President's Agenda

Since its separation from Razi University in 1992, and particularly since 1994, the University of Kurdistan has undergone a period of rapid development. This expansion has been significant in terms of quantitative metrics such as the number of academic programs, faculty members, students, and physical infrastructure. While this progress is undoubtedly owed to the efforts of past presidents and administrators, the macro-level policies of the Ministry of Science, which have been implemented nationwide, have also played a fundamental role.

However, a characteristic of rapid growth is often unbalanced development. Despite the university's expansion in areas like academic programs and faculty size, it has not seen commensurate development in other crucial domains such as research and teaching equipment, organizational structure, and technological infrastructure. Consequently, certain deficiencies are apparent when compared to peer institutions. Therefore, leveraging our existing potential, especially our human capital, it is imperative to pursue balanced development across all academic and research dimensions to elevate the university's key performance indicators to an optimal level.

A university is an ideal environment for nurturing, shaping, and refining individuals—like precious diamonds—before presenting them to society. The multiplicity of diverse and sometimes conflicting educational, research, and service objectives, coupled with the presence of distinguished scholars and talented students, contributes to the complexity of the university system and its strategic planning.

Achieving an ideal university requires attention to various components. A sole focus on bureaucracy creates a top-down structure that is incongruent with the academic spirit. While order and supervision are necessary in any system, other elements are equally vital. The participation and perspectives of faculty must be respected, and systematic avenues for collective engagement must be established. A clear step in this direction is to increase the use of elected rather than appointed officials in various positions. Furthermore, empowering councils and strengthening peer-review oversight systems alongside structural supervisory mechanisms is of great importance. In addition to bureaucracy and participation, a political dimension—understood not as factionalism but as a culture of principled, rule-based competition among different groups—is essential for fostering a healthy environment, enhancing motivation, and promoting vitality.

Overall, a university must seek a rational balance among the components of bureaucracy, participation, principled competition, and even a degree of academic freedom (under the concept of "organized or controlled anarchy"). Such a balance, grounded in a belief in collective wisdom, prevents the imposition of personal preferences and narrow-mindedness. By fostering a serene and tension-free atmosphere, it enables the full utilization of the university's capacities and, by embracing and implementing the ideas of its personnel, stimulates intellectual discourse and ultimately enhances the quality of interactions at all levels.

Naturally, the university president is appointed based on the views of the faculty and serves as the institution's leader. However, there are delineated boundaries for the direction of universities. In Iran, due to the governmental structure and the fact that university budgets are primarily funded by the state, institutions are obligated to adhere to a set of governmental rules and regulations. Thus, university presidents also act as representatives of the Ministry. In practice, the president serves as a crucial link between the Ministry and the internal units of the university.

Based on this preamble, the general outlines of the proposed programs for the management of the University of Kurdistan across various domains—including planning and management, structure and organization, academics, research, cultural affairs, and development—are presented below.

The first step is the development of a strategic university document with a horizon of at least two five-year plans. In preparing this document, it is essential to consider superior guiding documents, such as the policies of the Ministry of Science and the provincial higher education land-use plan, as well as to account for regional potentials, needs, and characteristics. Given the significance of this plan, meticulous care in its formulation is of key importance.

• Formulating and approving an annual operational plan.

• Continuously improving management processes and increasing productivity.

• Promoting meritocracy, creativity, and increased participation.

• Capacity-building and empowerment of human resources.

• Establishing elective mechanisms for appointing managers, particularly at the level of faculty deans and department heads, while considering their commitment to the university's development plans.

• Delegating authority and decentralizing, with an emphasis on enhancing the role and importance of faculties and academic departments in the university's decision-making and policy-setting processes.

• Implementing modern technologies to create an integrated information system for financial and administrative management.

• Full implementation of the accrual accounting system.
• Revising the university's budget allocation method to align with the performance of each unit.
• Establishing financial discipline and enhancing transparency within the university's financial system.
• Creating a foundation for the growth of sustainable revenues.
• Increasing dedicated revenues through the development of the university campus, recruitment of international students, and expansion of applied research.
• Establishing a university endowment and supporters' foundation.​​​​​​​

• Reviewing and strengthening existing academic programs by developing educational, laboratory, and workshop facilities and equipment.
• Incorporating the expert opinions of academic departments in the faculty recruitment process to improve both the quantity and quality of teaching.
• Establishing new academic programs based on criteria such as regional needs, emerging technologies, and interdisciplinary approaches.
• Forging connections with reputable national and international academic centers to facilitate faculty and student exchanges.
• Launching joint Ph.D. programs with accredited universities.
• Expanding the use of modern technologies, such as virtual learning and dedicated websites for courses and instructors.
• Training and encouraging faculty to adopt effective teaching methodologies, including group-based problem-solving and specialized workshops.

• Enhancing the university's standing at the provincial and regional levels as a leading institution by increasing research activities and providing consulting services tailored to the needs of the province and the country.
• Establishing and expanding connections with reputable domestic and international scientific and research centers.
• Planning and making necessary arrangements for the establishment of knowledge-based companies.
• Creating opportunities for faculty members to participate in academic conferences and take advantage of sabbatical leaves.
• Organizing national and international scientific conferences.
• Launching new scientific and research journals.
• Strengthening the Industry-Liaison Office and fostering collaboration between the university and the industrial sector.
• Enhancing internship programs and guiding student projects through Memoranda of Understanding (MoUs) between the university and industry.

Fostering a vibrant, hopeful, and culturally enriched university environment through:

• Encouraging faculty and students to participate in collective, cultural, and social volunteer activities.

• Expanding the space for constructive criticism and dialogue within the university.

• Promoting open forums for free thought and expression.

• Enhancing the cultural awareness of students and faculty by implementing programs such as:

1. Developing and executing cultural and religious programs, including activities related to the Quran, ethics, and national and religious occasions.
2. Supporting the formation of faculty, staff, and student union councils and delegating a degree of non-structural oversight to these bodies.
3. Increasing the number of cultural, artistic, and social clubs.
4. Supporting student organizations and publications.

• Completing unfinished development projects.
• Revising the university's comprehensive physical development master plan.
• Planning for the provision of physical spaces, particularly the expansion of academic (laboratories and workshops) and cultural facilities, in alignment with the university's development plan.
• Developing and implementing a comprehensive maintenance and repair program for the university's buildings, installations, and equipment.

• Outsourcing student welfare services and establishing a structure for continuous supervision.
• Creating cultural and recreational spaces to enrich leisure time in dormitory environments.
• Establishing the necessary framework for private sector participation in the construction of student dormitories.
• Expanding sports facilities to promote widespread athletic participation among students.