Strategic Development Plan 2023-2029

I. Introduction

Since 1915, Webster University has provided a high-quality education to individuals who might not otherwise have had the opportunity to receive such an education. The university is proud of its rich heritage, which already consists of a global network of students, faculty, staff and alumni, and their activities aim to impact society around the world positively.

Webster University's main campus is located in St. Louis, Missouri, USA. But, the university already has a strong presence in different countries. The university offers educational programs to students in North America, Europe, Asia and Africa. In addition, the university creates online courses for interested parties to provide a diverse and inclusive learning environment.

Throughout its history, Webster University has remained true to its founding principles and mission — to offer students a high-quality education regardless of their background or social standing. Webster University's attitude towards the internationalization policy was reflected in the decision to establish a branch in Georgia, which will serve as a quality education hub in the Caucasus region. The Branch of Webster University Inc. in Georgia (hereinafter — the branch), students can choose educational programs, including business, marketing, and media, and acquire the knowledge and skills needed in the modern global world.

The branch is committed to offering students the high-quality education necessary to succeed globally and individually.

Based on the vision, mission, and goals of Webster University, a long-term, 7-year plan for the strategic development of the branch for the years 2023-2029 was developed, which in turn formed the basis of a short-term, 3-year action plan.

In updating the strategic development plan, the task force considered Webster University's mission, goals, branch needs, challenges, and opportunities. Based on the Rector's submission, the General Assembly approved a 7-year strategic development plan and a 3-year action plan.

A short-term, 3-year action plan, developed based on a long-term, 7-year strategic development plan, aims to introduce an interim reporting procedure and evaluate ongoing activities. The action plan helps the branch to monitor its progress toward the goals and objectives set out in the long-term strategic development plan.

II. Strategic Planning Methodology

The strategic planning process was underway in the branch in 2020. In November 2022, based on the recommendations of the authorization experts and the authorization council of higher educational institutions, a decision was made to fully update the branch's strategic development plan and action plan. Updating the strategic development and action plans began in November 2022 and was completed in August 2023.

The Rector, Vice-Rector, Academic Council, Quality Assurance Manager, Administration, employees and stakeholders were involved in updating the branch's strategic development plan. The Rector of the branch led the strategic planning process.

Ex officio members of the strategic development working group of the branch are:

Rector;
Vice-Rector;
Academic Council;
Head of the Administration;
Quality Assurance Manager.

The strategic development planning process included the following stages:

Analysis of the vision, mission and goals was carried out;
SWOT — analysis of external and internal factors was carried out;
Strategic priorities and goals were developed;
Tasks and indicators of strategic goals were developed;
An action plan was developed;
The Rector presented strategic development and action plans to the General Assembly for approval;
The General Assembly approved strategic development and action plans;
The implementation of the strategic development plan and the action plan in practice began;
Control of the performance of the strategic and action plan, and the process of reporting and presenting recommendations to the General Assembly was planned.

The branch's strategic development and action plans are based on the vision, mission, goals and SWOT analysis and include issues related to the teaching and research process, quality assurance and development, academic and visiting staff, administration, students and factors arising from the branch's activities.

The views of academic staff, students, employers, and other interested parties are considered in developing strategic development and action plans.

Developing strategic development and action plans is managed by a working group, which ex officio includes the Rector, the Vice-Rector, members of the Academic Council, the Head of Administration and the Quality Assurance Manager. Relevant stakeholders may be invited to participate in the working group.

The Strategic Development Working Group conducts research, gathers relevant information, and consults with academic and administrative staff, students, partner organizations and other stakeholders.

The strategic development plan includes long-term, 7-year priorities and goals directly related to the vision and mission of the university. The action plan establishes short-term goals derived from the strategic development plan.

The General Assembly approves strategic development and action plans based on the Rector's submission.

It is possible to make changes in the strategic development and action plans of the branch or, instead of making changes, update the strategic development and action plans and approve their new versions.

The initiator of changes in the strategic and action plans may be the general assembly, the Rector, the academic council, the quality assurance manager, the administration employee, the representative of the academic and visiting staff, students and other stakeholders.

Such an initiative may be presented at any time. The initiative must be in writing and contain proper justification. The strategic development planning working group will consider the submitted initiative, which will present the discussion results to the General Assembly. The General Assembly reviews the initiative and decides on updating/amending the strategic development plan and/or the action plan.

A monitoring and evaluation system has been established in the branch to ensure strategic and action plan implementation. The monitoring and evaluation system determines what progress has been made and what needs improvement. Appropriate measures are planned and implemented.

The monitoring and evaluation process includes the following activities:

Data are regularly collected and analyzed;
Feedback from all interested parties is intensively received, and relevant types of studies — quantitative and qualitative — are planned;
If necessary, an external evaluation is conducted, for which a person with appropriate qualifications is invited who independently evaluates the relevant direction of the branch's activity.

The Strategic Development Planning Working Group will lead the monitoring and evaluation process, and its results are reflected in the report on the implementation of the strategic plan and the action plan.

The branch regularly reports on strategic development and action plans. The Strategic Development Planning Group will develop strategic development plan and action plan implementation reports, which the Rector will present to the General Assembly.

The strategic development plan implementation report will be submitted to the General Assembly every two years, and the action plan implementation report — annually.

If necessary, the working group is authorized to present to the General Assembly, on its initiative or the initiative of the General Assembly, reports on the implementation of strategic development and action plans with more frequent intensity — every semester or within a period determined by the General Assembly. In such a case, the initiator must justify submitting reports.

The strategic development plan implementation report and the action plan implementation report include the following information:

the progress achieved by the implementation of the strategic development plan/action plan;
results of activities;
existing challenges;
Recommendations.

Based on the report, within its powers, the General Assembly implements appropriate measures to implement the strategic development and action plans fully.

III. SWOT analysis

Based on feedback from administrative and academic staff, students, and stakeholders, the Strategic Development Planning Working Group conducted a SWOT analysis and identified the strengths and weaknesses of the branch:

International and local recognition;
Innovative educational programs with international accreditation;
Practice-based learning process and development of students' practical skills;
Well-developed and trust-based partnerships with local and international organizations;
A diverse contingent of students from different countries and cultures;
Mobility programs and opportunities for students;
Mobility programs and opportunities for academic staff.

Relatively small campus;
A small number of offered educational programs and qualifications;
Relatively weak conditions for encouraging scientific research;
High tuition fees compared to other local higher education institutions.

Offering new educational programs and qualifications;
Increasing the volume of financial aid and scholarships to encourage students;
Deepening cooperation with local and international organizations for the development of the quality of the educational process and the strengthening of students' career opportunities;
Creating appropriate conditions to encourage scientific research considering the first and second levels of higher education and the status of the branch ("Teaching University");
Expanding and strengthening campus facilities and resources to attract more students and create a better learning environment for students.

Growing competition between local and international higher education institutions;
Economic and political instability in the region, which may affect student attraction and funding;
Change of students' expectations and preferences regarding educational programs, qualifications, and educational processes;
Pandemics or natural disasters may affect the operation of the branch and the student's educational process.

IV. Vision, Mission and Goals

Vision statement: The vision of Webster University is to be a premier U.S.-based international university setting a distinct standard for global education.
Mission statement: Webster University, a worldwide institution, ensures high-quality learning experiences that transform students for global citizenship and individual excellence.
Based on the vision and mission of Webster University, its goals are as follows:
1. Regarding students: to sustain a personalized approach to global, student-centered education through small classes, close relationships with faculty and staff, and attention to student life;
2. Regarding learning: to develop educational programs that join theory and practice, provide an international perspective, encourage creativity and scholarship, and foster a lifelong desire to learn and actively serve communities and the world;
3. Regarding diversity and Inclusion: to create an environment accessible to individuals of diverse cultures, ages, and socioeconomic backgrounds and instill in students a respect for diversity and an understanding of their own and others' values;
4. Regarding global citizenship: to educate a diverse population locally, nationally and internationally, act responsibly toward the environment to foster a sustainable future, and strengthen the communities.
Based on the vision, mission and goals of Webster University, the mission of the branch is to offer local and international students high-quality, international-standard education in business administration, international relations and mass communications and to provide training of highly qualified, competitive individuals for both the Georgian and global labor markets.

V. Strategic priorities and goals for 2023-2029

In 2023-2029, the branch is focused on the following strategic priorities and strategic goals:

Strategic goal 1. Implementation and development of innovative educational programs

The branch offers students innovative, internationally recognized educational programs and ensures the preparation of qualified graduates for the Georgian and global labor market.

Strategic goal 2. Conducting internationally and locally recognized and relevant research process

Based on the goals of our undergraduate and graduate educational programs and the relevant levels of higher education in Georgia, research activities are one of the main goals of the branch. Academic and visiting staff conduct successful research and, as a result, ensure a quality learning process.

The branch promotes research projects of academic and visiting staff, their involvement in research, and the integration of research results into the educational process, following the goals of the first (undergraduate) and second (master) levels of higher education in Georgia.

Strategic goal 3. Implementation of effective mechanisms and sustainable system of quality assurance and development corresponding to international and local standards

The branch aims to establish and develop effective internal mechanisms and systems for quality assurance and development, including all components of the branch's activities and all structural units or entities involved.

Internal quality assurance and development mechanisms build on external quality assurance and development mechanisms such as authorization and accreditation but also include internationally recognized quality assurance mechanisms and the quality culture shared at Webster University.

Offering high-quality education to students is the main priority of the branch, and for this, it plans to establish an effective quality assurance and development system.

Strategic goal 4. Attracting qualified academic and visiting staff

The branch aims to strengthen educational programs with qualified personnel, offer them professional development programs and retain qualified personnel for an extended period.

The branch will select qualified academic and visiting staff with outstanding education and experience at the international and/or local level.

Strategic goal 5. Successful students and qualified graduates

Student success is the branch's top priority. The success of students determines our firm decision to enthusiastically serve the development of various professions in the field of higher education.

Students succeed when we enhance their experiences in and out of the classroom. We make informed decisions based on reliable research and findings and offer students new opportunities to encourage their achievement.

Our work to promote student success begins before students enroll and continues after they leave the university as graduates. The branch maintains communication with its alums.

Strategic goal 6. Establishing a flexible, efficient, and transparent model and lean organizational structure of institutional management

Good governance is a core principle shared by the branch management. The involvement of all persons in the decision-making process in the appropriate dose and form is ensured. Stakeholder involvement in the decision-making process may be direct or indirect.

The administration of the branch takes into account the needs of the university community and interested parties and makes timely, effective, and well-reasoned decisions while maintaining the balance of interests in the decision-making process.

Strategic goal 7. Creating and developing an attractive learning environment (campus)

One of the strategic goals of the branch is to create an attractive campus for all, where students, administrative and academic staff, academics, and others treat each other with respect.

The branch constantly strives to create an environment where there is no place for any discrimination.

Strategic goal 8. Active involvement in community development

The primary purpose of a higher educational institution is to serve society and be involved in the development process of the community. Therefore, the branch plans activities beyond the auditorium and ensures the involvement of the community and local partners in the activities. With its knowledge and professional experience, the branch collaborates with stakeholders and partners to serve the local community and contribute to its development.

VI. Strategic goals, objectives and activities

Strategic goal 1. Implementation and development of innovative educational programs

Objective 1.1 – Implementation of innovative educational programs focused on the labor market and global perspective at the bachelor's and master's levels of higher education

Activities 1.1:

The branch implements undergraduate and graduate educational programs at Webster University in the areas of international relations, business administration, and media communications.

Objective 1.2 Ensuring compliance of foreign/internationally accredited English-language educational programs with local requirements

Activities 1.2:

Per the legislation of Georgia, the following foreign/internationally accredited English-language educational programs can be implemented in the branch:
1. Bachelor's degree program in business administration;
2. International relations undergraduate educational program;
3. Media communication/mass communication undergraduate educational program;
4. Business Administration Master's Educational Program;
5. International Relations Master's Educational Program;
6. Media Communication/Mass Communication Master's Educational Program;
7. Bachelor’s degree program in computer science;
8. Bachelor’s degree program in psychology.

Strategic goal 2. Conducting internationally and locally recognized and relevant research process

Objective 2.1 – Promotion of scientific-research activities of academic and guest personnel

Activities 2.1:

Development and approval of scientific research policy and priorities matching the profile and goals of the educational programs of the first and second level of higher education
Development and approval of the system of encouragement and financing of scientific research activities of academic and guest personnel
Rate of academic and visiting staff supported and funded scientific researches
Annual rate of current and completed scientific researches of academic and guest personnel
Publication rate of academic and visiting staff
Rate of academic and visiting staff presentations at national and international conferences
Developing/updating and implementing effective mechanisms for supporting research activities
Attracting and involving qualified personnel in research activities of the branch
Public, transparent and fair research funding procedures have been developed/updated
Academic and guest staff of the branch implement research projects together with foreign partners and are involved in various research activities
A system for evaluating and analyzing the quality of research activities and the scientific productivity of academic and invited staff has been developed and updated.

Objective 2.2 Promotion of students' scientific research activities

Activities 2.2:

Developing and approving scientific research policies and priorities for students following the profile and goals of the educational programs of the first and second levels of higher education
Developing and supporting a system for encouraging and financing students' research activities
Rate of funding received by students for research projects
The annual rate of current and completed scientific research projects of students
Student publications rate
The rate of student presentations at national and international conferences

Strategic goal 3. Implementation of effective mechanisms and sustainable system of quality assurance and development corresponding to international and local standards

Objective 3.1 – Development, development and implementation of internal policies and mechanisms for quality assurance and development

Activities 3.1:

Internal policies and standards for quality assurance and development have been developed in the branch, which cover all aspects of the branch's activities
The branch's internal quality assurance and development policy and standards are based on external quality assurance and development mechanisms in Georgia, as well as Webster University's quality assurance policy and foreign best practices.
The quality assurance policy is shared by the branch management and all links involved in the branch's activities
Developed/updated and approved performance evaluation system for staff, including academic, visiting and administrative staff
Mechanisms for monitoring students' academic performance have been developed/updated and approved. The monitoring results are taken into account in the training process
Developed/updated and approved mechanisms and procedures for evaluation and improvement of educational programs
A system for evaluating the effectiveness of quality assurance mechanisms has been developed/updated, approved and implemented

Objective 3.2 Conducting and reporting quantitative and qualitative research

Activities 3.2:

Quantitative and qualitative quality assurance studies are systematically conducted in the branch
Quality assurance studies include all areas of the branch's activities, both educational and administrative processes, and human and material resources.
A relevant report is periodically developed based on studies, and appropriate recommendations are presented to decision-makers and other interested parties.

Objective 3.3 Branch authorization, accreditation of educational programs

Activities 3.3:

Educational programs in the branch have international and/or local accreditation. In the case of international accreditation, the educational programs of the branch have passed the procedure of recognition of accreditation granted by a foreign country established by Georgian legislation

Strategic goal 4. Attracting qualified academic and visiting staff

Objective 4.1 – Selection of qualified academic and guest personnel

Activities 4.1:

Developing/updating and approving selection rules for academic and visiting staff
Developing/updating affiliation rules and conditions
Developing/updating the principles and rules for the participation of academic staff in decision-making processes related to educational, research and other issues
Renewal of labor contracts
Competitions are held for the selection of academic and visiting staff
100% of the academic and guest staff hold a master's degree
30% of the academic and guest staff hold a doctorate degree
50% of academic and visiting staff are employed in the relevant field/industry
Involvement of academic and guest personnel with international education and experience in the educational and research process

Objective 4.2 – Supporting academic and visiting staff to obtain international study/research scholarships and participate in international exchange programs

Activities 4.2:

Systematic provision of information on international study and research scholarships for academic and visiting staff
Encouraging academic and visiting staff to participate in international exchange programs
Developing and approving academic and visiting staff support policies

Objective 4.3 Conduct development-oriented training and workshops and/or support participation in training and workshops for academic and visiting staff

Activities 4.3:

Conducting trainings and workshops on topical and problematic issues for academic and invited staff
Facilitation of academic and visiting staff to participate in local and/or international trainings and workshops

Objective 4.4 Strengthening the research potential of academic and visiting staff

Activities 4.4:

Development and approval of the main directions and policies of the branch research
Supporting academic and visiting staff to conduct scientific research and publish research results/papers within the framework of the branch's main research directions and policies
Conducting workshops, trainings and other activities in order to develop the research process

Objective 4.5 Implementation of policy to encourage distinguished and successful academic and visiting staff

Activities 4.5:

Developing and approving policies to encourage outstanding and successful academic and visiting staff
Implementation of incentive policy based on quality assurance studies for academic and visiting staff

Strategic goal 5. Successful students and qualified graduates

Objective 5.1 – Attracting a diverse, qualified contingent of students and organizing a student-oriented educational process

Activities 5.1:

The branch develops and implements marketing activities at the undergraduate and graduate levels in order to attract Georgian citizens and foreign students.
At the bachelor's and master's levels, the branch develops and approves the prerequisites for admission to educational programs, which must be met by the applicant/master's degree candidate.
Rules for obtaining, suspending and terminating student status, mobility, awarding qualifications, issuing educational documents and recognizing education received during the period of study have been developed/updated for bachelor's and master's degrees.
Branch develops and approves internal and external mobility rules and facilitates internal and external mobility processes
Updating the agreements signed between the branch and the student based on the process of changes in the internal regulatory acts
The branch will develop the procedure for submission of documents, review and enrollment by entrants/master's degree candidates/students who have the right to study without passing the national exams/general master's exams and facilitate the process of continuing their studies in the branch
The branch systematically examines the information on the qualifications of the enrolled entrants/master's degree candidates and takes appropriate measures to improve the results.
Developed/updated regulations that ensure adherence to the principles of ethics and integrity
Developed/updated and implemented plagiarism response rules
Developing/updating a fair student grievance mechanism that effectively protects students' rights and legitimate interests and includes the authority/obligation to process grievances regarding both academic and administrative staff activities
Developing/updating mechanisms for supporting socially vulnerable students, including financial support

Objective 5.3 Qualified graduates in demand on the labor market

Activities 5.3:

Development of career support services
Development and implementation of curricular and extra-curricular activities for students oriented to the demands of the labor market
Developing and implementing a tutoring program for students
Developing internship programs and strengthening partnerships with internship institutions/employers
Providing employers with information about the branch's educational programs and students and their involvement
Conducting career orientation meetings/trainings regularly
Systematic study of the rate of employment of graduates
Promoting the employment of graduates according to the assigned qualification/program/direction

Strategic goal 6. Establishing a flexible, efficient and transparent model and lean organizational structure of institutional management

Objective 6.1 – Development and implementation of a sustainable management model

Activities 6.1:

Updating and approval of branch structure
Reflecting the new structure of the branch in a proper manner in the charter
Development/updating of the regulation of structural units
Systematic evaluation of the updated structure and the effectiveness of the activity of structural units
Implementation of participatory management model

Objective 6.2 – Attracting and retaining qualified administrative staff

Activities 6.2:

Attracting and retaining qualified administrative staff
Ensuring the qualification of personnel and compliance with the work to be performed
Offering development oriented activities and programs for administrative staff
Implementation of internship program, development and approval of internship rules

Objective 6.3 - Considering the needs and interests of employees and responding appropriately

Activities 6.3:

Develop/update and approve personnel management policies
Systematic research of the needs and interests of employees and appropriate response to the research results

Objective 6.4 - Ensuring the effectiveness of the activities of management bodies and structural units and the compliance of election/appointment procedures with the legislation

Activities 6.4:

In order to improve the efficiency of the activities of management bodies and structural units of the branch, relevant studies are systematically conducted and changes are made in the management process in accordance with the results of the study
Selection/appointment procedures in governing bodies are transparent, fair and in accordance with legislation

Objective 6.5 - Decisions by management bodies regarding academic, scientific and administrative issues are made in a timely and efficient manner

Activities 6.5:

Management bodies take decisions in a timely and efficient manner
Developing/updating the rules of procedure according to the legislation
Implementation of electronic case management system
Production of the register of educational institutions in accordance with the current legislation
Ensuring the continuity of the main processes in the institution

Strategic goal 7. Creating and developing an attractive learning environment (campus)

Objective 7.1 – Creating and developing an attractive learning environment (campus) for students and staff

Activities 7.1:

Development of a multicultural environment/campus that is accessible to people of different cultures, ages, socioeconomic conditions, and that helps students to develop a sense of respect for diversity, to understand their own and others' values
Fully equip auditoriums and conference spaces with information-technological means
If necessary, purchase/create/build appropriate equipment/inventory/facilities
Installing and updating audio-visual resources in auditoriums
Renovation of central heating and cooling systems
The campus environment is tailored to the educational needs of individuals with special needs

Objective 7.2 – Establishing and developing an environment suitable for anti-bullying and free from discrimination

Activities 7.2:

Develop, approve and implement anti-bullying and anti-discrimination policies

Objective 7.3 - Library

Activities 7.3:

Providing access to Webster University's global library for academic and visiting staff and students

Objective 7.4 – IT Infrastructure

Activities 7.4:

Ensuring complete and smooth functioning of IT infrastructure
Ensuring IT infrastructure compliance with international standards, including EU data protection regulations

Strategic goal 8. Active involvement in community development

Objective 8.1 – Establishing, developing, maintaining, and strengthening partnership relations with interested parties

Activities 8.1:

Analysis and assessment of existing partnership relations
Establishing partnership relations with public organizations and interested persons to spread knowledge and encourage discussions in society
Regular communication with stakeholders to generate new collaborative ideas

Objective 8.2 - The branch shares the knowledge accumulated in the institution with society and promotes the implementation of the principle of lifelong learning

Activities 8.2:

Implementation of knowledge and skills transfer projects through public lectures and public discussions
Participation of academic and invited staff in the discussion of important topics for society
Carrying out activities promoting lifelong learning

VII. Action Plan 2023-2025

The action plan of the branch aims to achieve the strategic priorities and goals set by the strategic development plan.

The Action Plan covers three years, from 2023 to 2025, and, like the Strategic Development Plan, the Action Plan has been completely updated.

The action plan details the tasks for achieving the goals set by the strategic development plan, the responsible structural units, and the implementation period.

The process of developing and updating the action plan was carried out per the strategic planning methodology and was approved by the General Assembly.

1.1 – Implementation of innovative educational programs focused on the labor market and global perspective at the bachelor's and master's levels of higher education

Activity: Labor market and employer requirements research
- Responsible Structural Units: QA Manager, Academic Council, Vice-Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2025
- Indicators: The number of market research carried out (every three years)
Activity: Implementation of undergraduate and graduate programs of Webster University
- Responsible Structural Units: Administration/Head of Administration, QA Manager, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Expenses of academic and invited personnel
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: Webster University in Georgia has received both international accreditation and local permission (recognition of accreditation) to implement relevant educational programs
Activity: Updating the policy of planning, drafting, implementation and development of educational programs in accordance with the educational policy of Webster University and the requirements established by the legislation of Georgia
- Responsible Structural Units: Administration/Head of Administration, QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: Approved policy document for planning, drafting, implementation and development of educational programs
Activity: Ensuring the effective participation of staff, students, employers and stakeholders in the process of planning, designing and developing educational programs
- Responsible Structural Units: Administration/Head of Administration, QA Manager, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Indicator of participation of staff, students, employers and other interested persons in the process of planning, development and development of educational programs
Activity: Survey of students, employers and other interested persons regarding the process of planning, drafting and development of educational programs and analysis of survey results
- Responsible Structural Units: QA Manager
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: The results of the survey of students, employers and other stakeholders, the report on the results of the survey and the recommendations
Activity: Updating the procedures for approving and changing educational programs
- Responsible Structural Units: QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: Document on the procedure for approving and changing educational programs
Activity: Renewal of the mechanisms for providing the students of the relevant program with further education, in case of changing/cancellation of the educational program
- Responsible Structural Units: QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: The document on the mechanisms for providing the students of the relevant program with further education in case of change/cancellation of the educational program
Activity: Updating of educational programs and syllabi based on research and feedback results
- Responsible Structural Units: QA Manager, Academic and Invited Personnel, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Expenses of academic and invited personnel
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Changes in educational programs and syllabi
Activity: Control of achievement of learning outcomes of educational programs
- Responsible Structural Units: QA Manager, Academic Council, Vice-Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Rate of achievement of learning outcomes by students at undergraduate and graduate levels
Activity: Determination of the terms of the educational process to achieve the goals set by the educational programs
- Responsible Structural Units: Administration/Head of Administration, QA Manager, Department of Management Academic Processes, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Academic Calendar
Activity: Updating information about Webster University educational programs
- Responsible Structural Units: QA Manager, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: Catalog of educational programs
Activity: Student, graduate, employer satisfaction survey
- Responsible Structural Units: QA Manager, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2024, 2025
- Indicators: The number of studies conducted on the satisfaction of students, graduates, and employers (annually)
Activity: Monitoring of teaching methodology
- Responsible Structural Units: QA Manager, Academic and Invited Personnel, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2024, 2025
- Indicators: The number of studies conducted on the teaching methodology provided by educational program (annually)
Activity: Providing access to information about Webster University's educational programs
- Responsible Structural Units: QA Manager, Marketing Manager
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Published information about educational programs, including on the website of the branch, Rate of those wishing to continue their studies/enroll in the program including mobility rate
Activity: Updating the methodology of individual curriculum development
- Responsible Structural Units: QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: An approved methodology for developing an individual curriculum
Activity: Development and approval of individualized curriculum for students with different and special educational needs
- Responsible Structural Units: QA Manager, Lawyer, Academic Council, Department of Management Academic Processes, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Number of students with different and special educational needs; Number of developed and approved individual study plans
Activity: Implementing an adequate, transparent and fair evaluation system of learning outcomes and ensuring its availability to students
- Responsible Structural Units: QA Manager, Academic and Invited Personnel, Academic Council, Department of Management Academic Processes, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: The number of studies conducted on the assessment system; The Number of updated educational programs and syllabi
Activity: Updating the assessment appeals system
- Responsible Structural Units: QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023
- Indicators: Approved rule and procedure for appeal of assessment

1.2 Ensuring compliance of foreign/internationally accredited English-language educational programs with local requirements

Activity: Ensuring compliance of internationally accredited educational programs with Georgian legislation and systematic monitoring
- Responsible Structural Units: QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Number of educational programs that have been granted international accreditation; The number of permits issued for the recognition of educational programs with international accreditation in Georgia

2.1 – Promotion of scientific-research activities of academic and guest personnel

Activity: Development of research policy and priorities matching the profile and goals of the educational programs of the first and second level of higher education
- Responsible Structural Units: QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Research policy and priorities document
Activity: Development of a system for encouraging and financing the research activities of academic and invited personnel
- Responsible Structural Units: QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Document of the system of encouragement and financing of research activities of academic and invited personnel
Activity: Support of research of academic and invited personnel
- Responsible Structural Units: QA Manager, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Expenses of academic and invited personnel; Research activities
- Material Resources: Resources of the Branch
- Performance Period: 2024, 2025
- Indicators: A quantitative rate of research of the academic and invited personnel (at least 20% of academic and invited personnel)
Activity: Implementation of research by academic and guest personnel
- Responsible Structural Units: QA Manager, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Expenses of academic and invited personnel; Research activities
- Material Resources: Resources of the Branch
- Performance Period: 2024, 2025
- Indicators: The results of the analysis of the quality of current and completed scientific research of academic and guest personnel, particularly the "Credibility, Dependability, Confirmability and Transferability" evaluation index of research
Activity: Publication of papers by academic and invited personnel
- Responsible Structural Units: QA Manager, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Expenses of academic and invited personnel; Research activities
- Material Resources: Resources of the Branch
- Performance Period: 2024, 2025
- Indicators: Quantitative rate of publications and papers published by academic and visiting staff (at least 20% of academic and invited personnel)
Activity: Participation in international conferences by academic and invited personnel
- Responsible Structural Units: QA Manager, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Expenses of academic and invited personnel; Participation in social, cultural, and economic events, as well as in seminars, conferences and other activities; Research activities
- Material Resources: Resources of the Branch
- Performance Period: 2024, 2025
- Indicators: Quantitative rate of participation in international conferences, including presentations by academic and invited personnel (at least 20% of academic and invited personnel)
Activity: Development/updating, approval, implementation and performance monitoring of mechanisms for evaluating research activities
- Responsible Structural Units: QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Document of mechanisms for evaluation of research activities; Research evaluation reports and recommendations
Activity: Development and implementation of research funding system
- Responsible Structural Units: QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Expenses of academic and invited personnel; Research activities
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Document on the research funding system document; Rate of funded research
Activity: Attracting and engaging qualified personnel in research activities
- Responsible Structural Units: QA Manager, Head of Administration, HR, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Expenses of academic and invited personnel; Research activities
- Material Resources: Resources of the Branch
- Performance Period: 2024, 2025
- Indicators: Rate of the involvement of qualified personnel in research activities (at least 20% of academic and invited personnel)
Activity: Development/updating and approval of the system for evaluating and analyzing the quality of research activities and the scientific productivity of academic and invited personnel
- Responsible Structural Units: QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: Document on the evaluation and analysis system of the quality of research and the research productivity of academic and invited personnel

2.2 Promotion of students' scientific research activities

Activity: Determination of the research policy and priorities matching the profile and goals of the educational programs of the first and second level of higher education for students
- Responsible Structural Units: QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2024
- Indicators: Document on research policy and priorities
Activity: Development of a system for financing students' scientific research activities
- Responsible Structural Units: QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2024
- Indicators: Document on the system of financing of students' research activities
Activity: Implementation of research activities by students
- Responsible Structural Units: QA Manager, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Participation in social, cultural, and economic events, as well as in seminars, conferences and other activities; Research activities
- Material Resources: Resources of the Branch
- Performance Period: 2025
- Indicators: Rate of participation of students in research activities (at least 10%)

3.1 – Development, development, and implementation of internal policies and mechanisms for quality assurance and development

Activity: Developing/updating internal policies, mechanisms and standards for quality assurance and enhancement
- Responsible Structural Units: QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: Document on internal policies, mechanisms and standards for quality assurance and development
Activity: Implementation of the performance evaluation system of academic, invited and administrative staff
- Responsible Structural Units: QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Document on evaluation of performance of academic, visiting and administrative staff, evaluation reports and recommendations
Activity: Developing/updating mechanisms for monitoring students' academic performance
- Responsible Structural Units: QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: Document on mechanisms for monitoring students' academic performance
Activity: Monitoring of students' academic performance
- Responsible Structural Units: QA Manager, Academic and Invited Personnel, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Reports on monitoring students' academic performance; Rate/Indicators of academic performance
Activity: Developing/updating mechanisms and procedures for evaluation and improvement of educational programs
- Responsible Structural Units: QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: Document on mechanisms and procedures for evaluation and improvement of educational programs
Activity: Developing/updating the system for evaluation of the effectiveness of quality assurance mechanisms
- Responsible Structural Units: QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: Document on evaluation of the effectiveness of quality assurance mechanisms

3.2 Conducting and reporting quantitative and qualitative research

Activity: For the purpose of quality assurance and development, conducting quantitative and qualitative studies, reporting and presenting recommendations in relation to all issues of the branch's activities
- Responsible Structural Units: QA Manager
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Results of conducted quantitative and qualitative studies, number of reports, submitted recommendations
Activity: Considering the recommendations of studies and reports on quality assurance and development issues in the educational and research process
- Responsible Structural Units: QA Manager, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Rate of changes implemented in various components of educational and research activities

3.3 Branch authorization, accreditation of educational programs

Activity: discussing and taking into account the recommendations determined by the decision of the Authorization Council of Higher Educational Institutions 27/12/2021 MES 2 21 0001423284
- Responsible Structural Units: QA Manager, Administration/Head of Administration, Lawyer, Academic Council, Vice-Rector, Rector, General Assembly
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: Evaluation of the implementation of the recommendations issued by the authorization experts and the authorization council of higher educational institutions
Activity: Monitoring the implementation of changes in the components of the educational programs and in case of making changes in the decision of the HLC (Higher Learning Commission), ensuring the fulfillment of the notification obligation established by the regulation of accreditation of educational programs of higher educational institutions approved by the order of the Minister of Education and Science of Georgia dated May 4, 2011 65/N
- Responsible Structural Units: QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Monitoring of accreditation decisions made by HLC and, in case of change, indication of notification sent
Activity: Continuous monitoring and ensuring the compliance of the conditions of the branch with the authorization standards
- Responsible Structural Units: QA Manager, Administration/Head of Administration, Lawyer, Academic Council, Vice-Rector, Rector, General Assembly
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: results of internal and external monitoring; Branch status

4.1 – Selection of qualified academic and guest personnel

Activity: Development/updating and implementation of the provisions on the selection of the academic and invited personnel
- Responsible Structural Units: QA Manager, Administration/Head of Administration, HR, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Expenses of academic and invited personnel
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators:Provisions on the selection of the academic and invited personnel (document); Quantitative indicator of personnel selected according to established provisions and procedures
Activity: Developing/updating and implementation of the provisions on the affiliation
- Responsible Structural Units: QA Manager, Administration/Head of Administration, HR, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Expenses of academic and invited personnel
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Provisions on the affiliation (document); Quantitative rate of affiliated personnel
Activity: Involvement of academic staff in decision-making processes related to education, research and other issues by established rules
- Responsible Structural Units: QA Manager, Administration/Head of Administration, HR, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Expenses of academic and invited personnel
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Rate of involvement/participation of academic staff in decision-making processes related to educational, research and other issues
Activity: Ensuring the inclusion of highly qualified academic and invited personnel in the educational process
- Responsible Structural Units: QA Manager, Administration/Head of Administration, HR, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Expenses of academic and invited personnel
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: 100% of the academic and visiting staff have a master's degree, and 30% have a doctor's degree
Activity: Ensuring the inclusion of academic and invited personnel with practical experience in the educational process
- Responsible Structural Units: QA Manager, Administration/Head of Administration, HR, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Expenses of academic and invited personnel
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: 50% of academic and invited personnel are employed in the relevant field/industry
Activity: Attracting and ensuring the inclusion of academic and invited personnel with international education and experience in the educational process
- Responsible Structural Units: QA Manager, Administration/Head of Administration, HR, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Expenses of academic and invited personnel
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Rate of academic and invited personnel with international education and experience

4.2 – Supporting academic and visiting staff to obtain international study/research scholarships and participate in international exchange programs

Activity: Developing/updating support policies academic and invited personnel
- Responsible Structural Units: QA Manager, Administration/Head of Administration, HR, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Expenses of academic and invited personnel
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: Academic and invited personnel support policy document
Activity: Providing information on international study and research scholarships to academic and invited personnel
- Responsible Structural Units: QA Manager, Administration/Head of Administration, HR
- Financial Resources: Budget: Administrative Expenses; Expenses of academic and invited personnel
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Quantitative indicator of activities (sent information, held meetings) to inform academic and visiting staff about international study and research scholarships

4.3 Conduct development-oriented training and workshops and/or support participation in training and workshops for academic and visiting staff

Activity: Conducting trainings and workshops on problematic issues for academic and invited personnel
- Responsible Structural Units: QA Manager, Administration/Head of Administration, HR, Academic Council, Vice-Rector
- Financial Resources: Budget: Administrative Expenses; Participation in social, cultural, and economic events, as well as in seminars, conferences and other activities; Staff development
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Rate of participation in trainings and workshops of academic and invited personnel
Activity: Implementation of support measures (providing information, financing) for academic and invited personnel in order to participate in local and/or international training and workshops
- Responsible Structural Units: QA Manager, Administration/Head of Administration, HR, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses;
- Material Resources: Resources of the Branch
- Performance Period: 2024, 2025
- Indicators: Quantitative rate of activities carried out on support measures (distribution of information, meetings) (at least two activities during the school year)

4.4 Strengthening the research potential of academic and visiting staff

Activity: Developing/updating research priorities and policies
- Responsible Structural Units: QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: Research Guidelines and Policy Document
Activity: Supporting academic and invited personnel to conduct scientific research and publish research results/papers within the framework of the research priorities and policies
- Responsible Structural Units: QA Manager, Administration/Head of Administration, HR, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Participation in social, cultural, and economic events, as well as in seminars, conferences and other activities; Staff development
- Material Resources: Resources of the Branch
- Performance Period: 2025
- Indicators: Rate of support activities academic and invited personnel; Rate of conducting scientific research and publishing research results/papers (at least one paper in two years)
Activity: Conducting workshops, trainings and other activities in order to develop the research process
- Responsible Structural Units: QA Manager, Administration/Head of Administration, HR, Academic Council, Vice-Rector
- Financial Resources: Budget: Administrative Expenses; Participation in social, cultural, and economic events, as well as in seminars, conferences and other activities; Research activities
- Material Resources: Resources of the Branch
- Performance Period: 2024, 2025
- Indicators: Rate of conducted workshops, trainings and other activities (at least two each year)

4.5 Implementation of policy to encourage distinguished and successful academic and visiting staff

Activity: Development/updating of support policies for academic and invited personnel
- Responsible Structural Units: QA Manager, Administration/Head of Administration, HR, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: Support policy document for academic and invited staff
Activity: Implementation of support policy measures based on quality assurance studies for academic and visiting staff
- Responsible Structural Units: QA Manager, Administration/Head of Administration, HR, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Expenses of academic and invited personnel; Staff development
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Quantitative indicator of implemented measures

5.1 – Attracting a diverse, qualified contingent of students and organizing a student-oriented educational process

Activity: Implementation of various events, including marketing activities, in order to attract Georgian citizens and foreign students at the undergraduate and graduate levels
- Responsible Structural Units: Marketing Manager, Administration/Head of Administration, Student Admission Consultant, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Marketing events
- Material Resources: Resources of the Branch
- Performance Period: 2024, 2025
- Indicators: Rate of activities, including marketing activities to attract students (at least 10 activities annually)
Activity: Developing/updating qualification requirements for entrants and master's degree candidates by Georgian legislation
- Responsible Structural Units: Administration/Head of Administration, Student Admission Consultant, QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Provisions for selection of entrants and candidates for master's degree (document)
Activity: Developing/updating and implementing rules for obtaining, suspending and terminating student status, granting qualifications, issuing educational documents and recognizing education received during the period of study
- Responsible Structural Units: Administration/Head of Administration, Student Admission Consultant, QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: Provisions for obtaining, suspending and terminating student status, awarding qualifications, issuing an educational document and recognizing education received during the period of study (document)
Activity: Developing/updating internal and external mobility procedure and conditions
- Responsible Structural Units: Administration/Head of Administration, Student Admission Consultant, QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: Internal and external mobility procedure and conditions (document)
Activity: Renewal of the contract to be signed between the branch and the student
- Responsible Structural Units: Administration/Head of Administration, Student Admission, Consultant, QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: Agreement to be signed between the branch and the student (document)
Activity: Developing/updating the procedure for submission of documents, review and enrollment in the branch by entrants/master's degree candidates/students who have the right to study without passing the unified national exams/master's exams
- Responsible Structural Units: Administration/Head of Administration, Student Admission Consultant, QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: Procedure for submitting, reviewing and enrolling documents in the branch by entrants/master's degree candidates/students who have the right to study without passing the unified national exams/master's exams (document)
Activity: Systematic analysis of information on qualifications and academic performance of enrolled entrants/master's degree candidates and taking appropriate measures to improve results
- Responsible Structural Units: Administration/Head of Administration, Student Admission Consultant, QA Manager, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Number of studies, submitted reports and recommendations on qualifications and academic performance of enrolled entrants/master's degree candidates
Activity: Developing/updating and implementing regulations related to compliance with ethics and integrity principles
- Responsible Structural Units: Administration/Head of Administration, QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Regulations related to compliance with the principles of ethics (document); Quantitative indicator of the decisions made regarding compliance with the principles of ethics and integrity
Activity: Development/updating and implementation of the provisions on plagiarism
- Responsible Structural Units: Administration/Head of Administration, QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: The provisions for response of plagiarism cases (document); Quantitative rate of response in case of plagiarism
Activity: Developing/updating and implementing a fair mechanism for handling student complaints
- Responsible Structural Units: Administration/Head of Administration, QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: The provisions on review of student complaints (document); Rate of review of student complaints cases
Activity: Developing/updating and implementing mechanisms for supporting socially vulnerable students, including financial support
- Responsible Structural Units: Administration/Head of Administration, QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Rules and conditions for supporting socially vulnerable students, including financial support (document); Quantification of support measures for socially vulnerable students

5.2 – Creating opportunities for students to gain national and international experience

Activity: Providing students with access to Webster University's global system
- Responsible Structural Units: Administration/Head of Administration, Student Admission Consultant, QA Manager, IT Manager, Academic Council, Vice-Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Rate of the Webster University Global System usage
Activity: Supporting student initiatives, including initiatives such as the creation of clubs or self-governing associations
- Responsible Structural Units: Administration/Head of Administration, QA Manager, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Participation in social, cultural, and economic events, as well as in seminars, conferences and other activities
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Rate of support for student initiatives
Activity: Developing effective partnership programs with industry/business and establishing long-term cooperation to create opportunities for students
- Responsible Structural Units: Administration/Head of Administration, QA Manager, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Number of industry/business partnership programs and events/activities conducted
Activity: Providing students with information about exchange programs
- Responsible Structural Units: Student Admission Consultant, QA Manager
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Rate of meetings held and/or information otherwise provided about exchange programs (at least two each year)
Activity: Implementation of support measures for students/Consultation about the support programs and measures for students to participate in national and international academic/student activities
- Responsible Structural Units: Administration/Head of Administration, Student Admission Consultant, QA Manager, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Participation in social, cultural, and economic events, as well as in seminars, conferences and other activities
- Material Resources: Resources of the Branch
- Performance Period: 2024, 2025
- Indicators: Rate/Number of student support measures/activities (at least two each year)

5.3 Qualified graduates in demand on the labor market

Activity: Implementation of career development services
- Responsible Structural Units: Administration/Head of Administration, Department of Student Affairs and Career Development, QA Manager, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2024, 2025
- Indicators: Rate/Number of the measures and activities to implement career development services (at least two each year)
Activity: Development and implementation of in-depth curricular and extra-curricular activities for students focused on Labor market requirements
- Responsible Structural Units: Administration/Head of Administration, Department of Student Affairs and Career Development, QA Manager, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Participation in social, cultural, and economic events, as well as in seminars, conferences and other activities
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Rate/Number of implemented curricular and extra-curricular activities (at least two each year)
Activity: Developing and implementing a tutoring program for students
- Responsible Structural Units: Administration/Head of Administration, Department of Student Affairs and Career Development, QA Manager, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2024, 2025
- Indicators: Number of students participating in the tutoring program; Rate/Number of activities conducted within the framework of the tutoring program (at least two each year)
Activity: Developing internship programs and establishing partnerships with internship institutions/employers and signing cooperation agreements/memorandums
- Responsible Structural Units: Administration/Head of Administration, Department of Student Affairs and Career Development, QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Rate/Number of cooperation agreements with internship institutions/employers (at least 10 in total over three years)
Activity: Regular communication with employers to provide information about the branch's educational programs and students' achievements
- Responsible Structural Units: Administration/Head of Administration, Department of Student Affairs and Career Development, QA Manager, Academic Council, Vice-Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Rate/Number of activities carried out to provide employers with the information (at least one per year)
Activity: Conducting career orientation meetings/trainings regularly
- Responsible Structural Units: Administration/Head of Administration, Department of Student Affairs and Career Development, Vice-Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2024, 2025
- Indicators: Rate/Number of career orientation meetings/training (at least one per year)
Activity: Promoting the employment of graduates
- Responsible Structural Units: Administration/Head of Administration, Department of Student Affairs and Career Development, QA Manager, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2024, 2025
- Indicators: Rate/Number of measures implemented to promote the employment of graduates; (at least one per year) 85% of graduates are employed according to the assigned qualification/program/direction

6.1 – Development and implementation of a sustainable management model

Activity: Changing the name of the branch (Webster University Tbilisi instead of Webster University Georgia)
- Responsible Structural Units: Administration/Head of Administration, Lawyer, Vice-Rector, Rector, General Assembly
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: Amendments in the charter (document); Amendments in internal legal acts (documents)
Activity: Updating the structure of the Branch
- Responsible Structural Units: Administration/Head of Administration, Lawyer, QA Manager, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023
- Indicators: The structure of the Branch (document)
Activity: Drafting/updating the provisions on the structural units
- Responsible Structural Units: Administration/Head of Administration, Lawyer, QA Manager, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023
- Indicators: The provisions on structural units (document)
Activity: Development/updating and implementation of management efficiency (performance) evaluation system
- Responsible Structural Units: Administration/Head of Administration, Lawyer, QA Manager, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Management efficiency evaluation system (document); Management performance evaluation reports

6.2 – Attracting and retaining qualified administrative staff

Activity: Analysis of the indicator of attraction and retention of qualified administrative personnel
- Responsible Structural Units: Administration/Head of Administration, HR, QA Manager, Vice-Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Rate of attracting and retaining qualified administrative staff
Activity: Monitoring of qualification of the personnel and it's compliance with the job description and responsibilities
- Responsible Structural Units: Administration/Head of Administration, HR, QA Manager, Vice-Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Report on the suitability of personnel qualifications to the job descriptions and responsibilities
Activity: Offering development oriented activities and programs for administrative staff
- Responsible Structural Units: Administration/Head of Administration, HR, QA Manager, Vice-Rector
- Financial Resources: Budget: Administrative Expenses; Staff development
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Rate/Number of activities and programs focused on the development of administrative personnel
Activity: Development/updating and implementation of provisions on internship
- Responsible Structural Units: Administration/Head of Administration, HR, Lawyer, QA Manager, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Provisions on internship (document); Rate/Number of application and trainees

6.3 - Considering the needs and interests of employees and responding appropriately

Activity: Developing/updating and implementing staff management policies
- Responsible Structural Units: Administration/Head of Administration, HR, Lawyer, QA Manager, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023
- Indicators: Staff Management Policy Document
Activity: Research of the needs and interests of employees and appropriate response to the results of the research
- Responsible Structural Units: Administration/Head of Administration, HR, QA Manager, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Staff Development
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Number of surveys on employee needs; Rate/number of appropriate response measures to research results

6.4 - Ensuring the effectiveness of the activities of management bodies and structural units and the compliance of election/appointment procedures with the legislation

Activity: Ensuring the effectiveness of the activities of structural units
- Responsible Structural Units: QA Manager, Administration/Head of Administration, Academic Council, Vice-Rector, Rector, General Assembly
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2024, 2025
- Indicators: The number of studies conducted to evaluate the effectiveness of the structural units of the branch and the rate/number of the measures implemented based on the results of the studies (at least one per year)
Activity: Ensuring compliance of selection/appointment procedures and practices in governing bodies with legislation
- Responsible Structural Units: Administration/Head of Administration, HR, Lawyer, Academic Council, Vice-Rector, Rector, General Assembly
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Selection/appointment procedures and rate/number of selection/appointment decisions in management bodies

6.5 - Decisions by management bodies regarding academic, scientific and administrative issues are made in a timely and efficient manner

Activity: Ensuring that management bodies and structural units take decisions in a timely, effective manner and in accordance with the legislation of Georgia
- Responsible Structural Units: QA Manager, Administration/Head of Administration, Lawyer, Academic Council, Vice-Rector, Rector, General Assembly
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2024, 2025
- Indicators: The number of studies conducted on the effectiveness of decision-making by management bodies and structural units (at least one per year)
Activity: Developing/updating the provisions on correspondence management
- Responsible Structural Units: Administration/Head of Administration, Lawyer, Vice-Rector,Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024
- Indicators: Provisions on correspondence management
Activity: Implementation of the electronic correspondence management system and ensuring its smooth functioning
- Responsible Structural Units: Administration/Head of Administration, QA Manager, Vice-Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Rate/number of documents processed by the electronic correspondence management system; Study of proper functioning of the system
Activity: Ensuring providing proper information and functioning of the register of educational institutions
- Responsible Structural Units: Administration/Head of Administration, QA Manager, Student Admission Consultant, HR, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: The number of events, including training and consultations, conducted to produce the register of educational institutions; Results of monitoring the correctness of data about the branch in the register of educational institutions
Activity: Ensuring the continuity of the business processes in the branch
- Responsible Structural Units: Administration/Head of Administration, QA Manager, Lawyer, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Number of studies and reports on ensuring the continuity of main business processes

7.1 – Creating and developing an attractive learning environment (campus) for students and staff

Activity: Development of a multicultural environment/campus that is accessible to people of different cultures, ages, and socio-economic conditions, and that promotes students' respect for diversity, understanding of their own and others' values
- Responsible Structural Units: Administration/Head of Administration, QA Manager, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Material resources
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Research on the campus and educational environment; Student and staff satisfaction survey
Activity: Fully equipped classrooms and conference spaces with information-technological resources
- Responsible Structural Units: Administration/Head of Administration, Custodian, IT Manager, QA Manager, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Material resources
- Material Resources: Resources of the Branch/BTU resources based on the MSA and agreements derived from the MSA
- Performance Period: 2023, 2024, 2025
- Indicators: Survey results on IT functionality in classrooms and conference spaces; Survey of student and staff satisfaction with material resources
Activity: Installation and updating of audio-visual resources in classrooms
- Responsible Structural Units: Administration/Head of Administration, Custodian, IT Manager
- Financial Resources: Budget: Administrative Expenses; Material resources
- Material Resources: Resources of the Branch/BTU resources based on the MSA and agreements derived from the MSA
- Performance Period: 2023, 2024, 2025
- Indicators: Survey/research results on the functioning of audio-visual resources in classrooms
Activity: Renewing of heating and cooling systems
- Responsible Structural Units: Administration/Head of Administration, Custodian
- Financial Resources: Budget: Administrative Expenses; Material resources
- Material Resources: Resources of the Branch/BTU resources based on the MSA and agreements derived from the MSA
- Performance Period: 2023
- Indicators: Survey of student and staff satisfaction with material resources; Monitoring results of the operation of central heating and cooling system
Activity: Adapting/updating campus facilities to the educational needs of persons with special needs
- Responsible Structural Units: Administration/Head of Administration, Custodian, QA Manager
- Financial Resources: Budget: Administrative Expenses; Material resources
- Material Resources: Resources of the Branch/BTU resources based on the MSA and agreements derived from the MSA
- Performance Period: 2023
- Indicators: Survey of the satisfaction of persons with special needs with the material resources and conditions available on campus; Results of monitoring campus conditions

7.2 – Establishing and developing an environment suitable for anti-bullying and free from discrimination

Activity: Develop/update anti-bullying and anti-discrimination policies
- Responsible Structural Units: Administration/Head of Administration, QA Manager, Lawyer, Academic Council, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2024
- Indicators: Anti-bullying and anti-discrimination policy document

7.3 – Library

Activity: Making Webster University's Global Library accessible to academic and visiting staff and students
- Responsible Structural Units: Library
- Financial Resources: Budget: Administrative Expenses; Library resources
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Webster University Global Library usage rate

7.4 – IT Infrastructure

Activity: Ensuring full and smooth functioning of IT infrastructure
- Responsible Structural Units: Administration/Head of Administration, IT Manager
- Financial Resources: Budget: Administrative Expenses; Material resources
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Research on the functioning of IT infrastructure; Staff and student satisfaction survey
Activity: Ensuring IT infrastructure compliance with international standards, including EU data protection regulations
- Responsible Structural Units: Administration/Head of Administration, IT Manager, QA Manager, Lawyer, Vice-Rector
- Financial Resources: Budget: Administrative Expenses; Material resources
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Research results on compliance of IT infrastructure with international standards, including EU data protection regulation

8.1 – Establishing, developing, maintaining and strengthening partnership relations with interested parties

Activity: Analysis and assessment of existing partnership relations
- Responsible Structural Units: QA Manager
- Financial Resources: Budget: Administrative Expenses
- Material Resources: Resources of the Branch
- Performance Period: 2024, 2025
- Indicators: The number of studies conducted to evaluate the existing partnership relations (at least one per year)
Activity: Forming partnerships/memoranda of understanding with public organizations and stakeholders to promote knowledge and discussions in the community
- Responsible Structural Units: Administration/Head of Administration, QA Manager, Lawyer, Vice-Rector, Rector
- Financial Resources: Budget: Administrative Expenses; Material resources
- Material Resources: Resources of the Branch
- Performance Period: 2023, 2024, 2025
- Indicators: Number of memorandums signed (at least five in total)

8.2 - The branch shares the knowledge accumulated in the institution with the society and promotes the implementation of the principle of lifelong learning

Activity: Implementation of knowledge and skills transfer projects through public lectures and public discussions
- Responsible Structural Units: Administration/Head of Administration, QA Manager, Academic and Invited Personnel, Vice-Rector
- Financial Resources: Budget: Administrative Expenses; Participation in social, cultural, and economic events, as well as in seminars, conferences and other activities
- Material Resources: Resources of the Branch
- Performance Period: 2024, 2025
- Indicators: Number of public lectures and public discussions held; Number of studies on public lectures and public discussions (at least one per year)
Activity: Conduct activities promoting lifelong learning
- Responsible Structural Units: Administration/Head of Administration, QA Manager, Academic and Invited Personnel, Vice-Rector
- Financial Resources: Budget: Administrative Expenses; Participation in social, cultural, and economic events, as well as in seminars, conferences and other activities
- Material Resources: Resources of the Branch
- Performance Period: 2024, 2025
- Indicators: Rate/number of activities promoting lifelong learning (at least one per year)

VIII. The procedure for making changes and additions to the strategic development plan and the action plan

The branch is authorized to make changes and additions to the strategic development plan and the action plan per the strategic development planning methodology.

In addition, instead of making changes, the branch is authorized to completely update the strategic development plan and the action plan and approve new versions of the documents.

Changes and additions are based on appropriate analysis per Georgia's legislation and the branch's internal legal acts.

Undergraduate

Graduate

Strategic Development Plan 2023-2029, Action Plan 2023-2025

I. Introduction

II. Strategic Planning Methodology

1. Stages of strategic planning

2. Content and approval procedure of strategic development plan and action plan

3. Procedure for updating strategic and action plans

4. Monitoring and evaluation process

5. Submission of a report on the implementation of strategic and action plans

III. SWOT analysis

S – Strengths

W – Weaknesses

O – Opportunities

T – Threats

IV. Vision, Mission and Goals

V. Strategic priorities and goals for 2023-2029

Strategic priority I. Excellence in teaching and research process

Strategic goal 1. Implementation and development of innovative educational programs

Strategic goal 2. Conducting internationally and locally recognized and relevant research process

Strategic priority II. Implementation of quality assurance and development mechanisms and system

Strategic goal 3. Implementation of effective mechanisms and sustainable system of quality assurance and development corresponding to international and local standards

Strategic priority III. Qualified academic and visiting staff, successful students and graduates

Strategic goal 4. Attracting qualified academic and visiting staff

Strategic goal 5. Successful students and qualified graduates

Strategic priority IV. Efficient institutional governance and lean organizational structure

Strategic goal 6. Establishing a flexible, efficient, and transparent model and lean organizational structure of institutional management

Strategic priority V. Recourses

Strategic goal 7. Creating and developing an attractive learning environment (campus)

Strategic priority VI. Contributing to the development of society

Strategic goal 8. Active involvement in community development

VI. Strategic goals, objectives and activities

Strategic priority I. Excellence in teaching and research process

Strategic goal 1. Implementation and development of innovative educational programs

Strategic goal 2. Conducting internationally and locally recognized and relevant research process

Strategic priority II. Implementation of quality assurance and development mechanisms and system

Strategic goal 3. Implementation of effective mechanisms and sustainable system of quality assurance and development corresponding to international and local standards

Strategic priority III. Qualified academic and visiting staff, successful students, and graduates

Strategic goal 4. Attracting qualified academic and visiting staff

Strategic goal 5. Successful students and qualified graduates

Strategic priority IV. Efficient institutional governance and lean organizational structure

Strategic goal 6. Establishing a flexible, efficient and transparent model and lean organizational structure of institutional management

Strategic priority V. Recourses

Strategic goal 7. Creating and developing an attractive learning environment (campus)

Strategic priority VI. Contributing to the development of society

Strategic goal 8. Active involvement in community development

VII. Action Plan 2023-2025

Strategic goal 1. Implementation and development of innovative educational programs

1.1 – Implementation of innovative educational programs focused on the labor market and global perspective at the bachelor's and master's levels of higher education

1.2 Ensuring compliance of foreign/internationally accredited English-language educational programs with local requirements

Strategic goal 2. Conducting internationally and locally recognized and relevant research process

2.2 Promotion of students' scientific research activities

Strategic goal 3. Implementation of effective mechanisms and sustainable system of quality assurance and development corresponding to international and local standards

3.1 – Development, development, and implementation of internal policies and mechanisms for quality assurance and development

3.2 Conducting and reporting quantitative and qualitative research

3.3 Branch authorization, accreditation of educational programs

Strategic goal 4. Attracting qualified academic and visiting staff

4.1 – Selection of qualified academic and guest personnel

4.2 – Supporting academic and visiting staff to obtain international study/research scholarships and participate in international exchange programs

4.3 Conduct development-oriented training and workshops and/or support participation in training and workshops for academic and visiting staff

4.4 Strengthening the research potential of academic and visiting staff

4.5 Implementation of policy to encourage distinguished and successful academic and visiting staff

Strategic goal 5. Successful students and qualified graduates

5.1 – Attracting a diverse, qualified contingent of students and organizing a student-oriented educational process

5.2 – Creating opportunities for students to gain national and international experience

5.3 Qualified graduates in demand on the labor market

Strategic goal 6. Establishing a flexible, efficient and transparent model and lean organizational structure of institutional management

6.1 – Development and implementation of a sustainable management model

6.2 – Attracting and retaining qualified administrative staff

6.3 - Considering the needs and interests of employees and responding appropriately

6.4 - Ensuring the effectiveness of the activities of management bodies and structural units and the compliance of election/appointment procedures with the legislation

6.5 - Decisions by management bodies regarding academic, scientific and administrative issues are made in a timely and efficient manner

Strategic goal 7. Creating and developing an attractive learning environment (campus)

7.1 – Creating and developing an attractive learning environment (campus) for students and staff

7.2 – Establishing and developing an environment suitable for anti-bullying and free from discrimination

7.3 – Library

7.4 – IT Infrastructure

Strategic goal 8. Active involvement in community development

8.1 – Establishing, developing, maintaining and strengthening partnership relations with interested parties

8.2 - The branch shares the knowledge accumulated in the institution with the society and promotes the implementation of the principle of lifelong learning