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O‘ZBEKISTONDAGI NODAVLAT OLIY TA’LIM MUASSASALARIDA MOLIYAVIY
MENEJMENTNING NAZARIY ASOSLARI
Xurramov Jonibek Rustamovich
Toshkent shahridagi Turkiyaning Iqtisodiyot va Texnologiyalar Universiteti
ORCID: 0009-0009-0581-6854
jonibekrustamovich12@gmail.com
Annotatsiya.
O‘zbekistondagi nodavlat oliy ta’lim muassasalari moliyaviy menejmentning
nazariy asoslarini chuqur o‘rganish-mamlakat ta’lim manzarasida xususiy ta’lim
tashkilotlarining ro‘li oshib borayotganini hisobga oladigan bo‘lsak muhim hisoblanadi. Ushbu
tadqiqotda moliyaviy menejmentning asosiy elementlari taqdim etilgan, hamda oliy ta’lim bilan
bog‘liq nodavlat tashkilotlarda moliyaviy boshqaruvning amaliy, huquqiy va strukturaviy
jihatlari haqida tushunchalar va ma’lumotlar berilgan. Bundan tashqari, Oʻzbekiston
Respublikasidagi nodavlat ta’lim tashkilotlarini moliyalashtirishning asosiy mexanizmlari sanab
o‘tilgan, hamda davlat va nodavlat institutlari oʻrtasidagi moliyaviy strategiyalarning qiyosiy
tahlili natijasi taqdim etilgan. Yakuniy natijalar nodavlat oliy ta’lim tashkilotlari (NOTT)
moliyaviy barqarorlikka qanday erishishi va shu tariqa kengroq milliy rivojlanish maqsadlariga
hissa qo‘shishi mumkinligini chuqurroq tushunish imkonini beradi.
Kalit so‘zlar:
O‘zbekistondagi nodavlat oliy ta’lim tashkilotlarini moliyaviy menejmentning
nazariy asoslari, nodavlat oliy ta’lim tashkilotlarining (NOTT) strategik vazifalari, davlat va
nodavlat oliy ta’lim muassasalarining tasnifi, davlat va nodavlat universitetlarining qiyosiy
moliyaviy menejmenti, moliyaviy avtonomiya, ta’limni moliyalashtirish.
ТЕОРЕТИЧЕСКИЕ ОСНОВЫ ФИНАНСОВОГО МЕНЕДЖМЕНТА В
НЕГОСУДАРСТВЕННЫХ ВЫСШИХ УЧЕБНЫХ ЗАВЕДЕНИЯХ УЗБЕКИСТАНА
Хуррамов Жонибек Рустамович
Турецкий университет экономики и технологий г. Ташкенте
Аннотация.
Существует настоятельная необходимость в углублении в
теоретические основы финансового менеджмента в негосударственных вузах
Узбекистана, особенно с учетом растущей роли частных учреждений в образовательном
ландшафте страны. В этой статье рассматриваются ключевые элементы
финансового управления, предоставляя обновленную информацию о практических,
правовых
и
структурных
аспектах
финансового
администрирования
в
неправительственных организациях, связанных с высшим образованием. Кроме того, в
ней определяются основные механизмы, лежащие в основе финансирования
негосударственных университетов в Республике Узбекистан, предлагая сравнительный
анализ финансовых стратегий между государственными и негосударственными
учреждениями. Результаты предлагают более глубокое понимание того, как
негосударственные высшие учебные заведения (НВУЗы) могут достичь финансовой
устойчивости, тем самым способствуя достижению более широких национальных целей
развития.
UOʻK: 316.343.653
210-215
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Ключевые
слова:
теоретические
основы
финансового
управления
негосударственными
университетами
Узбекистана,
стратегические
цели
негосударственных высших учебных заведений (НВУЗы), классификация государственных
и негосударственных высших учебных заведений, сравнительное финансовое управление
государственными и негосударственными университетами, финансовая автономия,
финансирование образования
THE THEORETICAL FOUNDATIONS OF FINANCIAL MANAGEMENT OF NON-STATE
HIGHER EDUCATION INSTITUTIONS IN UZBEKISTAN
Khurramov Jonibek Rustamovich
TOBB University of Economics and Technology in Tashkent
Abstract.
There is a pressing need to delve into the theoretical foundations of financial
management within non-state universities in Uzbekistan, especially given the growing role of
private institutions in the country’s educational landscape. This article explores the key elements
of financial management, providing updated insights into the practical, legal, and structural
dimensions of financial administration in higher education-related non-governmental
organizations. Additionally, it identifies the core mechanisms underpinning the financing of non-
state universities in the Republic of Uzbekistan, offering a comparative analysis of financial
strategies between state and non-state institutions. The findings offer a deeper understanding of
how non-state higher education institutions (NSHEIs) can achieve financial sustainability, thereby
contributing to the broader national development goals.
Keywords
:
theoretical foundations of financial management of non-state universities in
Uzbekistan, strategic objectives of non-state higher education institutions (NSHEIs), classification
of state and non-state higher education institutions, comparative financial management of state
and non-state universities, financial autonomy, education financing.
Introduction.
Education serves as a cornerstone for national development, shaping a country’s
economic, social, and cultural advancement. As such, many nations around the world are
prioritizing the expansion and modernization of their educational systems. In particular,
financial planning in education is an integral component of institutional governance, ensuring
both operational efficiency and the achievement of strategic objectives. Effective financial
management is often a strong indicator of institutional success, spanning multiple domains
such as academic performance, research output, and administrative capacity. In the context of
Uzbekistan, non-state higher education institutions play an increasingly important role in
complementing the national education system. The financial management of these institutions
is critical to the evolution of Uzbekistan’s educational infrastructure and overall socio-
economic progress.
Uzbekistan is home to more than 200 higher education institutions, of which
approximately 67 are non-state (private) institutions. These private universities and
institutions are crucial in diversifying the higher education landscape, offering alternative
educational models that often differ from the public sector in terms of governance, financial
management, and educational philosophy. A key factor in the successful establishment and
operation of these institutions lies in building a robust financial and material base. Institutions
with strong financial foundations are able to attract highly qualified academic staff, create state-
of-the-art facilities, and ultimately offer high-quality education. This enables non-state
institutions to contribute meaningfully to the country’s workforce by producing graduates who
are well-equipped with the skills needed in a dynamic economy.
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Literature review.
Uzbekistan’s educational system provide a critical example of contemporary changes
aimed at enhancing competitiveness through structural transformation and quality
improvement. The literature highlights that effective financial management, diversified
funding sources, and recent legal reforms are critical for the growth and sustainability of
Uzbekistan’s non-state higher education institutions. Tashkhodjaev, (2023), Rakhmatullayev,
(2022), Rasulov, (2023) emphasizes the role of strategic financial planning in ensuring quality
education through resource allocation, as well as the importance of educational reforms,
including public-private partnerships, aimed at enhancing institutional stability and graduate
competitiveness. Law of the Republic of Uzbekistan on Education (2020), along with Ministry
statistics, illustrates non-state institutions’ increasing role, now comprising nearly a third of
Uzbekistan’s higher education landscape. Globally, the World Bank (2018) highlights the
importance of financial resilience, positioning Uzbekistan’s higher education sector as key to
national development goals.
Methodology.
This study employs a qualitative research methodology to explore the theoretical
foundations and practical aspects of financial management in non-state higher education
institutions (NSHEIs) in Uzbekistan. The research focuses on comparative analysis and a
document-based review of financial management practices in both state and non-state
universities. Key legal and institutional frameworks, such as the 2020 Law on Education and
various governmental decrees, are examined to understand the regulatory environment. Data
for the study was gathered from academic publications, legal documents, and statistical reports
from the Ministry of Higher Education. Comparative case studies of financial models in state
and non-state institutions were conducted to identify differences in revenue generation,
resource allocation, and financial autonomy.
Results and Discussion.
State and Non-State Higher Education Institutions in Uzbekistan
Higher education institutions in Uzbekistan can be broadly classified into three
categories: State Higher Education Institutions, Non-State Higher Education Institutions and
Foreign Higher Education Institutions. State higher education institutions are established by
government bodies and operate on state-owned property. They offer education in line with
national educational standards and are typically financed through government allocations,
supplemented by other lawful revenue sources. These institutions, by virtue of their public
ownership, must adhere strictly to government mandates in terms of curriculum, finance, and
administration.
Non-state higher education institutions, on the other hand, are legally recognized private
entities. They provide educational services in accordance with state-approved curricula and
standards, but operate independently of direct government control in terms of financing and
management. These institutions must obtain a government-issued license to offer educational
services, but they enjoy greater autonomy compared to their state-run counterparts. This
autonomy extends to financial management, resource allocation, and the ability to implement
innovative educational models, allowing non-state institutions to compete more dynamically in
the educational marketplace.
Foreign Higher Education Institutions: These include branches or campuses of foreign
universities operating in Uzbekistan. They may offer degrees from their home institutions and
are often focused on specific fields of study. Foreign institutions can establish branches or
partnerships in Uzbekistan under agreements with the government. The Ministry of Higher
Education, Science, and Innovation oversees these institutions to ensure they comply with
national educational standards and regulations.
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Contrasts in Financial Management between State and Non-State
Higher Education Institutions
In Uzbekistan, the financial management of higher education is undergoing
transformative reforms that aim to bolster the sector’s sustainability and efficiency.
Traditionally, state institutions have relied on government-allocated budgets, which are
supplemented by extra-budgetary funds and other lawful sources of income. This system often
results in limited financial autonomy, as state budgets are usually earmarked for specific
institutional needs, leaving little flexibility for independent financial decision-making.
However, recent reforms, including several presidential decrees, have sought to grant financial
independence to select state institutions, enabling them to manage their financial resources
more freely. A pivotal component of these changes is the establishment of financial autonomy
for universities, which empowers institutions to make independent decisions regarding their
funding, tuition fees, and resource allocation. Furthermore, the government is actively
promoting public-private partnerships (PPPs) to leverage additional resources, facilitating
infrastructure development and enhancing educational services. Targeted grant programs have
also been introduced, designed to ensure equitable access to education for underrepresented
groups and to support talented students. Collectively, these financial strategies are expected to
foster a more competitive and resilient higher education landscape in Uzbekistan. Currently, 40
State Higher Education Institutions (SHEIs) have been granted academic and financial
autonomy, allowing them to independently manage tuition fees, curricula, and educational
formats.
Unlike their state counterparts, non-state higher education institutions leverage funding
from a variety of sources, including tuition fees, private donations, contributions from founders,
and partnerships with local and international organizations. The financial autonomy enjoyed
by non-state institutions facilitates responsive decision-making, enabling them to quickly adapt
to market demands and evolving educational trends. For example, they can swiftly update
curricula to align with industry needs or enhance their facilities to attract more students.
Moreover, the capacity to establish partnerships with businesses and organizations not only
provides additional funding but also creates opportunities for practical training and
internships, further enriching the student experience. In recent years, the Uzbek government
has recognized the importance of non-state institutions in expanding access to higher education
and has encouraged their growth through policy frameworks that support public-private
partnerships. This strategic emphasis on non-state higher education institutions aims to foster
competition, drive innovation, and improve the overall quality of education in the country. As
a result, non-state higher education institutions in Uzbekistan are becoming increasingly
significant players in the national education landscape, contributing to a more diverse and
responsive higher education system.
Initial Steps in Financial Management for Non-State Educational Institutions
Effective financial management is a cornerstone of operational success in both state and
non-state higher education institutions. However, in non-state institutions, financial
management takes on added importance due to the heightened level of autonomy and market-
driven pressures they face. Non-state institutions must carefully balance income generation
with expenditure, ensuring that financial resources are allocated strategically to support long-
term sustainability and growth.
Several critical areas must be addressed in the financial management of non-state higher
education institutions:
1.
Capital Resources
: This includes all physical infrastructure, such as administrative
buildings, academic facilities, student residences, laboratories, and sports centers. The
development and maintenance of these resources require substantial financial investment.
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2.
Material Resources
: These include all academic and administrative equipment, books,
and other essential learning materials. Investments in technology, particularly in areas like
digital learning platforms, are becoming increasingly important in modern education systems.
3.
Financial Resources
: The primary source of income for most non-state higher
education institutions comes from student tuition fees. Managing this revenue stream
effectively, while ensuring affordability and accessibility for students, is a key challenge.
4.
Remuneration of Staff
: Non-state institutions must offer competitive salaries to
attract and retain highly qualified faculty members, administrative personnel, and technical
support staff. Investment in staff development is also crucial for maintaining high educational
standards.
5.
Employee Training
: Ongoing professional development for both academic and
administrative staff is vital for improving the quality of education and enhancing institutional
governance.
6.
Communal Services
: This includes the costs associated with utilities such as
electricity, water, and other essential services required to maintain campus operations.
The Financial Planning Process in Non-State Higher Education Institutions
Our research highlights three key stages in the financial planning process for non-state
higher education institutions:
1.
Resource Determination
: This stage involves identifying the maximum number of
financial resources necessary for the effective operation of the institution. This includes
projections for revenue generation (such as tuition fees) and expenditure (such as
infrastructure and staffing).
2.
Expense Allocation
: In this stage, institutions must define the primary categories of
expenditure, ensuring that resources are distributed across key areas like infrastructure,
academic programs, and staff salaries. The goal is to allocate resources in a way that maximizes
the institution’s ability to meet its educational and operational objectives.
3.
Balancing Resources and Expenditures
: Finally, institutions must ensure that there
is a balance between the available financial resources and planned expenditures. This requires
careful budgeting, regular financial audits, and adjustments to spending plans as necessary to
maintain financial health.
Challenges and Strategies in Non-State Higher Education Institutions’
Financial Management
Uzbekistan’s non-state higher education institutions’ financial management faces a
number of obstacles that need for practical solutions. The following are some major obstacles
and some solutions to improve financial management:
1.
Revenue Generation Challenges:
Relying solely on tuition fees to generate income
can be risky, particularly during recessions when student enrollment may drop. Institutions
should look into industry alliances, provide specialized training programs, and set up research
grants in order to diversify their revenue sources and reduce this risk. They can also use
creative marketing techniques to draw in a wider pool of students, including those from abroad.
2.
Cost Control and Efficiency:
Since non-state organizations frequently have limited
funding, cost control is essential. Finding inefficiencies can be facilitated by putting in place a
strong financial monitoring system. Institutions will be able to keep a close eye on spending
and make real-time adjustments thanks to routine financial inspections and audits. Using
technology to handle finances, such budgeting software, can increase accuracy and expedite
procedures.
3.
Investment in Technology and Infrastructure:
Although infrastructure and
technology investments are essential, they can put a strain on available funds. A thorough needs
evaluation should be used to determine the institutions’ investment priorities, with an
emphasis on high-impact areas that improve the learning environment. Furthermore,
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infrastructure projects might receive financial support through the use of public-private
partnerships, which lessens the strain on institutional finances.
4.
Staff Retention and Development:
Preserving the caliber of education depends on
luring and keeping talented professors and staff. As part of their budgetary planning,
institutions should take professional development opportunities and competitive salary
packages into account. In addition to offering real-world experience, working with business
partners on training programs and internships helps improve academic credentials.
5.
Student Support Services:
For students to succeed and stay in school, it is crucial to
offer sufficient student support services such career services, academic advising, and
counseling. To guarantee that these services are strong without sacrificing other crucial areas,
institutions must properly spend finances. Their sustainability can be ensured by establishing
a student fee system that includes a specific fund for support services.
Conclusion.
In conclusion, financial management plays a vital role in ensuring the stability, growth,
and quality of educational services in non-state higher education institutions (NSHEIs) in
Uzbekistan. The distinction between the financial management of state and non-state higher
education institutions lies in the autonomy of resource allocation and usage. While state
institutions traditionally rely on government budgets and have recently been granted more
financial independence, non-state institutions operate primarily on funds provided by founders
and other permissible sources, giving them greater freedom in financial decision-making.
The key to the success of non-state universities in Uzbekistan rests on their ability to build
a strong financial foundation. With adequate financial resources, these institutions can attract
highly qualified faculty and staff, enhance the quality of education, and contribute more
effectively to the country’s socio-economic development by producing well-prepared
graduates.
Furthermore, non-state institutions face unique challenges and opportunities in their
financial planning and management, especially in the establishment of their material and
technical base. Ensuring solid financial management practices will be crucial for the continued
growth and success of non-state higher education institutions in Uzbekistan, positioning them
as critical players in the nation’s overall educational landscape.
Adabiyotlar/ Литература/ Reference:
Law of the Republic of Uzbekistan on Education. (2020, September 23). No. LRU-637.
Retrieved from
https://lex.uz/ru/docs/5700831?ONDATE=24.09.2020
Ministry of Higher Education, Science, and Innovations of the Republic of Uzbekistan. (n.d.).
Statistics
of
higher
education
institutions.
Retrieved
from
https://edu.uz/en/otm/index#gsc.tab=0
Rakhmatullayev, J. (2022). Prospects for the development of financing of higher education
institutions in the country, Uzbek Scholar Journal, Volume- 07, Aug., 2022,
Rasulov, A. (2023) Reforms in the higher education system of Uzbekistan aimed at preparing
competitive personnel, Uzbekistan National Information and Analytical Center for the Study of
Public Opinion
https://www.uzbekistan.org.ua/en/145-biblioteka/7214-reforms-in-the-higher-
education-system-of-uzbekistan-aimed-at-preparing-competitive-personnel.html
Tashkhodjaev, M. (2023). Directions for the development of financial management in the
higher education system: a case study of Uzbekistan, American Journal of Innovative Research and
Applied Sciences. ISSN 2429-5396 I
World Bank Group. (2018, December 27). Uzbekistan education sector analysis: Final report.
