A regional higher education commission in Saudi Arabia needed a clear picture of how its technical and vocational (TVET) training centres were performing. We supported an operational assessment against Vision 2030 objectives and turned the findings into prioritized recommendations for leadership.
- Location
- Saudi Arabia
- Sector
- Higher Education
The Brief
We supported a qualitative operational assessment of TVET training centres operating under a regional higher education commission, evaluating academic programmes, partnership frameworks and faculty performance structures against Vision 2030 higher education objectives.
The assessment also needed to identify gaps in industry alignment, financial sustainability and talent management.
The Obstacle
Academic programmes were out of step with industry needs, rising demand for AI-driven skills and Vision 2030 priorities.
Corporatization added structural and governance complexity across the decentralized centres, while frameworks for private sector engagement, faculty incentives and international partnerships remained underdeveloped.
Our Approach
We classified the proposed initiatives by risk and return, giving leadership a clear basis for deciding what to pursue first.
We then addressed the gaps directly: a branding strategy centred on employability and industry collaboration, a legal viability review of alumni donation and sponsorship frameworks, and a faculty compensation model aligned with international performance standards.
What We Delivered
We assessed the institution’s academic, financial and talent priorities and translated the findings into practical improvement initiatives, providing support on:
- Strategic priorities: ranking initiatives across academic, financial and talent workstreams.
- Branding & funding: developing frameworks to strengthen positioning and funding opportunities.
- Faculty performances: providing recommendations on compensation, incentives and performance management.
Our Impact
The assessment defined clear, actionable priorities across academic, financial and talent workstreams.
It gave the commission a structured pathway to deeper private sector and international partnerships, and strengthened the centres' readiness for corporatization and compliance-aligned governance.