V. Strategic Area 2: Governance, Leadership & Management

Objective 1: Revise Organizational Structure

Update Leadership Roles

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

• Set specific authorities, responsibilities, and tasks for each leadership role based on the ECoB 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 ECoB 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 Fall and Spring terms.

• 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 Leadership Performance

• Assess how far ECoB 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 ECoB 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 ECoB Responsibilities

Actions by Initiatives

Restructure ECoB Units

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

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

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

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

Develop role descriptions

Evaluate the performance of individuals carrying the new strategic roles

CHAIRS

Percentage of role descriptions developed LEAD: DEAN OTHERS: DEPT CHAIRS

Percentage of performance achieved by the individuals. LEAD: DEAN OTHERS: DEPT CHAIRS

Actions by Initiatives

Establish New ECoB Strategic Roles & Develop Role Descriptions

• Update the strategic roles at the level of ECoB 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 ECoB 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 ECoB and its department levels and their descriptions to make organizational changes by the end of the planning period in preparation for the next 5-year strategic plan.

Evaluate the performance of individuals carrying the new strategic roles:

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

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

Objective 3: Streamline Committee Structures

Actions by Initiatives

Review and Evaluate ECoB Committees

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

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

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

Review and Evaluate ECoB Committees

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

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

• Conduct a comprehensive review of current ECoB/departments 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

Conduct benchmarking data analysis annually

Actions by Initiatives

Obtain and Maintain Program National Accreditation

LEAD: DEAN

DEPT CHAIRS

LEAD: DEAN

OTHERS:

# of benchmarking agreements achieved and activated.

# of programs conducting benchmarking annually in the APR (SAQR). OTHERS:

DEPT CHAIRS

• Establish a schedule for all national institutional and program accreditations for the programs that have not received them and renew accreditations for the programs that have been accredited over the 5 years.

• Monitor, manage, and coordinate all national accreditations in preparation or in progress with the institution and concerned programs starting Fall 2022 and over all subsequent semesters.

• Implement an automated system that documents the required excellence level of accredited University programs.

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

• Conduct a final review of the effectiveness of QA oversight of national accreditations and recommend improvements for the next 5-year strategic plan.

Obtain and Maintain 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 colleges and programs in maintaining/renewing currently achieved international accreditations (AACSB) over the 5-year planning period.

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

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

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

Attain and Maintain Subject Ranking

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

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

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

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

Conduct Benchmarking Data Analysis Annually

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

• Supervise data collection and analysis of benchmarking data annually.

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

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

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

Objective 5: Monitor the Effectiveness of the Governance System

Initiative 2022-2027

Ensure the compliance of 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 ECoB members follow Effat Ethical Conduct

Actions by Initiatives

KPIs Responsibility 2022 2023 2024 2025 2026

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

Percentage of circulations and decisions disseminated.

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

LEAD: DEAN OTHERS: DEPT CHAIRS/FACULTY

LEAD: DEAN OTHERS: DEPT CHAIRS/FACULTY

LEAD: DEAN OTHERS: DEPT CHAIRS/FACULTY

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

• 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 institutional 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 institutional decisions and circulations and introduce improvements as needed.

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

Ensure that ECoB Members follow Effat Ethical Conduct

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

• 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:

Topic Risk Mitigation Plan

Enhanced Governance and Improvised Organizational Structure

Develop and Maintain Professional Accreditations

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

Stringent requirements to obtain the accreditations

Adherence to NCAAA standards while using best and innovative industry practices

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

Review and reassess the current academic portfolio

Develop new academic programs

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

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

Percentage of Completion of the review process of all programs nominated for review

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

Percentage of operational steps completed

Number of existing partnerships per program

Degree of fulfillment of the educational partnership agreements

Number of international DDs and Minors introduced

LEAD: DEAN

OTHERS: DEPT CHAIRS

LEAD: DEAN

OTHERS: DEPT CHAIRS

LEAD: DEAN OTHERS: DEPT CHAIRS

LEAD: DEAN

OTHERS: DEPT CHAIRS.

Actions by Initiatives

Review and Reassess the Current Academic Portfolio

• Continue overseeing working parties at ECoB 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 programs to expand the current portfolio. We recommend a framework that incorporates competitors’ strength, current students’ ratings, and sector outlook to determine if the potential course is an opportunity or not.

• Assess the current portfolio strengths and weaknesses, to strengthen the existing portfolio and incorporate new programs to expand the current portfolio. We recommend the following framework to support future planning:

• Extrapolating from the leading global universities, an illustration of the framework with dummy values is provided below:

• There exists an opportunity for more enrolments in the MSF program.

• PhD in Business Administration may be seen as an opportunity in the future.

• 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

Objective 2: Establish E-Learning Provision o Based on the market gaps and ECoB capabilities, the following decision-making academic program portfolio matrix with actionable outcomes to each scenario is recommended:

Actions by Initiatives

Review and Revise e-learning Facilities and Resources

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

• Invest in an adequate e-learning platform.

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

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

Objective 3: Develop and Extend Novel Pedagogies

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)

Objective 4: Embed Employability in Teaching and Learning

Integrate service learning within all programs

Percentage of programs that integrate service learning

1- Number of programs aligned (NQF, KSA Job Classification)

2- Percentage of students acquiring Professional and training Certificates

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

Align PLOs with market needs

• 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.

Deploy professional experts in teaching

Provide on-campus and off- campus field experiences

Integrate state-of-the art technology within all programs

Actions by Initiatives

Integrate Service Learning within all Programs

4- Graduate employability and enrolment in post graduate programs ** (KPI-I-05)(KPI_P-07) (KPI-PG-07) - (Annually) NationalInternational and within 6 months)”

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

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

• 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 ECoB Committee on Academic Portfolio (CAP).

LEAD: DEAN OTHERS: DEPT CHAIRS

LEAD: DEAN

OTHERS: DEPT CHAIRS

LEAD: DEAN

OTHERS: DEPT CHAIRS

LEAD: DEAN

OTHERS: DEPT CHAIRS

LEAD: DEAN

OTHERS: DEPT CHAIRS

• 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

• Conduct workshops regularly within the ECoB 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: Ensure 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).

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.

Objective 6: Revise Learning Resources

Initiative 2022-2027

Review and improve learning resources

Actions by Initiatives

Monitor academic excellence

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

Average time for students graduation (in semesters) (KPIPG-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 (KPI-PG-4)

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

LEAD: DEAN

OTHERS: DEPT CHAIRS

2022 2023 2024 2025 2026

Review and Improve Learning Resources

KPIs

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

Responsibility

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.

Attain the Effat Graduate Characteristics

Attain the English Level proficiency

Actions by Initiatives

Monitor Academic Excellence

% of students achieving the four Effat Graduate Characteristics annually

% of attainment of requested English level by ECoB students

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

LEAD: DEAN

OTHERS: DEPT CHAIRS

LEAD: DEAN OTHERS: DEPT CHAIRS

• 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.

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

VII. Strategic Area 4: Students

Objective 1: Improve Student Involvement

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

Technical glitches

Lack of necessary hardware or skill exhibited by the students

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

Setting contingency plans for the faculty

Revise student clubs and activities

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

• # of sport activities fulfilling IQRA value in which ECOB students participated

• # Community service hours completed per student (volunteering) fulfilling IQRA value

• % of students participating in activities fulfilling IQRA value out of the total of ECOB students body

E-learning provision

Financial challenges

Resistance towards e-learning by the internal faculty

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

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

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

Enhance student role in governance

Actions by Initiatives

Revise Student Clubs and Activities

• % of identified ECoB governing bodies with student involvement

• Satisfaction rate of students’ activities

LEAD: DEAN SA

OTHERS: STUDENTS COUNCIL

LEAD: DEAN SA

OTHERS: PROVOST/ DEAN/ STUDENTS COUNCIL

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

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

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

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

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

Objective 2: Improve Student Experience

Initiative 2022-2027 KPIs Responsibility 2022 2023 2024 2025 2026

Automate ECoB students' related processes

Improve quality of student’s experience

Improve student services

Encourage students to become future entrepreneurs

• % of students satisfied with automated processes

• % of utilization of the automated processes

• % of ECoB students satisfied with the quality of co-curricular and extracurricular programs and activities

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

• # of student activities geared towards entrepreneurship

• # of partnerships established

• # of start-ups

LEAD: DEAN SA

LEAD: DEAN SA

OTHERS: DEANS/HOD/ DEAN QA

LEAD: DEAN SA & PROVOST

OTHERS: DEAN QA

LEAD: DEAN SA & PROVOST

Actions by Initiatives

Automate ECoB Students’ Related Processes

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

• 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 ECOB (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 ECoB 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 ECoB 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

Actions by Initiatives

Establish Opportunities for Outgoing Student Mobility

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

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 ECoB 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, ...).

2022-2027

2022 2023 2024 2025 2026

KPIs Responsibility

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

• % of international incoming students to ECoB

• # of virtual mobility opportunities and programs established

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

LEAD: DEAN SA

OTHERS: PROVOST/ DEANS/HODS

LEAD: DEAN SA

OTHERS: DEANS/HOD/ DEAN QA

LEAD: DEAN SA

OTHERS: PROVOST/ DEANS/HODS

LEAD: DEAN T&L

OTHERS: DEANS/DEPT. CHAIRS

Objective 4: Increase Student Population Initiative 2022-2027 KPIs Responsibility 2022 2023 2024 2025 2026

Achieve sustainability through recruitment and retention of diverse body of students

Actions by Initiatives

• % of ECoB 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/DEPT. 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: a. Enrolments – Conduct effective marketing activities on relevant students target groups, attractive online and offline recruitment processes and on-campus school recruitments from leading schools with great pass-out, to ensure enrolling good quality students. Special attention should be giving to male recruitment b.Onboarding – Simplify the onboarding processes through efficient digital tools, bringing services directly to the students. c. Student Life – Employ a Customer Relationship Management to track and monitor a student’s touchpoints throughout the journey. d.Alumni Engagement – Engage alumni in building marketing capabilities and contributing to the 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

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

% of completion of ECoB alumni database

Number of alumni activities developed

% of alumni participation in mentorship programs

% of alumni participation in offered training programs

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.

LEAD: DEAN SA

OTHERS: DEANS/DEPT. CHAIRS

LEAD: DEAN SA

OTHERS: DEANS/ DEPT. CHAIRS

LEAD: DEAN SA

OTHERS: DEANS/ DEPT. CHAIRS

LEAD: DEAN SA

OTHERS: DEANS/ DEPT. CHAIRS

LEAD: DEAN SA

OTHERS: DEANS/DEPT. CHAIRS

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

Financial restraints

Improve Students’ Involvement in Activities & Governance & Experience

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

Improve Student Population and Experience

Organizational constraints (lack of time and resource)

Lack of internal capabilities

Long term commitment

Financial consideration for the student

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

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

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

• 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 ECoB.

• 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 ECoB 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.

Alumni Engagements

Cultural differences between the host and home institution

The international office should provide psychological counselling for those students who are in culture shock or in some 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 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.