Effat University, Effat College of Architecture & Design Strategic Plan 2022-2027

College of Architecure and Design

Theme: Quality of Life between the Physical and the Digital

I.Dean's Message

Quality of Life between the Physical and the Digital

Effat College of Architecture and Design (ECoAD) has always been visionary in extending the conventional boundaries of experiential learning in architecture and design to meet the challenges of diverse communities through interdisciplinary instruction and innovative research while accommodating the demands of digital transformation.

We take pride in graduating creative thinkers, designers, builders, film creators, and directors, who have achieved significant levels of accomplishment and recognition in the early to middle stages of their careers locally and globally and exhibited exceptional talent and promise in the fields of architecture, design, and cinematic arts.

As our path forward, our strategic plan will be based on two main pillars: innovation and digitalization that foster creativity, facilitate realization, and achieve efficiency in all physical and non-physical aspects of human life. These goals have shaped our upcoming strategic plan theme to be: “Quality of Life between the Physical and the Digital,” in alignment with Effat University theme: “Innovation and Digital Transformation.”

To reach this milestone, we have conducted an engaging and inspiring strategic planning process that would confidently lead us to achieve excellence in all aspects of teaching and learning, innovative and interdisciplinary research, and community service.

Our commitments of maintaining the distinguished profile of world-class faculty coupled with our core values shall provide the framework needed to effect change through developing our curricula and delivering them in innovative, unconventional modes, to engage diverse communities in ways that elevate their broader values, aspirations, and collective identity.

II. College Vision, Mission, and Goals

Mission

Effat College of Architecture and Design offers a Effat College of Architecture and Design offers a unique group of programs dedicated to the investigation, interpretation, and creation of physical, social, and sensory environment. Through its interdisciplinary instruction and ongoing research, the college graduates architects, designers, producers and film makers who extend the conventional boundaries of theory and practice to meet the challenges of a changing world locally and globally.

Vision

Effat College of Architecture and Design aspires to address local and global societal needs and future ambitions through unique and distinguished architecture, art and design education that reinforces a culture of diversity and creativity in research, practice and community service.

Goals

Description automatically generatedWe aspire to construct a prosperous, healthy, inclusive, and equitable educational context where we combine our strengths and ambitions to ensure a thriving society, aiming at embracing ambiguity, accelerating solutions, creating new partnerships, and increasing real impacts locally and globally.

Goal 1: Empower the presence of Effat College of Architecture and Design (ECoAD) as a contributor to the creative culture nationally and internationally by ensuring the attainment of the strategic planning goals measured by tracking the achievement of the mission and vision aligned with the university and the Saudi Vision 2030.

Goal 2: Cultivate a dynamic and collaborative work environment through effective and inspiring leadership that promotes integrity in managing all the college activities within the approved governance model to ensure the best organizational performance; and achieve national and international accreditation for ECoAD

Programs to reach a satisfactory level of national and international recognition.

Goal 3: Provide excellence in all ECoAD distinctive academic activities, which inspire the students’ innovative, creative, and intellectual engagements and ensure dynamic learning environment that foster creativity among ECoAD students, faculty, staff and external community through state-of-theart learning and information resources and services.

Goal 4: Qualify the ECoAD graduates to be the Ambassadors of Queen Effat Legacy and agents of change by improvising the student-life quality and by attracting and retaining a diverse body of students.

Goal 5: Enhance ECoAD efforts to recruit, nurture, and retain a diverse faculty and staff in order to strengthen the programs.

Goal 6: Obtain up-to-date studios, workshops, and digital labs that encourage ECoAD faculty and students to practice hands-on and practicum creative projects; and maintain constructive financial management by creative use of budget and resources.

Goal 7: Create a vibrant, creative, and interactive research community that generates artistic and innovative ideas worthy of implementing in the national industry, as inspired by the Saudi Vision 2030.

Goal 8: Enhance the ECoAD culture of service through national and international productive partnerships and collaborations that support the community and the college.

A picture containing sky, outdoor, building, day

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):

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

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

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 three departments for Effat College of Architecture and Design: Architecture (Bachelor of Science in Architecture and Master of Science in Urban Design), DESN department (Bachelor of Science in Design comprising interior design and product design tracks), and finally 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 clear from this chart that employers from manufacturing and construction are about 11 % who would be seeking our graduates from Architecture, Interior Design, and product Design. It is worth to mention that this graph lacks information about the growing entertainment sector in Saudi Arabia which School of Cinematic Arts, including animation, direction, and production tracks, can support.

• According to the market study, KSA would need professionals with hands-on training in specializations such as machine tooling, metalworking, electro-mechanics, and auto mechanics. These specializations are covered under Product Design track in the Design department.

• The market study has also indicated that Saudi Arabia will invest over SAR 500 billion in airports, seaports, rail and other infrastructure by 2030 to make the kingdom a global transportation and logistics hub. These will secure many job opportunities for our graduates from Architecture and DESN undergraduate program and our postgraduate program: Master of Science in Urban Design.

• 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. This would again push for more jobs related to architecture and design (including product and interior design); as there would be more need for building related constructions and infrastructure. 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 architecture, design and planning together with 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 all programs covered by Effat College of Architecture and Design

• 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:

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:

• 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)

• Graduates from Effat College of Architecture and Design 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 ARCH program requires a completion of 120 hrs. of internship, while Design and Cinematic Arts programs both require 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 extracurricular activities 56% of employers are looking for.

• It is worth mentioning that Architecture program, having the NAAB certification represents an internationally accredited program; a certification that 80% of employers are looking for.

• 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, Architecture and Master of Science in Urban design have partnership with Miami University, together with ongoing exchange activities with Kent State University, IU Hamburg, TU Berlin, and Kingstone University. Design program has partnership with Auburn University and fi Universiti Teknologi Mara in Malysia. Finally 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)

• 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 Architecture and Master of Science in Urban Design; mainly driven by the construction sector growth. Similarly, there is high demand for Bachelor of Science in Cinematic Arts; driven by regional and global trends. As for the design tracks, although the demand shown below is moderate, but it is expected that interior design and product design demand will also grow as a complementary specialization related to growth in manufacturing and construction sectors.

Existing

BSc

Demand likely to be in the following sectors

• 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.

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.

• Architecture is the highest undergraduate program studied in all Effat University, as shown in the chart below. It is worth to mention that the graph is lacking the reference to the Design and Cinematic arts programs, together with the Master of Science in Urban Design which have witnessed a remarkable growth in enrolment in the past two years.

Undergraduate Programs

Postgraduate Programs

Effat College of Architecture & Design - BSc Arcchitecture 14% Effat College of Business - BSc Finance - Finance 4%

Effat College of Business - BSc Marketing 11% Effat College of Humanities - BSc Translation and Interpreting 2%

Effat College of Engineering - BSc Computer Science 11%

Effat College of Humanities - BSc PsychologyClinicalPsychology 9%

Effat College of Business - BSc Finance 6%

Effat College of Engineering - BSc Elecctrical & Computer 6%

Effat College of Humanities - BSc English & Translation 5%

Effat College of Business - BSc Supply Chain Management 5%

Effat College of Humanities - BSc English & Translation

- Literature 3%

• 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:

• 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:

• 2 in 10 students are highly likely to continue their higher education with EU. According to current students, the industrial Engineering, and Fashion Design should launch. Those two specializations could be integrated in the Design program offered by Effat College of Architecture and Design. Increasing the number of teaching staff is the top improvement area according to current students as depicted by the chart below:

Likability to continue higher education at Effat university

Delighted 31%

Satisfied 33%

Dissatisfied 37%

Potential UG Students

Programs Effat university should lunch

Law 10%

Medicine 5%

Industrial engineering 5%

Political science 1%

Public relations 1%

Fashion 1%

International relations 1%

ccording to current students, design including architecture and both design tracks (interior and product design tracks) along with Cinematic Arts represent streams of choice for higher or further education, as shown 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:

Delighted 31% Satisfied 33%

Dissatisfied 37%

Improvement areas

Doctors providing a sufficient number of Doctors / More doctors to teach in all majors 10% More courses / Variety of courses / Advanced courses 5% Building / Improve building / Development of building 5%

Provide more teachers / Recruitment / Restaffing the ICT department 5%

Scholarship offer / Pay attention to the issue of scholarships 5% More majors 3%

Reduce fees / Fees 3%

• Quality of education, reputation of the university and the career opportunities are the top reasons high school students consider Effat University. When comparing results with the overall universities, availability of dorms, international affiliations and ties with foreign universities are significantly higher for Effat University as shown in the chart 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 of those who access Internet / Social media

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:

Actions by Initiatives

Implement Annual Operational Plan

• Formulate and set the 5-year strategic plan.

• Develop and implement the annual operational plan.

• 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.

• 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:

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

Objective 1: Implement ECoAD Strategic Plan

Implement ECoAD Annual Operational Plan

Responsibility 2022 2023 2024 2025 2026

Percentage of achieved indicators of the ECoAD operational plan objectives (KPI-P-01 & KPI-PG-1).

Initiative 2022-2027 KPIs Responsibility 2022 2023 2024 2025 2026

Evaluate the Achievement of ECoAD Mission Statement

Actions by Initiatives

Evaluate the Achievement of ECoAD Mission Statement

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

LEAD: DEAN

OTHERS: DEPT CHAIRS

• 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.

Objective 2: Appraise ECoAD Mission Objective and Success Initiative 2022-2027

LEAD: DEAN OTHERS: DEPT CHAIRS

V. Strategic Area 2: Governance, Leadership & Management

Objective 1: Revise Organizational Structure

Initiative

Implement ECoAD Annual Operational Plan

Update leadership roles

Review and revise reporting lines

Evaluate leadership performance

Actions by Initiatives

Restructure ECoAD Units

2022-2027

KPIs Responsibility 2022 2023 2024 2025 2026

Percentage of operational steps completed.

Percentage of alignment between the responsibilities and tasks in leadership role description to the actual implementation.

Percentage of operational steps completed.

Percentage of performance achieved by leaderships.

LEAD: DEAN OTHERS: DEPT CHAIRS

LEAD: DEAN OTHERS: DEPT CHAIRS

LEAD: DEAN OTHERS: DEPT CHAIRS

LEAD: DEAN OTHERS: DEPT CHAIRS

• 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 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.

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 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 ECoAD reporting system and reporting lines to ensure a clear and smooth flow of information from bottom-up and top-down among academic and administrative units 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 adjust 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 ECOAD Leadership Performance

• Assess how far ECOAD 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 ECoAD 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 ECoAD Responsibilities

Initiative

Objective 5: Monitor the Effectiveness of the Governance System

Establish new ECoAD strategic roles

Evaluate the performance of individuals carrying the new strategic roles

Actions by Initiatives

2022-2027

KPIs Responsibility 2022 2023 2024 2025 2026

Percentage of operational steps completed.

Percentage of role descriptions developed.

Percentage of performance achieved by the individuals.

Establish New ECoAD Strategic Roles & Develop Role Descriptions

LEAD: DEAN OTHERS: DEPT CHAIRS

LEAD: DEAN OTHERS: DEPT CHAIRS

LEAD: DEAN OTHERS: DEPT CHAIRS

• Update the institutional strategic roles at the level of ECOAD and its departments 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 ECOAD and its departments 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 the ECOAD level and its department 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

Review and evaluate ECoAD Standing Committees

Review and evaluate ECoAD Committees

Actions by Initiatives

Review and Evaluate ECoAD Committees

Percentage of completed initiatives/ projects.

Percentage of completed initiatives/ projects, etc..

Actions by Initiatives

Obtain and Maintain Program National Accreditation

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

LEAD: DEAN OTHERS: DEPT CHAIRS

LEAD: DEAN OTHERS: DEPT CHAIRS

• 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.

• Update and implement the standing committees based on the evaluation conducted in Fall 2022-2023.

• 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 ECoAD Committees

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

• Update and implement ECoAD committees based on the evaluation conducted in Fall 2022-2023.

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

• Conduct a comprehensive review of current ECOAD 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

Obtain and maintain Program national accreditation KPI-I-02 Proportion of accredited programs.

Obtain and maintain Program international accreditation

Attain and maintain subject ranking

Conduct benchmarking data analysis annually

Percentage of completed initiatives/ projects, etc..

Position in ranking (national, regional, worldwide)

Number of programs achieving subject ranking.

Proportion of Programs conducting benchmarking systematically annually.

• 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 maintaining/renewing/finding international accreditations over the 5-year planning period.

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

• 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 Maintains Program International 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 maintaining/renewing/finding international accreditations over the 5-year planning period.

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

• - 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 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 subject rankings over the remaining 5-year planning period.

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

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

LEAD: DEAN OTHERS: DEPT CHAIRS

LEAD: DEAN OTHERS: DEPT CHAIRS

LEAD: DEAN OTHERS: DEPT CHAIRS

LEAD: DEAN OTHERS: DEPT CHAIRS

• Conduct a final assessment of the achievements of 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 the governing bodies, bylaws, and policies and procedures with relevant authorities (e.g., MoE)

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

Ensure that ECoAD members follow Effat Ethical Conduct

Actions by Initiatives

2022 2023 2024 2025 2026

KPIs Responsibility

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).

Topic Risk Mitigation Plan

LEAD: DEAN OTHERS: DEPT CHAIRS

LEAD: DEAN OTHERS: DEPT CHAIRS

LEAD: DEAN OTHERS: DEPT CHAIRS

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 ECOAD 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 ECoAD decisions and circulations and introduce improvements as needed.

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

Ensure that ECoAD Members follow Effat Ethical Conduct

• Review, and revise, as necessary, protocols for monitoring ethical conduct across ECoAD.

• 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.

Risk Management

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

Enhanced Governance and Improvised Organizational Structure.

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.

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

LEAD: DEAN

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).

OTHERS: DEPT CHAIRS

LEAD: DEAN

OTHERS: DEPT CHAIRS

LEAD: DEAN

OTHERS: DEPT CHAIRS

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

• Degree of fulfillment of the educational partnership agreements.

• Number of international DDs and Minors introduced.

LEAD: DEAN OTHERS: DEPT CHAIRS.

Actions by Initiatives

Review and Reassess the Current Academic Portfolio

• Continue overseeing working parties at ECoAD levels 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 program. 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.

• Based on the graph below, enrollment in Arts and Humanities make up to 23% of enrollment in Higher Education, which is supported by all departments and in specific School of Cinematic Arts and up to 22% in manufacturing and construction which is covered by architecture and design departments.

Higher Education Enrollments by Specialization

The table below shows the competition between the programs offered by Effat College of Architecture and Design and other institutions at the undergraduate level:

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

College Program Specialization

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

College Program Specialization

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

MSc Urban Design x x x x

• As per the tables above, there is strong competition with Architecture and average competition with the Master of Science in urban Design while there is weak competition with Design especially product design and Cinematic Arts. It is worth to mention that Cinematic Arts stands 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. Additionally, as per the market study, it is clear that architecture needs to integrate more courses related to construction as the growing sector in the future of Saudi Arabia. Similarly, Master of Science in Urban Design needs to be more inclusive for other specializations related to construction and not focus only on urban design. As for DESN and SCA, they represent strength in the same way they are currently delivered. Regarding the sector outlook, it evident from the first part of this study that employers demand all undergraduate and post graduate programs delivered by Effat College of Architecture and Design.

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

• 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

Architecture

Weak Moderate Strong

Invest to grow academic program.

Maintain program strengths.

Invest to grow academic program.

Design

Cinematic Arts

MSc. Urban Design Build selectively on program strengths.

Objective 2: Establish E-Learning Provision

Review and revise e-learning facilities and resources

Develop and operate e-learning strategy

Actions by Initiatives

Maintain program strengths.

Invest to grow academic program.

Maintain program strengths.

• There exists an opportunity for more enrolments at the post-graduate level as there is currently one program offered. Therefore, it is recommended to further develop the Master of Science in Urban Design to widen the different domains under this program. Additionally, establishing a Ph.D. in Architecture could be seen as a future opportunity. Moreover, the College 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 College 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.

Percentage of operational steps completed.

Percentage of operational steps completed.

LEAD: DEAN OTHERS: DEPT CHAIRS

LEAD: DEAN OTHERS: DEPT CHAIRS

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).

Develop and Operate e-learning Strategy

• Develop e-learning programs per college

• 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

2022 2023 2024 2025 2026

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

Increase Integration of Project-based Learning

Proportion of courses involving project-based learning.

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

Percentage of operational steps completed.

LEAD: DEAN OTHERS: DEPT CHAIRS

LEAD: DEAN OTHERS: DEPT CHAIRS

LEAD: DEAN OTHERS: DEPT CHAIRS

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

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

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

Integrate service learning within all programs

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 ECoAD 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.

Deploy Professional Experts in Teaching

Align PLOs with market needs

2022-2027

KPIs Responsibility 2022 2023 2024 2025 2026

Percentage of programs 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).

• 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) (KPI-PG-08).

LEAD: DEAN

OTHERS: DEPT CHAIRS

• Conduct workshops regularly within the ECoAD 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

Objective 5: Monitor the Effectiveness of the Governance System

Initiative 2022-2027

KPIs Responsibility 2022 2023 2024 2025 2026

Deploy professional experts in teaching

Provide on-campus and off- campus 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: DEAN OTHERS: DEPT CHAIRS

LEAD: DEAN OTHERS: DEPT CHAIRS

LEAD: DEAN OTHERS: DEPT CHAIRS

LEAD: DEAN OTHERS: DEPT CHAIRS

Monitor academic excellence

• 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; KPI-PG-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

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

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

LEAD: DEAN

OTHERS: DEPT CHAIRS

Attain the Effat Graduate Characteristics

Attain the English Level proficiency

Actions by Initiatives

Monitor Academic Excellence

• Average time for students’ graduation (in semesters) (KPI-PG-05) (post graduate).

• 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).

• Achievement of Program learning outcomes.

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

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

Percentage of students achieving the four Effat Graduate Characteristics annually.

Percentage of attainment of requested English level by Effat University students.

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

LEAD: DEAN

LEAD: DEAN OTHERS: DEPT CHAIRS

Objective 6: Revise Learning Resources

Initiative 2022-2027

Review and improve learning resources

Actions by Initiatives

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: DEAN OTHERS: DEPT CHAIRS

• 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

• 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

Market data are challenging to acquire.

Reputation of the newly launched program in the region.

Conduct a thorough research project to procure data for the analysis.

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.

• 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:

• 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 college 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.

Faculty with lack of knowledge or skills to execute newer 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

Objective 2: Improve Student Experience

Initiative 2022-2027

KPIs Responsibility 2022 2023 2024 2025 2026

Revise student clubs and activities

KPIs Responsibility

• Percentage of clubs and students associations per year fulfilling IQRA value.

• Percentage of sport activities fulfilling IQRA value in which ECoAD 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 ECOAD students’ body.

LEAD: DEAN SA

OTHERS: STUDENTS COUNCIL

Automate ECoAD 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 ECoAD 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

LEAD: DEAN SA

OTHERS: DEAN/ DEP. CHAIRS/ DEAN QA

LEAD: DEAN SA & PROVOST

OTHERS: DEAN QA

LEAD: DEAN SA & PROVOST

Enhance student role in governance

Actions by Initiatives

Revise Student Clubs and Activities

• Percentage of identified ECoAD governing bodies with student involvement.

• Satisfaction rate of students’ activities.

LEAD: DEAN SA

OTHERS: PROVOST/ DEAN/ STUDENTS COUNCIL

Actions by Initiatives

Automate University Students’ Related Processes

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

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

• Implement the automation plan.

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

• Support sports activities by ensuring the participation of ECoAD students in 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 ECoAD 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.

• Measure the satisfaction of students.

• Improve the automated processes as needed.

Improve Quality of Student’s Experience

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

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

Improve Student Services

• 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.).

• Planning, designing, and implementing Campus Life student counseling and wellbeing services.

Encourage Students to Become Future Entrepreneurs

• Cultivate entrepreneurship culture within the ECoAD 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 ECoAD students’ start-ups.

Objective 3: Develop International Student Mobility

Initiative

Establish opportunities for outgoing student mobility

Establish opportunities for incoming student mobility

Establish virtual mobility experiences within programs

International Student Ratio

2022-2027

2022 2023 2024 2025 2026

KPIs Responsibility

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

• Percentage of international incoming students to ECoAD.

• Number of virtual mobility opportunities and programs established.

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

Actions by Initiatives

Establish Opportunities for Outgoing Student Mobility

LEAD: DEAN SA

OTHERS: PROVOST/ DEAN/ DEP. CHAIRS

LEAD: DEAN SA

OTHERS: DEAN/ DEP. CHAIRS / DEAN QA

LEAD: DEAN SA

OTHERS: PROVOST/ DEAN/ DEP. CHAIRS

LEAD: DEAN T&L

OTHERS: DEANS/ DEP. CHAIRS

• Promote student mobility program, 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 relations with 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 relations with international entities (cultural attaché, Islamic centers, international schools, international universities, ...).

Objective 4: Increase Student Population

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 ECoAD students’ population out of the projected number in the strategic plan.

Achieve Sustainability through Recruitment and Retention of Diverse Body of Students

LEAD: DEAN SA & PROVOST

OTHERS: DEANS/DEP. CHAIRS

• 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:

• 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 giving to male recruitment

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

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

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

Objective 5: Improve Alumni Relations

Initiative

Graduates with entrepreneurial businesses

Improve alumni communications and data management

Develop focused portfolio of alumni activities

Establish alumni mentorship program

Improve alumni performance

2022-2027

2022 2023 2024 2025 2026

KPIs Responsibility

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

Percentage of completion of ECoAD alumni database.

Number of alumni activities developed.

Percentage of alumni participation in mentorship programs.

Percentage of alumni participation in offered training programs.

LEAD: DEAN SA

OTHERS: DEANS/ DEP. CHAIRS

LEAD: DEAN SA

OTHERS: DEANS/ DEP. CHAIRS

LEAD: DEAN SA

OTHERS: DEANS/ DEP. CHAIRS

LEAD: DEAN SA

OTHERS: DEANS/ DEP. CHAIRS

LEAD: DEAN SA

OTHERS: DEANS/ DEP. CHAIRS

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.

• 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.

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.

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

Organizational constraints (lack of time and resource).

Lack of internal capabilities.

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.

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.

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.

Alumni Engagements

Alumni relations solely based on financial contribution.

Alumni contribution can be in other forms too such as helping in bringing in employers, mentoring students, etc. Efforts should be focused on these if financial contribution is not likely.

Communication might be impersonal. Customized and more personalized communication to build an emotional connect.

VIII. Strategic Area 5: Faculty & Staff

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

Initiative 2022-2027

KPIs Responsibility 2022 2023 2024 2025 2026

•Percentage of achievement of ECoAD Saudization body

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

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 ProfessorAssociate Professor – Assistant Professor) (KPI-P-12, KPI-PG-11).

•Percentage of achieved recruiting needs.

LEAD: PRESIDENT OTHERS: PROVOST/ DEAN

Actions by Initiatives

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

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

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

• Send Saudi students abroad for higher studies to prestigious universities 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

Rebalance faculty workload

Objective 3: Extend Faculty Development Program

Initiative 2022-2027

2022 2023 2024 2025 2026

KPIs Responsibility

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: PROVOST

OTHERS: DEAN/DEAN QA

Foster equity diversity and inclusion strategy

2022-2027

KPIs Responsibility 2022 2023 2024 2025 2026

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

•Proportion of faculty with reduced teaching load.

•Faculty satisfaction with work environment.

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

•International teaching staff Ratio.

Actions by Initiatives

Rebalance Faculty Workload

LEAD: PROVOST OTHERS: DGSR/DEAN

Provide professional development support for research

Actions by Initiatives

LEAD: PROVOST OTHERS: DGSR/DEAN

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

• 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 ECoAD by engaging faculty & staff.

• Give employees multiple ways to provide feedback.

• Apply fair and transparent promotion procedures for all employees.

•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.

• Assess the plan through the faculty satisfaction rate.

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

• Recognize outstanding teaching.

• Encourage faculty to have memberships of professional societies aligned to their respective programs

Provide Professional Development Support for Research

• 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.

Objective 4: Maintain Appropriate Mechanism to Recruit and Retain Competent

all Occupational Category

Initiative 2022-2027

Develop and implement desired support staff profile plan

LEAD: PROVOST

OTHERS: DGSR/DEANS

Support Staff in

KPIs Responsibility 2022 2023 2024 2025 2026

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

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

•Proportion of staff receiving professional development opportunities per year.

•Staff satisfaction with professional development opportunities provided.

LEAD: PRESIDENT

OTHERS: HRPC/DEAN

Actions by Initiatives

Develop and Implement Desired Support Staff Profile Plan

• Attract and recruit the finest staff.

• Apply retention strategies, aimed at retaining qualified employees.

• Ensure at least 12% of ECoAD 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:

• 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 ECoAD:

• 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.

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:

• 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.

• One IT and process related member will be responsible for all the data to be stored and analyzed later. This process must be streamlined and eventually the same member will develop reports monthly to continually leverage stakeholders’ position with the university.

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

• 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.

• 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:

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.

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

Management Initiatives Increasing research output with limited resource.

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.

Vision Saudization Finding and recruiting local talent.

Incumbents should be promoted from within the ECoAD Incentives in the form of scholarships, fast track-growth, exposure in the form of faculty exchange programs, etc.

Faculty Development Program (FDP)

Building an internal development center.

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

Knowledge Development. 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

Initiative

Implement Financial plan

Actions by Initiatives

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

• Develop and implement digital transformation to accelerate administrative operations performance.

• Maintain data and system security to ensure high performance.

• Improve the website presence by implementing search engine optimization best practices.

Diversify income streams

Actions by Initiatives

Implement ECoAD Financial Plan

2022-2027

KPIs Responsibility 2022 2023 2024 2025 2026

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 institution to total income (KPI-I-14).

Percentage of achievement for each source of income to budget.

LEAD: DEAN

OTHERS: DEPT. CHAIRS

LEAD: VPPD

OTHERS: MF

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

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 ECoAD 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:

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

Diversify Income Stream

• Develop, implement, and evaluate Revenue diversification strategy.

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

Initiative

Enhance/upgrade the technological solutions to support academic and administrative operations

2022-2027

2022 2023 2024 2025 2026

KPIs Responsibility

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.

% Of fulfillment of facilities and equipment of the needs for the college

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

Optimize the use of facilities and equipment to achieve safe, healthy, and sustainable campus

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

LEAD: DEAN QA

OTHERS: DEAN/DEPT. CHAIRS /MIETS

Topic Risk

Improve ECoAD Infrastructure

Mitigation Plan

LEAD: DEAN QA – SES & PES

OTHERS: DEAN/DEPT. CHAIRS

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 ECoAD 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

Initiative

Identify and establish focused research relationships with national and international partners

2022-2027

KPIs Responsibility 2022 2023 2024 2025 2026

KPI-I-21 Proportion of external funding for research

The degree of international diversity in terms of partnered international research network is as: Formula = (Number of partners -1)/ln (number of collaborated research output)

Percentage of partnered research to the total research output (Including internal collaborations amongst ECoAD and its departments).

LEAD: DEAN

OTHERS: DEPT. CHAIRS.

Monitor and respond to national policy on international HE regarding research

Percentage of operational steps completed.

LEAD: DGSR OTHERS: DEPT. CHAIRS.

Actions by Initiatives

Identify and Establish Focused Research Relationships with National and International Partners

• 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 ECoAD (“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 ECoAD, 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 ECoAD Researchers among the funding agencies, and incentivize ECoAD Researchers for networking.

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

Extend integration of graduate students and programs in published research

Increase researcher productivity

Improve research impact

Actions by Initiatives

Increase Proportion of Active Researchers

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

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.

• Citations rate in refereed journals per faculty member

• (KPI-P-16 KPI-PG-17).

Number of patents, innovations, and awards of excellence (KPI-PG-19).

• Number of Scopus publications per year.

LEAD: DGSR

OTHERS: DEAN/DEPT. CHAIRS

LEAD: DGSR

OTHERS: DEAN/DEPT. CHAIRS

LEAD: DGSR

OTHERS: DEAN/DEPT. CHAIRS

LEAD: DGSR

OTHERS: DEAN/DEPT. CHAIRS

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 faculty recruitment on candidates with a proven track record in research.

• Aid new researchers and early 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.

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

• Indexing ECoAD 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 ECoAD researchers through effective PR communication, both internally and externally.

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

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

Objective 3: Promote the Research Environment

Initiative 2022-2027

KPIs Responsibility 2022 2023 2024 2025 2026

LEAD: DGSR

Establish endowed/named research chairs

Utilize existing research labs/units / centers

Actions by Initiatives

Establish Endowed/Named Research Chairs

Number of chairs established

Degree of utilization of existing facilities & resources

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

OTHERS: DEANS/DEPT. CHAIR

LEAD: DGSR

OTHERS: DEANS/DEPT. CHAIR

• 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..

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

• Scan, identify and collaborate with governmental and/or ECoAD 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 collaborations

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 ECoAD research Enhanced communication and marketing to get ECoAD 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

Establish coordinated approach to community engagement (Partnership and Agreement)

Increase memberships with wellknown organizations

Promote consultancy services

Actions by Initiatives

2022-2027

2022 2023 2024 2025 2026

KPIs Responsibility

Number of partnerships and agreements per year (diverse and aligned with community service areas PACCE).

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: DGSR

OTHERS: DEAN/ DEP. CHAIRS

LEAD: DGSR

OTHERS: DEAN

LEAD: DGSR OTHERS: RCI/ MCPR/ DGSR/ DEP. CHAIRS

Increase Memberships with Well-known Organizations

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

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

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 activities, Conferences, events, workshops, sports, webinars industropedia, etc.

Actions by Initiatives

KPIs Responsibility 2022 2023 2024 2025 2026

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

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

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

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

Improve Quality of Community Engagement Activities

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

LEAD: DEAN QA

OTHERS: DEPT. CHAIRS/DEANS

LEAD: DEAN

OTHERS: DEPT. CHAIRS

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

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

• 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 ECoAD 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.

Offered professional and certified training

KPIs Responsibility 2022 2023 2024 2025 2026

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

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

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

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

LEAD: DEAN QA

OTHERS: DEPT. CHAIRS/DEANS

LEAD: DEAN

OTHERS: DEPT. CHAIRS

Actions by Initiatives

Establish a PACE-HIT Training Center and Programs

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

• Align the ECoAD’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, and evaluate the results of the plan to modify and enhance the offering plan.

Objective 4: Enhance ECoAD Visibility

Initiative 2022-2027

ECoAD contribution to MCPR/Media Center

Market ECoAD with all key external stakeholders

KPIs Responsibility 2022 2023 2024 2025 2026

Number of press releases by ECoAD 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

LEAD: DIRECTOR OF MCPR

OTHERS: DEPT PR

LEAD: DEAN OTHERS: DEPT. CHAIRS

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

The following is an integrated marketing and communication (IMC) framework followed widely around the globe because of its strong fundamentals:

Review of the marketing plan of ECoAD

Analysis of the communication process between ECoAD and all related departments

Budget determination for a concrete recruitment plan

Develop integrated marketing communication program for all ECOAD programs

Develop revised social media presence

Promote the participation in external Awards opportunities for Effat University Faculty and Students

Actions by Initiatives

ECoAD contribution to MCPR/Media Center

Number of reaches per post

Number of marketing campaigns per year.

Number of external awards obtained.

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

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

• Assess the impact of the implementation of the plan on the ECoAD visibility. Market ECoAD with all Key External Stakeholders.

LEAD: DEAN OTHERS: DEPT. CHAIRS

LEAD: DEAN OTHERS: DEPT. CHAIRS

Integrate and implement marketing communications strategy for ECoAD programs

Integrate and implement marketing communications strategy for ECoAD programs

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:

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

• Expand ECoAD 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 ECoAD.

• 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).

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.

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

Provide support to the students in the form of transportation, food, and guidance.

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

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

Enhance ECoAD Visibility.

Marketing team hiring constraints.

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