college of nursing strategic plan - imam abdulrahman bin ... · prepared by prof .m hegazi college...

i

2015-2019

……………………

College of Nursing

Strategic Plan

Prepared by Prof .M Hegazi College of Nursing strategic plan

CONTENT

# TITLE Page

3 College Message V

4 College of Nursing Strategic Map Vii

5 Executive Summary 1-11

University Design – Top Line Functional Chart culled from UOD Strategic

plan 2

The Plan for Planning 3

Mission, Vision, Goals, and Values 4

Immediate priorities of the college of nursing 8

Enviromental analysis 9

6 Introduction 12

7 New Strategic Opportunity 14

8 Strategic challenges 16

9 Context for Planning 18-28

Accreditation, continuous planning and quality 18

Environmental review 20

SWOT summary 24

Benchmarking and requirements of strategic data 27

10 Strategic Goals College of Nursing 29

11 Work group assignments 30

12 Objectives and cost for the strategic goals 34

13 Gant Charts 39

14 Communication plan 109

15 Risk management plan 111

LIST OF TABLES & FIGURES


TABLES Page

Table 1 Developmental steps toward academic accreditation 19

Table 2 Environmental analysis of our college: Internal Environment 21

Table 3 Environmental analysis of our college: External Environment 22

Table 4 Rating of the current status of our College of Nursing from SWOT analysis 28

Table 5 Task Force Assignments 30

Table 6 Objectives and cost each of the 11 goals 34

Table 7 Gant Charts 39

Table 8 Plan of Budget 109

FIGURES Page

Figure 1 Top Line Functional Chart: UoD Strategic Professional Clusters 13

Figure 2 Planning Horizon UoD 14

Figure 3 The integrated planning and review cycle diagram 15

Figure 4 Immediate priorities –college of Nursing 17

Figure 5 Planning Inputs- college of Nursing 18

Figure 6 Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis 26

Figure 7 Strategic Plan Model- college of Nursing 27

Figure 8 Strategic Goals 29


College Message

The College’s five year Strategic Plan will be the product of:

Thorough examination of educational trends and their impact on institutional growth and

development;

Thoughtful assessment of the College’s positioning to ensure responsiveness and relevancy in the

face of changing needs and new challenges;

Broad-based faculty and staff input into identification of essential strategic priorities, goals,

objectives, and actions.

The College of Nursing is proud to present the first version of its strategic plan. This strategic plan is

the outcome of persistence efforts, shared experience and feedback from many stakeholders, and/or

locally, regional and international college during the past years and that made it possible to carry this

work.

The college administration wishes to thank Dr. Abdulla Al Rubaish Rector of the University of

Dammam for the continual support and to for giving us the chance to provide this peace of arts in

which we are highly confidence, that will be the starting point for future of the Nursing college in the

Kingdom. Special thanks and appreciation for Prof. M Hegazi who initiate and planned for this work.

Faculty and staff are recognized and commended for their commitment and time allocated to shaping

the future of Eastern providence Nursing College. The College’s administration and Executive Staff

are lauded for their leadership throughout the planning process and for making development of a more

focused, comprehensive plan a top College priority i.e. translating strategic priorities, goals, and

objectives into essential and consequential outcome metrics and major implementation actions towards

the eleven goals stated in this work. The completeness and quality of this document is a testament for

the college that it striving for excellence.

The strategic plan integrates with that UOD in a dynamic way according to the different situations the

college faces and/or will experience in the coming future. Utilize that means to Key Performance

Indicators as Management Tool for benchmarking.


College of Nursing Strategic Plan

“Toward the Excellence in nursing Education”

vi

Figure 1: College of Nursing Strategic Map 2015 - 2019

1

EXECUTIVE SUMMARY

The driving issues for designing a strategic plan at college of Nursing are mainly two issues. First is

the potential opportunity for the college of Nursing to improve the nursing profession in Saudi

Arabia. Second is the wide promising vision of University of Dammam. There are many strategic

projects started in the University to enhance academic movement. It is aiming to be one of the best

Universities in the region and a competitive university internationally. It enhances its academic

colleges to participate in this development by involving in deliberate projects. Accordingly, our

College is aiming to improve its academic and developmental services in nursing education. The

college’s vision and mission are congruent with the University of Dammam vision and its strategic

objectives. There is an anticipating toward excellence in academic services through Education,

Research, and Community services. Through 2015-2020, the college of nursing has five strategic

objectives; secure college’s infrastructure, enhance quality services, implement learning and teaching

domains, empower research activities, and support community services. The college’s priority is to

sustain an independency through college’s buildings and attain the academic accreditation.

The College strategic plan is intended to be dynamic, in that a continuous cycle of assessment,

planning, implementation, and refinement will be used to facilitate continuous improvement and

insure that plans are congruent with a constantly changing environment. The feedback nature of the

plan-implement-assess-refine cycle helps keep the College’s resources focused on accomplishing the

organizational mission & vision.

Our plan was developed based on the understanding that strategic planning is a process used by an

organization to develop and refine organizational initiatives in response to internal and external

trends. The key elements included in our process were an assessment of the internal and external

factors affecting the organization, the establishment of prioritized goals based on those factors, the

development of action plans to implement the goals, and identifying the criteria by which the goals

will be measured.

STRATEGIC INITIATIVES

The strategic planning process has identified a set of strategic initiatives essential to the

accomplishment of the College’s mission. The following initiatives are framed as essential

dimensions of the goals and strategic directions identified in the strategic plan, they include:

Independent well-equipped college building for both branches (males and females)

Distinctive expert faculty and administrative staff members

College’s organizational Structure

Comprehensive internal Quality Management System (QMS)

Toward Academic accreditation


Faculty Academic development

Students’ Academic development

Teaching-Learning Environment

Distinctive Post graduate programs

Empowering research performance; Research accountability

Voluntary community work and National governmental involvement

UNIVERSITY DESIGN - TOP LINE FUNCTIONAL CHART

CULLED FROM UOD STRATEGIC PLAN

This section is directly from the Strategic Plan of UOD. "Figure 2 shows that a supportive and strong

structure of relationships with alumni and the community will be connected to UOD, the Clusters

and the Colleges."

Figure 2: Top Line Functional Chart: UOD Strategic Professional Clusters

UNIVERSITY OF DAMMAM

SUPPORT SERVICES RESEARCH CENTER ACADEMIC STRUCTURE

ACADEMIC STRUCTURE

Facilities & Technology Infrastructure

Academic & Student Services

Research Enterprise and Field Experience

Preparatory Year/ Common Core (Per Cluster)

Health Professions

Cluster

Technical Professions

Cluster

Management Professions

Cluster

Ho

sp

ita

l / C

lin

ics

ISLAMIC VALUES

Humanities

Cluster

Fie

ld E

xp

eri

en

ce


PLAN FROM THE FUTURE

"The terminology used to describe the planning framework is an institutional choice [Fig.2]. From

the very beginning of its strategic planning process, UOD selected the approach championed by

AAFAQ1 as its starting point. The essence is to plan from the future back to the present.

This approach mandated that we commence with defining Vision, Mission, and Values, followed

by the identification of strategic issues. This is further expanded into a set of 11 Goals with Strategic

Priorities, and then a series of 46 Objectives and detailed action steps that combine process,

responsible individuals, time frame, data quality essential to the institutional development process

and monitoring of outcomes."

THE PLAN FOR PLANNING

As stated previously, that of UOD directly informs this Strategic Plan of the College of Nursing.

"Strategic Planning embraces elements with different planning horizons. As shown in Figure 3, our

strategic plan reflects the implications of these differing timelines."

Figure 3: Planning horizons, UOD

2030 2005

5 10 15 20 25

Technology

Planning (5 yrs)

Land Use

Planning (30 yrs)

Facilities Planning/

Construction (10-15 yrs)

Human Resource

Planning (5 yrs)

Academic Clusters/

New Colleges (5-8 yrs)

2015 2030

5 YEARS


The planning horizon for UoD is 30 years. The planning horizon for the College of Nursing is five

years.

As stated in the beginning, the initial stages of the AAFAQ project began in mid-2007. The context

was the search for accreditation from NCAAA. Our comprehensive SSD was concluded with 10

recommendations for immediate implementation, as well as others that are requiring approval from

officials. These recommendations became the basis for our SWOT Analysis

MISSION, VISION & VALUES

Nursing strategic plan complement, and supplement University's broader strategic plan. The nursing

strategic plan describes how the College will achieve its Mission, Vision, Defined Strategic

Objectives of the nursing College, The steps for achieving these goals and defined priorities.

The external and internal scan done by strategic plan team over the last year concludes the mission

and vision of the college to be as follows:

The Vision

Be the leading College of Nursing in Saudi Arabia and in the region, as well as be recognized

nationally and internationally for excellence in education, research and community service

The Mission

To offer dynamic, comprehensive and innovative educational experience that will enable

students to expand their nursing knowledge and enhance their professional skills to meet the


health care needs of the community within the context of Islamic culture, beliefs and values.

The Goals

PROGRAM GOALS

Goal 1

Provide quality education in nursing to graduate Saudi nurses with high

scientific and clinical competencies.

Goal 2

Utilize concepts from humanities and behavioural sciences in nursing

practice.

Goal 3 Practice legal and ethical standards in nursing profession

Goal 4 Develop professional knowledge and practice through problem-solving

Approach and evidence-based learning

Goal 5 Utilize electronic administration and health information resources.

Goal 7 Focus on the commitment to the principle of “lifelong learning”.

To achieve above goals, the administration of the College of Nursing, University of Dammam, has

emphasized the need to enforce a cluster of value that govern in all aspects of the strategic plan of

the College. These values include:

Values

Complying with religious and community Islamic belief and ethics of the profession.

Quality performance.

Develop Confidence.

Transparency.

Pursuit of self-education.

Cooperation, Participation and Forgiveness

The Philosophy


Program of nursing education functions within the scope of the general philosophy and policies of

UoD that reflect the views and beliefs of self- development of UoD people in the context of their

socio-cultural background. Academic program reflects the college beliefs about health, illness,

nursing, client, environment, teaching and learning context. The Nursing College plans and

implements a program of study derived from the following beliefs:

Health

Health encompasses multidimensional states of wellness and illness. It has both subjective and

objective components and must be viewed from the perspectives of the health care providers and

the client. Wellness is viewed as a dynamic state of wholeness or integrity achieved by continuous

greatening for optimal functioning.

Illness

Illness is viewed as a dynamic state of loss of wholeness, dysfunction, or disorganization. Healing

is the process through which illness is overcome and wellness is re-established. It is achieved by

goal-directed action and use of personal, interpersonal, and environmental resources. Healing may

occur within any or all of the human dimensions to impact a person’s overall state of wellness.

Nursing

Nursing is the diagnosis and treatment of human responses to actual or potential health problems.

It involves a dynamic interaction between client and nurse. Nurses have a responsibility to be

knowledgeable about theories, principles, and applications of biological and social sciences. The

nurse uses this knowledge to promote an optimal level of health of individuals/ families / groups,

or when necessary, to dignify death and ease the dying process. Nursing is practiced through the

framework of the nursing process.

The nurse uses the following skills and resources in nursing practice, which are identified as

program themes: critical thinking, communication, management, teaching, professionalism, and

community. Nurses must interact with health professionals in a collaborative effort to practice

effective health care. Patient advocacy is central to the nursing role. Nurses have to behave in a

professional, ethical manner.

Nursing Education

Nursing education is the process by which students are socialized into the profession of nursing.

The educational experience is stimulating and desirable; it supports the growth in individuals. We

believe nursing education is obligated to base curriculum decisions on realistic conceptions of

nursing roles and practice as a multi- level occupation. The curriculum provided students with

skills and knowledge utilized in the common domains of nursing practice and when possible

derived from evidence based research. The Nursing faculty encourages life -long learning in

nursing and believes that its program is a bridge for advanced practice.

Teaching and Learning


Learning is a dynamic and self-directed process, which continues throughout the life span. Human

beings have a natural potential for learning. Learning is acquired through the repetition and

reinforcement of appropriate behaviours, which contributes to desired behaviour patterns.

Teaching is the facilitation of learning and requires valuing the student as a person and

understanding his /her learning needs. Effective teaching timely needs feedback by the learner.

Therefore, it is essential for understand the plan which includes objectives, timelines, and

evaluation.

All the above values sets here must be taken into account together and heir’s interaction with each

other in order to see what has made this place work so well over the years. The faculty and staff of

the College of Nursing are adhered to these values as guides for their decisions and behaviour:

The College of Nursing endorses the mission, vision and goals set forth in the university's

strategic plan as full participants in the initiatives that will define the direction of the

university in both the short and long range.

IMMEDIATE PRIORITIES OF THE COLLEGE OF NURSING

Prepare and equip the College for Academic Accreditation.

Sustain state-of-the-art technology in all areas, including learning resources.

Improve marketing of our assets in healthcare services, research and consultation.

Sign fruitful agreements with national, regional and international organizations and

universities.

Become more aware of community and environmental health issues, and, develop joint

research programs to seek practical solutions.


ENVIROMENTAL ANALYSIS

Various factors define the environment in which the College must develop its Strategic Plan. These

include the international, regional (GCC), national, and provincial [demographic, political and

economic] as well as education forces and the internal conditions and circumstances at UOD and the

College in particular.

In general, the external forces relevant to the College of Nursing include the growing national

economic strength, increased demands for higher education, increased government investment in

higher education and research, and new employment opportunities. Similarly, in general, current

internal forces create an environment of well-respected educational programs, plans for physical and

academic growth, centralized management systems, evolving local leadership and management

capacities, and, financial prudence.

A. External Environment

Health Sector Manpower

The manpower employed in MOH increased from 94,669 in 1999 to 104,540 workers in

2004, with the share of Saudi manpower increasing from 59.5% to 66.6%. In that period, the

share of Saudi nationals in the total number of physicians rose from 19.5% to 31.1%, and

their total number of nursing staff increased from 26.9% to 31.1%, and their share in the total

number of auxiliary medical workers went up from 56.3% to 61.4%; as compared to the

targets set by the Seventh Plan of 25%, 45% and 65% respectively.


Under the Seventh Development Plan, actual financial expenditures of health sector

development programs (MOH, Saudi Red Crescent Society, King Faisal Specialist Hospital

and Research Centre) totaled sum sr80.1 billion, amounting to 98.4% of the Seventh

Development Plan target. [That was the budget allocation.

The Kingdom has a significantly lower rate of female participation in its labour force (10.3%)

than in other countries. This rate is less than 20% of the participation rate in developed

countries and less than one-third of the rate in other Arab countries.

Higher Education

The 8th Five Year Plan demonstrates increase of 18%in the secondary school graduates in the

Kingdom. This increase is expected to be in the science specializations.

Currently, there are 24 fully recognized public universities in the Kingdom. However, a

national policy of expansion plans to increase the number. (Ministry of Higher Education,

KSA, http://www.mohe.gov.sa/English/Universities)

The government’s commitment to building a world-class higher education system, with

strong research funding, calls attention to the opportunities for productive employment and

collaborative research in Saudi universities.

Shortages of qualified faculty might push institutions to more international collaboration in

key scientific areas to mitigate competition and costs.

The National Government, through the Ministry of Higher Education, King Abdul Aziz City

of Science and Technology (KACST) and AAFAQ (the National Higher Education Plan),

has initiated new funding and recommended additional funding for long-term strategies for

research development. This offers support to the growth of research in the university, and

focuses on National priorities:

Eastern Province

The Eastern Region population is less concentrated in the two largest cities of the region

(Dammam and Al-Hassa) than is the case in other regions of the Kingdom.

The ratio of students to teachers in Eastern Region schools (13:1) is slightly higher than the

KSA average, although it improved somewhat in the 7th Five Year Plan period.

The 8th Five Year Plan projects a 26.1% increase in the number of entrants to higher

education in the Eastern Region between 2003 and 2009. This is less than the national

average of 29.4%.

The importance of U0D as an institution is rising in its province and nationally. U0D and

other national institutions are becoming much more visible. Expectations are high i-e

improved connections to individuals and industries served will be required

b. Internal Environment

Human Resources

http://www.mohe.gov.sa/English/Universities


Deans do not have the authority to make offers to recruits “on the spot” and the chain of

approvals can be slow. The process of faculty recruitment is often lengthy and cumbersome.

Colleges and departments do not have long-range plans for staffing, and there is confusion

about how to count the size of current faculty. There appears to be little or no involvement of

department chairs or faculty members in the process of recruiting and appointing new faculty.

Recruitment and retention are made difficult by the growing non-competitiveness of the

salary and benefits packages available at U0D.

o Faculty retention is also hampered by the absence of clear job descriptions and a

transparent system of performance evaluation and reward (“reward culture/innovation

culture”).

o Faculty retention and morale are adversely affected by the relatively low levels of support

staff and consequent perception that faculty are consumed with “busy work.”

Saudi faculties are required to retire at age 60. Currently, a system is being developed for

continuing them as “emeritus professors” with continuing teaching and research

opportunities.

Current and prospective female faculty often lack mobility, restricting their opportunities for

further training and other development activities.

Institutional Culture

There is ample evidence of inadequate student preparation in English language and basic

science after first-year studies. There is also a lack of uniformity in extent to which English

usage is reinforced inside and outside the classroom in subsequent years.

Colleges do not have a role in selection of their students. There is sometimes a lack of

adequate communication between central admissions office and the College about enrolment

numbers.

Educational Program

The College of Nursing had adequate:

o Clinical or laboratory facilities

o “Teaching material”

Physical and Technological Resources

A comprehensive Campus Master Plan is in place for the Dammam campus that presents a

full campus community with academic facilities, a new hospital, student facilities, faculty and

student housing, a Mosque and other community facilities.

A general plan is in place to build new facilities for men’s programs and to renovate vacated

space for women’s programs.

New academic facilities are generally being planned and developed in clusters relating to

Health Professions.


Finally, The College of Nursing will be worldwide competition for professional faculty, if we want

to attract male expatriate faculty from ranked universities. Even within the Kingdom, competition

will rise. The College must enter this competition because of the rise in enrolment demand predicted

in the Eastern Province and locally. New relationships with health service organizations as student

enrolments and research activities increase

INTRODUCTION

An Academic Department of Nursing was established under the umbrella of the College of Medicine

and Medical Sciences in 1989 (1409-1410Hijri). This department initiated the first B.Sc. program in

nursing in the Eastern Province of the Kingdom of Saudi Arabia (KSA). The first batch consisted of

6 female students. Serious steps were therefore taken to provide needed faculty members, facilities

and infrastructure to establish a College of Nursing. The Supreme University Council at its meeting

held on 2/11/1423 H decided to transform the Department of Nursing into a College. This decision

was supported by the Council of Ministers and ratified by Royal Decree Number 7/B/45888 dated

23/11/1423H. Thus the first College of Nursing, in the Kingdom, was born.

The College included several academic departments and since its inception, pursued continuous

development in several areas; attracting female students to join the College; changing the down-look

on nursing; educating the community about the importance, goals and nobility of the nursing

profession; updating the educational plan to keep pace with the development and needs of employing

bodies, and with changes that affect the nursing profession, and the special health needs of the Saudi

Community, and Accreditation by the NCAAA.

College Location

The main University of Dammam campus is located in the Eastern Province of Saudi Arabia.

Dammam is an important Saudi port on the Arabian Gulf. The largest town in the eastern region, it

has expanded to the city limits of two other modern towns, Al-Khobar and Al-Dhahran. Near

Dammam are located the most important centers in the world for the production and refining of

petroleum. The population of Dammam is greater than a million. The university campus is about ten

kilometers from the Arabian Gulf, seven kilometers from the city of Al-Khobar, twenty kilometers

from Dammam, the province's administrative capital, and 45 kilometers from King Fahd

International Airport.

The University overlooks the Arabian Gulf, and the island of Bahrain - 35 kilometers from Saudi

Arabia's eastern coast and linked to it by the King Fahd Causeway. The highway distance to Riyadh

is about 400 kilometers and to Jeddah about 1450 kilometers from Dammam.


The College has two main campuses (female and male campus), in addition to a hospital building (B

/ 500) that located at King Fahd University Hospital (KFHU) in AL-Khobar / Al-Akrabiah area.

College Services

All academic programs reflect the college beliefs about nursing, clients, health, and Saudi

environment, nursing education, research and Community service. The main services of the College

of Nursing in University of Dammam include the following:

A- Education Services:

• Provide full and higher education for all undergraduate students in the College of Nursing (B.Sc. in

Nursing.).

• Provide Master degree in Clinical Nursing for postgraduate students.

• Provide continuing education curriculum as: Bridging program for bachelor’s degree.

• Provide Continuous Nursing Education (CNE) by regularly conducting symposiums, workshops, or

conferences to motivate nursing students and staff.

B- Research Services:

The College of Nursing works as a center for clinical research (for both undergraduate and

postgraduate nursing students), and it work together with other teaching medical staff to motivate


nursing staff to conduct research. The college also works as a center of research program in the

community.

C- Other Services:

The College of Nursing provides full clinical training, practice, and supporting for all undergraduate

and postgraduate nursing students to work as a profession nurse. Also, the college provides

community services through nursing care for geriatric patients and clinical training of nursing

students on home health care service through community and family health nursing department.

Moreover, the College collaborates with one of the charity associations of the Eastern Province of

KSA for conducting many of the community services.

Academic Calendar

The Academic year consisting of two semesters usually starts in September and ends in June, and is

followed by an eight-week Summer Session. There is midterm break of one-week duration between

the semesters. Students are elected to take some of the nursing courses during the summer break

(Summer Courses).


Figure 3: Organizational Structure, College of Nursing 2013


Figure 4: Organizational Structure of the different committee (a matrix of the Board and committee

structure identifying lines of authority and representation for all dimensions of College operations)


A NEW STRATEGIC OPPORTUNITY

It is important to emphasize the following statement from the UOD Strategic Plan:

"Academically and economically, the health professions, the technical professions, and the

management professions are already fusing in many dimensions. Examples are Bioengineering,

Environmental Health, Urban and Physical Planning, Health Systems Management, Engineering

Management, and, imbedded technologies."

These developments may be difficult to conceive in the present environment because of history —

the larger size and concentration of the Health Professions preceded the Technical Professions. "The

Health Professions will be able to, and should, achieve an integrated state faster, if only because the

opportunity may pass without attention."

Currently, the Health Professions, in terms of size are more fully represented and closely followed by

the Technical Professions. However, Health Professions and Technical Professions as well as the

Management Professions will be coordinated strategy. Thus the ultimate product will be the fusion of

three institutional models. This concept of professional clusters should provide a powerful academic

combination to serve national, and regional needs with the strategic workforce and applied research

for economic development, especially, in healthcare delivery."

Impact of Accreditation


The following observations in the UOD Strategic Plan are re-stated.

"Academic and Professional Accreditation in KSA will become increasingly more specialized and

more demanding. Effective strategic planning and the quality issues are among the core elements for

sustaining accreditation. The NCAAA Self-Study and accreditation process will be enhanced by high

quality planning products and observable signs of an effective planning culture."

The next statement was an assumption in the U0D document. "Western-style accreditation will likely

be sought by English-medium institutions in the Kingdom. This will make the need for planning and

assessment even more acute. . Hence the College of Nursing expects to become a fulfilment of this

assumption in this sense. College of Nursing plans to seek both Academic and Professional

Accreditation from external accreditation bodies, in addition to NCAAA.

Choice of Approach

"Strategic planning requires a decision on approach to adopt. It is our decision that the College of

Nursing strategic plan must work back from the future rather than forward from the present. In this

sense, we decide on the approach, which was championed by the AAFAQ1 Project; especially

opportunities for quality improvement are expected. The planning and implementation processes will

be infused throughout with quality issues. The inspiring asset that is the new campus (combined

with the old) provides a strong and unique physical platform for in which it supports strategic

possibilities.

Students Flow – A Strategic Issue

Designing a new strategic model for how students enter, navigate, and succeed in the College is part

of this opportunity. We are aware that the unevenness of high school preparation and the absolute

need for consistent and rigorous graduation standards are strategic issues. The reputation of

Universities is in large part the reputation of their graduates. The College will make student flow

policy and practice part of the strategic believes.

Institution Building

The College of Nursing had no Strategic Plan in place. Thus, the tasks at hand fall into the category

of "institution-building," not a refinement of an ongoing process. The College sees this as an

opportunity to build a culture of planning, which it includes a steady exchange of well-researched

ideas and solutions, and the capacity to decide, organize and act.

Planning & Analytic Capabilities

The planning, management, analytical capacities and competencies needed in order for the nursing

college to succeed are great. The conditions are not business as usual although early signals are

needed to reinforce that point. The institution cannot be built on the present capacities, competencies,

and practices. A new order is needed immediately for the college of nursing to achieve its full

potential.


STRATEGIC PLAN

(2015-20)

Reviewed annually

BUSINESS PLAN

Identifies annual priorities and accountabilities

Provides premise for operational plans and budget building

Submitted annually

OPERATIONAL PLANS

Developed locally

Reviewed

annually

BUDGET BUILDING

Developed

annually

ENVIRONMENTAL FACTORS:

Government

Economy

Funding

Figure 5: The integrated planning and review cycle diagram

STRATEGIC CHALLENGES

College of Nursing’s Strategic Plan reflects national expectations, including but not limited to:

Increase the capacity for qualified students who will be entering the College

Provide new funds to stimulate research

Attain academic accreditation from the NCAAA

Infuse the College with Islamic values, ethics, morality and culture.

Raise the quality of education and professional performance

Produce returns on the investment in the New Campus & its Teaching Hospital.


Educate competitive novice nurses who are ready to produce nursing research and provide

health care service using evidence-based to assume nursing roles and responsibilities.

Through previous expectations, the College of Nursing exemplifies an essence of "Professional

Colleges".

The following are commitments, which were taken into considerations:

Educate and qualify nurses to meet direct healthcare needs of the Kingdom.

Pursue fruitful nursing research and scientific enquiry.

Provide outreach programs and nursing services in healthcare through consulting, clinical

service and support to enhance the wellness and health of the community we serve.

The College of Nursing aims to be a leader in transforming nursing by which it becomes an effective

partner in the wellness and economic life of the people, the Eastern province and the GCC region.

Hence, the College plans to form strategic partnerships with other healthcare facilities nationally,

regionally and internationally, where high quality professional graduates, applied research and

continuing professional development are associated with the healthcare sectors of the Eastern

Province and GCC states


Figure 6: Strategic planning framework

CONTEXT FOR PLANNING

Vision

Mission

Goals

Environmental analysis

SWOT analysis

Activity

Acuity/complexity

Other factor

Balance:

• Service demand

• Activity

• Acuity/complexity

• Other factors

With:

Resource allocation

(Supply)

Routine monitoring of

performance against the

plan

Annual report

Analysis of the balance

of demand for services

/activity with resources

allocated

Balance of Service

Demand and

Resource

Allocation

Resource

Allocation

(Supply)

Service

Demand

The Strategic planning framework


A number of external and internal conditions impact Strategic Plans. Figure 4 shows a set of six

planning inputs, which created the strategic context for the College of Nursing.

Figure 7: Planning Input for College of Nursing

1- ACCREDITATION, CONTINUOUS PLANNING AND QUALITY

A. INTRODUCTION

We are aware that NCAAA will thoroughly examine evidence, particularly patterns of evidence.

Such evidence can come from internal and external sources, in form of quantitative and qualitative

nature. In Self-Study Document (SSD), the College also placed evidence in five categories: Existing

documentation, interviews, surveys, comparisons and Key Performance Indicators (KPIs).

The following points are quoted from the UOD Strategic Plan. “In the context of this plan, the term

benchmark denotes measures that compare quality of performance, both our own past performance

(internal benchmark) as well as comparisons with other institutions and external data sources

(external benchmark). The term metric describes the set of methods or criteria used to describe

measures associated with internal activities and outcomes. The term rubric describes the specific

categories of data and information associated with assessing the quality of a professional activity."


B. MEETING NCAAA STANDARDS & MILESTONES OF DEVELOPMENT

Simultaneously with UOD, the College of Nursing undertook its first self-assessment in June 2007.

We issued our SSD in April 2008. One of the aims was “to sum up studies on the 11 areas of

NCAAA to ‘provide internal benchmarks against which future improvements can be assessed.”

The milestones signifying our development toward academic accreditation are shown in the

following table.

DATE OUTPUT

July 2007 Self-Assessment

September 2007

to April 2008

Self-Study Process, and, Self-Study Document submitted

to NCAAA, Riyadh

15 – 19 Nov 2008 On-Site visit (Dammam) for Developmental Review by

External Assessors.

17 May 2009 Report on Developmental Review by External Assessors

presented at KFU, Al-Ahsa.

01 July 2009 Document on “Actions Planned” submitted to NCAAA,

Riyadh

06 October 2009 Nine Task Forces to develop Strategic Plan established

November 2012 On-Site mock Survey of the External Reviewers

March 2013 Report of preliminary External Review

June 2013 Action plan to the report of preliminary External

Review

Table 1: developmental steps toward academic accreditation

ACTIONS PLANNED

Beyond the recommendations and suggestions of the External Reviewers, NCAAA and those of the

Self-Study Document, the College of Nursing developed detailed “Actions Planned”. These are

attached as Appendix 1. The 11 goals have been transformed into 63 Gantt Charts that are parts

presented in this Strategic Plan.

C. FUTURE ROLE OF THE QUALITY & PLANNING UNIT /VICE DEAN FOR QUALITY

& ACADEMIC ACCREDITATION

The function of quality management set-up is becoming critical as the College moves through the

accreditation process. We recognize the roles that this emerging set-up must play. Hence, Vice Dean

for Quality & Academic Accreditation position was created. This new Vice Deanship will coordinate

quality measures and evaluations. However, the College accepts that quality is the responsibility of

every organizational unit. Accountability for achieving and measuring quality will be broadly

distributed. As it is universal, including U0D, so also in this College, "Quality is everybody's

business."


2. ENVIRONMENTAL REVIEW

1. Internal Environment 2. External Environment

As an essential step in building the strategic plan for the college of nursing, the internal and external

environment were assessed and analyzed by holding SWOT analysis. The environmental analysis

serves as a guide for determining the long-term direction of the service. As such, it is not always

necessary to undertake a comprehensive analysis each year. However, the analysis needs to be

reviewed annually to:

•Make adjustments as significant changes in the environment occur.

• Serve as a basis for review of where the service status.

Internal and external environmental factors can affect the functions of the service. The impact, or

potential impact, of any of these factors on the service, and therefore employees' workloads, can be

identified by systematically analyzing the service environment. Understanding the environmental

factors affecting the service assists when making a comparative analysis with other services and

benchmarking.

Internal Environment

Internal factors are those the service can potentially influence. There is a comprehensive list of

internal environmental factors that can impact on the service, and these have been categorized under

four headings:

1. Structural

2. Human resource management

3. Information technology management

4. Performance

External Environment

The external environment consists of conditions and forces that are usually beyond the control of the

service. These can be categorized under five headings.

1. Policy/legal factors

2. Economic factors

3. Social factors

4. Technological factors

5. Research and evidence based practice

Analysis of internal and external environmental factors for our Colleges revealed the following

results that are illustrated in (table 1 & 2).


Table 2: Environmental analysis of our college: Internal Environment

I- Internal Factors Description

1. Structural Design

A. Location and size

College of Nursing located in the Eastern Province –

University of Dammam and has two campuses (female

and male campus), in addition to building B (500) that

located at KFHU in AL-Khobar.

B. Design of the college

The College of Nursing has two campus:

1. Female campus (the main campus) at University

of Dammam includes three buildings: C1, C2,

and C3

2. Male campus at University of Dammam

In addition to Hospital Building at King Fahd

University Hospital (KFUH): (Building B /500)

C. Services within our college Education, research, and community services.

D. Team involved in service

delivery

All Faculty, nursing staff, non-nursing staff as well

as administrative staff.

2. Human Resource Management

A. Leadership and

management

Senior leaders of the service have broad experience.

They have been within the College between 10 and 15

years.

B. Recruitment process

Recruitment processes are designed to ensure that

capable and appropriately qualified teaching and other

staffs is available for all teaching and administrative

functions, and that they are administered fairly, and

that new staff are adequately prepared for their

responsibilities.

We have clear formal recruitment processes which

deal with the employment of Saudi, non-Saudi and

non-academic staff. These are well announced in the

university website and in the faculty handbook.

C. Hiring and promotion Attention to diversity is observed in hiring and

promotion of faculty members. The college of nursing

has a diverse body of teaching faculty as measured by

their ethnic background as well as by the country from

which their highest degree was obtained

3. Information Technology

A. Availability of IT All Professors and Assistant Professors are supplied

with laptop. All staff is supplied with either a personal


computer or a laptop. In addition to a printer for each

Unit coordinator. Computers and printers are available

for all administrative staff. All computers are connected

to the local area network (LAN), via the university

mainframe.

All Clinical Skill Laboratories are connected with each

other and with the college classrooms Via Internet

connections and webcams. There is good access to

computers in all areas.

B. Level of IT The College shares nearly 40 Databases of the Deanship

of Library Affairs of the University and has a link with

many research and reference materials.

All College courses are available for students on the

University website through the “Blackboard System”.

4. Performance

A. Students satisfaction and

achievement

B. Staff Satisfaction and

evaluation

C. Financial outcomes

A comprehensive evaluation of all aspects of the

faculty role will be completed to ensure cost-effective,

high‐quality educational priorities, sufficient time for

scholarship, and efficient use of time for service.

Research, teaching, and service components will be

analyzed for each faculty member and standards will

be set for faculty workload and implemented to align

with available resources.

All administrative functions of the College will be

examined, organized, and supported according to their

alignment with the strategic priorities of the College.

This will include an analysis of staff workload

throughout the College

Table 3: Environmental analysis of our college: External Environment

II- External factors Description

1. Policy/legal Factors

Current Legislation that are relevant

to health services

Planning processes for the provision of facilities and

the acquisition and maintenance of equipment must

include consultation with program representatives to

ensure clear specification of program requirements.

Plans for provision must appropriately balance

program requirements with Kingdom policies as

well as the Institutional policies to ensure


compatibility of systems and resources available.

2. Economic factors

Government interface Currently, we are the only well-established

government nursing college in the eastern province

of KSA.

Recently, a new college of nursing at Hafr Albatin

was established in addition to another college that

belong to King Faisal University at Al-Ahsaa town.

This will decrease the number of students registered

to our college but will increase the overall number

of graduated nurses in the eastern province and the

total number of employed Saudi nurses, and so will

improve service provision in accordance with

Kingdom's saudization policy.

3. Social Factors

The socio-demographics profile of

the students being serviced

Increase opportunities for access to students from

urban, rural, and other represented communities

across University of Dammam.

4. Technological Factors

The impact of technology on our

service

In recent years, our college has significantly

expanded its comprehensive network of supports for

students. Student services including online

registration, teaching courses, learning assessment,

advising and counseling, technical support, and e-

library use.

5. Research and Evidence Based Practice

Research development impact on

our services

Research activity at the university continues to

thrive and actively engage students at both the

undergraduate and postgraduate levels.

Continue to provide and increase appropriate

support for student and staff excellence in research

and scholarship.


3- SWOT Analysis

STRENGTHS

WEAKNESS

OPPORTUNITIES

THREATENIN

As an essential part in building the strategic plan in our college for environmental analysis to

relies on strengths to capture opportunities and recognize weaknesses to avoid becoming a victim of

environmental threats, and when to gain an understanding of these strengths, weaknesses,

opportunities and threats(SWOT). The environmental analysis then influences corporate planning

and policy decisions. The SWOT analysis revealed the following results:

STRENGTHS

1. CON is located in a growing region with prospects for community partnership, and

opportunities for private practice, including Eastern Province and GCC states.

2. CON’s program is well-regarded in the community, and there is high demand from students

3. The development of Quality and Development unit in the college in branches, males and

females.

4. CON is an English-medium college with well-qualified applicants and a growing number of

graduates.

5. CON has a stable system and campus leadership with great ambitions for the college and

solid leadership at the academic level.


6. CON is able to select high-performing students through the use of rigorous screening

mechanisms (GPA, aptitude test, knowledge test) in admission.

7. There is an organized exchange opportunities for postgraduate students to study abroad.

8. The availability of an attractive faculty and students housing and support facilities through

UOD.

9. The construction of the new campus and the soon opening of the new hospital are strong,

visible signs that CON is a growing college on the move.

10. CON has a well-established postgraduate program (Master of science in clinical nursing), as

well as Bridging program.

11. CON offers its program for both male and female students.

12. The enrolled students have an extensive orientation program that is conducted during their

preparatory year.

13. Establishment of the UOD website with initiation of E-learning management system and

electronic communication & E-services within and outside the college.

14. CON has developed a strong linkage with industries (ARAMCO) and charity associations in

the community (Fatat Al-Khaleej).

WEAKNESS

1. Decreasing the number of registering nursing students in the last years.

2. Relatively low salaries and incentives for faculty and staff comparing with other colleges in

other local and regional universities.

3. Lack of sufficient time for faculty members to attend conferences.

4. Currently the College does not have a centralized benchmarking program for measuring and

comparing CON with appropriate institutions. However, certain units within the College

measure their results against the results of other similar institutions where a comparison is

possible.

5. A large number of research is focused primarily on obtaining promotion rather than discovery.

6. The relatively low level of research activity can be an impediment to the recruitment and

retention of research-oriented faculty.

7. Most faculty recruitment is not associated with strategic plans for the academic program

development. There is minimal evidence of inter-departmental joint recruitment efforts.

8. Dean lack the full authority to make some urgent decisions for the college.

9. Faculty retention is hampered by absence of clear job descriptions and a transparent system of

performance evaluation and reward.

10. Administrative and supportive staffs need some management, secretary and communication

skills’ improvements.

11. Difficulty of coordination between the faculty and clinical training settings for students.

12. High teaching load for faculty members, making it difficult to make any activities with

students or for the college.

13. Students’ dropout because of lack of conviction of nursing.


OPPORTUNITIES

1. Use the move to the new campus to create new integratioin of educational, training, and

research experiences for students, faculty members, and researchers.

2. Nursing profession is one of the rare professions nationally, regionally and internationally.

3. Being the only government College of nursing in the eastern province of KSA

4. Increase market demand for national nursing staff (Saudization).

5. Increase market demand for male nursing staff.

6. Direction of the university toward attracting distinctive faculty members from various

reputable strong universities.

7. The opportunity for cooperation with research centers in University.

8. Strategies for marketing the importance of the nursing profession and the positive media

impressions among the community.

9. Deanship of staff development provides workshops and training courses for faculty skills’

development.

10. Administrative employees have the possibility of completing the study in the desired

specialties.

11. Availability of job opportunities for nursing staff in the national labor market.

12. Approach to marketing the importance of the nursing profession and the positive media

impressions among the community.

13. Direction of the university toward attracting distinctive faculty members from various

reputable strong universities all over the globe.

14. Thirst of community organizations to the college’s services (training, advisory, and

consultancy).


15. Direction of the university towards excellence and leadership so as to enhance and complete

the activation of the strategic plan of the college

THREATENING

1. Lack of communication with the market to identify market needs and skills of nursing staff.

2. Lack of community organizations demand for the college’s services (training, advisory, and

consultancy).

3. Lack of nursing college interest for collaborate and cooperation in diversity of work.

4. The presence of nursing graduates from other competitor colleges.

5. Faculty morale (of both Saudi and non-Saudi faculty members) suffers because of perceived

discriminatory differences in the compensation packages available to each category.

Figure 8: (SWOT) Analysis: Strengths, Weaknesses, Opportunities, and Threats

SWOT analysis was drawn from a variety of sources including our original SSD, Strategic Planning

Task Forces reports, and meetings with stakeholders.

4- BENCHMARKING AND REQUIREMENTS OF STRATEGIC DATA

As discussed previously, benchmark, metrics and rubrics are essential building blocks to evaluate

performance and measure outcomes. Ultimately, these will correspond to NCAAA Key Performance

Indicators. During the self-study process, we identified gaps in available data. This showed the need

to create a function in the College that will gather and analyze data about the College.

We will develop a set of Benchmarks which represent an important element of College life. In many

ways, we will be benchmarking against our own goals and performance, since there is little history in


KSA and the region in this type of activity. The benchmarking will reflect the peculiar demographic

and economic characteristics of Saudi Arabia and the Gulf region as a whole, in addition to the

salient features of Saudi higher education including the fact that the entire system is less than a half-

century old.

Key Performance Indicators derived from the Self-Study conducted for NCAAA have been analysed

with action plan on each one.

Gap Analysis: After SWOT analysis was completed, a systematic process was conducted to identify the gaps

between the current state of college of nursing and the future. A deep analysis of the factors was

created. Flow chart model was used as presented below.

Analysis of the Current State


SWOT analysis

G

Root Cause Analysis

G Measurement and Monitoring

G College of Nursing Improvement Plan

G

The strategic Plan Model – College of Nursing

Figure 9: The Strategic Plan Model

GAP

G


Gap analysis Indicators Rating System

0-20% 21-50% 51-75% 76-100%

Little or no

evidence of

improvement

(Little or no

evidence of

indicators.)

Activities for

some indicators

are being

implemented but

gaps still exist; no

systems in place

yet.

Activities for most

indicators are

being

implemented.

Evidence of

improvement are

being implemented.

Table 4: Rating of the current status of our College of Nursing from SWOT analysis

STRATEGIC GOALS: COLLEGE OF NURSING

In relation to Eastern Province, KSA and the GCC region, the College of Nursing is committed to:


Figure 10 : Strategic Goals

STRATEGIC PLANNING PROCESS

The Strategic Plan of the College of Nursing provides a five- year road map for support, services,

and development. It contains the directions and priorities that will enhance College’ position to

compete globally. Strategic planning was developed after consultations among the College

community of faculty, staff, students, and the University and Eastern province communities, and

several workshops, including threat the female campus. The following goals of the meetings and

workshops were instrumental in its development:

1. Guarantee that each member of the academic staff participates in SP’ development

2. Guarantee that each member of the academic staff understands the components of the

strategic planning process

3. Ensure that each participant has the chance to contribute to the enhancement of the faculty

Educational programs

4. Provide the opportunity for all academic staff members to participate in writing the vision,


Mission, values, goals, objectives and KPIs of strategic planning.

WORK GROUP ASSIGNMENTS

College of Nursing Members of Task Forces

For Strategic Goals of College of Nursing

OBJECTIVES & COST FOR EACH OF THE 11 GOALS

GOAL 1

Enhance and sustain a high quality instruction, research, and services in Professional field

relevant to Eastern Province, the Nation, the GCC, and beyond

Objective 1a Be distinct as nursing college in profession, locally,

regionally and internationally COST

(In Thousand SAR) Objective 1b Serve the public by improving health, and quality of life.

SUBTOTAL 340.277

GOAL 2

Establish organizational Model of management system, infused with quality, to

handle the future size and complexity of the college

Objective 2a Enhance the quality of administrative Process.

COST

(In Thousand SAR)

Objective 2b

Develop a framework for system delegation of

responsibility and authority among executive and

academic officers.

Objective 2c Enhance and implement systems for performance

appraisal, award and reward in all Units.

SUBTOTAL 182.000

GOAL 3

Instill a culture of quality into all our professional activities to ensure accountability


and achievement of stated objectives at all levels in all departments of the College

Objective 3a Increase awareness of the importance of confidentiality in

working with patients and students

COST

(In Thousand SAR) Objective 3b

Continue to increase the scope of the quality assurance

processes to encompass the program

Objective 3c Access the national Standards of Nursing practice against

which to benchmark their program.

SUBTOTAL 80.000

GOAL 4

Integrate distinguished and innovative programs in nursing education

Objective 4a Develop and launch up to date nursing programs

consistent with international standards.

COST

(In Thousand SAR)

Objective 4b

Implement a strategy to increase the range of assessment

tasks and establish criteria statements for each level of

learning in order to provide evidence of student

achievement and progression between levels.

Objective 4c Development of a student and peer evaluation.

Objective 4d Implement a comprehensive e-learning facility to

specifically supplement Students' Learning & Teaching

Objective 4e Fully implement Quality Management in relation to

Learning & Teaching, using NCAAA standards

SUBTOTAL 70.000

GOAL 5

Support all enrolled students with facilities to foster a positive learning environment and

experience in the College which should engender loyalty

Objective 5a Recognize and work with student leaders to support

networks to enhance students' career advice. COST

(In Thousand SAR) Objective 5b Foster and support students' extra-curricular activities in

the college

Objective 5c Create physical spaces for student/faculty interaction


outside the classroom and encourage and reward faculty

participation

SUBTOTAL 300.300

GOAL 6

Upgrade the college library to provide users "state-of -the-art" educational resources and services

to support teaching and learning, research and services within the college

Objective 6a Recruit qualified librarians and library personnel.

COST"


Improve library services, information seeking experience

of users and adequacy of resources within the library

Objective 6c Locate budget to the college library.

SUBTOTAL 340.000

GOAL 7

Develop, implement and sustain up-to-date multi-disciplinary support facilities, including IT

services

Objective 7a Develop and implement a system for space assignment and

management. COST


Develop and implement a total security management

system.

SUBTOTAL 45.000

GOAL 8

Create and sustain a culture of accountability for financial planning and management that serves

both academic and administrative units at the College

Objective 8a

Develop and implement financial systems in the College to

comply with generally accepted accounting practices and

standards.

COST


Develop a diversified portfolio of internal generation of

funds [IGF] to reduce dependence on a single funding

source.

Objective 8c Develop a transparent annual budgeting and

revenue/expenditure tracking system to enhance


accountability in all units of the College.

Objective 8d In connection with IGF, formulate rules and regulations

for financial issues.

Objective 8e Create a sustained training program in financial affairs for

administrative personnel.

Objective 8f

Raising awareness of faculty staff members and

administrative staff regarding financial rules and

regulations.

SUBTOTAL 300.800

GOAL 9

Increase human resource and improve conditions of professional services to accomplish teaching,

research and service missions for the College

Objective 9a Enhance existing mechanisms for faculty and staff

recruitment as well as for promotions

COST

(In Thousand SAR)

Objective 9b

Design and implement the qualitative and quantitative

requirements of faculty and technical staff for various

departments and units of the college

Objective 9c

Design and implement a performance appraisal system for

faculty and professional staff, including feedback

mechanisms, incentive programs and performance-based

rewards

Objective 9d

Improve faculty and administrative productivity through

providing additional support staff, and, making available

opportunities for professional development and enhancing

positive work environment

Objective 9e

Develop and coordinate deployment of academic,

administrative and family facilities and support functions

to enhance efficiency and effectiveness of faculty

performance in the College of Nursing

Objective 9f Organize a workshop to establish a Regional External

Advisory Board for faculty welfare

SUBTOTAL 210.250

GOAL 10


Create a culture of intellectual curiosity and conduct research that enhances the health status of

the community, governed by Islamic values and international ethical standards

Objective 10a

Establish collaboration with Prince Mohammed Bin Fahd

Center of Research and Consultation Studies (PMFCRC)

to enhance health education, research and care delivery for

the Eastern Province.

COST

(In Thousand SAR)

Objective 10b

Expand post-graduate research opportunities by

establishing research fellowship positions in nursing

college.

Objective 10c Enhance undergraduate participation in research.

Objective 10d

Establish a committee from staff members that represent

different nursing specialties for developing ethical research

polices for nursing college.

Objective 10e

Encourage staff members to follow research registration

and documentation processes at the departmental and

college level.

Objective 10f Develop structured promotion criteria which recognize and

reward extramurally funded research

SUBTOTAL 110.500

GOAL 11

Develop entrepreneurial initiatives and business partnerships with the community to expand

private sector joint investments in future development at College

Objective 11a

Expand the faculty-model to include linkages to

faculty/professionals from strategic partners and the world

of professional practices, and, vice versa for the College.

COST

(In Thousand SAR)

Objective 11b

Activate alumni organizations for the College and

constituent units and involve graduates and the wider

Dammam community in the cultural and educational life

of the campus

Objective 11c

Create the capacity to generate and analyze data related to

the regional population, Nursing work force and health

status to serve the needs and interests of the Eastern

Province.


Objective 11d Establish a network of external advisory groups for the

College and its constituent units.

Objective 11e

Develop academic and research programs of College to

support strategies for provincial growth, career pathway

and workforce

Objective 11f

Jointly develop re-training programs with the health

business sector to address their workforce retention,

development and evolving health specialization needs.

Objective 11g Jointly create business incubators with investing business

partners in selected areas of academic/research focus

SUBTOTAL 150.000

39

GANTT CHARTS

Strategic Goal # 1

Enhance and sustain a high quality instruction, research, and services in professional field relevant to

Eastern Province, the Nation, the GCC, and beyond

NCAAA Standards Area 1: Mission, Goals and objectives)

Objective 1. A : Be distinct as nursing college in profession , locally, regionally and internationally

Aim: To be recognized nationally and internationally for its innovative approach in the field of nursing.

OVERVIEW STARTS AT/

ENDS AT

METRICS

KPI

Duration 4 years . Increase 100 %of student enrolment and graduates in the nursing college.

. Improvement of 10% per year in retention rates in the nursing college.

. Ranking number one for national (external) licensing examinations in nursing

college where available.

. Establish at least 2 effective long –term partnerships with international

universities or academic health centres.

. Recruitment of new faculty in the existing and new male section in the nursing

college that meet national and international criteria.

. Establish external advisory boards of nursing college in place

Cost

Starting Date May 2015

Responsibility for

Implementation

Dean/Faculty

Board

40

Project Calendar (5 years)

TASKS and Input Metrics

Start and

Ending

Years

2015 2016 2017 2018 2019

Establish standard business and operational plans for eac

Practice evaluating the fiscal, educational, and research

contributions of the 3 practice to the nursing college, mission,

and goals.

Integrate knowledge of theory , liberal studies , research and

evidence – based nursing practice in the design and provision of

nursing care for individuals , families , groups and communities

Establish an ongoing quality improvement process for practice.

Complete new academic facilities for male section in nursing

college.

Complete market studies on the needs for professions strategic

work force and focused research in health Areas in the Eastern

Provinc.

Complete strategic plan for the college

Complete plans and construction of buildings for male section

41

Objective 1. b: Serve the public by improving health, and quality of life.

Aim: To serve the public by improving health, and quality of life through excellence in nursing education, research, clinical and

community services..

OVERVIEW STARTS AT/

ENDS AT

METRICS

KPI

Duration 3 years (a) list services available for use by region.

(b) List services provided to regional community.

(c) Marketing brochure prepared.

(d) Data collection instruments to monitor regional workforce needs.

(e) Develop monitoring system to measure nursing college output of graduates toward

achieving the desired needs

(f) Plan for newly identified educational program approving

(g) List re-training needs in regional sectors

(h) Re- training educational program implemented and assesses.

(I) approved retraining program implemented and assessed.

Cost

Starting Date August 2015

Responsibility for

Implementation

Vice Dean for QU

42



Start and

Ending

Years

2015 2016 2017 2018 2019

1. Conduct meeting with key provincial community agencies

body to identify opportunities for services and or research.

2. Assess resources within respective nursing colleges available

for services and / or research with the key regional community

agencies.

3. Develop marketing brochures of nursing college resources

available for services and / or research with the regional key

body of the community agencies .

4. Follow up meeting with the key regional community agencies

body to offer identified services

5. Develop survey and data instruments that forecast Eastern

Province workplace needs

6. Develop new education program to respond to, yet to be

determined, unmet workforce needs.

7. Develop monitors to measure nursing college output response

(graduates) to unmet workforce needs identified.

8. Meet selected regional’ leaders to identify needs for employees

re- training

9. Develop re- training educational program to response to the

pre-identified needs

10. Obtain institutional approval for the retraining programs.

11. Implement the re-training educational program.

43

Aim: To graduate professional competent nurse with the potential to become, creative change agents, critical thinker, decision

makers.

OVERVIEW STARTS AT/ ENDS

AT

METRICS

KPI

Duration 5 years (a) Portfolio of practice

(b) Annual practice reports

(c) Plan of collaborative and innovative practices/ projects with college of

nursing and health related organizations.

(d) Establish at least 10 health agencies field experience arrangements for health

and technical management sites.

Cost

Starting Date May2015

Responsibility for

Implementation

Staff Development Unit



Start and

Ending

Years

2015 2016 2017 2018 2019

1. Synthesize the nursing process in the care of individuals, families,

groups, and communities.

2. Engage in collaborative clinical programs and projects with,

college of nursing, and other health related organizations.

3. Assume responsibility for life long – learning that enhances

professional nursing practice.

4. Maintain opportunities for nursing practice faculty role

enactment.

5. Increase faculty, student, and alumni participation in local, state,

44

regional and national organization and activities.

6. Demonstrate nursing leadership in college, university, community

and profession to improve health outcomes and influence health

care policy consistent with university priorities

6. Establish an ongoing quality improvement process for practice

3. Formalize structures and process to promote the unification of

nursing at nursing college.

Strategic GOAL # (2)

Establish organizational Model of management system, infused with quality, to handle the future size and

complexity of the college

(NCAAA Standards Area 2: (NCAAA Standards Area 2: Governance and Administration)

Objective 2. a. Enhance the quality of administrative Process

Aim: To develop a new management culture and organizational depth and competencies that matches the strategic

expectations.

OVERVIEW STARTS AT/

ENDS AT

METRICS

KPI

Duration 3 years Updated organizational chart

Updated administrative position description

Revised the by –laws in faculty handbook.

Faculty’s annual performance review.

Staff development workshop or seminars.

30% of staff members attend or participate in

Workshop, seminar or in-service raining, during the academic year 1431-1432

Cost


Responsibility for

Implementation Dean College

45

-Student evaluation of faculties members

-Security plan and policy

-Survey to measure faculty members’ level of

Satisfaction was done

-10 % increasing of student enrolment in the

Undergraduate program annually.

-50 % increasing student enrolment in the Master’s program in 2009- 2010 from 10 to 20

students respectively.

-The responsibilities of program managers are Clearly defined in position descriptions.

- (95%)Program managers have sufficient authority to ensure compliance with formally

established or agreed policies and procedures. (90%)

- The Policies and regulations relating to the program are made accessible to faculty, staff

and students (100%)

- New curricula are approved and implemented. (Credit hours increase from 127 to 132)

- Number of student who transfer success and subsequent. 4th level student, Academic

Year 90. %

46

Project Calendar (Five 5 years)


Start and

Ending

Years

2015 2016 2017 2018 2019

Assess the college administrative structure making changes as

needed to achieve strategic planning goals

Develop and gain approval of a detailed organization chart that

includes all operational and advisors committee

Review and identify best practices based on peer institutions.

Review and redesign administrative polices based on best

practices

Revise police and procedure documents

Provide the necessary resources to implement exciting and

future communication technologies

Establish a committee responsible for the review of the police

and regulation and to ensure they are understood and complied

with.

Disseminate polices and procedures using latest technology.

Increase the level of awareness of staff of the college of nursing

about the by laws and job description

Increase the level of awareness of faculty and staff members

regarding important policy issues related to nursing college and

university of Dammam

Perform soft copy about policy and procedures.

Assess awareness of faculty staff members about By-Laws.

47

OVERVIEW

STARTS AT/

ENDS AT

METRICS

KPI

Duration 3 years - Delegations of responsibility to program managers are clearly defined with limits of

authority defined and accountability requirements specified.

- (90%)Opportunities are provided for initiative by faculty and staff in the exercise of their

responsibilities within a framework of policies and coordinated program strategies.

- (85%) Evidence and support are made available to faculty and staff in a manner that

contributes to their personal and professional development

- (85%) Reports on key performance indicators are made on a regular basis to senior

management within the institution. (Result of Exam Twice year).

- Codes of practice for ethical and responsible behaviour have been developed and are

followed dealing with matters such as the conduct and reporting on research, performance

evaluation, student assessment, committee decision making, and the conduct of

administrative and service activities.

- (100% of the staff aware by the rules and polices)

-. Regulation becomes clear to prevent conflict of interest

-Formal committees were established with clearly identified authority and responsibilities

(Committees).

- Establish strategies for the periodic review of the policies and regulations in a specific time

(At the end of each academic year)

Cost

Starting Date Oct.2015

Responsibility

for

Implementation

Project Calendar (Five years)


Start and

Ending

Years

2015 2016 2017 2018 2019

Establish a job description form for each academic category to

be available for the academic staff.

Establish internal communication between administrative

offices and faculty’s staff and other areas of the campus

Complete the strategic management plan and gain approvals

Develop job descriptions for new position and begin

recruiting

48

Objective: 2. C Enhance and implement systems for performance appraisal, award and reward in all Units.

Aim: Develop a systematic approach to enhance a positive organizational climate

OVERVIEW STARTS AT/

ENDS AT

METRICS

KPI

Duration 4 years Regular feedback is given on performance of faculty and staff by the head of the

department (4 time at the midterm and at the end of the semester)

Develop peer review guidelines.

Review of peer evaluation.

Develop standard for faculty incentive

Faculty survey indicates positive feedback regarding the overall program quality (---

% on process).

Faculty annual performance reviews.

Improve of 10% per year in staff retention rate.

At least 18 vacancies filled with qualified staff members

Cost


Responsibility for

Implementation

QU Unit



Start

and

Ending

Years

2015 2016 2017 2018 2019

Implement faculty peer review as a component of the faculty

evaluation process

Carries out regular evaluations and provide reports that give

an overview of performance

Perform criteria for reward and award system.

Create evaluation indicators that consider input process and

out comes, with particular attention to qualities of outcomes

49

Establish a ward system in all units

Customers satisfaction survey should be performed regularly,

targeting both internal; and external Customers

Seeks the opinion of faculty and staff on major initiatives

Provide immediate feedback on performance appraisal of

faculty and administrative staff

50

Strategic Goal # 3

Implant a culture of quality into all College professional activities to ensure accountability and achievement

of stated objectives at all levels in all departments of the College

(NCAAA Standards Area 3: Quality Management)

Objective 3.a: Increase awareness of the importance of confidentiality in working with patients and students

Objective 3.a: Increase awareness of the importance of confidentiality in working with patients and students

Aim: To establish commitment to continuing quality management (QM) throughout the college by means of effective

leadership, and proactive involvement of faculty and students

OVERVIEW STARTS AT/ ENDS AT METRICS

KPI

Duration 4 years

Increase awareness of the confidentiality in working with patients and

students

Design a strategic plan for Quality Management.

Structure an academic development program for staff and students

Approved strategic plan for Quality Management

70% of the academic development program materials are approved

Effectiveness of the outcome of the quality documentation / auditing

system.

Reviewed/updated the QM plan (handbook

Cost TBA


Responsibility for

Implementation

Dean of the college and

Vice Dean of QM unit and

Development

51



Start and

Ending

Years

2015 2016 2017 2018 2019

The chairman demonstrate hands on involvement in the

establishment of QM

Gather & disseminate information on good practices in

QM

Promote regular attendance/involvement/ participation to

activities related to QM. E.g:

Select good activities

Students’ involvement

Student feedback

Encourage students’ in QM activities

Dean facilitate evaluation and planning for quality

improvement to be integrated into normal administrative

process

Update QM plan (handbook) – what is expected of the

dean and the staff

Develop the plan for highlighting the role of chairman,

staff, students in QM

Conduct campaign/ retreat for faculty (has cost

implication)

Develop a program to train staff in Quality Management

Unit

Develop a program for continuous education on Quality

Management over a semester to disseminate information

52

Objective 3.b1: Continue to increase the scope of the quality assurance processes to encompass the program

Aim: To embed quality management into all planning and accreditation process.


KPI

Duration 3 years

- Quality management activities were updated

- Commitment of faculty members to their responsibilities

- Results/findings of standardized forms and survey instruments were reported at

support quality assurance activities

Cost TBA


Responsibility for

Implementation


chairperson of QM unit



Start

and

Ending

Years

2015 2016 2017 2018 2019

Encourage continuous upgrading process of quality

management activities.

Promote regular review of faculty members’

responsibilities to support quality assurance activities.

Encourage use of standardized forms and survey

instruments across the institution that meet particular

requirement of the program.

Develop a plan for routine upgrading of quality

management activities.

53

Objective 3.b2: Continue to increase the scope of the quality assurance processes to encompass the program

Aim: To Ensure that the scope of quality management is comprehensive, and covers clinical, educational and research program,

administration and other units of the college of nursing


KPI

Duration 4 years

Update program specification after completion of each course (80%)

Complete satisfaction of external reviewer (100%)

Cost TBA


Responsibility for

Implementation


chairperson of QM unit



Start and

Ending

Years

2015 2016 2017 2018 2019

Update/review program specification and report

Revisit external reviewers comments or program

specification and address any deficiencies

Updating requirements of external reviewers in terms of

program specification and report.

Routine annual program evaluation

Update/review program specification and report

Revisit external reviewers comments or program

54

specification and address any deficiencies

Objective 3.c1: Continue to develop quality assurance processes into overall evaluation plan

Aim: To develop policies, structures, and operating plans to optimize efficient and effective administration of the QM process


KPI

Duration 5 years

a) Standard forms and survey instruments were used across the college

All faculty and staff participate in self assessment and improvement

Commitment of the college to total quality management

a) Faculty:

Proportion of faculty expected to attend

Meetings called by QM.

Response rate of faculty to various surveys

Involving faculty.

Proportion of faculty attending reporting

Sessions (80% attendance) i.e. Holding presentation

And students’ participation.

Assessment of faculty participation of faculty

To the campaign (at least 50%)

Assessment of satisfaction rate of faculty to the campaign

(At least 50%)

b) Students:

Response rate of students to the surveys

(OVER 80%)

Workshop attended on awareness of students in regards to confidentiality and ethics

(above 40%)

C) Leader of the college:

Regular meeting attended by the dean with QM&PU team for follow ups (at least

Cost TBA


Responsibility for

Implementation

Dean of college and Vice

Dean for QM and

Development

55

once a month)

Dean facilitate evaluation and planning for quality improvement to be integrated

into normal administrative process



Start

and

Ending

Years

2015 2016 2017 2018 2019

Establish quality evaluation standards of all aspects

of the program

Apply quality assurance processes to the program as

a whole.

Improve all faculty and staff participation in self

assessment

Integrate quality assurance processes in the

program.

Ensure commitment of the college to total quality

management.

Develop a Quality Management web-page on the

college web-site for interactive activities

56

Objective 3.c2: Continue to develop quality assurance processes into overall evaluation plan

Aim: To involve college of nursing external stakeholders in improving and sustaining QM Processes


AT

METRICS

KPI

Duration 5 years Policies and procedures for verification of standards of achievement by external

stakeholders are established

Reports of external examiners and stakeholders feedback are regularly submitted

Cost TBA

Responsibility for

Implementation

Dean of the college

and chairperson of

QM unit



Start and

Ending

Years

2015 2016 2017 2018 2019

Establish policies and procedures for verification of standards of

achievement by external stakeholders.

Initiate full participation of a comprehensive self-assessment

system from all stakeholders.

Plan for regular external examiners feedback on quality of

performance.

External stakeholders are involved in self – assessment and

quality improvement processes.

Seek approval to formulate / establish a Nursing National

Association / Board in collaboration with MOHE and SCFHS

57

Objective 3.d: Access the national Standards of Nursing practice against which to benchmark their program.

Aim: To develop and approve benchmarks and objectives key performance indicators for the college


AT

METRICS

KPI

Duration 4 years Format for benchmarks and indicators are developed and adopted for the institution as

a whole

Achievement in relation to benchmarks is regularly monitored

Report of key performance indicators to be submitted every year

Cost TBA


Responsibility for

Implementation

Dean of the college

and chairperson of

QM unit



Start

and

Ending

Years

2015 2016 2017 2018 2019

Compare with the other institution (national & international)

Establish benchmarks for comparing quality of performance.

Develop format for benchmarks and indicators to be adopted for the

College as a whole.

Plan for regular monitoring of achievement in relation to benchmarks.

Performance should be clearly established and regularly reported.

Continue reviewing the following:

The National standards of nursing practice for program.

NCAAA standards as a guide for quality program,

Nursing program in countries that have similar situation.

WHO- Development of standards of nursing practice for K.S.A.

58

Strategic Goal # 4 Integrate distinguished and innovative programs in nursing education

(NCAAA Standards Area 4: Learning and Teaching

Objective 4a: To develop and launch up to date nursing programs consistent with international standards

Aim: To develop the college’s faculty academic capacity to undertake teaching and learning and other

Professional roles and benefits for a whole entity


AT

METRICS

Duration 24 months &

ongoing & Recruit high quality students (Undergraduate and Graduate),

including students from under-represented groups

Refine student advising to provide intensive academic and career

guidance, and include retention strategies for students from

underrepresented groups

Foster and reward excellence in teaching

Improve financial assistance for students.

Enhance learning through the innovative use of simulation and

web based technology

Implement interdisciplinary

Cost TBD

Starting Date October 2015

Responsibility

for

Implementation

Deans of Colleges,

59

Learning experiences

Create a systematic program

For development and

Evaluation of clinical

Preceptors as teachers Develop dedicated

Educational units at clinical sites

Improve access to academic programs through expansion of

distance education options

Track and improve outcomes for students while enrolled and post-

graduation

Create an interdisciplinary educational technology and simulation

center dedicated to providing students, faculty and nursing

practice personnel with state-of-the-art skill training through the

use of dynamic teaching tools.

Faculty participated in technology- related skills activities design

Continue evolution of curriculum to meet demands of practice and

research

Project Calendar

TASKS Duration 2015 2016 2017 2018 2019

Design technology- related skills

60

program for faculty development

Plan for annual staff development

scientific activities (calendar).

Design a structured Mentorship

Program.

Objective 4b: Implement a strategy to increase the range of assessment tasks and establish criteria statements for each level of

learning in order to provide evidence of student achievement and progression between levels

Aim: To prepare students for effective entry into the world of work, they must be given opportunities to be more than passive

receptors of information; classroom and clinical experiences must emphasize active learning, creative problem-solving and team

work


Duration 12 months & ongoing & (a) Workshops held, conferences attended

Cost TO BE DETERMINED (b) New courses designed

Starting Date 01 October 2015 (c) Surveys of pilot courses

Responsibility for Implementation Deans of Colleges,

(d) Number of faculty supported in adoption of new instructional

approaches

Project Calendar

TASKS Duration 2015 2016 2017 2018 2019

Establish a system for assessment

which include Assessment

specification for content and

standards

Selecting an instrument of

61

assessment and devising the

assessment task to ensure adequate

coverage of all the outcomes.

Develop an assessment criterion

(Threshold assessment criterion and

Grade assessment criterion).

Develop a matrix for effective

analysis for common assessment

methods in turn and determine their

effectiveness in measuring a

standards achievement against each

of the areas of general learning

outcomes.

Ongoing

Objective 4c: Development of a student and peer evaluation

Aim: To develop professional programs continuing advisory panels that includes leading practitioners from the relevant occupations

or profession monitor and advice on content and quality of programs.


Duration 12 months & ongoing . Survey of opportunities conducted

Cost TO BE DETERMINED . Plans for continuing advisory panels continuing advisory

panels continuing advisory panels

Starting Date 01 October 2015 . Monitor and advice on content and quality of program monitor

and advice on content and quality of programs

Responsibility for Implementation College Deans, Department Chairs

62

Project Calendar

TASKS Duration) 2015 2016 2017 2018 2019

Conduct an official board

Assess resources needed (space,

faculty) in order to expand curricular

options

Devise plans in Departments and

Colleges

Launch new programs Ongoing

Objective 4d: Implement a comprehensive e-learning facility to specifically supplement Students' Learning & Teaching

Aim: Ensure that e-learning facilities remain adequately resourced at all times.


Duration 12 months & ongoing . Membership of National Centre for E-learning obtained

Cost TO BE DETERMINED . Centre for E-learning established in Uod

Starting Date 01 October 2010 . Workshops for e-learning organized

Responsibility for Implementation Vice President, Academic Affairs /

Director, I.T. Centre

. Survey of effectiveness of e learning conducted.

Project Calendar

TASKS Duration 2015 2016 2017 2018 2019

Obtain membership of National Centre for E-

learning and Distance Learning

63

Sensitize /train faculty in using "Blackboard" or

similar e-tool

Establish a Centre for E-learning at KFU-D

Organize hands-on workshops for students

using appropriate e-tools

Continuously monitor and evaluate the

effectiveness of E-learning

Objective 4e: Fully implement Quality Management in relation to Learning & Teaching, using NCAAA standards

Aim: It is essential to focus on Learning & Teaching, using Quality Management tools & processes applied to each College/Unit


AT

METRICS

Duration 12 Months . Surveys conducted, analyzed and immediate feedback given to all concerned

. Quality Centre & Head established

. At least 50% of QM officers appointed

. Course reports submitted to Deans

. Program report completed by Deans

. Appropriate time series compiled & published

Cost TO BE

DETERMINED

Starting Date 01 October 2015

Responsibility for

Implementation Deans of each

College and their QM

Leaders

Project Calendar

TASKS Duration

(Year)

2015 2016 2017 2018 2019

Sensitizing the faculty in the

process/tools of QA

Recruiting and designing QM Core

64

group for each college

Prepare yearly Course Report

Prepare yearly Program Report and

plan accordingly for next year

Prepare Course Specification with

Course file

Conduct all Surveys as required,

including Courses, Programs &

Complete the Audit Cycle, Alumni,

Employers

Strategic Goal # 5

Support all enrolled students with facilities to foster a positive learning environment.

(NCAAA Standards Area 5: Student Administration and Support Services)

Objective 5a: To recognize and work with student leaders to support networks to enhance students' career advice

Aim: Improve counselling of students on academic and career choices


Duration 12 months . Student retention rates by college and degree of the program

. Rates of participation at Workshops for student career day

. Surveys of student satisfaction and continuous improvement of

service

Cost TO BE DETERMINED


Responsibility for

Implementation College Deanship

Project Calendar

Tasks and Input Metrics Duratio

n

2015 2016 2017 2018 2019

65

(Years)

1. Maintain data base system to provide statistical

data required for planning, reporting and

quality assurance.

2. Recruit staff and establish services for

counselling.

3. Offer students career day workshops

4. Conduct surveys to evaluate services and take

measures to improve

Objective 5b: Foster and support students' extra-curricular activities in the college

Aim: To strengthen feelings of community among students and staff and to foster spirit of alumni loyalty to the college


AT

METRICS

KPI

Duration 6 months Proportion of programs creating slots for activity periods

Student satisfaction rate, as shown by surveys

Proportion of staff willing to enroll as sponsors

Annual increase in numbers of clubs

Dedicated funds received for students’ co-curricular activities

Cost T B D


Responsibility for

Implementation

Dean of Student

Affairs& Deanship of

the college.

Project Calendar

TASKS Duration

(Years)

2015 2016 2017 2018 2019

1. Modify academic calendar to create time each

66

week when students are free from class and able

to participate in extracurricular activities

2. Survey students regarding interests

3. Provide incentives for faculty and staff to serve as

sponsors of clubs and activities

4. Identify and equip club and recreational activity

space usable on interim basis (pending

completion of new campus facilities)

5. Include in campus master plan a student activities

and recreation centre; obtain funding, and prepare

timetable for construction

Objective 5c: Create physical spaces for student/faculty interaction outside the classroom and encourage and reward faculty

participation

Aim: To enrich the sense of campus community, to enhance opportunities for out-of-classroom learning, and to deepen students’

bonds with the institution


Duration 2 years . Inclusion in campus master plan of facility

. Approved incentive program

Cost TBD

Starting Date July 2015

Responsibility for Implementation College Deanship

Project Calendar

TASKS Duration

(Months)

2015 2016 2017 2018 2019

67

1. Include in campus master plan a facility containing

spaces for student-faculty interaction; obtain funding,

and prepare timetable for construction

Long-

range

2. Approve incentive program (released time, promotion

criteria, etc.) to encourage/reward faculty

participation in activities with students 3

3. Survey students regarding interests 3

Strategic Goal # 6

Upgrade the college library to provide users ”state-of-the-art” educational resources and services to support

teaching and learning, research and services within the college

(NCAAA Standards Area 6: Learning Resources)

Objective 6a: Recruit qualified librarians and library personnel

Aim: to manage library services, attain users’ needs and assist faculty and students in the program when conducting search


Duration Six months . Successful recruitment of 2 qualified female librarian and one library personnel with

production of a written policies and procedures for the library

. Approved budget to renovate and upgrade library resources and developed databases for

all educational resources and multimedia available within the college.

Cost To Be Determined


Responsibility for

Implementation


recruitment department in

68

Dean . Benchmark resources against similar college.

. Conducted users’ satisfaction survey once a year



Start and

Ending

Years

2015 2016 2017 2018 2019

Coordinate with recruiting department to announce

about opening post for qualified librarian and

library personnel.

Liaise with the university’s libraries internally to

assist finding female candidate from within

university’s library branches and to guide the steps

of upgrading the services within the college library.

Develop job description for the librarian and library

personnel that describe line of communication, task

and function, accountability and competencies for

each.

Put adds in a newspaper calling for qualified

female librarian to fill vacant post.

Receive and review applicants’ résumé for

qualification and experience.

Call applicants for interviews.

Decide on applicants to hire and communicate

decision to concern department.

Communicate with the concern department to

finalize hiring process.

69

Objective 6 b: improve library services, information seeking experience of users and adequacy of resources within the library

Aim: to meet present and future needs of the college, to improve information seeking experience of users, and; to assess adequacy of

resources and services available within the college library in relation to its consistency with users’ needs and teaching and learning

requirement.

OVERVIEW STARTS AT/ ENDS AT Metrics

Duration Continuous . Have written policies and procedures for the library Production of database

includes all electronic and non-electronic educational resources.

. Conducted orientation and training workshops to faculty & students

. Conducted users’ satisfaction survey once a year


Starting Date April 2012

Responsibility for

Implementation


chairperson of the college of

Director nursing library


Start

and

Endin

g

Years

2015 2016 2017 2018 2019

Develop a written policies and procedures

for the library that responds to college

plans and polices

Adopt/implement the library affairs

polices with regard to use of library, loans,

reservation collection and return as well as

working hours during weekdays,

weekends and holidays.

Develop electronic basic database for all

70

textbooks, reference book, periodicals that

are available in hard copy format in the

college.

Develop a system to make faculty and

students aware of newly acquired

electronic and/or hard format educational

materials in the college library

Provide proper orientation to new faculty

and students about library facility,

equipment and services available in the

college.

Conduct regular training workshop on how

seeking information, using online

catalogue and how to manage information

by utilizing management skills software

such as Reference manager and/ end note

packages.

Assign a particular librarian to assist user

from faculty and students when seeking

information or conducting a research.

Conduct self-administered users’

satisfaction survey to identify adequacy of

library resources & services.

Obtain approval to utilize computer lab as

facility that accommodate small study

group when not occupied by teaching

classes.

Objective 6c: Locate budget to the college library

Aim: to update and renovate library educational resources and equipment

71


KPI

Duration Continuous . Approved budget

. Benchmark resources against similar college

. Signed agreement with vendor or/and consulting company.



Responsibility for

Implementation


chairperson of the college of

nursing library, deanship of

libraries affairs



Start

and

Ending

Years

2015 2016 2017 2018 2019

Obtain approval for college library budget based

on strategic plan for the library

Benchmark the level of provision of resources

(numbers of books, journal, group study facilities,

etc.) against good quality in similar college to

identify way to enhance quantity & quality of

services provided.

Coordinate with deanship of library affairs to

assist with the classification of books and

textbook, periodicals and references.

Update books collection to support teaching and

learning within the college

Identify educational consultants & vendors of

educational resources to provide advises on

equipment and software needed to establish

72

electronic classification system for textbooks,

reference books, DVDs, CDs & journal that

upgrade services and enhance tools & equipment

needed in the college library

Coordinate with IT department to design and

conduct electronic survey to identify user’s level

of satisfaction about college library services.

Decide upon time and duration for conduction

users’ satisfaction survey

Discuss findings of survey to identify future

college library needs and to project needs of the

users. Then use needs identified to formulate new

plan for renovation and upgrade of library.

Strategic Goal # 7

Develop, implement and sustain up-to-date multi-disciplinary support facilities, including I.T

services (NCAAA Standards Area 7: Facilities and Equipment)

The college is committed to be a leader in integration of technology, augment and utilized recent trends in nursing teaching

and learning for excellence in education and training for the future of the community. The College is working to enhance all

aspects technology and the use of technology to meet its strategic goals. These plans address all of the missions with an

emphasis on the collaborative work, which is seen as a key ingredient to meeting the goals of the College. The diversity to the

College across the various physical locations requires similar diversity in the technical support structure. The support staff

and facilities will are highly needed for the academic and clinical requirements. The combination of these support efforts will

help to maintain the continuity of services and support at all Health locations. The use of technology in academic programs

has grown rapidly and continues to grow in the areas of testing and learning centres, interactive learning programs,

collaborative educational opportunities, and access to classroom lectures.

73

Objective 7a: Develop and implement a system for space assignment and management

Aim: to maintain facilities that provide faculty and staff an optimal environment for maximum accomplishment Serve

the public by improving health, and quality of life.and productivity


KPI

Duration 5 years

. Annual update report showing College use of space

. Building Management System

Cost Need Special Task Force

from Finance Dept. to

determine the cost to cover all

the area.

TO BE DETERMINED


Responsibility for

Implementation UoD and College Deanship

Project Calendar

TASKS Duration

(Years)

2015 2016 2017 2018 2019

Develop regular interval reports on

space allocation and its utilization

(at least quarterly)

Develop and maintain up-to-date

master space plan for all

components of college

Develop schedule of routine

maintenance of all space and equipment

74

Develop and implement facilities

evaluation monitoring system to

plan for projected future needs for

facility replacements and upgrades

Set up professional space

management system for efficient

utilization

18 &

75

Objective 7b: Develop and implement a total security management system

Aim: To provide responsible security for KFU-D and its complex and diverse structures and systems.


AT

METRICS

KPI

Duration 6 months

. Security system is fully out-sourced

Eventually and bench marking of the best practices available

Evaluating the services of the security system by the college

Cost TO BE

DETERMINED

Starting Date 01 January 2015

Responsibility

for

Implementation

Head of Security Dept.

UoD & College

Deanship

Project Calendar

TASKS Duration

(Year)

2015 2016 2017 2018 2019

Outsource security service to a

professional company to bench mark

facility

To make total inventory by the

security department including

manpower hardware / software and the

equipment

Regular monthly report on their

performance

76

Strategic Goal # 8

Create and sustain a culture of accountability for financial planning and management that

serves both academic and administrative units at the College

NCAAA Standard Area 8: Financial Planning & Management

Objective 8a. Develop and implement financial systems in the College to comply with generally accepted accounting practices

and standards

Aim: To initiate a financial system for nursing college that is follow the accepted stander internationally.

OVERVIEW STARTS AT/

ENDS AT

METRICS

KPI

Duration Five years. Existence of appropriate financial systems in the nursing College that follows the

accounting practice and standards, capable of achieving nursing program’s goals

and objectives.

Cost


Responsibility for

Implementation

Dean and

accounting

personnel



Start and

Ending

Years

2015 2016 2017 2018 2019

.1.Connect proposed budget initiatives with the goals of the

University system

.2. Develop and maintain a budgeting process that is

understandable, accessible and accountable to the college of

nursing.

77

Objective 8b Develop a diversified portfolio of internal generation of funds [IGF] to reduce dependence on a single funding

source.

Aim: To initiate diversified portfolio of internal generation of funds [IGF] to clarify the sources of finance.


KPI

Duration Five years Funding derived from different sources such as Government

operations grants and ARAMCO support.

Cost

Starting Date Begin at 2012 to 2016

Responsibility for Implementation Dean and accounting personnel



Start and

Ending

Years

2015 2016 2017 2018 2019

.1.Communicate with relevant Governmental institutions and ARAMCO

for providing faculty of nursing with funds

.2. Create financial and accounting portfolios for provided funds in the

nursing college.

8c. Develop a transparent annual budgeting and revenue/expenditure tracking system to enhance accountability for all

academic nursing department, administrative staff and service units of nursing college.

Aim: To initiate a transparent annual budgeting and revenue/expenditure tracking system to facilitate the sources of

finance expenditures in different departments of nursing college.


KPI

Duration 5 years Improved accountability in all nursing departments through

application of a transparent annual budgeting and Cost


78

Responsibility for

Implementation Dean and accounting

personnel

revenue/expenditure tracking system.



Start and

Ending

Years

2015 2016 2017 2018 2019

.1. Assessment of financial requirements of faculty of nursing

units and departments

.2. Modification of annual budget accordingly to serve the needs for

the administrative, academic and service units.

Objective 8d. In connection with IGF, formulate rules and regulations for financial issues.

Aim: To facilitate the financial communication between nursing college and other institutions.


AT

METRICS

KPI

Duration Five years The formulated rules and regulations for financial issues in connection with IGF

are well oriented for all working personnel in nursing college

Cost

Starting Date Begin at 2015

Responsibility

for

Implementation

Dean and accounting

personnel

79



Start and

Ending

Years

2013 2014 2015 2016 2017 2018 2019

1-. Establish a committee to communicate with the IGF to assess

the needed rules and regulations for financial resources

2-. The committee will formulate the needed rules and

regulations with the collaboration of IGF.

Objective 8e. Create a sustained training program in financial affairs for administrative personnel.

Aim: To enhance financial capabilities of administrative personnel.


KPI

Duration Five years Financial affairs training program for administrative personnel conducted

annually.

Cost

Starting Date Begin at 2015

Responsibility for

Implementation

Dean and accounting

personnel



Start and

Ending

Years

2015 2016 2017 2018 2019

.1. Establish financial affairs training program for administrative

personnel

.2. Implementation of financial affairs training program.

80

We developed a set of Benchmarks, which represent an important element of College life. In many ways, we will be benchmarking

against our own goals and performance, since there is little history in KSA and the region in this type of activity. The benchmarking

will reflect the peculiar demographic and economic characteristics of Saudi Arabia and the Gulf region as a whole, in addition to the

salient features of Saudi higher education — including the fact that the entire system is less than a half-century old.

Objective 8f. Raising awareness of faculty staff members and administrative staff regarding financial rules and regulations.

Aim: To train all faculty staff members and administrative personnel regarding financial rules and regulations.


AT

METRICS

KPI

Duration Five years Faculty staff members and administrative staff members were oriented with

financial rules and regulations.

Cost

Starting Date 2015

Responsibility for

Implementation

Accounting personnel



Start and

Ending

Years

2015 2016 2017 2018 2019

1. Arrange the time schedule for doing a training program

periodically regarding rules and regulations of financial issues.

.2. Raise awareness of nursing college personnel regarding the

developed rules and regulations for financial issues through these

programs.

81

Strategic Goal # 9

Increase human resource and improve conditions of professional services to accomplish teaching, research

and service missions for the College

NCAAA Standard Area 9: Faculty & Staff Employment Processes

Objective 9a: Enhance existing mechanisms for faculty and staff recruitment as well as for promotions.


KPI

Duration 5 years High Diversity rates of background of academic staff

High rate of ethnic background Cost

Starting Date

Responsibility for

Implementation

Dean- Dean, web site

administrators

College coordinator



Start and

Ending

Years

2014 2015 2016 2017 2018 2019

9. A1: Recruit staff from different universities and diverse

background

9. A 2: Promote College through college website to entice highly

82

qualified faculty and staff members to join our college

9. A 3: Inform faculty members about the requirements for

promotion

Objective 9b: Design and implement the qualitative and quantitative requirements of faculty and technical staff for various

departments and units of the college


KPI

Duration 4 years Job description for each/category position is available & very clear Job

Instruction Training (JIT)

Retraining

Technical and support staff are available in a sufficient number

Pre job orientation

No job obstacles

Cost


Responsibility for

Implementation

Dean- Dean, web site,

administrators

College coordinators, and

committees

Project Calendar (. Years)


Start and

Ending

Years

2014 2015 2016 2017 2018 2019

9. B1: Develop a job description for each position

9. B 2: Determine the departmental needs in each category

(faculty, demonstrators, technical and support staff)

9. B 3: Recruit highly qualified personnel to fulfil these positions

83

4. Carry out structured needs analysis to support planning

5. Document the process of needs assessment and analysis

Objective 9c: Design and implement a performance appraisal system for faculty and professional staff, including feedback

mechanisms, incentive programs and performance-based rewards


AT

METRICS

KPI

Duration 5 years Performance appraisal system is appropriately designed and implemented for faculty

and professional staff

Feedback mechanisms are implemented

Incentive programs are developed and implemented

A system for performance-based rewards is available

Cost


Responsibility for

Implementation Principles,

administrators, Dean



Start and

Ending

Years

2015 2016 2017 2018 2019

9. c1: Inform faculty members of current performance appraisal

process

9. C 2: Develop a survey to measure faculty satisfaction with

current performance appraisal process

9. C 3: Obtain recommendations from faculty for the

improvement of faculty performance appraisal process

9. C 4: Design a new performance appraisal form and report

recommendations to college administration

84

Objective 9d: Improve faculty and administrative productivity through providing additional support staff, and, making available

opportunities for professional development and enhancing positive work environment


Duration 5 years High percentage of faculty members participated in staff development activities

High satisfaction rate among faculty and administrative staff

Sufficient numbers of skilled faculty and administrative staff

Sufficient number of well-trained supporting staff: secretarial staff, librarian, lab

technicians

Cost

Starting Date Sep.2015

Responsibility

for

Implementation

Dean - Continuous education

unit

Faculty members in

conjunction with Continuous

education unit

Project Calendar 5 years)


Start and

Ending

Years

2015 2016 2017 2018 2019

9. D1: Recruit additional secretarial staff

9. D 2: Recruit additional laboratory technicians

9. D 3: Recruit a librarian

9.d 4: Encourage faculty and staff members to join in professional

development by advertising these activities and making them

known to faculty

9. D5: Organize workshops symposia, conferences and encourage

faculty members to participate

85

9.d.6. Provide continuous assessment feedback for improvement

9.d.7. Develop a web site to share assessment info.

Objective 9e: Develop and coordinate deployment of academic, administrative and family facilities and support functions to

enhance efficiency and effectiveness of faculty performance in the College of Nursing


KPI

Duration 2011-2016 Increase in the number of efficient and competent faculty members

High percentage of academic, administrative and family facilities & support

functions

Cost

Starting Date

Responsibility

for

Implementation

Dean- College

Coordinators, chairs



Start and

Ending

Years

2015 2016 2017 2018 2019

9. E1: Promote resources to enhance efficiency and effectiveness

of faculty performance in the College of Nursing

9e.2:Identify & prioritize activities which relevant to faculty

specialty and clinical practice to enhance their efficiency and

effectiveness of their performance in the College of Nursing

9e.3. Ensure that staff and faculty have access to the resources

they need to carry out their work effectively and efficiency

9e.4. Conduct training courses for faculty

86

OVERVIEW STARTS AT/

ENDS AT

METRICS

KPI

Duration 4 years A regional external advisory board is established and consulted

High retention rate of advisory board members

High attendance rate of advisory board members meetings

High progress of plan rate and its goals are achieved Cost

Starting Date Sep 2015

Responsibility for

Implementation

Dean- College

Coordinators-

principles



Start

and

Ending

Years

2015 2016 2017 2018 2019

9. E1: Recruit members for advisory Board

9e.2. Conduct training/orientation for new Advisory Board

members standards of Excellence/Accreditation Program

Objective 9f: Organize a workshop to establish a Regional External Advisory Board for faculty welfare.

87

9e.3. Develop a Standards of Excellence/Accreditation

program utilizing aspects of the strategic plan

9e.4. Conduct Advisory Board meetings

9e.5. Present progress of plan and progress on achieving goals

to Advisory Board

9e.6. Make recommendations for up dates to plan

Strategic Goal # 10 Create a culture of intellectual curiosity and conduct research that enhances the health status of the

community, governed by Islamic values and international ethical standards.

NCAAS Standard Area 10: Research

Objective 10a: Establish collaboration with Prince Mohammed Bin Fahd Centre of Research and Consultation Studies (PMFCRC) to

enhance health education, research and care delivery for the Eastern Province


KPI

Duration Five years Existence of link of cooperation between Nursing College and Prince

Mohammed Bin Fahd Centre OF Research and consultation studies

Aim: To Aim: To achieve collaboration with Prince Mohammed Bin Fahd Center of Research and Consultation Studies to

promote health education, research and care delivery for the Eastern Province

88

Cost (PMFCRC).

Improved applied health education and care delivery based on the

research outputs that have been developed between the Nursing College

and Prince Mohammed bin Fahd centre of research.

Increase the number of externally funded grants

Identify areas of nursing research with strong potential for

external funding and recruit and develop faculty in those fields

of inquiry

Cultivate the development of high quality, high reward

interdisciplinary scientific programs

Expand training programs for pre-docs, post-docs and faculty

Expand collaboration with KFUTH Department of Nursing and

other partners to support clinical and translational research

priorities


Responsibility for

Implementation

Dean of Nursing College

and Liaison person from

the committee

89



Start and

Ending

Years

2015 2016 2017 2018 2019

Develop a committee responsible for collaboration with Prince

Mohammed Bin Fahd Centre of Research and Consultation

Studies (PMFCRC)

Assign a staff member from the committees to act as a liaison

person between the nursing college research and Prince

Mohammed Bin Fahd Centre of Research


KPI

Duration Five years- Two research fellowship positions were created and will be increased

accordingly based on research work output in nursing college.

Cost

Starting Date August 2015

Objective 10b: Expand post-graduate research opportunities by establishing research fellowship positions in nursing

college.

Aim: To establish a research fellowship positions to facilitate implementation of researches between the nursing college and

Prince Mohammed Bin Fahd Centre of Research and Consultation Studies (PMFCRC)

90

Responsibility for

Implementation

Dean & Established

research committee

Reject Calendar (5 years)


Start and

Ending

Years

2015 2016 2017 2018 2019

Create adequate financial budget for two research fellowship

positions and applied nursing researches.

Develop criteria of selection for recruiting competent research fellows.

Announce for two fellowship posts at various media

Conduct interview for appropriate selection of research Fellows.

Objective10c. . Enhance undergraduate participation in research.

Aim: To increase undergraduate students awareness about the importance of nursing research implementation.


Duration

Cost

4 years

Student’s participation in nursing researches was increased.


Responsibility for Implementation Dean & Established

committee

91


Start and

Ending

Years

2015 2016 2017 2018 2019

1. Enhance the awareness of undergraduate students regarding the

importance of research process through conducting seminars

2.Motivate undergraduate students to participate in conducting

research in different nursing settings under the supervision of

staff members

Objective10d. To establish a committee from staff members that represent different nursing specialties for developing ethical

research polices for nursing college

Aim: To develop ethical research polices for nursing college by staff members from different nursing specialities.


Duration 4 years Ethical research policies were created that based on Dammam

University’s policy

Cost


Responsibility for

Implementation

Dean & Established

committee



Start and

Ending

Years

2015 2016 2017 2018 2019

92

1. Establish a committee from staff members that represent

different nursing specialties for developing ethical research

polices for nursing college

2 Distribute developed ethical research policy to the staff

members to get their feedback

3. Correction of developed ethical research policy will be done

based on staff member’s feed back

4 . . .Getting approval for developed ethical research policy from

nursing college departmental meeting and council.

5. Raising awareness of nursing college staff members, students

and employees regarding ethical research policy through

seminars

Objective10e. Encourage staff members to follow research registration and documentation processes at the departmental and

college level.

Aim: To avoid repetition of research topics through following research registration and documentation processes


KPI

Duration 4 years Research registration and documentation processes at the

departmental and college level were created. Cost


Responsibility for

Implementation

Head of department and

coordinator of higher

studies



Start and

Ending

Years

2015 2016 2017 2018 2019

93

Raising the awareness of staff members regarding the

importance of the research registration and documentation

processes.

Develop a formats for research registration

Utilize the research registration formats by staff members

Approve the research registration formats by the head of

department

Document the research registration formats by the

coordinator of higher studies of the faculty of nursing

Objective10f. Develop structured promotion criteria which recognize and reward extramurally funded research

Aim: To establish a structured promotion criteria that enhance the rewarding of the extramurally funded research


KPI

Duration Five years Structured promotion criteria, which recognize and reward extramurally

funded research, were created. Cost


Responsibility for

Implementation

Dean & Established

committee



Start

and

Ending

2015 2016 2017 2018 2019

94

Years

Establish a committee for developing structured promotion

criteria of reward extramurally funded researches.

Distribution of developed structured promotion criteria,

which recognize and reward extramurally funded researches

to nursing college staff members.

Correction of developed structured promotion criteria for

rewarding extramurally funded research will be carried out

(based on staff members feed back)

Getting approval for structured promotion criteria from

both nursing college departmental meeting and council

Raising awareness of nursing college staff members,

students and employees regarding developed structured

promotion criteria of rewarding extramurally funded

research.

Monitoring the conduct researches outcome of nursing

college with Prince Mohammed Bin Fahd Centre of

Research annually.

Strategic Goal # 11

Develop entrepreneurial initiatives and business partnerships with the community to expand private sector

joint investments in future development at College.

NCAAS Standard Area 11: Relational with the Community

Objective 11a: Expand the faculty-model to include linkages to faculty/professionals from strategic partners and the world of

professional practices, and, vice versa for the College

95

OVERVIEW STARTS AT/

ENDS AT

METRICS

KPI

Duration 5 years Contribution to the community is recognized as an important faculty

responsibility

Current college health policy is clearly supportive of providing community-

based programs and services (a policy is drawn-up

Availability of the college facilities & resources to help expansion of the

faculty/model including linkage between faculty/professional and community

partners and vice versa

Cost

Starting Date Feb.2015

Responsibility for

Implementation

Dean- College

Coordinators

Administration -

Faculty/Staff



Start and

Ending

Years

2015 2016 2017 2018 2019

Create a faculty model in its facilities and human resources

College health policy clearly supports providing community-based

programs and services (a policy is drawn-up)

Initiate linkage between faculty/professionals from strategic partners

and the world of professional practices, and, vice versa for faculty in the

College.

11.a 4. Invite faculty /staff from other colleges to participate in college

programs and vice versa

96

11.a 5. Monitor and assess regularly the competence of the college staff

11.a 6. Provide feedback for faculty and college administrators (vice

versa)

Objective 11b: Activate alumni organizations for the College and constituent units and involve graduates and the wider

Dammam community in the cultural and educational life of the campus.


AT

METRICS

KPI

Duration 5 years High rate of network (contacts) with alumni & a customized database is set up

& functioning

Available Alumni support system and available alumni handbook

Cost


97

Responsibility

for

Implementation

Dean- College

Coordinators

Administration-

College staff

members &

graduates (alumni) -

Community leaders

and committees

High rate of Alumni involvement in planning college cultural and educational

activities & services

High rate of Participation of alumni in college activities, services & giving them

feedback

Available information regarding alumni progress and regular communication

with the relevant college staff members

High rate of alumni awareness regarding college support

High rate of success of alumni new initiatives for different activities

College graduates have a long-standing history of providing health services to

individuals, families and community

98



Start

and

Ending

Years

2015 2016 2017 2018 2019

11. B1. Organize regular business forums and invite alumni to

participate in college academic activities and services (workshops.

Seminars, symposiums, in-service training programs, state of the arts

and conferences) and non- academic as sports and retreats

11. B 2. Raise health awareness of college staff members and graduates

(alumni) and encourage their participation in developing and

implementing World Days’ activities in the college and community

11. B 3 Set up & and activate a network of contacts with alumni &

customize an alumni database (Establish alumni database and take

advantages of new technology)

11.b 4 Contact, and keep alumni informed about college news,

activities and development (communication & centre for information)

11.b 5. Fund –raising program

11.b 6. Support alumni new community cultural and educational

initiatives

11. B7. Establish an attractive, safe, and healthy environment for

alumni, faculty, staff and students’ activities

11.b.8.Conduct focus groups of faculty, staff, students and alumni

11.b.8. Review mission statement, core values to determine if they still

pertain to the community interaction and alumni participation

99

Objective 11c: Create the capacity to generate and analyze data related to the regional population, Nursing work force and

health status to serve the needs and interests of the Eastern Province. And draw upon the College resources to provide

research and service to provincial health business, industry and government.

OVERVIEW STARTS AT/

ENDS AT

METRICS

KPI

Duration 5 years Available regional population data, nursing work force and health status data to

be able to serve and fulfil all community needs

Access to Eastern Province population census and statistical data related to health

problems & needs

High rate of utilization of data

Lower rate of morbidities and mortalities in the region

Cost


Responsibility

for

Implementation

Dean- College

Coordinators

Administration-

College staff

members &

graduates

(alumni) -

Community

leaders and

committees

100



Start and

Ending

Years

2014 2015 2016 2017 2018 2019

11. C&d1: Design, conduct and evaluate community research

projects according to the needs and health problems

11. C &d2: Attract research projects funds to conduct research and

analyze data related to nursing workforce and health status in the

Eastern Province

11. C&D 3: Seek community leaders participation and support

11.c&d4 Encourage and support research projects staff in

conducting research related to the community needs

11c&d5Cooberate with colleagues in the college and among

national stakeholder organizations who have similar community

research interests

11.c&d.6. Disseminate research findings among relevant net

works and at conferences

101

Objective 11d: Establish a network of external advisory groups for the College and its constituent units.


KPI

Duration 5 years . Availability of a network of external advisory groups for the college

and its constituent u

. High rate of utilization of the college external advisory group network

Cost


Responsibility for

Implementation

Dean- College Coordinators

Administration- College staff

members & graduates (alumni) -

Community leaders and

committees

Project Calendar 5 years)


Start and

Ending

Years

2015 2016 2017 2018 2019

11. E1: Develop a standard of excellence for advisory group

11. E 2: Recruit new members for Advisory group

11. E 3: Conduct training and orientation for new advisory group

members

11. E 4: Establish cooperation between the college advisory group

network and the network of external advisory groups from other

colleges and communities

11e.5. Conduct advisory group meetings

11.e.6. Present progress to advisory group members

Objective 11e: Develop academic and research programs of College to support strategies for provincial growth, career

102

pathway and workforce


AT

METRICS

KPI

Duration 5 years High percentages of success of BSC, MSc and PhD graduates

High rate of academic promotion programs

High rate of participation of college graduates in the strategic plan for

provincial growth, career pathway and workforce

High rate of Utilization of college academic and research teams and programs

to maintain provincial growth, career pathway and workforce

Cost

Starting Date June 2015

Responsibility

for

Implementation

Dean- College

Coordinators

Administration-

College staff members

& graduates (alumni) -

Community leaders

and committees

103



Start and

Ending

Years

2015 2016 2017 2018 2019

11. F 1: Identify the strategies for provincial development, career

pathway and workforce.

11. F 2: Develop academic programs (BSc, MSc & PhD) to fulfil

the Eastern Province needs and to solve its health problems

11. F 3: Increase number of students enrolment in BSc, MSc &

PhD programs

11. F 4: Design and implement research programs to support the

Eastern Province developed strategies

11. F 5: Revise the faculty performance evaluation and

promotion criteria and add items related to their contribution to

the community

11. F 6: Develop collaborative community research

arrangements with colleagues in other institutions and in

international community

11. F 7: Involve junior and senior staff in the development of

community programs/ research/projects

104

Objective 11g: Jointly develop re-training programs with the health business sector to address their workforce retention,

development and evolving health specialization needs


KPI

Duration 5 years High rate of success in cooperation and coordination between the college and

health business sector to develop training and re-training programs

High rate of workforce retention

High rate of professional development programs and evolving health specialization

needs

Cost

Starting Date June 2015

Responsibility

for

Implementation

Dean- College

Coordinators

Embers & graduates

(alumni) -

Community

Leaders and

committees

105



Start and

Ending

Years

2015 2016 2017 2018 2019

Design and implement training & re-training programs for health

care professionals and home care givers according to their needs

Carry out needs analysis to support planning

Initiate cooperation and coordination between the college and

health business sector to develop training and re-training

programs.

Improve the workforce environment

Establish a system for performance-based rewards and incentive

programs

Identify new sources of funding these training and re-training

programs

Document the process of designing and implementing programs

106

Objective 11h: Jointly create business incubators with investing business partners in selected areas of academic/research focus

OVERVIEW STARTS AT/

ENDS AT

METRICS

KPI

Duration 5 years Availability of business incubators with investing business partners in selected areas of

academic/research focus

High rate of investments in academic research and health projects

Cost


Responsibility for

Implementation



Start and

Ending

Years

2015 2016 2017 2018 2019

Initiate business incubators with investing business partners in

selected areas of academic/research focus

Invest in academic research and health projects

Involve junior and senior staff in conducting community researches

and projects

Develop community research proposals, and seek funding

Give postgraduate students opportunity for participation in

community research programs and projects

Acknowledge their participation when a significant contribution has

been made

107

COMMUNICATION PLAN

This communication plan is related to all communications related to the strategic plan and its

implementation. It has been created in the context of the overall CON communication plan and policies.

Communication Objectives:

To make sure all stakeholders are aware of the progress of the strategic plan

To gain buy-in from stakeholders and keep them supportive of the execution plan

To get feedback and input from all involved parties about the implementation of the strategic

plan

To support, monitor, control, and successfully implement the strategic plan

General Communications Guidelines:

All messages will be audience-specific.

Messages will be distributed through an appropriate channel.

The team will communicate with people who need to know before they need to know it.

Communication will be tailored based on what people need to know.

Management prior to distribution must approve all critical communications.

Only the director of strategic planning or the vice-dean for quality will be able to distribute the

official press releases.

Project-wide meetings will be held at all important milestones.

Regular, unbiased reporting will be undertaken.

The project team will listen and act on feedback.

Targeted Communities:

Dean; Vice deans of the college;

Head of strategic planning and their team at the college;

Chair of departments;

Coordinator of units;

Team leaders of projects for the implementation plan;

Faculty and staff;

Businesses and communities;

Current students; and alumni.

Key Messages:

CON will be reporting to different stakeholders different messages regarding the strategic plan

depending on their concerns and involvement. Most communications will be related to one of the

following messages:

General Orientation: About the mission, vision, and values of the institution

108

The progress of the strategic plan in general

Project Status: Whether the project is currently operating within the agreed schedule, budget, and

quality targets

Project Issues: The impact of the issues currently affecting the project and the actions taken to

resolve them

Project Risks: The risks that may affect the project and the actions taken to mitigate, avoid, or

reduce them

Project Time: The deliverables completed to date and the items that are scheduled for completion

within the next reporting period.

Project Resources: The overall level of resourcing in relation to the Resource Plan and any

resource constraints currently affecting the project.

Feedback Mechanisms:

Feedback will be obtained after main communication activities in one of the following methods:

a. Surveys

b. Feedback forms

109

RISK MANAGEMENT PLAN

Within the framework of the Strategic Plan, there are a number of factors that could lead the latter to

deviate from the institution set for it to achieve its goals & strategic objectives. The problem would start

with the failure to achieve the goals of the developmental projects and strategic objectives that would be

estimated by Metrics. That failure would lead to the deviation from what was planned for the strategic

objectives. Finally, failures would pile up at the level of the strategic objectives and make their way to

the core goal.

Studies point to a number of factors at the origin of such failures. In fact, planning itself may carry

within it causes of failure. These may be in the exaggerated hopes that may play roles when setting up

the plan’s objectives or the lack of sufficient resources—whether human or financial—to meet the

plan’s requirements. Even when the plan’s goals are objective and reasonable, we can still identify at

least five factors that could bring about failure for CON’s Strategic Plan:

Identification of Risks

The processes followed for potential risks identification in the CON were brainstorming, inception of

relevant reports and documents, analysis of tasks, and interviews.

RISK MANAGEMENT PLAN

Major Risk Areas Risks Metrics (Annually)

1. Educational

opportunities:

Higher level of CGPA

requirements for student

admissions

Resistance by community

Reduction in student

admissions in the college

Increase of 100% in the

total enrollment and

graduates in the College.

Improvement of 10 % per

year in retention rates in

College and in total number

of Students admitted

2. Faculty Resources:

2.1.Recruiting distinguished

faculty members

2.2.Low optimum satisfaction

level of faculty members

Unable to attract eminent

faculty members

Faculty & staff may complain

about some bias in the

selection of faculty members

for reward

CON may lose good faculty

and staff members eventually

Number of renowned

faculty members recruited

New award & reward

systems acknowledged

Customer & job satisfaction

surveys conducted

Opinion of faculty & staff

sought and documented

110

3. Technology in teaching Resistance of some faculty

members and some students

Number of faculty members

and courses using the latest

technology in teaching and

learning

4. Research: Creating a

research culture at CON

Availability of free time for

faculty research; reduction in

teaching load

Number of faculty members

actively involved in quality

research.

5. Mandatory research &

publication requirement for

postgraduate students

Some of the postgraduate students

may not be able to publish the

required paper; hence, their

graduation may be hampered

Number of postgraduate

students published during their

studentship with CON.

6. Partnership with leading

National and international

universities

The best practice in the partner

institution may not be applicable

to our social/cultural

environment.

Manual of best practices in

developing and assessing

quality management.

Set of “best practices” and

benchmarks for each KPI

approved.

college of nursing strategic plan - imam abdulrahman bin ... · prepared by prof .m hegazi college...

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