On behalf of strategic planning, policies have been revised every five years. During this revising process, performance evaluation and inside evaluation reports have been considered too. Planning of the process depends on the quality manual and strategic plan of the institution, and it is evaluated by the Quality and Accreditation committee. After meeting with shareholders from inside and outside, important reformations have been reported to the Dean’s office.
Education Policy
1. In addition to preparing students for the future and adapting them to a lifelong-learning mentality, we are embracing a reformist education model based on competence which provides professional skills.
2. Providing a learning opportunity to all students apt to the needs of an improving and changing era through face-to-face, online and hybrid models.
3. Improving and sustaining the relationship between graduate/postgraduate education and research-development activities through applied education and new models.
4. Improving the education-training process with the attendance of students or shareholders and strengthening national-international cooperation.
Research-Innovation Policy
1. Enriching the research environment to support scholars’ ideas about research and innovation to make them actualized.
2. Managing research and innovation activities in the faculty coordinated with sustainable development goals and national priorities.
3. As an extension of research and activities, providing the necessary environment and embrace multi-disciplinary and national collaborations.
4. Creating an atmosphere where researchers and strategic shareholders have been encouraged and appreciated. We are also providing support regarding guidance, financial and copyright rights to protect a sustainable research environment.
5. Assessing faculty’s research footprints periodically to adopt a continuous upgrade approach.
Social Contribution Policy
1. Organizing social contribution activities on the faculty.
2. Sustaining transparent and accountable management for shareholders of the faculty.
3. Prioritizing local and regional needs in the field of religious sciences.
4. Identifying research-development focuses and providing solutions to religious problems by caring advises of shareholders from in and out.
5. Serving the results of conducting scientific research for the public and organizing public academic/social events.
6. Guiding and supporting academic staff in the fields identified with social cooperation.
7. Informing and raising awareness of society by using mass media efficiently.
Sustainability Policy
1. Considering ecologic, economic and social dimensions of the sustainability and applying sustainable development principles to institutional applications.
2. To reduce negative ecologic effect of the faculty, considering waste management and energy efficiency and applying them to institutional applications.
3. Embracing gender equality, inclusivity, partnership for strong goals and facilities in institutional management.
4. Grounding respect to human’s fundamental, social and economic rights. Spreading occupational health and safety, academic freedom and work ethic.
Internationalization Policy
1. Directing and managing internationalization applications in education, research and social contribution policies which are including students and staff who are shareholders of the faculty.
2. Benefiting cooperations, exchange programs, mutual agreements and international programs apt to changing educative paradigms.
3. Strengthen institutional sufficiency through potentiality of international specialty.
4. Improving continuously in internationalization by monitoring performance with our shareholders.
Quality Policy
1. Managing quality in the faculty in line with international and national quality assurance systems and institutionally for the future.
2. Evaluating quality by applying qualitative and quantitative methods in an integrated manner with output and process-oriented measurements and to improve quality through defined processes.
3. To keep quality improvement, continuous innovation and transformation with the voluntary participation of shareholders, by the help of change agents working in quality teams, especially quality ambassadors.
4. Adopting the quality culture which is based on securing quality and meeting shareholders’ expectations in a balanced manner with a sense of responsibility towards society, as a common culture that is observed by all stakeholders, especially academics, researchers, employees and leaders.
Service Receivers’ Satisfaction Policy
1. Monitoring the feedback and complaints of service recipients by securing them and to ensure that complaints are handled objectively and resolved as soon as possible.
2. Increasing current and potential customer participation and feedback in the processes by creating transparent and effective communication mechanisms with service beneficiaries.
3. Ensuring continuous improvement within the scope of corporate quality management by measuring the quality, efficiency and effectiveness of processes, services and practices in order to realize the value propositions offered to service recipients.
Human Resources Policy
1. Approaching human resources as a corporate value by planning the medium and long-term human resources’ needs according to the mission and vision of the instutition and evaluating performance, provide necessary support and offer development opportunities to ensure personal development.
2. Implementing multi-directional communication with all employee groups within the governance approach.
3. Planning and actualizing training and development in line with corporate objectives and individual development needs, embracing the principles of equal opportunity and inclusiveness.
4. Grounding personal development, promotion, empowerment, appreciation and recognition practices on performance evaluation results.
5. Providing safe and healthy work environment for all staff through occupational health and safety practices.
Institutional Communication Policy
1. Creating communication environments that will enable stakeholders to strengthen the corporate culture by adopting corporate values and identity.
2. Developing policies for the promotion of the faculty to the target audience, to ensure the effective use of online communication and social media tools.
3. Supporting scientific, artistic and cultural activities at national and international level.
4. Improving communication with media branches and ensure its continuity.
5. Sharing information with public institutions and organizations and supporting institutional transparency.
