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.