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OIPD Strategic Plan (2013-2016)

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OIPD Strategic Plan

2013-2016

QATAR UNIVERSITY

Office of Institutional Planning & Development


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QU Vision

Qatar University shall be a model national university in the region, recognized for high-quality education and research and for being a leader of economic and social development.

QU Mission

Qatar University is the leading national institution of higher

education in Qatar. It provides high quality programs that prepare competent graduates to positively impact the future of Qatar. The University, with its diverse community, addresses relevant challenges through research and programs that contribute actively to the needs and aspirations of society.

Long Term Strategic Priorities

Note: OIPD was finalized based on the Board of Regent

approval of QU Strategic Plan (2013-2016) in October 2013.

Aspects of this strategic plan and of future plans for many

years identify several areas of long term strategic priorities of

Qatar University. The four areas which focus on the experience

of students, performance in research, recognition of the

university, and effectiveness and efficiency, are guiding the key

performance areas, objectives, and indicators of this plan and

whenever results of the plan’s actions and performance are

assessed

Nurture Student

Experience

Recognize Scholarly

Excellence

Optimize Effectiveness

Build International Recognition


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OIPD Organization Chart

Areas of focus derived from the functions of OIPD

Institutional Effectiveness:

Contents: Non-academic units review, strategic planning (QU and unit levels), budget planning

Contents: Non-academic units review, strategic planning (QU and

unit levels), budget planning from approach to maturity, SACS, and

MOUs.

Institutional Research:

Data warehouse (collect, organize, maintain, support);

Institutional reporting (lead, publish, document, support);

Information analysis (initiate, support, conduct, engage).

Contents: Publications, analysis of information, surveys, focus

reports, single source quality data warehouse, and single reporting

tool.

To support QU vision and mission through institutional research, assessment, planning, and accreditation.

Strategic Planning (initiate, lead, support, engage, report,

document);

Institutional budget planning (initiate, develop,

implement, approach, link to strategic planning, report,

document);

Institutional accreditation (lead, document, engage,

attain, support);

Assessment culture (lead, promote, support, document).


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SWOT Analysis

A. Strength

Reporting/IR

Staff in-depth know-how of institutional data

Availability of technology (ODS, Cognos)

President awareness/approval of several new IR

publications (Grades Analysis, Semester Analysis, Book

of Trends, Fact Book, Faculty Workload, etc.)

Availability of Data

Teamwork culture at OIPD

Surveys

Extensive, tested and reliable survey instruments

Well-established cycle

Dedicated staff/ in-house expertise/good teamwork Implemented online survey software

FPRDS/Student Opinion of Teaching

The inter-dependencies, and potential impact of delayed

actions.

Home grown, customizable system for data collection

Archiving

Leadership Support initiated the project with the VP's

offices)

Strategic Planning and Institutional Effectiveness

Knowledgeable staff in planning, reporting and following up

Very wide involvement from QU community in strategic

planning process

QU is going for SACS which promotes Strategic Planning

Strategic Planning framework is already in place (2 planning

cycles)

Established template for units assessment results reporting

Collaborations with several units in campus to follow up with

them to report on the endorsed recommendations based on

SP, IE and NUR results

Upper management support

SP and IE processes are well established as main requirements

to attain the institutional accreditation

SACS Project

Internal Expertise

Excellent achievement based on the SACS Review Letter of

the initial application of QU

Competent SACS project team

Institutional commitment

B. Weaknesses

Reporting/IR

Lack of sufficient exposure to the QU community at large


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Dependency on IT to implement/maintain existing technology

solutions and hire staff with adequate expertise in BI

Tediousness of access to Cognos Production

Staff insufficiency/Lack of staff backup

Too much focus on process rather than outcome. Many

reporting emerged as a result of processes; use of data

and information is not always clear

Limited record of accomplishments in focused research

No senior researchers in IR

Surveys

Lack of staff to tackle the number of survey requests

Inefficient mechanism to track use of survey findings in

planning and decision making

Overlapping of institutional and units surveys

No sufficient respect for deadlines by academic and administrative units.

Lack of office space


High dependency on particular staff Archiving

Informally trained staff

Insufficient testing of the system Strategic Planning and Institutional Effectiveness

SP system is not meeting all SP needs

Lack of budget planning, approach, methodology and knowledge

Insufficient training and communication sessions to QU units to help them preparing their SP

IE has not made the desired impact on QU community (Awareness of the report and IE fund)

SACS Project

Faculty Roster

C. Opportunities

Reporting/IR

EMC/President approval for OIPD to lead the data warehouse

project (QU)

Sufficient funds to ensure staff training on new solutions if

required (EDW, Cognos 10 features, etc.) (QU)

Lack of IR at QU (QU)

Decision makers' support for research studies (QU)

Surveys

Role of ISRC (revising, approving or rejecting survey requests) (QU)

QU community interest in survey results and findings (QU)

Coordinators support in encouraging and ensuring owners are involved in each survey project (QU)

ITS and External Relations cooperation in coordinating with the Survey Section before deploying, administering and/or broadcasting any survey (QU)

Collaboration with external stakeholders on survey findings and results (External)


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Possibility to integrate SET and FPRDS data into the

ODS/EDW data warehouse and generate automated

reports on Cognos (QU)


Upper management support (QU)

Coordination with GSPD (External)

Conferences and training attendance (External)

Availability of SP committee in QU units (QU)

Limited successful SP stories in Qatar (External)

D. Threats

Reporting/IR

Staff turnover (QU)

Data completeness and accuracy (QU)

Lack of cooperation in data sharing from peer/aspiring

institutions in the MENA region (External)

Lack of single source or platform of institutional data of

higher education in Qatar (External)

Surveys

Unavailable/inaccurate/untimely survey recipients lists

(QU)

Survey fatigue especially with students (leading to low

response rates) (QU)

Non adherence to survey policy (QU)

BLUE software issues (reporting and analysis features)

(QU)

Archiving

Lack of cooperation from QU constituencies (QU)


Lack of awareness and involvement from QU staff in QU SP

(QU)

Difference in the calendars used in QU (AY, Fiscal, or annual)

that affect the collecting of some data (QU)

Lack of "Quality assurance" position in some units to act as a

focal point in their units so that to ease the process of

collecting data and providing necessary documents from the

units (QU)

Limited options of institutional SP software (External)

Tracking planned and implemented SP and IE actions by units

based on assessment is not easily available (QU)

Limited availability of national data which are essential for

efficient planning such as in SEC and GSDP (External)

Changes in the strategies directions of planning in Qatar

(External)

SACS Project

Colleges don’t adhere to faculty qualifications and course assignment based on SACS standards (QU)

Not a solid continuous improvement culture and documentation yet (QU)


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Assessment of Strategic Planning and recording of changes based on identified causes is not well-established (QU)

Documentation of BOARD, EMC and units discussions of planning, budgeting and institutional performance is not at the desired level (QU)

KPA 1: Gather, analyze, and distribute information

necessary to support administration and

management information driven decisions.

In line with its mission to support information driven decisions, the

Office of Institutional Planning and Development shall endeavor to

establish a holistic and unified approach to university-wide data

gathering and information dissemination - by actively supporting and

leading the implementation of an institution-wide data warehouse

and an institutional reporting platform, as well as assisting the

university community in initiatives related to data collection and

reporting, provide more relevant and timely information - by

conducting focused studies of institutional impacting issues and

surveys covering strategic planning performance indicators according

to a predetermined master calendar, in addition to streamlining and

automating institutional statistical reports and performance

dashboards, and finally identify additional data collection needs and

contribute to the implementation of mechanisms to facilitate data

collection processes.

Objectives:

1.1. Lead the institutional decision towards implementing

institutional data warehouse and making Cognos the

institutional reporting tool supporting users for planning and

operations.

Strategies:

Form, lead and boost the role of a University Data Committee

Coordinate with IT to successfully install the Data Warehouse System; Collect the requirements of functional units; Coordinate with users, IT, and external consultants to develop the data warehouse system (tables, cubes, etc.); Develop – out of the data warehouse - comprehensive reports and dashboards based on users requirements as well as on best practices

Collect users’ feedback through regular user satisfaction surveys.

Hire additional staff/cross train existing OIPD staff

Key Performance Indicators:

1.1.1. Number of databases connected/uploaded into the

data warehouse

Baseline: NA

Target (2013-2014): 4 (out of 8-10)

Target (2014-2015): 6

Target (2015-2016): 7

1.1.2. Percentage of institutional reporting needs met from the

data warehouse (ODS/EDW) using the Cognos reporting

tool

Baseline Data: NA


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Target (2013-2014): 80% of current reporting needs from Banner

are satisfied by COGNOS by December 2013;

and 100% by March 2014. Also 20% of

current reporting needs from Oracle e-

business suite are satisfied by COGNOS by

June 2014

Target (2014-2015): Also 80% of current reporting needs from

Oracle e-business suite are satisfied by

COGNOS by Jan 2015;

Target (2015-2016): 100% of current reporting needs from

Oracle e-business suite are satisfied by

COGNOS by October 2014.

1.1.3. Number of functional units contributing to Cognos reports

production (content, format, or development)

Baseline Data: 7

Target (2013-2014): 10 (out of 12-15)

Target (2014-2015): 12

Target (2015-2016): 15

1.1.4. User’s satisfaction with reports developed on Cognos

Baseline Data: NA

Target (2013-2014): At least 80%



1.1.5. Number of longitudinal and/or cross-departmental

reports developed out of the data warehouse

Baseline Data: NA

Target (2013-2014): 3 (new)

Target (2014-2015): 2 (new)

Target (2015-2016): 2 (new)

1.1.6. Number of dashboards developed out of the data

warehouse

Baseline Data: NA

Target (2013-2014): 3 (new)

Target (2014-2015): 2 (new)

Target (2015-2016): 2 (new)

1.1.7. Percentage of COGNOS reports utilized by users to the

total number of reports they use

Baseline Data: NA

Target (2013-2014): 70% by end of Fall 2013; 90% by end of

Spring 2014

Target (2014-2015): 100% by end of Fall 2014

Target (2015-2016):

1.2. Support University service improvement by providing

information on stakeholders’ opinions and perceptions.

Strategies:

Maintain the Institutional Survey Master Calendar

Oversee the complete cycle of Institutional Surveys related to students, employees & community

Present Institutional Survey findings and reports to QU community and advocate their utilization in in developing improvement actions as part of strategic plans by all relevant units

Evaluate users satisfaction with Institutional Surveys


1.2.1. Percentage of units which have implemented

improvement actions based on relevant survey results.


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Baseline Data: 100%

Target (2013-2014): 100%

Target (2014-2015): 100%

Target (2015-2016): 100%

1.2.2. Reliability on OIPD’s surveys:

a. Surveys are implemented in line with the Survey

Master Calendar

Baseline Data: 100%

Target (2013-2014): 100%

Target (2014-2015): 100%

Target (2015-2016): 100%

b. Survey reports are shared with the relevant

stakeholders in line with the survey policy

Baseline Data: 100%

Target (2013-2014): 100%

Target (2014-2015): 100%

Target (2015-2016): 100%

c. Percentage of stakeholders satisfied with the quality

of institutional surveys

Baseline Data: NA

Target (2013-2014): 80%

Target (2014-2015): 80%

Target (2015-2016): 90%

1.3. Support University planning by conducting focused studies on

institutional-impacting issues.

Strategies:

Prepare enrollment projections, strategic enrollment plan with the VP Academic & VP Student,

Conduct resources utilization studies (classroom utilization, faculty workload, water and electricity consumption, office utilization, etc.), and Employee retention and turnover

Promote and advocate the utilization of such studies in decision making such as using the FTE analysis in academic planning & hiring of faculty by colleges & departments

Follow-up on the performance of student cohorts & using findings in enhancing student support services to improve students’ success


1.3.1. Response of planners and decision makers to the studies.

Baseline Data: NA

Target (2013-2014): At least rated “very helpful”



1.3.2. Number of implemented decisions recommended by the studies outcome Baseline Data: NA

Target (2013-2014): At least 3 per year



1.3.3 Variation from projection for the enrollment projections

study

Baseline Data: NA

Target (2013-2014): Less than 10%




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1.3.4 Number of conducted studies

Baseline Data: 3

Target (2013-2014): 3 Annually

Target (2014-2015): 3

Target (2015-2016): 3

1.4. Increase stakeholders’ cognizance of University facts and figures

by providing effective statistical information and regularly

published reports.

Strategies:

Automate OIPD reports

Publish standard reports

Expand online publishing and facilitate access to OIPD publications

Present reports to stakeholders and advocate their utilization in planning and decision making

Develop institutional and departmental dashboards


1.4.1. Percentage of OIPD reports automated on Cognos

Baseline Data: 70%

Target (2013-2014): 80%

Target (2014-2015): 90%

Target (2015-2016): 90%

1.4.2. Percentage of OIPD standard reports published on time

Baseline Data: 80%

Target (2013-2014): 100%

Target (2014-2015): 100%

Target (2015-2016): 100%

1.4.3. Number of hits on OIPD website/portal reports

Baseline Data: NA

Target (2013-2014): Average 100 per month



1.4.4. SharePoint user rating of publications

Baseline Data: NA

Target (2013-2014): Average rating of 3 for the top 10 rated

publications


publications


publications

1.4.5. Users’ awareness of the existing automated reports on

Cognos

Baseline Data: NA

Target (2013-2014): 70%

Target (2014-2015): 75%

Target (2015-2016): 80%

1.4.6. Percentage of stakeholders satisfied with the quality of

institutional reports

Baseline Data: NA

Target (2013-2014): at least 80%




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1.4.7. Number of presentations on standard reports given to

stakeholders and QU administration

Baseline Data: NA

Target (2013-2014): 2 per year



1.4.8. Level of management awareness of OIPD reports

Baseline Data: NA

Target (2013-2014): 100%

Target (2014-2015): 100%

Target (2015-2016): 100%

1.4.9. Number of institutional dashboards developed

Baseline Data: 1

Target (2013-2014): 3

Target (2014-2015): 3 new

Target (2015-2016): 3 new

1.5. Provide QU community with technical support in additional data

collection and reporting requirements

Strategies:

Assist in defining, designing, and conducting surveys for internal/external stakeholders

Review and approve surveys

Assist in defining, designing and developing end-users reporting requirements

Automate existing users’ reports

Offering users trainings


1.5.1. Percentage of successfully completed and approved

survey requests (development, revision, data analysis,

reporting and/or administration)

Baseline Data: 100%

Target (2013-2014): 100%

Target (2014-2015): 100%

Target (2015-2016): 100%

1.5.2. Percentage of successfully completed data reporting-

related requests

Baseline Data: 100%

Target (2013-2014): 100%

Target (2014-2015): 100%

Target (2015-2016): 100%

1.5.3. Number of hits on Cognos reports

Baseline Data: NA

Target (2013-2014): Average of 200 hits per month



1.5.4. Number of users trained on using Cognos reports

Baseline Data: 15





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1.5.5. Number of workshops and training sessions conducted on

survey development and data analysis

Baseline Data: NA

Target (2013-2014): 3 annually

Target (2014-2015): 3

Target (2015-2016): 3

1.5.6. Percentage of satisfied participants in the

workshops/training sessions

Baseline Data: NA

Target (2013-2014): 75%

Target (2014-2015): 80%

Target (2015-2016): 85%

1.6. Enrich institutional information by capturing and maintaining

supplementary data

Strategies:

Update the alumni data for upcoming cohorts (continuous process)

Establish comprehensive employer database in collaboration with QU internal and external stakeholders

Develop and enhance the FPRDS to capture faculty performance data

Maintain snapshot data

Oversee the implementation of the archiving application


1.6.1. Number of updated employer records

Baseline Data: 200


Target (2014-2015): Not Scheduled

Target (2015-2016): 250

1.6.2. Percentage of faculty whose data is captured by the

FPRDS

Baseline Data: 95%

Target (2013-2014): 100%

Target (2014-2015): 100%

Target (2015-2016): 100%

1.6.3. Data snapshot taken on time

Baseline Data: Yes

Target (2013-2014): Yes

Target (2014-2015): Yes

Target (2015-2016): Yes

1.6.4. Number of archived documents

Baseline Data: 500 Documents

Target (2013-2014): 2000 documents per year



1.6.5. Number of units involved in the archiving project

Baseline Data: 3

Target (2013-2014): 7


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Target (2014-2015): 12

Target (2015-2016): 20

1.6.6. Number of archiving application users

Baseline Data: 0

Target (2013-2014): 10

Target (2014-2015): 20

Target (2015-2016): 50

1.6.7. Faculty Roster is accurate and finalized on time every

semester

Baseline Data: No

Target (2013-2014): Yes

Target (2014-2015): Yes

Target (2015-2016): Yes

KPA2: Lead and facilitate QU development

Qatar University continues to undertake and promote institutional

initiatives that require comprehensive cooperation of all academic

and non-academic units. The Office of Institutional Planning and

Development shall continue to facilitate the development and

implementation of QU new Strategic Plan (2013-2016), and lead the

SACS accreditation project, Itimad. The OIPD shall attempt to develop

and deploy a methodology and approach to institutional budget

planning at the University.

Objectives:

2.1. Support the implementation, monitoring, and assessment of the

University and units strategic plans

Strategies:

Conduct several awareness sessions with planning coordinators

Prepare progress reports and present (them)to the EMC

Conduct annual analysis and recommendations to be presented to

the EMC

Prepare annual report and communicate the results to QU

community


2.1.1. Customer satisfaction with the support provided by OIPD:

System, staff, reports, data

Baseline Data: 74% (2011-2012)

Target (2013-2014): 90%

Target (2014-2015): 90%

Target (2015-2016): 90%

2.1.2. Percentage of objectives that met targets every year


Target (2013-2014): 70%

Target (2014-2015): 70%

Target (2015-2016): 70%

2.1.3. Degree of dynamism in planning across QU:


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a. Number of changes conducted on the QU Strategic Plan

(adjusting objectives, measures, actions and targets ) based

on annual review

Baseline Data: No baseline

Target (2013-2014): Tracking

Target (2014-2015): TBD

Target (2015-2016): TBD

b. Percentage of units which adjust their plans in response to

annual QU SP performance


Target (2013-2014): 100%

Target (2014-2015): 100%

Target (2015-2016): 100%

c. Percentage of units which adjust their plans in response to IE


Target (2013-2014): 100%

Target (2014-2015): 100%

Target (2015-2016): 100%

d. Budget dedicated to improve un-met targets.





2.2. Increase involvement and commitment of QU staff towards the

Strategic Planning Process

Strategies:

Conduct several meetings and presentations to QU staff to increase

the awareness level of the planning process


2.2.1. Percentage of QU employees involved in the development and/or

assessment of their college/unit strategic plan


Target (2013-2014): 90%

Target (2014-2015): 90%

Target (2015-2016): 90%

2.2.2. Percentage of attendees from those invited at SP awareness

sessions arranged and/or conducted by OIPD to QU units


Target (2013-2014): 90%

Target (2014-2015): 90%

Target (2015-2016): 90%

2.2.3. Number of meetings conducted at the units level where SP

assessment was discussed


Target (2013-2014): At least 2 meetings per year (for all units)



2.2.4. Level of discussion of SP by every unit and QU level working

groups [as perceived by unit/working group head, members and

judged by IEC]



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Target (2013-2014): TBD

Target (2014-2015): TBD

Target (2015-2016): TBD

2.3. Develop a methodology and approach to budget planning

Strategies:

Develop an approach, methodology & framework to plan QU budget

at the Institutional level for 2013-2020. This will be a collaborative

effort with a number of departments including: The Budget

Committee, Finance, & EMC. Produce a comprehensive document

on the approach, methodology & framework

Institutional effectiveness findings in budget planning & priorities, &

to guide adjustments in annual units’ actions.


2.3.1. Institutional budget planning framework in place and operational

Baseline Data: No implemented yet

Target (2013-2014): -

Target (2014-2015): Yes (Date 2014-2015)

Target (2015-2016): -

2.3.2. Impact of institutional budget planning on QU effectiveness


Target (2013-2014): TBD

Target (2014-2015):

Target (2015-2016):

2.4. Support the QU initiative to attain institutional accreditation

Strategies:

Facilitate the collection, reporting and initiation of needed policies

and requirements for SACS accreditation

Prepare and integrate all requirement data into self- study report

for the membership status

Conduct several sessions to increase the awareness level of SACS

accreditation

Facilitate the SACS Candidacy Committee’s site visit


2.4.1. Number of awareness sessions conducted in 2013-2014 and 2014-

2015

a. Students

b. Faculty

c. Staff

Baseline Data: -

Target (2013-2014): At least 3 to each category every year



2.4.2. Awareness level of SACS project by students, faculty and staff


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Baseline Data: -

Target (2013-2014): at least “very aware”



2.4.3. Candidacy status is attained in 2014

Baseline Data: -

Target (2013-2014): Yes

Target (2014-2015): -

Target (2015-2016): -

2.4.4. Membership compliance application is submitted by August 2015

Baseline Data: -

Target (2013-2014): -

Target (2014-2015): Yes

Target (2015-2016): -

2.4.5. Accreditation membership status is attained no later than July

2016

Baseline Data: -

Target (2013-2014): -

Target (2014-2015): -

Target (2015-2016): Yes

2.5. Contribute to the effort of promoting QU and enhancing QU’s

exposure

Strategies:

Conduct benchmarking

Collect benchmarking data through visits to prospective peer institutions

Organize, participate and attend local, regional and international conferences/events


2.5.1. Number of peer institutions participating in the benchmarking

study

Baseline Data: 2

Target (2013-2014): 3

Target (2014-2015): 4

Target (2015-2016): 5

2.5.2. Number of benchmarked indicators

Baseline Data: 25

Target (2013-2014): 25

Target (2014-2015): 25

Target (2015-2016): 25

2.5.3. Number of OIPD presentations in international

conferences/events

Baseline Data: 1 (2012-2013)

Target (2013-2014): 3

Target (2014-2015): 3

Target (2015-2016): 3


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KPA3: Promote and support a culture of assessment

and an environment of continuous improvement

As part of the QU drive towards enhancing the effectiveness of its

programs and operations, it is becoming more evident that all units

should conduct systematic and periodic assessment of their activities

to measure their effectiveness in meeting units’ goals and objectives

as an integral part of the QU strategy. OIPD will implement non-

academic unit review process and assess MoUs to promote the

effectiveness of the signed MoUs. This is part of the raising culture of

assessment at the University.

Objectives:

3.1. Implement non-academic unit review process as per the policy

Strategies:

Continue to be an advocator of the culture of review and

assessment of non-academic unit review by conducting

meetings with each unit ahead of the cyclical assessment

report & post the EMC discussion of the unit review’s

recommendations.


3.1.1. Impact of the NUR on QU effectiveness

Baseline Data: -

Target (2013-2014): TBD

Target (2014-2015): -

Target (2015-2016): -

3.2. Promote and support effective MoU’s between QU and external

entities.

Strategies:

Continue to document and assess the MoUs

3.2.1. MoUs’ assessment report is submitted to IEC by May

every year

Baseline Data:

Target (2013-2014): Yes

Target (2014-2015): Yes

Target (2015-2016): Yes

3.2.2. Percentage of assessed MoUs by their owners on time

Baseline Data:

Target (2013-2014): 100%

Target (2014-2015): 100%

Target (2015-2016): 100%


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QU Objectives and Strategies that are mapped with OIPD Plan:

Key Performance Area 1: Maximize student success in becoming

competent graduates by providing high quality education.

QU is anticipating increases in its student population and essential

changes in programs in order to prepare its graduates to meet the

needs of Qatar Vision 2030. To manage these changes effectively, QU

will develop a comprehensive enrollment plan to guide university

planning. To align programs with the needs of the society, QU will

benchmark academic programs against international standards and

involve industry and other stakeholders in advising about program

design and revisions. QU will measure students’ learning against clear

learning outcomes at the institutional and program levels. The

university will help students develop skills and succeed academically

by providing tailored academic support services and high-quality

facilities. QU will support faculty to enhance the curriculum with

active learning and online learning. QU will expand its emphasis on

research by providing varying research opportunities for

undergraduate and graduate students. All of these strategies can be

attained by attracting and retaining high-quality faculty and staff and

giving them the infrastructure and environment to be fully productive.

Objectives:

1.5 To manage increased students’ enrollment to ensure continuous

quality education

Strategies:

Develop and use a comprehensive Student Enrollment Plan (SEP)

that incorporates information on future student demands,

societal and market needs, and the capacity of programs and

infrastructure to enroll students.

1.6 To support students’ preparation for, and achievement of

academic success at the university

Strategies:

Increase the level and quality of support for student success

through a comprehensive set of student academic support

services, including the Student Learning Support Center, Advising

Center, and Counseling Center, and Career Services.

Promote student attainment of program-level learning outcomes

measured through direct and indirect assessment methods.

Develop a plan to accommodate for the change in the language of

instruction to Arabic in several programs.

Implement early detection and follow-up of at-risk students to

improve students’ retention and graduation rates.

1.7 To attract and retain high-quality academic staff

Strategies:

Systematically identify faculty concerns related to compensation,

benefits, work environment, or other policies, and work to

address these concerns in order to increase faculty satisfaction

and productivity.


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Key Performance Area 2: Address contemporary challenges and

advance knowledge through quality research.

Qatar has begun to place a significantly increased emphasis on

scientific research and QU is therefore committed to allocating

greater priority towards research programs and graduate education to

support national goals. The University’s strategy focuses on three

interdependent pillars. First: Human capacity development is

essential for sustained research. Hence, QU aims to develop, attract,

and retain faculty and research support staff to scale up research

capacity and achieve research excellence. QU will also cultivate the

next generation of research talent by expanding graduate programs in

areas that are aligned with the Qatar National Research Strategy.

Second: Research infrastructure enhancement is required to provide

researchers with state-of-the-art facilities and equipment that

enhance the quality of research outputs, consistent with international

standards for research intensive universities. Third: Synergistic

collaborations are essential to staying competitive in a globalizing

world of academic research where knowledge has no geographical

boundaries and the distinction between disciplines is increasingly

becoming blurred by scientific advances that open new paths for

interdisciplinary collaborations. To this end, QU will promote

interdisciplinary integration among its constituent units and seek to

expand national and international partnerships to leverage resources

and create synergies for maximum impact. All of these strategies aim

to produce high quality research that aligns with the country’s goals

as expressed in the Qatar National Research Strategy, and also

enhances the international academic ranking of the University.

2.2 Upgrade and expand overall research infrastructure, including

core facilities, to meet research needs

Strengthening research performance depends on providing

researchers with adequate research infrastructure and tools to

conduct research. The required infrastructure includes the library,

laboratory facilities, conference space, and offices.

Strategies:

Ensure that research faculty members have dedicated and

adequate lab and office space to conduct their research work.

Maintain and staff research laboratories and equipment so that

they are fully functional and up to international standards for

research activities.

Expand and improve the pre-award services provided by the

Office of Academic Research.

2.3 Develop, attract, and retain faculty and research support staff to

scale up research capacity and achieve research excellence

The human element, the pool of talented and creative researchers, is

the fundamental building block for research and innovation. For this

reason, the global competition to attract the best researchers is

becoming fierce. Faced with increasing local and international

competition for top research talents, Qatar University will seek to

attract, retain, train, and support research talent to sustain and grow

QU’s research enterprise.

Strategies:


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Develop a plan to attract, retain, and develop Qatari research

faculty and staff (start-up packages for faculty).

Implement a strategic retention plan for research productive

faculty and staff, with triggers and actionable mechanisms and

parameters.

2.6 Identify, engage, and develop strategic research collaborations

with national and international partners

QU recognizes the importance of collaboration with external

organizations as a means to leverage human capacity, supplement

research infrastructure, validate research outcomes, and increase

research productivity.

Strategies:

Assess the benefits and costs of signed MOU’s, and implement

actions of improvement.

2.8 Produce high quality research that enhances QU’s academic

standing and ranking

The ultimate success of QU research strategy is gaged by the quantity

and quality of its research output which in turn reflects on the

international ranking of QU among its peer institutions. These

outputs include faculty research publications in indexed journals, non-

indexed journals, other scholarly outputs (including books, book

chapters, reference works, and patents), citations, patents and

invention disclosures, commercialization of research innovations, and

awards/recognitions of QU faculty. Over time, the university expects

that these strategic investments in human capacity development,

infrastructure enhancement, and synergistic collaborations will

increase scholarly output to raise its regional reputation and

international ranking.

Strategies:

Conduct annual assessment of research activities by faculty

and students to gauge alignment between research activities

and QU objectives, mission, QNDS, and Qatar research

strategy.

Examine QU ranking in major academic ranking organizations

and develop action plans to maintain areas of strengths and

improve areas of weaknesses.

Key Performance Area 3: Integrate Qatar University with the

community to support social, economic and cultural development.

As a national university, it is essential that QU is integrated with the

society, supporting the needs and aspirations of society and drawing

support from the society. A two-way communication is a necessary

component of this relationship. QU will use proactive approaches to

manage communication using both traditional and social media.

When the society expresses concerns, the university will address

these concerns through policy changes as well as targeted

communications. The University will enhance its relationship with

alumni as ambassadors of the university in the society. QU will

preserve and enhance Qatari culture, heritage, and values through its

policies as well as through research and educational programs.

Furthermore, the University will cooperate with civil society and

government organizations and encourage university members to

volunteer their time and talents for the benefit of the wider society


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and natural environment. The University will support lifelong learning

by offering continuing education programs that support the needs

and aspirations of the community. To support QU’s goal of raising its

international ranking, the university will increase international

activities and marketing aimed at international academic audiences.

3.1 To maximize support for QU by students, parents, alumni and

the society at large

Strategies:

Address and solve areas of dissatisfaction which have

been reflecting negatively on the relationship between

QU and students/society, and any new potential issues

that might arise both through strategies and

communication.

3.2 To improve the ranking of Qatar University from an

internationalization and reputation perspective

Strengthening QU’s international reputation and increasing

international activities are important contributions to increasing the

university’s international ranking. It is the University’s vision to be

recognized regionally and beyond. Rankings reflect an international

consensus about the role of universities as generators of new

knowledge, not merely as the disseminators of established

knowledge, and they are often taken to imply something about the

capacity of the university to contribute to the development of a

knowledge-based economy and society. Moreover, rankings shape

the image of the university in the eyes of governments, the public,

other universities, and students and faculty around the globe.

Strategies:

Develop and implement a comprehensive strategy that

focuses on improving QU’s international ranking.

3.6 To strengthen effective cooperation with civil society, schools

and government organizations

As a national university, it is essential that QU closely engages with

civil society and government organizations in ways that advance the

goals of these organizations and the university.

Strategies:

Conduct annual assessment of MOU’s to enhance their

impacts.

3.7 To expand and diversify non-degree continuing education

courses and programs that contribute to meet the needs and

aspirations of the community

In addition to its mission of serving traditional students, QU also

serves the larger community through continuing education offerings.

These offerings promote lifelong learning and help integrate QU and

its colleges and faculty into the society.


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Strategies:

Consistently measure participant and employer

satisfaction with courses and take improvement actions

to address any areas of dissatisfaction.

Key Performance Area 4: Provide effective and efficient support

environment and facilities to the University community.

Sufficient resource allocation is of prime importance to the success of

the university in achieving its mission. Furthermore, effective and

efficient support and high-quality facilities and infrastructure are

essential to carrying out the university’s missions. To enhance service

delivery, QU will promote a service-oriented culture through staff

training and issue resolution. Clear communication about services will

further enhance transparency and service delivery. To develop its

human resources, the University will employ a comprehensive

approach to staff recruitment, retention, and development. Since QU

is planning to serve an increasing number of students in addition to

supporting advanced teaching and research needs, the university will

continue to construct new buildings and facilities, renovate existing

buildings to support this growth, implement preventive and corrective

maintenance, and manage electricity and water use for sustainability.

The university has adopted a holistic approach to institutional

effectiveness, including strategic planning and administrative unit

performance review, which permeates every aspect of university

operations. Furthermore, Qatar University shall seek ways to establish

a professional approach to manage its investment portfolio which

may one day be a major contributor to fulfilling its mission. Based on

these efforts, the university is pursing international accreditation

which it views to be the jewel of the crown.

4.2 To improve effectiveness of University services

QU has developed a comprehensive institutional effectiveness system

incorporating strategic planning, budget planning, action planning,

academic program review, assessment of student learning outcome,

and administrative unit performance review – all under the

supervision of the Institutional Effectiveness Department. These

processes cascade throughout the university to each college,

department, and unit. It is essential that the university and units

follow up on improvement actions identified through each of these

processes and make efforts to improve their performance

continuously.

Strategies:

Review and align the administrative unit structure yearly

to deliver services effectively and efficiently.

Promote the awareness of faculty and staff of the QU

strategic plan, engage them in their unit’s strategic

planning processes and encourage their efforts towards

improving their unit’s effectiveness.

Follow up on improvement actions recommended in the

institutional effectiveness and strategic planning

processes and promote implementation of these

recommendations.

Strengthen the relationship between the institutional

budget planning and the strategic directions of the

University.

4.3. To improve, develop, and implement human resources

attraction and retention strategies


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The accomplishment of the University’s mission depends to a very

large extent on its high quality non-academic staff to carry out the

university’s service and support functions. All of the objectives in this

key performance area depend on comprehensive strategies for

attracting and retaining high-quality staff. Satisfied and supported

employees will be more productive in carrying out the university’s

multiple strategies. Continuity of employment and ongoing

professional development are necessary to maintain the highest

quality human resources to meet campus needs.

Strategies:

Continuously identify staff concerns whether related to

compensation, benefits, work environment, or other

policies, and work to address these concerns in order to

increase staff satisfaction, productivity and reduce staff

turnover.

4.5. To support the QU Initiative to attain Institutional Accreditation

QU is seeking institutional accreditation from the Southern

Association of Colleges and Schools in the USA. The accreditation

process involves documenting activities and enhancing performance

in every aspect of QU’s programs, services and operations. Thus, it

touches on the work of every employee and the experience of every

student and community member.

Strategies:

Manage the SACS accreditation project to gain initial

candidacy status.

Disseminate information on the accreditation process to

faculty, staff and students.

Engage faculty and staff in the accreditation process.

Implement SACS recommendations to improve QU

likelihood of obtaining accreditation.

4.6. To optimize the value of the University investment portfolio

A strategic goal of the University is to diversify income to complement

government funding when needed through tuition, research,

community engagement, and investment. Diversification across a

range of investment strategies and styles is the cornerstone of

portfolio risk management. An additional investment objective of the

portfolio is to provide a rate of return sufficient to support stable

growth over time. QU will monitor the short and long-term effects of

its strategies and investments, and the University management will

participate regularly in the assessment of the overall effectiveness of

the plan and its execution.

Strategies:

Develop and implement an investment strategy.

Manage the strategy and report on its performance.

Diversify the investment portfolio.

Promote growth in the market value of the portfolio.