Our faculty has adopted the fundamental goal of training qualified human resources in the field of health in line with regional needs and national health policies.
The main elements of the strategic perspective defined for the 2025–2030 period are as follows:
Accreditation: To complete the accreditation processes for at least one department by 2025 and for all active departments by 2030; to transform quality assurance into institutional culture.
Program Development: Begin accepting students in the departments of Social Work, Physical Therapy and Rehabilitation, Audiology, Child Development, and Health Management based on regional and national needs analyses.
Graduate Programs: Launch master's programs in Nursing, Nutrition and Dietetics, Midwifery, and Social Work.
Healthcare Digitalization: With the increasing digitalization of healthcare services, integrate health informatics, artificial intelligence-supported systems, and simulation applications into our curriculum; equip our students with the technological competencies required by the era.
Practical Collaborations: Deepening collaboration with Mardin Training and Research Hospital, Provincial Health Directorate, local governments, and non-governmental organizations to provide students with stronger practical and internship opportunities.
Social Contribution: Ensuring continuous social contribution through health screenings, first aid and disaster awareness training, and chronic disease awareness campaigns for the local community. Taking innovative steps in the context of social contribution: “Psychosocial Support Groups,” “Mother-Baby Friendly Mardin” project, “Menstrual Hygiene Education,” “Health Innovation Camp,” “Production of Educational Materials from Waste Materials,” “Exhibition, Documentary, and Oral History Studies.”
Internationalization: Increasing student and faculty mobility through Erasmus+ and similar programs; strengthening the international visibility of our faculty.
Alternative Scenarios
Optimistic Scenario
Accreditation of all programs is completed.
The faculty grows with new programs and becomes a regional leader.
International collaborations increase.
The graduate tracking system works effectively, and the employment rate rises.
The faculty becomes one of the leading institutions in health education at both the regional and national levels.
Realistic Scenario
Three departments become accredited.
Existing departments are strengthened, and new programs are launched gradually.
Partner collaborations are maintained regularly.
The graduate tracking system partially functions.
The faculty shows stable development in line with regional needs.
Risk Scenario
Accreditation of some departments is delayed.
Infrastructure investments slow down.
Weaknesses occur in stakeholder collaborations.
Graduate tracking and social contribution efforts remain limited.
The faculty may struggle to increase its competitiveness on a national scale.
Conclusion
Mardin Artuklu University Faculty of Health Sciences is shaping its future with its strong vision, interdisciplinary structure, and regional/social contribution-focused activities. Our goal is to minimize risks, bring the realistic scenario closer to the optimistic scenario, and make our faculty a regional leader, a strong institution on a national scale, and an internationally recognized institution.
