| | | | | A leading university in scientific, technological, economic, social, and cultural transformation, outstanding in performing its role in the development and modernization of the Jordanian state, and a pioneer in serving the local and global community
| Vision | | | | | | To create an outstanding educational, learning, and research environment that stimulates creativity, innovation, and entrepreneurship to prepare competent individuals capable of contributing to sustainable development locally and globally.
| Mission | | | | | | - Excellence - Creativity, entrepreneurship, and innovation - Diversity - Civic engagement and social responsibility - Good governance
| Values | | | | 1.Good governance and modern management | 1.Strategic Objectives | - Strengthening good governance practices including participation, transparency, justice, gender equality, accountability, and effectiveness.
- Anchoring quality assurance practices and rooting values of quality and accreditation.
- Developing institutional performance to keep pace with global best practices .
- Achieving financial stability for the University by diversifying funding sources.
- Enhancing digital transformation and automating processes and procedures .
| Strategic Priorities | | | | 2.Purposeful and motivating learning and teaching experience for students and a supportive environment | 1.Strategic Objectives | - Developing academic and professional programs to keep pace with labor market requirements and contemporary challenges.
- Adopting learning and teaching strategies that keep pace with modern developments.
- Developing transparent, fair, and impartial measurement and evaluation processes in accordance with academic standards that contribute to continuous improvement.
- Developing students' creativity, innovation, and entrepreneurship skills.
- Continuous preparation and motivation of students for purposeful learning, critical thinking, and self-development.
- Adopting modern technologies and digital transformation to enhance and enrich learning and teaching processes.
- Modernizing educational resources at the university to support learning and teaching processes.
| Strategic Priorities | | | | 3.Knowledge-producing scientific research with impact on development | 1.Strategic Objectives | - Creating a stimulating, advanced and sustainable research environment.
- Rooting the culture of research paths and teams inside and outside the University.
- Engaging in collaborative research projects at the local and global levels.
- Directing support for research projects concerned with solving contemporary problems, issues, and challenges within the national priorities and sustainable development priorities.
- Enhancing the role of graduate programs in the production of impactful research and knowledge.
- Increasing external funding for research projects.
| Strategic Priorities | | | | 4.Effective societal role | 1.Strategic Objectives | - Developing an administrative system for social responsibility.
- Developing value-added community development services.
- Developing the culture of voluntary work and social entrepreneurship among students, faculty members, and employees.
- Enhancing the University's awareness-raising, educational, national, and religious roles in national issues.
- Enhancing local community involvement in the various university activities.
| Strategic Priorities | | | | 5.Outstanding academics and researchers | 1.Strategic Objectives | - Supporting the University with outstanding academics and researchers.
- Encouraging academic and research creativity and excellence
- Continuous development of the capabilities and skills of academics and researchers
- Investing the creative and innovative capabilities of academics and researchers and translating them into entrepreneurial projects
| Strategic Priorities | | | | 6.Competent and outstanding administrative staff | 1.Strategic Objectives | - Supporting the University with qualified and outstanding administrative staff
- Developing skills and capabilities of administrative staff
- Motivating administrative staff to work effectively and encouraging them to perform with distinction
- Empowering administrative staff and involving them in decision-making
| Strategic Priorities | | | | 7.Safe and stimulating university environment | 1.Strategic Objectives | - Providing a safe, healthy, and sustainable university environment
- Providing appropriate support for students with disabilities and qualifying them to perform their duties
- Providing excellent counseling and guidance services to students in the educational, psychological, and professional fields
- Raising awareness among students and educating them about the value of parties and enhancing their role in political participation
| Strategic Priorities | | | | 8.Sustainable and impactful partnerships | 1.Strategic Objectives | - Building active local, Arab, and global strategic partnerships
- Establishing local, Arab, and international partnerships to enrich students' learning experience and enhance their employment opportunities
- Enhancing the participatory and mutual relationship with the alumni
- Building partnerships that achieve sustainable development goals
| Strategic Priorities | | | | 5.A catalyst for cultural enlightenment and effective social development | 1.Strategic Objectives | 1. To provide value-added community services.
2. To assist the local community in matters pertaining to development.
3. To enhance University’s awareness spreading, cultural enlightenment and communication with the community.
4. To invest in the relationship with the alumni.
5. To support participation of academics in national / international committees in all fields.
6. To increase the efficiency of the university’s cultural and community service apparatus. | Strategic Priorities | | | | 5.A catalyst for cultural enlightenment and effective social development | 3.Strategic Initiatives | · Support for "Professor for Every Factory" program.
· System for managing alumni relations.
· Initiative to link research and master's and doctoral dissertations with community issues.
· Community-service student associations and clubs.
· Initiative for effective social work.
· Cultural radio programs for dissemination of knowledge.
· Open days for community service.
· New Community Service Initiative.
· Initiative for effective, efficient, and creative community service centers.
· National project for community issues.
· Effective communication with the UJ Alumni Club.
· Alumni Conference.
· Annual cultural program.
· Hosting thinkers in the various fields of knowledge.
| Strategic Priorities | | | | 6.National, regional, and international strategic partnerships | 1.Strategic Objectives | 1. To develop effective local, Arab and international strategic partnerships.
2. To forge relations with external bodies that support scientific research and capacity building.
3. To offer joint graduate programs in partnership with international universities and international institutions.
4. To exchange experiences and knowledge globally.
5. To establish a global information system for the documentation and classification of Arabic publications.
6. To maximize benefit from international grant programs.
| Strategic Priorities | | | | 6.National, regional, and international strategic partnerships | 3.Strategic Initiatives | · Initiative to establish an advanced Arab research center or institution.
· Participation in Arab / regional / international research networks.
· Program for exchange of academics and students with international universities.
· Joint programs in postgraduate studies.
· An international partnership project for each department.
· Project for partnership with Arab universities.
| Strategic Priorities | | | | 1.World-class academic staff and students | 2.Details | Academic staff
Objective |
Performance KPI |
Result KPI |
To invest in academic staff's capacity-building and to increase their efficiency and effectiveness |
Number of activities held for faculty members |
Number of faculty members attending those activities |
To support academic staff and enable them to achieve global recognition |
Number of distinguished UJ academics recognized globally and regionally |
Number of awards received by the academic staff and prominent positions held |
To enhance the interaction between academic staff and students |
Number of academic staff meetings with students |
Level of student satisfaction over their meetings with academic staff |
To provide academic staff with opportunities for continuous professional development and enhance their creativity and pioneering spirit |
Number of academics participating in professional development programs
Number of academics joining professional associations
Number of creative proposals submitted by academics |
Number of patents, intellectual property, certificates of attendance, and noticeable accomplishments |
To promote and attract excelling academics in the various academic fields |
Establishing a mechanism for selecting distinguished faculty members |
Number of distinguished faculty members annually appointed |
Students
Objective |
Performance KPI |
Result KPI |
To support students’ creativity, innovation and entrepreneurship spirit |
Number of programs that develop student creativity, innovation, and entrepreneurship spirit |
Number of creative proposals and projects submitted by students |
To offer students excellent creativity, guidance, and career services |
Number of activities and services pertaining to student academic advising and counselling |
Degree of student satisfaction with these services |
To promote students’ pursuit of distinction at the local, regional and global levels |
Number of programs / activities aimed at preparing students for international competitions |
Number of students awarded local / regional / international awards and recognition |
To diversify student intake and enhance the proportion of non-Jordanian students |
· Ratio of non-Jordanian to overall students
· Efficiency of programs that attract foreign students |
Satisfaction level of non-Jordanian students |
To develop mechanisms that would facilitate students’ interaction with the local community |
Number of student activities in community service programs |
Level of community satisfaction with students’ interaction |
| Strategic Priorities | | | | 2.Attractive programs and advanced learning and teaching | 2.Details | Objective |
Performance KPI |
Result KPI |
To promote cognitive, professional and life-long learning skills |
Percentage of learning outcomes that enhance students' cognitive, professional and problem- solving skills |
Students’ passing rates in university requirements and basic-skills courses |
To improve the quality of learning outcomes |
Percentage of programs whose learning outcomes are subject to periodic review and development |
Degree of satisfaction with the learning outcomes by students and faculty members |
To develop interactive and innovative blended learning based on clear learning outcomes and specific assessment criteria |
Percentage of courses that utilize blended learning methods |
Degree of satisfaction with blended learning methods by students and faculty members |
To employ modern teaching and learning methods |
Percentage of courses employing best global practices and research-based teaching methods |
Degree of satisfaction with the quality of learning and teaching that students and teachers exhibit |
To review study plans periodically in accordance with the best global practices |
Average of study-plan-revision cycle for each program |
Degree of student satisfaction with the quality of academic programs |
To expand the role and contribution of online learning and teaching |
Percentage of online courses |
Degree of student satisfaction with online learning methods |
To strengthen the link between academic disciplines and market needs |
Number of academic programs that have been developed or frozen in response to labor market needs |
Employers degree of satisfaction with the performance and quality of university graduates |
To advance university standing in global ranking. |
Percentage of resources allocated for obtaining higher ranking. |
Level of university standing in various rankings. |
To incorporate national and global accreditation and quality standard in all academic programs. |
Amount of resources allocated for obtaining international accreditation. |
Number of programs internationally accredited. |
To strive to achieve global standards pertaining to the faculty student ratio. |
Adhering to enrollment capacity in academic programs. |
Ratio of academic programs adhering to enrollment capacity. |
To upgrade facilities and tools pertaining to teaching-learning at the university. |
Number of facilities and tools which have been upgraded. |
Degree of student and faculty satisfaction with facilities and tools. |
| Strategic Priorities | | | | 3.Robust knowledge-generating research | 2.Details | Objective |
Performance KPI |
Result KPI |
To generate knowledge and scientific research of world-class quality |
Number of interdisciplinary research teams |
Percentage of publication per faculty member each year |
To focus research efforts on current problems, issues, and challenges that concern the national, regional, and global community |
Number of scientific research agreements with local, regional and international community institutions |
Degree of satisfaction by local, regional, and international community institutions with the university’s research programs/studies and with the solutions to problems pertaining to Arab and international community |
To give attention to theoretical and applied research that leads to patents |
Number of research projects leading to patents |
Percentage of patents and intellectual property rights recorded |
To allocate sufficient resources for the development of research infrastructure |
Proportion of expenditure on scientific research and infrastructure development to university budget |
Degree of academic staff's satisfaction with allocation of resources for research and development of research infrastructure |
To make available sufficient information resources for the purpose of research |
Number of subscriptions to global databases |
Degree of satisfaction by students and academic staff with amount and quality of information resources |
To encourage publication in world-class high-index journals and to promote research citations |
Number of scientific papers accepted for publication in international journals, conferences, and publishing houses |
Number of annual citations and the global classification of researchers |
| Strategic Priorities | | | | 4.Smart, progressive and financially stable campus environment & high institutional efficiency | 2.Details | Objective |
Performance KPI |
Result KPI |
To ensure sustainability of financial resources |
Ratio of actual revenues to estimated revenues |
Ratio of actual revenue to actual expenditure |
To enhance the university’s financial standing through endowments and donation campaigns |
Number of initiatives pertaining to endowment and donations campaigns |
Financial and material revenue generated |
To expand investment and to develop investment venues |
Number of investment programs / projects in collaboration with external partners |
Return on investment per investment unit/project |
To provide a safe, healthy and environment-friendly campus |
Number of environmental conservation programs |
University standing in international environment-based rankings |
To transition into a Smart University |
Automation of procedures |
Completion percentage of the Smart University Project |
To meet quality assurance requirements in all administrative and academic university facilities |
Number of procedures developed in accordance with quality assurance requirements |
Degree of employee satisfaction with the quality of performance and procedures at various university units |
To spread the culture of quality among all university employees |
Number of activities for the dissemination and enhancement of quality culture |
The degree of improvement in institutional performance |
To promote institutional competitiveness in accordance with best management and governance practices |
Number of internal, administrative, academic, and financial audit programs |
Level of administrative productivity |
| Strategic Priorities | | | | 5.A catalyst for cultural enlightenment and effective social development | 2.Details | Objective |
Performance KPI |
Result KPI |
To provide value-added community services |
Number of contributions by faculty members to community services |
Community’s degree of satisfaction with the university's contribution to societal services |
To assist the local community in matters pertaining to development |
Number of projects, studies and dissertations contributing to community development |
Number of implemented projects |
To enhance University’s awareness spreading, cultural enlightenment and communication with the community.
|
Number of media and cultural programs targeting the community |
The community’s degree of satisfaction with the university's cultural awareness and communication campaigns |
To invest in the relationship with the alumni |
Alumni’s contributions to the university |
Number of programs supported by the alumni and endowments given |
To support participation of academics in national / international committees in all fields |
Amount of participation in national / international committees |
Level of university academic reputation |
To increase the efficiency of the university’s community service apparatus |
Number of cultural and community service activities |
Degree of satisfaction by recipients of such services |
| Strategic Priorities | | | | 6.National, regional, and international strategic partnerships | 2.Details | Objective |
Performance KPI |
Result KPI |
To develop effective local, Arab and international strategic partnerships |
Number of signed cooperation agreements |
Financial and non-financial return from partnerships |
To forge relations with external bodies that support scientific research and capacity building |
· Degree of diversity in partnerships
· Number of partnerships per department / school |
Number of published research resulting from such partnerships.
Number of recipients of capacity building programs. |
To offer joint graduate programs in partnership with international universities and international institutions |
Number of academics / administrators benefiting from partnerships |
Number of joint graduate programs with international universities and international institutions |
To exchange experiences and knowledge globally |
Number of joint activities with partners (e.g., meetings, seminars, conferences, etc.) |
Number of students benefiting from such partnerships (as in job opportunities, training opportunities, etc.) |
To establish a global information system for the documentation and classification of Arabic publications |
Number of partnerships in the system |
System completion rate |
To maximize benefit from international grant programs |
Number of activities for awareness of international grant programs |
Return on each external program / grant |
| Strategic Priorities | | | | | | President of the University of Jordan, Professor Nathir Obeidat
The University of Jordan, the name, the history, the achievement and the conscience; it is also the university of the future and the hopes of the people. The university will continue to carry the eternal Hashemite message of a prosperous and developed Jordan, to remain an inexhaustible source of knowledge and competence, and a high and unbreakable Jordanian and Hashemite banner.
This requires the university to establish a real partnership with the institutions of the community it serves. Through this partnership, the university senses people's changing needs. That is through consultation and cooperation with the various institutions of society so that the university provides the nation with a generation capable of advancing its institutions and bringing our country to a better status among nations. We stress that this intertwining with the nation's institutions should not affect the university's independence, privacy, and preservation of its glorious legacy.
The time has come for the University of Jordan to employ its capabilities to achieve new visions through further partnership with the university's students and faculty members, and to create a cross-disciplinary interaction with the university's schools and centers. We hope that the university can also provide a suitable and mature environment for dialogue among the students themselves, individuals and groups, which would lead to the consolidation and development of the values of love, justice and equality and to avoid animosity and discord.
The university's distinguished academic reputation, and its distinct regional and global status, necessitates that the University should reconsider its educational programs and find programs that are more diversified, effective and influential. These programs should meet the needs of society and keep pace with the development that the world is witnessing. This will be reflected positively not only on the educational process and its outcomes, but will also go beyond that to bring scientific research to a level at which the University of Jordan contributes by writing new chapters containing scientific answers to various issues that humanity is still searching for answers to.
The objectives of the University of Jordan must reflect its name; and its vision, goals and mission must be clear. These goals are achieved when our university is strong with our unity, strong with the confidence of the university’s partners, and strong with the university's ability to achieve a better relationship with the various institutions of the country. This, in turn, makes the university able to provide our society with what it aspires to, in an era of rapid and unprecedented geopolitical and technological changes.
In order to achieve these goals, the University of Jordan has the ambition to expand to achieve the development mentioned above. In addition, the university has the ambition to respond to the requirements of the current stage and the questions of society, especially as we are still experiencing the repercussions of the Corona virus pandemic. Thus, it has become evident to us that we need to face the current and future repercussions of this epidemic by enhancing academic and research interest in public health, which can be achieved through the establishment of educational programs concerned with population, the elderly, climate change, water and mental health of the community; and programs dealing with epidemics in particular. Therefore, it is necessary that these programs be localized at a school with professors and experts from the various schools of the university.
In addition, societal changes and developments have shown that there is a need for the University of Jordan Hospital to play the role expected of it, to perform tasks and functions that focus on specializations concerned with the effective treatment of emergency cases that require rapid intervention, such as fractures and acute heart, lung and cerebral clots; and to take more care of its infrastructure to achieve its mission by providing an outstanding health service.
The university is required, immediately and without delay, to achieve great and tangible results for all, based on thoughtful plans, away from those scattered results, which do not take into account the needs of people and the needs of students. When the university succeeds in achieving the foregoing, students from Jordan and abroad will find the University of Jordan the right place to gain the knowledge and skills they need for their future scientific and practical development, in light of the changes anticipated, to eventually lead a better life for themselves and their communities.
We have to bring faculty members at the University of Jordan to a degree of satisfaction through which they see their university as a place that enables them to create opportunities for cooperation and discovery, and the ability to influence within and outside their communities; and to find the time, opportunity, and appropriate environment to create solutions that reflect their spirit, aspirations and the aspirations of their societies.
I would also like to emphasize that achieving our ambitions can only be accomplished by empowering our educational and administrative staffs, developing them and involving them in achieving the University’s visions and goals. It is also necessary to bridge all the gaps in the educational environment and infrastructure of the university in order to be compatible with the aspirations, goals and noble mission adopted by the university.
It must be noted here that the University of Jordan must focus on the system of values and principles that the teaching and administrative staff must possess, and that this should be reflected in the learning outcomes and program outcomes of the various programs, including the professional and applied ones. The university stresses that it is concerned with consolidating the principles of integrity, transparency, justice, equality and acceptance of the other; the university even emphasizes that diversity is the main factor in achieving a stronger and more prosperous society.
One of the major challenges facing the university is the financial funding necessary to achieve the ambitions I mentioned earlier. This requires working to enhance investment in the university's capabilities, as well as working to enhance partnership with national institutions; and to encourage a culture of donation for specific projects that the donor believes in their necessity and their positive impact on us as a university and society. We also have to strengthen our relations with the international community’s institutions concerned with providing support and expertise to our researchers and academic programs, with our continuous emphasis on the independence of the university’s decisions and their `consistency with the great message of Islam, the society’s values, and our great cultural heritage.
At a time when our university is preparing for a safe return to teaching in all its forms: face-to-face, blended, and distant, at the beginning of the next academic year, I would like to ask our dear faculty members and students for more cooperation and commitment, and that we remain united to achieve the supreme goal that we all strive towards: that the university would achieve a safe return to teaching, and achieve safety for all. I would also ask that we do everything in our power to protect ourselves, our families and our community by following the instructions for this safe return. The university will do everything in its power to secure the requirements for this return in all its forms, including face-to-face and hybrid education, and the appropriate educational and technical environment that it requires to serve the interest of the university and its partners in the local and global community.
Finally, I would like to thank the family of the University of Jordan for what they have done and what they will do for the university, wishing them and their families safety, happiness and well-being. I wish our students success and joy; and our beloved Jordan progress, strength and rectitude under the Hashemite rule, led by His Majesty King Abdullah II Ibn Al-Hussein; may God bless and protect him. May God protect Jordan, its people, its leader, and its faithful Crown Prince, His Highness Prince Hussein bin Abdullah II. I wish you all love; with respect and appreciation!
| From the President | | | | | | The Strategic Plan has been modified in the summer of 2019 after two years of implementation in light of developments and relevant feedback, for the purpose of making the university:
1. Global.
2. Smart.
3. Attractive.
4. Productive.
5. Progressing.
6. Financially stable.
7. A catalyst for cultural enlightenment.
| Plan Development | | | | | | | SMOT Analysis |
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