UoB Strategic Plan 2013

Transcription

Strategic
Plan
2013-2017
[UNIVERSITY OF BURAIMI]
University of Buraimi
STRATEGIC PLAN
2013 – 2017
2
University of Al Buraimi – Strategic Plan 2013-2017
Contents
1) Acknowledgement
2) Introduction
3) University Quality Council
4) University of Buraimi – SWOT analysis

Strengths

Weaknesses

Opportunities

Threats
5) Five Years Action Plan
3

Institutional Goal 1








Acknowledgement:
I, Prof. Dr. Hesham Magd, the Vice Chancellor and the Chair of University Quality Council
thank all the members of the University Quality Council, department of Quality and
Accreditation for preparing and submitting this draft version of the five year Strategic Plan
of the University of Buraimi for approval from the University Quality Council
I, further extend my gratitude to all members of the working groups who elaborated on the
identified institutional goals assigned to each group and actively contributed to the
development of this five year Strategic Plan. This exercise could not have been successfully
completed without the whole hearted cooperation of group members.
I thank the sub-committee for reviewing and revising the submission of the working groups
and finalizing this version of the strategic plan.
Staff and faculty members who contributed to the strategic plan are listed below:
University Quality Council (UQC)
Dr. Hesham Magd (Chair)
Dr. J.F Thomas
(Vice Chair)
Mr. Amjad Hussain (Deputy Chair)
Vice Chancellor
Dean, College of Health Sciences
Coordinator Dept of Quality & Accreditation
Members:
Mr. Mark McCoy
Dr. Ahmad Jamrah
Dr. Illya Bystrov
Dr. Ali Hassnawi
Mr. Mohammed El Moshneb
Ms Shaikah Al Nuaimi
Ms Aisha Al Asmi
Mr. Mohammad Sahad
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Records Office
Dean, College of Engineering
Coordinator, College of Business
Director, Centre of foundation Studies
Director, Admission and Registration Dept
Director, Human Resource Dept
IT Department Coordinator
IT Department Administrator
Working Groups Formed to elaborate on Institutional Goal:
Working Group 1:
Dr. J. F. Thomas (Group Leader), Dr. Kendra Guilford (member), Mr.
Mark McCoy (member)
Working Group 2:
Dr. Ilya Bystrov (Group Leader), Mr. Ali Wad Haleeb, Mr. Mark
McCoy
Working Group 3:
Miss Sheikha Salim al Nuaimi (Group Leader), Dr. Ali Al-Hassnawi,
Dr. Ilya Bystrov, Mr. Amjad Hussain, Miss. Muna Ali Al Shamsi
Working Group 4:
Dr. Ali Al-Hassnawi (Group Leader), Mr. David Edwards, Ms Reshmi
Gupta, Ms Nancy Omeara, Mr. Mark McCoy
Working Group 5:
Dr. Hesham Magd. (Group Leader), Dr Michael Nkasu, Mr Saleem,
Mr Ali Wad Haleeb, Dr Vijay, Kumar Chattu, Dr Vinodhini Reardon
Working Group 6:
Mr. Amjad Hussain (Group Leader), Mrs. Klayani Mohanraj, Mr.
Mohamed Sahad, Miss Maryam Salim al Nuaimi, Mr Klayan
Baddipudi, Ms. Salma Ahmed Al Muzahmi
Working Group 7:
Mr. Mark McCoy (Group Leader), Dr. Ilya Bystrov
Working Group 8:
Dr. Ahmed Jamrah (Group Leader), Dr. Mohamed Al Mohsen, Dr.
Iyad Ahmed, Dr Islam Mustafa, Dr. Degala S., Mr. Ali Wad Haleeb
Working Group 9:
Dr. Hesham Magd. (Group Leader), Dr Michael Nkasu, Mr. Saleem,
Mr. Ali Wad Haleeb, Dr Vijay Kumar Chattu, Dr Vinodhini Reardon
Sub Committee: Formed to review submissions of each working group and develop first
draft of Strategic Plan.
1) Prof. Dr. Hesham A. E. Magd - Chair
2) Dr. J. F. Thomas
3) Mr. Amjad Hussain
Staff of Quality and Accreditation Department:
1. Ms. Salma Ahmed Al Muzahmi
Prof. Dr. Hesham Magd,
Vice Chancellor and Dean
Chair of University Quality Council
University of Buraimi
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Signature:……………………………………..
April 2013
Introduction:
The University of Buraimi (UoB) is committed to quality education aimed at ensuring that
its graduates would enrich the workforce of the Sultanate of Oman, the region and the global
markets. Uob has academic affiliation arrangements and its current programs are aligned
with various institutions globally. The unique academic partnerships ensure the provision
of higher professional education benchmarked against international standards. From its
very inception, UoB has endeavored to endorse only the highest quality in academic
initiatives by selecting programs, partners, and faculty from among the best in the world.
This commitment to quality is echoed by the university’s faculty profile as a majority of UoB
faculty members hold doctoral qualifications from reputed academic institutions located in
different parts of the globe
This committed International team of faculty with high academic expertise motivates the
students to achieve their full potential and prepares them for international careers.
Studying at UoB is an enriching experience on account of interactive learning, and the
possibility of access to academic programs with Universities in Europe, the United Kingdom,
USA, Middle East and their group of International partners. These partnerships make UoB a
unique University in the Governorate of Al-Buraimi in that the UoB offers higher education
influenced by international standards while maintaining focus on learning in the context of
the Sultanate of Oman.
Further the University has already invested in multiple state-of-the-art laboratories for
professional and technical practice targeting skill development.
Additionally, the UoB actively supports off-campus training locations and is further
exploring provision of infrastructural support in such locations from which both students
and members of local communities will gain. Thus, students benefit tremendously from
exposure to a wide variety of teaching and learning initiatives that are both outcome-based
and student- centered in nature.
UoB is a very young institution in its early stages of development, yet it aspires to be
positioned at the forefront of education; higher professional education, in particular. Its
thirst and quest for advancement is apparent in the fact that within the relatively short span
of its existence, the University has tactically elected to crystallize its strategic position;
delineating its unique worth and core competence as an academic entity by redefining its
vision, mission, values, and institutional goals.
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University Quality Council:
To support the department of quality and accreditation, the Vice Chancellor (VC)
established the University Quality Council (UQC) in 2012 with him as its Chair. Considering
the strategic importance of developing a five year Strategic Plan the VC included in the
council’s membership key department heads and the Deans of Colleges.
The UQC periodically met to develop the Strategic Plan. The UQC carefully considered the
strengths, weaknesses, of the University and the perceived threats and opportunities in the
environment. The Council concluded that in the light of the current stage of development of
the UoB there was a need to revise, and crystallize the vision, and mission statements of the
University as expressed at the time of its establishment. The UQC then embarked on an
exercise to revise the same while aiming to retain what was relevant to the present and the
future mentioned in the previously stated vision, mission and objectives.
Once the new vision and mission were identified the UQC developed a set of Institutional
Goals in alignment with the same. A subcommittee of the UQC then identified the core
values and drafted the value statements.
The Council then formed nine different working groups (WGs). Each WG was assigned one
Institutional Goal (IG) to consider as a plan premise.
After the completion of the WG’s goal specific plans, a sub-committee was formed under the
Chairpersonship of the VC to review the submissions. The UQC vice Chair and the quality
department coordinator were nominated as members of the sub-committee.
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The specific outcomes of the strategic planning exercise are as follows:
Previous Vision & Mission Statements
Revised Vision & Mission Statements
Vision:
Vision:
The vision of the University of Buraimi is
to become a leading academic institute in
teaching and research, distinguished
locally and internationally.
“Inspired
Learning
Empowerment”
for
Global
Mission:
Mission:
The University is committed to providing
high quality education and research
activities. It also aims at generating
knowledge and finding solutions to
strategic
issues
locally
and
internationally
“Progress oriented education, research and
engagement that contribute to quality of
life, and learner centered experience
enhanced by sustainable local and global
partnerships”
Previous Core Values
Developed Core Values
1)
None
2)
3) Integrity: We, as members of the University
of Buraimi, shall be guided by the principles
of openness, consistency and honesty in all
our actions while dealing with both internal
and external stakeholders.
4)
5) Respect: The University is an equal
opportunities employer and educator that
facilitate an environment where all
students, staff and faculty are treated with
the upmost respect regardless of religious,
national or ethnic backgrounds.
6) Commitment: We as members of the
University of Buraimi are committed to
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sustainable development of both internal
and external stakeholders by means of
purpose oriented educational initiatives.
7) Diversity: We as members of the University
of Buraimi are committed to creating a true
multicultural environment where students,
staff, and faculty represent diverse nations,
countries and cultures within the context of
national priorities.
8) Excellence: We as members of the
University of Buraimi shall consistently
endeavor to be a quality conscious
community reflecting our pursuit of
excellence in education through all our
actions.
Previous Objectives
Developed Institutional Goals

Provide and encourage competitive
and high quality education and
research.
1) To engage in academic initiatives that
encourage students centered and lifelong learning

Provide and encourage academic
programs which serve the needs of
the society and the working force.
2) To promote research that serves the
needs of the society and addresses
strategic issues

Provide and encourage research in
human and technical sciences which
contributes to improvement of the
local community and tackle strategic
issues.
3) To invest in human and other
resources that contribute to continued
development


Recruit competent academic and
technical staff to implement these
objectives.
4) To prepare students for purposeful
and successful careers that meet local,
regional and global challenge
5) To create new knowledge and become
a national repository of expertise
Attract highly motivated students
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from the Sultanate of Oman and the
Gulf Region.


Produce well-qualified and skilled
graduates who can compete in local
and international markets.
To become a national asset and home
for knowledge and expertise.
6) To provide a conducive, supportive,
and safe environment and facilities for
the university community
7) To encourage and support activities
that
transform
students
into
responsible global citizens
8) To engage with the industry and
community to establish initiatives for
common good
9) To provide the shareholders optimal
value within the context of quality
education
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SWOT Analysis
Strengths
Weaknesses

The city of Buraimi shares a border
with the United Arab Emirates and
is under an hour away from the
port city of Sohar. This is a
potential strength in the sense that
it can enable the University to find
more training and placement
opportunities for its students.

Currently, work placements are
limited to students in the College of
Health Sciences and site visits are
only available for the College of
Engineering.
Ideally
these
opportunities should be made
available to all colleges in the
University.

Further its strategic location opens
up the possibility of drawing in
students from across the border.

The University lacks a career
counseling unit and a learning
advisory unit. There will be an
increasing demand to establish
such entities in order to cater to
student placement needs and
training opportunities.

The University offers a number of
programs that are unique to the
Sultanate and many surrounding
GCC countries. These programs
include Optometry offered by the
College of Health Sciences and the
Export Orientated Management
from the College of Business.

Lack of a standardized and
structured mechanism to use
student feedback from course
evaluations and faculty feedback as
input for course improvement.

The faculty members at the
University of Buraimi hail from
various international backgrounds
bringing with them diverse range of
experiences and expertise which
can impact UoB’s students.

Lack of a program evaluation
system.

The UoB’s faculty profile reflects its
commitment to recruit faculty from
all over the world; particularly
from countries excelling in higher
professional education

Current infrastructure is not
purpose built, e.g., lack of
emergency exits, staircase not
enough to accommodate large
number of students, no elevators or
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ramps for students with disability
are available

The University has built up
relationships with a number of
international affiliates and has a
dedicated International Affairs
Office tasked with strengthening
existing
collaborations
and
exploring new opportunities.

Shareholders commitment to invest
for quality education

New campus to be established
within 20 months from January
2013

Opportunities
Considerable
improvement
in
library holdings and space is
needed
Threats

The starting placement scheme
gives the University a real
opportunity to build relationships
with local industry and can act as
an opportunity to provide feedback.

The limited facilities the temporary
campus can provide to create
innovative learning environment.

The
already
established
International Affairs Office has the
potential to assist colleges by
exploring the possibility of proving
students
with
international
placements where students could
study abroad for a semester.

The demand for placements by
students
could
potentially
outnumber the supply of locally
suitable places. Employers may see
the placement of students as a
burden rather than an opportunity
to try out a potential employee.

Opportunities exist to forge
partnerships with professional
bodies such as the ACCA or
Chartered Institute of Securities &
Investment.

Till now, the University does not
have in place procedures and
mechanism that ensure purposeful
link between curricula and the
actual market needs.

The University has just begun to
implement
work
experience
placements for nursing and

Till now, the University does not
have active relations with the local
and regional industry.
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optometry students and site visits
for engineering students. These
initiatives are envisaged to be
invaluable to the student learning
experience.

Course and Program evaluation
reports have the potential to
capture input from students and
faculty
alike
regarding
the
appropriateness of course content.

The current infrastructure is not up
to standard with little room for
expansion. This means that hosting
conferences, for example, is not a
realistic proposition.

Students’ exposure to real work
situations and experiential learning
opportunities allow the students to
recognize and understand the
relevance of curriculum content

The current Library catalogue is
not substantial. There is at present
no access to online journals or
periodicals.

University expansion plans in terms
of establishment of new colleges
and introduction of new programs

Absence of a forum for involving
industry representatives in the
various university event and
activities, and membership of
various committees.

Faculty members with higher
research degrees such as doctorates
from
diverse
cultures
and
disciplines to contribute to research
and creation of new knowledge

Women faculty members not being
permitted to sponsor their spouses
or children to reside in Oman

Regulations
preventing
the
University
from
employing
practicing professionals as faculty

Local
non-availability
of
educational resources such as
textbooks
and
laboratory
equipment
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Institutional Goal: (1) To engage in academic initiatives that
encourage student-centred and life-long learning
Interpretation
of
Institutional
Goal 1
Goal 1: To engage in academic initiatives that encourage studentcentred and life-long learning
Interpretation: This institutional goal primarily focuses on
learning processes, which is in complete alignment with the
‘Inspired Learning’ concept indicated in the university’s vision
statement, as well as the ‘learner-centred experience highlighted in
the mission statement. Consistently bearing in mind all stakeholders
within and outside the university community, an overall
commitment towards progress must be maintained if the
university’s vision is to be fully manifested. To efficiently and
effectively achieve this goal the university must first proactively
endorse internal collaboration among its members--including
students, faculty, staff, and management. Similarly, it is also
imperative that the university enter into sustainable partnerships
with local and like- minded global partners within the academia,
industry, professional organisations, regulatory agencies, and the
general society.
Strategic aims aligned with Institutional goals:
In view of the above rationale, all university academic initiatives should have the
following characteristics:
1) Academic initiatives should factor in the significance of innovation in teaching and
learning, and contribution to overall progress.
2) Value based teaching and learning initiatives should be designed and implemented to
meaningfully serve stakeholders
3) Promote competence oriented academic initiatives should be established for effective
professional careers.
4) Academic initiatives and programmes should harness faculty members’ and students’
strengths and creativity.
5) Implementation of academic initiative should be in a manner that will instil in students
the desire for learning in order to contribute to human development
6) Creating a culture and environment that promotes learning by inquiry
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Specific time-bound strategies 2013-2017
1) Implement initiatives and conduct events that promote active pursuit of knowledge
and lifelong learning
2) Expand and strengthen institutional partnerships in order to further improve learning
opportunities
3) Create mechanisms that will provide sustainable opportunities for students to learn
from industry and community engagement in order to enhance career readiness and
commitment to social responsibility
4) Invest in and actively promote technology mediation in teaching and learning at all
program levels
5) Based on the notion that learning must precede teaching, facilitate and actively
support faculty professional development, and research that informs teaching and
learning
6) Promote and sustain a culture of innovation in teaching and learning aimed at
pioneering next practices i.e. practices that go beyond good or best practices
7) Carry out periodic evaluation of implemented academic initiatives to improve
outcomes
Goal 1: Action Plan 2013
1
2
3
4
5
6
7
8
9
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Establish a Teaching and Learning Committee in each college
Provide structured opportunities for students to discuss academic issues with
faculty e.g include student representation in the Teaching and Learning
Committees of each College
Establish student forums at each college level to identify special and need based
learning initiatives e.g. Health Sciences Club
Identify students with learning difficulties using academic advising and create
structured mechanisms for counseling and supporting such students
Establish learning support entities such as a Learning Advisory Unit at each
College.
Establish a peer review program for faculty to Include life skills development
courses in the curricula to better prepare students for careers and life as a whole
Conduct special events that enhance opportunities to learn from the experiences
of industry leaders, potential employers, and successful Omani professionals and
entrepreneurs
Conduct co-curricular activities that enhance learning
Regularly conduct events to promote awareness about Intellectual Property,
Academic Integrity, and Plagiarism to instill value based learning
1
Review and evaluate the initiatives and events carried out in the previous year
and improve the same
2
Use feedback from counseling and learning advisory units as input for monitoring
student progression and retention
3
Enhance the use of e-resources such as SharePoint portal by engaging students in
online learning activities
4
Identify industry partners to expand and improve experiential learning
5
Organize events that enhance learning through community engagement e.g. eye
camps, blood donation camps, student project exhibitions, poster presentations
etc.
6
Establish a peer tutor program in each college
7
Improve on the existing assessment moderation mechanisms
8
Sponsor faculty to attend local and international learning events
9
Define a set of graduate attributes for each college and communicate the same.
10 Include co-curricular events and opportunities that contribute to student
learning and development into the academic plan
11 Establish a Course and Program review system
12 Prepare to start a preceptor training program
1
2
3
4
5
6
7
8
9
Review and evaluate action plan initiatives and events of 2012-2013 and improve the
same
Start a preceptor training program
Establish a repository of internal good practices to which faculty may contribute
and learn from each other
Monitor, review, and refine student entry standards based on student
performance across the previous years
Enhance technology mediation in teaching and learning by means of virtual laboratories
Enhance collaborative learning by means of online networks
Identify and introduce standard professional or technical certification examinations and
prepare students to take the same
Organize global events such as a knowledge-sharing academic conference to provide
learning opportunities for all UoB stakeholders
Establish a formal faculty development program in partnership e.g. Postgraduate
Certificate in Higher Education
10 Promote volunteerism among the members of the UoB community by involving
them in campaigns that help them gain knowledge of issues that are relevant to
the future e. g. Oman Green
11 Set up a system and a dedicated unit for monitoring graduate destinations and
employability
12 Review and evaluate organized initiatives and events. Act on results.
16
13 Define a set of graduate attributes for each college and communicate the same
14 Embed graduate attribute in curricula
15 Prepare to start Masters and higher level research degree programs
1
2
3
4
5
6
7
8
9
Introduce Postgraduate and Doctoral Programs
Support membership of faculty in local and international academic networks
Establish faculty exchange and student exchange initiatives
Establish internship, and identify placement opportunities for students
Enhance on the job training in external locations
Expand institutional partnerships to introduce new need based academic
programs
Support faculty-student collaborative research and act on outcomes of such
research e.g., recognition, reward, publications, and publicity.
Create a repository of open educational resources
Review and evaluate initiatives and events. Act on results
1
2
3
4
5
6
7
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Identify good practices that are of a pioneering nature from among the outcomes
of all the events and initiatives and publicize the same
Produce textbooks for courses offered by the University. Provide support to
faculty authors
Identify student leaders who emerge as a result of the Academic initiatives and
events and provide scholarships for further study at the UoB
Recognize and reward outstanding academics within the UoB Community
Establish revenue sharing mechanisms with authors/researchers for patents and
copy rights that emerge from academic initiatives
Evaluate achievement of graduate attributes
Review and evaluate Goal 1 initiatives and events and use findings as input to the
new strategic plan
Institutional Goal (2): To promote research that serves the
needs of the society and addresses strategic issues
Interpretation
of
Institutional
Goal 2
Goal 2: To promote research that serves the needs of the society
and addresses strategic issues
Interpretation: This institutional goal specifies research as an
important part of university’s development. Better understanding of
the goal’s definition can be obtained through analysis of its key
words.
The university’s research activities should be aimed at serving the
“needs of the society” and “address strategic issues”. In our
interpretation it means that the university will try to solve
developmental tasks related to local level (city of Al-Buraimi),
regional level (developmental problems of the Northern territories
of the Sultanate) and national level (Sultanate of Oman in general).
It is imperative for the internal community of the UOB must first
understand the significance of this strategic goal and acquire the
knowledge and skills required for its realization. Both faculty teams
and the students must be trained first to identify and prioritize
strategic issues to embark on sustainable and result oriented
research initiatives.
Under “research” we understand fundamental research, applied
research and even consulting, since these activities are related to
serving the “needs of society” and addressing “strategic issues”. As
the university is keen to “promote” research, these efforts should be
institutionalized both inside and outside the university.
The revised mission of the University of Buraimi (UoB) contains an
express accent on “progress oriented education, research… that
contributes to quality of life”. Hence, it’s an absolute must for UoB to
engage in research for the benefit of the society.
Research initiatives should aim to:
1) Locate, identify and constantly monitor strategic problems and needs of society that
the University can best address through its research capability
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2) Build a system that will allow to develop and constantly improve internal
infrastructure and pre-requisites i.e., policies, procedures, resource base, information
resources that are required to meet the external demand from the society
3) Align the UoB’s research capacities with external demand and in this way fulfill the
formulated institutional goal.
Specific time-bound strategies for five years (2013 – 2017)
1) Establish close relationship with private companies/organizations as well as with
government and public entities to identify and monitor the work that suffice overall
external research demands.
2) Establish infrastructure, alliances, organizational structure/procedures, HR,
administrative and IT resources that shall provide a base for research work to serve
the society.
3) Establish structures and systems that effectively address ethical and health and safety
issues associated with serious research
1
2
3
4
5
6
7
8
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Continuous faculty/staff profiling to assess research capacity
Identify and implement initiatives to develop a research culture
Provide training to enhance capacity
Establish a data base of private and public entities that may;
- Collaborate with UoB in research
- Identify research opportunities that benefit society
Identify potential applied research projects that are aimed at solving the
problems of:
- Public entities (ministries, governor’s offices, etc.)
- Private companies and organizations
Develop a proposal to allocate funds for applied research plans
Coordinate and control research work related activities by establishing
university-wide committees, such as;
- Research committee or similar body
- Establish a Research Unit in each college and actively support
research projects of stakeholders particularly research that
contributes to the improvement of academic initiatives of the UoB
- Establish administration systems, e. g., templates for resource
evaluation, feedback system, etc.
Identify resources that are essential to conduct applied research
Identify human resource requirements, assessment of core
competences that shall help research work,
- Identify technological and infrastructure requirements
Develop a proposal to establish a system for UoB and other concerned
private/public entities that shall be mutually beneficial in availing consultancy,
grant and assistance from each other.
-
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1
2
3
4
5
6
7
Continuous improvement and up-date of the public/private entities data-base
Identification and establishment of research topics that address local, national
and regional strategic issues, initiate publication
Launch first trial/pilot applied research project of either public/private entity.
Project shall be based on previous year’s identification of potentially interested
research projects
Continuous improvement and evaluation of research committee’s performance
and the effectiveness of other administrative structures and systems which
were established previous year.
Continuous improvement and efficient utilization of previous year’s allocated
research resources
Conduct faculty development programs that enhance research skills and research
grant acquisition skills
Support faculty attendance annually in minimum two conferences / seminars /
exhibitions
8
Evaluate current local and international educational partnerships with the
perspective of enhancement of research related activities and projects that
serve the needs of society.
9
Continuous external environment monitoring and up-dating of problems lists,
such as;
- Shifts in demand and other changes in the external environment
10 Establish deanship/directorship for research
11 Establish research and development wing to attract potential researchers and
funding organizations
1
2
3
4
20
Evaluation of previous years’ pilot research project, recommend improvements
for future.
Based on previous year identified research topics launch publication(s) related
to local, national or regional strategic issues.
Approach the research council for grants to launch research projects that solve
problems faced by local industry and society
Review coordination and control of research projects to refine the processes,
5
6
7
8
systems, and structures
Continuous financial and gap-analysis of the present resource base with the
goal to reveal constraints to satisfaction of existing demand and to meet
financial requirements / changes
- of private entities
- of public entities
Continuous alignment of material, IT, and human resources with requirements
caused by existing research /applied research / consultancy demand
Minimum five research projects & publications in peer reviewed journals
Approach professional bodies such as the CFA and ACCA
1
2
3
4
Incorporate previous year pilot project recommendations, identify and launch
at least two new research projects.
Secure grants from the Research council for research projects relevant to local
industry and society
Publications on at least 4 new areas of strategic problems of Oman and local
community
Publicize solutions to strategic problems identified through research e.g., show
case positive outcomes to enhance collaborations in research.
1
2
3
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On the basis of past research outcomes explore possibilities to apply for
patents and copy right
Continuous launch, increase, and improvement of research projects
Continuous increase in publications
Institutional Goal (3): To invest in human and other
resources that contribute to continued development
Interpretation
of
Institutional
Goal 3
Goal 3: To invest in human and other resources that contribute to
continued development
Interpretation: This institutional goal aims to focus on the
fundamental need to invest in human & other related resources that
continually enhance skills and performance resulting in the overall
development of the University Community.
Further no other goal can be achieved if this goal is not first
realized. This goal is about creating and maintaining an
organizational environment conducive to individual University
community member’s as well as the University’s overall growth
Strategic aims aligned with institutional goals:
1) Recruitment of professionally competent and expert staff and faculty
2) Investing in and providing training and resources to systematically improve
professional competence
3) Introducing recognition and reward mechanisms to promote individual and team
efforts and retention of valuable staff and faculty
4) Creating and maintaining a healthy and satisfying organizational, and work culture
1) Create and maintain an effective conducive to performance working environment
2) Develop employment systems to exercise effective communication, transparency,
equality, and respect among employees of diverse cultures
3) Achieve Omanization targets
4) Maintain bench marked faculty-student ratio
5) Create informal sociable environment to promote a sense of belonging among
employees, e.g., staff/faculty recreation clubs, sports activities.
22
1
2
3
4
5
6
7
8
Continuous evaluation, improvement, of HR policies, procedures, and
processes against;
- Practices adopted by other HEIs;
- Align the same against vision, mission and institutional goals of UoB
- Transparency in HR policies
Complete review of department structure (currently three sections)
- Add new sections (as identified)
- Develop roles and responsibilities of new section and its staff
members
Devise systems to ensure continuous achievement of Omanisation targets
throughout strategic plan period
Complete automation in personnel section data entry and prioritize new
sections that shall be automated next
Introduce mechanisms for continuous development and improvement of
employee satisfaction survey/feedback systems
Obtain feedback on effectiveness of training workshops provided to staff and
faculty from January 2012.
Develop effective employee orientation programs
Establish a system that helps employees and their families to get together
periodically, through programs such as;
- Annual functions and parties,
- Social gathering
- Organize special tours
9
Provide space for informal interaction of staff to reduce work related stress
10 Create employees’ social club
11 Continuously maintain diversity of staff profile
12 Continuously achieve optimal faculty student ratio
1
2
3
4
5
6
7
23
Evaluate the results of sections automated last year
Create job profiles for each key position and job descriptions for others
Complete data entry of new automated sections.
Initiate to prepare employee manual factoring in considerations of equity and
transparency
Identify and prioritize areas to develop policies that do not exist.
Continuously improve assistance provided to different colleges for employee
training workshops and courses
Continuously improve employee orientation program based on previous year’s
recommendation
8
9
Review and maintain a competitive compensation scheme
Improve and enhance HR services and systems
- Develop a succession plan for all key positions
- Develop and implement employee career advancement system
- Develop career plans in consultation with staff/faculty
10 Identify areas to create HR committees, or sub committees such as;
- Recruitment committee,
- Policies and procedures review committee
- Performance appraisal committee
Goal3: Action Plan 2015
1
2
3
4
5
6
Evaluate previous year data entry, suggest improvements of HR automation
Full automation of HR system
Include job profiles and job descriptions in the HR manual and set up a erepository for the same.
Continuously improve HR services based on previous years feedback on;
- Succession plan,
- Employee career advancement
- Employee communication (periodic meetings etc.)
Continuously improve based on previous years feedback and
recommendations on HR committees and sub-committees
Introduce motivational schemes, such as, employee of the month awards.
1
2
3
4
5
Evaluate to improve HR automation
From the feedback on annual job/employee satisfaction surveys identify issues
that require long term solutions
Continuously improve staff and faculty training programs
Work on continuous improvement of succession plan, career advancement, and
staff orientation program
Focus on continuous improvement of communication system (periodic
meetings etc)
1
2
3
24
Find ways to improve social interaction opportunities
Use all evaluation findings of current strategic plan period as input for future
planning.
Scan the environment to identify best HR practices and adopt the same as
appropriate to the University.
4
25
Follow up on long term issues identified through annual job/employee
satisfaction surveys
Institutional Goal (4): To prepare students for purposeful
and successful careers that meet local, regional and global
challenges.
Interpretation
of
Institutional
Goal 4
Goal 4: To prepare students for purposeful and successful careers
that meet local, regional and global challenges
Interpretation: This Goal is closely linked to the university’s
Mission which takes the learners as the centre of its endeavor in
order to lead them towards better life by providing “progress
oriented education.”
One main goal of UoB is to prepare and produce graduates who are
capable to compete in the local, regional, and international labor
market in terms of job opportunities. The University is keen to
ensure the relevance of its programs and curricula to student’s
career needs and expectations.
To this end, the University needs to develop a realistic strategic plan
accompanied by a set of resource-linked operational plans to
achieve this strategic goal. It must be noted that the first batch of
bachelor graduates of the university will emerge only by 2016
almost at the end of this plan period.
Strategic aims aligned with institutional goals:
The UoB should aim to:
1) Facilitate industry input for curriculum development to maintain currency of
industry relevant knowledge and improved placement opportunities for students.
2) Introduce work placements and job shadowing in programmes that may not have
these career oriented curriculum components
3) Establish a career counseling department and recruit qualified and experienced
career counselors to run the same.
4) Forge working partnerships with local, regional, and international similar
institutions to enhance career awareness and career capabilities of the students
26
Specific time-bound strategies (2013 – 2017):
1) Establish purposeful professional partnerships with potential employers
2) Incorporate industry and job market input in the university courses and academic
programs
3) Assess the relevance of current taught courses to students in the context of the skill sets
that are necessary for future human resource requirements and improve the courses
4) Enhance the engagement with local community and professional organizations
5) Develop curriculum and programs that utilize alumni and strategic partners while
preparing the students for their career searches
1
2
In response to the requirements of local, regional, and international job
market;
- Establish a support centre to guide students, also develop and
implement career plans
- Organize minimum one training workshop every semester to guide
students to prepare resume, presentations and communication
skills, handle job interviews, and develop job hunting strategies
- Conduct mock interviews
Continuously enhance and expand placement and training opportunities for
students i.e.,
- Establish a data base of university contacts with various professional
entities and provide access to students
- Introduce employers, internship sponsors, and community-based
organizations to the students that are helpful for their future
employability
1
2
3
Continuously seek and improve partnerships with local entities (e.g.
companies, clinics, etc) to increase students placement opportunities
Develop a system to identify student leaders in relation to different skill sets
Establish a forum for academia industry dialogue and collaboration
1
In response to the evolving needs of society and the workplace provide a
transformative, supportive, and experiential education for instance prepare
proposals for final year projects that satisfy professional entities’ requirements
27
2
3
4
Continuously review and up-date the Intended Learning Outcomes (ILOs) at the
program and course levels to assure ILO’s meet future employability requirements
Conduct a survey to obtain employers’ expected graduate profile
Continuously enhance students’ engagement in extracurricular activities
1
2
3
Annually organize a job fair and improve it year on year to introduce
university students to potential national and regional employers
Explore and use creative media advertising opportunities to support students
employability
Develop and conduct a graduate employment survey
1
2
3
28
Setup a system to showcase students projects
Periodically review and up-date graduate profile in the light of employer’s
feedback
Identify and introduce new course specializations and latest field
developments for better employability
Institutional Goal (5) To create new knowledge and become a
national repository of expertise
Interpretation
of
Institutional
Goal 5
Goal 5: To create new knowledge and become a national repository
of expertise
Interpretation: UoB believes that “new knowledge” provides basis
and adds value to the systems not only within the context of University
community but also at the national, regional and international level.
This goal “to create new knowledge” and “become a national
repository of expertise” strengthens UoB’s mission of “progress
oriented education, research and engagement that contribute to
quality of life…..” Of course creating new knowledge is not possible
without involving local and global expertise. Hence; encouraging
partnerships, developing platforms to share creative ideas aligns the
efforts of achieving this goal to the UoB mission statement.
An innovative or creative idea that could be seen as a small
contribution towards current University programmes, teaching and
learning, and/or any other systems; may play a vital role in future
national and international level developments in education and other
relevant fields.
Therefore; this goal is about placing UOB at the forefront academic
achievement, research commercialization, investing in people and
systems that encourage creation of new knowledge. UoB believes that
small initiatives towards creating new knowledge could be unique
repository components and UoB shall continuously encourage such
initiatives for future national repository of expertise.
This goal demands that the UoB should aim to:
1) Create an atmosphere of research, innovation and inventiveness, that will result in the
creation of new knowledge
29
2) Create a culture of constant evolution that will project UoB to be recognized as a center of
excellence in knowledge creation.
3) Develop, enrich and maintain a system of sustainable intellectual repository that will
serve the needs of both the academic, scholarly and professional community at both the
national and international levels.
Specific time-bound strategies 2013 – 2017
1) Disseminate knowledge to the public factoring in affordability.
2) Create and maintain an environment which will be conducive to research, innovation and
inventiveness by faculty, staff and students at UoB, such that will result in the creation of
new knowledge.
3) Promote a culture of constant evolution at UoB that will serve as an incentive to faculty,
staff and students, in their efforts to create new knowledge.
4) Provide adequate funding, equipment, infrastructure and other support facilities to
faculty members, staff and students, for the purpose of creation of new knowledge.
5) Develop, maintain and secure patents for all such new knowledge and/or invention by
faculty, staff and students.
6) Capture and maintain all new knowledge created by UoB faculty, staff and students in a
repository that can serve the needs of both the national and international communities.
7) Develop a system that will incorporate some rules of structure, classification, taxonomy,
record management, etc., so as to facilitate user engagement of all new knowledge and
national repository of expertise.
1
2
3
4
30
Evaluate and continuously improve policies related to research and creation of
knowledge to be undertaken by various colleges, to ensure ethical practices at
all levels.
Conduct SWOT analysis of current practices, procedures, facilities, structure,
classification, taxonomy and record management to assess the effectiveness of
support systems for research and new knowledge creation.
Map out current repositories in UoB campus that contain research information
and data.
Develop a system to generate, capture, organize, and categorize new
knowledge to ensure retrieval and usage of information as and when needed
5
6
7
8
for internal and external purposes.
Evaluate current faculty, staff and students profiles and suggest creating
appropriate mechanisms to motivate and engage them in the creation of new
knowledge. i.e.,
- Orient staff & faculty to research and new knowledge creation
- Add knowledge resources in library, i.e., number of books,
periodicals, working papers that help research
- Provide training to enhance the capability of faculty to identify
context specific areas conducive for new knowledge creation
- Ensure the presence of faculty involved in knowledge creation and
research on other committees, such as library committees to add
resources useful for research, procurement of IT resources and
support tools etc.
Engage faculty in the creation of new knowledge, innovation and art at
university and department level through different bodies, i.e.,
- Establish body to identify new research and development programs
- Create a continuing education centre or department to offer
consultancy services throughout strategic plan period
Create organizational entities and systems to ensure that research and creation
of new knowledge complies with university’s core values, such as;
- Institutional ethical committee
- Institutional Review Board
Identify research and development training opportunities within and outside
the university.
- Establish programs in which knowledgeable and experienced
persons from corporations can participate and spend time on
campus and interact with faculty and students.
- Support development projects in the region by offering expertise at
a reduced cost and volunteering by its students, faculty and staff
1
2
3
4
31
Act on SWOT analysis findings and results
Based on previous year research and development profile support creation of
new knowledge i.e.,
- Reward/financial assistance for the best creativity and invention
Develop a research commercialization policy and allied procedures
Reinforce and strengthen the knowledge repository system that was mapped
out last year.
5
6
Treat partnerships with regional & national groups that target scholarly
communication as an area of focus
- Continuously organize local, regional and international conferences
and workshops where recommendations can be provided at
different governmental and private sector throughout strategic plan
period
Enhance funding pool for creation of new knowledge
1
2
3
Encourage faculty continuously to be engaged in new knowledge creation
Increase new knowledge creation work, i.e.,
- Minimum two research projects aimed at creation of new knowledge
Establish a dedicated department for supporting and promoting creation of
new knowledge
1
Evaluate UoB research and new knowledge creation data and information to
devise a system to become a national repository of expertise.
1
2
32
Continue to improve and support to encourage creation of new knowledge; i.e.,
- Fund appropriate technology acquisition
 New collaboration with press and libraries, electronic access to
resources and services, facilitate university press books to ebook vendors or online network
Use revenue from successful consultancy projects to reward participants as
well as to invest in resources for new knowledge creation
Institutional Goal (6): To provide a conducive, supportive, and
safe environment and facilities for the university community
Interpretation
of
Institutional
Goal 6
Goal 6: To provide a conducive, supportive and safe environment
and facilities for the university community
Interpretation: This goal is about creating an environment that
helps students, staff/faculty and other stakeholders to achieve their
ambitions along with the objectives and core purposes of the
university. The UOB shall extend its full support and cooperation to
the best of its means and resources in providing state-of-the-art
facilities and services to all concerned.
The goal further aims to enhance the experience of the university
community in the context of life at a higher professional educational
institution
1) Provide state-of-the-art facilities and resources to the stakeholders especially students.
2) Develop and implement management systems and infrastructure to create safe working
environment for all parties involved
3) Provision for people with special needs and disabilities to benefit equally from facilities
and services available at the University.
4) Develop and implement management systems to ensure effective and efficient utilization
of all resources.
5) Provide support services that enhance the quality of work and life at the university’s
premises and campuses
1) Design and implement comprehensive and effective student’s profiling system, enrolment,
and records that shall meet current and future requirements.
33
2) Provide and maintain an environment that is healthy and safe for all concerned
throughout the University premises
3) Setup effective systems to handle emergencies providing required medical and counseling
facilities.
4) Provide learning resources that shall include relevant books, other electronic and print
resources, adequate technologies and user friendly ambience.
5) Provide effective IT resources and services that shall continuously match teaching,
learning, management, and admin requirements.
6) Provide safe and secure accommodation, appropriate and effective transportation system,
and healthy catering services to all concerned
7) Establish support systems to ensure that international students are appropriately looked
after and due facilities and services are provided and improved continuously.
8) Establish efficient and effective communication system for internal communities and
continuously monitor it.
9) Establish disabled friendly services, facilities and infrastructure
1
2
7
Develop and implement a comprehensive campus plan
Continuously review, evaluate, and improve the rules, regulations, policies,
procedures, and processes throughout strategic plan period, with regard to:
- Student’s registry,
- IT,
- Library,
- Students’ affairs, and
- Administration
Develop an inventory and assets management system and implement the same
Fully-automate student’s registry system
Automate library system
- Online cataloging access and reservation
- Borrowing and returning of books
Continuously review and improve service through satisfaction
surveys/feedback systems at different departments level to improve
performance, e.g.,
- Grievance redress
- Response time to different complaints
Hire consultants to conduct fire and safety survey and fire drill
34
3
4
5
6
8
9
10
11
Annual fire-drill and mock exercises to handle emergencies
Identify fire and safety wardens and train them to lead in emergencies.
Signing of contract to start construction of new campus
Improve and enhance IT services
- Upgrade HDDs, live backup devices
- Establish IT help desk for UoB Community
- Replace current firewall protection to enhance system security
12 Design infrastructure to match growing needs of the University taking into
account the needs of all constituent entities of the University.
13 Reduce time taken to supply material resources required by academic and
other entities such as textbooks, laboratory equipment, and other material
resources
1
2
3
4
5
6
7
8
35
Evaluate effectiveness of previous year’s automation of students registry, i.e.,
- On-time completion of enrolment, quality of data entry, range and
fields of data collected, usefulness (readiness/availability) of
collected data, security and confidentiality of data, etc.
Evaluate the effectiveness of previous year’s on line catalogue (access and
reservation) of books.
Identification and automation of new areas of library system.
Implement
recommendations
derived
from
service
satisfaction
survey/feedback system.
Identify training requirements of different departments and provide training,
i.e.,
- Time-management
- Good Documentation
- Effective report-writing
Establish system to obtain licenses, e.g.,
- Assist colleges to obtain IT licenses i.e for multiuser learning
software
Continuous improvement and enhancement of campus ambience and
appearance
Students awareness campaign on library usage services, e.g.,
- Distribute pamphlets
- Library week
- Awareness articles in university magazine
- Learning space lounges (provision in new campus)
9
Plan to introduce a Physical fitness and wellness program for students, faculty
and staff
1
2
3
4
Plan to build a central library
Further enhance library services (network inter-library loan facilities)
- Joint user membership with other libraries (explore
opportunities in Al-ain & Sohar)
- Explore possible service and other benefits from partner
universities, information systems, and publishers etc.
New campus construction provisions.
- Provision of on campus recreational facilities
- On campus accommodation
- On campus medical facilities
- Sports infrastructure
- Conference facilities
Provide signage and floor maps
1
2
Improve and enhance IT services
- Develop and implement a procurement, and updating plan
- Up-date IT equipments
- Establish repair and maintenance section
- Establish online journal system and database to enhance online
learning
Facilitate library to establish subsidized networked printing services for
students (Pcounter Software- pay as you print)
Based on the physical fitness and wellness plan of the previous year plan to
establish infrastructure and facilities
1
2
Continuously improve students registry services
Provide interactive IT boards
- Trial multi-media teaching facility (one hall) equipped with
state-of-the-art facilities
36
3
4
- Wireless campus
Build gymnasiums, swimming pools etc. in the new campus
Employ qualified professionals to run and maintain such facilities
37
Institutional Goal (7): To encourage and support activities that
transform students into responsible global citizens.
Interpretation
of
Institutional
Goal 7
Goal 7: To encourage and support activities that transform students
into responsible global citizens
Interpretation: This goal is aimed at continuous improvement of
student experience related to curricular, co-curricular and extracurricular activities including industry and community engagement to
ensure that students after qualifying from University of Buraimi are
well-equipped with necessary professional & life skills to effectively
contribute to local, national and global development.
It will not be possible to create globally responsible citizens without
giving students an element of responsibility. The University aims to
establish the control and support mechanisms necessary to allow for
the incremental delegation of responsibility and accountability to
students in order to harness their leadership potential and empower
them to meaningfully contribute to the quality of life on campus and
beyond.
Therefore to accomplish this institutional goal the University aims to
facilitate an increased engagement between students and the
University before extending their interaction with the local, regional
and then global community through officially recognized student
centred clubs and societies as vehicles to represent students to external
stakeholders.
University is committed to inculcate an increased sense of
responsibility and belonging to these communities that shall result in
students active contribution along with a sense of achievement and the
development of transferable skill sets.
38
1) Facilitate activities that allow students to develop into accountable and responsible
citizens
2) Develop mutually beneficial partnerships that will facilitate student interaction with the
external environment
Specific time-bound strategies: (2013 – 2017)
1) Design and implement the support and control mechanisms necessary for students to
establish clubs and societies
2) Facilitate an open environment where students, faculty and staff are able to provide
constructive feedback to assist the development of the University
3) Put in place processes and procedures to ensure that students are accountable for the
responsibility which has been vested in them
1
2
3
39
Benchmark student clubs and societies and students affairs policies with those
of similar institutions in Oman and abroad.
- Develop policies, procedures, and templates to propose a club or
a society to be established with clearly defined working
mechanisms in relation to other departments / faculty / students
affairs department etc
- Establish mechanisms to monitor the activities of student
council, student’s clubs/societies. All activities should adhere to
relevant University policies
Establish students clubs and societies to achieve the aims of this institutional
goal, e.g.,
- Establish Students Council (conduct 1st council elections in 2012)
- The policies and mandate of student’s council should include
social service components.
- Establish at least one student club/society for each college in
year 2012 -13
Identify potential partnerships with the community, international student
groups, professional bodies and other academic institutions, by creating
4
5
appropriate organizational structures.
Organize students led cultural events
Organize events that support social causes e.g.,
- Fundraising for orphanages
1
2
3
4
Organizational structure established in 2012-13 shall finalize two to three
partnerships to fulfill the aims of this institutional goal, e.g.,
- AIESEC with presence in over 113 countries offering students
the opportunity to be “global citizens, to change the world
and to get experience and skills that matter today.
Meetings between student’s affairs and representatives from the Student
Council shall be held at regular intervals to obtain feedback on initiatives taken
by both sides, e.g.,
- Surveys at the beginning of the year in order to acquire
feedback from all parties involved.
Establish a careers centre to offer workshops on interview techniques, CV
writing and how to prepare for the employment.
Develop mechanisms to improve students’ affairs services for the promotion of
active community engagement.
- Communication system
- Mechanisms to support outstanding students
- Mechanisms to support students with academic difficulties
- Assign leadership roles to students in community engagement
initiatives
1
2
Establish UoB Alumni Association and benchmark with the services and
support offered by Student Councils and Alumni Organizations internationally.
Develop and implement a mechanism to act as university wide interaction with
the community, e.g.,
- Establish a UoB Student Voluntary Society that shall have
representatives from all Colleges and the Centre of
Foundation Studies.
3
Prepare a comprehensive proposal to fund and to support students activities
40
4
5
6
7
Continuous increase in the establishment of important students clubs and
societies
Introduce electives that create awareness of global issues
Develop mechanism to communicate to parents regarding students progress to
answer quires
Plan to create on campus mechanisms, and infrastructure to promote and
showcase talents of the members of the UoB Community
1
2
3
4
5
6
7
41
Analyze feedback received from stakeholders and draw up an action plan in
order to implement improvements.
Initiate formal student leadership development programme
Develop and release the Student Society Grant Policy
Develop students professional and industry relevant knowledge through
enhancing previous year established relationship/partnerships with more
focus on professional bodies, e.g.,
- ACCA for the Accounting Society or relevant nursing
organizations for the Nursing Society and similarly for
engineering
- Aim to have minimum 10 students from each college on
internships with such professional organizations, also
develop a student guide on work placements
- Involve relevant faculties for potential impact on curriculum
review and improvement
Student Voluntary Society shall take effort to give back to society by;
- Organizing community services at local hospitals, blood
donation drives
- Events that shall lead to stronger relationships with local
stakeholders
- Events that make students more responsible citizens
UoB Alumni Association shall devise mechanisms to collect data and
information regarding;
- Industries UoB graduates are employed
- Geographical locations etc
Based on previous year’s feedback improve students council elections
- Election campaign
- Election rules and regulations
- Offices bearers roles and responsibilities
1
5
Release Student Society Grant as per policies to deserving projects that must be
aligned with fund monitoring mechanisms devised earlier
Publish informative articles and human interest anecdotes about effective
students initiatives to motivate other students and to communicate to external
stakeholders.
To strengthen relationships with the community and to identify potential
opportunities for sponsorship, work placements etc;
- Organize the first UoB Alumni Association event
Build a centre of Art and Culture to harness students’, faculty’s, and staff’s
creativity and to encourage talented community representatives
Conduct art and science exhibitions
42
2
3
4
Institutional Goal (8): To engage with the industry and
community to establish initiatives for common good
Interpretation
of
Institutional
Goal 8
Goal 8: To engage with the industry and community to establish
initiatives for common good
Interpretation: This institutional goal is to efficiently and effectively
liaise with industry and community in terms of innovative, strategic
and applied researches, consultancy and corporate training, that are
mutually benefited to participating entities/organizations. For this
purpose the University should establish structures and systems that
ensure effective linkages with local/national partners, government and
other agencies in Oman to bring specialist high-quality industry and
commerce services.
1) Be a gateway to industry with regard to innovative, strategic and applied research and
development, consultancy and corporate training.
2) Be a larger physical entity with an infrastructure and facilities development plan,
integrated with realistic business plans and financial feasibility, to achieve this goal.
3) Contribute to the training of community members on the use of scientific methods and
modern techniques to boost their productivity in various fields.
4) Be a channel for industry input to curriculum design
Specific Time-bound Strategies (2013- 2017):
1) Maintain a win-win relationship between the University and the Private/Public sectors
that may benefit from the services of the University
2) Explore alternative revenue sources through constructive engagement with external
private/public sector companies/organizations and government
43
3) Develop, enhance and sustain mutually supportive relationships with the wider
community, industry, commerce and government through the application of research,
quality and focus of teaching, and commitment to social inclusion.
1
2
3
4
Establish a centre for Industry and Community Engagement [ICE] in the UoB.
Develop and continuously improve the systems, policies, and procedures to
promote industry and community engagement aligned with UoB vision and
mission.
Set up a coordination committee or board to promote liaison and linkages
between industries and the colleges and departments of the UoB.
- Industry and employers collaborations
- Establish relationship with professional bodies
- Establish relationship with other education providers
- Plan for UoB establishing a UoB Alumni Association by 2016
- Establish relationship with community at large
Encourage industry representation in university committees
1
2
3
4
5
6
7
44
Evaluate the established industry and community engagement system and
develop a mechanism to strengthen industry and community engagement for
common good.
Identify projects that have the potential to benefit industry and the UoB.
- Each college to identify at least one project
Conduct campaigns to promote awareness of social issues.
Encourage students’ participation in relevant industry events particularly
those on current issues
Cosponsoring community engagement events with the government e.g.,
- Eye camps
Develop a joint platform to encourage academia and industry interaction in
organizing formal as well as informal meetings, talks, and communications.
Conduct continuing education programs for Industry and government
employees e.g. top up degree programs and short courses on specific topics
1
2
3
4
5
6
Commence at least one specialist certified course in conjunction with industry,
commercial organizations and other agencies
Commence at least one specialist certified course from other education
providers
Initiate a community welfare project that mostly involves students to create
awareness on social issues, such as pollution
Publicize university activities relevant to industry
Promote faculty and University’s interaction with the community through its
libraries, museums, clinics etc
Encourage faculty to present industry and community related initiatives to
external organizations, i.e.,
- Lectures on selected topics and other community welfare initiatives
- Explore membership opportunities in professional and community
organizations
1
2
3
4
5
6
Identify specific high schools to be involved in community engagement
projects.
Periodically conduct specialist events on subjects of mutual interest with
international partners such as, short courses, seminars, workshops etc to
enhance university industry linkages.
Collaborate with healthcare industries and consumer forum to promote health
awareness in the community
Conduct short courses on occupational health and safety to industry
workforces
Collaborate with Industry to promote awareness of issues such as;
- renewable energy resources and sustainable technologies
- local community health related issues
Plan to start leadership development programs for industry
1
2
Continuous improvement of facilities and infrastructure aimed at industry and
community engagement
Explore financial support and avenues of funding from government and other
45
4
organizations for projects of community wellbeing
Plan to utilize alumni association inputs and contributions for the growth of
UoB
Start executive type higher degree programs
46
3
Institutional Goal (9): To provide the shareholders optimal
value within the context of quality education
Interpretation
of
Institutional
Goal 9
Goal 9: To provide the shareholders optimal value within the context
of quality education
Interpretation: UoB believes in quality education as is obvious from
its vision, mission, and core values; especially core values that define
“commitment” and “excellence”. It shows that quality of education
features predominantly in UoB’s efforts that are made at all levels.
Private educational projects are encouraged in almost every country of
the world. The Sultanate of Oman is no exception as it also encourages
such initiatives and considers them vital for the development of human
resources,.
The UoB is committed to quality education acknowledges that without
providing optimal value to shareholders this educational endeavor
may not be sustainable, and it may result in the failure of its vision and
mission. Therefore; within the context of quality education this
institutional goal shall attempt to provide optimal value to the
shareholders.
To achieve this goal the UoB needs to:
 Provide best quality services to gain competitive edge
 Regularly monitor the environment to sustain competitive edge
 Introduce various programs that are seen as value adding and
futuristic
 Introduce IT, and state-of-the-art management systems that
reduce cost
 Provide quality education, placements, alumni services that
shall enhance students’ recruitments.
 Regularly review operations to maintain optimal balance
between efficiency and effectiveness, and cost and quality
UoB recognizes that such efforts will optimize shareholder value and
place UoB at the forefront of shareholders continued interest and
support for further investment– now and in the future.
47
1) To provide the shareholders optimal value that will result in the continued growth and
development of UoB.
2) To optimize shareholders value, so as to serve their needs, by providing significant returns
on their investment - in both financial and nonfinancial terms.
Specific Time-bound Strategies: (2013 – 2017)
1)
2)
3)
4)
Invest in equipments and facilities essential to quality education
Publicize shareholder’s commitment to quality education
Publicize shareholder’s contribution to social causes
Create and foster understanding of the enterprise model of privately funded Universities
among all stakeholders in order to align with institutional and shareholders’ goals
5) Infuse financial planning with due concern for maintaining shareholder’s optimal value,
so as to safeguard UoB’s current and future development interests
1
2
3
4
5
6
7
8
9
48
Conduct SWOT analysis towards the provision of shareholder’s optimal value.
Develop mechanisms for effective and efficient utilization of resources
Recruit faculty to maintain bench marked student-faculty ratio
Review staffing to achieve effective and efficient recruitment and utilization of
admin staff
Initiate automation of, and use of technology for different functions to reduce
costs
Develop and implement reward systems for best faculty/staff performance to
retain hardworking and qualified employees. This reward or staff retention
system shall help to build teams that provide required competitive edge
Conduct market survey to identify required and needed revenue generation
programs
Enhance all communication channels including the UoB website
Develop approaches to solicit external grants and funding required for
advancing key University priorities or objectives.
1
2
3
4
5
6
Contribute positively to the economic, social, and cultural life in the region, i.e.,
- Participate with local government and non-government institutions
and charitable organizations in developmental activities related to
economic and social issues in the region.
- Support entrepreneurial activity with the community.
Conduct surveys and market research to introduce programs and courses that
are in high demand aiming to attract more students and to strengthen revenue.
Review operations to minimize wastage, under utilization of resources, and to
maintain fiscal discipline
Design, and Implement an aggressive marketing awareness campaign to
increase enrollment in academic programs.
Continuously review and refine program pricing based on quality of programs
and support services
Carry out comprehensive enterprise resource planning.
1
2
3
4
i) Develop and implement resource management systems to promote efficient
utilization of funds
Explore and enter into international affiliations, agreements and
memorandums of understanding that enhance UoB’s prestige and goodwill
Develop and implement systems to create awareness among stakeholders
about UoB supported charitable social activities.
Develop a plan for increasing fundraising by determining targets and
conducting fundraising for appropriate student activities.
1
2
3
49
Plan and implement initiatives to attract international students
Target corporations in the region to establish joint study schemes, research
and other programs
Establish centers of excellence in different disciplines and seek external
support for their operations.
1
2
3
Develop and implement alternative resource generation programs, e.g.,
- Continuing education department/centre to offer programs
which reflect University strengths, address societal needs of
potential clients, and generate sufficient revenue.
Develop and implement programs and projects aimed at research
commercialization,
Set up consultancy services, and knowledge transfer partnerships
THE END
50

UoB Strategic Plan 2013

Transcription

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