2013-2018 Strategic Plan
Strategic Plan for the Years: 2013 – 2018
Contents
1- Outline of the Dubai Strategic Plan (Government Excellence)
1- Analysis of the current situation (Strengths – Weaknesses – Opportunities – Challenges)
2- Vision
3- Mission
4- Values
5- Goals
5- Strategic objectives
6- Sub-objectives
7- Programs, operational means and indicators
1- Outline of the Dubai Strategic Plan 2015 (Government Excellence)
a) Goals
Enhancing forward-looking thinking and strategic thinking
Developing administrative structures and accountability
Developing efficiency
Strengthening responsiveness and serving customers
Developing and motivating human resources
b) Strategic axes
Achieving effective government administration distinguished by initiative and objective evaluation
Building consistent strategic plans that are free of conflict and overlap, based on the goals of the Dubai Strategic Plan for each sector
Establishing general rules for identifying the skills and capabilities to be built in government departments
Developing evaluation and risk management processes
Establishing a mechanism for evaluating policies and decisions after their implementation
1- Analysis of the current situation of the College
a) Strengths:
Joining the Government of Dubai
Academic accreditation from the Ministry of Higher Education and Scientific Research
Issuance of the decree establishing the College by His Highness Sheikh Mohammed bin Rashid Al Maktoum, Decree No. (10) of 2011
Signing a number of academic partnership agreements internally and externally
Teaching law in comparison with Islamic Sharia
Offering academic courses that respond to the requirements of the age
Teaching economic theories from an Islamic perspective in comparison with global theories
Availability of academic, technical and administrative experts who are scientifically qualified
The College's entry into the field of peer-reviewed scientific research
The College's adoption of a flexible working system with two periods, morning and evening
Achieving 25% self-sufficiency by allocating 50% of study places to expatriate students at competitive fees
b) Weaknesses:
The absence of a permanent College campus that meets the needs of expanding the offering of academic programs
Limited scholarships
The College's organizational structure had not been approved by the Government of Dubai after the decree was issued, the grades of posts had not been corrected, and their allocation had not been completed
c) Available opportunities:
Completing the construction of the College campus as quickly as possible, now that the plans have been approved and the plot of land allocated
Expanding the offering of academic programs at bachelor's level
Launching postgraduate programs
Continuing to conclude cooperation agreements with new academic and community institutions
Achieving financial self-sufficiency
Excellence at the local and regional levels
Approval of the organizational structure and its grades by the Government of Dubai
d) Challenges:
Competition from other colleges
Regulating student admissions due to the limited space of the temporary premises
Difficulty in expanding the offering of other academic programs because the permanent campus has not been completed
Maintaining full alignment between the outputs of academic programs and the requirements of the labor market
2- Vision
- To be the leading college in the humanities from a Sharia and legal perspective at the level of the Arab and Islamic worlds.
* Characteristics of the vision
The College's program includes courses on contemporary jurisprudential issues.
Attention to studying contemporary economic developments from a Sharia and legal perspective
Comparing contemporary legal studies with Islamic Sharia and the law of the United Arab Emirates
Offering future academic programs dedicated to the study of Islamic banks and finance
Offering specialized postgraduate programs (master's)
3- Mission
- To supply Arab and Islamic societies with distinguished scholarly cadres in Sharia and law.
4- Values
Excellence
Moderation (wasatiyyah)
Cognitive and practical skill
Effectiveness
Combining authenticity with modernity
5- Goals
Providing the means that contribute to graduating highly competent cadres with competitive qualities, qualified to work in the various fields of Sharia and law.
Elevating the College and its ranking as a leading specialized research and academic institution.
Enhancing the effectiveness and efficiency of institutional performance, both internally and externally.
Contributing to the development of a knowledge society.
6- Strategic objectives
Raising the scholarly and practical standard of the College's academic programs
Creating a competitive learning environment that contributes to raising the quality of the educational process at the College
Providing an environment that supports specialized scientific research
The College's participation in advancing the prospects of scientific research inside and outside the country
Embedding a culture of qualification and development, and a culture of quality
Providing regulations, systems, administrative procedures and an environment that contribute to the satisfaction and motivation of staff
Securing an environment that attracts students to the College's departments
Advancing community service programs
Creating stable sources of income leading to financial self-sufficiency
1- Strategic goal: Providing the means that contribute to graduating highly competent cadres with competitive qualities qualified to work in the various fields of Sharia and law
1-1- Strategic objective: Raising the scholarly and practical standard of the College's academic programs
1-1-1- Sub-objective: Developing programs and study plans in line with the latest academic accreditation standards and labor market requirements
| No. | Operational Programs | Reporting Line | Implementing Body | Start of Implementation | Completion | Performance Indicators | Measurement Tools | Target Results | Cost |
| 1 | Following up on the results of the analysis of graduate and employer surveys on the labor market | Academic Affairs | Academic Committee | First semester 2013 | Second semester 2013 | Completion of an updated survey of labor market needs and the situation of graduates in it | Institutional research reports | Survey update 60% | Creation of a vacant post for institutional research |
| 2 | Developing the study plans of the programs offered in line with labor market developments and academic accreditation standards | Scientific Council | Academic Committee | Second semester 2013 | First semester 2014 | Completing the development of the study plans | - Semester course report - Student evaluation of the course and its lecturer | Achieved at 80% | - |
| 3 | Developing course content in line with the stated objectives of the course and its learning outcomes | Scientific Council | Department Councils | First semester 2014 | Second semester 2014 | Completing the development of course content and curricula | - Semester course report - Student evaluation of the course and its lecturer | Achieved at 80% | - |
| 4 | Committing to preparing the semester plan for each course and following up on its implementation | Heads of Departments | Faculty | Ongoing | Ongoing | Implementing the semester plan for the course | - Periodic progress reports submitted to the head of department | Achieved at 100% | - |
| 5 | Offering a master's program in Islamic Sharia | Scientific Council | Academic Affairs | Second semester 2015 | First semester 2016 | Meeting the academic standards for offering the program | - Reports of the academic accreditation body | Achieved at 100% | - |
| 6 | Offering a master's program in Law | Scientific Council | Academic Affairs | Second semester 2015 | First semester 2016 | Meeting the academic standards for offering the program | - Reports of the academic accreditation body | Achieved at 100% | - |
| 7 | Offering a bachelor's program in Islamic economics and banking, in line with Dubai's vision of becoming a capital of Islamic finance | Scientific Council | Academic Affairs | Second semester 2017 | First semester 2018 | Meeting the academic standards for offering the program | - Reports of the academic accreditation body | Achieved at 100% | - Academic visits - Hiring a visiting professor |
1-1-2- Sub-objective: Developing and improving the College's educational outcomes
| No. | Operational Programs | Reporting Line | Implementing Body | Start of Implementation | Completion | Performance Indicators | Measurement Tools | Target Results | Cost |
| 1 | Holding a workshop for faculty on adherence to the standards for developing the course file | College Deanship | Heads of Departments | First semester 2013 | First semester 2013 | Faculty applying the standards for developing and enhancing the course file | - Participant surveys - Semester report on the outcomes of the completed course | Achieved at 80% | - |
| 2 | Organizing a workshop for faculty on applying techniques for deriving learning outcomes, their types and methods of measurement | College Management | Academic Affairs | First semester 2013 | First semester 2013 | Faculty applying techniques for deriving and developing learning outcomes and the tools and methods for measuring them | - Participant surveys - Semester report on the outcomes of the completed course | Achieved at 80% | - |
| 3 | Enhancing students' analytical and cognitive outcomes by generalizing research papers across all courses in the study plan | Heads of Departments | Faculty | Ongoing | Ongoing | Students submitting satisfactory research papers in all courses that reflect cognitive skills | - Coursework - Semester report on the outcomes of the course | Achieved at 80% | - |
| 4 | Enhancing students' practical skill outcomes by activating working groups in appropriate courses | Heads of Departments | Faculty | Ongoing | Ongoing | Dividing students into working groups in which they hold discussions and give presentations | - Coursework - Semester report on course outcomes | Achieved at 80% | - |
| 5 | Updating the regulations on students' graduation research, stipulating diversity of sources and the adoption of statistical studies in addressing emerging issues | Scientific Council | Department Councils | First semester 2014 | First semester 2014 | Preparing graduation research that addresses emerging issues of the age, taking account of the diversity of sources and the statistical studies available | Research analysis forms | Achieved at 70% | - |
| 6 | Developing the cooperation agreement with Dubai courts to include activating mock court proceedings at the College | College Council | Chief Executive | Second semester 2014 | Second semester 2014 | Conducting mock court sessions that simulate real cases | - Coursework - Semester outcomes report | 70% development | - |
| 7 | Signing a cooperation agreement with Dubai Police within external student training programs | College Council | Chief Executive | First semester 2015 | First semester 2015 | Completing the agreement | - Practical training reports | Achieved at 100% | - |
| 8 | Signing a cooperation agreement with the Sharjah courts within external student training programs | College Council | Chief Executive | Second semester 2015 | Second semester 2015 | Completing the agreement | - Practical training reports | Achieved at 100% | - |
1-2- Strategic objective: Creating a competitive learning environment that contributes to raising the quality of the educational process at the College
1-2-1- Sub-objective: Enhancing the use of electronic programs in the educational process
| No. | Operational Programs | Reporting Line | Implementing Body | Start of Implementation | Completion | Performance Indicators | Measurement Tools | Target Results | Cost |
| 1 | Equipping classrooms with smartboards | Executive Management | Financial Administration | First semester 2013 | First semester 2013 | Lecturers using smartboards inside classrooms | - Student surveys - Semester report | Effectiveness 70% | 45,000 |
| 2 | Expanding and upgrading the languages and recitation laboratory and equipping it with the latest programs | Executive Management | Financial Administration | Second semester 2013 | Second semester 2013 | Effective use of the laboratory in developing skills | - Student surveys - Semester report | Effectiveness 70% | 30,000 |
| 3 | Expanding and upgrading the informatics laboratory and equipping it with the latest programs | Executive Management | Financial Administration | Second semester 2013 | Second semester 2013 | Effective use of the laboratory in developing skills | - Student surveys - Semester report | Effectiveness 70% | 30,000 |
| 4 | Equipping faculty members' devices with plagiarism detection software | Executive Management | Financial Administration | First semester 2014 | First semester 2014 | Applying competitive scientific research standards in students' research | - Research analysis form - Outcomes report | Effectiveness 70% | 15,000 annually |
| 5 | Introducing Blackboard applications into the educational process | Executive Management | Financial Administration | Second semester 2014 | Second semester 2014 | Students and faculty engaging with the program's applications | - Student surveys - Semester course report | Usage rate 70% | 120,000 annually |
| 6 | Introducing smartphone applications into Blackboard | Executive Management | Financial Administration | First semester 2016 | Second semester 2016 | Students and faculty engaging with their smartphone applications | - Student surveys - Semester course report | Usage rate 50% | 100,000 annually |
| 7 | Organizing a course on the latest developments in teaching techniques targeting the College's faculty | College Management | Development and Training Program | First semester 2015 | First semester 2015 | Faculty using the latest teaching techniques | - Participant surveys - Student evaluation of the lecturer - Semester report | Progress rate 50% | 10,000 |
| 8 | Training faculty and students in using electronic knowledge databases, including electronic libraries, in scientific research work | College Management | Development and Training Program | Ongoing | Ongoing | Faculty and students using the electronic sources and databases provided by the College | - Research paper evaluations - Graduation research analysis forms - Self-assessment | Usage rate 70% | 5,000 annually |
1-2-2- Sub-objective: Strengthening academic advising at the College
| No. | Operational Programs | Reporting Line | Implementing Body | Start of Implementation | Completion | Performance Indicators | Measurement Tools | Target Results | Cost |
| 1 | Issuing semester timetables under which the distribution of students among academic advisers is updated | College Management | Academic Affairs | Ongoing | Ongoing | Students communicating with academic advisers | - Students' advising visit schedule - Student evaluation of the lecturer | 100% | - |
| 2 | Monitoring academic advisers' adherence to their office hours | College Deanship | Heads of Departments | Ongoing | Ongoing | Advisers present in their offices according to the timetable distributions | - Head of department report - Student evaluation of the lecturer | 100% | - |
| 3 | Periodically providing academic advisers with databases of students' academic achievement showing their strengths and weaknesses in study | Academic Affairs | Admission and Registration | Ongoing | Ongoing | Academically guiding students to build on their strengths and overcome their weaknesses | - Pass and fail rates - Dropout rates - Cumulative averages | 100% | - |
| 4 | Opening remedial programs to address shortfalls in students' academic achievement | Heads of Departments | Concerned lecturers | Ongoing | Ongoing | Raising the level of weaker students | Cumulative averages and warning indicators | Pass rate 50% | - |
| 5 | Adhering to the regulations on student load in classrooms and not exceeding a ceiling of 50 students | College Deanship | Admission and Registration | Ongoing | Ongoing | Achieving this in classrooms | Semester course report | Achieved at 80% | - |
2- Strategic goal: Elevating the College and its ranking as a leading specialized research and academic institution
2-1- Strategic objective: Providing the supportive environment for specialized scientific research
2-1-1- Sub-objective: Developing library contents and its service systems | | | | | | | | | | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | No. | Operational Programs | Reporting Line | Implementing Body | Start of Implementation | Completion | Performance Indicators | Measurement Tools | Target Results | Cost | | 1 | Developing an annual plan for growing the library's collections of electronic knowledge databases serving the College's research | Deanship | Heads of Departments | Ongoing | Ongoing | The library subscribing to a sufficient number of electronic libraries | - Librarian's reports - Faculty surveys - Student surveys | 70% satisfaction | 50,000 annually | | 2 | Developing an annual plan for growing the library's collections of books and scientific encyclopaedias serving the College's research | Deanship | Heads of Departments | Ongoing | Ongoing | Incoming recent publications received by the library | - Librarian's reports - Faculty surveys - Student surveys | 70% satisfaction | 100,000 annually | | 3 | Completing the library's subscriptions to refereed journals that publish research in Sharia and law | Deanship | Heads of Departments | Ongoing | Ongoing | Number of new subscriptions introduced | - Librarian's reports - Faculty surveys - Student surveys | 70% satisfaction | 10,000 annually | | 4 | Developing the services of the multimedia hall and the printing and photocopying services | Deanship | Financial Administration | Ongoing | Ongoing | Meeting researchers' support service needs | - Customer satisfaction surveys | 80% satisfaction | 20,000 | | 5 | Following up on the development of reading services and lending systems in the library to keep pace with research expansion plans | Deanship | Librarian | Ongoing | Ongoing | Meeting researchers' support service needs | - Customer satisfaction surveys | 80% satisfaction | - |
2-1-2- Sub-objective: Activating scientific partnerships with similar academic institutions
| No. | Operational Programs | Reporting Line | Implementing Body | Start of Implementation | Completion | Performance Indicators | Measurement Tools | Target Results | Cost |
| 1 | Signing an agreement for the exchange of expertise, publications and scientific research with the Dubai Police Academy | College Council | Chief Executive | Second semester 2014 | Second semester 2014 | Achieving scientific cooperation in refereeing research, holding seminars and conferences, and research projects | Rate and level of participation | Cooperation completed at 50% | - |
| 2 | Signing a scientific cooperation agreement with the College of Sharia and the College of Law at the University of Sharjah | College Council | Chief Executive | Second semester 2015 | Second semester 2015 | Achieving scientific cooperation in refereeing research, holding seminars and conferences, and research projects | Rate and level of participation | Cooperation completed at 50% | - |
| 3 | Signing a scientific cooperation agreement with the College of Law at the UAE University | College Council | Chief Executive | Second semester 2016 | Second semester 2016 | Achieving scientific cooperation in refereeing research, holding seminars and conferences, and research projects | Rate and level of participation | Cooperation completed at 50% | - |
| 4 | Visiting Kuwait University and reviewing its accredited programs in Sharia and Islamic banking and finance | Chief Executive | Academic Affairs | First semester 2015 | First semester 2015 | Exchange of expertise in offering academic programs and research projects | Rate and level of benefit | Exchange of expertise at 50% | 10,000 |
| 5 | Visiting the International Islamic University Malaysia and learning from its expertise in Sharia and Islamic finance programs | Chief Executive | Academic Affairs | First semester 2016 | First semester 2016 | Exchange of expertise in offering academic programs and research projects | Rate and level of benefit | Exchange of expertise at 50% | 15,000 |
| 6 | Submitting all documents that secure the College's membership of the Association of Islamic Universities | College Council | Chief Executive | First semester 2017 | Second semester 2017 | Completing the conditions for membership | Report of the Association's General Secretariat | Benefit at 50% | Annual subscription |
| 7 | Submitting all documents that secure the College's membership of the Union of Arab Universities | College Council | Chief Executive | First semester 2018 | Second semester 2018 | Completing the conditions for membership | Report of the Association's General Secretariat | Benefit at 50% | Annual subscription |
2-2- Strategic objective: The College's participation in advancing scientific research prospects inside and outside the country
2-2-1- Sub-objective: Publishing specialized research and scientific research projects
| No. | Operational Programs | Reporting Line | Implementing Body | Start of Implementation | Completion | Performance Indicators | Measurement Tools | Target Results | Cost |
| 1 | Applying the standards for publishing specialized research in the College's refereed journal | Advisory Board of the Journal | Editorial Board of the Journal | Ongoing | Ongoing | Publishing refereed specialized research in the field of Sharia and law | - Referees' reports - Issue reports - Self-assessment | Applied at 100% | Allocations of the Advisory Board |
| 2 | Following up on the publication of the annual issue of the College's refereed journal (al-Mi'yar) | Advisory Board of the Journal | Editorial Board of the Journal | Ongoing | Ongoing | Publishing refereed specialized research in the field of Sharia and law | - Referees' reports - Issue reports - Self-assessment | Applied at 100% | 30,000 annually |
| 3 | Developing an annual plan for specialized scientific research projects | Scientific Council | Deanship | Ongoing | Ongoing | Completing specialized scientific research projects | - Completion reports - Self-assessment | Completion rate 70% | 100,000 annually |
| 4 | Completing the project on the Fiqh of the Quran and Sunnah (verses and hadiths of legal rulings) | Scientific Council | Project Committee | First semester 2014 | Second semester 2015 | Completing the stages of the project | - Refereeing reports - Committee reports | Completed at 100% | - |
| 5 | Completing the project on financial transactions in light of Islamic Sharia and contemporary economic legislation | Scientific Council | Project Committee | First semester 2015 | Second semester 2017 | Completing the stages of the project | - Refereeing reports - Committee reports | Completed at 100% | - |
| 6 | Completing the project on the Sharia rule and the legal rule and their application to personal status matters | Scientific Council | Project Committee | First semester 2017 | Second semester 2018 | Completing the stages of the project | - Refereeing reports - Committee reports | Completed at 100% | - |
| 7 | Signing agreements with labor market institutions relevant to the College's specialization to support some scientific research projects | College Council | Chief Executive | First semester 2016 | Second semester 2016 | Achieving a fruitful scientific partnership with relevant labor market sectors | - Periodic reports - Budget reports | Cooperation at 50% | - |
2-2-2- Sub-objective: Strengthening scientific research forums inside and outside the country
| No. | Operational Programs | Reporting Line | Implementing Body | Start of Implementation | Completion | Performance Indicators | Measurement Tools | Target Results | Cost |
| 1 | Adopting a mechanism that ensures faculty members take part in conferences to which the College is invited, or to which it invites others, inside and outside the country | College Council | Chief Executive | Ongoing | Ongoing | Faculty participation in external and internal scientific conferences representing the College | - Reports of the organizing bodies - Self-assessment | Participation rate 20% | - |
| 2 | Organizing a seminar on Madhhab-based Fiqh and the necessities of the age, with the Maliki and Shafi'i schools as a model | Scientific Council | Seminar committees | First semester 2013 | First semester 2013 | Satisfactory participation of scholars from inside and outside the country | - Participant surveys - Committee reports | Satisfaction 70% | 50,000 |
| 3 | Organizing a seminar on the reality and prospects of international arbitration between Sharia and law | Scientific Council | Seminar committees | First semester 2014 | First semester 2014 | Satisfactory participation of scholars from inside and outside the country | - Participant surveys - Committee reports | Satisfaction 70% | 50,000 |
| 4 | Organizing a conference on the rules of the Islamic economy under contemporary economic legislation (within the events of Dubai as Capital of Islamic Finance) | Scientific Council | Conference committees | First semester 2016 | First semester 2016 | Satisfactory participation of scholars from inside and outside the country | - Participant surveys - Committee reports | Satisfaction 70% | 200,000 |
| 5 | Organizing a seminar on the controls and foundations of Sharia legal opinions (fatwa) and their relation to the maqasid rule of Sharia and the jurisprudential rule | Scientific Council | Seminar committees | First semester 2017 | First semester 2017 | Satisfactory participation of scholars from inside and outside the country | - Participant surveys - Committee reports | Satisfaction 70% | 50,000 |
| 6 | Organizing a seminar on intellectual property rights and patents in light of the rules of Islamic Sharia and contemporary legal legislation | Scientific Council | Seminar committees | First semester 2018 | First semester 2018 | Satisfactory participation of scholars from inside and outside the country | - Participant surveys - Committee reports | Satisfaction 70% | 50,000 |
3- Strategic goal: Enhancing the effectiveness and efficiency of institutional performance, internally and externally
3-1- Strategic objective: Embedding a culture of qualification and development and a culture of quality, through clear policies on performance measures and on training courses and workshops targeting College staff to raise their competencies
3-1-1- Sub-objective: Spreading a culture of quality and excellence in performance in order to improve the professional and working environment of the College
| No. | Operational Programs | Reporting Line | Implementing Body | Start of Implementation | Completion | Performance Indicators | Measurement Tools | Target Results | Cost |
| 1 | Developing the quality manual and generalizing the principle of self-planning among College staff, using SWOT analysis | College Management | Institutional Research | Ongoing | Ongoing | Completing the development of the manual | - Performance reports - Self-assessment | Development at 80% | 10,000 |
| 2 | Setting clear standards and measures for professional and job performance | Executive Management | Human Resources | Ongoing | Ongoing | Meeting the set deadlines for completing work | - Performance reports - Self-assessment | Achieved at 80% | - |
| 3 | Holding a series of seminars and workshops to inform College staff of quality and excellence standards in performance | College Management | Institutional Research | Ongoing | Ongoing | Level of awareness of quality and excellence standards, and number of seminars and workshops | - Participant surveys - Performance reports - Self-assessment | Awareness 70%, 5 events | 10,000 |
| 4 | Informing College staff of performance evaluation standards, purposes and timing, and of the self, supervisory and hierarchical evaluation forms | Executive Management | Human Resources | Ongoing | Ongoing | Level of awareness of performance evaluation standards, and number of workshops | - Performance reports - Self-assessment | Awareness 70%, 2 workshops | - |
| 5 | Continuing to collect data and information through questionnaires, performance evaluation, and drafting of results for appropriate action | College Management | Institutional Research | Ongoing | Ongoing | Implementing programs in accordance with approved standards and plans | - Customer surveys - Student surveys - Staff surveys - Performance reports | Effectiveness 80% | Creation of a vacant post for institutional research |
3-1-2- Sub-objective: Identifying the College's training needs, qualifying its staff and continuously raising their competencies
| No. | Operational Programs | Reporting Line | Implementing Body | Start of Implementation | Completion | Performance Indicators | Measurement Tools | Target Results | Cost |
| 1 | Building a comprehensive database that enables the College's staff training needs to be identified annually | College Management | Institutional Research | Ongoing | Ongoing | Completing the construction of the database | - Institutional research reports | Achieved at 100% | Vacant post for institutional research |
| No. | Operational Programs | Reporting Line | Implementing Body | Start of Implementation | Completion | Performance Indicators | Measurement Tools | Target Results | Cost |
| 2 | Implementing staff training programs in light of the databases | College Management | Development and Training | Ongoing | Ongoing | Completion rate | - Participant surveys - Self-assessment | Achieved at 70% | 50,000 annually |
| 3 | Securing and preparing bulletins and publications related to training programs and distributing them to the relevant College staff | College Management | Development and Training | Ongoing | Ongoing | Issuing of bulletins and publications | - Participant surveys - Staff surveys | Coverage at 70% | 10,000 annually |
3-2- Strategic objective: Providing regulations, administrative systems and procedures, and an environment that contribute to staff satisfaction and motivation
3-2-1- Sub-objective: Applying clear and motivating financial and administrative policies in light of the Dubai Government Human Resources Law and academic accreditation standards
| No. | Operational Programs | Reporting Line | Implementing Body | Start of Implementation | Completion | Performance Indicators | Measurement Tools | Target Results | Cost |
| 1 | Developing the current financial staff structure, with its basic salary and all allowances, to align with what applies in universities under the Government of Dubai | Executive Management | Financial Administration | First semester 2014 | First semester 2014 | Completing the development of the financial staff structure | - Financial control reports - Academic accreditation reports - Staff surveys | Development at 80% | Amendments to the salaries chapter of the budget |
| 2 | Applying procedures for granting periodic and incentive increments and activating incentives | Executive Management | Financial Administration | Ongoing | Ongoing | Ensuring the application of the HR law and academic accreditation standards | - Financial control reports - Academic accreditation reports - Staff surveys | Achieved at 80% | Within budget chapters |
| 3 | Applying secondment and delegation systems as approved in the internal regulations and consistent with the HR law and academic accreditation standards | Executive Management | Human Resources | Ongoing | Ongoing | Ensuring the application of the HR law and academic accreditation standards | - Financial control reports - Academic accreditation reports - Staff surveys | Applied at 100% | - |
| 4 | Applying procedures for granting promotions and academic ranks for faculty members as approved in the internal regulations and consistent with the HR law and academic accreditation standards | Executive Management | Human Resources | Ongoing | Ongoing | Ensuring the application of the HR law and academic accreditation standards | - Financial control reports - Academic accreditation reports - Staff surveys | Applied at 100% | Within budget chapters |
3-2-2- Sub-objective: Providing buildings, equipment and facilities to modern standards consistent with those approved by the Ministry of Higher Education and Scientific Research
| No. | Operational Programs | Reporting Line | Implementing Body | Start of Implementation | Completion | Performance Indicators | Measurement Tools | Target Results | Cost |
| 1 | Completing the building and facilities plans for the College campus | Board of Trustees | Chief Executive | Completed | Completed | Approval of the building and facilities plans | - Reports of government agencies | Achieved at 100% | Completed |
| 2 | Securing a plot of land suitable for building the campus | Board of Trustees | Chief Executive | Completed | Completed | Allocation of a plot of land for constructing buildings and facilities | - Reports of government agencies | Achieved at 100% | Completed |
| 3 | Commencing construction works on the campus plans | Board of Trustees | Chief Executive | Dependent on the availability of government funding | Dependent on the availability of government funding | Completing construction and building works | - Reports of the implementing and supervising body | Achieved at 50% | Government funding |
4- Strategic goal: Contributing to the development of a knowledge society
4-1- Strategic objective: Securing an environment that attracts students to the College's departments
4-1-1- Sub-objective: Marketing the College's programs in the media and in practice
| No. | Operational Programs | Reporting Line | Implementing Body | Start of Implementation | Completion | Performance Indicators | Measurement Tools | Target Results | Cost |
| 1 | Printing introductory brochures on the College's programs and regulations | Executive Management | University Media Unit | Ongoing | Ongoing | Making sufficient data on the College's programs and regulations accessible to enquirers | - Customer satisfaction surveys - Student surveys | Achieved at 100% | Budget items |
| 2 | Modern printing of the student guide and the student activities guide | Executive Management | University Media Unit | Ongoing | Ongoing | Making sufficient data on students' study prospects and activities accessible | - Customer satisfaction surveys - Student surveys | Achieved at 100% | Budget items |
| 3 | Modern printing of a graduates' guide and their employment situation after graduation | Executive Management | Career Guidance Unit | Ongoing | Ongoing | Informing students of graduation statistics and graduates' fields of work | - Student surveys | Achieved at 100% | Budget items |
| 4 | Updating the College's data on the website and presenting programs and activities transparently and realistically | Executive Management | IT Unit | Ongoing | Ongoing | Making sufficient data on the College's programs and regulations accessible to enquirers | - Customer satisfaction surveys - Student surveys | Achieved at 100% | - |
| 5 | Advertising the College and its programs in visual and audio media at the start of the registration period | Executive Management | University Media Unit | Ongoing | Ongoing | Encouraging those seeking university specializations to join the College's programs | - Customer satisfaction surveys - Student surveys | Achieved at 70% | Budget items |
| 6 | Organizing introductory meetings with Grade 12 students in a number of state schools in order to attract them | Executive Management | University Media Unit | Ongoing | Ongoing | Attracting students to university-level study | Measuring growth rates in student numbers | Achieved at 50% | - |
| 7 | Organizing a welcome day for new students, introducing them to the College's facilities at the start of the semester | Executive Management | Student Affairs Unit | Ongoing | Ongoing | Facilitating the integration of new students into the university community and reducing dropout | - Student surveys - Analysis of dropout rates | Achieved at 100% | - |
| 8 | Implementing cultural, social and sports student activity programs on a competitive basis | Executive Management | Student Affairs Unit | Ongoing | Ongoing | Advancing the student community to form an attractive environment | - Student surveys | Achieved at 70% | 50,000 |
4-1-2- Sub-objective: Strengthening partnerships with civil society institutions to help provide an attractive environment for students
| No. | Operational Programs | Reporting Line | Implementing Body | Start of Implementation | Completion | Performance Indicators | Measurement Tools | Target Results | Cost |
| 1 | Launching the Student Endowment Program to secure scholarships through communication with civil society institutions and individuals | Executive Management | Student Endowment Program | Ongoing | Ongoing | Attracting students from middle and low income backgrounds | - Measuring growth rates in student numbers | Achieved at 50% | Creation of a vacant post for the program |
| 2 | Launching a scholarship fund whose expenditure benefits students from middle and low income backgrounds | Executive Management | Student Endowment Program | Ongoing | Ongoing | Achieving beneficiary rates from the fund | Measuring the ratio of beneficiaries to total students | Achieved at 50% | - |
| 3 | Signing a number of agreements with labor market institutions to attract students after graduation | Executive Management | Career Guidance Unit | First semester 2015 | Second semester 2015 | Ensuring the attraction of students to the labor market after graduation | - Graduate surveys - Labour market surveys | Achieved at 50% | - |
4-2- Strategic objective: Advancing community service programs
4-2-1- Sub-objective: Contributing to awareness, guidance and specialized consultation programs
| No. | Operational Programs | Reporting Line | Implementing Body | Start of Implementation | Completion | Performance Indicators | Measurement Tools | Target Results | Cost |
| 1 | Developing an annual plan for cultural seasons held within the College campus, targeting different segments of society alongside the College's students | Executive Management | Community Service Unit | Ongoing | Ongoing | Spreading a culture of commitment and educational awareness inside and outside the university community | - Participant surveys - Student surveys - Self-assessment | Achieved at 70% | Creation of a vacant post for the Unit |
| 2 | Liaising with media institutions to meet the needs of awareness and religious guidance programs for lecturers | Executive Management | Community Service Unit | Ongoing | Ongoing | Implementing religious, cultural and civic guidance programs in the local community | - Self-assessment | Achieved at 50% | - |
| 3 | Liaising with police departments, the education zone and civil society associations to meet their needs for lectures and cultural publications | Executive Management | Community Service Unit | Ongoing | Ongoing | Implementing religious and cultural guidance programs in the local community | - Self-assessment | Achieved at 50% | - |
| 4 | Participating in deepening awareness of the values of religious and national occasions and days (environment, family, traffic and others) | Executive Management | Community Service Unit | Ongoing | Ongoing | Participating in commemorating these occasions and days | - Participant surveys | Achieved at 50% | 20,000 |
| 6 | Encouraging College staff to join scientific, social and environmental associations that contribute to serving the community | Executive Management | Community Service Unit | Ongoing | Ongoing | Achieving participation | - Self-assessment - Civil society institution reports | 30% participation | - |
4-2-2- Sub-objective: Providing specialized consultations in the fields of Sharia and legal studies
| No. | Operational Programs | Reporting Line | Implementing Body | Start of Implementation | Completion | Performance Indicators | Measurement Tools | Target Results | Cost |
| 1 | Concluding paid consultancy contracts with labor market institutions relevant to the College's specialization | Community Service Unit | Faculty member | Ongoing | Ongoing | Contributing to the application of the rules of Islamic Sharia and legal legislation in labor market institutions | - Labour market surveys - Self-assessment | Achieved at 30% | - |
| 2 | Providing consultations in the field of Sharia and legal rulings and compliance rules to government institutions | Community Service Unit | Faculty member | Ongoing | Ongoing | Contributing to the application of the rules of Islamic Sharia and legal legislation in government institutions | - Self-assessment | Achieved at 20% | - |
| 3 | Organizing specialized courses aimed at raising the competence of staff in various labor market institutions, with appropriate fees set | Community Service Unit | Development and Training Program | Ongoing | Ongoing | Holding these courses at the set times to determine expected revenues | - Participant surveys | Achieved at 20% | - |
4-3- Strategic objective: Creating stable sources of income leading to self-sufficiency
4-3-1- Sub-objective: Providing income through student fees and tuition that help relieve the burden on the College's government budget
| No. | Operational Programs | Reporting Line | Implementing Body | Start of Implementation | Completion | Performance Indicators | Measurement Tools | Target Results | Cost |
| 1 | Increasing the per-semester registration fee for Emirati students from AED 3,000 to AED 5,000 in the Law Department, and from AED 2,000 to AED 3,000 in the Sharia Department | College Council | Financial Administration | Second semester 2014 | - | Securing a 50% increase in income from Emirati students' fees | - Financial reports | Achieved at 100% | - |
| 2 | Increasing the fee per credit hour charged to expatriate students in the Law Department from AED 500 to AED 700 | College Council | Financial Administration | Second semester 2014 | - | Securing a 40% increase in income from expatriate students' fees | - Financial reports | Achieved at 100% | - |
| 3 | Opening weekend study periods in which the fee per credit hour is uniform for Emirati and expatriate students, at AED 900 per hour | College Council | Financial Administration | Second semester 2014 | - | Securing a specified increase in income | - Financial reports | Achieved at 50% | - |
| 4 | Opening a master's program in Islamic Sharia that contributes to increasing student numbers | College Council | Financial Administration | First semester 2016 | - | Securing a specified increase in income | - Financial reports | Achieved at 100% | - |
| 5 | Opening a master's program in Law that contributes to increasing student numbers | College Council | Financial Administration | First semester 2016 | - | Securing a specified increase in income | - Financial reports | Achieved at 100% | - |
| 6 | Opening a bachelor's program in Islamic economics and banking that contributes to increasing student numbers | College Council | Financial Administration | Second semester 2017 | - | Securing a specified increase in income | - Financial reports | Achieved at 100% | - |
4-3-2- Sub-objective: Encouraging contributions from charitable bodies and businessmen to allocate endowments (awqaf) whose returns benefit the College
| No. | Operational Programs | Reporting Line | Implementing Body | Start of Implementation | Completion | Performance Indicators | Measurement Tools | Target Results | Cost |
| 1 | Liaising with charitable bodies and businessmen to endow properties whose returns benefit the College | Executive Management | Student Endowment Program | Ongoing | Ongoing | Securing an income increase at a specified rate | - Financial reports | Achieved at 10% | - |