Realizing the tremendous needs for modern management education in Afghanistan, a group of proficient academicians conceived the idea of establishing a new University in the private sector in year 2008 in Kabul. The idea was converted into a practical proposition in 2009 when the charter is granted by the Ministry of Higher Education, Government of Islamic Republic of Afghanistan. The University is located in a spacious campus at a central place in the Capital Kabul, namely Charah e Baraki and over a short span of time, Rana University has emerged into one of the most effective and rewarding seats of higher learning in the country. There are many factors attributed to the great success of this University, prominent among them is the dedicated support of faculty and staff, enthusiastic pursuance of studies by the students and guidance of the Ministry of Higher Education. The University has progressed both horizontally and vertically in these years. From a few bachelors programs at the outset, it now consists of 4 major vibrant faculties and spread over two campuses. Currently, the total enrollment is more than 4300 while more than 2000 students have graduated so far... According to the statistics, 22% of our graduates go abroad for higher studies and jobs, which indicate that the education provided by Rana University is compatible with International standards. Not only this but Private institutions, Banks, NGOs and Government organizations are also hiring Rana graduates on regular basis. In addition, RANA University is an institution established in 2009 and registered with the Ministry of Higher Education of the Islamic Republic of Afghanistan. The establishment of RU is coinciding with the intense need of contribution to the rehabilitation and rebuilding process of Afghanistan in the higher and professional education sector. Afghanistan with the international community is on the road of development and the provision of sustainable solutions to the decades’ long problems that have left impacts on both the national and international reputation of Afghanistan as a nation as well as a country in this global era. RANA University as an institution provides quality and standard higher education, committed to play a positive role in contributing to the education sector by pursuing specific goals with education programs that meet the contemporary requirements to practically and realistically achieve its goals and make a difference to the lives of young generation. Over the last few years, RANA University has grown to be a name to be reckoned with, not just in Kabul but also in the academic world of the country. RANA employs the latest and most sophisticated tools, materials and methodologies of teaching in its academic programmes, enjoys an impeccable reputation for its meritocracy and culture of open debate and intellectual dialogue and can boast of a faculty of international standards. Its alumni are blazing new trails all over the country and are respected and sought after in the market.
RANA University (hereinafter refers to as “RU”) is an institution established in 2009 and registered with the Ministry of Higher Education of the Islamic Republic of Afghanistan is an Institute of Higher Education in Kabul City. In compliance with all the policies and procedures and the quality assurance guidelines of the Ministry of Higher Education, RANA was awarded the title of University wide certificate number 15/710, issued by the Ministry of Higher Education of Islamic Republic of Afghanistan on July 13, 2014. The establishment of RU coincides with the intense need of contribution to the rehabilitation and rebuilding process of Afghanistan in the higher and professional education sector. Afghanistan with the international community is on the road of development and the provision of sustainable solutions to the decades’ long problems those have left impacts on both the national and international reputation of Afghanistan as a nation as well as a country in this global era. RU as an institution provides quality and standard higher education is committed to play a positive role in contributing to the education sector by pursuing specific goals with education programs that meet the contemporary requirements to practically and realistically achieve its goals and make a difference in the lives of the young generation. The government of Afghanistan with its initiative to give more importance to the private sector has opened the doors to many private investors to make investments in various sectors, which in fact is standing by the government and supporting the overall peace and rebuilding process. The education sector, believed to be the most important, is the only sector that outshines other sectors in taking the people to the light of success and prosperity. Therefore, RANA University's initiative to provide higher education with international standards, recognition and acceptability throughout the globe. RU is institution that provide higher education has set goals that are future-oriented, professional, and skill based meeting the needs of today and future in the contemporary educational era. The disciplines currently in progress by RU are Bachelor in Business Administration (BBA), Bachelor in Computer Science (BCS), Business Information Technology (BIT), Diploma in English Language (DEL), Diploma in Business Administration (DBA), Diploma in Information Technology (DIT) and recent future programs include Mass Communication, Economics, Law and International Relations. In addition, RU provides training and development sessions on various subjects based on market demands. The competitive advantage of RU in the higher education market is the front line with competent, talented, qualified, foreign educated PhDs, M.Phils, MS and Master Degree holders from around the globe. A diversified and culturally mixed faculty is what achieves the standards of quality, recognition and acceptability of our degree programs, diplomas and certificate courses because the degrees, diplomas and certificates are accredited and globally recognized from very well-reputed institutes and universities of the world. Furthermore, RU offers twin programs through which students would have the opportunities to have local and international experience and exchange cultural information by studying at international institutes and universities during the program around the world.
Strategic Planning Process
The strategic planning process intends to provide Rana University with a forward-looking, inspirational
road map for the institution’s future beyond the immediate scenarios.
The opportunities---to provide greater access to information and to enable contributions from all the
members of the Rana communities- are consistent with Rana's student centered philosophy. Seizing these
opportunities would be consistent with Rana's history of embracing change and may allow it to strengthen
its brand and gain an advantage in the competition for the best faculty and students. Greater openness can
improve the processes of teaching and learning and would certainly facilitate a greater national
contribution by Rana University. There is a role for first movers, just as there is a role for fast
followers and even cautious adopters and fence seaters. But there is no reason to ignore very serious
trends, particularly by an institution that in the past has benefited from being hospitable to change.
There is no reason to believe that fundamental and destabilizing changes will not occur, whatever Rana
University chooses to do or not to do.
The early stages of the Strategic Planning process identified a number of core values associated both with
the mission and development of the University that must be preserved as the institution develops and
grows. These include: a strong focus on the creation of a broadly educated person;
Overall, the specific objectives and actions of the plan suggest the need to move on a number of fronts
to keep abreast of the competition and enhance academic excellence. The highest overall priority proposed
for the coming five years is to enhance faculty excellence and infra-structure facilities.
The strategic planning process began with an evaluation of the current realities facing the
institution. Rana University reviewed trends, forecasts, and key assumptions relevant to institutional
planning, including a scan of the environment—both internal and external to the University—admission
trends,
changes in our student profile over the past five years, socioeconomic, political, and technology trends
and assumptions, and an assessment of the Rana’s competitive position. Once the framework for
decision-making was completed, teams of administration, faculty, staff,
and students narrowed the focus to strategic issues and then worked together to develop goals and related
strategies.Rana University is committed to pursue the strategic plan in its real letter and spirit and
will give strategic plan goals first priority during the annual budget process not only in the current
year
but in the years to come. Performance metrics are assigned to each strategic plan goal and will be used to
track and assess implementation progress. As new trends, data, and key assumptions will emerge, change, or
become obsolete over the years, the plan will evolve in response and appropriate adjustments to our plan
will be made.
Afghanistan is undergoing tremendous political, economic and social transformation as the country reduces dependence on foreign aid. Increased political uncertainty and growing security incidents combined with unpredictable government policies as well as an extremely competitive environment collectively have significant impact on the way private universities operate in Afghanistan. There is an urgent need to analyze the severity of the current environment and develop proactive, comprehensive and strategic actions that will mitigate the negative and undesirable consequences. Specifically, it is anticipated that the private higher education sector will be negatively affected by a myriad of factors including:
As such, it is highly imperative for Rana University to determine its strategic priorities and future
direction having carefully
assessed the external environment. Without a sustainable and integrated approach towards the emerging
political and economic
environments, Rana University's reputation and effective might be negatively affected. Rana University has
a unique opportunity
to strengthen its brand, introduce innovative programs and adapt its approach, ensuring an informed and
calculated response to the transition phase. Through collective
and coherent actions, it is anticipated that Rana University will make significant inroads towards
academic excellence in the years ahead.
The following strategic goals have been determined after extensive and intensive discussions with the
stakeholders:
Rationale: Despite massive achievements in student enrollment and retention, there is a need to
attract the country’s best and brightest minds. Significant reform and improvements are required at
the registration, admissions and retention procedures in order to ensure exceptional student experience at
Rana University. Effective student retention will require
emphasis on extracurricular activities and intellectually rigorous initiatives such as research seminars,
symposiums and student-centered events.
Based on student and alumni survey findings, the University must make additional investments in
infrastructure
development and upgrading of key facilities. Such responsive measures will help lay the foundation of an
efficient,
cost-effective and smart administrative system that will appropriately reflect the academic excellence,
organizational values and overarching University brand. Ultimately, every effort must be made to transform
the
University into a student-centered institution.
Our students are among the University's greatest assets with specific needs and aspirations. While
improving our institutional systems and policies,
we will train our employees to offer the most exceptional academic and professional services to the
University’s students and alumni. At the most
fundamental level, we will strengthen and streamline our information and student services to address the
immediate and critical student needs.
We will work to significantly improve our teaching methodology,
ensuring a modern and interactive learning approach through the reinforcement of group work, practical
work, self-directed exercises and role plays, among others.
Rationale:
Attracting and maintaining a diverse and balanced pool of talented faculty members is the University’s top
priority.
As the University expands, there is a need to recruit, develop and sustain a group of world-class faculty
members
who are devoted to the University’s mission and values.
The University’s faculty have played a critical role in the strengthening the University’s academic
reputation,
particularly related to the international accreditation. Moving forward, greater resources and investments
need
to be allocated to faculty selection and development.Key progress must be made in strengthening faculty
development,
management and administration systems and policies, ensuring consistency and continuous faculty
improvement.
In addition to exceptional faculty recruitment and development, there is a need to introduce and implement
a comprehensive faculty performance-based appraisal system.
Over the years, faculty performance management has been either lacking or fragmented leading to limited
results in faculty motivation and retention.
Rana University also remains committed to developing a research culture at the student and faculty levels.
As such, we will prioritize interdisciplinary
research development mobilizing students and key faculty members. We will invest in technical and
financial resources towards streamlining and strengthening research development. We will help the faculty
and
students navigate their way in interdisciplinary research through connecting them to resources, community,
and world-renowned researchers and think-tanks.
We will seek to constantly adapt, innovate and exceed the expectations of our students and communities we
work with. We will be renowned as a catalyst for social change, building
on our long-standing contributions towards the economic growth of Afghanistan through the introduction of
highly skilled and talented professionals.
Strategic Objective 2: To nurture and foster a talented faculty from diverse backgrounds, ensuring
continuous professional development and faculty research excellence.
Key Actions
Rationale:
Innovation constitutes a fundamental organizational value at Rana University.
Achieving academic excellence will require relentless innovation and growth to ensure the University
meets the educational challenges and opportunities in Afghanistan.
As the industry leader and only AACSB accreditation aspirant institution, Rana University’s reputation and
performance will be assessed both
internally and externally based on its ability to innovate and shape the higher education landscape.
Strategically, there is a need to raise awareness at the
university-level about the significance of the innovative approaches, streamline the innovation
efforts and ensure a system-wide impact through careful design, delivery and follow-up processes.
Keeping in view the University’s strengths and opportunities, Rana must focus on innovation through the
design and delivery of market-driven academic programs;
tapping into the latest teaching and learning best practices with a particular focus on
technological innovation in teaching; and establishing the Rana University’s Center of Excellence to
consolidate the development of innovative ideas and initiatives.
Strategic Objective 3:To foster an environment of sustained
innovation and growth with a focus on academic innovation
Key Actions
Rationale: Development and application of standard policies and procedures has been identified as a key
challenge at Rana University. Considering the expansion and
transformation of the University into an industry leader, Rana University requires responsive and
practical policies to guide its operations, programs and services.
Lack of such critical guiding documents will limit the University’s potential, impact and productivity,
resulting in overlaps and inefficiencies. Key policies that must be developed and updated include:
Improved policies and procedures will help the University transform its staff and student experience,
resulting in increased efficiencies across the University. As such, we will commit to an efficient,
respectful and
responsive approach to understanding, analyzing and responding to the student, staff and faculty concerns.
In everything we do,
we will adopt a student-centric approach, recognizing that our long-term success hinges on our ability to
efficiently and effectively serve our constituencies.
Strategic Objective 4: To streamline and enhance the University
policies, procedures and mechanisms towards effective collaboration and student success.
Key Actions:
Develop and streamline critical organizational policies and procedures focusing on administration,
academic, registrar and student services.
Rationale:
Since its inception in 2009, Rana University has earned a strong reputation as a competent academic
institution among both national and international stakeholders.
Rana University’s students, alumni and partners represent a critical mass of individuals who can
effectively advance the University’s mission nationally and internationally.
Greater emphasis needs to be placed on forging academic and industry linkages while ensuring that the
University’s “ambassadors” are fully engaged in advancing the University’s outreach goals.
As a key strategic pillar, the public engagement efforts will seek to cultivate stronger, sustainable
connections in ways that together these assets contribute towards the Vision of Excellence. We will work
together with the other University
departments to raise Rana University’s status as the “accredited” institution committed to achieving
academic excellence.
We will also support opportunities for students, faculty and departments across the University to share
their achievements, cultivate new partnerships and advance their specific priorities.
Strategic Objective 5: To strengthen and streamline the
University’s public engagement effort with national, regional and international stakeholders
Key Actions:
As many among us know that knowledge is of two kinds:
Revelation knowledge
Acquisitional knowledge
The later is preceded by the God-gifted wisdom which vigilantly supervises the whole
acquisition process. In RANA University our fundamental objective is to strive for the realization of the
ideal form of education.
The most Merciful has generously blessed all human beings with the required potentials such as eyes, ears,
heart and mind to concentrate and acquire the knowledge and education to prepare ourselves for all types
of challenges here and hereafter.
The most carefully conceived Rana University objectives are:
RU’s core value is simply refered to as “LEARN”:
L: - Leading - We are the leaders in quality education.
E: - Excellence - We maintain excellence in academic offerings.
A: - Affordability - We offer affordable education to our young talents.
R: - Responsibility - We take utmost responsibility to forge an ethical and responsible human
resource.
N: - Nurture - We nurture talents for the new Afghanistan.
We envision a world where individuals and communities are technically conscious about their actions, practice sustainable living, driven by their own ethos and values.
Our mission is to sensitize individuals and communities towards technical and leadership development by developing and experiential curriculum and an ecosystem which promote leadership development. We instill curiosity, incept innovation, and encourage self-reliance in individuals to foster community leaders of technical sustainability.
Rana University, an innovator in Afghanistan educational sector, is situated at Baraki Square,
Parwan-e-2 in Kabul, Afghanistan. The university has the prime location in the heart of the capital,
Kabul as it is conveniently accessible from all the suburbs of the capital.
Kabul city situated approximately 6000 ft above the sea level In a narrow valley wedged between the Hindu Kush Mountains.
Kabul is strategically situated in a valley which is surrounded by high mountains. The climate of Kabul is arid to semi-arid steppe.
Historically, Kabul dates back to around 4000 years. Lastly, Kabul became the soviet command center for approximately 10 years during their stay in Afghanistan. 1989, soviet forces withdrew from Afghanistan after they were defeated by the then mujahedeen. In 1996, the Taliban took over a control of the capital and then slowly expanded their regime to the surrounding areas of Kabul. In 2001, the United States forces assisted by British Armed Forces provided
huge air support to united front (Northern Alliance) to take a control of the capital.
In 2002, a NATO-led International Security Assistance Force (ISAF) was developed in Kabul.
Consequently, the war-torn city began to see glimpses of peace and security and more positive developments began to appear as considerable number of expats returned to the capital.
The population of the capital is continuously on the rise since then and today the current population of Kabul is approximately 05 millions.
Adding to the peace prevailing environment, education started grooming in the capital. The government with the assistance of foreign aid and with the zeal of the residents
of Kabul invested heavily and motivated the private sector education to spread education to all parts of Kabul.
The private and public sector in Afghanistan has shown greater intensity for the cause of spreading education which has visibly resulted in the rise of current educational ratio in Kabul. Currently, there are around 100 higher educational institutes / universities in Kabul and Rana with its visionary and strategic march towards
educational excellence stands unique with a blend of prestige for traditions of Afghanistan and zeal for modern education system.
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