The Business Year

Shaidarov Mazhit Zeinullovich

Rector, Astana Medical University

Astana Medical University has set the primary goal of development and “Improving the quality of educational services and the results of the core activities of the University, while strengthening its competitiveness” in pursuance of the message of the President of the Republic of Kazakhstan Nursultan Nazarbayev and the main development strategy of our state. In the framework of this strategy, the university performed its priorities, such as improving the quality of applicant selection and admission to the university, strengthening the material and technical base, improving the quality of implemented study programs, human resource development, the introduction of innovative educational technologies, and the integration of science and practice. Taking into account international practice in 2006, the university started establishing new standards and the training was carried out in six specialties: general medicine, dentistry, nursing, public health, pharmacy, and preventive medicine. Thus, the Office of the Registrar and Advisory Office were opened.

Amirlan A. Kussainov

President, Kazakh-American University

Currently, in the US, more than half of the universities are research institutions. We do not have many in Kazakhstan. The Kazakh-American University is intended to be a research university, but we are under pressure to find more sources of investment. We have formed a new board of trustees, and I am enthusiastic about its role of involving strong, new companies that will also invest. Year by year, we hire more and more researchers, particularly professors who do both research and teaching. Thirdly, research means having extensive horizontal links. We need to find more talented and successful professors who can involve their students in ongoing research possibilities. We have acquired a separate piece of land outside of Almaty, to create an American-style campus. In Europe, it is more difficult, because European universities are old and built in historical areas. We are looking for investors. I would like to see a more traditional system of education, because we have already implemented too many changes. The education sector is not an industry; thus, it is not possible to witness results after a short time.

Serik Svyatov

Rector, Serik Svyatov

It is especially important to be in regular contact and understand the real economic needs of the market. Most important for us is the employment rate of our graduates. When we plan our curriculum, it is important to be sure that the market really requires these professionals. We have created a special community, so to speak, by function, not only to include our tutors, but also well-known employers. This is the Academic Council of Educational Programs, where CFOs and heads of banks, for example, teach our staff the needs of the financial sector to determine the actual content of the educational program. Obviously, we also invite prominent business people as guest lecturers. Our university is the coordinator of educational programs across five specialties, and also looks to employers to assess the right education path for us to take.

Dr. Chan Young Bang

President, KIMEP University

Our strategic plan is to become one of the top 100 universities in the world. A four-year college term in Australia costs a significant amount of money. For John Hopkins University in the US, it is $40,000 per year, or $160,000 over four years. KIMEP tuition costs less than $8,000 per year. Over the course of four years, students invest approximately $30,000. Yet in terms of employability of students, for a KIMEP student it is at 93%. This is one of the best indicators. The second indicator is the employer approval rating, or level of satisfaction, with our graduates. We have the highest at more than 90%, and student satisfaction is also remarkably high. These are some of the most important criteria. KIMEP was the only Western-style university in Kazakhstan; there are two more now, but they are still in the formative stages. We have the highest concentration of Western faculty members; numbers that not even St. Petersburg or Moscow can match. Approximately 40% of our faculty come from the West. Everyone is AQPQ certified, meeting the criteria established by international accreditation agencies.

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