MINISTRY OF HIGHER EDUCATION, OMAN COLLEGES OF APPLIED SCIENCES STRATEGIC PLAN-PHASE

Transcription

1 MINISTRY OF HIGHER EDUCATION, OMAN COLLEGES OF APPLIED SCIENCES STRATEGIC PLAN-PHASE Vision CAS aspires to gain national recognition as an applied sciences hub, providing practical and innovative solutions for the ever-changing local and national needs. Mission The Mission of the CAS is the provision of targeted programs that produce graduates responsive to the changing needs of the labour market, supportive to the national plans by contributing to the achievement of sustainable development. Values In its overall performance CAS is committed to the following core values: Professionalism: CAS combines knowledge and skills with competency, honesty, accountability, responsibility and ethical behaviour Transparency: CAS acts in all matters with integrity, openness and fairness. 1

2 Loyalty: CAS instils in its students, faculty and staff the value of being committed to the advancement and well-being of the nation. Recognition of Creativity: CAS is committed to the pursuit of inquiry, discovery and creation and dissemination of knowledge. Partnership: CAS collaborates and engages with other educational institutions, students, the industry and the community at large for applying knowledge to the well-being of the nation. Service orientation: CAS adopts the highest standards of services and effectively and efficiently manage its resources. 2

3 STRATEGIC GOALS- RATIONALE STRATEGIC GOAL 1: ENHANCE GOVERNANCE AND MANAGEMENT EFFECTIVENESS The governance and management structures are to be reviewed to enable CAS to continuously improve its provision, be responsive to the socioeconomic changes in the country and globally, and to manage its affairs with accountability and effectiveness. STRATEGIC GOAL 2: SECURE SUSTAINABLE FUNDING RESOURCES The core funding of the CAS should continue to be provided by the Government. Nevertheless, CAS should make concerted efforts to diversify their funding base through the valorisation of their resources and introduction of initiatives such as entrepreneurial activities, and fee-paying services. STRATEGIC GOAL 3: ATTAIN QUALITY TEACHING AND LEARNING CAS programmes are to be accredited, continually reviewed and strategically adjusted to the job market needs. From admission to delivery methods and assessment tools, CAS should ensure the systematic implementation of state-of-the-art approaches and processes across disciplines and programmes. In addition to core technical competencies, student must acquire a set of generic or employability skills that enhance and underpin their professional abilities. STRATEGIC GOAL 4: ENHANCE ATTRACTION AND RETENTION of Students As enrolment and success in quality higher education of a large proportion of the population is critical to socio-economic development of the Sultanate, HEIs, including CAS, should strive for a 50% rate of participation of the year cohort by 2030, as well as increased rates of retention of capable students in continuing education in a life-long learning model. STRATEGIC GOAL 5: ENHANCE INDUSTRY AND COMMUNITY ENGAGEMENT CAS should be an integral part of their local communities through continued dialogue and the two-way flow of ideas and cooperation. The CAS should be attentive to the needs of local businesses and help them improve their situations. 3

4 STRATEGIC GOAL 6: NURTURE GRADUATE IDENTITY Besides expanding the graduates knowledge and developing their entrepreneurial skills, a balanced higher education experience should aim at promoting responsible citizens with broader perspectives and appreciation of human values, able to translate national and universal commitment to actions useful to the country, humanity, and workplace. 4

5 STRATEGIC GOALS- OBJECTIVES STRATEGIC GOAL 1: ENHANCE GOVERNANCE AND MANAGEMENT EFFECTIVENESS 1.1. Align the structures with the mission, vision and values 1.2. Develop, implement and review policies and procedures 1.3. Implement an effective human resources development policy 1.4. Optimise facilities and infrastructure utilisation STRATEGIC GOAL 2: SECURE SUSTAINABLE FUNDING RESOURCES 2.1. Diversify funding resources 2.2. Increase Efficiency of CAS Facilities and Services Management 5

6 STRATEGIC GOAL 3: ATTAIN QUALITY TEACHING AND LEARNING 3.1. Develop, deliver and maintain quality programs 3.2. Develop effective assessment mechanisms 3.3. Ensure the quality of faculty members 3.4. Raise staff morale and enhance retention 3.5. Achieve Program Accreditation 3.6. Achieve International Standards STRATEGIC GOAL 4: ENHANCE ATTRACTION AND RETENTION OF STUDENTS 4.1. Attract capable students 4.2. Promote the CAS brand 4.3. Optimise graduate employability 4.4. Enhance student support services STRATEGIC GOAL 5: ENHANCE INDUSTRY AND COMMUNITY ENGAGEMENT 5.1. Enhance engagement with business and industry 5.2. Enhance engagement with the community 5.3. Enhance partnerships with other HEIs 6

7 STRATEGIC GOAL 6: NURTURE GRADUATE IDENTITY 6.1. Instil national identity and pride 6.2. Nurture institutional and national loyalty and universal values 6.3. Enhance work ethics 7

8 1. STRATEGIC GOAL 1: ENHANCE GOVERNANCE AND MANAGEMENT EFFECTIVENESS 1.1. Align the structures with the mission, vision and values Revise role and performance of the governing body Review role and responsibilities of management structures Develop effective systems to evaluate performance Develop and implement operational and action plans Establish an effective communication system KEY PEFORMANCE INDICATORS 1.1.1(A). Evaluation criteria and procedures are developed 1.1.1(B). A formal evaluation of the governing body is conducted 1.1.1(C). Results are analysed and publicized (A). Evaluation criteria and procedures are developed 1.1.2(B). Job specifications and responsibilities are developed- reviewed 1.1.3(A). Working teams are established 1.1.3(B). Metrics for each position are developed 1.1.3(C). Procedures for performance evaluation are developed (A). CAS operational plan is developed 1.1.4(B). College/Department-level action plans are developed (C). Implementation results are reported (A). Communication policy and procedures are developed (B). Flow of information mechanism is clearly defined and communicated 1.1.5(C). Feedback system is established 1.1.5(D). Satisfaction is measured and reported 8

9 1.2. Develop, implement and review policies and procedures Develop a policy management framework Review, update and monitor policies and procedures KEY PEFORMANCE INDICATORS 1.2.1(A). A management policy and procedures are developed 1.2.1(B). A policies manual is published and communicated (A). Monitoring and review procedures are developed (B). Policies and procedures are monitored, evaluated and reviewed periodically Develop, implement and monitor new policies and procedures 1.2.3(A). Need Analysis for new policies is conducted on a regular basis 1.2.3(B). New Policies and procedures are developed 1.3. Implement an effective human resources development policy Review and apply Job descriptions Develop and adopt a transparent performance appraisal system Develop and adopt an Excellence KEY PEFORMANCE INDICATORS 1.3.1(A). Job descriptions are clearly reviewed and applied (B). Job descriptions alignment with job requirements is ensured 1.3.3(C). Job descriptions are communicated 1.3.2(A). A transparent performance appraisal system is developed 1.3.2(B). All staff are aware of the appraisal criteria and contents 1.3.2(C). Appraisals are communicated to staff and used for improvement 1.3.2(D). An appeal system is adopted (A). Fair and effective staff reward system is developed and adopted 9

10 Reward system Develop and implement professional development plan and policy 1.3.3(B). Reward criteria are clearly specified and made available to all staff 1.3.4(A). Professional development plan and policy is developed and adopted 1.3.4(B). An adequate budget for staff development is allocated (C). Professional development programs are linked to job descriptions 1.4. Optimise facilities and infrastructure utilisation Align infrastructure with needs Ensure multiple uses of facilities and infrastructure KEY PEFORMANCE INDICATORS 1.4.1(A). Needs are identified 1.4.1(B). Suitable facilities and infrastructure are provided 1.4.2(A). Inventory of multiple uses of facilities and infrastructure is conducted Ensure maintainability and sustainability of facilities 1.4.2(B). Plan for maximum utilisation of facilities and infrastructure is developed (A). Plans for facilities maintainability and sustainability are developed 1.4.3(B). Safety and security are maintained Improve facilities management (A). Policies and procedures for facilities management are developed Ensure efficiency of facilities in design and operation 1.4.5(A). A plan for using resources in a cost-effective way is drawn 1.4.5(B). A plan for the efficient operation of facilities is put in place Enhance general support services (C). A mechanism for measuring efficiency of facilities in design and operation is developed 1.4.6(A). A plan for efficient management of general support services is developed 10

11 1.4.6(B). Utilisation rates are collected and analysed 1.4.6(C). Satisfaction is measured 11

12 2. STRATEGIC GOAL 2: SECURE SUSTAINABLE FUNDING RESOURCES 2.1. Diversify funding resources Develop regulations for fund diversification 2.1.1(A). A proposal for fund diversification regulations is drafted 2.1.1(B) Policies and procedures to manage generated funds are developed 2.1.1(C) A proper management system of fund diversification is put in place Initiate fee-paying postgraduate studies Initiate fee-paying admission for international students 2.1.2(A). Fee-paying postgraduate programs are introduced (B). Appropriate resources are made available (A) A policy and procedures are developed 2.1.3(B) Fee-paying admission for international students is activated Develop continuing education programs for community and industry (A). A unit to run continuing education programs is set (B). Continuing education programs are designed and implemented 2.1.4(C). Participants from various community sectors are admitted Develop fee-paying consultancy services for local business and industry 12

13 2.1.5(A). A bylaw for consultancy is passed (B). A consultancy centre is set up (C). Consultancy services for local business and industry are initiated Initiate other relevant fund-generating activities (A). A plan for introducing other fund generating activities is drawn (C). Various fund-generating activities are carried out Rent CAS facilities 2.1.7(A). Facilities database is made available to the communities and updated regularly (B). An increasing number of community requests to use the facilities (C). Increasing revenues from the use of the facilities and properties Initiate incubation (creative technology) centres (A). Creative technology centres are set-up (B). Industry cooperation is sustained (C). A number of graduates and students are involved (D). Products are created and marketed (E). Graduates initiate their own businesses 2.2. Increase Efficiency of CAS Facilities and Services Management Outsource ancillary services (A). Ancillary services are identified (B). Ancillary Services announced for Tenders 13

14 Develop financial reporting mechanisms (C) A number of ancillary services are outsourced (A). Policy and procedures are developed (B). Budget planning and expenditure monitoring training is conducted for the departments Plan, implement and monitor resource allocation (C). Annual budgets for all departments are set (A). Criteria for resource allocation are developed (B). Implementation of resource allocations based on priorities Plan, implement and monitor fundgenerating activities (C). A monitoring mechanism is in place (A). Inventory all the possible fund generating activities in the colleges (B). Evaluate effectiveness of the fund generating activities against set objectives 14

15 3. STRATEGIC GOAL 3: ATTAIN QUALITY TEACHING AND LEARNING 3.1. Develop, deliver and maintain quality programs Align course learning outcomes with graduate attributes (A). Specific course learning outcomes are mapped with the Graduates Attributes (B). Learning outcomes and graduate attributes for all courses and programs are developed and regularly reviewed Establish a program development and review system Incorporate generic skills in programs 3.1.2(A). Policy and Procedures are established 3.1.2(B). Academic departments are made aware of the procedures 3.1.2(C). Proposals submitted for approvals 3.1.3(A). Generic skills for all programs are identified 3.1.3(B). Course materials are reviewed to accommodate Generic skills 3.1.3(C). Delivery and assessment methods are modified to integrate generic skills Adjust programs outputs to market needs Align programs with national goals and priorities 3.1.4(A). Market needs are identified 3.1.4(B). Programs are reviewed and needs are incorporated 3.1.4(C). Graduate employability is indexed 3.1.4(D). Stakeholder feedback is collected and analysed 3.1.5(A). National goals and priorities are communicated to CAS 15

16 3.1.5(B). A taskforce is set and programs are aligned with these goals and priorities Benchmark programs against similar institutions Nurture research and scholarly skills in graduates 3.1.5(C). Taskforce reports are submitted and analysed 3.1.6(A). Benchmarking partners are identified (B). Joint teams with benchmarking partners are set 3.1.6(C). Benchmarking areas are identified 3.1.6(D). Benchmarking conducted and results analysed 3.1.7(A). Research and scholarly skills are outlined 3.1.7(B). An introductory course for these skills is set as a general requirement Adopt a student-centred learning approach Appropriate balance between theoretical and practical skills in curriculum 3.1.7(C). Best Practices in scholarly work and research are documented and communicated to graduates 3.1.7(D). Student research groups are created (A). Student Learning Groups are created (B). Projects as key learning and assessment tools are recognised 3.1.8(C). Faculty made aware (A). Practical aspects of the curriculum are identified and incorporated in the course outline (B). Assessment components are reviewed to integrate practical projects (C). Resources/facilities are provided (B). Learning outcomes are incorporated in each course outline (C). Review reports are submitted 16

17 3.2. Develop effective assessment mechanisms Incorporate various skills and abilities in assessment Align assessment with learning outcomes 3.2.1(A). Skills and Abilities are identified 3.2.1(B). Assessment mechanism is reviewed to ensure that various skills of graduates are measured 3.2.2(A). Assessment policy and procedures are developed 3.2.2(B). Assessment Centre or unit is established 3.2.2(C). A mechanism for aligning assessment and learning outcomes is established 3.2.2(D). Verification of the coverage of learning outcomes in all assessment tools is carried out Develop, implement and review a variety of assessment tools Ensure/Adopt effective, transparent marking procedures/mechanisms 3.2.3(A). Inventory of assessment tools conducted 3.2.3(B). The program assessment committee ascertains the use of a variety of assessment tools 3.2.4(A). Standard marking policy and procedures are developed 3.2.3(B). Faculty trained in marking rubrics 3.2.3(C). Assessment rubrics are incorporated in the course outline 3.2.4(D). Student academic grades appeal policy and procedures are clearly communicated Develop and enforce safe and secure examination procedures 3.2.5(A). The Examination procedures are established 3.2.5(B). New procedures are adapted by the examination committee 3.2.6(B). Joint committees are established 3.2.6(D). Results are reported and analysed 17

18 3.3. Ensure the quality of faculty members Set and implement recruitment criteria 3.3.1(A). Recruitment policy and procedures are developed Develop and adopt strategies to improve faculty performance 3.3.1(B). Recruitment criteria and procedures are publicised 3.3.1(C). Selected faculty meet criteria 3.3.2(A). Faculty appraisal policy and procedures are developed 3.3.2(B). Feedback reports are communicated to faculty 3.3.2(C). Faculty performance improvement plans are negotiated 3.3.2(D). Research is adopted in staff recruitment, promotion and retention Develop professional development plans 3.3.3(A). Professional development policy and procedures are set 3.3.3(B). Jobs needs analysis is conducted and needs identified Adopt an effective promotion and incentives system 3.3.4(A). Promotion policy and procedures are adopted 3.3.4(B). Clear and transparent incentives criteria are clearly specified 3.4. Raise staff morale and enhance attraction and retention Develop and implement a transparent recognition system Develop and implement an effective workload policy Develop and implement an effective faculty grievance policy Incorporate faculty feedback in decisionmaking process 3.4.1(A). Clear and transparent recognition and award policy is set 3.4.2(A). A Workload policy is developed and communicated 3.4.3(A). Grievance policy and procedures are developed and communicated 3.4.4(A). Feedback channels are developed 3.4.4(B). Faculty feedback is analysed and results reported 18

19 3.5. Achieve Program Accreditation Establish a Quality Assurance system 3.5.1(A). Quality Assurance is integrated into CAS organisational structure 3.5.1(B). Quality Assurance policy and procedures are developed 3.5.1(C). QA reports are submitted regularly Align institutions and programs with OAAA standards and criteria 3.5.2(A). OAAA program standards and criteria are communicated to all stakeholders 3.5.2(B). Applicable criteria are identified 3.5.2(C). Training on OAAA standards and criteria is conducted for faculty and staff Plan regular reviews for programs 3.5.3(A). A policy and procedures for program review are developed 3.5.3(B). A database for internal and external reviewers is created 3.5.3(C). A schedule for program review is set 3.6. Achieve International Standards Benchmark program standards against international programs 3.6.1(A). A database of international higher education institutions offering similar programs is created 3.6.1(B). Joint benchmarking committees are set Admit international students in CAS 3.6.2(A). Existing regulations are revised 3.6.2(B). Admission criteria are updated and publicised 3.6.2(C). An International Students Department is added to ARC 19

20 4. STRATEGIC GOAL 4: ENHANCE ATTRACTION AND RETENTION OF STUDENTS 4.1. Attract capable students Review entry standards 4.1.1(A). A review committee is set 4.1.1(B). CAS entry standards are reviewed Evaluate new entry standards 4.1.2(A). Evaluation mechanism is established (4.2.1(B). Standards are disseminated 4.1.2(C). Findings are analysed and reported Align Foundation Program with National Standards National(NFP) 4.1.3(A). CAS foundation programs are kept in line with NFP standards 4.2. Market the CAS brand Plan and execute a marketing campaign 4.2.1(A). A logo for CAS is designed 4.2.1(B). Marketing Committee is established 4.2.1(C). Marketing campaign is launched through appropriate media 4.2.1(D). Campaign feedback is reported and analysed Develop and regularly update CAS website Publish policy manuals and marketing brochures, etc (A). A team designing CAS website is formed 4.2.2(B). A website is developed 4.2.3(A). A CAS policy manual is designed and published 4.2.3(B). Marketing brochures are designed and published Establish CAS Alumni network 4.2.4(A). Alumni policy and procedures are developed 20

21 4.2.4(B). Alumni association is established 4.2.4(C). Database developed and updated Set a plan for guest speakers 4.2.5(A). A policy and procedures for guest speakers is developed 4.2.5(B). A plan for speakers is set 4.3. Enhance graduate employability Organise and take part in job fairs (A). An annual plan for job fairs is developed (B). Job fairs are organised 4.3.1(C). Local and regional job fairs are identified and attended (D). Data collected and analysed Develop and adopt a policy for internship gap year Adopt and take part in international student exchange programs Establish a work placement program with public and private employers (A). A policy and procedures for internship gap year are developed (B). An annual plan for internship gap year is set (C). Potential training companies are identified and contacted (A). A policy and procedures for international exchange programs are developed (B). A central body for student exchange is established 4.3.3(C). An officer in charge of student exchange program is appointed in each college (D). MoUs with international partners are signed (A). A work placement policy and procedures are developed (B). Public and private employers are identified (C). A plan for work placement is developed and executed (D). Feedback from employers is collected and analysed 21

22 4.4. Enhance student support services Establish a graduate tracking system 4.4.1(A). A policy and procedures for graduate tracking are developed 4.4.1(B). A body in charge is identified Enhance the effectiveness of the academic advising system Establish and maintain student welfare services Provide financial support opportunities Benchmark student services against other HEIs 4.4.1(C). Annual graduate statistics are reported 4.4.2(A). A policy and procedures for academic advising are developed 4.4.2(B). Academic advisors are trained 4.4.2(C). Guidelines and procedures are communicated to students 4.4.2(D). Feedback and statistics on academic advising effectiveness are collected and analysed 4.4.3(A). A student counsel/medical/social unit is set 4.4.3(B). Welfare staff are appointed 4.4.3(C). Feedback is collected and analysed 4.4.4(A). The current legal framework is revised 4.4.4(B). A policy and procedures for financial support are developed 4.4.4(C). Student employment areas are identified 4.4.5(A). Benchmarking partners are identified 4.4.5(B). A Joint committee is established 22

23 5. STRATEGIC GOAL 5: ENHANCE COMMUNITY ENGAGEMENT 5.1. Enhance engagement with business and Industries Establish, implement and monitor a professorship of practice program 5.1.1(A). CAS interest in industry participation is communicated 5.1.1(B). A strategy for selecting industry lecturers is developed 5.1.1(C). An induction program for industry professionals is developed 5.1.1(D). Performance is monitored and evaluated Enhance student entrepreneurial skills 5.1.2(A). Entrepreneurial skills are identified and incorporated in the curriculum Activate a web-based job vacancy service Encourage researcher mobility (open access both ways) 5.1.2(B). Student projects on entrepreneurial skills are presented and evaluated (C) Incubation centres are established 5.1.3(A). An interactive site for students to apply is developed 5.1.3(B). Jobs are uploaded on CAS site 5.1.4(A). Academic-Industrial body is established 5.1.4(B). Resources in CAS and industries are identified 5.1.4(C). Joint contracts are prepared Establish a consultancy framework 5.1.5(A). A consultancy bylaw is passed Offer professional short courses aligned with industry and business needs 5.1.5(B). Consultancy areas are identified 5.1.5(C). Consultancy proposals are drafted and promoted 5.1.6(A). Training centres in CAS are set and publicised (B). Resources are assessed and allocated 5.1.6(C). Industry-oriented courses are designed and promoted 23

24 5.2. Enhance engagement with the community Initiate cooperation programs with NGOs Offer lifelong learning courses aligned with community needs 5.2.1(A). NGO liaison mechanism is set 5.2.1(B). Cooperation areas are identified 5.2.1(C). A cooperation program is developed, marketed, implemented and evaluated 5.2.2(A). Community needs are identified 5.2.2(B). Resources are allocated 5.2.2(C). Courses are developed and advertised 5.2.2(D). Course schedule is developed and coordinated Establish Cultural Action Bureau 5.2.3(A). An annual program of activities is developed and promoted 5.2.3(B). A schedule of community-oriented programs is implemented Provide facilities for community use 5.2.4(A). An inventory of CAS facilities is made 5.2.4(B). CAS facilities are promoted to local communities Establish a platform for Action Research 5.2.5(A). Action Research Committee is established 5.2.5(B). Resources are identified and allocated 5.2.5(C). Faculty are encouraged to engage in action research 24

25 5.3. Enhance partnerships with other HEIs Establish twinning programs (Check with HE) Establish an external examiner system 5.3.1(A). Policy and procedures are developed 5.3.1(B). Twinning partners are identified 5.3.1(C). Twinning agreements are concluded 5.3.2(A). Policy and procedures are developed 5.3.2(B). Database for external examiners is created 5.3.2(C). A schedule for external examination is set Encourage hosting joint events 5.3.3(A). A plan for joint events is drawn Implement and monitor visiting professorship system 5.3.3(B). Joint resources are allocated 5.3.3(C). Feedback is reported and analysed 5.3.4(A). A policy and procedures are developed 5.3.4(B). Vacancies for visiting professors are advertised 5.3.4(C). Feedback is reported and analysed 25

26 6. STRATEGIC GOAL 6: NURTURE GRADUATE IDENTITY 6.1. Instil National identity and pride Incorporate cultural values and heritage in the curriculum Extracurricular activities and cultral values 6.1.1(A). A Cultural Bureau is established 6.1.1(B). Cultural modules are added to the curriculum 6.1.1(C). A schedule for cultural activities is set 6.2. Nurture institutional and national loyalty and universal values Nurture civic spirit 6.2.1(A). A civics awareness campaign is launched 6.2.1(B). A plan for community service is set 6.2.1(C). Community service is incorporated in the reward system Incorporate environmental preservation in the curriculum Disseminate the tolerance and mutual acceptance culture Inculcate international culture/identity in the graduates 6.2.2(A). Ecological projects start in College 6.2.2(B). Ecological preservation is integrated into research proposals 6.2.3(A). One theme is specified for each academic year 6.2.3(B). Student projects are undertaken 6.2.4(A). An annual Open Day to highlight CAS international cultural blend is organized 6.2.4(B). A student cultural exchange program is initiated 26

27 6.3. Enhance work ethics Encourage leadership and entrepreneurial drive in graduates 6.3.1(A). A platform for entrepreneurship is adopted 6.3.1(B). A forum to discuss students ideas is created Raise awareness of time management 6.3.2(A). Standards for good time management are developed importance 6.3.2(B). Good time management is adopted as an appraisal criterion Create accountability and loyalty values 6.3.3(A). Work Ethics are incoporated in courses 6.3.3(B). Students are involved in decision-making process 6.3.3(C). Students are given more authority over student affairs 27