Strategic Objectives

In order to achieve the university's vision, mission and goals, and based on an analysis of the university's current reality, the following strategic issues have been identified through which the strategic objectives can be achieved:-

Time Plan

Objective

Time Horizon

Priorities

(1-5)

First Objective:-

Qualifying and developing human resources to enable them to keep pace with rapid developments in the fields of work

2025

2024

2023

2022

2021

2

10%

15%

20%

30%

25%

Obstacles and Determinants

- Weak identification of training needs according to the knowledge and skills gap.

- Weak financial allocations for human resources development.

- Absence of effective incentive systems.

- Weak distribution of human resources according to job description.

- Weak balance between workload and qualifications.

- Decline in public service ethics

Trained, distinguished human resources, advanced administrative staff

Option

Procedures

Programs

- Enrolling in courses at other universities to gain experience.

- Leadership development.

- Developmental training courses in the field of management and leadership.

- Identifying training bodies and contracting with them

- Scheduling employees for training courses according to specialization and type of work.

- Developing a system to determine training needs according to the career path.

- Organizing educational seminars and workshops.

- Implementing opinion polls to measure levels of loyalty and citizenship

- To stimulate morale.

- Preparing an announced incentive system for all administrative units to develop capabilities and competencies.

- Forming a central committee for appointments.

- Reviewing appointment controls and developing them in light of the laws and instructions in force and announcing them.

- Diagnosing gaps in job needs.

- Announcing needs according to controls to achieve the principle of transparency and justice.

- Adopting a clear and announced policy to attract talent.

- Reviewing current regulations.

- Updating regulations according to new developments (students, faculty, employees, leaders, scientific research)

- Updating and developing the code of conduct.

Follow-up body

Implementing body

- Assistant Dean for Administrative Affairs

- Assistant Dean for Scientific Affairs

- Human Resources Division

- Quality Assurance and University Performance Division Academic Planning and Accreditation Unit

Time plan

Objectives

Time horizon

Priorities

(1-5)

Second goal:-

Administrative development and improving work methods towards e-governance and supporting college independence.

2025

2024

2023

2022

2021

3

10%

10%

30%

35%

15%

Obstacles and determinants

- Resistance to change (developments in the field of electronic administration).

- Weak specialized expertise in the field of electronic administrative development.

- Weak financial specializations.

- Lack of software specialists.

- Weak Internet, intranet and communications.

- Lack of courses and workshops for workers in the administrative field.

- Lack of advanced electronic equipment (intranet, computers with international specifications, smart boards, etc.).

- Weak role of the Media and Information Technology Division.

Flexible administrative patterns and structures and facilitated work methods governed electronically.

Option

Procedures

Programs

- Forming a committee to review the organizational structure and describe the structure based on the objectives of the formations it consists of and their duties.

- Expanding the organizational structure and recycling it to serve the administrative structure.

- Forming committees to write standard work procedures.

- Reviewing the standard work procedures guide, which includes a general description of employees within the college.

- Activating the role of the Information Technology Division in line with the needs and requirements of electronic governance.

- Expanding the Internet, intranet and communications network.

- Developing the college's website pages on the World Wide Web in accordance with international standards.

- Re-engineering the registration process and shifting towards electronic business.

- Implementing the library performance evaluation system.

- Setting standards and requirements for adopting electronic management.

- Electronic modeling of transaction completion procedures.

- Electronic management and governance.

- Assigning a committee of specialists to conduct a study of the mechanism through which health insurance is provided and submitting the report on the study to senior management.

- Direct procedures for providing health insurance according to the mechanism that was chosen.

- Developing social system services.

- Developing the media work in the college to public relations and media.

- Training courses for media staff.

Developing media and public relations in universities and colleges.-

Follow-up body

Implementing body

- Assistant Dean for Administrative Affairs

- Assistant Dean for Scientific Affairs

- Quality Assurance and University Performance Division

- Assigned committees

Time period

Goal

Time horizon

Priorities

(1-5)

Third goal:-

Sustainability and enhancing the capabilities of the college.

2025

2024

2023

2022

2021

5

10%

20%

20%

30%

20%

Obstacles and determinants

- Weak financial allocations.

- Weak mechanism for redistributing land and resources to the college in relation to the number of students and academic departments.

- Geographical decentralization of the college departments.

- Establishing administrative units and technical divisions in line with the requirements and developments of civilization and thought.

Sufficient and distinguished sustainable buildings and equipment

Option

Procedures

Programs

- Forming a committee to study the college site and prepare a report on the proposed sites for the college.

- Studying the expansion of the college and the distribution of its departments.

- Electronic documentation of university theses so that they are available on