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.

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.