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Strategic Plan

Strategic Plan

The Deanship's vision and mission must complement that of the University, and consider this in strategic planning. This will delineate the aims and objectives of the Deanship and determine how to manage, operate and deliver the Deanship services. The Deanship must therefore set up strategic targets as directed by the general plan of the University, and must have human and financial support from the University leadership to achieve these goals. This support must enable innovative and creative work, as well as operational.

In the development of a strategic plan, the services of the Deanship will pass through three essential time stages, namely:

       •   Establishment and launch stage

       •   The recruitment and development stage

       •   The operational and improvement stage

Since these stages are time stages, the second and third stages will be shaped during the first stage of establishment and launch, and include prominent features such as:

1. Selecting, equipping and configuring a headquarters for the Deanship

2. Establishment of the organization hierarchy of the Deanship, potentially falling in the following categories:

       •   Infrastructure Agency

       •   Electronic Transactions Agency

       •   Distance Education Agency

       •   Financial and Administrative Affairs

       •   Project Management Office

       •   Management of Studies, Development and Quality

3. Request for approval of the formation of senior committees of e-government transactions and distance education

4. Develop a strategic plan as a roadmap for the Deanship, through the undertaking of the following:

       •   Study the current situation of the University related to  the Deanship process and actions

       •   A comparative study  internally and externally 

       •   Identify partners and beneficiaries of the Deanship services

       •   Define the vision, mission, goals and  services of the Deanship

       •   Drawing up the organizational hierarchy of the Deanship and its branches in the colleges

       •   Determine priorities of the Deanship projects (short, medium and long-term)

       •   Define budgets and human resources for these projects

       •   Identify criteria for measuring performance and achievement rates for these projects

       •   Identify the Deanship mechanisms to provide its services 

5. Provide the required budgets and human resources necessary to implement the aforementioned roadmap

6. Implementation of the roadmap to move to the stage of recruitment and development to start the delivery of the Deanship services

Furthermore, there will be a plan formulated for the Deanship methodologies in its work and performance, and among these methodologies is the adoption of the principle of project management, which works to:

       •   Identify the projects required and the scope of each project

       •   Determine the priorities of these projects and their integration mechanisms

       •   Determine the outcomes of each project

       •   Identify and assign the budget of each project

      •   Determine the required qualifications and experience of the human resources, followed by providing said human resources

       •   Identify the stages of the project and detailed activities for each stage

       •   Determine the time needed to complete each project

       •  Identification of quality standards which control the performance of the project

Because of the diverse range of techniques available in today's world, and to ensure that there is no drain on effort, money and time, the Deanship’s Mission and Objectives must control the technology and its selection - not vice versa. Therefore, defining the expected services with the beneficiaries will be in terms of procedures, mechanisms and powers and is not technically and technology.

The Deanship has partners in the development of this strategic plan, namely:

       •   University administration

       •   University community

       •   The E-Government Transactions Program (Yesser)

       •   The National Center for e-learning and distance education

       •   Specialized consulting office

       •   The companies that own, develop and provide technology and its services


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