Message from the Chancellor & President and Vice-Chancellor
We are delighted to be able to introduce Canadian University Dubai to you.
Education is a continuous and lifelong journey, and we know that the road to university can be a challenging one. Here at Canadian University Dubai, you will experience an education delivered to the highest international standards; a Canadian education based on international standards and expressed through a demonstration of clear learning outcomes. Our Canadian education system celebrates commitment, cooperation, participation, and diversity.
As a reflection of the international city of Dubai, we celebrate a very diverse learning environment with our student body of over 120 nationalities. We strive for excellence by providing our students with cultural experiences and competencies that inspire minds and transform lives by opening new and incredible paths. We prepare you to be the global citizens of tomorrow.
On behalf of our Board of Trustees and the University Faculty, Administration and Support Staff, we wish you a very successful, well-rounded and happy journey to achieving your academic and personal goals here at Canadian University Dubai.
Chancellor
Vice Chancellor & President
Vision
Canadian University Dubai promotes Canadian perspectives in learning, research, and application, grounded in an appreciation and respect for the diverse culture and values of the UAE.
Mission
Canadian University Dubai is committed to providing students with an international academic experience, guided by the highest educational and corporate ethics, adding value to the personal and professional lives of its graduates, and the communities in which we serve.
Mantra
Our mantra, ‘Inspiring minds, transforming lives’ guides our efforts in education, partnership, and community engagement, and throughout all of these endeavours, we uphold our core values.
Core Values (ASPIRE)
CUD has adopted a set of core values that aim to support the Vision and the Mission of the University. These core values are termed “ASPIRE” which are the fundamental elements that drive CUD’s organizational culture and operations.
We uphold a culture of accountability, responsibility, and ethical conduct. We are committed to transparency and integrity, valuing honesty in all our actions toward our community and stakeholders.
We are committed to sustainability, integrating environmental protection, social equity, and economic responsibility into all aspects of our operations. This includes reducing our environmental impact, promoting well-being, advancing responsible resource use, and fostering inclusive growth. Through education, innovation, and community engagement, we aim to drive meaningful impact for a more just, resilient, and sustainable future.
Our people—students, faculty, and staff—are our greatest asset. We deeply value their contributions, celebrate their potential, and are committed to fostering a supportive and inclusive community that embodies our values and encourages meaningful contributions to our shared mission.
We are committed to creating an inclusive academic environment that welcomes all individuals and ideas. By embracing diversity, we enhance our educational experience while empowering our community to excel as global citizens.
We respect and value every individual, nurturing a culture of mutual trust, openness, and personal dignity in all our interactions. Our commitment to these principles fosters meaningful connections and a cohesive community built on respect.
Excellence is at the heart of all we do—shaping our academic standards, operational practices, and partnerships. Rooted in the values of Canadian and UAE traditions, it drives us to empower our community to lead with purpose, innovate boldly, and create meaningful global impact.
Strategic Pillars, Goals, and Objectives
CUD’s strategic direction is articulated through an integrated framework of Strategic Pillars (SP), Strategic Goals (SG), and Strategic Objectives (SO), guiding how the University advances excellence, innovation, sustainability, and community impact across all academic and administrative areas.
| SP1: An Avant-Garde Canadian University | |
|---|---|
| SG 1.1: | Recognized as the preferred university and the regional portal for Canadian and regional educational excellence. |
| SO1.1.1: | Consolidating our Canadian academic identity. |
| SO1.1.2: | Top University Ranking with Entrepreneurship and Innovation Signature. |
| SO1.1.3: | Enriching teaching and learning through outcome-based practices that drive graduate employability. |
| SO1.1.4: | Ensuring equitable access and inclusive support for a diverse student population. |
| SO1.1.5: | Empowering future entrepreneurs through cross-disciplinary foundation courses in Entrepreneurship, AI, Sustainability and novel programs. |
| SO1.1.6: | Driving excellence through quality assurance and sustainable growth. |
| SO1.1.7: | Strategic university expansion for regional presence. |
| SG 1.2: | Advancing academia and impactful research activities that drive innovation and sustainability. |
| SO1.2.1: | Attracting dynamic researchers to spearhead innovative inventions. |
| SO1.2.2: | Fostering international collaborations to drive innovation. |
| SO1.2.3: | Maximizing the impact of research on society, through innovation, collaboration, and knowledge dissemination. |
| SO1.2.4: | Reducing the university’s ecological footprint through collaborations. |
| SG 1.3: | Harnessing a lively campus and extracurricular activities to drive entrepreneurship, sustainability and AI across the institution. |
| SO1.3.1: | Establishing a hub to empower the next generation of innovators and entrepreneurs. |
| SO1.3.2: | Integrating AI technologies and tools across university operations, research, services, and multidisciplinary curricula. |
| SO1.3.3: | Supporting around-the-clock teaching, learning, and innovation through a vibrant downtown campus integrated with local businesses. |
| SP2: Internal Operations Excellence | |
|---|---|
| SG 2.1: | Advancing institutional excellence through smart, efficient, and performance-driven support systems. |
| SO2.1.1: | Implementing ERP solutions to streamline operations enhancing institutional efficiency, accuracy, and transparency. |
| SO2.1.2: | Implement real-time dashboards and performance monitoring tools to enhance data-driven decision-making across the institution. |
| SO2.1.3: | Advancing workforce planning, talent development, and performance management systems to strengthen institutional capacity and support long-term strategic goals. |
| SG 2.2: | Delivering a holistic campus life and high-quality student services. |
| SO2.2.1: | Promoting student well-being, engagement, and growth through inclusive co-curricular programs, clubs, and events. |
| SO2.2.2: | Promoting learning facilities, wellness spaces, and digital infrastructure to enhance campus experiences. |
| SO2.2.3: | Empower students in their academic, career, and Canadian transfer pathways through high-quality advising and guidance services. |
| SO2.2.4: | Delivering timely, student-centered enrollment services that support academic progression. |
| SG 2.3: | Cultivating a dynamic environment that fosters continuous excellence, professional development, and personal growth for faculty and staff. |
| SO2.3.1: | Enhancing professional development through ongoing training and certification for faculty and staff. |
| SO2.3.2: | Fostering career growth and excellence by utilizing performance management system. |
| SG 2.4: | Positioning the University as a globally recognized institution by integrating impactful branding, marketing, strategic communication, and targeted student recruitment. |
| SO2.4.1: | Strengthen institutional identity and engagement through cohesive branding, targeted marketing campaigns, and strategic communication across all platforms. |
| SO2.4.2: | Executing targeted marketing campaigns to attract high-potential students locally and globally. |
| SO2.4.3: | Boosting student lead generation and conversion by enhancing digital presence through optimized content, SEO (Search Engine Optimization), and social media engagement. |
| SO2.4.4: | Engaging prospective students and families by showcasing academic programs and student success stories through personalized communication. |
| SG 2.5: | Fuelling the University's evolution through fundraising, lifelong alumni bonds, purpose-driven community outreach, and partnerships that shape the future. |
| SO2.5.1: | Expanding fundraising initiatives by engaging individuals, corporations, and philanthropic organizations to support academic innovation and institutional priorities. |
| SO2.5.2: | Deepening alumni engagement through personalized communications, networking opportunities, and giving programs that foster lifelong connection and support. |
| SO2.5.3: | Strengthening community outreach by launching collaborative programs that address local needs, promote social impact, and enhance the University's civic presence. |
| SP3: Business Growth and Sustainability | |
|---|---|
| SG 3.1: | Advancing Financial Resilience. |
| SO3.1.1: | Developing novel undergraduate, graduate, and continuing education programs that answers market needs. |
| SO3.1.2: | Increasing enrollment by enhancing local and international recruitment and student mobility. |
| SO3.1.3: | Generating revenue through collaborative agreements with industry, government, NGOs, and research funds and commercialization. |
| SO3.1.4: | Maximizing revenue by utilizing campus facilities for commercial purposes. |
| SG3.2: | Sustaining Financial Discipline |
| SO3.2.1: | Maintaining alignment with approved budgets by strengthening financial monitoring and identifying cost-saving opportunities. |
| SO3.2.2: | Linking resource allocation to strategic priorities, measurable outcomes, and unit-level performance indicators. |
| SO3.2.3: | Promoting accountability through regular reporting and sustainable procurement to ensure cost-efficiency and value-for-money. |
| SG 3.3: | Optimizing Cash Liquidity and Reserves |
| SO3.3.1: | Maintaining adequate operating cash reserves. |
| SO3.3.2: | Enhancing cash flow forecasting and monitoring. |
| SO3.3.3: | Improving accounts receivable and payable efficiency. |
| SO3.3.4: | Managing designated reserve funds to support institutional sustainability. |
| SG 3.4: | Upholding Financial Integrity |
| SO3.4.1: | Ensure regulatory compliance and strengthen internal controls. |
| SO3.4.2: | Promote transparency and ethical financial practices. |
| SP4: Where CUD Family Spirit Fuels Personal Growth and Meaningful Engagement | |
|---|---|
| SG 4.1: | Fostering an inclusive, engaged, and supportive work environment. |
| SO4.1.1: | Strengthening employee well-being and work-life balance. |
| SO4.1.2: | Promoting diversity, equity, and inclusion |
| SO4.1.3: | Enhancing internal communication and transparency |
| SO4.1.4: | Encouraging staff & students’ involvement in decision-making |
| SG4.2: | Optimizing talent and fostering a high-performance, growth-oriented culture. |
| SO4.2.1: | Optimizing workforce planning through strategic alignment with institutional needs. |
| SO4.2.2: | Investing in professional development and leadership growth. |
| SO4.2.3: | Promoting performance excellence through accountability and recognition. |
| SG 4.3: | Nurturing and respecting Canadian and UAE culture and values. |
| SO4.3.1: | Promoting cultural awareness and mutual understanding through curriculum content and community engagement initiatives. |
| SO4.3.2: | Fostering cultural pride through awareness and participation. |
| SO4.3.3: | Fostering civic engagement to contribute to society. |
| SO4.3.4: | Embedding core cultural values in institutional policies and practices. |