Strategic plan 2030
Vice Presidency for Postgraduate Studies and Scientific Research
Sector operational strategies
In light of the University Council’s adoption of the university’s strategic plan 2030 on 29-04-1440 AH corresponding to 01/07/2019 AD and the identification of the owners of the strategic goals, each of the university’s agencies is specialized in a number of strategic goals, and therefore the operational strategy for the sector (the agency) is the agency’s implementation mechanism. For the university's strategic goals.
Sectors mean's:
Vice Presidency for Postgraduate Studies and Scientific Research.
Vice Presidency for Educational and Academic Affairs.
Vice Presidency.
Vice Presidency for Development and Quality.
Vision:
Excellence in graduate studies and scientific research programs to build a knowledge society.
The message:
Providing distinguished graduate studies programs and developing competitive, innovative scientific research through a stimulating research and technical environment, human resources, and effective strategic partnerships.
Core values:
Originality: Commitment to standards of uniqueness and leadership in scientific research outcomes.
Continuous improvement: permanent development of graduate studies and scientific research programs in accordance with best practices Globalism.
Teamwork: Spreading the spirit of teamwork and constructive cooperation to achieve tasks and goals.
Social Responsibility: We are committed to promoting research that meets the needs and aspirations of society.
Academic freedom: Commitment to freedom of scientific research within the framework of respect for religious and societal values and academic norms.
strategic goals:
Fifth strategic goal: Developing graduate studies and scientific research programs
Description of the strategic objective:
Developing the components of graduate studies and scientific research programs; Twinning programmes, development of laboratories, laboratories, research centers and learning resources .
Key performance indicators:
1-5 Number of graduate programs created at the university .
2-5Number of scientific research published in peer-reviewed journals .
3-5Number of graduates of postgraduate programs .
Executive objectives:
1-5Developing postgraduate programs and encouraging joint programs .
2-5 Developing programs for creative and applied scientific research .
3-5Developing an advanced library and employing contemporary electronic technologies .
4-5 Activating the role of virtual laboratories in education and scientific research .
5-5Developing learning resource centers in colleges .
6-5Enhancing continued support for research, scientific publishing, and research groups .
7-5 Promoting intellectual property and its practices .
Seventh strategic goal: Building effective strategic partnerships
Description of the strategic objective:
Strengthening partnerships with leading international universities and the private sector and building bridges of communication with community institutions and scientific societies .
Key performance indicators:
1-7Number of papers resulting from research partnerships and published in ISI and Scopus.
2-7Number of activated agreements with local and international bodies .
Executive objectives:
1-7 Building research and twinning partnerships with leading international universities .
2-7Developing relationships with local and international bodies and institutions .
3-7Strengthening partnerships with scientific societies and professional bodies .
4-7_ Establishing an advisory council for the university .
5-7Developing mechanisms for implementing partnership agreements signed by the university .
Quick gains:
Quick gains mean activities based on the 20-80 /20% rule of effort and costs that lead to 80% of the desired results. Moreover, these gains work to improve the mental image of the university in record time.
Implement the operational strategy for agency-related objectives.
A decision to direct the university’s scientific studies and research to serve the sustainable development sectors in the Kingdom.
The decision to determine the minimum annual research productivity of a faculty member.
Decision to build an operational strategy for the central laboratory.
A decision to activate the recruitment of distinguished research faculty members.
A decision to increase financial support for scientific research.
Monitoring the results of (research) research partnerships.
The decision to create a university advisory council.
Studying the availability of postgraduate programs according to the needs of the labor market.
