ALMATY MANAGEMENT UNIVERSITY STRATEGY FOR 2015-2020
Approvedat a meeting of the Board of TrusteesFebruary 6, 2015Vilnius, Republic of Lithuania
Short version of the presentation
Members of the Board of Trustees Alma University
2
Baitasov ArmanzhanMerekeyevich
Chairman of the Board of Trustees
Virginius KundrotasPresident of the Baltic Management
Development Association (BMDA). Vice-president of the Central and East European
Management Development Association(CEEMAN)
Tan Chin TiongSenior Advisor to President at the Singapore
Management University. President – founder of Singapore Management University. PhD in Business
Balykbaev Takir
Ospanovich
Batalov Raimbek
Anvarovich
Berdalina Janat
Kolanovna
Jandosov Oraz
Aliyevich
Idrisov Dinmukhamed
Appazovich
Kaletayev Darkhan
Amanovich
Smagulov Nurlan
Erkebulanovich
Tatishev Yerkin
Nureldaemovich
Kozhahmetov Assylbek
Bazarbayevich
Lavrentiev Andrew
Sergeyevich
Myrzakhmetov Ablay
Issabekovich
Seidumanov Serik
Turarovich
Sembayev Daulet
Hamitovich
Achievements of Almaty Management University (AlmaU)
Name 2009 2010 2011 2012 2013 2014
acc
red
ita
tio
ns National, state MES RK MES RK* IKAQAE
International and global CEEMAN (IQA) AMBA
Ra
nk
ing
s
Eduniversal(best business school)
TOP-6003 palms
TOP-5503 palms
TOP-5003 palms
TOP-4003 palms
TOP-3004 palms
TOP-3004 palms
Eduniversal international ranking agency, headquartered in Paris (best programmes)
TOP-200 MBA in world
TOP-200 MBA in Finance in world
TOP-200 MBA and ЕMBA
in world
4th place ЕMBAin the CA***
7th place MBA in the CA***
2nd place Masters in Economics and Business in the CA**/***4th place MBA Finance in the CA*** 5th place in the CA***6th place ЕMBA in the CA***
IKAQAEtop humanitarian and economic universities of Kazakhstan
9th place 8th place 7th place 6th place 3rd place
• IKAQAE• IAAR• Bologna Process and
Academic Mobility Center of MES RK
IKAQAE№1 «Management» (Graduate)№ 2 «Management» (Undergraduate)№ 2 «Marketing» (Undergraduate)
Bologna Process and Academic Mobility Center of MES RK № 2 «Marketing» (Undergraduate)№ 2 «Management» (Undergraduate)
IAAR№1 «Finance» (Undergraduate)№1 «Marketing» (Undergraduate)№4 «Management» (Undergraduate)№1 «Management» (Graduate)
City administration of Almaty, HEI of RK ranking (among employers, students and university staff)****
TOP-10 (RK) TOP-3 (Almaty)
Aw
ard
s
National League of Consumers of the RK
Quality sign «Impeccable»
Ministry of Culture and Sport for the development of the civil society
Competition Orleu 2014 2014 (with the support of the First Fund of President)
Best social partner
Competition Senim-2011, conducted by Corporate University «Samruk-Kazyna» with support of MLSW of the RK
Best employer2nd place
Best employer1st place
«Exclusive» magazine and Eurasian business forum
«Topzhargan»(for the development of education and science)
CEEMAN – European association for management development, Champions Award
For best institutional management
EUROBAK (association of European companies in RK)«For social responsibility»
Programme «Support for rural school teachers by
county HEIs»
Competition among media “Zachot” Conduction of New Year Holiday for orphans
* accreditation as a subject of scientific activity** all Masters programmes
*** Eduniversal: Central Asia – Asian part of the RF, CA, India, Pakistan****High competence of graduates' survey companies-employers of Almaty 3
Institutional accreditationsdesigned to assess the quality of programmes implementation , management and planning processes
Programmes accreditationsdesigned to assess the quality of individual programs
Global accreditations – «triple crown»
AACSB International - The Association to Advance
Collegiate Schools of Business
EQUIS - European Quality Improvement System run by
EFMD (European Foundation for Management Development )
AMBA - Ассоциация МВА
EPAS - European Program Accreditation System run
by EFMD (European Foundation for Management Development )
Regional accreditations
IQA CEEMAN - International Quality Accreditation of
The Central and East European Management Development Association
FIBAA - Foundation for International Business
Administration Accreditation
The Alliance on Business Education and Scholarship for Tomorrow, a 21st century organization
ЕСВЕ - European Council for Business Education
FIBAA - Foundation for International Business
Administration Accreditation
International Assembly For Collegiate Business Education
National accreditations
ACBSP - Accreditation Council for Business Schools and
Programs
AQAA - Agency for Quality Assurance Austria
Аккредитация программ дополнительного профессионального образования НАСДОБР - Accreditation of
Vocational Education Programs of National Accreditation Council of Business Education
The Italian Association for Management Development
BUSINESS EDUCATION ACCREDITATIONS
3.1
Achievements of Almaty Management University (AlmaU)
3.2
Accreditations
Name 2009 2010 2011 2012 2013
National, state MES RK MES RK*
IKAQAE(Independent
Kazakhstan Quality Assurance Agency for
Education)
International and global
IQA CEEMAN(Central and East
European Management Development Association)
AMBA(Association of
MBA, Great Britain)
* accreditation as a subject of scientific activity
3.3
RankingsName 2009 2010 2011 2012 2013 2014
Eduniversal(best business school)
TOP-6003 palms
TOP-5503 palms
TOP-5003 palms
TOP-4003 palms
TOP-3004 palms
TOP-3004 palms
Eduniversal international ranking agency, headquartered in Paris (best programmes)
TOP-200 MBA in world
TOP-200 MBA in Finance in world
TOP-200 MBA and
ЕMBAin world
4th place ЕMBAin the CA***
7th place MBA in the CA***
2nd place Masters in Economics and Business in the CA**/***4th place MBA Finance in the CA*** 5th place in the CA***6th place ЕMBA in the CA***
IKAQAEtop humanitarian and economic universities of Kazakhstan
9th place 8th place 7th place 6th place 3rd place
IKAQAEEducation programmes ranking
№1 «Management» (Graduate)№2 «Management» (Undergraduate)№2 «Marketing» (Undergraduate)
Bologna Process and Academic Mobility Center of MES RK The best educational programs
№2 «Marketing»№2 «Management» (Undergraduate)
IAARThe best educational programs
№1 «Finance» (Undergraduate)№1 «Marketing» (Undergraduate)№4 «Management» (Undergraduate)№1 «Management» (Graduate)
City administration of Almaty, HEI of RK ranking (among employers, students and university staff)****
TOP-10 (RK) TOP-3 (Almaty)
** all Masters programmes*** Eduniversal: Central Asia – Asian part of the RF, CA, India, Pakistan**** High competence of graduates' survey companies-employers of Almaty
Achievements of Almaty Management University (AlmaU)
20122013
2014
Top 300
Top 400
Top 500
Top 200
2020
3.4
Alma University in Eduniversal Ranking
Voting among Deans(out of 1000 on the list of
selection)
Each Dean out of 1000 votes for other educational
institutions
• №1 in Kazakhstan and Central Asia
Rankings & Ratings|eduniversal
Central Asia: Kazakhstan
Vote
2014 2013 2012
4 Palmes Excellence – Top Business School
Almaty Management University 1st 160% 1st 95% 1st 112%
2 Palmes Excellence – Top Business School
KIMEP University Bang Colege of
Business
1st 32% 1st 40% 1st 38%
Alma University among 1000 Best Business Schools of the world
3.5
Awards
Name 2009 2010 2011 2012 2013
National League of Consumers of the RK
Quality sign «Impeccable»
Ministry of Culture and Sport of the RK
for the development
of the civil society
Competition Orleu 2014 (with the support of the First Fund of President) Best social partner
Competition Senim-2011, conducted by Corporate University «Samruk-Kazyna» with support of MLSW of the RK
Best employer2nd place
Best employer1st place
«Exclusive» magazine and Eurasian business forum
«Topzhargan»(for the development of education and science)
CEEMAN – European association for managementdevelopment, Champions Award
For best institutionalmanagement
EUROBAK(association of European companies in RK)«For social responsibility»
Programme «Support for rural school teachers by
county HEIs»
Competition among media
“Zachot”
Conduction of New Year Holiday for orphans
Achievements of Almaty Management University (AlmaU)
4
PESTLE and SWOT analysis
• PESTLE-analysis of the market
• SWOT- analysis of business placement on the market in comparison with competitors
Political
Economic
Social-culture
Technological
Legal
Environmental
Strengths
Weaknesses
Opportunities
Threats
MISSION
We prepare a new generation of leaders and generate new knowledge for dynamic societies and the global innovation economy
VISION
Almaty Management University is an entrepreneurial, socially responsible world-class university
• top-200 world business universities ; 5 palms•best three business universities of the Eurasian Economic
Union (EAEU)• top-100 entrepreneurial universities of the world• top-100 universities in knowledge management• institutions of higher education accredited by "Triple Crown”
STRATEGIC GOALS
5
6
1. Continuous development- directed, regular change of all processes, as the result of which the university gets to the new quality level
2. Responsibility- awareness of the necessity to be responsible for the results of own work towards the university and community for the quality of education and graduates
3. Leadership - preparation of leaders, who have high professional skills, creativity, aspiration for success and ability to lead people towards the common goal and foresight prospects
CORE VALUES
«The productivity of work is not
the responsibility of the worker but of the
manager»
Peter Drucker
«Think different»
Steve Jobs
4. Integrity- commitment to consistent and fair
position in respect of yourself, customers, partners, colleagues, relying on strong moral principles and ethics
«An honest man can feel no
pleasure in the exercise of
power over his fellow
citizens»
Thomas Jefferson
«Study the past if you
would define the future»
Confucius
7
5. Proactivity- taking the initiative, foreseeing needs of society, creating of new trends and keeping forward
6. Public engagement - implementation of the «Win-Win-Win» principle, according to which any mutually beneficial cooperation between the two sides (Win-Win) should bring benefit to a third party - the society (Win)
7. Synergy - a process, where collaboration within the University, as well as with partners and customers gives a result qualitatively superior than the effect of a simple addition of the individual components
«Nothing better inspires
man, than mutual work,
which is rarely achievable
alone»
Ralph Emerson
КЛЮЧЕВЫЕ ЦЕННОСТИ
«Noble man works for
humanity»
Abay Kunanbayev
«To change ourselves
effectively, we first had to
change our perceptions»
Stephen R. Covey
SYNERGY
1+2=4
6
I. Development of educational programmes
Increase by 2020
expand portfolio of educational
programmes from 26 till 57 specializations by
2020
growth of number of students from 3957
till 11000
improve the quality of programmes through
enhancing educational programmes content and
methods of teaching till 60%
increase the number of programmes, integrated with
the programs of foreign partner universities 2 times
Number of students and courses by programmes
2011-2012
2012-2013
2013-2014
2014-2015
2015-2016
2016-2017
2017-2018
2018-2019
2019-2020
UndergraduateStudents, persons 1729 2261 2667 2800 3248 3768 4371 5080 6000
Courses, units 9 11 12 13 15 17 20 24 27
GraduateStudents, persons 0 48 173 184 250 400 600 1000 1500
Courses, units 0 2 5 6 8 10 12 15 17
PhDStudents, persons 0 0 0 2 6 12 18 24 30Courses, units 0 0 0 1 2 3 4 5 6
MBAStudents, persons 368 544 519 531 610 701 806 927 1066
Courses, units 1 2 2 4 4 4 4 5 5
DBAStudents, persons 57 43 41 40 46 53 61 70 81
Courses, units 1 1 1 2 2 2 2 2 2
Short- term programmes
Students, persons603 513 240 400 600 900 1260 1764 2323
Total:Students, persons 2757 3409 3640 3957 5040 5900 7150 8800 11000
Courses, units 11 16 20 26 31 36 42 51 57
9
II. Transition to an innovative model of learning (FGE and schools)
Conception of Faculty of General Education (2015)
Objective Provide quality basic training for professional development programs
Coverage all courses
Duration 3 semesters
Price equal for all courses
Main focus
• student life, focused on the establishment of personal, social and moral values
• high-performance of organization of trainings due to standardization of schedules and economies of scale
• high quality of teaching by attracting highly qualified faculty, who conduct modules for several groups with help of assistants
• the right of student to switch the course upon completion of basic components without academic difference
• choice of AlmaU school on a competitive basis (competition among schools, competition among students)
• completion of SERVICE LEARNING
10
III. Stages of development of AlmaU schools
1. Graduate School of Business (BBA, MBA, DBA)2. School of Public Policy (BA, MPP, MPA, MA, PhD)3. School of Law (LLB, LLM, JD)
4. School of Economics and Management (BSc, MSc, PhD)5. School of Information Systems and Engineering (BSc, MSc, PhD)6. School of Logistics (BSc, MA, PhD)7. School of Hospitality and Tourism (BSc, MSc, PhD)
8. Graduate School of Education (MA, PhD)9. School of Media and Digital Media Management (BA, MA)10. School of Public Health (MBA, PhD)11. School of Finance (BSc, MSc, PhD)
I-stage 2014-2015 .
II-stage 2015-2016.
III-stage 2016-2020.
School is a tool of development of competitiveness within the university
Criteria of schools:
• international accreditation of programmes and rankings
• academic autonomy• high quality personnel• independent funding• self-reputation of schools beyond the university
• mandatory training programs for adults• educational and research laboratories on
international level• scientific reputation of schools
IV. Establishment and development of FGE, Schools of Almaty Management University
* Courses to be transferred to other schools in the next stages
School Specializations New specializations
I-stage 2014-2015
1 Graduate School of Business
(MBA, DBA)
Business administration
Management
Business administration (BBA)
2 School of Public Policy
(BA, MPP, MPA, MA, PhD)
State and municipal management
Regional Studies
Public Relations*
Management (specialization in education)*
Management in the nonprofit sector
Political science
Sociology
International relations
3 School of Law (LLB, LLM, JD) Law International Law
II-stage 2015-2016
4 Faculty of General Education - -
5 School of Economics and
Management (BSc, MS, PhD)
Management
Marketing
Economics
Project Management
Accounting and Audit*
Business Administration
Finance *
Valuation*
International
Economics
Brand management
Knowledge
management
Knowledge economy
Behavioral economics
Management in
sustainable development
6 School of Information Systems
and Engineering (jointly with French
Association «N+I»)
(BSc, MS, PhD)
Information Systems Environmental engineering
Advanced computing
systems
Advanced software
engineering
Environmental
engineering
Advanced
computing systems
Advanced software
engineering
Administrator of network
and telecommunication
Electronics and electrical
engineering
7 School of logistics (BSc, MS, PhD) Logistics Management of Logistics Terminal
8 School of Hospitality and Tourism
(BSc, MS, PhD)
Restaurant and hotel business
Tourism (specialization) Customers Service Management (specialization)
III-stage 2016-2020
9 Graduate School of Education
(MS, PhD)
Management in Education*
10 School of Art and Media
Management
(BA, MA)
Public Relations* Art management
Communications
11 School of Public Health
(MBA, DBA, PhD)
Health Care Management
Psychology
12 School of Finance
(BSc, MSc, PhD)
Finance *
Accounting and Audit *
Valuation*
Financial Management
Financial Economics
11
12
Entrepreneurial University
V. Establishment and development of entrepreneurial university
Teacher Intelligent
Entrepreneur
StudentEntrepreneur
GraduateEntrepreneur
ALMA UniversityInstitutional entrepreneur
Projects of Alma University
Alma business lab Smarty food Visa Danone Queeex
Accounting and audit services outsourcing
Consulting Enactus Business Lab
13
Intelligent enterprise
V. Establishment and development of entrepreneurial university
Characteristics ofIntelligent enterprise
Intellectual fearlessness
Information Literacy
Tolerance to informational uncertainty and redundancy
Motivation for creation of new knowledge
Ability to create new knowledge
Intelligent enterprise is related with searching for solutions beyond the intellectual tasks available at the moment of intellectual resources
S. Filonovich, G. Konstantinov
14
V. Establishment and development of entrepreneurial university
1. Strengthen the position of ALMA University as a leader in Central Asia in thefield of entrepreneurial education
2. Encourage entrepreneurship and innovation activities of the University andestablish the business environment around the University
2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020
Amount of funds raised to support student business incubators
$ 10 000 $ 30 000 $ 50 000 $ 100 000 $ 150 000 $ 200 000
Mechanism of functioning venture capital fund
Investors:
-University
-Business representatives
-Alumni
- JSC «NATD»
AlmaU fund Team of independent experts
Money, solutions
Portfolio of start-ups at primary investment stage
Startups at the early development stage
Share of the University in all completed projects 5%
-10%
15
VI. Development of scientific research activity
1. Establish a scientific environment for each core area of the School of AlmaU2.Become a leader in Kazakhstan and EEU in research in the following areas: management,
finance, marketing, logistics, hospitality, information systems3.Accomplish scientific and methodological support for knowledge management system at
AlmaU
Indicators 2015 2020
Share of faculty Type A. Teacher: 80% - teaching, 20% - research 95% 80%
Share of faculty Type B. Researcher: 20% - teaching, 80% - research 5% 20%
Number of international laboratories* 0 11
Number of international research project, in which University takes part 2 11
Number of foreign universities, which established scientific relations with the university 10 40
Number of the University memberships in international associations 1 5
Number of articles in journals with impact-factor 0 25
Number of publications in journals included in the database Web of Science 29 105
Number of publications in journals included in the database «Scopus» 28 128
Indexed international online-journal «AlmaU Journal of Management» 1 1
*Minimum requirements for effective functioning of each laboratory
• The staff of each laboratory consists of three positions1) Head of Laboratory : A citizen of the Republic of Kazakhstan (English language proficiency , publications in international journals)2) Research Supervisor of Laboratory : Foreigner (editor or a member of the Editorial Board of the international journal, a head of research organization , high level of citation, author of scientific papers)
Annual performance indicators 3 years after launching:• One article in international journal (Scopus or Web of Science)• One article in materials of international conferences or chapter
in a book (Scopus or Web of Science)• Two articles in Kazakhstan journals from the list of CCES• Two research activities conducted in AlmaU• One report in INTI
16
VII. Internationalization and global development
Tactics:
1. Increase the number of foreign students studying at the University’s undergraduate, graduateprogrammes from 1.3% to 6% by 2020
2. Increase the share of students on exchange programmes abroad from 10% to 20% by 2020
3. Increase the share of foreign students on academic programs of the University (annual , semestercourses in the framework of agreements on student exchange and double diploma ) from 2% to 6%by 2020
4. Increase the number of full-time faculty, who have taken full-time participation in the short-term(less than 3 months) academic or scientific events abroad from 39 to 89 by 2020
5. Increase the number of full-time foreign faculty from 6 to 19 by 2020
6. Improve the standard of education programs through international accreditation of each school ofAlmaU and implementing the principles of global accreditations (EQUIS, AACSB, AMBA), globaland regional rankings
7. Ensure the availability of foreign researchers coordinating works of AlmaU laboratories, not lessthan 11 people
8. Increase the share of employed graduates in foreign companies and organizations from 1% to 6% by2020
9. Activate actions of the University in the international fundraising (number of projects - 11 in 2020 )
Internationalization
students faculty programmes research resources initiatives
17
VIII. Faculty and staff development
№ Objectives Tactics
1 Become an international center forattraction of talent from educational, administrative, business and engineering fields
1. Strengthen HR-brand of Alma University: «Employer contributing to capitalization of employees’ competences»2. Form a database of candidates with high potential and to organize work on their involvement in the partnership / work with / in Alma University3. Improve the quality of representation of Alma University in the most important public professional “platforms" in the areas of management, education, entrepreneurship
2 Become a benchmark for regional business schools to meet teachers and staff satisfaction on content and conditions of work, opportunities for personal and professional development, and the level of remuneration fairness
1. Constantly monitor the institutional and socio-psychological climate at Alma University for further adjustments and improvements2. Increase employee’ engagement in organizational change management at the University 3. Increase the effectiveness of staff training and ensuring the diversity and attractiveness of staff development programs4. Ensure the connection of individual and group achievements of employees with their remuneration5. Develop a trilingual and polylingual educational environment culture to allow a gradual transition to teaching in a new language6. Maintain feedback channels of Alma University management with employees by annual assessment results
3 Have a leading professional faculty among regional business schools of EAEU in strategic areas
I-band: development of existing staffII-band: hiring the best candidates
4 Strengthen and develop the corporate culture Alma University in order to maintain the image of a socially responsible university
1. Launching of the project "Healthy Lifestyle" in 20152. Development of the ombudsman institution3. Strengthen the role of the Commission on Corporate Ethics
18
IX. Infrastructure development
Infrastructure of Alma University in numbers
2012 2014 2016 2018 2020
Total area, sq. m 8700 11400 14100 22700 30000
Study area, sq. m 3600 4700 5300 5900 10000
Area of research laboratories and centres, sq. m
80 120 200 400 2500
Area of office premises, sq. m 1250 1500 1800 2200 2400
Rooms for group work of students, sq.m
- - 370 570 1000
Sports center, sq. m 1024 1024 2000 2000 2000
Library, sq. m 500 500 700 1200 1500
Total area of student accommodation and hotel,sq. m
- - - 8500 8500
The number of seats for catering
325 425 550 770 1130
19
IX. Infrastructure development
AlmaU Sport Zone (temporarily conference-hall)
20
IX. Infrastructure development
AlmaU Sport Zone (1st floor plan)
21
IX. Infrastructure development
AlmaU Sport Zone (plan of mezzanine)
22
IX. Infrastructure development
1. Opening of the Atrium by September, 2016
Tactics
1. Obtaining all necessary documents
2. Construction the building of Atrium
3. Creating a new modern lecture halls on floors 2-5, 960 seats
4. Creation of a modern conference hall on the first floor with 700 sliding seats and retractable stage
5. Equip all audiences in Atrium rooms with modern technical equipment:• automatic light control, screens, blinds, air conditioning• equipping with modern interactive whiteboards• video records of lectures • microphones and dynamics, built-in desk
6. Creation of 17 rooms with modern facilities for group work of students
7. Creating additional comfortable places for meetings and rest of students, and additional food items
8. Create two language cabinets with modern equipment
9. Allocation of space for medical care for relaxation of faculty and staff
23
IX. Infrastructure development
1. Opening of the Atrium by September, 2016
TOTAL AREA – 5 400 sq. m
MEETING AND REST AREAS FOR STUDENTS
17 ROOMS FOR GROUP WORK OF STUDENTS
LARGE AND SMALL CONFERENCE HALLS FOR 700 AND 260 SEATS
MEDICAL CENTERE- 50 sq.m.
24
IX. Infrastructure development
DANCE AND AEROBICS HALLSPORTS CENTRE
2. Expansion of the Sports Center up to 2000 sq. m by September, 2020
3. Construction of student accommodation and hotel by September, 2018
ACCOMMODATION WITH 420 ROOMSHOTEL WITH 36 ROOMS
4. Construction of Research Center by 2020 (area– 2 500 sq. m)
11 INTERNATIONAL
LABORATORIES
5. Designing countryside campus in 2020 (area - 60 000 sq.m)
COUNTRYSIDE CAMPUS
25
IX. Infrastructure development
Construction of student accommodation and hotel by September, 2018
Tactics
1. Equip comfortable living rooms in the hotel for students and graduates
2. Equip hotel rooms for accommodation of foreign teachers and partners on the 9th floor
3. Library equipment on the second floor of student accommodation
4. Equip the dining room of the hostel (the base for the students of the school of hospitality) on the first floor
5. Equip basement floor for storage library fund
student accommodation for 420 person
hotel for 36 person
26
IX. Infrastructure development
Medical Center - 50 sq. m.
27
IX. Infrastructure development
Construction of Research Center in 2020 (area – 2500 sq.m)
A separate five floor building Laboratory of schools on each floor Fifth floor - student laboratories First floor - science hall of library,
scientific publishing center, classrooms
11 INTERNATIONAL LABORATORIES
28
X. Contribution of the University into the development of government, civil society, business and Almaty city
№ Objectives
1 Increase the contribution of the university in the development and implementation of the state and public policy. Become a key expertise center.Create a scientific-methodological and analytical framework for the development of conceptual strategic documents by main development strategies of the state, society and business (triple helix)
2 Create a model (for replication) of socially responsible institution in Kazakhstan
3 Create a model (for replication) of knowledge management system in the EAEU
4 Create a model (for replication) of entrepreneurial university in the EAEU
5 Become a dialogue platform for broadcasting ideas of state bodies in society, business and society proposals in the public sector
6 Contribute to the sustainable development of the city of Almaty
7 Get confirmation of compliance Almaty Management University with six principles for responsible management education – PRME (UN)
Omsk
Gulja
Atyrau
Aktobe Oskemen
Orenburg
Astrakhan
Almaty
Astana
Shymkent
Ulaanbaatar
XI. Regional development and expansion into new markets
29
Gulja
Shymkent
1. Representation in Astana city2. Representation in Atyrau city3. Representation in Shymkent city
4. Representation in Ust-Kamenogorsk city5. Representation in Aktobe city6. Representation in Omsk / Orenburg / Yekaterinburg
7. Representation in Urumqi city / Kul'dzha city8. Representation in Ulan Bator city
I-stage 2014-2015
II-stage 2015-2016
III-stage 2016-2020
Ururmqi
30
XII. IT development. System development of processes.Creation and development of knowledge management system.
3. Receive certification QMS of University compliance with ISO 9001: 2015.
4. Implement a model of excellence EFQM (European Quality Award) - by 2020.
5. Develop an integrated quality management system based on ISO 9001 and ISO 27001
System development of processes
2015-2016
2019-2020
Number of computers 700 2200The ratio of the number of computers to students
7 5
The share of licensed software
60% 100%
Access speed of WI-FI, Mbit / s
50 175
Access speed of Internet for the staff of university, Mbit / s
100 240
20132014
20142015
20152016
20162017
20172018
20182020
1. Ensure compliance of IT Service Management (ITSM) University to requirements of international standards ISO / IEC 27001 in 2017
2. Automate IT Service Management (ITSM)
31
XII. IT development. System development of processes.Creation and development of knowledge management system.
Develop and implement a knowledge management system at Alma University
Tactics :1. Conduct an audit of
knowledge and to develop asystem of audit knowledge afterimplementation of a knowledge ofmanagement system (KMS)
2. Develop a methodology andconstruct a model of aknowledge of managementsystem (KMS) based on bestpractices
3. Create a communicationplatform for the exchange ofknowledge and an integratedinformation system of research
4. Create a database (repository)knowledge, access to thestorage and backup of researchdata
5. Construct an algorithm ofimplementation of KMS inhigher education institutions
knowledge expertsdatabase (repository )
of knowledge
kno
wle
dge
au
dit
mentoring
Co-working centre
knowledge sharing sessions
Integrated IT of Research
communities of experts
Knowledge clusters
alumni
students
faculty
staff
partners and employers
№ Types of risks Impact ProbabilityRisk mitigation measures
high medium low high medium low
1 REGULATORY RISKS
The risk of sanctions by the regulatory authorities, which may lead to the suspension/cessation of activity (MES, tax authority, etc.).
ХХ
Construction of an automated monitoring system for compliance with regulatory requirements.
2 STATE MONETARY POLICY RISK
The risk of falling demand as a result of the deteriorating socio -economic situation (devaluation , decline in commodity prices)
Х Х
Creating a reserve fund, scenario planning to cover fixed costs in case of a significant drop in demand. Build a diversified portfolio of customers with low average cost of services
3 GEOPOLITICAL RISK
The escalation of the conflict between Russia and Europe , tougher sanctions
Х Х
Creating a reserve fund, scenario planning to cover fixed costs in case of a significant drop in demand. Diversification across countries, regions, industries Build a portfolio of innovative products at the early stage of the life cycle.
4 COMMERCIAL RISK
Increased competition due to the presence of strong institutions of Russia in the market of Kazakhstan
Х Х
Take a top position among the local and
foreign business universities. Adhere to
the development strategy
5 FINANCIAL RISKS
The risk of under-funding of capital projects (Atrium , technical laboratories) due to the closure / narrowing of international , national and regional capital markets
ХХ
Diversification of funding sources
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XIII. Risks
33
XIV. Income forecast of Alma University, USD'000
№ Income2012-2013
2013-2014
2014-2015
2015-2016
2016-2017
2017-2018
2018-2019
2019-2020
1Income from educational activities
8838 98% 11327 91% 15639 89,7% 21757 87,2% 26828 84,5% 34183 87,5% 41935 85,8% 50000 83,3%
2Income from research activities
24 0,3% 47 0,4% 103 0,6% 216 0,9% 496 1,6% 1092 2,8% 2185 4,5% 4000 6,7%
3Income from Fundraising
51 0,6% 137 1,1% 1563 9% 2843 11,4% 4240 13,4% 3593 9,2% 4182 8,6% 4907 8,2%
4Income from Start Up programmes
0 0 0 0 0 0 0 100 0,2%
5 Rental income 0 0 0 0 7 0,02% 16 0,04% 375 0,8% 764 1,3%
6 Other income 108 1,2% 932 7,5% 129 0,7% 148 0,6% 171 0,5% 196 0,5% 226 0,5% 260 0,4%
Total 9021 100% 12443 100% 17434 100% 24964 100% 31742 100% 39080 100% 48903 100% 60031 100%
8 251 9 021 12 443
17 434 24 964
31 742 39 080
48 903
60 031
-
10 000
20 000
30 000
40 000
50 000
60 000
70 000
80 000
2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020
Tho
usa
nd
s U
SD
9%
25%
23%27%43%
40%38%
23%
Forecast plan and dynamics of revenue growth of Alma University USD'000
34
XIV. Income forecast of Alma University, USD'000
№ Income2012-2013
2013-2014
2014-2015
2015-2016
2016-2017
2017-2018
2018-2019
2019-2020
1 Income from research activities 24 47 103 216 496 1092 2185 4000
2 Income from Fundraising 51 137 1563 2844 4240 3594 4183 4907
2.1. Fundraising (Accommodation) 0 0 1374 1374 1374 1374 0 0
2.2. Fundraising (Atrium) 0 0 0 1000 2000 1000 0 0
2.3. Fundraising (Research Centre) 0 0 0 0 0 0 2000 1000
2.4.Fundraising (French School of Engineering)
0 0 95 95 241 95 95 95
2.5. Fundraising (Schools) 0 0 0 150 195 254 330 428
2.6. Fundraising (International Programmes) 0 58 66 100 149 224 336 504
2.7. Fundraising (Gifts) 51 79 28 55 110 220 440 880
2.8. Endowment 0 0 0 70 171 427 982 2000
3 Income from Start-up programmes 0 0 0 0 0 0 0 100
4 Rental income 0 0 0 0 7 16 375 764
4.1. Income from Accommodation rent 0 0 0 0 0 0 353 735
4.2. Income from Atrium rent 0 0 0 0 7 16 22 29
5 Other incomes 108 933 129 148 171 196 226 260
Total 183 1117 1795 3208 4914 4898 6969 10031
XV. Mechanisms for implementation of the strategy
Thank you for your attention!35
Mid-term development programmes of Alma University (3 years) –August 2015
Short-term development programmes of Alma University (1 year) – August 2015
Plan for implementing the strategy of Alma University over the years– August 2015
Strategy of the Faculty of General Education of Alma University
Functional strategies of Alma University
Strategy of Alma University
Strategy map
Key performance indicators of structural units of Alma University
Key performance indicators of faculty and staff of Alma University
KPI