Hail University
Faculty of Science
Vice Deanship For Postgraduate and Scientific Research
Strategic Plan For the Vice Deanship of Postgraduate Studies and Scientific Research, College of Science, University of Hail
the introduction:
Scientific research has become a top priority in renewing the identity of higher education and advancing societies, as applied research plays a major role in enriching students’ learning experience by broadening and deepening faculty expertise and enhancing students’ curricula; With an increase in the college's overall contribution to meeting needs
Social and economic of society. Therefore, it is necessary to develop and activate a research plan for the Vice Deanship of Graduate Studies and Scientific Research at the College of Science that is compatible with the Kingdom’s Vision 2030, helps in decision-making within the college and university, and innovates and creates new knowledge that contributes to the development of human resources, which in turn contributes to keeping pace with the University.
Hail adheres to local and international standards for quality assurance and accreditation and places it among the ranks of distinguished institutions regionally and internationally. The College of Science’s research plan also aims to advance scientific research in order to benefit from the expertise of faculty members, their assistants, and the university’s research structure to provide solutions to current and future problems.
Linking this to general research plans, trends in modern scientific research, and research communication with prestigious universities and internal and external research centers, taking into account societal traditions and customs. While setting the general directions for scientific research at the college, it was taken into account their connection with the university’s vision and the Kingdom’s vision 2030 and its plan in the field
Research and scientific production in terms of contributing to meeting societal development needs and keeping pace with contemporary trends, which in turn may lead to the university obtaining an advanced position in regional and global classifications. This document is a logical beginning based on facts and aimed at achieving the desired goals through...
A realistic scientific study of the current situation and defining a research plan with clear definitions and objectives so that its results or indicators can be measured.
First: The strategic plan preparation team:
When forming the strategic plan team, technical qualifications were taken into account to carry out the tasks of preparing the strategic planning process, led by the team coordinator, who is responsible for qualifying the planning team
| M | the name | Function |
| 1 | Dr.. Khalaf bin Muslim Al-Anazi | Vice Dean for Postgraduate Studies and Scientific Research, Team Leader |
| 2 | Dr.. Salem Ali Al-Qahwi | Vice President, Team Coordinator |
| 3 | Dr.. Mansour Abdel Sattar | A member |
| 4 | Dr.. Wael Wajih Muhammad | A member |
| 5 | of the. Muhammad Wajid Ali Khan | A member |
| 6 | Dr.. Syrian kindergarten | A member |
Second: Descriptive data about the College of Science:
1. The number of contract faculty members, lecturers, and teaching assistants (Saudis and contractors) in the college:
The following table shows statistics of the total numbers of faculty members, lecturers, and teaching assistants (Saudis and contractors) in the college’s boys branch:
Table (1): Total numbers of faculty members and contract lecturers in the college, Boys Branch, Male Section:
Total faculty members
| Total teaching assistants and lecturers
| Faculty Members
| Section
|
| | | | | Assistant Professor | | Associate Professor | | Mr | | Contract lecturers | |
| Contracted | Saudi | Contracted | Saudi | Contracted | Saudi | Contracted | Saudi | Contracted | Saudi | | |
| 12 | 1 | - | 6 | 10 | - | 2 | 1 | - | - | - | Physics |
| 15 | 7 | 1 | 5 | 10 | 2 | 3 | 5 | 2 | - | 1 | Biology |
| 10 | 7 | 2 | 0 | 7 | 4 | 2 | 2 | 1 | 1 | 2 | Chemistry |
| 12 | - | 3 | 13 | 9 | - | 3 | - | - | - | 3 | mathematics |
2. Preparing female faculty members as contract lecturers in the college:
The following table shows statistics on the total number of female faculty members and contract lecturers in the college:
Table (2): Total numbers of faculty members and contract lecturers in the college, Boys Branch, Applications Section:
Total Members
| Faculty Members | Section |
| | | Assistant Professor |
| Associate Professor |
| Mr |
| Contractor lectures |
|
| Contracted | Saudi | Contracted | Saudi | Contracted | Saudi | Contracted | Saudi | | |
| 7 | 2 | 6 | 2 | 1 | nothing | nothing | nothing | - | Physics |
| 9 | 5 | 9 | 3 | nothing | 2 | - | -0 | nothing | Biology |
| 9 | 5 | 9 | 5 (including the agent of the Baqaa branch) | 0 | 0 | 0 | 0 | 1 | Chemistry |
| 5 | - | 5 | - | - | - | - | - | 3 | mathematics |
Third Scholarship Plan
The College of Science at the University of Hail aims to encourage teaching assistants and lecturers to send scholarships to the best 500 universities according to the Qs classification or the Shanghai classification in general or specific specialization, in order to build scientific cadres with different specializations for Saudi faculty members. Accordingly, the required specializations were limited
In all departments of the college, they are as follows:
chemistry department
| Total in the two branches | Branch | | Specialization | M |
| | Female section | Student section | | |
| 3 | 1 | 2 | Biochemistry | 1 |
| 3 | 0 | 3 | organic chemistry | 2 |
| 3 | 1 | 2 | physical chemistry | 3 |
| 2 | 0 | 2 | analytical chemistry | 4 |
| 3 | 2 | 1 | Inorganic chemistry | 5 |
| 14 | Total | | | |
Mathematics department
| Total in the two branches | Branch | | Specialization | M |
| | Female section | Student section | | |
| 3 | 3 | 0 | Applied Mathematics | 1 |
| 12 | 6 | 6 | Analytical mathematics | 2 |
| 7 | 3 | 4 | Coercion | 3 |
| 0 | 0 | 0 | Statistics | 4 |
| 22 | Total | | | |
DepartmentBiology
| Total in the two branches | Branch | | Specialization | M |
| | Female section | Student section | | |
| 0 | 0 | 0 | Zoology | 1 |
| 3 | 2 | 1 | Botany | 2 |
| 3 | 2 | 1 | Biology is accurate | 3 |
| 2 | 2 | 0 | Molecular biology and biotechnology | 4 |
| 4 | 2 | 2 | Ecology | 5 |
| 12 | Total | | | |
physics department
| Total in the two branches | Branch | | Specialization | M |
| | Female section | Student section | | |
| 4 | 3 | 1 | Solid state physics | 1 |
| 7 | 4 | 3 | Theoretical physics | 2 |
| 6 | 4 | 2 | Nuclear Physics | 3 |
| 5 | 3 | 2 | Atomic physics and lasers | 4 |
| 22 | Total | | | |
List of scholarships:
| | Class | | |
| | language | Master's | Ph.D |
| Boys branch | 0 | 4 | 12 |
| Girls branch | 2 | 7 | 36 |
| Total | 2 | 11 | 48 |
List of those in charge
| | Academic rank | |
| | Teaching Assistant | lecturer |
| Boys branch | 13 | 3 |
| Girls branch | 78 | 10 |
| Total | 91 | 13 |
Third: Fourth: Methodology for preparing the strategic plan:
The College of Science relies on a set of steps that, in their entirety, represent the methodology for producing its plan for the years (2017-2021 – 2023-2022), and these steps are as follows:
· Forming a team to prepare the strategic plan for scientific research at the college
· Reviewing and defining the vision, mission, and values of the College’s Agency for Graduate Studies and Scientific Research.
· Study and evaluate the current status of scientific research within the college.
· Analyze and monitor the results in a preliminary report (first draft of the plan).
· Building the executive plan for scientific research within the college
· Develop a final formulation of the plan, including implementation, monitoring and evaluation mechanisms.
· Present the plan to the College Council for approval
Fourth: Fifth (I suggest it be second) the vision, mission, and goals of the Vice Deanship of Graduate Studies and Scientific Research at the College of Science:
1. Vision:
Leadership and excellence locally and regionally in scientific research, postgraduate studies, and cognitive development to enable the College of Science, University of Hail to effectively contribute to the knowledge society.
2. Message:
The Agency for Scientific Research and Postgraduate Studies at the College of Science - University of Hail seeks to provide an incubating environment for distinguished postgraduate programs and pioneering applied research by linking postgraduate studies to the necessary needs of the development plan in the Kingdom, selecting research areas of high national priority, and encouraging scientific research and directing it to address local community issues.
3. Objectives of the Agency for Graduate Studies and Scientific Research:
a. Implementing and following up on the college’s policy for graduate studies and scientific research.
B. Achieving the mission and vision of the College of Science
C. Spreading the culture of scientific research among faculty members and students.
Dr. Building strategic partnerships that serve the fields of graduate studies and scientific research at the college.
H. Strengthening, supporting and stimulating research capabilities in the college.
And the. Providing a suitable environment for scientific research that keeps pace with contemporary requirements and encouraging cooperation with other research institutions.
g. Raising the level of research at the college.
H. Achieving integration and coordination between scientific departments by developing joint research plans and projects.
I. Exchanging experiences with counterparts locally and internationally.
Fifth SixthCore values: )I feel that the items They are not interconnected and have no relation to each other
§ Ethics of scientific research § Scientific research must be compatible with Islamic ethics and societal values § Respect the rights of others, whether humans or creatures § teamwork § Interdisciplinary collaborative research to establish effective and fruitful relationships between researchers § Leadership § Loyalty and institutional commitment § Excellence and innovation § Credibility and transparency § Respect intellectual property rights § originality § Quality and excellence § Community Service | |
Sixth: Seventh: The axes of the strategic plan
The strategic plan for scientific research at the college defines an integrated set of goals and objectives in addition to a set of strategies that identify strengths and weaknesses and thus determines the mechanisms necessary to achieve the specified goals more efficiently in addition to setting a framework for implementing the plan, including developing and allocating resources and monitoring progress and main results. The plan’s axes consist of Of the following:
§ Intensifying the integrated effort to introduce the college’s research activities and increase awareness of the college’s work and its contributions to the university and the local community, in addition to the official authorities in the country and the industrial sector.
§ Increasing scientific cooperation with distinguished local and international research institutions and exchanging experiences with specialists in various entities.
§ Increasing focus on attracting distinguished faculty members and researchers and providing the necessary professional development to prepare distinguished scientific and research leaders.
§ Preparing distinguished cadres who serve the directions of scientific research by increasing the preparation of postgraduate programs.
§ Working to find opportunities for the necessary financial support for scientific research activities through research grants provided by the Deanship of Scientific Research at the university or other local and international funding sources.
Seventh: Strategic environmental analysis for the field of graduate studies and scientific research for the College of Science at the University of Hail
1. Internal environment analysis
The results of the College of Science's self-study showed that there are a set of strengths that characterize the system of graduate studies and scientific research within the College, which can be invested and activated in a way that achieves the College's vision and mission. The results of the study also showed some weaknesses that may affect the efficiency and effectiveness of the college in achieving its mission and purpose in the field of graduate studies and scientific research. The environmental SWOT analysis includes quantitative and qualitative analysis in terms of strengths, weaknesses, opportunities and challenges, Figure No. (1).
Environmental strategic analysis.
Table No. (8) Strengths and weaknesses of the internal environment
| Indoor environment assessment | | Evaluation of the external environment | |
strength point Strengths | Weaknesses Weakness | Opportunities Opportunities | Threats Threats |
1. Supporting college leaders to develop the graduate studies and scientific research system within the college. 2. Provide financial support for research projects by the Deanship of Scientific Research at the university. 3. Provide a research plan for the college. 4. The presence of a digital library that meets the information needs of researchers and graduate students 5. Holding training courses to develop the scientific research skills of researchers. 6. The diversity of specializations and research fields of the college’s faculty members. 7. The experience of some researchers in dealing with modern technologies related to scientific research. 8. Provide equipped research laboratories 9. The existence of a scholarship plan supported by all leaderships and official bodies. 10. The presence of scholarships in different scientific schools and representatives of all scientific departments. 11. The presence of an appropriate number of qualified professors in various specializations. 12. The presence of the applied dimension in most faculty members’ research. 13. Stimulating scientific publishing 14. Create research groups 15. Creating master’s programs in all departments 16. The presence of a number of faculty members who have the ability to integrate scientific knowledge and research experience. 17. The existence of a number of research partnerships with a number of distinguished research institutions locally and internationally. | 1. The faculty member is preoccupied with the teaching and administrative burden at the expense of scientific production. 2. Lack of scientific sources, periodicals and journals in the college library. 3. The scarcity of adequate opportunities to participate in scientific conferences. 4. Twice the budget allocated to scientific research at the college. 5. The absence of procedures that oblige a faculty member to conduct scientific research. 6. The scarcity of joint research between scientific departments within the college 7. The absence of regular maintenance of devices and equipment in research laboratories. 8. The scarcity of experienced and competent technicians and specialists in research laboratories 9. Low rate of research production for some faculty members. 10. Lack of private sector participation in research projects 11. The absence of fully active research laboratories. 12. The percentage of research production of some faculty members varies. 13. Lack of a fair evaluation system for scientists and researchers (limited incentives) 14. Retaining appropriate academic and research staff in all fields 15. Other duties of department members related to teaching and committee work 16. There are no grants from the private sector for research except for the chair model. 17. Limited social life and activities in the area | 1. The presence of a large number of college graduates who wish to complete postgraduate studies at the college. 2. The Kingdom’s direction is towards expanding the quality and accreditation policy for all academic programs, including graduate programs. 3. Financial support for research projects from external parties such as King Abdulaziz City for Science and Technology. 4. Availability of the Custodian of the Two Holy Mosques scholarship program. 5. The presence of distinguished international universities that attract scholarship students 6. The presence of support from the university for research projects in the college: launching several offers for research projects, stimulating scientific publishing, and creating research groups. | 1. The difficulty of international publishing in international peer-reviewed journals. 2. The decline in financial support necessary to advance the scientific research sector 3. Weak communication and coordination with international universities to benefit from them in developing graduate studies and scientific research within the college. 4. The speed of progress and change in technological fields, which affects the sustainability of the research competence of faculty members (rapid updating of equipment without training workers on it). 5. Reluctance of private and community agencies to financially support scientific research. 6. Weak community demand for completing postgraduate studies in the college’s fields of specialization. |
Eighth: Analyze the gap between the current situation and the strategic goals.
The gap study was based on the results of the environmental analysis (SWOT Analysis) and the college’s self-study. Hence, in light of the above, the gap was identified between the current situation of graduate studies and scientific research, and what the college seeks to achieve in terms of future goals. To support and consolidate the mission of graduate studies and scientific research and its consistency with the university’s operational plan in the field of graduate studies and scientific research; The study resulted in proposing methods and policies to achieve the targeted balance in light of the available sources of financing and arranging priorities to achieve the strategic objectives.
The previous analysis showed that there is a gap between the current status of postgraduate studies and scientific research and the strategic goals represented by the following elements:
1. Weak community demand for completing postgraduate studies in the college’s fields of specialization
2. Weak opportunities to market scientific research.
3. The lack of a clear measurement of the reflection of the academic activities and professional expertise of faculty members on improving the efficiency of the educational process.
4. Weak work culture within research teams from different specializations.
5. The absence of procedures that oblige a faculty member to conduct scientific research.
6. Lack of a database for faculty research
Therefore, the current situation requires reorganization to create a distinct research climate that aims to achieve a set of strategic goals, which can be explained as follows:
Ninth: The strategic objectives of the Agency for Graduate Studies and Scientific Research:
1. Increasing the competitiveness of the research product.
2. Developing the infrastructure for scientific research.
3. Enhancing the role of scientific research in achieving development and serving society.
4. Developing the research capacity of human resources and pushing them towards creativity and innovation.
5. Activate the publishing movement in prestigious international scientific journals.
Tenth: The executive plan for the strategic plan of the Agency for Graduate Studies and Scientific Research:
| M | Strategic objective | director | Activities | Implementation period | Responsible party | Completion rate | Performance Index |
| 1 | Creating distinguished postgraduate programs in light of actual societal needs. | § Study plans for postgraduate programmes § Academic standards document for graduate programs. § Descriptions of graduate programs. | § Issuing a recommendation from the College Council regarding the creation of postgraduate programs in preparation for presenting the matter to the University Council § Encouraging outstanding graduate students to enroll in graduate studies. | 2017- 2018 | § Dean for Graduate Studies § Secretariat of the College Council | 80% | Increasing the interest of college graduates in postgraduate programs by 70%. |
| 2 | Increasing the competitiveness of faculty members’ research production. | § Scientific research published in prestigious local and international journals. | § Doubling local and international scientific publishing in various specializations. | 2017- 2021 | § Heads of Departments § Dean of the College for Postgraduate Studies | 70% | § A number of scientific researches published in prestigious local and international journals. |
| 3 | Developing basic equipment for scientific research. | § Developed and qualified research laboratories § A specific budget for scientific research | § Diversify and expand the funding base for scientific research § Developing research laboratories at the college | 2017- 2018 | Deanship of Scientific Research | 40% | § The percentage of faculty members’ satisfaction with research laboratories is not less than 70%. |
| 4 | Strengthening the role of scientific research in serving the local community | Periodic reports on the role of scientific research at the college in serving the local community | § Encouraging faculty members to prepare applied scientific research that serves the local community. § Addressing the industry sector to identify their problems that require scientific research to overcome them. | 2017- 2021 | § Deanship of Scientific Research § Deanship of Community Service | 50% | § The local community’s satisfaction rate with the role of scientific research towards society is no less than 65%. |
| 5 | Developing the research capacity of human resources and pushing them towards creativity and innovation. | Training plan for faculty members | § Holding training courses in the field of scientific research, international publishing, and research work teams | 2017- 2018 | Deanship of Quality and Development | | § Training a percentage of faculty members of no less than 70%. |
| 6 | Activating the publishing movement in prestigious international scientific journals. | Practical research published in distinguished international magazines and periodicals | § Taking a number of measures that oblige the faculty member to publish in prestigious scientific journals. § Holding a training course on international publishing for faculty members | 2017- 2021 | § Dean of the College for Postgraduate Studies and Scientific Research § Deanship of Quality and Development | 80% | § The percentage of faculty members who have published in prestigious scientific journals is not less than 70%. |
Eleven: The research priorities proposed in the research plan that are compatible with the needs of the community
And Vision 2030 for the Kingdom:
| Section | Research priorities | Outputs |
| Biology department | - Cancer biology and infectious diseases - Antibiotic resistance - Plant and animal products and health - Agricultural biotechnology - Preserving biological diversity - Soil, plant growth and environmental pollution - Medical biotechnology - Genetics and bioinformatics | -Research projects: 15 research annotations - Scientific publishing: He published about 200 scientific papers and published about 9 book chapters - Providing 24 scientific lectures - Providing 15 scientific lectures for master’s students - Providing 6 training workshops |
| physics department | Nanoscience and nanotechnology New and renewable energy Nuclear Energy | -Research projects: 16 research projects funded by the University of Hail or any other party -Scientific publishing: publishing about 100 scientific papers -Scientific lectures: providing 18 scientific lectures and providing 10 scientific lectures for master’s students - Providing 6 training workshops |
| Mathematics department | Economic development The development of technology Pharmaceutical industry Industries related to nanotechnology Applications in engineering fields | - Research projects: 15 research projects funded by the University of Hail or any other party -Scientific publishing: publishing about 100 scientific papers -Scientific lectures: providing 18 scientific lectures and providing 10 scientific lectures for master’s students - Providing 6 training workshops |
| chemistry department | Catalysis and polymers chronic diseases Nano technology Energy alternatives and renewable energy Water desalination. Reuse of wastewater Pollution management | -Research projects -Scientific publishing - Scientific lectures |
Twelve: Sources of funding for research activities:
Sources of funding for research activity are through the Deanship of Scientific Research at the university, and there are also possible funding sources through other government bodies.
Stakeholders Stakeholder | The role |
| Scientific research at the University of Hail | · Creating new basic and applied scientific knowledge · Provide support for internal collaborative projects |
| King Abdulaziz City for Science and Technology KACST | · Planning, coordinating and managing the National Science and Technology Plan. · Supporting university and industrial participation in national projects |
| Office of Research and Development and other government agencies | Transforming the research and development ecosystem through strategic initiatives to enhance research capabilities at the University of Hail |
| private sector | Support and participate in collaborative research and development projects. Example: SADAC |
Thirteen: Performance indicators for the college’s research plan:
The research plan will be followed up and research progress and successes will be evaluated annually in the various scientific departments in the College of Science by measuring the following key performance indicators:
1. Percentage of scientific publishing by faculty members
2. The rate of published research per faculty member
3. Average citations in peer-reviewed journals per faculty member
