design a Strategic Plan for Deanship of Postgraduate Education

INTRODUCTION
The Deanship of Postgraduate Education (DPE) takes pride in developing and implementing advanced educational postgraduate programs & activities towards
academic and postgraduate Department excellence. The main deanship office is in Riyadh, and there are several departments, centers, and divisions in all
KSAUHS regions that provide a wide array of these programs & activities:
1. Medical Education
2. Scholarship Department 3. Continuing Professional Development
4. Symposia/Conference Division 5. Trauma Courses Office
6. Allied Health
7. Health Sciences Library
8. Quality Assurance
9. Media Services
The vast majority of the postgraduate programs & activities and other related services from the Deanship are also extended to other regional Postgraduate
Education offices that provide such functions in Jeddah, Al Ahsa, Dammam, and Madinah. Also, other regional MNGHA Hospitals. The Deanship of
Postgraduate Education places significant importance on science and technology innovations and the requirements of modernization and development. It is
considered among its’ basic standards when generating new programs to be up‐to‐date in its’ time and a valuable and beneficial opportunity to its’ recipients.
In so many ways, we can say that leaders’ vision is unlimited, and sometimes we find that we have even exceeded our expectations and ideas beyond words
that couldn’t simply be used to describe our accomplishments. That’s why we strive to provide better education and a healthy environment that supports
active Scholars, students, and practitioners as they create learning pathways.
VISION
MISSION
MAJOR
OBJECTIVES
Core Values
To create a culture of academic excellence to stimulate professional growth and achieve a leading role in graduate
studies at the local and regional levels.
The deanship of postgraduate education aims to graduate and train distinguished healthcare professionals, pursue synergistic advanced
health sciences education and innovative research, and promote effective community partnership.
 Provide advanced state-of-the-art Postgraduate Educational activities with mandatory certification needed to produce
qualified medical professionals in various fields of medicine to contribute to the regional community.
 To create highly competent postgraduate health practitioners that support Saudi society.
 To be a public-spirited training institution that is highly regarded for its community contributions.
 To offer innovative Postgraduate Educational activities that mee t the latest educational and training equipment in an
intellectual trainees’ environment.
 Align the Postgraduate Educational activities with the university’s strategic plan and objectives with a cost -effective approach
Ethical & Professional Behavior:
Teamwork:
Honesty, respect, fairness, compassion, integrity & altruism
Productivity and efficiency
Accountability:
Transparency:
Response to national health priorities, responsibility and fulfilling duty
Acting with clarity
Excellence and Quality:
Commitment to quality performance, innovation and creativity of training
with high quality of patient care
1
Social Responsibility
Act in the best interest of the nation’s health
KSAUHS
Strategic Goal:
Develop academic programs and graduate distinguished professionals in healthcare and health sciences-related
disciplines
Project
Deanship Strategic Goals
Maintain the Institutional
accreditation and the
accredited Residency and
Fellowship
training
programs, with the aim for
establishing new program
accreditations as per the
Saudi Commission for
Health
Specialties
regulations.
Maintaining policies and
procedures
for
the
postgraduate
training
programs (Residency and
fellowship)
Maintaining
the
current
accreditations for Residency and
Fellowship programs
Aiming to establish new
postgraduate training programs
accreditations inaliagment with
the community progress of the
health conditions.
Developing and maintaining
admission procedures for all
newly accepted trainees in the
Residency
and
Fellowship
programs
Monitoring
Residency
programs
and
and
KPIs
KPIs Target
(qualitative)
Preparedness of institutional
accreditation framework.
1 every 2 years
Initiative
evaluating
fellowship
Reviewing criteria of institutional
accreditations to be prepared for
the accreditation process as per
Saudi Commission for Health
Specialties standards
Numbers of policies and
regulations that have been
revised and updated.
Numbers of new program
directors appointed in newly
developed programs
1 per year
Numbers of new
certificate programs.
Establish new programs for
fellowship certificates.
Increasing programs training
capacities for Residency and
Fellowship
Increase the number of rotating
trainees (non-MNGHA) to join
training periods in the Residency
and Fellowship programs at
MNGHA
Numbers of new fellowship
programs.
1 per year
Numbers of rotating
(non MNGHA)
10 % Per year
Organizing orientation programs
and workshops on health and
professional requirements for
the
new
Residency
and
Fellowship trainees.
Enhancing quality of training
programs through periodic
internal peer reviews for
residency
and
fellowship
programs to ensure institutional
accreditation.
Promote the preparedness of the
joint programs to be transferred
to complete program as per the
accreditation standards.
2
The number
programs
of
trainees
orientation
Numbers
programs.
Minimum 1 per
year
The number of training the
trainers’ workshops.
Deanship of
Postgraduate
Education
Medical
Education
Deanship of
Postgraduate
Education
Once per year
Minimum
per year
transferred
Medical
Education
1 per year
The numbers of newly accepted
trainees
of
Key
Stakeholders
2 per year
Accrediting new Residency and
Fellowship programs
specialty
Primary
Responsible
2 per year
50
Provide the appropriate training
environment for the Residency
and
fellowship
trainees
supported by supervision and
counseling to deliver safe and
effective patient care
Assist scholars to obtain
scholarship acceptances from
the best 30 universities in the
world
Assisting
scholars
to
connect with prestigious
universities globally by
developing
procedures
and stimulating policies to
enhance excellence and
competition
Linking the scholarship plans to
the allocated budget
Organizing training of trainers
(TOT) workshops
Organizing clinical simulation
workshops to meet the training
program’s requirements.
Assessment of the training
environment during the periodic
internal evaluation reviews
Establishing a wellbeing clinic for
trainees’ psychological and
mental support.
By selecting the elite scholars to
obtain scholarship acceptances
from the best universities in the
world to cover the specialties
mentioned in the five-year plan
which meant to fill the need in
our institution and Facilitate all
scholarship procedures
Updating
the
five-year
scholarship plan for the
University and Ministry of
National Guard Health Affairs by
determining the specialties
based on the annual budget
allocated and the need of the
institution.
Updating rules and regulations of
training and scholarship
Raising the quality of academic
and clinical training programs in
the nursing track
Establishing
an
agreement
between the Ministry of National
Guard Health Affairs and
international training institutions
to provide local training in the
nursing specialty
Providing
scholarship
opportunities for special training
programs
at
educational
3
Numbers of academic workshops
5 per year
Number of clinical simulation
workshops.
2 per year
Numbers of periodic internal
evaluation reviews.
4 per year
Continuity of the project.
6 sessions per
year
Number of pre scholars
Number of accepted scholars
overseas
Number of candidates
scholarship per year
for
Increase
scholars in top
international
universities
Increase
scholars
graduated from
top
international
universities
Number
of
scholars started
scholarship
programs
Scholarship
Matching the number of
approved scholars to the fiveyear plans according to the
required specializations and
compatible with the annual
budget
Number of nurses attended
courses
Number of training programs for
nurses
Number
Graduates
of
Number
of
graduate nurses
Deanship of
Postgraduate
Education
Providing
new
specialized
educational activities in line
with the organization’s and
society’s needs according to the
latest updates in health and
professional education
Promote excellence in
Continuing Professional
Development
of
Healthcare Providers by
using the latest medical
field updates to develop
knowledge and skills for
enrolled participants
Ensuring education and
training to the highest
quality available to all
participants
Maintaining current activities
and national and international
partnerships
institutions in the United
Kingdom for nurses in the
Ministry of National Guard
Health Affairs
Conducting new specialized
health training activities.
Building
relationships
with
national
and
international
healthcare institutions and
cooperating
to
attract
specialized educational health
activities
Increase continuous professional
training activities for all health
specialties.
Maintaining
accreditations
the
current
Expanding clinical simulation
activities to include all health
specialties for all healthcare
practitioners
 Increase organizing simulation
activities
 Update
simulation
labs
equipment
Offer a resource-based and high
quality information services to
support excellence in patient
care; support education and
research activities in MNGHA &
KSAUHS in all regions, and to
promote awareness of new
developments
in
health
profession.
 Providing extensive scientific
and professional information
sources and services
Conducting an online training
course for librarians in all
regions of the National Guard
Health Affairs and King Saud
University for Health Sciences
 Enhancing librarians skills in
using
various
databases
available via Digital Library
Services portal to support the
library users professionally
Evaluating the performance of
specialized health educational
activities to enhance the quality
 Create an assessment tool to
be applied to any activity in
line with the directives of the
Saudi Commission for Health
Specialties
 Provide useful instructions in
the use of the library’s
information sources and
services.
4
Number of new activities per
year
10 activities per
year
Number of new contracts or
agreement
One agreement
per year
Percentage of increased CPD
activities
15%
yearly
increase
Number of current accreditations
One
accreditation
per year
Number of simulation activities
CPD
Deanship of
Postgraduate
Education
Health
Science
Library
Deanship of
Postgraduate
Education
3
Simulation
activities
Number of new subscriptions to
information resources (E-books,
Journals
and
Audio\Visual
Media)
15%
higher
than
the
current titles
Number of beneficiaries of
extension services
145 Orientation
sessions
for
users per year
Number of training workshops
and courses held for librarians
5
Training
Sessions
for
librarians per
year
Percentage
of
assessment reports
completed
80% within five
years
Percentage
reports
evaluations
70% within five
years
CPD
of
Deanship of
Postgraduate
Education
 Evaluate CPD activities for
quality assurance
Improving and maintaining the
quality of education for
postgraduate
training
programs’.
Contributing to the Saudization
of allied health professions by
providing specialized training
programs for practitioners.
Ensuring a comprehensive
range of health care
professional training and
development
programs
for
allied
health practitioners.
Providing
Professional
development programs to
support
allied
health
practitioners
to
obtain
advanced
skills
in
their
professions.
Organizing internal review visits
to ensure the quality of the
postgraduate training programs
and the compliance with Saudi
Commission
for
Health
Specialties
for
programs’
accreditation.
Organizing training courses for
postgraduate
trainees
(Residents) to develop the
quality of medical education
through the improvement of
their training and skills.
Collaboration with the Health
Academy at Saudi Commission
for Health Specialties to train
graduates from Science colleges
through specialized training
programs
ending
with
employment
 Accreditation
and
implementation of residency
and diploma programs in the
specialty of Allied Health
Sciences in cooperation with
the Saudi Commission for
Health Specialties
 Organizing (LEAD) Activities for
enhancing the knowledge and
professional practice of Allied
Health practitioners
5
Setting an action plan based of
the given activity completed
evaluation reports.
Number of scheduled visits
Total number of completed visits
Issuing of audit reports
Based on the
need for
improvement
10% – 20%
30
Internal
Review Visits
per year
30
Internal
Review Visits
per year
30 Reports per
year
Quality
Assurance
7 Courses per
year
Deanship of
Postgraduate
Education
Number of Training Courses
Number of programs
Number
programs
year
of
per
Number of trainees
Number
trainees
year
of
per
Number of accredited programs
Number
programs
of
implemented
Number of LEAD activities
Number of Participants
Number
of
accredited
programs per
year
Number
of
implemented
programs
Number
of
LEAD activities
per year
Number
of
Participants per
year
Allied Health
Deanship of
Postgraduate
Education
KSAUHS
Strategic Goal:
Deanship Strategic
Goals
Contributing activities
that
promote
community health.
KSAUHS
Strategic Goal:
Deanship Strategic
Goals
Fortify the financial
income
of
Postgraduate
Education
Create vibrant on-campus quality of life, and develop sustainable community partnerships
Project
Initiative
KPIs
Organizing
community
health awareness activities
 Organizing events to promote
community health awareness,
such as pandemics, the holidays
(Ramadan & Hajj), or seasonal
(winter
&
summer)
in
collaboration with MNGHA and
KSAUHS colleges.
 Conducting
community-based
courses to raise awareness of
Heart saving and AED skills and
knowledge.
KPIs Target
Number of community health
awareness activities
6 activities
year
Number of Participants
100 participants
per year
Primary
Responsible
per
CPD
Evaluate the performance of
the participants on CPR
mannequin (HANDS ONLY)
before and after using the
public events model
Key
Stakeholders
 100 Knowledge
Survey
Pre
instructions per
year
Deanship
of
Postgraduate
Education
Pursue a sustainable financial foundation for the university that supports its bright future
Project
Initiative
KPIs
Conducting
Continuing
Professional Development
and Postgraduate Studies
activities that
deliver
exposure
through
collaboration, are costeffective, and generate
income
 Conducting all types of activities
that cover estimated expenses and
generate additional income
 Attract Fund bodies by sponsoring
scientific and educational activities
 Number of events with
covered expenses
 Number of events sponsored
by collaboration bodies
6
KPIs Target
Primary
Responsible
Key
Stakeholders
5%
increment
CPD
Deanship
of
Postgraduate
Education
yearly
Strategic Plan for Deanship of Postgraduate Education
Disclaimer:
This is not an academic assignment, so reference is unneeded. This assignment
should be in PPT format.
I have attached the watermark for this institution and its logo.
Direction:
Set strategic plan and KPIs for the below:
The deanship of postgraduate education has several departments, and one
of the requirements is to set a strategic plan and KPIs for these departments
below:
1. Continuous professional development (SCD &DCPD): offering training
courses and conferences for healthcare professionals. An example of one strategy is
• User experience Enhancement by creating a mobile application for the
registration process and automat any request for new activity instead of
submitting the request via email
• Conducting new activities that matter and are new in the field to attract
healthcare professionals…etc.
2. Quality assurance: in charge of reviewing medical programs.
3. Medical Education: in charge of the residents and fellows and establishing new
medical programs for them. For example, establishing new programs..etc.
4. Media affairs: in charge of media coverage, running the audiovisual and designing
materials, and running the projectors.
5. Visiting professor program: This program is in charge of hosting a professor
from overseas per the requesting departments for teaching, site visits, operating
surgery, conducting meetings, and discussing other matters related to the medical
field.
6. Professional leave: This is about attending medical conferences overseas for
physicians or academic staff, and they are in charge of reviewing professional leave,
approving it, and processing it for final approval.
7. Allied Health Management: see the attached (Deanship of Postgraduate Education departments in full details)
8. Master and higher diploma
9. Health Sciences Library see the attached (Deanship of Postgraduate Education departments in full details)
IMPORTANCE: Please review the attached named (DPE-Strategic Plan 2022-2027
Final draft as of 19 Feb, 2023), and read the abovementioned information, and provide
me with the best strategic plan and KPIs for these departments.
IMPORTANCE: For more information about the departments, please see the
attached named as (Deanship of Postgraduate Education – departments in full details)

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