For the period of 50 years Karaganda State Industrial University, founded in 1963, has become one of the leading hig...
Actions for improvement and improvement educational, scientific, educational, social and other kinds of activity
|
Criterion, subcriterion |
Actions for enhancement and improving of activities of branch |
|
1 . Leading role of a management |
|
| 1.1 . Personal involvement of a manual of higher education institution in operation with external stakeholders (customers, suppliers, partners, representatives of the public, etc.) | To systematize operation with external stakeholders. To assign responsible for external activities of university. |
| 1.2 . Personal involvement of a manual in support of back coupling with staff for improving of the activities | Creation of system of support of the regular back coupling with staff of different level, including carrying out questioning. Carrying out analysis of the acquired information. |
| 1.3 . Personal manual of governing bodies in preparation and the organization of carrying out certification, institutional and international accreditation | Carrying out self-survey of subdividings and university as a whole. Discussion of results of self-survey and adjustment of domestic policy and quality system. |
2. Policy and strategy
| 2.1. Development and policy and strategy enhancement and involvement level in these processes of stakeholders (students, undergraduates, staff, customers, suppliers, partners, representatives of the public, etc.) | Development of mechanisms of information collection about needs and expectationses of stakeholders for implementation of a long-term policy and strategy of KSIU. Discussion with involvement of staff, undergraduates and students of mission, vision, a policy, the purposes and tasks in the field of quality on the near-term and long-term outlook. |
| 2.2. Mechanisms of collection and the analysis of scalene information on productivity and efficiency of functioning of higher education institution when forming his politicians and strategy | Development of an end-to-end system of collection and the analysis of the scalene information enveloping the most part of the main processes. Determination of measured indexes and monitoring methods. Assignment responsible for carrying out monitoring. |
| 2.3. Mechanisms of a projection of implementation of a policy and strategy on all levels of control, structural subdividings and key processes of higher education institution | Development of the system of a projection of a short-term policy and strategy on different levels of control and subdividing: the higher education institution plan – the faculty plan – the chair plan – the plan of operation of staff for 1 year. |
| 2.4. Mechanisms of informing of staff of higher education institution, undergraduates and students about a pursued policy and strategy | Development of the system of informing of staff and students of university about a pursued policy and strategy. |
|
3. Staff management |
|
| 3.1. Personnel policy and principles of control of staff development | Development of uniform personnel policy and program of development of staff. |
| 3.2. Mechanisms of determination of qualification requirements to staff, its preparation and professional development | Development and deployment of documentary system of the continuous professional development of all groups of staff. |
| 3.3. Motivation mechanisms. Involvement and staff encouragement for activities for improving of quality of functioning | Processing for the purpose of improving of system of motivation and staff encouragement for activities for quality improving. |
| 3.4. Support of back coupling and dialog between staff, students, undergraduates and a higher education institution manual | The regular carrying out questioning of staff of higher education institution, undergraduates and students. The analysis of results, acceptance of adjusting and preventing actions. |
| 3.5. Improvement of quality of a work environment, support of social protection and increase of welfare of staff | The system development, directed on support of health and welfare of staff. |
|
4. Resources and partners |
|
| 4.1. Control of financial resources of higher education institution | Development of multilayer system of planning and control of financial resources. |
| 4.2. Control of the material resources | Development of development plans of the material resources and systematic operation on maintenance and development of the material resources. |
| 4.3. Control of efficiency of technologies of training and monitoring of knowledge | Development of a single system of technology management of training and monitoring of knowledge. |
| 4.4. Information resource management | Development of the uniform concept of information resource management and automated control system for educational process, normative and methodical and administrative attending of educational programs. |
| 4.5. Interaction with external partners | Planning of systematic operation with external partners (employers, schools, colleges, professional lyceums, other higher education institutions). |
|
5. Management of processes |
|
| 5.1. Processes of quality management system of higher education institution | |
| 5.1.1. Implementation of process approach | Systematization and documenting of worker processes, determination of sequence and interaction of processes, assignment of principals of processes. Development of the system of monitoring of the main processes. |
| 5.1.2. Control of documentation | Development and deployment of documentary procedure on control of documentation. |
| 5.1.3 . Control of records | Development and deployment of documentary procedure on control of records. |
| 5.1.4. Creation, maintenance and development of instrumentation system and monitoring of processes of higher education institution. | Development of an end-to-end system of measurements and monitoring of all main processes. |
| 5.1.5. Planning of worker processes of higher education institution | Creation of schedule system of worker processes on perspective (short-term, medium-term and long-term). |
| 5.1.6. Internal audits and university self-assessment as a whole and its structural subdividings | Development of the plan and documentary procedure of carrying out internal audit processor and self-assessments of all subdividings of university. Preparation of auditors. |
| 5.1.7. The processes connected to continuous improving, adjusting and preventing actions | Creation of system of adjusting actions. |
| 5.2. Main worker processes of higher education institution | |
| 5.2.1 . Market researches | Formation of system of market researches of the market of educational and scientific services, labor market. |
| 5.2.2. Design and development of educational programs | Introduction of the general documentary order of development, expertize, coordination and the approval of working curricula on disciplines and educational and methodical complexes. |
| 5.2.3. Enrollment of students, undergraduates and doctoral candidates according to the PhD program | Development of a uniform policy on formation of the contingent being trained, to advertizing and information distribution. Carrying out the systematic analysis of quality of preparation of graduates of schools, interviews with applicants arriving in a magistracy and doctoral studies according to the PhD program, and careful selection. Assessment of results of reception. |
| 5.2.4. Implementation of the main educational programs | Development of the plan of measures on reorganization of educational process for the purpose of increase of its efficiency. |
| 5.2.5. Educational and nonlearning operation with trainees | Development and documenting of the plan of educational and nonlearning operation. Development of methodical materials on the organization of educational operation with trainees. The regular carrying out the analysis of educational operation and comparing with experience of educational operation in competing higher education institutions. |
| 5.2.6. Activities for implementation of programs of additional professional education | Carrying out monitoring of the market of professional work. Development of the program of development of additional education and program of preparation of teaching personnel. Carrying out analysis of satisfaction of listeners by the contents and quality of training. |
| 5.2.7. Research and development activities | Development and deployment of a documentary complex policy and management system research and development activities. The regular dimension and analysis of indexes of efficiency of carrying out scientific researches. |
|
5.3. Auxiliary processes of educational institution |
|
| 5.3.1. Accounting financial security scientific educational process | Enhancement of single local automated system of accounting. Constant analysis of system operation. |
| 5.3.2 . Staffing | Development of uniform personnel policy and staffing program. Development of uniform procedures of an assessment and staff certification. |
| 5.3.3. Control of the educational environment | Development of strategy and development plan, documentary description of formation of the educational environment. |
| 5.3.5. Publishing | Development and deployment of a single system of the analysis of security of educational process, scientific and educational activities by educational and methodical and scientific literature. |
| 5.3.6. Library and information service | Implementation of the concept of development of library and information service. Development of a single system of information support of students, undergraduates, doctoral candidates according to the PhD program and teachers. |
| 5.3.7. Control of infrastructure and production environment | System implementation of control of basic elements of infrastructure and production environment of university. |
| 5.3.8. Activity safety | Carrying out certification of working and educational places. Development of plans of improving of working conditions and training, actions for healthy lifestyle promotion. |
| 5.3.9. Social support of students, undergraduates, doctoral candidates according to the PhD program and the staff of university | Development of the system of social support of students, undergraduates and employees. Documenting of the basic principles and provisions of this system. |
|
6. Satisfaction of customers |
|
| 6.1. Satisfaction of students, undergraduates of doctoral candidates according to the PhD program and graduates | Assignment of the constant relations responsible for maintenance with students, undergraduates, graduates and employers. Information collection about their satisfaction. Measure definition of a level of satisfaction. Development of methodology of an assessment of satisfaction of students, undergraduates, doctoral candidates according to the PhD program, graduates and employers. Carrying out an assessment of the students this about satisfaction, undergraduates, doctoral candidates according to the PhD program, graduates and employers. |
| 6.1.1. Collection and information analysis mechanisms about satisfaction of students, undergraduates and graduates | |
| 6.1.2. Level of satisfaction of students, undergraduates, doctoral candidates according to the PhD program and graduates | |
| 6.2. Satisfaction of employers | |
| 6.2.1. Collection and information analysis mechanisms about satisfaction of employers | |
| 6.2.2. Level of satisfaction of employers | |
|
7. Satisfaction of staff |
|
| 7.1. Collection and information analysis mechanisms about satisfaction of staff | Assignment responsible for maintenance of the constant relations with staff. Information collection about their satisfaction. Measure definition of a level of satisfaction. Development of methodology of an assessment of satisfaction of staff. Carrying out assessment of data on satisfaction of staff. |
| 7.2. Level of satisfaction of staff | |
|
8. Influence of higher education institution on society |
|
| 8.1. Information collection mechanisms about influence of higher education institution on society | Assignment of responsible persons for maintenance of the constant relations with society and information collection about influence of higher education institution on society. Determination of set of the indexes defining influence of higher education institution on society and carrying out their analysis. |
| 8.2. Level of perception of higher education institution society | Systematization of certificates on the positive perception of higher education institution by society. Carrying out questioning and inquiries of stakeholders concerning influence of higher education institution on society in frames of determination of cumulative indexes. |
|
9. Results of activities of university |
|
| 9.1. Collection and information analysis mechanisms about results of activities of university | Development of the rules of procedure of information collection on the main activities of university and to set its periodicity. Carrying out the analysis of tendencies and comparing of results of the selected indexes with goals. |
| 9.2. Financial results of activities of university | Existence of a short-term positive tendency in the university budget based on which revising of target values of economic indexes of the strategic development plan is carried out. |
| 9.3. Other non-financial results of activities of university | To set a row of non-financial indexes of the expanded list and achievement of their target values in the strategic development plan. Achievement of the positive dynamics of basic indexes of activities of university. |
