فوجلا ةعماج Strategic Plan of the Deanship of ةيدوعسلا...

Kingdom of Saudi Arabia

Ministry of Education

Rector Office

The strategic plan

Strategic Plan of the Deanship of

Admission and Registration

1439/1444/

2022/2018

http://dar.ju.edu.sa

المملكة العربية السعودية

وزارة التعليم

جامعة الجوف

عمادة القبول والتسجيل

السعودية العربية اململكة

ـــــليم وزارة التعـ

الجامعة مدير معالي مكتب

االستراتيجية الخطة

والعمادات للكليات االستراتيجية الخطط إعداد نموذج ــــــــــــــــــــــــــــــــــــــ( - 2 -(

1- Table of Content

Page Content

3 Introduction 1

8 Vision, mission, values and goals 2

15 Methodology of preparing the plan 3

17 Plan preparation team 4

18 Tools and sources of data collection 5

19 SWOT Analysis 6

21 Gap analysis 7

23 Identification of the beneficiaries of the Deanship 8

26 Setting priorities 9

24 Harmonization with the university plan 10

30 Sources of funding 11

13 Mechanisms, follow-up implementation and continuity 11

13 Appendix (1) Executive Plan 12

Appendix (2) Indicators card 13

Appendix (3) Risk Management Plan 14

105 Appendix (4) Model Card 15






Introduction

The Deanship of Admission and Registration is one of the most important means of communication

between the university, the students and the community. Through the Deanship, student's life begins and

continues until graduation, thus assuming responsibility and leading role in the process of providing

information and data about the university and its colleges and programs as well as the conditions of admission

and to inform the student of all aspects related to his / her university career such as regulations, instructions,

rules and regulations such as the system of study, tests, rewards, etc., in addition to its guiding role for high

school students through brochures and pamphlets, as well as receiving students and their parents and visitors

to answer their queries. And for all this, the Deanship seeks to keep abreast of the technical and administrative

developments that improve its performance and to identify any abuses. The Deanship also endeavors to

develop its support services in order to meet local and international standards and to achieve the vision and

mission of the University through strategic plans and effective participation in scientific mechanisms. We ask

Allah to help and guide.

Establishment of the Deanship of Admission and Registration

The Deanship of Admission and Registration was established at Al Jouf University in accordance with

letter 564 / A directed by His Excellency the Minister of Higher Education on 21/4/1427 AH to serve as a link

between the academic community and the students. And as a central body concerned with the academic

affairs of students. And as a central body concerned with the academic affairs of students such as admission,

registration, graduation and all related regulations, laws and instructions and proposing policies for admission

and registration. Since its inception, the Deanship has experienced comprehensive developments in the

administrative and technical aspects until it reaches today's replacement of the traditional methods and

methods of paperwork in ways that employ modern computer technology such as electronic portal, social

communication and mobile messaging. We believe in the vital role of the Deanship in the students' university

career. It strives for more improvement in the services it provides to students through the transfer of all

services to electronic services in order to save the effort and time, and promoting the efficiency of the

performance of its employees and level of awareness of the service of students, to be a reference in academic

affairs, and a source of reliable information for students.



Rector Office

The strategic plan



Rector Office

The strategic plan

Figures and statistical data:

- Number of administrators and technicians: (enclosed list of employees and their data)

comments Number bothmales/females Job

Females students Male

students

91 91

91 91 Total

Contacts Qualification Job title Adminstration Employee Name م

1 [email protected] PhD Dean

Deanship of

Admission &

Registration

Dr. Bandar Bin Mizaal Alshamari

2 [email protected]

Secondary

Deanship

Adminstrator

Deanship of

Admission &

Registration

Fahad Bin Flah Alabas

3 [email protected]

Bachelor

Director of

Administration

Deanship of

Admission &

Registration

Reem Bint Falih Alnoman

4 [email protected]

PhD

Advisor to the

Deanship of Quality

and Development

Deanship of

Admission &

Registration

Dr. Nasreldin Homami

5 [email protected]

Bachelor

Director of

Administration Admission Zaid Bin Saeed Aldbees

6 [email protected]

Bachelor

Director of

Administration Registration Abdulhamid Bin Ali Allafi

7 [email protected]

Bachelor

Director of

Administration Rewards Sultan Bin Abdullah Almuthri

8 [email protected]

Bachelor

Director of

Administration Students services Abdulmajid Bin Hamoud Alanzi

9 [email protected]

Secondary

Head of the

Department Academic affairs

Saud Bin Khalaf Alshamari

The Secretary

Registration

Administration

Quality and

Development Unit

Student Services

Department

Student Services Department

mailto:[email protected]























graduates

11 [email protected]

Diploma

Secretary of the

Dean

Department of

Deanship Mishari Bin Salih Alali

11 - Bachelor College Registrar College Registrar Sultan Bin Khalaf Alrabee

12 = Bachelor College Registrar Registration Khalaf Bin Furaih Almuagil


Bachelor College Registrar Registration Abdulmajeed Bin Hlil Alrwaili

Contacts Qualification Job title Adminstration Employee Name م

14 - Secondary Adminstrative Academic Affairs Murtada Bin Khitam Alrwaili


Diploma Adminstrative Rewards Aaid Altharthar Alhazmi


Bachelor Adminstrative Rewards aud Bin Sabil AlanziS


Bachelor Adminstrative Rewards hlaif Bin Salih AlshamariK

18 - Secondary Adminstrative Academic Affairs Hamdan Bin Habeeb Alshamari

19 - Secondary Adminstrative Department of

Deanship Muhamad Bin Madi Alfhaigi


Master Head of the unit

Quality and

Development Unit DaisBin Mohamad Aldandani


Bachelor secretary

Department of

Deanship Ahlam Bint Awad Alwakid


Bachelor secretary

Department of

Deanship Maha Bint Abdulkareem Aldarzi


Diploma College Registrar Registration Muna Bint Riyadh Aljar Allah

24

[email protected]

Bachelor College Registrar Registration Dina Bint Yousf Alanzi

25

[email protected]

Bachelor College Registrar Registration Hind Bint Sadun Alshamari


Bachelor College Registrar Registration Nada Bint Yahya Alkhamsan

27 [email protected] Bachelor College Registrar Registration Wasmia Bint Salim Alrwaili

28 [email protected] Bachelor College Registrar Registration Muna Bint Fahad Alabas

29 [email protected] Bachelor College Registrar Registration Nawf Bint Ghazi Alshamari
































A list of the Deanship sections:

1. Deanship Adminstration

2. Admission Adminstration

3. Registration Adminstration

4. Rewards Adminstration

5. Students Service Adminstration

6. Quality and Development Unit

7. Files Unit

8. Documents and Graduates Unit

31 [email protected] Bachelor

Admission and

Registration

Coordinator

Registration Hanaa Bint Abdulwahid Alsalih

31 [email protected] Bachelor Director of

Administration Students Services Maryam Bint Saud Alsulaiman

32 [email protected] Diploma Head of the unit Quality and

Development Unit Asmhan Bint Yousf Alkhalifa

33 [email protected] Bachelor Head of the unit Rewards Mariam Bint Gabir Aldaghmi

34 [email protected] Bachelor Head of the

Department Filies Bushra Bint Mlah Alhazmi

35 [email protected] Bachelor Registrar Filies Raha Bint Falih Alrwaili

36 [email protected] Primary Writer Files Hishma Bint Muadhib Alrwaili

37 [email protected] Bachelor Writer Files Afaf Bint Abdulhadi Alzaid

38 [email protected] Bachelor Adminstrative Files Wafaa Bint Bashir Alshamari
























1. Vision, mission, values and goals

Vision

Leadership in the admission and registration, excellence in the provided services and attract the best students to the university as

a contribution of community progression.

Mission

Competence and excellence in the performance of all admissions and registration processes as well as guidance with in quality,

transparent and justice among the students and use of technology in all processes and tasks concern the student from

admission to graduation beside the attention to human resources as well as excellent, stimulating and high quality systems and

cooperation with partners inside and outside the university in order to contribute to the academic process and national

development.

Goals

The Deanship aims to:

1. .Achieving quality and contributing to the accreditation according to the comprehensive quality standards for all

services and tasks provided by the Deanship.

2. .Developing all administrative and technical services of the Deanship to keep up with the latest developments

and future requirements to provide the best services to students, academic faculty members, colleges, centers and

society.

3. .Developing mechanisms and standards of admission and registration for intern and extern students to reach the

future vision of the Deanship, achieve its mission, and preserve its achievements to raise the name of the

university and the country .

4. .Upgrading the Deanship staff by developing efficiency and by encouraging productivity and creativity in order to

be a role model for experience and consultation in the affairs of admission and registration and academic policy.

5. .Developing partnership with inside and outside university to achieve its vision and mission.

Values

Justice in admissions and registration processes.

Equity in the application of admission and registration criteria.

Intend the spirit of cooperation between students and staff of the Deanship.

Completion of the tasks assigned to the Deanship with precision and professionalism.

To contribute to increasing the efficiency of the services provided by the Deanship



Rector Office

The strategic plan

Performance indicators emanating from strategic goals and executive goals

Strategic Goals Executive Goals Performance Indicators

Achieve quality and contribute to the

accreditation according to the

comprehensive quality standards for

all services and works provided by the

Deanship.

.Dissemination of quality culture 1.1

1.1.1 Percentage of participation of the participants in cultural dissemination courses and

institutional accreditation courses.

1.1.2 The number of times the vision and message declaration was viewed in different places of the

Deanship portals

Develop performance and practice in the Deanship's

departments to suit national and international

standards and indicators

1.2.1 A document clarifying how standards and indicators are applied in all operations and services

undertaken by the Deanship.

1.2.2 Satisfaction of standards and indicators in all operations and services carried out by the

Deanship.

Self-assessment and preparation of an improvement

plan

1.3.1 Finalization of the final report of the institutional self- of the Deanship

1.3.2 Percentage of what has been corrected and developed based on the results of the self-

assessment study.

Contributing to the institutional accreditation of the

university 1.4.1 The percentage of meeting the requirements of the institutional accreditation of the Deanship.






- Strategic Goals - Excutive Goals - Performance Indicators

To develop all the administrative and

administrative services of the

Deanship in order to keep abreast of

the latest developments and future

requirements to provide the best

services to students, members of

academic bodies, colleges, centers and

society

Electronic for services and work procedures

Percentage of administrative processes performed electronically

Coverage rate of the assessment service for all beneficiaries through the portal.

2-2 Analysis of electronic results and Deanship

services 2.2.1 A detailed report including findings and recommendations

.Establish a database for the staff of the Deanship Percentage of the Deanship's staff in the comprehensive database.

2.3 Developing the electronic portals of the Deanship 2.4.1 The extent to which beneficiaries and partners are satisfied with the electronic portals in terms

of development and its suitability to their needs and aspirations.

2.5 Create a database for high school students that

can be accessed automatically. 2.5.1 Ratio of number of secondary schools integrated into secondary student database.

2.6 Adoption of computer mechanisms (smart

software) in academic guidance

2.6.1 Students' satisfaction with the Interactive Software for Academic Guidance in terms of

enabling them to discover their abilities and choose the appropriate program for them.

2-7 intensive courses and awareness of the

beneficiaries in the orientation of the electronic

service and how to use it

2.7.1 Number of manual reviews and paper transactions performed by the beneficiary.

2.7.2 Number of courses in awareness-raising using electronic services

2.7 Provide excellent services to faculty members and

scholarship students.

2.7.1 Extent of satisfaction of faculty members with the services provided by the Deanship.

2.7.2 Provide the content of procedural and informative evidence of the services provided to

scholarship students

2.7.3 Student satisfaction rate for the services provided by the Deanship







1- Developing mechanisms and

standardization of admission and

registration for students internally and

externally by all means to reach the

future vision of the Deanship and

achieve its mission and preserve its

achievements to raise the name of the

university and the homeland.

3.1 Development of university admission criteria

3.1.1 Number of descriptive studies conducted by the Deanship on admission criteria inreference

universities and its relation to the excellence and progress of students.

3.1.2 Comparing the criteria for admission of students with reference universities.

3.1.3 Coverage of academic programs associated with the preparatory year by standards

and indicators related to the qualification of students.

3.1.4 Students' satisfaction with the mechanisms and criteria of admission and registration at the

university and provided by the Deanship

3.2 Development of admission and registration

mechanisms

3.2.1 Student satisfaction with electronic admission mechanisms.

3.2.2 Gross enrollment rate

3.2.3 Net enrollment rate

3.2.4 New university enrollment rate

3.2.5 Coverage of the Deanship's Guide to Admission and Registration for Services Offered to

Students

3.3 Attracting students to the university in all their

classes from within and outside the region (secondary

level, scholarship students and Equivalent education

...)

3.3.1 Number of studies completed on the study of polarization in reference universities

3.3.2 A document detailing the mechanisms and incentives for polarization

3.3.3 Admission of outstanding students locally and internationally

3.3.4 Coverage of the database for polarized students

3.3.5 The presence of an office in the Deanship for polarization facilities






Strategic Goals - Excutive Goals - Performance Indicators

1- Developing the mechanisms and

standardization of admission and

registration for students internally and

externally by all means to reach the

future vision of the Deanship and

achieve its mission and preserve its

achievements to raise the name of the


3.4 Development of admission mechanisms for

people with special needs

3.4.1 Ratio of Persons with Special Needs Graduates of secondary schools in the region enrolled in

Al-Jouf University.

3.4.2 The existence of an admission and registration office for persons with special needs managed

by a qualified person to deal with them.

3.5 Develop the mechanisms of admission for

programs with financial return, thus contributing to

bridging the gap between the financial allocations and

the needs and requirements of the Deanship.

3.5.1 Financial return from Equivalent Education program

3.5.2 Financial Return of the Executive Master Program

3.5.3 Financial return from adult education program

3.5.4 Financial revenue from distance learning program.

3.5.5 Satisfaction of beneficiaries of the admission mechanisms for programs with a financial return


4. Upgrading the staff of the Deanship

through the development of

efficiency and encourage excellence

and creativity to be a reference for

experience and consultation in the

admission and registration affairs

and academic systems

4.1 Preparation of a manual guide describing the

procedures of operations within the Deanship and the

development of the administrative structure.

4.1.1 The percentage of procedures and processes specified in the manual guide to the total

processes and procedures carried out in the Deanship of Admission and Registration

4.1.2 There is an independent user guide to the functions of each department of the Deanship

showing the mechanisms of updates of the status of changes and administrative movements

4-2 Prepare a manual guide describing the roles and

administrative and functional functions of the staff of

the Deanship

4.2.1 Percentage of cards in each employee's office







4. Upgrading the staff of the

Deanship through the

development of efficiency and

encourage excellence and

creativity to be a reference for

experience and consultation in

the admission and registration

affairs and academic systems

4.3 Programming and coordinating training and

development plans for the staff of the Deanship 4.3.1 Number of training sessions received by the Deanship staff during the year

4-3 Development of excellence and creativity for the

staff of the Deanship and attract the distinguished

human cadre.

4.4.1 Number of prizes Received by the Staff of the Deanship.

4.4.2 Ratio to match the standards and areas of creativity and excellence with reference universities.

4.4.3 Coverage of the Regulation of Incentives for Job Performance.

4-4-4 Number of competitors applying for work within the Deanship.

- - Strategic Goals - - Excutive Goals - - Performance Indicators

5 - Developing the partnership

inside and outside the university to

achieve the vision and mission of

the university.

5.1 Develop a data warehouse and statistics that covers

the internal and external needs of the data and statistics

they need.

5.1.1 Number of features created on the system.

5.1.2 Satisfaction of beneficiaries and partners with databases and information provided.

5.2 Designing communication and information flow

systems between the Deanship and the governmental

and civil employment institutions

5.2.1 Percentage of those who in touch through regular channels in the portal from all sides

5-3 Cooperation with the prestigious deanships of

admission and registration and transfer of experience.

5.3.1 The number of transactions in which foreign universities were approached and the experience

gained.






Key projects for implementing the goals:

The Deanship adopted six basic projects to cover and implement these goals

Project 1 (R1): Preparing the Deanship and its contribution to the requirements of institutional accreditation.

Project 2 (R2): Development of admission and registration mechanisms.

Project 3 (P3): Development of financial resources through the development and facilitation of admission and registration mechanisms.

Project 4 (P4): Partnership and Social Contribution of the Deanship.

Project 5 (P5): Technical Development of Admission and Registration Mechanisms and Services.

Project 6 (6): Attracting outstanding students, students of scholarships and Equivalent Education and staff of the Deanship of administrators and technicians.

- Strategic Goals - Excutive Goals - Performace Indicators

5 - Developing the partnership

inside and outside the university to

achieve the vision and mission of

the university.

5.4 Facilitating admission mechanisms in the community

partnerships of the university, thus contributing to


the requirements of the Deanship

5.4.1 Financial return from the training program for teachers of educational stag

5.4.2 Financial return from professional diploma program

5.4.3 Financial return from the program of specialized and training courses

5.4.4 Financial return from the educational program for scholarship students.

5.4.5. Satisfaction of beneficiaries with the admission mechanisms of various programs of a societal

nature



Rector Office

The strategic plan

1. Methodology of preparing the plan

This section aims at clarifying the methodology of preparing the strategic plan for the Deanship of Admissions and Registration

by indicating its stages, steps and procedures. The goal of each stage is defined and the tasks are distributed to the team as in the

fourth item of the plan model.

Those are:

- Coordination and follow-up with the strategic planning office of the university

- Preparation of the team

- Data collection and description of the reality of the Deanship

- Defining the future goals of the Deanship

- Start drafting the strategic plan of the Deanship

- Involvement of external actors in the preparation and review of the

Phase 1: Coordination and follow-up with the Strategic Planning Office at the University

1 - Use the guide to prepare plans prepared by the Office of Strategic Planning of the University

2 - Adherence to the timetable for the preparation of plans for colleges and deanships approved by the Office of Strategic

Planning of the University.

Participate in the training program on the preparation of strategic plans submitted by the strategic planning office of the

university, which included 8 workshops a week and the statement:

First: Training on the use of preparation plans model was on. 12/1/1439

•Second: It was about the methodology to prepare the vision, mission, values and goals on19/1/1439

•Third: It was about the SWOT analysis on. 26/1/1439

•Fourth: It was about gap analysis on. 3/2/1439

•Fifth: It was about the priority setting on 12/2/1439

•Sixth: It was about he plan aligned with the university plan on 16/2/1439

•Seventh: It was about he Executive Plan on 24/2/1439.

4. Delivery of the plan to the Strategic Planning Office of the University for review and on 6/12/2017

5. Receive the report from the strategic planning office of the university and work on preparing the required amendments.

6 - Delivering the final version of the Strategic Planning Office at the University for approval by the Higher Committee for

Strategic Planning in theuniversity on 11/06/1439 H corresponding to 11/03/2018.

Phase II: Preparation of the team

A meeting was held at the Deanship of Admissions and Registration on 28/1 / 1439H corresponding to 18/10/2017, during

which the document sent by the Deanship of Quality and Academic Accreditation was discussed about preparing the strategic

plan for the Deanship. The meeting also discussed the work team and the distribution of tasks to its members in terms of data

collection and preparation of meetings of the Committee, and writing texts for the Deanship, and the work of questionnaires and

distribution, analysis and writing final reports, The meeting resulted in the establishment of the Strategic Plan Committee for the






Deanship of Admission and Registration, the membership of the Dean, the Directors of the Departments, the Chairman of the

Quality and Development Unit Committee and some of the staff as attached to this document.

Phase III: Data collection and description of the reality of the Deanship

This phase aims to list all activities and services carried out by the Deanship of Admission and Registration, the persons

authorized to carry out these activities, and the target group of each activity and service.

Steps:

1. Meeting of members of the Strategic Plan Committee, Deanship of Admission and Registration.

2. List all projects related to the Deanship of Admission and Registration, either in the strategic plan of Al-Jouf University, or the

projects of the Agency for Educational Affairs, or what is stated in the articles of the National Commission for and Institutional

Accreditation.

3- To limit the services performed by each employee within the Deanship, either according to the description card or not.

Procedures:

1. Preparing a working team to carry out these tasks.

2. Tasks have been distributed to team members to identify projects, targets, indicators and budgets.

Stage IV: Determining the future goals of the Deanship

This phase aims to identify future goals as outlined in the strategic plan of Al-Jouf University and the Executive Plan of the

University Agency for Educational Affairs, As well as the project of developing admission and registration mechanisms of the

university agency for educational affairs, as well as the articles of the National Commission for and Institutional Accreditation,

with the study of the possibility of achieving these goals to identify obstacles that may cause delay in completion.

Steps:

1. Collecting the goals oulined in the executive plan of the university agency for educational affairs, and the strategic plan of Al-

Jouf University.

2. Identify the projects of the university agency for the educational affairs of the Deanship of Admission and Registration.

3. Presenting the goals of the discussion within the Deanship with the possibility of presenting a general questionnaire with the

participation of several target groups of services, such as students, faculty members, parents and others.

1. Rewriting the goals in a final version as appropriate to the outputs of the discussion and questionnaire if put forward.

Procedures:

The Strategic Plan Task Team has begun to identify all aspects of the Deanship through the above four projects.

1. The work team started writing an introduction to the Deanship of Admission and Registration and put it in a general

questionnaire in which several participants participated, collecting and analyzing the results.

2. The team began to formulate the vision, mission, values and goals of the Deanship, and put them in a general questionnaire

and data collection and analysis, with the participation of external representatives of the beneficiaries of the Deanship and then

it has been modified through an expanded workshop.

Phase 5: The beginning drafting the strategic plan of the Deanship






This phase depends on the data collected either from the plan of the university agency for the executive education affairs or the

strategic plan of the university and the needs of the Deanship. The purpose of this data is to identify the needs related to the

Deanship of Admission and Registration, and reformulate it and put it in a schedule with the identification of needs and

obstacles in less time and effort.

Steps:

1. Adopting mechanisms applicable to the goals of the Deanship.

2. The distribution of tasks to the departments and affiliates in proportion to what is stated in the job description cards approved

within the Deanship, and commensurate with the actual work they do.

3. Adopting a specific timetable for each strategic objective.

4. Adopting development plans for each goal with budgets.

5. Identifying possible obstacles to each goal, and the possibility of overcoming these obstacles.

Phase 6: Involvement and involvement of external actors in the preparation and review of the Strategic Plan

By holding workshops and meetings after the observations of the strategic planning office of the university or any other review

through which the recovery, amendment and correction is carried out.

9. Plan preparation team:

On the basis of the decision to recruit the Strategic Plan Team of the Deanship of Admission and Registration No. 3/39/1208 and

annexed to decision 3/39/51012, the members are as follows:

From within the Deanship

Head Dr. Bandar Bin Mizaal Alshammary

Rapporteur Dais Bin Mohamad Aldandani

Member Dr. Nasreldin Humami

Member Fahad Bin Flah Alabas

Member Nada Alkhamsan

Member Zaid Bin Salih Aldbis

Member Abdulhamid Bin Ali Allafi

Member Abdulrahman Bin Khalaf Alshamari

Member Sultan Bin Abdullah Almthri

Member Asmhan Alali

Member Khalaf Bin Frayih Alali

Member Mishari Saleh Alali

Member Abdulmagid Hamoud Alanzi

Member Sultan Khalaf Alrabee

Representatives from outside the Deanship

Representative of parents Mohamad Bin Dais Aldandani

A representative of the faculty members Waleed Bin Ghazi Alhmoud

A representative of the university students Nawaf Bin Abdulrahman Alshamari






1. Tools and sources of data collection

This phase is for collecting information about the cadre and the staff and about everything related to the Deanship,

its services and procedures. This type of information is available:

* Al-Jouf University Strategic Plan.

* In the Deanship building as files.

* On the academic system (and represents most of the data).

* Electronic communications with colleges and other parts of the universities (Taysir).

* Information received from outside the Deanship, which may take forms of complaints, inquiries or correspondence

on quality management and academic accreditation by the Deanship of Quality and Development in the university

and also from personal interviews or questionnaires as well.

* Questionnaires distributed to high school students, university students, faculty members and administrative staff.

* Websites.






SWOT Analysis

The Committee of the Strategic Plan in the Deanship of Admission and Registration, held its meeting on 19/2/1439 H

corresponding to 8/11/2017 to discuss the subject of this document. The meeting discussed the services provided by the

Deanship, the target development mechanisms, and the obstacles that may threaten the services provided by the

Deanship. A workshop was held, which included a diverse groups of staff, advisers and representatives of beneficiaries

(attached). The discussion reached the points in the following table:

Through these points, the Committee reached a conclusion to identify the strengths, weaknesses, opportunities and

threats facing the Deanship, as follows:






Weaknesses:

1. Lack of a culture of quality and

accreditation within the Deanship

2. Students do not comply with part of the

requirements of electronic services.

3. Lack of an electronic services

development plan

4. Lack of familiarity of the Deanship of all

the terms of the contract between the

University and the provider of electronic

services.

5. Non-supervision of the Deanship to the

company that developed the electronic

system.

6. Lack of electronic means and accesses to

obtain statistics automatically (eg number

of secondary students, population census,

etc.).

7. Weak guidance and information

regarding admission of foreign students

and equivalent education programs.

8. The lack of guide to articles indicating

student duties and the mechanism of

complaint and appeals available to

him/her.

9. Lack of detailing and clarifying the

sorting process and admission criteria of

the guide.

10. Poor feedback from the employees of

the Deanship and the beneficiaries

contributes to the development of

information technology used.

11. Weakness of the mechanisms and

motivations for excellent students to be

brought from secondary school.

12. Linking the financial rewards to

budgets from outside the Deanship.

strength points:

1. Continuous support from the Deanship of

Quality and Development, University Leadership

and Budgets.

2. The existence of a computer portal for the

Deanship that provides the services of admission

and registration electronically

3 .The portal meets the standard of reference

university electronic portals.

4. Admission, registration, deletion, addition and

others that have been completed by the

electronic services .

5. Most of the graduates of the region's high

school graduates are interested in joining the

university.

6. There is a detailed guide to the student

explaining the admission requirements and

requirements of each program and its

responsibilities and rights having clear admission

criteria.

7. There is a guide for academic counselling.

8. Criteria for admission.

9. The desire of the staff of the Deanship to

develop their skills.

11. There are mechanisms for motivation and

reward

11. Experience of the Deanship staff.

12. Policies and regulations in force within the

Deanship.

13. The desire to achieve integration and

cooperation between all sections of the

Deanship.

14. The existence of relationships and

transactions with external bodies such as

supporting deanships and colleges.

15. Linking the strategic plan of the Deanship

with the strategic plan of the University

Internal

Invironment






13. The absence of a training plan

stemming from the needs of the staff of the

Deanship.

14. Duration of decisions making by the

College Councils.

15. Lack of mechanisms and channels to

connect the graduates with employers and

institutions.

Threats:

1. Coordination with the colleges and the

Deanship

2. Interference of powers between the

Deanship and the colleges

3. Lack of cultural awareness of the

beneficiary of the systems and technology

4. Electronic attacks on the system.

5. Electronic services control is controlled

by a company outside the university.

6. Some employees feel frustrated by the

lack of equality and balance of motivation

opportunities for the whole staff of the

Deanship.

3. Availability of technology.

4. Availability of electronic and technical

alternatives to communicate with students

5. Transfer the powers of the electronic system

from the company to the General Adminstration

of Information Technology and Technical

Projects at Al-Jouf University.

6. Continuation of direct supervision of the

system by the Deanship.

7. Recruiting programmers specialized in the

electronic system within the Deanship.

8. Developing additional electronic services as

required by the work..

External

environment

7. Gap analysis (between current situation and strategic goals in light of accreditation criteria)

The Deanship aims to be a certified reference in the affairs of admission, registration and student services as described in

the introduction of the Deanship and its vision and goals. In order to reach this goal, the meeting of the Strategic Plan

Committee was held at the Deanship to discuss the items: Gap analysis, setting priorities, identifying sources of funding

and plan of possible risks from the strategic plan items, on 8/3/1439 corresponding to 26/11/2017. After brainstorming

and discussion in a workshop, the meeting concluded with this approach between the current situation and the strategic

goals of the Deanship. (Annex) The most important points in this analysis are as follows:

1. Achieving quality and accreditation in accordance with the total quality standards for all services and works provided






by the Deanship.

The support by the university, the budgets and the Deanship of Quality and Development can be utilized in

dissemination of the culture of quality and the importance of accreditation in order to push all the representatives to feel

responsible and to show their spirit to ensure:

* Applying the quality standards of the National Commission for and Accreditation

* Continuous assessment of the Deanship by the staff

* External of the Deanship by the competent authorities and contribution to obtaining local and international

accreditation.

2. Developing all the administrative and technical services of the Deanship to keep up with the latest developments and

future requirements to provide the best services to students, members of academic bodies, colleges, centers and society.

In the light of the SWOT analysis, it is clear that this goal requires efforts and to complete it in the required manner.

Although a very large step has been taken in the process of making the services available electronically and despite the

supervision of the Deanship, the student's lack of awareness prevents optimal utilization, Not to mention that the

technical supervisor on the system is an executive third party does not belong to the Deanship so that one of the urgent

steps to achieve this strategic objective will be to focused on:

* Evaluating the services and processes of admission and registration by beneficiaries.

* Development of information systems technology according to clear plans.

* Total movement to external and internal electronic handling and limiting paper handling.

* Developing information technology for students.

* Raising awareness of technology and its importance among students and others.

3. Attracting excellent students to the university from high school graduates from within and outside the region as well as

non-Saudi students (scholarships).

Although most of the graduates of the high secondary schools in the region are enrolled in the university, there are no

clear incentives and mechanisms for attraction, especially from outside the university, as well as attracting scholarship

and equavilant education students , and it is possible to attract the distinguished students by adopting mechanisms and

incentives in consultation with different colleges.

4. Providing the best services and developing the mechanisms and standardization of admission and registration for

students internally and externally by all means to reach the future vision of the Deanship and to achieve its mission and

preserve its achievements to raise the name of the university and the nation.

According to the SWOT analysis It is clear to recognize the great steps taken by the Deanship in the development of

mechanisms and criteria for admission and registration through the detailed guide explained and to explain the

programs available and plans and make them accessible to the student and academic counselling with the use of

computer technology, but there are some results can be accessed through:

* Enrichment of the admission guide with more information about scholarship students and equivalent education

students.

* Identitifying the duties and rights of the student accurately.

* Determining the complaint and mechanism appeals available.






* An accurate detailing of sorting and admission and differentiation criteria.

* Ensuring that ways and channels are developed to obtain feedback from the emmployees and beneficiaries on the

development of the information technology used.

* Paying attention to the mechanisms of admission of special needs students.

5. Training to the staff of the Deanship through the development of efficiency and encouraging excellence and creativity

to be a reference to experience and consultation in the affairs of admission and registration and academic systems.

The current reality of the Deanship in terms of cadres and staff is encouraging in terms of their will and desire to develop

their skills and to get good experience in general with the existence of mechanisms for motivation and reward and can

cover the shortcomings referred to in the SWOT analysis through:

* Attempt to the budget of financial rewards independent and to be from the Deanship.

* Adopting an annual or seasonal training plan according to the needs of the coordinators and the developments and

requirements of the excellent performance.

* Description of tasks and responsibilities in the Deanship.

* Describing the skills and knowledge required to perform tasks and responsibilities.

* Process description.

* Encouraging creative and distinguished people in the Deanship.

6. Developing the partnership inside and outside the university to achieve the vision and mission of the university: The

current transactions with contacts inside and outside the university can be invested to develop partnerships in order to

achieve the goals of the community deanship through:

* Providing data on students' performance to decision makers in the colleges of the university

* Cooperation with the pristegious deanships of admissions and registration as well as exchange of experiences.

* Contributing to the raising awareness of the need of the labor market to the programs available at the university.

8. Identification of beneficiaries of the Deanship

1- Basic and direct beneficiary

* University students in all programs belonging to them (regular , equivalent , scholarship, ... etc)

* Different colleges.

2 - indirect beneficiary

Internally Beneficiaries: Faculty members and the like, administrators and technicians at the Deanship - Academic Departments

of the College, units and administrative and academic committees.






9. Prioritization (given the relative weight of matrix elements and available capabilities)

At the same meeting referred to in the preceding paragraph and after the interactive workshop, the operational goals

emanating from the strategic goals and the available possibilities were examined. The main priorities were agreed as

follows:

1. Dissemination of quality culture

2. Self-assessment and preparation of an improvement plan.

3. Intensive courses and awareness for the beneficiaries (students in particular) in the orientation of the electronic

service and how to use it.

4. Attracting students in general and distinguished students in especiall to the university from high school graduates

from within and outside the region as well as non-Saudi students (scholarships) in addition to equivalent education.

5. Cooperation with the deanships of admission and registration and transfer of experience.

6. Electronic assessment of services and work procedures.

7. Developing excellence and creativity for the staff of the Deanship.

8. Designing the academic guide.

9. Development of university admission criteria.

10. Preparing a guide to characterize the procedures of operations within the Deanship.

11. Preparation of a guide describing the roles and administrative and functional functions of the staff of the Deanship.

12. Development of admission mechanisms in the executive master.

13. Developing admission mechanisms for people with special needs

14. Promoting equivalent education, distance education and adult education.

15. Attracting the human cadre.

16. Facilitating admission mechanisms in community partnerships of the university (training to teachers of educational

stages - professional diplomas - adult education - educational programs for scholarship students)

10. Harmonization with the University's strategic plan

College University Item

pioneering in admissions and registration processes,

excellence in the services provided and as well as

attracting the best students to the university to

contribute to the building of society.

"consistent with the university's vision to motivate

creativity and innovation in education and recruiting a

highly qualidied international staff by providing and

targeting the basic element of the academic process

which is is the student."

To make Al-Jouf University a pristegious scientific

center:

1 - a motivating center for innovation in education

and scientific research

2 - has qualified international staff in scientific and

research areas.

3- Has high quality research centers

4- contribute to raising agricultural productivity in Al-

Jouf area.

5- Access to industrial, food and medical products.

Vision







6 .Has awareness programs.

7 – The university graduates are qualified community

leaders

8. Harmonization to the needs of the labor market.

Competence and excellence in the performance of all

admissions and registration processes and counselling

in quality, transparency and fairness for the students

with the use of technology in all processes and tasks

that belong to the student from admission to

graduation and the attention to distinguished and

motivating human elements and systems and

cooperation with partners inside and outside the

university in everything that contributes to the

academic process and national development.

"consistent with the mission of the university in terms

of excellence in the process of admission and

registration of students and attracting and guiding

them as well as cooperation with social partners to

ensure the provision of distinguished scientific and

research outputs for the development of society"

Providing distinguished scientific and research outputs

for the development of society.

Mision







1. Achieving quality and accreditation in accordance

with the total quality standards for all services and

works provided by the Deanship.

2. Developing all the administrative and technical

services of the Deanship to keep up with the latest

developments and future requirements to provide the

best services to students, members of academic

bodies, colleges, centers and society.

3. Developing the mechanisms and standards of

admission and registration for students internally and

externally by all means to reach the future vision of

the Deanship and to achieve its mission and to

preserve its achievements to raise the name of the


4. Upgrading the staff of the Deanship through the

development of efficiency and encouraging excellence

and creativity to be a reference for experience and

consultation in the affairs of admission and

registration and academic systems.

5. Developing the partnership inside and outside the

university to achieve the vision and mission of the

university.

"The goals of the College are in line with the

university's goals in terms of meetingt local and

international quality standards which contribute to

being in the highest ranking. The Deanship's goals are

also directly related to raising the university's name by

providing quality services to students and faculty

members, as well as contributing to advance economic

and cognitive building "

1 To make - Al-Jouf University one of the top two

hundred international universities.

2-To be among the top five universities in the world in

the research and manufacture of food

3- To contribute effectively to building the knowledge

economy.

Strategic Goals







1.1 Dissemination of quality culture

1.2 Developing performance and practice in the

Deanship sections to suit national and international

standards and indicators

1.3 Self-assessment and preparation of an

improvement plan

1.4 Contribution to obtain institutional accreditation

of the university

3.1 Development of admission and registration

mechanisms

3.1 Attracting students in general and distinguished

students in especiall to the university from high school

graduates from within and outside the region as well

as non-Saudi students (scholarships) in addition to

equavilant education.

2- Providing excellent services to faculty members and

scholarship students.

2.1 Electronic assessment of Services and Procedures

2.4 Development of the electronic portal of the

Deanship

4.4 Developming excellence and creativity for the staff

of the Deanship and attracting distinguished human

cadre

5.4 Facilitating admission mechanisms in community-

based partnerships through teacher training programs

5.5 Facilitating admission mechanisms in the

university community partnerships through

professional diplomas.

6.5 Facilitating admission mechanisms for the

university community partnerships through qualifying

courses.


university community partnerships through

educational programs for scholarship students.

5.3 Developing the mechanisms of accepting

programs with financial return, thus contributing to


the needs and requirements of the Deanship.


university community partnerships, thus contributing

to bridging the gap between the financial allocations

and the requirements of the Deanship

1.1.1 The University has obtained institutional

accreditation.

Excutive Goals







E - 1-3 increase the number of students by 50% of the

current number

E 1-9 The provision of adequate housing, health,

sports and recreational services to faculty membera

and university students

E 1-8 All university facilities shall be covered by the

Internet by wire and wireless and shall be at least 3

Giga speed.

E.2.2 Attracting highly qualified faculty members and

assistants.

E 4.4 Identifying the needs and aspirations of the

community.

E.1.6. Bridging the gap between the funds and the

needs and requirements of the university.

1.3.1 Finalization of the final report of the institutional

self-assessment of the Deanship

1.3.2 Percentage of what has been corrected and

developed based on the results of the self-assessment

study

1.4.1 Contribution percentage to meet institutional

accreditation requirements


3.2.3 Net enrollment rate

3.2.4 The rate of new students at the university

3.5.1 Financial return from equivalent education

3.5.2 Financial Return of the Executive Master

3.5.4 Financial return from distance education

3.5.3 Financial return from adult education program

5.4.1 Financial return from the training program for

teachers of educational stages

5.4.2 Financial return from professional diplomas

5.4.3 Financial return from the program of specialized

1.1.3 Finalization of the final report of the self-

institutional

Indicators

1.1.4 Percentage of the correction and development

based on the results of the self-assessment study

1.1.5 Meeting institutional accreditation requirements


1.3.2 Net enrollment rate.

1.3.3 The rate of freshmen at the University

1.6.1 Financial return from equivalent education

1-6-3 Financial Return of the Executive Master

1.6.2 Financial return from distance education

1.6.4 Financial return from adult education

1.6.11 Financial return from the training of teachers of

general education stages

1-6-11 financial return of professional diplomas

1-6-12 The financial return from specialized and

qualifying courses.

1-6-13 The financial return of educational programs for







and qualifying courses

5.4.4 Financial return from the educational program

for scholarship students

scholarship students with the support of the private

sector.

projects

* Preparing the Deanship for the requirements of

institutional accreditation

* Development of admission and registration

mechanisms

* Development of financial resources through the

development and facilitation of admission and

registration mechanisms

* Partnership and social contribution to the Deanship

*Technical development of admission mechanisms

and services

* Attracting excellent students, students of

scholarships and equivalent education and staff of the

Deanship wether administrative and technicians.

1.1.2 To prepare the University for the requirements of

institutional accreditation NCAAA

1.3.1 Development of admission and registration

mechanisms

1.7.1 Development of financial resources from the

educational process

1.7.3 Development of financial resources from

community development

1.9.1 Electronic Management

2.2.1 Attracting people with scientific competencies

and capabilities

8 Identification of sources of funding (basic and reserve)

At the same meeting referred to in the above paragraph, the following sources of funding were agreed:

Source

Nature source

Basic

source

University budget 1

Reserve

Source

Project of the University Agency for Educational Affairs for the development of

recruitment operations 1 5 1 2

Reserve

Source

Project of the University Agency for Educational Affairs to develop admission

and registration mechanisms 1 3 1 3

As for the sources of the reserves, they are originally possible sources, but the Deanship seeks to exploit them as

much as possible by convincing the agency to finance some projects in the Deanship, as set out in the plans of the

agency of educational affairs, such as the recruitment process, as well as publications of the Deanship to finance

other projects such as training courses and workshops.






12. Assessment mechanisms, follow-up implementation and continuity

The Deanship will adopt the following principles of assessment and follow-up

1 .Assessment (four basic phases):

2. Follow-up and continuity:

3. The use of assessment and analytical models (Appendix 4)

A semi-annual follow-up model for activities and actions of the Executive Plan

Annual assessment model for the entire executive plan

Annual follow-up model of performance indicators

follow-up model of the strategic plan during the five years

1. Preparation:

The process of defining operational goals and the adoption of their performance indicators is the essence of the

assessment process. Achieving operational goals with good performance indicators is the main way to evaluate and

follow up. The preparation phase is a phase based on sources of data collection and the operational plan where the

criteria are identified and the indicators will be adopted as the main goal of the assessment. The procedures in the

implementation plan are the most important methods and tools for the preparation and implementation process. The

budgets, roles and time frame were specified. Reference was also made to the sources of information in its very part..

2. Implementation:

It is through the collection of data and classification, and then documentation with the initiating of procedures that

require cooperation with different parties and the implementation of the procedures contained in the plan of

Suggestions

and planning

Analysis

Implementatio

n

Preparation Follow-up

Models

Follow-up and

continuity






implementation according to clear schedules and plans.

3. Analysis:

It is through analysis of the information and the work performed, then identifying the main conclusions,reviewing

the evidence and then making recommendations through the semi-annual follow-up model of the activities and

procedures and the annual assessment model for the entire operational plan (Appendix 4).

4. Suggestions and planning:

And through the development of recommendations and the preparation of drafts to be discussed with the parties

concerned with the implementation, and then come up with reports in agreement with the relevant authorities as

well as updating procedures or the recovery or assessment and continuation.

Follow-up and continuity:

The follow-up system is based on the design phase which is prepared through this strategic plan and the second

stage which is the task where the data is collected and implemented and then compared to the goals (outputs and

results) and then reviewing it and making dicisions accordingly, such as changing the work methods, balancing

budgets as well as the follow up of decisions taken previously.

A summary of implementation, follow-up and continuity can be reviewed through follow-up models

(4): semi-annual follow-up model and the annual follow-up model (Appendix 4: Annual follow-up model)

(Appendix 4: Model of the values of the performance indicators of the Deanship Plan (five years))

And the annual assessment form for the entire operational plan (Annex 4)

The follow-up process will aim to:

Ensuring the progress of the strategic plan according to the planning to achieve the goals through the periodic reports

of the committees in charge.

- Increase the efficiency of implementers and those in charge for implementation by taking into consideration the

problems encountered and obstacles and addressing them.

- Developing the performance of operational goals

- Cultivating the spirit of moral motivation and teamwork

- Discovering the capabilities of employees and utilising them, even by modifying tasks

- Appreciating Efficiency and controlling performance

- Ensuring continuity of the follow-up process

To ensure the success of the follow-up process there are necessary points that the Deanship will be keen on,

including:

* Identification of problems the second they they occur

* Comparing the actual progress of the scheme

* Determining how much to stay away from planning

* Identify the factors affecting the efficiency of implementation

* Being aware of the budget, whether excess or surplus

* Coordinating with the different bodies, especially those have partnership with the Deanship in achieving the goals

* Predicting and responding to future problems






* Monitoring training to required skills

* Impressions and feedback from beneficiaries and partners

Appendixes



Rector Office

The strategic plan

Appendix (1)

Based on what was accomplished in the plan and after the training workshop for the staff of the Deanship and some partners as well as meetings and discussions, the following operational goals were

achieved in light of the strategic goals of the Deanship as well as the strategic goals of the University and its balanced performance card. (Executive Plan)

Achieving quality and accreditation in accordance with the comprehensive quality standards for all services and works provided by the Deanship.

Indicators In charge of

implementation

Budjet Time frame Activities and procedures Outputs Excutive Goal

Finishing Starting

1.1.1 Percentage of

participation of the

participants in cultural

dissemination courses and

institutional accreditation

courses.

1.1.2 The number of times

the Declaration and

Mission are inspected in

different places of the

Deanship and on the

portals

Quality and

Development Unit

in the Deanship in

partnership with

the Deanship of

Development and

Quality

University

budget

(30

thousand

riyals)

2022 8132

- Let the employees of the

Deanship Know about the basic

concepts of quality.

- Dissemination of the vision

and mission of the deanship

strategic goals among the staff of

the Deanship.

- Discusings the criteria and

indicators of the institutional

accreditation of the University.

adoption and

understanding

culture of quality by

the deanship

employees

1. The dissemination of

a culture of quality






Indicators In charge of implementat

ion

Budjet Time frame Activities and procedures

Outputs Excutive Goal Finishing Starting

3.8.3 A document

clarifying how standards

and indicators are applied

in all operations and

services carried out by the

Deanship.

1.2.2 The percentage of

meeting criteria and

indicators in all operations

and services carried out by

the Deanship.

Quality and

Development Unit

in the Deanship in

partnership with

the Deanship of

Development and

Quality .

University

budget (100

thousand

riyals)

2021 2018 - Suggesting procedural steps to

apply criteria and indicators in all

the work of the Deanship.

- Applying the criteria and

indicators of the National

Commission for Academic

Accreditation and Assessment

Developing the

procedures of the

operations carried

out within all the

departments of the

Deanship to suit the

criteria and

indicators of the

National

Commission for

Academic

Accreditation and

Assessment .

8. Developing

performance and

practice in the

Deanship's sections to

suit national and

international standards

and indicators

1.3.1 Finalizing the final

report of the institutional

self-assessment of the

Deanship

1.3.2 Percentage of what

Quality and

Development

Unit in the

Deanship in

partnership with

the Deanship of

- University

budget (SR

70,000)

2020 2017 - Understanding of self-

assessment by employees of the

Deanship in light of the criteria

and indicators of the National

Commission.

- Developing the capacity of the

Understanding and

applying the

concept of self-

assessment by the

Deanship's staff

using the criteria

3. Self-assessment and

preparation of an

improvement plan






has been corrected and

developed based on the

results of the self-

assessment study

Development

and Quality

staff of the Deanship to develop

plans to fill the gaps

- A vision proposal to fill the gaps

to meet the criteria and indicators

and indicators of the

National Comission

and developing the

capacity of the staff

of the Deanship to

design plans to

address weaknesses

and develop the

strengths to meet

criteria and

indicators

Indicators In chrge of

implementation


Finishing Starting

3.4.1 The percentage of

meeting the requirements

of the institutional

accreditation for the

Deanship

Dean of Admission

and Registration

and Quality and

Development Unit

in the Deanship

University

budget (503

thousand

riyals)

2022 2018 - Evaluating the contributions of

the Deanship by a local party

(Another Deanship)

- Evaluation of the

Deanship in terms of

its contribution to

meet the

requirements of

national

accreditation

4 . Contributing to

the institutional

accreditation of the

University











2. Development of all the administrative and technical services of the Deanship to keep abreast of the latest developments and future requirements to provide the best services to

students, members of academic bodies, colleges, centers and society..


implementation


Finishing Starting

8.3.3 Percentage of

administrative processes

implemented electronically

8.3.3 Coverage rate of the

assessment service for all

beneficiaries through the

portal.

All departments of

the Deanship

University

budget (100

thousand riyals)

2022 2018 - Developing assessment

mechanisms to be

electronic.

- Designing a tool to

measure the satisfaction of

the beneficiary to achieve

the vision and mission of the

Deanship

- Practical and integrated

electronic system applied at

all stages of the admission

and registration process

- Identification of the extent

to which the beneficiaries

are satisfied with the

services, procedures and

admissions and

registrationprocess, to

identify the pros and cons

1- Electronic

assessment of

services and

work

procedures

8.3.8 A detailed report

covering the findings and

recommendations

Development and

Quality Unit

University

budget (20

thousand riyals)

2020 2019 - Providings data for the

study

- Improvement

recommendations

Analyzing and submitting

the findings with

recommendations for

service development

2 – Analysing

the results of

electronic

assessment and

services of the






Deanship

1 -8 -1- Percentage of the

staff of the Deanship with

a comprehensive

database.

Director of the

academic system

with the

administration of

the Deanship

University

budget (100

thousand riyals)

8132 8181 - Creating a database that

includes all data and also

sufficient information

(training, courses, special

skills, job description,

alternative employee,

performance assessment

tools, training needs,

retirement age, ....)

Providing all data related to

the staff of the Deanship

3- creating a

database for the

staff of the

Deanship


implementation


Finishing Starting

8.4.3 The extent to which

beneficiaries and partners

are satisfied with the e-

portal in terms of being

advanced and suitability

to their needs and

aspirations.

Development and

Quality Unit as

well as the director

of the academic

system in

coordination with

the technololical

University

budget (150

thousand riyals)

2022 2018 - Counting and identify

portals that cover all

beneficiaries

- Developing portals through

penchmarking to other

universities.

- Designing and updating a

- Practical and integrated

electronic system applied at

all stages of the admission

and registration process

- Developing the Deanship

website and various

electronic portals in light of

4- Developing

the electronic

portals of the

Deanship






company

managing the

system .

list of specifications for

electronic portals for all

beneficiaries and partners.

the views and needs of

beneficiaries and standard

specifications with the

initiating electronic channels

for other potential

beneficiaries.








Rector Office

The strategic plan

The target amount of this

indicator at the end of the plan 2 millions

Target Level

First year 0.7 millions

Second year 1 million Third year 1.5 millions Fourth year 2 millions

Fifth year 2.5 millions

How to

calculate the

cursor

The value of the financial return from the program of rehabilitation of teachers of educational stages

The participants in the

implementation of the

project

University Agency for Educational Affairs

Responsible for achieving

the target Vice Dean / Admissions Unit

Target

specified

54 Facilitate admission mechanisms in the community university partnerships, thus

contributing to bridging the gap between the financial allocations and the

requirements of the Deanship

Performance

Indicator

Reference

KPI

Reference

Performance Index KPI

:1-6-

11University

The financial return of professional diploma program Commission:

Deanship 5-

4-2






Project

name

U 3: Development of financial resources through the development and facilitation of admission and registration

mechanisms

measuring

unit number

Periodical

measurement

annual


indicator at the end of the plan 2 millions

Target level

First year مليون 1.7

Second year 0 مليون Third year 0.2 مليون Fourth year 2 مليون Fifth year 2.2 مليون

How to

calculate the

cursor

The value of the financial return of the professional diploma program


implementation of the project


Responsible for achieving the

target

Vice Dean / Admissions Unit

Specified

target

5-4 Facilitate admission mechanisms in the community university partnerships, thus

contributing to bridging the gap between the financial allocations and the requirements of

the Deanship

Performance

Indicator

Reference

KPI

Reference

Performance indicator

KPI

University 1-

6-12 The financial return from the program of specialized and

rehabilitation courses

Commission

Deanship 5-4-






3

Project

name


mechanisms

Performance

unit number

Periodical

measurement

annual


indicator at the end of the plan %50

Targeted level

First year 0.7 million

Second year 1 million Third year 1.5 million Fourth year 2 millions

Fifth year 2.5 million

How to

calculate the

cursor

The value of the financial return from the program of specialized and rehabilitation courses



project



the target


Specified

target

5-4 Facilitate admission mechanisms in the community university partnerships, thus


the Deanship

Performance

Indicator

Reference

KPI

Reference


KPI

University 1-

6-13 The financial return of the educational program for






Commission scholarship students.

Deanship 5-

4-4

Project

name


mechanisms.

Performance

unit number

Periodical

measurement

annual

The target amount of this indicator at

the end of the plan 5 million

Targeted level

First year

Second year 1.6 millions

Third year 2.6 millions Fourth year 4.1 millions Fifth year 5.6 millions

How to calculate the

cursor

The value of the financial return of the educational program for scholarship students.



project



the target


Specified

target

5-4Facilitate admission mechanisms in the community university partnerships, thus


the Deanship.

Performance

Indicator

Reference

KPI

Reference


KPI






University :

Beneficiaries' satisfaction with the acceptance mechanisms

of various programs of a societal nature.

Commission

Deanship 5-4-

5

Project

name


mechanisms

Performance

unit %

Periodical

measurement

annual


indicator at the end of the plan %90

Targeted level

First year %40 n

Second year 60 % Third year 70 % Fourth year 80 %

Fifth year 90 %

How to

calculate the

cursor

Designing an appropriate questionnaire and analyzing it in accordance with established methods



project

Deanship of e - Learning / Colleges


the target

Development and Quality Unit



Rector Office

The strategic plan





4-1 Contribution to Institutional Accreditation Specific Objective

Performance Indicator KPI KPI Performance Indicator

Reference

Contribution Rate to meet the requirements of the Institutional

Accreditation of the University.

University: 1-1-5

:Corporation

Deanship: 1-4-1

Preparing the Deanship with its Contribution to meet the requirements of

the Institutional Accreditation of the University. NameProject

Annual Periodical

Measurement

% Measurement Unit

100% Target Amount from this Indicator by the End of the Plan.

Target Level

80% First Year

100% Second year

% Third Year

% Year th4

% Year th5

Contribution Rate to meet the requirements of the Institutional

Accreditation of the University required from the Deanship.

Indicator Calculation

Process

Deanship of Quality and Academic Accreditation Participants in executing the

project

Dean of Admission & Registration/Quality & Development

Unit

The Responsible of Achieving

the Target.






2-1 Electronic services Evaluation and work procedures Specific Objective

Performance Indicator KPI KPI Performance

Indicator Reference

1-2-Rate of administrative operations executed electronically.

University:

:Corporation

Deanship: 2-1-1

Technical development of admission and registration mechanisms :5ش Project Name

Annual Periodical

Measurement

% Measurement Unit

100% Target Amount from this Indicator by the

End of the Plan.

60% First Year

70% Second year 80% Third Year 90% Year th4 100% Year th5

Number of administrative operations executed electronically/ total

Operations×100.


Process

Administration of the Academic System / Information

Technology

Participants in executing the

project

Administrative Departments of Admission and Registration

Deanship


the Target






2-1 Electronic services Evaluation and work procedures Specific Objective


Indicator Reference

Coverage rate of the evaluation for all beneficiaries through

electronic portal

University:

:Corporation

Deanship: 2-1-2

development of admission and registration mechanismsTechnical :5ش Project Name

Annual Periodical

Measurement

% Measurement Unit


End of the Plan.

50% First Year


Number of available evaluation services for beneficiaries through

electronic portal or total beneficiaries through electronic portal

×100


Process

Administration of the academic system / information

technology


project

Administration of admission and registration of the

Deanship


the Target.






2-2 Analyzing the electronic evaluation results and the services of

the Deanship Specific Objective


Indicator Reference

Available detailed report contains results and recommendations

University:

:Corporation

Deanship: 2-2-1


Annual Periodical

Measurement

% Measurement Unit


End of the Plan.

60% First Year


Percentage of achieving the detailed report that includes findings and

recommendations


Process

Administration of the academic system Participants in executing the

project

Development and Quality Unit The Responsible of Achieving the

Target.






2-3 Establishing a database for the Deanship's staff Specific Objective


Indicator Reference

Percentage of the Deanship's staff in the comprehensive database

University:

:Corporation

Deanship: 2-3-1


Annual Periodical

Measurement

% Measurement Unit

100% Target Amount from this Indicator by

the End of the Plan.

10% First Year


Number of employees in the updated database or Total Staff of the

Deanship ×100


Process


technology


project

Administration of admission and registration of the

Deanship


the Target






4-2 Deanship electronic portals development Specific Objective


Indicator Reference

The satisfaction of beneficiaries and partners on the electronic

portal in terms of development and suitability to their needs and

aspirations

University:

:Corporation

Deanship: 2-4-1


Annual Periodical

Measurement

% Measurement Unit



60% First Year


Designing and analyzing a questionnaire according to the common

methods


Process


technology


project

Development and Quality Unit The Responsible of Achieving

the Target






5-2 Create a database for high school students that can be accessed

automatically Specific Objective


Indicator Reference

Rate of the number of high schools included in the database for

secondary school students

University:

:Corporation

Deanship: 2-5-1

Development of admission and registration mechanisms :8ش Project Name

Annual Periodical

Measurement

% Measurement Unit



0% First Year


Number of integrated high schools in the region/total number of high

schools × 100


Process

Ministry - Administration - Education / Academic System /

Information Technology

Participants in executing

the project

Dean / Vice-Dean / Development and Quality Unit The Responsible of

Achieving the Target.






2-6 Approval of computer mechanisms (intelligent software) in

academic guidance Specific Objective


Indicator Reference

The extent of students satisfaction with computer interactive

program of academic guidance that enables them to discover their

abilities and to choose the appropriate program for them.

University:

:Corporation

Deanship: 2-6-1

Development of admission and registration mechanisms :8ش Project Name

Annual Periodical

Measurement

% Measurement Unit


End of the Plan.

40% First Year



methods


Process

Student Affairs / Faculty of Computer Science / Information

Technology

Participants in executing

the project

Admission Unit / Registration Unit / Student Services The Responsible of







2-7 Intensive courses and awareness to the beneficiaries orientation

towards the electronic service and how to use it Specific Objective


Indicator Reference

Number of manual reviews and paper transactions achieved by the

beneficiary

University:

:Corporation

Deanship: 2-7-1

Technical development for admission and registration mechanisms

&services 5:ش Project Name

Annual Periodical

Measurement

Number Measurement Unit

0 Target Amount from this Indicator by the End of

the Plan.

200 First Year

100 Second year 50 Third Year 10 Year th4 0 Year th5

Number of auditors and it is monitored through the awareness leaflets

given to each auditor


Process

Community Service Participants in executing the

project

Student Service Department / Quality and Development Unit /

Files Unit

The Responsible of







Specific Objective 2-7 Intensive courses and awareness to the beneficiaries orientation

towards the electronic service and how to use it

KPI Performance

Indicator Reference Performance Indicator KPI

University: Number of courses achieved in awareness of using electronic

services :Corporation

Deanship: 2-7-2

Project Name Technical development for admission and registration mechanisms 5ش

&services

Annual Periodical

Measurement


10 Target Amount from this Indicator by the

End of the Plan.

2 First Year


Number of courses completed in awareness by using electronic

services


Process

Community Service Participants in executing the

project

Student Service Department / Quality and Development

Unit / Files Unit


the Target.






2-8 Providing excellent services to faculty members and scholarship

students Specific Objective


Indicator Reference

The extent of faculty members satisfaction with the services

provided by the Deanship.

University:

:Corporation

Deanship: 2-8-1

Partnership and Social Contribution of the Deanship 1:ش Project Name

Annual Periodical

Measurement

% Measurement Unit

90% Target Amount from this Indicator by the End of

the Plan.

60% First Year



methods


Process

Vice-Dean Participants in executing the

project

Student Services Unit / Admissions Unit The Responsible of










Indicator Reference

Providing the content of procedural and informative evidences

for the services provided to scholarship students.

University:

:Corporation

Deanship: 2-8-2

Partnership and Social Contribution of the Deanship :4ش Project Name

Annual Periodical

Measurement

% Measurement Unit



30% First Year


Number of procedural and informative evidences available in the

services provided for scholarship students / total procedural and

informative evidences available X 100


Process

Vice-dean introductory evidences Participants in executing

the project

Student Services Unit / Admissions Unit The Responsible of










Indicator Reference

Satisfaction rate of scholarship students with the services

provided by the Deanship

University:

:Corporation

Deanship: 2-8-3

Partnership and Social Contribution of the Deanship 4:ش Project Name

Annual Periodical

Measurement

% Measurement Unit



60% First Year



methods


Process


project

Student Services Unit / Admission Unit The Responsible of Achieving

the Target.






3-1 Developing university admission criteria Specific Objective


Indicator Reference

The number of descriptive studies conducted by the Deanship on

the criteria of admission in reference universities and their relation

to the distinction and progress of students.

University:

:Corporation

Deanship: 3-1-1

Development of Admission and Registration Mechanisms :2ش Project Name

Annual Periodical

Measurement


3 Target Amount from this Indicator by


1 First Year


Number of descriptive studies conducted by the Deanship on the

criteria of admission in reference universities and their relation to the

distinction and progress of students


Process

Colleges Participants in executing

the project

Admission Unit / Development and Quality Unit The Responsible of









Indicator Reference

The rate of criteria correspondence for students admission with

reference universities

University:

:Corporation

Deanship: 3-1-2

Development of Admission and Registration Mechanisms 2:ش Project Name

Annual Periodical

Measurement

% Measurement Unit



50% First Year

70% Second year 80% Third Year

Year th4

Year th5

Number of accredited programs (whether local or international) /total

number of programs × 100


Process


the project

Admission Unit/ Development and Quality Unit The Responsible of









Indicator Reference

Coverage percentage of academic programs related to the

preparatory year with the criteria and indicators related to the

students qualification for them.

University:

:Corporation

Deanship: 3-1-3


Annual Periodical

Measurement

% Measurement Unit

100% Target Amount from this

Indicator by the End of the Plan.

60% First Year


Average of coverage percentage of academic programs related to the

preparatory year with criteria and indicators related to student

qualification


Process


the project










Indicator Reference

Students' satisfaction with the mechanisms and criteria of

admission and registration at the university provided by the

Deanship.

University:

:Corporation

Deanship: 3-1-4


Annual Periodical

Measurement

% Measurement Unit



60% First Year


Survey questionnaire on opinions and analyzing it according to the

applicable regulations


Process

Colleges Participants in executing the

project








3-2 Developing the mechanisms of admission and registration Specific Objective


Indicator Reference

The extent of students' satisfaction with the mechanisms of

electronic admission

University:

:Corporation

Deanship: 3-2-1


Annual Periodical

Measurement

% Measurement Unit

90% Target Amount from this Indicator

by the End of the Plan.

60% First Year



methods


Process

Academic System / Information Technology Participants in executing the

project








3-2 Developing mechanisms of admission and registration Specific Objective


Indicator Reference

Total rate of enrollment

University: 1-3-1

:Corporation

Deanship: 3-2-2


Annual Periodical

Measurement

% Measurement Unit



25% First Year

30% Second year 40"% Third Year 50% Year th4 50% Year th5

Percentage of the total registered people in the university, regardless of

age, to the total population in the Al-Jouf region between the ages of

18-23


Process

Participants in implementing the project University Agency for

Educational Affairs








3-2 Developing admission and registration mechanisms Specific Objective


Indicator Reference

Net enrollment rate

University: 1-3-2

:Corporation

Deanship: 3-2-3


Annual Periodical

Measurement

% Measurement Unit



30% First Year


Percentage of the total registered people in the university between the

ages of 18-23 to the total population of Al-Jouf region of the same age

group


Process

University Agency for Educational Affairs Participants in executing the

project








3-2 Developing admission and registration mechanisms Specific Objective


Indicator Reference

Average of new students at university

University: 1-3-3

:Corporation

Deanship: 3-2-4

Developing Admission and Registration Mechanisms 2:ش Project Name

Annual Periodical

Measurement

% Measurement Unit



90% First Year

Second year

Third Year

Year th4

Year th5

Percentage of students admitted in Aljouf University who graduated

from high schools in Al-Jouf Region in the same year


Process

University agency for educational affairs Participants in executing the

project








3-2 Developing Admission and Registration Mechanisms Specific Objective


Indicator Reference

Coverage rate of the admission and registration guide for the

Deanship services for students

University:

:Corporation

Deanship: 3-2-5

Developing Admission and Registration Mechanisms 2:ش Project Name

Annual Periodical

Measurement

% Measurement Unit



65% First Year


Year th4

Year th5

Number of services listed in the directory / total services for students

X 100


Process

University agency for educational affairs Participants in executing the

project

Admission Unit / Development and Quality Unit The Responsible of Achieving

the Target.






3-3 Attracting students to the university of all types from inside and

outside the region (Secondary level, Scholarship students, Parallel

Education, …)

Specific Objective


Indicator Reference

Number of studies completed on the study of attraction in

reference universities.

University:

:Corporation

Deanship: 3-3-1

Attracting outstanding students, students of scholarships and parallel 6:ش

education and staff of the Deanship of administrators and technicians Project Name

Annual Periodical

Measurement


3 Target Amount from this


1 First Year


Approved report of a conducted study Indicator Calculation

Process

Colleges / Ministry of Education / Ministry of Foreign

Affairs


project

Dean / Admissions Unit The Responsible of Achieving

the Target







outside the region (Secondary level, Scholarships students, Parallel

Education, …)

Specific Objective


Indicator Reference

Available document decides in details the mechanisms and

incentives in attraction process

University:

:Corporation

Deanship: 3-3-2

6:ش Attracting outstanding students, students of scholarships and parallel

Education and staff of the Deanship of administrators and technicians Project Name

Annual Periodical

Measurement

% Measurement Unit



10% First Year

70% Second year

100% Third Year

Year th4

Year th5

Completion of a document detailing the mechanisms and incentives

in attraction


Process

Colleges / Ministry of Education / Ministry of Foreign Affairs Participants in executing the

project

Dean / Admissions Unit The Responsible of









Education, …)

Specific Objective


Indicator Reference

Admission rate of outstanding students locally and all over

Islamic world

University:

:Corporation

Deanship: 3-3-3

6ش : Attracting outstanding students, students of scholarships and parallel


Annual Periodical

Measurement

% Measurement Unit



5% First Year


Number of admitted students/ total internal students x 100 Indicator Calculation

Process


Affairs


project


the Target.








Education, …)

Specific Objective


Indicator Reference

Rate of database coverage for attracted students

University:

:Corporation

Deanship: 3-3-4



Annual Periodical

Measurement

% Measurement Unit

Target Amount from this Indicator by the

End of the Plan. 011%

5% First Year


Number of attracted students in the database / total of attracted

students x 100


Process


Affairs


project


the Target.








Education, …)

Specific Objective


Indicator Reference

Available office in the Deanship related to attraction facilitation

University:

:Corporation

Deanship: 3-3-5



Annual Periodical

Measurement


1 Target Amount from this Indicator


0 First Year

1 Second year

Third Year

Year th4

Year th5

Office in the Deanship for facilitating attraction Indicator Calculation

Process


Affairs


project


the Target.






3-4 Developing admission mechanisms for people with special needs Specific Objective


Indicator Reference

Percentage of people with special needs who are graduates of

high schools in the region registered at Al - Jouf University

University:

:Corporation

Deanship: 3-4-1

Developing Admission and registration Mechanisms 8:ش Project Name

Annual Periodical

Measurement

% Measurement Unit



10% First Year


Number of registered students with special needs in the region /

Total number of students with special needs graduated from

secondary schools in the region x 100


Process

Students Affairs Participants in executing the

project

Student Service Unit / Admissions Unit The Responsible of Achieving

the Target.






3-4 Developing admission mechanisms for people with special needs Specific Objective


Indicator Reference

Available office affiliated with admission and registration

concerning people with special needs with a qualified person to

deal with them

University:

:Corporation

Deanship: 3-4-2

Development of Admission and registration Mechanisms 8:ش Project Name

Annual Periodical

Measurement




0 First Year


An office belongs to admission and registration for people with

special needs with a qualified person to deal with them


Process

Students Affairs Participants in executing the

project

Student Service Unit / Admissions Unit The Responsible of Achieving

the Target.






3-5 Developing admission mechanisms for programs with financial

income contributing to bridging the gap between the financial credits

and the needs and requirements of the Deanship

Specific Objective


Indicator Reference

The financial income of the parallel education program

University: 1-6-1

:Corporation

Deanship: 3-5-1

3ش : Development of financial resources through developing and

facilitating the admission and registration mechanisms Project Name

Annual Periodical

Measurement


15 million Target Amount from this Indicator


6 million First Year

9 million Second year 13 million Third Year 15 million Year th4 20 million Year th5

The value of the financial income of parallel education for one

program


Process


project

Admission Unit / Registration Unit The Responsible of Achieving the

Target.









Specific Objective


Indicator Reference

Financial income from the Executive Master Program

University: 1-6-3

:Corporation

Deanship: 3-5-2



Annual Periodical

Measurement


15 million Target Amount from this




The value of the financial income from the executive master

program


Process

Deanship of e-Learning / Colleges / University Agency for

Educational Affairs


project

Admission Unit / Registration Unit The Responsible of Achieving

the Target.









Specific Objective


Indicator Reference

The financial income from the adult education program

University: 1-6-4

:Corporation

Deanship: 3-5-3



Annual Periodical

Measurement




First Year


The value of the financial income from the adult education program Indicator Calculation

Process

Deanship of e-Learning / Colleges / University Agency

for Educational Affairs


project


Target.









Specific Objective


Indicator Reference

Financial income from distance learning programs

University: 1-6-2

:Corporation

Deanship: 3-5-4

Development of financial resources through developing and : 1ش


Annual Periodical

Measurement


50 million Target Amount from this




The value of the financial income from the distance learning

program


Process

Deanship of e-Learning / Colleges / University Agency

for Educational Affairs


project


Target.









Specific Objective


Indicator Reference

Satisfaction of beneficiaries with the mechanisms of admission for

programs that have financial income

University:

:Corporation

Deanship: 3-5-5



Annual Periodical

Measurement

% Measurement Unit



0 First Year


Designing and analyzing a correspondent questionnaire using the

common methods


Process

Deanship of e-Learning / Colleges / University Agency for

Educational Affairs


project

Admission Unit / Registration Unit The Responsible of Achieving

the Target.






4-1 Preparation of a manual describing the procedures of operations

within the Deanship and the development of the administrative structure Specific Objective


Indicator Reference

Percentage of procedures and processes described in the manual

to the total processes and procedures carried out in the Deanship

of Admission and Registration

University:

:Corporation

Deanship: 4-1-1

Development of Admission and registration mechanisms 8:ش Project Name

Annual Periodical

Measurement

% Measurement Unit



50% First Year


Number of procedures and operations described in the manual to/

Total operations and procedures completed in the Deanship of

Admission and Registration × 100


Process


project

All Deanship Units The Responsible of Achieving the

Target.






4-1 Preparation of a manual describing the procedures of operations

within the Deanship and the development of the administrative structure Specific Objective


Indicator Reference

Available, separate user guide for the functions of each

department of the Deanship shows the mechanisms of status

updates of changes and administrative operations

University:

:Corporation

Deanship: 4-1-2


Annual Periodical

Measurement

% Measurement Unit



40% First Year


0 Year th4 0 Year th5

Number of Manuals Used for Units / Total Units x 100 Indicator Calculation

Process


project


Target.






4-2 Preparation of a manual describing the roles and administrative

and functional functions of the staff of the Deanship Specific Objective


Indicator Reference

Percentage of job identification cards hanged in each employee's

office

University:

:Corporation

Deanship: 4-2-1

Development of Admission and registration mechanisms 8: ش Project Name

Annual Periodical

Measurement




80% First Year

100% Second year

Third Year

Year th4

% Year th5

Number of cards hanged in the Deanship in their places / total of

the Deanship staff × 100


Process


project


Target.






4-3 Programming and coordinating plans to train and develop the skills

of the Deanship staff Specific Objective


Indicator Reference

The number of trainings received by the staff of the Deanship

during the year

University:

:Corporation

Deanship: 4-3-1


Annual Periodical

Measurement




0.5 First Year

01 Second year 1.5 Third Year 2 Year th4 2 Year th5

Total number of courses per person / total staff of the Deanship Indicator Calculation

Process


project


the Target.






4-4 Developing the excellence and creativity of the staff of the

Deanship and attracting the distinctive human cadres Specific Objective


Indicator Reference

Number of prizes received by the staff of the Deanship

University:

:Corporation

Deanship: 4-4-1

6ش : Attracting outstanding students, students of scholarships and

parallel education and staff of the Deanship of administrators and

technicians

Project Name

Annual Periodical

Measurement




1 First Year


Number of prizes received by the staff of the Deanship Indicator Calculation

Process


project


the Target.







Deanship and attracting the distinctive human cadres Specific objective


Indicator Reference

Correspondence Rate of the standards and fields of creativity and

excellence with reference universities

University:

:Corporation

Deanship: 4-4-2

6ش :Attracting outstanding students, students of scholarships and parallel


Annual Periodical

Measurement

% Measurement Unit



Target Level

20% First Year

40% Second year

80% Third Year

80% Year th4

80% Year th5

Correspondence Rate of the standards and fields of creativity and

distinction with reference universities


Process


project


the Target.









Indicator Reference

Coverage rate of the organizational rule for the incentives of job

performance.

University:

:Corporation

Deanship: 4-4-3

6ش :Attracting outstanding students, students of scholarships and parallel


Annual Periodical

Measurement

% Measurement Unit



50% First Year


Number of job performance incentives listed in the rule / total

incentives X 100


Process


project


the Target.









Indicator Reference

Number of competitors applying for work within the Deanship.

University:

:Corporation

Deanship: 4-4-4

6ش : Attracting outstanding students, students of scholarships and

parallel education and staff of the Deanship of administrators and

technicians

Project Name

Annual Periodical

Measurement

% Measurement Unit



15% First Year


Percentage of the increase of applicants for the current year than last

year


Process


project


the Target.






5-1 Create a data and statistics store that covers the needs of internal

and external entities of the data and statistics they need Specific Objective


Indicator Reference

Number of features created on the system

University:

:Corporation

Deanship: 5-1-1

5ش : Technical development for admission and registration services

and mechanisms Project Name

Annual Periodical

Measurement




3 First Year


Number of programs that obtained program accreditation (both local

and global) / total number of programs x 100


Process


project


the Target.






5-1 Create a data and statistics store that covers the needs of internal

and external entities of the data and statistics they need Specific Objective


Indicator Reference

Beneficiaries and partners satisfaction with the database and

information

University:

:Corporation

Deanship: 5-1-2

5ش : Technical development for admission and registration services and

mechanisms Project Name

Annual Periodical

Measurement

% Measurement Unit



10% First Year


Preparing an appropriate questionnaire and analyzing it using the

common methods.


Process


project


the Target.






5-2 Designing systems for the communications and flow of

information between the Deanship and the governmental and civil

employment institutions

Specific Objective


Indicator Reference

Percentage of contacted corporations through regular channels in the

portal to total corporations

University:

:Corporation

Deanship: 5-2-1

Partnership and social contribution of the Deanship 5:ش Project Name

Annual Periodical

Measurement

% Measurement Unit



20% First Year


Number of Entities approached through the electronic portal / all

entities dealt with X 100


Process

Deanship of Admission and Registration Participants in implementing the

project

Vice-Dean The Responsible of Achieving

the Target.






5-3 Collaboration with the Deanships of admission and registration

and the transfer of expertise Specific Objective


Indicator Reference

Number of transactions in which foreign universities were approached

and the expertise gained from them

University:

:Corporation

Deanship: 5-3-1

Partnership and social contribution of the deanship 5:ش Project Name

Annual Periodical

Measurement




1 First Year


Number of transactions in which foreign universities were

approached and the expertise gained from them


Process

Deanship of Admission and Registration Participants in executing the

project

Vice-Dean The Responsible of Achieving

the Target.






5-4 Facilitating admission mechanisms in the university community

partnerships that contribute to bridging the gap between the financial

credits and the requirements of the Deanship

Specific Objective


Indicator Reference

Financial income from the rehabilitation program for teachers

of educational stages

University: 1-6-10

:Corporation

Deanship: 5-4-1



Annual Periodical

Measurement




0.7 million First Year

1 million Second year 1.5 million Third Year 2 million Year th4

2.5 million Year th5

The value of the financial income from the program of

rehabilitating teachers of educational stages


Process

University Agency for Educational Affairs Participants in implementing the

project

Vice-Dean / Admissions Unit The Responsible of Achieving

the Target.









Specific Objective


Indicator Reference

Financial income from professional diploma program

University: 1-6-11

:Corporation

Deanship: 5-4-2



Annual Periodical

Measurement







The value of the financial income from the professional diploma

program


Process


project


the Target.









Specific Objective


Indicator Reference

Financial income from the specialized and rehabilitation courses

program

University: 1-6-12

:Corporation

Deanship: 5-4-3



Annual Periodical

Measurement







The value of the financial income from the program of specialized

and rehabilitation courses


Process


project


the Target.









Specific Objective


Indicator Reference

Financial income of the educational program for scholarship students

University: 1-6-13

:Corporation

Deanship: 5-4-4

Development of financial resources through developing and 1ش


Annual Periodical

Measurement




First Year

1.6 million Second year 2.6 million Third Year 4.1 million Year th4 5.6 million Year th5

The value of the financial income from the learning programs for

scholarship students


Process


project


the Target.









Specific Objective


Indicator Reference

Beneficiaries' satisfaction with the admission mechanisms of the

various programs having a social nature

University:

:Corporation

Deanship: 5-4-5



Annual Periodical

Measurement

% Measurement Unit



40% First Year


Designing an appropriate questionnaire and analyzing it in

accordance with the common methods


Process

Deanship of e-Learning / Colleges Participants in executing the

project

Development and Quality Unit The Responsible of






:Appendix 3 (Risk management plan)

Description of potential risk:

Electronic threats to the academic

system owned by the Deanship of

Admission and Registration and

found in the General

Administration of Information

Technology

Administration: General Entity and Location of Risk

of Information Technology

Information Security

Department in the General

Administration of

Information Technology

and Technical Projects

The entity responsible for

solving and ending the

danger:

:nElements of risk preventio Information security procedures

applicable in the general

information security policies

approved by the Rector

2133 Extension:

of Risk: levelDegree and

Very high

Description of potential risk:

Keeping control over the academic

system at a company outside the

university

General Administration of :Entity and Location of Risk

Information Technology & Deanship of Admission and

Registration

University administration The entity responsible for

solving and ending the

danger:

Extension: :Elements of risk protection

Transferring the control process to

the Deanship of Admission and

Registration, and providing

technical cadres to control the

system from within the university

of Risk: levelDegree and

Very high





Appendix 4:

(Evaluation model card)

A. The semi-annual evaluation form for the activities and procedures of the executive plan

Recommendations Reasons of

non-execution Not executed Evidences

and

witnesses Executed Achievement

Percentage

Fellowship

date Entity

Responsible

for

execution

Activities

and

Procedures

to be

executed

Executive

Objective

- 1-

- - 2-

- -






B. Evaluation model on annual performance indicators

C. Annual Evaluation Form for the entire Executive Plan.

Percentage of actual indicators

achieved

Performance indicators in the target

situation Performance indicators in the current

situation Indicators

-

-

success

indicators

Follow-up

responsibility

Execution

Responsibility

Budget Execution

Timing

main

activities

Outputs Project Strategic Objective

end start 1A1- A. 1.

1A2-

1A3-

1A4-

And so on

1B1- B. 1B2-

1B3-

And so on

2A1- A. 2.

And so on






(D. Values form of Performance Indicators of the Deanship Plan (Five Years

Recommendations

Explanations of

increase or decrease

Indicator value

(Percentage / number)

Evidences and

witnesses Performance

indicator m

Fifth

Year Fourth

Year Third

Year Second

Year First

Year

1 2 3 … …





Finish

بفضل اهلل ومحده

*Plan Preparation Team * Admission and Registration Deanship

1439

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