UJ Strategy

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The University of Jordan

Knowledge is the Cornerstone for progress and development taking place in human societies. The University of Jordan (UJ), which was founded in 1962, has therefore grown to become Jordan’s largest and leading university, always aspiring to be global, smart, productive, progressive, financially stable, and a catalyst for cultural enlightenment. It offer a wide choice of academic programs for students who can choose from more than 250 Programs from 24 schools in various disciplines. The University of Jordan has achieved advanced positions in various international rankings: UJ is one of the best 650 Universities worldwide, one of the best 10 Arab universities, and it has recently achieved 5 stars according to QS. In addition, UJ has obtained international accreditation in many of its programs, such as medicine, dentistry, pharmacy, engineering, rehabilitation, nursing, information technology and other disciplines.

Strategic Plan (2017-2022)

From the President

When I had the privilege to assume the leadership of the University of Jordan (UJ) at the beginning of the academic year 2018/2019, I promised to build upon the efforts and achievements made over the past six decades by the many outstanding UJ administrations. And here we are, indeed, adding many building blocks, according to a well-thought out action plan, to the foundations that have been firmly laid.

But I also promised to review all that needs to be reviewed, and to enhance and correct all that needs to be enhanced and corrected, as part and parcel of the ongoing processes of improvement and development.

Regarding the University Strategic Plan in particular, I said the following then: "Under my administration, the University's vision, mission, and goals will be subjected to a thorough review and examination" for the purpose of achieving the following specific goals, among others: "a university that is global, smart, productive, attractive, financially stable, and a beacon of knowledge, culture, and enlightenment." I also added: "We will revise and amend all key performance indicators, and all intended learning outcomes in all specializations..."

And indeed we have accomplished this, reflecting all of these goals in the fabric of the current Strategic Plan, which has been in implementation for two years now.

In light of feedback received by the Strategic Plan Committee from all University colleges, centers, and administrative units on the basis of the two-year implementation process, as well as in light of the goals above, and with meticulous follow up on part of the Accreditation and Quality Assurance Center, the Plan has been duly amended.

It gives me a great deal of pleasure, therefore, to place in your hands the revised Strategic Plan in both Arabic and English, assuring that in the days ahead, we will be focusing on developing the University via a series of initiatives emanating from the Plan itself, in order to keep the University in the front both nationally and regionally, and advancing steadily in global rankings.

University President

Prof. Abdel-Karim Al-Qudah

Plan Development

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.

Vision

A University that is global, smart, and excelling in research, in innovation and in cultural enlightenment.

Mission

Providing students with fulfilling learning experiences, conducting knowledge-generating research, and building firm societal ties, within an environment that is attractive and financially stable, and conducive to creativity, innovation, and entrepreneurship.

Values

Integrity, Transparency, Fairness, Tolerance & Openness, Loyalty, Civic Engagement, Good Governance.

Strategic Priorities

1.World-class academic staff and students

Strategic Objectives

Academic staff:

1. To invest in academic staff's capacity-building and to increase their efficiency and effectiveness.

2. To support academic staff and enable them to achieve global recognition.

3. To enhance the interaction between academic staff and students.

4. To provide academic staff with opportunities for continuous professional development and enhance their creativity and pioneering spirit.

5. To promote and attract excelling academics in the various academic fields.

Students:

1. To support students’ creativity, innovation and entrepreneurship spirit.

2. To offer students excellent counseling, guidance, and career services.

3. To promote students’ pursuit of distinction at the local, regional and global levels.

4. To diversify student intake and enhance the proportion of non-Jordanian students.

5. To develop mechanisms that would facilitate students’ interaction with the local community.

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 Initiatives

· Program for faculty member contribution /smart objectives model.

· A system of incentives based on performance /competitiveness in research, teaching, and community service.

· Attracting distinguished professors.

· Performance enhancement projects.

· Academic programs targeting civic engagement.

· Programs for excellence, creativity, entrepreneurship and innovation.

· Program for university dialogues.

· A promotion plan to attract international students.

· Scheme for academic advising, counseling, and professional services.

· Expansion of scientific and professional student clubs.

· Annual Scientific Program.

· To incorporate more practical and applied courses to enhance life skills.

· Courses on cross-cultural interaction.

2.Attractive programs and advanced learning and teaching

Strategic Objectives

1. To promote cognitive, professional and life-long learning skills.

2. To improve the quality of learning outcomes.

3. To develop interactive and innovative blended learning based on clear learning outcomes and specific assessment criteria.

4. To employ modern teaching and learning methods.

5. To review study plans periodically in accordance with the best global practices

6. To expand the role and contribution of online learning and teaching.

7. To strengthen the link between academic disciplines and market needs.

8. To advance university standing in global ranking.

9. To incorporate national and global accreditation and quality standard in all academic programs.

10. To strive to achieve global standards pertaining to the faculty student ratio.

11. To upgrade facilities and tools pertaining to teaching-learning at the university.

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 Initiatives

· Blended learning and teaching Initiative.

· Open Educational Resources Initiative.

· Thorough revision of programs and specializations in light of fourth industrial revolution skills.

· Comprehensive review of UJ’s compulsory and elective university requirements.

· Ongoing monitoring and evaluation of the educational and learning processes.

· A policy of learning and assessment.

· Establishment of a measurement, assessment, and examinations center.

· An initiative on employing social media for the purpose of learning and teaching.

· Establishment of an advisory board for each program.

· Assessment Map.

· Quality Assurance Certificate / International Accreditation / Global Classification for each academic program.

· Initiative of Pioneers of Learning.

· Expanding the use of videos in the learning process and enhancing the use of electronic discussion forums.

· Incorporating the preparatory year in all faculties.

3.Robust knowledge-generating research

Strategic Objectives

1. To generate knowledge and scientific research of world-class quality.

2. To focus research efforts on current problems, issues, and challenges that concern the national, regional, and global community.

3. To give attention to applied research that leads to patents.

4. To allocate sufficient resources for the development of research infrastructure.

5. To make available sufficient information resources for the purpose of research.

6. To encourage publication in high-index journals and to promote research citations.

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 Initiatives

· Scientific Research Strategy.

· Intellectual Property Program.

· Program for marketing scientific and academic production.

· Research Teams Program.

· Project for support of Excelling Scientific Research.

· Joint research programs in partnership with international universities and research centers.

· Annual Research Agenda.

· Effective scientific research to accelerate transition to a world-class university.

· Unified database for scientific research.

· E-Library Services.

· Stimulation Program for publishing research in international journals and periodicals.

· Program for classification of researchers.

· Rewarding excelling researchers.

· Revising promotion requirements for the purpose of producing higher-input research.

4.Smart, progressive and financially stable campus environment & high institutional efficiency

Strategic Objectives

1. To ensure sustainability of financial resources.

2. To enhance the university’s financial standing through endowments and donation campaigns.

3. To expand investment and to develop investment venues.

4. To provide a safe, healthy and environment-friendly campus.

5. To transition into a Smart University (automatization of processes and procedures and upgrading the technical and informational infrastructure).

6. To meet quality assurance requirements in all administrative and academic university facilities.

7. To spread the culture of quality among all university employees.

8. To promote institutional competitiveness in accordance with best management and governance practices.

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 Initiatives

· Smart University Initiative.

· Initiative for Enhancement of Institutional Culture.

· Constructing new buildings and modernizing facilities.

· Integrated Information Management System.

· University Performance Management System.

· Strategic Risk Management Plan.

· A University of Jordan Communication Network.

· Best Performance Award for Department/ School/ Employee.

· Business / technology incubators.

· Maintenance and Infrastructure Rehabilitation Program.

· Review of university legislations.

· Review of failed projects.

· Establishing a Student Union Complex.

· Development of parking lots and internal transportation.

· Paperless administrative procedures.

· Ongoing training and rehabilitation of employees.

· Endowment and donation initiatives.

5.A catalyst for cultural enlightenment and effective social development

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.

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 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.

6.National, regional, and international strategic partnerships

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.

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 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.

How To Apply

UJ Strategy

The University of Jordan