College of Languages and Humanities

Believing in the importance of strategic planning in building institutions in general, and educational institutions in particular, and in line with the university's strategic planning in its new strategic plan 2020-2025 AD, the College of Languages and Humanities

Stemming from the college's mission to strive for excellence and advance the educational and research process to occupy a prestigious position that enables it to serve the local community and support development plans and programs, in accordance with the Kingdom's Vision 2030, which the university's policy adopts.

The college has prepared its second strategic plan 2020-2025, taking into account the benefits of its first plan and consolidating the culture of strategic thinking and its applications. The plan was developed within a scientific methodology based on transparency, accuracy, raising the bar for ambition, and taking national orientations into consideration.

The college aspires to achieve its strategic goals by elevating the academic and practical levels of students, continuously developing and improving the capabilities of the teaching, research, and administrative staff, establishing partnerships with the public and private sectors, building bridges of communication with community groups, and aligning the college's outputs with the requirements of the local and national labor market.

The strategic plan project for the College of Arabic Language and Social Studies is a serious endeavor towards improving the internal work environment, strengthening constructive partnerships with various academic institutions and knowledge centers, and achieving the college's main goal of implementing total quality in the educational process and obtaining academic accreditation.

The strategic plan has been restructured based on the guiding framework for preparing strategic plans for educational units issued by the Strategic Planning Department, and it has been aligned with the university's 2020-2025 plan.

Strategic Framework

The college's plan has a strategic framework that guides and directs it towards fulfilling its role and achieving its goals. This framework consists of an ambitious vision, an inspiring mission, and seven values that govern the actions of the college and its affiliates, with the plan divided into seven objectives, thirty strategic projects, and thirty-one indicators for monitoring strategic performance.

College values

Belonging: We foster national loyalty, initiative, giving, and volunteering.

Justice: We strive to achieve the fundamentals of fairness and equal opportunities for all.

Honesty: We perform work with sincerity and adhere to professional ethics and morals.

Transparency: We are committed to disclosure and reinforcing accountability and integrity requirements.

Excellence: We apply the highest quality standards, which distinguishes our products and services.

Innovation: We stimulate creative thinking and valuable innovative products.

Institutionalization We are establishing a culture of teamwork in thought and behavior.

Strategic Goal 1

Ensuring the quality of education and achieving excellence in the college's specializations.

Strategic Projects:

1.1 Structuring some specializations according to local and national priorities^.

1.2—All of the college’s programs are nationally accredited.

1.3- Development of college programs according to the requirements of national examinations.

Capacity planning for specializations.

1.5—Skills development and the creation of future job specializations.

1.6- Establishment and Development of Student Clubs.

1.7 - Enhance academic advising efficiency.

Strategic Performance Indicators

• Percentage of programs that have undergone rebranding or name change.
• Percentage of programs with academic accreditation.
• Student performance on national exams.
• Rate of newly created professional programs.
• Student club calendar average at the college.
• Average student satisfaction with academic advising services.
• Average rating of final year students on learning quality.

Strategic Goal 2

Enhancing the competence, competitiveness, and professionalism of the college's students

Strategic Projects:

2.1 – Improving student academic performance.
2.2 – Motivating Outstanding and Creative Students.
2.3 – Developing and supporting self-learning and learning resources.
2.4 - Developing remote learning programs.

2.5 – Promoting Volunteerism.
2.6 - Improving and integrating student activities and services.
2.7 – Improving programs offered to international students.

Strategic Performance Indicators

•  Percentage of outstanding students.
• Percentage of international students in college programs.
• Student satisfaction with services, facilities, and equipment.
• Number of volunteer hours for college students.
• Average employer rating of graduate employability.
• Average graduate employment within the first year of their graduation.
• Student results in national tests (Qiyas)

Strategic Goal 3

Strengthening the college’s research identity and enhancing scientific research in its fields of specialization to meet the requirements of sustainable development

Strategic Projects:

Activating the college's research identity.

3.2- Development of Research Outputs.

3.3- Developing Student Research.

3.4- Development of postgraduate programs.

3.5. Aligning graduate research with research priorities.

3.6 – Identifying competitive advantages and sustainable development priorities for the Al-Qasim region.

Strategic Performance Indicators

• Number of articles published in ISI
• Number of research papers published in Scopus
• Faculty publication rate.
• Faculty research citation rates.
• Number of published student research papers.
• Percentage of funded and supported research.
• Number of patents.
• Number of research partnerships.

Strategic Goal 4

Improving Performance Management and Fostering Organizational Satisfaction and Loyalty

Strategic Projects:

4.1 – Activating Advisory Councils in the College.

4.2 – Establishment and activation of a potential risk management unit.

4.3 – Developing and Integrating Institutional Infrastructure.

4.4 – Development of performance evaluation and human resources motivation mechanisms.
4.5 – Developing Human Resources Development Mechanisms.
4.6 - Development of attraction and retention mechanisms.
4.7 – Enhancing Job Satisfaction and Organizational Loyalty.

Strategic Performance Indicators

• Faculty and staff satisfaction rate (leaders, academics, employees) with the quality of administrative procedures.
• Average training hours for college staff (leadership, academics, employees).
• Beneficiary satisfaction with administrative services.
• Number of advisory board recommendations supporting development.
• Percentage of college units whose organizational structures have been updated.
• Transaction completion rate.
• Transaction completion rate.

Strategic Goal 5

Enhance technical and informational performance and promote digital transformation

Strategic Projects:

5.1 - Establishment and operationalization of a digital transformation unit.

5.2 – Developing a Smart Campus by Activating the Internet of Things.

5.3 – Developing and Expanding Intelligent Interactive Solutions.
5.4 – Effective Management, Governance, and Administration of Reports and Data.
5.5 – Developing Educational Performance by Activating Artificial Intelligence

Strategic Performance Indicators

• Faculty and staff satisfaction rate with the quality of administrative procedures.
• Beneficiary satisfaction rate with technical services.
• Rate of automation of procedures in the college.
• Digital transformation rate.
• Number of visits to the college website and the scientific departments' sub-websites.

Strategic Goal 6

Enhancing partnership and knowledge exchange nationally and internationally

6.1 - Expanding partnerships with external entities.
6.2 - Developing mechanisms for scientific and knowledge exchange for college programs.

6.3 – Enable students to train in qualified workplaces.

6.4 – Developing Research Partnerships.

Strategic Performance Indicators

• Number of college partnerships with national entities.
• Number of interns in workplaces.
• Number of programs prepared for scientific exchange.
•  Number of research partnerships.