Transformation in Resource Management at the University of Social Welfare and Rehabilitation Sciences Productivity has shifted from an Administrative Program to a Strategic Necessity
Transformation in Resource Management at the University of Social Welfare and Rehabilitation Sciences Productivity has shifted from an Administrative Program to a Strategic Necessity
The first meeting of the Productivity Working Group of the University of Social Welfare and Rehabilitation Sciences was held in the presence of the Chancellor, vice chancellors, staff managers, heads, and hospital managers.
According to the report from the university's web correspondent, the first meeting of the Productivity Working Group of the University of Social Welfare and Rehabilitation Sciences was held on Saturday, September 8, 2026, in the university's meeting hall, attended by the Chancellor, vice chancellors, staff managers, and hospital managers.
Dr. Seyed Ali Hosseini, the Chancellor of the University of Social Welfare and Rehabilitation Sciences, in this meeting, referring to the current social conditions and economic challenges, emphasized the serious necessity of paying attention to the issue of productivity. He stated: Given the specific nature of the university's missions and the limitations of revenue resources, the university faces financial resource constraints and rising service delivery costs more than many other organizations.
Dr. Hosseini, emphasizing that productivity is not a ceremonial matter or merely an administrative program, added: Productivity is a management and strategic necessity for the continuity and enhancement of the quality of the university's activities. Our goal is to reduce waste by using limited resources, make better use of existing capacities, and achieve the maximum effectiveness from human, financial, equipment, and infrastructural resources.
By assigning duties to the Productivity Committee, the Chancellor called for moving beyond generalities and providing operational solutions. He decreed that in the next meeting, the committee is obligated to identify the main issues and wastes, determine productivity priorities, and present executive solutions and measurement indicators.
Focus on Revenue Generation Strategies and Reducing Dependency on the Government
Continuing this meeting, Dr. Mehrdad Farrokhi, Vice Chancellor for Management Development and Resources, emphasized the necessity of creating intelligent strategies to reduce dependency on government resources and increase the university's revenue-generating capacities. He stated: Productivity in the Development Deputy means converting existing capacities (whether spatial, scientific, or equipment-related) into sustainable financial resources so that the university's financial strength is reinforced in the face of economic challenges.
Identifying Unused Capacities in Medical Centers
Seyed Mehdi Mohsenzadeh, Head of the Department of Treatment Economy and Health Technology at the university, also emphasized the need to identify unused capacities in educational and medical centers, while explaining the challenges facing medical centers, including fluctuations in the prices of medicines and equipment and rising human resource costs. He noted that responding to the growing expectations of patients alongside cost management is one of the primary indicators of the effectiveness of productivity programs.
Entering the Executive Phase and Assigning Operational Tasks
At the end of this meeting, based on the university's macro policies, it was decided that the Productivity Committee would enter the executive phase. In this regard, all vice chancellors and affiliated hospitals were required to identify at least three of the most important wastes or improvable processes in their respective fields, define measurable indicators (such as reducing patient waiting time, increasing bed productivity, and reducing unnecessary costs), and present their report on operational actions in the next meeting.
It is worth mentioning that this working group, as a policymaking authority, is responsible for guiding and continuously monitoring performance improvement programs in all educational, research, clinical, and support fields of the university.
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