Republic of Iraq
Ministry of Higher Education and Scientific Research
University of Al-Muthanna
College of Education for Pure Sciences
Strategic Planning Committee
Five-Year Strategic Plan
(2026-2022)
College of Education for Pure Sciences
Table of Contents
| Title | Page | |
| 1 | Members of the Strategic Plan Preparation and Drafting Committee | 2 |
| 2 | Descriptive Data | 3 |
| 3 | Organizational Structure of the College | 4 |
| 4 | SWOT Analysis of All Areas | 9 |
| 4 | Vision, Mission and Objectives | 10 |
| 5 | Student Affairs | 11 |
| 6 | Community Engagement and Labour Market | 12 |
| 7 | Quality Assurance | 14-13 |
| 8 | Administrative Affairs | 15 |
| 9 | Scientific Research | 16 |
| 10 | Finance and Infrastructure | 17 |
| 11 | Minutes of the Strategic Plan Preparation and Drafting Committee | 18 |
Members of the Committee for Preparing and Drafting the Strategic Plan
Member
| Name | Job Title | Role | |||||||||||||||||||||||
| 1- Prof. Dr. Taiseer Abdul-Ilah Kadhim | Dean of the College | Chair | |||||||||||||||||||||||
| 2- Mr. Riyadh Raheem Tuaima | Director General of Al-Muthanna Education | Member | |||||||||||||||||||||||
| 3- Prof. Dr. Arshad Naji Hussein | Associate Dean for Scientific Affairs | Member | |||||||||||||||||||||||
| 4- Prof. Dr. Waad Hadi Abd | Associate Dean for Administrative Affairs | Member | |||||||||||||||||||||||
| 5- Asst. Prof. Dr. Mustafa Abbas Fadhil | Head of the Department of Mathematics | Member | |||||||||||||||||||||||
| 6- Asst. Prof. Dr. Dhuha Ali Aziz | Head of the Department of Biology | Member | |||||||||||||||||||||||
| 7- Lect. Amal Kareem Alaiwi | Quality Assurance and University Performance Division | Member and Rapporteur | |||||||||||||||||||||||
| 8- Asst. Lect. Nibras Musafir Shakir | University Performance Evaluation Unit | ||||||||||||||||||||||||
| 9- Ms. Wijdan Jabir Shamkhi | Head of the Financial Affairs Unit | Member |
Descriptive Data
College name: College of Education for Pure Sciences
Year of establishment: 2014
Number of departments: two (Biology and Mathematics)
Number of divisions and units: 6 divisions and 47 units
Number of students: 1,357
Undergraduate studies: morning and evening programmes in both departments (Mathematics and Biology).
Staff: 1- Faculty members: 43 2- Administrative staff: 34
Number of Students
| Department of Biology | Morning study: 415 | |
| Department of Mathematics | Morning study: 368 | |
| Admission Plan | 100 students per department | |
| Actual Admission | 783 students | |
| Withdrawn Students | 5 students | |
Number of lecture halls: 10
Number of laboratories: 5
Website: https://pse.mu.edu.iq
| College Council |
| Dean |
| Women's Affairs Unit |
| Citizens' Affairs Unit |
| Central Mail and Confidential Records Unit |
| Dean's Office (Administrative Unit) |
| Council Secretariat (Administrative Unit) |
| Academic Promotions Unit |
| Internal Control and Audit Unit |
| Media and Cultural Relations Unit |
| Higher Education Fund Unit |
| Academic Departments |
| Quality Assurance and Performance Evaluation Division |
| Laboratory Accreditation Unit |
| University Performance Evaluation Unit |
| Quality Assurance Unit |
| Associate Dean for Administrative Affairs |
| Office of the Associate Dean for Administrative Affairs |
| Legal Affairs Unit |
| Student Activities Unit |
| Civil Defence Unit |
| Reception and Information Unit |
| Services Unit |
| Maintenance Unit |
| Vehicles and Transport Unit |
| Financial Affairs Division |
| Payroll Unit |
| Budget Unit |
| Records Unit |
| Stores and Supplies Unit |
| Administrative Affairs Division |
| Citizens' Affairs Unit (Faculty and Staff) |
| Employment and Staffing Unit |
| Retirement Unit |
| Personnel Files and Electronic Archiving Unit |
| Associate Dean for Scientific Affairs |
| Office of the Associate Dean for Scientific Affairs |
| Scientific Affairs Unit |
| Postgraduate Studies Unit |
| Studies and Planning Unit |
| Continuing Education Unit |
| Free Education Unit |
| Scholarships and Relations Unit |
| Statistics Unit |
| Rehabilitation, Employment and Follow-up Unit |
| Psychological Counseling and Educational Guidance Unit |
| Data and Informatics Unit |
| University Incubator Unit |
| Unit for the Control of Hazardous and Toxic Chemical and Biological Materials |
| Student Affairs and Registration Division |
| Registration Unit |
| Document Verification Unit |
| Summer Training Unit |
| University of Al-Muthanna
College of Education for Pure Sciences Organizational Structure |
| Unit for Supporting Blind Students and Students with Special Needs |
| Biology |
| Mathematics |
| Afforestation Unit |
| Library Unit |
Analysis SWAT of All Areas
| 1. Student Affairs | |
| Weaknesses | Strengths |
| 1- Limited intake capacity of the college departments due to limited resources.
2- Low number of students engaged in the labour market. |
1. High pass rates.
2. Increasing numbers of admitted students. 3. Increasing numbers of parallel-education students. 4. Increasing numbers of re-nominated students transferred to the college. 5. Fast and accurate responses to incoming correspondence. 6. Effective guidance committees and heads of academic departments. |
| Threats | Opportunities |
| 1- Lack of an effective mechanism for monitoring students during examinations.
2- Increasing numbers of students admitted outside the college's admission plan. 3- Limited resources for establishing small projects to support students. |
1- Establishing new departments required by the labour market.
2- Coordinating with relevant bodies to support the college's graduates. 3- Investing graduates' potential by supporting small projects. |
| 2. Community Engagement and Labour Market | ||
| Weaknesses | Strengths | |
| • Absence of civil-society representatives on the College Council.
• Absence of a comprehensive form for measuring the satisfaction of beneficiaries of the college's services. |
• Holding annual community-service activities.
• Running various community training programmes through units such as the Continuing Education Unit and the Psychological Counseling and Educational Guidance Unit. • Organizing volunteer campaigns for faculty and students to rehabilitate the college, visit schools, orphanages and elderly-care homes, and support the army and the Popular Mobilization Forces. |
|
| Threats | Opportunities | |
| • Lack of financial allocations for community service.
• Regulations and laws that restrict teaching staff from conducting research and studies directly with the community and the labour market. |
• Seeking to establish a mechanism for cooperation with civil-society institutions so that teaching staff can study community problems and propose effective solutions.
• Encouraging faculty members to take part in community activities and counting this among the college's objectives. • Hosting graduates to learn about the problems they face at work and involving them in training and academic programmes to develop their skills and abilities. |
|
| 3. Quality Assurance | |
| Weaknesses | Strengths |
| • Limited spread of a quality culture and weak knowledge of international quality standards.
• Small number of internal auditors within the university, which affects quality-management-system audits. |
• Availability of comprehensive databases of material and human resources and academic activities in the Planning and Quality Assurance divisions, which helps build effective improvement plans. |
| Threats | Opportunities |
| • Limited financial resources and reliance on Higher Education Fund revenues, which has hindered the timely implementation of some aspects of the improvement plan. | • Training Quality Assurance staff through courses leading to international certificates in quality management systems.
• Coordinating with counterpart colleges at reputable international universities that have obtained programme accreditation, in order to save time and effort in reaching an advanced stage of academic accreditation. |
| 4. Administrative Affairs | |
| Weaknesses | Strengths |
| • Presence of staff holding qualifications below a bachelor's degree.
• Absence of specialized electronic systems for incoming and outgoing mail, archiving, allowances and promotions, and accounting. |
• Distributing administrative work among staff and redistributing it within the college.
• Using electronic systems to speed up and organize work. |
| Threats | Opportunities |
| • Absence of job grades for reinforcing existing staff. | • Redistributing staff among the university's colleges.
• Increasing professional development courses for staff. • Purchasing or designing specialized human-resource management software. |
| 5. Scientific Research | |
| Weaknesses | Strengths |
| 1- High number of uncompleted research projects.
2- Shortage of teaching staff. |
1- Marked increase in research published in international journals indexed in Scopus.
2- Increasing number of faculty members with academic profiles. |
| Threats | Opportunities |
| 1- High costs of conducting scientific research.
2- Declining reliance on scientific research by the public and private sectors. 3- Limited laboratory facilities in the college. 4- Limited budget allocations to support scientific research. 5- No new permanent appointments. 6- Shortage of instructors for educational courses. 7- Lack of specialized instructors for university-requirement courses. 8- Lack of financial allocations for lecturers. |
1- Raising the standing of the college, and hence the university, among world universities.
2- State institutions increasingly referring their research problems to the university. 3- Facilitating the transfer of holders of higher degrees to the college's permanent staff. |
| 6. Infrastructure | |
| Weaknesses | Strengths |
| • Operating budget expenditure items do not match the college's needs.
• A large share of parallel-education revenue does not go to the college. |
• Increasing revenue through parallel education and evening study.
• Rationalizing expenditure. |
| Threats | Opportunities |
| • Regulations and laws that restrict finding new sources of funding.
• Large numbers of admitted students, increasing the need for more lecture halls and teaching laboratories. |
• Encouraging productive research that generates revenue for the college.
• Adopting income-generating projects. |
|
Vision, Mission and Objectives
|
Vision:
Our college seeks to balance high-quality education through curriculum development, the encouragement of local and international scientific research, graduate training, community-awareness programmes and the pursuit of national and international programme accreditation, thereby contributing effectively to the Sustainable Development Goals and preparing qualified graduates who help build a sustainable society.
Mission:
To meet labour-market requirements through teaching and learning methods that prepare a capable generation of educators, researchers and leaders who create scientific, cultural and social value for the sustainability of educational institutions in the service of the nation and society.
Objectives:
Every endeavour must have defined objectives. In light of its vision and mission, the College of Education for Pure Sciences pursues the following objectives:
- Supplying public and private educational institutions with scientific and educational staff specialized in the pure sciences, and adopting electronic systems for administrative work across all parts of the college.
- Concluding effective cooperation agreements with institutions related to the specializations of the college's graduates, particularly the Ministry of Education.
- Activating teaching and learning methods that enhance the scientific and educational value of our graduates.
- Introducing effective teaching and learning methods in teaching courses, especially practical ones, through the application of blended e-learning.
- Obtaining national and international programme accreditation in order to raise the college's academic standing.
| Area | Main Objective | Sub-objective | Activity or Programme | Implementing Body | Timeframe
2022-2026 |
Evidence As per the appendices | Performance Indicators | Monitoring Methods KPI | Notes | ||||
| Area: Student Affairs | Raising students' academic level and developing their skills by adopting a teaching-and-learning methodology | Raising students' academic level by adopting a teaching-and-learning methodology | Honouring the top three students in each academic department | Deanship of the College
Heads of Departments |
Ongoing | 1. Increasing the number of graduates admitted to postgraduate studies.
2. Increasing students' awareness of different teaching-method skills. |
1. Direct follow-up by the Associate Dean for Scientific Affairs, with a report submitted to the Dean.
2. Follow-up by the Head of Department. 3. Quality Assurance Division. |
The responsible bodies submit their annual plans in line with the activities and programmes they are responsible for in the college plan, after approval by the Dean of the College. | |||||
| Adding and updating new topics in education courses concerned with the specializations of educational technology and developing students' abilities in various areas | Academic Departments
Scientific Committees |
25% | 25% | 50% | |||||||||
| Motivating students to take part in volunteer work and extracurricular activities | Organizing an action plan for students' extracurricular activities and volunteer work (10 activities) Year 1: 10, Year 2: 11, Year 3: 12, Year 4: 13, Year 5: 14 (total 60) |
Academic Departments
Extracurricular Activities Committee |
20% | 20% | 20% | 20% | 20% | – Developing team spirit and collective work to serve the institution, and thus the country, through extracurricular activities, which have increased by 10% each year over the previous year. | |||||
| Equipping students with diverse skills that help them work in various fields after graduation | Organizing a graduates' forum (1 seminar) |
Deanship of the College
Academic Departments Associate Dean for Scientific Affairs Rehabilitation and Employment Unit |
100% | Improvement in graduates' skills after participating in workshops or training courses. | |||||||||
| Holding courses or workshops in various specializations that increase students' competence
(5 events) |
Associate Dean for Scientific Affairs
Continuing Education Unit Scientific Affairs Unit Academic Departments |
20% | 20% | 20% | 20% | 20% | |||||||
| Area | Main Objective | Sub-objective | Activity or Programme | Implementing Body | Timeframe
2022-2026 |
Evidence As per the appendices | Performance Indicators | Monitoring Methods KPI | Notes | ||||
| Community Engagement and Labour Market | Serving the community through scientific research, studies and training courses. | Increasing cooperation with various state institutions | Adopting a project with the Al-Muthanna Environment Directorate | Environment Directorate
College research team |
25% | 25% | 25% | 25% | 1. Raising graduates' competence in line with labour-market requirements.
2. Increasing the number of graduates employed in their fields. 3. Holding the scientific conference on sustainable development. 4. Raising awareness of sustainability and knowledge of sustainable-development concepts and related scientific experiments. |
Direct follow-up by the Associate Dean for Scientific Affairs and the Scientific Affairs Unit | The responsible bodies submit their annual plans in line with the activities and programmes they are responsible for in the college plan, after approval by the Dean of the College.
Four activities are to be held each academic year. |
||
| Cooperation with the Al-Muthanna Health Directorate to complete fourth-year students' graduation projects | Al-Muthanna Health Directorate
Deanship of the College |
20% | 20% | 20% | 20% | 20% | |||||||
| Measuring the extent to which the Al-Muthanna Education Directorate benefits from our graduates | Al-Muthanna Education Directorate
and the College of Education for Pure Sciences |
20% | 20% | 20% | 20% | 20% | |||||||
| Holding joint activities such as conferences, workshops or seminars on sustainable development with partner institutions
(4 events) |
Scientific Affairs and faculty members | 25% | 25% | 25% | 25% | ||||||||
| Holding student exhibitions (2 exhibitions) | Scientific Affairs and faculty members | 25% | 25% | 25% | 25% | ||||||||
| Area | Main Objective | Sub-objective | Activity or Programme | Implementing Body | Timeframe
2022-2026 |
Evidence As per the appendices | Performance Indicators | Monitoring Methods KPI | Notes | ||||
| Quality Assurance | Applying the fundamentals of total quality | Applying quality fundamentals in every part of the college | Developing staff qualified to work in quality (5 courses or workshops) | Deanship of the College
Academic Departments |
20% | 20% | 20% | 20% | 20% | 1- Training course on completing the requirements of the performance-evaluation form.
2- Participation of quality staff in specialized courses. 3- An implementable operational plan consistent with the college's strategic plan. 4- Improving academic and administrative performance and obtaining partial institutional accreditation. |
1- Direct supervision by the Dean of the College.
2- Periodic meetings. 3- Quality Assurance Division. |
The responsible bodies submit their annual plans in line with the activities and programmes they are responsible for in the college plan, after approval by the Dean of the College. | |
| Seeking international or regional programme accreditation for the college. | Scientific Committees
Department Councils |
30% | 30% | 40% | |||||||||
| Better laboratories within available resources | Equipping scientific laboratories with the infrastructure and supplies needed for experiments, through college purchases and transfers from other colleges. | Deanship of the College
Academic Departments |
Ongoing | 5- Equipping laboratories with modern instruments and guidance boards.
6- Student and faculty satisfaction with the work environment. |
Direct follow-up by the Laboratory Quality Unit | ||||||||
| Electronic inventory of all laboratory contents | Annual inventory committees | Ongoing | Ability to conduct accurate analyses of inventory and laboratory needs | ||||||||||
| Holding women's leadership activities
(2 activities) |
Continuing Education
Representative of the Women's Empowerment Unit |
25% | 25% | 25% | 25% | 1. Developing and raising the competence of women leaders.
2. Increasing the proportion of women participating in leadership and community activities. |
Follow-up by the Scientific Affairs Unit | ||||||
| Area | Main Objective | Sub-objective | Activity or Programme | Implementing Body | Timeframe
2022-2026 |
Evidence As per the appendices | Performance Indicators | Monitoring Methods KPI | Notes | ||||
| Administrative Affairs | Strengthening administrative staff and achieving 100% electronic operation by 2024 | Organized, 100% electronic administrative processes by 2024 | Connecting the college's units, divisions and departments through internet and intranet systems to facilitate communication and reduce paper use | Deanship of the College; Computer and E-Learning Unit | 20% | 20% | 20% | 20% | 20% | 1- Completing the college's electronic (intranet) system.
2- Improved response time between units and departments thanks to internet and intranet systems. 3- More efficient storage and retrieval of information through digital systems. 4- Less time spent on administrative procedures. |
5- Report submitted to the Dean.
6- Follow-up by the head of administration. |
The responsible bodies submit their annual plans in line with the activities and programmes they are responsible for in the college plan, after approval by the Dean of the College. | |
| Developing administrative staff competence through courses (2) on administrative skills | Computer and E-Learning Unit | 30% | 30% | 40% | |||||||||
| Holding literacy development courses for service staff (2 courses) | Associate Deans for Scientific and Administrative Affairs and the Continuing Education Unit | 25% | 25% | 25% | 25% | Service staff passing the course test | Follow-up by the Continuing Education Unit | ||||||
| Area | Main Objective | Sub-objective | Activity or Programme | Implementing Body | Timeframe
2022-2026 |
Evidence As per the appendices | Performance Indicators | Monitoring Methods KPI | Notes | ||||
| Scientific Research | Developing scientific research and establishing postgraduate studies in line with labour-market requirements. | Excellence in the quality and number of research publications locally and internationally | Presenting the problems of government and service institutions in department councils and exploring how research can help solve them | Academic Departments
Scientific Committees |
20% | 20% | 20% | 20% | 20% | 1- Increasing number of faculty publications on various research platforms.
2- Adopting specific local problems of an applied nature and economic feasibility. 3- Increase in the citation index of faculty research on various research platforms. 4- Increasing share of joint research with international research institutions. 5- Hosting local and international conferences and seminars to promote knowledge exchange. 6- Increasing demand for master's programmes owing to a good academic reputation. |
1- Continuous follow-up by the Associate Dean for Scientific Affairs and the departmental scientific committees.
2- Quarterly update of the research plan by the Scientific Affairs Unit. |
The responsible bodies submit their annual plans in line with the activities and programmes they are responsible for in the college plan, after approval by the Dean of the College. | |
| Adopting applied research that addresses problems serving the country | Holding workshops and seminars (5) explaining publication procedures in international journals and publishers and how to avoid predatory journals | Academic Departments
Continuing Education Unit |
20% | 20% | 20% | 20% | 20% | ||||||
| Establishing postgraduate (master's) studies | Department of Biology | 30% | 30% | 40% | Supervision and follow-up by the Head of Department | ||||||||
| Area | Main Objective | Sub-objective | Activity or Programme | Implementing Body | Timeframe
2022-2026 |
Evidence As per the appendices | Performance Indicators | Monitoring Methods KPI | Notes | ||||
| Finance and Infrastructure | Increasing college revenue by adopting income-generating projects and activities | Increasing financial resources by adopting income-generating projects and activities while reducing unnecessary expenditure | Reducing paper use by adopting e-mail correspondence across all parts of the college (100%) | Deanship of the College
Internet Unit |
Ongoing | 1. 90% reduction in paper purchases.
2. Creating an active academic environment in the evening that enhances the learning experience. 3. Increase in student enrolment in the department thanks to evening study. 4. Evening-study revenue. 5. Planting 10 seedlings weekly. |
Direct follow-up by the Associate Dean for Administrative Affairs | The responsible bodies submit their annual plans in line with the activities and programmes they are responsible for in the college plan, after approval by the Dean of the College. | |||||
| Opening evening study in the Department of Biology | Deanship of the College
Department of Biology |
100% | |||||||||||
| Preparing green spaces in the college gardens | Associate Dean for Administrative Affairs | 25% | 25% | 25% | 25% | ||||||||
| Installing awareness boards on reducing the harm of plastic materials | Associate Dean for Administrative Affairs | 25% | 25% | 25% | 25% | ||||||||
Strategic Plan Preparation and Drafting Committee
Member
| Member
|
Ms. Wijdan Jabir Shamkhi |
Asst. Lect. Nibras Musafir Shakir |
Member and Rapporteur
Lect. Amal Kareem Alaiwi |
Member
Asst. Prof. Dr. Dhuha Ali Aziz |
||||||||||||||||||||||
|
Member Asst. Prof. Dr. Mustafa Abbas Fadhil
|
Member Prof. Dr. Waad Hadi Abd |
Member Prof. Dr. Arshad Naji Hussein |
Chair Prof. Dr. Taiseer Abdul-Ilah Kadhim |
|||||||||||||||||||||||
|
Member — Approved by the Dean Mr. Riyadh Raheem Tuaima — Prof. Dr. Taiseer Abdul-Ilah Kadhim |
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Director General of Al-Muthanna Education