VI. Strategic Area 3: Teaching & Learning

Objective 1: Redevelop the Academic Portfolio

Initiative

Review and reas-sess the current academic portfolio

Develop new aca-demic programs

Monitor and re-spond to national policy on interna-tional HE regarding academic offering

2022-2027

2022 2023 2024 2025 2026

KPIs

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

Responsibility

LEAD: DEPT. CHAIR

OTHERS: FACULTY

LEAD: DEPT. CHAIR

OTHERS: FACULTY

LEAD: DEPT. CHAIR

OTHERS: FACULTY

Review existing, and identify new, international educa-tional partnership opportunities (DDs, Minors)

Actions by Initiatives

Review and Reassess the Current Academic Portfolio

Degree of fulfillment of the educational partnership agreements

Number of international DDs and Minors introduced

LEAD: DEPT. CHAIR

OTHERS: FACULTY

Continue overseeing working parties at OSCM 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

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

Stringent requirements to obtain the accreditations

Task force to be established to oversee the execution of all operational steps

• 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:

• Based on the market gaps and OSCM capabilities, the following decision-making academic program portfolio matrix with actionable outcomes to each scenario is recommended:

Attractiveness

Supply chain mgt.

• Invest to grow academic program.

• There exists an opportunity for more enrolments at the post-graduate level as there are currently very few (~4) PG courses offered. PG courses in demand should be found out using the given framework and incorporated in the academic portfolio.

• 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

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 c. Satisfaction rate of students

Objective 3: Develop and Extend Novel Pedagogies

Strengthen Research/Teaching nexus in education-al delivery

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

Actions by Initiatives

Increase Integration of Project-based Learning

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

Percentage of operational steps completed

LEAD: DEPT. CHAIR

DEPT. CHAIR

FACULTY

• 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

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

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)

LEAD: DEPT. CHAIR OTHERS: FACULTY

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

LEAD: DEPT. CHAIR

OTHERS: FACULTY

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

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 OSCM Committee on Academic Portfolio (CAP).

LEAD: DEPT. CHAIR OTHERS: FACULTY

LEAD: DEPT. CHAIR

OTHERS: FACULTY

LEAD: DEPT. CHAIR

OTHERS: FACULTY

Monitor academic excellence

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)

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: DEPT. CHAIR

OTHERS: FACULTY

• 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 FIN 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

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 OSCM students

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

LEAD: DEPT. CHAIR

OTHERS: FACULTY

LEAD: DEPT. CHAIR

OTHERS: 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.

Objective 6: Revise Learning Resources

Actions by Initiatives

Review and Improve Learning Resources

LEAD:

VII. Strategic Area 4: Students

Objective 1: Improve Student Involvement

Revise student clubs and activities

• 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

Reinforcing the academic port-folio

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

Reputation of the newly launched program in the region

Shortage of faculty with expertise in the newly launched program

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

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

Legal and political risk. 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

Additional time effort and increased workload for the 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

Enhance student role in governance

Actions by Initiatives

Revise Student Clubs and Activities

KPIs

# of clubs and students associations per year fulfilling IQRA value

# of sport activities fulfilling IQRA value in which OSCM 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 OSCM students body

% of identified OSCM governing bodies with student involvement Satisfaction rate of students’ activities

LLEAD: DEAN SA

OTHERS: STUDENTS

COUNCIL/DEPT. CHAIR

LEAD: DEAN SA

OTHERS: STUDENTS

COUNCIL/DEPT. CHAIR

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

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

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

Enhance Student Role in Governance

• Enhance the OSCM 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

E-learning pro-vision

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

Improve quality of student’s experi-ence

Improve student services

% of students satisfied with automated processes.

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

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

LEAD: DEAN SA

OTHERS: STUDENTS COUNCIL/DEPT. CHAIR

LEAD: DEAN SA

OTHERS: DEANS / DEAN QA DEPT. CHAIR STUDENT COUNCIL

LEAD: DEAN SA

Enhanced Learning Expe-rience and Skill Set Develop-ment

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

Encourage students to become future entrepreneurs

# of student activities geared towards entrepreneurship

# of partnerships established # of start-ups

OTHERS: DEAN QA/ DEAN/DEPT. CHAIR

LEAD: DEAN SA

OTHERS: DEPT. CHAIR

Actions by Initiatives

Automate SCOM Students’ Related Processes

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

• 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 OSCM (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 OSCM 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 OSCM 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 experienc-es within programs

International Stu-dent Ratio

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 OSCM

# of virtual mobility opportunities and programs established

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

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 OSCM 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

KPIs Responsibility 2022 2023 2024 2025 2026

LEAD: DEAN SA

OTHERS: PROVOST/ DEANS/DEPT. CHAIR

LEAD: DEAN SA

OTHERS: PROVOST/ DEANS/DEPT. CHAIR

LEAD: DEAN T&L

OTHERS: DEANS/DEPT. CHAIR

LEAD: DEAN SA

OTHERS: DEANS / DEPT. CHAIR

Achieve sustainability through recruitment and retention of diverse body of students

Actions by Initiatives

% of OSCM 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

OTHERS: DEANS/DEPT. CHAIR

• 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 OSCM 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 OSCM 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: DEAN / DEPT. CHAIR

LEAD: DEAN SA

OTHERS: DEAN / DEPT. CHAIR

LEAD: DEAN SA

OTHERS: DEAN / DEPT. CHAIR

LEAD: DEAN SA

OTHERS: DEAN / DEPT. CHAIR

LEAD: DEAN SA

OTHERS: DEANS/DEPT. CHAIRS

Risk Management

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

Topic

Improve Students’ Involvement in Activities & Governance & Experience

Risk Mitigation Plan

Improve Student Population and Experience

Financial restraints

Organizational constraints (lack of time and resource)

Lack of internal capabilities

Long term commitment

Financial consideration for the student

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

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

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

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

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

• 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 OSCM.

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

• 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 OSCM 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.

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.