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STR ATEGIC  PLAN 2010 – 2015 ~ 101 ~


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Vision

To be the premier provider of engineering education in the region, a valuable contributor to knowledge internationally, and a valued resource to the State of Qatar

‫رؤيتنا‬

‫ وان نكون‬،‫أن نصبح اجلامعة الرائدة يف جمال التعليم اهلنديس يف املنطقة‬ ‫مسامه ًا فعاالً للمعرفة دولي ًا ومصدر ًا علمي ًا قي ًام لدولة قطر‬

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Mission Texas A&M University at Qatar will:

Develop exemplary engineers and leaders through internationally respected undergraduate and graduate degree programs. Generate new knowledge by conducting research and disseminating results. Serve the needs of the State of Qatar and the region through broad expertise.

‫مهمتنا‬

:‫تتلخص مهمة جامعة تكساس إي أند أم يف قطر يف‬ ‫إعداد مهندسني وقادة أكفاء من خالل برامج البكالوريوس‬ .‫والدراسات العليا املعرتف هبا دولي ًا‬ .‫استحداث خربات معرفية جديدة عن طريق األبحاث ونرش النتائج‬ .‫تلبية احتياجات دولة قطر واملنطقة عرب اخلربات املوسعة‬

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7  9  13  17  23  27  31  35  39 

Introduction Working Life Environment Continuous Improvement and Assessment Shared Governance Teaching & Learning Research Engagement Student Life Experience Development ~4~


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Introduction

Toward the Vision

‫مقدمة‬

‫نحو حتقيق رؤيتنا‬ ‫تشمل هذه الوثيقة نتائج التقييم االسرتاتيجي الذي أقيم عىل مدار ستة أشهر حول‬ ‫جامعة تكساس إي أند أم يف قطر والذي تسعى اجلامعة من خالله إىل توثيق تطورها‬ ‫املؤسيس الرضوري وذلك عن طريق وضع أهداف جديدة وطويلة األمد واستحداث‬ .‫آليات تعمل عىل حتقيق تلك األهداف‬ ‫ قامت اجلامعة برصد ثامنية‬،2009 ‫ومع بداية هذه العملية يف شهر يوليو من عام‬ ‫ حيث تم إسناد فرق عمل مؤلفة من املوظفني والطالب من كافة‬،‫أقسام إسرتاتيجية‬ ‫مناطق جامعة تكساس إي أند أم يف قطر إىل كل قسم من األقسام الثامنية وذلك‬ .‫لتطبيق عمليات التحليل املوضوعي وللرتكيز عىل كافة املهام املوكلة إليهم‬ ‫ مهمة جامعة تكساس إي‬:‫وتم حتديد مهام فرق العمل وفق ثالثة عوامل هي‬ ‫ وأن نكون‬،‫أند أم يف قطر «لتصبح اجلامعة الرائدة يف جمال التعليم اهلنديس يف املنطقة‬ ‫ واملهمة العاملية جلامعة‬،»‫مسامه ًا فعاالً للمعرفة دولي ًا ومصدر ًا علمي ًا قي ًام لدولة قطر‬ .2030 ‫ ورؤية قطر الوطنية‬،»‫تكساس إي أند أم املتمثلة يف «ترسيخ ثقافة االمتياز‬ ‫وأسفرت النتائج عن سلسلة من االلتزامات التي ستقود جامعة تكساس إي أند‬ ‫أم يف قطر نحو آفاق املستقبل بغية تطوير وترسيخ مكانتها كأحد املؤسسات التعليمية‬ .‫الرائدة عىل مستوى العامل‬

This document is the culmination of a six-month strategic review of Texas A&M at Qatar that seeks to formalize its natural and necessary institutional evolution. It does so by looking afresh at the University’s long-term goals — and by creating mechanisms by which these goals can be achieved. Eight strategic components were identified at the start of the process in July 2009. Task forces comprising staff and students from every area of Texas A&M at Qatar were assigned to each, applying real depth of analysis and focus to the task at hand. Their work has been informed by three things: Texas A&M at Qatar’s mission, “To be the premier provider of engineering education in the region, a valuable contributor to knowledge internationally, and a valued resource to the State of Qatar”; Texas A&M University’s global mission of “Developing leaders of character dedicated to serving the greater good”; and the Qatar National Vision 2030. The result is a series of commitments that will guide Texas A&M at Qatar into the future as it maintains and develops its position as one of the foremost educational institutions in the world.

‫دكتور مارك وايكولد‬

MARK H. WEICHOLD, Ph.D. Dean and CEO Professor of Electrical Engineering

‫العميد واملدير التنفيذي‬ ‫استاذ هندسة كهربائية‬

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Working Life Environment ‫بــيـئـة الـعـمـل‬ This component encompasses Texas A&M at Qatar’s commitment to be characterized as a place where: There is mutual respect at all levels; diversity is a clear strength; most if not all employees understand how what they do benefits the organization and its mission; employees have tangible evidence that their efforts are valued and appreciated; and compensation is a non-divisive issue. This last characteristic requires special attention in view of Qatar Foundation’s emphasis on bringing an American university to Education City and the incentives that have been offered to facilitate this objective. ،‫يعكس هذا القسم التزام جامعة تكساس إي أند أم يف قطر بأن يشار إليها كجامعة تعمها ثقافة االحرتام املتبادل عىل كافة املستويات‬ ‫ أن ما يفعلونه يساهم يف تعزيز مكانة‬،‫ إن مل يكن مجيعهم‬،‫ ويدرك غالبية املوظفني فيها‬،‫وأن تنوعها العلمي يشكل مصدر قوة واضح‬ ‫ وأن يكون لدى املوظفني دليل ملموس عىل أن اجلامعة تقدر جهودهم وتثمنها وأن التعويضات هي مسألة‬،‫اجلامعة وحتقيق مهمتها‬ ‫ وتتطلب هذه السمة األخرية اهتامم ًا بالغ ًا من مؤسسة قطر التي تركز جهودها عىل تأسيس فرع للجامعة األمريكية يف‬.‫غري خالفية‬ .‫املدينة التعليمية وعىل احلوافز التي تم تقديمها لتسهيل هذا اهلدف‬

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Working Life Environment

‫بـيـئـة الـعـمـل‬

Goals and Desired Outcomes  By 2011, the community

will understand what compensation equity means, an acceptable majority will believe it is being achieved and will communicate positively about the environment to potential employees

‫ سيدرك املجتمع‬،2011 ‫بحلول عام‬  By 2015, Texas A&M at Qatar will be recognized ‫اجلامعي مفهوم تعويض امللكية‬ as the ideal working ‫وسيكون لدى الغالبية قناعة كبرية بأن‬ environment in Education ‫اجلامعة تقوم بتطبيق هذا املبدأ وسوف‬ City as evidenced in ‫يتحدثون عن بيئة عملهم بصورة‬ employment offers ‫إجيابية مع املوظفني املستقبليني‬ accepted (80 percent of offers to final candidates), ‫ سيشار إىل جامعة‬،2015 ‫بحلول عام‬ contract renewals (at least ‫تكساس إي أند أم يف قطر بأهنا بيئة‬ 50 percent), retention ‫العمل املثالية داخل املدينة التعليمية‬ rate (regrettable losses ‫وسيدل عىل ذلك قبول عروض العمل‬ less than 10 percent of all ‫ من العروض‬%80( ‫لدى اجلامعة‬ losses) and a majority of ‫ جتديد عقود‬،)‫إىل املرشحني النهائيني‬ those leaving employment ‫ معدل‬،)‫ عىل األقل‬%50( ‫العمل‬ leaving for reasons other ‫االحتفاظ باملوظفني (استقالة املوظفني‬ than working environment ‫ من اإلمجايل) حيث‬%10 ‫أقل من‬ or compensation. Texas ‫سيغادر أغلبية املوظفني ألسباب غري‬ A&M at Qatar will be .‫متعلقة ببيئة العمل أو التعويضات‬ benchmarked by others ‫وستتم مقارنة جامعة تكساس إي أند‬ for its cohesive and diverse working environment ‫أم يف قطر بباقي اجلامعات األخرى بناء‬ ‫عىل توفريها بيئة عمل مرتابطة ومتنوعة‬ ~ 10 ~


1 2 3 4 5 6 7

Transparency Develop a committee to review compensation packages for fairness and competitiveness; communicate; get buy-in from employees. Transparency Complete a review and inventory of all policies and procedures; effectively educate the community to ensure consistent understanding and application. Develop regular informational sessions for employees on a variety of timely topics. Transparency Develop mechanisms for collecting and reacting to information on both a regular and an ad hoc basis (coordinating with the strategic components for Continuous Improvement and Assessment, and Shared Governance). Employee Growth and Development Build a database of existing training resources (free, local, minimal cost, etc.) and University-recognized credentials (certification, licenses, etc) and develop an umbrella training strategy for the University detailing how required competencies will be maintained and supported. Recognition and Satisfaction Develop a working life environment committee to focus on key areas of interest to faculty and staff (employee morale, physical work environment, buddy program for new employees, social activities, etc.). Employee Growth and Development Develop career ladders for staff positions. Recognition and Satisfaction Develop mechanisms for honoring and recognizing individuals, departments, teams, as well as committee accomplishments and innovation.

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Continuous Improvement and Assessment ‫التحسني املستمر وعمليات التقييم‬ This component encompasses Texas A&M at Qatar’s commitment to the implemention of the Strategic Plan and the creation of an organization that evaluates and improves upon its performance and abilities to realize a vision. Unlike other Strategic Components, Continuous Improvement and Assessment does not deliver a direct mission imperative. Instead, it makes all other outcomes more likely to be realized. In essence, Continuous Improvement and Assessment ensures the creation of a culture that is always reaching forward and not regressing. The key to success is the establishment of an office that can lead, guide, monitor and assess all University departments on their achievement of the Strategic Plan’s initiatives, SACS and ABET outcomes, and general departmental effectiveness. The initiatives enumerated take a gradual approach toward the establishment of such an office.

‫يوضح هذا القسم التزام جامعة تكساس إي أند أم يف قطر بتطبيق خطتها اإلسرتاتيجية وتأسيس منظمة تقوم بإعادة تقييم وحتسني‬ .‫أدائها وقدراهتا بصور مستمرة لكي تتمكن من حتقيق رؤيتها‬ ،‫ ال يساهم التحسني املستمر وعمليات التقييم يف حتقيق مهمة اجلامعة بصورة مبارشة‬،‫وبخالف العنارص اإلسرتاتيجية األخرى‬ ‫ يقوم التحسني املستمر وعمليات التقييم بضامن إنشاء ثقافة‬،‫ ويف مضمونه‬.‫بل يعمل عىل زيادة فرصة حتقيق كافة النتائج األخرى‬ ‫ وتتمثل أهم أسباب النجاح يف تشكيل مكتب يستطيع توىل مهام قيادة ومراقبة وتقييم كافة أقسام‬.‫جامعية تقدمية وغري رجعية‬ ‫ وفعالية باقي أقسام اجلامعة بشكل‬ABET ‫ و‬SACS ‫ نتائج‬،‫اجلامعة وقياس إنجازاهتم وفق املبادرات املنبثقة عن اخلطة اإلسرتاتيجية‬ .‫ وتتخذ املبادرات املذكورة أدناه اجتاه ًا تدرجيي ًا نحو إنشاء مكتب هبذه املواصفات‬.‫عام‬

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Continuous Improvement and Assessment

‫التحسني املستمر وعمليات التقييم‬

Goals and Desired Outcomes

‫ سيتم وضع آلية‬،2011 ‫بحلول عام‬  By 2011, a mechanism to will be in place to set and perform SACS and ABET ‫لتحديد وحتقيق أهداف التطوير داخل‬ achieve improvement goals assessments will be part of ‫كل قسم بام يتوافق مع الرؤية واملهمة‬ within each department the regular academic year’s ‫املوضوعة يف اخلطة اإلسرتاتيجية‬ consistent with the vision planning and execution ‫ من‬%75 ‫ وسوف تظهر‬.‫للجامعة‬ and mission set forth in the ‫املبادرات التابعة للخطة اإلسرتاتيجية‬  By 2012, the continuous Strategic Plan. 75 percent ‫حتسن ًا متوافق ًا مع املعايري املوضوعة‬ improvement process will of the initiatives under the ‫لكل مبادرة‬ feed back into the strategic Strategic Plan will show planning and departmental improvement consistent ‫ سيتم وضع آليات‬،2011 ‫بحلول عام‬ operational organization with the measures ‫ لتصبح جزء ًا‬ABET ‫ و‬SACS ‫تقييم‬ established for each ‫من عمليات التخطيط والتنفيذ خالل‬ initiative ‫العام األكاديمي‬

 By 2011, a mechanism

‫ ستقوم عملية‬،2012 ‫بحلول عام‬ ‫التحسني املستمر بتقديم املقرتحات‬ ‫والتوصيات إىل قسم التخطيط‬ ‫االسرتاتيجي واألقسام املختلفة داخل‬ ‫اجلامعة‬

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1 2 3 4 5

Establish an office to track the progress on all Strategic Plan and accreditation outcomes. The Strategic Plan identifies a vision, mission and strategic initiatives, and is itself a blueprint for improvement. The SACS and ABET accreditation requirements are similar, but they focus on the role of an institution of higher learning. These are intermediate plans for improvement. The dean will designate an office to track progress on the work toward Strategic Plan achievements and accreditation efforts by the end of 2010. Modify the annual performance evaluation process for department directors (and above) to include assessment on achievement of continuous improvement measures within their respective areas of responsibility. Modify the annual performance evaluation process for program coordinators to include assessment on achievement of continuous improvement measures within their respective areas of responsibility. This will ensure that the dean, department directors and program coordinators clearly have continuous improvement as an integral part of their jobs and not an extra effort. Create a group to define an institutional research and effectiveness office and its charter. The office should be created and a director hired by 2011. The office should be able to report, and create conditions for, the achievement of the first outcome (75 percent of initiatives should show improvement) by 2011. By 2012, the continuous improvement process should feed back into the Strategic Plan and departmental operational organization. Once established, the director of the office will assume responsibility for development, accuracy and distribution of all Texas A&M at Qatar official statistics and institutional assessment. Qatar is a fast-changing environment and events can unfold quickly that change the fundamental assumptions made in the Strategic Plan. Accordingly, there is a need to create a group, likely led or coordinated by the institutional research and effectiveness department, that can respond rapidly to such events. By 2011, the University should conduct an exercise to amend the Strategic Plan in response to a hypothetical event. Update the regular academic year’s planning to include gathering SACS- and ABET-related data throughout each semester, designate key individuals in programs and support departments to gather the data, perform program and departmental assessments, and aggregate it into University assessment as regular activities. Use previous periods’ assessments to improve plans for upcoming activities

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Shared Governance ‫احلكم املشرتك‬ Shared governance reflects a general commitment on the part of faculty, staff, academic professionals, students and the administration to work together to strengthen and enhance the University. Its core values include informed and inclusive decision making; transparency and clarity of operations and decision making; and open lines of communication. Shared governance reflects mutual respect and trust in the University community and the contributions from all members. Building such trust and respect allows all other activities to proceed more smoothly. It capitalizes on collective intelligence and strengthens morale. ‫يعكس احلكم املشرتك التزام أعضاء هيئة التدريس واملوظفني واألكاديميني والطالب واإلداريني بالعمل سوي ًا لتعزيز وترسيخ‬ ‫ الشفافية ووضوح العمليات واختاذ‬،‫ اختاذ القرارات السليمة والشاملة‬:‫ وتتضمن القيم األساسية للحكم املشرتك‬.‫مكانة اجلامعة‬ ‫ كام يعكس احلكم املشرتك االحرتام املتبادل والثقة داخل املجتمع اجلامعي ومسامهات كافة‬.‫القرارات وتوفري قنوات اتصال مفتوحة‬ ‫ كام يقوم باالستفادة من‬،‫ حيث يتيح وجود هذا القدر من الثقة واالحرتام إمكانية القيام بنشاطات أخرى بصورة سلسة‬،‫األعضاء‬ .‫الذكاء اجلامعي لكافة املتواجدين يف اجلامعة ويعمل عىل رفع الروح املعنوية لفريق العمل‬

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Shared Governance

‫احلكم املشرتك‬

Goals and Desired Outcomes

By 2012, all faculty, staff and students will be:  Informed of what shared

governance means and aware of their individual responsibility in the process

 Able to identify the major

mechanisms that exist within the University to implement it

‫ سيكون لدى‬2012 ‫ ابحلول عام‬  Comfortable that they ‫كافة أعضاء هيئة التدريس والعاملني‬ can give input through :‫والطالب‬ various mechanisms that will be heard and valued as significant decisions ‫إطالع عىل مفهوم احلكم املشرتك‬ are considered, made, ‫واإلملام بمسؤوليتهم الشخصية خالل‬ communicated and ‫هذه العملية‬ implemented ‫القدرة عىل حتديد اآلليات الكربى‬ ‫املتواجدة داخل جامعة تكساس إي‬ ‫أند أم يف قطر وإمكانية تطبيقها‬ ‫الرغبة يف إعطاء آرائهم من خالل‬ ‫اآلليات املتعددة والتي سيتم االستامع‬ ‫إليها وتقييمها حني يتم اختاذ القرارات‬ ‫املهمة وتعميمها وتطبيقها‬

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1 2 3 4

Ensure appropriate committees and departments have an opportunity to provide input during the development of new protocols and procedures regardless of who is initiating the policy. Establish other mechanisms for and awareness of obtaining input from students on various issues relating to student life and sharing it with the administration. Increase awareness and effectiveness of mechanisms for obtaining inputs from the faculty and staff. Establish a method for addressing comments and concerns submitted through the electronic suggestion boxes and communicating those to the community.

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~ 20 ~


~ 21 ~


~ 22 ~


Teaching and Learning ‫الـتـعـلـيــم والـتـعـلــم‬ This component encompasses Texas A&M at Qatar’s commitment to providing an intellectual environment that encourages the development and expansion of the human mind and spirit; advances critical thinking and problem solving; significantly embraces global awareness; encourages lifelong learning; develops in students the wisdom and skills needed to assume responsibility and leadership in both the local and the global community; and is committed to the success of each of its students once they are enrolled. ‫يوضح هذا القسم التزام جامعة تكساس إي أند أم يف قطر بتوفري بيئة فكرية تشجع الطالب عىل تطوير وتوسيع قدراهتم العقلية‬ ‫ وحتفيزهم عىل التعليم‬،‫ واإلدراك التام بالعامل من حوهلم‬،‫والروحية وتساعدهم عىل التفكري النقدي وإجياد حلول للمشاكل‬ ‫ كام‬،‫ كام تغرس يف الطالب احلكمة واملهارات الالزمة لتحمل املسئولية ومهام القيادة يف كال املجتمعني املحيل والدويل‬،‫املستمر‬ .‫تلتزم بنجاح كل طالب من طالهبا منذ التحاقه باجلامعة‬

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Teaching and Learning

‫الـتـعـلـيـم الـتـعـلــم‬

Goals and Desired Outcomes  Enhance student

intellectual development

 Promote excellence in

teaching and learning

 Increase design and

research opportunities for students

‫تعزيز التنمية الفكرية لدى الطالب‬  Strengthen the University’s presence nationally and internationally through ‫نرش مبدأ االمتياز خالل مراحل‬ teaching and learning ‫التعليم والتعلم‬ ‫زيادة فرص التصميم واألبحاث‬ ‫للطالب‬

 Develop student

‫ترسيخ مكانة اجلامعة عىل الصعيد‬ ‫املحيل والدويل من خالل التعليم‬ ‫والتعلم‬ ‫تطوير مشاركة الطالب وقدراهتم‬ ‫القيادية يف املجاالت التقنية املناسبة‬

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participation and leadership in relevant technical fields


1

Enhance student intellectual development. This outcome may be achieved by:

   

Establishing a student information technology literacy program* Introducing an honors program at Texas A&M at Qatar Delaying declaration of major until the sophomore year* Developing higher levels of critical thinking (analysis, synthesis and evaluation)**  Promoting study abroad programs and exchanges*  Developing the desire for lifelong learning  Developing mentorship opportunities

2

Promote excellence in teaching. This outcome may be achieved by:

3

Increase design and research opportunities for students. This outcome may be achieved by:

   

   

4

Strengthen the University’s presence nationally and internationally through teaching and learning. This outcome may be achieved by:

 Expanding contacts with Texas A&M University, Education City universities, and universities in the region through technology enhancement**  Creating more study abroad opportunities

5

Develop student participation and leadership in relevant technical fields. This outcome may be achieved by:

     

Continued faculty and staff development with respect to teaching** Technology-enhanced teaching** Sharing with other schools** Teaching workshops**

Promoting active learning in courses** Developing additional student leadership opportunities** Developing mentorship opportunities Developing communication skills Providing additional certificates and minors for students Developing and participating in professional and honor societies

Service learning for design projects* Research for undergraduates* Potential joint projects with other universities** Emphasis on communication skills

* Denotes this initiative should be accomplished in two years ** Denotes work on this initiative should start immediately; however, the initiative will not be completed within two years. ~ 25 ~


~ 26 ~


Research ‫األبحاث‬ This component encompasses Texas A&M at Qatar’s commitment to developing a research program that will achieve prominence in the State of Qatar, the United States and the rest of the international academic and research community. The development and dissemination of knowledge, strategic orientation toward fields of local importance and unique Texas A&M at Qatar competency, and interaction and cooperation with other institutions and parties, both within and outside of the Texas A&M University System, are the key factors needed to promote the missions of Texas A&M, Texas A&M at Qatar, Qatar Foundation and the State of Qatar. ‫يوضح هذا القسم التزام جامعة تكساس إي أند أم يف قطر بتطوير برنامج بحثي حيقق نتائج مبهرة يف دولة قطر والواليات املتحدة‬ ‫ ولتعزيز مهمة جامعة تكساس إي أند أم وجامعة تكساس إي أند‬.‫األمريكية وبقية أوساط املجتمع البحثي واألكاديمي الدويل‬ ‫ التأهيل‬،‫أم يف قطر ومؤسسة قطر ودولة قطر ينبغي أن تتوفر جمموعة من العوامل األساسية والرضورية أمهها تطوير ونرش املعرفة‬ ‫ التفاعل والتعاون مع‬،‫االسرتاتيجي للمجاالت املهمة عىل الصعيد املحيل والكفاءة الفريدة جلامعة تكساس إي أند أم يف قطر‬ . ‫ داخل وخارج النظام التعليمي جلامعة تكساس إي أند أم‬،‫املعاهد واجلهات األخرى‬

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Research

‫األبحاث‬

Goals and Desired Outcomes  50 percent of all students

will be engaged in research and 40 students will graduate with a M.Sc. or M.Eng. degree

‫ من إمجايل عدد الطالب‬%50 ‫سيقوم‬  75 percent of faculty will be engaged in research and 40 ‫بعمل األبحاث وسوف يتخرج‬ scholarly activities ‫طالب ًا بدرجة ماجستري يف العلوم أو‬ ‫ماجستري يف اهلندسة‬

‫ من أعضاء هيئة التدريس‬%75 ‫سيقوم‬ ‫بعمل األبحاث أو األنشطة األكاديمية‬

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1 2 3 4 5

Implement successful graduate degree programs with an appropriate balance of graduate students pursuing both research and professional degrees.

Establish sufficient on-going infrastructure support from Qatar Foundation and other local sources to allow for the continued, successful operation of a prominent research program at Texas A&M at Qatar.

Ongoing development of opportunities for international and local collaborations.

Establish centers of excellence that exemplify prominence in research.

Develop unique technical facilities such as electrical/machine shops and high-performance computing and visualization centers to support research and other activities and to provide services to the wider community.

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Engagement ‫التواصل املجتمعي‬

This component encompasses Texas A&M at Qatar’s commitment to connecting to Qatari society such that Texas A&M at Qatar is a source of engineering and science knowledge and expertise; is a source of students and employees that value contributing to the well-being of society; and is a partner that enriches and is enriched by community service activities. ‫يعكس هذا القسم التزام جامعة تكساس إي أند أم يف قطر بالتواصل مع املجتمع القطري لتغدو اجلامعة مصدر ًا للمعرفة واخلربات‬ ً ‫ فض‬،‫ ومصدر ًا للطالب واملوظفني الذين يقدرون قيمة املسامهة يف رخاء املجتمع‬،‫العلمية واهلندسية‬ ‫ال عن كوهنا رشيك ًا حيوي ًا ُيثري‬ .‫ويتفاعل مع األنشطة واخلدمات املجتمعية‬

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Engagement

‫التواصل املجتمعي‬

Goals and Desired Outcomes  By 2015, Texas A&M

at Qatar will engage in relevant lifelong learning, outreach and community service activities consistently averaging at least one event per week during the first two years and at least two events per week for the following three years

‫ ستعقد جامعة‬،2015 ‫بحلول عام‬ ‫تكساس إي أند أم يف قطر أنشطة‬ ‫تعليمية وبرامج للتواصل وخدمات‬ ‫جمتمعية طويلة األمد تقام بصورة‬ ‫دورية وملرة واحدة أسبوعي ًا عىل األقل‬ ‫خالل أول عامني عىل أن تقام هذه‬ ‫الفعاليات مرتني أسبوعي ًا عىل األقل‬ .‫خالل الثالثة أعوام التالية‬

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1

Lifelong Learning Promote and be a source of lifelong learning for Qatari society with respect to engineering and science knowledge by hosting and participating in a variety of activities that contribute to societal learning.

 Continuing education: Offer continuing education courses in engineering and science to professionals in industry and government.  Training: Conduct training programs in engineering and science to all levels of technical staff in industry and government.  Conferences: Organize conferences in engineering and science on technical topics with interest to Qatar society.  Seminars: Conduct seminars on technical topics of interest to Qatari industries, government and society on a broad range of topics.  Professional societies: Participate in and host activities of professional societies, including sponsoring student chapters. Host and participate in a diverse spectrum of activities (conferences, paper contests, discussion forums, networking events) relating to professional societies.  Public lectures: Arrange public lectures by noted experts on topics with global and societal context.

2

Outreach Reach out to the community by offering expertise in science and engineering, support for K-12 education, and access to unique testing and evaluation laboratories.

 K–12 education support: Support Qatar’s K–12 educational institutions by offering expertise in meeting their educational needs as well as by offering policy guidance on producing students more likely to succeed in higher education.  Enrichment programs: Participate in enrichment programs that contribute to the development of human capital.

 Engineering extension services: Offer unique expertise and laboratories to help Qatari industry and government with their work. Extension services will range from advice on engineering or science problems to testing and diagnostic services requiring specialized equipment or computing or visualization expertise.

 Consulting: Make faculty and staff available for consulting in their areas of expertise to Qatari society. Actively seek opportunities for and encourage faculty and staff to make themselves available for consulting.

3

Community Service Serve Qatari society by participating in service activities such as Reach Out To Asia, social and charitable organizations.

 Service learning: Students will engage in service-learning initiatives.

 Faculty and staff volunteer service: Faculty will be encouraged to participate in and volunteer their services to community projects.

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Student Life Experience ‫اخلربة العملية للطالب‬ This component encompasses Texas A&M at Qatar’s commitment to providing a safe and welcoming student environment that encourages students to achieve academic excellence within their chosen field. It includes cultivating a desire to grow as a person and as a professional through opportunities offered in research and project collaboration, as well as through unique experiences that will ultimately enhance the leadership skills and engineering competencies of Texas A&M at Qatar graduates. ‫يناقش هذا القسم التزام جامعة تكساس إي أند أم يف قطر بتوفري بيئة تعليمية آمنة ومالئمة لتشجيع الطالب عىل حتقيق التفوق‬ ‫ ويتضمن ذلك حتفيز رغبة الطالب يف تطوير مهاراهتم عىل الصعيد الشخيص واملهني من‬.‫األكاديمي يف مناهجهم الدراسية املختارة‬ ‫خالل الفرص التي تقدمها اجلامعة يف جماالت األبحاث واملشاريع املشرتكة باإلضافة إىل اخلربات اخلاصة التي ستشكل الدور األهم‬ .‫يف صقل املهارات القيادية والقدرات اهلندسية لدى خرجيي جامعة تكساس إي أند أم يف قطر‬

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Student Life Experience

‫اخلربة العملية للطالب‬

Goals and Desired Outcomes  By 2015, a minimum of

four unique, high quality programs or events will be offered annually to enhance the leadership skills and engineering competencies of Texas A&M at Qatar graduates

‫ سيتم تقديم ما‬،2015 ‫بحلول عام‬ ‫ال يقل عن أربعة برامج أو فعاليات‬ ‫متميزة وعالية اجلودة بصورة سنوية‬ ‫وذلك هبدف تعزيز املهارات القيادية‬ ‫والقدرات اهلندسية لدى خرجيي‬ ‫جامعة تكساس إي أند أم يف قطر‬

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1 2 3 4 5 6 7 8

Develop initiatives that will increase co-curricular activities such as student organizations, student clubs, events and activities.

Develop initiatives that will allow for and encourage students to develop leadership skills and get involved in Texas A&M at Qatar’s decision making processes.

Provide support and resources for student counseling and wellness programs and services.

Provide supplemental and developmental tutorial instruction toward mastery of the common body of knowledge expected of engineering graduates.

Develop and enhance global opportunities such as study abroad opportunities. Develop and enhance other global opportunities such as cultural and leadership exchange programs and service-learning trips. Develop initiatives that will provide funding for students who wish to participate in international conferences.

Foster professional student collaboration between genders.

Establish initiatives and foster contacts that will increase the number and size of scholarships available for non-Qatari students. Actively develop more and better opportunities for internships and summer jobs that benefit non-Qatari students.

Increase the quantity of recreational and study spaces within the building that are functional, comfortable and inviting. Make available a more varied and healthy choice of food and drink within the Texas A&M Engineering Building. ~ 37 ~


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Development ‫الــتــطــويــر‬ This component encompasses those activities that not only identify sources of external funding for projects that promote the vision and mission of Texas A&M at Qatar, but also ensure a high rate of success in acquiring funds from identified sources. ‫يشمل هذا القسم األنشطة التي حتدد مصادر التمويل اخلارجية للمشاريع التي تروج لرؤية ومهمة جامعة تكساس إي أند أم يف‬ .‫ كام تضمن أعىل معدالت النجاح للحصول عىل التمويالت من املصادر املعلومة‬،‫قطر‬

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Development

‫الـتـطــويــر‬

Goals and Desired Outcomes  Provide $10 million per

year of donated funding to relevant programs and activities

 Accumulate a total of $25

million in donations as the base of a development account

‫ ماليني دوالر أمريكي سنوي ًا‬10 ‫توفري‬  Provide an annual benefit to Texas A&M at Qatar of 5 ‫من متويالت التربعات إىل الربامج‬ percent of the endowment ‫واألنشطة‬ per year ‫ مليون دوالر‬25 ‫القيام بجمع إمجايل‬  Operate at an annual cost ‫أمريكي من التربعات كمنصة أساسية‬ comparable to the Texas ‫للتطوير‬ A&M Foundation (15 ‫توفري فائدة سنوية جلامعة تكساس‬ ‫ من قيمة‬%5 ‫إي أند أم يف قطر بمعدل‬ ‫التربعات سنوي ًا‬ ‫تقليل نفقات التشغيل السنوية مقارنة‬ ‫ من‬%15( ‫بمنظمة تكساس إي أند أم‬ )‫إمجايل قيمة التربعات‬

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percent of the amount raised)


1 2 3 4 5 6 7

Hire an experienced director of development to implement a collaborative relationship between Texas A&M at Qatar, the Texas A&M Foundation and Qatar Foundation. Acquire external funding for a scholarships-fellowships program and ensure that the program is sustainable. Pursue external funding to enhance professional activities for employees and students (i.e. travel, lectures and conferences). Pursue external funding to be used for the purchase of facilities, equipment and apparatus. Pursue external funds to endow faculty positions in the form of faculty chairs, faculty professorships and distinguished professorships to further enhance the academic and research capabilities of Texas A&M at Qatar. Pursue external financial support to bring scholars, eminent engineers and prominent business leaders to Texas A&M at Qatar to provide role models for students. Pursue external financial support to enhance the Texas A&M at Qatar student experience through wholly or partially funded student opportunities.

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8 9 10 11 12 13 14 15

Pursue external funding for a discretionary account to provide assistance to employees or students in support of the Texas A&M at Qatar vision and mission. Seek private funding to improve and enhance the educational experience for women, minorities and other underserved constituencies. Establish external funding sources for donor named programs. Increase participation of the Development Office in national and international organizations that promote educational fundraising. Individually and collectively participate in community service projects that improve the quality of life and advance the University’s public service mission. Build a solid working relationship between the Office of Student and Community Relations and the Development Office. Establish a Development Council with applicable Texas A&M at Qatar offices and programs represented within the membership. Initiate regional initiatives that will successfully engage Aggies and regional corporations in support of Texas A&M at Qatar and its mission.


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Texas A&M Engineering Building, Education City PO Box 23874, Doha, Qatar tel. +974.4423.0010  fax +974.4423.0011 www.qatar.tamu.edu It’s Time for Texas A&M.

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Strategic Plan: Texas A&M University at Qatar  

the five-year strategic plan of Texas A&M University at Qatar

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