Strategic Plan
2022 – 2027
MOVING FROM OUTCOMES TO IMPACT
King Saud bin Abdulaziz University for Health Sciences
College of Applied Medical Sciences
RIYADH – AL AHSA - JEDDAH
Deans' Message
We are pleased to share with you the Strategic Plan 2022 – 2027 of the COLLEGES OF APPLIED MEDICAL SCIENCES. We have been inspired by the dedication that our faculty and staff have demonstrated in establishing this plan. Our collaborative efforts have produced projects and initiatives that clearly identify our goals for continued growth in a manner that exceeds expectations. We are confident that this strategic planning effort will be a key tool for more rational and systematic approaches to the college expanding its frontiers. The plan will provide guidance to select the right direction and facilitate progressing the process of disseminating knowledge. Such a plan would pave the way forward for increased academic innovations and excellence in operational criteria. The uniqueness of this plan lies in the fact that it embraces diversity through the multiple offering of different programs, while at the same time maintaining its distinctiveness with our culture and value.
We look forward to a collaborative implementation of this strategic plan in order to strengthen our institutional framework and target new goals as we exponentially expand.
Approved by:
Dr. Nawaf Al Anazi, Dean, COAMS, Al Ahsa
Dr. Ali Al Shareef, Dean, COAMS, Jeddah
Dr. Abdullah Alabdali, Dean, COAMS, Riyadh
COAMS - Introduction
The College Of Applied Medical Sciences (COAMS) was established in early 2009 in Riyadh and then the college's branch in Al Ahsa in 2013 and in Jeddah in 2015. It is one of several health colleges encompassed by King Saud bin Abdulaziz University for Health Sciences. The Saudi Government set a priority objective of improving the quality of life of the people of the kingdom and healthcare is a basic need of the individual and consequently the expectation for excellent healthcare services. Saudi manpower in this specialty is limited and lags far behind international figures. This imposes great pressure on COAMS to graduate applied medical sciences professionals to fill in this wide gap. Also, the college adopted with modification similar program curricula of Emergency Medical Services (Paramedics) of Flinders University, Australia, which is the first program in the Kingdom's Universities, and that of Clinical Laboratory Sciences and Radiology of Arkansas, and Respiratory Therapy of South Alabama Universities, Occupational Therapy and Clinical Nutrition of Oklahoma, and Anesthesia of City College, USA.
COAMS's mission is comprehensive, its vision ambitious, its goals challenging, and its core values unambiguous. The comprehensive and ambitious mission of the college is in line with the mission of King Saud Bin Abdulaziz University for Health Sciences which aims "to achieve global leadership in health professions education with commitment to excellence in research, patient care, and community service". COAMS's strategic plan is a route map for the future of education, research, and patient care, which will continue to direct the college in realizing its aspirations. The college has had many successes and achieved many accomplishments. The following is a list of some of these key achievements: COAMS employed 165 faculty and staff members in Riyadh, 95 faculty and staff members in Jeddah and around 60 faculty and staff members in Al Ahsa. The number of graduates of the college among the three campuses has exceeds 3,400 with more than 500 students currently enrolled in the college academic programs. The college's Emergency Medical Services and Clinical Laboratory Sciences programs have achieved significant recognition by winning the President's Award for the best program at the university in 2017 and 2021, respectively. These accolades are a testament to the high standards and excellence of the college's programs.
Strategic Plan
The 2022-2027 Strategic Plan represents the cooperative aspirations of all those in the college. The foundation of the plan is to focus on projects and initiatives that are strategic while recognizing that the college is in the early stages of its growth and development. While some areas may be more operational in nature, others are more long-term and aspirational. The plan is driven by the college's goals and many of its projects help address multiple priorities, in keeping with the college's culture of working together for a general goal. The college's goals are strategic and are closely aligned with the university's goals.
The next phase in the strategic planning process is to develop the implementation and monitoring of the strategic plan. As a first step, leaders of each project will be identified to lead the college's efforts in each specific area. Furthermore, the Strategic Plan Implementation Steering Committee will be formed to continue monitoring the strategic planning process over its lifecycle.
Moving From Outcomes to Impact
The plan is organized into three strategic goals that represent specific areas of focus necessary for achieving the ambition of becoming the nation's leader of the 21st century. Each strategy is a broad statement that encompasses groupings of the strategic projects developed by the multiple taskforces that were part of their development. These strategies are the foundation for the strategic plan and each supports more than one of the college's goals. The numbering of the strategies and projects does not represent a priority listing.
Vision and Mission
Vision: A globally leading health sciences University ambitiously serving the nation's health.
Mission:
The College of Applied Medical Sciences aims to achieve academic excellency through advanced methods of teaching, innovative research, and community services.
Core Values
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Ethical behavior: honesty, respect, fairness, and compassion.
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Teamwork: effective collaboration and communication.
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Accountability: fulfilling duty.
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Transparency: integrity and clarity.
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Excellence: quality performance, innovation and creativity.
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Social Responsibility: act in the best interest of the nation's health
General Goals
01 To provide high quality health sciences education.
02 To prepare highly competent healthcare professionals.
03 To conduct productive and impactful health sciences research.
04 To engage in effective community and professional health care services.
Strategic Goals and Objectives
01: Enhancing the quality of academic programs to achieve graduate attributes.
Objectives:
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Ensure the quality of academic programs through periodic review and development of curricula, teaching strategies, and assessment methods.
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Obtain and maintain academic accreditation for eligible programs.
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Graduate highly competent health care professionals per national standards.
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Enhance the continuous professional development of faculty members and staff.
02: Enhance innovative applied health sciences research and scholarly activities.
Objectives:
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Promote collaborative research activity and fund acquisition.
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Enhance faculty research quality and innovative thinking.
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Encourage faculty and student participation in scientific research and innovative projects.
03: Facilitate college participation in community services and develop sustainable community partnerships.
Objectives:
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Promote community service activities arranged by COAMS programs targeting audiences from different disciplines.
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Create sustainable community partnerships with external stakeholders.
Performance Management Tools
- KPIs and survey results as performance tools and as an external benchmark with other similar programs.
- Alignment of College strategic goals with NCAAA standards and KPIs.
- Getting feedback from stakeholders through surveys.
- Specific KPIs and benchmarks for projects and projects linked with each of the college's strategic goal
How The Strategic Plan Was Developed?
COAMS 2022-2027 Strategic Plan was developed through an extensive and complete process. The college leadership formulated a task force that reviewed and reaffirmed the college's mission, vision, and goals. COAMS has developed a new strategic plan for the next five years (2022-2027) that builds on the previous one, but it has been redesigned with an updated vision, mission, and specific goals and objectives that align with the mission and vision of the King Saud Bin Abdulaziz University for Health Sciences.
Through planning, meetings, and discussion, the strategic plan team identified five areas of focus for the strategic plan – Education; Research; Community Services, Resources, and Innovation. The first three focus areas directly align with the college's mission, while the other two areas were chosen to foster integration of the college's mission and to identify opportunities for collaboration and partnership within and outside the college.
As the college has eight programs, a representative from each program was included as a member of the strategic plan task force. Initially, an orientation workshop about SWOT analysis was held, and then each program individually discussed in their department's meeting the SWOT analysis concerning their departments and came up with lists of strengths, weaknesses, opportunities, and threats. Subsequently, common identified items were categorized and strengths, weaknesses, opportunities, and threats were formulated as a college SWOT analysis list. From this list, we came up with three main goals, along with a newly developed mission, vision, and core values. These goals were sent to all faculty, staff, and students as a survey for comments and to give their feedback on the goals. Then, the final goals list was confirmed. All stakeholders (faculty, staff, and student representatives from both male and female colleges) were invited to comment on the strategic goals and their initiatives. 40 faculty and staff members, both male & female (Riyadh – Jeddah – Al Ahsa Campuses) attended the meeting. The meeting was conducted to ensure diverse and comprehensive representation from across the college. All faculty and staff members were encouraged to share their ideas and thoughts about suggested goals.
Alongside, several meetings were facilitated by the Dean of the College and program directors to provide additional opportunities for faculty, staff, and students to participate in the strategic planning process. These comprehensive discussions concluded with the creation of nine objectives under three strategic goals.
The COAMS Strategic Planning Steering Committee, which consisted of a member from each program in the college, reviewed, ranked, and consolidated the proposed projects with the purpose of finalizing the selection of projects to constitute the 2022-2027 strategic plan. This committee was responsible for recommending the final plan to the COAMS Dean and the college council for approval.
Strategic Plan Summary Chart
- COAMS strategic plan taskforce formulated
- Review the mission and vision
- Program SWOT analysis
- COAMS SWOT analysis
- Program SWOT analysis
- Stakeholders survey
- Agreed on common COAMS goals & projects and how to achieve them
- General meetings with all stakeholders, students, faculty, and staff members
- 1ST draft of the COAMS strategic plan
Alignment of COAMS Strategic Goals with KSAU-HS Strategic Goals
Corresponding KSAU-HS Strategic
Goals |
COAMS Strategic Goals, Objectives, and Initiatives |
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Develop academic programs and graduate distinguished professionals in healthcare and health sciences-related disciplines |
Strategic Goal 1: Enhancing the quality of academic programs to achieve graduate attributes.
Objectives: -
Ensure the quality of academic programs through periodic review and development of curricula, teaching strategies, and assessment methods.
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Obtain and maintain academic accreditation for eligible programs.
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Graduate highly competent health care professionals per national standards.
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Enhance the continuous professional development of faculty members and staff.
Initiatives: -
Conduct periodic independent feedback of COAMS curriculum and quality documents (independent review & advisory committee) as per the institution policy and procedure standards.
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Conduct workshops that target the three main pillars of COAMS mission which includes quality of teaching, research, and community service.
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Asses the achievement of graduate attributes through:
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Mapping the PLO achievement with COAMS graduate attributes.
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Students' performance in the professional and/or national examinations.
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Enhance excellence in health sciences research benefiting from the integration among the University, Research Center, and health system |
Strategic Goal 2: Enhance innovative applied health sciences research and scholarly activities.
Objectives: -
Promote collaborative research activity and fund acquisition.
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Enhance faculty research quality and innovative thinking.
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Encourage faculty and student participation in scientific research and innovative projects.
Initiatives: -
Implement notional/international inter-professional research collaboration among faculty and students.
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Conduct faculty and student workshops and seminars that promote innovative applied health sciences research and scholarly activities.
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Support faculty and students innovative research activities.
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Create vibrant on-campus quality of life, and develop sustainable community partnerships |
Strategic Goal 3: Facilitate college participation in community services and develop sustainable community partnerships.
Objectives: -
Promote community service activities arranged by COAMS programs targeting audiences from different disciplines.
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Create sustainable community partnerships with external stakeholders.
Initiatives: -
Increase the number of sustainable community partnerships with external stakeholders related to applied medical science.
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Conduct community service activities targeting beneficiaries from different community groups.
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Create peer reviewed scholarly activities with the community partnership.
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