KYIV SCHOOL OF ECONOMICS (KSE) ECONOMICS EDUCATION … · 2018-12-30 · Kyiv School of Economics and Economics Education and Research Consortium (EERC) is pleased to report to the

KYIV SCHOOL OF ECONOMICS (KSE)

ECONOMICS EDUCATION AND RESEARCH CONSORTIUM

(EERC)

Progress Narrative Report to the

Swedish International Development Cooperation Agency (SIDA)

SIDA Contribution No: 55070092

Implementation period: 4 April 2016 – 31 December 2018

Reporting period: 4 April 2016, - 31 December 2016

Written by: KSE Management Team

March 31, 2017

CONTENTS

GENERAL OVERVIEW...............................................................................................................................4

PROGRESS SUMMARY .............................................................................................................................5

I. KSE OPERATES ON A SELF-SUSTAINABLE BASIS ............................................................................... 11

II. KSE PROGRAMS ARE SELF-SUSTAINABLE......................................................................................... 17

III. KSE IS A RECOGNIZED PROVIDER OF TOP-LEVEL EDUCATIONAL SERVICES IN UKRAINE ................ 20

IV. KSE - A WELL-MANAGED INSTITUTION ........................................................................................... 29

V. KSE GOVERNANCE IS ANCHORED TO UKRAINE ............................................................................... 36

VI. KSE HAS A CLEAR IMPACT ON POLICY IN UKRAINE ........................................................................ 38

LIST OF ANNEXES ................................................................................................................................ 45

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ABBREVIATIONS AND ACRONYMS

EERC Economics Education and Research Consortium

GDN Global Development Network

GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit

GoU Government of Ukraine

IAB International Academic Board

IIB International Institute for Business

ILO International Labour Organisation

KEI Kyiv Economics Institute NGO

KPIs Key Performance Indicatiors

KSE Kyiv School of Economics

LLC Limited Liability Company

LLM Master of Laws

MA Master of Arts

MBA Master of Business Administration

NBU National Bank of Ukraine

NGO Non---Governmental Organisation

NUPI Norwegian Institute of International Affairs

PR Public Relations

RePEC Research Papers in Economics

RF Results Framework

Sida Swedish International Development Cooperation Agency

SITE Stockholm Institute of Transition Economics

ToR Terms of Reference

UNICEF United Nations Children’s Fund

USAID United States Agency for International Development

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GENERAL OVERVIEW

Kyiv School of Economics and Economics Education and Research Consortium (EERC) is pleased to

report to the Swedish International Development Cooperation Agency (SIDA) on the core activities

of the Kyiv School of Economics (KSE) during the reporting period April 4, 2016 – December 31, 2016.

The objectives and expected results of the core activities were aimed at growing and developing KSE

to make it recognized within Ukraine and abroad as a leading educational institution in Ukraine,

providing the best education and research in economics and business.

KSE’s Mission Statement: Provide excellence in education, research and policy advice according to

international best practice.

To achieve this mission, KSE must:

• Provide international-standard education in economics and business which prepares

students to play leading roles in academia, business and government, both in Ukraine and

internationally.

• Perform international-standard academic research in economics and business which

influences the academic debate (through publications in leading international academic

journals) and the policy debate (through publications in the media).

• Provide independent policy advice based on international best practice research, and

evidence-based policy making.

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PROGRESS SUMMARY

The period of several last years has been a time of many changes in Ukraine. Ukraine has been

suffering from an economic crisis and a war in Eastern Ukraine. As a result, real personal income has

fallen sharply as have revenues and profits of business. This has had a devastating impact on

expectations and plans of the Ukrainian population and of Ukrainian businesses. The economic crisis

also affected KSE as the crisis made it more difficult for students to invest in their own education and

for business to invest in the education of their employees.

To face the challenges presented by this changing environment, the KSE board made a decision, to

adjust KSE’s governance model, creating a KSE Management Team, strengthening the KSE Board of

Directors (via different Board Task forces) and inviting new Ukraine-based board members. The

board has also invited Tymofiy Mylovanov, KSE alumnus and associate professor at the University of

Pittsburgh, to act as an Interim president of the Kyiv School of Economics starting from March 2016

and as an Honorary President starting from October 2016.

A major issue during the reporting period has been the financial sustainability of KSE and Increasing

KSE’s Institutional capacity by making KSE a financially sustainable organization by better controlling

its costs, introducing new and monetizing existing products, pricing those products in a more

structured and effective way and thereby improving its capacity to generate revenues.

During the reporting period KSE has made a great progress towards many directions of its activities,

the main achievements are listed below:

I. Economics Education And Research

1. Despite the economic crisis and war in Ukraine, KSE was able to

a. increase the enrollment numbers to KSE MA programs by 85% (66 new students as of

September 1, 2016);

b. add 17 new MA graduates to the ranks of KSE alumni;

c. make 2 new full time MA faculty hires.

2. Prepare and submit licensing package with the goal of getting the license by the beginning of

next admission campaign (June 2017).

3. We have signed a joint MA program with one of the biggest and most prestigious universities of

Ukraine – Taras Shevchenko Kyiv National University to be launched in September 2017.

4. We have negotiated and implemented chaired professor’s grant from Raiffaisen Bank Aval for

the academic years 2016/17 and 2017/18.

5. We systematically work on promoting KSE MA programs among prospective applicants with the

goal of increasing the size and quality of new intakes.

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6. KSE professors regularly publish in international journals and appear in local and international

media with the purpose of making KSE more visible and influencing the quality of policy debate

in Ukraine.

II. Management Education 1. MBA

• The department has achieved substantial growth in the enrollment numbers of the regular MBA

students. Two groups of 19 and 20 students were recruited in spring and fall correspondingly.

• Currently, the regular MBA program has 4 groups.

• First two groups, MBA1 & MBA2 graduated in the first quarter of 2017

• The new program, SOE MBA, aimed at providing business education to managers of the state-

owned enterprises was launched in October 2016.

• The first SOE MBA group consist of 20 people, representing the largest Ukrainian SOEs.

• Total number of students doing MBA at KSE was 93 as of December 31, 2016, which represents

181% y-o-y growth.

2. Short-term open & corporate programs

Over the reporting period we have been successfully developing segment of the short-term educational

programs. Total number of seminars executed by the ME Department reached 11, while the total

number of participants raised to 409.

3. Donor-funded programs

The department has held 5 donor funded programs with the total of 252 participants.

4. Quality

Significant progress was achieved in improving quality of the MBA program. In particular, we have

adjusted the MBA program content in line with the western business education requirement and

capabilities of the school. The MBA program became competitive and its delivery feasible.

New high-profile faculty members were brought on board of the ME Department, which sufficiently

strengthened our competitiveness and delivery capabilities.

5. Profitability

The department revenues grew at least five fold to exceed $700K. Backed by the efficient cost cutting

policy, this allowed to turn around the financial performance of the department and make it profitable

and financially sustainable.

III. Policy Research And Advice 1. As of December 31, 2016 Policy Department of the KSE was implementing 12 projects in the

areas of Health Economics, Public Health, Social Policy, Agriculture, Small and Medium

Enterprise development and Public Procurement.

2. In the period of September 2015-September 2016, 7 new projects have been either launched

or launched and completed.

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3. In the area of Public Procurement 2 contracts were signed in early October (confirmation about

the funding was received in September) and one project was completed in August-September.

The total monetary value of these projects is approx. USD 730 K for 2 years.

4. With the growth of the projects portfolio, Policy Department employed several new

researchers, 4 of whom are KSE alumni.

5. The total revenue increased by almost 10% in 2016 in comparison to 2015.

6. The USAID and World Bank were the largest donors for Policy research Projects in 2016.

IV. Public Administration

Public Administration Projects Department was launched in September 2016. The decision to establish

a separate department was based on previously recognized need in KSE’s deeper involvement in the

reforms process in Ukraine via provision of education and training for civil servants.

The Department now consists of three people, Inna Sovsun (VP for Public administration), Olga

Fariatieva and Dmytro Yarovyi (Project officers). Prior to joining the KSE team, Inna Sovsun worked as

First Deputy Minister of Education of Ukraine (March 2014 - August 2016), leading the reforms in higher

education. Her experience both in higher education and civil service as well as broad contacts network

is being used School’s growth and its closer and more efficient cooperation with state agencies.

Department aims at addressing current issues arising during Public Administration Reform in Ukraine

and increasing KSE’s role in preparing transformational leaders for reforms in Ukraine. The Department

plans to establish the School of Public Policy and Governance which will include:

1. high-quality rigorous Master of Public Administration Program,

2. short courses/seminars for civil servants and MPs on public policy and economics,

3. Civil Service Reform Unit for policy research, consultancy and themed public events.

V. Fundraising and Alumni Relations

Fundraising:

In summer 2016, in order to intensify its fundraising efforts and secure stable fundraising pipeline, KSE

has established the Development Department, which took the lead in building necessary capacity for

both corporate and institutional support, as well as the mobilization of support from alumni. The

Department started working from almost a scratch, but over this short period of time has been able to

achieve a lot:

- To make KSE financially sustainable and less dependent on any single source of funding, we started

practicing a mixed-portfolio approach, being active in the full set of fundraising initiatives and

simultaneously mapping out various groups of stakeholders:

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• Alumni asking for support in order to continue to maintain and increase the value of KSE degrees;

• General public for crowdfunding scholarships, stipends, and professorships in order to improve the

quality of economics discussion and analysis in Ukraine through training of top-notch economists and

in order to provide equal educational opportunities to Ukrainians;

• Domestic corporate sector by offering recognition, general and social-responsibility PR opportunities

through chaired professorships, named courses and stipends, and research projects an centers focused

on specific issues;

• Institutional stakeholders, ex-pat community, and foreign governments and businesses by

consolidating and increasing its impact on policy and development in Ukraine.

- Developed comprehensive Fundraising Strategy with detailed written Fundraising Plan for 2017-19 and

initial policies regulating donor relations, which have been approved by the KSE Board of Directors at

its annual meeting in November 2017;

- Launched pilot corporate fundraising that paid off with financial support from a number of established

local businesses in money already transferred, as well as strong and soft commitments in the amount

of $168 000. The ranks of KSE donors have been joined by Digital Future, Dragon Capital, Investment

Capital of Ukraine, Kyivstar adding up to Raiffaisen Bank’s Aval earlier commitment.

- Initiated the Alumni Giving Campaign and in less than several months has been able to raise donations

from alumni for up to $15 705, 64 and for up to $1 393, 61 from other individuals;

- Established regular working meetings with the KSE Board Fundraising Task Force and the Alumni

Association’s Fundraising Sub-Committee that started serving as a platform for discussion and

approval of the key fundraising projects and initiatives;

- Developed and launched a well-operating system of online donations’ management and

accounting that made it possible to initiate crowdfunding campaigns and easily collect

individual donations for both the School and its financial contributors;

Recent increase in the number of fundraising contracts and donations supported the

overall revenue base of the School and brought the first promise on the way to KSE

self-sustainability and less budget vulnerability to any single source of funding.

Attempts to attract new major institutional donors, beyond SIDA, have so far declined. However, this

process requires long thorough cultivation and KSE is moving in this direction. The School is currently

trying to get funding from several big foundations and international development agencies, such as

Omidyar Network and USAID, as well as has plans to focus more on cultivating relations with former

donors, international foundations, development agencies and embassies.

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In the future, the Department will continue to actively map out multiple stakeholders, trying to diversify

its source of funding and will clearly segment donors based on their differentiating qualities, appealing

to each donor specific motivation. Alumni Relations:

KSE network of alumni is constantly growing and alumni start playing leading roles in all sectors of

economy, increasing impact of the School on the society development. By now, KSE has successfully

graduated 643 alumni, 162 of which have earned the University of Houston Degree and 130 have

defended their Ph.D. degrees abroad. Six KSE Alumni are currently members of the KSE Boards. In 2017

the network will also be joined by graduates of the KSE MBA Program.

With establishment of the Development Department, KSE expanded its reach to alumni by offering

extended services to the network, such as career counseling, employment support, club activities and

multiple networking opportunities, as well as started cultivating philanthropic culture of giving back to

the School.

Especially important in this process is also the recent creation of the KSE Alumni Association. Together

with the KSE Alumni Association, the Department has launched the Alumni Giving Campaign to mobilize

support to the School and started actively engaging alumni in the development of the School, which

already paid off with multiple joint projects such as the McKinsey Academy at KSE, Finance Career Club,

student mentorship program and many more.

New KSE Initiatives for Alumni: Weekly Job Opportunities Digest with fresh employment and study opportunities

available on the market; KSE Alumni Newsletter issued on a quarterly basis with info tailored to alumni interests.

VI. Organizational Development

1. Business plan development

At the beginning of 2016 KSE Management Team together with the Board members developed

Business plan for the next 3 years addressing the main challenges which KSE faced in 2015.

2. Staff and faculty evaluation

In May 2016 team of professional HRs conducted evaluation of KSE staff and provided KSE

management with evaluation report. Following the recommendations provided in the report

important personnel decisions were made. Several team members were promoted. Several

contracts were terminated and new personnel hired.

3. Recruiting Efficient Operations Team

In order to eliminate functional duplications within different departments and consolidate all

support functions in one department, operations team lead by highly efficient Operations manager

was hired.

4. Regular Management team and Budget Committee meetings

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Starting from September 2016 Management team is meeting regularly for Management Team and

Budget committee meetings.

5. New professional personnel hired

In 2016, almost 25 new team members joined KSE, including 2 new faculty members, 3 members of

top management, 8 researchers and 12 members of the Staff. During the same period, 19 people

left KSE.

6. Policies and Procedures developed

Aiming at achieving goals defined by the Business plan, Management Team developed and enforced

new budgeting principles (“full-cost recovery”), security policies, improved procurement policies as

well as other policies and procedures.

7. Progress towards state licensing and CEEMAN Accreditation

In 2016 KSE team made significant progress towards obtaining state license and international

CEEMAN accreditation. New educational establishment – University “Kyiv School of Economics” was

registered and application package for license submitted in March 2017. CEEMAN accreditation

team visited KSE and provided recommendations for improvement which KSE is currently

addressing.

8. Financial audits completed

All companies of KSE group have been successfully audited by independent external audit in

February – April 2016. In addition several project audits were completed during the year.

9. FREE network retreat

In September 2016 KSE hosted FREE network retreat – 2 days conference for almost 80 participants

from 6 different countries. KSE team was represented at the retreat by more than 15 members.

Structure of this report

This Report is divided into six main chapters, reflecting the structure of the Results Framework, and

each analyzing specific objectives and indicators measuring progress in the achievement of these

objectives.

Following this Progress Summary, Chapters I-VI provide analysis of the key objectives:

I. KSE operates on a self-sustainable basis

II. KSE programs are self-sustainable

III. KSE is a recognized provider of top-level educational services in Ukraine

IV. KSE is a well-managed institution

V. KSE Governance is anchored to Ukraine

VI. KSE has a clear impact on Policy in Ukraine

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I. KSE OPERATES ON A SELF-SUSTAINABLE BASIS

Indicator 1: Financial stability of KSE Results planned: Reserve formed

Results achieved: Reserve formed

Achieved as % Planned: 100%

Description: Accumulated funds at 31/12/2016 amounted to $300K as a result of profitable operations

throughout the year.

Impact: Accumulated funds will be available as a reserve to support operations in adverse scenarios.

Problems/Challenges: Accumulated funds are dependent on period financial result, so it is important to

uphold positive profit flows.

Indicator 2: Sensitivity of the budget to single sources of revenues, the biggest

donor represents (largest donor %) Results planned: 30%

Results achieved: 28%


Description: The biggest donor contribution comprises $628K out of $2276K total revenues. Sensitivity

of the organization to the largest donor is decreased above target.

Impact: Reliance on the biggest donor is still substantial, but represents smaller fraction due to other

revenue sources.

Problems/Challenges: Donors are more willing to support projects rather than institutional

development as a whole.

Lessons Learned: It is important to establish long-term relationship with corporate donors to gradually

diversify institutional support.

Indicator 3: Core funding from other sources than SIDA Results planned: 65K

Results achieved: 45K


Details/Description: Fundraising target was only partially fulfilled. Attempts to attract new major

institutional donors beyond SIDA have so far declined. This process requires long thorough cultivation

and KSE is gradually moving in this direction. The School is currently trying to get funding from several

big foundations and international development agencies. In the meantime, core funding from other

sources than SIDA is covered by the increase in corporate and individual donations.

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Individual and Corporate Donations recognized in 2016

Date Donor Amount

USD Amount

USD 31.07.2016 Corporate donations Raiffaisen Bank Aval 25 000,00 31.10.2016 Corporate donations Dragon Capital 5 000,00 31.12.2016 Corporate donations Kyivstar (for KSE Brain Champ) 1 140,75 21.10.2016 Corporate donations Carnegie Endowment 300,00

Subtotal 31 440,75

Individual donations 13 742,69

Total 45 183,44

Impact: Operations and sustainability were not affected due to increased revenues from other sources

– policy, management education, as well as corporate and individual donations.

Problems/Challenges: Finding additional institutional core support is still very challenging given the

economic environment in Ukraine and the current key international donors’ targets in Ukraine. Donors

are more willing to support projects rather than institutional development as a whole.

Lessons Learned: It is important to establish long-term relationship with big international donors

(former and prospective) to gradually diversify School’s institutional support. Board of Directors’ support

in bringing institutional donors and sharing networks of contacts are more than vital.

Indicator 4: Soft commitments of funds from donors/All midterm to long term

commitments of KSE have sufficient financing Results planned: 140K

Results achieved: 168K


Description:

Over the reported period, KSE has achieved the following fundraising results:

- Pilot corporate fundraising paid off with financial support from local businesses in both

money received and commitments in the amount of $168;

- Alumni Giving Campaign raised donations for up to $15 705, 64;

- Individual crowdfunding donations total for $1 393, 61;

More fundraising meetings are underway, paying off with already more commitments.

Сorporate Donations:

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Company Total Commitments

Received in 2016 Remaining Commitments

Funds officially confirmed: Raiffaisen Bank Aval $50 000 $25 000 $25 000 Dragon Capital $10 000 $5 000 $5 000 Investment Capital of Ukraine $50 000 - $50 000 Digital Future $5 000 - $5 000 Kyivstar (for KSE Brain Champ) $3 000 $1 140 $1 860 Strong commitments: Bain & Company $10 000 - $10 000 PUMB $10 000 - $10 000 Kyivstar $25 000 - $25 000 Soft commitments: Citibank $5 000 - $5 000 TOTAL $168 000 $31 140 $136 860

• Raiffaisen Bank Aval has provided financial support to KSE in the amount of $50 000 ($25 000

per year for two years), establishing a named chaired professorship for retaining exceptional

teachers and scholars in Ukraine. Volodymyr Vakhitov (Ph.D., University of Kentucky), KSE

Assistant Professor became an award recipient and the Raiffaisen Bank Aval Professor. We plan

to continue offering chaired professorships to companies in the future, as this covers a big share

of the KSE budget, associated with keeping Ph.D.s in the School.

• We were also happy to revitalize our cooperation with Dragon Capital, which for many years

has been sponsoring student scholarships at the School and in 2016 has donated $10 000

($5 000 per year for two years) for School’s development.

• Kyivstar continued sponsoring KSE’s Brain Champ Competition, supporting two Student

Olympiads in 2016 (in Financial Economics in March-April 2016 and in Quantitative Methods in

Economics in November-December 2016), and already committed to support the next KSE

Student Olympiad planned for February-March 2017. The provided amount per each Olympiad

is around $1 000, allocated to cover related direct administrative expenses (handouts,

promotional materials, travel expense reimbursements for our out-of-town participants, prizes

for winners, etc.). Furthermore, Kyivstar plans to expand its involvement in the life of the School,

providing bigger financial support for the general support of KSE.

• In 2016, KSE has also been able to get funds from the Digital Future and Investment Capital of

Ukraine, who have been supporting the School for the first time.

• Digital Future, one of the most active VC companies in Ukraine has donated $5 000 for the

general support of the School, as well as provided its auspice to the KSE course in Digital

Transformation.

• Investment Capital of Ukraine has provided KSE with $50 000 of unconditional funding and

expressed interest in continuing its support with the interest of building a Media Initiative under

the KSE roof.

• In addition to this, KSE has also received strong commitments from PUMB and Bain & Company

for $10 000 each. Communication with PUMB is already at the stage of contract signing, similar

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to allocation arrangements with Bain & Company. Citibank’s commitment on sponsoring the

upgrade of the Student Study Computer Area is still pending.

Institutional Core Support:

Attempts to attract new major institutional donors beyond SIDA have so far declined. However, this

process requires long thorough cultivation and KSE is moving in this direction. The School is currently

trying to get funding from several big foundations and international development agencies, such as

Omidyar Network and USAID, as well as has plans to focus more on cultivating relations with former

donors, international foundations, development agencies and embassies. Some fundraising initiatives

require long-term cultivation, so results might only be seen in at least several years.

Institutional Support

Committed 2016 2017

SIDA institutional support $627 867 $352 941

Institutional Support

Negotiations in Progress

Omidyar Network

Concept Note for the Data Analysis Center’s Consortium is being

elaborated and negotiated with Omidyar representative in Ukraine.

https://www.omidyar.com/

USAID

Introductory Concept Note has been submitted in the fall. Series of

meetings with Susanne Fritz, USAID Country Director held. Needs

further cultivation and soliciting by the KSE BOD.

In addition to this, KSE further diversifies its sources of revenues, to be less dependent on any single

source of funding, optimizes its organizational structure, develops new revenue-generating activities

and explores various fundraising opportunities (institutional, corporate, individual).

KSE Alumni Giving

In October 2016, Kyiv School of Economics together with the newly created KSE Alumni Association, has

announced the KSE Alumni Giving Campaign 2016-17 in order to collect sufficient resources for

establishing the base of the KSE Scholarship Fund and help new generations of KSE students have similar

study opportunities and succeed. This year’s target for the KSE Alumni Giving Campaign was set high

with expectation to mobilize joint efforts and raise up to $25 000-$40 000 that will further be allocated

to scholarships and students’ support in the KSE MA Program in Economic Analysis or the general KSE

activity that will permit the School to maintain the study environment to the highest standards with

features unique to its mandate.

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https://www.omidyar.com/

In the first several months of the Campaign the School has been able to raise $15 705.64 from

KSE Alumni and $1 393.61 from other individual contributors. More contributors join the Alumni Giving

Campaign every week.

In a time of crisis, it is especially important that the School is supported by its core believers and we

believe that alumni will respond to the call and help the School maintain its high standards of education.

The role of the KSE Alumni Association and its Fundraising Committee in mobilizing alumni’s financial

support to the School is more than vital. More details in the Annex: KSE Alumni Giving Campaign

Statistics.doc.

Impact: Recent increase in the number of fundraising contracts and donations supported the overall

revenue base of the School and brought the first promise on the way to KSE self-sustainability and less

budget’s vulnerability to any single source of funding. However, in order to further increase the KSE

capacity to being self-sustainable, fundraising efforts should also be actively accompanied with the KSE

diversified revenue-generating activities, further increase in tuition revenues and proactive marketing.

Problems/Challenges: If local companies are willing to contribute, they are frequently doing so only in

relatively small amounts and under very restrictive conditions in terms of how funds can be used. Plus

many companies, whom we have approached over our recent pilot fundraising, were more inclined to

support the School on in-kind basis. We are now working on expanding the list of corporate donors, as

well as persuading them to increase contributions. Furthermore, KSE will establish strategic

relationships with companies with a purpose of engaging support in the future. KSE will also intensify its

marketing efforts in increasing visibility of the School among companies.

Finding additional institutional core support is still very challenging given the economic environment in

Ukraine and the current key international donors’ targets in Ukraine. Major share of the international

support to Ukraine takes now form of various policy grants aimed at reforming specific sectors of

economy. This minimizes, to some extent, chances to receiving core support, however, at the same time,

brings more promise to fundraising for policy grants and projects (similar to TAPAS, PROZORRO and

others).

Termination of the core funding from SIDA might substantially influence the School financially.

Therefore, KSE addresses this by the following actions:

- Securement of sufficient fundraising capacity within the School;

- Diversification of the sources of revenues;

- Donor segmentation and tailored prospect’s targeting;

Alumni and Individual Donations Alumni Other Individuals

$15 705.64 $1 393.61

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- Special focus on foundations, development agencies and other international organizations for

securing core base in addition to other sources of funding;

- Improvement of the revenue generating capacity of the KSE programs and monetization of its

products.

Economic crisis in Ukraine might also reduce KSE chances for big return from the corporate and other

local donors, so KSE will focus on:

- Active involvement of local donors in the KSE life (events, activities, joint projects);

- Improved marketing and communications support in companies’ and local donors’ cultivation,

involvement and promotion;

- Creation of direct and indirect values for local stakeholders;

- Differentiated system of donor’s recognition;

- Corporate social responsibility and business-academia partnerships lobbying.

Lessons Learned: KSE shouldn’t be dependent on any single source of funding. Companies with earlier

history to KSE or an alumni contingent are more open to support.

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II. KSE PROGRAMS ARE SELF-SUSTAINABLE

Indicator 1: The One year MA in Economics generates enough revenues to cover

its own direct and a sizeable part of its indirect costs - cross-subsidies come from

courses jointly taught/activities with the 2 year program - target is % of total

costs covered Results planned: 45%



Details/Description: $69K program revenues vs $136K program costs.

Description: tuition revenues were enough to cover half of program costs. This year we have succeeded

to increase the class size by about 80% as compared to the last year. In part, this was due to a 25%

decrease in tuition fee (from EUR 4,000 per year to EUR 3,000 per year) that we had to introduce to

counterbalance the effect of the exchange rate devaluation, which resulted in a drastically increased

gap between KSE tuition (fixed in EUR) and tuition fees of other universities in Ukraine (fixed in UAH and

kept virtually unchanged over the last several years). The overall effect of this decision, as well as other

student recruitment initiative, on tuition revenues was positive. We target another 10-20% increase in

class size for the new intake (to fill in our currently available capacity), which should boost tuition

revenues even further (and have virtually no effect on program costs).

Impact: the program is less reliant on core funds, though it is not self (tuition)-sustainable at this point.

Problems/Challenges: the main source of tuition growth is the number of enrolled students. We have a

year-long student recruitment plan that we take very seriously and implement on an on-going basis to

achieve even higher enrollment numbers. At the same time, there is a lot of uncertainty about the

stability of the domestic currency, so having a fee fixed in Euros creates a lot of uncertainty for potential

students and makes KSE a rather expensive institution fir many of them.

Lessons Learned: we are now much more focused on making the program more attractive to students

from the financial viewpoint. In addition to keeping the tuition fee at a reduced level, we also give

applicants opportunities for early bird discounts and partial write-offs for outstanding academic

performance. While this has a negative direct effect on tuition revenues, it also boosts enrollment

numbers to an even higher extent.

Indicator 2: The two year MA program covers a larger share of its costs Results planned: 3.5%

Results achieved: 3.5%


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Details/Description: $8K revenues vs $236K costs

Description: tuition revenues were enough to maintain costs coverage at planned level, which is not

much.

Impact: the program maintains its reliance on core funds.

Problems/Challenges: over the last years we have experimented with several models of tuitions

payments for this program, which ranged from virtually all enrolled students being on full scholarships

(almost no tuition revenues by design) to giving out only several full scholarships and requesting all other

enrolled students to pay partial or full tuition (typically in the form of deferred tuition – tuition is paid in

installments after students graduate and start their job careers). Our experience shows that the latter

model results in a drastic decrease in the number of enrolled students (by 70% or even more) and, as a

result, KSE tuition revenues are no higher than in the former model.

Lessons Learned: tuition is not likely to become main funding source for the program in foreseeable

future and we need to diversify institutional/core donor support to make this program sustainable.

Indicator 3: Management Education Projects cover their own direct and indirect

costs - there is full cost recovery Results planned: 93%



Details/Description: $643K revenues vs $392K costs

Description: tuition and grant revenues were sufficient to not only cover the program costs, but also the

direction’s share of administrative and marketing expenses.

Impact: Management education performance boosted earnings growth at the organizational level and

allowed to subsidize other directions.

Problems/Challenges: sustainable sales in upcoming years is a key to maintaining great performance.

Lessons Learned: not only ME tuition revenues, but also grant income allows to diversify revenue base

and broaden organization expertise.

Indicator 4: Policy Projects cover percentage of their own direct and indirect

costs - there is full cost recovery Results planned: 81%



Details/Description: $815k revenues vs $765K costs

Description: project revenues were sufficient to cover the program costs, overachieving the target, but

not enough to cover department’s share of administrative expenses.

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Impact: Policy represents the largest organization’s department by revenues. Making it sustainable at

gross margin level improves organizational capacity.

Problems/Challenges: it is critical to continue stringent budget screening for incoming projects and lead

the department to cost recovery at net margin level.

Lessons Learned: even though projects established according to new budgeting rules are a success,

there are former project commitments that drive the department margin down.

19

III. KSE IS A RECOGNIZED PROVIDER OF TOP-LEVEL EDUCATIONAL

SERVICES IN UKRAINE

Indicator 1: Brand recognition based on survey (percentage of target audience

students being aware of KSE)

Results planned: 20%

Results achieved: N/A

Achieved as % Planned: N/A

Description: We are actively working towards expanding awareness of the audience about the KSE

products and achievements of the school. KSE actively communicates and promotes it purpose, values

and products to the students, young professional, researchers and wider community.

KSE on web

Online Communications is one of the main priorities of KSE Marketing team. KSE website is daily

updated, we are very active at social media, work on developing our KSE Blog at Medium Platform and

launch several banner campaigns in web targeting young people and their parents, interested in

Economics, Finance, Investments, Real Estate, Grants and Scholarships, MBA etc.

Every Tuesday we send Email Newsletter to those, who want to receive regular updates on KSE news

and other activities. KSE Newsletter briefly covers practically all major points of the previous and

upcoming week: news, events, KSE perspicacious. More than 7800 people are already subscribed to KSE

Newsletter. Direct communication is an effective way to stay in touch with current and potential

students.

The following indicators illustrate the growth of the KSE audience:

0

5000

10000

15000

KSE Newsletterssubscribers

FB Followers

Outreach

Jan, 2016 Jan, 2017

20

We regularly update all information, provide news, photos and other interesting content on our social

media pages, such as: Facebook, Vkontakte, Twitter, YouTube, Instagram, LinkedIn. The strategy shows

its results: traffic from social media is in top 3 sources of all traffic to KSE website. We use Facebook as

one of the main tool of spreading information about upcoming events, latest news and updates and

channel of communication with our target audience and partners. Twitter account is also used for

simultaneous twitter broadcast of the events with the prominent speakers. Through our Instagram page,

potential students could dip into the KSE atmosphere and get a chance to feel the taste of KSE lifestyle.

10230 (January 2015) VS 13730 (March 2017)

KSE OFFICIAL FACEBOOK PAGE

Media

Kyiv School of Economics has active

placement in media - print, online, and

social media. On a regular bases KSE

professors write articles and give their

comments for different business

magazines, such as Kyiv Post, Delo, Novoe

Vremya, Focus etc.

KSE Instagram account

Events

During 2016 KSE organized and hosted

around 130 different events. KSE was honored to host prominent speakers with open lectures at KSE.

Among them were: Qimiao Fan, Simeon Djankov, Mikulas Dzurinda, Prof. Leszek Balcerowicz, Natalia

Jaresko, Bogdan Gavrylyshyn, Oleksandr Danyliuk, Yuliia Kovaliv and many others. These are vital to KSE,

both (1) as a venue for economic discussion and policy recommendations and as a (2) marketing device.

For prospective students, KSE stands out clearly in comparison to all other graduate schools of

economics and management. As a leader in policy advice, KSE joint the reforms initiative, hosting leaders

of civil society with workshops and discussions on Transformation Process, E-government, Digital agenda

for Ukraine and open data. To improve alumni network and introduce new KSE students, KSE organized

its traditional BBQ party in September 2016. It was attended by KSE students, alumni and their families.

The following indicators illustrate the growth of the KSE audience:

21

KSE INSIGHTS: Public Series

In 2016 we launched a series of public lectures from high-profile speakers "KSE INSIGHTS". Main goals

are to promote brand, shape KSE community and give rise to inspiration and motivation for alumni,

students, guests. Common idea of all lectures lies in impact, innovations and Ukraine transformation. It

is also an effective tool for encouraging fundraisers. Among first speakers Aivaras Abromavicus, ex-

Minister of Economic Development and Trade, Vyacheslav KLymov, CEO of Nova Poshta, and Prof. Sergei

M. Guriev from EBRD office.

Impact

We have not performed a large market research yet. Quality research requires considerable financial

resources and professional partner to conduct it. Understanding the importance of proper marketing

analysis and positioning, we are working now with BE IT - creative agency that helps us to develop

marketing and communication strategy (conducting such research is a part of their job).

Problems/Challenges

KSE urgently needs updating its web-site. It is an asset that works around the clock to draw in visitors,

convert them, and help you hit your goals, after all.

Identifying the right technologies and instruments for our needs is also quite challenging.

Lessons Learned

The benefits we gain from open communication are increasing number of students, brand recognition

and acceptance from key stakeholders. The communication must be open, timely, relevant and fun

and demonstrate passion of our massage. Internal communication plays increasingly important role in

building network of brand promoters.

Indicator 2: Competition to enroll at KSE MA programs: ratio of applications to

students Results planned: 2

Results achieved: 1.86


Details/Description: we had 123 applications and 66 enrolled students as of September 1, 2016. If we

take into account not just full applications, but also partially completed ones, the ratio is 2.3.

0 50 100 150

Jan, 2016

Jan, 2017

Events Conducted, per year

0

2000

4000

6000

8000

Jan, 2016 Jan, 2017

Events Attendees, per year

22

Description: This year we had a 75% increase in the number of applications (123 in 2016 vs. 70 in 2015)

and 57% increase in the number of enrolled students (66 in 2016 vs. 37 in 2015). In 2016 we introduced

a new initiative that targets talented students in various regions of Ukraine (outside of Kyiv). Our goal is

to increase the number of applicants and students from non-Kyiv regions, as we believe that there are

many potentially successful candidates there, but for most of them non-tuition cost of studying at KSE

(mostly relocation and living expenses) are prohibitively high (most of them still live with their parents

and their families have no means to support their separate living arrangements). Therefore, we decided

to provide sponsored dormitory and monthly stipends to qualified students. This allowed us to increase

the ratio of non-Kyiv residents at KSE twofold this year (13 students in the two-year program are

currently studying at KSE under this initiative). Thus year we target 20 students for this program.

Problems/Challenges: Our main challenge is to increase the number of applicants even further. We have

a year-long student recruitment plan that we take very seriously and implement on an on-going basis to

achieve even higher enrollment numbers. We advertise KSE and our regional talent search campaign

much more aggressively this year, and hope that this program will bring many more applicants from

regions to KSE this year. Please see Annex 7 for general description of MA student recruitment activities.

Lessons Learned: Having intensified our recruitment efforts last year (including revision of tuition

payments and financial support schemes), we managed to significantly increased the number of

applicant and students at KSE. Financial constraints are among key factors precluding many potential

applicants from becoming our students. We are now looking for ways to ease this factor’s impact.

Indicator 3: Number of newly enrolled students at KSE MA programs Results planned: 40

Results achieved: 66


Details/Description: As of September 1, 2016, we had 29 students enrolled in the one-year MA program

and 37 students enrolled in the two-year program. Last year, we had 15 and 12 students in these

programs respectively.

Description: Last year we intensified our recruitment efforts for both MA programs, which resulted in a

much larger pool of applicants. The increase in the number of applicants and students in the one-year

program also comes from a lower tuition fee (see description of Indicator 1 in “KSE PROGRAMS ARE

SELF-SUSTAINABLE” section). The increase in the number of students in the two-year program partially

comes from the regional talent campaign launched in the summer of 2016 (see descriptions of Indicator

2 above).

Problems/Challenges: Our main challenge is to increase the number of enrolled students even further

without compromising their quality. We have a year-long student recruitment plan that we take very

seriously and implement on an on-going basis to achieve even higher enrollment numbers. We advertise

KSE and our regional talent search campaign much more aggressively this year, and hope that this

program will bring many more applicants from regions to KSE this year. We have also intensified our

23

out-of-classroom work with enrolled students to maintain high retention ratio (in particular with student

who have issues with motivation or have weaker mathematical backgrounds and need additional help).

Lessons Learned: Despite general financial difficulties, we have drastically increased our class sizes due

to systemic efforts and new initiatives. We need to maintain high enrollment (and graduation) ratios for

the School to continue being an important player in the educational fields in Ukraine.

Indicator 4 Number of students in non-degree management education programs Results planned: 300



Details/Description: 7 short and mid-term open programs, 7 corporate programs, 5 donor funded

programs were successfully executed,

Description: Over the reporting period we have been successfully developing segment of the short-term

educational programs. Total number of seminars executed by the ME Department reached 11, while the

total number of participants raised to 409.

The list of seminars, including basic description of each event, is presented below:

List of Executed Open Enrolment Seminars and Corporate Programs over 2016

Title Discipline Participants Duration

Seminar on Strategic Finance

Client: State Food and Grain Corporation of

Ukraine

Finance 40 2 days

Seminar on Corporate Finance and Change

Management

Client: State Food and Grain Corporation of

Ukraine)

Finance, Management 40 2 days

Project Management for NGOs

Client: NGO Reanimation Package of Reforms

Project Management 30 2 days

Seminar on Pricing

Client: Japan Tobacco International (JTI)

Pricing 13 1.5 days

School of Finance

Client: JTI

Finance 20 3 days

Seminar “Visual Communications”

Client: First Ukrainian International Bank

Finance 40 0.5 day

School of Management Strategy, HRM, Finance 100 4 days

24

Client: KB Yuzhnoe and Project

Management

School Finance for Non-Financiers

Finance 22 3 days

Project Management: Ontime and Within

Budget

Project Management 10 3 days

TOC. LEAN. 6 Sigma Operations

Management

5 3 days

Financial Management Finance 89 9 3-day

modules

The KSE ME Department managed to capitalize on the strong growth in the segment of donor funded

programs in 2016. Total number of programs executed by the ME Department reached 5, while the total

number of participants raised to 252.

Title / Donor Discipline Participants Duration Revenue

(USD)

Knights of Honor Program for

National Police of Ukraine

Donor: ICITAP, US DOJ

Management and

Leadership

12 24 days 24,000

CEOs Leading Transformation

of SOEs

Donor: WNISEF

Multidiscipline

185 7 months 289,200

Leadership in public finance

Donor: GIZ

Public Finance,

Management,

Leadership

26 9 months 61,000

School of Economics for

Journalists

Donor: U.S. Embassy

Economics and

finance

29 3 months 18,440

UkraineReforms

Donor: Wilfried Martens

Centre for European Studies)

Visits of senior EU

decision makers to

Ukraine

10 visits Ongoing 27,725

Impact: Increased number of programs helps to reach wider audience, attract more students addressing

their need in education. This also helps KSE to become more influential in developing social capital in

Ukraine and shape community of people who are loyal to KSE and recommend it as educational

institution to other peers.

Problems/Challenges

1) Boosting Operational Efficiencies

25

2) Increasing enrollment and finding new clients.

• Development of sales department and involvement of senior program managers who are well

known in the industry and could develop relationship building in order to attract new clients

• Meeting directly with CEOs who are eager to initiate educational programs

• Participation at events where potential clients are present

• Search of Partnerships for SME Management Education activities

3) We need more marketing support for such activities, KSE brand doesn’t associate with commercial

programs for business.

Lessons Learned

• It is vital to ensure the integration of programs and differentiate the offerings. It is vital that

products do not cannibalize each other and each is targeted at different profile.

• Short-term programs were not given enough attention past years, which resulted in decrease in

number of students. However, this programs have potential to generate reviews and also serve as

“trial” version for further degree programs.

• It is better to cancel seminars with low number of participants

Indicator 5: Number of newly enrolled students at KSE MBA programs Results planned: 40


Achieved as % Planned: 147,5%

Details/Description: 20 MBA students in MBA3 cohort, 20 MBA students in MBA4 cohort and 20 MBA

students in SOE MBA cohort.

Description: The core product of the department remains the MBA Program. Over the reporting period,

we managed to recruit 40 new students, which was well above initial expectations. Over the past year

the total number of MBA students in all groups of the program grew threefold from 30 to 90.

In addition to the regular MBA program we have launched specialized MBA program for the state owned

enterprises - SOE MBA. The first group of 20 students started classes on October 1st. The group consists

of representatives of the largest Ukrainian state owned companies:

• Naftogaz Ukrainy

• KB Yuzhnoe

• Ukraeroruh

• Port Izmailovsky

• Ukrainski Polimetaly

• Ukragroleasing

Recruitment for SOE MBA is planned twice a year together with the regular MBA

Impact: KSE MBA program helps us to generate bigger profits for KSE and develop new generation of

managers in Ukraine. KSE MBA students obtain western-style business education in English language

26

inside Ukraine and bring new values to their companies. It has positive effect on business results and

promotes new values and approaches in Ukraine business community.

KSE is also becoming a recognized as one of leaders of Ukrainian business schools. This program

establishes community of loyal managers who later come back to take other courses, bring colleagues

and recommend students for programs.

KSE implements lifelong learning strategy for KSE clients.

Problems/Challenges

1) Economics Situation. Companies cut budgets for employees’ education. It is difficult to pay full price

for students.

2) We have to achieve International Recognition as soon as possible to make it our advantage.

3) Agreement with western university about dual diploma cooperation.

4) The ME Department is currently understaffed

5) Small amount of people in Ukraine have good level of English language.

Lessons Learned

Before launch of new intake, we need bigger marketing campaign to increase amount of applicants.

Improving quality of the program. To ensure completions of this goal we plan to concentrate on:

• strengthening the permanent faculty team;

• attracting high profile adjunct faculty;

• investment in development of in-house research capacity.

Improve cross function cooperation with other departments of KSE: Academic and Policy

Introduce new elective courses to meet students demand for high-quality western style education

Hire new members of permanent faculty, preferably with Western degrees in management

Indicator 6: CEEMAN Accreditation Results planned: no

Results achieved: no

Achieved as % Planned: -

Details/Description: KSE passed two rounds of the central European accreditation process initiated by

the ME Department and currently is working on satisfying the final requirements of the accreditation

commission.

CEEMAN Accreditation is viewed as important milestone in KSE ME development, which could help to

raise credibility of the school within Ukrainian business community. If granted the accreditation would

greatly facilitate the student recruitment and placement process and would help to attract high-profile

faculty.

For the moment, the CEEMAN decision is contingent of the KSE’s ability to implement the set of

measures related to the corporate governance of the school and its financial performance suggested by

the CEEMAN commissioners who assessed compliance of the school with the association standards.

27

Problems/Challenges: The major challenge that KSE has been working on is self-sustainability. As

CEEMAN accreditation is granted for six years, CEEMAN wants to be completely sure that KSE has a well-

set system in place, which will ensure self-sustainability and steady flow of resources for at least the

nearest six years. KSE has been successfully working on that challenge with positive results that can be

demonstrated.

Lessons Learned: A significant lesson learned is the importance of collaboration and team-work among

KSE departments. Although ME Department is most interested in CEEMAN accreditation and will benefit

most from it, the entire KSE team has been working hard to make sure KSE is up to CEEMAN accreditation

standards. All KSE departments have been contributing earnestly toward this goal.

28

IV. KSE - A WELL-MANAGED INSTITUTION Indicator 1: KSE has a clear procedure for fundraising and a written fundraising

plan Results planned: to have a clear procedure for fundraising and a written fundraising plan

Results achieved: available


Description: Over the review period, KSE has developed a Fundraising Strategy with detailed Fundraising

Work Plan for 2017-19 that has been approved by the KSE Board Fundraising Task Force and the KSE

Board of Directors. This strategy complements other efforts to achieve financial sustainability, including

communication strategy, diversification of the sources of revenue, and increasing the quality and impact

of the KSE products.

As a non-profit organization, Kyiv School of Economics, to a large extent relies on external funding.

Therefore, to be financially sustainable and less dependent on any single source of funding, KSE starts

practicing a mixed-portfolio approach, as reflected in its Fundraising Strategy and will clearly segment

donors based on their differentiating qualities, appealing to each company/organization specific

motivation. The main sources of KSE funding should be donor grants, tuition revenues, policy research

and consulting, educational grants, alumni and other individual donations.

To achieve financial sustainability, KSE Fundraising Strategy, will be guided by the following principles:

1. Minimize the required amount of core support;

2. Generate value for new and existing core donors;

3. Strategically communicate this value to the stakeholders and existing and potential donors.

KSE will continue to actively map out the existing stakeholders and identify potential donors. KSE will

appeal to alumni asking for support in order to continue to maintain and increase the value of KSE

degrees. KSE will appeal to general public for crowdfunding scholarships, stipends, and professorships

in order to improve the quality of economics discussion and analysis in Ukraine through training of

top-notch economists and in order to provide equal educational opportunities to Ukrainians. KSE will

appeal to domestic corporate sector by offering recognition and general and social-responsibility PR

opportunities through chaired professorships, named courses and stipends, and research projects and

centers focused on specific issues. KSE will appeal to institutional stakeholders, ex-pat community,

and foreign governments and businesses by consolidating and increasing its impact on policy and

development in Ukraine.

Furthermore, KSE will review and consolidate its products to increase its direct and indirect value for

the stakeholder. It will continue to develop a range of customized activities and initiatives that can

appeal to specific donors such as, for example, setting up research and training centers focused on

specific areas, developing targeted courses, offering named stipends and scholarships to the students

and chaired professorships. The general approach to attract support from the stakeholders will be to

29

fulfil the KSE mission by producing generations of transformational leaders. KSE will achieve that by

focusing on quality, impact, and innovation.

Principles of Fundraising. KSE will seek support through providing direct and indirect value to the

stakeholders. It will practice a mixed portfolio approach that tries to engage multiple donors with

small to medium amount of support. The focus will be on long-term stable and mutually beneficial

relationships. KSE will target various sources and types of funding: core vs partially conditional;

corporate vs government vs individuals vs foundations. KSE will ensure financial, operational, and

content independence from any core donors. Targeted and conditional (non-contractual) funding will

be accepted under the conditions of (a) explicit delineation of all conditions and (b) approval of the

management to ensure adherence to the mission, the quality standards, and the ethics principles of

KSE.

Impact: One of the key objectives of the KSE Fundraising Strategy is to develop capacity to receive

financial support and grants, which in its turn will help transform KSE into financially sustainable

organization. During the reporting period KSE has greatly increased its fundraising efforts, developing a

strategy, detailed work plan and policies, and activated a search for various types of funding (corporates,

core, and individual). Thus revenues from fundraising contracts during the reporting period have been

steadily increasing, strengthening the financial base of the School.

Problems/Challenges: Since KSE has only one core donor, which represents a sizeable part of the

budget, KSE still remains vulnerable to its decisions especially that this donor wants to phase out its

support. This implies further efforts to fundraise and generate revenues.

KSE needs to develop its capacity. While many staff are allocated to executing projects, one of the

bottlenecks remains to get more support staff involved in fundraising, acquiring new financial support

and creating an overall fundraising culture among all staff and faculty of KSE.

Lessons Learned: Systematic approach to fundraising is a must. Involvement of the KSE Board Members

and senior partners who are well known in the industry is needed to attract new clients.

Indicator 2: KSE has a clear procedure for obtaining policy grants and a written

policy plan incl. full cost recovery requirement Results planned: available

Results achieved: available


Details/Description: There is a clear decision-making procedure, which, though, requires formal

approval in written.

Description: Currently decision on the new projects and project proposals involves collegial discussion

of the head of the department and the policy faculty. Department works on setting the procedure of the

risk assessment that should be conducted before launch of the project. This procedure involves, beside

all, decision about signing the Non-Disclosure Agreement. Policy Department follows the “portfolio”

approach, that is, development of projects in several strategic areas: Health Economics and Public

30

Health, Procurement, Labor Markets Analysis, Agriculture and Land, etc.

Impact: “Portfolio” approach allows to streamline the applications process and disentangle priority

projects.

Problems/Challenges: Policy Research Department has weakened managerial and administrative

capacity, hence, all policies and procedures require development and update

Lessons learned: New types of projects funded by other NGOs or business brought about an issue of the

confidentiality, as well as other risks that didn’t arise in research projects. Department learned these

lessons and became more careful with ex-ante projects evaluation

Indicator 3: KSE has a clear marketing procedure to follow up on any contacts

gathered throughout the year and a written marketing plan Results planned: to have a clear procedure to follow up on any contacts gathered throughout the year

and a written marketing plan

Results achieved: partially achieved


Description: Kyiv School of Economics puts many efforts to engage with our audience and to make the

most valuable content for them through our marketing activities.

Understanding the importance of proper marketing analysis and positioning, we are working now with

BE IT - creative agency that helps us to develop marketing and communication strategy.

Our target audience for MA programs are alumni-bachelors seeking to gain a doctorate and build an

international career. They are proactive, socially responsible, extremely bright students. We create

attractive content to involve them into our MA Programs, working through social media pages, internal

events as Open House, KSE Brain Champ, Open lectures with famous leaders, and other external events

(student’s conference, forums etc.).

We see our MBA audience as broad-minded and ambitious professionals aged 27-40, working in large

international companies or running their own business. We engage with our managerial audience for

management education programs through partnership with different business associations and at major

business events (for instance, Business Camp Made in Ukraine, Kyiv Data Spring,

RETAIL&DEVELOPMENT BUSINESS EXPO, International TOCPA Conference, Ukrainian Investment Forum:

Rethinking The Future, MBA 25 etc.).

KSE promotes Policy activities through organizing conferences, presentations, round-tables, briefings,

campaigns, aimed at disseminating information, changing attitudes and increasing awareness of the

audience re specific aspect. We communicates our position to the decision makers to enhance the

evidence based decision making with the special focus on the public sector, NGOs and state governance:

International Conference “Data for Sustainable Growth”, Vector’17. Economic reform breaking point:

staying on the right path, EXCEPT project presentation in regions and others)

31

Impact: One of the key objectives of the KSE Marketing Strategy is to increase lead generation and

customer acquisitions, as well as, loyalty of the KSE community (students, alumni, visiting lectures,

supporters) It helps to transform KSE into financially sustainable organization. During the reporting

period, Kyiv School of Economics put a lot of effort to engage with our audience and to make the most

valuable content for them through our marketing activities. However, we still are working on more

sustainable approach and developing all clear procedures.

Problems/Challenges: KSE needs comprehensive marketing strategy as a guideline for all marketing

activities to fulfill KSE mission. KSE Marketing needs to be strategic rather than tactical. KSE should pay

special attention to customer insights which should enable growth initiatives. KSE Marketing needs to

inject energy and involvement into its brand.

Lessons Learned: Only marketing-influence business strategy and great tactical marketing, relevant to

the organizational needs, will see success in the marketplace.

Indicator 4: KSE and KEI are fully compliant to be leading partner in USAID and

EC projects Results planned: no



Description: KSE continuously works on increasing its institutional capacity by introducing broad variety

of policies and procedures (for quality control, decision making, reporting, regular financial performance

control etc.) as well as increasing its human resources capacity by hiring new senior high profile and

junior team members for working on new directions and projects. We believe that these steps would

allow KSE in the future to become strong institution fully compliant to be leading partner in big projects.

So far KSE is actively involved into such projects as co-implementing partner (e.g. big USAID LEV and

TAPAS projects, European Commission EXCEPT Project and others).

Problems/Challenges: Big grants are usually awarded for strong and financially sustainable institution

with developed and well-functioning grant management and support structure, KSE still has to prove

itself such an institution.

Indicator 5: KSE Management provides quarterly financial updates to the Board

and the Board's finance committee meets quarterly Results planned: yes

Results achieved: yes


Description: Financial reports are prepared and reviewed by the KSE Budget committee on a monthly

32

basis, as well as provided to the Board Finance task force (FTF). FTF has regular conference calls. Board

Chair is actively involved into KSE financial issues.

KSE introduced practice of departments’ Heads being responsible for the financial performance of their

departments, this practice stimulates active involvement of departments’ Heads into financial

planning/budgeting process as well as sharing responsibility for overall KSE financial performance.

Impact: Regular financial control performed by the Management team and Board members allows for

continuous evaluation of KSE financial performance and gives us possibility to take immediate actions in

response to negative budget differences.

Problems/Challenges: KSE is implementing variety of activities (MA education, MBA education, policy

research and consulting projects etc.) which are funded/sponsored from different sources applying

different budgeting/pricing principles, this makes it quite complicated to apply effective unified

principles for financial performance analysis at the department/project level.

Lessons Learned: Active involvement of Management team and Board members into KSE financials

helps them better understand overall KSE operations and improve financial systems as well as make

financially responsible and well-informed managerial decisions.

Indicator 6: The roles of the President and the management team is well-defined Results planned: yes

Results achieved: yes


Description: During November BOD Meeting new KSE governance model was agreed on and approved

by the BOD decision.

The Board has approved Memo on KSE Governance structure, describing functions and responsibilities

of Honorary President, Chair of KSE Management Team and Management Team members'. Composition

of the Management Team was also approved (including Vice presidents for all KSE activity directions).

Management Team Procedures of actions are developed and functioning (Annex 3).

Impact: New Governance model foresees collegial management of the School with active involvement

of KSE Board. New model is aimed at introducing effective “checks and balances” system of governance,

when all powers are equally distributed within Management team members and no single person has

an “absolute” power in the School.

Problems/Challenges: For KSE donors and/or partners it is sometimes difficult to understand who is

currently KSE’s “face” and who runs the school. Therefore, it often requires some extra explanations and

introduction into KSE governance practices.

33

Lessons Learned: Collegial governance requires more formalized procedures and takes more time for

approving decisions but at the same time people feel more responsibility for the decisions they take and

are much more engaged into the whole institution’s life rather than only their departments.

Indicator 7: Recommendations of the SIDA Evaluation implemented Results planned: implemented

Results achieved: almost implemented (15 out of 17 recommendations are fully implemented)


Description: In June 2015 KSE was evaluated by Group of consultants commissioned by SIDA (Evaluation

Team - SIPU International).

The evaluation team pointed out that KSE is faced by multiple and inter-linked challenges in its efforts

to maintain and further expand the scope of its education programme and its financial base. To address

these challenges, KSE developed and started implementing a detailed work plan (Annex 4), considering

all recommendations of the review and focusing on three main priorities: increasing enrolment, building

staff and faculty capacity and adopting a more strategic approach to fundraising. By now, vast majority

of all recommendations of evaluation team have been implemented (or are in the continuous process

of implementation e.g. search for new faculty or students recruitment in the regions ets.) but still there

are some recommendations that KSE is working on. These are 2 recommendations: (1) search for

professional fundraiser - Institutional Development Manager (which KSE Honorary president and Board

are actively working or right now) and (2) development of an organization-wide marketing strategy

(which goes in combination with the previous task).

Impact: Evaluation team recommendations and implementation plan developed on its base appeared

to be a very effective tool to stimulate KSE’s institutional development.

Problems/Challenges: Implementation of Evaluation team recommendations took us longer that we

initially planned but we continuously work on those not implemented yet.

Lessons Learned: External revisions of organizational operations can be very effective tool in

organizational development if recommendations are successively implemented and progress is

measured and monitored.

Indicator 8: Green Office Guidelines, Anti-corruption and Gender policies are

developed and incorporated into the Policies and Procedures Manual. Results planned: no



Description: Green Office Guidelines, Anti-corruption and Gender policies will be developed and

approved in 2017

34

Indicator 9: Percentage of female Board members Results planned: 20%



Description:

Currently at KSE Board serve 3 female members out of 15 (incl. Senior advisors). One of them is KSE

Alumni, Olena Bilan, who join the Board in 2016.

Problems/Challenges: The representation of women at KSE Board appear to improve, but the ratio of

women is still relatively low and we aim at further increase of this number in the future.

Lessons learned:

KSE Management believe that more diversity in its Board and Management Team leads to superior

financial performance, better strategic decision making, increased responsiveness to stakeholders, and

an enhanced ability to attract and retain top talent students and team members. Thus KSE strives for

increasing number of female members in its Board.

35

V. KSE GOVERNANCE IS ANCHORED TO UKRAINE Indicator 1: Percentage of Ukraine-based Board members Results planned: 30%



Description: KSE Board and management have put their goal to increase number of active Ukraine-

based board members who have good connections with Ukrainian businesses. As of March 2017 there

are 9 Board members (out of 15 incl. Senior Advisors) located in or with close links to Ukraine these are:

1. Yegor Grygorenko (BOD Chair, KSE alumni)

2. Yuriy Gorodnichenko (KSE alumni)

3. Tymofiy Mylovanov (KSE Honorary President)

4. Peter Chernyshov

5. Morgan Williams

6. Svyatoslav Vakarchuk

7. Oksana Strashna

8. Olena Bilan

9. Alex Nikolayenko

During 2016 three Ukraine-based board members, joint KSE: Svyatoslav Vakarchuk - one of the most

successful musicians in Ukraine, started serving on the board from April 2016, Oksana Strashna joined

in July 2016 and Olena Bilan - in November 2016.

Impact: KSE Board and KSE management believe that Ukrainian board members especially KSE alumni

should take ownership for KSE’s development and future. They should much more involved into

fundraising and governance process.

Problems/Challenges:

In the previous years KSE Board members did not see their main role on the board as fundraising; they

were considering it mostly as governance and oversight. Which put all the responsibility for fundraising

on the Management of the School. Now everybody understands that this approach should be changed

and fundraising efforts should be joint.

Lessons Learned: KSE Board consisting of more people from Ukrainian business and KSE alumni, is much

more involved into KSE life and provides much more oversight and governance to the School.

Indicator 2: Percentage of KSE alumni Board members Results planned: 30%



36

Description: During reporting period KSE was quite successful in engaging into the Board its alumni (4

out of 15 BOD members are KSE Alumni). These are:

1. Yegor Grygorenko (BOD Chair, KSE alumni)

2. Yuriy Gorodnichenko (KSE alumni)

3. Tymofiy Mylovanov (KSE Honorary President, KSE alumni)

4. Olena Bilan (KSE alumni)

Olena Bilan joined KSE Board in November 2016. In addition, in August 2016 Yegor Grygorenko who is

also KSE alumni became a Chair of the Board of Directors.

Impact: KSE management and board believe that it is critical to have more alumni on the Board who

can take ownership and responsibility for the school.

Problems/Challenges: Most of KSE alumni are still quite young and have relatively little

experience/connections/decision making power in their companies to help KSE with fundraising.

Lessons Learned: KSE Alumni are strong community who needs to be involved into KSE fundraising and

management.

Indicator 3 KSE Business Board (or business section of the BoD) is formalized Results planned: yes

Results achieved: partly


Details/Description: Participation in the Board was tentatively discussed with potential members.

Formal launch of the Board is contingent on approvals to be granted to select potential Board members

by management or supervisory boards of their organization to assure compliance standards adopted by

those organizations.

Lessons learned: As participation at the BoD is not funded and not paid by the School, we need to invite

people who are loyal to the School and interested in development of education in Ukraine.

On the other side, all members of the board should represent different business in order to ensure the

most reasonable assessment of any decisions and the situation in the country.

Impact: Educational programs of ME department need a supervision from successful top-managers and

leaders of opinions. Business Board allows to improve the program and make it more practical

Problems/Challenges: Lack of funding and clear procedures how to invite and involve members of BoD.

37

VI. KSE HAS A CLEAR IMPACT ON POLICY IN UKRAINE

Indicator 1***: Number of alumni working in Government Offices/Ministries

Results planned: 17



Description: Every year the number of KSE alumni working in the government bodies in Ukraine is rapidly

growing. KSE alumni are now in the leading positions at the National Bank of Ukraine, Ministry of

Economic Development & Trade, Ministry of Finance, they are present in the Ukrainian Parliament and

work in various ministries and government agencies - one Deputy Governor of the National Bank of

Ukraine, one Adviser to the Office of the Vice Prime Minister of Ukraine for European and Euro-Atlantic

Integration, one Consultant and Project Manager at the Presidential Administration of Ukraine and the

National Reform Council, and these are only the top ones of many.

In the past several years an interest of KSE graduates in the civil service has substantially increased,

similarly to the interest in KSE graduates on the end of the policymaking institutions. Only over the

review period, three recent graduates have joined the reforming teams of the National Bank of Ukraine

and the Ministry of Finance of Ukraine, as well as three graduates from earlier years accepted offers

from the Office of the Vice Prime Minister of Ukraine, Ukrainian State Investment Promotion Office and

the National Bank of Ukraine.

KSE alumni also play leading roles on the international policymaking market. Six KSE alumni are working

in the US Federal Reserve Bank System, one alumni is Vice-President of the Bank of America, KSE alumni

are also present in the Government of Chile, National Banks of Belarus and Moldova.

38

Impact: High placement/ employment rate is one of the things that distinguish KSE graduates from their

local peers and contribute to KSE reputation and its social impact. Policy impact is even more important,

as addresses the very core of the KSE mission – to prepare the transformational leaders, not the least

role among which are playing civil servants. Therefore, it is extremely pleasant to see how in the several

past years KSE alumni became active policymaking players and that the number of alumni working in

the government offices and ministries in Ukraine and worldwide is constantly growing. This makes KSE

visible and appealing to the policymaking institutions in Ukraine, as well as an agent of changes in the

country, producing new type of leaders capable of leading reforms in the country. Regularly growing

network of KSE alumni in Ukraine and worldwide, as well as its increasing impact on society

development, also raises School’s chances for successful fundraising within alumni.

Problems/Challenges:

- Stronger Policy component in the curriculum;

39

- Bigger involvement of students in the KSE policy projects;

- Establishment of student internships in the key policymaking institutions (e.g. NBU).

Lessons Learned: As soon as KSE became a platform for policy discussions, gathering opinion leaders,

academicians, politicians, civil society and other representatives at KSE for debates and the exchange of

opinions, this immediately raised the interest of both students and alumni in continuing their careers as

civil servants. Therefore, KSE should keep organizing more policy events under the School’s roof, actively

involving both students and alumni.

Indicator 2***: Number of alumni involved in monitoring the Government

(working in think tanks, reforms’ advocacy initiatives and contributing to

VoxUkraine)

Results planned: 30



Description: KSE alumni are not only working for the government, they also play a key role in monitoring

the government and keeping the government accountable by working in the leading think-tanks,

reforms’ initiatives and the KSE alumni’s VoxUkraine initiative. KSE alumni’s superior analytical skills

allow both for improved evidence-based policy making, as well as more effective monitoring of the

government. Both the Executive Director of CASE-Ukraine and the Academic Director of the Institute of

Economic Research (IER) are KSE alumni. Twelve alumni are on the International Editorial Board of

VoxUkraine. In the past time more alumni also join various civil society initiatives that are aimed at

fostering the process of reforms in Ukraine and its inclusion in the European community (e.g. Stronger

Together). KSE alumni also work in various think-tanks and analytical centers abroad, contributing to the

improvement of policymaking practices through analysis of the economic and social aspects of topical

issues (such as health, regional development, employment), formulating and disseminating policy advice

based on evidence-based research findings.

40

http://voxukraine.org/en/

Impact: At present, KSE alumni constitute a major share of the leading experts in the key Ukrainian think-

tanks and analytical centers (CASE, ICPS, CEDOS, CES, IER, etc.), and have substantial impact on

policymaking in Ukraine and worldwide. Academic and policy research remains one of the unique

strengths of the School, permitting its alumni to play key roles in monitoring the policy sector and

providing support to reforms in Ukraine.

Problems/Challenges: Involve alumni working in think tanks, analytical centers into the KSE policy

initiatives more. An important role should also be played here by the KSE Alumni Association’s Policy/

Research Committee.

41

Lessons Learned: The statistics shows that the KSE curriculum empowers alumni with all relevant

analytical skills that makes them the most competitive product on the policy analysis market and KSE

should keep on this in the future.

Lastly, it is very important that KSE alumni are also widely represented in the international development

organizations, such as IMF, IFC, World Bank, EBRD both in Ukraine and abroad. IMF’s Country

Representative in Hungary, Senior Economist and the Member of the Board of Directors of the World

Bank, Senior Banker at EBRD in London are the KSE alumni.

42

Indicator 3***: Number of policy projects Results planned: 10



Description:

• At the end of 2016, 12 projects in the areas of Health Economics, Public Health, Social Policy,

Agriculture, SME development and Public Procurement were implemented by KSE Policy and

Research department.

• During September 2015-September 2016: 7 new projects launched or launched and completed. The

largest final donors in 2016 are the USAID and World Bank.

• Public Procurement: + 2 contracts + 1 signed and completed. The total monetary value is approx.

USD 730 K for 2 years.

• Personnel: 6 FT+3 PT + 2 external PIs -> 14 FT (4 alumni)+ 3 PT + 2 external PIs+ 3 Policy Faculty + 2

Research Faculty involved

Indicator 4: Number of civil servants/people from public sector trained in different KSE programs

Results planned: 50

Results achieved: 223+20

Achieved as % Planned: 446+40%

Details/Description: Over the reporting period were conducted 3 special programs for civil servants

and people from public sector. Total number of participants raised to 252.

In addition, 20 employees of the National Bank of Ukraine enrolled in various courses at the KSE MA

Programs as a part of the agreement between the NBU and KSE on cooperation and mutual support.

Lessons learned: The experience of execution of many educational programs shows that students

require more extensive programs which are longer than several hours of seminars.

Foreign teachers and experts give knowledge and cases not always acceptable in Ukrainian conditions,

due to variations in political, economic and cultural situation in the country.

As in Ukraine many companies and enterprises are still remain state-owned, an important issue is to

educate management and employees of these companies for their transition to international standards

of managerial approaches

Impact: We made a huge step towards the public sector and have proven to be a leader educational

institution for public servants. After studying at the school many students implemented changes in their

companies. Managers of companies that form 20% of Ukrainian GDP studied at the school over the

previous year. KSE opened a new MBA program for managers from state owned enterprises, it is the

first such program in Ukraine.

43

Problems/Challenges: Low fundraising capacity, participants of such programs can't pay for quality

education by themselves due to low salaries at state companies. There is luck of good experts at some

areas, which could be interested and important for students

List of programs executed over 2015 - 2016

Title / Donor Discipline Participants Duration

Knights of Honour Program for National

Police of Ukraine

Management and

Leadership

12 24 days

CEOs Leading Transformation of SOEs

Multidiscipline 185 7 months

Leadership in public finance

Public Finance,

Management,

Leadership

26 9 months

*** KSE is very grateful to the Swedish International Development Agency for their indispensable and generous support for the operation of KSE which helps to better serve Economics education, the development of Economics as a science, the application of Economics methods and tools to state policy and to the business world in this time of unique opportunities for reform and transformation of Ukraine’s society and economy. Kyiv, March 31, 2017 On behalf of KSE: ______________________________ KSE/EERC Chair, Yegor Grygorenko

44

LIST OF ANNEXES

KSE RESULT REPORT 2016

ANNEX 1 KSE FINANCIAL REPORT 2016

ANNEX 2.1. KSE FUNDRAISING STRATEGY

ANNEX 2.2. KSE FUNDRAISING WORK PLAN 2017-19

ANNEX 2.3. KSE ALUMNI GIVING CAMPAIGN STATISTICS

ANNEX 3 KSE GOVERNANCE MODEL

ANNEX 4 SIDA EVALUATION WORK PLAN

ANNEX 5 KSE BOARD LIST

ANNEX 6 LIST of POLICY PROJECTS

ANNEX 7 EVENTS FOR THE STUDENTS

45

Outcome objective

Baseline Target Results achieved

Achieved as %

Planned

Comments/Details Annexes Means of Verification Date for Monitoring

2015 2016 2016 2016 2016

Indicator 1

Financial stability of KSE deficit reserve accumulated resereve funds

n/a $300K Annex 1 Financial yearly report End of the Fiscal Year

Indicator 2

Sensitivity of the budget to single sources of revenues, the biggest donor represents:

35% 30% 28% 107% the biggest donor contribution comprises $628K out of $2276K total

Annex 1 Financial yearly report End of the Fiscal Year

Indicator 3

Core funding from other sources than SIDA

0K 65K 45K 69% Financial yearly report End of the Fiscal Year

Indicator 4

Soft commitments of funds from donors/All midterm to long term commitments of KSE have sufficient financing

N/A 140K/Yes 168K 120% Includes both strong and soft commitments, as well as donations received over the review period

Soft commitments verified by the BOD, sufficient financing verified by BOD

July 30 of the current year for the next year

Bridging objective


Achieved as %

Planned

Comments/Details Annexes

2015 2016 2016 2016 2016

Indicator 1

The One year MA in Economics generates enough revenues to cover its own direct and a sizeable part of its indirect costs - cross-subsidies come from courses jointly taught/activities with the 2 year program - target is % of total costs

35% 45% 50% 111% $69K program revenues vs $136K program costs


Indicator 2 The two year MA program covers a larger share of its costs

3,5% 3,5% 3,5% 100% $8K revenues vs $236K costs Annex 1 Financial yearly report End of the Fiscal Year

Indicator 3*

Management Education Projects cover their own direct and indirect costs - there is full cost recovery

60% 93% 164% 176% $643K revenues vs $392K costs


Indicator 4*

Policy Projects cover percentage of their own direct and indirect costs - there is full cost recovery

70% 81% 107% 132% $815k revenues vs $765K costs


Output objective


Achieved as %

Planned


2015 2016 2016 2016 2016

Indicator 1Brand recognition based on survey (percentage of target audience students being aware of KSE)

unknown 20 N/A N/A Survey was not conducted Survey conducted Mid of the year

Indicator 2**

Competition to enroll at KSE MA programs: ratio of applications to students

1,71 2 1,86 93% The statistics is based on completed applications; if partially completed applications are also counted, the figure will be well above the target of 2

# of students enrolled/Total # of applications

September 1

Indicator 3**Number of newly enrolled students at KSE MA programs

35 40 66 165% As of September 1 # of students enrolled for 1 year and 2-year MA programs

September 1

Indicator 4**Number of students in non-degree management education programs

250 300 661 220% 21 executed programs Total number of all students in all non-degree programs

End of the Year

Indicator 5**Number of newly enrolled students at KSE MBA programs

35 40 59 148% 2 regular MBA groups. Was launched 1st group of SOE MBA in addition

Number of MBA students enrolled in current year

End of the Year

Indicator 6 CEEMAN Accreditation no no no - In progrees Official status received End of the Year

Outcome objective


Achieved as %

Planned


2015 2016 2016 2016 2016

Indicator 1

KSE has a clear procedure for fundraising and a written fundraising plan

not available

available available 100% Fundraising Strategy with detailed written fundraising plan for 2017-19 and initial donor relations' policies have been elaborated and approved by the KSE Board of Directors in Novemeber 2017

Annex 2 Procedures are developed, offically approved and functioning.

Capacity building underway.

End of the Year

Indicator 2

KSE has a clear procedure for obtaining policy grants and a written policy plan incl. full cost recovery requirement

not available

available available 100% Procedures are developed, offically approved and functioning

End of the Year

Indicator 3

KSE has a clear marketing procedure to follow up on any contacts gathered throughout the year and a written marketing plan

not available

available partially implemented

50% KSE contracted BI-IT Agency which helps to develop marketing strategy and plan

Procedures are developed, offically approved and functioning/Marketing Plan developed and Approved

End of the Year

Indicator 4

KSE and KEI are fully compliant to be leading partner in USAID and EC projects

no no partially implemented

KSE works on increasing institutional capacity

KSE applies as a Lead Partner End of the year

KSE programs are self-sustainable

Contribution Management

KSE Result REPORT 2016 EERC/KSE Kyiv School of Economics

KSE operates on a self-sustainable basis Indicator

Indicator

KSE is a recognised provider of top-level educational services in UkraineIndicator

Indicator

KSE - a well-managed institution

Indicator 5

KSE Management provides quarterly financial updates to the Board and the Board's finance committee meets quarterly

no yes yes 100% Financial reports are prepared and reviewed by the KSE Budget committee on a monthly basis, as well as provided to the Board Finance task force, FTF has regular conference calls

Reports are provided, committee has regular meetings

Quarterly

Indicator 6

The roles of the President and the management team is well-defined

no yes yes 100% The Board has approved Memo on KSE Governance structure, describing functions and responsibilities of Honorary President, Chair of KSE Management Team and Management Team members'. Procedures of actions are developed and functioning

Annex 3 Procedures are developed, offically approved and functioning

End of the Year

Indicator 7

Recommendations of the SIDA Evaluation implemented

not implemented

implemented

partially implemented

88% 15 out of 17 recommendations are fully implemented or in continuous progress, only 2 recommendations still have to be implemented

Annex 4 All recommendations are implemented

End of the Year

Indicator 8

Green Office Guidelines, Anti-corruption and Gender policies are developped and incorporated into the Policies and Procedures Manual.

no no no In the process of development Procedures are developed, officially approved and functioning/Marketing Plan developed and Approved

End of the Year

Indicator 9

Percentage of female Board members

15% 20% 20% 100% 3 female BOD members out of 15 (incl. Senior advisors)

Annex 5 Ratio of female Board members to all Board members

Yearly BOD meeting

Bridging objective


Achieved as %

Planned


2015 2016 2016 2016 2016

Indicator 1Percentage of Ukraine-based Board members

15% 30% 66% 220% 9 out of 15 BOD and SA members are based in Ukraine

Annex 5 Ratio of Board members based in Ukraine to all Board members

Yearly BOD meeting

Indicator 2 Percentage of KSE alumni Board members

15% 30% 27% 90% 4 out of 15 BOD and SA members are KSE Alumni

Annex 5 Ratio of KSE alumni Board members to all Board members

Yearly BOD meeting

Indicator 3KSE Business Board (or business section of the BoD) is formalized

no yes partly 80% The Board is formalized and meets regularly

Yearly BOD meeting

Outcome objective


Achieved as %

Planned


2015 2016 2016 2016 2016

Indicator 1***

Number of alumni working in Government offices/Ministries

15 17 19 112% The interest of KSE graduates in civil service has substantially increased, similarly to the interest in KSE graduates on the end of policymaking institutions

Number of alumni working full or part time in the Government offices/Ministries

End of the Year

Indicator 2***

Number of alumni involved in monitoring the government (working in think tanks, contributing to VoxUkraine)

27 30 32 107% KSE alumni constitute a major share of all leading experts in the key Ukrainian think-tanks and analytical centers that impact policymaking in Ukraine

# of alumni involved in monitoring the government

End of the Year

Indicator 4***

Number of policy projects 8 10 12 120% We were able to improve quality of our polciy proposals and thanks to this received bigger number of positive responces

Annex 6 Number of policy projects implemented in the current year (contracts signed, projects operating)

End of the Year

Indicator 5***

Number of civil servants/people from public sector trained in different KSE programs

N/A 50 223+20 446 + 40 3 special programs for civil servants and people from public sector20 NBU employees enrolled in select courses at MA programs

Number of civil servants/people from public sector trained in different KSE programs incl. MA, MBA, different non-degree programs

End of the Year

KSE Governance is anchored to UkraineIndicator

Notes:

* The Finance Task Force accepts these indicators as minimal but suggests that KSE should aim for bringing them to 100% even in 2016. This might include tough decisions as shutting down unprofitable projects.

** The Finance Task Force suggests that these indicators are be reviewed annually and changed as needed depending on the success of the programs and the market conditions

*** The Finance Task Force suggests that these indicators are reviewed annually and changed as needed depending on the situation in Ukraine

KSE has a clear impact on policy in UkraineIndicator

KSE revenues and expenses for 2016USD

Total Economics

EducationTotal Policy projects

Total Management

Education

Total Public

AdministrationTotal

RevenueTuition: Standing programs 76 940 - 201 544 278 484

Tuition: ad hoc programs - 439 76 459 76 898

Donations - - - 45 042 Grants - 814 377 364 544 1 178 921

SIDA Institutional funding 627 867 Subrent 22 816

Total Revenue 76 940 814 816 642 547 - 2 230 028

Direct costs

Full-time Faculty 198 337- - - 198 337- Visiting Faculty 18 034- - 89 603- 107 637-

Supplies and materials - - 73 415- 73 415-

Researchers - 527 363- - 527 363- Policy direct costs - 202 939- - 202 939-

Cost of subrent 22 359- 216 372- 730 302- 163 018- - 1 132 050-

Indirect CostsSupport team 29 802- - 84 307- 16 847- 130 956-

Office supplies 8 964- 2 203- 9 507- 418- 21 092-

Rent 51 572- 22 094- 50 347- 447- 124 461-

Houston diploma / Accreditaion 31 000- - 17 568- - 48 568- Students support 15 623- - - - 15 623-

Academic research 19 683- - - - 19 683- Full-time researchers - 10 099- - - 10 099-

Business Faculty - - 67 607- - 67 607-

156 644- 34 397- 229 335- 17 713- 438 089-

Total Costs (without allocated admin expenses) 373 016- 764 699- 392 353- 17 713- 1 570 139-

Margin 296 075- 50 118 250 194 17 713- 659 890

Marketing expensesMarketing Support team 25 102- Fundraising team 9 523- Marketing events 11 797- Advertisement 6 983-

Information materials 3 854-

Branded stationery - Total Marketing expenses 13 603- 27 887- 14 308- 646- 57 260-

Administrative expensesAdministrative staff 196 058- Rent 13 497- Administrative expenses 37 840-

Office Supplies 6 209- Equipment 22 832-

Consulting services 4 693- Audit and Legal 18 500-

Total Administrative expenses 71 182- 145 927- 74 872- 3 380- 299 628-

Total Costs and Expenses 457 801- 938 513- 481 534- 21 739- 1 927 027-

Net Margin (by direction) 380 861- 123 696- 161 013 21 739- Net Margin (overall) 303 002

Other income/expenses

Unrecoverable tuition write-off 10 441- VAT Expense 68 614-

Net FX gains 4 465

Interest income -

Other 1 748 Total other income/expenses 72 842-

ANNEX 1

KSE Financial Position

USD

31.12.2016 01.01.2016 31.12.2016 01.01.2016 2016

Assets As % of Total Assets change %

Cash 538 491 378 826 79% 66% 159 665 42%

Receivables 15 296 11 311 2% 2% 3 984 35%

Prepayments issued 10 546 40 077 2% 7% 29 531- -74%

Grants receivable 6 690 18 787 1% 3% 12 097- -64%

MA Tuition Receivable 114 582 121 365 17% 21% 6 783- -6%

Total Assets 685 605 570 367 100% 100% 115 238 20%

Liabilities

Advances Received 60 963 15 529 9% 3% 45 434 293%

Grants payable - 90 677 0% 16% 90 677- -100%

Grants received in advance 246 863 352 650 36% 62% 105 787- -30%

Payables 29 147 59 490 4% 10% 30 342- -51%

Payroll payable 78 421 37 220 11% 7% 41 200 111%

Vacation allowance 16 220 23 589 2% 4% 7 369- -31%

Total Liabilities 431 613 579 155 63% 102% 147 542- -25%

Funds 253 992 8 788- 37% -2% 262 779 -2990%

Total Funds and Liabilities 685 605 570 367 100% 100% 115 237 20%

cash to payables 5,0 3,9

KSE cash flows for 2016

2016Economics Education

PolicyManagement

Education

Public Administrati

onAdmin General

InflowsGrants 1 656 420 - 840 235 284 812 - - 531 373 Tuition: ad hoc programs 100 164 - - 100 164 - - - Tuition: Standing programs 323 541 75 614 - 247 926 - - - Corporate Donations 95 291 - - - - - 95 291 Individual Donations 9 575 - - - - - 9 575 Interest received 296 - - - - - 296

Total Inflows 2 185 286 75 614 840 235 632 903 - - 636 534

OutflowsPayments to Vendors 915 456- 77 494- 574 683- 132 025- - 47 549- 83 704- Payroll 759 540- 233 283- 159 313- 167 054- 12 010- 187 880- - Grants issued 54 224- - 54 224- - - - - Rent 172 068- - 1 223- 833 - - 171 678- Taxes and Soc Sec 99 751- 15 574- 38 393- 45 785- - - - Bank fees 11 681- - - - - 10 898- 783- Students support 3 489- 3 489- - - - - -

Total Outflows 2 016 208- 329 839- 827 836- 344 031- 12 010- 246 327- 256 165-

IG transfers 0 0 FX 9 412- 9 412-

Net CF 159 665 254 225- 12 399 288 873 12 010- 246 327- 370 956

Cash at 01/01/2016 378 826 - Cash at 30/11/2016 538 491 -

0

KSE actual revenues and expenses for 2016 as compared to the BudgetUSD

Actual 2016Budgeted

2016Dif Dif, %% Notes

[1] [5] [6]=[5-4] [7]=[5-4]/[4]Revenue

Tuition: Standing programs 278 484 353 675 75 191- -21%Tuition: ad hoc programs 76 898 76 000 898 1%Donations 45 042 65 000 19 958- -31%Grants 1 178 921 1 015 978 162 943 16%SIDA Institutional funding 627 867 629 412 1 545- 0%Subrent 22 816 - 22 816 -

Total Revenue 2 230 028 2 140 066 89 963 4%

Direct costsFull-time Faculty 198 337- 216 000- 17 663 -8%Visiting Faculty 107 637- 248 486- 140 849 -57%Supplies and materials 73 415- 143 153- 69 738 -49%Researchers 527 363- 452 386- 74 976- 17%Policy direct costs 202 939- 172 910- 30 029- 17%Cost of Subrent 22 359- - 22 359- -

1 132 050- 1 232 936- 100 886 -8%

Indirect CostsSupport team 130 956- 147 164- 16 208 -11%Office supplies 21 092- 17 293- 3 799- 22%Rent 124 461- 132 199- 7 738 -6%Houston diploma / Accreditaion 48 568- 45 000- 3 568- 8%Students support 15 623- 20 000- 4 377 -22%Academic research 19 683- - 19 683- -Full-time researchers 10 099- 6 000- 4 099- 68%Business Faculty 67 607- 54 000- 13 607- 25%

438 089- 421 656- 16 432- 4%

Total Costs (without allocated total admin costs)1 570 139- 1 654 592- 84 453 -5%

Margin 659 890 485 474 174 416 36%

Marketing expensesMarketing Support team 25 102- 13 200- 11 902- 90%Fundraising team 9 523- 60 000- 50 477 -84%Marketing events 11 797- 12 400- 603 -5%Advertisement 6 983- 14 400- 7 417 -52%Information materials 3 854- 12 560- 8 706 -69%Branded stationery - 1 780- 1 780 -100%

Total Marketing expenses 57 260- 114 340- 57 080 -50%

Administrative expensesAdministrative staff 196 058- 172 331- 23 726- 14%Rent 13 497- 13 363- 134- 1%Administrative expenses 37 840- 30 000- 7 840- 26%Office Supplies 6 209- 10 073- 3 865 -38%Equipment 22 832- 9 226- 13 606- 147%Consulting services 4 693- 2 000- 2 693- 135%Audit and Legal 18 500- 30 000- 11 500 -38%

Total Administrative expenses 299 628- 266 994- 32 635- 12%

Total Costs and Expenses 1 927 027- 2 035 926- 108 899 -5%

Net Margin (overall) 303 002 104 140 198 862 191%

14% 5%

KSE actual revenues and expenses for 2016 as compared to the Budget

USD

Actual 2016 Budgeted 2016 Dif Dif, %% Notes

Revenue

MA in Economic Analysis 8 246 11 429 3 183- -28%

MA in Business economics 68 694 65 802 2 892 4%

Total Revenue 76 940 77 231 291- 0%

Direct costs

Full-time Faculty 198 337- 216 000- 17 663 8%

Visiting Faculty 18 034- 16 109- 1 925- -12%

Supplies and materials - - - -

Researchers - - - -

Policy direct costs - - - -

216 372- 232 109- 15 737 7%

Indirect Costs

Support team 29 802- 32 400- 2 598 8%

Office supplies 8 964- 9 293- 329 4%

Rent 51 572- 50 153- 1 419- -3%

Houston diploma / Accreditaion 31 000- 30 000- 1 000- -3%

Students support 15 623- 20 000- 4 377 22%

Academic research 19 683- - 19 683- -

Full-time researchers - - - -

Business Faculty - - - -

156 644- 141 846- 14 798- -10%

Total Costs (without allocated total admin costs)373 016- 373 955- 940 0%

Margin 296 075- 296 724- 649 0%

-

KSE actual revenues and expenses for 2016 as compared to the Budget: Policy

USD


Revenue

GDN 57 305 63 000 5 695- -9%

CERGE 30 744 28 800 1 944 7%

LEV USAID 133 138 160 000 26 862- -17%

IDF (WB AgroProject) 155 748 150 664 5 084 3%

EXCEPT EC(Horizon 2020) 19 508 35 383 15 875- -45%

Vox Ukraine (NED) 20 838 12 623 8 214 65%

Toxic Credits 46 385 46 403 18- 0%

MRC Kent 48 470 41 915 6 556 16%

Network 100 HIV 4 514 - 4 514 -

Policy event 30 397 -

YE project NUCC 14 282 13 444 839 6%

PETS World Bank 39 044 - 39 044 -

UNICEF 34 145 - 34 145 -

PTF EBRD 11 128 - 11 128 -

TAPAS USAID 35 490 - 35 490 -

TI Prozorro 10 471 - 10 471 -

NGO Life 1 071 - 1 071 -

PETS UNDP 6 214 - 6 214 -

IRF MERT 7 804 - 7 804 -

State-owned enterprises reform 108 122 110 000 1 878- -2%

Total Revenue 814 816 662 231 152 585 23%

Direct costs

Full-time Faculty - - - -

Visiting Faculty - - - -

Supplies and materials - - - -

Researchers 527 363- 452 386- 74 976- -17%

Policy direct costs 202 939- 172 910- 30 029- -17%

730 302- 625 296- 105 006- -17%

Indirect Costs

Support team - 6 000- 6 000 100%

Office supplies 2 203- - 2 203- -

Rent 22 094- 33 613- 11 519 34%

Houston diploma / Accreditaion - - - -

Students support - - - -

Academic research - - - -

Full-time researchers 10 099- 6 000- 4 099- -68%

Business Faculty - - - -

34 397- 45 613- 11 216 25%

Total Costs (without allocated total admin costs)764 699- 670 910- 93 789- -14%

Margin 50 118 8 678- 58 796 -678%

-

KSE actual revenues and expenses for 2016 as compared to the Budget: Management Education

USD


Revenue

MBA 201 544 276 444 74 901- -27%

Open programs 45 271 26 000 19 271 74%

Corp programs 31 188 50 000 18 812- -38%

Knights of Honor 24 000 24 000 - 0%

SOE Program 260 860 298 126 37 266- -13%

Ukraine reforms 32 146 - 32 146 -

GIZ Public finance 29 209 31 621 2 412- -8%

School of Journalism 18 329 - 18 329 -

Subrent and events - - -

Total Revenue 642 547 706 191 63 645- -9%

Direct costs

Full-time Faculty - - - -

Visiting Faculty 89 603- 232 378- 142 774 61%

Supplies and materials 73 415- 143 153- 69 738 49%

Researchers - - - -

Policy direct costs - - - -

163 018- 375 531- 212 513 57%

Indirect Costs

Support team 84 307- 108 764- 24 457 22%

Office supplies 9 507- 8 000- 1 507- -19%

Rent 50 347- 48 433- 1 914- -4%

Houston diploma / Accreditaion 17 568- 15 000- 2 568- -17%

Students support - - - -

Academic research - - - -

Full-time researchers - - - -

Business Faculty 67 607- 54 000- 13 607- -25%

229 335- 234 197- 4 861 2%

Total Costs (without allocated total admin costs)392 353- 609 727- 217 374 36%

Margin 250 194 96 464 153 730 159%

ANNEX 2.1.

KSE FUNDRAISING STRATEGY One of the key objectives of the KSE Business Plan is to transform KSE into financially sustainable organization. KSE Fundraising Strategy is an essential ingredient of this plan. The Fundraising Strategy complements other efforts to achieve financial substainability, including communication strategy, diversification of the sources of revenue, and increasing the quality and impact of the KSE products.

This document provides a detailed description of the KSE Fundraising Strategy.

Overview

Kyiv School of Economics is a non-profit educational and policy organization. There are three directions of business: Master Programs in Economics, Management Education, and Policy Consulting. The main sources of KSE funding are donor grants, tuition revenues, policy research and consulting, educational grants, alumni and other individual donations. Over the last years, SIDA has been the core institutional donor.

Historically, net of the institutional support, for all three directions of business have been loss making. In 2016, Management Education and Policy Consulting are expected to generate profit. Master Programs in Economics will continue to put pressure on the budget of KSE primarily to the high cost of faculty and low tuition revenues. KSE is the only economics education institution in Ukraine in which the majority of the full-time faculty have received Western PhDs and are actively involved in academic and policy research at the world-class level. The quality of the PhD faculty anchors the quality of the entire School and ensures the value of the brand name. The PhD-trained faculty are competitive internationally, which is reflected in their salaries. At the same time, the ability of KSE to recover these costs through tution in the domestic market in the current economic conditions is limited.

The share of the institutional core funding in the KSE revenues is expected to decrease from 38% in 2015 to about 27% in 2016. The change is due to the decrease in the absolute amount of the core support and increased revenues in Management Education and Policy Consulting, as well as tuition in Master Programs.

Expected revenues and expenses for 2017 fiscal year by programs in brief are given below:

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KSE expected revenues and expenses for 2017 (by program)

Total Economics Education

Total Policy projects

Total Management Education

Total Public Administra

tion KSE Total

Total Revenue 131 640 797 153 535 760 144 902 1 990 616 *

Total Costs - 446 954 - 720 364 - 403 827 - 145 672 - 1 734 552

Margin - 315 314 76 789 131 933 - 770 256 064

Total Marketing expenses - 18 600 - - 60 800 - 900 - 249 977

Total Administrative expenses - 73 568 - 118 570 - 66 469 - 23 977 - 285 504

Total Costs and Expenses - 539 122 - 838 934 - 531 096 - 170 550 - 2 270 033

Net Margin (by direction) - 407 482 - 41 781 4 664 - 25 648

Net Margin (overall) - 279 417 * Also includes Institutional Funding in the amount of $352,941 and New Fundraising in the amount of $28, 219 that are not directly linked to any of the separate directions indicated on the top of this table.

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Currently, SIDA is the only core donor to the School. In 2016, SIDA provides KSE with $529 412 institutional support. SIDA will gradually phase out support over the next two years. SIDA has also supported KSE during its transition period earlier this year by providing $100 000 in bridge funding.

KSE Fundraising Plan KSE strategy, to achieve financial sustainability, will be guided by the following principles:

1. Minimize the required amount of core support; 2. Generate value for new and exisiting core donors; 3. Strategically communicate this value to the stakeholders and existing and potential donors.

Minimizing required support. KSE will continue to improve profitability and impact of the existing educational programs and policy consulting projects. It will achieve this by looking for opportunities to increase quality, impact, and revenues and decrease costs. Those programs and projects that are non-profitable will be gradually phased out. KSE will also expand its portfolio of programs and projects in response to market demand.

Generating value for donors and stakeholders. Prospect students, the alumni, and the companies employing the alumni are the immediate beneficiaries of the KSE educational programs. The international agencies and domestic companies KSE procuring policy consulting also directly benefit from the existence of KSE. The government of Ukraine, the civil society, and the business community receive multiple spillovers from KSE activities. Finally, foreign governments, businesses, citizens as well as Ukrainian expats who are sympathetic to the cause of developing Ukraine are among the stakeholders of KSE. KSE will continue to map out stakeholders and identify potential donors. It will review and consolidate its products to increase its direct and indirect value for the stakeholder. Furthermore, it will continue to develop a range of customized activities and initiatives that can appeal to specific donors such as, for example, setting up research and training centers focused on specific areas, developing targeted courses, offering named stipends and scholarships to the students and chaired professorships. The general approach to attract support from the stakeholders is to fullfil the KSE mission by producing generations of transformational leaders. KSE will achieve that by focusing on quality, impact, and innovation.

KSE will appeal to alumni asking for support in order to continue to maintain and increase the value of KSE degrees. KSE will appeal to general public for crowdfunding scholarships, stipends, and professorships in order to improve the quality of economics discussion and analysis in Ukraine through training of top-notch economists and in order to provide equal educational opportunties to Ukrainians. KSE will appeal to domestic corporate sector by offering recognition and general and social-responsibility PR opportunities through chaired professorships, named courses and stipends, and research projects and centers focused on specific issues. KSE will appeal to institutional stakeholders, ex-pat community, and foreign governments and businesses by consolidating and increasing its impact on policy and development in Ukraine.

The School will also clearly segment donors into groups based on their differentiating qualities - by the type of funding they can provide, their interests and projects they have funded earlier, appealing to each company specific motivation. Moving to a targeted approach, using donor-tailored profiles, will help KSE to increase donor engagement from specific groups and industries,

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as well as involve current and potential donors in the KSE life more. In some sense, KSE should become a donor-focused organization.

Communication Strategy. KSE will develop a general communication strategy to convey to the public and its stakeholders its value and impact. KSE will also develop a targeted communication strategy to specific groups of stakeholders and to media, domestically and internationally, to engage stakeholders with the School.

Timeline. KSE will develop communication strategy by the end of the year (Please see the enclosed offer from a consulting agency). KSE will run a pilot communication and fundraising effort with a selected group of alumni and domestic corporate sector by the end of November. KSE will review, adjust, and improve as necessary the approach to target alumni and domestic corporate sector in the spring of 2017. By the summer of 2017, KSE plans to have a systemic ongoing effort to engage these types of stakeholders. KSE will continuously reach out to international donors and the foreign government representatives. In order to make KSE more appealing, the School will continue to increase enrollment numbers, invest into improving placement outcomes, and provide relevant policy consulting that generates direct and fundamental impact in Ukraine. In the spring of 2017, KSE will start a pilot targeting foreign audiences, primarily in the areas in the US and the UK where there is a large concentration of the KSE alumni. KSE expects to have a detailed and effective strategy to attract funding from this audience by the fall of 2017.

Principles of fundraising. KSE will seek support through providing direct and indirect value to the stakeholders. It will practice a mixed portfolio approach that tries to engage multiple donors with small to medium amount of support. The focus will be on long-term stable and mutually beneficial relationships. KSE will target various sources and types of funding: core vs partially conditional; corporate vs government vs individuals vs foundations. KSE will ensure financial, operational, and content independence from any core donors. Targeted and conditional (non-contractual) funding will be accepted under the conditions of (a) explicit delineation of all conditions and (b) approval of the management to ensure adherence to the mission, the quality standards, and the ethics principles of KSE.

The remainder of this document describes this strategy and its elements in more detail. Current Hard and Soft Commitments of Support

As a result of the ongoing pilot to fundraise from domestic corporate donors, KSE has received 25K USD in 2016 from one company. At the moment of writing this document, the soft commitments obtained during the pilot constituted 65K USD from five corporate donors.

KSE Major Fundraising Prospects (Please see the attachment with the list of identified prospects)

• International foundations, development agencies and embassies;

• Local businesses (companies with big populations of KSE alumni, companies from the top 100 Ukrainian businesses/ taxpayers rankings);

• Companies/ organizations which historically supported KSE in one or other format (core support, scholarships, chaired professorships, events etc.);

• High Net Worth Individuals;

• KSE Alumni;

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• Ukrainian Diaspora.

KSE Major Fundraising Resources

• KSE Senior Management;

• KSE Fundraising Team (subject to expansion, currently comprises of 1 staff member only);

• KSE Marketing Department;

• BOT and IAB Members;

• Top Alumni;

• Current/ former donors and key partners with strong commitment to the School.

KSE Fundraising Agents Abroad

KSE will create a network of the KSE fundraising agents abroad to serve as advocates for the KSE international fundraising efforts. These will be KSE alumni, former faculty or staff, or other advocates of KSE.

KSE Staff Involvement:

KSE staff will be trained and primed to continuously look for communication and fundraising opportunities and to serve as advocates of KSE.

Approaching International Foundations, Development Agencies and Embassies

Historically, multiple international foundations, governments and development agencies have helped KSE to achieve its mission by providing core support or supporting various KSE academic or policy projects. Foundations and international organizations will continue to be a significant part of the KSE fundraising strategy in the future, as they can provide a significant boost to the School’s individual and corporate giving programs. These organizations typically allocate large amounts of money and can fund core costs. KSE target is to raise 10-20% of the KSE total fundraising revenue from foundations, international organizations and development agencies. It is important that KSE involves its current and former core donors in the word-of-mouth fundraising among international foundations and governments, building its fundraising network, as well as actively features examples of successful cooperation with these donors in all of its promotional materials, events and information engines. KSE will create a detailed list of such organizations and carefully explore their application criteria and philanthropic giving priorities. Many foundations make decisions on an on-going basis, other allow applications one, two, or three times per year or work on a multi-year grant cycle. Careful research and segmentation will be required.

List of potential int’l organizations & foundations to approach can be found in the Attachment 2.

Engaging Local Business Community

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One of the major focuses of the KSE fundraising efforts during the coming fiscal year will be to fundraise in the corporate community. In 2016-17 KSE launches a pilot fundraising campaign among local companies starting from companies with big populations of alumni. Three major factors that will help KSE in its fundraising among local business community: 1. KSE Management Education is now in full swing, bringing lots of valuable contacts from the corporate world. Its Advisory Board includes highly esteemed business leaders that might be very helpful in approaching local companies in Ukraine. 2. KSE alumni are prominent in business consulting and governance of companies in Ukraine. A big share of the consultants at the Kyiv offices of the top consulting companies, McKinsey and Bain, are KSE graduates, some of them have already achieved a partner status within these prestigious firms. KSE graduates are playing significant roles in the banking sector, the Big 4 audit companies and the financial sector at large. Finally, KSE alumni are now in leading positions at the National Bank of Ukraine and the Ministry of Finance, they are present in the Ukrainian Parliament and work in various ministries and government agencies. 3. KSE Board and management have an increased number of active Ukraine-based board members who have good connections with Ukrainian businesses. In its pilot fundraising, KSE will start from approaching companies with big populations of KSE alumni or companies with alumni on top positions. Many leading Ukrainian companies became the major KSE alumni employers, in some cases, employing up to 20 graduates. Other companies have KSE alumni as CEOs, Partners or Associates. KSE will also approach companies which supported its projects before, as well as companies from the top 100-200 top Ukrainian companies ranking. KSE Board Members will play an active role in fundraising and serve as advocates and the word-of-mouth for contacts in the corporate world. Another important asset to employ are top alumni from the industry and government who can help KSE in approaching many of its fundraising prospects.

KSE should also personalize its approach, by first segmenting the companies within each specific industry, mainly gathering donors with similar characteristics, qualities and attributes together and then developing packages tailored for each donor/ company type needs. This will be done by:

- Developing Portfolio of tailored offers for each company/industry; - Developing packages for each KSE program/ project/ activity that might be of interest to

donors.

Ways of involving local companies in the KSE life:

Ukrainian economy is in crisis. This impairs the ability to fundraise from domestic corporate community. Therefore, KSE will establish strategic relationships with companies with a purposes of engaging support in the future. This will be done in several ways:

To invite CEOs of leading companies to give presentations within the framework of the KSE Speaker Series;

To invite company experts to give lectures at KSE within a framework of a course or the professional development workshops;

To identify the needs of the companies in executive education;

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To establish closer relations with the company’s HRs; To ask companies to support specific KSE public events; To investigate interest in joint research projects.

KSE will also intensify its marketing efforts in increasing visibility of the School among companies:

• Continually invite KSE key partners and corporate contacts to the School’s public events;

• To create a KSE Friends Group on LinkedIn and invite CEOs to join it;

• Organize joint events with companies.

A detailed list of potential KSE Corporate Fundraising Prospects can be found in the Attachment 2.

Corporate Social Responsibility Awareness Initiative

KSE might also initiate a public discussion on the importance of the corporate social responsibility in supporting education, featuring the international practice of successful business-academia partnerships, to gradually form the interest of Ukrainian businesses in supporting education. Many companies that have HQ abroad support various educational projects at their international locations and very little in Ukraine so far. This could be a good niche for KSE to pioneer at that will eventually pay off with closer cooperation with the business community.

Renewing Support from Former Donors

KSE will also find ways to revitalize its relations with the past donors, who historically provided core or substantial support to the School. Some of them might be interested in renewing their financial support to the School in one or other format, and some can help KSE in-kindly and serve as advocates in the donors’ world. Initially they were the Open Society Institute, Eurasia Foundation, World Bank, Star Foundation, Pew Charitable Trust that further were joined by the Swedish Ministry for Foreign Affairs, Norwegian Ministry of Foreign Affairs and the Finish Government. Plus there are many companies from the corporate world that supported various KSE projects before.

It is an ideal timing to revitalize relations with the former donors, as KSE approaches its 20th Anniversary. It is a great milestone and opportunity to reflect on KSE successes and people who have made it possible. It is important to use the effect of the KSE 20th Anniversary in bringing back the donors who stood at the roots of the School. KSE should bring together the founders of the School, donors, board members and key partners, and broadly feature its success stories with major donors to serve as an example for potential fundraising prospects.

High Net Worth Individuals

This category requires most careful cultivation, as well as active involvement of the KSE Boards' Members and influential KSE supporters. KSE will keep track of rich Ukrainians and will involve its top officials in approaching such individuals. Typically, this process is closely intererelated with the corporate fundraising, as high net worth individuals in the majority of cases are CEOs or chairmans of top companies, holdings or foundations. Similarly, as it was with Viktor Pinchuk and core support from Interpipe and the Viktor Pinchuk Foundation. KSE should create a well-operating base for information/ contacts exchange that will make it easy to track such individuals and set closer links with them. The creation of a special network of KSE Friends consisiting of key partners and top Ukrainian CEOs can very much contribute to reaching such contacts.

Potential High Net Worth prospects can be found in the Attachment 2. 7

Increasing Support from KSE Alumni

The support of KSE alumni is very important for having future systematic financial base and for strengthening the KSE community, as a whole. Regularly growing network of KSE alumni in Ukraine and worldwide, as well as its increasing impact on society development, raises School’s chances for successful fundraising within alumni. Especially important in this process is the recent creation of the KSE Alumni Association that starts playing an active role in the development of the School.

Since its first fundraising call, KSE alumni have made donations for the total amount of up to $100,000. These donations have helped the School to support a full range of various projects and activities, including KSE general activity, student scholarships, Roy Gardner Award, Peter Kennedy Memorial Scholarship and many more other causes important for the School’s mission implementation, and KSE jointly with the KSE Alumni Association would like to further increase the alumni contribution to the School.

Taking into consideration the experience of Western universities and in order to significantly increase the alumni support, KSE plans to establish an Alumni Fund – the fund that accumulates annual contributions from alumni to support different projects related to KSE and its projects development. The potential projects to support (student scholarships, students internships, chaired professorships, support to Ph.D. applications, events support, etc.) might be considered by a special Alumni Committee on an annual basis.

To ensure that the KSE alumni community, both in Ukraine and worldwide, enjoys a rewarding and enduring involvement with the School through networking opportunities, careers advice, life-long education, philanthropic support or just keeping in touch with friends, KSE has lately established the Alumni Relations and Development Office, which will offer a wide range of programmes, events and benefits which meet alumni needs and foster links between alumni wherever they are in the world.

In order to stimulate alumni to contribute to the School, KSE develops a special package of benefits that will include - networking, clubs and reunions, career counseling and job placement support, participation in various KSE programs and events, access to firsthand knowledge of exciting KSE new programs and courses, special discounts for events, “second KSE degree” educational programs and many more.

For this very purpose, KSE has also established a KSE Alumni Quarterly Newsletter that is focused specifically on alumni and is aimed at keeping alumni abreast of all the latest developments at the School and events and activities to their interest. First issue of the KSE Alumni Quarterly Newsletter also addresses dontaions to the School and announces an Alumni Fundraising Campaign: http://www.kse.org.ua/newsletter/newsletter_september_2016.html

An important role in the alumni fundraising will now be played by the KSE Alumni Association and its Fundraising Sub-Commitee that jointly with the KSE leadership will mobilize alumni resources in support of the School.

In 2016, KSE Alumni Fundraising Campaign targets Student Scholarships and plans to cover studies at the School for 3-4 students with further extension to other KSE projects.

KSE Alumni might also be very helpful in the KSE corporate fundraising effort, serving as advocates in their companies and/ or industries, as well as top alumni participating in the meetings with CEOs.

Setting Links with Ukrainian Diaspora

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http://www.kse.org.ua/newsletter/newsletter_september_2016.html

There have been several attempts in earlier KSE history to reach for Ukrainian Diaspora, but, unfortunately, they haven’t been systematic. The first step will be to establish some contacts. This partially can be done through involvement of the KSE former expat staff memers, as many of them have strong ties with the Ukrainian Diaspora community abroad (e.g. Andrew Masiuk, Constance Uzwyshyn, Luba Cehelska, Nick Deychakiwsky and many others). Furthermore, many of KSE alumni, who currently study or work abroad are members of various Ukrainian communities and networks.

In order to get information about rich Ukrainians and Ukrainian foundations based in US and Canada, we should establish contacts with major Ukrainian Diaspora organizations, such as the Washington Group (TWG) - an association of Ukrainian-American professionals (one of the KSE former Program Directors, Andrew Masiuk is on the TWG Executive Board), Shevchenko Scientific Society, Ukrainian Congress of America, Ukrainian Institute of America, as well as various US cities Ukrainian Business Professional Groups and Associations.

The following organizations/individuals might also be approached directly through the meetings with our Board members: Petro Jacyk Educational Foundation http://www.petro-jacyk-foundation.org/, George Chopivsky (supported Yale University with $1 mln and a NaUKMA Business School), Michael Bleyzer and many others.

Also the relations with the Viktor Kytasty Foundation, which for many years, in memory of our former staff member, Andriy Kytasty, supported the Best Thesis Award Prize for talented KSE students, should be revitalized.

Fundraising Events and Activities

To develop a strong fundraising network both locally and internationally, KSE, in the long-run, will try the new ways of fundraising to enhance its portfolio of activities. If earlier, KSE has mostly practiced fundraising through direct contacts and personal meetings, which should still remain in the core of its fundraising strategy, it also will start exploring new forms of fundraising, including various fundraising events and activities.

Among other, this will include:

- KSE Charitable Evenings/ Diners

Charitable Evenings/ Diners can be organized for multiple purposes, all of which work on excelling KSE fundraising base (either when it’s a fundraising campaign or special cause/project promotion, recognition of core supporters or an alumni reunion).

- Fundraisers Abroad

Will help creating international networks of supporters.

- Community Charitable Events and Activities

e.g. 5k Charitable Run or Charitable Concerts.

- Crowdfunding

Might serve as an alternative way of financing focused or target-oriented projects (scholarships, dormitory accommodation for students, events financing, etc.).

In addition to this, KSE will continue organizing various general marketing/ promotion events and activities, which, above other, will also include a substantial fundraising component.

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http://www.petro-jacyk-foundation.org/

Projects to be Offered

To maintain self-sustainability of its major projects and activities, as well as to provide an opportunity for the long-term planning, KSE will establish a set of special Funds, which it will offer to its potential donors for support. If earlier, KSE was collecting donations for every single activity or individual separately, from now on it will collect donations to the target-oriented Funds, as this will permit the School to make an advance planning and have resources available when there is a need in the area that each specific Fund targets (e.g. allocating scholarships to newcoming students from the Scholarship Fund or bringing a prominent professor to teach from the Chaired Professorship Fund).

KSE will not restrict the amount of funding that goes to each specific fund, however, will assign special amounts required to qualify for naming opportunities in each specific case.

KSE Draft Naming Opportunities Policy can be found in the Attachment 4.

There are a lot of ways the donors can support the School – from in-kind contributions to donations for the School’s core activities and ad-hoc projects and a donor may choose a format that is most appealing to the company’s mission or philanthropic priorities. The following Funds will be offered by KSE to different groups of donors and fundraising prospects in the future:

• KSE Endowed Fund (for Securing Long-Term Self-Sustainability); • Infrastructure Fund (for Building Infrastructural Capacity & Effective Study Environment); • Scholarship Fund (for Enhancing Student Opportunities and Equal Access to Education); • Chaired Professorship Fund (for Retaining Exceptional Teachers and Scholars); • New Courses Development Fund (for Inspiring Innovation and New Teaching Approaches); • Junior Research Fund (for Empowering Students with the Culture of Research); • Experiential Learning/ Internships Fund (for Empowering Students with Hands-On Business

Experience).

KSE will also regard sponsorship for KSE events co-financing (for creating a platform for open discussion and debate), as well as joining the Board of Directors Team (in case of a generous support).

A draft of the KSE Case for Support with detailed outline for each specific Fund or area of fundraising activity can be found in the Attachment 3.

Donors’ Recognition System

Kyiv School of Economics appreciates every donation and has many ways to demonstrate gratitude for donor generosity. Donor recognition, as a practice, typically offers three things to the audience of donors: (1) Access, (2) Information and (3) Recognition. KSE will offer all of these things to all of its donors, but will offer them in proportion to the donor’s generosity. To recognize donors and their level of giving, KSE will develop a clear system of recognition grades by establishing KSE Contributors’ Circles or Leagues ranging them by the level of support provided and recognition granted. Overall, KSE will practice the following:

1. Provide prompt, accurate documentation of the donation;

2. Send Acknowledgement Letters;

3. Send Newsletters;

4. Organize Special Events;

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5. Establish Donor Recognition Programs and Individualized Stewardship Plans;

6. Offer Naming Opportunities;

7. Provide Web Recognition/Printed and E-Publications;

8. Offer External Publicity Recognition.

A detailed KSE Draft Donor Recognition Policy can be found in the Attachment 5.

Donor Selection Policy

Making sure that KSE remains independent from outside influences in the pursuit of its mission and avoids potential or perceived conflict of interest, KSE will develop a special donor selection policy that will be approved by its Board of Directors. The policy will also address the issue of accepting funding from industries/individuals that have harmful impact on the community or have any other ethical concerns. KSE should be independent of the marketing interests of such companies/ individual type donors, or limiting promotions allowable by such industry funders of the School or its events (e.g. limit the size and placement of ads or printed materials, as well as placement of banners or other promotional materials at events). This, above other, will affirm the high value that the School places to ethical standards.

Overall, the policy will include:

- A clear statement about the philosophy of the School; - Evaluation of potential donations and sponsorship in the context of a larger organizational

fundraising plan; - Conditions for accepting funds from corporations that profit from products that contribute to

health problems (e.g. tobacco, alcohol, and sometimes pharmaceuticals) or Ukrainian oligarchs;

- Donor selection policies and procedures; - Approving Bodies.

Examples:

- Ethical exposure checks for donations above $10 000; - Condition clearly stated in the policy that donation doesn’t influence the content of the

School and/or specific project it is allocated to; - Amount or % from the full cost of the project under which KSE can accept donations from

unconditional sources.

Donors’ Database

Donor relationships are complex and multifaceted, therefore, KSE is working under developing a comrehensive CRM-based donor database to capture all of the meaningful aspects of its donor relationships and store them for future fundraising. A donor database will help KSE to personalize its fundraising outreach and form the most meaningful donor relationships possible.

The Role of KSE Board’s Fundraising Task Force and Alumni Association Fundraising Sub-Committee

The KSE Boards’ role in fundraising is very important, as provides leadership, financial support, and connection to donors and potential donors. Advocating on behalf of the School is an important part

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of the fundraising process. Board members bring two critical forms of leverage to the process: reach into the community through their own spheres of influence and the collective volume of their connections. Board members look for opportunities to introduce others to the School and educate them about the importance of the mission.

For this very purpose, KSE is further revamping its Board of Directors by increasing the number of business representatives on its Board, who will open doors to the business community, the number of alumni, who are fully committed to KSE and the number of Ukraine-based board members, who can activate their local networks. Plus, KSE has already established a Fundraising Task Force at the Board of Directors who together with the newly created Alumni Association Fundraising Sub-Committee are actively participating in the KSE fundraising meetings and discussions.

While there are many opportunities for individual board members to participate in fundraising, one of the areas their role is vital, is securing core funding. Major role of the KSE Alumni Association Fundraising Task Force is to help KSE to mobilize alumni financial support for the School and assist with corporate fundraising.

Support Needed

In order to implement this fundraising strategy, KSE staff needs the following support from the Boards:

1. Key policies discussion and approval; 2. Involvement in the approaching of donor prospects, School’s promotion and fundraising

strategy implementation; 3. Valuable local and international contacts sharing; 4. Support in re-establishing former and establishing new contacts internationally (foreign

governments and foundations) and in writing professional grant applications.

Role of Marketing

This strategy does not address branding and marketing issues, however these are the important prerequisites for successful fundraising strategy and are closely linked to it. The following aspects should be addressed by the KSE Marketing and Communication Strategy that is being developed, to serve a solid base for further KSE fundraising activities:

- Strong brand identity;

- Effective communications/ storytelling;

- Effective promotion;

- KSE donors’ featuring;

- Clear, consistent and targeted messaging;

- Website Rebranding.

Well-established marketing will help KSE to build trust among new donors and loyalty among current donors. Simple, consistent, compelling messages, delivered in a way that builds trust, which makes

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people want to get involved, support a cause and donate. Build on real, compelling success stories -well-honed and widely shared, as the foundation for the School’s fundraising.

Key Donor Motivations and KSE Marketing Message

Repayer’s Motivation: Cultivate KSE Alumni Community and alumni corporate culture by strengthening alumni relations, as well as promoting the idea of giving back to the Alma Mater. Provide value added activities for alumni to make them closely connected to the School (clubs, networking, reunions, job counseling support and many more). Develop a transparent system of regular communication with

alumni.

Casual Giver Motivation: Maintain School’s reputation of a well-known institution with traditions of excellence.

High Impact Motivation: Increase KSE impact and performance by major professional rankings.

Faith Based Motivation: Make special focus on values (especially when approaching Diaspora).

See the Difference Motivation: Work with the community. Become the leader of change.

Personal Ties Motivation: Increase word-of-mouth fundraising utilizing KSE community. Actively exploit personal contacts (board members, former donors, KSE staff, top alumni, KSE supporters).

Evaluation

A progress report on the implementation of the fundraising strategy will be prepared on a semi-annual basis. The report will include information on KSE progress in donor approaching, as well as challenges that the School might face and the support it might require.

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KSE Fundraising Plan for 2017-2019 Fiscal Years ANNEX 2.2.

Section I: KSE Budget 2017 Section II: KSE Fundraising Goals for 2017 by Source(revenues vs expenses) (intuitive guessing at the given stage)

Costs and Expenses $ Budgeted Fundraising Sources $ TargetDirect Costs 1 220 978 Corporates + general $125 000

Indirect Costs 513 574 Alumni $40 000 Marketing Expenses 249 977 Crowdfunding, individuals $20 000

Administrative Expenses 285 504 Foundations exploratory stage

TOTAL COSTS AND EXPENSES 2 270 033 Diaspora exploratory stage

Revenues HNW exploratory stage

Tuition (standing + ad hoc) 592 400 TOTAL (expected fundraising) $ 185 000

Donations (received)* 30 000 Grants 987 055

Institutional funding 352 941

Subrent and Events 28 219TOTAL REVENUE without new fundraising 1 990 616 Net Margin (overall): $ 279 417

Section III: Fundraising Timeline

Goal Fundraising Target

Objective Activities/ Events/Action Points

Resources involved Support Nedeed Deliverables Timeline

Create a well-operating fundraising capacity within the School

n/a Effective Human Resources Transparent Policies Well-Operating Structures

Secure sufficient staff resources in the department, responsible for fundraising and alumni relations

KSE Management Team n/a Optimal structure of the department; sufficient number of staff hired

December 2016-January 2017

Elaborate and finalize policies regulating KSE fundraising (donor selection and gift acception policy, naming opportunities policy, donor recognition policy)

Alumni Relations & Fundraising Dept., KSE Management Team

KSE Board Fundraising Task Force

Developed policies regulating the KSE fundraising activity

February 2017

Elaborate portfolios with tailored fundraising offers for each donor segment and stakeholders' type

Alumni Relations & Fundraising Dept., Marketing Dept., KSE Management Team


Elaborated fundraising portfolios for each donor segment and stakeholders' type

March-April 2017

Infrastructure and Capacity Building

Сreate the list of potential revenue-generating programs/ projects/ activities to be offered to donors for fee or in-kindly (in recognition of their gifts) on the end of the KSE major departments (e.g. tailored corporate trainings, courses attendance, participation as speakers, etc.)

KSE Departments - Economic Education, Management Education, Policy, Alumni Relations & Fundraising, Marketing, KSE Management Team


1. Set of revenue-generating programs/ projects/ activities available within the School for KSE donors and/or fundraising prospects; 2. Detailed package with opportunities for donor recognition available within KSE programs

March-April 2017

Develop and publish the fundraising promotional materials


KSE Board Fundraising Task Force, KSE former and current donors (for donor stories' featuring and quotes)

1. KSE Fundraising Booklet (with a set of KSE fundraising portfolios' inserts) for the targeted fundraising prospects' audience; 2. Fundraising Flyer for bigger fundraising prospects' audience; 3. "Support KSE" Banner; 4. Donor Wall

March-May 2017

Develop a comprehensive CRM-based donors' database to personalize fundraising outreach and capture all donor relations and contacts

Alumni Relations & Fundraising Dept., Marketing Dept., IT Department (development) KSE Management Team and KSE Departments (contact sharing)

KSE Fundraising Taskforce, KSE Boards' Members (contact sharing)

Multifaceted and easily-operated database of the current donors and fundraising prospects in each donor segment with opportunity to track all donor relations and communication

March-June 2017

Establish network of fundraising coordinators/ facilitators at target locations abroad (North America and Europe)


KSE Alumni, KSE Boards' Members, KSE high-profile supporters, former expat staff and faculty members

Well-established networks with designated coordinators in each of the KSE international target locations

April 2017

Develop strong brand identity, effective marketing capacity and communications to support the KSE fundraising initiatives

n/a Clear brand identity Effectice communications Consitent and targeted messaging/ storytelling Active promotion KSE donors featuring and promotion

Develop Marketing and Communications Strategy, Map stakeholders, Elaborate detailed plan of events/ activities raising visibility of the School and promotion of its core projects, Rebrand website Provide marketing and communications support to KSE fundraising initiatives

Marketing Dept. in coordination with KSE departments: Economic Education, Management Education, Policy, Alumni Relations & Fundraising, KSE Management Team (pending otsourced consulting company offer approval)

KSE Board Fundraising Task Force (opportunity of creating a separate KSE Board Marketing Taskforce in support to Marketing Department activities might be investigated)

Multi-Product Brand Identity and Revenue-Generating Marketing & Communications Strategy with strong fundraising component

March 2017

Solicit donations from the local business community

$K60 per year Scholarships, chaired professorships, research assistantships, paid internships, infrastructure support, endowement exploration

Pilot Corporate Fundraising among companies with big alumni populations (at the exploration stage) with further ongoing fundraising activity in the corporate community. Target: former KSE corporate donors, companies from the top 100-200 businesses rankings, profitable industries, companies with big populations of alumni or alumni as chief executives)

Alumni Relations & Fundraising Dept., KSE Marketing Dept., KSE Management Team

KSE Board Fundraising Taskforce, KSE Boards' Members, KSE Alumni Association, KSE high-profile partners and supporters from the business community

Sufficient corporate donations for the KSE projects and activities outlined in the KSE Case for Support

Ongoing activity within the year

Review, adjust and improve the approach to corporate fundraising, as necessary, (based on the Pilot Corporate Fundraising Initiative results). Revise the list of the KSE corporate fundraising prospects, as well as the KSE Case for Support, where necessary. Segment companies by industries, similar qualities and characteristics


KSE Board Fundraising Taskforce

Reviewed, adjusted and improved corporate fundraising plan and approach

December 2016- January 2017

Donor Segmentation and Key Fundraising Prospects' Targeting

Explore KSE staff's/ boards'/partners' links at companies to involve as advocates and solicitors in approaching companies



Personalized links to companies approaching

December 2016- January 2017

Develop a detailed plan for each company approaching, as well as company or industry-tailored fundraising packages



Elaborated plans for each company approaching; developed set of supporting materials

December 2016- March 2017

Organize meetings with each company CEOs, as well as establish close contacts with companies' HRs; Secure ongoing communication


KSE Board Fundraising Taskforce, KSE Boards' Members, KSE Alumni, high-profile partners/ supporters from the business community

Commitments for School's support

Ongoing activity within the year

Develop and further implement a comprehensive marketing and communications support plan for companies cultivation, involvement and promotion: - active School's promotion in the corporate world; - involvement of CEO's from leading companies in the KSE events (as speaker's and participants); - Organization of events/ activities/ opportunites to the business community interest; - Donor companies featuring and promotion

Marketing Dept. in coordination with Alumni Relations & Fundraising Dept., KSE Management Team


Comprehensive marketing and communications support plan for companies cultivation, involvement and promotion

March 2017 (for the plan) with further ongoing activity within a year

Develop a differentiated system of companies' recognition based on the level of their financial support to the School: - naming opportunities; - external publicity; - special recognition events (Charity Dinners); -primary access to top-notch events; - and many more



System of corporate donations' recognition

March- April 2017

Initiate discussion of the social corporate responsibility issues and successful business academia partnerships


KSE Board Fundraising Taskforce, KSE international partners, supporters from the business community, current donors

Closer cooperation with business community; Social responsibility awareness; Financial support from more companies

Long-term type of initiative

Solicit funding from the international foundations, development agencies and embassies

10-20% of the KSE total fundraising revenue

Grants, core funding, set links with international foundations, development agencies, embassies

Develop the list of KSE target int'l foundations with detailed info on their application criteria, giving priorities and history of giving (earlier relations with KSE, where possible to track)

Alumni Relations & Fundraising Department, KSE Management Team, KSE Boards' Members, Grant Manager (KSE staff or outsorced)

KSE fundraising senior expat coordinators/ facilitators abroad, former KSE staff/ board members

Target international foundations' profiles

March-April 2017

Appoint solicitors/ POCs for each target international foundation and organization

Alumni Relations & Fundraising Department, KSE Management Team, KSE Boards' Members, Grant Manager

KSE fundraising senior expat coordinators/ facilitators abroad, former KSE staff/ board members

Appointed POCs for each target organization

March-April 2017

Finalize main contacts at Foundations and schedule face-to-face meeting to share information about the School and discuss the Foundation’s goals and giving interests


KSE fundraising senior expat coordinators/ facilitators abroad, POCs

Support commitments or further grant application plans

Ongoing within a year

Write applications on ongoing basis and have at least 3 proof readers review application before submission


KSE fundraising senior expat coordinators/ facilitators abroad, POCs

Completed and submitted grant applications


If application is funded, provide appropriate donation acknowledgement information and establish reporting procedures


Other KSE Departments (support in reporting)

Established grant/ funding processing and reporting


Acknowledge all gifts in the KSE promotional resources (website, social networks, booklets, etc.)

Marketing Dept. in coordination with Alumni Relations & Fundraising Dept./ Grant Manager

n/a Donor support recognition and promotion


Update Board on progress and involve in where necessary in the process of communication

Alumni Relations & Fundraising Dept., Grant Manager, KSE Management Team

KSE Boards' Members

BOD support and involvement


Mobilize financial support from alumni

$K30-K50 per year

Systematic financial base Network strengthening Good signal to the donors (current and prospective)

Develop special package of alumni-targeted value-added services and activities to engage KSE alumni into the life of the School more, in such way cultivating their dedication and willingness to give back: - career counselling and job placement support; - involvement in KSE programs and events; - special discounts; - networking opportunities; - and much more.


KSE Alumni Association, Appointed KSE alumni at target international locations

Well-operating system of alumni relations and communications with a full set of value-added services and networking opportunities; Increased donations from alumni; Close communication with Alumni Association

Ongoing activity within a year

Establish an online KSE alumni networking platform

Alumni Relations & Fundraising Dept., Marketing Dept., IT Department

KSE Alumni Association

Interactive alumni networking webpage

Pending KSE website general upgrade

Regularly publish KSE Alumni Quarterly Newsletter

Alumni Relations & Fundraising Dept., Marketing Dept.


KSE Alumni Quarterly Newsletters (4 per year)

On the quarterly basis (Sept., Dec., Mar. and Jun.)

Foster the development of various Alumni Clubs (jointly with the KSE Alumni Association)

Alumni Relations & Fundraising Dept., Marketing Dept., KSE Administrative Support Units


Ongoing Alumni Clubs activity


Organize yearly Alumni Reunions, incorporating fundraising component

Alumni Relations & Fundraising Dept., Marketing Dept., Standing Programs Departments, KSE Administrative Support Units, KSE Management Team


One reunion per each standing program per year

On selected dates within a year

Organize Alumni Charity Dinners/ Fundraisers in Ukraine and at target locations abroad

Alumni Relations & Fundraising Dept., Marketing Dept., Standing Programs Departments, KSE Administrative Support Units, KSE Management Team


One Alumni Charity Dinner/ Fundraiser at each location per year


Announce Alumni Fundraising Campaign with an opportunity of bulk or monthly payments (jointly with the KSE Alumni Association)



Alumni Fundraising Campaign - once per year (or more than that per ad-hoc causes); increased alumni donations

Once per year or as adjusted

Establish an alumni recognition and promotion system



Clear system of alumni recognition and donations' acknowledgement

March-April 2017

Develop the alumni giving criteria, conditions, prioritieis and opportunities for extension



Well-established alumni giving policies

May 2017

Renew support from former donors

Hard to estimate at this stage

Funding renewal Positive experience for new donors' inclusion Word of mouth

Develop the complete list of former donors with their updated contacts, exploring who would be a perfect fit from the KSE Boards or KSE Friends to approach them

Alumni Relations & Fundraising Dept., KSE Departments, KSE Management Team

KSE Fundraising Task Force, KSE Boards' Members, KSE senior expats and supporters abroad

Full list of former donors with links to solicitors (where available)

April 2017

Send thank you letters with the follow-up on recent successes of the School and its new projects crediting them to their earlier support



Renewed communications with former donors

May-June 2017

Invite former donors to the KSE 20th Anniversary Celebration, actively recognizing their support to the School and inviting to high-profile post dinner

Marketing Dept. in coordination with Alumni Relations & Fundraising Dept., KSE Management Team

KSE Fundraising Task Force, KSE Boards' Members

Former donors' engagement, recognition and (potentially) funding renewal

Upon event date designa- tion

Develop tailored offers of potential interest to former donors that might make them interested in renewing funding

Alumni Relations & Fundraising Dept., KSE Departments; KSE Management Team


Developed fundraising offers to former donors

April-May 2017

Set links with Ukrainian Diaspora


Explore opportunities of soliciting financial support from the Ukrainian Diaspora

Develop list of contacts and available funding opportunities within Diaspora network (both individual and corporate)

Alumni Relations & Fundraising Dept., Marketing Dept.; KSE Management Team


List of potential sources of Diaspora funding;

June 2017

Solicit support from alumni, former Diasporian KSE staff members, KSE Boards, partners



Established Diaspora campaign reach facilitators

June 2017

Apoint POC for Diaspora relationsabroad


n/a Appointed KSE POC abroad for Diaspora reach

June 2017

Involve Diaspora in the KSE Fundraisers abroad



Diaspora representation at KSE Fundraisers abroad; donations from Diaspora community


Elaborate opportunities of joining the KSE agenda of fundraising among Diaspora with other events in the community that are of interest to them (e.g. Ukrainian Economic Forum, concert of Ukrainian band, etc.)



Joint fundraising effors Ad-Hoc activity upon events availabi- lity

Cultivate high-net-worth individuals (both local & international) in support to the School


Core funding, capital project, endowement

Develop a list of HNW individuals to target and explore available reaches to them among KSE network or KSE partners


KSE Fundraising Task Force, KSE Boards' Members, KSE high-profile supporters

List of potential HNW prospects and links to solicitors

January 2017

Set advocates and solicitors for each HNW prospect



Appointed KSE advocates to cultivate targeted HNW

January- February 2017

Prepare necessary package about the School and its projects in potential interest to each HNW to provide to selected advocates and solicitors for their HNW approaching



Personalized fundraising packages for targetted HNW

March 2017

Develop a high profile recognition system, including events and activities prviding extra value to HNW



Personalized fundraising packages for HNW recognition

March-April 2017

Crowdfunding $15 000 Solicit funding for ad-hoc target-oriented projects (stipends, dormitory accomodation for students, events financing) Might also be used for general "Support KSE" campaigns

Announce campaigns, as necessary, on one of the leading crowdfunding platforms


n/a Donations complementing other fundraising revenues for ad-hoc causes

Ad-Hoc activity upon special causes funds raising

Direct face-to face meetings

Soliciting

Grant Application

Charity Dinners and Fundraiser in Ukraine and abroad

Community Charitable Events and Activities

Crowdfunding

Public Lectures and High Profile Events

Regular Meetings with the KSE Board Fundraising Task Force

n/a Effective communication with the KSE Fundraising Taskforce for follow-up, review, discussion and support of the KSE fundraising activity in between Board of Directors' Meetings

Regular and Ad-Hoc Meetings KSE Honorary President, KSE Fundraising Taskforce, Alumni Relations & Fundraising Dept.

n/a Policies, plans, timelines, fundraising prospects approaching

Monthly basis

Semi-Annual Progress Reporting

n/a BOD advice on Fundraising Strategy implementation in beetween Board of Director's Meetings; opportunity to adjust approaches, make necessary approval's

Online review of the progress report: recommendations, revisions, support provision

KSE Management Team, Alumni Relations & Fundraising Dept. together with other KSE Departments, KSE BOD Members

n/a Reviewed and approved interim fundraising strategy implementation plan

Twice per year

KSE Board of Trustees Annual Meeting Reporting

n/a BOD yearly evaluation of the KSE fundraising activity; prioritization of fundraising directions

Fundraising strategy implementation evaluation, approval of plans for the new fiscal year, fundraising targets setting

KSE Management Team, Alumni Relations & Fundraising Dept. together with other KSE Departments, KSE BOD Members

n/a Reviewed and approved fundraising strategy, timeline, policies and fundraising targets for the next fiscal year

Once per year in the fall

Fundraising Progress Reporting

Fundraising Strategy Implementation Formats

ANNEX 2.3.

KSE ALUMNI GIVING CAMPAIGN 2016-2017 STATISTICS

February 9, 2017

$9 305,97

$4 604,51

$ 347,10$ 50,00

$ 0,00

$1 000,00

$2 000,00

$3 000,00

$4 000,00

$5 000,00

$6 000,00

$7 000,00

$8 000,00

$9 000,00

$10 000,00

General Support for KSECore Activities

KSE Scholarship Fund(Student Tuitions)

Regional Students'Monthly Stipend &

Living Support

Roy Gardner Award(support for applications

to Ph.D. programs)

DISTRIBUTION BY THE AMOUNT RAISED Per Each Donation Allocation Target

Total raised for the Campaign: $14 307,58 (as of February 9, 2017)

2

6

9

4

1

3

2

1 1

4

0

1 1

2

1

0 0 00

1

2

3

4

5

6

7

8

9

10

Num

ber o

f alu

mni

DISTRIBUTION BY THE NUMBER OF ALUMNI Per Each Cohort

0

1

2

3

4

5

6

7

8

Num

ber o

f alu

mni

Donation Amount

DISTRIBUTION BY THE NUMBER OF ALUMNI Per Donation Amount

23 alumni (61%)

15 alumni (39%)

DISTRIBUTION BY GENDER

Men Women

ANNEX 3

KSE GOVERNANCE MODEL:

Approved by the BOD as of Novemebr 12, 2016

Suggested governance model is not new from the legal point of view, since it is described in above mentioned charters of Ukraine-based legal entities of KSE group where management should be done by collective governing body.

But it is new for KSE in terms of practical implementation and with regard to EERC’s by-laws which does not foresees collective management.

So suggested model foresees:

1) Strengthening the role of Management Team acting as collective executive body and including Vice Presidents for the Main Directions of Activity (Economics Education, Management Education and Research) as well as VP for Finance and Administration and Development/Fundraising/Marketing leaders.

2) Including into Management team Honorary President/representative of Academic and research staff (Tymofiy Mylovanov)

3) Eliminating role of President as final decision making body (and moving it to the Management Team)

4) Assigning implementation of executive functions to the one of MT member’s (VP for Finance and Administration).

5) Actively involving Board of Directors and its Chair to the decision making/ control over implementation process.

KSE Board of Directors

VP for Economics Education

(Olesia Verchenko)

VP for Management Education

(Ivan Kompan)

VP for Policy Research (Natalia Shapoval)

VP for Public Administration(Inna Sovsun)

Honorary President(Tymofiy Mylovanov)

VP for Finance and Administration/Executive

Director(Ivanna Kurtyk

Management Team

(Chair)

1

COMPOSITION OF MANAGEMENT TEAM FOR 2016 – 2017 SHOULD BE THE FOLLOWING:

Voting members:

1) Olesia Verchenko, VP for Economics Education 2) Ivan Kompan, VP for Management Education 3) Natalia Shapoval, VP for Policy Research 4) Inna Sovsun, VP for Public Administration 5) Ivanna Kurtyk, VP for Finance and Administration (Executive Director)

Non-voting member:

6) Tymofiy Mylovanov, Honorary President/representative of Academic and research staff

2

RULES OF PROCEDURE OF THE MANAGEMENT TEAM

1. The Management Team composition shall be approved by the Board of Directors, and it shall consist of Vice Presidents of the main KSE Departments and other members as decided by the Board.

2. At the beginning of each quarter, following the annual Meeting of the Board of Directors, the Management Team shall elect, from among the voting members of the Management Team, a Chair and a Vice-Chair. The Chair and a Vice-chair shall be elected by secret ballot. At the end of the three months mandate of the outgoing Chair and a Vice-chair, a new Chair and a Vice-Chair shall be elected.

3. In addition to exercising the powers conferred upon him/her elsewhere by these rules, the Chair shall have the following powers: he/she shall declare the opening and closing of meetings, shall direct the discussion, ensure the observance of these rules, accord the right to speak, rule on points of order, put questions to the vote and announce decisions. He/she shall have the right to take part in the discussions and to vote, and shall have a casting vote. In the absence of the Chair during the meeting, his/her functions shall be exercised in turn by the Vice-Chair

4. The Management team shall assign a staff member who shall act as Secretary of the Management Team. The Secretary of the MT shall prepare all meetings of the MT, attend all meetings, record the decisions, supervise the preparation of summary records and distribution to the MT members of documents and summary records. He/she shall carry out all tasks entrusted to him/her by the Chair of the MT.

5. The Management Team shall meet in regular meetings at least two times per month. 6. The MT shall adopt its agenda before the beginning of each MT meeting. The MT may amend or add

new items to the agenda during the meeting if so decided by a majority of the MT members present and voting.

7. At meetings of the MT the quorum shall consist of a majority of its members. The MT shall not decide on any matter unless a quorum is present.

8. Decisions of the MT shall be taken by a simple majority of the members present and voting. For the purposes of determining the majority, only members casting an affirmative or negative vote shall be counted as “ present and voting ”; Members who abstain from voting shall be considered as not voting.

9. If a vote is equally divided, a Chair shall have a right of casting vote.

3

THE MAIN FUNCTIONS SHOULD BE PERFORMED BY THE MT AS FOLLOWS:

1. Strategy:

Approved by the Board of Directors, implemented by the Management team with consultations and re-approvals by the BOD when changes are necessary.

2. Budgeting: – Yearly budgets approved by the BOD; – Regular control over implementation (meeting of Management Team Budget group with

participation (when possible) of Chair of the Board, twice per month); – Monthly reporting to the BOD on budget performance. – Revision of the budget once per 6 months. – Implementation of approved budgets as part of day-today operations – Approval of non-budgeted of “extraordinary” expenses by the Management team; if expense is

leading to 10% or more budget deficit (of budgeted item) approval of BOD.

3. Hiring/firing and Salaries increase/decrease – For regular staff positions - collective decision of the Management team, suggestion and

justification of the new position shall be made by the MT member-supervisor of new employee. – Senior management positions - BOD Approval – Faculty positions – IAB Approval – Employment contract signed by the Executive Director (VP for Finance and Administration)

4. Operational decisions – “Standard” (in line with strategy, within approved budgets and regular policies) shall be made by

the Executive Director (VP for Finance and Administration) – “Non-Standard” (leading to budget deficits, or out of regular operations) shall be approved by the

Management team and/or Board of Directors.

5. Representation of the School at official meetings - Every member of the Management Team (depending on the field of discussion) - Fundraising meetings – MT members, Honorary President with other MT Members or

representatives of the school;

4

Annex 4

9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12

1. KSE should develop a new Business Plan that takes the current situation of Ukraine and KSE as a starting point.

In full agreement KSE Management team Done

2. KSE should use the new Business Plan and results matrix as a basis for operational planning and monitoring.

In full agreement KSE Management team Already doing (Continuous process)

3. KSE should reinforce efforts to identify prospective Ukrainian Board members.

Partial Agreement KSE Board of Directors Already doing (Continuous process)

4. KSE should intensify efforts to recruit new faculty members, initiating a more active search for candidates in Europe and Ukraine.

Agreed VP Economics Education, VP Management Education, IAB

Already doing (Continuous process)

5. KSE’s President should appoint a Deputy as Head of Operations In full agreement KSE Board of Directors Done

6. KSE should consider recruiting a professional fundraiser - Institutional Development Manager (IDM).

In full agreement KSE Honorary President, Chair of BOD In progress

7. KSE should develop a (written) fundraising strategy. Agreed KSE President, VP for Marketing, KSE Management team, Institutional Development Manager (IDM).

Done

8. KSE should focus fundraising efforts on longer-term grant opportunities and donors ready to contribute to covering overhead costs.

In full agreement KSE President, KSE Board, KSE IDM, KSE Management team


9. KSE should mobilise alumni in a more systematic manner to attract additional corporate donations and scholarships.

In full agreement KSE Alumni Relations Manager, KSE IDM, KSE President, KSE Management team


10. KSE should assign specific fundraising goals for each member of the Board of Directors.

In full agreement KSE Board of Directors Already doing (Continuous process)

11. KSE should set its own policy research agenda for which grant funding could be mobilised.

Partly agreed KSE Board of Directors, KSE Faculty, KSE VP for Policy and Research


12. KSE should seek to establish cooperation with the research institutes and advisory bodies of key government agencies.

In full agreement KSE Management team Already doing (Continuous process)

13. When recruiting new faculty members KSE should look for people with an active interest in carrying out policy research and consulting work.

In full agreement VP Economics Education, VP Management Education, IAB


14. KSE should develop an organisation-wide marketing strategy. In full agreement KSE President, KSE VP for Marketing, KSE Management team

In Progress

15. KSE should intensify the marketing of the two-year MA programme. In full agreement KSE President, KSE VP for Marketing, VP for Economics education


16 KSE should target enrolment campaigns to oblast capitals outside of Kyiv. Agreed KSE President, KSE VP for Marketing, VP for Economics education


17. KSE should set up a system to monitor employment and whereabouts of graduates.

Agreed KSE President, KSE VP for Marketing, KSE Alumni relations manager


Implementers/ Involved team members

IMPLEMENTATION PLAN for SIDA Evaluation Recommendations

Updated: March 31, 2017 Progress

III. Economic research and policy advisory capacity

IV. Education programme development

II. Financial sustainability

Activity Year 2016 KSE Response to the Recommendations

Implementation period (Months)

Year 2015

I. Governance and organisational development

ANNEX 5 BOARD OF DIRECTORS

(Updated: March 2017)

Kyiv School of Economics (KSE) Economics Education and Research Consortium (EERC)

YEGOR GRYGORENKO (2013:20191) KSE/EERC ALUMNI CHAIR Member of the Executive Committee Member of the Research Network Committee Partner Bain & Company CIS E-mail: [email protected] Tel: (7 495) 721-8686 Fax: (7 495) 721-8687 Cell: (380 50) 386-1040 TYMOFIY MYLOVANOV (non-voting) KSE/EERC ALUMNI HONORARY PRESIDENT Member of the Executive Committee Member of the Research Network Committee 92-94 Dmytrivska str. Kyiv, Ukraine E-mail: [email protected] Tel: (380 44) 492-8012 Fax: (380 44) 492-8011 CHARLES BECKER, Ex officio Member of the Executive Committee Chairman of the KSE International Academic Board Duke University 213 Social Sciences Building Durham, NC 27708-0097 USA E-mail: [email protected] Tel: (919) 660-1885 Fax: (919) 660-1879 TORBJÖRN BECKER (2011:2018) Member of the Executive Committee Director Stockholm Institute of Transition Economics (SITE) Sveavägen 65 PO Box 6501 SE-113 83 Stockholm, Sweden E-mail: [email protected] Tell: (46 8) 736 -96 76 Fax: (46 0 8) 31- 64 22 HORTON BEEBE-CENTER, (2014-2017) President Eurasia Foundation 1350 Connecticut Avenue, NW, Suite 1000, Washington, DC 20036 E-mail: [email protected] Tel: 1-202-234-7370 Fax: 1-202-234-7377 Cell: (202) 234-7370 x 132

1 The years after each individual denote the year first elected and the year term expires.

OLENA BILAN, (2016-2019) KSE/EERC ALUMNI Chief Economist Dragon Capital 36D Saksahanskoho Street Kyiv 01033 Ukraine

Tel.: +38 (044) 490 7120 Tel.: +38 (044) 281 2727 Fax: +38 (044) 490 7121 E-mail: [email protected]

PETER CHERNYSHOV (2015-2018) President Kyivstar JSC 53, Degtyarivska St., Kyiv, 03113, Ukraine E-mail: [email protected] Personal assistant: E-mail: [email protected] Tel:+380 (98) 235 22 25 RICHARD ERICSON, Ex officio Member of the Executive Committee Member of the Research Network Committee Chairman of the Research Network Program International Advisory Board Professor and Chair Department of Economics East Carolina University Brewster A-428 Greenville, NC 27858-4353 E-mail: [email protected] Tel: (252) 328-6750 Fax: (252) 328-6743 YURIY GORODNICHENKO (2015-2018) KSE/EERC ALUMNI Associate Professor University of California, Berkeley 530 Evans Hall #3880, Berkeley, California 94720-3880 E-mail: [email protected] Tel: (510) 643-0720 Fax: (510) 642-6615 ALEX NIKOLAYENKO (2012:2018) Chief Executive Officer Plurallion, http://plurallion.com/ Managing Director Scythia Ventures http://www.scythiavc.com/ E-mail: [email protected] OKSANA STRASHNA (2016-2019) Board member Former Horizon Capital partner Kyiv, Ukraine E-mail: [email protected] Tell: +38(096)-417-97 55

SVYATOSLAV VAKARCHUK (2016-2019) The lead vocalist of Okean Elzy Band Founder of the non-profit “Lyudi Maybutnyogo” E-mail: [email protected] http://www.okeanelzy.com/ MORGAN WILLIAMS (2014-2017) Director, Government Affairs, Washington Office, SigmaBleyzer Private Equity Investment Group Washington, D.C. President/CEO, USUBC 1030 15th Street, NW, Suite 555 W Washington, D.C. 20005 Tel. +1 (202) 216-0995 Fax. +1 (202) 216-0997 Cell: +1 (202) 437-4707 Ukr cell: +38 (050)-689 2874 E-mail: mwilliams@ usubc.org Senior Advisors: ANDERS ÅSLUND (2012:2018) Senior Fellow Atlantic Council 1030 15th Street, NW, 12th Floor Washington, DC 20005 E-mail: [email protected] Tel: (202) 864-2848 REGINA YAN (2005:2017) Chief Operating Officer, PCORI, Senior Advisor, Eurasia Foundation E-mail: [email protected] Cell: (202) 734-2298

1

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mailto:[email protected]


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https://www.linkedin.com/company/2819312?trk=prof-exp-company-name

https://en.wikipedia.org/wiki/Okean_Elzy


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http://kse.org.ua/en/about/governance/board-of-directors/?profileid=45


tel:%28202%29%20864-2848

Annex 6

Donor Project title Description Start End

USAID (Lead-Eastern Europe Founation) LEV, Leadership in Economic Governance

LEV project aims to improve the business environment, combine the efforts of reform oriented civil society organizations and government institutions for the necessary change in policy, preparation, and implementation of the law, as well as to ensure specific institutional reforms contributing to development of small and medium-sized enterprises (SME). Effective and predictable legal framework developing in the country in accordance with the EU principles and practices will promote Ukraine’s gradual integration into European and global markets. 03.06.2015 12.18.2019

World Bank, IDFIDF Capacity Development for Evidence-Based Land & Agricultural Policy Making in Ukraine

The objective of the Project is to assist Ukraine in upgrading the capacity for evidence-based policy making in its Ministry of Agriculture and Food Policy ("MoA''), State Agency for Land Resources ("SALR") and other government agencies (including the Administration of the President, the Cabinet of Ministers and the State Registry Service) and among key stakeholders, all in the fields of agriculture and land governance. The Project consists of the following parts: A Enhancing the capacity of the MoA, SALR aud other Government agencies to develop evidence-based policy frameworks; B:Upgrading the capacity of the SALR, SRS and SSS to produce and publish the data; C:Policy Dialogue and Dissemination 05.01.2015 4.30.2018

Horizon 2020, with Kent UniversitySocial Exclusion of Youth in Europe: Cumulative Disadvantage, Coping Strategies, Effective Policies (Except)

EXCEPT - is a three year research project within Horizon 2020, the biggest EU Research and Innovation programme. This interdisciplinary and internationally comparative project aims to provide a comprehensive understanding of the consequences of youth labour market vulnerability for risks of social exclusion in Europe (including Ukraine). The project examines the implications of labour market insecurities for young people in the following areas: 05.01.2015 4.30.2018

Medical Research Council&Wellcome Trust, w Feasibility Study: Effectiveness of Public Health System (Programmes/Policies) in Combating Severe Population Health Crisis in Ukraine.

This development study will provide in-country evidence to enable an analysis of past programmes/policies, and to provide recommendations for strengthening the PH system so that it can better achieve population health goals.Key research questions are:(1) What are the existing elements (i.e. programmes/policies) of the PH system[2] and how have they evolved from early 1990s?(2)Does the obtained information allow for the identification of the theory of change underlying each programme/policy – the aims, objectives, outcomes/targets and mechanisms by which outcomes are expected to be achieved (using 2-3 cases)?(3)What routinely collected data is available on (i) implementation of these programmes/policies (e.g. process or output data), (ii) outcomes expected from these programmes/policies, (iii) other related outcomes?(4)What does existing data tell us about need and its distribution across different population groups (to identify vulnerable groups in addition to rural population and middle-age males) - in relat... 07.01.2015 12/31/2016

Activity REPORT 2016Kyiv School of EconomicsLIST OF POLICY PROJECTS

UNDP/World Bank (2 separate projects ) Public Expenditures Tracking Survey

This project investigates how public funds in the Health sector of Ukraine can be optimized to increase the qualty of servces wthout ncreasing the volume of financing. Using such inctruments as Public expenditure tracking survey (PETS) and Quality service delivery survey (QSDS) the focus is on two main issues: 07.01.2016 31.03.2017

Network 100 (Deloitte USAID) Cost of HIV treatment vs Not treatment

This study aims to analyze, synthesize, and disseminate data and information to engage policy and advocacy audiences in the following activities:• Define priorities in financing of HIV/AIDS activities based on modelling and analysis of effectiveness of resource allocation • Analyze the cost efficiency of treatment of patients with HIV/AIDS in the selected regions;• Analyze targets of the National and regional HIV programs in terms of their compliance with 90-90-90 targets and prepare report on differences and gaps;• Analyze linkages between structure and level of financing of National and regional HIV/AIDS programs and their result in terms of epidemiological situation (impact of financing on epidemics) 09.01.2016 02.01.2017

NGO "Life" (Bloomberg Foundation) Impact of tobacco marketing in street shops

This study investigates the potential impact of the tobacco product display ban on tobacco products sales and consumption (especially by youth). The project mainly aims to: • To assess tobacco marketing and promotional strategies used in kiosks; • To evaluate key economic aspects of kiosks functioning in Kyiv. 09.01.2016 31.12.2016

USAID (Lead-Eurasia Foundation) Transparency and Accountability in Public Administration and Services (TAPAS)

The purpose of TAPAS is to financially support Ukrainian citizens and the Government of Ukraine in reducing or eliminating corruption in key public administration functions and services and build trust of Ukrainians in their government based on demonstrated transparency, accountability and improved services. The activity will focus on three areas: 1) large scale use of electronic procurement in Ukraine; 2) an effective Open Data program; and 3) transparent and efficient public services in the form of eServices. The Center of Excellence in Procurement, within the E-procurement component, consist of two programs: the Program in Monitoring of Public Procurement and Program in Professionalization of Public Procurement. Program in Monitoring is a 2-year program devoted to policy advice, Research & Development, media outreach and policy consulting based on analysis of the data of Ukrainian E-procurement system, ProZorro. The Program in Professionalization of Public Procurement is a multidisciplinary certificate tr... 10.01.2016 30.09.2018

Partnership for Transparency Fund (EBRD) Training of Ukrainian Civil Society Organizations in Procurement MonitoringDevelopment of the training program for the CSOs from over Ukraine to learn monitoring skills; Development of the monitoring toolkit 15.10.2016 15.10.2018

IRF Strengthening the Role of the Government of Ukraine in Coordination of the International AID

Development and Support of the Strategic advisory group for the Ministry of Econmoic developoment and trade department for the interantional techincal assistance reform and coordination 01.12.2016 31.05.2017

Transparency International TI Project. Prozorro Creatio

The aim of this project is to provide insight into the co-creation process of the procurement platform and develop a comparative analysis of the platforms features and its achievements to date vis-a-vis other siilar online procurement platforms. 08.01.2016 15.12.2016

Annex 7

EVENTS FOR PROSPECTIVE STUDENTS

1. Preparatory courses

In February, we launched preparatory courses in Math and Economics for prospective students. Around 30

students attend Economics courses and 20 – courses in Math.

We plan to conduct the preparatory courses once again in May-June.

2. KSE Olympiads

KSE conducts student Olympiads twice a year. The first one was in November. 484 students registered for

the first online round, 259 participated. 64 out of them were invited to the final and 51 came.

The second Olympiad was held in February. 474 students registered, 252 participated. The final round will be

held on March 3.

3. Open Houses

These are the main events for delivering information about KSE Master's programs and direct contacts with

applicants. The first Open House was held in December. We received 105 registrations, 60 students attended.

The next Open Houses are scheduled for March, May and June.

4. Student Conference

It is an annual KSE event that aims to attract students who are interested in economic research. This year the

conference will be held in cooperation with the National Bank of Ukraine. It will be held on April 21.

5. Open Lectures

Open lectures are conducted on a regular basis at KSE. Economists, opinion makers, politicians are invited. In

September 2016 – February 2017 Russell Pittman (Director of Economic Research in the Antitrust Division of

the U.S. Department of Justice), Aivaras Abromavičius (former Minister of of Economy and Trade), Viacheslav

Klimov (co-founder of Nova Poshta), Sergiy Guriev (EBRD Chief economist).

6. Recruitment trips to regions

The following lectures are scheduled:

- February 28 in Sumy

- March 1 in Kharkiv

- March 2 in Dnipro

7. Coffee-chats with prospective students

This year we started a new initiative – coffee-chats for prospective applicants with KSE students and alumni.

We already conducted 4 coffee-chats: three in Kyiv and one in Mykolaiv. KSE student and Alumni meet 5-10

potential applicants at one of the cafes and tell about the School. We plan to have about 10 more in March-

June.

8. McKinsey Academy at the Kyiv School of Economics

In November 2016 the McKinsey Academy at KSE was launched – a series of applied business-oriented

seminars for students taught by consultants to help develop initiative, teamwork, and hands-on problem-

solving skills for future jobs. During November-December, consultants gave their insights on strategic

consulting and facilitated three problem-solving sessions. In January Oleg Pynda, Research Analyst at

McKinsey&Company in Wroclaw and KSE graduate 2014, gave a lecture on strategic consulting. In February

the first industry introduction lecture was held.

9 more seminars are scheduled for January-April 2017. The themes are: industry introduction, functional

foundations and soft skills.

These events are of great interest among prospective students. 50-70 students attend the events on average.

Read more at: http://www.kse.org.ua/ru/about/kse-news/?newsid=1807

9. KSE Finance Club

In October 2016 the KSE Finance Club was launched which currently unites about 50 students and alumni.

Organized by students, the club already hosted three speaker series events with alumni working in

investment banking (Concorde Capital – Vitaliy Provotorov, Co-Managing Director; KSE ’2007), venture

capital (Digital Future – Volodymyr Nesterenko, Managing Partner; KSE’2004), and fixed income research

(Adamant Capital – Kostiatyn Fastovets, Macro & Fixed Income Lead Research Analyst; KSE’2009), and

interview workshop with a professional career coach (Open Mind Technologies – Irina Konchenko, Business

Trainer; KSE’2003). In 2017, the Club plans organizing even more professional activities, workshops and

trainings, including valuation/ DD cases and CFA level I preparation.

The events are open for a limited number of potential applicants.

10. KSE Case Club

Case Club is organized and conducted by KSE students for the last few years. Students meet to train in

problem-solving, explore new strategies and approaches to solving cases, get prepared for a case interview.

They invite professionals from consulting, investment banking and other businesses who share they

experience and give valuable advice.

This year our students are very active and 2-3 times a month organize Case Club. Typically 20-50 students

from other universities attend Case Club.

II. Social Media

KSE is actively present in Facebook (13 500+ page likes) and Vkontakte (3 300+ page likes).

III. Direct mails.

Emails newsletter is send once a week during the year. Subscribers receive invitations to KSE events, get

updates on admission campaign, are informed about KSE achievements and media publications.

IV. Partnerships

In September2016-January 2017 KSe was a partner of such events:

- Free Generation Forum

- #CashlessUkraine Summit

In February we will be a partner at Forum of Social responsibility

- https://www.facebook.com/events/430874687267174/445801092441200/?notif_t=admin_plan_mall_act

ivity&notif_id=1487888399381365

In March KSE will be a partner at Kyiv Data Spring, in April we will be a partner of Youth Speak Forum by

AEISEC.

https://www.facebook.com/events/430874687267174/445801092441200/?notif_t=admin_plan_mall_activity&notif_id=1487888399381365

https://www.facebook.com/events/430874687267174/445801092441200/?notif_t=admin_plan_mall_activity&notif_id=1487888399381365

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