Strategic Plan
(2021 – 2025)
Academic Development and Quality Assurance Center
Mutah University Strategic Plan (2021-2025)
Strategic Plan Committee
NAME Occupation
Prof. Dr. Arafat Atwi Awajan President of the university / Chairman Prof. Dr. Marwan Mousa Vice President for Research, Development and International Relations Prof. Dr. Ali Al-Dmour Vice President For Administrative Affairs
Prof. Dr. Mohammad al-Majali Dean of the College of Educational Sciences
Prof. Dr. Osama Mohawesh Dean of Scientific Research Prof. Dr. Basem Ali Hawamdeh Manager of Academic Development and Quality Assurance Center Prof. Dr. Mokhled Al-Tarawneh College of Engineering
Prof. Dr. Kamel Al-Hawajrah College of Business
Dr. Rola Al Halsa College of Business
Mr. Ali Al-Qudah Manager of Financial Affairs Unit
Mr. Ammar Al-Habashneh Human Resources Department Manager
Ms. Salha Abu Qudiri College Of Law / Rapporteur
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Work Teams
Goal 1 team Goal 2 team Prof. Dr. Abdullah Al-Jarrah College of Team Prof. Dr. Osama Dean of Scientific Team Educational Leader Mohawesh Research Leader Sciences Prof. Dr. Nabil Al-Jarrah College of Member Dr. Mohammad Vice Dean of Member Engineering Alanbar Scientific Research Prof. Dr. Hassan Bani Domi College of Member Dr. Saad Alrawashdeh Assistant Dean of Member Educational Scientific Sciences Research Dr. Yasser Jaber College of Member Dr. Mohammad Abdul- Graduate Studies Member Pharmacy Wahhab Al-Majali College Dr. Basem Al-Bdirat College of Arts Member Eng. Emad Halasa Deanship of Member Scientific Research Mr. Mohammad Thabah Al- Admission and Member Mrs. Nancy Al- Entrepreneurship Member Jamal Registration Unit Qatawneh Center Goal 3 team Goal 4 team Prof. Dr. Adnan Al- Prince Faisal Team Prof. Dr. Kamel Al- College of Team Harahsheh Center For Leader Hawajrah Business Leader DeadSea, Environmental and Energy Research Dr. Saif Al-Nawaisa International Member Dr. Ahmad Al-Majali College of Member Affairs office Business Prof. Dr. Amin Aqel College of Member Dr. Abdul Rahman Al- College of Member Medicine Abadleh Business Dr. Mahmoud Al-Ma`aytah College of Sharia Member Dr. Khalaf Al- College of Member Tarawneh Business Dr. Omar Al-Khawaldeh College of Member Dr. Salem Al-Adayleh College of Law Member Nursing Dr. Rami Asasfeh College of Social Member Dr. Emad Kasasbeh Academic Member Sciences Development and Quality Assurance Center Mr. Omaya Al-Tarawneh Training, Member Counselling and Community Liaison Center Dr. Dr. Damen Al-Ma`aytah Department of Member Cultural and Public Relations
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Goal 5 team Goal 6 team
Prof. Dr. Abdul Salam Abu College of Member Prof. Dr. Awni Al- College of Team Tabnjah Business Hammouri Information Leader Technology Dr. Fawaz Al-Shawawrah College of Member Dr. Mutaz Al-Tarawneh College of Member Business Engineering Dr. Tariq Mashuqa College of Member Dr. Obada Al- College of Member Business Habashneh Business Dr. Khalaf Al-Tarawneh College of Member Dr. Ali Al-Jaafra College of Member Business Business Mr. Ammar Mohammad Al- Human Member Dr. Mhamad allaymun College of Science Member Habashneh Resources Department Manager Mr. Suleiman Jwayhan Investment Fund Member Dr. Mustafa College of Member Manager Rawashedah Agriculture Mr. Ali Al-Qudah Financial Affairs Member Dr. Waleed Al- Director of the Member Unit Rawadiah Department of Cultural and Public Relations Mr. Ali Al-Sarayreh Procurement & Member Mrs. Nancy Al- Entrepreneurship Member Tendering Qatawneh Center Department
Goal 7 team
Prof. Dr. Suleiman Al-Sarayreh /Dean of Student Affairs / Team Leader
Dr. Majid Al-Saoub / Vice Dean of Student Affairs / Member
Dr. Wejdan Al-Karaki / Director of the Queen Rania Al Abdullah Center for Educational and Psychological Studies / Member
Dr. Anas Al Dhala'in / College of Educational Sciences / Member
Dr. Khaled Al-Tarawneh / Assistant Dean of Student Affairs / Member
Dr. Omar Al-Jaafra / College of Sport Sciences / Member
Focal point / Prof. Dr. Basem Ali Hawamdeh/ Manager of Academic Development and Quality Assurance Center
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His Majesty King Abdullah II
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His Majesty King Abdullah II
"... It is the responsibility of all Jordanian universities to focus on the quality and level of higher education, and not only on the academic and educational aspects, but on the responsibility of forming cultural and democratic awareness, and strengthening the national identity on the principle of citizenship and equal rights and duties. Students should be encouraged to achieve more creativity and excellence, engaging in voluntary work, fostering a culture of dialogue and democratic values and respect for the other opinion."
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His Royal Highness Crown Prince Hussein bin Abdullah II
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His Royal Highness Crown Prince Hussein bin Abdullah II
"Too often, people of my generation are labeled as dreamers. Yet,
we all know that every great deed was born a dream. We are
often dismissed as idealists, but idealism is not foolish; it is
fearless. It invigorates us to lift our reality to the level of our
higher ideals, not compromise our ideals in the face of adversity”.
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Besmillah Ar-Rahman Ar-Raheem Peace and blessings be upon the Arab prophet Mohammad It is an honor to welcome you to Mutah University, a university that has become a beacon of enlightenment, development, creativity and success in higher education, and a leading university in the Hashemite Kingdom of Jordan, the Middle East and the world. It is a great honor, also, for Mutah University to bear the name of the memorable Battle of Mutah, and to have a military wing and a civilian wing, thus generating a wealth of military, academic, research and institutional gains and achievements. This has helped the university to be an active and influential partner in Jordanian society and to be a prestigious university in the region. Mutah University`s vision follows the aspirations of His Majesty King Abdullah II Ibn Al-Hussein, which believes that building our human capabilities and developing the educational process is at the heart of the nation's renaissance; Higher education, in accordance with this vision, demands a strategy for methodology and quality of education to conform to the best international standards, in effort to achieve values of competitiveness. Trained and well-informed competencies are economic tools that generate economic activity and wealth; a human and knowledge value that contributes to the development of national and international societies. In light of this, Mutah University strives to achieve reputation nationally and internationally and to found unique profile among the Jordanian and international universities. This is possible through the development of a strategy that addresses the requirements of scientific advancement to be prepared for future demands of development as well as to be capable of addressing challenges of higher education. The university tries to establish channels of collaboration with other universities and to progress forward towards achieving a quality of education according to the needs of society, and to link higher education to the real needs of development.
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In this context, the university’s strategic plan (2021-2025) is based on national and global starting points, most notably Discussion Papers of His Majesty King Abdullah II, National Strategy for Human Resources Development 2016-2025, Jordan 2025 Vision, and Jordan Economic Growth Plan 2018 - 2022. Furthermore, it is based on a set of starting points related to higher education in Jordan, which are Strategic Plan of the Ministry of Higher Education and Scientific Research, Strategic Plan of the Accreditation and Quality Assurance Commission for Higher Education Institution, in addition to ranking criteria, international and national quality assurance standards, international and national accreditation standards, University Strategic Plan (2015- 2020) and global and national developments. The formulation of the university’s strategic plan was also drawn from past and current achievements of the university, the review of its vision and mission, the analysis of university customers, partners, competing groups, services provided, as well as the educational orientations of higher education at the regional and international levels. The strategic plan includes seven main goals that would achieve its vision and mission, as follows: Continuous improvement of academic programmes at the university in line with national, regional and global quality assurance standards; Develop scientific research capabilities, scholarships and creativity in accordance with national, regional and global scientific research priorities; Reinforce the role of the University in the production and transfer of knowledge and skills to serve the communities and consolidate external relations, ensuring the University's interaction with the local, regional and global communities; Strengthen strategic planning and governance to ensure that academic and administrative services are provided in accordance with standards of quality, efficiency and transparency; Develop the efficiency and effectiveness of the University's human, financial and material resources in line with global best practices; Establish a culture of leadership and innovation in the university work environment; Improve services for students to match national and global standards. In conclusion, I would like to take this opportunity to express my sincere thanks and appreciation to the faculty members, members of the administrative board, students, the local community and the University's local and external partners. I ask the Almighty to realize our ambitions, goals and mission to build and continuous development, and may Allah grant us success. Peace, mercy and blessings of God President of Mutah University Prof. Dr. Arafat Atwi Awajan
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Introduction
A Royal Decree was issued to found the University of Mutah, the Military Wing, in 1981, and in 1986 the Higher Education Council (HEC) issued a decision to establish the civil wing. The university was thereby complemented with its military and civilian wings and distinguished amongst its sister Jordanian universities as the University of the Sword and the Pen; The sword is the boundary between seriousness and play, and the pen is the boundary between knowledge and ignorance. The university's philosophy is based on three basic pillars: education, scientific research and community development. The university provides qualitative education, combining strengthening the connection of generations to the culture of the nation', heritage and civilizations, trying to deepen knowledge about modern scientific developments, employing technology, informatics, and educational programs. Furthermore, the university provides academic programs that aim at supplying graduates with the skills and expertise necessary to meet the requirements of the market. The principles of the university emphasize the pivotal role of scientific research and its usefulness in creating opportunities for excellence and scientific achievements, and employing its mechanisms for the service of the country and to achieve development. This is based on the belief that scientific research is the fundamental foundation for progress and development. The development of the local community is the third pillar in the philosophy of the university. Therefore, the university`s impact and positive influence can be expanded to community and related issues, problems, challenges and needs of development, such as fields of agriculture, industry, commerce, medicine, technology and education, which all can be considered as areas that deepen the University's connection with community. The Supreme Royal Decree on the establishment of the university affirmed its national, educational, research and developmental goals. These include providing higher education opportunities, improving its content, providing the society with specialists in fields of science, technology, literature and arts, and supplying Jordan Armed Forces with officers and leaders qualified to face contemporary and future challenges, deepening values of national pride and Arab national affiliation among students. The royal decree also affirmed the encouragement of scientific research, absorbing modern technology and spreading knowledge.
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The University covers an area of land of 2660 dunums, 380,000 square meters of which are occupied by buildings and facilities. It consists of 15 faculties, seven scientific and 7 for humanities, as well as the Faculty of Graduate Studies. It also has three deanships; Deanship of Scientific Research, Deanship of Student Affairs, and Deanship of Academic Affairs / Military Wing. The university offers 113 academic programmes, of which 56 undergraduate,1 higher diploma, 47 master's and 9 Ph.D.'s. The total number of university students for the academic year (2020/2021) reached 19153, of whom 15326 were bachelor students, and 3832 were postgraduate students (20% of the total number of university students). The number of non-Jordanian students at the university was 2018 students (10.5% of the total number of university students) from 27 countries; Arab, Islamic and foreign. The university staff consists of 651 faculty members and 1664 employees, the number of scholars and scholarship candidates up to 2020/2021 stood at (108). Today, the University is taking confident steps towards continuous improvement to advance its inputs, processes and outputs. Its vision derives from that of His Majesty King Abdullah II dealt with in the seventh discussion paper “Developing Human Resources and Education Imperative for Jordan`s Progress,” in which His Majesty noted, "Our schools, vocational training centres, and universities should graduate great thinkers, talented craftspeople, and productive individuals." (Educational institutions must believe in the immense energies, promising capabilities, and diverse talents of our youth. They should seek to cultivate and channel these qualities, driving young men and women to unleash their potential. Therefore, modern teaching methods should be adopted to encourage critical and deductive thinking, rather than rote learning. Moreover, these methods should combine theory and practice, field and classroom, as well as analysis and planning. Such an educational system would widen horizons for our youth, so that they can excel in every art, profession, or craft.)
The 7th Discussion Paper of King Abdullah II
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Methodology for Preparing the Strategic Blueprint
The process of formulation of the strategic blueprint went through three main stages: Stage 1
The objectives of this stage of the strategic plan were prepared to formulate the general framework of the strategic blueprint and the vision, mission and values of the university. Further, they aimed at the analysis of the internal and external environment, evaluating the university’s performance, examining the national and international starting points for the university, formulating the university’s strategic goals, and defining strategic objectives that are consistent with the goals. This stage was managed by the president of the university, the Council of Deans, the strategic planning committee at the university level, and the Academic Development and Quality Assurance Center.
The working mechanisms for this stage involved the formation of the strategic planning committee at the university level; the setup of an explanatory guide on strategic planning and its elements prepared by the Academic Development and Quality Assurance Center; presentation of the methodology of preparing the strategic plan to the Council of Deans (governors) for approval. This was to develop a common framework for the strategic blueprint; to identify the planning committee at the university level and to determine the responsibilities, and the distribution of powers to the members of the strategic planning committee; and to determine the time required to complete the draft plan, and start collecting the required data and arranging and classifying them, and to ensure the participation and commitment of senior management to the planning process through the involvement of the University President, his two deputies, and the deans of two colleges in the Supreme Committee for Strategic Planning.
The vision, mission and values were formulated during this stage by the strategic planning committee at the university level and presented to all relevant parties (a representative sample of faculty members and administrators, department councils, college boards,...) to reach a participatory formula, through an electronic questionnaire. This questionnaire included the initial presentation of the vision, mission and values to the relevant parties to take feedback on its contents in terms of approval, or proposed amendments to formulation, the results of the questionnaire were then analyzed to ensure reaching a statistically acceptable consensus formula for the vision, mission and values.
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SWOT analysis was carried out, and a set of starting points relevant to the university’s work was reviewed. For the implementation of SWOT analysis, an electronic questionnaire was prepared that included clarifying the concepts of SWOT analysis and asking respondents to identify strengths, weaknesses, opportunities, risks and threats, the questionnaire was then analyzed to draw conclusions. This contributed to identifying and prioritizing the university’s goals and the strategic objectives emanating therefrom, through the weights of the above elements in an integrated system, according to SWOT analysis system: strengthening, developing and maintaining strengths, addressing weaknesses, exploiting opportunities, and avoiding threats. In addition to identifying variables for analysing strengths, weaknesses, opportunities, and threats, developing a strategy to improve the relationships between factors, and identifying strategic linkages and developing a strategy to strengthen them. The University's national and global starting points were also examined, the contents of which relevant to the University identified, and the previous Strategic Plan (2015-2020) of the University evaluated to determine what has been fully, partially, or not implemented, in order to incorporate unimplemented or partially implemented items in the new strategy. The university’s performance was also evaluated using the Balanced Scorecard (Internal process, Customer, Financial performance, Learning and growth). Upon completion, the University's strategic goals and objectives were determined and presented to a representative sample of faculty members and administrators through an electronic questionnaire to identify their approval rate and to receive their suggestions, the approval rate of strategic goals and objectives was obtained, and the proposed amendments to content or formulation taken into account. Stage 2 The aim of this stage was to define the detailed objectives (strategies) that correspond to the strategic goals of the university, and to prepare the procedural (operational) plans. Members responsible for conducting this stage were: university president, the university planning team, the sub-working groups, as well as the Academic Development and Quality Assurance Center.
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The working mechanisms for this stage involved the formation of sub-working groups at the level of faculties, units and administrative departments whose tasks were to define the detailed strategies that correspond to the university's strategic goals; to adopt the policies that seek to achieve the objectives; to prepare the operational plan to implement the strategies; to identify and allocate human, technical and financial resources; to define key performance indicators; to identify responsibilities for the implementation of strategic programmes and activities, and to set a time frame for implementing all tasks resulting from the completion of the sub- strategic blueprint.
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A training workshop was held for teams on sub-strategic planning and mechanisms of their work. The sub-teams were formed as follows:
Continuous improvement of academic programmes at the university in line with national, regional and Develop global quality scientific assurance research standards. capabilities, Improve services for scholarships and students to match creativity in national and global accordance with standards. national, regional and global scientific research priorities.
Establish a culture Reinforce the role of leadership and of the University in innovation in the the production and university work transfer of environment. knowledge and skills to serve the community and consolidate Develop the external relations, efficiency and Strengthen strategic ensuring the effectiveness of the planning and University's University's governance to ensure interaction with the human, financial that academic and local, regional and and material global administrative services resources in line are provided in communities. with global best accordance with practices. standards of quality, efficiency and transparency.
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Stage 3
The aim of this stage was to approve the blueprint in its final form. The responsibilities in this stage were limited to the university president, the strategic planning committee at the university level, the sub-working teams, the Council of Deans, the University Council, and the Board of Trustees. The working mechanisms for this stage involved the compilation, reviewing and integration of the sub-plans by the higher Committees for each of the main areas of the work; presentation of the integrated strategic plan to the Councils of Governors (Council of Deans, University Council, and Board of Trustees) for approval; and presentation of the strategic plan to all parties involved in and contributing to the development of the blueprint. This was made possible by holding several meetings to discuss the main blueprint and the operational plans, and holding an awareness campaign to explain the blueprint and introducing it to all concerned members in a ceremony before the start of implementation. Further, the campaign involved the distribution of a briefing of the strategy, mission, values and objectives on a large number of stakeholders (brochures, banners, posters, etc), and arranging for visits to departments and administrative bodies to communicate the concepts of the blueprint to each individual in the faculties and departments, and publishing the blueprint on the website of the University.
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Strategic Premises of the Blueprint
The strategic plan for Mutah University (2021-2025) was formulated on the basis of its national starting points and previous achievements and experiences. To prepare this strategy, analytical studies were conducted that covered a range of national starting points (Discussion Papers of His Majesty King Abdullah II, National Strategy for Human Resources Development 2016-2025, Jordan 2025 Vision, and Jordan Economic Growth Plan 2018 - 2022). The plan is also based on a set of starting points related to higher education in Jordan, including (Strategic Plan of the Ministry of Higher Education and Scientific Research (2019-2021), Strategic Plan of the Accreditation and Quality Assurance Commission for Higher Education Institution ( 2016 -2025 )). This is in addition to world rankings criteria, international and national quality assurance standards, international and national accreditation standards, University Strategic Plan (2015- 2020) (what has been fully, partially, or not implemented), and global and national developments. The formulation of the university’s strategic plan was also drawn from past and current achievements of the university, the review of its vision and mission, the analysis of university customers (current and prospective), partners, competing groups, services provided, as well as the educational orientations of higher education at the regional and international levels.The strategy formulation included processes for analysing the internal and external environment to identify strengths, weaknesses, opportunities, risks and threats, evaluation of university`s performance using the balanced scorecard and benchmarks. In light of the results obtained by the university from previous analysis processes, which were formulated in the form of a correlation matrix, the university prepared its vision, mission and values, and formulated its main goals, strategic objectives, and strategies to bridge the gap between the existing and the desired situation.
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Starting Points for Strategic Blueprint
National Strategy for Human Discussion Papers of His Resources Development 2016- Majesty King Abdullah II 2025
Jordan Economic Growth Plan Jordan's Vision 2025 ( 2018- 2022)
Strategic Plan of the Ministry of Previous Strategic Plan Higher Education and Scientific (2015 -2020) Research (2019-2021)
Strategic Plan of the Accreditation and Quality Assurance Commission International and National for Higher Education Institution Quality Assurance Standards (2016 -2025)
World Rankings Criteria
University Customers Analysis
International and National Accreditation Standards
Provided Services Analysis Global and National Developments
Internal and External Partners analysis Environment Analysis
Benchmarks University Performance Evaluation using the Balanced Scorecard
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Following is a review of the main starting points for the strategic plan: 1- Discussion Papers of His Majesty King Abdullah II. The first, second, third, fourth and fifth papers of His Majesty emphasize the concepts of dialogue and democracy and their best practices. This is possible through actual reform of state institutions. The sixth discussion paper emphasizes the responsibility of law enforcement, sovereignty, equality, justice and fairness. The seventh discussion paper, entitled “Developing Human Resources and Education Imperative for Jordan`s Progress”, states that educational institutions must believe in the immense energies, promising capabilities, and diverse talents of youth. They should seek to cultivate and channel these qualities, driving young men and women to unleash their potential. Therefore, modern teaching methods should be adopted to encourage critical and deductive thinking, rather than rote learning. Moreover, these methods should combine theory and practice, field and classroom, as well as analysis and planning. Such an educational system would widen horizons for youth, so that they can excel in every art, profession, or craft. The paper recalls that the education sector is a strategic sector that must continue to be developed and reformed due to its profound impact on the nation, the present and the future of generations. In this modern, high-tech age, education cannot be reduced to reading and writing; it goes way beyond that to encompass mastering computer and Internet literacy, major international languages, communication skills, professional work ethics, critical thinking and analytical skills. Once they gain these abilities, students will be able to produce knowledge and contribute to progress, heeding the teachings of the Holy Quran: “O my Lord! advance me in knowledge.” We have been blessed with a rich language, deep-rooted heritage and noble values. For our students to fully appreciate and experience that heritage, mastering Arabic is a must. It is the language of the Holy Quran and the Ummah’s unifying tongue. It shapes their culture and defines their episteme. Further, the paper indicates His Majesty the King’s aspiration towards a strong Jordan that arms its children with the finest education to empower them to take on the challenges ahead, launching successful businesses, practising impactful crafts, starting loving families, and building a cohesive society. It also refers to His Majesty`s endeavor towards a Jordan that takes its rightful place among the countries leading educational transformation. As the gate to the future lies in building capacities through quality education and excellent graduates. Education is an effective tool to transcend differences and build common ground to spread tolerance and understanding, and shun bigotry and extremism. There can be no comprehensive reform without an educational transformation.
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“ We want Jordan to lead the way in modernising education in the Arab world, encouraging others to follow in its footsteps towards a knowledge-based society. Reforming education is a challenge before us all, and expertise exchange among Arab countries will help us take on this challenge. Our schools, vocational training centres, and universities should graduate great thinkers, talented craftspeople, and productive individuals. Schools should identify students’ interests, harness their talents, and build their capacities. Schools should be incubators of change, graduating students after equipping them with the skills to face challenges and build Jordan’s bright future. Schools should graduate students who know how to think, how to learn, how to seize opportunities, and how to develop innovative problem-solving skills. This calls for a modern educational system that expands students’ horizons, teases their curiosity, and bolsters their sense of self-worth to assume their role as global citizens rooted in their Arab and Islamic identity, and heritage. For this to come to fruition, it is vital to have curricula that instil critical and analytical thinking, pushing students to ask questions and weigh various opinions, and encouraging them to respect different views by pursuing the culture of dialogue and diversity—all the while guided by capable teachers who are qualified to raise future generations.”, King Abdullah II said.
2- National Strategy for Human Resources Development 2016-2025. The National Strategy for Human Resources Development (2016-2025) has a major axis on higher education, with the following strategic objectives: Opportunities - provide equitable admission opportunities on equal grounds for all qualified students, based on merit and capabilities, quality - raise standards and quality of scientific research outputs, teaching and learning in higher education systems in line with the best methods and standards of modern universities, accountability - motivate and encourage universities to take greater responsibility for making concrete contributions to national economic and social objectives, innovation - to enable universities to adopt international best practices in teaching and learning that would support better access and quality, and mindsets - to raise awareness among beneficiaries on the importance of education and its national gains, and to enhance their participation in the education process.
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3- Jordan 2025 - National Vision and Strategy. Jordan's vision for 2025 integrated frameworks that govern economic and social development policies based on the provision of opportunities for all. This vision highlights that achieving these goals can be through raising the level of education. Therefore, there is a need for strategic plans at the level of different sectors. Jordan 2025 has designed a number of plans for higher education, with the following strategic priorities: Procedures for admission to universities; attract, develop and preserve the best teaching competencies; require compliance with standards of excellence for accreditation and funding of universities; upgrade applied research at universities; enhance matching educational activities with labour market needs. Each priority includes a set of associated priority initiatives. The vision also includes a range of indicators on higher education, including: Ranking of Jordanian universities by World University Rankings, number of universities meeting quality standards approved by the Accreditation and Quality Assurance Commission for Higher Education Institution (AQACHEI), total annual expenditure on research and development as a percentage of GDP, the ratio of administrative staff to faculty members in universities, and number of universities with international accreditations and quality assurance certifications for their programmes. 4- Jordan Economic Growth Plan 2018 – 2022. The Economic Growth Plan (2018-2022) of the Economic Policy Council includes an axis on the education sector and human resources development that points to the need for a human resource system capable of contributing to the achievement of sustainable development goals and Jordan 2025, which will be reflected in the evolution of various economic, social and environmental dimensions and levels. This ensures that current and future generations will be able to develop the capabilities and skills necessary to improve well-being, by working in close cooperation to realize aspirations to reach a prosperous Jordan capable of adapting to global changes and internal and external challenges. This can be achieved through a group of priorities, most notably: Ensure that all students have equal access to education and a minimum appropriate academic degree; provide global best practices, outputs and results to all stakeholders; empower institutions to take responsibility for their performance through delegation of responsibilities and decentralized decision-making; innovative and creative methods and informed use of technology to achieve the desired results.
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5- Strategy of the Ministry of Higher Education and Scientific Research (2019- 2021). The strategic plan of the Ministry of Higher Education and Scientific Research (2019-2021) contains the following strategic objectives for universities: to ensure fairness and equality in providing education opportunities for students; to support scientific research, innovation, creativity and excellence; to pursue innovative and creative methods and the informed use of technology; to learn about innovative global ideas and adapt it to Jordanian needs; to promote international and national public-private companies; to use innovative financing modalities to achieve the best results; and to adopt reform methodologies and techniques that include improvements on effective processes, services and good methods. 6- Strategy of the Accreditation and Quality Assurance Commission for Higher Education Institution (2016 2025). The strategic plan of the Accreditation and Quality Assurance Commission for Higher Education Institution (2016 2025) contains the following goals: Develop and implement standards of general and specialized accreditation and quality assurance in institutions of higher education; identify and measure the outputs of academic programmes and evaluate indicators for their achievement; encourage higher education institutions to build local, regional and international partnerships; enhance competitiveness among higher education institutions and develop the education system to bring higher education institutions to excellence and competitiveness; and institutional development of the functioning of the Commission's services to achieve standards of excellence and transparency.
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7- World Rankings Criteria ( THE, QS, UI- Green Metric, SDGs ).
These rankings include the following criteria:
QS THE
Academic Reputation Teaching (the learning environment)
Employer Reputation Research (volume, income and reputation)
Student-Faculty Ratio Citations (research influence)
Citations per faculty Industry income (knowledge transfer) International outlook (staff, students and International Faculty Ratio research) International Student Ratio
SDGs THE – Impact UI- Green Metric
No poverty Reduced inequalities Setting & infrastructure Sustainable cities and Zero hunger Energy & climate change communities Good health and well- Responsible Waste being consumption and production Quality education Climate action Water
Gender equality Life below water Transportation Clean water and Education & research life on land sanitation Affordable and clean Peace, justice and strong energy institutions Partnerships to achieve Decent work and the Sustainable economic growth Development Goals Industry, innovation and infrastructure
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8- International, Arab and National Quality Assurance Standards. The international, arab and national quality assurance standards include the following axes: Strategic planning, governance, academic programmes, scientific research, scholarship and innovations, financial, material and human resources, student services, community service and external relations, and quality assurance management.
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9- International and National Accreditation Standards. These are the standards for international accreditation of academic programmes for disciplines of medicine, engineering, science, information technology, nursing, education, pharmacy,... . These standards have been issued by international accreditation bodies for academic programmes. And the general accreditation standards for Jordanian universities and specialized accreditation standards for academic programmes, issued by the Accreditation and Quality Assurance Commission for Higher Education Institution (AQACHEI). 10- University Strategic Plan (2015-2020). The university's strategic plan (2015-2020) includes the following goals: Apply best global practices in strategic planning and governance; continuous improvement of academic programms at the university, in line with national and global standards; strengthen the university’s status as a hub for scientific research, scholarship and innovation; Improve the efficiency of financial, material and human resources; improve student services in an effort to meet national and international standards; reinforce the role of the university to serve the community and to consolidate external relations, so as to ensure the interaction of the university with the local, regional and international communities; develop quality assurance procedures at the university in order to continuously improve its inputs, processes and outputs; and enhance the leadership and innovation at the university. The university strategic plan (2015- 2020) was evaluated to identify implemented, partially implemented, or unimplemented items, and a final matrix was drawn up clarifying the foregoing. Main implemented items of the university strategic plan (2015- 2020) 1 Three-stars in QS-Stars rating 6 Expand participation in international scientific conferences, seminars and scientific meetings. 2 Gold quality assurance certificate for the College 7 Launch of Best Paper Award for faculty of Sports Sciences, silver for the College of Law, members, Best Subject Award and gold for the College of Agriculture. 3 Develop programmes in cooperation with 8 Improve university participation in national universities, bachelor's and graduate community activities. programmes. 4 Attract non-Jordanian students. 9 Establish a specialized entrepreneurship centre at the University. 5 Digitization of compulsory university subject 10 Solar energy project. materials.
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Unimplemented items of the university strategic plan (2015- 2020) No. Item Reason for non- No. Item Reason for non- implementation implementation 1 Implementation of the Quality Financial 5 Amendment of Legislative Management System (ISO). reasons promotion reasons instructions with a view to improving scientific research 2 Development of recruitment Legislative 6 Development of Financial mechanisms in academic and reasons investment reasons administrative leadership projects positions 3 Upgrade learning resources Financial 7 International Financial and improve the educational reasons accreditation for reasons environment academic programmes 4 Amendment of the instructions Legislative 8 Improve the Scientific on support the publication of reasons university’s rank research academic books, translations in international regulations and edited manuscripts for rankings faculty members at the university
11- Global and National Developments A range of global and national developments were taken into consideration in formulating the university strategy, including COVID- 19 pandemic and its consequent challenges in the health sector (lack of effective treatment and vaccine, shortage of intensive care services, ventilators,...); Education sector developments which consist (orientation towards e-learning and distance learning, competitiveness in world rankings, International accreditation for academic programmes, attention to the academic reputation for its impact on graduate employment, national and global orientation towards applied and technical programmes, a focus on soft skills,...); New developments in the economic sector that can be summarized in (high global and domestic unemployment rates, e-commerce trend, skills and capacity-based employment, SME orientation, emphasis on creativity, innovation and entrepreneurship, food security); Technology sector developments such as (moving towards greater use of artificial intelligence, accelerating digital transformation, building and developing digital content, cybersecurity,... ).
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Stakeholders:
- Students (Undergraduate, Higher Diploma, Master`s, PhD). - Alumni. - Faculty members. - Administrative staff. - local community. - Employers. Key partners:
- Ministry of Higher Education and Scientific Research. - Accreditation and Quality Assurance Commission for Higher Education Institution (AQACHEI). - Scientific Research, Innovation and Creativity Support Fund (SRSF). - National, Arab and international universities. - National public institutions. - Private national institutions. - Ministry of Labor. - Civil Service Bureau. - Associations, federations, and non-profit organizations. - International accreditation institutions. University services:
- Teaching and learning Services. - Scientific research services. - Community service and sustainable development. - Counselling services. - Training services. - Entrepreneurship and innovation services.
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Analysis of the internal and external environment: The internal and external environment was analyzed through an open-ended and electronically distributed questionnaire. The strengths, weaknesses, opportunities, risks and threats were then accounted for in a weighted SWOT matrix, the elements were prioritized, the most prominent issues digitally identified, intelligent targets built and prioritized by the weight scores of the previous elements in an integrated system, according to SWOT analysis system: strengthening, developing and maintaining strengths, addressing weaknesses, exploiting opportunities, and avoiding threats. 1- Internal management environment: Strengths and weaknesses.
Internal management environment * Impact * Probability * Weight Rank (out of 10) (likelihood of (Impact x
taking place in the Probability) coming future)
(out of 10) (A) Strengths
1. The unique geographical location of the University 9 9.1 81.9 8 in the South.
2. University`s reputation at the national and regional 8 8.5 68 15 levels.
3. Wide range of academic undergraduate 9 8.7 78.7 11 programmes with national accreditation.
4. A large number of postgraduate programmes (Higher Diploma, Master's, PhD) with national 9.3 9 83.7 7 accreditation.
5. The university is unique at the national level with its 10 9.3 93 3 civil and military wings.
6. University's distinct role in serving the surrounding 8.2 9 73.8 13 community.
7. Integrated infrastructure at the university. 8.5 9 76.5 12
8. Graduate competence and excellence. 7 8 56 18
9. The university subscribes to a sufficient number of 8 8 64 17 electronic databases.
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10. University's large space. 9 10 90 5
11. Adequate buildings and facilities. 9 9.3 83.7 7
12. A sufficient number of faculty members. 8 9 72 14
13. A large number of faculty members are graduates 9 9 81 9 of prestigious universities.
14. A number of distinguished faculty researchers is 8 7 56 18 available.
15. An integrated legislative system to regulate the work 10 8 80 10 of the University.
16. A large number of scholarships to prestigious 10 9.1 91 4 international universities.
17. There is a number of non-Jordanian students at the 6 7 42 19 university.
18. Internet service available inside and outside 9 9.5 85.5 6 buildings.
19. Colleges with a quality assurance certificate. 5 7 35 20
20. University strategic plan (2015- 2020). 10 10 100 1
21. Academic Development and Quality Assurance 10 10 100 1 Center.
22. Entrepreneurship Center. 9 8 72 14
23. Low tuition fees compared to other universities. 9 7.5 67.5 16
24. Mu'tah University is the only university in the South 10 9.7 97 2 region with a medical faculty.
25. A safe university environment for students. 9 9 81 9
26. Residential accommodation for female students. 10 10 100 1
27. Special accreditation for academic programmes. 10 9 90 5
28. General accreditation for the university. 10 9 90 5
29. Agricultural lands belonging to the university 7 8 56 18 located in multiple regions.
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(B) Weaknesses
1. High indebtedness of the university 9 9.8 88.2 2
2. High ratio of administrative staff-to-faculty. 9 6 54 16
3. A high proportion of employees with an education 8 5.3 42.4 24 level less than high school.
4. Poor qualification of administrative staff to carry 7 4 28 29 out their mandated tasks.
5. Poor support for scientific research. 8 8.1 64.8 11
6. Lack of academic publications by faculty members 6 6.5 39 27 in prestigious journals.
7. Poor coordination between academic and 7 7 49 20 administrative units of the university.
8. Lack of financial investments in the university 8 8.6 68.8 7 (investment projects).
9. Insufficient marketing for university locally, 6 7 42 25 regionally and internationally.
10. Low participation of faculty members in training 8 5 40 26 programms.
11. Poor material resources (obsolescence and wear and 8 7 56 14 tear of equipment).
12. Poor selection criteria for academic and 7 5 35 28 administrative leaderships at the University.
13. Poor development of the second line of leadership at 9 6.2 55.8 15 the university.
14. Underemployment. 8 8.2 65.6 10
15. Low job satisfaction among employees. 7 4 28 29
16. Lack of financial and moral incentives for workers. 8 8.3 66.4 9
17. Lack of accountability. 7 5 35 28
18. Bureaucratic administrative machine. 9 9.5 85.5 3
19. Weak internal and external partnerships. 8 5 40 26
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20. Lack of professional counseling. 7 7.7 53.9 17
21. Slow adaptation to the market requirements. 8 6 48 21
22. Limited access to academic advising when needed. 8 8.4 67.2 8
23. Poor communication with graduates. 9 7 63 13
24. Limited applied programmes. 8 5.5 44 23
25. Lack of government support for the University. 8 8.7 69.6 6
26. University revenue is dependent on students. 7 7.2 50.4 19
27. Lack of teaching aids in classrooms (Data Show, 9 10 90 1 interactive whiteboard, sound systems,...) )
28. Absence of any internationally accredited program. 9.3 9 83.7 4
29. Funding shortages in many departments and 9.2 9 82.8 5 programs.
30. Low level of cultural diversity. 8 5 40 26
31. Insufficient resources to recruit and retain 7 7.5 52.5 18 competencies.
32. Campus facilities are undeveloped. 7 6.5 45.5 22
33. The poor academic standard of some university 6 7 42 25 students.
34. Weak self-learning skills of some students. 8 8 64 12
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2- External management environment: Opportunities and threats.
External management environment * * Probability * Weight Ranking Impact (likelihood of (Impact x (out of taking place Probability) 10) in the coming future) (out of 10) (A) Opportunities 1. Focus on renewable energy, such as solar energy, 9 9 81 4 and the need for it at present. 2. Having a large number of factories and industrial 8 7 56 13 firms in the region. 3. The government's endeavor to focus on the 6 7 42 18 agricultural sector. 4. The presence of capital and decision-makers within 8 7.2 57.6 12 the community in Karak Governorate, which provides opportunities for community partnerships that expand the labour market for graduates. 5. Opportunities to attract investment. 7 7 49 16 6. National strategies to be pursued by the State. 8 8.3 66.4 7 7. Grants provided by the European Union. 6 7.1 42.6 17 8. Support from Scientific Research, Innovation 8 9.3 74.4 5 and Creativity Support Fund (SRSF). 9. Opportunities for partnership with many domestic 8 9 72 6 and foreign economic institutions. 10. A large number of young volunteers. 9 9 81 4 11. A number of university graduates holding senior 8 8 64 9 positions both inside and outside Jordan. 12. Scientific capabilities in the labour market, that 8 7.3 58.4 11 can be utilized. 13. Possibility to strengthen the relationship with 8 8.2 65.6 8 industry and exchange of experiences. 14. More partnerships with local employers in the 8 8.9 71.2 7 private and public sectors. 15. Student exchange agreements. 8 7.5 60 10 16. Programs aligned with the labour market. 8 6.7 53.6 14 17. Demand growth for applied majors. 9 9.1 83.7 2 18. Increased demand for higher education by 9 9.1 81.9 3 international students.
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19. Possibility of concluding partnerships with foreign 6 8.3 49.8 15 universities to grant joint degrees, as well as cooperation and partnership protocols with certain service, productive and research institutions in the outside society. 20. The economic and social transformation of society, 10 9 90 1 the growth of new economic sectors, their need for highly skilled graduates and scientific and advisory support from the University. (B) Threats 1. The university is distant from the capital, Amman, 10 8.7 87 2 and the central and northern governorates. 2. Reduced public funding for higher education. 8 9.1 72.8 9 3. Strong competition among universities. 9 7.3 65.7 11 4. Lack of employment opportunities due to limited 9 8 72 10 local and regional economic enterprises. 5. Absence of university investment. 9 9.7 87.3 1 6. Brain drain for better opportunities. 9 9.2 82.8 5 7. Increasing competition from public universities. 9 8.3 74.7 8 8. Intensified domestic and global competition 8.9 7 62.3 12 between private and government universities. 9. The tendency of competitors to obtain quality and 9.2 9.3 85.56 3 academic accreditation from the relevant bodies, leaving the university in a state of continuous pursuit to take competitive precedence. 10. Changes in society's preferences for scientific 9 8.4 75.6 7 disciplines in institutions of higher education, such as students' lack of demand for theoretical faculties. 11. Inequalities in per capita income, higher rates of 9 6 54 15 inflation, and higher rates of unemployment resulting in low demand for higher education. 12. Lack of confidence on the part of outside society 9 8.9 80.1 6 institutions, such as the investment and industry men, in the importance of research carried out within the faculties of the University to develop the industrial, commercial and service sectors. 13. Local, regional and global economic crises and 9 9.5 85.5 4 their impact on development in all sectors in general and in higher education in particular.
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Identifying variables for analysing strengths, weaknesses, opportunities, and threats and developing a strategy to improve the relationships between factors.
Strengths (internal, positive) Weaknesses (internal, negative) Strengths - opportunities Weaknesses - opportunities 1. A large number of scholarships to 1. University colleges need to increase prestigious international the number of internal and external universities. scholarships.
2. University's large space. 2. Inadequate scientific research and conference allocations for university 3. The university is unique at the colleges. national level with its civil and military wings. 3. Shortage of financial resources allocated to colleges. 4. The unique geographical location of the University in southern Jordan. 4. Lack of agreements with local civil society institutions.
5. A large number of postgraduate programmes (Higher Diploma, 5. A low number of qualified Master's, PhD) with national administrators in university colleges.
accreditation.
6. E-services introduced to students at all levels in colleges.
7. Professional development External factors opportunities available for faculty members.
8. College programmes eligible for
Opportunities (external, positive) external accreditation from international bodies.
9. Senior university leaders' interest in building outstanding institutional reputation.
10. Support for achievement and recognition of excellence.
11. The growing interest of the University leadership in promoting public service ethics and values.
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Strengths - threats Weaknesses - threats 1. The central location of the 1. The low academic level of accepted university and its accessibility. students.
2. National academic competencies 2. High numbers of graduates from are drawn to work in the different university colleges. faculties of the University. 3. Some of the university's college 3. State's direction to support programs have external accreditation
excellence and diversity in for certain disciplines. university programs. 4. The changing labour market needs and requirements.
5. Universities compete to attract distinguished academic competencies.
6. Rapid changes in scientific and
Threats (external, negative) academic disciplines.
7. The level of qualification and vocational and cognitive training for pre-university education graduates.
8. Need to align expansion needs with academic and professional quality requirements.
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The matrix for improving relationships between factors of SWOT analysis, where strengths are connected to opportunities, weaknesses to opportunities, strengths to threats, and weaknesses to threats. Identifying strategic connections and developing a strategy to strengthen them (TOWS analysis). In this step, the university strategies and the strategic connections were identified in the light of its internal capabilities and external environment, and the results indicated the strategic change that the university needed to undertake (develop a strategy to convert weaknesses into strengths and threats into opportunities) and (strategies to reduce weaknesses or avoid threats that cannot be converted into opportunities). Four quadrants were developed: a quadrant for internal strengths connected to external opportunities, a quadrant for internal weaknesses connected to external opportunities, a quadrant for internal strengths connected to external threats, and a quadrant for internal weaknesses connected to external threats. TOWS Matrix factors Strengths (internal, positive) Weaknesses (internal, negative)
Strength - Opportunity strategies Weakness - Opportunity strategies Strategies based on internal strengths connected to external opportunities Strategies that take advantage of external opportunities to reduce internal weaknesses
al, positive) 1. Strengthen the university colleges with a number of scholarships to prestigious 1. Develop a continuous scholarship international universities. strategy to provide the university with
the best competencies from 2. To attract students from the States of internationally reputed universities. the region, taking advantage of the university's unique civilian and military 2. Provide financial and logistical support wings. for scientific research and conferences. 3. Seek to attract students at all levels 3. Promote agreements and partnerships
Opportunities (extern
External factors from the countries surrounding the with local civil society institutions. south of the Kingdom, taking 4. Increase the number of qualified advantage of the unique geographical administrators in university colleges. location of the University in southern Jordan. 4. Promote and enhance excellence in accredited postgraduate programs (Higher Diploma, Master's, Ph.D.).
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5. Introduce and control e-services for students at all levels. 6. Qualify college programmes for external accreditation from international bodies. 7. Give attention by the university`s senior leaders to building an outstanding institutional reputation. Strength - Threats strategies Weakness - Threats strategies Strategies that use internal strengths to
minimize external threats Strategies that reduce internal weaknesses to avoid external threats 1. Scale up the academic standard of university graduates in response to 1. Reduce admission to unsolicited intense competition in the labour market. programmes due to low student enrolment. 2. Attract academic competencies and introduce scarce academic disciplines at 2. Work to have servers with high capacity the level of universities and regional and quality due to the increased demand institutions. for e-learning. 3. Promote investment in university lands 3. Enhance partnerships between civil
Threats (external, negative) and competency support projects through society institutions and the university in feasibility studies for the intended pilot pilot projects. projects.
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University Performance Evaluation using the Balanced Scorecard (BSC) To evaluate the performance of the university using the balanced scorecard, the arithmetic means and standard deviations were calculated for the answers of the study sample members to an evaluation questionnaire for Mu'tah University performance. The questionnaire was answered from the point of view of the university staff. The following table shows the arithmetic means and standard deviations of the sample`s answers on the performance score of Mu'tah University, for the perspectives ranked in descending order and for overall performance, using a balanced scorecard.
Perspective Arithmetic Standard Rank Score mean deviation Internal Process 3.11 0.34 1 average Customer 3.11 0.19 1 average Financial 2.76 0.20 3 average Learning and Growth 2.74 0.67 4 average Balanced Scorecard 2.93 0.23 average (Overall Performance)
The above table shows that the performance of Mu'tah University using the balanced scorecard, from the point of view of its employees, scored average for overall performance, as for each of the perspectives, with an arithmetic mean of (2.93) and a standard deviation of (0.23). The perspective (internal process) and the perspective (customer) ranked first with an arithmetic mean of (3.11), followed by the perspective (financial) with an arithmetic mean of (2.76) and a standard deviation of (0.20), and finally, the perspective (learning and growth) with an arithmetic mean of (2.74) and a standard deviation of (0.67).
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Strategic imperatives 1. Develop and move scientific research to universality by focusing on publishing in global databases and marketing scientific research results. 2. Strengthen the university’s status in international rankings (QS, THE,…) to meet the requirements of bringing the university to global levels, attract international students, and improve community confidence in the university’s output. 3. Enhance university's status by obtaining international accreditations for its various programs to contribute to improving confidence in its programs and attracting international students. 4. Support the University's financial resources, promote investment and strategic partnerships, and diversify sources of income and finance. 5. Actively contribute to sustainable social and economic development. 6. Develop educational programs to meet the needs and requirements of the labor market. 7. Develop e-learning and distance learning. 8. Actively contribute to national efforts to reduce unemployment by marketing graduates and providing them with general and special professional skills. 9. To promote international cooperation through more agreements, the activation of existing agreements in the fields of teaching and scientific research, and the exchange of faculty and students. 10. Promote concepts of entrepreneurship, innovation and business incubators. 11. Attract international students. 12. Improve the university environment to be an attractive environment. 13. Automate academic and administrative processes. 14. Promote transformation towards a green university. 15. Reinforce quality policies and procedures in the academic and administrative aspects of the university.
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Benchmarking: Benchmarking is a systematic process aimed at evaluating the performance of the University or one aspect thereof. This is done by comparing it with a model of another university that has distinguished itself in one or more areas, to identify the causes of the gap, and work to address it in order to achieve better performance. A national university (The University of Jordan), a regional university (Sultan Qaboos University), and an international university (Mississippi State University) were selected for benchmarking, which are ranked (801 - 1000) in THE World University Rankings, and (601 - 60), (37), (801-1000), respectively, in QS World University Rankings.
Benchmark University Source Mu'tah The Sultan Mississippi University University Qaboos State of Jordan University University THE THE - 801-1000 801-1000 801-1000 Teaching THE - 25.7 23.7 21.1 Research THE - 12.2 17.3 17.6 Citations THE - 40.4 29.8 46.2 Industry Income THE - 38.4 47.1 45.8 International Outlook THE - 67.0 73.6 28.4 Student-to-Staff Ratio THE - 17.0 7.7 19.1 International Student Ratio THE - 16% 4% 3% Female-to-Male Students THE - 68:32 50 : 50 51 : 49 Ratio Number of FTE Students THE - 31,495 7,224 26,823 QS World University Rankings - 601-650 375 801-1000 Students Numbers QS - 30,846 7,224 20,549 Number of Faculty Members QS - 2,075 947 Academic Reputation QS - 24.4 13.2 48.8 Employer Reputation QS - 34.1 13.1 45 International Faculty Ratio QS - 22.9 100 International Student Ratio QS - 32.1 3.8
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Benchmark University Source Mu'tah The Sultan Mississippi University University Qaboos State of Jordan University University Student-Faculty Ratio QS - 73 37.4 Citations per faculty QS - 12.6 83.6 QS Arab Region Rankings QS 91-100 10 8 - Students Numbers QS 12,814 30,846 7,224 - Number of Faculty Members QS 666 2,075 947 - Number of International QS 1,767 - - - Students Research Outputs QS Medium High High - Academic Reputation QS - 98.7 82.3 - Employer Reputation QS - 97.45 71.2 - Student-Faculty Ratio QS - 32.35 97.56 - Citations per Faculty QS 17.9 48.55 92.52 - Citations per Paper QS - 35.32 57.87 - International Faculty Ratio QS 7.2 14.39 82.27 - Academics with a PhD QS 100 100 100 - International Student Ratio QS 47.47 52.84 10.01 - International Research QS - 97.99 98.21 - Network Web Impact QS 26.92 98.45 83.53 - QS Stars QS 3 5 - - Scopus Number of Papers Published Scopus 2569 15164 14014 3092 Number of Researchers Scopus 790 5560 3026 6530
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Our Vision
Mutah University aspires to be a competitive and leading university in education and learning, scientific research, and sustainable economic and social development.
Our Mission
To create a university environment that promotes leadership and innovation, supports capacities of outstanding teaching and learning, and applied scientific research, and achieves sustainable development for society, whose graduates are capable to take on challenges and compete in local, regional and global labour markets.
- 42 - Mutah University Strategic Plan (2021-2025)
- 43 - Mutah University Strategic Plan (2021-2025)
Our Goals
Continuous improvement of acad emic programmes at
the university in line with national, regional and global
quality assurance standards
Develop scientific research capabilities, scholarships
and creativity in accordance with national, regional and
global scientific research priorities .
Reinforce the role of the University in the production and transfer of knowledge and skills to serve the community and consolidate external relations, ensuring the University's interaction with the local, regional and global communities.
Strengthen strategic planning and governance to
ensure that academic and administrative services are
provided in accordance with standards of quality,
efficiencyDevelop the and efficiency transparency and effectiveness of the
University's human, financial and material resources in
line with global best practices
Establish a culture of leadership and innovation in the
university work environment.
Improve services for students to match national and
global standards
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STRATEGIC OBJECTIVES
Goal 1: Continuous improvement
of academic programmes at the university in line with national,
regional and global quality Expand the university's international accreditation (world assurance standards university rankings) and its academic programms (international accreditation)
Expand the scope of national quality assurance for academic programms at the university
Enhance the quality of academic programms through continuous
development and evaluation processes
Examine the efficiency of available courses, the feasibility of development models, and programs that are not needed in the labor market
Improve the effectiveness of teaching and learning
Increase efforts to attract and retain excellent students
Provide a university experience focused on developing student capabilities and supporting their successes
Develop e-learning and distance learning
Transform to blended-learning courses
Promote concepts of affiliation and build soft power in students through the development of study plans
- 45 - Mutah University Strategic Plan (2021-2025)
STRATEGIC
OBJECTIVES Goal 2: Develop scientific
Develop research innovation in national priority fields research capabilities,
scholarships and creativity in
accordance with national, Enhance research productivity of Mu'tah University and improve the quality of research and researchers regional and global scientific research priorities. Promote a supportive environment for scientific research
Facilitate national, regional and global research partnerships
Find centers of excellence that nurture scientific research and creativity
Promote scholarship to prestigious international universities
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STRATEGIC
OBJECTIVES
Goal 3: Reinforce the role of the Activate the community partnership role of Mu'tah University University in the production and transfer of knowledge and skills to serve the community and consolidate Build and strengthen Mu'tah University's role as a center of expertise that external relations, ensuring the meets national needs University's interaction with the local, regional and global communities. Promote a culture of volunteerism, including the strengthening of national identity and social responsibility among members of the university community
Strengthen relations with Mu'tah University graduates and increase their participation in its activities
Highlight the university’s role in serving community needs for training courses and professional counselling
Enhance university reputation and highlight its achievements internationally
Increase interaction with international institutions of higher education. Conclude international agreements and activate previous international partnerships
Promote effective local, regional and international partnerships in strategic areas, so that the university is a catalyst for sustainable social and economic development
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Goal 4: Strengthen strategic STRATEGIC planning and governance to OBJECTIVES ensure that academic and administrative services are provided in accordance with Reinforce the strategic planning role of the University, its academic and standards of quality, efficiency administrative units and transparency.
Apply global best practices in leadership and management
Apply standards of institutional excellence
Strengthen administrative quality assurance processes
Develop university`s quality assurance policies to ensure continuous improvement of its inputs, processes, and outputs
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STRATEGIC
OBJECTIVES Manage financial resources efficiently and effectively Goal 5: Develop the efficiency and effectiveness
of the University's human,
Implement best human resource practices financial and material resources in line with global best practices.
Manage procurement according to global best practices
Provide modern material resources to serve the educational environment
Raise the operational efficiency of the University
Enhance the sustainability of human and material resources
Create investment opportunities in cooperation with public and private sectors
Strengthen the university's digital transformation system (dissemination of digitization in education, research and development, community participation and entrepreneurship, to improve university inputs, processes and outputs)
Rationalize energy consumption and use alternative energy sources
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STRATEGIC
OBJECTIVES Create a stimulating environment for innovation
Goal 6: Establish a culture
of leadership and Motivate and reward innovations and innovators innovation in the university work environment.
Promote a culture of innovation within Mu'ta University`s community
Strengthen the entrepreneurship and innovation system in collaboration with the government sector, private sector and
funding entities
Provide business incubator programs and accelerate the growth of companies, which meet the needs of various types of small enterprises and startups
Accelerate the establishment of profit companies for the university
Facilitate access to an integrated array of services necessary for entrepreneurs to move from the idea phase to the development of a successful startup, including access to investors and legal and other consulting.
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STRATEGIC
OBJECTIVES Goal 7: Improve services
Provide an educational environment that supports students for students to match integration and participation in extra-curricular experiences that lead to the acquisition and development of the graduates' national and global competencies and matching them to the labor market needs standards.
Understand students' needs, aspirations and expectations through systematic and comprehensive assessment and measurement-based work
Provide preventive and remedial support to students, to give them the opportunity to realize their capabilities and potentials and how
to release them
Provide learning, leadership and success opportunities that
promote student success, development and growth
Improve students' academic success throughout their life cycle
from pre-university to postgraduate
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Matrix of university`s strategic goals and its relevance to
plan’s national and global starting points
Goal 7: Goal 6: Goal 5: Goal 4: Goal 3: Goal 2: Goal 1: Improve Establish a Develop the Strengthen Reinforce the Develop Continuous
services culture of efficiency strategic role of the scientific improvement University in leadership and research of academic for planning and and effectiveness the production programmes students to governance to and transfer of capabilities, innovation in of the at the match ensure that knowledge and scholarships university in the University's national human, academic and skills to serve and creativity line with university and global financial and administrative the community in accordance national, work standards. material services are and consolidate with national, regional and environment. resources in provided in external regional and global quality relations, assurance line with accordance with global global best ensuring the standards. standards of University's scientific practices. quality, interaction research efficiency and with the local, priorities. transparency. regional and global communities.
Starting points Goal Objectives 1 2 3 4 5 6 7 Adopt modern teaching methods to encourage critical × and deductive thinking, rather than rote learning Master major international languages, × communication skills and professional work ethics
II
Quality education and excellent graduates × × Empower graduates to take on the challenges ahead, launching successful businesses and practising
The 7th Discussion 7th Discussion The × × ×
Paper of King Abdullah Abdullah King of Paper impactful crafts Provide equitable admission opportunities on equal × grounds for all qualified students, based on merit and ×
capabilities Raise standards and quality of scientific research outputs, teaching and learning in higher education × × systems in line with the best methods and standards of modern universities
Development
Motivate and encourage universities to take greater
Human Resources Resources Human
National Strategy for Strategy National responsibility for making concrete contributions to × × national economic and social objectives
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Enable universities to adopt international best practices in teaching and learning that would support × better access and quality Raise awareness among beneficiaries of the importance of education and its national gains, and × enhance their participation in the education process Procedures for admission to universities × × Attract, develop and preserve the best teaching × × competencies Require compliance with standards of excellence for × × × accreditation and funding of universities Upgrade applied research at universities × × Enhance matching educational activities with labour × × market needs Ranking of Jordanian universities by World × × University Rankings al Vision and Strategy and al Vision Number of universities meeting quality standards approved by the Accreditation and Quality × × × × × × ×
Nation
Assurance Commission for Higher Education
- Institution (AQACHEI) Total annual expenditure on research and × × development as a percentage of GDP Ratio of administrative staff to faculty members in
Jordan 2025 Jordan 2025 ×
universities Number of universities with international accreditations and quality assurance certifications for × × × × × × × their programmes
Ensure that all students have equal access to × × × education Provide global best practices, outputs and results to × × × × × × × all stakeholders Empower institutions to take responsibility for their performance through delegation of responsibilities ×
Growth Plan Growth and decentralized decision-making
Jordan Economic Jordan Economic Innovative and creative methods and informed use of × × × × × × × technology to achieve the desired results Ensure fairness and equality in providing education - × × × opportunities for students Support scientific research, innovation, creativity and × × excellence Pursue innovative and creative methods and the × × × × × × × informed use of technology
2021) Learn about innovative global ideas and adapt it to × × × Jordanian needs
Higher Education and and Education Higher Promote international and national public-private
Scientific Research (2019 Research Scientific Strategy of the Ministry of of Ministry the of Strategy × × × companies
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Use innovative financing modalities to achieve the × × × best results Adopt reform methodologies and techniques that include improvements on effective processes, services × × × × × × × and good methods Develop and implement standards of general and specialized accreditation and quality assurance in × × × × × × × institutions of higher education Identify and measure the outputs of academic programmes and evaluate indicators for their × achievement Encourage higher education institutions to build × × local, regional and international partnerships Enhance competitiveness among higher education institutions and develop the education system to bring × × × × × × × higher education institutions to excellence and
Education Institution Education competitiveness Institutional development of the functioning of the
Assurance Commission for Higher Higher for Commission Assurance commission's services to achieve standards of × × Strategy of the Accreditation and Quality Quality and Accreditation the of Strategy excellence and transparency Academic Reputation × × × Employer reputation × × × Student-faculty ratio × × International outlook × Education × Research ×
World rankings criteria Industry income × × Strategic planning × Governance × Academic programmes × Scientific research, scholarship and innovations × Community service and external relations × Student services × Financial, material and human resources ×
Quality assurance standards assurance Quality
Quality assurance management × × × × × × ×
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