Missions and Plans

Approved Missions

The most important strategies, designed with the aims of developing knowledge, continuous assessment, promotion of sustainable quality, and institutionalizing culture with the economics of education are as follows:

1. Constraining quantitative development in creating university’s branches and centers

2. Admitting professional PhD. Faculty members

3. Systematizing academic distribution of IAU units such as centers, Science and Research Campuses, and international and cross-border branches

4. Development of higher education and maintaining its balance throughout the country

5. Short-term and long-term plans for diminishment of losses from branches

6. Controlling employment of new staff and preventing the increase of extraneous personnel of university branches

7. Developing research and technological activities such as the founding of knowledge-based companies and incubators

8. Fostering qualitative and quantitative development of medical sciences, cultural and social studies and reengineering activities

9. Promoting qualitative and quantitative development in cultural and social fields with an emphasis on sustainable cultural projects

10. Completing unfinished construction projects

11. Diversifying sources of income for the university through knowledge-based economy and investment plans

12. Creating fiscal discipline through planning and budgeting system

13. Continuous evaluation of performance and plotting a path towards excellence

14. Promoting the welfare of employees, professors, and students at policy levels

15. Institutionalizing research, educational, and technological quality in line with the University goals

16. Promoting the rank of IAU in national, regional, and global ranking

17. Creating a culture based on the sublimity of Islamic management and relying on assurance, responsibility, accountability, work ethics, honesty, trustworthiness, lawfulness, and transparency

18. Accessing modern scientific and technological developments in line with the national priorities, requirements and interests through academic links with industry and society

20. Increasing the contributions of IAU to domestic science and technology -based products through commercializing research projects and developing knowledge-based companies

21. Giving priority to higher education as per the proclamations of Supreme Leader, Grand Ayatollah Khamenei and the national comprehensive scientific map

22. Admitting students based on their location and upholding educational justice in the country

23. Admitting students in courses related to religious lessons and Islamic cultural development

24. Strengthening ties and cooperation with the society, labor market, and fulfilling the requirements of the country in scientific development

25. Managing and leading indigenous Islamic knowledge in accordance with the needs and demands of the country and youths

26. Focusing on adapting students admission methods to the goals of science and technology, social demands, and the general policies of the system

27. Raising awareness of the social capital of the Islamic Azad University by creating convergence, unification, and cooperation between staff, managers and assistants

28. Integrating units scattered throughout Tehran in integrated complexes in order to optimize resource use and introducing these units in a unified site as part of the competitive features of the university

Approved Programs

In order to fulfill the high-level approved objectives of the IAU directors and founding board, in accordance with the sacred goals of the Islamic Republic of Iran and within the framework of the directives compiled from the comprehensive scientific map and other upstream documents on national higher education, the below long-term and short term plans have been defined as the focus of attention in implementing IAU policies and managing challenges on the way to achieving the goals of the university:

1. Cutting losses associated with branches, reducing the number of centers and branches incurring losses in 2013-2014 and complete removal of loss risks by 2016-2017

2. Increasing the contribution of non-tuition income from about 1 % to nearly 10% in 2013-2014 and continuing that trend up to at least 30% in 2015-2016 through diversifying sources of income, knowledge-based activities, and investments

3. Increasing the direct research budget annually on a continuous basis

4. Increasing the contribution of technology and creating income through commercializing researches via incubators and knowledge-based companies

5. Improving and reforming the university’s faculty pyramid through admitting 5000 faculty members per year during the four years leading up to 1396 (2017), yielding a total of 20,000 faculty, and increasing the ratio of assistant professors to full professors and reducing the number of educators.

6. Focusing on fundamental issues of culture and society with an emphasis on sustainable cultural projects such as constructing mosques and Islamic cultural centers, monuments of unknown martyrs, strengthening religious and ethical beliefs

7. Increasing IAU contribution to global science production by the end of the 5th university program in 2015 by 66.0 percent, with projections showing that by 2023, based on the comprehensive scientific map, of Iran’s 5.4% contribution to global science, IAU’s share is 5.2 %

8. Developing higher education with a rapid growth rate, being responsible for at least 30 % of all university students, in accordance with the academic outlook document

9. Indexing activities in order to determine standards of performances and exact interactions through the establishment of an evaluation system and continuous monitoring of trends and performances in implementing programs, inputs, processes, outputs, and progress

10. Developing medical sciences through reengineering activities and processes and codifying a roadmap for medical sciences, operating 4 incomplete hospitals, Farhikhtegan (Tehran), Kazerun, Ardabil, and Tabriz by the end of 2014. Plans to complete ten incomplete hospitals by the end of 2016-2017 educational year and reforming the faculty pyramid, increasing the quality of accepted applicants, improving the quality of courses and units, developing magazines and publications of this field, increasing the quality and quantity of infrastructure centers (research, clinical, and treatment)

11. Increasing both the quality and number of research centers to 70 in 2012-2013 with projected increases to 150 centers in 2023 and increasing activities in various fields of science such as Medical Sciences, Engineering, Basic Sciences, Humanities, and Arts

12. Bringing order to work at IAU through preventing the employment of non-specialist staff and programmed intake of required specialist forces by maintaining current organizational posts and prioritizing a 10% reduction such that the ratio of students to employees and students to faculty be balanced; this ratio was reduced to 50:1 in 2013 and will be further cut down to 70:1 in 2016