Five-Year Strategic Plan
2021 – 2026
Faculty of Administration and Economics
University of Warith Al-Anbiyaa, A.S.
Introduction
It is undeniable that strategic planning holds immense importance for institutions, groups, and individuals. Proper preparation for the future is a crucial foundation for achieving outstanding and distinctive success. Effective and successful strategic planning relies on essential pillars and future concepts, which include clear and comprehensive statements of mission, vision, and goals.
In this regard, the Faculty of Administration and Economics at the University of Warith Al-Anbiyaa, A.S. has adopted strategic planning as a method of operation. This approach is supported by its academic qualifications and a distinguished geographical and moral location in the city of Imam Hussein (PBUH) in Karbala, Iraq. Iraq is currently experiencing challenging circumstances, including the COVID-19 pandemic, which still poses significant health and economic risks.
Therefore, the deanship of the faculty places great emphasis on strategic planning through both horizontal and vertical expansions, including buildings, students, and distinguished and competitive educational and training programs. These efforts aim to address the growing demand for higher education in Iraq, with a focus on qualitative transformation centered on the quality of educational outputs in the face of rapidly advancing technological and technical developments, ensuring alignment with market competitiveness in Iraq, the regional market, and the international market. The department has undertaken a search for creative and innovative methodologies that meet present-day requirements while aligning with future expectations. To develop a successful strategic plan, the department followed the best methodologies and foundations by conducting a comprehensive survey of its internal and external environment, including students, faculty members, and staff. The department assigned a specialized committee on strategic planning, which reviewed reports and documents of the faculty. Additionally, it focused on drafting and distributing surveys and conducting numerous brainstorming sessions and workshops with a diverse group of faculty members and students. This process led to the identification of various strengths, weaknesses, opportunities, and threats both current and future. These were taken into consideration in formulating the vision, mission, and strategic goals of the faculty.
Conclusion
We would like to extend our gratitude to everyone who has contributed to overcoming obstacles and facilitating the completion of this task in a timely manner, especially the faculty members and staff.
May God grant us success.
Dean’s Word
The message of our faculty emanates from the vision of the university, which focuses on blending learning, development, and scientific research with Islamic values, the message of the Ahl al-Bayt, peace be upon them, and principles of work ethics. This aims to create a scientific generation of graduates who are qualified to uplift society and capable of facing challenges and achieving developmental goals with professionalism. The educational and research activities of our faculty center around administrative and economic sciences, which play a vital role in various aspects of life, particularly in countries seeking development and change like our beloved Iraq. Our faculty will prepare graduates to fill positions in administrative and accounting specializations by developing and supporting academic programs that align with the challenges of the contemporary work environment. Our faculty will strive to create and provide rich learning environments for our students and faculty members, promoting both learning and teaching and adhering to rigorous research standards. The objectives of the faculty go beyond scientific development; they also aim to develop and support essential infrastructures and foster collective culture and teamwork, which facilitate career advancement, job satisfaction, and create opportunities for a better life for our students, faculty members, and staff. The Faculty of Administration and Economics will serve society and both governmental and non-governmental institutions by expanding basic scientific knowledge and developing specialized human resources.
Dr. Awad Kazem Al-Khalidi
Dean of the Faculty
Faculty Structure
1. Department of Accounting
Dr. Awad Kazem Shalaan Al-Khalidi
Assistant Professor Dr. Fahd Mughemish Al-Shammari
Dr. Hiba Allah Mustafa Al-Sayyid Ali
Assistant Professor Dr. Mohammad Majid Al-Hamdani
Dr. Nidal Abdullah Al-Maliki
Assistant Professor Dr. Saleh Majid Al-Khazraji
Dr. Raghad Jaber Abbas
Assistant Professor Dr. Dia’a Faleh Bina
Dr. Mohamed Nabeel Al-Haboubi
Dr. Hemam Abdul Abbas
Dr. Ibtisam Sarhan Saehood
Assistant Lecturer Dr. Abdul-Amir Sabbar Khashief
Assistant Lecturer Dr. Salih Mahdi Abbas
Assistant Lecturer Dr. Sleem Rashid Aboud
Assistant Lecturer Dr. Yasmeen Qassem Badeh
Assistant Lecturer Dr. Iman Jawad Ahmed
Assistant Lecturer Dr. Rafeed Fadel Murad
Assistant Lecturer Dr. Ensaf Jassim Mahdi
Assistant Lecturer Dr. Mohamad Hashim Ali
Assistant Lecturer Dr. Mortadha Ma’ati
Assistant Lecturer Dr. Ali Muhammed Hassan
Assistant Lecturer Dr. Haidar Naser Hussein
Assistant Lecturer Dr. Shimaa Jaber Jouda
Assistant Lecturer Dr. Abdullah Salim Majid
Assistant Lecturer Dr. Haidar Saleh Abdel-Hadi
Assistant Lecturer Dr. Heba Nabeel Hameed
Assistant Lecturer Dr. Alaa Salem
Assistant Lecturer Dr. Kaisar Abdul-Hussein Rishk
First Component – Physical Resources
A. Classrooms: The faculty possesses state-of-the-art infrastructure, with classrooms for postgraduate studies for all scientific departments and scientific discussion halls.
B. Library: The faculty has a free library for undergraduate studies, equipped with modern scientific sources, as well as an electronic library with specialized websites.
C. Units: The faculty has a Quality Assurance Unit and an Educational Guidance Unit.
D. Administrative Sections: The faculty has dedicated rooms with appropriate space and ventilation.
E. Databases: Electronic archiving has been implemented for administrative units in the faculty.
F. Faculty Website: The faculty has an official website and is active on social media platforms.
First Major Component – Strategic Elements
1. Vision: High-quality education and rigorous scientific research characterized by noble Islamic values, graduating distinguished scientific cadres prepared to excel in various fields of work.
2. Mission: Elevating the faculty to the level of top global administration and economics colleges, competing in graduate excellence, educational quality, research quality, and offering scientific solutions to various problems through scientific methods in construction, development, and investment in all fields.
3. Goals:
Awarding bachelor's degrees in administrative and accounting sciences
Preserving the Islamic identity of graduates through knowledge and intellectual development
Providing bachelor’s degrees in business management and accounting sciences
Scientific rigor
Preserving the Islamic identity of graduates
Reviving Islamic sciences and spreading them
Developing the learning process
Authoring scientific books
Publishing distinguished journals
Expanding scientific departments
Organizing international scientific conferences
Expanding graduate studies to award master’s and doctoral degrees in administrative and accounting sciences
Core Values
1. Quality and Excellence: The faculty adheres to quality standards and excellence in all its programs and projects.
2. Teamwork: The faculty believes in joint work and embraces teamwork in its activities to achieve its goals. It fosters collaborative and participatory efforts and works on resolving conflicts constructively.
3. Justice and Integrity: The faculty is committed to applying justice and equality among its faculty members, as well as upholding ethics and moral principles.
4. Transparency: Providing clear and accurate information to students, defining clear goals for the academic programs offered by the faculty, and ensuring conditions are in place to effectively achieve these goals.
5. Accountability: Holding all involved in the preparation, implementation, and supervision of academic programs in the faculty accountable.
6. Trust: Cultivating mutual trust between students and professors, as well as between superiors and subordinates, through ethical behaviors and actions that enable all parties in the educational process to gain credibility and respect diverse opinions.
7. Quality: A set of standards and characteristics that must be present in all elements of the educational process at the faculty—concerning inputs, processes, and outputs—that enable achieving the required goals for individuals, institutions, and society according to available material and human resources.
8. Respect: Cultivating a culture of mutual respect among faculty members and students, as well as between superiors and subordinates, serving the educational process.
Second Component – SWOT Analysis
First Criterion: Strategic Approach
The faculty, through its departments, offers various educational programs aiming to elevate to a level that makes graduates of this faculty a significant demand in the labor market.
A) First Component under SWOT Analysis
Strengths
1. Existence of an approved strategic plan.
2. Vision, mission, and strategic goals are documented, approved, and published as part of the university’s vision and mission.
3. The faculty disseminates its vision and mission and announces them to all stakeholders.
4. It has an official electronic website that provides services to all students and faculty members.
5. The teaching staff is highly qualified with diverse specializations, a result of numerous training courses conducted on various topics.
6. It possesses a comprehensive e-learning platform that facilitates various educational operations.
Weaknesses
1. Lack of utilization of scientific research and consultations for community service and development.
2. Limited participatio
n outside Iraq in conferences, scientific activities, and training courses.
3. Weak communication with Arab and foreign universities.
4. Lack of a dedicated journal unit.
5. Absence of an