Yerevan State University Ijevan Branch

MISSION AND STRATEGIC OBJECTIVES OF DEVELOPMENT

Strategic planning of the YSU Ijevan branch is a process to outline what the university wants to do in order to effectively fulfill its mission and its main goals in the future., the branch has developed its strategy – goals, tasks and individual actions that must ensure its progress in the predetermined directions in order to make the future environment more favorable and predictable.

In 2011-15, YSU IB Strategic Development Program was adopted by the Scientific Council of 26.12.2010 Session and was approved by the Scientific Council of Yerevan State University. An integral part of the Strategic Plan is a timetable for its implementation, with actions, responsibilities and appropriate resources.

The program is subject to periodic review and periodic assessment of progress and can be revised according to new realities.

The Strategic Program is assessed at the end of each year, based on YSU IB Annual Report, Key Performance Indicators (KPI) and other analyzes to fix achievements, identify deficiencies, and plan reforms.

Changes in the strategic plan are made by the decision of the Scientific Council. The starting point of the branch development strategy project is the document of Yerevan State University development program of 2010-2014 year as well as Yerevan State University Development Program of 2011 year.

THE MISSION OF YSU IB

Ijevan Branch of Yerevan State University is an educational and scientific-cultural institution whose main mission is to create, transfer and spread knowledge within the framework of the State education development strategy.

YSU Ijevan branch emphasizes a creative, integrated approach to education, scholarship, and service. The University places students at its center; leads in the discovery, dissemination, and application of knowledge; advances civic, scientific, and technological development; and fosters collaboration to enrich the region and the world. One of the priorities of the branch is the development of Armenian Studies, humanities, social-economical and natural sciences and culture in the region. As an indispensable part of its mission, the branch aims to become a student-centered environment, to create conditions for providing high quality educational services that meet the current and future needs of its stakeholders, namely:

  • An individual, to become a competitive specialist in the labor market,
  • Employer, to have a highly qualified and competent specialist who can solve professional issues both in everyday and unusual situations,
  • The state, to receive professional and pedagogical specialists directed to the professional activity and continuous education strategy,
  • The society, to have socially and professionally responsible personalities in the pursuit of the preservation and enrichment of civil society values,
  • The branch staff, to receive moral and material satisfaction from their own work.

We—the faculty, staff, administrators, and students of YSU Ijevan branch—hold the following values essential to achieving the University’s mission:

STRATEGIC OBJECTIVES

I. HIGH-QUALITY EDUCATION

To maintain high educational standards and to enable learners to fully realize their potential by providing flexible curriculums that meet modern requirements.

Problem I a/ Implement structural and content reform of education programs corresponding current standards and labor market demand. Problem 1 b / Introduce a system of internal quality assurance according to the state accreditation criteria. Problem I c / Ensure the extensive use of the credit system in all educational programs and teaching forms of the branch. Problem I d / Establish favorable conditions and incentive mechanisms for substantial improvement of learning, teaching and evaluation processes. Objective Ie/ Ensure effective use of information technology in educational process of the branch.

II. Scientific research and innovation

Increase the scientific potential of the branch in the economic development of the region and improve the welfare of the society, to encourage the active involvement of the teaching staff in the research work. Problem II a / Create preconditions and supporting mechanisms for increasing research volume and expansion of teaching staff and student engagement in research works.

III. Public involvement and services

Contribute to the intellectual, educational, economic, scientific and cultural development of the region’s society, contributing to the external support of the branch and its recognition. Problem IIIa / Ensure further development of public relations and maximum involvement of the branch in public programs. Problem III b / Develop a continuing learning system in the branch, in accordance with social order.

ASSISTING OBJECTIVES

IV. Qualified personnel potential

Engage high-quality teaching staff by providing them with continuous improvement opportunities and a modern and favorable working environment. Problem IVa / to upgrade and improve the teaching staff in accordance with university and international quality assurance standards. Task IV b / Increase the level of social satisfaction of branch staff by directing the process to the reduction of corruption risks.

V. Qualified Infrastructures

To create a technologically equipped modern teaching and learning environment to foster effective work of all students and employees. Problem V a/ improve the educational and scientific laboratory of the branch in accordance with the needs of educational and research programs. Problem V b / Create a unified central information system of the branch and ensure its accessibility to students and employees.

VI. High quality services

Provide high-quality and effective support services directed to fully meet the educational, professional and social needs of the students, maximizing their ability to successfully complete the study. Problem VIa / Increase the level of students’ satisfaction of learning and supportive student services. Problem VI b / To develop the information resources of the branch in accordance with modern standards, to ensure their efficient use and accessibility.

CURRENT PRIORITIES

VII. Diversified access and compliance

Expand the branch admission profile and meet the needs of the region’s economic development and labor market requirements.

Problem VIIa / Develop admission marketing processes for maintaining the flow of applicants under negative demographic trends.

Problem VII b / Adopt the structure of admission to the needs of the branch labor market and applicants.

VIII. Financial stability, productive governance

Initiate search for alternative funding sources of the branch. Raise management effectiveness and quality of administrative services.

Problem VIII a / Increase the inflow of financial resources of the branch and diversify their sources. Problem VIII b / Increase the volume of investments of graduates, granting organizations and individuals in branch development programs. Problem VIII c / Increase the effectiveness of financial resources management and use. Task VIII / Increase the effectiveness of the branch management by developing decentralization management and accountability, ensuring a wider application of management information systems.