DOCSLIB.ORG

Faculty Handbook 2020 Faculty Handbook College of Dentistry

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Faculty Handbook 2020 Faculty Handbook College of Dentistry Faculty Handbook 2020 Faculty Handbook College of Dentistry Prepared by: Vice Deanship Studies, Development & Community Service Updated June 2020 Table of Contents | 7 Dean’s message Imam Abdulrahman Bin Faisal University 11 Introduction 14 University Vision and Mission and Values 17 University Organogram 18 University Administration 25 University Departments and Services 42 King Fahad Hospital of the University College of Dentistry 48 Introduction 50 Vision, Mission and Values of the College 56 College of Dentistry Organogram 57 Program Goals & Strategic Goals 58 College of Dentistry Administration Directory Academic Departments 58 Biomedical Dental Sciences Department 70 Dental Education Department 71 Preventive Dental Sciences Department 74 Restorative Dental Sciences Department 76 Substitutive Dental Sciences Department Teaching and Related Activities College Facilities New Staff Orientation Checklist College Committees COD List of Policies and Procedure Faculty 102 Job Description - Professor 4 105 Job Description - Associate Professor 110 Job Description - Assistant Professor 114 Job Description - Lecturer 118 Faculty Roles and Generic Responsibilities 120 Faculty Award and Program Vice Deanship for Studies, Development & Community Service 126 Quality and Academic Accreditation 130 COD Quest for Quality Accreditation 133 Quality Evaluation Survey 148 Overview of the Kingdom of Saudi Arabia 156 Administrative Procedure after Arrival to the University/ Important Information 178 Recreation Sites, Shopping Malls, Embassies and School 172 Emergency Phone Numbers 174 Do's and Dont's (Exhibit and Avoid) 174 Common Arabic Words 5 Dean’s message | “The Name of Allah, Most Gracious, Most Merciful” It gives me great pleasure to present the second and revised version of the Faculty Handbook of the College of Dentistry at Imam Abdulrahman Bin Faisal University (COD- IAU). The dedicated faculty and staff play a vital role keeping College at par with other dental education institutions in the Kingdom. It is therefore imperative to provide crisp information to the newly joining and even existing faculty at the College about University and College’s administrative structure, rules & regulations, systems & processes, departments and their functions and available facilities, resources and services. I would like to thank the team of the Vice Deanship for Studies, Development and Community Service and all those who undertook the arduous task for preparing a very informative “Faculty Handbook” for the Faculty of Dentistry. This handbook supersedes any earlier versions. Corrections or suggested clarifications are welcome and should be submitted in the Office of the Vice Deanship for Studies, Development and Community Service. I welcome our new faculty in the COD Family and encourage them to take benefit of getting firsthand information about College and get ready to contribute their best in education, research and service for accomplishing mission of the College. Dean, College of Dentistry Imam Abdulrahman Bin Faisal University 7 Imam Abdulrahman Bin Faisal University - Introduction - Mission and Vision of the University - University Administration (Organogram) - University Departments and Services Introduction | The legacy of Imam Abdul Rahman bin Faisal University goes back to 1395H (1975G) when it was established as a branch of the King Faisal University in Dammam (KFU-Dammam). After thirty-four years, in September 2009, it became an independent University under the name of "University of Dammam." Since that date, the University is on path of continued exponential growth, spread over Dammam and other cities of Eastern Province. On 28/02/1438 (28/11/2016 m), by the Royal Decree no. (29402), “University of Dammam” was renamed as “Imam AbdulRahman Bin Faisal University” (IAU). The Imam Abdul Rahman Bin Faisal University is steadfast in its commitment to fulfilling the goals and developmental endeavors of the Kingdom, enshrined in its strategic plans; represented by the Vision 2030, the National Strategy for transforming the Kingdom into a knowledge-based society and economy as well as the 10th Development Plan, the AAFAQ Plan for Higher Education, etc. The most critical elements in these strategies and plans are the preparation of graduates for a knowledge- based society and playing an active role in the construction of a knowledge-based economy. 11 IAU Educational Philosophy: • Building the students’ skills through the improvement of student performance by using an outcome-based education method, which focuses on the student. • Acquisition and mastering of vital skills in the areas of entrepreneurship, digital technology, problem solving, critical thinking and the integration of learning with knowledge, which all contribute to increasing the students’ career opportunities in the labor market. • Employing communication and information technology in education, using quality open-sourced educational methodologies, providing demanding but inspiring academic programs, encouraging innovation in teaching in addition to monitoring the quality of academic programs through internal quality systems as well as external quality systems. Research: • The University supports excellence in research and innovation in order to positively contribute to the national research priorities, while at the same time ensuring intellectual property rights and steadfastly supporting both ethical norms and standards of research. In addition. • IAU provides an ideal environment conducive to carrying out exceptional research as well as encouraging collaborative research within the University or in association with national and international institutions. Achievements: • University achieved unconditional institutional accreditation by the National Center for Academic Evaluation and Accreditation (NCAAA) on 1st of April 2015 (13 Rajab 1436) for seven years. • Under the leadership of the University, several academic programs and affiliated teaching hospital, King Fahad Hospital of the University got accreditation and certifications from many national and international accreditation bodies. • Over last two years, IAU moved up in World ranking classification table from 581-590th group (2019) to 541 to 550th group in 2020 world ranking results released by QS. In the last five consecutive years, IAU moves seven positions up among Saudi universities ranking where it was ranked at 13th position in the year 2015 to 6th position in the year 2020. 12 University Vision and Mission and Values | VISION To be one of the leading creative universities regionally and globally MISSION The Imam Abdulrahman Bin Faisal University is committed to the highest international standards in educational programs, ethical research, professional services and partnership for sustainable development and the welfare of our community. VALUES Quality Accountability Creativity Competitiveness Trust Team Spirit Respect for Diversity Academic freedom with responsibility 13 14 15 16 University Organogram | 17 University Administration | 1. President IAU Prof. Abdullah AlRubaish Email Address: [email protected] 2. Office of the VP - The Vice-President Dr. Saleh Bin Ali Al-Rashed Email Address: [email protected] The vice-presidency supervises eighteen administrative offices and one deanship which are considered the backbone of the University. Offices reporting to the VP Office I. Deanships Deanship of Human Resource II. Departments and Centers • General Directorate of Administrative and Financial Affairs • General Directorate of Projects and Public Services • Warehouse Directorate • Inventory Control Directorate • Procurement and Tenders Department • Independent Accounts Department • Investment and Increasing Revenue Department • Managing University Property Department • Recreation Centers • General Directorate of Equipment • Department of Administrative Communications • Housing Directorate • General Directorate of Security • Transportation Department • Follow-up Directorate 18 • Inclusive Design Unit • Office of the Vice President • Sharq Driving School https://www.iau.edu.sa/en/administration/offices-of-the-vice-presidents/office-of-the-vice- president 3. Vice President for Academic Affairs Dr. Ghazi Abdul Rahman Al Otaibi [email protected] The Vice Presidency aims to achieve excellence and leadership in teaching, learning, and professional development, building a high quality, sustainable academic environment that motivates learning and creativity and that produces graduates who excel in their knowledge, professionalism, and ethics. The Vice Presidency is dedicated to designing student-centered educational programs with a focus on scientific research and ensuring that programs conform to the guidelines of the National Center for Assessment and Academic Accreditation (NCAAA). Efforts are to create curricula that can combine theory and practical applications in a wide range of fields, and with a clear understanding of the emerging needs of industry and community for a skilled workforce. It seeks to enrich the learning and work environment by attracting and supporting highly qualified faculty members from diverse backgrounds. The Vice Presidency has following administrative departments with assigned responsibilities. Offices reporting to the VP Academic Affairs I. Deanships • Deanship of Admissions and Registration • Deanship of Student Affairs • Deanship of Preparatory Year and Supporting Studies • Deanship of Academic Development 19 II. Directorate: • Directorate of Curriculum and Academic Programs • Directorate
Load more

Recommended publications
  • Repression Under Saudi Crown Prince Tarnishes Reforms WATCH
    HUMAN RIGHTS THE HIGH COST OF CHANGE Repression Under Saudi Crown Prince Tarnishes Reforms WATCH The High Cost of Change Repression Under Saudi Crown Prince Tarnishes Reforms Copyright © 2019 Human Rights Watch All rights reserved. Printed in the United States of America ISBN: 978-1-6231-37793 Cover design by Rafael Jimenez Human Rights Watch defends the rights of people worldwide. We scrupulously investigate abuses, expose the facts widely, and pressure those with power to respect rights and secure justice. Human Rights Watch is an independent, international organization that works as part of a vibrant movement to uphold human dignity and advance the cause of human rights for all. Human Rights Watch is an international organization with staff in more than 40 countries, and offices in Amsterdam, Beirut, Berlin, Brussels, Chicago, Geneva, Goma, Johannesburg, London, Los Angeles, Moscow, Nairobi, New York, Paris, San Francisco, Sydney, Tokyo, Toronto, Tunis, Washington DC, and Zurich. For more information, please visit our website: http://www.hrw.org OCTOBER 2019 ISBN: 978-1-6231-37793 The High Cost of Change Repression Under Saudi Crown Prince Tarnishes Reforms Summary ............................................................................................................................... 1 Recommendations ................................................................................................................7 To the Government of Saudi Arabia ........................................................................................
    [Show full text]
  • ECFG-Saudi-Arabia-2020.Pdf
    About this Guide This guide is designed to prepare you to deploy to culturally complex environments and achieve mission objectives. The ECFG fundamental information contained within will help you understand the cultural dimension of your assigned location and gain skills necessary for success (Photo: Saudi soldiers perform a traditional dance). Kingdomof Saudi Arabia The guide consists of two parts: Part 1 “Culture General” provides the foundational knowledge you need to operate effectively in any global environment with a focus on the Arab Gulf States. NOTE: While the term Persian Gulf is common in the US, this guide uses the name preferred in the region, the Arabian Gulf. Part 2 “Culture Specific” describes unique cultural features of Saudi society. It applies culture-general concepts to help increase your knowledge of your assigned deployment location. This section is designed to complement other pre- deployment training (Photo: US soldiers dine on a traditional Saudi meal of lamb and rice). For further information, visit the Air Force Culture and Language Center (AFCLC) website at http://culture.af.mil/ or contact the AFCLC Region Team at [email protected]. Disclaimer: All text is the property of the AFCLC and may not be modified by a change in title, content, or labeling. It may be reproduced in its current format with the express permission of the AFCLC. All photography is provided as a courtesy of the US government, Wikimedia, and other sources. GENERAL CULTURE PART 1 – CULTURE GENERAL What is Culture? Fundamental to all aspects of human existence, culture shapes the way humans view life and functions as a tool we use to adapt to our social and physical environments.
    [Show full text]
  • Challenges of Continuing Medical Education in Saudi Arabia's Hospitals
    Challenges of Continuing Medical Education in Saudi Arabia’s hospitals Awatif M. Alghamdi BSc Health SER ADM. MSc Ed. D Thesis submission for the degree of Doctor of Philosophy, September 2012 Newcastle University School of Medical Sciences Education Development Declaration I, Awatif Alghamdi, declare that ‘Challenges of Continuing Medical Education in Saudi Arabia’s hospitals’ is my own work and that all the sources that used or quoted have been acknowledged by means of complete references and that this study has not been submitted before for any other degree at any other organization. Date: September/ 2012 i Table of Contents Table of Contents ............................................................................................. ii List of Figures ....................................................................................................v List of Tables .................................................................................................... vi Acknowledgements ......................................................................................viii Abstract ............................................................................................................... 1 Chapter 1 Orientation to the Study ............................................................ 4 1.1 Setting the scene ....................................................................................................... 4 1.2 Worthiness of the study .........................................................................................
    [Show full text]
  • The Power of Productive Organisational Energy in Relation to Leadership Style and Job Satisfaction: the Context of Saudi Arabian Universities
    The power of productive organisational energy in relation to leadership style and job satisfaction: The context of Saudi Arabian universities By Zeyad Waleed H Abualhamael A thesis submitted in partial fulfilment of the requirements of the Manchester Metropolitan University for the Degree of Doctor of Philosophy Business School The Manchester Metropolitan University 2017 DECLARATION I declare that this Ph.D. thesis entitled “The Power of Productive Organisational Energy in relation to Leadership Style and Job Satisfaction: the context of Saudi Arabia Universities” has been compiled by me under the supervision of Dr. Linda Alker, Prof. Ben Lupton and Dr. Rosane Pagano. No part of the work referred to in the thesis has been submitted in support of an application for another degree or qualification of this or any other University or Institution. Signature: _____________________ Date: _________________________ 2 ABSTRACT Leadership as a research concept has been for many years – and still remains – an area of significance. The topic of leadership has been researched and debated a great deal; however, the leadership style adopted by higher education institutions within a particular context and culture has been considered very little. The primary aim of the Doctorate research study carried out herein is to examine and evaluate the relationship between leadership styles, i.e. transformational and transactional, productive organisational energy and academic and administrative staffs’ job satisfaction in public and private universities of Saudi Arabia. In fact, during the latest few decades, the leadership body of literature has expanded beyond the focus on traits and behaviours and also provided the theoretical basis for understanding the nature of each variable, which is highlighted in the research study.
    [Show full text]
  • Magazine July/August 2008
    SABICJuly/August 2008 Issue 87 SABIC InnovatIVE PlastICS WINS 2007 NAtional ENERGY gLOBE AWArD KINg ABDULLAH LAUNCHES Sr68BN PrOJECtS IN JUBAIL SABIC, SINOPEC sigN StrAtEgic cooperAtion Agreement CHArLIE CrEW: tHE NEW PrESIDENt & CEO OF SABIC INNOVAtIVE PLAStICS FOrEWOrD Greetings to all of our readers around the world and welcome to issue 87 of SAbIc magazine. We bring you news of several key appointments, including charlie crew who was promoted to president and cEO of SAbIc Innovative Plastics. We also have a detailed report on the globally implemented SAbIc Integration Program. The initiative is designed to streamline operations across the three Sharing our futures SAbIc businesses and to ensure they are all growing in the same direction. Further successes are SAbIc’s reported first quarter 2008 (1Q08) profits of 7 SABIC tO mArKEt Saudi ArAmco’S CHINESE 11 SABIC INNOVAtIVE PLAStICS At EUrO 2008 SR6.92 billion (US$1.85bn), compared with SR6.28 billion for the same period in 2007. joint VENtUrE PrODUCtS We bring you the details of a speech SAbIc’s Vice chairman and cEO, Mohamed Al-Mady, gave at the Financial Times china-Middle East Summit, held in Riyadh, in which he outlined the strategic partnership Saudi Arabia has with china. Additionally, at chinaplas 2008, SAbIc Innovative Plastics announced a 5-22 NEWS: The inside story with news, views multi-pronged strategy to meet its customer needs through an expansion of and comments general Supervisor: Mohamed H. Al-Mady local expertise and product fulfilment. Vice-chairman and cEO 23 COVEr StOrY: SAbIc Innovative Plastics In Europe, we have news of the SAbIc family of automotive businesses, from wins 2007 National Energy Globe SAbIc Innovative Plastics, SAbIc Europe, and Exatec, exhibiting together for the Editor-in-Chief: Othman M.
    [Show full text]
  • Power and Autonomy in the Saudi State
    Power and Autonomy in the Saudi State Case Study Analysis of Policy Implementation MoneefN. Mlafekh Thesis Submitted to the Department of Politics At The University of Sheffield In Partial Fulfilment of the Requirements for the Degree of Doctor of Philosophy In Public Policy and Governance 2010 IMAGING SERVICES NORTH Boston Spa, Wetherby West Yorkshire, LS23 7BQ www.bl.uk BEST COpy AVAILABLE. VARIABLE PRINT QUALITY Declaration This thesis is available for Library use on the understanding that it is copyright material and that no quotation from the thesis may be published without proper acknowledgement. I certify that all material in this thesis which is not my own work has been identified and that no material has previously been submitted and approved for the award of a degree by this or any other University. 2 ABSTRACT There is a substantial literature that now exists on public policy analysis which recognises a variety of issues surrounding implementation. Studies of the actions of public policy service deliverers or what Lipsky (1980) calls street level bureaucrats (SLBs), reveals numerous examples where they misinterpret or contest the conceived purpose of policies formulated at the central level and, therefore, fail to deliver policy in a manner consistent with the ideals of core policymakers. In the case of Saudi Arabia however, little is known about the factors that contribute to the implementation of public policy there or the degree of political autonomy experienced by Saudi SLBs at the implementation stage. The purpose of this study is to address this lacuna by exploring the nature of power and autonomy in the Saudi political system through a case study of public education policy.
    [Show full text]
  • Analyzing the Findings of the Saudi Research on Student Attrition in Higher Education
    International Education Studies; Vol. 9, No. 8; 2016 ISSN 1913-9020 E-ISSN 1913-9039 Published by Canadian Center of Science and Education Analyzing the Findings of the Saudi Research on Student Attrition in Higher Education Othman Aljohani1,2 1 School of Education, RMIT University, Melbourne, Australia 2 English Language Centre, Institute of Public Administration, Jeddah, Saudi Arabia Correspondence: Othman Aljohani, English Language Centre, Institute of Public Administration, Jeddah, Saudi Arabia. E-mail: [email protected] Received: January 8, 2016 Accepted: February 16, 2016 Online Published: July 26, 2016 doi:10.5539/ies.v9n8p184 URL: http://dx.doi.org/10.5539/ies.v9n8p184 Abstract This paper presents a comprehensive review of the available literature on student attrition in Saudi higher education context. Despite the reported low student retention rates in Saudi tertiary institutions, student attrition remains an under-researched phenomenon. Thus, this paper aims to trace and collect all the available studies that addressed the issue of low student retention in the Saudi in higher education and to present and analyse their findings. This will help in providing evidence and empirical data that give a clearer view of the problem and pave the way for the future researchers as well as allowing for suggestions towards more effective plans and solutions. The student attrition factors reported in the reviewed Saudi studies were classified under personal, academic, social and institutional categories. However, the students’ low academic abilities and institutional factors were the most common across all of the studies. These factors relate to students’ experiences with the administrative system of their academic institution, including the admission, registration and disciplinary rules and policies and the availability and quality of student services and facilities.
    [Show full text]
  • The Ismailis of Najran RIGHTS Second-Class Saudi Citizens WATCH
    Saudi Arabia HUMAN The Ismailis of Najran RIGHTS Second-class Saudi Citizens WATCH The Ismailis of Najran Second-class Saudi Citizens Copyright © 2008 Human Rights Watch All rights reserved. Printed in the United States of America ISBN: 1-56432-376-5 Cover design by Rafael Jimenez Human Rights Watch 350 Fifth Avenue, 34th floor New York, NY 10118-3299 USA Tel: +1 212 290 4700, Fax: +1 212 736 1300 [email protected] Poststraße 4-5 10178 Berlin, Germany Tel: +49 30 2593 06-10, Fax: +49 30 2593 0629 [email protected] Avenue des Gaulois, 7 1040 Brussels, Belgium Tel: + 32 (2) 732 2009, Fax: + 32 (2) 732 0471 [email protected] 64-66 Rue de Lausanne 1202 Geneva, Switzerland Tel: +41 22 738 0481, Fax: +41 22 738 1791 [email protected] 2-12 Pentonville Road, 2nd Floor London N1 9HF, UK Tel: +44 20 7713 1995, Fax: +44 20 7713 1800 [email protected] 27 Rue de Lisbonne 75008 Paris, France Tel: +33 (1)43 59 55 35, Fax: +33 (1) 43 59 55 22 [email protected] 1630 Connecticut Avenue, N.W., Suite 500 Washington, DC 20009 USA Tel: +1 202 612 4321, Fax: +1 202 612 4333 [email protected] Web Site Address: http://www.hrw.org September 2008 1-56432-376-5 The Ismailis of Najran Second-class Saudi Citizens I. Summary and Recommendations..................................................................................... 1 Recommendations to the Saudi Government.................................................................. 4 Methodology .................................................................................................................. 6 II. Background....................................................................................................................8
    [Show full text]
  • Saudi Arabia Between Conservatism, Accommodation and Reform
    Netherlands Institute of International Relations ‘Clingendael’ SAUDI ARABIA BETWEEN CONSERVATISM, ACCOMMODATION AND REFORM Roel Meijer and Paul Aarts (editors) Joas Wagemakers Mariwan Kanie Annemarie van Geel Netherlands Institute of International Relations ‘Clingendael’ January 2012 Netherlands Institute of International Relations ‘Clingendael’ Clingendael 7 2597 VH The Hague Tel.: +31 (0)70–3245384 Fax: +31 (0)70–3746667 P.O. Box 93080 2509 AB The Hague E-mail: [email protected] Website: http://www.clingendael.nl Netherlands Institute of International Relations ‘Clingendael’ Contents Acknowledgements .......................................................................................................................................................... 1 Introduction ........................................................................................................................................................................ 3 Historical Overview ..................................................................................................................................................... 4 The Report ...................................................................................................................................................................... 8 1. Joas Wagemakers, Arguing for Change under Benevolent Oppression: Intellectual Trends and Debates in Saudi Arabia ............................................................................................................................ 13 1.1 Introduction
    [Show full text]
  • Saudi Arabia: Background and U.S. Relations
    Saudi Arabia: Background and U.S. Relations Christopher M. Blanchard Specialist in Middle Eastern Affairs June 13, 2017 Congressional Research Service 7-5700 www.crs.gov RL33533 Saudi Arabia: Background and U.S. Relations Summary The kingdom of Saudi Arabia, ruled by the Al Saud family since its founding in 1932, wields significant global influence through its administration of the birthplace of the Islamic faith and by virtue of its large oil reserves. Close U.S.-Saudi official relations have survived a series of challenges since the 1940s. In recent years, shared concerns over Sunni Islamist extremist terrorism and Iranian government policies have provided some renewed logic for continued strategic cooperation. Political upheaval and conflict in the Middle East and North Africa appear to have strained bilateral ties, but the Trump Administration seeks to strengthen the relationship. Successive U.S. Administrations have referred to the Saudi government as an important partner, and U.S. arms sales and related security cooperation programs have continued with congressional oversight and amid some congressional opposition. Since 2009, the executive branch has notified Congress of proposed sales to Saudi Arabia of major defense articles and services with a potential aggregate value of more than $121 billion. The United States and Saudi Arabia concluded formal arms sale agreements worth more than $58 billion, from FY2009 through FY2015. Since March 2015, the U.S.-trained Saudi military has used U.S.-origin weaponry, U.S. logistical assistance, and shared intelligence in support of military operations in Yemen. Some in Congress express concern about Saudi use of U.S.-origin weaponry and question Saudi commitment to combating extremism.
    [Show full text]
  • Saudi Arabia's Creative Change of (He)Art?
    MIDDLE EAST STUDIES PROGRAM IMES CAPSTONE PAPER SERIES SAUDI ARABIA’S CREATIVE CHANGE OF (HE)ART? Dani Leigh Thompson MAY 2020 MIDDLE EAST STUDIES PROGRAM AND INSTITUTE FOR MIDDLE EAST STUDIES THE ELLIOTT SCHOOL OF INTERNATIONAL AFFAIRS THE GEORGE WASHINGTON UNIVERSITY 1 This paper is dedicated to my bright little sister Sami Thompson َ َرا ِﺟﻌﻮن ِإِﻟَ ْﯿﮫ َوإِﻧﱠـﺎ ِ ِ ّ' إِﻧﱠﺎ Art offers substitutive satisfactions for the oldest and still most deeply felt cultural renunciations, and for that reason it serves as nothing else than to reconcile a man to the sacrifices he has made on behalf of civilization. On the other hand, the creations of art heighten his feeling of identification, of which every cultural unit stands in so much need, by providing an occasion for sharing highly valued emotional experiences. And when those creations picture the achievements of his particular culture and bring to his mind in an impressive manner, they also minister to his narcissistic satisfaction. -Sigmund Freud, in the Future of an Illusion (1964) 2 كش ر ا زج ي ليز Thank you to my Mom and Dad for your patient love and constant support during this project. I am grateful to the Institute for Middle East Studies for the research opportunity, especially to my advisor Dr. Nathan J. Brown for guiding me in my research. A special thank you to the following individuals for helping me bring this project into fruition: Professor Mona Atia, Dr. Shana Marshall, Sultan Alamer, Sultan Sood Al Qassemi, Kristin Smith Diwan, Dr. Sean Foley, Ana Jowzik, Sanam Aghdaey, Claire Duguid, Joey Spadafore, Colin Silva, Patrick Phippen, David New, Anna Lamb, Makena Miller, and Yunus Peer.
    [Show full text]
  • Saudi Arabia: Background and U.S. Relations
    Saudi Arabia: Background and U.S. Relations Updated February 18, 2020 Congressional Research Service https://crsreports.congress.gov RL33533 SUMMARY RL33533 Saudi Arabia: Background and U.S. Relations February 18, 2020 The kingdom of Saudi Arabia, ruled by the Al Saud family since its founding in 1932, wields significant global influence through its administration of the birthplace of the Christopher M. Blanchard Islamic faith and by virtue of its large oil reserves. Close U.S.-Saudi official relations Specialist in Middle have survived a series of challenges since the 1940s. In recent years, shared concerns Eastern Affairs over Sunni Islamist extremist terrorism and Iranian government policies have provided some renewed logic for continued strategic cooperation. Political upheaval and conflict in the Middle East and North Africa have created new challenges, and the Trump Administration has sought to strengthen U.S. ties to Saudi leaders as the kingdom implements a series of new domestic and foreign policy initiatives. Successive U.S. Administrations have referred to the Saudi government as an important partner, and U.S. arms sales and related security cooperation have continued with congressional oversight and some congressional opposition. The Trump Administration, like its recent predecessors, praises Saudi government counterterrorism efforts. Defense ties also remain strong. Since 2009, the executive branch has notified Congress of proposed foreign military sales to Saudi Arabia of major defense articles and services with a potential aggregate value of nearly $139 billion. The United States and Saudi Arabia concluded arms sale agreements worth more than $76 billion from FY2009 through FY2017. Since March 2015, the U.S.-trained Saudi military has used U.S.-origin weaponry and, at times, U.S.
    [Show full text]