Plan for the Implementation of HSE University Development Programme for the Period until 2030
| Initiative | Key Results | Implementation Period |
|---|---|---|
I.Modernization of Educational Activities |
||
| 1. Transition to a totally new educational model, relying on opportunities offered by digital technologies, which provide students (both internal and external) with a wide range of automated tools and services | providing opportunities for mastering courses simultaneously using distance learning technologies in synchronous and asynchronous regimes on the basis of an educational platform at National Research University Higher School of Economics (hereafter the “University”) to: |
|
| students of all campuses at HSE University; | 2021 | |
| students of network programmes with partner universities; | 2022 | |
| external learners | 2023 | |
| a system for independent measurement of key learning outcomes has been: | 2024 - 2030 | |
| developed and tested at the University; | 2024 | |
| implemented for all educational programmes at the University; | 2025 | |
| offered to other universities | 2030 | |
| development of technologies for creating individual adaptive educational trajectories for students with regard to the dynamics of learning outcomes, as well as self-assessment results (e.g., the use of AI-based generator of assignments), which at different stages of the study process have been: |
2024 - 2030 2024 |
|
| tested and implemented at the University; | 2025 | |
| made available to partner universities | 2030 | |
| each student has the opportunity to use recommendation services to master fully customized educational programmes (e.g., contents, goals and schedule of the study process), using the proposed assessment tools and digitized additional learning materials | 2030 | |
| 2. Developing student project work as part of the transition to a project-based university | approving new in-house educational programmes with respect to providing opportunities for project-based studies, as well as individual educational tracks (general, applied, and research) | 2021 |
| developing and implementing a motivational system for academic staff, encouraging students and doctoral students to take part in projects with external clients and acquire project competencies | 2021 - 2022 | |
| developing and implementing a set of tools for the mass organization of interdisciplinary student projects, as well as projects with the involvement of external clients | 2021 - 2024 | |
| creating and applying digital services for project work, assessment of outcomes and building a portfolio | 2021 - 2024 | |
| at least 50% of doctoral students are engaged in HSE University's research projects on a paid basis | 2021 - 2024 | |
| student projects with external clients make up most of the general pool of student projects | 2025 - 2030 | |
| outcomes of project work of students and doctoral students (at least 5%) have been implemented and put in practice by external clients and at the University | 2030 | |
| 3. Developing a system of intellectual competitions | creating an instrument for official participation of the University’s students in external (primarily international) intellectual competitions (University Student Games, simulation games, etc.), coupled with systematized approaches proposed for building cross-functional teams | 2021 |
| developing an online environment to provide self-study opportunities for Olympiad preparation, self-assessment, and communications between applicants, as well as organizing the online stages of intellectual competitions | 2021 - 2024 | |
| developing and implementing a new type of intellectual competition: case-championships for school students and HSE University students, the All-Russia essay championship, data analysis hackathons in economics for school students, tournaments using court case studies, and teaching excellence tournaments | 2021 - 2024 | |
| team Olympiads in mathematics and software engineering, interdisciplinary Olympiads in social studies and sciences (for school students and university students), and intellectual competitions in other fields of research offered at HSE University | 2025 - 2030 | |
| 4. Developing and launching a digital platform of continuing education for adults, based on educational marketplace principle, with a focus on a youth target audience at the start of their careers | providing opportunities for the assessment, recommendations, assessment of skills and a combination of opportunities for formal and informal education, as well as customization of education processes upon request; building a system of microdegrees on a digital platform | 2021 - 2030 |
| number of digital marketplace users for continuing education of adults: | ||
| 300,000 persons; | 2024 | |
| 1.5 million persons | 2030 | |
| 5. Integrating elements with a focus on mastering universal competencies, such as instrumental general cultural skills, in educational programmes (e.g., in Economics and Law), as well as digital competences, project work skills, presentation and communication skills and entrepreneurial competencies, into all educational programmes at HSE University | providing all students with the opportunity to acquire cross-cultural communication skills and/or international experience as part of their curricular and extracurricular activities, e.g., exchange programmes and using distance learning technologies: in 2021 - 20% of programmes; in 2024 – 40% of programmes; in 2030 – 100% of programmes | 2021 - 2030 |
| developing, testing and implementing a system for measuring cross-curricular competencies in addition to English skills: digital skills (development and implementation); | 2021 | |
| critical thinking (development and implementation); | 2021 - 2022 | |
| financial literacy (development and implementation); | 2021 - 2022 | |
| legal literacy, communication and presentation skills (development, implementation, etc.) | 2021 - 2026 | |
| 6. Developing CPD programmes for all faculties, thus allowing HSE University to tap into high-margin programmes of professional retraining and advanced training for middle/senior managers in such fields as technological development, public administration and the social sphere | creating and launching CPD programmes of mass, niche and educational formats out of all faculties, for corporate clients: | |
| out of faculties with a focus on socio-economic studies, and those with a focus on physics and mathematics; | 2021 - 2023 | |
| on faculties with a focus on humanities and sciences | 2021 - 2024 | |
| introducing programmes offered online and in blended formats in the portfolio of all CPD programmes at all subdivisions and faculties | 2021 - 2024 | |
| creating and launching programmes for the professional development of top managers, i.e., for the benefit of corporate clients: | ||
| in business and digital transformation at large organizations; | 2021 - 2023 | |
| in public administration and social spheres | 2022 - 2024 | |
| launching initiatives, aimed at clarifying the competitive positioning and marketing of CPD programmes (e.g., niche formats) in the Russian and global markets with the aim of boosting their revenues significantly | 2021 - 2025 | |
| establishing at least three major specialized subdivisions of continuing professional education with industry-specific focuses with a view to stable demand on the part of clients. | 2027 - 2030 | |
| 7. Consolidating the University’s system of continuing professional and executive education, establishing a world-class business school with international programmes and institutional accreditation | Graduate School of Business has been set up at HSE University as the result of reorganizing and integrating 11 subdivisions | 2021 - 2024 |
| developing and implementing an intercampus model for the Graduate School of Business at HSE University | 2021 - 2024 | |
| the National Case Study Centre has been established | 2021 - 2023 | |
| obtaining accreditations for international programmes (European Foundation for Management Development Program Accreditation System, Association of Masters of Business Administration), as well as new institutional accreditations (European Quality Improvement System, Association to Advance Collegiate Schools of Business) | 2022 - 2025 | |
| building world-class competitive infrastructure for the Graduate School of Business | 2023 - 2026 | |
| the Graduate School of Business has taken a position among the Top-50 in the global ranking of business schools, according to The Financial Times | 2027 - 2030 | |
II. Modernization of Research and Innovative Activities |
||
| 8. Basic research development and diversification | organizing a system for basic research in key areas of the University’s activities (including streamlining the system in the field of mathematics, computer engineering and sciences), relying on principles of competition for providing support to the most promising teams | 2021 - 2024 |
| ensuring high quality and global visibility of publications in line with the leading international standards | 2025 - 2030 | |
| attaining a citation ratio in the Web of Science for the following five years: 2024 – 40,000 citations; 2030 – 60,000 citations | ||
| 9. Priority support for key fields of research | creating comprehensive interdisciplinary R&D programmes, which can effectively react to major challenges | 2021 |
| organizing comprehensive interdisciplinary R&D programmes: | ||
| Stage 1 | 2021 - 2024 | |
| Stage 2 | 2025 - 2030 | |
| creating a cluster for high-speed processing of Big Data for research purposes | 2021 | |
| creating a cluster of high tech facilities and launching a modern instrument base for research purposes: | ||
| in cognitive sciences; | 2021 - 2024 | |
| in sciences and software engineering | 2025 - 2030 | |
| establishing a network of international laboratories and centres for advanced studies across all core fields of the University’s research: | ||
| launching at least 60 international laboratories and centres for advanced studies; | 2021 - 2024 | |
| launching at least 80 international laboratories and centres for advanced studies | 2025 - 2030 | |
| 10. Developing partnerships with research organizations in Russia | building a system for collaboration with academic institutions and research centres in Russia, including mirror laboratories, and annual support provided to Russian postdocs | 2021 - 2024 |
| opening mirror laboratories: | ||
| at least five laboratories; | 2024 | |
| at least 35 laboratories | 2030 | |
| 11. Developing a system for research management and administration | implementing a model for organizing research on HSE University’s faculties along with allocation of resources to the faculty’s subdivisions and delegating authorities to faculties so that they can make their own decisions with respect to support for research projects | 2021 - 2024 |
| developing and implementing a platform model for research management and administration, e.g., a comprehensive assessment of research carried out by subdivisions, a system for assessment of publications and performance of researchers (research productivity assessment (RPA)), based on integrated financial, staff-related and other data | 2025 - 2030 | |
| 12. Making employment at HSE University attractive for Russian and international leading scholars and young distinguished researchers | building a system for recruiting young researchers to join existing and new research teams, as well as retaining talent | 2021 - 2024 |
| implementing academic staff development programmes and cultivating academic competencies among faculty members | 2021 - 2024 | |
| expanding the current linguistics support system | 2021 - 2024 | |
| implementing a flexible system of contracts with leading Russian and international scholars so as to ensure their effective integration into the operations of research subdivisions | 2021 - 2024 | |
| creating and implementing programmes for acquisition of advanced skills and managerial competencies on the part of young researchers engaged in their initial research projects as project leaders | 2025 - 2030 | |
| fostering dispersed (inter-campus) research teams, coordinated by world-class scholars | 2025 - 2030 | |
| 13. Devising a modular network structure (through competence centres) for managerial consulting and expert analytical support with respect to the pressing issues of Russia’s social and economic development | establishing the Competence Centre for Digital Transformation of Public Administration and State Regulation of Industry Development in the Russian Federation | 2021 - 2024 |
| developing and launching a set of digital expert and analytical tools for monitoring and analyzing the outcomes of digital transformation in various economy sectors and public administration on the principles of data-driven administration | 2021 - 2024 | |
| building a system for analyzing global experience in different areas of government policy, e.g., the involvement of international laboratories and through interdisciplinary research; creating knowledge bases of best practices for digital transformation in various economic sector and public administration | 2021 - 2024 | |
| increasing the total number of experts engaged in comprehensive analysis of regulatory measures by recruiting staff from among HSE University’s faculties (e.g., sociologists, psychologists, lawyers, experts in Big Data analysis, etc.), relying on a system for developing expert competencies as an integral part of the University’s staff development system | 2025 - 2030 | |
| building specialized student teams for expert project work | 2025 - 2030 | |
| building a system for management consulting and expert support for federal districts, regions, and individual megapolises with a focus on the current social and economic agenda, e.g., developing methodologies for digital transformation and reengineering of public administration processes, as well as regulation of industrial development in Russia | 2025 - 2030 | |
| 14. Knowledge valorization, dissemination of research outcomes with the aim of improving the living standards of the population and boosting the competitiveness of Russia’s economy; forecasting, monitoring and assessment of the effective implementation of measures of social and economic policy; creating social and economic databases as per the “mega-science” model and integration with national and transnational access models | building a system to support applied and experimental research, creating relevant foundations, developing new research competencies and promoting outcomes as part of a programme implemented by the University’s Applied Research Development Fund | 2021 |
| conducting monitoring studies, as well as regular statistical and sociological surveys with respect to relevant areas of Russia’s social and economic development: | ||
| Stage 1 (at least 20 surveys); | 2021 - 2024 | |
| Stage 2 (at least 30 surveys) | 2025 - 2030 | |
| creating a new model for the Joint Economic and Social Data Archive, included in “mega-science” research infrastructure in the social studies | 2021 - 2024 | |
| launching a system for intellectual analysis of Big Data (including iFORA) with the application of HSE University’s supercomputer and data cluster, which is among the standard set of services available to the University’s academic staff | 2021 - 2024 | |
| testing a platform for analyzing social and economic data, relying on a block-chain platform, which has been launched with the use of HSE University supercomputer capacity and integrated with the specialized national digital platform within IPChain, thereby providing access to the platform for the administration of social and economic data for its external users (e.g., commercial basis) | 2025 - 2030 | |
| expanding sets of data and functions of the system for intellectual analysis of Big Data (including iFORA), providing access to external users, e.g., by corporate subscription | 2025 - 2030 | |
| 15. Building an effective system for the commercialization of new technologies and support for innovative activities | building and promoting key elements of a system for commercializing technologies and developing innovations, including: tools for monitoring potential demand in developing technological segments; instrument for supporting research and project teams engaged in applied research, as well as the drafting, testing and immediate launch of pilot products; innovative infrastructure, including specialized engineering centres, start-up studios, new acceleration programmes of the University’s business incubator; a University-wide system for developing an entrepreneurial culture and competencies, innovative practices among students and academic staff | 2021 - 2024 |
| launching technological consortiums in the University’s core research fields, expanding the scope of participation in innovative regional clusters throughout its campuses | 2025 - 2030 | |
| boosting the commercialization of digital technologies, neurotechnologies, biotechnologies, quantum technologies, and microelectronics developed at the University | 2025 - 2030 | |
III. Global Development of HSE University |
||
| 16. High-quality transformation of the global student competitions (olympiads) with the aim of attracting the most talented and promising students | expanding the geography of the HSE Global Scholarship Competition and the International Olympiad in Economics for School Students, along with the launch of new formats for Olympiad competitions: | 2021 - 2024 |
| representatives of 13 countries taking part in the HSE Global Scholarship Competition; representatives of at least 25 countries taking part in the HSE Global Scholarship Competition; at least 40 teams from different countries taking part in the International Olympiad in Economics for School Students; HSE University representatives acting as jury members at least three international Olympiads for school students; over 50% of competition fields are only in an online format; at least 20% of the competition fields are implemented as team cases | 2024 - 2030 | |
| 17. Promoting HSE University’s global brand online | launching new digital projects online with HSE University’s profile and descriptions of all English-taught programmes available on various global academic portals: | 2021-2024 |
| 2021 – 5.5 million views; 2024 - 7 million views; 2030 - 10 million views | 2024 - 2030 | |
| 18. Creating and promoting specializations on global education platforms for marketing HSE University’s educational programmes and research schools on the global education market | developing up to 15 specializations on Coursera and other educational platforms | 2021 - 2024 |
| adapting currently available specializations to new conditions and creating (up to 30) new specializations | 2021 - 2024 | |
| 19. Establishing information offices and resource centres in key partner countries | creating a system of online and offline offices, as well as centres for recruiting talented students; organizing student interdisciplinary schools, those hosted by international partners (at least 10 in 2024, and at least 20 in 2030) | 2021 - 2024 |
| 20. Creating new formats for organizing international conferences and forums | creating and testing a new concept for holding conferences and forums under blended formats with the aim of expanding HSE University’s presence on the global event market | 2021 - 2024 |
IV. Development of HSE University’s Human Capital |
||
| 21. Building a differentiated and flexible system of professional trajectories for academic staff | institutional shift to three professional tracks for academic staff, i.e., academic, practice-oriented and teaching trajectories; introducing three career tracks with special mechanisms for the selection, incentivizing and reviews for each track | 2021 - 2024 |
| organizing teams of teachers acting as сurriculum сoordinators and working with network programmes and today’s mass services | 2025 - 2030 | |
| 22. Developing and ensuring basic standards of professional competencies and lifelong professional development for key staff categories | developing and implementing the basic standard for academic and administrative staff, e.g., academic, digital and social skills, English language proficiency, knowledge of information and library systems, as well as intercultural communications | 2021 - 2024 |
| building a system for ongoing (annual) professional development for each staff member based on individual plans using flexible modular systems, online and blended learning programmes | 2025 - 2030 | |
| 23. Raising professional and academic criteria for stabilizing contractual terms for employment agreements with the leading specialists | raising requirements for research productivity assessment (RPA) of academic staff based on the lists of peer-reviewed journals in each field of research | 2021 - 2024 |
| introducing the University’s Code of Ethics as a new instrument for non-administrative regulation of relations between staff, students and the University | 2021 - 2024 | |
| introducing a system of long-term bonuses and incentives (3-5 years) for outstanding achievements in research | 2021 - 2024 | |
| stabilizing contractual terms for the leading specialists, who meet the University’s requirements, with the standard timeframe for employment agreements being extended to five years and allowing for longer sabbatical leaves | 2025 - 2030 | |
V. Digital University |
||
| 24. Creating and launching an innovative digital educational platform | launching educational marketplace services and products, with options for managing individual educational trajectories, digital footprint and digital portfolio of students, as well as instruments of digital assessment and proctoring | 2021 - 2024 |
| introducing an open platform for advanced management of the study process and an accounting educational system | 2021 - 2024 | |
| introducing technologies which involve the Big Data of the educational platform (collection, processing, markup, machine learning, and analytics) and services of educational analysis | 2021 - 2024 | |
| ensuring the provision of communication services, introducing fully functional mobile apps for students and academic staff | 2021 - 2024 | |
| introducing digital regulations and online support for the study process | 2025 - 2030 | |
| markup services for all categories of educational content for the integrated environment for all learners, along with lifelong-learning services, integrated with the common information and communication environment, services for virtual mentors and robot assistants (individual approach to selection and adaptation of programmes and courses, proactive robotic assistance, tutoring, monitoring the teaching quality, perception and ability to master the material) | 2025 - 2030 | |
| 25. Developing and launching digital services for supporting administrative and management operations, e.g., using the data-driven administration paradigm | launching a platform of universal tools to ensure operations of the University’s administrative and management subdivisions, providing support for mobile versions of services and portal solutions, including HR management services, digital regulations, authentication services, digital signature, ESB access, master-data administration services and tools for routine operations of financial, HR, legal and maintenance support units and subdivisions at the University, as well as for security purposes | 2021 - 2024 |
| introducing technologies of work with Bid Data (collection, processing, markup, machine learning, analytics, tools for making managerial and operational decisions) on platforms of common integrated virtual environment, using digital analytical tools and services for the Big Data-driven management of the University | 2021 - 2024 | |
| integrating tools designed for operating the master-data management system, the corporate data model and integrated corporate services into the common virtual environment | 2021 - 2024 | |
| introducing AI-driven technologies for digital footprint management with respect to services involving communication with students, staff and guests of the University, as well as using technologies of distributed registers for data storage and guaranteed safety in the common virtual environment, as well as operations with intellectual property | 2025 - 2030 | |
| 26. Upgrading digital infrastructure with respect to the server, switching, multimedia and terminal equipment, as well as developing supercomputer facilities | upgrading and increasing capacities of core and wireless networks, introducing cloud storage and data processing technologies, developing systems for remote access to the infrastructure along with consolidating security systems, carrying out the migration of core corporate systems to external data centers, integrating conference and webinar services with an innovative digital educational platform, creating virtual computer classes and laboratories allowing for remote work, replacing the core of the telecommunications network and equipment in administrative and educational buildings and dormitories to ensure smooth access to the University’s information systems and resources | 2021 - 2024 |
| introducing approaches and tools for ensuring security, testing the proposed models, approving the information security policy and regulations for non-disclosure of confidential information | 2025 - 2030 | |
| upgrading the digital infrastructure to ensure the effective use of end-to-end digital technologies and the network core with the aim of ensuring high-speed data exchange between terminal devices connected to the campus or dormitory networks, as well as modernizing wireless data transmission technologies, and introducing centralized management and monitoring of the infrastructure on all campuses and dormitories | 2025 - 2030 | |
VI. University as the Competence Centre for Monitoring the Digital Transformation in Economy and Social Sphere |
||
| 27. Monitoring the implementation of target indicators for achieving the “Digital Transformation” national goal, as well as targets and additional indicators of the “Digital Economy of the Russian Federation” national programme set out until 2030 | developing methods for calculating “digital maturity” indicators for at least 10 sectors of economy and the social sphere, as well as indicators for the “Digital Economy of the Russian Federation” national programme and related federal projects; disclosing underlying parameters and analytical details for the calculation of the given indicators, and preparing analytical materials | 2021- 2024 |
VII. University’s Contributions to the Development of Russia’s Educational System, Cooperation between the University and Society |
||
| 28. Engaging in activities aimed at developing human capital of partner universities in Russia | implementing the programme of internships and advanced training for teachers, researchers and administrative staff from Russian academic institutions (up to 3,300 participants per annum) | 2021 - 2024 |
| introducing a system of regular online conferences, summer schools and free intensive courses for continuing professional development of academic and administrative staff of Russia’s universities | 2021 - 2024 | |
| expanding the programme of internships and advanced training for teachers, researchers and administrative staff of Russia’s research centres, including a new format of online internships (up to 4,400 participants per annum) | 2025 - 2030 | |
| 29. Providing support to talented students and alumni | introducing a career guidance course for the second- to fourth-year Bachelor’s students and the first and second- year Master’s students. The course has been included in the mandatory part of the study process along with the core courses | 2021 - 2024 |
| developing a model of digital career services and additional practice-oriented educational programmes to train specialists for the digital economy | 2024 - 2030 | |
| after graduation, alumni will have a digital competencies profile showing the level of their proficiency in various digital technologies, as well as compliance with the requirements of future employers for the training of young specialists | 2024 - 2030 | |
| 30. Developing a network format for the implementation of educational programmes and other products allowing students of partner universities to master e-courses offered by the University | developing and implementing models for delivering sets of online-courses with relevant certificates of completion issued by the University and maintained in the public register of certificates on a narrow professional qualification (i.e., “microdegrees”) | 2021 - 2024 |
| creating a programme aimed at providing support to the faculty of partner universities, including the formation and development of distributed methodological teams from among faculty members for organizing the study process, as well as other projects focused on developing a system for providing support to the faculty of partner universities | 2021 - 2024 | |
| developing a system for the methodological support and training of teachers and administrative staff of universities located in various regions of the Russian Federation, using MOOCs offered by the University as part of educational programmes, with the aim of encouraging the digitization of education and implementation of e-learning technologies in the format of educational intensive courses and training | 2021 - 2024 | |
| developing a system for supporting the study process at the partner universities using virtual services, including access to relevant analytical materials and independent measurement of key learning outcomes | 2025 - 2030 | |
| 31. Providing support to authors from partner universities with the aim of boosting their research productivity | implementing the programme for supporting the research productivity of authors in Russia’s regions (at least 100 authors per annum) | 2021 - 2024 |
| introducing the system of regular journal conferences, seminars and academic writing courses for authors in Russia’s regions | 2025 - 2030 | |
| 32. Implementing the programme aimed at supporting the development of general education in Russia’s regions | developing the following programmes: using a lyceum-type educational model in regional schools; internships of regional school teams; advanced training for teachers and administrators of base schools | 2021 |
| creating standard development programmes for schools working in difficult social conditions | 2021 | |
| introducing a model of blended education for educational organizations in Russia on the basis of courses developed at the University’s Lyceum | 2022 - 2024 | |
| developing a virtual education environment providing for MOOCs, career guidance services and a recommendation system to school students | 2022 - 2024 | |
| organizing internships for school teams from Russia’s regions | 2025 - 2030 | |
| implementing a programme of advanced training for teachers and administrators of base schools | 2025 - 2030 | |
| disseminating a lyceum-type educational model in regional schools with classes under a distributed lyceum system | 2025 - 2030 | |
| 33. Disseminating up-to-date methods for assessment of learning outcomes | launching a methodological centre for state-of-the-art approaches to assessment of learning outcomes; testing tools for a fair assessment of key skills in the general and professional education | 2021 - 2022 |
| developing tools available for general access for a fair assessment of key skills acquired by the school and university students, including digital literacy | 2022 - 2024 | |
| developing feedback and analytical mechanisms available to teachers for a fair assessment of learning outcomes obtained by school and university students | 2025 - 2030 | |
| 34. Promoting student social volunteering initiatives | creating a volunteer centre in each campus in partnership with the leading non-commercial organizations engaged in social projects | 2021 - 2024 |
| ensuring the implementation of projects in the field of intellectual, digital, media and social volunteering by HSE Volunteer Centre | 2021 - 2024 | |
| promoting student volunteering initiatives in Russia and replicating the Volunteer Centre’s experience at other academic institutions in Russia | 2024 - 2030 | |
| 35. Social support for students | making sure to take into account each student’s demand for the social support measures, including the provision of special conditions for study and with respect to dormitory accommodation, as well as internal employment opportunities | 2021 - 2024 |
| using the University’s experience in other educational organizations of higher education in Russia with respect to providing support to talented students needing assistance | 2024 - 2030 | |
| 36. Developing research and expert work in the interests Russia’s regions and municipal bodies with respect to urban development, economy, the social sphere, innovative development, ecology, energy sector, transportation, online services, and the development of the “smart city” technologies | providing regular expert support to authorities of Russia’s regions and municipal bodies with respect to urban development, economy, the social sphere, innovative development, ecology, energy sector, transportation, online services, and the development of the “smart city” technologies | 2021 - 2030 |
| building project teams for solving any issues in the regions where the University’s campuses are located, in partnership with local authorities, businesses and non-commercial organizations | 2021 - 2024 | |
| establishing centres for expert and analytical support on all University campuses for providing support to bodies of the regional and municipal authorities | 2021 - 2024 | |
| 37. Developing the “University Open to the City” project | establishing an open multifunctional platform on the basis of the University’s Cultural Centre, available to Moscow residents | 2021 - 2024 |
| implementing the “University Open to the City” project in all University campuses | 2021 - 2024 | |
| establishing centres providing free consultations on legal and psychological matters to local residents, as well as centres for the provision of expert support services to the small and mid-size businesses, as well as non-commercial organizations, in all regions where the University has a presence | 2024 - 2030 | |
| 38. Developing the “Rediscovering Russia” student expedition programme, expanding collaboration with regions, partner universities and organizations | using a model of inter-campus expeditions as a form of applied project-based study focused on the provision of expert support services for solving social and economic issues in the regions | 2021 - 2024 |
| expanding the range of partners involved in the organization of expeditions through engaging bodies of public authorities, regional universities, institutions of the social sphere, large businesses and non-commercial organizations. Students take part in expeditions as part of their project work focused on solving applied tasks set out by partners | 2024 - 2030 | |
VIII. Developing Facilities and Social Infrastructure |
||
| 39. Creating up-to-date research, educational and recreational spaces at the University for stimulating academic communications and student involvement | drafting a plan for the University’s infrastructure development up to 2030 and implementing measures for reducing the deficit in academic and laboratory spaces at the University with the aim of reaching an average level in terms of infrastructural sufficiency as applicable to Russia’s academic institutions, using different models for infrastructure development (i.e., building new facilities or acquisition of existing infrastructure located within a walking distance from the University’s buildings, with further conversion of such premises for the University’s purposes) | 2021 - 2024 |
| ensuring availability of all necessary equipment in all University’s buildings, as well as proper configuration of spaces allowing the University to meet high standards of the leading global universities, e.g., spaces for self-study and team project work, networking and recreation of staff, students and doctoral students (e.g., co-working spaces for students and staff, gyms and other sports facilities, professors’ and students’ clubs, etc.) | 2025 - 2030 | |
| 40. Building a flexible accommodation system for international students and students from other cities, with regard to their budgets and preferences | creating an infrastructure for the provision of accommodation services to international students and students from other cities depending on their choice and availability of places in a whole range of facilities with different service standards - the University’s own dormitories (for limited categories of students who are entitled to benefits), inter-university student campuses, and accommodation in facilities available on the rental market, e.g., with administrative support provided on the University’s part. | 2021 - 2024 |
| building a system of public-private partnerships providing for accommodation of international students and students from other cities in the cities where the University has a presence, which is embedded in the regional and local real-estate markets on a competitive basis via the University’s institutional partners | 2025 - 2030 | |