Based on the Human Capacity Development Program and its strategic pillars and initiatives, the program focuses on the need to intensify innovative learning methods, utilize flexible learning options, and technology-based learning solutions. It also provides access to e-learning and blended learning tools. Technology and innovation are key enablers for achieving the goals of the Human Capacity Development Program. Therefore, the Saudi Electronic University seeks to align with the program's strategic initiatives related to digital transformation in higher education.
The National Digital Transformation Strategy has identified digital education as a priority sector, as digital education is closely linked to the goals of sustainable development, the objectives of Vision 2030, and the Vision Realization Programs.
Digital Transformation Vision
A model for smart universities pioneering the future of education
Digital Transformation Message
Transforming the education experience through the use of innovation and emerging technologies
Strategic goals of digital transformation
- Expansion of education
- Increase beneficiary satisfaction
- Accelerating education
- Increase efficiency and effectiveness
Strategic objectives for digital transformation
- Providing a distinguished teaching and learning experience that matches the aspirations and expectations of beneficiaries.
- Improving the quality of educational outcomes by enhancing interaction and experience.
- Expanding the use of technology in community service and practical research.
- Support and enable decision-making processes and simplify and modernize administrative processes.
Strategic Principles of Digital Transformation
- Access all services anytime, anywhere and through multiple channels.
- Integration of all electronic services and data
- Reliability of services provided and data
- Single sign-on for accessing and interacting with services through platforms
- Excellence in the quality of services provided, data, analysis tools and service performance
Strategic directions for digital transformation
- Customizing education to meet individual needs
- Education as a Service (E-Service) provides e-services, learning management, and data collection through a unified platform.
- Virtual applied education to enhance university graduates' readiness for the labor market
- Interactive education to motivate and encourage students to learn
- Mobile education to provide education to all segments of society
The first main objective
Providing a distinguished teaching and learning experience that matches the aspirations and expectations of beneficiaries
Sub-goals
- Providing access to education anytime, anywhere (on-demand learning)
- Providing education through multiple channels, mobile, web, and traditional presence (omni-channel)
- Enabling mobile learning
- Supporting students by providing career and academic guidance tailored to their needs.
- Enhancing communication with students and alumni
- Simplify and expedite academic procedures
Key performance indicators ( KPIs)
- Beneficiary satisfaction rate with electronic services
- Percentage of students benefiting from guidance services
The second main objective
Improving the quality of educational outcomes and using modern learning styles and methods
Sub-goals
- Adapting education to the individual student's needs by providing personalized learning
- Enhancing collaborative and interactive learning and increasing student engagement in the educational process through engagement tools (engaging collaborative learning)
- Enhancing self-learning skills and providing flipped classrooms
- Providing student-centered education by building an integrated student file to track and predict student performance (learner-centric)
- Enhancing applied education through virtual and augmented reality technologies (immersive learning)
Key performance indicators ( KPIs)
- Number of modern use cases implemented
- Percentage of courses offered using specialized education
- Percentage of courses using virtual and augmented reality
- Student engagement rate
The third main objective
Expanding the use of technology in community service and practical research
Sub-goals
- Enhancing cooperation with partners and stakeholders to develop future education by experimenting with the latest educational models and technologies.
- Providing training and e-learning services to partners from the public and private sectors.
- Simplifying procedures related to scientific research.
- Supporting virtual research groups and sharing knowledge between groups from inside and outside the university.
- Providing virtual laboratories and advanced technologies to support scientific research consistent with the university's research identity.
Key performance indicators ( KPIs)
- Number of experimental technical services
- Number of beneficiaries of the University's technical services from outside the university
- Percentage of beneficiaries of scientific research support technologies
The fourth main objective
Supporting and enabling decision-making processes and raising the efficiency of administrative operations
Sub-goals
- Support decision-making with reliable, comprehensive, and integrated data.
- Simplify and accelerate administrative procedures and increase their accuracy
- Enhancing consistency of all services across university branches (consistency)
- Improving administrative operation efficiency
- Supporting employees through continuous professional development, support and guidance
Key performance indicators ( KPIs)
- Percentage of automated administrative processes
- Number of performance indicators in the dashboard
The main expected impacts of implementing the digital transformation strategy
First: Improving and maximizing educational outcomes:
- 25% increase in graduate rates
- 10% improvement in output quality
Second: Raising spending efficiency and productivity:
- 24% increase in productivity
- 25% increase in spending efficiency
Third: Accelerate learning:
- 40-60% acceleration in education
Fourth: Expanding the provision of education:
- 60% increase in the university's capacity
Fifth: Raising beneficiary satisfaction:
- 99% reliability and availability of digital services
- Less than 3.65 working days per year of digital service disruptions
Sixth: Supporting decision-making processes:
- By developing a data management platform and appropriate data governance, the university will be able to obtain reliable reports and indicators to support decision-making and extract insights based on sound data.
Saudi Electronic University's Digital Transformation Strategy in Numbers
- 4 strategic objectives
- 22 sub-strategic objectives
- 11 Strategic Performance Indicators
- 45 Use Cases of Specific Emerging Technologies in Education
- 7 use cases for emerging technologies in education that will be implemented during the strategy period
- 7 main areas of projects
- 26 projects within the strategy
- 5 projects to develop digital infrastructure
Key areas related to the digital transformation roadmap
The main areas related to the digital transformation roadmap have been identified, which revolves around 7 main areas.
- Digital Innovation and Beneficiary Experience: Projects related to emerging and modern technologies, their use cases, and improving the beneficiary experience for university members.
- Applications and electronic services: Projects related to developing and improving various applications, in addition to developing electronic services at the university.
- Network and Information Security: Projects related to network management and monitoring, as well as the management of information security components, strategy, and practices.
- Data and Integration: Projects related to the development of the data management and analysis platform as well as the management of the integration platform
- Hosting and Operation: Projects related to hosting, whether in the university data center or the cloud data center, and the operation and monitoring of these components.
- Digital Transformation Office: Projects related to the Digital Transformation Office and providing the necessary tools to help operate the office and manage its various components.
- Developing digital skills and awareness: Projects related to developing digital awareness and skills among university staff to improve the beneficiary experience and benefit from digital technologies.
The strategy focuses on the university's internal and external beneficiaries, understanding the key players associated with them, their current experiences, and their future aspirations. More than 15 players were identified, including learners (degree students, professional learners), university members (faculty members, employees), and external stakeholders (external researchers, partner organizations, and community members). The strategy resulted in developing future beneficiary journeys and identifying use cases for modern and emerging technologies across journeys.
The use cases of emerging and modern technologies that the university seeks to implement were also identified:
