KAU Present Projected Current Projected Project KPI ...
Transcript of KAU Present Projected Current Projected Project KPI ...
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
p1/p1 Developing
Technologies & Technical
Support
1. Presence of activated
contracts with required
partners specialized in the
field of reengineering in all
KAU sectors.
VPD Office VPD IT Dean IT Deanship Partnership contract 100 0 60 0.00% 60.00%
p1/p1 Developing
Technologies & Technical
Support
2. Availability of maps &
guides in order to
accelerate university
affiliates' and students'
administrative procedures.
VPD Office VPD IT Dean IT Deanship Map / Guide 12 18 0 100.00% 0.00%
p1/p1 Developing
Technologies & Technical
Support
3. Completing the
transformation of all KAU
sectors' paper transactions
into e-documents that
cannot be leaked or hacked.
VPD Office VPD IT Dean IT DeanshipPaper transaction into e-
document500000 732134 0 100.00% 0.00%
p1/p1 Developing
Technologies & Technical
Support
4. Availability of an
effective integrated system
for technical follow up of
projects, maintenance,
operations, safety and
security in all KAU sectors.
VPD Office VPD IT Dean IT DeanshipProgram (system) for follow
up & maintenance1 0 1 0.00% 100.00%
p1/p1 Developing
Technologies & Technical
Support
5. Presence of a highly
integrated IT infrastructure
for e-administration
programs.
VPD Office VPD IT Dean IT Deanshipe-Administration program
with its own infrastructure1 1 1 100.00% 100.00%
p1/p2 Developing e-
administration & e-finance
services.
1. Availability of experts,
professionals and technical
cadres for upgrading e-
administration & e-finance
services.
VP Office VPContracts & Purchases
Administration Director
Contracts & Purchases
Administration
Expert / specialist /
technical cadre10 4 10 40.00% 100.00%
p1/p2 Developing e-
administration & e-finance
services.
2. Issuing a job description
guide for all KAU
administrative and financial
sectors.
VP Office VPContracts & Purchases
Administration Director
Contracts & Purchases
AdministrationJob description guide 1 1 1 100.00% 100.00%
p1/p2 Developing e-
administration & e-finance
services.
3. Completing the process
of preparing and training
cadres and skilled
personnel involved in
developing e-finance and e-
administration services
(Financial and
administrative personnel
must attend at least one
annual training course).
VP Office VPContracts & Purchases
Administration Director
Contracts & Purchases
Administration
Training course / concerned
affiliates800 800 800 100.00% 100.00%
p1/p2 Developing e-
administration & e-finance
services.
4. Doubling the funding of
programs for electronically
developing KAU’s
administrative and financial
sectors through
partnerships.
VP Office VPContracts & Purchases
Administration Director
Contracts & Purchases
Administration
Saudi riyal (funding
allocation)0 0 0 100.00% 100.00%
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
p1/p3 Developing academic
services
1. Availability of upgraded e-
programs that serve the
academic process through
KAU’s e-portal
VP Academic Affairs Office VP Academic Affairs Not delegated Not delegated Upgraded e-programs 5 1 0 20.00% 0.00%
p1/p3 Developing academic
services
2. Availability of students' e-
portfolio in all academic
programs.
VP Academic Affairs Office VP Academic Affairs Not delegated Not delegatede-portfolio (every students
/ course)100000 160000 0 100.00% 0.00%
p1/p3 Developing academic
services
3. Availability of effective
local & international
specialized partnerships in
the process of modernizing
all academic services.
VP Academic Affairs Office VP Academic Affairs Not delegated Not delegated Specialized Partnership 100 88 1 67.00% 1.00%
P1/p4 Developing e-medical
services
1. Availability of
infrastructures and
computer programs that
are needed for
transforming all medical
services’ paper transactions
into electronic images
VP Office VP Not delegated Not delegated
Program (for transforming
transactions into digital
images)
2 2 2 100.00% 100.00%
P1/p4 Developing e-medical
services
2. Availability of qualified
technical cadres needed by
all medical units
VP Office VP Not delegated Not delegated Qualified technical cadre 40 20 40 50.00% 100.00%
P1/p4 Developing e-medical
services
3. Availability of modern
integrated systems at the
Medical Center
VP Office VP Not delegated Not delegated e-Program (system) 2 2 2 100.00% 100.00%
p1/p5 Total quality in e-
transactions
1. Increasing funds
allocated for satisfying total
quality requirements by a
percentage of no less than
100% of the current
allocations.
VPD Office VPD IT Dean IT DeanshipSaudi riyal (approved
funding allocation)2 0 0 0.00% 0.00%
p1/p5 Total quality in e-
transactions
2. Increasing the number of
agreements and
partnerships with
international universities
which implement total
quality concepts in e-
transactions every year.
VPD Office VPD IT Dean IT Deanship Agreement /Partnership 1 0 0 0.00% 0.00%
p1/p5 Total quality in e-
transactions
3. Following up the
implementation of KAU’s
Strategic Plan, and
rectifying it electronically.
VPD Office VPD IT Dean IT Deanship Follow-up program 1 1 1 100.00% 100.00%
p2/p1 Developing the e-
portal's infrastructure
1. Availability of
infrastructure and
interactive computer
programs required for
upgrading KAU’s website.
VPD Office VPD IT Dean IT Deanship e-infrastructure / program 1 1 1 100.00% 100.00%
p2/p2 Developing technical
specifications
1. Increase in average
Internet bandwidth by at
least 60% of its current
throughput – i.e., from
155MB to 264 MB.
VPD Office VPD IT Dean IT DeanshipMegabyte (targeted
capacity)264 300 264 100.00% 100.00%
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
p2/p2 Developing technical
specifications
2. Average increase in the
number of servers and their
efficiency (at least 8
servers).
VPD Office VPD IT Dean IT Deanship Servers 8 10 8 100.00% 100.00%
p2/p2 Developing technical
specifications
3. Increasing the capacity of
the two current storage
units in order to comply
with KAU’s futuristic needs.
VPD Office VPD IT Dean IT DeanshipGigabyte, Terabyte,
Petabyte (storage capacity)25 100 25 100.00% 100.00%
p2/p3 Achieving
webometrics rankings
1. Doubling the current
number of KAU’s website’s
external hyperlinks.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
CreativityIT Dean IT Deanship Hyperlink 50000 150000 50000 100.00% 100.00%
p2/p3 Achieving
webometrics rankings
2. Doubling the number of
web pages and Internet
files.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
CreativityIT Dean IT Deanship webpage 29408 24129 0 80.01% 0.00%
p2/p3 Achieving
webometrics rankings
3. Uploading all KAU’s
scientific reports and
published papers on the
university’s website.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
CreativityIT Dean IT Deanship
Published report / scientific
paper15083 10624 40 62.81% 0.27%
p2/p3 Achieving
webometrics rankings
4. Acquiring international
website awards
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
CreativityIT Dean IT Deanship Award 1 790 0 100.00% 0.00%
p3/p1 Promoting human
resources
1. Increasing the number of
qualified technical support
cadres in External and
Distance Learning programs
by an average of one
technician for every 5
teaching staff members.
VPD Office VPD IT Dean IT Deanship
Technical cadres for
externals programs (One
technician for every 5
teaching staff members)
400 109 206 27.00% 51.50%
p3/p1 Promoting human
resources
2. Availability of IT
specialists and scientific
experts who are qualified in
upgrading all Distance
Learning programs.
VPD Office VPD IT Dean IT Deanship
Technical and scientific
cadre for vocational
development
30 30 20 100.00% 66.67%
p3/p1 Promoting human
resources
3. Availability of various
training courses for
teaching staff members
involved in e-learning
programs in order to
provide them with the
necessary skills for
managing all relevant
programs with a high
degree of proficiency.
VPD Office VPD IT Dean IT Deanship Training program 500 300 300 60.00% 60.00%
p3/p2 Developing e-
administration & e-finance
systems for distance
learning programs
1. Approving the
restructuring of the
Distance Learning Deanship
into two separate
deanships: a Distance
Learning Deanship and an e-
Learning Deanship.
VPD Office VPD IT Dean IT DeanshipDecree approving
restructure1 1 1 100.00% 100.00%
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
p3/p2 Developing e-
administration & e-finance
systems for distance
learning programs
2. Availability of 5
partnerships with local and
international centers of
excellence in order to
benefit from their expertise
in e-learning and distance
learning.
VPD Office VPD IT Dean IT DeanshipPartnership with centers of
excellence5 1 1 20.00% 20.00%
p3/p2 Developing e-
administration & e-finance
systems for distance
learning programs
3. The administrative and
financial system’s flexibility
and efficiency in serving
50,000 students enrolled in
the Distance Learning
programs.
VPD Office VPD IT Dean IT DeanshipEfficient financial &
administrative program17 11 9 64.71% 52.94%
p3/p3 Academic
accreditation for distance
learning programs
1. The Distance Leaning
Deanship’s acquirement of
accreditation.
VPD Office VPD IT Dean IT Deanship Accreditation certificate 1 1 1 100.00% 100.00%
p3/p4 Developing IT &
technical systems
1. Transforming all KAU
courses into interactive e-
materials.
VPD Office VPD IT Dean IT Deanship e-Course 4150 786 154 18.92% 3.71%
p3/p4 Developing IT &
technical systems
2. Availability of an e-library
that is appropriate for
distance learning programs.
VPD Office VPD IT Dean IT Deanship e-Library 1 0 1 0.00% 100.00%
p3/p4 Developing IT &
technical systems
3. Availability of technical IT
systems for distance
learning programs.
VPD Office VPD IT Dean IT DeanshipIT technical system
(program)6 6 6 100.00% 100.00%
p3/p5Increasing students'
enrollment in Distance
Learning
1. All theoretical colleges’
academic programs grant
bachelor degrees via
distance learning programs.
VPD Office VPD IT Dean IT Deanship Academic program 49 12 0 24.49% 0.00%
p3/p5Increasing students'
enrollment in Distance
Learning
2. Increasing the number of
students who benefit from
distance learning programs
into 50,000.
VPD Office VPD IT Dean IT Deanship Student 50000 15769 0 31.54% 0.00%
p3/p5Increasing students'
enrollment in Distance
Learning
3. Transforming External
Students’ Programs into
Distance Learning programs.
VPD Office VPD IT Dean IT Deanship
Externals program
transformed into distance
learning
49 10 0 20.41% 0.00%
p4/p1 Establishing a center
for academic and
institutional assessment
1. Decree establishing a
center for assessing KAU’s
academic and institutional
performance.
VPD Office VPDAcademic Assessment Unit
DirectorAcademic Assessment Unit Approved decree 1 0 0 0.00% 0.00%
p4/p1 Establishing a center
for academic and
institutional assessment
2. Availability of a sufficient
number of classrooms and
labs; and suitable relevant
procedures for their
maintenance in compliance
with accreditation criteria.
VPD Office VPDAcademic Assessment Unit
DirectorAcademic Assessment Unit Classroom / lab 661 412 0 60.51% 0.00%
p4/p1 Establishing a center
for academic and
institutional assessment
3. The acquirement of
academic accreditation by
at least 100 new programs
in the next 5 years.
VPD Office VPDAcademic Assessment Unit
DirectorAcademic Assessment Unit Approved program 100 35 0 35.00% 0.00%
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
p4/p1 Establishing a center
for academic and
institutional assessment
4. Preparation for and
obtainment of academic
accreditation for remaining
academic programs in the
third Five-Year Plan (from
1436 H. to the end of 1440
H.).
VPD Office VPDAcademic Assessment Unit
DirectorAcademic Assessment Unit
Accreditation-ready
academic program144 52 0 35.42% 0.00%
p4/p2 Developing curricula
and academic programs
1. 100% compliance of all
curricula with national
standards and academic
accreditation criteria.
VP Academic Affairs Office VP Academic Affairs Not delegated Not delegatedCurriculum satisfying
accreditation criteria1906 1420 0 74.40% 0.00%
p4/p2 Developing curricula
and academic programs
2. Producing course
portfolios for all remaining
academic programs.
VP Academic Affairs Office VP Academic Affairs Not delegated Not delegated Complete course portfolio 3279 1527 0 46.51% 0.00%
p4/p2 Developing curricula
and academic programs
3. Availability of an active
isochronal system for
reviewing academic
programs and curricula
every 3 years.
VP Academic Affairs Office VP Academic Affairs Not delegated Not delegatedUnit / committee (for
review)25 52 1 52.00% 4.00%
p4/p2 Developing curricula
and academic programs
4. Applying e-learning tools
and utilizing various
educational multimedia.
VP Academic Affairs Office VP Academic Affairs Not delegated Not delegatedProgram (for e-learning
tools)366 235 0 63.66% 0.00%
p4/p2 Developing curricula
and academic programs
5. Availability of an
effective e-library.VP Academic Affairs Office VP Academic Affairs Not delegated Not delegated e-Library 1 0 1 0.00% 100.00%
p4/p3 Modernizing teaching
process
Availability of a committee
chaired by KAU’s Vice
President for Academic
Affairs for motivating
teaching staff members and
enhancing their academic
and professional
performance.
VPD Office VPD CTLD Director CTLD Committee 1 0 1 0.00% 100.00%
p4/p4 Enhancing academic
performance of teaching
staff members
1. Availability of an
effective system for
assessing the performance
of teaching staff members.
VPD Office VPD CTLD Director CTLDProgram for assessing
teaching staff performance91 70.5 0 75.27% 0.00%
p4/p4 Enhancing academic
performance of teaching
staff members
2. Enhancing teaching staff
members’ performance
through their attendance of
at least one training course
every semester.
VPD Office VPD CTLD Director CTLDTraining course / teaching
staff member / semester558 201 0 35.66% 0.00%
p4/p4 Enhancing academic
performance of teaching
staff members
3. Issuing and approving
new regulations for
selecting excellent graduate
assistants.
VPD Office VPD CTLD Director CTLD
Approved regulations for
selecting excellent graduate
assistants
72 58 0 77.78% 0.00%
p4/p5 Developing e-
information technology
1. Doubling the number of
educational websites on
KAU’s e-portal.
VPD Office VPD IT Dean IT Deanship e-Learning website 7534 7442 6500 94.66% 86.28%
p4/p5 Developing e-
information technology
2. Providing hyperlinks for
all remaining KAU buildings.VPD Office VPD IT Dean IT Deanship Building with hyperlink 170 145 150 85.29% 88.24%
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
p4/p6 Developing
administrative leadership
skills
1. Availability of an
administrative procedures'
guide and its
implementation in all KAU
units and entities in
compliance with academic
accreditation requirements.
VPD Office VPD CTLD Director CTLDAdministrative transactions'
guide100 32.2 0 30.20% 0.00%
p4/p6 Developing
administrative leadership
skills
2. Adopting total quality
criteria in at least 90% of all
KAU academic sectors.
VPD Office VPD CTLD Director CTLDApproved total quality
certificate63 21.25 0 33.73% 0.00%
p4/p7 Follow up &
assessment of academic
programs
1. Availability of academic
directories for all programs
in colleges which have not
yet been accredited.
VPD Office VPDAcademic Assessment Unit
DirectorAcademic Assessment Unit
Unaccredited college with a
directory for its academic
programs
78 52 0 65.38% 0.00%
p4/p7 Follow up &
assessment of academic
programs
2. Availability of special
databases for academic
accreditations already
acquired by various sectors
and specializations.
VPD Office VPDAcademic Assessment Unit
DirectorAcademic Assessment Unit
Updated database of
acquired accreditations87 63 0 67.82% 0.00%
p4/p7 Follow up &
assessment of academic
programs
3. Availability of effective
follow-up and assessment
systems for satisfying the
objectives of all academic
programs through student
participation in the teaching
and learning process.
VPD Office VPDAcademic Assessment Unit
DirectorAcademic Assessment Unit
Follow-up & assessment
program71 50 0 67.61% 0.00%
p4/p7 Follow up &
assessment of academic
programs
4 . Availability of plans for
improvement and
continuation of all
academic programs.
VPD Office VPDAcademic Assessment Unit
DirectorAcademic Assessment Unit
Academic program with
plan for continuous
improvement
96 66 0 68.75% 0.00%
p4/p8 Follow up &
assessment of institutional
performance
Completion of all
institutional academic
accreditation requirements
in accordance with plan (19
requirements).
VPD Office VPDAcademic Assessment Unit
DirectorAcademic Assessment Unit
Requirement for
institutional accreditation291 152 52 51.89% 17.87%
p5/p1 Providing a
successful university
environment for students
1. Creating a Preparatory
Year Deanship (Forming a
higher supervisory
committee).
VP Academic Affairs Office VP Academic Affairs Not delegated Not delegatedPreparatory Year Deanship
(committee)1 0 0 0.00% 0.00%
p5/p1 Providing a
successful university
environment for students
2. Increase in success rate in
the preparatory year exams
(At least 80% of all regular
students succeed).
VP Academic Affairs Office VP Academic Affairs Not delegated Not delegated Successful student Not delegated 0 0 0.00% 0.00%
p5/p1 Providing a
successful university
environment for students
3. Availability of a social
and academic advisement
system for preparatory year
students (At least one
academic advisor for every
100 students).
VP Academic Affairs Office VP Academic Affairs Not delegated Not delegatedEffective academic
advisement programNot delegated 0 0 0.00% 0.00%
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
p5/p2 Enhancing students'
skills
1. Availability of a unit for
developing the skills of
preparatory year students.
VP Academic Affairs Office VP Academic Affairs Not delegated Not delegated Accredited unit 1 1 1 100.00% 100.00%
p5/p2 Enhancing students'
skills
2 . Availability of free
Internet educational and
scientific services in every
college.
VP Academic Affairs Office VP Academic Affairs Not delegated Not delegatedCollege with free Internet
services32 30 32 93.75% 100.00%
p5/p2 Enhancing students'
skills
3. Availability of well-
developed programs for
student practical training in
and out of KAU (At least
one program in every
semester).
VP Academic Affairs Office VP Academic Affairs Not delegated Not delegated Upgraded training program 196 94 0 47.45% 0.00%
p5/p2 Enhancing students'
skills
4. Availability of an
interactive e-forum for all
preparatory year students.
VP Academic Affairs Office VP Academic Affairs Not delegated Not delegatedInteractive forum
(interactive website)1 1 0 100.00% 0.00%
p5/p3 Developing academic
programs
1 . Availability of an
effective accredited unit for
developing the preparatory
year’s academic program.
VP Academic Affairs Office VP Academic Affairs Not delegated Not delegated
Unit for developing
Preparatory Year academic
programs
1 1 0 100.00% 0.00%
p5/p3 Developing academic
programs
2. A qualified and
specialized team for
following up the
implementation of the
preparatory year’s
academic program.
VP Academic Affairs Office VP Academic Affairs Not delegated Not delegatedQualified team (specialized
in follow up)1 1 0 100.00% 0.00%
p5/p3 Developing academic
programs
3. Increasing the number of
meetings, seminars, and
workshops that examine
the assessment of the
preparatory year’s
academic program (At least
one every semester).
VP Academic Affairs Office VP Academic Affairs Not delegated Not delegatedSeminar / meeting /
workshop10 0 1 0.00% 10.00%
p5/p3 Developing academic
programs
4. Availability of one
technician for every 5
English language labs and
computer labs (for a total of
50 labs).
VP Academic Affairs Office VP Academic Affairs Not delegated Not delegated
Lab technician (for 50
English language labs &
computer labs)
10 0 0 0.00% 0.00%
p5/p3 Developing academic
programs
5. Availability of an
advanced academic
program for preparatory
year students in compliance
with total quality criteria.
VP Academic Affairs Office VP Academic Affairs Not delegated Not delegatedUpgraded program (for
preparatory year students)1 0 1 0.00% 100.00%
p5/p4 Enhancing teaching
staff members' skills
1. Decree launching and
inaugurating the Center for
Teaching & Learning
Development (CTLD).
VPD Office VPD CTLD Director CTLD Launching decree 1 0 0 0.00% 0.00%
p5/p4 Enhancing teaching
staff members' skills
2. Teaching staff members’
utilization of audiovisual
aids in their preparatory
year teaching
methodologies.
VPD Office VPD CTLD Director CTLD Teaching staff member Not delegated 0 0 0.00% 0.00%
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
p5/p4 Enhancing teaching
staff members' skills
3. Attendance of one
educational training course
every year by each teaching
staff member.
VPD Office VPD CTLD Director CTLDQualifying education course
/ teaching staff member5 3 0 60.00% 0.00%
p6/p1 Enhancing graduate
students’ knowledge and
skills
The participation of 5% of
the graduate students in
scientific chairs programs,
centers of excellence, and
research groups.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchGraduate Studies Dean Graduate Studies Deanship Graduate student 100 40 15 40.00% 15.00%
p6/p1 Enhancing graduate
students’ knowledge and
skills
Improvement in students’
knowledge and skills
through specialization-
specific training activities
and utilization of relevant
modern technology.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchGraduate Studies Dean Graduate Studies Deanship
Exceptionally skillful &
knowledgeable student200 100 70 50.00% 35.00%
p6/p1 Enhancing graduate
students’ knowledge and
skills
The presence of a flexible
mechanism for attracting
400 exceptional students to
graduate studies programs.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchGraduate Studies Dean Graduate Studies Deanship Exceptional student 400 150 140 37.50% 35.00%
p6/p2 Enhancing teaching
staff members’ capabilities
in the field of graduate
studies
1. Availability of a
specialized administration
at the VP for Graduate
Studies & Scientific
Research’s office for
attracting top international
professors (Number of
professors).
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchGraduate Studies Dean Graduate Studies Deanship Specialized administration 1 1 1 100.00% 100.00%
p6/p2 Enhancing teaching
staff members’ capabilities
in the field of graduate
studies
2. Availability of at least
one internationally
renowned foreign professor
to supervise the graduate
studies program (Number
of professors) in each
department.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchGraduate Studies Dean Graduate Studies Deanship Teaching staff member 140 52 35 37.14% 25.00%
p6/p2 Enhancing teaching
staff members’ capabilities
in the field of graduate
studies
3. Participation of
exceptional international
professors in supervising
the PhD theses of 30% of
the graduate students.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchGraduate Studies Dean Graduate Studies Deanship
Internationally renowned
foreign professor 50 3 10 6.00% 20.00%
p6/p3 Developing graduate
studies programs
Fully developing and
enhancing 40 graduate
studies programs in keeping
with international
university rankings – e.g.,
the Shanghai Ranking of
World Universities.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchGraduate Studies Dean Graduate Studies Deanship Upgraded program 40 8 8 20.00% 20.00%
p6/p3 Developing graduate
studies programs
Increasing the number of
graduate students by about
20% of the total number of
KAU’s regular students.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchGraduate Studies Dean Graduate Studies Deanship Student 20 13 0 65.00% 0.00%
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
p6/p3 Developing graduate
studies programs
All KAU departments are to
offer Master’s degree
programs (Target is 34
programs).
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchGraduate Studies Dean Graduate Studies Deanship Master’s program 34 6 16 17.65% 47.06%
p6/p3 Developing graduate
studies programs
Availability of a qualified
team in every college for
developing & reviewing
graduate studies programs.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchGraduate Studies Dean Graduate Studies Deanship
Qualified team (Teaching
staff for follow up &
development)
18 20 16 100.00% 88.89%
p6/p3 Developing graduate
studies programs
Increasing the number of
PhD programs in new
specializations to 50
programs (Target is 33 PhD
programs).
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchGraduate Studies Dean Graduate Studies Deanship PhD program 50 32 27 64.00% 54.00%
p6/p4 Enhancing graduate
studies related research
1. The inclusion of 30
graduate students in
specialized research teams
under the supervision of
distinguished specialized
professors.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchGraduate Studies Dean Graduate Studies Deanship Graduate student 30 19 10 63.33% 33.33%
p6/p4 Enhancing graduate
studies related research
2. The formation of 7
research excellence groups
supervised by full-time
graduate studies professors.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchGraduate Studies Dean Graduate Studies Deanship Research group 7 7 7 100.00% 100.00%
p6/p4 Enhancing graduate
studies related research
3. Doubling the number of
research articles published
in scientific journals by
graduate students – i.e., at
least 50 a year.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchGraduate Studies Dean Graduate Studies Deanship Research 250 23 45 9.20% 18.00%
p7/p1 Developing human
resources
1. Availability of highly
qualified scientific teams
specialized in fields of
excellence and research
development programs (At
least 10 teams - A team for
each field of excellence).
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchScientific Research Dean Scientific Research Deanship Scientific team 10 5 4 50.00% 40.00%
p7/p1 Developing human
resources
2. Availability of experts in
the fields of investing and
marketing scientific
research outputs (at least 6
experts).
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchScientific Research Dean Scientific Research Deanship Expert 6 1 1 16.67% 16.67%
p7/p1 Developing human
resources
3. Availability of specialized
cadres (at least 10) for
managing and developing
scientific publications by
issuing scientifically
classified KAU periodicals.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchScientific Research Dean Scientific Research Deanship Specialized cadre 10 2 3 20.00% 30.00%
p7/p2 Developing technical
& technological resources
1. Availability of an
accredited strategic
partnerships unit for
developing scientific
research technologies at
KAU.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchScientific Research Dean Scientific Research Deanship
Accredited unit for
partnerships1 1 1 100.00% 100.00%
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
p7/p2 Developing technical
& technological resources
2. Availability of advanced
infrastructure and support
services encompassing all
scientific research activities
in colleges (At least one
research lab in every
college).
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchScientific Research Dean Scientific Research Deanship Research laboratory 30 10 12 33.33% 40.00%
p7/p2 Developing technical
& technological resources
3. Satisfying criteria,
specifications and
procedures for establishing
external scientific
partnerships (At least 10
partnerships).
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchScientific Research Dean Scientific Research Deanship External partnership 10 5 4 50.00% 40.00%
p7/p2 Developing technical
& technological resources
4. Availability of contracts
with specialized and
accredited external bodies
for reviewing and editing
scientific outputs in all
specializations in
conformity with scientific
publication requirements in
High Impact Factor fields
(At least 3 contracts).
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchScientific Research Dean Scientific Research Deanship
Contract with external
publishers3 1 1 33.33% 33.33%
p7/p3 Developing
economies for scientific
research
1. Increasing by at least 60%
the current regulated
financial support for
pioneering scientific
research requirements.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchScientific Research Dean Scientific Research Deanship
Saudi riyal (funding
allocation)60 20 15 33.33% 25.00%
p7/p3 Developing
economies for scientific
research
2. Increasing by at least 70%
grants and Islamic
endowments in support of
scientific research at KAU.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchScientific Research Dean Scientific Research Deanship
Saudi riyal (funding
allocation)70 40 30 57.14% 42.86%
p7/p3 Developing
economies for scientific
research
3. Increasing by at least 30%
the funding of scientific
research by means of
partnerships.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchScientific Research Dean Scientific Research Deanship
Saudi riyal (funding
allocation)30 10 10 33.33% 33.33%
p7/p3 Developing
economies for scientific
research
4. Increasing by at least 80%
the incentives for all
scientific research
excellence groups in
colleges.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchScientific Research Dean Scientific Research Deanship
Saudi riyal / award (funding
allocation)80 40 40 50.00% 50.00%
p7/p4 Advancing research
performance
1. Forming 10 units for
developing scientific
research programs.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchScientific Research Dean Scientific Research Deanship Development unit 10 2 4 20.00% 40.00%
p7/p4 Advancing research
performance
2. All KAU journals are to
become internationally
classified on the basis of the
Thomson ISI Impact Factor
by the completion of the
strategic plan (At least 5
journals).
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchScientific Research Dean Scientific Research Deanship
Journal / periodical
(conforming to
international scientific
standards)
5 0 0 0.00% 0.00%
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
p7/p4 Advancing research
performance
3. Availability of (at least
100) scientific research
papers published in
internationally classified
periodicals (At least one
paper a year by each
teaching staff member).
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchScientific Research Dean Scientific Research Deanship Published research 100 770 60 100.00% 60.00%
p7/p4 Advancing research
performance
4. Registering patents in
local and international
institutions (At least 10
patents).
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchScientific Research Dean Scientific Research Deanship Patent 50 6 15 12.00% 30.00%
p7/p5 Scientific research
priorities
1. Availability of an
accredited unit in the
Scientific Research
Deanship for determining
KAU’s scientific research
priorities.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchScientific Research Dean Scientific Research Deanship Accredited unit 1 1 1 100.00% 100.00%
p7/p5 Scientific research
priorities
2. Effective participation by
KAU’s scientific research in
KSA’s development plans
(At least 5 technological
development projects).
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchScientific Research Dean Scientific Research Deanship Technological projects 5 31 3 100.00% 60.00%
p7/p5 Scientific research
priorities
3. Doubling the number of
applied research related to
community issues such as
environmental protection,
and water quality
improvement.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchScientific Research Dean Scientific Research Deanship Applied research 100 65 40 65.00% 40.00%
p7/p5 Scientific research
priorities
4. Holding an annual
national conference for
research & development.
VP Graduate Studies' OfficeVP Graduate Studies &
Scientific ResearchScientific Research Dean Scientific Research Deanship National conference 5 0 1 0.00% 20.00%
p8/p1 Developing
infrastructures
2. Completion of
infrastructure satisfying
internationally approved
criteria in order to serve
tracks including developing
internal resources for
graduate studies & scientific
research; community
service; and distance
learning.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Working team manager
(p8/p1) - Infrastructure
development project -
Engineer Nizar Al-Ghuraibi
VP Business & Knowledge
Creativity's Office
Infrastructures for
developing internal
resources
4 0 4 0.00% 100.00%
p8/p1 Developing
infrastructures
3. All Vice President for
Business & Knowledge
Creativity Office’s strategic
units are modern and well-
developed.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Working team manager
(p8/p1) - Infrastructure
development project -
Engineer Nizar Al-Ghuraibi
VP Business & Knowledge
Creativity's OfficeNewly created strategic unit 1 1 1 100.00% 100.00%
p8/p2 Developing human
resources
1. Availability of all training
programs for developing
administrative, financial,
and accounting skills;
performance assessment;
and documentation of work
procedures.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Working team manager
(p8/p2) - human resources
development project - Dr.
Ahmad Othman Maal
VP Business & Knowledge
Creativity's Office 5 Training programs 5 0 5 0.00% 100.00%
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
p8/p2 Developing human
resources
2. An existing team for
integrating graduate studies
& scientific research and
the diversification of
funding sources.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Working team manager
(p8/p2) - human resources
development project - Dr.
Ahmad Othman Maal
VP Business & Knowledge
Creativity's OfficeCoordination team 1 0 0 0.00% 0.00%
p8/p2 Developing human
resources
3. Fulfilling the needs for
human, financial and
technological requirements
in all KAU sectors in order
to develop investment and
marketing programs – e.g.,
Community Service
Deanship; Institute for
Research & Consultation;
Business & Knowledge
Alliance; and other
investment administrations.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Working team manager
(p8/p2) - human resources
development project - Dr.
Ahmad Othman Maal
VP Business & Knowledge
Creativity's Office
Human cadres / financial
allocation / technological
prerequisite
11 8 6 54.55% 54.55%
p8/p3 Developing financial
regulations & procedures
1. Completion of the
development of financial
affairs’ technical and
electronic systems in all
KAU sectors.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Working team manager
(p8/p3) - project for
developing financial
regulations & procedures -
Dr. Abdullah Ahmad Al-
Ghamdi
VP Business & Knowledge
Creativity's Office
Upgraded e-system (for
financial affairs)1 0 1 0.00% 100.00%
p8/p3 Developing financial
regulations & procedures
2. Availability of follow-up
& assessment programs and
mechanisms in every
financial regulations
development project.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Working team manager
(p8/p3) - project for
developing financial
regulations & procedures -
Dr. Abdullah Ahmad Al-
Ghamdi
VP Business & Knowledge
Creativity's Office
Follow-up & assessment
program4 0 4 0.00% 100.00%
p8/p3 Developing financial
regulations & procedures
3. Increasing KAU’s internal
funding resources’ revenue
by 200%.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Working team manager
(p8/p3) - project for
developing financial
regulations & procedures -
Dr. Abdullah Ahmad Al-
Ghamdi
VP Business & Knowledge
Creativity's OfficePercentage 200 30 120 15.00% 60.00%
p8/p3 Developing financial
regulations & procedures
4. Issuing all financial affairs
statutes & regulations after
developing them in order to
enable the development of
all KAU’s internal resources.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Working team manager
(p8/p3) - project for
developing financial
regulations & procedures -
Dr. Abdullah Ahmad Al-
Ghamdi
VP Business & Knowledge
Creativity's Office
Upgraded financial
regulations8 1 6 12.50% 75.00%
p8/p4 Marketing &
developing partnerships
1. Availability of an
approved plan for
marketing all KAU’s
potentials and services in
order to satisfy the needs of
society.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Working team manager
(p8/p4) - project for
Marketing & developing
partnerships - Dr.
Muhammad Najib Khayyat
VP Business & Knowledge
Creativity's OfficeApproved plan 19 2 19 10.53% 100.00%
p8/p4 Marketing &
developing partnerships
2. Tripling the current
number of investment
contracts.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Working team manager
(p8/p4) - project for
Marketing & developing
partnerships - Dr.
Muhammad Najib Khayyat
VP Business & Knowledge
Creativity's OfficeConsultation contract 200 90 200 45.00% 100.00%
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
p8/p4 Marketing &
developing partnerships
3. Availability of an
approved mechanism (a
working team) for
developing and activating
partnerships with various
community sectors in
fulfillment of KAU’s
strategic vision,
infrastructure, and scientific
expertise; and in realization
of the transparency of its
procedures.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Working team manager
(p8/p4) - project for
Marketing & developing
partnerships - Dr.
Muhammad Najib Khayyat
VP Business & Knowledge
Creativity's Office
Working team (activating
partnerships with
community sectors)
1 1 1 100.00% 100.00%
p8/p4 Marketing &
developing partnerships
4. Availability of well-
developed business
incubators by holding
partnerships with
internationally renowned
educational institutions.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Working team manager
(p8/p4) - project for
Marketing & developing
partnerships - Dr.
Muhammad Najib Khayyat
VP Business & Knowledge
Creativity's Office
Business incubator /
partnerships1 1 1 100.00% 100.00%
p9/p1 Program for
disseminating the culture of
talent & creativity
1. Availability of 3
accredited strategic units
for nurturing the
university’s gifted &
creative: Discovery &
Identification Unit; Care &
Training Unite; Planning
Unit.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
CreativityProgram 9 supervisor
VP Business & Knowledge
Creativity's OfficeStrategic Unit for the Gifted 1 3 1 100.00% 100.00%
p9/p1 Program for
disseminating the culture of
talent & creativity
2. Publishing a periodical
that gives prominence to
the gifted & creative; and
reports their activities.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
CreativityProgram 9 supervisor
VP Business & Knowledge
Creativity's OfficeJournal or periodical 1 0 1 0.00% 100.00%
p9/p1 Program for
disseminating the culture of
talent & creativity
3. Increasing the returns of
disseminating the culture of
the gifted & creative via a
website for promoting their
projects.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
CreativityProgram 9 supervisor
VP Business & Knowledge
Creativity's Office
Project (for the gifted) that
have been marketed3 0 0 0.00% 0.00%
p9/p1 Program for
disseminating the culture of
talent & creativity
4. Doubling the number of
projects prepared annually
by the gifted & creative.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
CreativityProgram 9 supervisor
VP Business & Knowledge
Creativity's Office
Student research project
(for the gifted)9 0 9 0.00% 88.89%
p9/p1 Program for
disseminating the culture of
talent & creativity
5. An interactive website for
marketing inventors’
projects.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
CreativityProgram 9 supervisor
VP Business & Knowledge
Creativity's Office
Interactive website for
marketing inventors'
projects
1 0 1 0.00% 100.00%
p9/p2 Planning &
development unit for
nurturing the gifted and
creative
1. Existence of an
accredited planning and
development unit for
nurturing the gifted &
talented at KAU.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
CreativityProgram 9 supervisor
VP Business & Knowledge
Creativity's OfficeAccredited unit 1 1 1 100.00% 100.00%
p9/p2 Planning &
development unit for
nurturing the gifted and
creative
2. Availability of a business
incubators’ mechanism for
adopting excellent outputs
from the colleges’ programs
for the gifted & creative.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
CreativityProgram 9 supervisor
VP Business & Knowledge
Creativity's Office
Program for adopting
business incubators35 6 0 17.14% 0.00%
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
p9/p2 Planning &
development unit for
nurturing the gifted and
creative
3. Existence of an effective
mechanism in every college
and department for
communicating with and
attracting excellent
candidates from public
education and the
community; and providing
support for their induction
into programs for the gifted
& creative in order to
double their current
numbers.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
CreativityProgram 9 supervisor
VP Business & Knowledge
Creativity's Office
Committee / unit/ applied
program54 9 0 16.67% 0.00%
p9/p2 Planning &
development unit for
nurturing the gifted and
creative
4. Training at least 2% of
KAU’s graduates to enable
them to become gifted &
creative, and business
pioneers.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
CreativityProgram 9 supervisor
VP Business & Knowledge
Creativity's Office
(Gifted, creative, or
pioneering) graduate256 27 0 10.55% 0.00%
p9/p3 Identifying &
nurturing talent and
creativity
1. An existing accredited
unit for nurturing and
training the gifted; and
organizing programs that
enrich their talents.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
CreativityProgram 9 supervisor
VP Business & Knowledge
Creativity's OfficeAccredited unit 1 0 0 0.00% 0.00%
p9/p3 Identifying &
nurturing talent and
creativity
2. Issuing a procedures’
guide for identifying,
registering and testing the
gifted and creative in
accordance with approved
standard criteria.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
CreativityProgram 9 supervisor
VP Business & Knowledge
Creativity's OfficeProcedures' Guide 1 0 0 0.00% 0.00%
p9/p3 Identifying &
nurturing talent and
creativity
3. Two annual partnership
contracts with various
community institutions for
nurturing the gifted and
creative.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
CreativityProgram 9 supervisor
VP Business & Knowledge
Creativity's OfficePartnership contract 10 0 0 0.00% 0.00%
p9/p3 Identifying &
nurturing talent and
creativity
4. Availability of training
programs for workers in the
field of identifying the
gifted and creative (At least
2 programs per semester).
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
CreativityProgram 9 supervisor
VP Business & Knowledge
Creativity's OfficeTraining program 88 18 0 20.45% 0.00%
p9/p4 Partnerships &
Support Unit
1. Diversification of
financial resources for
funding the gifted and
creative.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
CreativityProgram 9 supervisor
VP Business & Knowledge
Creativity's OfficeFunding source Not delegated 0 0 0.00% 0.00%
p9/p4 Partnerships &
Support Unit
2. At least 5 annual
partnership contracts with
public and private sector
institutions for developing
and supporting programs
for nurturing the gifted and
creative; and creating
training opportunities for
them in and out of KSA.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
CreativityProgram 9 supervisor
VP Business & Knowledge
Creativity's Office
Partnership (for
development & support)25 8 0 32.00% 0.00%
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
p9/p4 Partnerships &
Support Unit
3. All the gifted and creative
receive financial support
through various funding
programs – e.g., easy loans;
and ownership of project
equipment.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
CreativityProgram 9 supervisor
VP Business & Knowledge
Creativity's OfficeSaudi riyal (allocated fund) Not delegated 0 0 0.00% 0.00%
p10/p1 Preparing KAU
graduates to become
entrepreneurs, and
educational and community
leaders
1. Availability of a unit for
preparing and creating
leaders in the university.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Program 10 supervisor Dr.
Said Misfir Al-Malki
VP Business & Knowledge
Creativity's OfficeUnit for preparing leaders 1 1 1 100.00% 100.00%
p10/p1 Preparing KAU
graduates to become
entrepreneurs, and
educational and community
leaders
2. Issuing a procedures’
guide for identifying gifted
students in and out of KAU.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Program 10 supervisor Dr.
Said Misfir Al-Malki
VP Business & Knowledge
Creativity's Office
Guide for identifying gifted
students1 1 1 100.00% 100.00%
p10/p1 Preparing KAU
graduates to become
entrepreneurs, and
educational and community
leaders
3. Preparing at least 5% of
KAU’s graduates to become
educational leaders; and at
least 2% to become
entrepreneurs.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Program 10 supervisor Dr.
Said Misfir Al-Malki
VP Business & Knowledge
Creativity's Office
Graduate qualified as
educational leader /
business entrepreneurship
pioneer
230 40 200 17.39% 86.96%
p10/p1 Preparing KAU
graduates to become
entrepreneurs, and
educational and community
leaders
4. Preparing at least 1% of
KAU’s graduates to become
community leaders.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Program 10 supervisor Dr.
Said Misfir Al-Malki
VP Business & Knowledge
Creativity's Office
Graduate with community
leadership potential220 7 200 3.18% 90.91%
p10/p2 Training teaching
staff members to manage
programs for creating
future leaders
1. Availability of an
accredited unit for training
teaching staff members in
the field of creating future
leaders.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Program 10 supervisor Dr.
Said Misfir Al-Malki
VP Business & Knowledge
Creativity's OfficeAccredited unit 1 1 1 100.00% 100.00%
p10/p2 Training teaching
staff members to manage
programs for creating
future leaders
2. Availability of at least 2
qualified faculty staff
experts in every college for
supervising programs for
creating future leaders.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Program 10 supervisor Dr.
Said Misfir Al-Malki
VP Business & Knowledge
Creativity's OfficeQualified expert 62 22 18 25.81% 29.03%
p10/p2 Training teaching
staff members to manage
programs for creating
future leaders
3. Existence of clear
regulations and
mechanisms for selecting
and training teaching staff
members concerned with
follow up and development
of future leaders.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Program 10 supervisor Dr.
Said Misfir Al-Malki
VP Business & Knowledge
Creativity's Office
Program (for determining
selection criteria)1 1 1 100.00% 100.00%
p11/p1 Developing
infrastructures for serving
partnerships
1. Availability of Centers of
Transfer for serving
partnerships.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Director of Central
Laboratories' Sector
Business & Knowledge
AllianceCenter of Transfer 1 0 0 0.00% 0.00%
p11/p1 Developing
infrastructures for serving
partnerships
2. Existence of a unit for
activating partnerships with
economic institutions.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Director of Central
Laboratories' Sector
Business & Knowledge
Alliance
Unit for activating
partnerships1 0 0 0.00% 0.00%
p11/p1 Developing
infrastructures for serving
partnerships
3. Availability of advanced
labs and central
laboratories and business
incubators for activating
partnerships with economic
institutions.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Director of Central
Laboratories' Sector
Business & Knowledge
Alliance
Lab / Modern central
laboratory35 0 0 0.00% 0.00%
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
p11/p2 Developing human
resources in the field of
partnerships
1. Availability of an
accredited unit for
developing human
resources for serving
partnerships.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Think Tanks Director -
Supervisor of the Business
& Knowledge Alliance's
Strategic Plan
Business & Knowledge
Alliance
Accredited unit for
development1 0 1 0.00% 100.00%
p11/p2 Developing human
resources in the field of
partnerships
2. Existence of a qualified
team specialized in the
fields of activating and
benefitting from research
partnerships.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Think Tanks Director -
Supervisor of the Business
& Knowledge Alliance's
Strategic Plan
Business & Knowledge
AllianceSpecialized team 31 45 13 25.81% 41.94%
p11/p2 Developing human
resources in the field of
partnerships
3. A qualified team for
managing all special work
activities involving
partnerships at the college
level.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Think Tanks Director -
Supervisor of the Business
& Knowledge Alliance's
Strategic Plan
Business & Knowledge
AllianceQualified working team 27 8 11 22.22% 40.74%
p11/p3 Developing
partnerships
1. Existence of a committee
for developing partnerships
- under the chairmanship of
KAU’s president; and
membership of its vice
presidents – that is involved
with developing
partnership horizons in
various forms with the
university’s strategic
partners.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Research & Consultation
Institute Dean
Research & Consultation
Institute
Committee chaired by KAU
President1 0 1 0.00% 100.00%
p11/p3 Developing
partnerships
2. Availability of scientific
research programs
encompassing fields of
strategic technologies and
research groups for
developing partnerships.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Research & Consultation
Institute Dean
Research & Consultation
InstituteScientific research program 23 2 19 8.70% 82.61%
p11/p3 Developing
partnerships
3. Availability of a
procedures’ guide (applied,
administrative, financial,
technical) and a special
Business Model for
managing partnership
support projects, so that it
could be applied as the
need arises in various
partnership spheres.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Research & Consultation
Institute Dean
Research & Consultation
InstituteProcedures' Guide 1 0 1 0.00% 100.00%
p11/p3 Developing
partnerships
4. Increasing the number of
international partnerships
to 15; and promoting KAU’s
image as a research
university.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Research & Consultation
Institute Dean
Research & Consultation
InstituteInternational partnership 19 2 14 10.53% 73.68%
p12/p1 Developing media
communication
infrastructure
1. Availability of an
administration or
information center that acts
as a specialized reference
body for compiling KAU’s
achievements.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativityp12/p1/p2 Project Director
VP Business & Knowledge
Creativity's OfficeAdministration or center 1 0 1 0.00% 100.00%
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
p12/p1 Developing media
communication
infrastructure
2. Availability of an
electronic database for
storing and documenting all
KAU’s programs and
achievements.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativityp12/p1/p2 Project Director
VP Business & Knowledge
Creativity's OfficeDatabase 48 5 45 10.42% 91.67%
p12/p2 Developing
technological, financial and
human resources
1. Availability of a technical
team specialized in press
releases, translation,
management, and
maintenance of mass media
productions.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativityp12/p1/p2 Project Director
VP Business & Knowledge
Creativity's OfficeQualified technical team 1 0 1 0.00% 100.00%
p12/p2 Developing
technological, financial and
human resources
2. Availability of an
adequate number of
electronic publication
programs for presenting
KAU’s achievements.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativityp12/p1/p2 Project Director
VP Business & Knowledge
Creativity's Officee-publication program 5 5 0 100.00% 0.00%
p12/p2 Developing
technological, financial and
human resources
3. Increasing the
university’s revenues by
80% – e.g., through
publication contracts and
ads.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativityp12/p1/p2 Project Director
VP Business & Knowledge
Creativity's OfficeSaudi riyal Not delegated 0 0 0.00% 0.00%
p12/p3 Enhancing
interaction with the mass
media
1. Diversification of KAU’s
periodical publications for
communicating and
presenting its achievements.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativityp12/p3/p4 Project Director
VP Business & Knowledge
Creativity's Officepublication 42 40 13 38.10% 30.95%
p12/p3 Enhancing
interaction with the mass
media
2. Increasing contacts with
top officials, writers,
journalists, and
broadcasters. (At least 20
representatives from the
various print, radio, and TV
media).
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativityp12/p3/p4 Project Director
VP Business & Knowledge
Creativity's Office(Contact with) media 20 3 20 15.00% 100.00%
p12/p3 Enhancing
interaction with the mass
media
3. An upgraded modern
KAU website.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativityp12/p3/p4 Project Director
VP Business & Knowledge
Creativity's Office
Newly created or upgraded
KAU website1 1 0 100.00% 0.00%
p12/p4 Enhancing KAU's
image
1. Publications and press
releases that reveal aspects
of KAU’s excellence (At least
one each per semester).
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativityp12/p3/p4 Project Director
VP Business & Knowledge
Creativity's Office
Periodical publication /
press release39 31 8 43.59% 20.51%
p12/p4 Enhancing KAU's
image
2. Documentary films that
present KAU’s
achievements in various
fields (At least one
documentary each year).
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativityp12/p3/p4 Project Director
VP Business & Knowledge
Creativity's OfficeDocumentary film 9 2 4 22.22% 44.44%
p12/p4 Enhancing KAU's
image
3. Satellite TV programs
that discuss KAU’s role in
solving social issues and
community problems (At
least 2 programs annually).
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativityp12/p3/p4 Project Director
VP Business & Knowledge
Creativity's OfficeTV program 10 0 9 0.00% 90.00%
p12/p4 Enhancing KAU's
image
4. A KAU permanent and
traveling exhibition.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativityp12/p3/p4 Project Director
VP Business & Knowledge
Creativity's OfficePermanent KAU exhibition 1 0 1 0.00% 100.00%
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
p13/p1 Developing the
central laboratories
1. Existence of specialized
central laboratories for
serving scientific research
and the community.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Director of Central
Laboratories' Sector
Business & Knowledge
AllianceCentral lab 30 26 30 86.67% 100.00%
p13/p1 Developing the
central laboratories
2. The central laboratories’
acquisition of total quality
certification from relevant
agencies for international
lab testing standards.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Director of Central
Laboratories' Sector
Business & Knowledge
Alliance
Central lab with total
quality certification6 0 6 0.00% 100.00%
p13/p1 Developing the
central laboratories
3. Existence of a program
for activating international
partnerships in order to
develop labs and
laboratories in compliance
with international
standards.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Director of Central
Laboratories' Sector
Business & Knowledge
Alliance
Program for activating
international partnership1 1 1 100.00% 100.00%
p13/p1 Developing the
central laboratories
4. Participation of the
central laboratories in
conducting lab experiments
on the local level.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Director of Central
Laboratories' Sector
Business & Knowledge
Allianceagreement / partnership 10 35 10 100.00% 100.00%
p13/p2 Developing think
tanks
1. Existence of an approved
committee in the Business
& Knowledge Alliance for
developing and following
up KAU’s experiment in
marketing its teaching staff
members’ capabilities.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Think Tanks Director -
Supervisor of the Business
& Knowledge Alliance's
Strategic Plan
Business & Knowledge
AllianceApproved committee 1 1 0 100.00% 0.00%
p13/p2 Developing think
tanks
2. Increasing the number of
consultation contracts with
teaching staff members by
at least 30% in practical
colleges; and by at least
10% in humanities colleges.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Think Tanks Director -
Supervisor of the Business
& Knowledge Alliance's
Strategic Plan
Business & Knowledge
AllianceConsultation contract 200 209 6 89.50% 3.00%
p13/p2 Developing think
tanks
3. Existence of partnerships
with international
professional marketing
companies for marketing
KAU’s consultation services
(At least 20 partnerships).
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Think Tanks Director -
Supervisor of the Business
& Knowledge Alliance's
Strategic Plan
Business & Knowledge
AllianceMarketing partnership 20 0 18 0.00% 90.00%
p13/p3 Developing Business
Incubators
1. Availability of the 4
strategic units (mentioned
in the plan) which
cooperate in realizing the
aims of the program; and
prepare, implement and
supervise the program and
various other activities.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Director of Business
Incubators' Sector
Business & Knowledge
AllianceStrategic Unit 4 4 4 100.00% 100.00%
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
p13/p3 Developing Business
Incubators
2. Availability of various
kinds of incubators – e.g.,
multi-specialization
incubators and
technological incubators.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Director of Business
Incubators' Sector
Business & Knowledge
AllianceBusiness incubator 4 1 4 25.00% 100.00%
p13/p3 Developing Business
Incubators
3. The gifted and creative
who are registered in
business incubator
programs constitute at least
2% of KAU’s students.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Director of Business
Incubators' Sector
Business & Knowledge
AllianceStudent 1800 1200 1800 66.67% 100.00%
p13/p3 Developing Business
Incubators
4. Consultation
partnerships with
renowned national and
international institutions
specialized in developing
business incubators and
nurturing the gifted (At
least 2 partnerships each
year).
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
Director of Business
Incubators' Sector
Business & Knowledge
AlliancePartnership contract 10 8 10 80.00% 100.00%
p13/p5 Technology
Transfer Centers
1. Availability of an
approved plan for operating
the Transfer Center.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
p13/p5 Working Team
Director - Technology
Transfer Center
Business & Knowledge
AllianceApproved plan 1 0 1 0.00% 100.00%
p13/p5 Technology
Transfer Centers
2. Transforming at least
30% of basic products into
commercial products in
Jeddah Valley Co.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
p13/p5 Working Team
Director - Technology
Transfer Center
Business & Knowledge
AllianceCommercial product 1 0 0 0.00% 0.00%
p13/p5 Technology
Transfer Centers
3. Transforming at least
70% of basic products into
commercial products in
other industrial production
institutions.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
p13/p5 Working Team
Director - Technology
Transfer Center
Business & Knowledge
AllianceCommercial product Not delegated 0 0 0.00% 0.00%
p13/p5 Technology
Transfer Centers
4. The annual revenue
accruing from marketing
the Center’s products in the
first Five-Year Plan is at
least 40% of the total costs;
and will increase gradually
in the upcoming plans.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
p13/p5 Working Team
Director - Technology
Transfer Center
Business & Knowledge
AllianceRevenue in Saudi riyals Not delegated 0 0 0.00% 0.00%
p14/p1 Business
Development Center
Number of approved
projects.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
p 14 Project Supervisor -
Executive President of
Jeddah Valley Co.
VP Business & Knowledge
Creativity's OfficeProject 0 0 0 100.00% 100.00%
p14/p1 Business
Development Center
Number of approved
projects.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
p 14 Project Supervisor -
Executive President of
Jeddah Valley Co.
VP Business & Knowledge
Creativity's OfficeProject 0 0 0 100.00% 100.00%
p14/p2 Partnership
Contracts Administration
Number of projects
presented.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
p 14 Project Supervisor -
Executive President of
Jeddah Valley Co.
VP Business & Knowledge
Creativity's OfficeContract 0 0 0 100.00% 100.00%
p14/p2 Partnership
Contracts Administration
Number of approved
projects.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
p 14 Project Supervisor -
Executive President of
Jeddah Valley Co.
VP Business & Knowledge
Creativity's OfficeContract 0 0 0 100.00% 100.00%
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
p13/p4 Developing
Knowledge Parks
1. KAU tops other Saudi
universities in developing
technology transfer
programs; and
domesticating technology in
its relevant fields of
excellence.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
p13/p4 Working Team
Director - Knowledge Parks
Business & Knowledge
Alliance
International ranking
certificate1 0 1 0.00% 100.00%
p13/p4 Developing
Knowledge Parks
2. Presence of experts on
the local and international
level for deepening
electronic communication
with bodies that support
the business & knowledge
creativity sector.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
p13/p4 Working Team
Director - Knowledge Parks
Business & Knowledge
AllianceKnowledge parks expert 2 0 2 0.00% 100.00%
p13/p4 Developing
Knowledge Parks
3. Existence of well-
developed central
laboratories that satisfy the
needs for technology
transfer, domestication and
development.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
p13/p4 Working Team
Director - Knowledge Parks
Business & Knowledge
AllianceAdvanced central laboratory 30 26 30 86.67% 100.00%
p13/p4 Developing
Knowledge Parks
4. Increasing the number of
international partnerships
with the knowledge parks
sector to 15.
VP Business & Knowledge
Creativity's Office
VP Business & Knowledge
Creativity
p13/p4 Working Team
Director - Knowledge Parks
Business & Knowledge
AllianceInternational partnership 15 2 15 13.33% 100.00%
p16/p1 Constructing a
building for the Distance
Learning Deanship
There are enough studios
and distance learning labs
to accommodate 50,000
students.
Vice President for Projects
& Chairman of the Second
Strategic Plan’s Supervisory
Executive Committee
VP for Projects p 16 Supervisor General VP for Projects lab / studio 36 0 0 0.00% 0.00%
p16/p1 Constructing a
building for the Distance
Learning Deanship
Availability of a building for
the Distance Learning
Deanship
Vice President for Projects
& Chairman of the Second
Strategic Plan’s Supervisory
Executive Committee
VP for Projects p 16 Supervisor General VP for Projects Deanship building 1 0 0 0.00% 0.00%
P16/p2 Fulfillment of
integrated e-infrastructure
requirements in all of KAU’s
current and future buildings.
Availability of integrated e-
infrastructures in all KAU
buildings.
Vice President for Projects
& Chairman of the Second
Strategic Plan’s Supervisory
Executive Committee
VP for Projects p 16 Supervisor General VP for ProjectsBuilding with e-
infrastructure50 50 50 100.00% 100.00%
P16/p3 Providing a fully
equipped computer lab for
every 100 students.
Availability of a fully
equipped computer lab for
every 100 students in the
preparatory year
Vice President for Projects
& Chairman of the Second
Strategic Plan’s Supervisory
Executive Committee
VP for Projects p 16 Supervisor General VP for Projects Computer lab 30 0 0 0.00% 0.00%
P16/p4 Providing ample
parking for preparatory
year students
Availability of ample
parking for preparatory
year students
Vice President for Projects
& Chairman of the Second
Strategic Plan’s Supervisory
Executive Committee
VP for Projects p 16 Supervisor General VP for Projects Car parking 5000 5000 2550 100.00% 51.00%
P16/p5 Completing and
fully equipping remaining
section of KAU’s University
Hospital.
Fully equipping remaining
section of KAU’s University
Hospital
Vice President for Projects
& Chairman of the Second
Strategic Plan’s Supervisory
Executive Committee
VP for Projects p 16 Supervisor General VP for Projects Well-equipped hospital 1 0 0 0.00% 0.00%
Project KPI Responsible Office Responsible Sector Delegated to Sector Delegated to Measurement UnitKAU
Commitment
Present
Value
Projected
Value
Current
%
Projected
%
P16/p7 Constructing a
separate building for an
integrated mass media
center; and consolidating it
with advanced
infrastructures and
qualified specialists and
technical cadres.
Availability of an integrated
mass media center that is
consolidated with advanced
infrastructures
Vice President for Projects
& Chairman of the Second
Strategic Plan’s Supervisory
Executive Committee
VP for Projects p 16 Supervisor General VP for Projects Information center 1 0 0 0.00% 0.00%