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


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


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


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


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-


services.

VP Office VPContracts & Purchases

Administration Director

Contracts & Purchases

Administration

Expert / specialist /

technical cadre10 4 10 40.00% 100.00%

p1/p2 Developing e-


services.

2. Issuing a job description

guide for all KAU

administrative and financial

sectors.




AdministrationJob description guide 1 1 1 100.00% 100.00%

p1/p2 Developing e-


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).




Administration

Training course / concerned

affiliates800 800 800 100.00% 100.00%

p1/p2 Developing e-


services.

4. Doubling the funding of

programs for electronically

developing KAU’s

administrative and financial

sectors through

partnerships.




Administration

Saudi riyal (funding

allocation)0 0 0 100.00% 100.00%


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%


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%


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%


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%


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%


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%


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%


Commitment

Present

Value

Projected

Value

Current

%

Projected

%


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%


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


CreativityIT Dean IT Deanship Hyperlink 50000 150000 50000 100.00% 100.00%

p2/p3 Achieving


2. Doubling the number of

web pages and Internet

files.


Creativity's Office


CreativityIT Dean IT Deanship webpage 29408 24129 0 80.01% 0.00%

p2/p3 Achieving


3. Uploading all KAU’s

scientific reports and

published papers on the

university’s website.


Creativity's Office


CreativityIT Dean IT Deanship

Published report / scientific

paper15083 10624 40 62.81% 0.27%

p2/p3 Achieving


4. Acquiring international

website awards


Creativity's Office


CreativityIT Dean IT Deanship Award 1 790 0 100.00% 0.00%

p3/p1 Promoting human

resources


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


teaching staff members)

400 109 206 27.00% 51.50%


resources

2. Availability of IT

specialists and scientific

experts who are qualified in

upgrading all Distance

Learning programs.


Technical and scientific

cadre for vocational

development

30 30 20 100.00% 66.67%


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-


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%


Commitment

Present

Value

Projected

Value

Current

%

Projected

%

p3/p2 Developing e-



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-



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%


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%


technical systems

3. Availability of technical IT


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%



Learning


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%



Learning

3. Transforming External

Students’ Programs into

Distance Learning programs.


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%


for academic and


2. Availability of a sufficient

number of classrooms and

labs; and suitable relevant

procedures for their

maintenance in compliance

with accreditation criteria.


DirectorAcademic Assessment Unit Classroom / lab 661 412 0 60.51% 0.00%


for academic and


3. The acquirement of

academic accreditation by

at least 100 new programs

in the next 5 years.


DirectorAcademic Assessment Unit Approved program 100 35 0 35.00% 0.00%


Commitment

Present

Value

Projected

Value

Current

%

Projected

%


for academic and


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.).


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%



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%



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%



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%




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


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%



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%



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


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%


Commitment

Present

Value

Projected

Value

Current

%

Projected

%

p4/p6 Developing

administrative leadership

skills


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.



Unaccredited college with a

directory for its academic

programs

78 52 0 65.38% 0.00%

p4/p7 Follow up &


programs

2. Availability of special

databases for academic

accreditations already

acquired by various sectors

and specializations.



Updated database of

acquired accreditations87 63 0 67.82% 0.00%

p4/p7 Follow up &


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.



Follow-up & assessment

program71 50 0 67.61% 0.00%

p4/p7 Follow up &


programs

4 . Availability of plans for

improvement and

continuation of all

academic programs.



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).



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



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



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%


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%


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%


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%


skills


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%


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%


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%


programs


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%


programs

4. Availability of one


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%


programs


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%



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%


Commitment

Present

Value

Projected

Value

Current

%

Projected

%



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%



skills

Improvement in students’

knowledge and skills

through specialization-

specific training activities

and utilization of relevant

modern technology.


Scientific ResearchGraduate Studies Dean Graduate Studies Deanship

Exceptionally skillful &

knowledgeable student200 100 70 50.00% 35.00%



skills

The presence of a flexible

mechanism for attracting

400 exceptional students to

graduate studies programs.


Scientific ResearchGraduate Studies Dean Graduate Studies Deanship Exceptional student 400 150 140 37.50% 35.00%


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).


Scientific ResearchGraduate Studies Dean Graduate Studies Deanship Specialized administration 1 1 1 100.00% 100.00%




studies

2. Availability of at least

one internationally

renowned foreign professor

to supervise the graduate

studies program (Number

of professors) in each

department.


Scientific ResearchGraduate Studies Dean Graduate Studies Deanship Teaching staff member 140 52 35 37.14% 25.00%




studies

3. Participation of

exceptional international

professors in supervising

the PhD theses of 30% of

the graduate students.



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.


Scientific ResearchGraduate Studies Dean Graduate Studies Deanship Upgraded program 40 8 8 20.00% 20.00%


studies programs

Increasing the number of

graduate students by about

20% of the total number of

KAU’s regular students.


Scientific ResearchGraduate Studies Dean Graduate Studies Deanship Student 20 13 0 65.00% 0.00%


Commitment

Present

Value

Projected

Value

Current

%

Projected

%


studies programs

All KAU departments are to

offer Master’s degree

programs (Target is 34

programs).


Scientific ResearchGraduate Studies Dean Graduate Studies Deanship Master’s program 34 6 16 17.65% 47.06%


studies programs

Availability of a qualified

team in every college for

developing & reviewing

graduate studies programs.



Qualified team (Teaching

staff for follow up &

development)

18 20 16 100.00% 88.89%


studies programs

Increasing the number of

PhD programs in new

specializations to 50

programs (Target is 33 PhD

programs).


Scientific ResearchGraduate Studies Dean Graduate Studies Deanship PhD program 50 32 27 64.00% 54.00%


studies related research

1. The inclusion of 30

graduate students in

specialized research teams

under the supervision of

distinguished specialized

professors.


Scientific ResearchGraduate Studies Dean Graduate Studies Deanship Graduate student 30 19 10 63.33% 33.33%



2. The formation of 7

research excellence groups

supervised by full-time

graduate studies professors.


Scientific ResearchGraduate Studies Dean Graduate Studies Deanship Research group 7 7 7 100.00% 100.00%




research articles published

in scientific journals by

graduate students – i.e., at

least 50 a year.


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).


Scientific ResearchScientific Research Dean Scientific Research Deanship Scientific team 10 5 4 50.00% 40.00%


resources

2. Availability of experts in

the fields of investing and

marketing scientific

research outputs (at least 6

experts).


Scientific ResearchScientific Research Dean Scientific Research Deanship Expert 6 1 1 16.67% 16.67%


resources

3. Availability of specialized

cadres (at least 10) for

managing and developing

scientific publications by

issuing scientifically

classified KAU periodicals.


Scientific ResearchScientific Research Dean Scientific Research Deanship Specialized cadre 10 2 3 20.00% 30.00%


& technological resources


accredited strategic

partnerships unit for

developing scientific

research technologies at

KAU.


Scientific ResearchScientific Research Dean Scientific Research Deanship

Accredited unit for

partnerships1 1 1 100.00% 100.00%


Commitment

Present

Value

Projected

Value

Current

%

Projected

%



2. Availability of advanced

infrastructure and support

services encompassing all

scientific research activities

in colleges (At least one

research lab in every

college).


Scientific ResearchScientific Research Dean Scientific Research Deanship Research laboratory 30 10 12 33.33% 40.00%



3. Satisfying criteria,

specifications and

procedures for establishing

external scientific

partnerships (At least 10

partnerships).


Scientific ResearchScientific Research Dean Scientific Research Deanship External partnership 10 5 4 50.00% 40.00%



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).



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.




allocation)60 20 15 33.33% 25.00%

p7/p3 Developing


research


grants and Islamic

endowments in support of

scientific research at KAU.




allocation)70 40 30 57.14% 42.86%

p7/p3 Developing


research


the funding of scientific

research by means of

partnerships.




allocation)30 10 10 33.33% 33.33%

p7/p3 Developing


research


the incentives for all

scientific research

excellence groups in

colleges.



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.


Scientific ResearchScientific Research Dean Scientific Research Deanship Development unit 10 2 4 20.00% 40.00%


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).



Journal / periodical

(conforming to

international scientific

standards)

5 0 0 0.00% 0.00%


Commitment

Present

Value

Projected

Value

Current

%

Projected

%


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).


Scientific ResearchScientific Research Dean Scientific Research Deanship Published research 100 770 60 100.00% 60.00%


performance

4. Registering patents in

local and international

institutions (At least 10

patents).


Scientific ResearchScientific Research Dean Scientific Research Deanship Patent 50 6 15 12.00% 30.00%

p7/p5 Scientific research

priorities


accredited unit in the

Scientific Research

Deanship for determining

KAU’s scientific research

priorities.


Scientific ResearchScientific Research Dean Scientific Research Deanship Accredited unit 1 1 1 100.00% 100.00%


priorities

2. Effective participation by

KAU’s scientific research in

KSA’s development plans

(At least 5 technological

development projects).


Scientific ResearchScientific Research Dean Scientific Research Deanship Technological projects 5 31 3 100.00% 60.00%


priorities


applied research related to

community issues such as

environmental protection,

and water quality

improvement.


Scientific ResearchScientific Research Dean Scientific Research Deanship Applied research 100 65 40 65.00% 40.00%


priorities

4. Holding an annual

national conference for

research & development.


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.


Creativity's Office


Creativity

Working team manager

(p8/p1) - Infrastructure

development project -

Engineer Nizar Al-Ghuraibi


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.


Creativity's Office


Creativity


(p8/p1) - Infrastructure

development project -

Engineer Nizar Al-Ghuraibi


Creativity's OfficeNewly created strategic unit 1 1 1 100.00% 100.00%


resources

1. Availability of all training

programs for developing

administrative, financial,

and accounting skills;

performance assessment;

and documentation of work

procedures.


Creativity's Office


Creativity


(p8/p2) - human resources

development project - Dr.

Ahmad Othman Maal


Creativity's Office 5 Training programs 5 0 5 0.00% 100.00%


Commitment

Present

Value

Projected

Value

Current

%

Projected

%


resources

2. An existing team for

integrating graduate studies

& scientific research and

the diversification of

funding sources.


Creativity's Office


Creativity




Ahmad Othman Maal


Creativity's OfficeCoordination team 1 0 0 0.00% 0.00%


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;


Alliance; and other

investment administrations.


Creativity's Office


Creativity




Ahmad Othman Maal


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.


Creativity's Office


Creativity


(p8/p3) - project for

developing financial

regulations & procedures -

Dr. Abdullah Ahmad Al-

Ghamdi


Creativity's Office

Upgraded e-system (for

financial affairs)1 0 1 0.00% 100.00%



2. Availability of follow-up

& assessment programs and

mechanisms in every

financial regulations

development project.


Creativity's Office


Creativity






Ghamdi


Creativity's Office

Follow-up & assessment

program4 0 4 0.00% 100.00%



3. Increasing KAU’s internal

funding resources’ revenue

by 200%.


Creativity's Office


Creativity






Ghamdi


Creativity's OfficePercentage 200 30 120 15.00% 60.00%



4. Issuing all financial affairs

statutes & regulations after

developing them in order to

enable the development of

all KAU’s internal resources.


Creativity's Office


Creativity






Ghamdi


Creativity's Office

Upgraded financial

regulations8 1 6 12.50% 75.00%

p8/p4 Marketing &

developing partnerships


approved plan for

marketing all KAU’s

potentials and services in

order to satisfy the needs of

society.


Creativity's Office


Creativity



Marketing & developing

partnerships - Dr.

Muhammad Najib Khayyat


Creativity's OfficeApproved plan 19 2 19 10.53% 100.00%

p8/p4 Marketing &


2. Tripling the current

number of investment

contracts.


Creativity's Office


Creativity




partnerships - Dr.



Creativity's OfficeConsultation contract 200 90 200 45.00% 100.00%


Commitment

Present

Value

Projected

Value

Current

%

Projected

%

p8/p4 Marketing &



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.


Creativity's Office


Creativity




partnerships - Dr.



Creativity's Office

Working team (activating

partnerships with

community sectors)

1 1 1 100.00% 100.00%

p8/p4 Marketing &


4. Availability of well-

developed business

incubators by holding

partnerships with

internationally renowned

educational institutions.


Creativity's Office


Creativity




partnerships - Dr.



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.


Creativity's Office


CreativityProgram 9 supervisor


Creativity's OfficeStrategic Unit for the Gifted 1 3 1 100.00% 100.00%

p9/p1 Program for


talent & creativity

2. Publishing a periodical

that gives prominence to

the gifted & creative; and

reports their activities.


Creativity's Office




Creativity's OfficeJournal or periodical 1 0 1 0.00% 100.00%

p9/p1 Program for


talent & creativity

3. Increasing the returns of


the gifted & creative via a

website for promoting their

projects.


Creativity's Office




Creativity's Office

Project (for the gifted) that

have been marketed3 0 0 0.00% 0.00%

p9/p1 Program for


talent & creativity


projects prepared annually

by the gifted & creative.


Creativity's Office




Creativity's Office

Student research project

(for the gifted)9 0 9 0.00% 88.89%

p9/p1 Program for


talent & creativity

5. An interactive website for

marketing inventors’

projects.


Creativity's Office




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


nurturing the gifted &

talented at KAU.


Creativity's Office




Creativity's OfficeAccredited unit 1 1 1 100.00% 100.00%

p9/p2 Planning &



creative

2. Availability of a business

incubators’ mechanism for

adopting excellent outputs

from the colleges’ programs

for the gifted & creative.


Creativity's Office




Creativity's Office

Program for adopting

business incubators35 6 0 17.14% 0.00%


Commitment

Present

Value

Projected

Value

Current

%

Projected

%

p9/p2 Planning &



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.


Creativity's Office




Creativity's Office

Committee / unit/ applied

program54 9 0 16.67% 0.00%

p9/p2 Planning &



creative

4. Training at least 2% of

KAU’s graduates to enable

them to become gifted &

creative, and business

pioneers.


Creativity's Office




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.


Creativity's Office





p9/p3 Identifying &


creativity

2. Issuing a procedures’

guide for identifying,

registering and testing the

gifted and creative in

accordance with approved

standard criteria.


Creativity's Office




Creativity's OfficeProcedures' Guide 1 0 0 0.00% 0.00%

p9/p3 Identifying &


creativity

3. Two annual partnership

contracts with various

community institutions for


creative.


Creativity's Office




Creativity's OfficePartnership contract 10 0 0 0.00% 0.00%

p9/p3 Identifying &


creativity

4. Availability of training

programs for workers in the

field of identifying the

gifted and creative (At least

2 programs per semester).


Creativity's Office




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.


Creativity's Office




Creativity's OfficeFunding source Not delegated 0 0 0.00% 0.00%


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.


Creativity's Office




Creativity's Office

Partnership (for

development & support)25 8 0 32.00% 0.00%


Commitment

Present

Value

Projected

Value

Current

%

Projected

%


Support Unit

3. All the gifted and creative

receive financial support

through various funding

programs – e.g., easy loans;

and ownership of project

equipment.


Creativity's Office




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.


Creativity's Office


Creativity

Program 10 supervisor Dr.

Said Misfir Al-Malki


Creativity's OfficeUnit for preparing leaders 1 1 1 100.00% 100.00%


graduates to become

entrepreneurs, and


leaders

2. Issuing a procedures’

guide for identifying gifted

students in and out of KAU.


Creativity's Office


Creativity




Creativity's Office

Guide for identifying gifted

students1 1 1 100.00% 100.00%


graduates to become

entrepreneurs, and


leaders

3. Preparing at least 5% of

KAU’s graduates to become

educational leaders; and at

least 2% to become

entrepreneurs.


Creativity's Office


Creativity




Creativity's Office

Graduate qualified as

educational leader /

business entrepreneurship

pioneer

230 40 200 17.39% 86.96%


graduates to become

entrepreneurs, and


leaders

4. Preparing at least 1% of

KAU’s graduates to become

community leaders.


Creativity's Office


Creativity




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


accredited unit for training

teaching staff members in

the field of creating future

leaders.


Creativity's Office


Creativity








future leaders

2. Availability of at least 2

qualified faculty staff

experts in every college for

supervising programs for

creating future leaders.


Creativity's Office


Creativity




Creativity's OfficeQualified expert 62 22 18 25.81% 29.03%




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.


Creativity's Office


Creativity




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.


Creativity's Office


Creativity

Director of Central

Laboratories' Sector


AllianceCenter of Transfer 1 0 0 0.00% 0.00%

p11/p1 Developing


partnerships

2. Existence of a unit for

activating partnerships with

economic institutions.


Creativity's Office


Creativity

Director of Central



Alliance

Unit for activating

partnerships1 0 0 0.00% 0.00%

p11/p1 Developing


partnerships

3. Availability of advanced

labs and central

laboratories and business

incubators for activating

partnerships with economic

institutions.


Creativity's Office


Creativity

Director of Central



Alliance

Lab / Modern central

laboratory35 0 0 0.00% 0.00%


Commitment

Present

Value

Projected

Value

Current

%

Projected

%


resources in the field of

partnerships


accredited unit for

developing human

resources for serving

partnerships.


Creativity's Office


Creativity

Think Tanks Director -

Supervisor of the Business

& Knowledge Alliance's

Strategic Plan


Alliance

Accredited unit for

development1 0 1 0.00% 100.00%



partnerships

2. Existence of a qualified

team specialized in the

fields of activating and

benefitting from research

partnerships.


Creativity's Office


Creativity




Strategic Plan


AllianceSpecialized team 31 45 13 25.81% 41.94%



partnerships

3. A qualified team for

managing all special work

activities involving

partnerships at the college

level.


Creativity's Office


Creativity




Strategic Plan


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.


Creativity's Office


Creativity

Research & Consultation

Institute Dean


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.


Creativity's Office


Creativity


Institute Dean


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.


Creativity's Office


Creativity


Institute Dean


InstituteProcedures' Guide 1 0 1 0.00% 100.00%

p11/p3 Developing

partnerships


international partnerships

to 15; and promoting KAU’s

image as a research

university.


Creativity's Office


Creativity


Institute Dean


InstituteInternational partnership 19 2 14 10.53% 73.68%

p12/p1 Developing media

communication

infrastructure


administration or

information center that acts

as a specialized reference

body for compiling KAU’s

achievements.


Creativity's Office


Creativityp12/p1/p2 Project Director


Creativity's OfficeAdministration or center 1 0 1 0.00% 100.00%


Commitment

Present

Value

Projected

Value

Current

%

Projected

%

p12/p1 Developing media

communication

infrastructure


electronic database for

storing and documenting all

KAU’s programs and

achievements.


Creativity's Office




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.


Creativity's Office




Creativity's OfficeQualified technical team 1 0 1 0.00% 100.00%

p12/p2 Developing


human resources


adequate number of

electronic publication

programs for presenting

KAU’s achievements.


Creativity's Office




Creativity's Officee-publication program 5 5 0 100.00% 0.00%

p12/p2 Developing


human resources

3. Increasing the

university’s revenues by

80% – e.g., through

publication contracts and

ads.


Creativity's Office




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.


Creativity's Office




Creativity's Officepublication 42 40 13 38.10% 30.95%

p12/p3 Enhancing


media

2. Increasing contacts with

top officials, writers,

journalists, and

broadcasters. (At least 20

representatives from the

various print, radio, and TV

media).


Creativity's Office




Creativity's Office(Contact with) media 20 3 20 15.00% 100.00%

p12/p3 Enhancing


media

3. An upgraded modern

KAU website.


Creativity's Office




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).


Creativity's Office




Creativity's Office

Periodical publication /

press release39 31 8 43.59% 20.51%


image

2. Documentary films that

present KAU’s

achievements in various

fields (At least one

documentary each year).


Creativity's Office




Creativity's OfficeDocumentary film 9 2 4 22.22% 44.44%


image

3. Satellite TV programs

that discuss KAU’s role in

solving social issues and

community problems (At

least 2 programs annually).


Creativity's Office




Creativity's OfficeTV program 10 0 9 0.00% 90.00%


image

4. A KAU permanent and

traveling exhibition.


Creativity's Office




Creativity's OfficePermanent KAU exhibition 1 0 1 0.00% 100.00%


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.


Creativity's Office


Creativity

Director of Central



AllianceCentral lab 30 26 30 86.67% 100.00%



2. The central laboratories’

acquisition of total quality

certification from relevant

agencies for international

lab testing standards.


Creativity's Office


Creativity

Director of Central



Alliance

Central lab with total

quality certification6 0 6 0.00% 100.00%



3. Existence of a program

for activating international

partnerships in order to

develop labs and

laboratories in compliance

with international

standards.


Creativity's Office


Creativity

Director of Central



Alliance

Program for activating

international partnership1 1 1 100.00% 100.00%



4. Participation of the

central laboratories in

conducting lab experiments

on the local level.


Creativity's Office


Creativity

Director of Central



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.


Creativity's Office


Creativity




Strategic Plan


AllianceApproved committee 1 1 0 100.00% 0.00%


tanks


consultation contracts with

teaching staff members by

at least 30% in practical

colleges; and by at least

10% in humanities colleges.


Creativity's Office


Creativity




Strategic Plan


AllianceConsultation contract 200 209 6 89.50% 3.00%


tanks

3. Existence of partnerships

with international

professional marketing

companies for marketing

KAU’s consultation services

(At least 20 partnerships).


Creativity's Office


Creativity




Strategic Plan


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.


Creativity's Office


Creativity

Director of Business

Incubators' Sector


AllianceStrategic Unit 4 4 4 100.00% 100.00%


Commitment

Present

Value

Projected

Value

Current

%

Projected

%


Incubators

2. Availability of various

kinds of incubators – e.g.,

multi-specialization

incubators and

technological incubators.


Creativity's Office


Creativity


Incubators' Sector


AllianceBusiness incubator 4 1 4 25.00% 100.00%


Incubators

3. The gifted and creative

who are registered in

business incubator

programs constitute at least

2% of KAU’s students.


Creativity's Office


Creativity


Incubators' Sector


AllianceStudent 1800 1200 1800 66.67% 100.00%


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).


Creativity's Office


Creativity


Incubators' Sector


AlliancePartnership contract 10 8 10 80.00% 100.00%

p13/p5 Technology

Transfer Centers


approved plan for operating

the Transfer Center.


Creativity's Office


Creativity

p13/p5 Working Team

Director - Technology

Transfer Center


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.


Creativity's Office


Creativity

p13/p5 Working Team


Transfer Center


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.


Creativity's Office


Creativity

p13/p5 Working Team


Transfer Center


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.


Creativity's Office


Creativity

p13/p5 Working Team


Transfer Center


AllianceRevenue in Saudi riyals Not delegated 0 0 0.00% 0.00%

p14/p1 Business

Development Center

Number of approved

projects.


Creativity's Office


Creativity

p 14 Project Supervisor -

Executive President of

Jeddah Valley Co.


Creativity's OfficeProject 0 0 0 100.00% 100.00%

p14/p1 Business

Development Center

Number of approved

projects.


Creativity's Office


Creativity



Jeddah Valley Co.


Creativity's OfficeProject 0 0 0 100.00% 100.00%

p14/p2 Partnership

Contracts Administration

Number of projects

presented.


Creativity's Office


Creativity



Jeddah Valley Co.


Creativity's OfficeContract 0 0 0 100.00% 100.00%

p14/p2 Partnership

Contracts Administration

Number of approved

projects.


Creativity's Office


Creativity



Jeddah Valley Co.


Creativity's OfficeContract 0 0 0 100.00% 100.00%


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.


Creativity's Office


Creativity

p13/p4 Working Team

Director - Knowledge Parks


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.


Creativity's Office


Creativity

p13/p4 Working Team



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.


Creativity's Office


Creativity

p13/p4 Working Team



AllianceAdvanced central laboratory 30 26 30 86.67% 100.00%

p13/p4 Developing

Knowledge Parks


international partnerships

with the knowledge parks

sector to 15.


Creativity's Office


Creativity

p13/p4 Working Team



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




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.




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




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




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




Executive Committee

VP for Projects p 16 Supervisor General VP for Projects Well-equipped hospital 1 0 0 0.00% 0.00%


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




Executive Committee

VP for Projects p 16 Supervisor General VP for Projects Information center 1 0 0 0.00% 0.00%

Documents

KAU Present Projected Current Projected Project KPI