Strategic Plan

First: The methodology for preparing the strategic plan

The strategic plan preparation committee has adopted a methodology that is as follows:
1. A team was formed to prepare the university's strategic plan, and an initial vision for the process and stages of preparing the plan was developed according to scientific principles and bases. A workshop was held for the committee, deans of faculties, assistant deans for quality affairs, and heads of departments at the university, which dealt with the foundations and stages of preparing the strategic plan.

2. Studying the current situation of the university and the environmental analysis through the SWOT analysis to identify the strengths, weaknesses points, opportunities and challenges facing the university. In this context, a workshop was held with the comprehensive participation of all faculty members who contributed to analyzing the university’s internal and external environment.
3. Preparing the formulation of each of the vision, mission and core values in the light of surveying
the strengths and weaknesses points and identifying the opportunities and challenges facing the university. Both the vision and the mission were adopted in the light of the national goals that the university contributes to achieving.

4. Determining the strategic goals of the university and connecting them to the national goals through nine axes, which resulted in a number of sub-goals that constituted (49) sub-goals. After formulating the strategic and sub-goals, a number of operational procedures and activities were prepared to ensure the achievement of those goals. A program was developed to modify and implement these activities according to a specific time frame that clarifies the entity responsible for the implementation and the performance indicators that can be adopted in measuring and evaluating the university's institutional performance.

5. The strategic plan is approved after the Council of Deans has approved it.

Second: References for preparing the strategic plan and its main axes
The strategic plan (2019-2023 AD) has been prepared and designed according to the data of the strategic plan for the higher education sector (2014-2018 AD) in addition to the reference of the results of internal and external environmental analysis surveys. The criteria for public and private accreditation of higher education institutions and the quality assurance standards issued by the Accreditation Commission for Higher Education Institutions were also taken into consideration, to ensure their quality in Jordan, and the criteria for classifying universities as reference frameworks for preparing the plan. In sum, the strategic plan included the following main axes:
1. The first axis: the axis of quality management.
2. The second axis: the global axis.
3. The third axis: the axis of scientific research and postgraduate studies.
4. The fourth axis: the axis of the university environment.
5. The fifth axis: the axis of administrative development and governance.
6. The sixth axis: the axis of social responsibility.
7. The seventh axis: the infrastructure axis.
8. The eighth axis: the students’ axis.
9. The ninth axis: the financial axis.
 
Third: The future goals of Jadara University

A fundamental update has been made on the strategic plan of the university in accordance with the following justifications and goals that the university aspires to achieve:

1. The university should raise its ranking position, whether at the level of local, regional or international ranking level.
2. To improve and consolidate the mental image of the university to achieve its roles and programs, to be the preferred choice for the community.
3. That the student be at the center and priority of the university's attention and provide a stimulating and positive learning environment.
4. That the university be an enlightening cultural platform.
5. Consolidate the meanings of loyalty and belonging among students.
6. The university should be financially stable.
7. Maintaining the university free of violence and extremism.
8. Strengthening the leadership and innovation system in the university.
9. Building strategic partnerships locally, regionally and globally.

Fourth: Environmental analysis
First: The internal structure, represented by strengths and weaknesses.
1- Strengths:
1. The existence of unique diversified programs that meet the needs of the labor market.
2. The distinguished location of the university, which mediates the northern governorates of the Kingdom.
3. The multiplicity of students coming from Arab countries.
4. Availability of an academic staff with academic and research expertise.
5. The existence of a distinguished system of rewards and incentives for scientific publishing.
6. Availability of basic infrastructure at the university.

2- Weaknesses:
1. The weakness of university students in the English language.
2. Scarcity of academic staff in some disciplines.
3. Poor sense of job stability for workers (academic and administrative).
4. Lack of provision and maintenance of modern education methods.
5. Weakness in marketing the university locally and abroad.
6. Lack of knowledge and skills of administrators and secretaries.
7. The absence of a supportive administrative staff in most of the university's organizational units.

Second: The external environment, which is represented by both available opportunities and challenges.
1- Available opportunities
1. Increasing societal needs for higher education.
2. State support for the quality of education outputs.
3. International agreements and networking with various production and service sectors.
4. Opportunities to invest in university facilities to enhance its financial position.
5. Increasing societal demand for training programmes, especially vocational ones.

2- Challenges
1. Attracting distinguished faculty members.
2. Holding mutual programs with regional and international universities.
3. Capacity building for researchers to obtain support from local and international funds devoted to scientific research.
4. Keeping up with the local and international rankings and obtaining an advanced position.
5. Obtaining an advanced position in the university proficiency exam at the local level.
6. Providing the labor market with outputs that possess knowledge and skills that are compatible with the needs of the labor market.
7. The ability to attract new students in light of the variables of higher education policies and unified admission.
 
The vision, mission and core values of the university
1- The vision:

A university with an advanced position among local, regional and international universities to become a national success story in the formation, dissemination and application of knowledge.

2- The mission:

Providing high-quality education and scientific research keeping pace with the requirements of the times, providing the labor market with highly competitive competencies, attracting distinguished scientific cadres, preserving the national heritage and identity, and building strategic partnerships with the local community and all sectors, leading to the university’s universality in classification, teaching, research and community service.

3- Core values:

The success of the strategic plan depends on a set of governing values, which represent reference standards for the behavior of the university's staff, including academics, administrators, and at various job levels. It goes without saying that these values are not viewed as slogans, but as actions that the university cadres adhere to in all their internal and external dealings, and they are represented in the following:
    Quality and excellence.
    Academic freedom.
    Justice and integrity.
    Tolerance and rejection of violence and extremism.
    Transparency and accountability.
    Teamwork.
    Dialogue and respect for opinion and other opinion.

The main axes and strategic and sub-objectives of the university’s strategic plan (2019 - 2023)

First: The axis of quality management.
* The strategic objective: Achieving excellence in the educational process and commitment to applying quality control and assurance standards in the university, and the following sub-objectives emerge from it:
1. Commitment to applying quality control and assurance standards.
2. Promote the culture of quality.
3. Excellence in the educational process and its outputs.
4. Quality control in administrative procedures.
5. Developing and activating a plan to develop new specializations and programs.

Second: The global axis.
* The strategic objective: Improving the university's ranking locally, regionally, and globally, and deepening external relations with international universities, and the following sub-objectives emerge from it:
1. Working to improve the university's classification locally, regionally and globally.
2. Developing service programs for foreign students in the various university programs.
3. Marketing the university's programs locally, regionally and globally.
4. Activating relations and external projects.

Third: The axis of scientific research and postgraduate studies.
* The strategic objective: to improve the level of scientific research and postgraduate studies and connect them to community issues, and the following sub-goals emerge from it:
1. Improving the level of scientific research.
2. Improving the level of master's theses for postgraduate students and directing them to community issues.
3. Cooperation and partnership with the private sector and civil society organizations.
4. Increasing the number of research papers published annually in the Scopus database, increasing the citation index, and increasing the participation of faculty members in international conferences.
5. Increasing the participation of faculty members in international conferences that leading to publication in the Scopus database.

Fourth: The axis of the university environment.
* The strategic objective: Creating a university environment that refines the student's personality, develops his skills and abilities, and stimulates him to creativity and academic excellence. The following sub-objectives emerge from it:
1. Promoting and consolidating the values of democracy and the culture of tolerance.
2. Improving the level of services provided to students.
3. Developing students' skills and abilities and working on refining their personalities and talents.
4. Encouraging students to interact with the local community and its institutions.

Fifth: The axis of administrative development and governance.
* The strategic objective: Developing and qualifying the human and institutional capabilities of leaders and administrative and academic cadres, and the following sub-objectives emerge from it:
1. Attracting distinguished faculty members.
2. Working on improving the efficiency of faculty members.
3. Developing the administrative cadre and qualifying the capabilities of the administrative and technical cadres.
4. Developing and motivating leaders and academic and administrative staff.
5. Building and developing an information management system at the university.
6. Reconsidering the organizational structure of the university.
7. Promoting transparency and the values of participation and accountability.
 
Sixth: The axis of social responsibility.
* The strategic objective: Promoting social responsibility and raising awareness of its importance, and the following sub-objectives emerge from it:
1. Incorporating the concept of social responsibility, its principles and dimensions into university study plans, with a focus on instilling the values of altruism and volunteer work.
2. Spreading the culture of social responsibility among employees and students.
3. Enhancing the role of the university in serving the local community.
4. Helping to reduce the unemployment of university graduates.

Seventh: The infrastructure axis.
* The strategic objective: Rehabilitation, development and maintenance of the infrastructure of the internal and public university facilities in accordance with engineering standards, and the following sub-objectives emerge from it:
1. Developing and rehabilitating the university's internal infrastructure.
2. Developing and rehabilitating streets, sidewalks and the sewage network at the university.
3. Establishing and developing service and entertainment facilities.
4. Developing the university campus to ensure a high level of technological and technical excellence and stimulating creativity for students and faculty members.

Eighth: The students’ axis.
* The strategic objective: preparing and developing the scientific and skillful abilities of students, maximizing their competitive capabilities, and deepening the sense of national belonging, and the following sub-objectives emerge from it:
1. Developing the national spirit and consolidating the concept of citizenship.
2. Taking care of alumni affairs.
3. Adopting distinguished and creative students.
4. Providing distinguished services to students.
5. Helping needy students.
6. Developing democratic practice among students.
7. Attracting and sponsoring foreign students.

Ninth: The financial axis.
* The strategic objective: strengthening the financial position of the university, and increasing its financial resources to be able to perform its functions and roles, and the following sub-objectives emerge from it:
1. Increasing the financial resources of the university.
2. Rationalizing expenditures.
3. Going towards holding local and international partnerships for joint investment projects.