievements during the
past few years have been substantial. The result is that KAU has been
transformed into one of the main pillars of the Kingdom’s system of
higher education and now is playing an integral role in the development
of our country.
Although our achievements have been substantial, our aspirations
are even more significant as we strive to establish KAU in the pantheon
of international universities. Accordingly, KAU’s Strategic Plan II (1431-
1435 H) reflects such aspirations and serves as a roadmap for creating a
new and multi-faceted identity that includes research university,
electronic university, entrepreneurial university, a creative university, in
addition to playing the more traditional role as comprehensive
university.
I hope that this brief executive summary will serve as an
introduction to the university for the highly esteemed members of the
International Advisory Board (IAB).

Prof. Osama S. Tayyeb

President of KAU

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King Abdulaziz University

Quick Profile

King Abdulaziz University (KAU) was established in 1387 AH / 1967 AD, in

memory of Saudi Arabia's founder, late King Abdulaziz Al-Saud with the aim of
promoting higher education in the western region of Saudi Arabia. K A U i s t h e
o n l y university in the Kingdom to have been founded as an independent entity and
then later join the public university system in 1392 H. which was established as an
institution eligibility for higher education, then joined the public university system in
1392 H.
The establishment of KAU is a prime example of cooperation between the
government and the citizens of Jeddah. KAU has successfully established systems
and new traditions in academia in the Kingdom, defining numerous milestones in
the development of higher education b o t h in the Kingdom and among the Gulf
countries, as well.
Since its founding in 1387/1967, KAU has undergone tremendous growth
and development and now comprises:
 23 Colleges
 3 Higher Institutes.
 8 Deanships.
 5 Centers.
 6 Scientific Research Centers.
 7 Excellence Research Centers.
 20 Endowed Scientific Research Chairs.
 University branches in Rabegh Governorate, Khulais, Al-Kamel,
and the North Jeddah:
– KAU Branch at Rabegh : 6 Colleges.
– KAU Branch at Khilies : 1 College.
– KAU Branch at AL-Kamel: 1 College.
– KAU Northern Campus: 3 Colleges.
 More than 100,000 students (male and female).
 2380 staff members (1465 Saudi and 915 non-Saudi).
 708 lecturers (595 Saudi and 113 non-Saudi).
 1967 demonstrators
 37 accredited academic programs
 50 cooperative agreements with Gulf and international universities.
 Programs granting BA’s, BS’s, MA’s, MS’s and Ph.D.’s.
 27 Saudi scientific associations.

One particular point of pride for KAIU is that six universities originally
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established as KAU branches are now independent educational institutions: Umm Ul-
Qura, Taiba, Al-Taif, Jizan, Tabuk, and Northern Borders Universities of KAU.
Since its inception, KAU has seriously taken its role in Saudi society as it
pertains to education, research and community service. Taking these roles into
account, KAU is dedicated to investing all appropriate resources into development
and expansion of related activities. Today, after nearly 50 years, KAU enjoys a
strongly positive reputation at the local and regional levels, and is methodically
increasing its presence in the international arena, as well.
During this period, KAU has undergone a thorough self-assessment as a
means of using what has been achieved to widen and brighten future horizons.
KAU is developing its role and increasing its presence at the local and international
levels in its quest to attain its deserved status among international universities in
world ranking systems.

The Future Identity of KAU

The starting point for any successful strategic plan must be based on the
institute’s defined identity, the institute's current state-of-affairs, and the desired
identity that will evolve during the implementation of the strategic plan. During the
preparation of Strategic Plan II, KAU, known since its inception as a comprehensive
university offering diverse majors, began its transformation into both a research
university and an electronic university. KAU’s current ambition is to add two new
facets to its current identity: becoming a creative university and an entrepreneurial
university.

A Comprehensive University
This is the traditional identity of KAU and as such encourages the addition of
new colleges, institutes, and departments in different subject areas according to
societal needs and priorities. The goal is to increase the choices of academic degrees
offered (bachelor’s, diploma, master’s, or Ph.D.), in addition to providing a wide
range of professional training and certificates. To that end, KAU has established new
campuses and branches. Some of the expanded branches have been evolved into
autonomous universities, independent of KAU. Moreover, one area of expansion has
been the establishment of a Deanship of Distance Learning.

A Research University
With the increasing importance of research (theoretical and practical) in creating
a base for the construction of webs of knowledge, KAU has placed special emphasis on
the development of scientific research at the university. KAU is currently developing a
strong, complementary, and balanced infrastructure having the necessary resources for
developing an innovative scientific research program. This research is being
undertaken by faculty members, researchers, and post- graduate students. Such a
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university has action plans and has established priorities for achieving its primary goals
through partnerships and cooperation with external institutions (both industrial and
civil). Research universities should also forge links with selected universities and
research centers both locally and internationally. An Electronic University.
Although KAU has embarked on a path toward becoming an electronic university,
it is targeting – in the context of its Strategic Plan II – to institutionalize all the
elements of this identity while emphasizing continuous improvement. This is
targeted at developing the university’s efficiency in serving both its internal and
external constituencies. Implementing the systems that lead to the establishment of
this facet of the university’s identity will serve the academic leadership, staff
members, administrators and students in a very practical way while better connecting
all KAU units. It can also serve to improve the relationship between the university and
the community at large. Additionally, it will enhance relations with international
universities and associations.
The electronic university identity will become institutionalized with the spread
of the culture of electronic transactions and t h e development of associated
practical skills. This involves the application of electronic management with all its
a c c o m p a n y i n g procedures, the expansion of the frontiers of distance learning
and the development of KAU websites and electronic portals. Another component of
the electronic university is the expansion of e-learning through online syllabi for the
majority of courses at all levels.

An entrepreneurial university
This identity has emerged from the responsibility KAU has towards Saudi
society and the concept of employing an economic approach to the fruits of KAU
research and development. KAU plays a social role on the entrepreneurial side of the
society. When the university is successful in this role for the benefits of Saudi youth
and society, it will expand this role. F or a university to truly become an
entrepreneurial university, it must offer students some entrepreneurship courses
during their course of study, regardless of their majors. Additionally, there should be
some departments that focus on entrepreneurship or a school for entrepreneurial
studies that allows students to study for bachelor’s, master’s, and Ph.D. degrees in
the field. It should also grant professional certificates in the same areas.
Universities with further developed entrepreneurial identities have established
centers for research, training and consultancy to support small size businesses,
family businesses, and incubators. Other activities include different events such as
conferences, symposia and workshops. All of this lends itself to engendering the
growth o f entrepreneurship at the university and in the society, in general.
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A Creative University
This identity and all other facets of KAU identities encourage and support
creative thinking and innovative action. The concept of the creative university is to
bring more closely together intellectuals, including academics, staff, researchers,
administrators, technicians and students at KAU. It also represents the idea that all
internal and external stakeholders can join forces to collaborate intellectually and have
a positive effect on KAU.
KAU has developed effective methods for enhancing the intellectual capabilities
of staff and students alike and is demonstrating the importance of establishing a
tradition of serious thought in a university setting. For students, the goal is to learn
how to think by taking courses aimed at developing critical thinking skills.
In the context of this identity establishment, KAU has worked diligently to
establish the International Advisory Board (IAB), a group of reputable thinkers and
achievers. The IAB will assist KAU on its path to transform into a world class
university.

Future goals of King Abdulaziz University

 KAU will increase its scientific and intellectual contributions inside and
outside the Kingdom through research and innovation.
 KAU will realize its mission to assist the community through cultural and
scientific excellence and pioneering research activities.
 In accordance with the requirements of a knowledge society, KAU w i l l
achieve its desired status not only through the existence of a variety of
disciplines, but through its identification as a research university, an
electronic university, an entrepreneurial university and a creative university.
 The university has developed its internal and external efficiencies to
improve its performance based on international standards, including
accreditation, certifications and other recognized evaluations. Such
recognition involves both human resources and the physical environment.
 KAU works on b u i ld in g balanced and complementary capacities through
the development of resources , s p e c i f i c a l l y budget allocations a n d
self-funding sources, and managing such resources effectively

KAU wil l endeavor to improve its image and enhance its community service
activities, in order to become the foremost educational institution in the eyes of
Saudi society. This will be accomplished through developing relationships with local
and national media and the expansion of certain programs.
 KAU will work with all categories of human resources to improve performance.
 The student will become the focal point of KAU. A positive and encouraging
learning environment will be furthered as a means of enabling and
empowering the student in his/her quest to acquire scientific knowledge,
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communication skills, self-development skills, and the skills needed for

labor market.
 KAU will enhance its ranking in regional or international university ranking
systems through a tangible presence and positive participation in areas of
research and international transfer of technology.

Steps of the strategic plan preparation

KAU has concentrating on creating a comprehensive and complementary plan
aimed at enabling it to meet objectives, enhance academic and research activities,
increase its impact on society, bring to fruition its envisioned multi-faceted identity
and attain its desired status in the international arena.
In its preparation of Strategic Plan II, KAU concentrated on the following:
 Identifying results achieved in the first Strategic Plan and its review.
 Establishing the principle of participation for all categories of stakeholders
inside and outside the university during preparation of the plan.
 Identifying the factors affecting institutions of higher learning during the
planning period by examining the nature and direction of their
development and modernization.
 Specified units will conduct studies as requested as part of preparation for
creating the plan.
 Studying good practices and successful activities of international universities
with high international rankings, as well as other bodies connected to
higher education, to determine development trends that can be
implemented through Strategic Plan II
 Achieving the desired future through fulfillment of the vision, mission and core
values of KAU while describing the success of KAU during preparation of the
strategic plan.
 Identifying basic issues, strategic objectives, and utilizing SWOT analysis.
 Identifying strategies and projects for filling in perceived gaps in the necessary
work for meeting the university’s goals.
 Soliciting suggestions from all stakeholders r e g a r d i n g programs, initiatives
and resource requirements, while devising indicators of performance .
 Preparation of the action plan and clarification (detailed tasks,
responsibility, resources, standards and performance indicators) for each
program or initiative.
 Preparation of follow-up models for the action plan and identification of
other aspects of the proposal for modification that must be carried out for all
programs and initiatives
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Approving the strategic and action plans and distributing them to all university
authorities so as begin preparation of strategic plans and mechanisms for
implementation and follow-up by each authority.

Basic Conditions
The conditions that have guided the preparation of Strategic Plan II can
be divided into two groups: the first is associated with KAU and the higher
education protocol and factors affecting the community; the second represents
basic elements of good practices at international universities, higher education-
related bodies, councils and international organizations.
Basic postulates are as follows:

I- Postulates
 Creating a university worthy of the name of the founder of the Kingdom of
Saudi Arabia. This profound responsibility entails constant upgrading and
growth in the quest for the excellence inherent in its name.
 Over the course of nearly fifty years, King Abdulaziz University has achieved
superiority in different fields, and has shown itself intent on maintaining such
excellence through the constant upgrading of facilities and human resources:
 KAU considers human resources as its most important asset and the source
of value and excellence. KAU is keen to develop faculty members, researchers
and all categories of human resources..
 Despite the growth of scientific research in recent years, the university
recognizes that it must develop and increase its research capacity by
balancing all aspects of technical, human, material and financial resources.
 The demand for higher education in the community is growing for graduate
and postgraduate programs, in particular, and that demand will continue in
the future, requiring an expansion of the capacity of the University.
 KAU recognizes the importance of harmonizing its curricula with modern
scientific developments and the needs of the labor market. The university is
also aware of the need to develop teaching methods and techniques that
support the intended learning outcomes
 The students are the center of attention at KAU, and all efforts will be made to
keep them abreast of all contemporary developments in their fields.

II- Tenets extracted from good practices and specialized bodies

 Various resources must be modified to be compatible with increasing
numbers of students and the expansion of programs, activities and
services, whether in the context of budget allocations or self-financing
resources.
 Great efforts must be made to increase the harmony o f KAU programs and
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the needs of the labor market, in addition to the expectation of students for
appropriate training and advisory services for career planning and support.
 Government universities have made significant efforts t o obtain grants,
donations and endowments for investment in order to establish sustainable
funding sources for the universities.
 Universities seek academic and institutional accreditation, in accordance
with international academic standards. Through this process, they obtain
various quality certificates through whose maintenance the university is
able to ensure quality while working on continuous improvement in all
areas.
 Universities work to maintain the heritage of its values, while keeping pace
with scientific and technical progress so as to be ranked among the best
universities in the world.
 Universities are keen to strengthen and improve their position among other
universities by increasing their capabilities and t h e competitive dynamics of
their development and by focusing on scientific research and innovation.
 Universities are dedicated to improving the competitiveness of their scientific
centers through increased capacity, general development and innovative
research.
 The world rankings of universities and other institutions receive increased
attention and focus in an effort to increase the university’s international
ranking.
 Despite differences in methods of governance of universities in different
countries, it is agreed that with increasingly efficient and effective
methods of governance, efficiency of internal and external university
programs increase greatly.
 Universities are keen to take advantage of e-learning and distance
education to better serve the students. Standards for these programs must
be equal to those for on-site students.
 Universities should make good use of their resources and strive for refined
resource management. Universities focus on good management and
protection of intellectual assets such as patents.
 Universities focus on the importance of information technology and
communications applications with the goal of teaching all users the skills to
use such as technology.
 Universities agree that their most important resources and assets are human
and it is imperative that these resources be well-chosen, well-developed and
well-maintained as significant human intellectual capital for those
universities where creativity and innovation are valued.
 Universities are expanding their roles in the economy through
entrepreneurial activities encouraged by faculty members with appropriate
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skills. In addition to the establishment of scientific programs offering

bachelor's degrees and master's and doctoral degrees as well as the
establishment of centers of entrepreneurship and business incubators,
training programs and professional certification in this area will be fostered.

Core Values
Fundamental values constitute a major component of the dominant culture at
the university and those values are at the core of the preparation of Strategic Plan II. The
intention, then, is to create a culture that will control key performance indicators for university
units so that their improved performance will support the implementation of the strategic plan.
We should expect the following:
 Efficient use of management and resources.
 Commitment to international accreditation standards.
 Intellectual creativity and applied innovation.
 Staff members considered as a human resource.
 The student is the focus of the university.
 A positive and stimulating environment for learning, work and research.
 Quality of the educational process and the interaction between stakeholders.
 Implementation of e-learning and distance learning applications.
 Society and its development.
 Flexibility and transparency.
 Citizenship and public interest fuel teamwork.
 Code of ethics for scientific research.
 Individual initiative, the spirit of teamwork and positive dialogue.
 Competitiveness and leadership in the higher education arena.
 Excellence, expressed appreciation and reward.
 Cooperation and exchange of experience on a local and global basis.
 Information and new technologies associated with it.
 High morale and love of the university.
 Communication, social interaction and the general environment of KAU will be
based on the concept of family.

Long-term goal (1440 H)

The university will become a leader in:
 Developing standards of assessment for student performance.
 High-quality research and development programs.
 Cultural contributions.
 Garnering the trust of society and the corporate world.
 Optimal investment of university resources and capabilities.
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Vision of King Abdulaziz University

 A beacon of knowledge: Islamic values and time-honored academic traditions.
 The integration of professionalism and excellence.
 Increased leadership in development: Innovation, diversity and continuous
academic research into community service activities.

Mission of King Abdulaziz University

To enrich society through cultural prominence, scientific acumen and pioneering
research.
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Making the case for the success of King Abdulaziz University (2019)

KAU is a research university that has assumed global stature and has become a
reference point for educational and cultural excellence. It has become a leader in
allowing community access as a component of fostering a knowledge society. It has
developed the ability to innovate and compete on the international level while
nurturing sustainable development internally.

General objective (2014)

The objective is to strengthen the capacity of KAU as a research university
in order to achieve sustainable development and provide access to the knowledge
society through:
1. Adopting optimal practices and strengthening partnerships with local
and international institutions.
2. Meeting international standards for quality assurance.
3. Focusing all resources on developing programs and maximizing scientific research
and cultural output.

Long-term goal in 2019

To become a distinguished research university meeting international standards
for leadership in societal development and elevating it to the level of a knowledge
society characterized by patriotism and moderation.

Essential Strategic Issues

 Weakness of public education output, which represents input to KAU.
 Expanding the university’s presence locally, regionally and globally.
 Balancing university potential and community needs with
aspirations.
 E-learning and remote education and marketing.
 Enhance and diversify scientific research.
 Development of an electronic transactional system and its application in the
context of the electronic university.
 Investment in potential faculty members, and development within
institutions higher learning.
 Improvement of KAU’s image in the eyes of other institutions of higher
education.
 Establishing major components of development and quality in education,
research and administrative programs at the University.
 Institutionalizing a university culture and establishment of a code of ethics.
 Fulfilling the university’s potential through the development of resources for
practical investment.
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Strategic Objectives, Strategy, Programs and Projects

 Objective 1:
Applying integrated electronic management systems in all units of the
university, taking into account the following:
 Achieving university-wide unit-readiness (e-readiness) for the shift.
 Completing systems-reengineering across all sectors of the university.
 Procurement of all necessary software and technical equipment for the
shift.

 Strategy:
Promoting internal training and partnerships aimed at creating a stimulating
environment for the development of electronic management.

 Programs and projects:

Programs:
P1: Development of electronic transactions.
P14:Wadi Jeddah company.

Projects:
P1P1 Development of technologies and technical support.
P1P2 Development of financial, administrative and electronic services.
P1P3 Development of educational services.
P1P4 Development of electronic medical services.
P1P5 Refining quality of electronic transactions.
P14P1 Center of technology transfer.
P14P2 Center of business development.
P14P4 Center of knowledge tools development.
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 Objective 2:
Meeting quality standards for university web portals as demonstrated by
highly ranked university websites.

 Strategy:
▪ Providing the necessary equipment, expertise, and activities of the university
web portal.
▪ Reflecting the credibility of the university and strengthening the confidence of
stakeholders.

 Programs and projects:

Program:
P2: Development of a university web portal.

Projects:
P2P1 Development of infrastructure.
P2P2 Development of technical specifications.
P2P3 Building a Web presence.
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 Objective 3:
Developing 80% of university courses to use e-learning.

 Objective 4:
Increasing the number of students of distance education programs to reach
50,000.

 Strategy:
▪ Creating a stimulating environment for e-learning and distance education that
will attract the attention of society.

 Programs and projects:

Programs:
P3: Distance education program and e-learning
P3P3 Academic accreditation for distance education programs.
P3P4 Development of technical systems.
P3P5 Increase the number of students in distance education.
P3P6 Infrastructure for the Distance Education Deanship.

Projects:
P3P1 Human resource support
P3P2 Development of administrative and financial systems for distance
education.
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 Objective 5:
Ranking Number 1 in scientific research in the Arab world according to
certified international rankings, taking into account the following:
▪ Producing, at least, one research product per faculty member annually.
▪ Publishing of at least 50% of research papers by faculty members in
international ISI-classified journals.
▪ Organizing one conference or symposium every year at each college.

 Strategy:
Developing strategic partnerships with international scientific and research
institutions, so as to contribute to the development of the infrastructure,
research output and graduate programs in line with international
standards.

 Programs and projects:

Program: P7: Development of scientific research.

Projects:
P7P1 Development of human resources.
P7P2 Development of Technical resources.
P7P3 Development of economics of scientific research.
P7P4 Development of electronic medical services.
P7P5 Priorities for scientific research.
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 Objective 6:
▪ Improving community-related postgraduate programs and establishing new
such programs in response to community needs.
▪ Helping all academic departments at the university to grant a master's degree.

 Strategy:
Developing strategic partnerships with international scientific and research
institutions so as to contribute to the development of the scientific
environment, infrastructure, research output and postgraduate programs
according to international standards.

 Programs and Projects:

Program: P6: Development of graduate studies.

Projects:
P6P1 Development of the knowledge and skills of graduate students.
P6P2 Development of faculty members in the field of graduate studies.
P6P3 Development of economics of scientific research.
P6P4 Upgrading the research inherent in postgraduate studies.
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 Objective 7:
Building community confidence to make the university as number 1 in
education in the public mind.

 Strategy:
Developing a media program with all stakeholders from within and outside
the university so as to enhance the credibility of the university.

 Programs and Projects:

Program:
P12: Media communication and branding.

Projects:
P12P1 Development of a media communication infrastructure.
P12P2 Development of human, financial, and technical resources.
P12P3 Enhancement of media communication.
P12P4 Enhancement of the university’s image in the public mind.
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 Objective 8:
Doubling the current size of the university’s self-generated revenues.

 Strategy:
Creating a culture of creativity and discipline and a business environment
similar to that of the private sector.

 Programs and Projects:

Programs:
P8: Development of financial systems.
P14: Wadi Jeddah company.

Projects:
P8P1 Development of infrastructure.
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 Objective 9:
Signing consulting contracts with most Saudi universities, with a minimal goal
of reaching three times the current number of such contracts.

 Strategy:
Establishing a culture of authenticity, discipline, and work in a way
similar to the private sector.

 Programs and Projects:

Program:
P8: Development of financial systems.

Projects:
P8P1 Development of infrastructures.
P8P2 Development of human resources
P8P3 Development of regulations and financial procedures.
P8P4 Marketing and partnership development.
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 Objective 10:
Incorporating of the largest number of talented and creative personnel in
business incubator programs sponsored by any university in the Kingdom.

 Strategy:
Developing local and global strategic partnerships to support the incubator
university environment.

 Programs and Projects:

Programs:
P9: Care of the creative and the talented.
P10: Preparation of future leaders.

Projects:
P9P1 A unit for promoting a culture of talent and creativity.
P9P2 Planning and development unit for the gifted and innovators.
P9P3 Identification and nurturing of the talented and creative.
P9P4 Partnerships and support unit.
P10P1 Preparation of university graduates to assume leadership roles in
education, business and the community.
P10P2 Preparing faculty members to be responsible for programs aimed at
developing future leaders.
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 Objective 11:
Becoming the top university in Saudi Arabia in the development of
technology transfer programs and localization of international fields of
academic excellence.

 Strategy:
Enhancing the university’s image as a research university through its strategic
vision and programs, resources and capabilities and partnerships.

 Programs and Projects:

Program:
P13: Development of business and knowledge system.

 Projects:
P13P1 Development of central laboratories.
P13P2 Development of consulting firms.
P13P3 Development of business incubators.
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 Objective 12:
Meeting academic accreditation requirements in all academic programs
and academic units

 Strategy:
Creating a scientific, technical, professional and regulatory environment to
support accreditation of all academic programs and strategic units of the
university.

 Programs and Projects:

Program:
P4: Program and institutional accreditation.

Projects:
P4P1 Establishment of a performance evaluation for academic and institutional
centers.
P4P2 Development of curricula and programs.
P4P3 Development of teaching methodology.
P4P4 Development of faculty performance.
P4P5 Development of electronic information technology.
P4P6 Development of management and leadership practices.
P4P7 Evaluation and follow-up of academic programs.
P4P8 Measurement and evaluation of institutional performance.
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 Objective 13:
implementing curricula and course content described in the accredited plans,
and upgrading of the educational process in line with international standards,
and in response to community needs so as to meet, at least, the minimum
standards of accreditation.

 Strategy:
Creating a scientific, technical, professional and regulatory environment to
support academic and institutional accreditation of all academic programs
and strategic units in the university.

 Programs and projects:

Program:
P4: Program and institutional accreditation.

Projects:
P4P1 Establishment of performance assessments of academic and
institutional centers.
P4P2 Development of curricula and programs.
P4P3 Development of teaching methods.
P4P4 Development of faculty performance.
P4P5 Development of electronic information and technology.
P4P6 Development of management and leadership practices.
P4P7 Evaluation and follow-up of academic programs.
P4P8 Measurement and evaluation of institutional performance.
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 Objective 14:
Achieving international accreditation for 75% of university programs, and a
minimum of one hundred scientific programs.

 Strategy:
Creating a scientific, technical, professional and regulatory environment to
support academic and institutional accreditation of all academic programs and
strategic units of the university.

 Programs and Projects:

Program:
P4: Program and institutional accreditation

Projects:
P4P1 Establishment of performance assessments of academic and
institutional centers.
P4P2 Development of curricula and programs.
P4P3 Development of teaching methods.
P4P4 Development of faculty performance.
P4P5 Development of electronic information technology.
P4P6 Development of management and leadership practices.
P4P7 Evaluation and follow-up of academic programs
P4P8 Assessment of institutional performance.
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 Objective 15:
Each partnership agreement will enable programs consistent with the
university’s strategic plan.

 Strategy:
Developing and acting on a clear vision of the points of convergence partners'
interests with the university strategic plan and providing an attractive
environment to expand and invest in those points.

 Programs and Projects:

Program:
P11: Development of partnerships.

Projects:
P11P1 Development of infrastructure to service partnerships.
P11P2 Development of human resources via partnerships.
P11P3 Development of partnerships.
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 Objective 16:
Each partnership agreement will enable programs consistent with the
university’s strategic plan.

 Strategy:
Making available all the elements for success and the effective functioning of the
infrastructure in all units of the university through:
▪ Fully-equipped laboratories, networks and information systems in all units of
the university.
▪ Empowered scientific personnel and technical resources required for the
operation and maintenance of systems and facilities.
▪ Modernization and continued development of systems and facilities
according to the criteria adopted.
▪ ISO-certification of all laboratories.

 Programs and projects:

Program:
P13: Development of business and knowledge system.

 Projects:
P13P1 Development of central laboratories.
P13P2 Development of consulting firms.
P13P3 Development of business incubators.
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 Objective 17:
Enrolling qualified students in the preparatory year at the university and
ensuring that they meet all requirements for completing the program, while
providing alternative programs for students who do not successfully complete
the preparatory year.

 Strategy:
Creating an appropriate scientific environment, attractive academic programs
and a stimulating cultural atmosphere for university study.

 Programs and projects:

Program:
P5: Qualify students for university study.

Projects:
P5P1 Creation of successful university environment for students.
P5P2 Development of students skills.
P5P3 Development of academic programs.
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 Objective 18:
Achieving local and international institutional accreditation.

 Strategy:
Creating a scientific, technical, professional and regulatory environment to
support academic and institutional accreditation of all academic programs and
strategic units of the university.

 Programs and Projects:

Program:
P4: Program and institutional accreditation.

 Projects:
P4P1 Establishment of a performance assessments of academic and
institutional centers.
P4P2 Development of curricula and programs.
P4P3 Development of teaching methods.
P4P4 Development of faculty performance.
P4P5 Development of electronic information technology.
P4P6 Development of management and leadership practices
P4P7 Assessment and follow-up of academic programs.
P4P8 Assessment of institutional performance.
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 Objective 19:
▪ Qualifying at least 5% of university graduates to be educational leaders.
▪ Qualifying at least 1% of university graduates to be community leaders.
▪ Qualifying at least 2% of university graduates to be entrepreneurs.

 Strategy:
Developing of local and global strategic partnerships in support of the incubator
university environment for the talented and creative.

 Programs and projects:

Programs:
P9: Care of the talented and creative.
P10: Preparation of future leaders.

Projects:
P9P1 A unit for the promotion of a culture of talent and creativity.
P9P2 Planning and development unit for the gifted and innovators.
P9P3 Identification and care of the talented and creative.
P9P4 Partnerships and support unit.
P10P1 Preparation of university graduates for leadership roles.
P10P2 Preparing faculty members to be responsible for building programs
for the development of future leaders.
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Performance indicators of KAU Strategic Plan II

Performance review is one of the fundamental aspects of strategic
planning. There are numerous methods to review and evaluate performance,
including the identification of a set of indicators to measure performance. A set can
be limited to dozens of indicators that can be used to give a clear and integrated
performance at the university. Some indicators can be quantitative while others are
descriptive and qualitative. The successful strategic plan includes key performance
indicators (KPIs) to measure performance at various levels including the overall
performance of the university and the overall performance of individual colleges
and other units. The same indicators can be used to measure successful adherence to
the strategic plan. The following key performance indicators are quantitative:
 Number of administrative units implementing e-management.
 Number of academic units implementing electronic management.
 Complete the development and integration processes of the e-universe.
 Redesign the university web site and e-portal based on international
standards.
 Number of undergraduate and graduate programs available via distance
education
 Number of students enrolled in distance education programs.
 Number of e-learning programs in support of blended learning.
 Number of scientific research projects published in classified international
journals.
 Number of published scientific researches in non-classified international
periodicals.
 Number of scientific chairs contracted and filled.
 Number of patents registered.
 Ratio of the number of published research projects to the number of faculty
members.
 Number of research projects and consultancies that specialize in
community service.
 Number of developmental research projects at the university.
 Number of global awards or medals of excellence for scientific research.
 The number of external and internal scholarships.
 The proportion of graduate students to undergraduate students.
 Annual number of bachelor's, master's and doctoral degrees awarded.
 The number of graduate programs
 Number of media outreach events involving the university and the
community.
 Number of agreements between the university and media organizations in
the Kingdom.
 Percentage annual increase in the university’s self-generated resources.
32

 Number of consulting contracts signed by the university annually.

 Number of students who have studied courses in the field of
entrepreneurship.
 Number of business incubators.
 Number of talented sponsored by the university.
 Number of training programs and trainees.
 Number of leadership training programs for university graduates.
 Percentage of central laboratory completion and its regulations and rules.
 Percentage completion of the Jeddah Valley project.
 Number of consulting bodies and the proportion of the increase.
 An average ratio of the number of students per faculty member in
different disciplines.
 Number of accredited academic programs globally and locally, relative to
total programs.
 Ratio of the number of computers to the number of students and
faculty members.
 Ratio of trainers to the total number of personnel in each category (faculty
staff, administrators, and technicians).
 The percentage of students trained cooperatively with other national
institutions
 Percentage of the number of e-active course files as part of the total
number of university courses.
 Number of curricula and developed courses.
 Completion of the university accreditation process.
 Completion of international accreditation.
 Number of active cultural agreements with universities and
international organizations.
 Number of ISO-certified laboratories.
 Number and percentage of preparatory year students who qualify to
study at the university.
 Number of university graduates who go on to become community leaders.
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Action plan and follow-up

The completion of the Strategic Plan II report has been supported by regular
scheduled feedback with an action plan to follow up on its implementation. The
report has included all the programs and projects that have been agreed on to be
carried out in the 5-year-plan set to achieve a variety of goals and strategies.
The plan report has also identified the human and financial resources and
organizational and procedural steps needed for achieving the objectives of the plan
with a clear timetable.
To ensure the implementation of planned programs and projects in
accordance with associated procedures and responsibilities, special quality
assurance follow-up forms were created. The Strategic Plan Committee was tasked to
oversee the implementation of the plan through a rigorous follow-up mechanism.
University departments involved in the implementation of the plan were scheduled to
deliver bi-annual reports on their progress, leading to the final report submitted and
presented to the University President.
In general,the process includes the monitoring and evaluation of three
strategic dimensions, namely:

1. Implementation at the strategic level:

Taking all necessary action to put into effect the mandates of the plan.

2. Evaluation strategy:
Determining that the implementation process at the strategic leadership level is in
accordance with the Strategic Plan.

3. Strategic Re-alignment:
Ensuring the practicality of the strategic plan time scale in accordance with
internal and external factors and the recommendation to corrective
actions, which may include modification of the strategic plan and to review
the implementation of strategic action.