almaty management university strategy for 2015-2020€¦ · almaty management university strategy...

ALMATY MANAGEMENT UNIVERSITY STRATEGY FOR 2015-2020

Approvedat a meeting of the Board of TrusteesFebruary 22, 2016

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

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

CORE VALUES

«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.Higher School of Management (BSc, MSc, PhD)3.School of Public Policy School and Law (BSc, MSc, MBA)4. Faculty of General Education

Launch of new schools:8. School of Engineering Management (BSc, MSc)9. School of Media and Digital Media Management (BA, MA)10. School of Public Health (MBA, PhD)

2015-2017

2017-2020.

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

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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


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


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


AlmaU Sport Zone (temporarily conference-hall)

20


AlmaU Sport Zone (1st floor plan)

21


AlmaU Sport Zone (plan of mezzanine)

22


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


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


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


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


Medical Center - 50 sq. m.

27


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

Atyrau

Oskemen

Orenburg

Astrakhan

Almaty

Astana

Shymkent

XI. Regional development and expansion into new markets

29

Shymkent

1. Representation in Astana city2. Representation in Atyrau city3. Representation in Shymkent city

4. Representation in Ust-Kamenogorsk city5. Representation in Omsk / Orenburg / Yekaterinburg

I-stage 2014-2015

II-stage 2016-20120

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

32

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

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

almaty management university strategy for 2015-2020€¦ · almaty management university strategy...

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