Experts’ ReportAuthorisation Report Resume General information on the educational institution The Agricultural University of Georgia (AGRUNI) is a private university which was created

Final

1 March 2019

Higher Education Institution Authorisation

Experts’ Report

Agricultural University of Georgia

Tbilisi, Georgia

28 January – 1 February 2019

Expert Panel Members

Chair: Dietz, Hans Henrik, University of Copenhagen, School of Veterinary Medicine, Denmark

Members:

Azarashvili, Ekaterine, Georgian Aviation University, Georgia

Abashidze, Archil, Ilia State University, Georgia

Zhvania, Nino, Ilia State University, Georgia

Lepsveridze, Eka, Ilia State University, Georgia

Mikeladze, Irakli, Chemonics International, Georgia

Dzagnidze, Salome, Akaki Tsereteli State University, Georgia (student)

Tbilisi

2019

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Authorisation Report Resume

General information on the educational institution

The Agricultural University of Georgia (AGRUNI) is a private university which was created and is managed under the auspices of the so-called ”Knowledge Foundation”. It shares some facilities and the management with the Free University of Tbilisi (FUT).

AGRUNI offers:

12 bachelor programmes: Agronomi Chemistry Forestry Biology Food Processing Technology Viticulture and Oenology Construction Engineering Mechanical Engineering Electrical and Computer Engineering Business Administration Free Science Liberal Arts

4 master programs:

Agricultural Science Natural Science Veterinary Science Engineering

3 PhD-programs:

Agricultural Science Natural Science Engineering

All bachelor programmes consist of similar modules:

Module of general education subjects of the University Module of general education subjects of the specialty Module of basic education subjects of the specialty Module of major education subjects of the specialty Module of practical education Module of concentration subjects of the specialty Module of mandatory elective subjects of the specialty Module of elective subjects, which is 6% of the credits

The total number of students is 2,361 (1,917 bachelor students, 192 master students, 35 PhD-students

and 217 students enrolled in vocational programs).

Brief overview of the evaluation process for authorisation: SER and

Site visit

The English version of the SER was used for all discussions, meetings, evaluations etc. during the site visit.

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The SER was well written and in conformity with the Georgian requirements.

The site visit was prepared and conducted in a professional and at the same time friendly and helpful atmosphere and the team was given access to all necessary information.

The programme was very intensive and all the announced staff members to be interviewed were in place and ready to answer questions and elaborate on various issues from the SER.

Apart from meeting staff members the team also met eager students and especially the alumni’s enthusiasm made a great impression on the team. This is due to the fact that it was demonstrated that the AGRUNI takes care of its students/alumni even right after graduation.

An extensive tour of all research and teaching facilities was arranged and conducted well. Although the team regrets that there was not time enough to go into details in each and every laboratory. In the randomly selected laboratories where the team spent more time we found a very eager and qualified staff focused on teaching and research.

Some off-site facilities were not visited but leading management from these places were interviewed and again impressed the team with a great del of professionalism and enthusiasm.

The present site visit report including the few suggestions reflect a broad consensus among team members and the site visit report was prepared following an iterative process involving all team members.

Overview of the HEI’s compliance with standards

Summary of Recommendations

None.

Summary of Suggestions

It is suggested to include students as full and equal members in all aspects of AGRUNI working groups,

planning of strategy, mission etc. This is very good training for students’ future work in society and a

great support to the university management.

It is suggested to empower the academic board with the right to make formal input to the management

with respect to academic issues.

It is suggested to support the growth of number of PhD students and their internal and external,

international co-supervisors.

With an increasing number of internal and external stakeholders, the University is suggested to make

further efforts to institutionalize its feedback loops for continuous improvement.

It is suggested to that the University considers to further develop its QA processes to engage its

stakeholders in the improvement of program learning outcomes.

It is suggested to offer a wider selection of diverse elective, introductory, general courses instead of obligatory ones, may allow students to make a choice based on their future study wishes.

It is suggested to consider supporting young scientists by giving them more opportunities to apply for and occupy scientific positions at AGRUNI for example through open competition for new/vacant positions.

It is suggested to intensify internationalization along with maintaining the unique approach towards the

Georgian language.

Hourly payment for external staff members should be considered to be made transparent and at a fixed

rate.

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It is suggested that the office for Scientific Service considers concrete help in writing research grant

applications.

The university should consider to elaborate a document on Intellectual Property (IP) Policy.

It is suggested to initiate a long term process of attracting more external research funding. The internal

research funding may not be able to cope with increased, future needs for example to cover expensive

infrastructure.

Summary of the Best Practices

Lean management principles successfully function also for the benefit of scientific research projects so that innovations can reach the market faster.

Learning-by-doing approach that develops practical skills.

Liberal education.

Field practice for freshmen.

English courses allowing students to achieve at least B2 level.

There is a general research support laboratory structure (University Laboratory Center) dealing with chemical analysis, ecology, chemistry preparation and electron microscopy and a number of support units for example sterilization, refrigerators.

The Scientific Service Office provides general support to researchers all the way from announcement of research grants to finalizing the applications.

The tuition has not been increased even though the GEL has been substantially depreciated.

there is a bank deposit of one month’s salaries to act as a buffer in case of emergencies.

Timely covering of all financial transactions including remuneration for staff.

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Summary Table of Compliance of HEI with Standards and Standard

Components

Standard

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1. Mission and strategic development of HEI ☒ ☐ ☐ ☐

1.1 Mission of HEI ☒ ☐ ☐ ☐

1.2 Strategic development ☒ ☐ ☐ ☐

2. Organisational structure and management of

HEI

☒ ☐ ☐ ☐

2.1 Organisational structure and management ☒ ☐ ☐ ☐

2.2 Internal quality assurance mechanisms ☒ ☐ ☐ ☐

2.3 Observing principles of ethics and integrity ☒ ☐ ☐ ☐

3. Educational Programmes ☒ ☐ ☐ ☐

3.1 Design and development of educational programmes ☒ ☐ ☐ ☐

3.2 Structure and content of educational programmes ☒ ☐ ☐ ☐

3.3 Assessment of learning outcomes ☒ ☐ ☐ ☐

4 Staff of the HEI ☒ ☐ ☐ ☐

4.1 Staff management ☒ ☐ ☐ ☐

4.2 Academic/Scientific and invited Staff workload ☒ ☐ ☐ ☐

5 Students and their support services ☒ ☐ ☐ ☐

5.1 The Rule for obtaining and changing student status,

the recognition of education, and student rights

☒ ☐ ☐ ☐

5.2 Student support services ☒ ☐ ☐ ☐

6 Research, development and/or other creative

work

☒ ☐ ☐ ☐

6.1 Research activities ☒ ☐ ☐ ☐

6.2 Research support and internationalisation ☒ ☐ ☐ ☐

6.3 Evaluation of research activities ☒ ☐ ☐ ☐

7 Material, information and financial resources ☒ ☐ ☐ ☐

7.1 Material resources ☒ ☐ ☐ ☐

7.2 Library resources ☒ ☐ ☐ ☐

7.3 Information resources ☒ ☐ ☐ ☐

7.4 Financial resources ☒ ☐ ☐ ☐

Signature of expert panel members

1. Hans Henrik Dietz (Chair)

2. Ekaterine Azarashvili (Co-chair) 3. Archil Abashidze (Member) 4. Nino Zhvania (Member)

5. Eka Lepsveridze (Member) 6. Salome Dzagnidze (Member)

7. Irakli Mikeladze (Member)

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Compliance of the Applicant HEI with the Authorisation Standard

Components

1. Mission and strategic development of HEI

Mission statement of a HEI defines its role and place within higher education area and broader

society. Strategic development plan of HEI corresponds with the mission of an institution, is

based on the goals of the institution and describe means for achieving these goals.

1.1 Mission of HEI

Mission Statement of the HEI corresponds to Georgia’s and European higher education goals, defines its role and place within higher education area and society, both locally and internationally.

Descriptive summary and analysis of compliance with the standard component requirements

The mission of the university sets the goal to create an environment for free, critical thinking for students, research and academic staff. Interests of students are clearly defined as a priority of the institution. Modern infrastructure is also considered to be of special importance as well as sharing the research, intellectual achievements with the general public. Further, the mission of AGRUNI makes a special emphasis on the importance of promoting Georgian language as a scientific and communicative language. The academic staff, researchers and administration of the university have a clear understanding of the mission and share the underlying principles. Evidence/indicators

SER; The vision and mission of the university; AGRUNI strategy; Action Plan for the Strategic Development of AGRUNI; Webpage; Interviews. Recommendations:

None.

Suggestions:

None. Best Practices (if applicable):

None.

Evaluation

☒ Complies with requirements

☐ Substantially complies with requirements

☐ Partially complies with requirements

☐ Does not comply with requirements

1.2 Strategic Development

o HEI has a strategic development (7-year) and an action plans (3-year) in place. o HEI contributes to the development of the society, shares with the society the knowledge

gathered in the institution, and facilitates lifelong learning

o HEI evaluates implementation of strategic and action plans, and duly acts on evaluation results.


"The strategic review and plan" of AgrUni outlines on 242 pages the development plan for 2019-2026, describing in addition the development process AgrUni has undergone since 2013.

As a result of intensive work of a working group in 2018 (members: Rector, Provost for program

development issues, Provost for academic process management, Chancellor, Human Resources

Management Manager, Quality Assurance Service Manager, Head of the Legal Office, Students' Dean,

International relations coordinator, Financial analyst), the Agricultural University of Georgia has also

an action plan for strategic development of the university for 2019-2021, an action plan of strategic

development of vocational programs for 2019 and an action plan of strategic development of

vocational programs for 2019-2024. All of these documents outline the scope of activities to be

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performed, evaluation criteria and frequency, timeframe and responsible person or structural unit.

Activities are not only aimed at maintaining the current achievements (such as high number of

publications in peer-reviewed journals), but also at developing new facilities and expanding resources

(additional computer rooms, library funds etc.) A SWOT analysis has also been performed by the same

working group. The above mentioned documents outline activities aimed at reaching out to the public

too. Employers were consulted during the working process on a regular basis. Students interests were

mainly represented by the Students' Dean, who serves as "an Ombudsman" for students at AgrUni. Most of the activities described in the action plans are scheduled to be evaluated on an annual basis or in each semester. Monitoring mechanisms are clear and will be effective, if carried out as outlined in the documents. Steps of an analysis process to be performed in case the monitoring process finds non-completion of a certain planned activity, are described in a separate document. Evidence/indicators

SER; "Strategic review and plan" of AGRUNI; The action plan for 2019-2021; 2019 Action Plan of Strategic Development of Vocational Programs; 2019-2024 Action Plan of Strategic Development of Vocational Programs; Document on "the Monitoring Mechanisms of Strategic Development and Action Plan Implementation"; Interviews. Recommendations:

None.

Suggestions:

It is suggested to ensure a wider involvement of students as full and equal members in all aspects of AGRUNI working groups, planning of strategy, mission etc. This is very good training for students’ future work in society and a great support to new ideas of university management. Best Practices (if applicable):

None.

Evaluation





2. Organisational Structure and Management of HEI

Organisational structure and management of the HEI is based on best practices of the

educational sector, meaning effective use of management and quality assurance mechanisms

in the management process. This approach ensures implementation of strategic plan,

integration of quality assurance function into management process, and promotes principles

of integrity and ethics

2.1 Organisational Structure and Management

o Organisational structure of HEI ensures implementation of goals and activities described in its strategic plan

o Procedures for election/appointment of the management bodies of HEI are transparent, equitable, and in line with legislation

o HEI’s Leadership/Management body ensures effective management of the activities of the institution

o Considering the mission and goals of HEI, leadership of the HEI supports international cooperation of the institution and the process of internationalization.


The Georgian Agricultural University is led by the Rector who represents the highest official in administrative and academic affairs. The Rector delegates a range of authority to the senior managers of the University: Vice-Rector for Academic Affairs, Vice-Rector for Programs Development and Chancellor. Rights and responsibilities of the senior managers are defined by the Statute of the institution. The internal regulations also define that the University has an academic board composed by the heads of academic and scientific units and it represents the consultation body for the Rector.

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Decisions of the academic board are not legally compulsory but are highly recommended. Academic staff and faculty management told the team that the board meetings are informal. Rector’s primary responsibilities cover the following areas: quality assurance, financial analytics, HR, PR and marketing, international relations, management of examination and science, namely 17 scientific and research institutes. Vice-Rectors carry out their direct supervisory functions over registration and academic process management, school and faculties, Master's and Doctoral Programs, professional development of academic Staff. The Chancellor manages the legal service, media studio, student relations service, publishing and related events, IT service, library, museum, archive, sports and arts centres, infrastructure services, Culinary Academy, Mechanical Factory, Viticulture Academy and Veterinary Medicine Clinic. Three faculties are functioning at the Agricultural University. Each faculty has a dean and coordinator, who are involved in the implementation of academic programmes. The organizational structure of the institution ensures effective implementation of a long-term strategy. Structural units implement their functions effectively, with clearly defined lines of authority and responsibility. Agricultural University of Georgia and Tbilisi Free University, under the umbrella of the “Knowledge Fund”, share the common administrative staff. The University considers dual management as one of the sources of the organizational efficacy. Entire personnel demonstrated a high level of commitment towards the University mission and the strategic goals during the site-visit. The principal element for a successful quality management within the institution is represented by the Quality Assurance office. The QA office provides its structural units with the useful information and ensures the methodological and analytical support for them. All structural units participate in quality control and development not only indirectly, but directly within the total quality management (TQM).

In order to maintain a short hierarchical chain, the University uses “lean” management that means to constantly find ways to improve the processes of the organization and to make the organization more efficient. Application of lean management at AGRUNI contributed to reducing waste of administrative costs and speeding up the decision-making process, in overall resulted in creating more value for students. It should be mentioned that the scientific personnel also find helpful basic consequences of lean management in scientific-research activities, that depicts a very good example how the effective management contributes to the development of research.

Decision-making at the University is based on "project-based management" principles. Tasks are elaborated for every single issue as well as relevant working groups are established for each task. The group is responsible for the fulfilment of tasks within the established time-frames. For example, project teams are composed for the purposes of programme accreditation, authorization and other institutional needs.

University applies G Suite (Google Apps) for document processing. Institution maintains registry of educational institutions that correspond to the established legislation.

AGRUNI has developed business continuity plan that mainly includes the list of IT risks, however the University strategy describes other potential risks as well, related to exchange-rate and national currency inflation. The University assesses the likelihood and consequences of risk events and identifies the ways to managing them. AGRUNI constantly tries to protect financial interests of its students.

The institution has elaborated an internationalization policy. According to the University’s mission, the teaching at the university is conducted only in Georgian language. The University has no activities planned ahead in order to attract non-Georgian students. The internationalization policy focuses on internationalization of educational programs, their recognition at international level, simple enrollment of students who studied abroad and active involvement of academic personnel with international experience (40% of lecturers at AGRUNI have international academic or working background). Additionally, AUG ensures that every graduate reaches at least B2 level of English language competence.

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The university promotes scientific/research projects and their internationalization - including the attraction of international grants, the development and deepening of international research networks. However, scientific staff at the interviews indicated that they wish to have more international projects to participate and also to incentivize their students for engagement. That creates a room for further improvement.

Evidence/indicators

SER; Site visit; Interviews; AGRUNI strategy.pdf;

Recommendations:

None.

Suggestions:

To empower the academic board with the right to make formal input to the management with respect to

academic issues.

To support the growth of number of PhD students and their internal and external, international co-

supervisors.

Best Practices (if applicable):

Lean management principles successfully function also for the benefit of scientific research projects so

that innovations can reach the market faster.

Evaluation





2.2 Internal Quality Assurance Mechanisms

o Institution effectively implements internal quality assurance mechanisms. Leadership of the institution constantly works to strengthen quality assurance function and promotes establishment of quality culture in the institution.

o HEI has a mechanism for planning student body, which will give each student an opportunity to

get a high quality education.


Internal QA processes are incorporated in the University’s management model. They fall under the direct responsibility of its QA office in charge of development and implementation of international QA mechanisms. The office reports to the rector. Though the office employs two staff members, QA functions are shared among the Vice Rector for Educational Process Management, the Vice Rector for Program Development, Academic Staff Professional Development Manager, coordinators of Schools/Faculties and Student Dean. Such delegation of responsibility facilitates the involvement of key organizational units in QA processes and is conducive to the establishment of internal quality culture within the University.

The University involves students and graduates in internal QA processes through surveys administered in Survey Monkey. Where appropriate, students are engaged in focus-groups and in-depth interviews. It is important that feedback collected from students completing their internships is used to ensure the alignment of academic programs with the industry needs.

As proved during the visit, the involvement of industry is ensured through the direct liaison between academic programs and partner companies/organizations. The University’s Carrier Development Office operating under the Student and Prospective Student Services is another channel that allows the University to collect feedback from their external partners.

The University demonstrates that its internal QA processes are based on the PDCA-cycle. However, as the University elaborates these processes to engage increasing number of its internal and external

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stakeholders, the University should make efforts to further institutionalize its feedback loops for continuous improvement.

The University has internal mechanisms to assess its main areas of performance (i.e. teaching, learning and research). It collects both student achievement data and students’ satisfaction feedback that are used to improve academic courses and instruction. Its mechanism to assess the quality of its services to both students and teaching staff are also in place. As internal QA becomes increasingly focused on program learning outcomes rather than course learning outcomes, the University needs to further develop its QA processes still with a clear focus on the improvement of these outcomes.

The University’s student body planning methodology makes it clear that the university priorities access for quality services for all admitted students. It is based on the instructional specifics of academic programs (e.g. lab work, level of instruction), availability of teaching staff (student/teacher ratios) and facilities/infrastructure. Student scores on the admissions exams as well as mobility data are additional factors in student body planning.

Evidence/indicators

SER; Strategic Development Plan and Action Plan; The Statute of QA Office and QA mechanisms; The description of quality assurance mechanisms and evaluation of their effectiveness; The Results of Alumni Assessment Regarding their Career and Academic Development (including employment rates according to their qualification); Employment Market Analysis; Student body Planning Mechanisms, Methodology and Benchmarks; Monitoring Report on Student Achievements. Recommendations:

None.

Suggestions:

With an increasing number of internal and external stakeholders, the University is suggested to make further efforts to institutionalize its feedback loops for continuous improvement.

The University should consider to further develop its QA processes to engage its stakeholders in the

improvement of program learning outcomes.


None.

Evaluation





2.3. Observing Principles of Ethics and Integrity

o HEI has developed regulations and mechanisms that follow principles of ethics and integrity. Such regulations are publicly accessible.

o Institution has implemented mechanisms for detecting plagiarism and its prevention.

o HEI follows the principles of academic freedom.


The University has institutionalized its mechanisms and systems that establish free and safe environment for students and teachers. Specifically, its codes of ethics set clear standards of conduct for students and teaching staff. They also outline sanctions and procedures in case these standards are violated. The Board of Ethics and the Disciplinary Board function as bodies that examine and decide on cases of misconduct on behalf of students and university employees respectively. Codes of ethics as well as the regulations shaping the functions of the Boards are published on the university web-site http://www.agruni.edu.ge/ge/documents.

The University uses orientations of the first-year students as a channel to introduce ethical standards. Also, the Student Code of Ethics constitutes an integral part of a contract signed by a student and the University.

The University’s in-house Exam Center is instrumental in minimizing the risks of cheating and plagiarism among students. It is operated by trained staff and is used as a venue for the administration of written

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exams for 200 students. In its strategy development plan and action plan the University declares its commitment to explore capacities of different tools designed to prevent and detect plagiarism.

The University’s priority for academic freedom is embedded in its mission and vision. These are further declared in codes of ethics mentioned above. Interviews with the teaching staff and students demonstrated that these values are shared in the University’s community.

Evidence/indicators

SER; Site Visit; Meetings; AGRUNI strategic development plan and action plan; Student Code of Ethics; Teaching Staff Code of Ethics; Order 15-03/49 on the Establishment of the Board of Ethics and its function; Order 15-03/48 on the Establishment of the Disciplinary Board and its function; Rules of Ethics and Conduct and Procedures in case of their violation.

Recommendations:

None.

Suggestions:

None.


None.

Evaluation





3. Educational Programmes

HEI has procedures for planning, designing, approving, developing and annulling educational

programs. Program learning outcomes are clearly defined and are in line with the National

Qualifications Framework. A program ensures achievement of its objectives and intended

learning outcomes

3.1 Design and Development of Educational Programmes

HEI has a policy for planning, designing, implementing and developing educational programmes.


Preparation of educational Programs at the Agricultural University is an interactive process. The following issues are taken into account: labor market requirements; international practices; student survey results; availability of resources etc. Programmes are developed by the working groups that are chaired by programme director/school dean. Program content is revised and modified if necessity occurs, based on feedback from various stakeholders Feedbacks are generated via surveys of various focus groups: students, alumni and employers and via direct conversations with these stakeholders. Information about all programs is available on the University website, electronic library and learning process management information system. According to interviewees’ words when the content of programmes is changed, information is updated in systems on time. Each student at the University is required to take general education courses, as well as specialty courses. Lecturers have academic freedom. The university applies learning- by- doing approach and students have plenty of practical activities. Lecturers have office hours where students can reach them in case of necessity. Attendance to lectures is voluntary. 11 out of 19 programs have obtained unconditional accreditation from NCEQE, and some of these programs were accredited without any recommendation. Eight programmes will go reaccreditation process after 2019. The University has developed statutes of programmes that include regulations for students’ mobility and action to be taken in case of annulling of programmes. These statutes are available on the website of the University.

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All the programs were evaluated with respect to general university conditions. The veterinary program (which is accredited by the Georgian government and which gives access to obtain license to work as a veterinarian in Georgia) might potentially benefit from a future international accreditation.

Evidence/indicators

SER; Site Visit; Meetings; AGRUNI strategy.pdf; Website.

Recommendations:

None.

Suggestions:

None.


Learning-by-doing approach that develops practical skills.

Liberal education.

Evaluation





3.2 Structure and Content of Educational Programmes

o Program learning outcomes are clearly stated and are in line with higher education level and

qualification to be granted o With the help of individualized education programs, HEI takes into consideration various

requirements, needs and academic readiness of students, and ensures their unhindered involvement into the educational process.


The University has Bachelor’s, Master’s and Doctoral (PhD) programs, as well as vocational education and Certificate programs. Two programs are joint with Free University of Georgia. Programs are created in accordance with European Credit Transfer and Accumulation System guidelines. Various teaching formats (such as: lectures; seminars; lab works; field works) are used to achieve learning outcomes. Different evaluation methods are used to assess students. These evaluation methods include and are not limited to: quizzes; written exams with open questions; open book exams. Evaluation of laboratory assignments and practical lab skills is done by assessment of accuracy of the fulfillment of a given task; ability to keep lab books; safety. Evaluation of activity at the seminars includes assessment of oral answers; ability to generate questions; involvement in discussions. Evaluation of presentations is done by assessing content of the presentation; ability to give a clear and impressive presentation; answering questions; using proper references. One of the main objectives of the University is to have close interactions between teaching programs and research activities. Teaching and evaluation methods are defined in accordance with learning outcomes of programmes to meet relevant qualification frames. Structure of educational programs for Bachelor’s level include modules covering obligatory general and specific subjects, as well as elective ones. By means of diverse combinations of elective subjects and concentration subjects of the specialty every student has a possibility to create an individual curriculum. The university has strict requirements towards its students. Due to various reasons, including difficulty of programs about half of students fail to finish their education within the frames of the minimum required duration of the education level. In spite of this, students’ retention indicators are quite high. English language is taught from the first year on and the aim is that students’ knowledge of English language reaches at least B2 level. All Freshmen have field practice that includes accomplishment of various difficult tasks and students receive credits for these activities. Written examinations are conducted in the examination center which is properly equipped for avoiding cheating and creating a comfortable working atmosphere for students. The University has pente douce at the entrances, 3 elevators and adapted restrooms in the building and special parking sites outside, for people in special needs. In spite of this,according to SER the University does not have students with special needs.

Evidence/indicators

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SER; Site Visit; Demonstration of exam in examination centre; Meetings; AGRUNI strategy.pdf; Curricula and syllabi

Recommendations:

None.

Suggestions:

Offering a wider selection of diverse elective, introductory, general courses instead of obligatory ones, may allow students to make a choice based on their future study wishes.


Field practice for freshmen.

English courses allowing students to achieve at least B2 level.

Evaluation





3.3 Assessment of Learning Outcomes

HEI has law-compliant, transparent and fair system of learning outcomes assessment, which promotes the improvement of students’ academic performance.


The University follows best practice of aligning their learning outcomes with the assessment methods to ensure the effectiveness of instruction (Briggs, J: Aligning teaching for constructing learning; http://www.heacademy.ac.uk/assets/documents/resources/database/id477_aligning_teaching_for_con structing_learning.pdf) and complies with the Order#3 of (Jan, 5 2007) on Credit Calculation Rules for Higher Educational Programs. This practice is further advanced by the performance of the Academic Staff Professional Development Manager who helps the teaching staff to develop their assessments with an eye on course learning outcomes. The University’s regulatory framework that shapes the assessment process includes the Statute on Bachelor and Integrated Veterinary Master Programs, Statute on Master Programs, Statute on Doctoral School and Dissertation Council. Assessment of student achievements constitutes an integral part of each academic course. Its detailed description is included in course syllabi accessible to students’ through their accounts in the internal management system. Throughout each course students are assessed based on their midterm and final exams with set thresholds. A wide variety of assessment methods (e.g. oral exams, tests, portfolio, project etc.,) employed by the teaching staff, as well as clearly stated assessment criteria and rubrics allow accurate and objective assessment of student achievements. This system also serves as a framework for instructor’s feedback to help students improve their progress. The University’s in-house Exam Center is used to administer written exams for 200 students. It is instrumental in minimizing the risks of cheating and plagiarism among students. The Center is a well-equipped venue that is operated by trained staff. The performance of the Examination Center is regulated by the Exam Administration Rules which sets principles for objective and fair assessment of students. The rule states procedures for students’ appeals. The Exam Administration Rules is an integral part of the university-student contract. The teaching staff use open and/or close book exams to assess students. In close book exams students are asked questions that check their critical thinking skills rather than the mastery of factual knowledge.

Evidence/indicators

SER; Curricula and Syllabi; Statute on Bachelor and Integrated Veterinary Master Programs; Statute on Master Programs; Statute on Doctoral School and Dissertation Council; Exam Regulations Rules; Order#3 (Jan, 5 2007) on Credit Calculation Rules for Higher Educational Programs; Exam Administration Rules.

Recommendations:

None.

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Suggestions:

None.


None.

Evaluation





4. Staff of the HEI

HEI ensures that the staff employed in the institution (academic, scientific, invited,

administrative, support) are highly qualified, so that they are able to effectively manage

educational, scientific and administrative processes and achieve the goals defined by the

strategic plan of the institution. On its hand, the institution constantly provides its staff with

professional development opportunities and improved work conditions.

4.1. Staff Management

o HEI has staff management policy and procedures that ensure the implementation of educational process and other activities defined in its strategic plan.

o HEI ensures the employment of qualified academic/scientific/invited/administrative/ support staff.


The documents that have been provided by HEI and interviews that have been conducted by the expert panel members during the visit clearly shows and describes that AGRUNI insures to be in compliance with Georgia’s and European Higher Education goals. The procedures and mechanisms that have been reported in the strategy and SER documents are fully elaborated and applied to the University. Staff selection procedures, required qualifications, personal management policy, affiliation regulations are all complied with HEI standards. The personal working relations between AGRUNI and employees is regulated on the basis on the contract that is signed between them and on the basis of the relevant legislative acts. The job descriptions are defined in details in accordance with provisions of the university structural units and departments. According to the documents and interviews all steps in this section corresponds and complies with the standards of HEI.

The mechanism for professional development of internal staff enables and insures development of academic personnel and the manager of academic personnel is fully entailed in the process. AGRUNI management supports staff and provides additional funding for researches, publications and travel (conference panels etc.).

The university successfully implemented a practice of faculty staff development. Faculty development manager, through an intensive cooperation with the teaching staff, collects and analyses data in order to identify development areas of further improvement. FDM provides the faculty staff with the thematic training courses and workshops along with the relevant guidebooks. FDM also helps newcomer lecturers to adjust smoothly to the working environment.

HEI insures to employee qualified staff. It was emphasized by the staff that procedures for hiring staff is transparent and objective, as the decision maker commission (universities working group) is usually created who are selecting and appointing new employees. The commission takes into account other lecturer’s recommendations, professional abilities, experience etc. Afterwards the decision is made and an employment contract for probationary period is signed.

Faculty/School Coordinators carry out quantitative and qualitative researches and the data collected about the academic personnel helps the quality service to evaluate the academic staff from time to time.

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The interview sessions with the staff revealed that the University leadership awards staff based on their performance/achievements, however the preliminary defined principles of encouragement are not in place which will benefit to keep them constantly motivated.

The majority of staff members speak English and/or other foreign languages and can therefore keep track with developments in their teaching and research area and participate in international networks for science, teaching and research. Evidence/indicators

SER; Strategy Document; Affiliation regulations; Staff contract templates; Site interviews.

Recommendations:

None.

Suggestions:

It is suggested to consider supporting young scientists by giving them more opportunities to occupy scientific positions at AGRUNI for example through open competition for new/vacant positions.


None.

Evaluation





4.2. Academic/Scientific and Invited Staff Workload

Number and workload of academic/scientific and invited staff is adequate to HEI’s educational programmes and scientific-research activities, and also other functions assigned to them


The institution has adopted an academic workload scheme for academic staff that is part of the internal regulation - “Human Resource Management”. According to the workload scheme, the academic personnel at the university work a total of 1656 hours per year which implies a lecture capacity of 705 hours. Lecture preparation, syllabus development, assessment procedures and the personal development indicator coefficient is 1.0 per hour (705 hours). The remaining 246 hours are envisaged for scientific/research activities and professional advancement.

The average workload for academic personnel breaks down as follows: Annual contact hours - 359; Subject coordination, syllabus development, assessment procedures - 451 hours; Scientific/research activities and professional advancement - 846 hours. The academic workload scheme doesn’t consider the staff’s workload in other HEIs. However, the data on individual workload of the academic staff indicates 6 affiliated professors (out of 113 academic staff), who also serve at other HEIs. It should be mentioned that their workload in total do not exceed the limit defined by the University. According to the workload data, the average workload of academic staff is 213 hours per year. The weekly workload of academic and invited staff does not exceed 40 hours.

The Office of Registration and Academic Process Management is responsible for distribution and monitoring of workload among academic staff in a centralized manner. As AUG and Free University are sharing some professors, their workload is calculated together with respect to the workload limits. The whole process is supervised by the Vice Rector for Academic Affairs.

All academic staff have permanent employment contracts that comply with the Georgian legislation. The invited staff have different types of contracts with the indication of their workload hours. Generally, staff was informed about their obligations and the workload regulations.

The number and workload of academic and scientific staff ensure implementation of educational programmes, proper fulfilment of research and other duties assigned to them.

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The academic staff defines their primary affiliation to the institution based on the affiliation agreement. Affiliation terms and conditions are defined in a formal agreement between academic staff and Georgian Agricultural University. The institution has defined the target benchmarks for its academic and invited personnel and estimated date of reaching each benchmark. The ratio of the academic and scientific staff to the number of invited staff is 1/5 per faculty/school and the target benchmark for 2022 is 1/3, 75. Ratio of the academic, scientific, invited staff number to the number of the higher educational programmes and at the same time the target benchmark until 2024 is 42/1. Affiliated staff comprise 54 per cent of academic and scientific staff in total. Ratio of the affiliated staff to the total number of students is 1/21,6. Retention rate of academic staff constitutes 90 per cent and the institution intends to maintain this figure until 2024. Generally, there is a minimal discrepancy between actual and target benchmarks meaning that the university is quite satisfied with the level of institutional development with this regard. Student body planning methodology sets qualitative and quantitative parameters of human resources. Evidence/indicators

Regulation on Human Resource management; SER; Interviews; Staff contracts; Tables on Workload breakdown.

Recommendations:

None.

Suggestions:

None.


None.

Evaluation





5. Students and Their Support Services HEI ensures the development of student-centered environment, offers appropriate services,

including career support mechanisms; it also ensures maximum awareness of students,

implements diverse activities and promotes student involvement in these activities. HEI

utilizes student survey results to improve student support services

5.1. The Rule for Obtaining and Changing Student Status, the Recognition of Education, and Student Rights

o For each of the educational levels, HEI has developed regulations for assignment, suspension and termination of student status, mobility, qualification granting, issuing educational documents as well as recognition of education received during the learning period.

o HEI ensures the protection of student rights and lawful interests.


Agricultural University of Georgia has elaborated the regulations for assignment, suspension and termination of student status, qualification granting, issuing educational documents (being integral parts of BA, MA, PhD program statutes) and the rules of mobility and recognition of education (as the separate documents).

AGRUNI has the rule of conducting examinations in place, regulating the rights and obligations of the students as well as the centre representatives. Articles 7.2-7.3 imply the right of a student to request discussion opportunity of his/her work with the lecturer. The documents are public and available on the web-page (http://www.agruni.edu.ge/ge/documents)

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The contracts with BA, MA, PhD students represent a legal basis between the university and the students, describing their rights and obligations, the amount of tuition fee, the ways and deadlines of payment etc. (about mechanisms for supporting low SES students, see 5.2 below).

AGRUNI informs and instructs its students about their rights and obligations. At the beginning of each academic year, the students are introduced to the regulations related to their needs. The documents are disseminated via e-mails. The university provides freshmen students with two-week induction meetings. The Students’ Dean ensures that all the students are aware of the services and benefits provided by the university.

Student Dean is an intermediate, connecting link between students and academic/administrative staff who propagates their problems and challenges.

Contact information of different offices offering student support services are allocated on the web page (http://agruni.edu.ge/node/947).

Evidence/indicators

SER; Interviews with university stakeholders; University web-page.

Recommendations:

None.

Suggestions:

None.


None.

Evaluation





5.2 Student Support Services

o HEI has student consulting services in order to plan educational process and improve academic performance

o HEI has career support service, which provides students with appropriate counselling and support regarding employment and career development

o HEI ensures students awareness and involvement in various university-level, local and

international projects and events, and supports student initiatives

o HEI has mechanisms, including financial mechanisms to support low SES students

Program heads, coordinators, faculty deans provide the students with appropriate consultation on the planning of education process with regard elective subjects at AGRUNI as well as support in relation to compiling semester plans (to secure credit recognition upon arrival to Georgia) at the universities abroad when the students are having exchange semesters.

University professors and the teachers provide the students with consultation hours in case the student has necessity to discuss the topics that they find difficult. The meetings are usually appointed in advance, through e-mail communication. Consultation is provided at the recreation areas as well as in available spare classrooms.

Student Affairs Office has a structural unit called “Career Growth and Employment Centre” that is responsible for career development of AGRUNI students and alumni. The office carries out various activities to support the students and graduates on one hand by organizing employment forums (job fairs), competitions, projects and internships, and on the other hand by offering trainings on job-interview tips and resume writing, informs students about vacancies.

Career Growth and Employment Centre cooperates with the employers and alumni by sending questionnaires to receive feedback related to job marked necessities, which is later used as one of the stimuli to develop and amend educational programs.

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Alumni are not having their university e-mail terminated upon graduation so that they are provided with all kind of information about employment opportunities as well.

Career Growth and Employment Centre provides the students with individual career advice in case the student has any kind of concern with this regard.

The university conducts informational meetings about international exchange programs, trainings etc. this kind of meetings are held at least twice a month. Students receive consultation from Students Affair Office about the process and procedures of international mobility.

AGRUNI ensures equal opportunities to participate in various extracurricular activities. The students are supported and encouraged to propose and carry out different activities and projects. Students Affairs Office and Students dean are main contact spots. Presently, student theatre, sport clubs, art-weekly club, chess club etc. are active.

The university is equipped with a gym, basketball court and a mini football pitch, which is freely accessible to all students.

Tuition fee is paid in two instalments at the beginning of each semester. Students are allowed to reschedule payment upon their request and their student status will not be terminated/suspended.

The “Knowledge Fund” organizes competitions for high school graduates to get tuition fee stipends. According to SER, 50,000 GEL is allocated for this purpose.

Evidence/indicators

SER; Alumni Tracer study and other supporting documentation; Interview results; University web-page; University tour.

Recommendations:

None.

Suggestions:

None.


None.

Evaluation





6. Research, development and/or other creative work

Higher Education Institution, considering its type and specifics of field(s), works on the

strengthening of its research function, ensures proper conditions to support research

activities and improve the quality of research activities

6.1 Research Activities

o HEI, based on its type and specifics of its fields, carries out research/creative activities.

o Ensuring the effectiveness of doctoral research supervision

o HEI has public, transparent and fair procedures for the assessment and defense of dissertations which are relevant to the specifics of the field


Agricultural University of Georgia unites 15 research institutes in which operate more than 30 laboratories. The following research institutes function at the University: istitute of Molecular Genetics; institute of Entomology; institute of Veterinary Medicine; institute of Cognitive Neurosciences; institute of Chemistry and Molecular Engineering; institute of Animal Husbandry and feed production; institute of subtropical crops and tea industry; institute of viticulture and winemaking; institute of horticulture; Durmishidze institute of ciochemistry and biotechnology; Lomouri Institute of crop sciences; Sabashvili

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institute of soil science, agrochemistry and melioration; Kanchaveli institute of plant protection; Guliashvili institute of forestry; Amirejibi institute of engineering. Three independent laboratories function within the university that are not under the umbrella of any research institute. These laboratories are: Gela Tevzadze Laboratory of molecular genetics; food products technology laboratory and plant micro-multiplier in vitro laboratory. There are collections with thousands of samples distributed in Genbank - Plant seed selection laboratory; Sericulture collection laboratory; botanic and plant physiology laboratory; mycology herbarium. The laboratory center located in the campus conducts scientific and diagnostic studies for the university projects and other research centers and private companies. It is composed of four laboratories: physical-chemical analysis laboratory; ecological, agriculture and nature protection laboratory; chemistry preparative laboratory and electronic microscopy laboratory. The University possesses testing fields, in western and eastern Georgia, used as open-air laboratories by professors and students. Researchers’ of the University annually publish books and scientific articles in peer-reviewed journals, they submit about hundred project proposals per year and actively participate in international scientific conferences. The University publishes the journal -

“Annals of agrarian science” within the framework of the publishing house ELSEVIER.The University

regularly organizes conferences, schools, trainings, seminars, as well as festivals and exhibitions. Periodical Olympiads and competitions are conducted for students and school pupils. The campus hosts hackathons and tech forums. There are sport and art centers. The University has a doctoral school. PhD programs cover learning and research components. According to the statute of the Doctoral school a PhD student supervisor should have prior experience and publications related to the topic of the thesis. Some PhD students have foreign co-supervisors and do part of their research abroad. The statute is available on the website and provides detailed information on requirements for enrollment in the Doctoral School; on functions of the dissertation council and scientific commission; on procedures necessary for submitting a thesis and provides transparent procedures for evaluation of the dissertation work.

The AGRUNI scientists have published 105 books, monographs etc. during the period 2013 – Sept. 2018. Of these 42 publications were international and 63 national publications. This work was done in 15 research institutes operating 40 research laboratories.

Evidence/indicators

SER; Interviews; Statute of the Doctoral school and Dissertation Council.

Recommendations:

None.

Suggestions:

To intensify internationalization along with maintaining the unique approach towards the Georgian

language.


There is a general research support laboratory structure (University Laboratory Center) dealing with

chemical analysis, ecology, chemistry preparation and electron microscopy and a number of support

units e.g., sterilization, refrigerators.

Evaluation





6.2. Research Support and Internationalisation

o HEI has an effective system in place for supporting research, development and creative activities o Attracting new staff and their involvement in research/arts-creative activities. o University works on internationalization of research, development and creative activities.


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The Agricultural University of Georgia has a scientific service office (two research coordinators) that helps to simplify availability to grant funds; representatives periodically attend meetings of various local and international foundations, share information with the staff and provide corresponding consultations. The University has the Knowledge Fund, which is the internal source for financing research activities. The fund has invested more than 50 million USD during the last five years to create and implement infrastructure and research facilities. There is a core institutional funding system for researchers. In case of necessity, researchers can apply for funds to purchase certain devices for research and improve laboratory facilities The university also provides core salaries for research personnel. Both, applied and fundamental research is done within the university. Procurements for research are centralized. Researchers consider it as a great comfort and support, since they do not have to deal with related outside bureaucracy themselves. Academic staff receives part of their salary for the research activity that promotes their permanent involvement in research. The University staff and students are involved in projects comprising international collaborations. Many researchers and academic staff have worked abroad previously and they have intensive private contacts. University researchers have been involved in projects funded by international foundations. The university has attracted several very successful Georgian scientists working abroad and they are currently staff members of the Agricultural University of Georgia. Some students emphasized during interviews that they have been encouraged by their lecturers to be actively involved in research and consider their future career in science. Art center of the university allows and supports students to use space and facilities to perform plays according to their desire. Quite a few PhD students are encouraged and supported to do research on topics that they have chosen themselves. Research personnel mentioned case when they were funded by the university to participate in international conference.

Evidence/indicators

SER; Written information; Site visit; Interviews.

Recommendations:

None.

Suggestions:

Hourly payment for external staff members should be considered to be made transparent and at a fixed

rate; The office for Scientific Service should consider concrete help in writing research grant applications;

The university should consider elaborating a document of Intellectual Property (IP) Policy.


None.

Evaluation





6.3. Evaluation of Research Activities

HEI has a system for evaluating and analysing the quality of research/creative-arts activities, and the productivity of scientific-research units and academic/scientific staff.


AGRUNI has a newly introduced more or less mathematic, simple and transparent monitoring system for

scientific activity evaluation is in place. The system is based on indicator values for 8 designated areas

and each institute is benchmarked towards all other AGRUNI institutes.

Individual scientists are monitored through Google Scholar.

The “Scientific Service” carries out a laborious procedure of collecting information about travel memoranda, purchase orders, written correspondence, contracts etc. Based on the information gathered the Scientific Service is prepared to deliver answers and support for eight designated criteria: Annual and interim scientific activities reports; Preparation of appropriate forms before submitting a

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grant contest; Elaboration of procurement forms; Elaboration of approval forms of internal grants; Formation of Budget of scientific part; Formulation of information about patents obtained by scientific personnel; Elaboration of format for interim / annual reports and presentations; Development of mechanisms for finding information for internal university conference / reporting.

Furthermore, the “Scientific Service” monitors ongoing projects (internally or externally funded); pays attention to documentation for external grant applications; organize interim research reports and hearings every 6 months; prepares an annual scientific report; provides the functions, duties and responsibilities of the scientific staff and the institutes.

The research mission indicated in the SER is further elaborated compared to the general AGRUNI vision and mission provided.

Evidence/indicators

SER; AGRUNI Strategy.pdf; Site visit; Interviews.

Recommendations:

None.

Suggestions:

None.


The Scientific Service Office provides general support to researchers all the way from announcement of research grants to finalizing the applications.

Evaluation





7. Material, Information and Financial Resources

Material, information and financial resources of HEI ensure sustainable, stable, effective and efficient

functioning of the institution, and the achievement of goals defined through strategic development

plan.

7.1 Material Resources

o The institution possesses or owns material resources (fixed and current assets) that are used

for achieving goals stated in the mission statement, adequately responds to the requirements of educational programs and research activities, and corresponds to the existing number of students and planned enrolment.

o HEI offers environment necessary for implementing educational activities: sanitary units, natural light possibilities, and central heating system.

o Health and safety of students and staff is protected within the institution.

o HEI has adapted environment for people with special needs


Georgian Agricultural University is located in Kakha Bendukidze University Campus in Tbilisi, David Aghmashenebeli Alley N240. This property is under the ownership of Ltd “Agrometi”, a subsidiary company of the AUG.

It is worth mentioning that another HEI – Free University is also located in the same campus. Immovable property rent agreement between the Free University and “Agrometi” has been concluded on January 18, 2018 and is effective for 10 years (January 18, 2028). The volume of rented space amounts to 24 624 square meters, out of which 13 713 s. m. are used for educational purposes and 10 911 s.m. are auxiliary spaces. Ltd “Agrometi” provides maintenance of building (security, fire protection services, medical services, etc.). AUG has leased part of the movable property from Ltd "Agrometi".

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The University has a student-centered campus with vibrant learning and community spaces for each student. The material resources observed by the expert group correspond to the mission statement and requirements for implementing higher educational and VET programmes, and scientific-research work.

The campus building contains foyer, recreation spaces, classrooms, administrative offices, space for group work, library, computer and research laboratories, student and staff canteens, stadium, gym. The university gym is equipped with various types of fitness equipment, which students can use for free.

The spaces for scientific research work are isolated within the building because of specific types of work being conducted and safety rules, and students have a limited access to them.

Safety regulations are observed in the building: AUG has fire alarms, fire extinguishers and evacuation plan at every necessary point of the building. The University provides first aid, has medical staff appointed to this duty and medical cabinet equipped with first aid tools. First aid kits are also located at convenient places and provide quick assistance in case of necessity. The University has security video recording and storage facilities throughout the premises.

The University building is fully adapted for special needs and people with special needs can freely navigate. Each floor of the building has proper sanitary units adapted for people with disabilities. All entrances of the building have ramps. There are 3 passenger elevators in the building. All doors installed in the building are adapted for people with disabilities.

Modern parking lot is located on Kakha Bendukidze Campus territory, envisaged for 423 cars. There are speed barriers on the roads (so called special crossings), restricted speed road signs are placed on the territory, providing safety for pedestrians. A special parking lot is arranged for electric cars and persons with special needs. Security company “OMEGA M.B.R.” is taking care of security issues.

AUG has the Centre of Culture - a theatre type hall that gives an opportunity to students to organize theatrical and art performances. The University has the culinary academy, which is equipped with modern machinery and equipment located in six kitchens. Each student has his/her own working infrastructure, which gives students hands-on training to prepare any dish on his/her own. The University also owns viticulture-wine Academy, veterinary clinic, and mechanical plant.

Evidence/indicators

SER; Registry record from the Civil Registry of Georgia; Contracts related to the material resources; Site-visit tour; Interview sessions. Recommendations:

None.

Suggestions:

None.


None.

Evaluation





7.2. Library Resources

Library environment, resources and service support effective implementation of educational and research activities, and HEI constantly works for its improvement.


The AGRUNI library is fully equipped with computers connected to internet (Wi-Fi as well), including spots for copying and scanning materials. It has book archives, reading halls, library staff office and reception area as well as spaces for group meetings. Library regulations are in place, being public on the

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web page. The students are introduced to library rules, services and uses within the framework of two-week induction meetings. Library ensures the access to online data-bases. Main literature listed in the syllabi (English and Georgian) are available. Library is available to the students and staff 6 days a week. Working hours are available on the web-page. AGRUNI has an electronic catalogue of library resources and an electronic search system, which is integrated in the studies management system.

AGRUNI library renews and upgrades the resources based on the feedback received from the university community.

Evidence/indicators

SER; On site observation; Interviews; Supporting documentation.

Recommendations:

None.

Suggestions:

None.


None.

Evaluation





7.3 Information Resources

o HEI has created infrastructure for information technologies and its administration and accessibility are ensured

o Electronic services and electronic management systems are implemented and mechanisms for their constant improvement are in place

o HEI ensures business continuity

o HEI has a functional web-page in Georgian and English languages.


The university is equipped with spacious classrooms, lecture halls, computer rooms and examination space with computers, wi-fi and projectors. Wi-fi is available on the whole campus, including recreational areas. Students have access to all necessary space for individual or group work any time they need. Security on the campus is guaranteed by a high number of CCTV-cameras and security personnel present at all entry doors. Access to the campus is possible only with electronic ID cards. A webpage in Georgian and English provides students and teaching staff with necessary information about procedures, rules, and learning process.

Further upgrade of the existing infrastructure is outlined in the action plan for the strategic development of the university for 2019-2024: gradual renovation of the equipment and inventory for professional programs; launching an own mobile application that will provide information on schedules for students according to the groups, calendar for introductory programs for new students, routes to the campus and announcements of public events; increase the number of subscribers on social networks etc.

Evidence/indicators

SER; Strategic Plan AGRUNI; Website of the University; Interviews; Site Visit.

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Evaluation

☒ Fully complies with requirements




Recommendations:

None.

Suggestions:

None.


None.

7.4 Financial Resources

o Allocation of financial resources described in the budget of HEI is economically achievable o Financial standing of HEI ensures performance of activities described in strategic and mid-term

action plans

o HEI financial resources are focused on effective implementation of core activities of the institution

o HEI budget provides funding for scientific research and library functioning and development o HEI has an effective system of accountability, financial management and control


AGRUNI’s financial situation is stable due to its tight connection to the “Knowledge Fund”. Finances are closely monitored by an external company and all financial decisions are made by the Chancellor and the Rector.

The main financial source for AGRUNI is tuition (45.7 per cent, the total number of students being very stable) followed by internal, university research grants (23.1 per cent). International project grants account for 5.2 per cent of the funding.

Every year eventual surplus is reinvested in AGRUNI activities for example for research.

The university takes pride in a competitive salary system closely linked to a minimal staff turnover and ability to attract highly qualified staff.

The budgetary process is partly a bottom-up process with input to the Chancellor and the Rector from all academic and administrative units at the beginning of each semester.

Included in the budget is a number of transversal activities for example introductory events for freshmen; events for graduating students; follow-up support for alumni; open-days; library; electronic services; safety systems.

Financial procedures are transparent and controlled and spending is closely adjusted to available funding which is very stable.

Evidence/indicators

SER; Site Visit; Interviews; AGRUNI strategy.pdf.

Recommendations:

None.

Suggestions:

It may be considered to initiate a long term process of attracting more external research funding. The internal research funding may not be able to cope with increased, future needs for example to cover expensive infrastructure. Best Practices (if applicable):

The tuition has not been increased even though the GEL has been substantially depreciated;

A bank deposit of one month’s salaries to act as a buffer in case of emergencies;

Timely covering of all financial transactions including remuneration for staff.

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Evaluation





Documents

Experts’ ReportAuthorisation Report Resume General information on the educational institution The Agricultural University of Georgia (AGRUNI) is a private university which was created