Al-Alamein Institute For Postgraduate Studies In Najaf Al-Ashraf

Strategic Identity Summary of Al‑Alamain Institute for Graduate Studies

Al‑Alamain Institute for Graduate Studies is a specialized academic institution offering postgraduate programs (Master’s and Ph.D.) in Law and Political Science, Master’s in Media, as well as Higher Diplomas in Elections and Good Governance, and in Public Contracts. The Institute was officially recognized under Ministerial Order No. 1864 dated 7 December 2016, and is a member of the Association of Arab Universities.

Vision

• Expansion of specialized postgraduate programs and entry into internationally accredited rankings.

Mission

• To provide diverse and specialized postgraduate programs for Iraqi, Arab, and international students, in accordance with global standards of educational quality, in order to supply state institutions, society, and the private sector with highly qualified academic and professional cadres.

Core Values

• Excellence and efficiency in service delivery.
• Respect and equal opportunity.
• Collaboration and teamwork.
• Responsibility and commitment.
• Leadership and continuous learning.

Motto

• Depth and authenticity in postgraduate studies.

Strategic Plan Summary (2021–2025)

Strategic Goal 1: Institutionalizing Planning and Performance Evaluation

Executive Objectives:
1.1 Develop a five‑year strategic plan.
1.2 Translate the strategic plan into annual operational plans.
1.3 Design and implement an integrated and effective performance evaluation system.

Indicators:

• Number of benchmarking comparisons with global educational institutions within five years.
• Percentage of achievement in the strategic plan.
• Number of communication channels regarding the Institute’s identity and strategy.
• Percentage of achievement in annual operational plans.
• Number of annual performance reports issued.
• Percentage of automation in the performance evaluation system.
• Employee satisfaction rate with planning and performance evaluation.

Strategic Goal 2: Enhancing Governance and Management Systems

Executive Objectives:
2.1 Develop organizational structure and administrative manuals.
2.2 Plan and activate an integrated human resource management system.
2.3 Plan and implement a comprehensive training system.
2.4 Develop the Institute’s information management system.
2.5 Institutionalize the marketing function.
2.6 Establish strategic partnerships locally, regionally, and internationally.
2.7 Institutionalize internal auditing mechanisms.
2.8 Strengthen the quality assurance system.

Indicators:

• Completion rate of administrative manuals.
• Percentage of documented processes and procedures.
• Overall employee satisfaction rate.
• Employee satisfaction with salaries, incentives, and rewards.
• Annual training days per employee.
• Annual growth rate in student enrollment.
• Number of local partnerships within five years.
• Number of international partnerships within five years.
• Compliance rate in internal audit reports.
• Documentation rate of quality assurance methodologies.

Strategic Goal 3: Maximizing Effective Use of Technology

Executive Objectives:
3.1 Develop an Enterprise Resource Planning (ERP) system.
3.2 Develop specialized technological systems as needed.
3.3 Develop mobile applications and websites as required.
3.4 Ensure effective data storage management.
3.5 Develop an information security system.
3.6 Promote a culture of technology and ethical use.

Indicators:

• Percentage of automated processes and procedures.
• Number of Institute‑specific mobile applications.
• Employee satisfaction with technological systems.
• Attainment of ISO 27001 certification.
• Average downtime of the Institute’s electronic systems.
• Percentage of cloud storage for Institute databases.

Strategic Goal 4: Enhancing Financial and Material Resource Management

Executive Objectives:
4.1 Strengthen efficiency in financial resource management.
4.2 Strengthen efficiency in material resource management.

Indicators:

• Annual budget deficit percentage.
• Percentage of automated financial processes.
• Employee satisfaction with salaries.
• Employee satisfaction with incentives and rewards.
• Compliance rate in internal financial audits.
• Shortage rate in classrooms and offices.
• Occupancy rate.
• Attainment of ISO certifications: 14001, 45001, and 50001.

Strategic Goal 5: Strengthening and Motivating Faculty Members

Executive Objectives:
5.1 Recruit distinguished professors and scholars.
5.2 Enhance the academic and scientific level of faculty members.
5.3 Motivate faculty members.
5.4 Evaluate faculty performance.

Indicators:

• Faculty shortage rate.
• Ratio of faculty to students.
• Percentage of faculty at professorial rank.
• Overall faculty satisfaction rate.
• Faculty satisfaction with salaries.
• Faculty satisfaction with incentives and rewards.
• Faculty satisfaction with work environment.
• Average faculty performance evaluation results.

Strategic Goal 6: Excellence in Student Services

Executive Objectives:
6.1 Strengthen effective communication with students.
6.2 Design practical guides for students.
6.3 Receive and address student complaints.
6.4 Develop student capabilities.
6.5 Increase the proportion of international students.
6.6 Address students’ specific needs and requirements.
6.7 Plan and implement parallel student activities and services.
6.8 Maintain communication with alumni.

Indicators:

• Number of annual meetings with student representatives.
• Number of student guides produced.
• Overall student satisfaction rate.
• Student satisfaction with academic supervision.
• Student satisfaction with activities and services.
• Student satisfaction with complaint handling.
• Percentage of complaints resolved.
• Number of parallel student activities and services.
• Percentage of international students enrolled.

Strategic Goal 7: Excellence in Scientific Research

Executive Objectives:
7.1 Establish and implement research policies and plans.
7.2 Develop research partnerships and promote cultural exchange.
7.3 Encourage and support research efforts.
7.4 Strengthen research ethics.
7.5 Develop the library and information resources.
7.6 Expand scientific publication.
7.7 Achieve entry into global research rankings.

Indicators:

• Growth rate in research hours.
• Number of manuscripts verified.
• Average plagiarism percentage.
• Number of local research partnerships.
• Number of international research partnerships.
• Number of international awards.
• Number of university libraries electronically linked.
• Growth rate in library acquisitions.
• Annual increase in Scopus‑indexed publications.
• Number of global rankings attained.

Strategic Goal 8: Excellence in Community Service

Executive Objectives:
8.1 Plan community service initiatives.
8.2 Expand and diversify community services.
8.3 Strengthen effective communication with society.

Indicators:

• Overall community satisfaction rate.
• Community satisfaction with services provided by the Institute.
• Number of new community service programs.
• Number of partnerships with community service organizations.
• Number of annual community service reports issued.

Strategic Goal 9: Excellence in Academic Curriculum

Executive Objectives:
9.1 Analyze the needs of society, the state, and the labor market.
9.2 Conduct benchmarking with global universities.
9.3 Engage students in curriculum design.
9.4 Develop academic curricula.
9.5 Establish new academic departments.
9.6 Improve academic evaluation systems.
9.7 Develop e‑learning curricula.

Indicators:

• Number of benchmarking comparisons with global universities.
• Student satisfaction with curricula.
• Faculty satisfaction with curricula.
• Number of newly established academic departments.
• Ratio of e‑learning and distance education to total education.