- The strategic plan of the University of Hail 2013-2018 is the culmination of diligent and serious work which all concerned parties of the university participated, including academic leaders, faculty members, administrators, students, representatives of civil society, employers and students' parents.

- The University of Hail seeks, through its strategic plan, to achieve a balance between its triple function: education, scientific research, and community service. This was evident through the formulation of the university's vision, goals, mission, and values. Therefore, the main axes of the plan focused on maximizing the efficiency of these jobs through building a effective partnership with society, continuous development of administrative and financial systems, improving the university environment, and upgrading the university's classification.

-  The university's strategic plan was based on a scientific methodology that took into account the formation of a team that includes all competencies and disciplines concerned with quality and strategic planning. The members of the team were distributed according to the methodology specified in that plan, in which it followed an institutional approach based on a combination of an ascending and descending approach. To ensure the participation of all academic and administrative units of the university.

- The strategic plan of the university included details related to the Hail region, such as its geographical, demographic, economic, and social characteristics, and other which related to the history of the university and its path through the thirteen past years, supported by available numerical and statistical evidences.

- The strategic plan addressed the results of the SWAT analysis, which extracted the strengths, the weaknesses, the opportunities, and the threats posed by the internal and external environments of the university. The strategic plan relied on a set of information-gathering tools through which it was able to identify the most prominent strengths, weaknesses, opportunities, and threats specific to the university. The most important of these tools can be limited to workshops - interviews - questionnaires - opinion polls – observation cards - documentary examination ... etc.

- The plan relied on the results of analyzing the internal and external environments in formulating alternative strategies, which included four strategies: growth and expansion, improvement and development, stability and settlement, deflation and retraction.  

- The strategic plan followed a scientific methodology for benchmarking with a number of international, regional, and local standard universities. This methodology consisted of defining the standard universities according to precise criteria, With the aim of expanding in  the range of international experiences and its variation, which in turn contributes to enriching the results to be reached. Emphasizing the principle of variation in cultures and experiences, more than one criterion has been adopted for the classification of universities, including the Times classification, the Shanghai classification, and the Webometrics classification.

- The strategic plan identified its strategic issues, which were represented in five main issues: responsibility and community participation, scientific research and innovation, complementing and developing the infrastructure and competitiveness of students and graduates, upgrading the capabilities and skills of the academic and administrative staff.

By identifying key university issues, it should be some quick wins for the plan, which were identified in a number of seven gains, the most important of which are Participation of student representatives in various committees and councils at the university.

- emphasizing the methodology of collaborative work with all beneficiaries, the strategic plan included, the university's vision, mission, goals and its values. All university employees and stakeholders have participated in this formulation.

- On the premise that good implementation leads to the success of the strategic plan in achieving the university's vision, mission and strategic goals, and its interaction with its community, the last part of the strategic plan included its executive plan as the most important stage for the university. In pursuit of its future ambitions, through a framework and roadmap that support the university's orientations in next  five years.​