«Bolashak» Association’s strategy
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The "Bolashak" Association Council (hereinafter - the Association) is committed to further accomplish the guiding goal of the organization, to ensure apply of previously elaborated activity spheres, and adhere the course of The Nation Leader and his ideas in t he "Kazakhstan-2050" Strategy. Strategic directions and objectives of the Association Council.
Tasks:
Increasing public interest in the Association's activities and maintaining successful reputation;
Ensuring the financial sustainability of the Association.
Tasks:
Commercialization of ideas and development of active businesses;
service of mentors.
Tasks:
Providing quality educational services in business;
Create professional expert community.
Tasks:
Charity and assistance for socially vulnerable groups;
apply and abiding the official language and culture by any means at Association disposal;
Sports and healthy living outreach.
Strategic direction №1: Efficiency and practice of Association.
The Association's efficiency implies the solving of the following objectives:
Public interest in Association activity and maintaining a successful reputation and self-sufficiency.
1.1. Public interest in Association activity and maintaining a successful reputation.
Monitoring the task performance will be accomplished via the next efficiency measures:
Increasing the number of Association members from 1200 people in 2015 to 3900 in 2017;
Increasing level of contentment of the Association members and of Organization awareness level (after the defining methodology would elaborated);
Make sure that the Association members employment annual rate is maintained above 50 people till 2017.
A professional Career Center is supposed to be established with a view of accomplishing this above task. The Center, which is about to contribute to employment, and career assistance, would also make internship programs in business structures, in governmental bodies, and in national and international companies. In order to make the Career Center more effective and indispensible an opportunity to build a relationship with professional recruiting agencies inside and outside the country, as well as with web-portals like moomkin.kz, hh.kz and others, will be considered.
For the midterm period, the Center could turn into a commercial structure, able to generate some incomes in favor of the Association or might being transferred under control of a private company via saving a certain annual reward.
In order to spread its membership and branches the Association is planning to build a relationship with Nazabayev University. A discount card attributed with comfortable useful features for members of the Association will be issued.
The society will seek to actively inform target audiences about the Association activity, given its high social and economic significance, which is also would help to attract and increase the membership, to shape the sustainable image of a successful organization, as well as to reach external funding from outside. During making this task completed, a complex of special PR events is expected.
1.2. Ensure self-sufficiency and increase the Association efforts efficiency.
Monitoring the task performance will be accomplished via installation of the next efficiency measures:
Growing budget of the Association up to 200 million tenge by 2017;
Involvement of at least 3 newly trustees covering annual sponsorship funds spending over 70 mln;
share of Association’s own budget funds shall be at least a third by 2017.
Association will continue to improve the quality of affordable financial resources management and to attract external funding for self-sufficiency of the organization.
Main sources and mechanisms to attract funds: own funds; contribution of trustees and Association Council members; sponsorship; governmental social requests; involvement of private financial institutions. In order to reduce dependence on external fund sources, the Association plans to generate its own funds, which will be a significant part in the overall structure of funding.
According to the best international practices in the midterm period mandatory annual contributions from the Association Council members will be installed without a minimum threshold.
Strategic direction №2: creation of terms to support and promote entrepreneurial initiatives and involvement of young entrepreneurs into the Association activities.
In the framework of this strategic direction the main objectives of Association are:
Building an effective platform to promote commercialization of ideas and development of operating business as well as mentoring services.
Monitoring the task performance will be accomplished via installation of the next efficiency measures:
Increasing the number of members of the Association who are entrepreneurs (values will be determined after identifying the original performance);
Increasing the number of successful commercial projects co-implemented with entrepreneurs from three in 2016 until five in 2017.
2.1. Commercialization of ideas and development of operating business.
The Association will comprehensively assist its members in the practical conducting of business initiatives and development of operating business via providing the needed platform alongside the organization with involvement of successful entrepreneurs. This platform allows to effectively communication and changing ideas with entrepreneurs - members of the Association, investors, and successful domestic businessmen. Moreover, such as, the platform will provide an opportunity to obtain financing on acceptable terms. With a view of this task, it is necessary to create and develop strong business and friendly relations between the members of the Association, close cooperation with development institutions, the Kazakhstan National Chamber of Entrepreneurs (hereinafter - KNCE) and the Kazakhstan’s Ministry for Investment and Development.
Considered one of the most prospective mechanisms for the commercialization of ideas, a platform, which is similar to «Dragon Den», will be supposedly established. Under this platform the individuals with the best business ideas and lack of funding have the opportunity to find the needed investors. To improve and promote projects developed by members of the Association, it is planned to work closely with service centers for entrepreneurs to make business plans, and JSC "Entrepreneurship Development Fund" Damu "(hereinafter - "Damu").
After the crafting of business plans the panel presentations will happen, featuring the committed investors (representatives of business and venture capital funds), where projects will be selected and financing conditions will be determined.
The Association is going to develop relationship with development institutions, including "Damu" over financial / non-financial support, as well as JSC" NATD" over grants.
2.2. Mentoring service.
The Association will develop and implement a multi-level mentoring program, which is a mentoring system, implying transfer of knowledge and experience from the older members of the Association to young ones over certain professional subjects.
For that, a comprehensive work is expected to find successful mentors among "Bolashak" program recipients in various subjects / sectors, to define methodology, and to build a system and infrastructure of the mentoring. As such, this mentoring process in Association is to ensure a close relationship between at least the three generations of recipients. This allows to fully understanding the current problems of young fellows, and to applying the experience of the first recipients, and to help in meeting challenges.
For Association members, who are successful in their professional work and operates as mentors, an opportunity of self-making and of improving of public "visibility" is opening.
Strategic direction №3: consolidation and practical apply of knowledge and experience.
This strategic direction encompass tasks to provide quality educational services in business, to create a professional expert community via establishing and developing the Association’s Corporate University (hereinafter - Corporate University), and the Center of Analysis and Monitoring.
Monitoring the task performance will be accomplished via installation of the next efficiency measures:
Increasing the amount of profitable trainings and learning programs from two in 2015 till six in 2017;
Rise the expert base of the Association up to the 500 professionals by 2017;
Annual expertise of at least 5 normative document until 2017;
Increasing the number of the consulting services projects up to 5 in 2017.
3.1. Providing quality educational services in entrepreneurship.
The Association is to establish a corporate university for improving the efficiency and consolidation of efforts in the framework of current educational projects. The Corporate University efforts will focus on trainings and seminars, and other activities for knowledge transfer.
Committed to develop and improve business competencies of its members, the Association is to pass trainings and seminars over relevant topics, similar to the program "Bolashak - Zhastar ushin". For that, well-known trainers, consultants, and members of the Association (peer-to-peer) will be invited as experts.
Besides, other educational initiatives, e.g. relationship with “Damu” and KNCE, will be enabled.
Within the Corporate University the Association will continue to attract its members and other committed individuals to conduct paid learning trainings and programs at any organizations.
Another important matter is the transfer of knowledge. A key role will attribute the close cooperation of the Corporate University with the Kazakhstan’s Ministry of Education and Science and domestic higher education institutions.
The Association will continue to carry out the action "Bolashak Lessons", where Association members speak lectures at Kazakh universities, spreading knowledge and experience at leading educational institutions worldwide they have reached in favor of Kazakh universities students. An opportunity to sign long-term contracts with Kazakh universities over the conducting such paid lectures will consider in a midterm period.
With the view of the knowledge transfer an opportunity of relationship with KNCE over the base of cases of companies in real sector will be discussed to regularly publish in issues of “Bolashak Business Review”.
3.2. Formation of professional expert community.
A Center of Analysis and Monitoring (hereinafter - Center), which is also to be established with the view of the forming of professional expert community, is designed for the next end and means: expertise and monitoring legal acts projects, public services; support and creation the sectoral expert networks, establish the expert-discussion club; provide consulting and translation services.
Aiming at improving of quality of adopting legal acts and services, the Center s going to assist drafting and issuing of expert conclusion regarding legal acts projects. Therefore, the relationship with governmental bodies, of which legal acts emerge, will strengthen, as well as to promote their participation in relevant working groups in drafting.
The Association through the established Center will serve an important expert platform to discuss current economic, social and political questions, a generator of ideas and innovations, the practical application of which can make a considerable contribution to develop of the country.
In the framework of the Center the Association members will have an opportunity to discover their expert potential, joining expert groups in various areas such as: informational and communication technology, oil and gas, biotechnology, energy and others. To establish international relations an opportunity of cooperation with "think-tanks" to be worked out, as well as with specialized organizations such as TEDx and IDEA, the world's largest association of debate, Global Shapers, the project of the World Economic Forum to support young leaders and others. Via the established community will be provided paid consulting services to companies in the real economic sector, and to the governmental bodies and organizations. Given the wide range of expert groups in various fields within the Centre, the Association could offer consulting services complying with customers' requests.
There is also an opportunity to build a high-class translation company, providing better services in collation to existing agencies. Another alternative option is a voluntary accreditation of private translation agencies, which could confirm high quality of translation services.
Strategic direction №4: Support the conducting social tasks:
This strategic direction encompasses the next Association’s main tasks: charity and assistance in favor of socially vulnerable people, apply and abiding the official language and culture outreach by any means at Association disposal; sport and health living outreach.
Monitoring the task performance will be accomplished via the next efficiency measures:
Annual spending of 15 million tenge in favor of charity until 2017;
Annual giving of 15 grants by the Foundation up to 2017;
Annual implementation of 20 social projects until 2017.
4.1. Charity and assistance in favor of socially vulnerable groups.
The Association through the Corporate Fund "Bolashak" will continue the implementation of charity tasks and assist socially vulnerable groups, namely: veterans, persons with disabilities, orphans, and social institutions, orphanages, neuropsychiatric and medical centers. Activities and events, including the Winter Charity Ball, will take place aiming at call public attention to the Fund's charitable activities.
Professional expert community’s engagement is considered the absolutely new leverage in the Association’s charity efforts. All needed agreements provided duties in charity in favor of social vulnerable people with companies, requesting expert research will be signed.
Another mechanism to involve members of the Association into the implementation of social initiatives is the "Small Grants Project of the Association. This project allows endorsing ideas and social projects of Association members via grant support. The main criteria for selection are the social significance and «community impact». It will also continue the projects in favor of socially vulnerable people that provided educational and travel grants.
4.2. Promote the official language and culture by any means.
The Association will continue to implement the task on promoting the official language and culture by any means, e.g. via active engagement funds from national, private and international organizations and by building relationship with them to finance the dubbing world premieres.
4.3. Sport and health living outreach.
By conducting fundraising marathons and bicycle races the Association aims to outreach sport and health living. Besides, the Association plans to attract leading Kazakhstan athletes for joint projects allowing to cultivate healthy living, as well as contribute to fundraising for charities.
Also, a closely relationship with Kazakhstan Culture and Sports Ministry, JSC "Center for International Programs" is planning to increase the number of undergraduates majoring in "sport management", "sport marketing", "sport journalism", as well as to promote the development of appropriate legal acts.
