Management structure

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Currently, the Directorate of the Programme for Enhancing KFU’s Competitive Ranking acts as the key executive body of the Project 5-100 at the University. The Directorate is headed by the KFU Rector Ilshat Gafurov, who approves the members of the Directorate. Head of the Directorate is supported by the deputies from among the members of the Directorate, with one of them being the project manager of the Programme for Enhancing KFU’s Competitive Ranking, whereas others supervise this priority area of KFU development and have the same administrative powers as vice-rectors. Besides, the Directorate includes the key vice-rectors, the administrator of the Programme for Enhancing KFU’s Competitive Ranking, and heads of the administrative university units.

The Directorate possesses the following powers:

1) making decisions about opening new specialties and major academic programmes with follow-up obtaining an educational license as prescribed;
2) adoption of the KFU structure, as well as its changes and amendments as concerns the organizational units engaged in educational and research activities, with exception to creation and liquidation of branches;
3) adoption of regulation samples for KFU organizational units as concerns the ones engaged in educational and research activities;
4) adoption of the KFU Charter, its changes and amendments;
5) development of a strategy and a long-term development plan for KFU;
6) consideration, specification and making changes of the Programme for Enhancing KFU’s Competitive Ranking in view of its long-term development plan;
7) consideration of projects initiated in framework of the Programme for Enhancing KFU’s Competitive Ranking; approval of the volume of funds allocation, staffing, key performance indicators (KPI) as  to the projects realization;
8) summoning sessions of the KFU Academic Council, Supervisory Board, and Board of Trustees;
9) approval of the procedure of elections and competitions for teaching staff positions; reviewing and deciding on results of execution of effective (performance-based) contracts with KFU employees; making suggestions for changes and amendments to effective contracts;
10) selection of candidates from the leading Russian and international experts to work at KFU;
11) deciding on the need for changes and (or) amendments to the KFU local regulations;
12) other issues within the Directorate’s competence according to KFU regulations and the Charter.

Switching to the StrAU-based realization of the Programme for Enhancing KFU’s Competitive Ranking will retain the Directorate’s powers associated with the implementation of statutory, strategic and system-wide tasks of the university development (transformational component). With respect to the StrAU the Directorate reserves:

  • overall coordination of development process of all StrAUs, including coordination and approval of the general budget of StrAUs; allocation of additional funds from the budget and non-budgetary sources for the development of a StrAU in excess of established limits; StrAU’s key performance indicators (KPI); election and re-election of the StrAU managers, based on the results achieved; making decisions to increase / reduce the organizational structure of a StrAU, to administratively re-subordinate StrAU elements to a backbone institute;
  • making proposals on new StrAUs establishment.

All powers relating to the decision of strategic and operational tasks assigned to a specific StrAU (including the allocation of financial resources within the StrAU, decomposition of KPI between the StrAU’s projects, monitoring the effectiveness of the implementation of projects within the StrAU, personnel recruitment, choosing mechanisms and tools to achieve the target indicators, etc.) are delegated to the StrAU level.

The StrAU collegiate governing body is Consultative Research-Expert Council.

The StrAU executive body is the Directorate and Project Offices.

StrAU Research-Expert Council:

  • considers scientific, academic, information-analytical issues of StrAU, as well as involvement of international partners in StrAU implementation;
  • selects candidates for working in StrAU from leading Russian and international experts;
  • recommends to change or develop KFU local regulatory documents on StrAU activities;
  • makes proposals on development of new academic programs implemented by StrAU;
  • reviews results of KPI implementation;
  • considers changes and amendments to StrAU plans;
  • debriefs reports on implementation of StrAU from its participants;
  • approves annual procurement plan of StrAU;
  • other issues determined by decisions of StrAU participants.

StrAU Directorate and Project Office are bodies that serve business-processes related to StrAU activities. The StrAU Directorate and Project Office report directly to StrAU supervisor.

 Functions:

  • Ensuring efficiency in implementation of StrAU supervisor’s decisions to be executed at the expense of StrAU (drafting agreements, completion of paperwork for business trips, purchase of supplies, estimating StrAU expenditures and control over their execution, etc.)

 

Functions of the StrAU supervisor:

  1. Overall management of StrAU Road Map
  2. Solution of organizational, logistical, financial and other problems encountered in implementation of StrAU goals.
  3. Definition of the roles and responsibilities of the consortium participants within StrAU and project offices.
  4. Review and approval of regulatory documents for implementation of StrAU Road Map.
  5. Development, approval and timely update of StrAU Road Map.
  6. Monitoring of StrAU Road Map implementation; forecasting of deviations and taking timely measures to their elimination.
  7. Coordination of interaction between all participants of the consortium, its parties in interest and partners.
  8. Controlling project changes, analysing the effectiveness of the stages of the project and conducting reflection of its outcomes.

 

Project Supervisor is responsible for achievement of the project’s goals within the allocated budget, in accordance with the time frames and with a given level of quality.

Delegated functions:

  • Formation of project offices and project management teams;
  • Planning, organization and control of works to achieve the project’s goals with the required quality, costs and on time;
  • Distribution of the project’s resources, organization of interaction between the project offices in its implementation;
  • Interaction and provision of all necessary communicative links with other participants of the project;
  • Accounting of actual costs of resources for the implementation of the project;
  • Consolidation and submission of project reports to the StrAU Leader.

Delegated powers:

  • Setting tasksfor the project officeandits individual members,monitoring the tasks’ implementation;

–    Control over the activities of the project offices;
–    Approval or rejection of reports of the project executors on the actual cost;
–    Request for and justification of allocation of additional resources to the project;
–    contacting the Supervisor for support in case of need.

Project Architect is responsible for the development of information system (IS) in accordance with the time frame of the project and with the specified quality level.

Delegated functions:

  • Determination of composition, duration and technology of activities for the development and introduction of the StrAU information system;
  • Identification of resources necessary for the development and implementation of StrAU IS within the defined project specifications;
  • Ensuring the integrity of the functional architecture of the implemented StrAU information system.

Delegated powers:

  • To take part in scheduling of works on development of the StrAU information system;
  • To organize preparation, coordination and approval of all technical records for the development of the StrAU information system within a project;
  • To implement information interaction between project offices.

 

Research Supervisor of the Project Office is responsible for scientific content of the project, R&D activities, final reporting on the subject content.

Delegated functions:

  • Definitionof content of the project’s subject modules, definition of the applied technologies;
  • Supervisionof R&D activitiesin projectoffices;
  • Planning and coordination of actual workload of executives during the project implementation;
  • Reporting to the project supervisor;
  • Analysis of the project progress, its intermediate and final results.

Delegated powers:

  • Setting tasksfor the working teams of the project,monitoring the tasks’ implementation;
  • Control over competent accomplishment of the set goals and timely information on emerging issues;
  • Request for and justification of allocation of additional resources to the project.

Secretary-administrator of the Project is responsible for the information support to the project supervisor, as well as for the organization and management of the project documents flow. Secretary-administrator reports directly to the project supervisor.

Delegated functions:

  • Provision of the project supervisor with the structured information to monitor and control the project plans, resources, and priorities;
  • Making meetings’ records;
  • Ensuring the timely preparation, movement and archiving project documents.

Delegated powers:

  • Transfer and receipt of the necessary documentation from the participants of the project;
  • Control the established document flow system;
  • Request operational information and reports on the project progress from specific executives of the project.