the college of arts strategic plan 2010-2020 · 2013-10-03 · the college of arts strategic plan...

Strategic Plan of College of Arts (2010 – 2020) 1

Ki ng Saud Uni versit y-College Arts

The College of Arts Strategic Plan 2010-2020

To Sustain and Strengthen our Position of Excellence in Education, Research and Community Services

June 2010



Table of Contents

Subject page

Executive Summary 3

Background King Saud University:

4-5

College of Arts: The Past (1957) and the Present (2009) Organizational Profile of Departments in the CoA

5-7

College of Arts: The Future Vision and Mission of College of Arts College of Arts Values System

7-8

College of Arts students and graduates competency and character

outcomes

8-10

COA Thematic Strands and Goals 10-13

Strategic Goals, Actions and Measures of each of the Strategic Thematic strand

14-194



Executive Summary

The College of Arts was inaugurated in 1957; it is the oldest college at King Saud University. The College of Arts believe that effective strategic planning is a continuous process, entailing constant reassessment of College needs, resources and operating environment. The primary objective of our plan is central to our planning process as stated succinctly:“ To Sustain and Strengthen our Position of Excellence in Education, Research and Community Services”.

The steps in the common-sense strategic planning process were simply:

• Where are we now? • Where do we want to go? • How do we get there?

The plan was developed after an extensive study of the external and internal environment and after wide consultation with all stockholders over a one year period Our assessment of needs, resources and environment was conducted through various techniques including the College's Self Study, SWOT/PESTL analysis, Focus Group, Survey, Interview. This process involve participation of hundreds of faculty, staff, students and community members. The Strategic plan process has 3 main phases of Strategic Analysis, Strategic Formulation and Strategic Implementation. These main processes will cover the development of the Strategic Plan through its internal and external environment analysis. Based on these two key analyses, the main outcome is a set of Strategic SWOT and the identification of the Strategic Issues. Based on the strategic analysis, strategies will be developed, evaluated and selected that finally leads to the strategies being implemented.



Background King Saud University:

King Saud University was established by Royal Decree on 14/11/1957 (21/4/1377H). It began as the first Saudi university in 1377H (1957) with the College of Arts as the first to start followed by the College of Science. In 1961, KSU admit for the first time female students and female Studies center at Oleisha was established. However, since that time, KSU went through many stages of developments; and, establishment of new colleges continued. Prior to 2009, KSU consisted of 76 colleges with more than 400 programs. In 2009, 53 colleges and approximately 250 programs were separated from KSU to form three new standalone universities. This restructuring was undertaken to achieve a more efficient organization and a more effective management in accordance with its strategic goals. Today, KSU includes; 23 colleges, 54 scientific societies, 31 Institutes and Centers. There are 6 centers for research, 106 Chairs, and 11 Deanships of support. Furthermore, it includes colleges with more than 139 departments between Graduate and university levels, offering 87 programs for the doctorate level and 184 programs for the Masters level while providing outstanding services to more than 59 thousand students at

different academic levels for the academic year 1430/1431H.

The University has achieved global rankings by being chosen to be one of the best 300 universities and classified according to the World prestigious Times THQS (2009). In scientific achievements unprecedented entered the University of King Saud category Shanghai-Jiatong World famous among the top 500 universities worldwide (2009) and thus the university, the only Arab entering this category, which are a favorite destination and the most difficult of classifications other world also maintained. King Saud University’s position was classified amongst the best two hundred universities according to the classification of Webometrics, Spain’s world famous (2010) and maintained the first position in the Arab world and the Islamic world and Middle Eastern and Africa also increased in its ranking of Asia to (18).

KSU Vision: To be a world class university and a leader in building the knowledge society

KSU Mission: To provide distinctive education, produce creative research, serve society and contribute in building the knowledge economy and community through learning, creative thinking environment, the optimal use of technology and effective international partnership.

KSU Values:

Based on our Islamic and cultural values, we uphold:

� Quality and excellence: We measure ourselves according to challenging criteria, honouring high ambitions and the pursuit of distinctiveness through



our commitment to the highest intellectual standards in teaching, learning and innovation

� Leadership: We remain committed to promoting individual and institutional leadership roles that drive social development upholding professionalism, responsibility, and innovation.

� Freedom of inquiry: Rigorous and honest intellectual exploration is fundamental to our academic traditions, and it is reflected in all the dimensions of our scholarly activities.

� Fairness and integrity: We abide by the principles of social justice, equal opportunity and cultural diversity, consequently holding the members of our community to the highest standards of honesty, respect, and professional ethics.

� Transparency and accountability: We remain committed to share our thinking and ideas for society and scholars to judge our contributions to global knowledge, and we hold accountable everybody in our community for respecting and upholding our values in all forms of their scholarly activities.

� Lifelong learning: We are committed to lifelong learning inside and outside the KSU community, enhancing continued intellectual growth and welfare of the society.

KSU Strategic objectives: 1. Good everywhere; great in some areas. 2. Distinctive faculty. 3. Less is more. 4. Stronger graduates. 5. Building bridges. 6. Supportive learning environment. 7. Sustainable future. 8. Flexibility and accountability. 9. Organize for purpose.

i. College of Arts: The Past (1957) and the Present (2009)

The College of Arts was inaugurated in 1957; it is the oldest college at King Saud University. The

primary role of the college is to promote the study of the humanities and Social Sciences to

cultivate the intellectual and spiritual qualities of the human being. In addition, the College of

Arts has special goals stemming from its unique Saudi character. First, it plays an important role

in the revival of Islamic culture, the preservation of Islamic history and traditions, and the

enhancement of Arabic language within the context of a modern and developing society.

Moreover, the college offers scientific studies that systematically research various aspects of

Saudi society. It also aims at supplying the country with well-qualified graduates who will

assume various managerial, social and planning responsibilities. In 1961, the college extended its

admission policy to include female students as society realized the vital part females play in

keeping pace with the development of the Kingdom of Saudi Arabia.

ii. Organizational Profile of Departments in the COA



The Department of Arabic Language and Literature is one of the first departments established

at the University in 1957. The Department of Arabic Language has developed over the years and

broadened the scope of its offerings to include the teaching of Arabic Syntax, Morphology,

Rhetoric, Criticism, and Literature. For some period of time, the Department of Arabic Language

also affords courses in other Islamic Semitic languages such as Turkish, Persian, and Hebrew;

now, these languages have established departments in the College of Language and Translation.

Today, the Department of Arabic Language is the largest in terms of the number of faculty

members, lecturers, teaching assistants and students. It provides BA, MA, and PhD programs in

four major fields of study related to Arabic. In an effort to enrich the quality of study for its

students, the Department has also established a folkloric museum concerned with collecting

antique samples representing various sides of Saudi life and the change it is going through.

The Department of Geography is also one of the first departments of KSU that was established in

1957. The Department aims at highlighting the Islamic and Arabic geographical and intellectual

heritage, preparing researchers in geographical fields, conducting applied studies and finding

adequate solutions to ecological and social problems. The Department has a branch for female

students at Elisha University Center and it awards both BA and MA degrees in four areas of

study: The Environment and Natural Resources, Population and Urban Geography, Economic

Geography and Regional Development, Cartography). The department also awards a PhD degree

in Natural Geography, Human Geography and Cartography.

The Department of History was established in 1957-1958 and went through various stages in

accordance with the university statutes. One of the main aims of the Department’s curriculum is

to achieve the time-place equilibrium of historical knowledge of various subjects so that students

may be familiar with the main factors that influenced human history in general and Islamic and

Arab history in particular. The department initially contained both History and Archeology

programs. However, in 1395, the archeology program was separated into an independent

department. The department offers BA, MA and PhD programs in five fields of research: The

Ancient History of the Arabian Peninsula and the Near East, Roman, Greek and Mesopotamian

Ancient History, Medieval History, Islamic History, Modern History and the New World. The

Department hosts the International Forum for the Studies in the History of the Arabian Peninsula,

and is the seat of the Saudi Historical Society.

The Department of English Language & Literature takes pride in its prestigious position at the

very heart of King Saud University. It has been a vital component of the College of Arts ever

since the College initiated the first-university-level studies in Saudi Arabia in 1957. Right from

its inception, the department has availed itself of a highly qualified and competent teaching and

research faculty along with effective curricula subjected to continual refinement and

modernization. Affiliated to it is the English Department in the Female Branch/ Center of the

University which, employing an equally capable faculty, has been running programs identical

with those of the parent department at the College of Arts.

The Department of English Language & Literature serves the specific purpose of providing

progressively sequenced instruction in both English language and literature to students enrolled

with it. Its programs are geared to provide virtual vocational and professional training to students

expected to serve later as translators and linguists. It further undertakes to prepare exceptionally

bright students for higher studies, locally as well as abroad, towards earning MA and Ph D

degrees in the fields of English language and literature. The department offers multiple courses in

composition, grammar, linguistics, translation, language, and English/American literature.



The Department of Social Studies was founded in 1971. The objective of the department is to

qualify national staff to live up to the comprehensive development needs of the Kingdom. It

offers BA, MA and PhD degrees both in Sociology and Social Service according to the following

tracks. In Sociology, the tracks are: Development and Social Organizing, Aberrance and Crime,

Family and Population and Anthropology. In Social Service, the tracks are Medical and

Psychology, Education and Family, Social Orientation.

The Department of Mass Communication was founded in 1972 as the first department of mass

communication in the Gulf region. It is considered to be the most productive in the field of media

studies within the Gulf Cooperation Council. The department started with two sections:

Journalism and Radio and Television. Later on, Public Relations and Theatrical Arts were

introduced. The department offers both BA and MA programs to its students.

The Department of Library and Information Sciences is the latest department added to the

College of Arts. The university council approved of its establishment in 1984. The department

offers both a BA and an MA degree to its students.

The College of Arts also hosts a number of academic units and centers, such as The Saudi

Geographic Association; the Saudi Atlas Committee; various labs and research centers affiliated

with the Department of Geography; various language and computer labs; Dialects and Folklore

Association; Folklore Museum; the Saudi Historical Association; The College of Arts Research

Center; and the university weekly newspaper, Risalat Al-Jami'ah (the University Dispatch).

iii. College of Arts: The Future

Vision and Mission of College of Arts

Vision of the College of Arts

The College of Arts seeks to be recognized for its excellence in all aspects of teaching, and

research in Humanities and Social Science, in addition to its engagement in the development of

the knowledge society.

The Mission Statement of the College of Arts

The mission of the college of arts is to provide high-quality learning experiences, and conducting

outstanding research in humanities and social sciences underpinning Islamic and Arabic values

and tradition. It actively fosters students’ knowledge, personal growth, creativity, effective

communication, critical thinking, analysis, responsibility, lifelong learning and the ability to

apply them in real life situation. Furthermore, it encourages communities’ partnerships, creative

activities and services to better serve the society.

iv. College of Arts Values System

To achieve its stated vision and mission, KSU – COA will distinguish its academic and social

contribution by defining a set of values for the KSU – COA that underlies the operational tenets

of quality and excellence in its academic and social endeavors:



Towards Quality and Excellence in the Advancement of Knowledge in its Humanities and

Social sciences Education through the generic core values and fabrications of:

• Analytical and critical thinking

• Effective understanding and communication

• Cultural and social literacy

• Scientific, informational and technological literacy

• Creativity and eagerness to Learning

Towards Quality and Excellence in its social contribution through respect and appreciation for

its Islamic and larger communities and stakeholders through the generic core values and

fabrications of:

• Understanding and meeting the capstone needs of Students

• Enduring precepts and principles of higher education

• Unending Concerns of its Arabic and larger community and society

• Perpetuating Intellectual and Academic Achievement

• Adhering to accountable and transparent governance

• Committing to the cornerstone principles of academic and human freedom

Towards Quality and Excellence in the Advancement of ethical and moral citizenship through

generic core values and fabrications of:

• Committing to the foundation principles of honesty and integrity in ethical and moral

academic and social existence

• Perpetuating the fundamentals of peace and harmony in societal citizenship

v. College of Arts students and graduates competency and character outcomes

With the defined set of COA values as enumerated above, COA seeks for a desired set of

Characteristics and Capabilities that defines its commitment to ensuring that its students and

graduates acquire the habits of mind and character, skills and knowledge necessary to function as

educated and moral individuals, life-long learners, and responsible citizens. To these ends, COA

fosters the development of the following characteristics and capabilities of its students and

graduates:

• Communication Capability and Capacity: COA students and graduates have the

enduring and transferable ability to write, speak, and listen effectively by organizing,

understanding, interpreting and expressing ideas clearly and appropriately; mastering

standard use of written and oral communication; appreciating alternative forms of

expression; distinguishing between the medium and the message; listen, observe,

interpret, and understand others for harmonious and peaceful resolutions.

• Analytical and Critical Thinking: COA students and graduates have the capability and

capacity for independent and disciplined thinking and creative discovery by using

independent, objective, and rigorous reasoning; identifying and integrating the elements

of a task or problem; seeking, organizing, assimilating, synthesizing, and using



information; maintaining a healthy and constructive skepticism; recognizing the value of

creativity, the limits of reason and the legitimacy of intuition to arrive at a sound and

rational solution that contributes to development and benefits to all.

• Problem Framing and Solving: COA students and graduates have the ability to analyze

and solve problems individually and collaboratively by appreciating the complexity of

problems; going beyond conventional assumptions; understanding parts of systems as

well as the whole; recognizing patterns and generalizing; searching and testing solutions

using analytical and intuitive skills; evaluating and monitoring outcomes; working

effectively and creatively in diverse and multifarious groups.

• Knowledge: COA students and graduates has the ability in mastering basic facts,

concepts, and literature of the humanities, arts and sciences; acquiring knowledge of

diverse ethical traditions and contemporary issues; developing competence in the use of

technology, instrumentation, and research methods; developing expertise in a major;

understanding the evolution and trends of that major; acquiring knowledge of

developmental opportunities within and outside of the major through inter-disciplinary

discourse.

• Integration and Application of Knowledge: COA students and graduates have the

ability in recognizing and valuing the interconnectedness of knowledge; learning

creatively from practice and experience; applying knowledge in innovative ways;

appreciating, using, and promoting interdisciplinary, multidisciplinary and culturally

diverse perspectives; fostering connections wherein knowledge serves as a bridge to new

levels of understanding and insight that benefits others as a whole.

• Self Development: COA students and graduates have a personal philosophy of life

reflecting high ethical standards, spiritual values, and a commitment to service; the ability

in assessing personal strengths, weaknesses, and potential; developing individual goals

and persevering to achieve them; building self confidence and motivation; identifying

and respecting diverse backgrounds and viewpoints; dealing effectively with change;

recognizing and tolerating ambiguity; developing a well-considered personal ethic that

includes responsibility for actions; assuming responsibility for decisions and their results

that affects others positively.

• Citizenship: COA students and graduates have the capacity for citizenship and

leadership in all domains that contribute creatively to human well-being as an exemplary

citizen and leader by participating in the local, national, and global, and Arabic and its

diverse community; being sensitive to the welfare of others; appreciating Islamic values;

acquiring a sense of personal and collective responsibility for the social and natural

environment.

• Life-long Learning: COA students and graduates have the ability of maintaining a sense

of love of knowledge and of curiosity; appreciating and mastering the process of

learning; recognizing that learning is a means of fulfillment and success in one's personal

and professional life; familiarity with and appreciation of diverse cultures; and striving

for the development of oneself and the whole community.



vi. COA Thematic Strands and Goals To achieve the KSU - COA vision and mission which are supported by values defined in its

values system to develop a total student with the characteristics identified above, KSU – COA has

identified key strategic thematic strands as follows:

Thematic Strands 1: “Enhancing Strategic Directions of COA and its departments”

Goals:

Goal 1.1 COA will distinguish itself for academic excellence and raise its profile in the

region

Goal 1.2

COA will distinguish itself by relating, recruiting, retaining and graduating a

larger, more academically prepared and higher quality and capable student

body who are motivated in seeking higher education.

Goal 1.3

COA departments will develop and implement a plan for enrollment growth

that is tied to the institutional strategic plan.

Goal 1.4

COA will achieve a strong and sustainable college through financial

management.

Goal 1.5

COA will be a critically innovative, change-responsive and dynamic learning

organization.

Goal 1.6

COA will provide its students with a student-centered focused education that

prepares them as professionals academically in their chosen academic fields

and as active moral citizens in the global community.

Thematic Strands 2: “Enriching the educational experience and advancing the scope and quality of teaching

and learning through its student-focused academic programs in a manner consistent with

the mission and resources of COA”

Goals:

Goal 2.1

COA has a core curriculum that reflects the KSU – COA mission statement

that enhance its international recognition as a world class college in the

humanities and social sciences.

Goal 2.2

COA has a strong systematic and sustainable curriculum system that reflects

its mission

Goal 2.3

COA has a strong and sustainable graduate curriculum that reflects the KSU –

COA mission statement that enhance its international recognition as a leader

in graduate studies and research

Goal 2.4 COA has a strong and sustainable developmental support of teaching and



learning

Goal 2.5

COA has an innovative student experiential learning system

Thematic Strands 3: “Simple, strong and sustainable COA Internal Quality System meeting national and

international norms”

Goals:

Goal 3.1

COA has a strong and sustainable IQA system aligned with the institution

requirements and meeting national and international norms

Goal 3.2

COA IQA ensures the quality of academic programs are consistent with

National and international norms.

Goal 3.3

COA has a strong and sustainable performance assessment system of its

teaching and learning to ensure the programs health

Thematic Strands 4:

“Enhancing and enriching distinguished social science and humanities research

scholarship”

Goals:

Goal 4.1

COA advances the research scholarship engagement of the faculty.

Goal 4.2

COA has initiatives in developing critical skills in research scholarship of

students and faculty

Goal 4.3

COA has support for research and development to increase research

productivity that promotes and increases research and scholarship

Thematic Strands 5: “Enhancing effective learning resources and facilities and administrative and

infrastructure support for the college's constituent departments, programs, units, and

academic support services in a responsive manner”

Goals:

Goal 5.1

KSU – COA has a strong learning resources and facilities supporting its

academic endeavors

Goal 5.2 KSU – COA has an effective, efficient, and cohesive administrative set-up



to support its academic endeavors

Goal 5.3

KSU – COA enhance the educational environment for student learning.

Thematic Strands 6: “Engaging, enriching and empowering our human assets through their commitment,

competency and development”

Goals:

Goal 6.1

COA will attract, recruit, retain, and support an outstanding and diverse

faculty and staff

Goal 6.2

COA will engage and enhance a committed and qualified faculty

commensurate with university growth and benchmarks

Goal 6.3

COA will maintain the highest standards of quality in the hiring and

promotion of administrative and support staff.

Goal 6.4

COA will recognize and celebrate its faculty and staff successes and

achievements and make them known to others.

Thematic Strands 7: “Employing accountable, transparent and efficient Governance and Administrative

Systems”

Goals:

Goal 7.1

KSU – COA advances the college's efforts to administer, organize, and

govern itself effectively and in an environment of the highest ethical, civil,

accountable and transparent tolerance.

Goal 7.2

KSU – COA has an efficient set of business practices and administrative

service support systems

Thematic Strands 8: “Enriching community engagement in which COA participates”

Goals:

Goal 8.1

COA will enhance its image and reputation as perceived by the

communities and stakeholders.

Goal 8.2

COA has a strong internal and external identity amongst students, faculty,

and staff, the immediate communities and societal stakeholders.



Goal 8.3

COA has outreach and community service by faculty, staff, and students

as appropriate to the mission of the college, departments, and programs.



Strategic Goals, Actions and Measures of each of the Strategic Thematic strand

Strategic Thematic Strand 1: “Enhancing Strategic Directions of KSU – COA and her departments”

Strategic Goals

Strategic Actions Strategic Measures Target Responsibility

Goal 1.1

KSU – COA will

distinguish herself

for Academic

Excellence and

raise her profile in

the region

Build on KSU – COA past and

further distinguishes herself on

Arabic and diverse academic

excellence through its intellectual,

cultural, and ethical resources for

the region and community and

identifies benchmark standards

for excellence that will allow for

continuous advancement and

improvement by:

- Targeting professional

conferences, meetings, and

events that will showcase

KSU - COA faculty, staff

and students

accomplishments;

encourage professional

activity;

- Increasing the Arabic and

diversity contributions of

faculty, staff, and students to

the enrichment of KSU –

COA civic, educational,

economic, and international

communities;

- Raising the KSU – COA

local, regional, international

profile especially in the

Arabic and Islamic world,

- Enhancing appropriate

support for existing

programs and exploring

creative and innovative

synergies among and across

existing programs and units

and the addition of new ones

within traditional and

emerging disciplines that

provides breadth of

knowledge and

understanding of different

modes of inquiry.

- Holding our faculty and

% increase in

targeted showcased

accomplishments

% increase in Arabic

and diversity

contributions in

civic, educational,

economic and

international

communities

Degree of

recognition as a

leader in Arabic and

Islamic world

Degree of increase

synergies across

units

% increase in

multifarious

recognitions of its

contributions

Increase in the

rate of

progression of

the profiling by

10% annually

Strategic

managers of the

college and

departments



students to rigorous

academic standards,

scholarship and research

appropriate and recognized

for its contributions to their

disciplines, the nation, and

the community.

Goal 1.2

KSU – COA will

distinguish herself

by relating,

recruiting,

retaining and

graduating a

larger, more

academically

prepared and

higher quality and

capable student

body who are

motivated in

seeking higher

education.

Establish an enrollment

management plan for the KSU –

COA consistent with KSU

institutional strategy by expanding

relational, recruitment and

retaining well-prepared and

intellectually inquisitive students

at both the undergraduate and

graduate levels by:

- Developing a process that

continues to improve KSU –

COA and departmental web

sites, brochures, open

houses, and other aspects of

recruitment for KSU – COA

programs.

- Providing a high level of

academic challenge in the

academic majors and

programs and student

research that attract and

retain a quality student

body;

- Identifying and promoting a

student-centered and

learner-centered model

education

- Creating and maintaining

bridges between KSU –

COA, Student Life, and the

Student Development

Office to design curricular

and co-curricular

connections

- Institutionalize successful

retention methods and

provide appropriate

resources for student

engagement, recognizing

student achievement and

student

Relating - Upgraded user

friendly and

interactive KSU

– COA and

departmental

web sites

Recruiting - % increase in

the enrolment

of all qualified

students,

international

students and

graduate

students.

- % increase in

the number of

student-

centered

courses

- % increase the

quantity,

quality, and

variety of co-

curricular

courses and

programs

Retaining - % increase in

the retention

rates for all

students.

Graduating - % Increase the

graduation rates

for all students.

Increase in

relational,

recruiting,

retaining and

graduating

progression rate

by 10%

annually.

Strategic

managers of the

college and

departments



intellectual/professional

development

Goal 1.3

KSU – COA

departments will

develop and

implement a plan

for enrollment

growth that is tied

to the institutional

strategic plan.

Review specific institutional

enrollment goals with KSU – COA

Department heads by:

- Identifying recruitment and

retention targets for each

department that are tied to

advising, faculty outreach

activities, and/or new

program development.

- % increase in

meeting the

institutional

enrollment

target goal of

70%

undergraduate,

30% graduate

students.

Increase by 10%

annually

Strategic

managers of the

college and

departments

Goal 1.4

KSU – COA will

achieve a strong

and sustainable

college through

educational and

financial

management.

Achieve a strong and sustainable

KSU - COA and departments by:

- Reviewing the long-term

“value” and cost-

effectiveness of each

undergraduate and graduate

program of the College

- encouraging faculty

members to work

collaboratively with their

departments, to secure

external funding, including

grants, major gifts, contract

research, scholarships and

fellowships and in-kind gifts

% increase in the

numbers of

externally funded

social and research

projects.

% increase in the

college donor base

and donor funding.

% increase in the

number of

competitive

scholarships and

fellowships to

attract the best

undergraduate and

graduate students.

Increase by 10%

annually

Strategic

managers of the

college and

departments

Goal 1.5

KSU – COA will

be a critically

innovative,

change-responsive

and dynamic

learning

organization.

Attain an innovative, responsive

and learning KSU – COA by:

- Establishing a collaborative

learning environment and

operational culture that

generates, promotes

effective communications

and shared understanding of

mission and context by the

KSU – COA team and key

stakeholders.

- Promoting discovery and

exchange of knowledge and

new ideas.

- Growing collaborative

scholarship and centers of

excellence and collaboration

Develop different

measures of learning

culture of KSU –

COA

% increase in

number of new

changes in

improvements and

innovations

% increase in

Increase in

awareness and

development of

learning culture

by 10% annually

Strategic

managers of the

college and

departments



within KSU - COA, with

other colleges and units, and

with colleagues at other

universities to seek external

support for teaching,

research, and service

projects.

collaborative

scholarship and

centers of excellence

Goal 1.6

KSU – COA will

provide her

students with a

student-centered

focused education

that prepares

them as

professionals

academically in

their chosen

academic fields

and as active

moral citizens in

the global

community.

Develop the KSU – COA total

student by:

- Providing student-centric

problem and experience-

based learning in content

and methodology throughout

a student's chosen course of

study.

- Promoting the development

of creative and critical

thinking as well as of oral

and written communication

skills that brings out the best

in each student.

- Supporting a student-centric

undergraduate research,

scholarship, and creative and

collaborative projects.

- Increasing the provision of

varied opportunities for

cultural and spiritual

experiences for total student

development.

- Integrate technology with

the learning process so that

students and faculty can

improve their teaching-

learning productivity and

research skills.

Develop measures

of the student

development

through its

characteristics and

capabilities profile

index

% increase in

courses using

student-centric

teaching, learning,

research and

developmental

approach

% increase in

number of faculty

trained and

developed in the use

of student-centric

pedagogical

methods

% increase in

number of student-

centered works by

the students

Increase in the

progression of

the capabilities

and competency

index by 10%

annually

Increase in

number of

student-focused

TLR projects by

10% annually

Strategic

managers of the

college and

departments

Strategic Thematic Strand 2: “Enriching the educational experience and advancing the scope and quality of

Teaching and Learning through her student-focused academic programs in a manner consistent with the mission

and resources of KSU – COA”

Strategic Goals


Goal 2.1

Develop a strong, systematic and

sustainable curriculum

Number of Collegial

review and changes

Increase by 10%

performance

Departments

and Units;



KSU – COA has a

core curriculum

that reflects the

KSU – COA

mission statement

that enhance its

international

recognition as a

world class college

in the humanities

and social

sciences.

development system of its core

curriculum in KSU – COA by:

- Ensuring that the core

curriculum provide a strong

foundation in humanities and

social science education,

fundamental language and

quantitative skills necessary

to succeed in college and in

a complex technological

society by relating them to

other academic needs and

the needs of majors.

- Reviewing regularly (3-5

years) of the core

curriculum, working within

the College Governance

structure in curriculum

development and changes.

- Assisting and encouraging

departments to reevaluate

periodically (1 to 3 year

intervals) their renewal in

the core curriculum

offerings.

- Examining the impact of

technology, diversity and

cultural requirements and its

impacts on the core

curriculum.

- Establish a Pre-Freshman

Year preparatory program,

offering a wide array of

intensive skills-based

courses taught by full-time

faculty to incoming

freshman students to

consolidate and strengthen

basic skills needed for

undergraduates courses.

- Exploring means to enhance

skills such as writing, public

speaking, critical thinking,

quantitative literacy, and

foreign language proficiency

within General Education

subjects that supports the

majors.

as needed within a 5

years review period

of the core

curriculum

% increase in the

number of KSU –

COA endorsed

opportunities for

community-based

learning

opportunities that

fulfill core

distribution

requirements.

% increase in

departments and

subjects reporting

improvements in the

knowledge and

skills based on the

National

qualification

Framework

assessments of

learning outcomes.

% increase of

undergraduate

students attaining

degree program

learning outcomes.

% increase in the

skills development

of the students as

planned and

assessed.

% increase in

numbers of

undergraduate

students’ placement

into graduate

programs upon their

graduation.

achievement

annually in each

of the measure

Associate

Deans

Strategic

managers of

the college and

departments



Goal 2.2

KSU – COA has a

strong systematic

and sustainable

curriculum system

that reflects its

mission



development system of the

departmental curriculum in KSU

– COA by:

- Setting up a systematic

system of curriculum

development, planning and

assessment that incorporates

external input

- Ensuring that high caliber

majors and minors where the

departments have or can

develop both faculty and

support resources and which

meet the professional and

intellectual needs of the

students and the economic

and cultural needs of the

region.

- Examining departmental,

program, and unit admission

policies, program growth,

governance and

administration and standards

in light of enrollment

pressures and maintenance

of academic standards

- Reviewing and revising

existing or develop new

department majors and

minors in response to long-

term discipline-specific

trends, in response to student

interest, faculty expertise,

and feasible community

needs identified in the

department strategic plans.

- Explore ways to enhance

and/or broaden course

offerings especially in

interdisciplinary study

Number of

Departmental review

and changes as

needed within a 1 –

3 years review

period

% increase in

number of

undergraduate

students placement

into post-graduation

jobs commensurate

with their majors

% increase in

nominations of

students for external

awards, especially

state, regional, and

national awards.

% increase in

championships or

top-five placements

in national student

academic

competition

% increase in

number and variety

of interdisciplinary

Courses

Increase by 10%

performance

achievement

annually in each

of the measure

Departments

and Units;

Associate

Deans

Strategic

managers of

the college and

departments

Goal 2.3

KSU – COA has a

strong and

sustainable

graduate



development system of the

graduate studies curriculum in

KSU – COA by:

Number of

departmental review

and changes

% increase in

enrollments in

Increase by 10%

performance

achievement

annually in each

of the measure

Departments

and Units;

Associate

Deans; in

conjunction

with Graduate



curriculum that

reflects the KSU –

COA mission

statement that

enhance its

international

recognition as a

leader in graduate

studies and

research

- Developing clear policy on

graduate admissions,

academic standing, program

growth and funding, and on

the governance and

administration of graduate

programs to maximize their

enrollment and to ensure

academic excellence in the

context of modernization,

inter-disciplinarity, and more

effective delivery.

- Developing new graduate

programs in select areas,

taking into account

demonstrated demand

response to student interest,

academic excellence of the

faculty expertise, long-term

benefits to meet community

needs, reputation, and

economic viability

- Evaluating graduate

programs to increase quality

while balancing size, quality,

breadth, and markets.

- Developing a stable funding

strategy to allow competitive

stipends for teaching

assistantships and a

competitive tuition

remission strategy to attract

the highest quality students.

- Increasing extramural

graduate student support in

the form of research

assistantships, scholarships,

and fellowships.

graduate programs.

% increase in

retention rates in

graduate programs.

% increase in

numbers of graduate

students involved in

faculty research

programs.

% increase of

graduate students

attaining degree

program learning

outcomes.

% increase in

numbers of

scholarly

presentations by

graduate students at

conferences.

% increase in

numbers of

publications

achieved by

graduate students.

% increase in the

proportion of

interdisciplinary and

collaborative

programs that

sustain themselves

Studies and

Research

Goal 2.4

KSU – COA has a

strong and

sustainable

developmental

support of

teaching and

learning

Develop a strong set of service

support and infrastructure to

support teaching and learning by:

- Supporting active

development related to

teaching and advising

through sharing of best

practices, resources, and

pedagogy related to teaching

and advising

Percent of

instructional spaces

equipped with

appropriate

technology

% increase in

developmental

projects and

activities supporting

sharing of best

Increase by 10%

performance

achievement

annually in each

of the measure

Departments

and Units;

Teaching

Excellence

Awards

Committee



- Fostering means to enhance

the use of appropriate

technology in support of


- Establishing a Center for

Teaching and Learning to

assist faculty members in

achieving outstanding

classroom performance with

new pedagogical and

technological initiatives.

practices

%increase in

number of

instructors using

new pedagogical

student-centered

approach

Goal 2.5

KSU – COA has

an innovative

student

experiential

learning system

Develop a strong and sustainable

out of class experiential learning

system for student development

by:

- Seeking to increase service

learning, study abroad, and

internship opportunities

- Take advantage of

technology for both the

enhancement of current

classes as well as the

incorporation of online

courses.

- Examining ways to promote

and develop innovative

program offerings by

diversifying and enriching

curriculum and making it

more accessible, responsive,

and flexible.

% increase in

number of

opportunities for

service learning,

outreach events,

study abroad, and

internships

% increase in

community

participation in

events and programs

presented by

academic units.

Increase by 10%

performance

achievement

annually in each

of the measure

Departments

and Units;

Heads and

Directors

Strategic Thematic Strand 3: “Simple, strong and sustainable KSU – COA Internal Quality System meeting

national and international norms”

Strategic Goals


Goal 3.1

KSU – COA has a

strong and

sustainable IQA

system aligned

with the

institution

requirements and

Develop a strong and sustainable

KSU – COA IQA based on KSU –

QMS requirements and meeting

national and international

standards by:

- Planning and organizing for

departmental and collegial

IQA systems aligned with

Created and

implemented a KSU

– COA IQA

assessment system.

Finalized and

implemented its

IQA by 2010

Strategic

managers of

the college and

departments



meeting national

and international

norms

KSU – QMS

- Implementing the KSU –

COA IQA to lay a strong

foundation leading to

programs accreditation

- Building department-level

planning and assessment

efforts, including published

strategic plans that define

educational objectives, set

implementation schedules

for those objectives, and

detail methods of assessment

% increase in

number of programs

ready for

accreditation

% increase in

number of programs

achieved

accreditation

Increase by 10%

performance

achievement

annually in each

of the measure

Goal 3.2

KSU – COA IQA

ensures the

quality of

academic

programs are

consistent with

National and

international

norms.

Develop a student-centric

assessment system to determine

student learning outcome

achievements by:

- Analyzing and compare

KSU – COA core and

departmental programs

outcomes to peer institutions

- Utilizing an assessment

program that ensures

continuous improvement of

academic programs.

- Ensuring that the

departments implement

student assessment efforts

and will implement plans

that include student learning

assessment

- Devising and utilizing inter-

departmental measures of

curricular effectiveness and

student learning outcomes

Compiled data to

compare KSU –

COA collegial and

departmental

performance to peer

institutions.

% increase in

number of

departments and

subjects that uses a

learning outcome

assessment approach

% increase in

number of

department that has

effective measures

of student learning

outcomes

Increase by 10%

performance

achievement

annually in each

of the measure

Strategic

managers of

the college and

departments

Goal 3.3

KSU – COA has a

strong and

sustainable

performance

assessment system

of its teaching and

learning to ensure

the programs

Develop a program health system

based on the University Quality

Management System to assure the

student centric quality by:

- Having the KSU – COA and

the departments formulate,

finalize, and implement an

assessment of the program

health that are used to

Each department

will have a

completed plan for

assessment of

student learning by

Increase by 10%

performance

achievement

annually in each

of the measure

Strategic

managers of

the college and

departments



health evaluate goals, curriculum

development and revisions,

resource allocation, and

staffing needs, student

learning outcomes and the

total quality assurance that

meets assessment and

accreditation standards

- Compiling enrollment,

curriculum, faculty and

student performance, and

financial data and proposed

changes that will be

reviewed to establish

department and program

health, proposed goals, and

requests for additional

resources and/or staff

- Encouraging review of

existing assessment

techniques within each

department and program by

integrating university

assessment, with College

assessment activities and

refining effective assessment

mechanisms across entire

curriculum.

- Establishing procedures for

collecting assessment data

on curricular effectiveness,

student learning outcomes,

and student retention provide

various assessment data to

students, faculty,

departments, programs,

support services, and

administrative offices in the

College for their use in

program improvement

2010.

Each department

will begin to

implement its plan

and will use results

to guide curriculum

development by

2010.

Each department

will have

department SID that

include past and

current enrollment

trends, curriculum

portfolios, faculty

characteristics and

contributions,

financial data, and

plans for change to

be used to facilitate

program assessment

by 2010.

% increase in

academic units

reporting assessment

data indicating

attainment of

expected learning

outcomes in their

baccalaureate degree

programs.

Strategic Thematic Strand 4: “Enhancing and Enriching distinguished Social Science and Humanities Research

Scholarship”

Strategic Goals


Goal 4.1 Develop a strong and sustainable Increase by 10% Strategic



KSU – COA

advances the

research

scholarship

engagement of the

faculty.

research system that enhances the

research scholarship by:

- Recruiting talented faculty

(including department

chairs) who bring

intellectual distinction in

research scholarship that

demonstrate commitment to

the teaching-learning

process through research

scholarship

- Increasing grant-supported,

research through seed

funding providing

competitive start-up funds

for new faculty and

supporting faculty

attendance at grant-writing

workshops.

- Facilitating faculty balance

their commitment to the

dynamic relationship

between teaching and

research by fostering

flexible scheduling and

research releases for

exemplary faculty, where

possible within

programmatic and resource

constraints.

- Continuing strong support

and value research,

scholarship, and creative

endeavors.

% increase in the

number of new

recruits and existing

faculty who bring

research distinction

to the college

% increase in

support of seed and

grant funded

research

% increase in

number of research

focused workshops

% increase number

of journal articles

and book chapters

published within

each unit.

% increase in the

number and prestige

rankings of

publications and

creative activities.

performance

achievement

annually in each

of the measure

managers of

the college and

departments

Department

and units

Goal 4.2

KSU – COA has

Initiatives in

Developing Critical

Skills in research

scholarship of

students and faculty

Develop methods of disciplined

Inquiry of the students and faculty

by:

- Encouraging students to

initiate independent research

projects at an early stage by

providing funding for

summer research programs

so that students can extend

and complete major projects

and ensuring that all majors

have an opportunity to

% increase in

number of research

works of students

% increase in

funding to support

students research

% increase in

workshops that

Increase by 10%

performance

achievement

annually in each

of the measure

Strategic

managers of

the college and

departments



conduct research under

faculty supervision

- Actively involving the

students in research and

scholarly process through

designing research

questions, developing access

to relevant data, testing

ideas, and redesigning

questions in light of

experience and providing

opportunities for students to

attain these skills in seminar

settings, laboratories, and in

research projects that are

based upon the tools of a

rigorous, logical thinking

discipline.

instruct and involve

students in research

Goal 4.3

KSU – COA has

support for

research and

development to

increase research

productivity that

promotes and

increases research

and scholarship

Develop a research plan and

strategy for each department and

a corresponding research plan for

each faculty member consistent

with this strategy by:

- Reviewing of departmental

programs recognizing

current research trends in

disciplinary fields, funding

opportunities and

collaborative research

opportunities within and

external to the University.

- Targeting new opportunities

for collaborative research

particularly by participation

within the new and proposed

University Institutes and

other University research

initiatives.

- Recruiting an Vice Dean for

Research who will facilitate

development and

implementation of a more

focused research strategy for

the College and the

departments.

- Assuring competitive start-

up funds for new faculty and

adequate matching funds for

% increase in

number of scholarly

presentations by

faculty and students

in each unit.

% increase in

number of grant

proposals submitted

to external sources.

% increase in

number of grants

awarded.

% increase research

awards

Increase by 10%

performance

achievement

annually in each

of the measure

Strategic

managers of

the college and

departments



capital equipment initiatives

as required.

- Ensuring an adequate

infrastructure in terms of

space and equipment to

foster research.

Strategic Thematic Strand 5: “Enhancing effective Learning Resources and Facilities and administrative and

infrastructure support for the College's constituent departments, programs, units, and academic support services

in a responsive manner”

Strategic Goals


Goal 5.1

KSU – COA has a

strong learning

resources and

facilities

supporting its

academic

endeavors

Pursue a space and facilities audit

within the College of Arts and

identify improved facilities needs

to create a conducive work

environment by:

- Examining current

scheduling practices to

maximize the efficiency of

available classrooms and

faculty and formulate plans

to more effectively utilize

storage and office space

- Acquiring new and

improving existing space,

equipment, teaching

materials, technology and

supplies so that departments

can provide outstanding and

varied educational

opportunities for students

and staff.

- Facilitating the maintenance

and repair of the College's

existing physical resources

- Updating the physical

environment for faculty,

staff, and administrators

within the college with

regard to offices,

classrooms, work spaces,

equipment, and other

resources necessary for

quality performance.

- Acquiring more classrooms

Evaluate office

space as a conducive

work environment

with adequate

security so that

faculty, staff, and/or

students in the area

will find the KSU-

COA office space to

be an asset and

highly functional.

Work with the

administrative side

on a 5 years plan

managing the

teaching learning

resources and

facilities needs and

requirements

% increase in

learning resources,

facilities and

funding to create a

conducive teaching

and learning

environment

% increase in the

By 2010, there

is a mapped out

plan of the

teaching and

learning

resources and

facilities for the

next 5 years

Strategic

managers of

the college and

departments



and faculty office space as

university master plan

allows.

- Renovating all existing

academic and classroom

space that does not meet

appropriate safety standards

and environmental

guidelines for ventilation

and temperature regulation,

acoustics, lighting and

cleanliness.

- Converting over the next

five years, department

designated classrooms into

"smart classrooms," with

internet connectivity, fixed

consoles and appropriate

multimedia equipment.

number of “smart

classroom”

Goal 5.2

KSU – COA has

an effective,

efficient, and

cohesive

administrative set-

up to support its

academic

endeavors

Develop a strong and service

oriented administrative system to

support academic requirements

by:

- Examining current

administrative practices and

procedures and seek means

to improve effectiveness in

responding to the needs of

the College constituency

- Developing a rapid response

system for administrative

support, regular learning

resources and equipment

maintenance and repairs

schedule.

- Streamlining the processes

and procedures by which

educational supports and

services are responsive to

educational needs of faculty

and students.

A service support

administrative plan

by 2010 to respond

to the stakeholders

needs and

requirements

A knowledge and

skills Development

plan in service

mindset and service

performance by

2010

Revamping the

existing business

process to be more

service oriented

% decrease in

the number of

service

complains and

service failures

by 10 %

annually

Strategic

managers of

the college and

departments

Goal 5.3

KSU – COA

enhance the

educational

environment for

KSU – COA will develop systems

to enhance the academic success of

students by:

- Creating a student-centered

environment.

A plan to support

the students

10 % increases

in performance

statistics

annually

Strategic

managers of

the college and

departments



Strategic Thematic Strand 6: “Engaging, Enriching and Empowering our Human Assets through their

Commitment, Competency and Development”

Strategic Goals

Strategic Actions Strategic

Measures

Target Responsibility

Goal 6.1

KSU – COA will

attract, recruit,

retain, and

support an

outstanding and

diverse faculty

and staff

Develop a long-range recruitment

and staffing plan that is supported

by the College and University

administration by:

- Instituting a measured,

farsighted plan that improves

recruitment and retention

strategies of high quality new

faculty necessary for first-

class teaching and

professional development

with due consideration to

institutional growth and

priorities

- Determining the appropriate

size for each Department

based on benchmark

institutions, disciplinary

research activities, and

forecasted teaching needs to

maintain a world class

college.

- Identifying target areas

consistent with the current

state of the faculty

% increase in the

number of outside

offers for our

faculty, and

proportion of

faculty with

outside offers who

are successfully

retained.

% increase in the

total number of

faculty in the

college that

commensurate with

increases in

enrollment

% increase in the

survey measures of

current and new

faculty satisfaction

% decrease in the

level of faculty

turnover.

Increase by 10 %

annually of each

of the measures

Strategic

managers of

the college and

departments

student learning. - Supporting student

organizations, student

employment, and creating

an environment supportive

of student involvement in

research, and student

oriented teaching and

service activities.

- Providing cost-effective

access to information

technology for students,

staff, and faculty.

- Expanding the online

availability and delivery of

academic and administrative

services.

development is in

place by 2010

% increase in the

students satisfaction

index of the service

support performance

% increase in the

number of students

in the extra-

curricular activities

and projects



professions, present strengths,

potential research funding

opportunities, and potential

for synergies and

development across the

College and departments.

- Initiating programs to orient,

mentor and engage new full-

time and adjunct faculty to the

educational goals of

individual departments, the

College, and the Institution.

- Providing sufficient start-up

funds to allow and engage

excellent new faculty to

realize their full potential

benefiting themselves as well

as the College, the

departments and the

Institution.

% increase in the

faculty

compensation

adequacy, as

measured in

comparison to

benchmarks.

% increase in the

faculty retention

rates (excluding

retirements and

terminations).

Goal 6.2

KSU – COA will

engage and

enhance a

committed and

qualified faculty

commensurate

with University

growth and

benchmarks

Develop a long-range

developmental plan that is

supported by the College and

University administration by:

- Instituting a measured,

farsighted plan for supporting,

developing and retaining

faculty necessary for first-

class teaching and

professional development

with due consideration to

institutional growth and

priorities and to actual

student/teaching faculty ratios

- Creating an environment that

encourages and rewards

excellence in providing high

quality academic, research

and social services in a

"stakeholder-friendly" manner

to the stakeholders.

- Supporting research and

scholarship efforts by

expanding and diversifying

faculty development

initiatives, including

sabbatical leaves, pre-

sabbatical leaves for junior

% increase in the

number of faculty

who are retained

% increase in the

survey measures of


% decrease in the

level of faculty

turnover.

% increase in the

faculty

compensation

adequacy, as

measured in

comparison to

benchmarks.

% increase in the

faculty retention

rates (excluding

retirements and

terminations).

% increase in the

participation of

faculty in the

Increase by 10 %

annually of each

of the measures

Strategic

managers of

the college and

departments



faculty, course load

reductions, faculty exchange

programs with other colleges

and universities, technical

support staff, physical space

for on-campus research, and

additional travel funds

- Identifying training needs,

resources and professional

requirements of faculty and

staff and strengthen teaching

development in pedagogical

knowledge, skills, integrating

new teaching methodologies

into the classroom and

assessment efforts.

- Institutionalizing

opportunities for faculty and

staff to showcase their

professional, scholarly, and/or

creative work.

- Developing a process for

annual external compensation

review for faculty, so as to

both evaluate equity and

benchmark to comparable

institutions.

- Developing processes for

annual non-departmental

review of faculty

compensation, resources

(such as space and start-up

packages) and obligations

(such as teaching and service

loads), so as to promote

equity within departments.

- Enhancing funding and

recognition of scholarship by

examining practices of

funding the scholarship of

faculty, staff, and students,

and seek means to enhance

and expand support of

internal programs

- Implementing a College-wide

policy of 100% completion of

annual performance

evaluations of the faculty

performance contract.

college and

department faculty

mentoring

program.

% increase in

number of effective

professional

development

training

opportunities for

faculty

% increase in

number of faculty

who perform

according to their

performance

contract



Goal 6.3

KSU - COA will

maintain the

highest standards

of quality in the

hiring and

promotion of

administrative

and support staff.

Develop a long-range staffing and

developmental plan for the

administrative and support staffs

that is supported by the College and

University administration by:

- Implementing best practices

for recruitment and retention

of a high quality student-

centered service and support

and administrative staff.

- Creating an environment that

encourages and rewards

excellence in providing

services in a "customer-

friendly" manner to faculty,

students and staff

- Reviewing staffing needs

across the College and

departments and determine

where additional hires are

needed.

- Improving and increasing

communication between the

University and the College in

regard to procedures and

issues that have direct impact

on College staff.

- Developing in-house training

sessions to ensure that staffs

deliver excellence in business

processes and minimize risks

associated with national rules

and regulations.

- Improving training

procedures and resources for

department assistants and

other staff members and

implementing a staff

mentorship program, and

facilitate staff interaction to

improve morale and unity.

- Delivering a compensation

program that rewards

excellence and is competitive

with internal and external

labor markets.

- Encouraging supervisors to

develop mentoring

relationships and to promote

% increase in the

survey measures of

staff satisfaction

% decrease in the

level of staff

turnover.

% increase in the

staff compensation

adequacy, as

measured in

comparison to

benchmarks.

% increase staff

retention rates

(excluding

retirements and

terminations).

% increase in the

number of

qualified and

competent staff as

needed by

departments to

support their

missions and

programs.

% increase in

number of effective

professional

development

training

opportunities for

staff

% increase in

number of staff

who perform

according to their

performance

contract

Increase by 10 %

annually of each

of the measures

Strategic

managers of

the college and

departments



continuing education for their

staff.

- Implementing a College-wide

policy of 100% completion of

annual performance

evaluations.

Goal 6.4

KSU – COA will

recognize and

celebrate her

faculty and staff

successes and

achievements and

make them

known to others.

Recognize the success and

achievements of the faculty and

staff by:

- Seeking new ways to

recognize faculty

achievement, recognition of


excellence

- Seeking new ways to

recognize staffs achievement,

recognition of service

excellence

- Organizing informal and

formal events that showcase

and share faculty, staff, and

student intellectual activities

and achievements

- Encouraging departments,

programs, and units to seek

opportunities for social and

intellectual interaction

% increase in the

number of new

ways and events

and level of

participation

% increase in the

number of

recognition

activities

% increase in the

number and/or

quality of faculty

and staff

achievements and

awards.

Increase by 10 %

annually of each

of the measures

Strategic

managers of

the college and

departments

Strategic Thematic Strand 7: “Employing accountable, transparent and efficient Governance and

Administrative Systems”

Strategic Goals


Measures


Goal 7.1

KSU – COA

advances the

College's efforts

to administer,

organize, and

govern itself

effectively and in

an environment

of the highest

ethical, civil,

accountable and

Develop an efficient and effective

governance and administrative

system by:

- Working with the key

strategic officers of the

College to enhance the

collegial governance system

of the College.

- Meeting of key personnel to

seek perspective on the

manner and effectiveness

with which the College is

A governance

structure and

policies that defines

the roles and

responsibly and

polices that

identifies

accountability and

transparency of the

management,

faculty and staff

Governance

structure and

policies are in

place by 2010

Strategic

managers of

the college and

departments



transparent

tolerance.

meeting the needs of its

employees, and to seek their

advice on improving

administrative processes.

Goal 7.2

KSU – COA has

an efficient set of

business

practices and

administrative

service support

systems

Develop a business process plan

that services and supports the

faculty and staff in delivering the

highest level of service performance

by: - Identifying and assessing the

most critical administrative

processes and develop formal

procedures for the

improvement of these

processes for good

governance and

administration.

- Developing a planned

approach to the service and

support infrastructure

management for academic

and stakeholders’ activities

service support.

- Collaborating with the central

administration to ensure the

most effective deployment

and use of centrally provided

learning resources, facilities

and administrative systems.

- Investing in college specific

system in areas where there is

the greatest potential for

enhanced information to

facilitate improved decision-

making

- Developing ongoing

assessment of best practices

for core administrative

processes such as student and

faculty services, facilities

enhancement and

procurement services, and

human and research

development related services.

- Evaluating the academic

administrative support

services such as course

management,

interdisciplinary program

Key processes that

serve and support

the faculty are

identified by 2010

% decrease in the

level of service

complaints and

service failures

% increase in the

number of business

processes that

performs well

% increase in the

number of best

practices identified

and implemented

% increase in the

satisfaction level of

the learning

resources and

facilities that are

centrally provided

% increase in the


the learning

resources and

facilities that are

college specific

provided

Increase by 10 %

annually of each

of the measures

Strategic

managers of

the college and

departments



support, and secretarial

services.

Strategic Thematic Strand 8: “Enriching Communities Engagement in which KSU – COA participates”

Strategic Goals


Measures


Goal 8.1

KSU – COA will

enhance her

image and

reputation as

perceived by the

communities and

stakeholders.

Define an accurate, current image

of the College by:

- Identifying and expressing

the KSU – COA identity

clearly and consistently

through various media,

including print materials and

websites

- Increasing the visibility of

KSU – COA through

promotion of scholarship,

creative production, and

public presentations by

members of the KSU – COA

community, and by inviting

prominent intellectuals,

scholars, researchers, and

public figures to campus in

various capacities

- Cultivating lines of

communication with civic

and government entities in

order to take best advantage

of synergies between the

college and the community

and to its various internal and

external constituencies its

contributions to the

advancement of society,

including the quality and

value of the humanities

education that it provides to

its students.

- Making others aware of the

distinction and achievements

of the KSU – COA faculty,

students, and alumni by

reinforcing the College's

leading position in the

humanities and social

The KSU – COA

image is defined by

2010

% increase in the

activities and

projects projecting

the college image

to the stakeholders

% increase in the

social, cultural and

community

activities and

projects that the

college has

completed that

benefitted the

community and the

stakeholders

% increase in the

satisfaction survey

of the stakeholders

of the college

image

% increase in the

open line of

communications

between the college

and the

stakeholders

% increase in the

participation by the

faculty and staff in

projects that

communicates the

image of the

college

Increase by 10 %

annually of the

key measures

Strategic

managers of

the college and

departments



sciences

- Establishing a distinct

identity for KSU - COA that

promotes a sense of

community among its faculty,

staff and students and instills

in them a sense of pride in

their humanities and social

science education

- Encouraging alumni support

by communicating KSU –

COA news to them on a

regular basis and by fostering

pride in the quality and

impact of the School's

academic programs

- Encouraging the KSU – COA

faculty, staff and students to

participate and engage in

community service.

- Enriching the campus social

and cultural environment for

the benefit of faculty, staff,

students, and the broader

communities of which we are

a part

- Developing support from the

community, specifically

alumni, corporations, and

community leaders, that

reflect both financial

donations and active

involvement.

% increase in the

top of mind recall

of the college as

compared with

benchmark colleges

Goal 8.2

KSU – COA has

a strong internal

and external

identity amongst

students, faculty,

and staff, the

immediate

communities and

societal

stakeholders.

Develop a KSU – COA identity and

culture unique to KSU – COA by:

- Strengthening and expanding

identity enhancing activities

that shows KSU – COA as a

social leader as per its

mission

- Identifying speakers from

within the faculty able and

willing to address the outside

community as requested.

- Encouraging speakers from

the outside community to

address faculty and students

when appropriate through the

% increase in the

social, and cultural

activities and

projects that

enhances the

college as a leader

in its immediate

community

% increase in

recognition of the

college brand

Increase by 10 %

annually of the

key measures

Strategic

managers of

the college and

departments



establishing of a KSU – COA

Speakers Series.

- Developing a KSU – COA

brand (for example, a logo

and/or slogan) that identifies

itself.

Goal 8.3

KSU – COA has

outreach and

community

service by

faculty, staff, and

students as

appropriate to

the mission of the

college,

departments, and

programs.

Develop a proactive plan of actions

for outreach activities and

community services by:

- Developing a website that is

easily accessible and

responsive to the needs of the

College, a College newsletter

to disseminate news with the

accomplishments of College

faculty, and other marketing

publications to the

communities that the college

serves.

- Fostering collaboration and

access with community

organizations to enhance

study and to promote student

awareness of community

based organizations.

- Committing College

resources to enhancing the

intellectual and cultural life of

the university and the

community relevant to the

communities the College

serves, ranging from national

and international professional

associations to student and

community organizations

which can benefit from the

professional expertise of the

faculty.

- Encouraging and supporting

departmental, program, and

unit efforts to engage alumni

and interact with members of

the community to fulfill the

vision

- Developing curriculum and

collaboration with

community-based agencies,

expanding and fostering

% increase in

number of

departments with

community

outreach programs

% increase in

numbers of faculty

and projects

involved in

community

partnerships.

% increase in

numbers of faculty

and projects

involved in

government

partnerships.

% increase in

numbers of faculty

and projects

involved in

business and

industry

partnerships.

% increase in

numbers of faculty

and projects

involved in

partnerships with

other

Educational

institutions locally

or abroad.

Increase by 10 %

annually of the

key measures

Strategic

managers of

the college and

departments



opportunities for faculty and

students to engage in

community-based academic

and research, learning and

service.

- Establishing new and

consolidating existing

international partnerships and

exchanges

Action Plans for Strategic Goal 1.1

Strategic Goal 1.1

COA will distinguish itself for Academic Excellence and raise its profile in the region.

This goal is achieved by building on COA past and further distinguishes herself on Arabic and

diverse academic excellence through its intellectual, cultural, and ethical resources for the region

and community and identifies benchmark standards for excellence that will allow for continuous

advancement and improvement

Strategic Action Initiatives:

1.1.2 Increasing the Arabic and diversity contributions of faculty, staff, and students to the

enrichment of COA civic, educational, economic, and international communities

1.1.3 Raising the COA local, regional, international profile especially in the Arabic and Islamic

world

Responsibility Unit/Person (s):

• Vice-Deans of College

• Department Chairs

Time-line:

January 2010 – March

2012

Action Plan 1.1.1

Set up a Task force at College level to define the

profile that the COA aims to be identified in their

being recognized as a world-class academic player

Action Initiatives -

1.1.2 and 1.1.3

KPI:


Target

Increase in

number of COA

participation in the



in the Arabic and Islamic world and its

corresponding key performance indicators and

benchmarks by specifying:

• Set up task force to determine the profile

that the COA intends to establish and be

recognized as a local, regional and

international key player in the Arabic and

Islamic world by January 2010

• The definition of the COA identity and

recognition and its corresponding key

performance indicators and benchmarks as a

local, regional and international key player

in the Arabic and Islamic world by June

2010. The identification should cover the

intellectual, cultural and ethical

contributions and advancement of

knowledge, culture and values of the Arabic

and Islamic communities at large that

enhances continuous improvements and

innovations as a learning organization that is

student centric in achieving outstanding

academic performance.

• Identify the strategic partners to support the

achievement of this goal by 2011 that





• Identify the strategies and synergies to

support the achievement of this goal by

2011 that enhances continuous

improvements and innovations as a learning

organization that is student centric in

achieving outstanding academic

performance.

• Identify and develop the processes, systems

and mechanisms and systems to support the






• Identify and develop the projects to support

the achievement of this goal by 2011 to





and diversity

contributions in

civic, educational,

economic and

international

communities

Degree of

recognition as a

vocal and action

oriented leader in

Arabic and Islamic

world

Systems and

mechanisms defined

to spear head the

achievements

Arabic and Islamic

contributions

projects by 10%

annually

Increase in

recognition and

ranking in the

Arabic and Islamic

world

Number of

projects

implemented and

degree of success

of these projects




performance.

Measurable metrics:

College level plan and its corresponding key

performance indicators and benchmarks that

commits College resources to enhancing the

intellectual and cultural life of the university and the

community relevant to the communities the College

serves, ranging from national and international

professional associations to student and community

organizations which can benefit from the

professional expertise of the faculty through its

Arabic and Islamic disciplines scholarship and

collaboration with community-based agencies,

expanding and fostering opportunities for faculty

and students to engage in community-based

academic and research, learning and service and

responsive to the needs and engagement of the

college and society, the accomplishments of college

faculty to the communities that the college serves

that enhances continuous improvements and

innovations as a learning organization that is student

centric and provide a strong humanities and social

science education in the KSU – COA to be

completed by June 2010.


Strategic Goal 1.1

COA will distinguish itself for Academic Excellence and raise its profile in the region.

This goal is achieved by building on COA past and further distinguishes itself on Arabic and

diverse academic excellence through its intellectual, cultural, and ethical resources for the region

and community and identifies benchmark standards for excellence that will allow for continuous

advancement and improvement.


1.1.1 Targeting professional conferences, meetings, and events that will showcase COA faculty,

staff and students accomplishments; encourage professional activity.

1.1.4 Enhancing appropriate support for existing programs and exploring creative and

innovative synergies among and across existing programs and units and the addition of

new ones within traditional and emerging disciplines that provides breadth of knowledge

and understanding of different modes of inquiry.

1.1.5 Holding our faculty and students to rigorous academic standards, scholarship and research

appropriate and recognized for its contributions to their disciplines, the nation, and the

community.




• Vice-Deans of College


Time-line:

March 2010 – March 2012

Action Plan 1.1.2

Set up Tasks forces at the college and departments

level and specify roles and responsibility of Task

force accountable for identifying and developing the

academic rigor of scholarships and research to

further the COA achievements in the Arabic and

Islamic world.

Measurable metrics: Task forces at college and

department levels set up by March 2010


1.1.1, 1.1.4 and

1.1.5

KPI:

Number of Task

forces at the

Departments

established by

March 2010

Target

100 % of Task

forces set up by

March 2010

Action Plan 1.1.3

Task force at college level to define the academic

rigor of scholarships and research to further the

COA achievements in the Arabic and Islamic world

Measurable metrics:

• The definition and identify and develop the

academic scholarship and research rigor and

its corresponding key performance

indicators and benchmarks that contributes

and further the COA achievements is clearly

defined at the COA and that are

disseminated to all the departments in the

COA.

• Based on the definition above, the College

and the departments are to identify the

projects, professional conferences, meetings

and events that are classified in recognized

tiers, which can showcase the COA and its

department’s accomplishment to the

communities at large.

• Identify the strategic partners to support the






• Identify the strategies and synergies that can

be established within the COA and its


1.1.1, 1.1.4 and

1.1.5

KPI:

% increase in

targeted showcased

accomplishments


and diversity

contributions in

civic, educational,

economic and

international

communities

% increase in

multifarious

recognitions of its

contributions

Target

Increase in the

number of projects

that showcase

accomplishments

in the different

tiers by 10%

annually

Increase in

number of

collaborations

with stakeholders

by 10% annually

Increase in

multifarious

recognitions of its

contributions by

10% annually



strategic partners or other units in the

university community and communities at

large that enhances continuous




performance.

• Identify and develop the processes, systems

and mechanisms and systems to support the






• Identify and develop the projects to support

the achievement of this goal by 2011 to






performance.

Measurable metrics:



commits College resources to enhancing the


community relevant to the communities the College





Arabic and Islamic disciplines scholarship and


expanding and fostering opportunities for faculty

and students to engage in community-based



college and society, the accomplishments of college





science education in the KSU – COA to be





Strategic Goal 1.2

COA will distinguish itself by relating, recruiting, retaining and graduating a larger, more

academically prepared and higher quality and capable student body who are motivated in seeking

higher education.

This goal is achieved by establishing an enrollment management plan for the COA consistent

with KSU institutional strategy by expanding relational, recruitment and retaining well-prepared

and intellectually inquisitive students at both the undergraduate and graduate levels.


1.2.1 Developing a process that continues to improve COA and departmental web sites,

brochures, open houses, and other aspects of recruitment for COA programs.

1.2.5 Institutionalize successful retention methods and provide appropriate resources for

student engagement, recognizing student achievement and student

intellectual/professional development.


• Vice-Deans of Academic Affaires


Time-line:

January 2010 – March

2012

Action Plan 1.2.1

Set up Tasks forces at the College level and specify

roles and responsibility of Task force accountable

for identifying and developing the enrollment

management plan that attracts, recruits, engage and

retain high quality students with scholarships and

research potential to further the student body and

COA achievements.

Measurable metrics: Task force at College level set

up by January 2010


1.2.1 and 1.2.5

KPI:

Task force at the

College established

by January 2010

Target

100 % of Task

force set up by

January 2010

Action Plan 1.2.2

Task force at College level to define the enrolment

management plan that further the students’ potential

and KSU-COA achievements that enhances

continuous improvements and innovations as a

learning organization that is student centric in

achieving outstanding academic performance by

specifying.

• Identify and develop the academic rigor of

scholarship and research of COA and the


1.2.1 and 1.2.2

KPI:

% increase in

targeted showcased

accomplishments


and diversity

Target

Increase in the

number of projects

that showcase

accomplishments

in the different

tiers by 10%

annually

Increase in

number of



value that the potential students will get of

the academic scholarship and research rigor

and the moral professionalism of COA and


indicators and benchmarks that contributes

to the development of the students and

community which is the identity and USP

(Unique Selling Point) of COA that





• Identify the strategies and synergies of the

enrolment management plan that can be

established within the COA and its strategic

partners or other units in the university

community and communities at large that





• Identify and develop the processes and

mechanisms that high light and support the

identity of the academic rigor of scholarship

and research of COA and the value that the

potential students will get from being a

student at the COA that enhances

continuous improvements and innovations

as a learning organization that is student

centric in achieving outstanding academic

performance.

• Identify and develop the COA and

departmental web-site, promotional

brochures and materials that high light the


and research of COA and the value that the

potential students will get from being a

student at the COA that enhances




performance.

• Identify and develop projects that support

the academic rigor of scholarship and

research of COA and the value that the

potential students will get of the academic

scholarship and research rigor and the moral

professionalism of COA that contributes to

the development of the students and

community that enhances continuous

contributions in

civic, educational,

economic and

international

communities

% increase in

multifarious

recognitions of its

contributions

collaborations

with stakeholders

by 10% annually

Increase in

multifarious

recognitions of its

contributions by

10% annually






performance.

Measurable metrics:



commits college resources to enhancing the


community relevant to the communities the college





scholarship and collaboration with community-based

agencies, expanding and fostering opportunities for

faculty and students to engage in community-based



college and Society, the accomplishments of college





science education in the COA to be completed by

June 2010.

Strategic Goal 1.2



higher education.





1.2.4 Creating and maintaining bridges between COA, Student Life, and the Student

Development unit to design curricular and co-curricular connections


• Vice-Dean of Administration and other Administrative Units in

KSU

Time-line:

January 2010– March

2012



Action Plan 1.2.3

Set up Task force at the college level in

collaboration with other administrative units in KSU

that relate to the student life outside of the academic

realms and specify roles and responsibility of Task

force accountable for contributing to the COA

enrollment management plan that attracts, recruits,

engage and retain high quality students with

scholarships and research potential to further the

student body and COA achievements that enhances



achieving outstanding academic performance.


up by January 2010


1.2.1 and 1.2.5

KPI:

Task force at the

College established

by January 2010

Target

100 % of Task

force set up by

January 2010

Action Plan 1.2.4

Task force at college level to define the contribution

and collaboration with other administrative units in

the enrolment management plan that further the

students’ potential and COA achievements that

enhances continuous improvements and innovations

as a learning organization that is student centric in


specifying.

• Identify and develop the collaboration of the

COA Administration Unit and other

administrative units and its corresponding

key performance indicators and benchmarks

that contributes to the development of the

students and community which is the

identity and USP (Unique Selling Point) of

COA that enhances continuous




performance.

• Identify the strategic partners for the


established within the COA Administration

Unit and other administrative units that are

involved in the well-being and development

of the total student and their life outside of

the academic realm that enhances




1.2.4

KPI:

Administrative units

that pertain to

student development

and life identified by

December 2010

Joint Collaboration

with the

administrative units

established by

January 2010

Processes and

mechanism and their

strategies and

synergies identified

to achieve the

collaboration aims

by March 2010

Projects developed

to achieve the

collaboration of the

total student

development and life

in KSU-COA

Target

Increase in

number of

collaborations

with stakeholders

by 10% annually

Increase in the

number of projects

that showcase

accomplishments

in the different

tiers by 10%

annually




performance.

• Identify the joint strategies and synergies of

the enrolment management plan that can be

established within the COA Administration

Unit and other administrative units that are

involved in the well-being and development

of the total student and their life outside of

the academic realm that enhances




performance.



value that the potential students will get

from being a student at the COA that






the value creation that the potential students

will get and that contributes to the

development of the students that enhances




performance.

Measurable Metrics:

College level enrolment management plan and its


benchmarks that commits college resources to

enhancing the intellectual and cultural life of the

university and the community relevant to the

communities the College serves, ranging from

national and international professional associations

to student and community organizations which can

benefit from the professional expertise of the faculty

through its scholarship and collaboration with

community-based agencies, expanding and fostering

opportunities for faculty and students to engage in

community-based academic and research, learning

and service and responsive to the needs and

engagement of the College and Society, the

accomplishments of College faculty to the

communities that the college serves that enhances




learning organization that is student centric and

provide a strong humanities and social science

education in the KSU – COA to be completed by

June 2010.

Strategic Goal 1.2



higher education.





1.2.2 Providing a high level of academic challenge in the academic majors and programs and

student research that attract and retain a quality student body;

1.2.3 Identifying and promoting a student-centered and learner-centered model education


• Vice-Dean of Academic Affairs

Time-line:


2012

Action Plan 1.2.5

Set up Task force at the college level in and specify


for contributing to the COA enrollment management

plan that attracts, recruits, engage and retain high

quality students with scholarships and research

potential to further the student body and COA

achievements that enhances continuous


organization that is student centric in achieving

outstanding academic performance.


up by January 2010


1.2.2 and 1.2.3

KPI:

Task force at the

College established

by January 2010

Target

100 % of Task

force set up by

January 2010

Action Plan 1.2.6

Task force at college level to define the enrolment

management plan that further the students’ potential

and COA achievements based on the teaching-

learning and research strategic objectives as defined

in the later sections to be used as the definitive value


1.2.4

KPI:

Identified set of USP

that distinguishes

COA student

Target

Increase in the

number of projects

that showcase

accomplishments



that a COA will get in the college and departments

which is the USP (Unique Selling Point) of COA




performance by specifying .

• Identify and develop the unique selling

points (USP) that differentiate KSU-COA

from others and that contributes to the

development of the students and community

which is the identity and USP (Unique

Selling Point) of COA and its corresponding






• Identify strategic partners that can bring

about the success of the USP to be used in

of the enrolment management plan of COA






USP to be used in of the enrolment

management plan of COA that enhances




performance.



value that the potential students will get

from being a student at the COA based on

these USP that enhances continuous




performance.


the value creation that the potential students

will get and that contributes to the

development of the students that enhances




performance.


identified by June

2010

Processes and

mechanism and their

strategies and

synergies identified

to achieve the USP

by June 2010

Projects developed

based on the USP

for total student


in KSU-COA

in the USP by

10% annually



Measurable Metrics:



benchmarks that commits College resources to

enhancing the intellectual and cultural life of the


communities the College serves, ranging from

national and international professional associations

to student and community organizations which can

benefit from the professional expertise of the faculty

through its scholarship and collaboration with

community-based agencies, expanding and fostering

opportunities for faculty and students to engage in









education in the COA to be completed by June 2010.


Strategic Goal 1.3

COA departments will develop and implement a plan for enrollment growth that is tied to the

institutional strategic plan.

This goal is achieved by reviewing specific institutional enrollment goals with COA department

heads.


1.3.1 Identifying recruitment and retention targets for each department that are tied to advising,

faculty outreach activities, and/or new program development.


• Vice-Deans of Academic Affairs


Time-line:

January 2010

Action Plan 1.3.1

Set up Task forces at the College and department

level and specify roles and responsibility of the Task

forces accountable for identifying and developing

the enrollment management plan that attracts,


1.3.1

KPI:

Task forces at the

College and

Target

100 % of Task

forces set up by

January 2010



recruits, engage and retain high quality students with

scholarships and research potential to further the

student body and COA achievements at the college

and departmental levels.

Measurable metrics: Task forces at department

level set up by December 2009

Departments

established by

January 2010

Action Plan 1.3.2

Task force at College and department levels to

define the enrolment management plan, policies and

target that further the students’ potential and COA

achievements and aligned with the COA College

enrolment management plan that enhances




specifying:

• Identify and develop the academic rigor of

scholarship and research and its

corresponding key performance indicators

and benchmarks of each department in the

COA and the value that the potential

students will get of the academic scholarship

and research rigor and the moral

professionalism of each department in the

COA that contributes to the development of

the students and community which is the


each department in the COA.



established within each department in the

COA and its strategic partners or other units

in the university community and

communities at large that enhances




performance.




and research of each department in the COA

and the value that the potential students will

get from being a student at the KSU-COA



1.3.1

KPI:

% increase in

targeted showcased

accomplishments


and diversity

contributions in

civic, educational,

economic and

international

communities in each

department in the

KSU-COA

% increase in

multifarious

recognitions of its

contributions

Target

Increase in the

number of projects

that showcase

accomplishments

in each department

by 10% annually

Increase in

number of

collaborations by

each department

with stakeholders

by 10% annually

Increase in

multifarious

recognitions of its

contributions of

each department

by 10% annually






• Identify and develop the departmental web-

site, promotional brochures and materials

that high light the identity of the academic

rigor of scholarship and research of each

department in the COA and the value that

the potential students will get from being a

student at the each department in the COA







research of each department in the COA and

the value that the potential students will get

of the academic scholarship and research

rigor and the moral professionalism of each

department in the COA that contributes to






performance.

Measurable metrics:




enhancing the profile and success of the students

engaged that enhances continuous improvements

and innovations as a learning organization that is

student centric and provide a strong humanities and

social science education in the COA to be completed

by June 2010.


Strategic Goal 1.4

COA will achieve a strong and sustainable college through educational and financial

management.




1.4.1 Reviewing the long-term “value” and cost-effectiveness of each undergraduate and

graduate program of the College

1.4.2 Encouraging faculty members to work collaboratively with their departments, to secure

external funding, including grants, contract research, scholarships and fellowships.


• Dean and Vice-Deans


Time-line:

January 2010– June 2012

Action Plan 1.4.1

Set up a Task force at the College level and specify


for identifying and developing a plan for defining

the “value” that the students will get and

effectiveness of the value addition in the programs

in the College through its educational and financial

management that enhances continuous





up by January 2010


1.4.1 and 1.4.2

KPI:

Task force at the

College established

by January 2010

Target

100 % of Task

force set up by

January 2010

Action Plan 1.4.2

Task force at department level to define the “value

addition” of the College and program, policies and

target that further the students’ potential and COA

achievements and aligned with the COA College

educational and financial management plan that




specifying:

• Identify and develop the “value addition”

from the academic rigor of scholarship and

research and its corresponding key

performance indicators and benchmarks of

each department in the COA and the “value”

based on the educational products, services,

image, relationships and the cost that the

students will get of the academic scholarship

and research rigor and the moral

professionalism of each department in the

COA that contributes to the development of


1.4.1 and 1.4.2

KPI:

% increase in

targeted showcased

accomplishments of

its value addition

% increase in “value

addition and cost

effectiveness” in

each department in

the COA

% increase in

multifarious “value

addition and cost

effectiveness” of

each department’s

Target

Departments have

identified their

“value addition

and cost

effectiveness” by

June 2011

Increase in the

number of projects

that showcase

accomplishments

in each department

by 10% annually

Increase in

multifarious

“value and cost

effectiveness”

contributions of

each department



the students and community which is the


each department in the COA that enhances




performance.

• Identify the strategic partners, strategies and

synergies of the “values addition and its cost

effectiveness” that can be established within

each department in the COA that enhances




performance.



“value addition and its cost effectiveness” of


research of each department in the COA and

the value that the potential students will get

from being a student at the COA that






the creation and development of “value

addition and its cost effectiveness” of the

academic rigor of scholarship and research

of each department in the COA and the

value that the potential students will get of

the academic scholarship and research rigor

and the moral professionalism of each

department in the COA that contributes to






performance.

Measurable metrics:

College level financial management plan and its



enhancing the sustainability of financial

management that enhances continuous

contributions

by 10% annually




organization that is student centric and provide a

strong humanities and social science education in the

COA to be completed by June 2010.


Strategic Goal 1.5

KSU – COA will be a critically innovative, change-responsive and dynamic learning

organization.


1.5.1 Establishing a collaborative learning environment and operational culture that generates,

promotes effective communications and shared understanding of mission and context by

the KSU – COA team and key stakeholders.




Time-line:

December 2009 – June

2012

Action Plan 1.5.1



for identifying and developing the a plan for

defining a learning culture and a learning

environment that contributes to innovative, change-

responsive and dynamic learning within and in

collaboration with strategic partners of the KSU-

COA that enhances continuous improvements and



performance.


up by January 2010


1.5.1

KPI:

Task force at the

College established

by January 2010

Target

100 % of Task

force set up by

January 2010

Action Plan 1.5.2

Task force at department level to define the learning

culture and learning environment that contributes to

innovative, change-responsive and dynamic learning

within and in collaboration with strategic partners of

the KSU-COA and program, policies and target that

further the innovative, change-responsive and

dynamic learning for KSU-COA that enhances


1.5.1

KPI:

% increase in

targeted showcased

accomplishments of

its learning culture

Target

Departments have

identified their

“value addition

and cost

effectiveness” by

June 2011






specifying:

• The definition of the type of learning culture

and learning environment and its


and benchmarks that is responsive to change

and that brings about innovations that the

College and its departments aim for that





• Identify and develop the learning culture

and a learning environment that contributes

to innovative, change-responsive and

dynamic learning within from the academic


department in the KSU-COA and the

learning culture and a learning environment

that contributes to innovative, change-

responsive and dynamic learning within

based on the educational products, services,

image, relationships and the cost that the

students and academics will get of the

academic scholarship and research rigor and

the moral professionalism of each

department in the KSU-COA that enhances




performance.

• Identify the strategic partners needed to

create the learning culture and a learning

environment that contributes to innovative,

change-responsive and dynamic learning

from the communities at large that enhances




performance.




responsive and dynamic learning within that

can be established within each department in

the KSU-COA that enhances continuous


% increase in

projects pertaining

to the leaning

culture that

contributes to

innovation and

dynamic learning in

each department in

the KSU-COA

Increase in the

number of projects

that showcase

accomplishments

in each department

by 10% annually





performance.





responsive and dynamic learning within of


research of each department in the KSU-

COA and the value that the potential

students will get from being a student at the

KSU-COA that enhances continuous




performance.


the creation and development of learning

culture and a learning environment that

contributes to innovative, change-responsive

and dynamic learning within of the

academic rigor of scholarship and research

of each department in the KSU-COA and

the value that the students and academics

will get of the academic scholarship and

research rigor and the moral professionalism

of each department in the KSU-COA that





Measurable metrics:



commits College resources to enhancing the creation

and development of learning culture and a learning

environment that contributes to innovative, change-

responsive and dynamic learning within of the

academic rigor of scholarship and research of each

department in the KSU-COA and the value that the

students and academics will get of the academic

scholarship and research rigor and the moral

professionalism of each department in the KSU-

COA that is student centric in achieving outstanding

academic performance that the college serves that


as a learning organization and provide a strong



humanities and social science education in the KSU

– COA to be completed by June 2010.

Strategic Goal 1.5

KSU – COA will be a critically innovative, change-responsive and dynamic learning

organization.


1.5.2 Promoting discovery and exchange of knowledge and new ideas.

1.5.3 Growing collaborative scholarship and centers of excellence and collaboration within

KSU - COA, with other colleges and units, and with colleagues at other universities to

seek external support for teaching, research, and service projects.




Time-line:


Action Plan 1.5.3



for identifying and developing a plan for promoting

discovery and exchange of knowledge and new ideas




performance.


up by January 2010


1.5.2 and 1.5.3

KPI:

Task force at the

College established

by January 2010

Target

100 % of Task

force set up by

December 2009

Action Plan 1.5.4

Task force at department level to define the learning

organization that the KSU-COA aims for in the

promotion and exchange of knowledge and new

ideas that enhances continuous improvements and



performance by specifying:

• The definition of the type of learning

organization and learning environment and


indicators and benchmarks that promotes

discovery and knowledge exchange and

sharing that the College and its departments


1.5.2 and 1.5.3

KPI:

% increase in

targeted showcased

accomplishments of

learning

organization

achievements

% increase in new

discoveries,

knowledge

Target

College has

defined the

“learning

organization” by

June 2009

Increase in the

number of projects

that showcase

accomplishments

of the learning

organization in

each department

by 10% annually



aim for that enhances continuous




performance.

• Identify and develop the promotion of

discover and knowledge exchange and

sharing from the academic rigor of

scholarship and research of each department

in the KSU-COA through the learning

organization that contributes to the

development of the students, faculty and

community in KSU-COA that enhances




performance.

• Identify the strategic partners, strategies and

synergies of the creation of the learning

organization and its promotion of discovery,

knowledge exchange and sharing that can be






performance.



creation of the learning organization and its

promotion of discovery, knowledge

exchange and sharing at the KSU-COA that






the creation and development of the learning

organization and its promotion of discovery,

knowledge exchange and sharing that





Measurable metrics:


exchanges and

sharing in each

department in the

KSU-COA




commits College resources to enhancing the creation

and development of the learning organization and its

promotion of discovery, knowledge exchange and

sharing that enhances continuous improvements and

innovations as a learning organization and provide a


KSU – COA to be completed by June 2010.


Strategic Goal 1.6

KSU – COA will provide its students with a student-centered focused education that prepares

them as professionals academically in their chosen academic fields and as active moral citizens in

the global community.

Strategic Action Initiatives: 1.6.1 Providing student-centric problem and experience-based learning in content and

methodology throughout a student's chosen course of study.

1.6.2 Promoting the development of creative and critical thinking as well as of oral and written

communication skills that brings out the best in each student.

1.6.3 Supporting a student-centric undergraduate research, scholarship, and creative and

collaborative projects.


• Vice-Dean for Academic Affairs


Time-line:


2012

Action Plan 1.6.1

Set up Tasks forces at the College level and

Departments level and specify roles and

responsibility of Task force accountable for

identifying and developing a teaching and learning

plan that enhances continuous improvements and



performance.

Measurable metrics: Task forces at College and

Department levels set up by January 2010


1.6.1, 1.6.2 and

1.6.3

KPI:

Number of Task

forces established by

January 2010

% increase in

courses using

student-centric

teaching, learning,

research and

developmental

approach

% increase in

number of student-

Target

100 % of Task

forces set up by

January 2010



centered works by

the students

Action Plan 1.6.2

Task forces at College level to define teaching-

learning outcomes based on the National

Qualification Framework for a Baccalaureate in

Arts, Masters in Arts and Doctorate in Arts degree

program that enhances continuous improvements


student centric in achieving outstanding academic


• 3 task forces set up to determine the

teaching-learning outcomes for each of the

degree program by October 2009

• Teaching-learning outcomes for each degree

program completed by June 2010


1.6.1, 1.6.2 and

1.6.3

KPI:

Number of Task


January 2010

% increase in

courses using

student-centric

teaching, learning,

research and

developmental

approach

% increase in

number of student-

centered works by

the students

Target

Increase in the

progression of the

capabilities and

competency index

by 10% annually

Increase in

number of student-

focused TLR

projects by 10%

annually

Action Plan 1.6.3

Task forces at Department level to define teaching-


Qualification Framework for a Baccalaureate in

Arts, Masters in Arts and Doctorate in Arts degree

program that enhances continuous improvements


student centric in achieving outstanding academic


• Task forces at department level set up to

determine the teaching-learning outcomes

for each of the degree program offered by

each department by October 2009




1.6.1, 1.6.2 and

1.6.3

KPI:

Number of Task


January 2010

% increase in

courses using

student-centric

teaching, learning,

research and

developmental

approach

% increase in

number of student-

centered works by

the students

Target

Increase by 10%

performance

achievement

annually in each

of the measure

Action Plan 1.6.4

Task forces at subject level to define teaching-


1.6.1, 1.6.2 and

1.6.3

Target

Increase by 10%




Qualification Framework for each subject syllabus

in a Baccalaureate in Arts, Masters in Arts and

Doctorate in Arts degree program by specifying:

• The definition of the teaching-learning

outcomes based on the National Qualification

Framework and its corresponding key

performance indicators and benchmarks for

each subject syllabus in a Baccalaureate in

Arts, Masters in Arts and Doctorate in Arts

degree program that the College and its

departments aim for that enhances continuous




• Identify and develop the teaching-learning

outcomes based on the National Qualification

Framework for each subject syllabus in a

Baccalaureate in Arts, Masters in Arts and

Doctorate in Arts degree program that

contributes to the development of the students,

faculty and community in KSU-COA that






creation of teaching-learning outcomes based

on the National Qualification Framework for

each subject syllabus in a Baccalaureate in


degree program that can be established within

each department in the KSU-COA that







teaching-learning outcomes based on the

National Qualification Framework for each

subject syllabus in a Baccalaureate in Arts,

Masters in Arts and Doctorate in Arts degree

program at the KSU-COA that enhances




• Identify and develop projects that support the

KPI:

% increase in

courses using

student-centric

teaching, learning,

research and

developmental

approach

% increase in

number of student-

centered works by

the students

performance

achievement

annually in each

of the measure

Increase in

number of student-

focused TLR

projects by 10%

annually



creation and development of the teaching-


Qualification Framework for each subject

syllabus in a Baccalaureate in Arts, Masters in

Arts and Doctorate in Arts degree program





Measurable metrics:

• Task forces at subject level set up to

determine the teaching-learning outcomes

for each of the degree program by January

2010



Measurable metrics:

College level Qualification Framework outcomes

based plan and its corresponding key performance

indicators and benchmarks that commits College

resources to enhancing the creation of teaching-


Qualification Framework for each subject syllabus

in a Baccalaureate in Arts, Masters in Arts and

Doctorate in Arts degree program that can be

established within each department in the KSU-

COA that enhances continuous improvements and



performance and provide a strong humanities and

social science education in the KSU – COA to be


Action Plan 1.6.5

Workshops organized to develop student-centered

pedagogical skills of faculty that enhances




Measurable metrics:

• Number of workshops held in 2010 focusing

on student-centered pedagogical skills of

faculty


1.6.1

KPI:

% increase in the

number of

workshops

organized

% increase in

number of student-

centered works by

the students

Target

Increase in

number of student-

focused

workshops and

TLR projects by

10% annually



Action Plan 1.6.6

Workshops organized to develop skills of faculty in

identifying and developing student-centered

subjects’ matters that emphasizes on bringing out the

best in student-centered knowledge and skills

development of the student that enhances continuous




Measurable metrics:

• Number of workshops held in 2010 focusing

on student-centered subject matters contents

for faculty development


1.6.1

KPI:

% increase in the

number of

workshops

organized

% increase in

number of student-

centered works by

the students

Target

Increase in

number of student-

focused

workshops and

TLR projects by

10% annually


Strategic Goal 1.6

KSU – COA will provide its students with a student-centered focused education that prepares

them as professionals academically in their chosen academic fields and as active moral citizens in

the global community.


1.6.4 Increasing the provision of varied opportunities for cultural and spiritual experiences for

total student development.

1.6.5 Integrate technology with the learning process so that students and faculty can improve

their teaching-learning productivity and research skills.


• Vice-Dean for Academic Affairs


Time-line:


2012

Action Plan 1.6.7

Set up a Task force at College level to define

opportunities for cultural and spiritual outcomes of a

total student for a Baccalaureate in Arts, Masters in

Arts and Doctorate in Arts degree program that




specifying:

• The definition of the opportunities for

cultural and spiritual outcomes of a total

student and its corresponding key


1.6.4

KPI:

% increase in

actions and activities

on cultural and

spiritual

development for

students

% increase in

number of students

participation in

Target

Increase in

number of student-

focused cultural

and spiritual

projects by 10%

annually

Increase in

number of student

participation in

cultural and

spiritual projects




a Baccalaureate in Arts, Masters in Arts and

Doctorate in Arts degree program that the






• Identify and develop the opportunities for

cultural and spiritual outcomes of a total

student for a Baccalaureate in Arts, Masters

in Arts and Doctorate in Arts degree

program that contributes to the development

of the students, faculty and community in





performance.


creation of opportunities for cultural and

spiritual outcomes of a total student for a


Doctorate in Arts degree program that can

be established within each department in the





performance.



opportunities for cultural and spiritual

outcomes of a total student for a


Doctorate in Arts degree program at the





performance.


the creation and development of the

opportunities for cultural and spiritual

outcomes of a total student for a






student-centered

cultural and spiritual

projects

by 10% annually




Measurable metrics:


teaching-learning outcomes for each of the

degree program by January 2010

• Cultural and Spiritual outcomes of a Total

Student for each degree program completed

by June 2010

Measurable metrics:



commits College resources to enhancing

opportunities for cultural and spiritual outcomes of a

total student for a Baccalaureate in Arts, Masters in




achieving outstanding academic performance and

fostering opportunities for students to engage in










June 2010.

Action Plan 1.6.8

Task forces at College level to define integration of

technology into student focused teaching-learning

outcomes for a Baccalaureate in Arts, Masters in





specifying:

• The definition of the type of integration of

technology into student focused teaching-

learning outcomes and its corresponding key


a Baccalaureate in Arts, Masters in Arts and


1.6.5

KPI: % increase in

courses using

technology

integrated student-

centric teaching,

learning, research

and developmental

approach

% increase in

number of student-

centered works

using technology by

Target

Increase by 10%

performance

achievement

annually in each

of the measure



Doctorate in Arts degree program that the






• Identify and develop the integration of

technology into student focused teaching-

learning outcomes for a Baccalaureate in


degree program that contributes to the

development of the students, faculty and

community in KSU-COA that enhances




performance.


creation of the integration of technology into

student focused teaching-learning outcomes

for a Baccalaureate in Arts, Masters in Arts

and Doctorate in Arts degree program that

can be established within each department in

the KSU-COA that enhances continuous




performance.



creation of the integration of technology into

student focused teaching-learning outcomes

for a Baccalaureate in Arts, Masters in Arts

and Doctorate in Arts degree program at the





performance.


the creation and development of the

integration of technology into student

focused teaching-learning outcomes for a







the students and

faculty



Measurable metrics:


integration of technology into student-

centered teaching-learning outcomes for

each of the degree program by January 2010



commits College resources to enhancing integration

of technology into student focused teaching-learning

outcomes for a Baccalaureate in Arts, Masters in




achieving outstanding academic performance and



June 2010.


Goal 2.1

KSU – COA has a core curriculum that reflects the KSU – COA mission statement that enhance

its international recognition as a world class college in the humanities and social sciences.

This goal is achieved by developing a strong, systematic and sustainable curriculum development

system of its core curriculum in KSU – COA.


2.1.1 Ensuring that the core curriculum provide a strong foundation in humanities and social

science education, fundamental language and quantitative skills necessary to succeed in

college and in a complex technological society by relating them to other academic needs

and the needs of majors.

2.1.2 Reviewing regularly (3-5 years) of the core curriculum, working within the College

Governance structure in curriculum development and changes.

2.1.3 Assisting and encouraging departments to reevaluate periodically (1 to 3 year intervals)

their renewal in the core curriculum offerings.

2.1.4 Examining the impact of technology, diversity and cultural requirements and its impacts

on the core curriculum.


• Vice Dean of Academic Affairs

• College Department Heads

Time-line: December 2009 – March

2010

Action Plan 2.1.1 Action Initiatives Target






identifying and developing a college core curriculum

plan specifying:

• The definition of the core curriculum and its


and benchmarks that provide a strong

foundation in humanities and social science

education, fundamental language and

quantitative skills necessary to succeed in

college and in a complex technological

society by relating them to the technological

impact and to other academic needs and the

needs of majors that needs to be developed in

the College and Departments.

• Identify and develop the type of core

curriculum that provide a strong foundation

in humanities and social science education,

fundamental language and quantitative skills

necessary to succeed in college and in a

complex technological society by relating

them to other academic needs and the needs

of majors that contribute to the academic


department in the KSU-COA.


support the core curriculum provide a strong







needs of majors within and outside of the

college and university.

• Identify the strategies and synergies needed

to support core curriculum provide a strong







needs of majors and drive that contribute to

innovative and dynamic academic

scholarship that can be established within

each department in the KSU-COA.

- 2.1.1, 2.1.2,

2.1.3, 2.1.4

KPI:

Number of Task

forces established

by January 2010

College Core

Curriculum Plan

completion by June

2010

Number of

Collegial review

and changes as

needed within a 5

years review period

of the core

curriculum

% increase in the

number of KSU –

COA endorsed

opportunities for

community-based

learning

opportunities that

fulfill core

distribution

requirements.

% increase in

departments and

subjects reporting

improvements in

the knowledge and

skills based on the

National

qualification

Framework

assessments of

learning outcomes.

% increase of

undergraduate

students attaining

degree program

learning outcomes.

100 % of Task

forces set up by

January 2010

College Core

Curriculum Plan

completed by June

2010




mechanisms that high light the needs and

support for the core curriculum that provide a

strong foundation in humanities and social

science education, fundamental language and





needs of majors and drive within and outside

of the academic rigor of scholarship and


COA and the value that the students will get

from the academic programs at the KSU-

COA.


creation and development of the core

curriculum that provide a strong foundation





them to the technological impact and to other

academic needs and the needs of majors

meeting the academic rigor of scholarship

and research of each department in the KSU-

COA and the value from the academic

programs experience that the students and

academics will get from the academic rigor

of each department in the KSU-COA.

Measurable metrics:

Task forces at College and Department levels set up

by January 2010

College Core Curriculum Plan and its corresponding

key performance indicators and benchmarks that

provide a strong foundation in humanities and social

science education, fundamental language and

quantitative skills necessary to succeed in college and

in a complex technological society to be completed

by June 2010.

% increase in the

skills development

of the students as

planned and

assessed.

% increase in

numbers of

undergraduate


into graduate

programs upon

their graduation.

Goal 2.1








.2.2 Exploring means to enhance skills such as writing, public speaking, critical thinking,

quantitative literacy, and foreign language proficiency within General Education subjects

that supports the majors.




Time-line:


2010

Action Plan 2.1.2

The College Core curriculum plan success is

dependent on its incoming students that should

include and specify:

• The definition of the core curriculum that

defines the skills such as writing, public

speaking, critical thinking, quantitative

literacy, and foreign language proficiency

within General Education subjects and

provide a strong foundation in humanities

and social science education, fundamental

language and quantitative skills necessary to

succeed in college and in a complex

technological society.

• Identify and develop of the type of core

curriculum that defines the skills such as

writing, public speaking, critical thinking,

quantitative literacy, and foreign language

proficiency within General Education

subjects and provide a strong foundation in

humanities and social science education,



complex technological society.


support the core curriculum that defines the

skills such as writing, public speaking,

critical thinking, quantitative literacy, and

foreign language proficiency within General

Education subjects and provide a strong





Action Initiatives

- 2.1.6

KPI:

Number of Task

forces established

by January 2010

College Core

Curriculum Plan

completion by June

2010

Number of

Collegial review

and changes as

needed within a 5

years review period

of the core

curriculum

% increase in the

number of KSU –

COA endorsed

opportunities for

community-based

learning

opportunities that

fulfill core

distribution

requirements.

% increase in

departments and

subjects reporting

improvements in

Target

100 % of Task

forces set up by

January 2010

College Core

Curriculum Plan

completed by June

2010





needs of majors within and outside of the

college and university.


to support the core curriculum development

of the skills such as writing, public speaking,








society.



support for the core curriculum development

of the skills such as writing, public speaking,



Education subjects and that provide a strong





society.


creation and development of the core

curriculum development of the skills such as




subjects and that provide a strong foundation





Measurable metrics:


by January 2010

College Core Curriculum Plan that defines and

develop skills such as writing, public speaking,

critical thinking, quantitative literacy, and foreign

language proficiency within General Education


humanities and social science education, fundamental

the knowledge and

skills based on the

National

qualification

Framework

assessments of

learning outcomes.

% increase of

undergraduate

students attaining

degree program

learning outcomes.

% increase in the

skills development

of the students as

planned and

assessed.

% increase in

numbers of

undergraduate


into graduate

programs upon

their graduation.



language and quantitative skills necessary to succeed

in college and in a complex technological society to

be completed by June 2010.

Goal 2.1






2.1.5 Establish a Pre-Freshman Year preparatory program, offering a wide array of intensive

skills-based courses taught by full-time faculty to incoming freshman students to

consolidate and strengthen basic skills needed for undergraduates courses.


• Dean and Vice Dean of Academic Affairs


Time-line:


2010

Action Plan 2.1.3

Establish a task force to develop the Pre-Freshman

Year Preparatory Program and the its mechanisms to

support he College Core curriculum plan success is

dependent on its incoming students that should

include and specify:

• The establishment of a Pre-Freshman Year

Preparatory program based on the College

Core Curriculum plan and the definition of

the preparatory knowledge and skills needed

to succeed in college and in a complex

technological society.

• Identify and develop the Pre-Freshman Year

Preparatory curriculum that defines the skills

such as writing, public speaking, critical

thinking, quantitative literacy, and foreign

language proficiency within General




Action Initiatives

- 2.1.5

KPI:

Task force

established by

January 2010

College Pre-

Freshman Year

Preparatory

Curriculum Plan

completion by June

2010

% increase of Pre-

Freshman Year

Preparatory

students attaining

program learning

outcomes.

Target

100 % of Task

forces set up by

January 2010

College Core

Curriculum Plan

completed by June

2010





society.


support the Pre-Freshman Year Preparatory

curriculum that defines the skills such as





humanities and social science education,




them to the technological impact and to other

academic needs and the needs of majors

within and outside of the college and

university.


to support the Pre-Freshman Year

Preparatory curriculum development of the









society.



support for the Pre-Freshman Year

Preparatory curriculum development of the




Education subjects and that provide a strong





society.


creation and development of the Pre-

Freshman Year Preparatory curriculum

development of the skills such as writing,

public speaking, critical thinking,



% increase in the

skills development

of the students as

planned and

assessed.

% increase in

numbers of Pre-

Freshman Year

Preparatory


into programs upon

their graduation.



subjects and that provide a strong foundation





Measurable metrics: Task forces at College and Department levels set up

by January 2010

Pre-Freshman Year Preparatory Curriculum Plan that

defines and develop skills such as writing, public

speaking, critical thinking, quantitative literacy, and


Education subjects and provide a strong foundation in

humanities and social science education, fundamental

language and quantitative skills necessary to succeed

in college and in a complex technological society to

be completed by June 2010.


Goal 2.2

KSU – COA has a strong systematic and sustainable curriculum system that reflects its mission.


system of the departmental curriculum in KSU – COA.


2.2.1 Setting up a systematic system of curriculum development, planning and assessment that

incorporates external input

2.2.5 Explore ways to enhance and/or broaden course offerings especially in interdisciplinary

study




Time-line:


2012

Action Plan 2.2.1




identifying and developing a systematic system of

curriculum development, planning and assessment

Action Initiatives

- 2.2.1 and 2.2.5

KPI:

Number of Task

forces established

by January 2010

Target

100 % of Task

forces set up by

January 2010

College



that incorporates external input by specifying:

• The definition of a systematic system of

curriculum development, planning and

assessment and its corresponding key


incorporates external input and that explore

ways to enhance and/or broaden course

offerings especially in interdisciplinary

study.

• Identify and develop a systematic system of

curriculum development, planning and

assessment that incorporates external input

and that explore ways to enhance and/or

broaden course offerings especially in

interdisciplinary study that provide a strong

humanities and social science education.


support a systematic system of curriculum

development, planning and assessment that



offerings especially in interdisciplinary study

that provide a strong humanities and social

science education.


to support a systematic system of curriculum






science education and drive that contribute to





mechanisms that high light a systematic

system of curriculum development, planning

and assessment that incorporates external

input and that explore ways to enhance

and/or broaden course offerings especially in


humanities and social science education and

drive within and outside of the academic


department in the KSU-COA and the value

that the students will get from the research at

the KSU-COA.

College Curriculum

Assessment Plan

completion by June

2010

Number of

Departmental

review and changes

as needed within a

1 – 3 years review

period

% increase in

number of

undergraduate

students placement

into post-

graduation jobs

commensurate with

their majors

% increase in

nominations of

students for

external awards.

% increase in

number and variety


Courses

Curriculum

Assessment Plan

completed by June

2010

Increase by 10%

performance

achievement

annually in each of

the measure



• Identify and develop projects that support a

systematic system of curriculum






science education in the KSU-COA.

Measurable metrics:


by December 2009

Systematic system of curriculum development,

planning and assessment and its corresponding key


incorporates external input and that explore ways to

enhance and/or broaden course offerings especially in


humanities and social science education in the KSU-

COA to be completed by June 2010

Goal 2.2

KSU – COA has a strong systematic and sustainable curriculum system that reflects its mission.




2.2.2 Ensuring that high caliber majors and minors where the departments have or can develop

both faculty and support resources and which meet the professional and intellectual needs

of the students and the economic and cultural needs of the region.

2.2.3 Examining departmental, program, and unit admission policies, program growth,

governance and administration and standards in light of enrollment pressures and

maintenance of academic standards.

2.2.4 Reviewing and revising existing or develop new department majors and minors in

response to long-term discipline-specific trends, in response to student interest, faculty

expertise, and feasible community needs identified in the department strategic plans.




Time-line:


2012

Action Plan 2.2.2 Action Initiatives Target






identifying and developing a systematic system of

reviewing, examining, revising and ensuring that

departmental, program, and unit admission policies,

program growth, governance and administration and

standards in light of enrollment pressures and

maintenance of academic standards of existing or

new department majors and minors meets long-term

discipline-specific trends, in response to student

interest, faculty expertise, and feasible community

needs identified in the department strategic plans,

meet the professional and intellectual needs of the

students and the economic and cultural needs of the

region by specifying:


reviewing, examining, revising and ensuring

that departmental, program, and unit

admission policies, program growth,

governance and administration and standards

in light of enrollment pressures and

maintenance of academic standards of

existing or new department majors and

minors meets long-term discipline-specific

trends, in response to student interest, faculty

expertise, and feasible community needs

identified in the department strategic plans,

meet the professional and intellectual needs

of the students and the economic and cultural

needs of the region.


reviewing, examining, revising and ensuring

that departmental, program, and unit












needs of the region that provide a strong



- 2.2.2, 2.2.3 and

2.2.4

KPI:

Number of Task

forces established

by December 2009

College Curriculum

Assessment Plan

completion by June

2010

Number of

Departmental

review and changes

as needed within a

1 – 3 years review

period

% increase in

number of

undergraduate

students placement

into post-

graduation jobs

commensurate with

their majors

% increase in

nominations of

students for

external awards.

% increase in

championships or

top-five placements

in national student

academic

competition

% increase in

number and variety


Courses

100 % of Task

forces set up by

January 2010

College

Curriculum

Assessment Plan

completed by June

2010



support a systematic system of reviewing,

examining, revising and ensuring that

departmental, program, and unit admission

policies, program growth, governance and

administration and standards in light of

enrollment pressures and maintenance of

academic standards of existing or new

department majors and minors meets long-

term discipline-specific trends, in response to

student interest, faculty expertise, and

feasible community needs identified in the

department strategic plans, meet the

professional and intellectual needs of the

students and the economic and cultural needs

of the region that provide a strong humanities

and social science education.


to support a systematic system of reviewing,

examining, revising and ensuring that

departmental, program, and unit admission

policies, program growth, governance and











of the region and drive that contribute to






system of reviewing, examining, revising and

ensuring that departmental, program, and unit














needs of the region and drive within and

outside of the academic rigor of scholarship



from the research at the KSU-COA.


systematic system of reviewing, examining,

revising and ensuring that departmental,

program, and unit admission policies,

program growth, governance and











of the region that provide a strong humanities

and social science education in the KSU-

COA.

Measurable metrics: Task forces at College and Department levels set up

by January 2010

Systematic system of reviewing, examining, revising

and ensuring that departmental, program, and unit

admission policies, program growth, governance and

administration and standards in light of enrollment

pressures and maintenance of academic standards of

existing or new department majors and minors meets

long-term discipline-specific trends, in response to

student interest, faculty expertise, and feasible

community needs identified in the department

strategic plans, meet the professional and intellectual

needs of the students and the economic and cultural

needs of the region that provide a strong humanities

and social science education in the KSU-COA to be

completed by June 2010


Goal 2.3

KSU – COA has a strong and sustainable graduate curriculum that reflects the KSU – COA

mission statement that enhance its international recognition as a leader in graduate studies and



research


system of the graduate studies curriculum in KSU – COA.


2.3.1 Developing clear policy on graduate admissions, academic standing, program growth and

funding, and on the governance and administration of graduate programs to maximize

their enrollment and to ensure academic excellence in the context of modernization, inter-

disciplinarily, and more effective delivery.

2.3.2 Developing new graduate programs in select areas, taking into account demonstrated

demand response to student interest, academic excellence of the faculty expertise, long-

term benefits to meet community needs, reputation, and economic viability

2.3.3 Evaluating graduate programs to increase quality while balancing size, quality, breadth,

and markets.


• Vice Dean of Higher Studies and Research

• Graduate Studies Department Heads

Time-line:


2012

Action Plan 2.3.1

Set up Tasks forces at the Graduate Studies



identifying and developing clear policy on graduate

admissions, academic standing, program growth and

funding, new graduate programs in select areas and

its corresponding key performance indicators and

benchmarks, taking into account demonstrated

demand response to student interest, academic

excellence of the faculty expertise, long-term benefits

and on the governance and administration of graduate

programs and valuating graduate programs to

increase quality while balancing size, quality,

breadth, and markets to maximize their enrollment

and to ensure academic excellence in the context of

modernization, inter-disciplinarily, and more

effective delivery that meet community needs,

reputation, and economic viability by specifying:

• The definition of clear policy on graduate

admissions, academic standing, program

growth and funding, new graduate programs

in select areas and its corresponding key

performance indicators and benchmarks,

taking into account demonstrated demand

Action Initiatives

- 2.3.1, 2.3.2 and

2.3.3

KPI:

Graduate Studies

Curriculum

Number of

departmental

review and changes

% increase in

enrollments in

graduate programs.

% increase in

retention rates in

graduate programs.

% increase in

numbers of

graduate students

involved in faculty

research programs.

% increase of

graduate students

Target

100 % of Task

forces set up by

January 2010

Graduate Studies

Curriculum

Increase by 10%

performance

achievement

annually in each of

the measure



response to student interest, academic

excellence of the faculty expertise, long-term

benefits and on the governance and

administration of graduate programs and

valuating graduate programs to increase

quality while balancing size, quality, breadth,

and markets to maximize their enrollment

and to ensure academic excellence in the

context of modernization, inter-disciplinarily,

and more effective delivery that meet

community needs, reputation, and economic

viability.


clear policy on graduate admissions,

academic standing, program growth and

funding, new graduate programs in select

areas, taking into account demonstrated

demand response to student interest,

academic excellence of the faculty expertise,

long-term benefits and on the governance and









viability and that provide a strong graduate



support a systematic system of clear policy

on graduate admissions, academic standing,

program growth and funding, new graduate

programs in select areas, taking into account

demonstrated demand response to student

interest, academic excellence of the faculty

expertise, long-term benefits and on the

governance and administration of graduate



breadth, and markets to maximize their

enrollment and to ensure academic

excellence in the context of modernization,

inter-disciplinarily, and more effective

delivery that meet community needs,

reputation, and economic viability and that

provide a strong graduate humanities and

social science education.


attaining degree

program learning

outcomes.

% increase in

numbers of

scholarly

presentations by


conferences.

% increase in

numbers of

publications

achieved by

graduate students.

% increase in the

proportion of

interdisciplinary

and collaborative

programs that

sustain themselves



to support a systematic system of clear policy

on graduate admissions, academic standing,

program growth and funding, new graduate

programs in select areas, taking into account












reputation, and economic viability and drive

that contribute to innovative and dynamic

academic scholarship that can be established

within each department in the KSU-COA.



system clear policy on graduate admissions,

academic standing, program growth and

funding, new graduate programs in select

areas, taking into account demonstrated

demand response to student interest,

academic excellence of the faculty expertise,










viability and drive within and outside of the

academic rigor of scholarship and research of

each department in the KSU-COA and the

value that the students will get from the

graduate studies at the KSU-COA.


systematic system of clear policy on graduate

admissions, academic standing, program

growth and funding, new graduate programs

in select areas, taking into account














reputation, and economic viability and that

provide a strong graduate humanities and

social science education in the KSU-COA.

Measurable metrics:

Task forces at College and Graduate Studies

Department levels set up by January 2010

Graduate Studies Curriculum and Systematic system

of clear policy on graduate admissions, academic

standing, program growth and funding, new graduate

programs in select areas and its corresponding key

performance indicators and benchmark, taking into

account demonstrated demand response to student

interest, academic excellence of the faculty expertise,


administration of graduate programs and valuating

graduate programs to increase quality while

balancing size, quality, breadth, and markets to

maximize their enrollment and to ensure academic

excellence in the context of modernization, inter-

disciplinarily, and more effective delivery that meet

community needs, reputation, and economic viability

and that provide a strong graduate humanities and

social science education in the KSU-COA to be


Goal 2.3

KSU – COA has a strong systematic and sustainable curriculum system that reflects its

mission.




2.3.4 Developing a stable funding strategy to attract the highest quality students.

2.3.5 Increasing extramural graduate student support in the form of research assistantships,

scholarships, and fellowships.

Responsibility Unit/Person (s): Time-line:



• Vice Dean of Higher Studies and Research



2012

Action Plan 2.3.2

Set up Tasks forces at the Graduate Studies



managing a stable funding strategy to attract the

highest quality students and increasing extramural

graduate student support in the form of research

assistantships, scholarships, and fellowships by

specifying:


managing a stable funding strategy to attract

the highest quality graduate students and

increasing extramural graduate student

support in the form of research assistantships,

scholarships, and fellowships.


managing a stable funding strategy to attract

the highest quality students and increasing

extramural graduate student support in the

form of research assistantships, scholarships,

and fellowships that provide a strong

graduate humanities and social science

education.


support a systematic system of managing a

stable funding strategy to attract the highest

quality students and increasing extramural

graduate student support in the form of

research assistantships, scholarships, and

fellowships that provide a strong graduate



to support a systematic system of managing a

stable funding strategy to attract the highest

quality students and increasing extramural

graduate student support in the form of

research assistantships, scholarships, and

fellowships and drive that contribute to



each graduate studies department in the

KSU-COA.



Action Initiatives

- 2.3.4 and 2.3.5

KPI:

Number of Task

forces established

by January 2010

% increase in

enrollments in

graduate programs.

% increase in

retention rates in

graduate programs.

% increase in

numbers of

graduate students

involved in faculty

research programs.

% increase of

graduate students

attaining degree

program learning

outcomes.

% increase in

numbers of

scholarly

presentations by


conferences.

% increase in

numbers of

publications

achieved by

graduate students.

% increase in the

proportion of

interdisciplinary

and collaborative

programs that

Target

100 % of Task

forces set up by

January 2010

College

Curriculum

Assessment Plan

completed by June

2010

Increase by 10%

performance

achievement

annually in each of

the measure



system of managing a stable funding strategy

to attract the highest quality students and

increasing extramural graduate student


scholarships, and fellowships and drive

within and outside of the academic rigor of

scholarship and research of each graduate

studies department in the KSU-COA and the

value that the students will get from the

graduate studies at the KSU-COA.

• Identifying and managing a stable funding

strategy to attract the highest quality students

and increasing extramural graduate student


scholarships, and fellowships that provide a

strong graduate humanities and social science

education in the KSU-COA.

Measurable metrics:

Task forces at Graduate Department levels set up by

January 2010

Systematic system of managing a stable funding

strategy attract the highest quality students and

increasing extramural graduate student support in the

form of research assistantships, scholarships, and

fellowships that provide a strong graduate humanities

and social science education in the KSU-COA to be


sustain themselves


Goal 2.4

KSU – COA has a strong and sustainable developmental support of teaching and learning.

This goal is achieved by developing a strong set of service support and infrastructure to support

teaching and learning.


2.4.3 Establishing a Center for Teaching and Learning to assist faculty members in achieving

outstanding classroom performance with new pedagogical and technological initiatives.




• Dean and Vice Dean of Academic Affairs

• Department Heads


2012

Action Plan 2.4.1

Set up a Tasks force at the College level and specify

roles and responsibility of Task force accountable for

identifying and developing a Center for Teaching and

Learning to assist faculty members in achieving

outstanding classroom performance with new

pedagogical and technological initiatives by

specifying:

• The definition of a Center for Teaching and

Learning and its corresponding key

performance indicators and benchmarks to

assist faculty members in achieving

outstanding classroom performance with new

pedagogical and technological initiatives.


new pedagogical and technological initiatives

to assist faculty members in achieving

outstanding classroom performance.


support systematic system of new

pedagogical and technological initiatives to


outstanding classroom performance.


to support a systematic system of new

pedagogical and technological initiatives to


outstanding classroom performance and drive






system of new pedagogical and technological

initiatives to assist faculty members in

achieving outstanding classroom

performance and drive within and outside of




from the graduate studies at the KSU-COA.


systematic system of new pedagogical and

Action Initiatives

- 2.4.3

KPI:

%increase in

number of

instructors using

new pedagogical

student-centered

approach

Target

100 % of Task

forces set up by

January 2010

Increase by 10%

performance

achievement

annually in each of

the measure



technological initiatives to assist faculty

members in achieving outstanding classroom

performance.

Measurable metrics:

Task forces at College level set up by January 2010

New pedagogical and technological initiatives and its


benchmarks to assist faculty members in achieving

outstanding classroom performance that provide a


KSU-COA to be completed by June 2010

Goal 2.4

KSU – COA has a strong and sustainable developmental support of teaching and learning.

This goal is achieved by developing a strong set of service support and infrastructure to support

teaching and learning.


2.4.1 Supporting active development related to teaching and advising through sharing of best

practices, resources, and pedagogy related to teaching and advising

2.4.2 Fostering means to enhance the use of appropriate technology in support of teaching and

advising




Time-line:


2012

Action Plan 2.4.2

Set up a Tasks force at the College level and specify


identifying and developing and fostering means to

enhance and support active development of teaching

and advising through sharing of best practices,

resources, the use of appropriate technology in and

pedagogy related to teaching and advising by

specifying:


fostering means to enhance and support

Action Initiatives

- 2.4.1 and 2.4.2

KPI:

Percent of

instructional spaces

equipped with

appropriate

technology

% increase in

developmental

projects and

Target

100 % of Task

forces set up by

January 2010

Increase by 10%

performance

achievement

annually in each of

the measure



active development of teaching and advising

through sharing of best practices, resources,

the use of appropriate technology in and

pedagogy related to teaching and advising

and its corresponding key performance

indicators and benchmarks in achieving



support systematic system of fostering means

to enhance and support active development

of teaching and advising through sharing of

best practices, resources, the use of

appropriate technology in and pedagogy

related to teaching and advising in achieving



to support a systematic system of fostering

means to enhance and support active

development of teaching and advising

through sharing of best practices, resources,

the use of appropriate technology in and

pedagogy related to teaching and advising






system of fostering means to enhance and

support active development of teaching and

advising through sharing of best practices,

resources, the use of appropriate technology

in and pedagogy related to teaching and

advising in achieving outstanding academic

performance and drive within and outside of




from the graduate studies at the KSU-COA.


systematic system of fostering means to

enhance and support active development of

teaching and advising through sharing of best

practices, resources, the use of appropriate

technology in and pedagogy related to

teaching and advising in achieving


Measurable metrics:


activities

supporting sharing

of best practices



A plan and its corresponding key performance

indicators and benchmarks fostering means to

enhance and support active development of teaching

and advising through sharing of best practices,

resources, the use of appropriate technology in and

pedagogy related to teaching and advising in

achieving outstanding academic performance that


education in the KSU-COA to be completed by June

2010


Goal 2.5

KSU – COA has an innovative student experiential learning system.

This goal is achieved by developing a strong and sustainable out of class experiential learning

system for student development.


2.5.1 Seeking to increase service learning, study abroad, and internship opportunities

2.5.2 Take advantage of technology for both the enhancement of current classes as well as the

incorporation of online courses.

2.5.3 Examining ways to promote and develop innovative program offerings by diversifying

and enriching curriculum and making it more accessible, responsive, and flexible.




Time-line:


2012

Action Plan 2.5.1



identifying and developing and seeking and

examining ways to promote and develop innovative

program offerings by diversifying and enriching

curriculum and making it more accessible,

responsive, and flexible that increase service

learning, study abroad, and internship opportunities

with the support of technologies by specifying:

Action Initiatives

- 2.5.1, 2.5.2 and

2.5.3

KPI:

% increase in

number of

opportunities for

service learning,

outreach events,

study abroad, and

internships

Target

100 % of Task

forces set up by

January 2010

Increase by 10%

performance

achievement

annually in each of

the measure



• The definition of innovative program

offerings and its corresponding key


diversifies and enriches curriculum and

making it more accessible, responsive, and

flexible and that increases service learning,

study abroad, and internship opportunities.


seeking and examining ways to promote and

develop innovative program offerings by

diversifying and enriching curriculum and

making it more accessible, responsive, and

flexible that increase service learning, study

abroad, and internship opportunities with the

support of technologies in achieving

outstanding extracurricular academic

performance.


support systematic system of seeking and

examining ways to promote and develop

innovative program offerings by diversifying

and enriching curriculum and making it more

accessible, responsive, and flexible that

increase service learning, study abroad, and

internship opportunities with the support of

technologies in achieving outstanding

extracurricular academic performance.


to support a systematic system of seeking and

examining ways to promote and develop

innovative program offerings by diversifying

and enriching curriculum and making it more





extracurricular academic performance and

drive that contribute to innovative and

dynamic academic scholarship that can be


KSU-COA.



system of seeking and examining ways to

promote and develop innovative program

offerings by diversifying and enriching

curriculum and making it more accessible,

responsive, and flexible that increase service

learning, study abroad, and internship

% increase in

community

participation in

events and

programs presented

by academic units.



opportunities with the support of


extracurricular academic performance and

drive within and outside of the academic



that the students will get from the graduate

studies at the KSU-COA.


systematic system of seeking and examining

ways to promote and develop innovative

program offerings by diversifying and

enriching curriculum and making it more





extracurricular academic performance.

Measurable metrics:


Innovative program offerings and its corresponding


diversifies and enriches curriculum and making it

more accessible, responsive, and flexible that



technologies in achieving outstanding extracurricular

academic performance that provide a strong


COA to be completed by June 2010


Goal 3.1

KSU – COA has a strong and sustainable IQA system aligned with the institution requirements

and meeting national and international norms.

This goal is achieved by developing a strong and sustainable KSU – COA IQA based on KSU –

QMS requirements and meeting national and international standards.




3.1.1 Planning and organizing for departmental and collegial IQA systems aligned with KSU –

QMS.

3.1.2 Implementing the KSU – COA IQA to lay a strong foundation leading to programs

accreditation.


• Vice Dean for Development and Quality

• Department Quality Heads

Time-line:


2012

Action Plan 3.1.1

Set up a Tasks force at the College level and Quality

Unit Task forces at the Departmental level and

specify roles and responsibility of Task forces

accountable for identifying and developing and

seeking and examining ways for planning,

organizing and implementing the KSU – COA IQA

and its corresponding key performance indicators and

benchmarks that is aligned with KSU – QMS for

departmental and collegial IQA systems to lay a

strong foundation of internal quality management

system that enhances continuous improvements and


centric leading to programs accreditation by

specifying:

• The definition the KSU – COA IQA that is

aligned with KSU – QMS for departmental

and collegial IQA systems to lay a strong

foundation of internal quality management

system and its corresponding key




student centric leading to programs

accreditation.


planning, organizing and implementing the

KSU – COA IQA that is aligned with KSU –

QMS for departmental and collegial IQA

systems to lay a strong foundation of internal

quality management system that enhances

continuous improvements and innovations as

a learning organization that is student centric

leading to programs accreditation.

Action Initiatives

- 3.1.1 and 3.1.2

KPI:

Task forces set up

by December 2009

Created and

implemented a

KSU – COA IQA

assessment system.

% increase in

number of

programs ready for

accreditation

% increase in

number of

programs achieved

accreditation

Target

100 % of Task

forces set up by

January 2010

Finalized and

implemented its

IQA by 2010

Increase by 10%

performance

achievement

annually in each of

the measure




support systematic system of planning,

organizing and implementing the KSU –

COA IQA that is aligned with KSU – QMS

for departmental and collegial IQA systems

to lay a strong foundation of internal quality

management system that enhances



leading to programs accreditation.


to support a systematic system of planning,

organizing and implementing the KSU –

COA IQA that is aligned with KSU – QMS

for departmental and collegial IQA systems

to lay a strong foundation of internal quality

management system that enhances



leading to programs accreditation and drive






system of planning, organizing and

implementing the KSU – COA IQA that is

aligned with KSU – QMS for departmental



system that enhances continuous


organization that is student centric leading to

programs accreditation and drive within and




from the studies at the KSU-COA.


systematic system of planning, organizing

and implementing the KSU – COA IQA that

is aligned with KSU – QMS for departmental



system that enhances continuous




performance.



Measurable metrics:


A KSU – COA IQA and its corresponding key

performance indicators and benchmarks that is

aligned with KSU – QMS for departmental and

collegial IQA systems to lay a strong foundation of

internal quality management system that enhances


learning organization that is student centric leading to

programs accreditation that provide a strong



Goal 3.1

KSU – COA has a strong and sustainable IQA system aligned with the institution requirements

and meeting national and international norms.

This goal is achieved by developing a strong and sustainable KSU – COA IQA based on KSU –

QMS requirements and meeting national and international standards.


3.1.3 Building department-level planning and assessment efforts, including published strategic

plans that define educational objectives, set implementation schedules for those

objectives, and detail methods of assessment


• Vice Dean for Development and Quality

• Department Quality Heads

Time-line:


2012

Action Plan 3.1.2

Set up a Task force at the College level and Quality




seeking and examining ways for building

department-level planning and assessment efforts and


benchmarks, including published strategic plans that

define educational objectives, set implementation

schedules for those objectives, and detail methods of

assessment that is aligned with the College Strategic

plan and the University Strategic Plan for academic

scholarships and research advancement by

Action Initiatives

- 3.1.3

KPI:

Task forces set up

by January 2010

Created and

implemented a

KSU – COA IQA

assessment system.

% increase in

number of

Target

100 % of Task

forces set up by

January 2010

Finalized and

implemented its

IQA by 2010

Increase by 10%

performance

achievement

annually in each of

the measure



specifying:

• The definition the department-level planning

and assessment efforts and its corresponding

key performance indicators and benchmarks,

including published strategic plans that

define educational objectives, set

implementation schedules for those


that is aligned with the College Strategic plan

and the University Strategic Plan for

academic scholarships and research

advancement that enhances continuous



programs accreditation.


building department-level planning and

assessment efforts, including published

strategic plans that define educational

objectives, set implementation schedules for

those objectives, and detail methods of

assessment that is aligned with the College

Strategic plan and the University Strategic

Plan for academic scholarships and research






support systematic system of building

department-level planning and assessment

efforts, including published strategic plans

that define educational objectives, set











to support a systematic system of building

department-level planning and assessment

efforts, including published strategic plans

that define educational objectives, set



programs ready for

accreditation

% increase in

number of

programs achieved

accreditation









programs accreditation and drive that

contribute to innovative and dynamic





system of building department-level planning

and assessment efforts, including published

strategic plans that define educational

objectives, set implementation schedules for

those objectives, and detail methods of

assessment that is aligned with the College

Strategic plan and the University Strategic

Plan for academic scholarships and research










systematic system of building department-

level planning and assessment efforts,

including published strategic plans that

define educational objectives, set










performance.

Measurable metrics:

Task forces at College and Departmental levels set up

by January 2010



Department-level plans for its assessment efforts and


benchmark, including published strategic plans that

define educational objectives, set implementation

schedules for those objectives, and detail methods of

assessment that is aligned with the College Strategic

plan and the University Strategic Plan for academic

scholarships and research advancement that enhances


learning organization that is student centric leading to

programs accreditation that provide a strong




Goal 3.2

KSU – COA IQA ensures the quality of academic programs are consistent with National and

international norms.

This goal is achieved by developing a student-centric assessment system to determine student

learning outcome achievements.


3.2.1 Analyzing and compare KSU – COA core and departmental programs outcomes to peer

institutions.

3.2.2 Utilizing an assessment program that ensures continuous improvement of academic

programs.

3.2.3 Ensuring that the departments implement student assessment efforts and will implement

plans that include student learning assessment.

3.2.4 Devising and utilizing inter-departmental measures of curricular effectiveness and

student learning outcomes.


• Vice Deans for Academic Affairs and for Development and

Quality

• Department Heads and Quality Units

Time-line:


Action Plan 3.2.1


Action Initiatives

- 3.2.1, 3.2.2, 3.2.3

and 3.2.4

Target

100 % of Task






seeking and examining ways for assessment of

program and analyzing and comparing student

learning assessment and its corresponding key

performance indicators and benchmarks based on

inter-departmental measures of curricular

effectiveness and student learning outcomes and

KSU – COA core and departmental programs

outcomes to peer institutions for continuous

improvement and innovations of academic programs

that meets assessment and accreditation standards

that brings about scholarships and research

advancement by specifying:

• The definition the assessment of program and

analyzing and comparing student learning

assessment based on inter-departmental

measures of curricular effectiveness and

student learning outcomes and its


and benchmarks and KSU – COA core and

departmental programs outcomes to peer

institutions for continuous improvement and

innovations of academic programs that brings

about scholarships and research

advancement.


assessment of program and analyzing and

comparing student learning assessment based

on inter-departmental measures of curricular

effectiveness and student learning outcomes

and KSU – COA core and departmental

programs outcomes to peer institutions for

continuous improvement and innovations of

academic programs that brings about

scholarships and research advancement that



student centric.


support systematic system of assessment of

program and analyzing and comparing

student learning assessment based on inter-

departmental measures of curricular





KPI:

Task forces set up

by January 2010

Each department

will have a

completed plan for

assessment of

student learning by

2010.

Compiled data to

compare KSU –

COA collegial and

departmental

performance to

peer institutions.

% increase in

number of

departments and

subjects that uses a

learning outcome

assessment

approach

% increase in

number of

department that has

effective measures

of student learning

outcomes

forces set up by

January 2010

Finalized and

implemented its

assessment plan of

by 2010

Increase by 10%

performance

achievement

annually in each of

the measure







student centric.


to support a systematic system of assessment

of program and analyzing and comparing

student learning assessment based on inter-






academic programs brings about scholarships

and research advancement that enhances



and drive that contribute to innovative and



KSU-COA.



system of assessment of program and

analyzing and comparing student learning

assessment based on inter-departmental

measures of curricular effectiveness and

student learning outcomes and KSU – COA

core and departmental programs outcomes to

peer institutions for continuous improvement

and innovations of academic programs that

brings about scholarships and research

advancement t that enhances continuous









systematic system of assessment of program

and analyzing and comparing student

learning assessment based on inter-














Measurable metrics:


by January 2010

College and Department-level plans for assessment

of program and analyzing and comparing student

learning assessment and its corresponding key

performance indicators and benchmarks based on

inter-departmental measures of curricular

effectiveness and student learning outcomes and

KSU – COA core and departmental programs

outcomes to peer institutions for continuous

improvement and innovations of academic programs


advancement that enhances continuous improvements



social science education in the KSU-COA to be



Goal 3.3

KSU – COA has a strong and sustainable performance assessment system of its teaching and

learning to ensure the programs health.

This goal is achieved by developing a program health system based on the University Quality

Management System to assure the student centric quality.


3.3.1 Having the KSU – COA and the departments formulate, finalize, and implement an

assessment of the program health that are used to evaluate goals, curriculum development

and revisions, resource allocation, and staffing needs, student learning outcomes and the

total quality assurance that meets assessment and accreditation standards.

3.3.2 Compiling enrollment, curriculum, faculty and student performance, and financial data

and proposed changes that will be reviewed to establish department and program health,

proposed goals, and requests for additional resources and/or staff.





Quality


Time-line:


Action Plan 3.3.1

Set up a Task force at the College level and

Quality Unit Task forces at the Departmental

level and specify roles and responsibility of

Task forces accountable for identifying and

developing and seeking and examining ways to

formulate, finalize, and implement an

assessment of the program health and its


benchmarks that are used to evaluate goals,

curriculum development and revisions,

resource allocation, and staffing needs, student

learning outcomes, enrollment, curriculum,

faculty and student performance, and financial

data and proposed changes and the total

quality assurance that meets assessment and

accreditation standards that brings about


specifying:

• The definition the assessment of the

program health and its corresponding

key performance indicators and

benchmarks that are used to evaluate

goals, curriculum development and

revisions, resource allocation, and

staffing needs, student learning

outcomes, enrollment, curriculum,

faculty and student performance, and

financial data and proposed changes

and the total quality assurance that

meets assessment and accreditation

standards that brings about

scholarships and research

advancement.

• Identify and develop a systematic

system of building collegial and

department-level assessment of the

program health that are used to

evaluate goals, curriculum

development and revisions, resource

allocation, and staffing needs, student

learning outcomes, enrollment,


3.3.1 and 3.3.2

KPI:

Task forces set up by

January 2010

Each department will

have a completed plan

for assessment of

student learning by

2010.


begin to implement its

plan and will use

results to guide

curriculum

development by 2010.


have department SID

that include past and

current enrollment

trends, curriculum

portfolios, faculty

characteristics and

contributions,

financial data, and

plans for change to be

used to facilitate

program assessment

by 2010.

% increase in

academic units

reporting assessment

data indicating

attainment of

expected learning

outcomes in their

baccalaureate degree

programs.

Target

100 % of Task forces

set up by January

2010

Finalized and

implemented its

assessment of program

health by 2010

Increase by 10%

performance

achievement annually

in each of the measure



curriculum, faculty and student

performance, and financial data and

proposed changes and the total quality

assurance that meets assessment and

accreditation standards that brings



improvements and innovations as a

learning organization that is student

centric.

• Identify the strategic partners needed

to support systematic system of

assessment of the program health that

are used to evaluate goals, curriculum













centric.

• Identify the strategies and synergies

needed to support a systematic system

of assessment of the program health

that are used to evaluate goals,


resource allocation, and staffing needs,

student learning outcomes, enrollment,










centric and drive that contribute to


scholarship that can be established

within each department in the KSU-

COA.


mechanisms that high light a



systematic system of assessment of the

program health that are used to

evaluate goals, curriculum










advancement t that enhances

continuous improvements and

innovations as a learning organization

that is student centric leading to

programs accreditation and drive

within and outside of the academic

rigor of scholarship and research of

each department in the KSU-COA and

the value that the students will get


• Identify and develop projects that

support a systematic system of

assessment of the program health that

are used to evaluate goals, curriculum













centric in achieving outstanding


Measurable metrics:

Task forces at College and Departmental levels

set up by January 2010

College and Department-level plans for

assessment of the program health and its


benchmarks that are used to evaluate goals,




resource allocation, and staffing needs, student

learning outcomes, enrollment, curriculum,

faculty and student performance, and financial

data and proposed changes and the total

quality assurance that meets assessment and

accreditation standards that brings about




student centric and provide a strong humanities

and social science education in the KSU-COA

to be completed by June 2010.

Goal 3.3

KSU – COA has a strong and sustainable performance assessment system of its teaching and

learning to ensure the programs health.

This goal is achieved by developing a program health system based on the University Quality

Management System to assure the student centric quality.


3.3.3 Encouraging review of existing assessment techniques within each department and

program by integrating university assessment, with College assessment activities and

refining effective assessment mechanisms across entire curriculum.

3.3.4 Establishing procedures for collecting assessment data on curricular effectiveness,

student learning outcomes, and student retention provide various assessment data to

students, faculty, departments, programs, support services, and administrative offices in

the College for their use in program improvement



Quality


Time-line:


Action Plan 3.3.2





seeking and examining ways to establish assessment

techniques and procedures for collecting assessment

data on curricular effectiveness, student learning

outcomes, and student retention provide various

assessment data to students, faculty, departments,

programs, support services, and administrative

Action Initiatives

- 3.3.3 and 3.3.4

KPI:

Task forces set up

by January 2010

Each department

will have a

completed plan for

assessment of

student learning by

Target

100 % of Task

forces set up by

January 2010

Finalized and

implemented its

assessment of

program health by

2010



offices in the College and its corresponding key

performance indicators and benchmarks for their use

in program improvement within each department and

program by integrating university assessment, with

College assessment activities and refining effective

assessment mechanisms across entire curriculum

by specifying:

• The definition of assessment techniques and

procedures for collecting assessment data on

curricular effectiveness, student learning

outcomes, and student retention provide

various assessment data to students, faculty,

departments, programs, support services, and

administrative offices in the College and its


and benchmarks for their use in program

improvement within each department and

program by integrating university

assessment, with College assessment

activities and refining effective assessment

mechanisms across entire curriculum that


advancement.


building collegial and department-level

assessment techniques and procedures for

collecting assessment data on curricular

effectiveness, student learning outcomes, and

student retention provide various assessment

data to students, faculty, departments,

programs, support services, and

administrative offices in the College for their

use in program improvement within each

department and program by integrating

university assessment, with College

assessment activities and refining effective

assessment mechanisms across entire

curriculum that brings about scholarships and

research advancement that enhances


a learning organization that is student centric.


support systematic system of assessment

techniques and procedures for collecting

assessment data on curricular effectiveness,

student learning outcomes, and student

retention provide various assessment data to

students, faculty, departments, programs,

support services, and administrative offices

2010.

Each department

will begin to

implement its plan

and will use results

to guide curriculum

development by

2010.

Each department

will have

department SID

that include past

and current

enrollment trends,

curriculum

portfolios, faculty

characteristics and

contributions,

financial data, and

plans for change to

be used to facilitate

program

assessment by

2010.

% increase in

academic units

reporting

assessment data

indicating

attainment of

expected learning

outcomes in their

baccalaureate

degree programs.

Increase by 10%

performance

achievement

annually in each of

the measure



in the College for their use in program








student centric.


to support a systematic system of assessment

techniques and procedures for collecting

assessment data on curricular effectiveness,

student learning outcomes, and student

retention provide various assessment data to

students, faculty, departments, programs,

support services, and administrative offices

in the College for their use in program











system of assessment techniques and

procedures for collecting assessment data on

curricular effectiveness, student learning










curriculum and drive within and outside of






systematic system of assessment techniques

and procedures for collecting assessment data

on curricular effectiveness, student learning












curriculum that enhances continuous




performance.

Measurable metrics:


by January 2010

College and Department-level plans for assessment

techniques and procedures for collecting assessment

data on curricular effectiveness, student learning

outcomes, and student retention provide various

assessment data to students, faculty, departments,

programs, support services, and administrative

offices in the College and its corresponding key

performance indicators and benchmarks for their use

in program improvement within each department and

program by integrating university assessment, with

College assessment activities and refining effective

assessment mechanisms across entire curriculum that


as a learning organization that is student centric and



2010.


Goal 4.1

KSU – COA advances the research scholarship engagement of the faculty.

This goal is achieved by developing a strong and sustainable research system that enhances the

research scholarship.


4.1.1 Recruiting talented faculty (including department chairs) who bring intellectual



distinction in research scholarship that demonstrate commitment to the teaching-learning

process through research scholarship

4.1.2 Increasing grant-supported, research through seed funding providing competitive start-up

funds for new faculty and supporting faculty attendance at grant-writing workshops.

4.1.3 Facilitating faculty balance their commitment to the dynamic relationship between

teaching and research by fostering flexible scheduling and research releases for

exemplary faculty, where possible within programmatic and resource constraints.

4.1.4 Continuing strong support and value research, scholarship, and creative endeavors.


• Vice-Dean for Higher Studies and Research


Time-line:


2012

Action Plan 4.1.1




identifying and developing a college wide and

department research plan specifying:

• Research direction and focus of the KSU –

COA that puts KSU-COA as a world class

college in research and its corresponding key






• Research policies, processes and procedures

applicable across board the college that

enhances high quality research and that





• Research committees and the mechanisms

that oversees quality of research, research

assessment and approval that enhances



in achieving outstanding academic

performance.

• Research funding of the College and

departments that enhances continuous




performance.

• Research manual or handbook for research

Action Initiatives

- 4.1.1, 4.1.2, 4.1.3

and 4.1.4

KPI:

Number of Task

forces established

by January 2010

College Research

Plan completion by

June 2010

Department

Research Plan

completion by

March 2010

Target

100 % of Task

forces set up by

January 2010

College Research

Plan completed by

June 2010

Research Manual

specifying

policies,

procedures and

processes

completed by June

2010



guidance and policies and regulations

pertaining to research that enhances




performance.

Measurable metrics:


by January 2010

College Research Plan completed by June 2010

College research Manual completed by 2011

College level Research plan and its corresponding


commits College resources to enhancing the research

distinction relevant to the communities the College



organizations which can benefit from the professional

expertise of the faculty through developing research

and collaboration with community-based agencies,

expanding and fostering opportunities for faculty and

students to engage in community-based research,

learning and service responsive to the needs of the

College, the accomplishments of College faculty, and

to the communities that the college serves that





June 2010.

Action Plan 4.1.2

Task force at College level to define balance of

teaching workload and research, research funding,

research resources and research outcomes for the

college and departments

Measurable metrics:

Teaching and research balance, research funding,

research resources, research support and research

outcomes and its corresponding key performance

indicators and benchmarks identified and developed

Action Initiatives

- 4.1.1, 4.1.2, 4.1.3

and 4.1.4

KPI:

% increase in the

number of new

recruits and

existing faculty

who bring research

distinction to the

college

Target

Increase by 10%

performance

achievement

annually in each of

the measure



for each degree program completed by June 2010

% increase in

support of seed and

grant funded

research

% increase number

of journal articles

and book chapters

published within

each unit.

% increase in the

number and

prestige rankings of

publications and

creative activities.

Action Plan 4.1.3

Workshops organized to develop research knowledge

and skills of faculty in identifying and developing

research context, content and methodologies that

emphasizes on bringing out the best in research

scholarships of the faculty

Measurable metrics: Number of workshops held in 2010 and 2011

focusing on research development of faculty

Action Initiatives

- 4.1.1, and 4,1,4

KPI:

% increase in

number of research

focused workshops

Target

Increase by 10%

performance

achievement

annually in each of

the measure


Goal 4.2

KSU – COA has Initiatives in Developing Critical Skills in research scholarship of students and

faculty.

This goal is achieved by developing methods of disciplined Inquiry of the students and faculty.


4.2.1 Encouraging students to initiate independent research projects at an early stage by

providing funding for summer research programs so that students can extend and

complete major projects and ensuring that all majors have an opportunity to conduct

research under faculty supervision

4.2.2 Actively involving the students in research and scholarly process through designing

research questions, developing access to relevant data, testing ideas, and redesigning

questions in light of experience and providing opportunities for students to attain these

skills in seminar settings, and in research projects that are based upon the tools of a

rigorous, logical thinking discipline.




• Vice-Dean for Academic Affairs and Higher Studies and

Research


Time-line:


2012

Action Plan 4.2.1






• The definition of the type of research projects

and research knowledge and skills and its


and benchmarks and that involves the

students and the faculty in academic

scholarship and research that brings about

innovative researches that the College and its

departments aim for.

• Identify and develop the type of research

projects and research knowledge and skills

and that involves the students and the faculty

and contribute to the academic rigor of


in the KSU-COA.


create the research culture and a research

environment that contributes to innovative,

change-responsive and dynamic research

from the communities at large.


research culture and a research environment

and the research knowledge and skills of the

students that contribute to innovative and

dynamic research that can be established




research culture and a research environment

that contributes to innovative and dynamic

research and the research knowledge and

skills of the students within of the academic



that the students will get from the research at

the KSU-COA.


Action Initiatives

- 4.2.1 and 4.2.2

KPI:

Number of Task

forces established

by January 2010

College Research

Plan completion by

June 2010

Department

Research Plan

completion by

March 2010

% increase in

number of research

works of students

% increase in

funding to support

students research

% increase in

workshops that

instruct and involve

students in research

Target

100 % of Task

forces set up by

January 2010

College Research

Plan completed by

June 2010

Research Manual

specifying

policies,

procedures and

processes

completed by June

2010

Increase by 10%

performance

achievement

annually in each of

the measure



creation and development of the research

culture and a research environment that

contributes to innovative and dynamic

research and the research knowledge and

skills of the students within of the academic



from the research experience that the students

and academics will get from the research

rigor of each department in the KSU-COA.

Measurable metrics:


by January 2010

College Research Plan and its corresponding key

performance indicators and benchmarks for Students


College Research Manual for Students completed by

2011

College level Research plan and its corresponding


commits College resources to enhancing the research

distinction relevant to the communities the College



organizations which can benefit from the professional

expertise of the faculty through developing research

and collaboration with community-based agencies,


students to engage in community-based research,

learning and service responsive to the needs of the

College, the accomplishments of College faculty, and

to the communities that the college serves that





June 2010.

Action Plan 4.2.2

Workshops organized to develop research knowledge

and skills of students in identifying and developing

research context, content and methodologies that

Action Initiatives

- 4.2.1, and 4.2.2

KPI:

% increase in

Target

Increase by 10%

performance

achievement



emphasizes on bringing out the best in research

scholarships of the students


focusing on research development of students

number of research

focused workshops

annually in each of

the measure


Goal 4.3

KSU – COA has support for research and development to increase research productivity that

promotes and increases research and scholarship.

This goal is achieved by developing a research plan and strategy for each department and a

corresponding research plan for each faculty member consistent with this strategy.


4.3.1 Reviewing of departmental programs recognizing current research trends in disciplinary

fields, funding opportunities and collaborative research opportunities within and external

to the University.

4.3.2 Targeting new opportunities for collaborative research particularly by participation

within the new and proposed University Institutes and other University research

initiatives.

4.3.3 Recruiting vice dean for Research who will facilitate development and implementation of

a more focused research strategy for the College and the departments.


• Dean


Time-line:


2012

Action Plan 4.3.1

Recruit an Associate Dean for Research to will report

to the Dean on the development and implementation

of the College Research Plan and ensure that the

Departments’ Research plans are aligned with that of

the College and the University Research. Key roles of

the Vice Dean for research:

• To be responsible and accountable for the

successful development and implementation

of the College Research Plan

• To ensure that the Department Research

Plans are aligned with that of the College and

University Research Plan

• To ensure that the research supports, polices,

processes, procedures and funding are in

Action Initiatives

- 4.3.3

KPI:

Vice Dean for

Research appointed

by January 2010

Target

Vice Dean for

Research

appointed by

January 2010



place to facilitate a high quality drive in

research as a world class college

Action Plan 4.3.2






• The definition of the trend and new

innovative research and inter-disciplinary

research and research collaborations within

and outside of the college and university and

its corresponding key performance indicators

and benchmarks that should be spearheaded

and the type of research projects and research

knowledge and skills that needs to be

developed in the College and Departments.

• Identify and develop the type of research

projects and research that identifies and

target new trend and new innovative research

and inter-disciplinary research and research

collaborations within and outside of the

college and university particularly by

participation within the new and proposed

University Institutes and other University

research initiatives and that contribute to the




support the new trend and new innovative

research and inter-disciplinary research and

research collaborations within and outside of

the college and university.


to support the new trend and new innovative



the college and university and drive that


research that can be established within each




support for the new trend and new innovative



Action Initiatives

- 4.3.1 and 4.3.2

KPI:

Number of Task

forces established

by January 2010

College Research

Plan completion by

June 2010

Department

Research Plan

completion by

March 2010

% increase in

number of

scholarly

presentations by


in each unit.

% increase in

number of grant

proposals

submitted to

external sources.

% increase in

number of grants

awarded.

% increase research

awards

Target

100 % of Task

forces set up by

January 2010

College Research

Plan completed by

June 2010

Research Manual

specifying

policies,

procedures and

processes

completed by June

2010



the college and university and drive within

and outside of the academic rigor of


in the KSU-COA and the value that the

students will get from the research at the

KSU-COA.


creation and development of the needs and

support for the new trend and new innovative



the college and university and drive within of



COA and the value from the research

experience that the students and academics

will get from the research rigor of each


Measurable metrics:


by January 2010


performance indicators and benchmarks that target

new opportunities and innovative research that are

also inter-disciplinary that enhances continuous



outstanding academic performance to be completed

by June 2010

Action Plan 4.3.3

Workshops organized to develop the new research

target, opportunities and inter-disciplinary research

and drive within and outside of the academic rigor of

scholarship and research of each department in the

KSU-COA and its corresponding research knowledge

and skills of students and faculty in identifying and

developing research context, content and

methodologies that emphasizes on bringing out the

best in research scholarships of the students and

faculty.


focusing on research development of faculty and

students that enhances continuous improvements and

Action Initiatives

- 4.3.1 and 4.3.2

KPI:

% increase in

number of research

focused workshops

Target

Increase by 10%

performance

achievement

annually in each of

the measure





performance.

Goal 4.3

KSU – COA has support for research and development to increase research productivity that

promotes and increases research and scholarship.

This goal is achieved by developing a research plan and strategy for each department and a

corresponding research plan for each faculty member consistent with this strategy.


4.3.4 Assuring competitive start-up funds for new faculty and adequate matching funds for

capital equipment initiatives as required.

4.3.5 Ensuring an adequate infrastructure in terms of space and equipment to foster research.


• Vice Dean for Higher Studies and Research


Time-line:


2012

Action Plan 4.3.4




identifying and developing the research infrastructure

and funding specifying:

• The definition of the research infrastructure

and funding needed and its corresponding


for the new innovative researches and inter-

disciplinary research that should be

spearheaded and the type of research projects

and research knowledge and skills that need

to be developed in the College and

Departments.

• Identify and develop the research

infrastructure and funding needed to support

new opportunities for collaborative research

and inter-disciplinary research particularly by

participation within the new and proposed

University Institutes and other University

research initiatives and that contribute to the



• Identify the strategic partners, the research

Action Initiatives

- 4.3.4 and 4.3.5

KPI:

Number of Task

forces established

by January 2010

College Research

Plan completion by

June 2010

Department

Research Plan

completion by

March 2010

% increase in

number of

scholarly

presentations by


in each unit.

% increase in

number of grant

proposals

submitted to

Target

100 % of Task

forces set up by

January 2010

College Research

Plan completed by

June 2010




needed to support the new research target,

opportunities and inter-disciplinary research

and drive.


research infrastructure and funding needed to

support the new research target, opportunities

and inter-disciplinary research and drive that


research that can be established within each



mechanisms of the research infrastructure

and funding needed to support for the new

research target, opportunities and inter-

disciplinary research and drive within and




from the research at the KSU-COA.

• Identify and develop of projects that support

the creation and development of the research


the new research target, opportunities and

drive within of the academic rigor of


in the KSU-COA and the value from the

research experience that the students and

academics will get from the research rigor of


Measurable metrics:


by January 2010



identifies the research infrastructure and funding

needed that enhances continuous improvements and



performance to be completed by June 2010

external sources.

% increase in

number of grants

awarded.

% increase research

awards


Goal 5.1

KSU – COA has a strong learning resources and facilities supporting its academic endeavors.



This goal is achieved by pursuing a space and facilities audit within the College of Arts and

identify improved facilities needs to create conducive work environment.


5.1.1 Examining current scheduling practices to maximize the efficiency of available

classrooms and faculty and formulate plans to more effectively utilize storage and office

space.

5.1.7 Converting over the next five years, department designated classrooms into "smart

classrooms," with internet connectivity, fixed consoles and appropriate multimedia

equipment.


• Vice Deans for Academic Affairs and Administration


Time-line:


Action Plan 5.1.1



identifying and developing and seeking and

examining ways and its corresponding key

performance indicators and benchmarks to

formulate, finalize, and implement a plan that

examines current scheduling practices and convert

classrooms into "smart classrooms," with internet

connectivity, fixed consoles and appropriate

multimedia equipment over the next five years and to

maximize the efficiency of available classrooms and

faculty and formulate plans to more effectively utilize

storage and office space that supports a conducive

environment for scholarships and research


• The definition the current spaces

management practices and its corresponding


and converting classrooms into "smart

classrooms," with internet connectivity, fixed

consoles and appropriate multimedia

equipment over the next five years and to

maximize the efficiency of available

classrooms and faculty and formulate plans

to more effectively utilize storage and office

space that supports a conducive environment

for scholarships and research advancement.


examining current space and facilities

management practices and converting

Action Initiatives

- 5.1.1 and 5.1.7

KPI:

Task force set up

by January 2010

Evaluate office

space as a

conducive work

environment with

adequate security

so that faculty,

staff, and/or


will find the KSU-

COA office space

to be an asset and

highly functional.

Work with the

administrative side

on a 5 years plan

managing the

teaching learning

resources and


requirements

% increase in

learning resources,

facilities and

funding to create a

Target

100 % of Task

force set up by

January 2010

By 2010, there is a

mapped out plan

of the teaching and

learning resources

and facilities for

the next 5 years



classrooms into "smart classrooms," with

internet connectivity, fixed consoles and

appropriate multimedia equipment over the

next five years and to maximize the

efficiency of available classrooms and

faculty and formulate plans to more

effectively utilize storage and office space

that supports a conducive environment for




student centric.


support systematic system of examining

current space and facilities management

practices and converting classrooms into

"smart classrooms," with internet


multimedia equipment over the next five

years and to maximize the efficiency of

available classrooms and faculty and

formulate plans to more effectively utilize

storage and office space that supports a

conducive environment for scholarships and





to support a systematic system of examining

current space and facilities management

practices and converting classrooms into

"smart classrooms," with internet


multimedia equipment over the next five

years and to maximize the efficiency of

available classrooms and faculty and

formulate plans to more effectively utilize

storage and office space that supports a

conducive environment for scholarships and







KSU-COA.



system of examining current space and

facilities management practices and

conducive teaching

and learning

environment

% increase in the

number of “smart

classroom”



converting classrooms into "smart








for scholarships and research advancement











systematic system of examining current

space and facilities management practices

and converting classrooms into "smart








for scholarships and research advancement






performance.

Measurable metrics:

Task force at College level set up by January 2010

College plan for examining current space and

facilities management practices and its


benchmarks and converting classrooms into "smart


consoles and appropriate multimedia equipment over

the next five years and to maximize the efficiency of

available classrooms and faculty and formulate plans

to more effectively utilize storage and office space









2010.

Goal 5.1





5.1.2 Acquiring new and improving existing space, equipment, teaching materials, technology

and supplies so that departments can provide outstanding and varied educational

opportunities for students and staff.

5.1.5 Acquiring more classrooms and faculty office space as university master plan allows.




Time-line:


Action Plan 5.1.2



acquiring new and improving existing space,

equipment, teaching materials, technology and

supplies and more classrooms and faculty office

space as university master plan allows so that

departments can provide outstanding and varied

educational opportunities for students and staff that

supports a conducive environment for scholarships

and research advancement by specifying:

• The definition of the acquisition of new and

improving existing space, equipment,

teaching materials, technology and supplies

and more classrooms and faculty office space

as university master plan allows so that

departments can provide outstanding and

varied educational opportunities for students

and staff that supports conducive


advancement.

Action Initiatives

- 5.1.2 and 5.1.5

KPI:

Task force set up

by January 2010

Evaluate office

space as a

conducive work

environment with

adequate security

so that faculty,

staff, and/or


will find the KSU-

COA office space

to be an asset and

highly functional.

Work with the

administrative side

on a 5 years plan

managing the

Target

100 % of Task

force set up by

January 2010

By 2010, there is a

mapped out plan

of the teaching and

learning resources

and facilities for

the next 5 years




acquiring new and improving existing space,

equipment, teaching materials, technology

and supplies and more classrooms and

faculty office space as university master plan

allows so that departments can provide

outstanding and varied educational

opportunities for students and staff that

supports a conducive environment for




student centric.


support systematic system of acquiring new

and improving existing space, equipment,






and staff that supports a conducive




organization that is student centric.


to support a systematic system of acquiring

new and improving existing space,

equipment, teaching materials, technology

and supplies and more classrooms and

faculty office space as university master plan

allows so that departments can provide

outstanding and varied educational

opportunities for students and staff that







student centric and drive that contribute to






system of acquiring new and improving

existing space, equipment, teaching

materials, technology and supplies and more

teaching learning

resources and


requirements

% increase in

learning resources,

facilities and

funding to create a

conducive teaching

and learning

environment

% increase in the

number of “smart

classroom”



classrooms and faculty office space as

university master plan allows so that





advancement that brings about scholarships

and research advancement and enhances







students will get from the studies at the KSU-

COA.


systematic system of acquiring new and

improving existing space, equipment,








advancement that brings about scholarships

and research advancement that enhances




performance.

Measurable metrics:


by January 2010

College plan for acquiring new and improving

existing space, equipment, teaching materials,

technology and supplies and more classrooms and

faculty office space as university master plan allows

so that departments can provide outstanding and

varied educational opportunities for students and staff









2010.

Goal 5.1





5.1.3 Facilitating the maintenance and repair of the College's existing physical resources

5.1.4 Updating the physical environment for faculty, staff, and administrators within the

college with regard to offices, classrooms, work spaces, equipment, and other resources

necessary for quality performance.

5.1.6 Renovating all existing academic and classroom space that does not meet appropriate

safety standards and environmental guidelines for ventilation and temperature regulation,

acoustics, lighting and cleanliness.


• Vice Deans for Academic Affairs


Time-line:

January 2010 – June 2010

Action Plan 5.1.3



facilitating the maintenance and repair, updating and

renovating the College's existing physical resources

and environment for faculty, staff, and administrators

within the college with regard to offices, classrooms,

work spaces, equipment, and other resources

necessary for quality performance and that that does

not meet appropriate safety standards and

environmental guidelines for ventilation and

temperature regulation, acoustics, lighting and

cleanliness that supports a conducive environment for


specifying:

• The definition of the facilitation of the

maintenance and repair, updating and

renovating the College's existing physical

resources and environment for faculty, staff,

and administrators within the college with

regard to offices, classrooms, work spaces,

equipment, and other resources necessary for

quality performance and that that does not

meet appropriate safety standards and

Action Initiatives

- 5.1.3, 5.1.4 and

5.1.6

KPI:

Task forces set up

by January 2010

Evaluate office

space as a

conducive work

environment with

adequate security

so that faculty,

staff, and/or


will find the KSU-

COA office space

to be an asset and

highly functional.

Work with the

administrative side

on a 5 years plan

managing the

teaching learning

Target

• 100 % of

Task forces

set up by Vice

Deans for

Academic

Affairs and

Higher

Studies and

Research

By 2010, there is a

mapped out plan

of the teaching and

learning resources

and facilities for

the next 5 years




temperature regulation, acoustics, lighting

and cleanliness


facilitating the maintenance and repair,

updating and renovating the College's

existing physical resources and environment

for faculty, staff, and administrators within

the college with regard to offices,

classrooms, work spaces, equipment, and

other resources necessary for quality

performance and that that does not meet

appropriate safety standards and



and cleanliness that enhances continuous




support systematic system of facilitating the















to support a systematic system of facilitating

the maintenance and repair, updating and












organization that is student centric and drive



resources and


requirements

% increase in

learning resources,

facilities and

funding to create a

conducive teaching

and learning

environment

% increase in the

number of “smart

classroom”






system of facilitating the maintenance and

repair, updating and renovating the College's

existing physical resources and environment

for faculty, staff, and administrators within

the college with regard to offices,

classrooms, work spaces, equipment, and

other resources necessary for quality

performance and that that does not meet

appropriate safety standards and



and cleanliness that brings about scholarships

and research advancement and enhances








COA.


systematic system of facilitating the















performance.

Measurable metrics:

Task forces at College level set up by Vice Deans for

Academic Affairs and Higher Studies and Research

College plan for facilitating the maintenance and

repair, updating and renovating the College's

existing physical resources and environment for



faculty, staff, and administrators within the college

with regard to offices, classrooms, work spaces,

equipment, and other resources necessary for quality

performance and that that does not meet appropriate

safety standards and environmental guidelines for

ventilation and temperature regulation, acoustics,

lighting and cleanliness that enhances continuous




KSU-COA to be completed by June 2010.


Goal 5.2

KSU – COA has an effective, efficient, and cohesive administrative set-up to support its

academic endeavors

This goal is achieved by developing a strong and service oriented administrative system to

support academic requirements.


5.2.1 Examining current administrative practices and procedures and seek means to improve

effectiveness in responding to the needs of the College constituency.

5.2.2 Developing a rapid response system for administrative support, regular learning resources

and equipment maintenance and repairs schedule.

5.2.3 Streamlining the processes and procedures by which educational supports and services

are responsive to educational needs of faculty and students.




Time-line:


Action Plan 5.2.1



examining current administrative practices and

procedures and its corresponding key performance

indicators and benchmarks and seek means to

improve and streamline the processes and procedures

by which educational supports and services are

responsive, and develop a rapid response system for

administrative support, regular learning resources and

equipment maintenance and repairs schedule to meet

Action Initiatives

- 5.2.1, 5.2.2 and

5.2.3

KPI:

Task force set up

by January 2010

A service support

administrative plan

by 2010 to respond

to the stakeholders

Target

100 % of Task

force set up by

January 2010

% decrease in the

number of service

complains and

service failures by

10 % annually



educational needs of faculty and students

effectiveness in responding to the needs of the KSU –

COA constituency and that supports a conducive



• The definition of the examination of current

administrative practices and procedures and


and benchmarks and seek means to improve

and streamline the processes and procedures

by which educational supports and services

are responsive, and develop a rapid response

system for administrative support, regular

learning resources and equipment

maintenance and repairs schedule to meet


effectiveness in responding to the needs of

the KSU – COA constituency and that


scholarships and research advancement.


examining current administrative practices

and procedures and seek means to improve

and streamline the processes and procedures

by which educational supports and services

are responsive, and develop a rapid response











student centric.


support systematic system of examining

current administrative practices and

procedures and seek means to improve and

streamline the processes and procedures by

which educational supports and services are

responsive, and develop a rapid response






needs and

requirements

A knowledge and

skills Development

plan in service

mindset and service

performance by

2010

Revamping the

existing business

process to be more

service oriented








student centric.


to support a systematic system of examining

current administrative practices and

procedures and seek means to improve and

streamline the processes and procedures by

which educational supports and services are


















system of examining current administrative

practices and procedures and seek means to

improve and streamline the processes and

procedures by which educational supports

and services are responsive, and develop a

rapid response system for administrative

support, regular learning resources and

equipment maintenance and repairs schedule

to meet educational needs of faculty and

students effectiveness in responding to the

needs of the KSU – COA constituency and















systematic system of examining current

administrative practices and procedures and

seek means to improve and streamline the

processes and procedures by which

educational supports and services are









scholarships and research advancement hat





Measurable metrics:


College and Department-level plans for examining

current administrative practices and procedures and


benchmarks and seek means to improve and

streamline the processes and procedures by which

educational supports and services are responsive,

and develop a rapid response system for

administrative support, regular learning resources and

equipment maintenance and repairs schedule to meet


effectiveness in responding to the needs of the KSU –

COA constituency and that supports a conducive


advancement that enhances continuous improvements






Goal 5.3



KSU – COA enhance the educational environment for student learning.

This goal is achieved by developing systems to enhance the academic success of students.


5.3.1 Creating a student-centered environment.

5.3.2 Supporting student organizations, student employment, and creating an environment

supportive of student involvement in research, and student oriented teaching and service

activities.

5.3.3 Providing cost-effective access to information technology for students, staff, and faculty.

5.3.4 Expanding the online availability and delivery of academic and administrative services.




Time-line:


Action Plan 5.3.1



creating a student-centered environment and its


benchmarks through providing and expanding cost-

effective online availability and delivery of academic

and administrative services access to information

technology for students, staff, and faculty and

supporting student organizations, student

employment, and creating an environment supportive

of student involvement in research, and student

oriented teaching and service activities



specifying:

• The definition of a student-centered

environment and its corresponding key

performance indicators and benchmarks

through providing and expanding cost-

effective online availability and delivery of

academic and administrative services access

to information technology for students, staff,

and faculty and supporting student

organizations, student employment, and

creating an environment supportive of

student involvement


creating a student-centered environment

through providing and expanding cost-

Action Initiatives

- 5.3.1, 5.3.2, 5.3.3

and 5.3.4

KPI:

Task force set up

by January 2010

A plan to support

the students

development is in

place by 2010

Target

100 % of Task

force set up by

January 2010

10 % increases in

performance

statistics annually



effective online availability and delivery of

academic and administrative services access

to information technology for students, staff,




student involvement in research, and student

oriented teaching and service activities that





student centric.


support systematic system of creating a

student-centered environment through

providing and expanding cost-effective

online availability and delivery of academic

and administrative services access to

information technology for students, staff,










student centric.


to support a systematic system of creating a

student-centered environment through

providing and expanding cost-effective

online availability and delivery of academic

and administrative services access to

information technology for students, staff,


















system of creating a student-centered

environment through providing and

expanding cost-effective online availability

and delivery of academic and administrative

services access to information technology for

students, staff, and faculty and supporting

student organizations, student employment,

and creating an environment supportive of








accreditation and drive within and outside of






systematic system of creating a student-

centered environment through providing and

expanding cost-effective online availability

and delivery of academic and administrative

services access to information technology for

students, staff, and faculty and supporting

student organizations, student employment,

and creating an environment supportive of









Measurable metrics:


College and Department-level plans for creating a

student-centered environment and its corresponding


through providing and expanding cost-effective

online availability and delivery of academic and

administrative services access to information



technology for students, staff, and faculty and

supporting student organizations, student

employment, and creating an environment supportive

of student involvement in research, and student

oriented teaching and service activities that supports

a conducive environment for scholarships and

research advancement that enhances continuous






Goal 6.1

KSU – COA will attract, recruit, retain, and support an outstanding and diverse faculty and staff.

This goal is achieved by developing a long-range recruitment and staffing plan that is supported

by the College and University administration.


6.1.1 Instituting a measured, farsighted plan that improves recruitment and retention strategies

of high quality new faculty necessary for first-class teaching and professional

development with due consideration to institutional growth and priorities.

6.1.4 Initiating programs to orient mentor and engage new full-time and adjunct faculty to the

educational goals of individual departments, the College, and the Institution.

6.1.5 Providing sufficient start-up funds to allow and engage excellent new faculty to realize

their full potential benefiting themselves as well as the College, the departments and the

Institution.




Time-line:

January2010 – June 2010

Action Plan 6.1.1



instituting a measured, farsighted plan that improves

recruitment and retention strategies of high quality

new faculty necessary for first-class teaching and

professional development with due consideration to

institutional growth and priorities by initiating

programs to orient, mentor and engage new full-time

and adjunct faculty to the educational goals and

Action Initiatives

- 6.1.1, 6.1.4 and

6.1.5

KPI:

Task force set up

by January2010

A College Human

Resource plan to

support the

Target

100 % of Task

force set up by

January2010

Increase by 10 %

annually of each of

the measures



providing sufficient start-up funds to allow and

engage excellent new faculty to realize their full

potential for scholarships and research advancement

by specifying:

• The definition of a measured, farsighted plan


indicators and benchmarks that improves

recruitment and retention strategies of high

quality new faculty necessary for first-class

teaching and professional development with

due consideration to institutional growth and

priorities by initiating programs to orient,

mentor and engage new full-time and adjunct

faculty to the educational goals and

providing sufficient start-up funds to allow

and engage excellent new faculty to realize

their full potential for scholarships and

research advancement.


instituting a measured, farsighted plan that

improves recruitment and retention strategies

of high quality new faculty necessary for

first-class teaching and professional

development with due consideration to

institutional growth and priorities by

initiating programs to orient, mentor and

engage new full-time and adjunct faculty to

the educational goals and providing sufficient

start-up funds to allow and engage excellent

new faculty to realize their full potential for




student centric.


support systematic system of instituting a

measured, farsighted plan that improves













personnel

development is in

place by 2010

% increase in the

number of outside

offers for our

faculty, and

proportion of

faculty with outside

offers who are

successfully

retained.

% increase in the

total number of

faculty in the

college that

commensurate with

increases in

enrollment

% increase in the

survey measures of

current and new


% decrease in the

level of faculty

turnover.

% increase in the

faculty

compensation

adequacy, as

measured in

comparison to

benchmarks.

% increase in the

faculty retention

rates (excluding

retirements and

terminations).





to support a systematic system of instituting a

measured, farsighted plan that improves

















KSU-COA.



system of instituting a measured, farsighted

plan that improves recruitment and retention

strategies of high quality new faculty

necessary for first-class teaching and

professional development with due

consideration to institutional growth and















COA.


systematic system of instituting a measured,

farsighted plan that improves recruitment and

retention strategies of high quality new

faculty necessary for first-class teaching and















performance.

Measurable metrics:

Task force at College level set up by January2010

College level plan that institutes a measured,

farsighted plan and its corresponding key


improves recruitment and retention strategies of high

quality new faculty necessary for first-class teaching

and professional development with due consideration

to institutional growth and priorities by initiating

programs to orient, mentor and engage new full-time

and adjunct faculty to the educational goals and

providing sufficient start-up funds to allow and

engage excellent new faculty to realize their full

potential for scholarships and research advancement




science education in the KSU – COA to be completed

by June 2010.

Goal 6.1

KSU – COA will attract, recruit, retain, and support an outstanding and diverse faculty and staff.

This goal is achieved by developing a long-range recruitment and staffing plan that is supported

by the College and University administration.


6.1.2 Determining the appropriate size for each Department based on benchmark institutions,

disciplinary research activities, and forecasted teaching needs to maintain a world class

college.

6.1.3 Identifying target areas consistent with the current state of the faculty professions, present

strengths, potential research funding opportunities, and potential for synergies and

development across the College and departments.






Time-line:

January2010– June 2010

Action Plan 6.1.2



identifying target areas consistent with the current

state of the faculty professions, present strengths,

potential research funding opportunities, and

potential for synergies and development across the

College and departments by determining the

appropriate size for each Department based on

benchmark institutions, disciplinary research

activities, and forecasted teaching needs to maintain a

world class college by specifying:

• The definition of target areas and its


and benchmarks consistent with the current

state of the faculty professions, present

strengths, and potential research funding

opportunities, and potential for synergies and

development across the College and

departments by determining the appropriate

size for each Department based on


activities, and forecasted teaching needs to

maintain a world class college.


identifying target areas consistent with the

current state of the faculty professions,

present strengths, potential research funding

opportunities, and potential for synergies and

development across the College and

departments by determining the appropriate

size for each Department based on


activities, and forecasted teaching needs to

maintain a world class college that enhances




support systematic system of identifying

target areas consistent with the current state

of the faculty professions, present strengths,


potential for synergies and development

Action Initiatives

- 6.1.2 and 6.1.3

KPI:

Task force set up

by January2010

A College Human

Resource plan to

support the

personnel

development is in

place by 2010

% increase in the

number of outside

offers for our

faculty, and

proportion of

faculty with outside

offers who are

successfully

retained.

% increase in the

total number of

faculty in the

college that

commensurate with

increases in

enrollment

% increase in the

survey measures of

current and new


% decrease in the

level of faculty

turnover.

% increase in the

faculty

compensation

adequacy, as

measured in

Target

100 % of Task

force set up by

January2010

Increase by 10 %

annually of each of

the measures



across the College and departments by

determining the appropriate size for each

Department based on benchmark institutions,

disciplinary research activities, and

forecasted teaching needs to maintain a world

class college that enhances continuous




to support a systematic system of identifying

target areas consistent with the current state

of the faculty professions, present strengths,


potential for synergies and development

across the College and departments by

determining the appropriate size for each

Department based on benchmark institutions,

disciplinary research activities, and

forecasted teaching needs to maintain a world

class college that enhances continuous








system of identifying target areas consistent

with the current state of the faculty

professions, present strengths, potential

research funding opportunities, and potential

for synergies and development across the


appropriate size for each Department based

on benchmark institutions, disciplinary

research activities, and forecasted teaching

needs to maintain a world class college that




accreditation and drive within and outside of






systematic system of identifying target areas

consistent with the current state of the faculty

professions, present strengths, potential

research funding opportunities, and potential

comparison to

benchmarks.

% increase in the

faculty retention

rates (excluding

retirements and

terminations).



for synergies and development across the


appropriate size for each Department based

on benchmark institutions, disciplinary

research activities, and forecasted teaching

needs to maintain a world class college that





Measurable metrics:


College level plan that identifies target areas and its


benchmarks consistent with the current state of the

faculty professions, present strengths, potential

research funding opportunities, and potential for

synergies and development across the College and

departments by determining the appropriate size for

each Department based on benchmark institutions,

disciplinary research activities, and forecasted

teaching needs to maintain a world class college that





June 2010.


Goal 6.2

KSU – COA will engage and enhance a committed and qualified faculty commensurate with

University growth and benchmarks.

This goal is achieved by developing long-range developmental plan that is supported by the

College and University administration.


6.2.1 Instituting a measured, farsighted plan for supporting, developing and retaining faculty

necessary for first-class teaching and professional development with due consideration to

institutional growth and priorities and to actual student/teaching faculty ratios,



6.2.5 Institutionalizing opportunities for faculty and staff to showcase their professional,

scholarly, and/or creative work.




Time-line:


Action Plan 6.2.1



instituting a measured, farsighted plan for supporting,

developing and retaining faculty necessary for first-

class teaching and professional development with due

consideration to institutional growth and priorities

that institutionalizes opportunities for faculty and

staff to showcase their professional, scholarly, and/or

creative works by specifying:

• The definition of a measured, farsighted plan


indicators and benchmarks for supporting,

developing and retaining faculty necessary

for first-class teaching and professional


institutional growth and priorities that

institutionalizes opportunities for faculty and

staff to showcase their professional,

scholarly, and/or creative works.


instituting a measured, farsighted plan for

supporting, developing and retaining faculty

necessary for first-class teaching and



priorities that institutionalizes opportunities

for faculty and staff to showcase their

professional, scholarly, and/or creative works



student centric.


support systematic system of instituting a

measured, farsighted plan for supporting,






Action Initiatives

- 6.2.1 and 6.2.5

KPI:

Task force set up

by January2010

A College Human

Resource plan to

support the

personnel

development is in

place by 2010

% increase in the

number of faculty

who are retained

% increase in the

survey measures of


% decrease in the

level of faculty

turnover.

% increase in the

faculty

compensation

adequacy, as

measured in

comparison to

benchmarks.

% increase in the

faculty retention

rates (excluding

retirements and

terminations).

% increase in the

participation of

faculty in the

Target

100 % of Task

force set up by

January2010

Increase by 10 %

annually of each of

the measures




scholarly, and/or creative works that



student centric.


to support a systematic system of instituting a

measured, farsighted plan for supporting,







scholarly, and/or creative works that









system of instituting a measured, farsighted

plan for supporting, developing and retaining

faculty necessary for first-class teaching and








student centric and drive within and outside






systematic system of instituting a measured,

farsighted plan for supporting, developing

and retaining faculty necessary for first-class









college and

department faculty

mentoring program.

% increase in

number of effective

professional

development

training

opportunities for

faculty

% increase in

number of faculty

who perform

according to their

performance

contract




Measurable metrics:


College level plan that institutes a measured,

farsighted plan and its corresponding key


supporting, developing and retaining faculty

necessary for first-class teaching and professional

development with due consideration to institutional

growth and priorities that institutionalizes

opportunities for faculty and staff to showcase their

professional, scholarly, and/or creative works that





June 2010.

Goal 6.2






6.2.2 Creating an environment that encourages and rewards excellence in providing high

quality academic, research and social services in a "stakeholder-friendly" manner to the

stakeholders.

6.2.3 Supporting research and scholarship efforts by expanding and diversifying faculty

development initiatives, including sabbatical leaves, pre-sabbatical leaves for junior

faculty, course load reductions, faculty exchange programs with other colleges and

universities, technical support staff, physical space for on-campus research, and

additional travel funds.

6.2.4 Identifying training needs resources and professional requirements of faculty and staff

and strengthens teaching development in pedagogical knowledge, skills, integrating new

teaching methodologies into the classroom and assessment efforts.

6.2.8 Enhancing funding and recognition of scholarship by examining practices of funding the

scholarship of faculty, staff, and students, and seek means to enhance and expand support

of internal programs.

6.2.9 Implementing a College-wide policy of 100% completion of annual performance

evaluations faculty.







Action Plan 6.2.2



creating an environment that encourages and rewards

excellence in providing high quality academic,

research and social services in a "stakeholder-

friendly" manner to the stakeholders by identifying

training needs, resources and professional

requirements needs that strengthen teaching

development in pedagogical knowledge, skills,

integrating new teaching methodologies into the

classroom and assessment efforts and implementing a

College-wide policy of 100% completion of annual

performance evaluations of faculty specifying:

• The definition of an environment that

encourages and rewards excellence plan and


and benchmarks for providing high quality

academic, research and social services in a

"stakeholder-friendly" manner to the

stakeholders by identifying training needs,

resources and professional requirements

needs that strengthen teaching development

in pedagogical knowledge, skills, integrating

new teaching methodologies into the

classroom and assessment efforts and

implementing a College-wide policy of 100%

completion of annual performance

evaluations of faculty.


creating an environment that encourages and

rewards excellence in providing high quality











evaluations of faculty that enhances


Action Initiatives

- 6.2.2, 6.2.3, 6.2.4,

6.2.8 and 6.2.9

KPI:

Task force set up

by January2010

A College Human

Resource plan to

support the

personnel

development is in

place by 2010

% increase in the

number of faculty

who are retained

% increase in the

survey measures of


% decrease in the

level of faculty

turnover.

% increase in the

faculty

compensation

adequacy, as

measured in

comparison to

benchmarks.

% increase in the

faculty retention

rates (excluding

retirements and

terminations).

% increase in the

participation of

faculty in the

college and

department faculty

mentoring program.

Target

100 % of Task

force set up by

January2010

Increase by 10 %

annually of each of

the measures





support systematic system of creating an

environment that encourages and rewards

excellence in providing high quality















to support a systematic system of creating an

environment that encourages and rewards

excellence in providing high quality











evaluations of faculty and drive that






system of creating an environment that

encourages and rewards excellence in

providing high quality academic, research

and social services in a "stakeholder-

friendly" manner to the stakeholders by

identifying training needs, resources and

professional requirements needs that

strengthen teaching development in

pedagogical knowledge, skills, integrating




% increase in

number of effective

professional

development

training

opportunities for

faculty

% increase in

number of faculty

who perform

according to their

performance

requirements




evaluations of faculty performance that









systematic system of creating an environment

that encourages and rewards excellence in

providing high quality academic, research

and social services in a "stakeholder-

friendly" manner to the stakeholders by

identifying training needs, resources and

professional requirements needs that

strengthen teaching development in

pedagogical knowledge, skills, integrating









performance.

Measurable metrics:


College level plan that creates an environment that

encourages and rewards excellence in providing high

quality academic, research and social services in a

"stakeholder-friendly" manner to the stakeholders by

identifying training needs, resources and professional

requirements needs that strengthen teaching

development in pedagogical knowledge, skills,

integrating new teaching methodologies into the

classroom and assessment efforts and implementing a

College-wide policy of 100% completion of annual

performance evaluations of faculty that enhances





June 2010.



Goal 6.2






6.2.6 Developing a process for annual external compensation review for faculty, so as to both

evaluate equity and benchmark to comparable institutions.

6.2.7 Developing processes for annual non-departmental review of faculty compensation,

resources (such as space and start-up packages) and obligations (such as teaching and

service loads), so as to promote equity within departments.




Time-line:


Action Plan 6.2.4



developing processes for annual external

compensation review for faculty and for annual non-

departmental review of faculty compensation,

resources (such as space and start-up packages) and

obligations (such as teaching and service loads), so as

to both evaluate and promote equity within

departments and benchmark to comparable

institutions by specifying:

• The definition of annual external

compensation review for faculty and for

annual non-departmental review of faculty

compensation, resources (such as space and

start-up packages) and obligations (such as

teaching and service loads), so as to both

evaluate and promote equity within


institutions and its corresponding key

performance indicators and benchmarks.


developing processes for annual external

compensation review for faculty and for




Action Initiatives

- 6.2.6 and 6.2.7

KPI:

Task force set up

by January2010

A College Human

Resource plan to

support the

personnel

development is in

place by 2010

% increase in the

number of faculty

who are retained

% increase in the

survey measures of


% decrease in the

level of faculty

turnover.

% increase in the

faculty

compensation

adequacy, as

Target

100 % of Task

force set up by

January2010

Increase by 10 %

annually of each of

the measures



teaching and service loads),, so as to both



institutions.


support systematic system of developing

processes for annual external compensation

review for faculty and for annual non-

departmental review of faculty






institutions that enhances continuous




to support a systematic system of developing

processes for annual external compensation

review for faculty and for annual non-

departmental review of faculty






institutions that contribute to innovative and



KSU-COA.



system of developing processes for annual

external compensation review for faculty and

for annual non-departmental review of

faculty compensation, resources (such as

space and start-up packages) and obligations

(such as teaching and service loads), so as to

both evaluate and promote equity within


institutions that enhances continuous







COA.


measured in

comparison to

benchmarks.

% increase in the

faculty retention

rates (excluding

retirements and

terminations).

% increase in the

participation of

faculty in the

college and

department faculty

mentoring program.

% increase in

number of effective

professional

development

training

opportunities for

faculty

% increase in

number of faculty

who perform

according to their

performance

contract



systematic system of developing processes

for annual external compensation review for

faculty and for annual non-departmental

review of faculty compensation, resources

(such as space and start-up packages) and

obligations (such as teaching and service

loads), so as to both evaluate and promote

equity within departments and benchmark to

comparable institutions that enhances




performance.

Measurable metrics:


College level plan that develops processes for annual

external compensation review for faculty and for


compensation, resources (such as space and start-up

packages) and obligations (such as teaching and

service loads), so as to both evaluate and promote

equity within departments and benchmark to

comparable institutions that enhances continuous






Goal 6.3

KSU - COA will maintain the highest standards of quality in the hiring and promotion of

administrative and support staff.

This goal is achieved by developing a long-range staffing and developmental plan for the

administrative and support staffs that is supported by the College and University administration.


6.3.1 Implementing best practices for recruitment and retention of a high quality student-

centered service and support and administrative staff.

6.3.3 Reviewing staffing needs across the College and departments and determine where

additional hires are needed.




• Vice Deans for Administration


Time-line:


Action Plan 6.3.1



reviewing staffing needs across the College and

departments and determine where additional hires are

needed and implementing best practices for

recruitment and retention of a high quality student-

centered service and support and administrative staff

by specifying:

• The definition of staffing needs across the

College and departments and its


and benchmarks for determining where

additional hires are needed and implementing

best practices for recruitment and retention of

a high quality student-centered service and

support and administrative staff.


reviewing staffing needs across the College

and departments and determine where

additional hires are needed and implementing

best practices for recruitment and retention of

a high quality student-centered service and

support and administrative staff that



student centric.


support systematic system of reviewing

staffing needs across the College and

departments and determine where additional

hires are needed and implementing best

practices for recruitment and retention of a

high quality student-centered service and




student centric.


to support a systematic system of reviewing

staffing needs across the College and

departments and determine where additional

hires are needed and implementing best

Action Initiatives

- 6.3.1 and 6.3.3

KPI:

Task force set up

by January2010

A College Human

Resource plan to

support the

personnel

development is in

place by 2010

% increase in the

survey measures of

staff satisfaction

% decrease in the

level of staff

turnover.

% increase in the

staff compensation

adequacy, as

measured in

comparison to

benchmarks.

% increase staff

retention rates

(excluding

retirements and

terminations).

% increase in the

number of qualified

and competent staff

as needed by

departments to

support their

missions and

programs.

% increase in

number of effective

Target

100 % of Task

force set up by

January2010

Increase by 10 %

annually of each of

the measures



practices for recruitment and retention of a

high quality student-centered service and










system of reviewing staffing needs across the

College and departments and determine

where additional hires are needed and

implementing best practices for recruitment

and retention of a high quality student-

centered service and support and

administrative staff that enhances continuous







COA.


systematic system of reviewing staffing

needs across the College and departments

and determine where additional hires are

needed and implementing best practices for

recruitment and retention of a high quality

student-centered service and support and

administrative staff that enhances continuous




performance.

Measurable metrics:



performance indicators and benchmarks that reviews

staffing needs across the College and departments

and determine where additional hires are needed and

implementing best practices for recruitment and

retention of a high quality student-centered service

and support and administrative staff that enhances


professional

development

training

opportunities for

staff

% increase in

number of staff

who perform

according to their

performance

contract






June 2010.

Goal 6.3






6.3.2 Creating an environment that encourages and rewards excellence in providing services in

a "customer-friendly" manner to faculty, students and staff.

6.3.7 Delivering a compensation program that rewards excellence and is competitive with

internal and external labor markets.

6.3.9 Implementing a College-wide policy of 100% completion of annual performance

evaluations.




Time-line:


Action Plan 6.3.2



creating an environment that encourages and delivers

a compensation program that rewards excellence in

providing services in a "customer-friendly" manner to

faculty, students and staff and is competitive with

internal and external labor markets and implementing

a College-wide policy of 100% completion of annual

performance evaluations by specifying:

• The definition of an environment that

encourages and delivers a compensation

program that rewards excellence in providing

services in a "customer-friendly" manner to

faculty, students and staff and is competitive

with internal and external labor markets and


and benchmarks.


creating an environment that encourages and

delivers a compensation program that

Action Initiatives

- 6.3.2, 6.3.7 and

6.3.9

KPI:

Task force set up

by January2010

A College Human

Resource plan to

support the

personnel

development is in

place by 2010

% increase in the

survey measures of

staff satisfaction

% decrease in the

level of staff

turnover.

Target

100 % of Task

force set up by

January2010

Increase by 10 %

annually of each of

the measures



rewards excellence in providing services in a

"customer-friendly" manner to faculty,

students and staff and is competitive with

internal and external labor markets and



evaluations that enhances continuous




support systematic system of creating an

environment that encourages and delivers a

compensation program that rewards

excellence in providing services in a










to support a systematic system of creating an

environment that encourages and delivers a

compensation program that rewards

excellence in providing services in a














system of creating an environment that

encourages and delivers a compensation









% increase in the

staff compensation

adequacy, as

measured in

comparison to

benchmarks.

% increase staff

retention rates

(excluding

retirements and

terminations).

% increase in the

number of qualified

and competent staff

as needed by

departments to

support their

missions and

programs.

% increase in

number of effective

professional

development

training

opportunities for

staff

% increase in

number of staff

who perform

according to their

performance

requirements








COA.


systematic system of creating an environment

that encourages and delivers a compensation











performance.

Measurable metrics:



performance indicators and benchmarks that creates

an environment that encourages and delivers a

compensation program that rewards excellence in

providing services in a "customer-friendly" manner to

faculty, students and staff and is competitive with

internal and external labor markets and implementing

a College-wide policy of 100% completion of annual

performance evaluations that enhances continuous





Goal 6.3






6.3.5 Developing in-house training sessions to ensure that staffs deliver excellence in business



processes and minimize risks associated with national rules and regulations.

6.3.6 Improving training procedures and resources for department assistants and other staff

members and implementing a staff mentorship program, and facilitate staff interaction to

improve morale and unity.




Time-line:


Action Plan 6.3.3



developing in-house training sessions and improving

training procedures and resources for department

assistants and other staff members and implementing

a staff mentorship program, and facilitate staff

interaction to improve morale and unity to ensure that

staffs deliver excellence in business processes and

minimize risks associated with national rules and

regulations by specifying:

• The definition of in-house training sessions

and improving training procedures and

resources and its corresponding key


department assistants and other staff

members and implementing a staff

mentorship program, and facilitate staff

interaction to improve morale and unity to

ensure that staffs deliver excellence in

business processes and minimize risks

associated with national rules and

regulations.


developing in-house training sessions and

improving training procedures and resources

for department assistants and other staff






associated with national rules and regulations



student centric.


support systematic system of developing in-

Action Initiatives

- 6.3.5 and 6.3.6

KPI:

Task force set up

by January2010

A College Human

Resource plan to

support the

personnel

development is in

place by 2010

% increase in the

survey measures of

staff satisfaction

% decrease in the

level of staff

turnover.

% increase in the

staff compensation

adequacy, as

measured in

comparison to

benchmarks.

% increase staff

retention rates

(excluding

retirements and

terminations).

% increase in the

number of qualified

and competent staff

as needed by

departments to

support their

Target

100 % of Task

force set up by

January2010

Increase by 10 %

annually of each of

the measures



house training sessions and improving

training procedures and resources for










student centric.



in-house training sessions and improving

training procedures and resources for
















system of developing in-house training

sessions and improving training procedures

and resources for department assistants and

other staff members and implementing a staff














systematic system of developing in-house

training sessions and improving training

missions and

programs.

% increase in

number of effective

professional

development

training

opportunities for

staff

% increase in

number of staff

who perform

according to their

performance

contract



procedures and resources for department

assistants and other staff members and

implementing a staff mentorship program,

and facilitate staff interaction to improve

morale and unity to ensure that staffs deliver

excellence in business processes and

minimize risks associated with national rules

and regulations that enhances continuous




performance.

Measurable metrics:



performance indicators and benchmarks of

developing in-house training sessions and improving

training procedures and resources for department

assistants and other staff members and implementing

a staff mentorship program, and facilitate staff

interaction to improve morale and unity to ensure that

staffs deliver excellence in business processes and

minimize risks associated with national rules and

regulations that enhances continuous improvements





Goal 6.3






6.3.4 Improving and increasing communication between the University and the College in

regard to procedures and issues that have direct impact on College staff.

6.3.8 Encouraging supervisors to develop mentoring relationships and to promote continuing

education for their staff.



Time-line:





Action Plan 6.3.4



encouraging supervisors to develop mentoring

relationships and to promote continuing education for

their staff and improving and increasing

communication between the University and the

College in regard to procedures and issues that have

direct impact on College staff by specifying:

• The definition of mentoring relationships and

to promote continuing education for their

staff and improving and increasing

communication between the University and

the College in regard to procedures and

issues and its corresponding key performance

indicators and benchmarks that have direct

impact on College staff.


encouraging supervisors to develop

mentoring relationships and to promote

continuing education for their staff and

improving and increasing communication

between the University and the College in

regard to procedures and issues that have

direct impact on College staff that enhances




support systematic system of encouraging

supervisors to develop mentoring

relationships and to promote continuing

education for their staff and improving and

increasing communication between the

University and the College in regard to

procedures and issues that have direct impact

on College staff that enhances continuous




to support a systematic system of

encouraging supervisors to develop






Action Initiatives

- 6.3.4 and 6.3.8

KPI:

Task force set up

by January2010

A College Human

Resource plan to

support the

personnel

development is in

place by 2010

% increase in the

survey measures of

staff satisfaction

% decrease in the

level of staff

turnover.

% increase in the

staff compensation

adequacy, as

measured in

comparison to

benchmarks.

% increase staff

retention rates

(excluding

retirements and

terminations).

% increase in the

number of qualified

and competent staff

as needed by

departments to

support their

missions and

programs.

% increase in

number of effective

professional

development

training

Target

100 % of Task

force set up by

January2010

Increase by 10 %

annually of each of

the measures









KSU-COA.



system of encouraging supervisors to develop









and drive within and outside of the academic



that the students will get from the studies at

the KSU-COA.


systematic system of encouraging

supervisors to develop mentoring

relationships and to promote continuing

education for their staff and improving and

increasing communication between the

University and the College in regard to

procedures and issues that have direct impact

on College staff that enhances continuous




performance.

Measurable metrics:



performance indicators and benchmarks

of encouraging supervisors to develop mentoring

relationships and to promote continuing education for

their staff and improving and increasing

communication between the University and the

College in regard to procedures and issues that have



opportunities for

staff

% increase in

number of staff

who perform

according to their

performance

contract






June 2010.


Goal 6.4

KSU – COA will recognize and celebrate her faculty and staff successes and achievements and

make them known to others.

This goal is achieved by recognizing the success and achievements of the faculty and staff.


6.4.1 Seeking new ways to recognize faculty achievement,, recognition of teaching and

advising excellence

6.4.2 Seeking new ways to recognize staffs achievement,, recognition of service excellence

6.4.3 Organizing informal and formal events that showcase and share faculty, staff, and student

intellectual activities and achievements

6.4.4 Encouraging departments, programs, and units to seek opportunities for social and

intellectual interaction.


• Vice Deans and administration


Time-line:


Action Plan 6.4.1



seeking new ways to recognize faculty and staffs

achievement, recognition of teaching and service

excellence and advising excellence, encouraging

departments, programs, and units to seek

opportunities for social and intellectual interaction

through organizing informal and formal events that

showcase and share faculty, staff, and student

intellectual activities and achievements by

specifying:

• The definition of recognizing faculty and

staffs achievement, recognition of teaching

and service excellence and advising

excellence and its corresponding key


encouraging departments, programs, and

Action Initiatives

- 6.4.1 and 6.4.3

KPI:

Task force set up

by January2010

% increase in the

number of new

ways and events

and level of

participation

% increase in the

number of

recognition

activities

% increase in the

number and/or

Target

100 % of Task

force set up by

January2010

Increase by 10 %

annually of each of

the measures



units to seek opportunities for social and

intellectual interaction through organizing

informal and formal events that showcase

and share faculty, staff, and student

intellectual activities and achievements.


seeking new ways to recognize faculty and

staffs achievement, recognition of teaching

and service excellence and advising

excellence, encouraging departments,

programs, and units to seek opportunities for

social and intellectual interaction through

organizing informal and formal events that


intellectual activities and achievements that



student centric.


support systematic system of seeking new

ways to recognize faculty and staffs

achievement, recognition of teaching and

service excellence and advising excellence,









student centric.


to support a systematic system of seeking

new ways to recognize faculty and staffs

achievement, recognition of teaching and

service excellence and advising excellence,














quality of faculty

and staff

achievements and

awards.

% increase in

number of effective

professional

development

training

opportunities for

staff

% increase in

number of staff

who perform

according to their

performance

contract




system of seeking new ways to recognize

faculty and staffs achievement, recognition of

teaching and service excellence and advising

excellence, encouraging departments,

programs, and units to seek opportunities for

social and intellectual interaction through

organizing informal and formal events that











systematic system of seeking new ways to

recognize faculty and staffs achievement,

recognition of teaching and service

excellence and advising excellence,











Measurable metrics:



performance indicators and benchmarks that seeks

new ways to recognize faculty and staffs

achievement, recognition of teaching and service

excellence and advising excellence, encouraging

departments, programs, and units to seek

opportunities for social and intellectual interaction

through organizing informal and formal events that


intellectual activities and achievements that enhances







June 2010.


Goal 7.1

KSU – COA advances the College's efforts to administer, organize, and govern itself effectively

and in an environment of the highest ethical, civil, accountable and transparent tolerance.

This goal is achieved by an efficient and effective governance and administrative system.


7.1.1 Working with the key strategic officers of the College to enhance the collegial

governance system of the College.

7.1.2 Meeting of key personnel to seek perspective on the manner and effectiveness with which

the College is meeting the needs of its employees, and to seek their advice on improving

administrative processes.


• Dean and all Vice Deans


Time-line:


Action Plan 7.1.1



working with the key strategic officers of the College

to seek perspective on the manner and effectiveness

with which the College is meeting the needs of its

employees, and to seek their advice on improving

administrative processes and to enhance the collegial

governance system of the College by specifying:

• The definition of collegial governance

system of the College and its corresponding


for working with the key strategic officers of

the College to seek perspective on the

manner and effectiveness with which the

College is meeting the needs of its

employees, and to seek their advice on

improving administrative processes and to

enhance the collegial governance system of

the College.


working with the key strategic officers of the

College to seek perspective on the manner

Action Initiatives

- 7.1.1 and 7.1.2

KPI:

A governance

structure and

policies that defines

the roles and

responsibly and

polices that

identifies

accountability and

transparency of the

management,

faculty and staff

Target

Governance

structure and

policies are in

place by 2010



and effectiveness with which the College is

meeting the needs of its employees, and to

seek their advice on improving

administrative processes and to enhance the

collegial governance system of the College



student centric.


support systematic system of working with

the key strategic officers of the College to

seek perspective on the manner and

effectiveness with which the College is







student centric.


to support a systematic system of working

with the key strategic officers of the College

to seek perspective on the manner and

effectiveness with which the College is













system of working with the key strategic

officers of the College to seek perspective on

the manner and effectiveness with which the

College is meeting the needs of its

employees, and to seek their advice on



the College that enhances continuous









COA.


systematic system of working with the key

strategic officers of the College to seek

perspective on the manner and effectiveness

with which the College is meeting the needs

of its employees, and to seek their advice on



the College that enhances continuous




performance.

Measurable metrics:



performance indicators and benchmarks that works

with the key strategic officers of the College to seek

perspective on the manner and effectiveness with

which the College is meeting the needs of its

employees, and to seek their advice on improving

administrative processes and to enhance the collegial

governance system of the College that enhances





June 2010.


Goal 7.2

KSU – COA has an efficient set of business practices and administrative service support systems.

This goal is achieved by a business process plan that services and supports the faculty and staff in

delivering the highest level of service performance.


7.2.1 Identifying and assessing the most critical administrative processes and develop formal

procedures for the improvement of these processes for good governance and

administration.



7.2.2 Developing a planned approach to the service and support infrastructure management for

academic and stakeholders’ activities service support.

7.2.3 Collaborating with the central administration to ensure the most effective deployment and

use of centrally provided learning resources, facilities and administrative systems.

7.2.4 Investing in college specific system in areas where there is the greatest potential for

enhanced information to facilitate improved decision-making.




Time-line:


Action Plan 7.2.1



developing a planned approach by identifying and

assessing the most critical administrative processes

and develop formal procedures for the improvement

of these processes to the most effective deployment

and use of centrally provided learning resources,

facilities and administrative systems service for good

governance and administration and investing in

college specific system in areas where there is the

greatest potential for enhanced information to

facilitate improved decision-making to support

infrastructure management for academic and

stakeholders’ activities service by specifying:

• The definition of a planned approach by

identifying and assessing the most critical

administrative processes and develop formal

procedures for the improvement of these

processes to the most effective deployment

and use of centrally provided learning

resources, facilities and administrative

systems service for good governance and

administration and investing in college

specific system in areas where there is the


facilitate improved decision-making to

support infrastructure management for

academic and stakeholders’ activities service


indicators and benchmarks.


developing a planned approach by




Action Initiatives

- 7.2.1, 7.2.2, 7.2.3

and 7.2.4

KPI:

Key processes that

serve and support

the faculty are

identified by 2010

% decrease in the

level of service

complaints and

service failures

% increase in the

number of business

processes that

performs well

% increase in the

number of best


and implemented

% increase in the


the learning

resources and

facilities that are

centrally provided

% increase in the


the learning

resources and

facilities that are

college specific

provided

Target

Increase by 10 %

annually of each of

the measures















student centric.


support systematic system of developing a

planned approach by identifying and

assessing the most critical administrative

processes and develop formal procedures for

the improvement of these processes to the

most effective deployment and use of

centrally provided learning resources,

facilities and administrative systems service

for good governance and administration and

investing in college specific system in areas

where there is the greatest potential for

enhanced information to facilitate improved

decision-making to support infrastructure

management for academic and stakeholders’

activities service that enhances continuous





a planned approach by identifying and

assessing the most critical administrative

processes and develop formal procedures for

the improvement of these processes to the

most effective deployment and use of

centrally provided learning resources,

facilities and administrative systems service

for good governance and administration and

investing in college specific system in areas

where there is the greatest potential for

enhanced information to facilitate improved













system of developing a planned approach by






















systematic system of developing a planned

approach by identifying and assessing the

most critical administrative processes and

develop formal procedures for the

improvement of these processes to the most

effective deployment and use of centrally

provided learning resources, facilities and

administrative systems service for good

governance and administration and investing

in college specific system in areas where

there is the greatest potential for enhanced

information to facilitate improved decision-

making to support infrastructure management

for academic and stakeholders’ activities

service that enhances continuous




performance.

Measurable metrics:





performance indicators and benchmarks that develops

a planned approach by identifying and assessing the

most critical administrative processes and develop

formal procedures for the improvement of these

processes to the most effective deployment and use

of centrally provided learning resources, facilities and

administrative systems service for good governance

and administration and investing in college specific

system in areas where there is the greatest potential

for enhanced information to facilitate improved








Goal 7.2

KSU – COA has an efficient set of business practices and administrative service support systems.

This goal is achieved by a business process plan that services and supports the faculty and staff in

delivering the highest level of service performance.


7.2.5 Developing ongoing assessment of best practices for core administrative processes such

as student and faculty services, facilities enhancement and procurement services, and

human and research development related services.

7.2.6 Evaluating the academic administrative support services such as course management,

interdisciplinary program support, and secretarial services.




Time-line:


Action Plan 7.2.2



developing ongoing assessment of best practices for

core administrative processes such as student and

faculty services, facilities enhancement and

procurement services, and human and research

development related services and evaluating the

academic administrative support services such as

Action Initiatives

- 7.2.5 and 7.2.6

KPI:

Key processes that

serve and support

the faculty are

identified by 2010

% decrease in the

Target

Increase by 10 %

annually of each of

the measures



course management, interdisciplinary program

support, and secretarial services by specifying:

• The definition of ongoing assessment of best

practices for core administrative processes


indicators and benchmarks for core

administrative processes such as student and


procurement services, and human and

research development related services and

evaluating the academic administrative

support services such as course management,

interdisciplinary program support, and

secretarial services.



developing ongoing assessment of best

practices for core administrative processes

such as student and faculty services, facilities

enhancement and procurement services, and

human and research development related

services and evaluating the academic

administrative support services such as

course management, interdisciplinary

program support, and secretarial services that



student centric.


support systematic system of developing

ongoing assessment of best practices for core








secretarial services that enhances continuous











level of service

complaints and

service failures

% increase in the

number of business

processes that

performs well

% increase in the

number of best


and implemented

% increase in the


the learning

resources and

facilities that are

centrally provided

% increase in the


the learning

resources and

facilities that are

college specific

provided













system of developing ongoing assessment of

best practices for core administrative

processes such as student and faculty

services, facilities enhancement and













COA.


systematic system of developing ongoing

assessment of best practices for core












performance.

Measurable metrics:







administrative processes such as student and faculty

services, facilities enhancement and procurement

services, and human and research development

related services and evaluating the academic

administrative support services such as course

management, interdisciplinary program support, and







Goal 8.1

KSU – COA will enhance her image and reputation as perceived by the communities and

stakeholders.

This goal is achieved by an accurate, current image of the College.


8.1.1 Identifying and expressing the KSU – COA identity clearly and consistently through

various media, including print materials and websites.

8.1.4 Making others aware of the distinction and achievements of the KSU – COA faculty,

students, and alumni by reinforcing the College's leading position in the humanities and

social sciences.

8.1.5 Establishing a distinct identity for KSU - COA that promotes a sense of community

among its faculty, staff and students and instills in them a sense of pride in their





• All Faculty and Staff

Time-line:


Action Plan 8.1.1



developing a planned approach by establishing and

identifying a distinct identity for KSU - COA that

promotes a sense of community among its faculty,

staff and students and instills in them a sense of pride

in their humanities and social science education and

expressing the KSU – COA identity clearly and

consistently through various media, including print

materials and websites by making others aware of the

Action Initiatives

- 8.1.1, 8.1.4 and

8.1.5

KPI:

The KSU – COA

image is defined by

2010

% increase in the

activities and

projects projecting

Target

Increase by 10 %

annually of each of

the measures



distinction and achievements of the KSU – COA

faculty, students, and alumni by reinforcing the

College's leading position in the humanities and

social sciences by specifying:


identifying a distinct identity for KSU - COA

that promotes a sense of community among

its faculty, staff and students and instills in

them a sense of pride in their humanities and

social science education and its


and benchmarks and expressing the KSU –

COA identity clearly and consistently

through various media, including print

materials and websites by making others

aware of the distinction and achievements of

the KSU – COA faculty, students, and

alumni by reinforcing the College's leading

position in the humanities and social

sciences.



establishing and identifying a distinct identity

for KSU - COA that promotes a sense of

community among its faculty, staff and

students and instills in them a sense of pride

in their humanities and social science

education and expressing the KSU – COA

identity clearly and consistently through

various media, including print materials and

websites by making others aware of the

distinction and achievements of the KSU –

COA faculty, students, and alumni by

reinforcing the College's leading position in

the humanities and social sciences that



student centric.



planned approach by establishing and





social science education and expressing the

KSU – COA identity clearly and

consistently through various media, including

print materials and websites by making

the college image

to the stakeholders

% increase in the


community

activities and

projects that the

college has

completed that

benefitted the

community and the

stakeholders

% increase in the

satisfaction survey

of the stakeholders

of the college

image

% increase in the

open line of

communications

between the college

and the

stakeholders

% increase in the



projects that

communicates the

image of the

college

% increase in the

top of mind recall

of the college as

compared with

benchmark colleges



others aware of the distinction and

achievements of the KSU – COA faculty,

students, and alumni by reinforcing the

College's leading position in the humanities

and social sciences that enhances continuous





a planned approach by establishing and





social science education and expressing the

KSU – COA identity clearly and

consistently through various media, including

print materials and websites by making

others aware of the distinction and

achievements of the KSU – COA faculty,

students, and alumni by reinforcing the

College's leading position in the humanities

and social sciences that enhances continuous









establishing and identifying a distinct identity

for KSU - COA that promotes a sense of

community among its faculty, staff and

students and instills in them a sense of pride

in their humanities and social science

education and expressing the KSU – COA

identity clearly and consistently through

various media, including print materials and

websites by making others aware of the

distinction and achievements of the KSU –

COA faculty, students, and alumni by

reinforcing the College's leading position in

the humanities and social sciences that












approach by establishing and identifying a

distinct identity for KSU - COA that

promotes a sense of community among its

faculty, staff and students and instills in them

a sense of pride in their humanities and social

science education and expressing the KSU –

COA identity clearly and consistently

through various media, including print

materials and websites by making others

aware of the distinction and achievements of

the KSU – COA faculty, students, and

alumni by reinforcing the College's leading

position in the humanities and social

sciences that enhances continuous




performance.

Measurable metrics:




a planned approach by establishing and identifying a

distinct identity for KSU - COA that promotes a

sense of community among its faculty, staff and

students and instills in them a sense of pride in their

humanities and social science education and

expressing the KSU – COA identity clearly and

consistently through various media, including print

materials and websites by making others aware of the

distinction and achievements of the KSU – COA

faculty, students, and alumni by reinforcing the

College's leading position in the humanities and

social sciences that enhances continuous





Goal 8.1


stakeholders.





8.1.2 Increasing the visibility of KSU – COA through promotion of scholarship, creative

production, and public presentations by members of the KSU – COA community, and by

inviting prominent intellectuals, scholars, researchers, and public figures to campus in

various capacities.

8.1.3 Cultivating lines of communication with civic and government entities in order to take

best advantage of synergies between the college and the community and to its various

internal and external constituencies its contributions to the advancement of society,

including the quality and value of the humanities and social sciences education that it

provides to its students.


• Dean and Vice Deans



Time-line:


Action Plan 8.1.2



developing a planned approach by increasing the

visibility of KSU – COA through cultivating lines of

communication with civic and government entities in

order to take best advantage of synergies between

the college and the community and to its various

internal and external constituencies, promotion of

scholarship, creative production, and public

presentations, inviting prominent intellectuals,

scholars, researchers, and public figures to campus in

various capacities and its contributions to the

advancement of society, including the quality and

value of the humanities and social sciences

education that it provides to its students by

specifying:


identifying lines of communication with civic

and government entities in order to take best

advantage of synergies between the college

and the community and to its various internal

and external constituencies and its


and benchmarks and promotion of


presentations, inviting prominent

Action Initiatives

- 8.1.2 and 8.1.3

KPI:

The KSU – COA

image is defined by

2010

% increase in the

activities and

projects projecting

the college image

to the stakeholders

% increase in the


community

activities and

projects that the

college has

completed that

benefitted the

community and the

stakeholders

% increase in the

satisfaction survey

of the stakeholders

of the college

Target

Increase by 10 %

annually of each of

the measures



intellectuals, scholars, researchers, and public

figures to campus in various capacities and

its contributions to the advancement of

society, including the quality and value of the

humanities and social sciences education

that it provides to its students.


developing a planned approach by increasing

the visibility of KSU – COA through

cultivating lines of communication with civic

and government entities in order to take best



and external constituencies, promotion of








that it provides to its students that enhances





planned approach by increasing the visibility

of KSU – COA through cultivating lines of

communication with civic and government

entities in order to take best advantage of

synergies between the college and the

community and to its various internal and

external constituencies, promotion of













a planned approach by increasing the

visibility of KSU – COA through cultivating

lines of communication with civic and

government entities in order to take best


image

% increase in the

open line of

communications

between the college

and the

stakeholders

% increase in the



projects that

communicates the

image of the

college

% increase in the

top of mind recall

of the college as

compared with

benchmark colleges




and external constituencies, promotion of














KSU-COA.




increasing the visibility of KSU – COA

through cultivating lines of communication

with civic and government entities in order to

take best advantage of synergies between the

college and the community and to its various

internal and external constituencies,

promotion of scholarship, creative

production, and public presentations, inviting

prominent intellectuals, scholars, researchers,

and public figures to campus in various

capacities and its contributions to the

advancement of society, including the quality

and value of the humanities and social

sciences education that it provides to its

students that enhances continuous







COA.



approach by increasing the visibility of KSU

– COA through cultivating lines of

communication with civic and government

entities in order to take best advantage of

synergies between the college and the

community and to its various internal and

external constituencies, promotion of














performance.

Measurable metrics:




a planned approach by increasing the visibility of

KSU – COA through cultivating lines of

communication with civic and government entities in

order to take best advantage of synergies between

the college and the community and to its various

internal and external constituencies, promotion of


presentations, inviting prominent intellectuals,

scholars, researchers, and public figures to campus in

various capacities and its contributions to the

advancement of society, including the quality and

value of the humanities and social sciences

education that it provides to its students that enhances





June 2012.

Goal 8.1


stakeholders.



8.1.6 Encouraging alumni support by communicating KSU – COA news to them on a regular

basis and by fostering pride in the quality and impact of the School's academic programs.



8.1.7 Encouraging the KSU – COA faculty, staff and students to participate and engage in

community service.

8.1.8 Enriching the campus social and cultural environment for the benefit of faculty, staff,

students, and the broader communities of which we are a part.

8.1.9 Developing support from the community, specifically alumni, corporations, and

community leaders, that reflect both financial donations and active involvement.





Time-line:


Action Plan 8.1.3



developing a planned approach by developing and

encouraging support from the community,

specifically alumni, corporations, and community

leaders, that reflect both financial donations and

active involvement through communicating KSU –

COA news to them on a regular basis and by

fostering pride in the quality and impact of the

School's academic programs, encouraging the KSU –

COA faculty, staff and students to participate and

engage in community service and enriching the

campus social and cultural environment for the

benefit of faculty, staff, students, and the broader

communities of which KSU - COA is a part by

specifying:


identifying support from the community,

specifically alumni, corporations, and

community leaders and its corresponding key


reflect both financial donations and active

involvement through communicating KSU –


fostering pride in the quality and impact of

the School's academic programs, encouraging

the KSU – COA faculty, staff and students to

participate and engage in community service

and enriching the campus social and cultural

environment for the benefit of faculty, staff,

students, and the broader communities of

which KSU - COA is a part.



Action Initiatives

- 8.1.6, 8.1.7, 8.1.8

and 8.1.9

KPI:

The KSU – COA

image is defined by

2010

% increase in the

activities and

projects projecting

the college image

to the stakeholders

% increase in the


community

activities and

projects that the

college has

completed that

benefitted the

community and the

stakeholders

% increase in the

satisfaction survey

of the stakeholders

of the college

image

% increase in the

open line of

communications

between the college

and the

Target

Increase by 10 %

annually of each of

the measures



developing and encouraging support from the

community, specifically alumni,

corporations, and community leaders, that











which KSU - COA is a part that enhances




support systematic system of developing and



community leaders, that reflect both financial

donations and active involvement through

communicating KSU – COA news to them

on a regular basis and by fostering pride in

the quality and impact of the School's

academic programs, encouraging the KSU –

COA faculty, staff and students to participate

and engage in community service and

enriching the campus social and cultural








a planned approach by developing and



community leaders, that reflect both financial

donations and active involvement through










stakeholders

% increase in the



projects that

communicates the

image of the

college

% increase in the

top of mind recall

of the college as

compared with

benchmark colleges









KSU-COA.




developing and encouraging support from the

community, specifically alumni,

corporations, and community leaders, that


















the KSU-COA.



approach by developing and encouraging

support from the community, specifically

alumni, corporations, and community

leaders, that reflect both financial donations

and active involvement through
















performance.

Measurable metrics:




and encouraging support from the community,

specifically alumni, corporations, and community

leaders, that reflect both financial donations and

active involvement through communicating KSU –


fostering pride in the quality and impact of the

School's academic programs, encouraging the KSU –

COA faculty, staff and students to participate and

engage in community service and enriching the

campus social and cultural environment for the

benefit of faculty, staff, students, and the broader

communities of which KSU - COA is a part s that





June 2012.


Goal 8.2

KSU – COA has a strong internal and external identity amongst students, faculty, and staff, the

immediate communities and societal stakeholders.

This goal is achieved by developing a KSU – COA identity and culture unique to KSU – COA.


8.2.1 Strengthening and expanding identity enhancing activities that shows KSU – COA as a

social leader as per its mission.

8.2.2 Identifying speakers from within the faculty able and willing to address the outside

community as requested.

8.2.3 Encouraging speakers from the outside community to address faculty and students when

appropriate through the establishing of a KSU – COA Speakers Series.

8.2.4 Developing a KSU – COA brand (for example, a logo and/or slogan) that identifies itself.



Time-line:






Action Plan 8.2.1



developing a planned approach by developing a KSU

– COA brand (for example, a logo and/or slogan) that

identifies itself as a social leader as per its mission

through strengthening and expanding identity

enhancing activities like identifying speakers from

within the faculty able and willing to address the

outside community as requested and encouraging

speakers from the outside community to address

faculty and students when appropriate through the

establishing of a KSU – COA Speakers Series by

specifying:

• The definition of a KSU – COA brand (for

example, a logo and/or slogan) that identifies

itself as a social leader as per its mission and


and benchmarks through strengthening and

expanding identity enhancing activities like

identifying speakers from within the faculty

able and willing to address the outside

community as requested and encouraging

speakers from the outside community to

address faculty and students when

appropriate through the establishing of a

KSU – COA Speakers Series.



developing a KSU – COA brand (for


itself as a social leader as per its mission


enhancing activities like identifying speakers

from within the faculty able and willing to

address the outside community as requested

and encouraging speakers from the outside

community to address faculty and students

when appropriate through the establishing of

a KSU – COA Speakers Series that enhances





Action Initiatives

- 8.2.1, 8.2.2, 8.2.3

and 8.2.4

KPI:

The KSU – COA

brand is defined by

2010

% increase in the

social, and cultural

activities and

projects that

enhances the

college as a leader

in its immediate

community

% increase in

recognition of the

college brand

Target

Increase by 10 %

annually of each of

the measures



KSU – COA brand (for example, a logo

and/or slogan) that identifies itself as a social

leader as per its mission through

strengthening and expanding identity












a planned approach by developing a KSU –

COA brand (for example, a logo and/or

slogan) that identifies itself as a social leader

as per its mission through strengthening and

expanding identity enhancing activities like

identifying speakers from within the faculty

able and willing to address the outside

community as requested and encouraging

speakers from the outside community to

address faculty and students when

appropriate through the establishing of a

KSU – COA Speakers Series that enhances






KSU-COA.




developing a KSU – COA brand (for


itself as a social leader as per its mission

















the KSU-COA.



approach by developing a KSU – COA brand

(for example, a logo and/or slogan) that

identifies itself as a social leader as per its

mission through strengthening and expanding

identity enhancing activities like identifying

speakers from within the faculty able and

willing to address the outside community as

requested and encouraging speakers from the

outside community to address faculty and

students when appropriate through the

establishing of a KSU – COA Speakers

Series that enhances continuous




performance.

Measurable metrics:




a KSU – COA brand (for example, a logo and/or

slogan) that identifies itself as a social leader as per

its mission through strengthening and expanding

identity enhancing activities like identifying speakers

from within the faculty able and willing to address

the outside community as requested and encouraging

speakers from the outside community to address

faculty and students when appropriate through the

establishing of a KSU – COA Speakers Series that





June 2010.


Goal 8.3



KSU – COA has outreach and community service by faculty, staff, and students as appropriate to

the mission of the college, departments, and programs.

This goal is achieved by developing a proactive plan of actions for outreach activities and

community services.


8.3.1 Developing a website that is easily accessible and responsive to the needs of the College,

a College newsletter to disseminate news with the accomplishments of College faculty,

and other marketing publications to the communities that the college serves.

8.3.3 Committing College resources to enhancing the intellectual and cultural life of the

university and the community relevant to the communities the College serves, ranging

from national and international professional associations to student and community

organizations which can benefit from the professional expertise of the faculty.

8.3.5 Developing curriculum and collaboration with community-based agencies, expanding

and fostering opportunities for faculty and students to engage in community-based

academic and research, learning and service.





Time-line:


Action Plan 8.3.1



developing a planned approach by committing

College resources to enhancing the intellectual and

cultural life of the university and the community

relevant to the communities the College serves,

ranging from national and international professional

associations to student and community organizations

which can benefit from the professional expertise of

the faculty through developing curriculum and



students to engage in community-based academic and

research, learning and service and developing a

website that is easily accessible and responsive to the

needs of the College, a College newsletter to

disseminate news with the accomplishments of

College faculty, and other marketing publications to

the communities that the college serves by

specifying:

• The definition of College resources to

enhancing the intellectual and cultural life of

Action Initiatives

- 8.3.1, 8.3.3 and

8.3.5

KPI:

% increase in

number of

departments with

community

outreach programs

% increase in

numbers of faculty

and projects

involved in

community

partnerships.

% increase in

numbers of faculty

and projects

involved in

government

partnerships.

Target

Increase by 10 %

annually of each of

the measures



the university and the community relevant to

the communities the College serves and its


and benchmarks through developing

curriculum and collaboration with

community-based agencies, expanding and

fostering opportunities for faculty and

students to engage in community-based

academic and research, learning and service

and developing a website that is easily

accessible and responsive to the needs of the

College, a College newsletter to disseminate

news with the accomplishments of College

faculty, and other marketing publications to

the communities that the college serves.



committing College resources to enhancing

the intellectual and cultural life of the


communities the College serves, ranging

from national and international professional

associations to student and community


professional expertise of the faculty through

developing curriculum and collaboration

with community-based agencies, expanding

and fostering opportunities for faculty and








the communities that the college serves that



student centric.


support systematic system of committing

College resources to enhancing the

intellectual and cultural life of the university

and the community relevant to the







% increase in

numbers of faculty

and projects

involved in

business and

industry

partnerships.

% increase in

numbers of faculty

and projects

involved in

partnerships with

other

Educational


or abroad.















student centric.



a planned approach by committing College

resources to enhancing the intellectual and

cultural life of the university and the

community relevant to the communities the

College serves, ranging from national and

international professional associations to

student and community organizations which

can benefit from the professional expertise of

the faculty through developing curriculum

and collaboration with community-based

agencies, expanding and fostering

opportunities for faculty and students to

engage in community-based academic and

research, learning and service and developing

a website that is easily accessible and

responsive to the needs of the College, a

College newsletter to disseminate news with

the accomplishments of College faculty, and

other marketing publications to the

communities that the college serves that










committing College resources to enhancing

the intellectual and cultural life of the





























approach by committing College resources to

enhancing the intellectual and cultural life of

the university and the community relevant to

the communities the College serves, ranging




















Measurable metrics: Task force at College level set up by January 2010




performance indicators and benchmarks that commits

College resources to enhancing the intellectual and

cultural life of the university and the community

relevant to the communities the College serves,

ranging from national and international professional

associations to student and community organizations

which can benefit from the professional expertise of

the faculty through developing curriculum and



students to engage in community-based academic and

research, learning and service and developing a

website that is easily accessible and responsive to the

needs of the College, a College newsletter to

disseminate news with the accomplishments of

College faculty, and other marketing publications to

the communities that the college serves that enhances





June 2012.

Goal 8.3

KSU – COA has outreach and community service by faculty, staff, and students as appropriate to

the mission of the college, departments, and programs.

This goal is achieved by developing a proactive plan of actions for outreach activities and

community services.


8.3.2 Fostering collaboration and access with community organizations to enhance study and to

promote student awareness of community based organizations.

8.3.4 Encouraging and supporting departmental, program, and unit efforts to engage alumni

and interact with members of the community to fulfill the vision.

8.3.6 Establishing new and consolidating existing international partnerships and exchanges.





Time-line:


Action Plan 8.3.2



establishing, fostering encouraging and supporting

Action Initiatives

- 8.3.2, 8.3.4 and

8.3.6

KPI:

Target

Increase by 10 %

annually of each of

the measures



new and consolidating existing international

partnerships and exchanges, collaboration and access

with community organizations to enhance study and

to promote student awareness of community based

organizations and efforts to engage alumni and

interact with members of the community to fulfill the

vision by specifying:

• The definition of establishing, fostering

encouraging and supporting new and

consolidating existing international

partnerships and exchanges, collaboration

and access with community organizations


indicators and benchmarks to enhance study

and to promote student awareness of

community based organizations and efforts to

engage alumni and interact with members of

the community to fulfill the vision.



establishing, fostering encouraging and

supporting new and consolidating existing

international partnerships and exchanges,

collaboration and access with community

organizations to enhance study and to

promote student awareness of community

based organizations and efforts to engage

alumni and interact with members of the

community to fulfill the vision that enhances




support systematic system of establishing,

fostering encouraging and supporting new

and consolidating existing international


and access with community organizations to

enhance study and to promote student

awareness of community based organizations

and efforts to engage alumni and interact

with members of the community to fulfill the

vision that enhances continuous




to support a systematic system of

establishing, fostering encouraging and

supporting new and consolidating existing

international partnerships and exchanges,

% increase in

number of

departments with

community

outreach programs

% increase in

numbers of faculty

and projects

involved in

community

partnerships.

% increase in

numbers of faculty

and projects

involved in

government

partnerships.

% increase in

numbers of faculty

and projects

involved in

business and

industry

partnerships.

% increase in

numbers of faculty

and projects

involved in

partnerships with

other

Educational


or abroad.



collaboration and access with community

organizations to enhance study and to

promote student awareness of community

based organizations and efforts to engage

alumni and interact with members of the

community to fulfill the vision that enhances






KSU-COA.



system of establishing, fostering encouraging

and supporting new and consolidating

existing international partnerships and

exchanges, collaboration and access with

community organizations to enhance study

and to promote student awareness of

community based organizations and efforts to

engage alumni and interact with members of

the community to fulfill the vision that










approach by establishing, fostering

encouraging and supporting new and

consolidating existing international


and access with community organizations to

enhance study and to promote student

awareness of community based organizations

and efforts to engage alumni and interact

with members of the community to fulfill the

vision that enhances continuous




performance.

Measurable metrics:






establish, foster, encourage and support new and

consolidating existing international partnerships and

exchanges, collaboration and access with community

organizations to enhance study and to promote

student awareness of community based organizations

and efforts to engage alumni and interact with

members of the community to fulfill the vision that





June 2012.

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