2019-2023 strategic plan · hasan kalyoncu university 2019-2023 strategic plan was approved by the...

HASAN KALYONCU UNIVERSITY

2019-2023 STRATEGIC PLAN

w w w . h k u . e d u . t r

http://www.hku.edu.tr/

Hasan Kalyoncu University 2019-2023 Strategic Plan was approved by the Senate and the Board of Trustees of Hasan Kalyoncu University on 20.12.2019.

INDEX

4 PRESENTATION BY THE RECTOR 5 PREPARATION OF THE STRATEGIC PLAN 6 QUALITY AND STRATEGIC DEVELOPMENT WORKSHOP PARTICIPANT LIST 8 STRATEGIC PLANNING PROCESS 9 DUE DILIGENCE 9 CORPORATE HISTORY 10 ORGANIZATION CHART 11 RELEVANT LEGISLATION 12 STAKEHOLDER EXPECTATIONS 13 SWOT ANALYSIS 14 SWOT-PESTEL STAKEHOLDER ANALYSIS 17 A LOOK INTO THE FUTURE 17 VISION 17 MISSION 18 CORE VALUES 20 STRATEGIC PRIORITIES 20 WHERE WILL WE BE? (2023) 21 STRATEGIC OBJECTIVES AND GOALS 22 1.QUALITY ASSURANCE SYSTEM

STRATEGIC PURPOSE STRATEGIC GOALS PERFORMANCE INDICATOR METHOD/THE UNIT IN CHARGE

23 2.EDUCATION STRATEGIC PURPOSE STRATEGIC GOALS PERFORMANCE INDICATOR METHOD/THE UNIT IN CHARGE

24 3.RESEARCH & DEVELOPMENT STRATEGIC PURPOSE STRATEGIC GOALS PERFORMANCE INDICATOR METHOD/THE UNIT IN CHARGE

26 4 . SOCIAL CONTRIBUTION STRATEGIC PURPOSE STRATEGIC GOALS PERFORMANCE INDICATOR METHOD/THE UNIT IN CHARGE

27 5.MANAGEMENT SYSTEM STRATEGIC PURPOSE STRATEGIC GOALS PERFORMANCE INDICATOR METHOD/THE UNIT IN CHARGE

29 MONITORING AND ASSESSMENT OF THE STRATEGIC PLAN

PRESENTATION BY THE RECTOR Hasan Kalyoncu University Strategic Plan covers the period between years 2019 and 2023.

The Strategic Plan began in January-February term of 2019 and strategic purposes and objectives of all faculties/colleges and institutes have been established. In the first phase, the faculties have completed their SWOT (Strengths, Weaknesses, Opportunities, and Threats) analyses and set their strategic purposes and objectives.

Hasan Kalyoncu University established the Strategic Development Board and Strategic Planning Team under the umbrella of Accreditation and Quality Coordinatorship in May 2019. In this context; Our university has held the "KALS-1 Quality Strategy Workshop" between 14 and 15th of June 2019, in Gaziantep, with the participation of our university’s senior managers, deans, assistant deans, directors, assistant managers and administrative unit supervisors. The workshop, which will be repeated twice a year, will be a basis to conduct due diligence analysis and a monitoring and assessment. Thus, the effectiveness and executability of the resulting plan will be observed. The Strategic Plan was approved by the University Senate and The Board of Trustees on 20.12.2019 with a confirmation number of 2019-010. The university's effective strategic plan for the 2019-2023 term has been revised in line with the requirements and improvements.

The 2019-2023 Strategic Plan is the main document to be based on, for the sustainable development and achievement of the goals of Hasan Kalyoncu University.

The Strategic Plan establishes the vision, mission and core values of Hasan Kalyoncu University. The Strategic Plan establishes the strategic purposes of Hasan Kalyoncu University in eight strategic fields and points out the objectives in order to reach these purposes and the action plan to achieve these objectives. The action plan includes those who are responsible and the timings.

As included in the Strategic Plan Preparation Process issued by Hasan Kalyoncu University Accreditation and Quality Coordinatorship, The 2019-2023 Strategic Plan is controlled in the PDCA cycle, twice a year, for the performance criteria set out in the action plan.

The Strategic Plan can only be successful with the contributions of our internal and external stakeholders. I would like to thank the management, academic and administrative staff of our University for their efforts during the preparation of the strategic plan and wish them all good luck in the execution of the 2019-2023 Strategic Plan.

Prof. Dr. Edibe SOZEN Rector

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5 PREPARATION OF THE STRATEGIC PLAN

With the participation of our academic and administrative managers, our university held a " Quality Strategy Workshop 1 KALS -1" at Gaziantep Divan Hotel between 15th and 16th of June, 2019. The aim of the workshop was the transition of our university into a strategic management plan together with all its managers and the establishment of the corporate priorities as well. Strategic management is the strategic planning of the organization by determining corporate development plans and corporate priorities.

In this context, the strategic management areas of our university have been established; and the strategic purposes have been designed in accordance with the university's vision and mission. The university's strategic management areas include; :

• Management Systems and Quality Culture, • Internationalization • Research & Development, • Education, • Social Contribution, • Interdisciplinary Studies, • Student Support Units/Student Lifestyle.

The announcement of the workshop was sent via e-mail to all academic and administrative directors, by the Rector's Office and the list of participating personnel was given in the Annex.

One Vice-Rector, four faculty members, five researchers, two members of the Accreditation and Quality Coordinatorship, two members of Kalyoncu Innovation and Technology Transfer Office participated in the workshop preparation and presentation team and a total of 66 people attended the meetings. In accordance with the planning, seating changes were provided for the group members, the strategic plans created by the units and faculties themselves were examined, and the effective participation of the stakeholders in the process of reviewing these strategic plans were established.

Moderators chosen by the Accreditation and Quality Coordinatorship held sessions on topics including strategic areas. The purpose of each session and the results of each board were included in the report.

• Evaluation of Faculty/Department Strategic Plans (Session A) • Strategic Role Switching (Session B) • New Strategic Roadmap (Session C-1) • The new vision of Hasan Kalyoncu University (Session C-2) • New Strategic Goals of Hasan Kalyoncu University (Session D-1) • Strategic Goal Analysis (Session D-2) • Determining Performance Criteria (Session E) • Monitoring and Assessment (Session F)

On the last day of the workshop, a study was conducted to reveal the satisfaction levels of the participants for the two-day program and the results were analyzed by the Monitoring and Assessment Coordinatorship. In the workshop, in general, it was seen that we have varying goals in line with the requirements of our university, therefore updates should be made to the strategic plans and that the satisfaction levels of the participants working in different departments are generally satisfied with the issues on "personal contribution and work quality, persistence of work, organization and flow".

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QUALITY AND STRATEGIC DEVELOPMENT WORKSHOP PARTICIPANT LIST

Name Surname Title Duty 1 Prof. Dr. Edibe Sozen Rector Rectorate

2 Prof. Dr. Yasar Ozbay Vice rector Rectorate

3 Prof. Dr. Hasan Tunc Vice rector Rectorate

4 Umit Sahnaoglu General secretary Rectorate

5 Mustafa Ozturk Assistant secretary general Rectorate

6 Prof. Dr. Emine Gorun Arun Dean GSMF

7 Prof. Dr. Yuksel Bingol Head of department GSMF/Interior architecture

8 Assoc. Prof. Dr. Gulden Ayalp Head of department GSMF/Interior architecture

9 Prof. Dr. Yusuf Arayici Dean Faculty of engineering

10 Dr. lecturer Ercumen Karapinar Vice dean Faculty of engineering

11 Assoc. Prof. Dr. Amjad Khavaz Vice dean Faculty of engineering

12 Prof. Dr. Veysi Isler Lecturer Faculty of engineering/ computer engineering

13 Dr. Lecturer Ulas Gulec Head of department Faculty of engineering/computer engineering

14 Dr. Lecturer Kadir Sercan Bayram Head of department Faculty of engineering/electric-electronic

engineering

15 Dr. Lecturer Huseyin Cagan Kilinc Head of department Faculty of engineering/civil engineering

16 Prof. Dr. Gul Rengin Kucukerdogan Vice dean Faculty of communication

17 Dr. Lecturer Saadet Ugurlu Lecturer Faculty of communication

18 Prof. Dr. Sener Buyukozturk Dean Faculty of education

19 Dr. Lecturer Gulfem Muslu Kaygisiz Vice dean Faculty of education

20 Dr. Lecturer Ufuk Akbas Vice dean Faculty of education

21 Lecturer Seda Zonturlu Sivaci Head of department Faculty of education/ English teaching

22 Dr. Lecturer Sermin Metin Head of department Faculty of education/early childhood education

23 Prof. Dr. Ozge Hacifazlioglu Head of department Faculty of education/curriculum and teaching

24 Dr. Lecturer H. Nilay Kayhan Head of department Faculty of education/special education teaching

25 Dr. Lecturer Ramin Aliyev Head of department Faculty of education/head of department of

educational sciences

26 Dr. Lecturer Ismail Hakki Tomar Head of department Faculty of education/Psychological counseling

and guidance

27 Prof. Dr. Kezban Bayramlar Dean Faculty of health sciences

28 Dr. Lecturer Serkan USGU Vice dean Faculty of health sciences

29 Prof. Dr. Tulay Ortabag Head of department Faculty of health sciences/nursing

30 Prof. Dr. Yasemin Beyhan Head of department Faculty of health sciences/ nutrition and

dietetics

31 Prof. Dr. Yavuz Yakut Head of department Faculty of health sciences/PTR

32 Prof. Dr. Omer Ozkan Dean Faculty of law

33 Dr. Lecturer Ali Tanju Sarigul Vice dean Faculty of law

34 Assoc. Prof. Dr. Sakir Dincsahin Dean Faculty of economics, administrative and social

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sciences

35 Dr. Lecturer Ibrahim Cutcu Lecturer Faculty of economics, administrative and social

sciences/ economics

36 Dr. Lecturer Yunus Kilic Lecturer Faculty of economics, administrative and social

sciences/business administration

37 Prof. Dr. Levent Sutcigil Lecturer Faculty of economics, administrative and social

sciences/psychology

38 Prof. Dr. Hakan Turkcapar Lecturer Faculty of economics, administrative and social

sciences/psychology

39 Prof. Dr. Zehra Vildan Serin Head of department Faculty of economics, administrative and social

sciences/UTL

40 Lecturer Mehmet Salih Yogun Principal School of foreign languages

41 Lecturer Zekariya Durmaz Vice principal School of foreign languages

42 Dr. Lecturer Semra Celikli Principal Vocational school

43 Lecturer Goksel Durmus Vice principal Vocational school

44 Dr. Lecturer Begumhan Turhan Vice principal Graduate school of health sciences

45 Prof. Dr. Mehmet Karpuzcu Principal Institute of science

46 Dr. Lecturer Adem Yurtsever Vice principal Institute of science

47 Prof. Dr. Mazlum Celik Principal Institute of social sciences

48 Assoc. Prof. Dr. Latife Ozaydin Principal Research center

49 Sanem Secmenoglu Coordinator Accreditation and quality coordinatorship

50 Ebru Isik Yildiz Officer Accreditation and quality coordinatorship

51 Harun Kucuk Principal Press and public relations

52 Mehmet Ararat Principal Information processing

53 Naci Balci Principal Construction affairs

54 Sukru Kelleci Principal Financial affairs and sourcing

55 Cuvan Tanik Sonmez Coordinator Erasmus office

56 Canan Gogus Principal Private secretary

57 Cengiz Helvacikara Coordinator TTO

58 Mete Yilmaz Engineer TTO

59 Ozgul Tan Yuksekbilgili Principal Registrar’s office

60 Tugba Ciftci Principal Health culture sports

61 M.Kemalettin Cetin Library officer Library

62 Ozgur Osman Demir Officer Faculty of education/PDR

63 H. Cagri Yardimci Officer Faculty of economics, administrative and social

sciences/political science

64 Erkan Kiymik Officer Faculty of engineering/computer engineering

66 Esra Eker Officer Faculty of engineering/PDR

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STRATEGIC PLANNING PROCESS

EVALUATION OF FACULTY/DEPARTMENT STRATEGIC PLANS (SESSION A)• Revealing the general characteristics of the university by working in table layouts in eight different areas based on the existing strategic plans of the faculties and the Higher Education Quality Council Performance indicators • Tables are in a mixed order • Consolidating of individual thoughts in given form and conducting their presentations

STRATEGIC ROLE SWITCHING (SESSION B) • Faculty seating arrangements/tables • Including 7 Faculty/administrative staff • Dreaming/Imagining • Empathy • Each faculty is paired with another faculty and is encouraged to dream together with the faculty it was paired with; regardless of whether these dreams are funny or too extreme, • Sharing of the dreams each faculty has come up with the faculty that it was paired with, • After the sharing of dreams, each faculty’s reaction to how it was perceived, how did the dreams imagined about them made them think and feel.

NEW STRATEGIC ROAD MAP (SESSION C-1) Hasan Kalyoncu University’s • Definition • Values • Differences shall be established and a common mission shall be created.

THE NEW VISION OF HASAN KALYONCU UNIVERSITY (SESSION C-2) Hasan Kalyoncu University’s • Definition • Values • shall be established and a common vision shall be created

Hasan Kalyoncu University’s Objectives, Strategic Goals and Performance Indicators • Quality Culture in Management (academic-administrative) • Internationalization • Research & Development • Education (Undergraduate) • Education (Postgraduate) • Social Contribution • Interdisciplinary Studies • Student Support Units/Student Lifestyle (academic-administrative) • Determination of the titles with common sense and reason. • Mixed Table Layout • Group study on how to monitor and assess the specified performance indicators • Measuring of each performance criteria • Case study. Perception of paternal love (due to father's day)Determining behaviors to measure the paternal love on the basis of “The Five Love Languages” (Gary Chapman) • Gaining basic knowledge and skills for measuring all kinds of performance in general.

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DUE DILIGENCE

CORPORATE HISTORY In this section, general information about the historical development of our university, its legal obligations and legislations, and general info are provided. 2.1. Historical Development Our university has undergone the following stages until it became what it is today;

THE FOUNDING INSTITUTION: GAZIANTEP EDUCATION AND SERVICE INSTITUTION The Gaziantep Education and Service Institution was founded in 1980 under the leadership of the late Hasan Kalyoncu and other entrepreneurial philanthropists. The main objective of the Foundation is, to help create the high quality human capital by investing in education, which our city and our country desperately needs in order to compete the global actors. The basic requirement of raising a competent and skillful society is providing a good education. In this respect, the main purpose of the institution is to contribute to the human capital, which is the engine that powers our country’s development by providing education scholarships and housing to successful but poor students.

In order to achieve this goal, the Institution has provided scholarships and housing opportunities to thousands of students since the day it was established. Some of the students who were awarded scholarships serve as faculty members at our university.

Aware of the importance of higher education in a globalized world, Gaziantep Education and Service Institution continues to contribute to the qualified human capital required by our society and the whole humanity, with the establishment of Hasan Kalyoncu University.

In accordance with its historic mission, the institution has helped grow the city of Gaziantep and the high quality human capital needed by Turkey in this competitive world, by investing in education. The foundation of the university has started in 1998. With the application of Gaziantep Education and Service Institution, the establishment of the University was realized with an amendment in the law of on Higher Education No. 5799 and 5796, by the Turkish Parliament on July 30, 2008. Our university, which started its student enrollment in 2009-2010 term was actually named Gazikent up until April 2012, and was renamed Hasan Kalyoncu University on July 1, 2012.

Hasan Kalyoncu University was founded in Gaziantep, which is over the historical silk road where different religions, languages, races, cultures and civilizations blended, with the aim of being a university focused on "education, research and innovation". Our university, which started its first academic term with three departments in the Faculty of Engineering and Architecture, Faculty of Economics Administrative and Social Sciences, and the School of Foreign Languages; added new departments to these faculties in the 2011-2012 academic term, while also enrolling students to its newly added Faculty of Law, Faculty of Education and Vocational School and School of Health Sciences. The Faculty of Engineering and Architecture was later divided into two different faculties, namely The Faculty of Engineering and The Faculty of Fine Arts and Architecture. Visual Communication Design Department was opened within the Faculty of Fine Arts and Architecture, and then the Radio Television and Cinema Department was also opened within The Faculty of Communication.

Hasan Kalyoncu University aims to be an institution focused on research and innovation, adopting freedom, justice and ethical values. It aims to produce graduates who value differences, investigate, question, and have the knowledge and skills to take place in the competitive markets of the world, who are committed to laws and democratic values. Our university mobilizes all its resources in order to share the scientific knowledge it creates, and encourages discussion in order to find solutions to global problems.

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DUE DILIGENCE

RELEVANT LEGISLATION

The establishment and duties of universities are specified in Article 130 of our Constitution and paragraph (c), (d) and Article 12 of the Higher Education Law no. 2547. Pursuant to this, Our Constitution states in its article 130: For the purpose of training manpower to meet the needs of the nation and the country under a system of contemporary education principles, universities comprising several units and having scientific autonomy and public legal personality shall be established by the State and by law, to educate at different levels based on secondary education, to conduct research, to issue publications, to act as consultants, and to serve the country and humanity.

Institutions of higher education may be established, under the supervision and control of the State, by foundations in accordance with the procedures and principles set forth in the law as long as they do not pursue profit”. The definition of higher education institutions and universities was given in paragraphs (c) and (d) of article 3 of Law no 2547. The duties of the Higher Education Institution in accordance with article 12 of the Law of Higher Education no. 2547 are listed below.

• To carry out post-secondary education at various levels, undertake scholarly research, engage in publication, and act in the capacity of consultant, in accordance with the principles and objectives of the development plans and the needs of society, with regard to the conditions of modern societies and contemporary education,

• Utilizing its own specialist abilities and material resources in a rational, productive and economic way, to train sufficient manpower in the required fields to meet the needs of the country; in line with the national education policy and principles and objectives of development plans and programs as prepared by the Council of Higher Education,

• To disseminate, in oral, written, or other forms, scientific data and scholarly findings such as might be expected to raise the standard of living of Turkish society and enlighten the public in general,

• To train people, especially in the fields of industrialization, and the modernization of agriculture, through formal, informal, continuous and adult education,

• To carry out research and educational activities pertaining to the country's scientific, cultural, social and economic progress and development, and through cooperation with other organizations to encourage public organizations to contribute to such activities; to make research results available to the public, to carry out studies requested by public institutions, and to offer relevant proposals,

• To take measures that will contribute to the institutions responsible for formal, informal, continuous, widespread, constant and adult education in mobilizing literacy campaigns,

• To contribute to the training and development of agricultural and industrial workers, to modernize services in the fields of industry, agriculture and health, to prepare and implement programs that will encourage productivity, and to participate in such activities as the solution of environmental problems,

• To develop, apply and disseminate educational technology,

• To develop the principles of education with a view to a more practical approach to higher education, to set up revolving funds and operate them productively and to take necessary measures for the development of these activities.

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DUE DILIGENCE

STAKEHOLDER EXPECTATIONS

Stakeholder Expectations and its analyses were carried out in three stages as part of the preparations for the Hasan Kalyoncu University 2019-2023 Strategic Plan.

In the first stage; all faculties/departments have worked with internal and external stakeholders to determine SWOT analyses and submitted them to the Rector's office.

in the second stage; SWOT analyses from departments were evaluated by academic and administrative units in the Quality Strategy Workshop and a consolidated SWOT Analysis of our university has emerged.

In the third stage; PESTEL analysis with external stakeholders has been carried out.

Student Academic Staff

Administrative Staff Service Personnel

INTERNAL STAKEHOLDERS

Other

Universities Parents Alumni

The Council of

Higher Education

NGOs Municipali

ties

EXTERNAL STAKEHOLDERS

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DUE DILIGENCE (SWOT ANALYSIS)

STRENGTHS

CORPORATE • Strong trustee support • Importance given to quality and accreditation • Corporate recognition and visibility • Peaceful and safe corporate climate

EDUCATION • Applied and CO-OP education • Learner centeredness • Diversity of undergraduate and post-graduate programs

• Variety of free elective courses

STAFF • Entrepreneurial, dynamic, sharing staff who are open to change

• Competent teaching staff

INFRASTRUCTURE • Unique architectural structure • Laboratory facilities • Suitable venues for seminars, congresses and events

WEAKNESSES CORPORATE • The sense of institutional belonging due to spatial inadequacies

• Scholarship rates • Funding of scientific research projects

EDUCATION • Extracurricular activities and facilities • Foreign language training • Interdisciplinary studies

STAFF • Number of resident faculty members • Number of researchers • Administrative work done by researchers • Financial and social support provided to academic staff • Inadequacy of professional staff/promotion

INFRASTRUCTURE • Data processing/digital infrastructure • Power outages • Library • Cafeteria services • Facilities for sports • Non-compliance of faculty buildings with faculty themes • Inadequacy of buildings

OPPORTUNITIES

CORPORATE • Corporate collaborations • University and industry cooperation • Regional demand for entrepreneurship and industry • The lack of serious competitors • University and city cooperation • Intensive migration to the region • The region's first foundation university

EDUCATION • High educational needs of the region • Lack of competing post-graduate programs • Being the sole foundation university in many fields • Increase in foreign students due to migration

STAFF • Increased interest in academic staff due to recognition and visibility

INFRASTRUCTURE • Infrastructure support based on the cooperation with the city

THREATS CORPORATE • Financial crisis in Turkey and the world • Geopolitical position of the region • Research university definition and priorities • New undergraduate and post-graduate programs to be opened in the region

EDUCATION • Lack of foreign language educational institutions • Open education faculties • The increasing capacity of undergraduate education in Turkey

• Increasing quotas of public universities • Public universities being the prior preference

STAFF • Lack of qualified faculty members and foreign faculty members

INFRASTRUCTURE • The distance of the campus to the city

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DUE DILIGENCE SWOT-PESTEL STAKEHOLDER ANALYSIS

There are statistically significant correlations between economic development and the increased disproportionate share of the service sector in the economy. As people achieve more prosperous financial conditions, so do their demands from the service sector. Increasing demand escalates the competition in the service sector. Competition means better quality service. Today, service companies regularly measure the quality of the services they offer in order to be more successful than their competitors. It is possible to find a number of methods for measuring the quality of service in the literature. In this study, importance-performance analysis method was used for measuring the service quality.

In this sense, our participating guests were provided with information under the titles of strengths, weaknesses, opportunities, and threats • POLITICAL • FINANCIAL • SOCIAL • TECHNOLOGICAL • ECOLOGICAL • LEGAL

An analysis has been conducted about the current status of our university. The results of the analysis are given in the table below.

STRENGTHS POLITICAL

• Having strong ties to public institutions • Having a strong network and the image of the infamous “Hasan Kalyoncu” • The capacity to cooperate and strategize with public institutions and NGOs • Having the ability to create strategic policies

FINANCIAL

• Being the largest foundation university in Gaziantep • Gaziantep being an industrial city • The financial support of Kalyon Group • Strong capital structure • To be supported for its investments by a holding company that has taken part in the construction and energy sector

SOCIAL

• City university perspective - Cosmopolit student mixture - opportunity to interact with more people through national and international cooperative networks • Having sufficient social facilities • Being close to the airport • Positive relations with external institutions • Architectural identity of the campus • Being located in a big city • Having a strong presence in the media • Having international events and collaborations

TECHNOLOGICAL

• Foundation philosophy and relationship with the business world • The importance of technological returns • Having the Smart Building Innovation Center - Kalyoncu Innovation and Technology Transfer Office and Kalyon Garage Prototyping Center

• Silicon Valley Incubation Center, Kalyon Garage Prototyping Center • Multidisciplinary and technological rapid development

ECOLOGICAL

• Having a renewable energy infrastructure • The possibility to generate its own energy • Being located in the eastern region of urbanization • The region's strong industrial infrastructure • The location and the construction of the university having been selected ecologically • Having a LEED certificate

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LEGAL

• Having a more flexible structure than public universities • Compliance with the legislation of The Council of Higher Education • High validity of its diplomas • Provision of consultancy services on patents and intellectual property rights • Frequent activities of The Faculty of Law and its members

WEAKNESSES POLITICAL

• The university’s innovative tendency due to it being young • Lack of adequate cooperation due to new strategies created for the region

FINANCIAL

• Financial resources being mainly dependent on the management of the Trustees • The potential to be affected by financial crises • The variability of the financial student resources • Limited R&D budget - Having an economy dependent on the students • Lack of new supporting mechanisms

SOCIAL

• Inadequate recognition by the stakeholders of the image and the mission of the university • Being far from the city center and not being integrated enough in terms of transportation • Lesser recognition of Kalyoncu Innovation and Technology Transfer Office compared to rival technology transfer offices

• Lack of interaction with some stakeholders in the region

TECHNOLOGICAL

• Only to remain in the field of humanities • Lack of infrastructure in terms of software • Not having enough departments in the faculty of engineering • Lack of use of social and traditional media actors

ECOLOGICAL • Limited living spaces compared to campus population

• Inadequate technological clustering • Lack of forestation

LEGAL

• Lack of legislation in terms of institutionalization • Legislative variability of foundation universities • The frequency of legal changes in Turkey • Lack of legal infrastructure in technological matters

OPPORTUNITIES

POLITICAL

• Having a good relationship with countries in the Middle East • Establishment of qualified cooperation with other public institutions • Graduate Students having more references • Political references - Affirmative action in preliminary evaluations in projects • Increasing strategic planning efforts

FINANCIAL

• Graduates being prepared for professional lives • University-Industry cooperation • Start-up support programs for young entrepreneurs • Gaziantep's strong economy • Economic relations by establishing commercial embassies in cooperation with foreign students

• Having an active background in construction and energy industries

SOCIAL

• Having culture-art-youth projects • Social activities for students • Human oriented fields of expertise • Strong communication with NGOs in Gaziantep • Overseas opportunities

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TECHNOLOGICAL

• Opportunities for young entrepreneurs and start-ups to turn their ideas into investments • Prototype development

• Laying the foundation of a technopark • Generation of added value in the field of software with the help of informal investors • The city's high expertise in technology

ECOLOGICAL

• Effective use energy sources • Preferability depending on campus structure • The university's location and environment being open to development • Having forestation and greening opportunities

LEGAL • Having a strong Faculty of Law • Having a growing Faculty of Law and legal infrastructure

THREATS POLITICAL

• Threat to get stuck in bureaucracy in case of a change of conjunctor • Reflection of political trend perceptions on student preference • Negative perceptions of security problems in the region • Immigration problem in the region • Geographical location of Gaziantep • Reflection of the country's assessment of political stability to higher education institutions

FINANCIAL

• Education becoming more expensive and decreasing demand • Decrease in the number of students due to economic contraction • Limited overseas project resources due to Turkey's economy • Economic instabilities in the international arena • Lack of diversity in financial resources

SOCIAL

• Failure to establish adequate cooperation with the city • Low university entrance scores • Intensive and out-of-control immigration to the region

TECHNOLOGICAL

• Inflexible industry which fails to adapt to new technologies • Lack of technological awareness in the region • The lack of a clustering model in response to industrial opportunities • Having strong international competitors

ECOLOGICAL

• Weak entrepreneurial ecosystem in Turkey • Lack of technological clustering opportunities and conditions

• A general lack of ecological sensitivity of the region LEGAL • The bad image of the country’s legal system in international platforms.

• Lack of legal infrastructure in technological matters

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A LOOK INTO THE FUTURE

VISION

Being a respectable and esteemed universities of the world, highly recognized in the international circles for its work on research and international co-operations in science, culture, arts and technology, bringing sustainable solutions to social problems with an international, interdisciplinary, constructive and innovative perspective, influenced from traditional values merged with the universal culture, to shape the future.

MISSION

The mission of Hasan Kalyoncu University is to educate respectable and skilled professionals in national and international fields who contribute to the socio-economic development level of our region and our country, who think constructively and critically, who care about ethical values, who are sensitive to social problems, who have advanced natural and environmental awareness, who can design their own future in accordance with the principles of internationalization and interdisciplinary understanding, utilizing technological opportunities, by offering a practice-oriented education model aimed at educating innovative, entrepreneurial and adapting students, creating a difference with the academic and administrative management approach to sustain the quality culture, creating research, science, art and culture, contributing and producing scientific knowledge as a quality-oriented university.

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DILIGENCE

Hasan Kalyoncu University cares about educating creative students who are sensitive about cultural richness, adopting corporate values.

HONESTY

Hasan Kalyoncu University, while providing education in accordance with scientific and ethical principles, also attaches great importance to honesty in its own employees and students.

CORE VALUES

HUMAN RELATIONS

Hasan Kalyoncu University is sensitive to personal rights, on the basis of equality and human rights.

DOING BUSINESS ON TIME

Hasan Kalyoncu University gives great importance in punctual work, on the basis of justice, reliability and collaborative principles.

DOING QUALITY WORK

Hasan Kalyoncu University predicates merit upon all its employees and students.

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STRATEGIC PRIORITIES

INSTITUTIONALIZATION, INTERNATIONALIZATION, INTERDISCIPLINATION, DIGITALIZATION

PRIORITIZING THE INDIVIDUAL AND COUNTRY PRIORITIZING THE ENTREPRENEURSHIP AND INNOVATION STRENGTHENING COOPERATION

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WHERE WILL WE BE? (2023)

As Hasan Kalyoncu University, we plan to carry out the following strategic priorities for our 2023 vision. First of all, as a higher education institution, we aim to be a university that has completed its institutionalization as of 2023 and have all our departments accredited by national and/or international organizations. In addition, Hasan Kalyoncu University plans to become a university that makes more international collaborations within the scope of internationalization, hosting more international students, employing more international faculty members and providing it faculty members more international circulation. Our university will strive to be more productive and effective with its interdisciplinary and supra-disciplinary approach in the context of production and dissemination of knowledge. Our university has identified digitalization as another strategic goal to serve as another vision of our 2023 goals. In accordance on our strategy of digitalization; our university will become an institution with a complete digital infrastructure, taking place in many processes of artificial intelligence applications, with the application of intelligent campus, producing and implementing automation systems.

Hasan Kalyoncu University demonstrates an approach in its education, management and R&D processes which takes individual on its center (the student as the main output), and will continue to educate people who are sensitive to the problems of our country and seeking solutions to these problems, in order to improve on the capacity of solving the basic problems of our country via the knowledge, R&D, and international competitive edge. All the strategic goals of Hasan Kalyoncu University are aimed at creating a climate of entrepreneurial and innovative higher education institution. In addition to our alumni being entrepreneurial and innovative, our university has picked its strategic goals to be a leading higher education institution in terms of its institutional capacity and entrepreneurship and innovation.

Finally, Hasan Kalyoncu University will have a more effective capacity for higher education outcomes by prioritizing strong cooperation at regional, national and international levels. In five years, Hasan Kalyoncu University will become a higher education institution which can compete in national and international level, with a strong R&D potential, generating knowledge in interdisciplinary and supra-disciplinary fields, with its agile and innovative mission approach, carrying itself to higher standards.

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STRATEGIC PURPOSES AND GOALS

1. QUALITY ASSURANCE SYSTEM

№. STRATEGIC PURPOSE 1.1 Establishing a data-driven quality assurance system 1.2 Ensuring standards based on national professional qualifications and disseminating accreditation

processes in undergraduate programs 1.3 Dissemination of institutional quality culture

Goal/action statement to achieve strategic goals

№. STRATEGIC GOALS 1.1.1 Ensuring data collection for all processes 1.1.2 Improving the visibility of all information and documents related to quality assurance system 1.2.1 Completion of accreditation processes at national level 1.3.1 Completion of efforts to identify stakeholders 1.3.2 Detailing of processes and flows with internal audits, defining of the activities 1.3.3 Keeping of the internal audit reports regularly and ensuring the participation of all units in these

audits.

INDICATOR FOR ACHIEVING GOALS/ACTIONS

№. PERFORMANCE INDICATOR 1.1.1 Reducing the number of deficiencies in each department/unit per year. 1.1.2 Increasing the number of trainings for internal audit processes. 1.2.1 Increasing the number of departments completing the accreditation process each year. 1.3.1 Increasing stakeholder feedback rate. (10% annually) 1.3.2 Reducing the number of aspects that requires to develop ISO. 1.3.3 Reducing the number of findings open to development in the external audit of Higher Education Quality

Council.

METHOD/THE UNIT IN CHARGE FOR GOAL/ACTION INDICATORS

№. METHOD/THE UNIT IN CHARGE 1.1.1 Regular meetings regarding the Quality Assurance System-Accreditation and Quality

Coordination and All other Units 1.1.2 Carrying out planned jobs with units and departments related to Quality Assurance System.-

Accreditation and Quality Control and All other Units 1.2.1 Promoting and directing the accreditation processes of departments-Accreditation and Quality Control 1.3.1 Establishment of methods and expectations related to internal and external contexts-All Units and

Accreditation and Quality Control 1.3.2 To work in a planned manner with departments and units.-Accreditation and Quality Control 1.3.3 Ensuring the participation of all units in the preparation of internal audit reports.

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2. EDUCATION

№. STRATEGIC PURPOSE 2.1 Encouraging the exchange of students and faculty members from universities, institutes and programs

at international level 2.2 Increasing the number and quality of existing post-graduate programs 2.3 Improving student quality 2.4 Quantitative and qualitative strengthening of faculty staff 2.5 Improving the places of education 2.6 Ensuring interdisciplinary studies in education 2.7 Increasing the number of interdisciplinary programs


№. STRATEGIC GOALS 2.1.1 Increasing the number of foreign students for Undergraduate, Post-graduate, PhD programs 2.1.2 Increasing student, faculty member mobility for Erasmus and similar international programs 2.2.1 Supporting that each undergraduate program also has a post-graduate program 2.2.2 Increasing the number of interdisciplinary post-graduate programs 2.2.3 Increasing the number of distance education programs 2.2.4 Opening of joint post-graduate programs based on international cooperation 2.2.5 Opening of collaborative programmes with universities across the country 2.2.6 Increasing faculty member exchange programs 2.3.1 More systematic promotional works 2.3.2 Reaching more successful students in promotional efforts. 2.3.3 Increasing the quality of the number of students 2.3.4 Being able to hold the higher education exam for foreign students 2.4.1 Improving the quality and effectiveness of faculty members 2.4.2 Setting concrete measurable criteria for assignments and upgrades starting from recruitment. Making the

incentive and reward system remarkable. 2.5.1 Physical facilities: Improving physical facilities such as labs, libraries, seminar rooms. Increasing the

opportunities of social skills and participation opportunities such as club rooms for students, creating work spaces.

2.6.1 Updating of the curriculum, reorganizing the undergraduate curriculum to reflect the interdisciplinary, international and accreditation criteria,

2.7.1 Opening of joint post-graduate programs 2.7.2 Increasing extra-field/department elective courses


№. PERFORMANCE INDICATOR 2.1.1 Increasing number of foreign undergraduate, post-graduate, PhD students and Promotion/Advertising 2.1.2 Increasing mobility of students, faculty members for Erasmus and similar opportunities and

agreement protocols by 20%. 2.2.1 Ensuring that at least 10% of post-graduate dissertations are qualified to enter into the field

index each year 2.2.2 Conducting a thesis to apply for at least one patent per year at each institute 2.2.3 Increasing the distance education programs in all institutes by 1 more program per year 2.2.4 To carry out studies for the opening of 2 joint programs within 5 years with well-established and

reputable universities 2.2.5 Comparing and increasing the number of collaborative programmes with universities across the country 2.2.6 Comparing the number of faculty member exchange programs 2.3.1 Reaching more students in promotional work. 2.3.2 10% increase in the proportion of students enrolled from the top 10,000 students each year 2.3.3 Decreasing the number of students per one faculty member to 15 in 2 years 2.3.4 For the enrollment of foreign students, %50 success rate of the standard test results shall be taken

as basis for the first year and for the following years, that success rate shall be increased 10% 2.4.1 Increasing the number of articles per faculty member scanned by SCI and SSCI to 0.5 in the first year

and to 1 in the 5th year 2.4.2 Increasing the number of projects and patents per faculty member which are approved by institutions

such as TÜBİTAK, BAP to 0,1 in first year and to 0,3 in the fifth year.

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2.5.1 Increasing the satisfaction of faculty members and students regarding the laboratory, library, seminar rooms, club rooms and similar facilities to 70%

2.6.1 Review of undergraduate programs each year based on monitoring research Ensuring the accreditation of the undergraduate programs within 5 years

2.7.1 Making the ratio of joint post-graduate programs to the total number of post-graduate programs at least 20%

2.7.2 Ensuring that the non-departmental courses make up at least 30% of the curriculum


№. METHOD/THE UNIT IN CHARGE 2.1.1 Regular monitoring of the results of promotion and advertising efforts and improving such works-

Press and Public Relations Directorate and All Academic Units 2.1.2 Making agreements to increase the number of protocols to be carried out qualitatively and quantitatively,

and encouraging the participation of all personnel.- Erasmus Office and All Academic and Administrative Staff

2.2.1 Comparison of the number of post-graduate dissertations and field index figures twice a year, by obtaining them from institutes

2.2.2 Receiving and comparing the number of patent applications from institutes twice a year- Institutes 2.2.3 Taking and comparing the number of distance education programs from institutes twice a year-

Institutes 2.2.4 Meetings with stakeholder universities to determine expectations and joint working conditions

and process creation-Accreditation and Quality Coordination 2.2.5 Conducting course evaluations with different methods-Measuring and Assessment Coordination 2.2.6 Increasing the technological equipment in teaching venues-Data processing 2.3.1 To ensure improvements are made according to the results of the promotional studies and

surveys on the reasons of preference.-BHİM 2.3.2 Shaping the promotional efforts for students with high level of success-BHİM 2.3.3 Carrying out the necessary studies on the number of students per faculty member - Rectorate 2.3.4 Follow-up of exams that the foreign students take-IRO 2.4.1 Regular monitoring and reporting of the number of articles-Kalyoncu Innovation and Technology Transfer

Office 2.4.2 Increasing the availability of the outputs of project courses-BAP 2.5.1 Receiving feedback and making improvements by conducting regular surveys twice a year-Library/SKS 2.6.1 Follow-up of the number of students transferring from undergraduate programs to post-graduate programs-Institutes 2.7.1 Comparison of post-graduate program numbers twice a year- Institutes 2.7.2 Tables for comparing non-departmental courses with the curriculum twice a year - All Academic Units

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3. Research & Development

№. STRATEGIC PURPOSES 3.1 Promoting international congress, strategic partnerships and projects 3.2 Increasing academic publications 3.3 Providing R&D oriented external resources 3.4 Funding of the post-graduate dissertations on the basis of the project and concluding them as

a field index publication or patent 3.5 Increasing inter-academic (interdisciplinary) interactions


№. STRATEGIC GOALS 3.1.1 Increasing the number of projects and congress activities with international external stakeholders, 3.1.2 International - Forming sectoral cooperation with the industrial, economic, trade companies in

Turkey 3.2.1 Increasing the number of articles published in journals scanned by international indexes SCI, SSCI,

AHCI, 3.2.2 Increasing the number and proportion of citations received from scientific publications, thereby

increasing the number of original publications 3.3.1 Increasing the budget for R&D projects 3.3.2 Increasing the number of projects. 3.3.3 Establishing the R&D projects related to the intelligent campus project. 3.4.1 Increasing the number of post-graduate dissertations supported by TÜBİTAK, EU, etc. 3.4.2 Increasing the number of scientific studies entering the field index in post-graduate dissertations 3.4.3 Increasing the number of patent applications from post-graduate dissertations 3.4.4 Encouraging publication from dissertations during the thesis process 3.5.1 Development of joint scientific projects 3.5.2 Development of joint scientific meetings

INDICATOR FOR ACHIEVING GOALS/ACTIONS №. PERFORMANCE INDICATOR 3.1.1 Number of projects and congress events made with international external stakeholders; % 10 3.1.2 Sectoral cooperation / number of projects 3.2.1 Increase by 25% in 5 years - Follow-up of Article Numbers 3.2.2 Increase by 25%. 3.3.1 Annual 15% increase 3.3.2 2 1001 per year, 1 1003 per year. 2- 3 EU projects or partnerships per year in international projects 3.3.3 Launching at least 1 R&D project every year 3.4.1 Ensuring that at least one EU, TÜBİTAK, etc. institution supported dissertation is executed per year

in each institute/department 3.4.2 Carrying out a thesis study that takes into account at least 5 different industries per year and ensuring

that it is supported by the private sector 3.4.3 Faculties without post-graduate programs to open at least one post-graduate program in 3 years 3.4.4 Increasing the number of interdisciplinary graduate programs each year 3.5.1 Applying for joint scientific project, patent, utility model, company (Incubation Center, OSB

Technopark); At least twice per year 3.5.2 Conducting at least 1 interdisciplinary scientific meeting per year METHOD/THE UNIT IN CHARGE FOR GOAL/ACTION INDICATORS №. METHOD/THE UNIT IN CHARGE 3.1.1 Efforts to determine the expectations of international external stakeholders.- All Academic Staff and

Rectorate 3.1.2 Increasing the number of university-industry cooperations-Kalyoncu Innovation and Technology Transfer

Office 3.2.1 Academic staff incentives for increased number of articles- Rector's office and Academic Units 3.3.1 Annual comparison of R&D budgets-BAP/Kalyoncu Innovation and Technology Transfer Office 3.3.2 Comparison of project numbers in 6-month intervals -BAP 3.3.3 The collection of project details and numbers in two periods per year and transferring them to departments;

Encouragement and training of academic personnel- All Academic Units and Kalyoncu Innovation and Technology Transfer Office-BAP

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3.4.1 Incentives for the implementation of EU, TÜBİTAK guidance in institutes and departments -

INSTITUTES-FACULTIES 3.4.2 Follow-up and guidance of dissertation studies-Institutes 3.4.3 Directing dissertation studies according to sectoral needs- Institutes 3.4.4 Outsourced support of dissertation studies-Institutes 3.5.1 Monitoring of the applications for joint scientific project, patent, utility model, company

(Incubation Center, OSB Technopark)- Kalyoncu Innovation and Technology Transfer Office 3.5.2 Follow up of the meeting numbers-Kalyoncu Innovation and Technology Transfer Office

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4 .SOCIAL CONTRIBUTION №. STRATEGIC PURPOSES 4.1 Enhancing cooperation with public institutions and NGOs to provide social contribution 4.2 Making social responsibility projects more systematic 4.3 Making student club works more efficient

Goal/action statement to achieve strategic goals №. STRATEGIC GOALS 4.1.1 Development of awareness efforts to increase the social contribution potential of the institution 4.1.2 Creating regional, national and international cooperation opportunities that provide social contribution 4.1.3 Development of opportunities for cooperation with public and private institutions and organizations

providing social contribution through projects, etc. 4.1.4 Carrying out projects to increase awareness of public service, with non-governmental organizations

and public institutions 4.1.5 Increasing the potential of the institution’s sensitivity to the environment, people and nature 4.1.6 Establishment of the Social Contribution Research Center 4.1.7 Development of social cooperation projects with Middle Eastern countries 4.2 Focusing on social responsibility projects 4.3.1 Making student club works more efficient 4.3.2 Increasing the diversity of student club activities.


№. PERFORMANCE INDICATOR 4.1.1 In collaboration with the academic units, at least 2 workshops are to be organized annually to raise

awareness of lifelong education, especially for disadvantaged groups within the scope of social awareness.

4.1.2 Organizing at least 1 national and 1 international workshop per year, also taking into account the cultural and local texture

4.1.3 Cooperation protocols should be signed with at least 1 company/NGO each year in order to develop projects that contribute to the society, by each department's COOP and graduation projects at both undergraduate and post-graduate levels.

4.1.4 To realize at least 2 interdisciplinary joint projects/activities aimed at increasing the social sensitivity of faculties, institutions and organizations.

4.1.5 In order to raise public awareness on the issues providing social contribution, at least 1 radio program per month will be held hosting a faculty member at the University Radio

4.1.6 The center, which aims to achieve social development and raising awareness and carries out projects shall be activated until 2020-21 at the latest, and an award ceremony will be organized for the people and institutions that contribute to the society in different themes every year.

4.1.7 Together with universities in the Middle East, at least 2 interdisciplinary activities with the themes of Silk-road, immigration and women's health shall be held, covering the priority areas of the region.

4.2.1 Adding 2 more social responsibility projects each year. 4.3.1 Increasing the number of students who are enrolled to the student clubs 4.3.2 Increasing the variety of student club activities


№. METHOD/THE UNIT IN CHARGE 4.1.1 Workshop follow-up with academic units, twice a year- Academic Units and AKK-Kalyoncu Innovation and

Technology Transfer Office 4.1.2 Workshop follow-up with academic units, twice a year- Academic Units and AKK-Kalyoncu Innovation and

Technology Transfer Office 4.1.3 Coop studies and dissertation studies to be followed up twice a year- All Faculties and Institutes 4.1.4 Follow up of the activities by conducting regular interviews with faculties, twice a year-All Faculties-Rectorate-

AKK 4.1.5 Regular follow up of the radio programs of Hasan Kalyoncu University Radio-Faculty of Communication 4.1.6 Follow-up of the activities of the Social Contribution Research Center- The Department on which the Center is connected

to 4.1.7 Follow-up of social contribution studies of faculties twice a year- All Faculties 4.2 Tracking project numbers and contents-Centers 4.3.1 Tracking the number of students who are enrolling to student clubs-twice a year-SKS 4.3.2 Regular monitoring of the variety of student club activities-twice a year-SKS

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5. MANAGEMENT SYSTEM

№. STRATEGIC PURPOSE 5.1 Development of quality culture with effective use of human and material resources in management system 5.2 Increasing the use of technology in the development and dissemination of quality culture 5.3 Implementation of continuously evolving and renewed management processes with a quality culture

adopted via a participatory approach 5.4 Integrated and systematic use of digital technology in education processes. 5.5 Promoting international congress, strategic partnerships and projects 5.6 Increasing interaction between academic units (faculties, institutes, etc.) 5.7 Increasing students' participation in international programmes.


№. STRATEGIC GOALS 5.1.1 Making the organization chart and task description of each unit 5.1.2 Increasing inter-department interaction in improving the quality of services provided outside the

institution 5.1.3 Collection of data from activities and studies concerning the university both inside and outside the

university as big data and the use of this data in management processes 5.2.1 Carrying out studies to promote quality culture within departments 5.2.2 Carrying out studies to integrate software that is managed by the Data Processing dept. 5.3.1 Conducting of cost/benefit analysis for efficient use of human resources 5.3.2 Planning the necessary studies for adopting a participatory approach in management

processes 5.4.1 Arrangement of the lecturing loads of faculty members in such a way as to enable R&D activities 5.4.2 Providing all kinds of professional motivations to faculty members 5.4.3 Enabling student management system to ensure communication between students and

departments 5.4.4 Increase the intelligent campus infrastructure to improve students' R&D, communication and social skills 5.5.1 Supporting, increasing international student clubs, preparing the strategic planning of club

activities 5.6.1 Promoting collaboration with other faculties in specific paradigm and goal building activities in

faculties 5.7.1 Improving dormitory standards to meet the needs. 5.7.2 Strengthening the infrastructure for different sporting events 5.7.3 Increasing the satisfaction for transportation services 5.7.4 Increasing the number of students participating in club activities every year 5.7.5 Increasing internet satisfaction rate 5.7.6 Increasing student activities.


№. PERFORMANCE INDICATOR 5.1.1 Visibly sharing the organization chart and job descriptions of each department 5.1.2 Checking the feedback of the usage results of the external resources 5.1.3 Serializing the documents of all activities carried out and reporting to the relevant units 5.2.1 Establishment of quality commission and realizing at least 2 improvements each year 5.2.2 Supplying legal software and integrating them into the university 5.3.1 Determining PGs and taking these criteria into account while doing career planning (increasing the

perception of justice to over 80%). 5.3.2 Due diligence meetings at least once a year through commissions with unit representatives 5.4.1 Evaluation of R&D activities in course scores (2 hours of course load) 5.4.2 Determining motivational tools by conducting surveys for faculty members on a regular basis and

implementing the results into real life situations 5.4.3 Use of student placement exam in all corporate activities 5.4.4 Updating digitalization-based monitoring and evaluation data 5.5.1 Number of international student activities and support and number of international student clubs opened 5.6.1 Ensuring the participation of academic departments to at least 2 scientific and developmental activity,

and ensuring the participation of at least 1 foreign country

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5.7.1 Meeting 100% of the dormitory demands. 5.7.2 Increasing the implementation of 2 different sports branches by 25% each year 5.7.3 Ensuring 10% increase in satisfaction with transportation services 5.7.4 Increasing the number of students participating in club activities by 10% each year 5.7.5 Increasing internet satisfaction rate by 95% 5.7.6 Ensuring a 20% increase in student activity.


№. METHOD/THE UNIT IN CHARGE 5.1.1 Publication on the web page and being open to stakeholders-Rectorate 5.1.2 Periodic surveys for service satisfaction-All Departments 5.1.3 ÖDK.FR.01 Activity PUKO cycle form and ÖDK.TL.01 Activity PUKO cycle Instructions-All departments 5.2.1 Regular meetings with quality representatives of units and faculties- All Units and Accreditation and

Quality Coordinatorship 5.2.2 Regular efforts to obtain feedback from all departments and faculties - All Units and Data Processing

Directorate 5.3.1 PG studies carried out in specified periods with the personnel.-Human Resources 5.3.2 Quantitative and targeted evaluations of studies for quality targets in all departments and faculties-

All Departments and Faculties 5.4.1 Assessment of R&D potential and performance-BAP 5.4.2 Evaluation of survey studies and results for academic staff during the pre-determined periods.-

Measurement and Assessment Coordinatorship - All Academic Departments 5.4.3 Performance evaluation of administrative unit managers-Human Resources 5.4.4 Strengthening cooperation between administrative units-Secretariat General 5.5.1 Carrying out studies on the expectations and needs of international students.-IRO 5.6.1 Performing of the performance evaluations of appointed faculty members-Human Resources 5.7.1 Carrying out of the studies to obtain the opinions and expectations of the students staying in the

dormitories.-SKS 5.7.2 Conducting analysis of sports branches, twice a year-SKS 5.7.3 Getting opinions about transportation services once a year. 5.7.4 Increasing the number of students participating in club activities every year. 5.7.5 Receiving feedback from internal and external stakeholders about internet satisfaction rate, twice a year. 5.7.6 Comparison of student activities held in spring and fall terms, twice a year- SKS

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MONITORING AND ASSESSMENT OF THE STRATEGIC PLAN The analysis specified in the R.SC.02 Strategic Plan Preparation Process for monitoring and assessment is as follows;

Key Goal Performance Criteria Criteria Tracking

Method Source of Analysis

Follow Up Staff / Person in charge

Checking if the Strategic Goals have been reached or not

Checking whether the strategic objectives of the past 6 months have been realized or not

%100

Twice a year

Measuring the pre-determined performance criteria and checking it in the PUKO cycle

6-month/Academic and Administrative Unit Supervisors / Quality Commission

Checking whether the 1-year strategic goals are met or not

%100

Once a year

Measuring the 6 month performance criteria and checking them in the PUKO cycle

Annual/Academic and Administrative Unit Supervisors / Quality Commission

Every 5 years, strategic goals are reviewed at meetings attended by the whole faculty and administrative units.

%100

Every 5 years

Control of the results of improvements made at the end of the annual analyses

5-Year/Academic and Administrative Unit Supervisors /Quality Commission

• The strategic plan evaluation report will be taken into account in the next term's strategic plan studies. The strategic plan evaluation report prepared at the end of the strategic planning period is called "strategic plan realization report".

• By taking into account the level of performance achieved in the first six months of each year, an analysis is made on whether the targeted value can be reached by the end of the year. If there are issues and risks that will prevent the targeted value from being achieved, these shall also be evaluated.

2019-2023 strategic plan · hasan kalyoncu university 2019-2023 strategic plan was approved by the...

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