Research Objective: the current research aimed to reveal the statistically significant differences between the averages of the faculty members’ estimates of the reality of practicing the administrative requirements in terms of (planning, organization, and coordination) to activate the community partnership at Jazan University due to the independent research variables: gender, type of college, years of service.
Research Methodology: The descriptive and approach were used, and the questionnaire to collect the data. The random sample (290) of faculty members at Jazan University with all its colleges in Jazan region according to the academic position (Professor – Associate Professor – Assistant Professor). during the second semester (2019-2020).
Research Conclusions(Results):
There is agreement among the sample to practice the administrative requirements related to (planning, organization, and coordination) in order to activate the community partnership at Jazan University.
Research Originality: The research included all faculties of Jazan University, with various specializations. It aimed to survey the opinions of faculty members and of various academic positions (professor, assistant professor, and associate professor) about the reality of implementing community partnership at Jazan University, its advantages and disadvantages, and identifying the obstacles that prevent its activation.

Keywords: administrative requirements – Jazan University – community partnership

Introduction:
Saudi Arabia is witnessing a comprehensive renaissance as a result of what technological progress and knowledge flow impose on society, which is concerned with the connection between state-owned institutions and the partnership between them to serve the society and its members(Al-Ameer & Al-Omari,2020,501).

Society is the place in which man lives, keeps pace with its progress, coexists with its members. Its personal individuality shall not be formed and its identity shall not be formed unless this individual plays an active role in the development of society and positive participation, so the individual must participate in it society. (Al-Amiri, 2018, p.99)

Since the educational process is the effective tool in the occurrence of any development, progress or growth. Any country interested in education and succeeds in achieving its goals, actually become among the ranks of developed countries because education is an effective tool to serve all segments and categories of society (Al-Jawahiri and Al-Shamri, 2011, p. 27). Human development in the contemporary world has become the true capital for the progress of mankind, and to the extent that the nation possesses creative minds, its place is among peoples, and for the sake of creating good outcomes and powerful outcomes keeping pace with the rapid changes, community partnership has become a necessity to advance education and improve its outcomes. (Kabr, 2015, p.4)

In addition, the educational process at the present time does not depend entirely on the educational institution alone, but has evolved and spread to include the family and society in all its categories and with the introduction of these new elements of the educational process, the concept of community partnership appeared. (Al-Qahtani, 2015, p.19)

In order to enhance and advance the educational process and achieve cultural and professional development, we must increase the activation of community partnership in aspects of education, and decentralize the management of the educational process, thus achieving effective management, expanding the base of responsibility, and producing new leaders capable of making decisions (Salim, 2005, p. 287).

Since universities have expanded their mission and extended to include community service and leading the development movement in it in addition to their scientific function, they contribute to solving problems, and also help to develop research capabilities, as they are a pillar from which the state derives its human energy capable of carrying and maintaining the burden of development (Mutawa, 2003, P. 160). The success of an educational institution in achieving its mission depends mainly on its connection and partnership with the community in which it lives. Hence, it becomes necessary for it to consolidate this partnership with its community and its surroundings taking into consideration that its success in its duties and the achievement of its mission depends mainly on the strength and durability of this relationship and partnership. (Al-Ajami, 2000, p.65).

The first major duty of educational institutions management is to carry out effective programs to achieve successful relationships between educational institutions and society, and these programs must take into account the characteristics of the society they serve, its potentials, the extent of its ambition and aspirations, and what is expected from them, linking the community’s members with the educational institution, and enlightening the individuals of society with the activities and efforts carried out by the educational institution and what it expects from them in terms of support and assistance to achieve its goals. (Morsi, 2010, p. 26)

In order for the university to play its appropriate role, it must take into account the balance between what it is preparing and what the community needs, and its preparation shall be at the level and quality that the community needs (Mahmoud, 2015, p. 128-129). Therefore, the university must seek to activate community partnerships that can help administrators, faculty members and students to enhance their missions and provide opportunities for their participation with the community. Community partnerships with the university must be viewed as a critical tool to address urgent social problems for advancing social change by focusing university resources on real-world issues in the local community (Davis , 2013 ,p4).

In order for the university to engage in community partnership, it must have several features, including: that community development be part of the university’s mission and within perception of its objectives, that the university participates in research with institutions, that the university participates in research and development issues, and that the university motivates faculty members to participate in activities Development (Al-Dalami and Jad, 2017, p.20). As well, the university is required to provide individuals who are able to serve the community, through knowing the requirements and needs of society. (Mus, 2018, p219).

The study conducted by Al-Ahmad (2015, P. 432) concluded that many countries depend on partnership as a fundamental factor in achieving comprehensive development in various fields, as partnership contributes to the concerted efforts of institutions in various sectors which maximize the benefit of the institutions parties to the partnership.

Universities’ tendency to communicate with the community is a good example and evidence of the influencing role for them, and that they do not work in isolation from members of society, but rather seek to engage between groups of society through social partnerships and research that have a direct impact on society, and the university’s job in community partnership is not waiting to seek service. In fact, the university must, with its competencies and capabilities, go out by itself to provide service to the members of society. (Ministry of Higher Education, 2014, p. 28).

In recent years, interest has increased in the status of universities and their role in contemporary society, the future of university education and its objectives, the challenges that universities face in various social, economic, political and cultural fields, and the methods and means that universities can use to face these challenges and overcome them or overcome them and adapt them to their advantage to achieve its objectives and serve its scientific mission. (Al-Maraghi, 2016, p.10)
Because of the role of Jazan University and its contribution to achieving development for the Saudi society , it is therefore necessary to activate the community partnership at Jazan University with various sectors in society.
Therefore, the university administration must give the community partnership great care and attention, starting with laying the proper foundations for it in planning, then organization, coordination and developing it continuously to contribute to achieving the needs of society(Al-Ameer & Al-Omari,2020,501).

First: the concept of community partnership:
The concept of community partnership means cooperation and understanding between different parties to work jointly in order to accomplish a specific task. (Qenawy, 2018, p. 23).
Muhammad (2017, P. 14) believes that community partnership is bridges of relationships, cultures, and common and reciprocal concepts that are concerned with the advancement and enhancement of education as an interdependent institution with the aim of activating the role that the educational institution plays in society from a policy with an ethical framework for the performance of the university community of students, teaching staff, and administrators, and employees .

Daradkeh and Ma’ay’ah (2014, P. 25) believes that linking the resources and knowledge of the educational institution with the public and private sectors of society to enrich scientific research and creative activities, enhance curricula, education and learning, prepare faculty members, and develop citizens by promoting democratic values, social responsibility and addressing pressing societal issues to achieve the good interest in the community.

Second: Levels of activating community partnerships at the university:
Siddiq (2014, p. 181) explained that there are several levels of university partnerships, and perhaps the best way for the study to clarify its classification is in Figure (1) as follows:

From the foregoing, it is evident that the Ministry of Higher Education’s approaches (2014, p. 36) are in harmony with developing the role of Saudi universities in serving society in light of recent global attitudes.

Third: the administrative requirements to activate the community partnership at the university:
The university administration has the responsibility to provide the appropriate scientific climate that encourages creativity, communication and the availability of a human climate that raises human values and the values of social cohesion and cultural communication. (Talab, 2017, p. 207)

The success of any organization in achieving its objectives depends on the degree of quality of completion and achievement of all administrative functions, and on the suitability of the internal and external work environment with the variables it contains, which affect the administration’s accomplishment of its various functions, directly or indirectly. (Al-Maghribi 2018, p.10)

Among the most important of these administrative processes are the following:
1) Administrative Planning:
Planning the first administrative process necessary to achieve the university’s objectives
The role of planning as an administrative requirement to activate the community partnership at the university:
In order for Saudi universities to keep pace with the development in planning to activate the community partnership, their vision, mission and objectives must be in line with Saudi Vision 2030which depends on three axes – as mentioned in the document of vision, illustrated in Figure (2):

Each axis has several plans; some of them have a role for community partnership in achieving it, if it is placed within the university’s plans. Perhaps the best way to study the role of community partnership in achieving the axes of Saudi Vision 2030is to put it in a table as follows:

Saudi Vision 2030made clear in its document a set of solutions to bridge the gap between educational outcomes and the needs of the labor market, including: Establishing university education partnerships with agencies and bodies that provide training opportunities for graduates locally and internationally(Mansour,2020, p27-28).

Nasr (2018, p. 702) also pointed out that the community partnership represents the various support efforts from the local community sectors for education as one of the basic pillars of all effective development directives and strategies.
which Saudi Vision 2030 (Vision 2030 Kingdom of Saudi Arabia. ,2019) focused on as a main driver of development to achieve distinguished education that drives the economy of the Kingdom, and there is no doubt that community partnership has a significance that cannot be overlooked at the personal level of individuals, or at the institutional level, or at the societal level, according to the great role it plays in addressing many educational and societal issues alike (Algamdy,2018, p427).
Dötterweich (2006, p.553) emphasized that there are axes for building an effective community partnership, which are: a clear definition of the common vision and objectives between the parties to the partnership, the establishment of an organizational structure for the partnership, and the development of cooperative work procedures while adhering to the specific role of each partner according to what has been agreed upon, in addition to the continuity of implementing partnership projects in light of political and economic changes.

In addition to the interest in rewarding the initiatives of shareholders in the partnership, and securing all the resources and personnel necessary for the continuation of the partnership, with the importance of establishing an intellectual property rights system (Young, 2010, p13).

Extrapolating from the above, it becomes clear that the university has a great role in activating community partnership. To highlight this role and achieve its goals, it is necessary to define the policies, rules and procedures necessary to implement them through good planning to activate them.

2) Administrative organization:
The role of organization as an administrative requirement to activate community partnership at the university:
One of the most prominent objectives of the organizational structure established in universities to provide community partnerships is to form a mechanism to link the university with other community institutions, especially production and service institutions, and to interact with them so that they contribute to solving development problems (Alshehrani ,2020,p.815).
Other ways, providing joint programs aimed at raising the level of society individuals and improving the efficiency of the workforce, and increase levels of production. (Al-Salem and Al-Dawood, 2001, p. 32)

Al-Sultan (2005, p.20) pointed out that the organizational structure for community partnership at the university seeks to:
o Expanding the field of administrative and technical consulting.
o Encouraging and framing the participation of faculty members in studies and research related to economic, social and cultural problems.
o Creating and developing methods of community cooperation (Al-Saadoun,2019,p.18)

3) Administrative coordination at the university:
The role of coordination as an administrative requirement to activate community partnership at the university:
The importance of the coordination function has increased as a result of the intertwining of different aspects of activities, specialization (discipline), division of works, and the influence of the work of some institutions by others (Alosaimi, 2020,p.478). The administration or the institution can no longer live in isolation from others if it wishes to achieve its objectives. This function also helps to achieve cooperation and balance between the various departments of the institution and its branches, as well as with other institutions, to achieve objectives away from conflict and duplication. (Al-Salem, 2018, p. 158)

4) The relationship between administrative requirements (planning, organization, and coordination) and activating community partnership at the university:

Administrative processes are integrated ones, linked to each other to achieve the goals and objectives of administrative institutions and thus activate community partnership, as follows:
1) Organization is the function assigned to develop the plan established for the implementation through building the organizational structure, as the importance of the organization stems from the fact that the organization is the link between the departments and activities of the organization, so planning is not applied in reality and its results do not appear except through the organization. (Aladdin, 2012, p. 43, p. 46).
2) There is a relationship linking the planning and coordination processes, one of the objectives of the effectiveness of administrative planning is the integration of the developed plans and to achieve this integration and interdependence, the management (administration) is required to take multiple decisions to ensure the coordination process between the plans, design and delivery, to achieve this required integration. (Al-Sadoun, 2019, p.98).
3) The main objective of the organizational process is to facilitate the task of coordination between jobs (functions) and individuals at all organizational levels, and perhaps one of the first basics of organization is to define the relationships between the administrative units in the institution, as well as define the powers and responsibilities of each member of these units. On the other hand, organization affects the size and quality of the required coordination (Al-Shamimari et al., 2014, p. 161).
4) The aim of the organization is to facilitate the task of coordination between jobs (functions) and individuals at all organizational administrative levels. The relationship here is positive, the more the organization is sound and rational; it leads to good and effective coordination that achieves the objective. (Al-Sadoun, 2019, p.98).
5) Figure (3) shows the results of practicing administrative requirements to activate community partnership at the university.

The activation of community partnership at the university is done through the university administration’s exercise of the administrative requirements (planning, organization and coordination) necessary to avoid the obstacles that hinder the activation of community partnership ( Muse,2018,p.23-25) , which leads to the success of activating the community partnership at the university and greatly contributes to increasing the ability of universities to meet the requirements of society, filling the gap of labor market needs, and achieving the goals and objectives of Saudi Arabia’s Vision for 2030, and thus contributing to the development of society (Alnuwaysir& Alqasem,2018,553)
.
Discussion of Results:
In order to identify the faculty members’ estimates of the reality of practicing the administrative requirements to activate the community partnership at Jazan University, the arithmetic means and standard deviations of the estimates of the study sample respondents were calculated for each of the administrative requirements and for the requirements as a whole, then these requirements were arranged in a descending order, according to the arithmetic mean for each of them, as follows:

It is evident from Table (4-1) that the research sample respondents’ estimates of the reality of practicing the administrative requirements to activate community partnership at Jazan University include three axes, which are respectively according to their arithmetic mean (planning-related requirements, organization-related requirements, and coordination-related requirements). All of them came with a response score (agree), where the arithmetic means of the axes ranged between (4.0 and 4.12), and these means fall into the fourth category of the 5-point scale categories, which indicates the degree of response (Agree).
The general arithmetic mean of the axis is (4.04 out of 5.0) with a standard deviation (0.69), and this indicates that the practice of administrative requirements to activate community partnership at Jazan University came with a degree of (Agree), where planning-related requirements come first with a general arithmetic mean (4.12) and a standard deviation (0.68), followed by organization-related requirements with an arithmetic mean (4.01) and a standard deviation (0.78), and then coordination-related requirements come among the least administrative requirements for activating community partnership at Jazan University in terms of practice with an arithmetic mean (2.4.0) and a standard deviation (0.76).
This may be attributed to the fact that community partnership at the university is one of the most important resources for development in society, which contributes to achieving the objectives of the educational process, in addition to that community partnership contributes to increasing the effectiveness of the educational process, and it also makes education an effective impact on society. Selim (2005) pointed out that to improve the educational process and achieve cultural and professional development, it is necessary to increase the activation of community partnership in aspects of education, to decentralize the management of the educational process, and then to achieve effective management, expand the base of responsibility, and produce new leaders capable of making decisions, and the community partnership can help administrators, faculty members, and students advance their missions and provide opportunities for their engagement with the community.
Therefore, community partnerships with the university should be viewed as a critical tool to address pressing social problems to advance social change, by focusing university resources on real-world issues in the local community. The results of the current study are in agreement with the results of the study conducted by Naqadi (2014), which concluded that university partnerships play a fundamental role in developing Saudi universities to build a society based on the knowledge economy by building their capabilities in the fields of knowledge creation, human capital development, and the transfer of technological applications to sectors of business and society.
The results of the current study were also in agreement with the result of the study conducted by Muhammad (2017), which concluded that the level of activating community partnership among heads of department in private universities was at a high level, and the result of the current study agreed with the result of the study conducted by Eubank (2017), which concluded that the university preparedness can be improved using community partnerships.
Whereas the results of the current study differed with the result of the study conducted by Drake and Maya’a (2014) & (Alqahtani & Ayentimi,2020),which concluded that the estimates of faculty members showed that the level of partnership between universities and private sector institutions was medium for all areas of partnership, and the result of the current study differed with the result of the study conducted by Khater (2015) which concluded that the Egyptian universities’ implementation of the partnership is achieved at a very weak degree, as well as the result of the current study differed with the result of study conducted by Mahmoud (2015), which concluded that the partnership between the Syrian public universities and the local community was medium, and the results of the current study also differed with the result of the study conducted by Al-Hammad (2017) which concluded that there is a deficiency in the partnership between universities and public education institutions in the Kingdom.
In the following, we discuss in some detail the reality of practicing administrative requirements to activate community partnership at Jazan University:

● Planning-Related Administrative Requirements:
Frequencies, percentages, arithmetic means, and standard deviation of the responses of the study sample respondents were calculated, and these phrases were arranged according to the arithmetic mean of each of them, and the results concluded the following:
The axis of the reality of practicing planning-related administrative requirements to activate community partnership at Jazan University includes (9) phrases, the arithmetic means of which ranged between (4.13 and 4.41), and these means fall into the two categories (fourth and fifth) of the 5-point scale categories. The previous result indicates that the responses of the study respondents about the axis phrases range from the degree of response (agree – strongly agree).
This indicates that there is agreement among the study respondents to practice planning-related administrative requirements to activate the community partnership at Jazan University, and this may be attributed to the importance of the planning process and its role in providing a common understanding within educational institutions of the goals and achievements that the organization seeks to achieve, and the steps necessary for the implementation process as it contributes to the good and integrated planning of the community partnership process As stated in a study Mellahi & Wood. (2013).
As well it includes determining the policies, rules and procedures necessary for its implementation, and this is what is emphasized by (Dötterweich, 2006), where he indicated that there are axes for building an effective community partnership represented in: A clear definition of the common vision and objectives between the parties of the partnership and the establishment of an organizational structure for the partnership, the development of cooperative work procedures while adhering to the specific role of each partner according to what has been agreed upon, in addition to continuing the implementation of partnership projects in light of political and economic changes.

● Organization-Related Administrative Requirements:
Frequencies, percentages, arithmetic means, and standard deviation of the responses of the study sample respondents were calculated, and these phrases were arranged according to the arithmetic mean of each of them, and the results concluded the following:
The axis of the reality of practicing organization-related administrative requirements to activate community partnership at Jazan University includes (8) phrases, the arithmetic means of which ranged between (3.77, 4.15), and these means fall into the fourth category of the 5-point scale categories, and the previous result indicates that the responses of the study respondents about the axis phrases came with a degree (Agree).
The general arithmetic mean is (4.01) with a standard deviation (0.78), and this indicates that there is agreement among the study respondents, and this may be attributed to the important role of the organization process in effectively achieving the objectives of institutions, by defining the roles that each individual should play and the work assigned to him, and the suitability of his job to other jobs. The organization process would achieve coordination between various collective efforts, and this is what Al-Salem & Al-Daoud (2001) , Gibson, Davies (2008) and Al-Rashed (2018) emphasized, as they explained that the organization has a fundamental role in activating the process of community partnership by forming a mechanism to link the university with other community institutions, especially the institutions of production and services, and to interact with them so that they contribute to solving development problems, and to provide joint programs aimed at raising the level of community members, improving the efficiency of the workforce, and increasing production levels.

● Coordination-Related Administrative Requirements:
Frequencies, percentages, arithmetic means, and standard deviation of the responses of the study sample respondents were calculated, and these phrases were arranged according to the arithmetic mean of each of them, and the results concluded the following:
General arithmetic mean is (4.0) with a standard deviation (0.76), and this indicates that there is agreement among the study respondents to practice coordination-related administrative requirements to activate the community partnership at Jazan University, and this may be attributed to the important role of the coordination process in enhancing the efforts of institutions in a way that contributes to achieving common goals, as coordination contributes to achieving cooperation and balance with other institutions to achieve goals away from conflict and duplication .Al-Thubaiti (1997) explained that coordination is necessary and important to unify efforts in various departments and units inside and outside the institution to achieve the general and corporate goals, and to integrate the efforts of institutions to achieve the objectives of society.

Research Recommendations:
In light of the results concluded by present study, the following recommendations can be proposed that may contribute to improving the activation of community partnership at Jazan University:
1. Establish a center or unit specialized only in managing community partnership at the university (Al-Ghamdi,2018).
2. Give sufficient powers and authorities to those qualified to plan and implement community partnership at the university (Allui& Sahni,2016)
3. Provide an appropriate budget to support the activation of community partnership at the university.
4. Reduce administrative transactions upon establishing community partnership and reducing the bodies that must be addressed. (Alqahtani& Ayentimi,2020)

5. Strengthen coordination between the various departments and colleges at the university in activating community partnerships between them or between them and other institutions and universities.
6. Provide facilities in each of the university’s colleges so as to active the community partnership.
7. Provide training and qualification for faculty members to activate community partnership.
8. Encourage the activation of community partnership and linking its activation with material and moral incentives (Eubanks,2017).
9. Spread awareness of the importance of community partnership between faculty members and students.
10. Demonstrate the administrative mechanism to activate the community partnership of institutions and faculty members.
11. Provide a guide in the university magazine that clarifies the mechanisms of the university’s partnership with community institutions.
12. Conduct a periodic meeting to discuss developments and proposals to activate community partnership at the university.
Fourth: Research proposals for Future Studies:
In light of the results concluded, the girl-researcher proposes some suggestions that will hopefully contribute to enriching the educational field in that field:
I. Conduct a similar study dealing with the reality of practicing the administrative requirements to activate community partnership in other universities and in other regions.
II. Conduct a study dealing with the administrative challenges facing the activation of community partnership.
III. Conduct a study dealing with community partnership and its role in developing education.
IV. Conduct a study that deals with a proposed vision to activate the community partnership in universities.
V. Conduct a study on the importance of activating community partnership at the university in light of the Kingdom’s vision (2030).

Acknowledgement
Praise is due to Allah , It is also our pleasure to extend our sincere thanks to Jazan University, represented by the university administration , its vice-chancellors, the staff of the College of Education, and the teaching staff in the Education Department for all their help, the Jazan University Library, KFNL, King Faisal Center for Research and Islamic Studies , Saudi Digital Library for the facilities they provided and the distinguished professors who contributed to refereeing the research tool.
Bibliography

1. Al-Ahmad, H., B., M., b., A., (2015). Activation of the partnership between the university and the productive institutions in Kingdom of Saudi Arabia from the view point of experts, Journal of Educational Sciences –Volume14, P. 429-514
2. A Proposed Strategy in the Renewed Community Partnership Between Saudi Universities and Local Community Institutions to Meet the Research Needs and Projects in Light some of the Global Experiences, Journal of Education, Faculty of Education, Sohag University, 79,p.812-868.
3. Aladdin, R., (2012). Organizational Development, (1st edition). Damascus: Raslan Foundation House for Printing, Publishing and distribution.
4. Al-Ajami, M., H., (2000). School Administration Cairo: Dar Al Fikr Al Arabi.
5. Al-Amiri, M., O., A., (2018). Contemporary Issues in Educational Administration, (1st edition). Jordan: Dar Al Moataz for publishing and distribution.
6. Al-Dalami, M., A., & Jad, S., S., (2017).Community partnership in Saudi universities(International standards, mechanisms, education strategies, and experiences).Worksheet .
7. Algamdy,b.,A.,M.,2018, The role of the importance of the partnership between the University of Jeddah and the private sector in light of the vision of the Kingdom of Saudi Arabia 2030, Journal of Education, Faculty of Education, Sohag University, 53, p.413-445.
8. Al-Ghamdi, A., (2018) The degree of partnership importance between the University of Jeddah and the private sector in light of Saudi Vision 2030. Educational Journal, (53). P. 2536-9091.
9. Al-Hammad, M., b., M., A.,(2017).Partnership between universities and public education institutions in Kingdom of Saudi Arabia.Conference on the Role of Saudi Universities in Activating Saudi Vision 2030.QassimUniversity.P. 258–291.
10. Al-Jawahiri, I., A.,; A.,, R., A., (2011).The role of university professor inArab convergence, Al-Qadisiyah Journal for Humanities, vol. 4 (2), p. 25-41.
11. Allui, A., & Sahni, J. (2016). Strategic human resource management in higher education institutions: Empirical evidence from Saudi. Procedia-Social and Behavioral Sciences, 235(2), 361e371.
12. Al-Maghribi, M., A., M., B., (2018): Fundamentals of Administration and Organization, (1st edition). Cairo: Modern Academy of University Book.
13. Al-Maraghi, A., A., (2016). The future of university and legal education, (1st edition). Cairo: the National Center for Legal Publications.
14. Alnuwaysir, A.&Alqasem,L.,H.,2018,Community Partnership in Financing Lifelong Learning Programs in Saudi Universities, Journal of the College of Basic Education for Educational and Human Sciences / University of Babylon ,23,p.250-266.
15. Alosaimi , K.,M.,2020,The reality of Community Partnership and its Fields Practice inTaif University from the point of view of the faculty members, , Journal of Education, Faculty of Education, Sohag University,69,p.437-493
16. Alqahtani ,M., & Ayentimi, D.,T.,2020, The devolvement of HR practices in Saudi Arabian public universities: Exploring tensions and challenges. https://www-sciencedirect-com.sdl.idm.oclc.org/science/article/pii/S1029313220300567?via%3Dihub
17. Al-Qahtani, M., S.,Y., (2015) The role of Public School Principals in activating community partnership in Aseer Region, a master’s thesis (unpublished), King Khalid University, College of Education, educational administration, Abha.
18. Alqahtani,M.& Ayentimi, D.,T.,2020.The devolvement of HR practices in Saudi Arabian public universities: Exploring tensions and challenges, Asia Pacific Management Review,https://www-sciencedirect-com.sdl.idm.oclc.org/science/article/pii/S1029313220300567?via%3Dihub#sec3.

19. Al-Rashed,Y., B., O.,(2018),The role of community participation in education at Imam Abdul Rahman Bin Faisal University from the faculty members’ viewpoints, Journal of Educational & Psychological Sciences, Umm Al-Qura University, 12(2),p.298-339.
20. Al-Saadoun, S., (2019). Sports in Management, (Edition 1). Amman: Al-Yazouri for Publishing and Distribution
21. Al-Salem, M., (2018). OrganizationsDesign and Analysis, (Edition 1). United Arab Emirates: Al AinUniversity for Science and Technology.
22. Al-Salem, M., S., & Al-Dawood, A., S., (2001).Efforts of the Custodian of the Two Holy Mosques inHigher Education Development: A Future Vision. Riyadh, Imam Muhammad bin Saud Islamic University.
23. Al-Shamimari , A., B., A., & Heijan, A., B., A., & Ghanem, B., B., B., A.,(2019) Principles of Business Management: Fundamentals and Modern Attitudes, 7(4) Riyadh: Obeikan for Publishing and Distribution.
24. Al-Sultan, F., S., (2005).Structural and organizational requirements for an effective community partnership, Arab office of education for the Gulf countries.The second Arab educational meeting.
25. Al-Thubaiti, A.,A.,A., (1997). Methods of administrative coordination applicable at Umm Al-Qura University from the perspective of its University Administration, Master Thesis (unpublished), Umm Al-Qura University, College of Education.
26. Ameer,H.,A.,& Al-Omari,A.,A.,2020.The Role of Community Partnership Between School Leaders and Professional Institutions in Enriching Extracurricular Activity by Training Female Students During the Activity Hour (An Applied Study of School Activity Hours According to The Kingdom’s 2030 Vision) International Journal of Educational & Psychological Studies (EPS),7(3),p.500-525.
27. Daradkeh, A., M., M.; &Ma’ay’ah, A.,S., (2014). Partnership between universities and private sector institutionsand the obstacles to its application from the viewpoint of the faculty members at YarmoukUniversity, The Arab Journal for Quality Assurance of University Education. Volume 7 (15), p. 97-123.
28. Davis, K. (2013). University and Community Partnerships: Building Successful and Mutually Beneficial Relationships While Addressing University Readiness and the Unequal Balance of Power. P.1-17.
29. DÖtterweich, J.A. (2006). Building effective community partnerships for Youth development: lessons learned from ACT for Youth. Journal of Public Management and Practice, 12. P.51-S57.
30. Eubanks, K., (2017).”The Relationship of School-Community Partnerships with ACT Benchmark Scores in Rural Tennessee Schools”. Electronic Theses and Dissertations. P.3334. https://dc.etsu.edu/etd/3334/
31. Gibson, H., & Davies, B. (2008). The impact of public private partnerships on education: A case study of Sewell Group Plc and Victoria Dock Primary School. International Journal of Educational Management, 22(1), p.74-.98.
32. Khater, M., I., A., (2015).Suggested formulas for strategic partnership between Egyptian universitiesand Productive Institutions, Journal of Educational Administration. Egyptian Society for Comparative Education and Educational Administration, Volume 2 (3), p. 297-351.
33. Mahmoud, D., (2015). The reality of the partnership between the Syrian public universities and the local community from the viewpoint of Tishreen University professors, Al-Baath University Journal. 37 (1), p. 123-157.
34. Mansour, A.,N., A.,(2020), Small and Medium enterprises in the Kingdom of Saudi Arabia between Reality and Hope, according to 2030 Vision – An Empirical Study , Journal of Economic, Administrative and Legal Sciences , 4 (9).p.1-31.
35. Mellahi, K., & Wood, G. (2013). Human resource management in Saudi Arabia. In B. Debrah (Ed.), Human resource management in developing countries. New York (pp. 135e151). Hoboken: Taylor and Francis.
36. Ministry of Higher Education (2014).The third position for universities. Saudi Arabia.
37. Morsi, M., M., (2010). Educational Administration: Its Fundamentals and Applications, (1st edition) Cairo: World of Books for publication and distribution.
38. Muhammad, Z., S., (2017). Activating community partnership among heads of departments in private universities from the viewpoint of the faculty members, a master’s thesis (unpublished). Middle East University, Faculty of Educational Sciences.
39. Muse, S. (2018). “Exploring the Community Impact of Community- University Partnerships”. PhD, University of Denver.
40. Mutawa’, I., E., (2003). Educational Administration in the Arab World, Arab and International papers, (1st edition). Amman: Dar Al Fikr for Publishing and Distribution
41. Naqadi, A., H., (2014). The role of university partnership in building a knowledge economy by application on Saudi Economy, Journal of Commercial Research, vol. 36 (1), p. 31-59.
42. Nasr, M., Y., M., (2018). A proposed perception to activate community partnership at Tabuk Universityin light of the National Vision 2030 of Saudi Arabia, College of Education Journal . Al-Azhar University 178 (37), p. 695-744.
43. Qenawy, A., R., Q., (2018). Community Participation in Urban Planning, (1st edition).Dar Al-Bashir for Culture and Science.
44. Saeed, F., M., A., &Adam, B., A., (2016).A proposed perception for developing the role of university in serving the community in light of national standards to ensure the quality of higher education.The Sixth International Arab Conference for Quality Assurance of Education. P. 493-501.
45. Salim, M., A., M., (2005).Educational reform and contemporary community partnership from concepts to application. Cairo: Dar Al-Fajr for Publishing and Distribution.
46. Siddiq, A., A., B., (2014). Desert Science University, an introduction to activate community partnership between Universities and productive institutions: New Valley Governorate as a model. Journal of Educational and Psychological Studies, volume 85, p. 173-240.
47. Talab, R., A., (2017), Citizenship Discourse in the Egyptian Electronic Press, (1st Edition). Egypt: Al-Arabi for publishing and distribution.
48. Vision 2030 Kingdom of Saudi Arabia. (2019). https://vision2030.gov.sa/en, 01/03/ 2019.
49. Yavas, U., & Yasin, M. M. (1999). Organisational significance and application of computer skills: A culturally-based empirical examination. Cross Cultural Management: International Journal, 6(4), p.11-21
50. Young, C.K. (2010). “Vital Collaboratives, Alliances, and Partnerships: A Search for Key Elements of an Effective Public- Private Partnership”. (Unpublished doctoral thesis in Educational Leadership), East Tennessee State University, Johnson City: USA.