Effat University, Cinematic Arts Department Strategic Plan 2022-2027

School of Cinematic Arts

I. School of Cinematic Arts' Chair's Message

The Bachelor of Science in Cinematic Arts (B.Sc. CA) is privileged to stand as the first and only university degree in the higher education landscape of Saudi Arabia that graduates qualified professionals to satisfy the market needs for this flourishing industry.

Our new strategic plan builds on our legacy as a preeminent program in Saudi Arabia and the entire Gulf Region to sustain its achieved academic excellence by providing high-quality education in media and filmmaking through offering an up-to-date curriculum, in response to the digital transformations and the rapidly changing media and cinematic arts’ field, and to contribute to writing the history of filmmaking in Saudi Arabia and the Gulf.

Our pioneer SCA program shall continue to rigorously contribute to the output of national and international media and the film industry through faculty, students, and alumni participation in the local and international film festivals.

Moving forward, we aspire to create a natural production environment where professionals and students from different media backgrounds can come together to work and produce high-quality media projects to reflect/reflecting the culture, the heritage, the eco-social transformations in the modern Kingdom of Saudi Arabia and the world.

II. Department Vision, Mission, and Goals

Mission

The School of Cinematic Arts (SCA) program educates and inspires unique individuals to transform the future entertainment industry locally and globally by interweaving Effat University Core Values into innovative research and creative practices

Vision

To lead the Saudi Cinematic Arts education and excel globally.

Goals

Goal 1: Enhance the Bachelor of Science in Cinematic Arts Program’s national and international recognition by strengthening its presence through the active contribution to the output of national and international media and film industry in correspondence with the program vision and mission to help attain its strategic plan goals while keeping track of their achievement progress.

Goal 2: Provide an ethical work environment that is conducive to transparency, pro and seek and obtain national and international accreditation and ranking.

Goal 3: Sustain academic excellence by providing high quality education in media and filmmaking that balances between theory and practice and encourage students to be creative and innovative while keeping to their ethics and values.

Goal 4: Attract and retain students who will graduate as highly skilled professionals in the fields of

production, screenwriting, animation and interactive media as future entrepreneurs and agents of change.

Goal 5: Attract and retain highly qualified professional faculty in the areas of media and film –making and provide faculty and students with state-of–the-art learning resources to ensure having a successful teaching, learning and research environment.

Goal 6: Provide faculty and students with state-of–the-art classrooms, labs and other facilities and equipment to ensure having a successful teaching, learning and research environment.

Goal 7: Develop a vibrant research community in the field of the cinematic arts that correspond to current needs and help create innovative ideas in line with the Saudi Vision 2030.

Goal 8: Foster the culture of service at the Cinematic Art Program by collaborating with national and international partners to expand the community impacts through different modes of learning and training.

III. Summary of Market Scan Findings

• IPSOS conducted an in-depth market research on the KSA Education market in December 2021 with the following objectives to develop a sound strategic plan for Effat University (EU):

1. Macroeconomic and Employment Landscape – Economic profile of KSA and its key industries, current and future demand of programs of KSA

2. POV – Employers – Interviewing potential employers within institutions in the target segment to understand the expectations from candidates and programs

3. POV – Students & Parents – Understanding the perceptions and attitudes of the current students and potential students and their parents, towards universities and programs

• To achieve the objective, IPSOS conducted a comprehensive desk research, quantitative survey with 875+ stakeholders (employers (50), current students (154), potential students (61) and parents (112) of the potential students), backed up by qualitative research for deeper insights.

• Here are the key findings from the research for the School of Cinematic Arts (Bachelor of Science in Cinematic Arts including animation and direction & production tracks).

Macroeconomic and Employment Landscape

• While oil remains the major export product for Saudi Arabia, its dominance of the total export share for the country has declined over the past few years as shown in the graph below:

• 80% of the population is employed by private companies while 20% are in government services.

• 56% of the employed population is at the bachelor’s or equivalent level.

• Human Capital Development Program (HCDP) has set a goal to raise the percentage of higher education graduates in employment within six months of graduation from 4.5% in 2019 to 20% in 2025.

• It is worth to mention that this graph lacks information about the growing entertainment sector in Saudi Arabia which cinematic art department including animation, direction and production tracks can support.

• It is worth mentioning that travel and tourism are currently accounting for 9% of GDP and is expected to grow at an accelerated rate thanks to $65 Billion earmarked for investment into the sector with remarkable government focus on that sector. The tourism growth will be also associated with growth in entertainment sector as an accompanying sector, and thus securing more job opportunities for cinematic arts graduates.

• On the overall, and according to the following chart, it is evident that media and entertainment have 100% positive outlook reflecting the confidence of having come out the pandemic and on the path to recovery. This clearly indicates the needs for SCA graduates.

Employers’ Point of View

This module captures the willingness and likelihood of employers in KSA to hire graduates of Effat University. The findings were as follows:

• Despite a decline in overall population share, female share of total workforce has increased from 11% in 1990 to 16% in 2020.

• The chart below indicates the number of employees by sector, 2021:

• Driven by Saudization, employers across sectors noted that entry level hiring is likely to grow more than 5% in the next 3 to 5 years. 6 -10% of the employees are at entry level/fresh graduates. Saudization is expected to bring about 7.6%-12.5% growth in recruiting entry level/fresh graduate candidates.

• 70% of the employers surveyed also stated when it comes to recruiting candidates for entry level jobs, the University the candidate graduated from is the most important parameter.

• The key parameters used by employers to evaluate a university are the ‘Reputation’ of the university, its ‘Partnership with International Universities’, ‘Regional Ranking’ & ‘Past Experience’ with the students from the same university. Below is the snapshot of the universities considered as most reputed among employers:

% of the employers indicated the university name as most reputed (Unaided resoponses)

• Other programs/subjects suggested by employers that are likely to be in demand in the coming years are as follows:

% of the employers indicated the university name as most reputed (Unaided resoponses)

• Effat University’s reputation stands tall amongst the private universities, with 56% of the employers considering EU as one of the most reputed universities.

• Majority of the employers state that they consider the candidates are technically sound, with very good communication skills, in addition to holding a recognized internationally accredited degree.

• 100% of the employers in Jeddah and Makkah are aware of Effat University, followed by 60% in Riyadh, while the awareness is lower in other regions of KSA.

• 70% of the employers that are aware of EU are inclined to recruit candidates from EU in the coming years.

• EU is currently ranked as 61 – 70 in QS Arab Regional Ranking 2022, moved up from 101 – 110 ranking in 2019, tracing an upward trajectory.

• EU has established strong partnerships with 15 global universities. In Effat College of Architecture and Design, Cinematic Art has partnership with Tische University, New York, Bournemouth University, and Middle Tennesse State University.

• The table below depicts the key skills preferred by the employers in order to hire candidates:

% of the employers indicated the university name as most reputed (Unaided resoponses)

• While the employers (~10) that are likely to recruit from Effat in the coming years are content with the positive reputation of the university, technical skills of the students, positive relationship with EU, etc., they have suggested that the candidates from EU would have a scope to work on their confidence level and interpersonal/presentation skills.

• 75% of the employers would like to receive direct communication from EU about their updated curriculum to the industry needs and newsletters about their students’ achievements which will increase their likelihood of hiring from the university.

• Graduates from SCA show great technical knowledge, communication skills, interpersonal skills, problem-solving skills, and practical exposure, which are amongst the most important characteristics employers are looking for.

• The Cinematic Arts program requires the completion of 240 hrs of internships. 62% of employers consider this an important skill in new employees.

• It is worth noting that students’ enrollment in the Ambassador Program and their participation in campus-wide activities and clubs, in addition to volunteering in events give them the practical exposure 70% of employers are looking for and the extra-curricular activities 56% of employers are looking for.

communication 76%

Hospitality Management 70%

Bio-Medical Engineering 70%

Public Relations 62%

Mechanical Engineering 56%

• It is clear from the graph that 58% of employers suggest that media and communication will be in demand which indicated the high future market need for Cinematic Arts graduates.

• As for the employers’ propensity to hire candidates by different programs offered by Effat University, as indicated in the chart below, there is high demand for Bachelor of Science in Cinematic Arts; driven by regional and global trends.

Existing Offerings of Effat University

Program Specializations

BSc Architecture

BSc Design

Interior design

Product design

BSc Cinematics Arts Animation

Film production and direction

MSc Urban Design

Demand likely to be in the following sectors

Arch / Interior Design Construction Product Design in Engineering & Manufacturing

Media Houses NEOM Publishing / Research (Animation)

Existing Offerings of Effat University

Program / Specialization

English Language Training & Test Preparation

Professional certificates and Diplomas (e.g.Accounting, Finance, Marketing, Risk Management, etc.)

Short Courses (e.g. PMP, Six Sigma, Soft Skills, etc.)

Specialized Programs (e.g. Robot Design, Computer Applications, Graphic Design, Interior Design, Automotive Design, Photograpyh, etc.)

Verbatimsy

“These programs are designed for working professionals for working professionals for further career development and these programs are affordable”

“With Saudization being implemented, these programs would be critical to enhance the knowledge of the existing and new employees across sectors”

“Not aware that Effat is offering these programs”

“Why aren’t these programs offered online?”

“Online programs would help the corporates to suggest and encourage their employees to do these programs”

Employers didn’t have opinion on a few programs like General Education Program (GEP)

It is worth to refer to the high demand for the short course in photography offered by SCA.

Students’ & Parents’ Point of View

• A student’s journey to choosing a university is described as follows:

Current Student

• Location, preferred subjects and reputation are the key parameters for evaluating among the universities.

• Even though the EU placement test (English & Math) are considered as moderately difficult, overall admission process at EU was seen as smooth.

• Before deciding on EU, current students planned on visiting the university’s official website, seek advice from their families and visiting the university’s campus as shown in the table below:

learn about the offerings

• According to current students, offering scholarships, the availability of preferred programs and the quality of education are the reasons behind choosing EU as shown in the table below:

• According to current students, Cinematic Arts represent streams of choice for higher or further education, as shown below.

• Internet and social media are the types of media most viewed by high school student. Instagram, Twitter and Facebook are the social media platforms accessed regularly as shown in the charts below:

Out

access Internet / Social media

7%

Potential PG Students

• Top reasons behind considering Effat University by postgraduate students are having affordable fees, quality of education and the alumni network. When comparing the results with the overall universities, affordable fee, alumni network, international affiliations, and the faculty’s profile are reasons that are significantly higher as shown in the table below:

• After considering the overall experience as a student at EU, 6 in 10 students are satisfied with the institution. This is depicted by the table below:

• After considering the overall experience as a student at EU, 6 in 10 students are satisfied with the institution. This is depicted by the table below:

• Internet and social media as well as the television are the types of media most viewed by potential postgraduates. Instagram and Twitter are the social media platforms accessed regularly as depicted in the charts below:

Internet / Social media 99%

TV 58%

Radio 14%

Magazines 14% Newspapers 2%

Instagram

86%

IV. Strategic Plan Strategic Area 1: Mission, Vision, and Strategic Planning

Objective 1: Implement CA Strategic Plan

Initiative 2022-2027

2022 2023 2024 2025 2026

V. Strategic Area 2: Governance, Leadership & Management

Objective 1: Revise Organizational Structure

2022-2027

Implement SCA Annual Operational Plan

Actions by Initiatives

Implement Annual Operational Plan

• Formulate and set the 5-year strategic plan.

• Develop and implement the annual operational plan.

KPIs Responsibility

Percentage of achieved indicators of the programs operational plan objectives (KPI-P-01; KPI-PG-1)

LEAD: DEPT. CHAIR

OTHERS: FACULTY

Initiative

Restructure SCA units

Update leadership roles

Review and revise reporting lines

Evaluate SCA leadership performance

• Assess and report on the achievement of the annual operational plan for all units every Fall and Spring semester.

• Provide recommendation and improve the operational plan of the following year.

Objective 2: Appraise CA Mission Objective and Success

Initiative 2022-2027

KPIs Responsibility 2022 2023 2024 2025 2026

Actions by Initiatives

Restructure CA Units

2022 2023 2024 2025 2026

KPIs Responsibility

Percentage of operational steps completed.

Percentage of alignment between the tasks assigned to the updated leadership role description.

Percentage operational steps completed.

Percentage of performance achieved by leaderships.

LEAD: DEAN

OTHERS: DEPT CHAIR

LEAD: DEPT CHAIR

OTHERS: FACULTY

LEAD: DEAN

OTHERS: DEPT CHAIR

LEAD: DEPT CHAIR

OTHERS: FACULTY

• Review the current SCA organizational structure and number of institutional units by benchmarking with other universities of similar size and age to recommend updates at all levels.

• Monitor the effectiveness of the SCA structure based on a set of criteria and make updates if needed.

• Conduct an interim comprehensive review of organizational changes and make updates as necessary.

Evaluate the Achievement of the CA and Program Mission Statements

Actions by Initiatives

Evaluate the Achievement of CA Mission Statement

Overall achievement of Mission Matrix consisting of select indicators that best represent mission components

• Identify the relevant KPIs that best represent the Mission components.

• Evaluate and report on the related KPIs and assess the overall achievement of the Mission

• Provide recommendation and improvement plans where necessary.

LEAD: DEPT CHAIR

OTHERS: FACULTY

• Conduct a comprehensive review of the department SCA structure by the end of the planning period in preparation for the next 5-year strategic plan.

Update Leadership Roles

• Evaluate leadership roles and responsibilities by revising and updating the specific descriptions of these roles of leaders at different levels (Department Chairs, Directors and Managers).

• Set specific authorities, responsibilities, and tasks for each leadership role based on the ECoAD Charter and the Ministry bylaws.

• Review the leadership succession plan regularly.

• Ensure the effective and efficient distribution of the responsibilities of academic and administrative leaders in order to achieve harmony among the different units.

• Monitor and evaluate the adherence of leaders to the description of their leadership roles and tasks annually and be ready to adjust the description based on work needs.

• Review the leadership roles and their tasks by the end of the third year of the strategic plan and make changes as needed.

• Conduct a comprehensive review of leadership roles by the end of 2026-2027 in preparation for the next 5-year strategic plan

Review and Revise Reporting Lines

• Revise department SCA reporting system and reporting lines to ensure a clear and smooth flow of information from bottomup and top-down among academic and administrative units in order to achieve cooperative teamwork environment.

• Update efficient reporting templates used for producing semester reports for all academic and administrative units for Falls and Springs.

• Agree on the reporting lines and templates with all units.

• Pilot the reporting system in Fall and Spring 2022-2023 to make adjustments as needed for use in subsequent semesters.

• Conduct an interim review of the reporting system by the third year of the strategic plan and adjust the reporting system and reporting lines as necessary.

• Conduct a comprehensive review of the reporting system and reporting templates in preparation for the next 5-year strategic plan.

Evaluate Leadership Performance

• Assess how far SCA leaders have managed to achieve their units’ annual objectives and help them set their new objectives for the subsequent year for their units as part of oversight and accountability of SCA governance system.

• Conduct an interim review by revising the tools for leadership assessment and make changes as needed.

• Conduct a final comprehensive review of leadership assessment tools in preparation for the following 5-year strategic plan.

Objective 2: Restructure CA Responsibilities

Initiative 2022-2027

Establish new CA strategic roles

Develop role descriptions

Evaluate the performance of individuals carrying the new strategic roles

Actions by Initiatives

KPIs Responsibility 2022 2023 2024 2025 2026

Percentage operational steps completed. LEAD: DEPT CHAIR OTHERS: FACULTY

Percentage of role descriptions developed. LEAD: DEPT CHAIR OTHERS: FACULTY

Percentage of performance achieved by the individuals. LEAD: DEPT CHAIR OTHERS: FACULTY

Actions by Initiatives

Review and Evaluate SCA Committees

• Evaluate the efficiency of current standing committees based on a set criterion and recommend improvements and updates of their mandate, structure and/or function as necessary.

• Monitor the initiatives and projects carried out by all committees and give a final report on their performance in Spring each year.

• Conduct a comprehensive review of the standing committees to give final assessment of their work and recommend changes for the subsequent 5-year strategic plan accordingly.

Review and Evaluate SCA Committees

• Evaluate the efficiency of current SCA committees based on a set criterion and recommend improvements and updates of their mandate, structure and/or function as necessary.

• Monitor the initiatives and projects carried out by all SCA committees and give a final report on their performance in Spring each year.

• Conduct a comprehensive review of current SCA committees to give final assessment of their work and recommend changes for the subsequent 5-year strategic plan accordingly

Objective 4: Attain and Maintain Program Recognition

Initiative

Obtain and maintain national program accreditation

Establish New CA Strategic Roles & Develop Role Descriptions

• Update the institutional strategic roles at the level of SCA and specify their authorities, responsibilities, and tasks taking into consideration that they have both academic and technical skills to achieve effective governance.

• Update the Governance Manual to include the updated strategic roles at the levels of SCA and their job descriptions/ authorities, responsibilities, and tasks.

• Evaluate the Governance Manual that includes the administrative and organizational flowcharts and job authorities, responsibilities and tasks by the end of the third year of the strategic plan to make changes as necessary.

• Conduct a comprehensive review of strategic roles at SCA levels and their descriptions to make organizational changes by the end of the planning period in preparation for the next 5-year strategic plan.

Evaluate the performance of individuals carrying the new strategic roles:

• Evaluate individuals carrying out new strategic roles based on an agreed criteria (e.g. competence and skills) for evaluation every Spring.

• Give recommendations for improvement to the concerned individuals to improve their performance for implementation in the following year.

Objective 3: Streamline Committee Structures

Obtain and maintain international program accreditation

Attain and maintain subject ranking

2022-2027

2022 2023 2024 2025 2026

KPIs Responsibility

KPI-I-02 Proportion of accredited programs.

KPI-I-02 Proportion of accredited programs.

Number of programs achieving subject ranking.

LEAD: DEPT CHAIR

OTHERS: FACULTY

LEAD: DEAN

OTHERS: DEPT CHAIR

LEAD: DEPT CHAIR

OTHERS: FACULTY S

Conduct benchmarking data analysis annually

Actions by Initiatives

Obtain and Maintain National Program Accreditation

• Number of benchmarking agreements achieved and activated.

• Number of programs conducting benchmarking annually in the APR (SAQR).

• Review, and revise, as necessary, the current approach to international accreditation.

LEAD: DEPT CHAIR

OTHERS: FACULTY

• Set a schedule for supporting the university in achieving international accreditation from NECHE over the 5-year planning period.

• Set a schedule for monitoring and supporting the programs in acquiring international accreditations over the 5-year planning period.

• Set a plan for applying for other professional accreditations for all applicable programs across SCA.

• Conduct an interim review of the effectiveness of QA oversight processes in steering international accreditations and recommend improvements and changes as necessary.

• Conduct a final review of the effectiveness of QA oversight of international accreditations by the end of the planning period and recommend improvements for the next 5-year strategic plan.

Obtain and Maintain International Program Accreditation

• Review, and revise, as necessary, the current approach to international accreditation.

• Set a schedule for supporting the university in achieving international accreditation from NECHE over the 5-year planning period.

• Set a schedule for monitoring and supporting the programs in acquiring international accreditations over the 5-year planning period.

• Set a plan for applying for other professional accreditations for all applicable programs across SCA.

• Conduct an interim review of the effectiveness of QA oversight processes in steering international accreditations and recommend improvements and changes as necessary.

• Conduct a final review of the effectiveness of QA oversight of international accreditations by the end of the planning period and recommend improvements for the next 5-year strategic plan.

Attain and Maintain Subject Ranking

• Establish protocols for improving institutional and subject ranking based on monitoring and analyzing benchmarking data of the top ranked universities nationally and internationally to develop a plan to acquire the targeted institutional and subject rankings over the remaining 5-year planning period.

• Monitor institutional and subject ranking achieved annually and set plans for improvement.

• Conduct an interim review of the protocols for institutional and subject ranking and revise as necessary.

• Conduct a final assessment of the achievements of institutional and subject rankings by the end of the planning period and provide recommendations for improvement for the next 5-year strategic plan accordingly.

Conduct Benchmarking Data Analysis Annually

• Review, and revise, as necessary, policies and procedures for benchmarking.

• Supervise data collection and analysis of benchmarking data annually.

• Make use of the benchmarking data to reinforce and streamline the KPI management process by introducing a sound KPI framework.

• Automate the KPI management process by continually raising the benchmarks every subsequent year.

• Review the action plan for benchmarking to introduce improvements as required annually.

Objective 5: Monitor the Effectiveness of the Governance System

Initiative 2022-2027

Ensure the compliance of SCA governing bodies, bylaws, and policies and procedures with relevant authorities (e.g. MoE, MoI).

Ensure the dissemination of circulations and decisions made by all governing bodies.

Ensure that SCA members follow Effat ethical Conduct

KPIs Responsibility 2022 2023 2024 2025 2026

Percentage of adherence of the governing system with relevant authorities (e.g. MoE, MoI).

Percentage of circulations and decisions disseminated.

Percentage of violations of the code of ethical conduct (Tarbawyyat).

Actions by Initiatives

Ensure the Compliance of the Governing Bodies, Bylaws, and Policies and Procedures with Relevant Authorities (e.g., MoE)

• Review, and revise, as necessary, the governance system, bylaws and policies and procedures for ensuring their compliance with regulatory authorities.

• Monitor compliance activities with regulatory authorities based on the agreed criteria and set action for improvement as necessary every semester.

• Evaluate the effectiveness of the governing bodies 4-Conduct an interim review of the effectiveness of the governing body, bylaw, policies and procedures for ensuring compliance with regulatory authorities by the third year of the planning period and revise as necessary.

• Conduct a final review of the effectiveness of policies and procedures for ensuring compliance with regulatory authorities over the whole planning period and revise as necessary for the next 5-year strategic planning cycle.

Ensure the Dissemination of Circulations and Decisions made by all Governing Bodies

• Review, and revise, as necessary, policies and procedures for internal and external dissemination of CA decisions.

• Monitor dissemination of relevant information to stakeholders and set and implement actions for improvement as necessary every semester.

• Evaluate the levels of awareness by stakeholders of disseminated circulations and decisions and set improvements accordingly.

• Conduct an interim review of the effectiveness of policies and procedures for dissemination of CA decisions and circulations and introduce improvements as needed.

• Conduct a final review of the effectiveness of policies and procedures for dissemination of CA circulations and decisions and circulations by Spring 2027 in preparation for the next 5-year strategic planning cycle.

Ensure that CA Members follow Effat Ethical Conduct

• Review, and revise, as necessary, protocols for monitoring ethical conduct across the institution SCA.

• Monitor and report on the violations of ethical conduct in line with the approved protocols and take actions for improvement as necessary every semester.

• Conduct an interim review of the effectiveness of ethical protocols followed over the previous planning period and revise as necessary.

• Conduct a final review of the effectiveness of ethical protocols over the planning period and revise as necessary.

LEAD: DEPT CHAIR

OTHERS: FACULTY

LEAD: DEPT CHAIR OTHERS: FACULTY

LEAD: DEPT CHAIR OTHERS: FACULTY

Risk Management

The following table indicates the key risks associated with each strategic recommended area and a corresponding mitigation plan for every risk:

Topic Risk Mitigation Plan

Communication gap between levels in the hierarchy. Regular committee meetings to align all organization personnel on the updated policies. Proposing additional responsibilities and defining objectives. Adherence to NCAAA standards while using best and innovative industry practices. Develop and Maintain Professional Accreditations Stringent requirements to obtain the accreditations. Task force to be established to oversee the execution of all operational steps.

Enhanced Governance and Improvised Organizational Structure

VI. Strategic Area 3: Teaching & Learning

Objective 1: Redevelop the Academic Portfolio

Initiative 2022-2027

KPIs Responsibility 2022 2023 2024 2025 2026

Percentage of all programs reviewed

Higher Education Enrollments by Specialization

Review and reassess the current academic portfolio.

Develop new academic programs.

Monitor and respond to national policy on international HE regarding academic offering.

Percentage of nominated programs revised.

Number of new programs developed - (BSC, MS, PhD, Minors, DM, DD, Ass Degree, Diploma, Certificate).

Percentage of operational steps completed.

• Proportion of existing partnerships (At least 1/ program).

LEAD: DEPT CHAIR OTHERS: FACULT

LEAD: DEPT CHAIR OTHERS: FACULTY

LEAD: DEPT CHAIR OTHERS: FACULTY

Others include general programs, and qualifications education, social sciences, journalism and media agriculture, forestry, fisheries and veterinary

Review existing, and identify new, international educational partnership opportunities (DDs, Minors).

Actions by Initiatives

Review and Reassess the Current Academic Portfolio

• Degree of fulfillment of the educational partnership agreements.

• Number of international DDs and Minors introduced.

LEAD: DEPT CHAIR OTHERS: FACULTY

The table below shows the competition between the programs offered by Cinematic Arts and other institutions at the undergraduate level:

Undergraduate programs offered by universities: Effat University vs. other universities

College Program Specialization

• Continue overseeing working parties at the CA Department level to follow up on the Program Review schedule.

• Ensure all academic programs conduct regular assessment processes to continually improve the curriculum, through a feedback system for all teaching faculty.

• Deploy an assessment committee that reviews the reports periodically and provides feedback to the respective departments to re-assess the existing academic programs.

• Benchmark the academic programs with the leading national and international universities to review and assess the programs.

Develop New Academic Programs

• Assess the current portfolio strengths and weaknesses, to strengthen the existing portfolio and incorporate new programs to expand the current portfolio. We recommend a framework that incorporates competitors’ strength, current students’ ratings, and sector outlook to determine if the potential course is an opportunity or not.

• Assess the current portfolio strengths and weaknesses, to strengthen the existing portfolio and incorporate new programs to expand the current portfolio.

• Based on the graph below, enrollment in Arts and Humanities make up to 23% of enrollment in Higher Education, which is supported by School of Cinematic Arts department.

Effat College of Architecture and Design

King Fahad university for petroleum and minerals

Prince Sultan university

The American university in Cairo

American University of Beirut Wesleyan university Georgetown university

BSc Architecture x x

BSc Design Interior design x x x x

BSc Cinematic arts

Product design x x x x x

Animation x x x x x x

Film production and Direction x x x x x

Both graduate programs offered by universities: Effat University vs. other universities

• As per the tables above, it is clear that there is very weak competition with Cinematic Arts. It is worth to mention that Cinematic Arts stand as the first and only university degree in the higher education landscape of Saudi Arabia that graduates qualified professionals to satisfy the market needs for this flourishing industry. As for students rating, it is strong for all programs as per the latest program and student surveys. Regarding the sector outlook, it evident from the first part of this study that employers demand highly demand graduates from SCA.

• Accordingly, we recommend the following framework to support future planning: Program

• Based on the market analysis and the institutional capabilities, we recommend the following decision-making academic program portfolio matrix with actionable outcomes to each scenario:

Attractiveness of the program market

Program and institutional capabilities

Program Weak Moderate Strong

• Invest to grow academic program

Objective 2: Establish E-Learning Provision

Review and revise e-learning facilities and resources

Develop and operate e-learning strategy

Cinematic Arts Highly attractive

Conclusion

CA

Percentage of operational steps completed.

DEPT CHAIR OTHERS: FACULTY

Percentage of operational steps completed. LEAD: DEPT CHAIR OTHERS: FACULTY

• Maintain program strengths

Area of Analysis Recommendations based on Analysis Keep/Modify/Revamp Timeline

Employers

Saudi vision

2030

Students

Actions by Initiatives

Review and Revise e-learning Facilities and Resources

• Continue activities, finalize proposals and submit to Teaching and Learning Committee for approval

• Invest in an adequate e-learning platform

• Review the adequacy of the e-learning facilities and resources through satisfaction rate of the stakeholders (Faculty, students)

Evaluation Framework

• $65 Billion is earmarked for investment in tourism, The tourism growth will be associated with growth in entertainment sector as an accompanying sector, and thus securing more job opportunities for cinematic arts graduates.

• Enrollment in Arts and Humanities make up to 23% of enrollment in Higher Education.

• 58% of employers suggest that media and communication will be in demand which indicated the high future market need for Cinematic Arts graduates. Keep No Current Review Required

• According to current students, Cinematic Arts represents streams of choice for higher or further education.

Competitor Strength: Weak

Current Student Rating: Strong

Sector Outlook: Strong

SWOT Outcome: Strength

• The SCA must monitor any updates in HE bylaws which can help its program become more attractive like creating exit points or including minors or double majors. The SCA must invest in offering continuous education diplomas and training workshops for the community in all specializations related to the undergraduate programs.

• Program feasibility studies to be conducted for four to five programs per academic year.

Monitor and Respond to National Policy on International HE Regarding Academic Offering

• Monitor developments of national policies on internationalization in higher education.

• Monitor internationalization activities in other Saudi higher education institutions.

• Monitor international higher education institutions’ activities in the Kingdom.

• Develop response policies and activities considering changing environment.

Review Existing, and Identify New, International Educational Partnership Opportunities (DDs, Minors)

• Review current partners

• Evaluate effectiveness

• Recommend renewing contract or identifying new partners

• Develop and offer joint programs with international partner

Develop and Operate e-learning Strategy

• Develop e-learning programs per SCA.

• Offer the programs as per the approved schedule

• Assess the successful implementation of the offered e-learning programs by assessing:

a.Number of students registered compared to the projection,

b.Satisfaction rates of Faculty

c.Satisfaction rate of students

Objective 3: Develop and Extend Novel Pedagogies

Initiative 2022-2027

Increase integration of project-based learning

Strengthen Research/Teaching nexus in educational delivery

Review, revise and extend cocurricular education and the Effat Ambassador Program

Actions by Initiatives

KPIs Responsibility 2022 2023 2024 2025 2026

Proportion of courses involving project-based learning.

Proportion of courses embedding the research/teaching nexus (With Research Publication).

Percentage of operational steps completed.

Increase Integration of Project-based Learning

LEAD: DEPT CHAIR

OTHERS: FACULTY

LEAD: DEPT CHAIR

OTHERS: FACULTY

LEAD: DEPT CHAIR

OTHERS: FACULTY

• Emphasize project and problem-based learning, helping students learn by constructing solutions to real-life problems through four main characteristics that are central to the twenty-first century pedagogy:

a.Problem statements are tied to curriculum and learning goals of the SCA.

b.Focus on the central concepts or principles of topics

c.Projects are based on real-world problems and are presented in the form of case studies

• Strengthen Research/Teaching Nexus in Educational Delivery

• Foster the concept of learning beyond classrooms using technology to gain a deeper understanding of complex ideas and ability to work in global teams to generate new ideas and theories.

• Lead the students to publish their work in journal/conferences. Review, Revise and Extend Co-curricular Education and the Effat Ambassador Program

• Deploy teaching metacognitive skills, that will help the students to plan, monitor and evaluate one’s own understanding and performance, thereby allowing them to reflect on their own critical awareness about how they think and learn, enhancing their personality.

• Conduct Focus group to revise the co- and extracurricular activities.

• Update the co- extra-curricular activities.

• Implement the programs.

• Assess the successful implementation of the program through EGC achievement and students’ satisfaction of the EAP.

Objective 4: Embed Employability in Teaching and Learning

Initiative 2022-2027

Integrate service learning within all programs

KPIs Responsibility 2022 2023 2024 2025 2026

• Percentage of courses that integrate service learning

• Number of programs aligned (NQF, KSA Job Classification).

• Percentage of students acquiring Professional and training Certificates.

• Students’ performance in professional and/or national examinations *** (SR 1.1.1) (KPI-P-06).

Actions by Initiatives

Integrate Service Learning within all Programs

• Identify the courses that can be conducted with Service-Learning component.

• Discuss at the beginning of the semester the projects and companies to collaborate with.

• Plan for the workshop with the company to launch the project.

• Present the outcomes.

• Assess the successful implementation through companies and students’ satisfactions.

Align PLOs with Market Needs

• Establish and activate SCA Committee on Academic Portfolio (CAP).

• Continue Overseeing working parties at college and departmental levels to follow up on the Program Review schedule.

• Finalize new proposals to Curriculum Committee for approval if any.

Align PLOs with market needs

• Graduate employability and enrolment in post graduate programs ** (KPI-I-05) (KPI_P-07) (KPI-PG-07)(Annually)

• National - International and

• within 6 months)”

• Employer evaluation of the institution graduate proficiency ** (KPI-I-08) (KPI-P-09) (KPIPG-08)

LEAD: DEPT CHAIR

OTHERS: FACULTY

Deploy Professional Experts in Teaching

• Conduct workshops regularly within the SCA by inviting professional experts such as language experts, soft skill experts, etc. to prepare the students for their career ahead.

Provide on-campus and off- campus Field Experiences

• Integrate employability skills into the course to foster skills such as team effort, time management, project management, ethics and moral dilemmas, code of conducts, communication skills, etc. to prepare the students to face real-world corporate and entrepreneur challenges.

Integrate State-of-the art Technology within all Programs

• Learning activities must be designed on relevant and real-world incidents using appropriate technologies

Deploy professional experts in teaching

Provide on-campus and offcampus field experiences

Integrate state-of-the art technology within all programs

• Proportion of courses professional experts deployed for teaching.

• Proportion of programs with on-campus and off-campus field experience.

• Percentage of programs that utilize state-of-the-art technology.

LEAD: DEPT CHAIR

OTHERS: FACULTY

LEAD: DEPT CHAIR

OTHERS: FACULTY

LEAD: DEPT CHAIR

OTHERS: FACULTY

LEAD: DEPT CHAIR

OTHERS: FACULTY

Objective 5: Ensure Academic Excellence

Initiative

Objective 6: Revise Learning Resources

2022-2027

2022 2023 2024 2025 2026

KPIs Responsibility

• Average number of students in the class (KPI-P-08).

• Students’ evaluation of quality of learning experience in the programs (PES) ** (KPI-I-03; KPI-P-02; KPIPG-02).

• Evaluation of Faculty members to the learning Environment (FSS) *** SR 1.2.3

• Grade distribution (% [A+, A] and %[D+, D, F] is less than 20%).

• GPA distribution (>= 2) of the graduates and continuing students

• Percentage of students progressed out of the risk status at all levels (UG & G).

Initiative

Review and improve learning resources

Actions by Initiatives

2022-2027

2022 2023 2024 2025 2026

Review and Improve Learning Resources

KPIs Responsibility

Satisfaction of beneficiaries with learning resources ** (KPI-I-07 & KPI-P-17 & KPI-PG-13).

LEAD: DEPT CHAIR

OTHERS: FACULTY

• Improvisation to the learning resources (textbooks, videos, relevant reading material, etc.) should be done every academic year by taking the collective feedback of both the students and the faculty.

• Constantly expand the learning resources used in the Effat library to broaden the learning gamut.

Risk Management

Monitor academic excellence

• First-year students retention rate (Undergraduate) ** (KPI-I-04; KPI-P-05)

• Completion of Graduation rate for Undergraduate/graduate Students in the specified period ** (KPI-I-06 & KPI-P-04; KPI-PG-06).

• Students’ evaluation of the quality of the courses on five-point scale. (+Participation rate). ** (KPI-P-03 & KPI-PG-03).

• Students Evaluation of Quality of Scientific Supervision (KPI-PG-4).

• Rate of Students Dropping out of Program (KPI-PG-6)

• Achievement of Program learning outcomes.

LEAD: DEAN OTHERS: DEPT CHAIRS

• The following table indicates the key risks associated with each strategic recommended area and a corresponding mitigation plan for every risk:plan for every risk:

Topic Risk Mitigation Plan

Market data are challenging to acquire. Conduct a thorough research project to procure data for the analysis.

Reputation of the newly launched program in the region.

Effective marketing to convey the prospects (employer demand) of the newly launched program.

Reinforcing the academic portfolio

Shortage of faculty with expertise in the newly launched program.

Legal and political risk.

Additional time effort and increased workload for the faculty.

Attain the Effat Graduate Characteristics

Attain the English Level proficiency

Actions by Initiatives

Monitor Academic Excellence

Percentage of students achieving the four Effat Graduate Characteristics annually.

Percentage of attainment of requested English level by CA students.

• Closely monitor every student’s scores obtained in their respective programs.

• Actions must be taken after every trimester to ensure performance improvement every subsequent trimester.

• Post monitoring, we recommend the following framework to improve the academic performance of every student:

LEAD: DEPT CHAIR OTHERS: FACULTY

LEAD: DEPT CHAIR OTHERS: FACULTY

• Define student success as: timely degree completion, uninterrupted retentions, minimum cumulative GPA requirements, etc.

• Build a predictive model to arrive at a predicted success score for each student using: pre-enrollment data (income, demographic, high-school score, etc.) and post-enrollment data (class scores, attendance, etc.)

• Based on the success score, segment the students into predicted success groups: Above-average, average and below average.

• Devise strategic nudges to intervene and provide the necessary resources needed each segment.

Attain the Effat Graduate Characteristics

• Review and monitor the progress of students and provide aid to assist the attainment goals.

Attain the English Level proficiency:

• Conduct regular workshops to empower students’ English proficiency and encourage obtaining professional language certifications.

E-learning provision

Hire additional staff with prior experience in the newly launched program, along with newly graduated talent, as an assistant.

Legal formalities to be navigated by a firm specializing in education and the mission and vision of the program to be launched should be aligned well with the college faculty.

Set realistic timeline expectations for the faculty with appropriate boundaries.

Technical glitches. Setting contingency plans for the faculty.

Lack of necessary hardware or skill exhibited by the students.

The e-learning platform should be designed after carefully considering the students’ limitations to provide equal opportunities to all students.

Financial challenges. Usage of grants and endowments to facilitate the e-learning environment.

Resistance towards e-learning by the internal faculty.

Align the SCA faculty with the benefits of e-learning and hire staff that is skilled in e-learning if the existing faculty chooses to opt out of it.

Enhanced Learning Experience and Skill Set Development

Students’ resistance towards new pedagogies.

Communicate the benefits of the new pedagogies to the students and make the whole process likable to the students by executing them in the form of a game or in a fun way encouraging more participation Workshops by professionals to educate and align the color faculty to carry out the functions smoothly and appropriately.

VII. Strategic Area 4: Students

Objective 1: Improve Student Involvement

Initiative 2022-2027

2022 2023 2024 2025 2026

Actions by Initiatives

Automate SCA students’ related Processes

• Identify processes that need to be automated in collaboration with DSA/DAR or initiated by SCA.

• Devise a plan with a timeline to automate the identified processes.

• Implement the automation plan.

• Measure the satisfaction of students.

Revise Student clubs and activities

KPIs Responsibility

• Number of clubs and students associations per year fulfilling IQRA value

• Number of sport activities fulfilling IQRA value in which CA students participated

• Number of community service hours completed per student (volunteering) fulfilling IQRA value.

• Percentage of students participating in activities fulfilling IQRA value out of the total of CA students’ body.

• Ensure the utilization of the automated processes

Improve Quality of Student’s Experience

• Review and recommend updating co-curricular and extracurricular programs and activities serving SCA (Student Success Programs)

• Revise the Academic incentives for co-curricular and extracurricular programs and activities.

• Improve Student Services

Enhance student role in governance

Actions by Initiatives

• Revise Student Clubs and Activities

• Percentage of identified CA governing bodies with student involvement Satisfaction rate of students’ activities.

LEAD: DEPT CHAIR

OTHERS: DEAN SA/ STUDENTS COUNCIL

• Promote and support learning activities beyond the classroom (such as field trips, site visits, hosting guest speakers, workshops, students’ seminars, etc.).

• Enhance academic services (admission, registration, advising, orientation, grievances and appeals, graduate audit, scholarship, graduation ceremony).

• Improve campus wide services (food services, technology, printing services, housekeeping services, etc.).

• Plan, design, and implement Campus Life student counseling and wellbeing services.

Encourage Students to Become Future Entrepreneurs

• Cultivate entrepreneurship culture within the SCA by focusing on the activities geared towards entrepreneurship.

• Create opportunities for students to participate in social entrepreneurship contests.

• Develop partnerships with community entities that could support or finance SCA students’ start-ups

LEAD: CHAIR

OTHERS: STUDENTS COUNCIL

Objective 3: Develop International Student Mobility

Initiative 2022-2027

Establish opportunities for outgoing student mobility

• Broaden the range of clubs and students’ organizations to help students build unique set of skills

• Support sports activities by conducting intercollegiate, intermural and community sporting events.

• Contribute to the community with activities geared towards civic engagement (volunteering in charity organization, environmental projects, socio-cultural activities, etc.).

Enhance Student Role in Governance

• Enhance the SCA culture by supporting students’ participation in university governance (councils, committees).

• Improve students’ governance (students shura, student government) by aligning it with students’ interests and needs.

Objective 2: Improve Student Experience

Initiative 2022-2027

KPIs Responsibility 2022 2023 2024 2025 2026

Establish opportunities for incoming student mobility

Establish virtual mobility experiences within programs

International Student Ratio

KPIs Responsibility 2022 2023 2024 2025 2026

• Percentage of graduate and undergraduate SCA students enrolled at educational institution abroad for at least six weeks in the academic year.

• Percentage of international incoming students to SCA.

• Number of virtual mobility opportunities and programs established

• Proportion of international undergraduate and postgraduate SCA students who spent at least three months in the institution during the academic year.

LEAD: DEPT CHAIR

OTHERS: PROVOST/ DEAN/DEAN SA

LEAD: DEPT CHAIR

OTHERS: PROVOST/ DEAN/DEAN SA

LEAD: DEPT CHAIR

OTHERS: DEAN/ DEAN T&L/DEAN DAR

LEAD: DEPT CHAIR

OTHERS: DEAN SA/ DEAN

Automate SCA students' related processes

Improve quality of student’s experience

Improve student services

Encourage students to become future entrepreneurs

• Percentage of students satisfied with automated processes.

• Percentage of utilization of the automated processes

• Percentage of SCA students satisfied with the quality of co-curricular and extracurricular programs and activities.

• KPI-I-10 Students’ satisfaction with the offered services.

• Number of student activities geared towards entrepreneurship.

• Number of partnerships established

• Number of start-ups.

LEAD: DEAN SA/ DEAN DAR

OTHERS: DEPT CHAIR

LEAD: CHAIR

OTHERS: DEAN QA

DEAN SA

STUDENT COUNCIL

LEAD: DEPT CHAIR

OTHERS: DEAN QA/ DEAN SA/ STUDENT COUNCIL

LEAD: DEPT CHAIR

OTHERS: DEAN QA/ DEAN SA/ STUDENT COUNCIL

Actions by Initiatives

Establish Opportunities for Outgoing Student Mobility

• Promote student mobility program, select and send the best eligible undergraduate and graduate students to the partner.

• Select and send the best eligible undergraduate and graduate students to the partner.

Establish Opportunities for Incoming Student Mobility

• Plan and implement recruitment campaign for attracting international and visiting students.

• Update and maintain a well-informed website devoted to international students.

• Build and maintain strong connections to international entities (cultural attaché, Islamic centers, international schools, international universities, ...).

Establish Virtual Mobility Experiences within Programs

• Form successful virtual academic and non-academic opportunities and programs for undergraduate and graduate students with EU network of partners.

• Encourage motivated students to join the established virtual opportunities and programs with the partner universities.

• Evaluate the effectiveness of the virtual opportunities and programs and students’ satisfaction for continuous improvement.

International Student Ratio

• Plan and implement recruitment campaign for attracting international and visiting students.

• Provide attractive scholarship/sponsorship programs and support services.

• Plan and implement recruitment campaign for attracting international and visiting students.

• Update and maintain a well-informed website devoted to international students.

• Build and maintain strong connections to international entities (cultural attaché, Islamic centers, international schools, international universities, ...).

Objective 3: Develop International Student Mobility

Initiative 2022-2027

Achieve sustainability through recruitment and retention of diverse body of students

2022 2023 2024 2025 2026

Actions by Initiatives

KPIs Responsibility

• Percentage of CA students’ population out of the projected number in the strategic plan.

Achieve Sustainability through Recruitment and Retention of Diverse Body of Students

Actions by Initiatives

Graduates with Entrepreneurial Businesses

• Cultivate entrepreneurship culture within the SCA by focusing on the following:

a. Case studies of real-world corporate stories and operational hiccups faced by them.

b. Create opportunities for students to participate in social entrepreneurship contests.

c. Invite business executives to deliver lectures.

d. Provide consulting services to non-profit organizations (for final year students).

• Follow closely with clubs and activities that encourage entrepreneurial activities.

• Follow graduates with entrepreneurial business and invite them as motivational speakers and for workshops, etc.

Improve Alumni Communications and Data Management

• Obtain the information while they are still students in SCA.

• Build unbreakable alumni relations, promote their brand, and earn goodwill for the SCA.

• Update the alumni database in collaboration with DSA to have a clear standpoint of all possible alumni information every semester

LEAD: DEP. CHAIR

OTHERS: DEAN/DEAN DAR

• Launch and closely monitor a student journey management initiative, where strong recruitment and retention plans cover the entire students’, journeys based on the following different levels:

a.Enrolments – Conduct effective marketing activities on relevant students target groups, attractive online and offline recruitment processes and on-campus school recruitments from leading schools with great pass-out, to ensure enrolling good quality students. Special attention should be given to male recruitment

b.Onboarding – Simplify the onboarding processes through efficient digital tools, bringing services directly to the students.

c.Student Life – Employ a Customer Relationship Management to track and monitor a student’s touchpoints throughout the journey.

d.Alumni Engagement – Engage alumni in building marketing capabilities and contributing to the SCA, college and university through donations or other non-revenue generating activities.

Objective 5: Improve Alumni Relations

Initiative 2022-2027

Graduates with entrepreneurial businesses

Improve alumni communications and data management

Develop focused portfolio of alumni activities

Establish alumni mentorship program

Improve alumni performance

KPIs Responsibility 2022 2023 2024 2025 2026

Percentage of entrepreneurial businesses of undergraduate alumni within (12/24) months of graduation.

Percentage of completion of CA alumni database.

Number of alumni activities developed.

Percentage of alumni participation in mentorship programs.

Percentage of alumni participation in offered training programs.

LEAD: DEPT CHAIR

OTHERS: DEAN/DEAN SA

LEAD: DEPT CHAIR

OTHERS: DEAN/DEAN SA

LEAD: DEPT CHAIR

OTHERS: DEAN/DEAN SA

LEAD: DEPT CHAIR

OTHERS: DEAN/DEAN SA

LEAD: DEPT CHAIR

OTHERS: DEAN/DEAN SA

Develop Focused Portfolio of Alumni Activities

• Organize focused portfolio of alumni activities and events in collaboration with the alumni association representative through:

a. Engaged and rich discussions with alumni from different ages, locations, and professional backgrounds.

b. Social media activities.

c. Personalized messages to establish a strong personal communication.

d. Alumni annual gathering.

e. Other focused activities.

Establish Alumni Mentorship Program

• Provide mentorship opportunities for alumni by current SCA faculty.

• Invite alumni to mentor current students through individual or group activities.

• Invite alumni regularly to the university campus to meet with the current students through seminars, speeches, etc.

Improve Alumni Performance

• Assess the needs of the alumni for professional development opportunities.

• Offer training programs, workshops, seminars, to improve the performance of the alumni.

Risk Management

The following table indicates the key risks associated with each strategic recommended area and a corresponding mitigation plan for every risk:

Topic Risk Mitigation Plan

Improve Students’ Involvement in Activities & Governance & Experience

Financial restraints.

Organizational constraints (lack of time and resource).

Lack of internal capabilities.

Smart allocation of funds and collecting extra fees from the students participating to reduce the burden of additional funds required.

Hiring additional resources to balance the workload and focus on student clubs and activities.

Hire external agencies and organizations that are proficient, to deploy a few of these initiatives.

Actions by Initiatives Graduates with Entrepreneurial Businesses

• Cultivate entrepreneurship culture within the ECoAD by focusing on the following:

a.Case studies of real-world corporate stories and operational hiccups faced by them.

b.Create opportunities for students to participate in social entrepreneurship contests.

c.Invite business executives to deliver lectures.

d.Provide consulting services to non-profit organizations (for final year students).

• Follow closely with clubs and activities that encourage entrepreneurial activities.

• Follow graduates with entrepreneurial business and invite them as motivational speakers and for workshops, etc.

Improve Alumni Communications and Data Management

• Obtain the information while they are still students in ECoAD.

• Build unbreakable alumni relations, promote their brand, and earn goodwill for the institution.

Improve Student Population and Experience

Long term commitment. Deploying systems such as CRM and capturing sufficient data should be considered a long-term goal.

Financial consideration for the student.

Form strong relationships with the partner universities, such that the host college provides a tuition waiver and free accommodation to visiting students and provide the same to the visiting students.

• Update the alumni database with all possible alumni information every semester.

• Develop Focused Portfolio of Alumni Activities

• Organize focused portfolio of alumni activities and events in collaboration with the alumni association representative through:

a. Engaged and rich discussions with alumni from different ages, locations, and professional backgrounds.

b.Social media activities.

Student Mobility

Cultural differences between the host and home institution.

The international office should provide psychological counselling for those students who are in culture shock or face any kind of difficulty.

Language-barrier. Emphasis on English learning courses.

Pleasantries exchanged are usually one-way. Communication to be designed in an interactive way.

c.Personalized messages to establish a strong personal communication.

d.Alumni annual gathering.

e.Other focused activities.

Establish Alumni Mentorship Program

• Provide mentorship opportunities for alumni by current ECoAD faculty.

Alumni Engagements

Alumni relations solely based on financial contribution.

Alumni contribution can be implemented through offering internships for ARCH department students in the alumni architectural firms, mentoring students through planned events, seminars and lectures when needed, etc.

• Invite alumni to mentor current students through individual or group activities.

• Invite alumni regularly to the university campus to meet with the current students through seminars, speeches, etc.

Improve Alumni Performance

• Assess the needs of the alumni for professional development opportunities.

Communication might be impersonal

Customized and more personalized communication to build an emotional connection..

• Offer training programs, workshops, seminars, to improve the performance of the alumni.

VIII. Strategic Area 5: Faculty & Staff

Objective 1: Maintain the Staffing Profile that Complies with Governing Body Requirements

• Percentage of achieve institutional Saudization body.

• Percentage of females vs males (KPI-P-12).

• Balance faculty workload between teaching and research for research-intensive faculty.

Foster Equity Diversity and Inclusion Strategy

• Provide an effective orientation program.

• Make the University bylaws& faculty and staff handbooks available for all employees.

• Maintain a healthy work environment.

• Enhance the climate of the university by engaging faculty & staff.

• Give employees multiple ways to provide feedback.

• Apply fair and transparent promotion procedures for all employees.

Enhance the staffing profile to meet and maintain the requirements of governing bodies

• Proportion of faculty members with doctoral qualifications (KPI-I-12).

• Percentage of Part-timers vs. Full-timers.

• Percentage of achieved ranks (Full Professor- Associate Professor –Assistant Professor) (KPI-P-12, KPIPG-11).

• Percentage of achieved recruiting needs.

Actions by Initiatives

Enhance the Staffing Profile to Meet and Maintain the Requirements of Governing Bodies

Objective 3: Extend Faculty Development Program

LEAD: DEPT. CHAIR

OTHERS: DEAN, MHR

Initiative 2022-2027

KPIs Responsibility 2022 2023 2024 2025 2026

• Attract and recruit a qualified Saudis faculty and staff to fulfill the Saudization requirement by governing bodies.

• Promote talent Saudis within the SCA by offering incentives to pursue their path

• Send Saudi students abroad for higher studies to prestigious CA programs around the world under the scholarship program.

• Identify the needed teaching staff profile.

• Implement the recruitment process.

• Achieve the appropriate desired staffing profile complying with MoE regulations.

Objective 2: Improve Faculty Experience

Initiative 2022-2027

KPIs Responsibility 2022 2023 2024 2025 2026

•Ratio of students to teaching staff (KPI-I-11, KPI-P-11, KPI-PG-10).

Rebalance faculty workload

•Proportion of faculty with reduced teaching load.

•Faculty satisfaction with work environment.

LEAD: DEPT CHAIR

OTHERS: PROVOST/ DEAN/ MHR

Provide professional development support for novel pedagogies

• Proportion of professional development opportunities provided to support for novel pedagogies out of the total.

• Faculty satisfaction with professional development opportunities provided to support novel pedagogies.

LEAD: DEPT CHAIR

OTHERS: PROVOST/ DEAN/ MHR/DQA

Provide professional development support for research

Actions by Initiatives

• Proportion of professional development opportunities provided to support research out of the total.

• Faculty satisfaction with professional development opportunities provided to support research

Provide Professional Development Support for Novel Pedagogies

• Collect the annual needs for faculty professional development.

• Prepare an annual plan for professional development, which is implemented in three phases

a.Educational Development

b.Personal Development

c.Organizational Development

• Implement the PD plan.

• Assist the plan through the faculty satisfaction rate.

• Encourage faculty to have memberships of professional societies aligned to CA programs.

• Recognize outstanding teaching.

Provide Professional Development Support for Research

LEAD: DEPT. CHAIR

OTHERS: PROVOST/ DGSR, MHR

Foster equity diversity and inclusion strategy

Actions by Initiatives

Rebalance Faculty Workload

•Proportion of teaching staff leaving the institution (KPI-I-13, KPI-P-13, KPI-PG-12).

•International teaching staff Ratio.

LEAD: DEPT. CHAIR

OTHERS: DEAN, MHR

• Develop and implement an annual plan for professional development to support research activity.

• Conduct training and workshops to enhance the faculty research skills.

• Increase the involvement of Professors in research to increase the research and innovation output.

• Maintain the balanced workload to help the faculty to participate in different research and professional activities by retrieving research support (reduction of teaching load, incentives, facilities, leaves)

Objective 4: Maintain Appropriate Mechanism to Recruit and Retain Competent Support Staff in all Occupational Category

Initiative

Develop and implement desired support staff profile plan

Actions

2022-2027

2022 2023 2024 2025 2026

Develop and Implement Desired Support Staff Profile Plan

• Attract and recruit the finest staff.

KPIs Responsibility

• Ratio of students to support staff in all occupational category.

• Proportion of support staff in all occupational category leaving the department.

• Proportion of staff receiving professional development opportunities per year.

• Staff satisfaction with professional development opportunities provided.

• Apply retention strategies, aimed at retaining qualified employees.

• Ensure at least 12% of SCA staff are being professionally developed.

Stakeholders’ Management

The development of a robust Stakeholder Management Plan (SMP) is critical to achieving project’s objectives in more streamlined and effective way. According to the industry best practices, the SMP can be bifurcated into four phases:

• Phase 1: Stakeholder Identification - Identify the stakeholders and bifurcate them into:

• Devise a communication plan based on the identification and segmentation of stakeholders to establish clear goals and action points. A sample table to illustrate the recommended framework is mentioned below:

Note: There might be an overlap for some people

• Phase 2: Stakeholder Analysis - Each stakeholder must be analyzed based on their influence, motivation/interest, success, etc. to develop a tailored plan to keep the stakeholders happy and committed to university’s vision. We recommend the following framework for the analysis:

• Phase 3: Execution of the Plan - Assign a committee headed directly by and under the supreme control of the university president responsible for the execution of the SMP.

• Phase 4: Monitoring and Improvisation - SMP cannot be static; it must be dynamic and amended and updated as and when required throughout a project (continuously improved). Disaffected people within stakeholder groups must be identified throughout the process and managed accordingly.

• To achieve the best results through the implementation of above-mentioned framework, we recommend the following to SCA:

• Assign a team of 3-4 members to a committee that is responsible for the development, monitoring and implementation of the SMP.

• One member will be responsible for the mode of meetings to be conducted with the stakeholders (face-to-face, telephonic, etc.). This member will segregate the stakeholders according to their seniority and position with the university to further decide on the mode of engagement.

• Build impersonal relationship with the stakeholders at various levels through constant interaction and engagement.

• Seek their opinion and views of the stakeholders regarding various issues and activities.

• Create a feedback system where the stakeholders are empowered to share their thoughts on sensitive matters without any apprehension.

• One member within the team will be responsible for the communication channel strategy, to choose the best mode of communication depending on the type (internal or external) of stakeholder and their importance to the university.

• with the university.

• Based on the category of the stakeholder, develop a tailor-made communication strategy plan using one or more of the following communication channels:

• Push – Where information is pushed to the stakeholder either manually in the form of emails, memos, written agreement or automatically, through a work management software, where email notifications are sent every time a project action has been performed.

• Pull – Consists of information and resources like project management plan, resource load charts, and other reports stored in a central repository for stakeholders’ perusal.

• Interactive – These include face-to-face meeting, training sessions, telephonic meetings, video calls and any other mode of communication involving direct human touch.

LEAD: DEPT. CHAIR OTHERS: PROVOST/ MHR

Risk Management

The following table indicates the key risks associated with each strategic recommended area and a corresponding mitigation plan for every risk:

Topic Risk Mitigation Plan

Recruitment Criteria

Lack of talent or stringent recruitment criteria in the national market.

Nurture talent from within as a part of a fast-track initiative.

TTraining workshops should be conducted, and lecturers should be utilized as a resource under the professors

Objective 2: Improve SCA Services (IT & Facilities and Equipment)

Initiative 2022-2027

KPIs Responsibility 2022 2023 2024 2025 2026

Management Initiatives

Increasing research output with limited resource.

Vision Saudization Finding and recruiting local talent.

Lecturers will gain more exposure to research while contributing to more research output. Assistant professors can contribute more to the research while passing on some of the administrative responsibilities to lecturers and admin staff.

Incumbents should be promoted from within the CA

Incentives in the form of scholarships, fast track-growth, exposure in the form of faculty exchange programs, etc

Implement the SCA financial plan

Diversify income streams

Actions by Initiatives

Implement Financial Plan Reflecting CA Strategy

Faculty

Building an internal development center.

Knowledge Development

Workload amongst the internal faculty needs to be redistributed in order to make time for the inception of an FDC.

Introduction of professional courses or workshops to define and align the goals in professional development.

IX. Strategic Area 6: Institutional Resources

Objective 1: Maintain Financial Stability

Implement the SCA financial plan

Diversify income streams

Actions by Initiatives

Implement Financial Plan Reflecting CA Strategy

Deviation percentage (positive or negative) of expenditure and income from the budget (measured monthly, quarterly, per semester and annually).

• Percentage of self- income of the SCA to total income (KPI-I-14).

• Percentage of achievement for each source of income to budget.

LEAD: DEPT. CHAIR

OTHERS: DEAN/MF

LEAD: MF

OTHERS: DEAN/DEPT. CHAIR

• Maintain the financial planning and management control system, with capabilities to perform budgetary and forecasting processes, financial delegations and risk management.

Diversify Income Streams

• Develop, implement, and evaluate Revenue diversification strategy.

Deviation percentage (positive or negative) of expenditure and income from the budget (measured monthly, quarterly, per semester and annually).

• Percentage of self- income of the SCA to total income (KPI-I-14).

• Percentage of achievement for each source of income to budget.

LEAD: DEPT. CHAIR

OTHERS: DEAN/MF

LEAD: MF

OTHERS: DEAN/DEPT. CHAIR

• Maintain the financial planning and management control system, with capabilities to perform budgetary and forecasting processes, financial delegations and risk management.

Diversify Income Streams

• Develop, implement, and evaluate Revenue diversification strategy.

Objective 2: Improve SCA Services (IT & Facilities and Equipment)

Initiative 2022-2027

2022 2023 2024 2025 2026

KPIs Responsibility

Enhance/upgrade the technological solutions to support academic and ad-ministrative opera-tions

KPI-I-15 Average of beneficiaries’ satisfaction rate with technical services...) on a five-point scale in an annual survey in terms of:

a. Suitability.

b. Safety and confidentiality.

c. Availability and ease of access.

d. Maintenance and support services.

Percentage of fulfillment of facilities and equipment of the needs for the SCA.

LEAD: DEPT. CHAIR

OTHERS: DEAN/DQA/ MIETS

LEAD: FACILITIES

OTHERS: DEPT CHAIR

Optimize the use of facilities and equipment to achieve safe, healthy, and sus-tainable campus

Actions by Initiatives

Average of beneficiaries’ satisfaction rate with facilities and equipment services on a five-point scale in an annual survey in terms of:

a. cleaning services

b. Safety and healthy campus

c. access for disabled

d. Maintenance and support services

e. security

f. restaurant, CDC, residence

g. transportation

Enhance/Upgrade the Technological Solutions to Support Academic and Administrative Operations

• Improve the quality and equipment of the lecture rooms and computer labs to ensure high quality of teaching and facilitate the interaction with students.

LEAD: DEAN QA – SES & PES

OTHERS: DEAN/DEPT CHAIRS

Development Program (FDP)

Optimize the Use of Facilities and Equipment to Achieve Safe, Healthy, and Sustainable Campus

• Revise and update Master Campus Plan to ensure its alliance with CA needs (including vacant land parcels) and to maintain compliance with Ministry of Education Bylaws.

• Annually review campus building and facilities to meet the emerging needs of academic and administrative units.

• Establish a smart campus deployment plan to maintain best practices in a sustainable and healthy campus infrastructure. Upgrade current campus facilities with the emerging needs of students.

Risk Management

The following table indicates the key risks associated with each strategic recommended area and a corresponding mitigation plan for every risk:

Topic Risk Mitigation Plan

Improve Institutional Infrastructure

Untenable financial demands for new technology commitments. Prioritization and smart allocation of funds based on more lucrative opportunities. Strong faculty and staff resistance to new solutions related to buildings and grounds on philosophical or other grounds.

Long-term benefits to the ARCH department’s faculty and staff should be clearly communicated before taking capital decisions.

X. Strategic Area 7: Research & Innovation

Objective 1: Develop Diversified Research Impact in Areas of National and International Priority

• Number of national, and in-ternational research partners per year.

• Percentage of national and international partnered re-search/total research output.

Actions by Initiatives

Identify and Establish Focused Research Relationships with National and International Partners

• Review policies and procedures related to research for faculty participation in national and international research venues.

• Promote research collaboration by enhancing SCA visibility through national media communication.

• Scan, identify and collaborate with possible opportunities for national, regional and international research partners.

• Evaluate the effectiveness of the research partnership and set the new goals for next cycle.

• Prioritize fund-raising efforts through collaborative research proposals targeting national and international funding organizations and businesses.

• Develop capabilities to raise funds (“5% from the total research budget of the SCA” “not less than 125 K SAR”) through external sources by targeting national and international funding organizations.

• Support Faculty in identifying external sources of funding to supplement funding from the SCA, thus ensuring their financial autonomy.

• Assisting faculty with the process of writing proposals for funding by, among other things, organizing proposal writing workshops, marketing the capabilities of SCA Researchers among the funding agencies, and incentivize SCA Researchers for networking.

• Delegate responsibilities to the most credible names within the research faculty to write proposals for funding.

• Identify SCA research clusters and link them to the activated research partnerships nationally, and internationally. Monitor and Respond to National Policy on International HE Regarding Research

• Scan, on a yearly basis, the possible updates of research by checking the governmental research related institutions (i.e., KACST, RDO, SAIP).

• Design a timeline to review research related policies, and update if needed.

Objective 2: Consolidate Research Achievements

Increase proportion of active research-ers

Percentage of publications of faculty members (KPI-P-14 /KPI-PG-15).

LEAD: DGSR

OTHERS: DEAN/DEPT. CHAIRS

Identify and establish focused research relationships with national and international partners

• Proportion of external fund-ing for research to the total SCA research budget (KPI-I-21).

• The degree of international diversity in terms of part-nered international research network is as: Formula = (Number of partners -1)/ln (number of collaborated re-search output).

• Percentage of partnered re-search to the total research output (Including internal col-laborations amongst SCA.

LEAD: DEPT. CHAIR

OTHERS: FACULTY

Extend integration of graduate stu-dents and pro-grams in published research

Increase research-er productivity

Improve research impact

Actions by Initiatives

Monitor and respond to national policy on international HE regarding research

Percentage of operational steps completed.

LEAD: DEPT. CHAIR

OTHERS: FACULTY

Increase Proportion of Active Researchers

Proportion of graduate students with a) at least one refereed publication during their study) presented paper in a conference to the total number of students in the PG program during the year. (KPI-PG-18).

Rate of published research per faculty member KPI-P-15 KPIPG-16.

LEAD: DGSR

OTHERS: DEAN/DEPT. CHAIRS

LEAD: DGSR

OTHERS: DEAN/DEPT. CHAIRS

• Foster the recruitment of leading national and international scholars, leading in their respective fields of research (postdoctorates, scholars on sabbatical, retired scholars as they can contribute through their experience).

• Offer adequate compensation or incentives for the active researcher, based on the research projection.

• Conduct regular workshops and meetings to promote collaborations between ECoAD faculty with active researchers..

Extend Integration of Graduate Students and Programs in Published Research

• Promote the process of involving PG students in research publication by co-authoring with their faculty.

Increase Researcher Productivity

• Focus further in the process of faculty recruitment on candidates with a proven track record in research.

• Aid new researchers and those seeking reserach careers in the process of publications and grant proposal writing.

• Provide adequate internal seed funding (Internal Financial Support) to increase the research productivity of active scholars.

• Allow teaching release time for very active researcher whenever possible to spend the needed time on research production.

Improve Research Impact

• Improve the quality of the research production published in national and international journals and books and impact through:

• Raise awareness for internal cross citations.

• Facilitate the SCA support for open access publications to increase the opportunity of citations.

• Indexing SCA journals to help in increasing the number of indexing citations.

• Empower faculty to publish with top 2% (highly cited) scholars.

• Spread the research advancements made by SCA researchers through effective PR communication, both internally and externally.

• Establish a regular newsletter to highlight and celebrate the achievements of SCA researchers.

• Publicize and raise awareness about SCA research activities on EU website and blogs as a gesture of promoting research culture both within and outside the SCA.

• Instill and grow a strong research culture amongst SCA to bolster research output through support and motivation to the researchers

• Encourage SCA Faculty & Students to produce quality research by providing variety of venues (Indexing Effat Journals/ Proceedings, incentive systems, Editing Office Services).

• Maximize the opportunities for faculty to collaborate with highly cited researchers.

• Develop capabilities to increase the production of IPs, patents, and innovations through the establishment of an intellectual property office within the SCA.

• Support SCA faculty, students & researchers to obtain external research awards across various fields and category.

Objective 3: Promote the Research Environment

2022-2027

2022 2023 2024 2025 2026

Actions by Initiatives

Establish Endowed/Named Research Chair

• Identify research strengths and opportunities of the SCA and develop plans for scientific chairs.

• Scan, Identify and collaborate with governmental and/or institutional bodies for the selected research areas.

• Address potential donors/ sponsors for research chairs.

• Manage the chairs and evaluate their effectiveness.

Utilize Existing Research Labs /Units /Centers

• Enhance the research environment and infrastructure to increase the research productivity through effective use of state-ofthe-art research laboratories, research centers, online databases, and resources such as Scopus, Thompson Reuters Web of Science, and software for both qualitative and quantitative research.

• Evaluate the satisfaction of the users of research facilities and equipment.

Risk Management

The following table indicates the key risks associated with each strategic recommended area and a corresponding mitigation plan for every risk:

Topic Risk Mitigation Plan

Research collabora-tions

Research Output & Alignment to National Objectives

Competitive space to get grants and funding from external sources.

Financial constraint, lack of resource and skill.

Increase credibility of SCA research Enhanced communication and marketing to get SCA out there in the public space thereby enhancing visibility.

Focus on high ROI through spends to hire more resource. Conduct training workshops to develop skill Focus on winning grants and getting funded.

XI. Strategic Area 8: Community Engagement

Objective 1: Institutionalize Community Engagement Governance

Initiative 2022-2027

Establish coordinated approach to community engagement (Partnership and Agreement)

Establish en-dowed/named re-search chairs

Utilize existing re-search labs / units / centers

KPIs Responsibility

Number of chairs established

Degree of utilization of existing facilities & resources

Satisfaction of beneficiaries with research facilities, and equipment (KPI-PG-14).

LEAD: DEPT. CHAIR

OTHERS: DEAN/DGSR

LEAD: DEPT CHAIR

OTHERS: DEAN/DGSR

Increase memberships with wellknown organizations

Promote consultancy services

Actions by Initiatives

Responsibility 2022 2023 2024 2025 2026

KPIs

Number of partnerships and agreements per year.

Number of memberships per year..

Number of consultancy opportunities offered per year

Identify and Establish Focused Research Relationships with National and International Partners

• Develop, review and implement policies for community engagement relations.

LEAD: DEPT CHAIR

OTHERS: DGSR/ FACULTY

LEAD: DEPT CHAIR

OTHERS: DGSR/ FACULTY

LEAD: DEPT CHAIR

OTHERS: DGSR/ FACULTY

• Nurture and continue community engagement activities both locally and internationally through constant communication with

organizations in the community, showcasing the mutual benefits that can be achieved by partnering.

• Develop relationships with the community leaders by inviting them to the SCA for their expertise and problem-solving abilities.

• Focus on developing agreements and partnerships with key government, economic and service sectors, to support the sustainability of environmental resources.

• Increase the awareness hereabout the important of community engagement. Increase Memberships with Well-known Organizations

• Evaluate the current SCA memberships and recommend the renewal of efficient ones.

• Scan, identify and activate new membership opportunities with prestigious national/international organizations and SCA. Promote Consultancy Services

• Assess consultancy needs of the market, develop the marketing plan to promote consultancies, and implement & analyze the effectiveness based on the market study.

Objective 2: Engage with the Community

Initiative 2022-2027

Improve quality of community engagement activities

Improve quantity of community engagement activities: Volunteering, events, workshops, webinars neutropenia, sport activities solicitation and sponsorship, awards and competitions, partnership, agreement, memberships

Actions by Initiatives

KPIs Responsibility 2022 2023 2024 2025 2026

Rate of community programs, projects, and initiatives (KPI-I-23).

KPI-I-22 Satisfaction of beneficiaries with the community services.

Number of volunteering hours/Effat employees and students per year.

Number of Conferences, events, workshops, and webinars per year.

Actions by Initiatives

Establish a PACE-HIT Training Center and Programs

• Finalizing all the required process to authorize PACE-HIT.

• Align the SCA’s training programs to the economic development, job creation to support Saudi Vision 2030.

• Develop, and license the identified training programs by the TVTC.

Offered Professional and Certified Training.

• Design, and approve an offering plan for the training programs.

• Implement a recruitment plan for the training programs to achieve the projected number of trainees.

• Evaluate the results of the plan to modify and enhance the offering plan.

Objective 4: Enhance Institutional Visibility

2022-2027

LEAD: DEPT CHAIR

OTHERS: DGSR/ FACULTY

LEAD: DEPT CHAIR

OTHERS: DQA

LEAD: DEPT CHAIR

OTHERS: FACULTY

LEAD: DEPT CHAIR

OTHERS: FACULTY

Improve Quality of Community Engagement Activities

• Review, update and enhance the quality of the community engagement activities.

• Increase the engagement level of students, faculty, staff, and alumni in quality community engagement activities to nurture the culture within SCA.

Improve Quantity of Community Engagement Activities: Volunteering Activities, Conferences, Events, Workshops, Sports, Webinars Industropedia, etc.

• Review the needs of the community to offer community engagement activities.

• Plan, and implement the annual community engagement activities (volunteering activities,

• Conferences, events, workshops, sports, and webinars).

• Evaluate the impact of the offered community engagement activities and plan for future improvement.

Objective 3: Provide Training with Community Partners

Initiative 2022-2027

Establish a PACE-HIT training center and programs

Offered professional and certified training

KPIs Responsibility 2022 2023 2024 2025 2026

Percentage of executed programs over the planned ones.

Percentage of registered students from the projections

LEAD: DEPT CHAIR

OTHERS: FACULTY

LEAD: DEPT CHAIR

OTHERS: DAR/DGSR

Initiative

Enhance SCA con-tribution to MCPR / media Center

Market SCA with all key external stake-holders

KPIs Responsibility

Develop revised social media pres-ence

Promote the partic-ipation in external Awards opportuni-ties for Effat Uni-versity Faculty and Students

Actions by Initiatives

2022 2023 2024 2025 2026

Number of press releases by SCA per year.

• Number of new external stakeholders per year

• Number of participations in Exhibitions per year

• Number of solicitations per year.

• Number of new followers for each platform (LinkedIn, Facebook, Twitter, and Instagram) per year

• Number of reaches per post

• Number of marketing campaigns per year

Number of external awards obtained.

LEAD: DEPT. CHAIR

OTHERS: MCPR

LEAD: DEPT. CHAIR

OTHERS: FACULTY

LEAD: DEPT. CHAIR

OTHERS: FACULTY

LEAD: DEPT. CHAIR

OTHERS: FACULTY

Enhance SCA contribution to MCPR/Media Center:

• Specify the function, tasks and responsibilities of SCA contribution to the media center.

• Develop and implement the annual plan of SCA contribution to the media center.

• Assess the impact of the implementation of the plan on the SCA visibility.

Market SCA with all Key External Stakeholders:

• Maintain and update SCA content and insights on the university website as per international standards to attract the best talent and connect with all external stakeholders.

• Expand SCA stakeholder network, categorize them and tailor-made communication strategy plan

• Interact with the prospect students or their families through the chatbot to help resolving any query.

• Participate in major exhibitions to promote SCA.

• Scan, and identify, the solicitation opportunities in the market.

• Design a marketing plan to attract the attention of potential companies and evaluate its success.

Develop Revised Social Media Presence

• Intensify the presence of social media platforms such as Instagram, twitter, LinkedIn and Facebook.

• Enhance targeted ad-strategy to market the content on these social media platforms to increase the number of followers (Audience Growth) and post reach (impressions).

Promote the Participation in External Awards Opportunities for Effat University Faculty and Students

• Encourage the internal participation with awards and certificates to foster more participation.

MarCom (Marketing & Communication) Planning Framework

Review of the marketing plan of School of Cinematic Arts

Analysis of the communication process between School of Cinematic Arts and all related

Budget determination for a concrete recruitment plan for School of Cinematic Arts

Develop integrated marketing communication program for School of Cinematic Arts

Advertising Digital Marketing

PR & School of Cinematic Arts

Integrate and implement marketing communications strategy for School of Cinematic Arts

Risk Management

The following table indicates the key risks associated with each strategic recommended area and a corresponding mitigation plan for every risk:

Topic Risk Mitigation Plan

Institutionalize and Enhance Community Governance and Engagement

Assistance needed by the students engaging in community services. Provide support to the students in the form of transportation, food, and guidance.

Lack of motivation for students and alumni to continue with community engagements.

Financial constraints.

Reward the service providers in the form of awards and certificates.

Events can be done in collaboration with the local community bodies to reduce the financial burden on the university.

Events and Fairs

Enhance CA Visibility

Marketing team hiring constraints.

Avail the services of an external marketing agency while slowing ramping up internal marketing capabilities.

Integrate and implement marketing communications strategy for School of Cinematic Arts

• According to the research conducted by IPSOS, digital marketing is the most accessed channel by both the UG and PG potential students, with Instagram and Twitter being the most popular social media venues explored by the potential students.

• The visual representation of the same is depicted below: