IV. Expected Development Programme Outcomes

The modernization of HSE University’s educational processes foresees the achievement of the following:

  • total full-time student population at the Moscow campus should be kept under 37,000 learners (including up to 7,000 international students); total learners at regional campuses should come to a combined 15,000-20,000 students (including up to 3,000 international students);
  • by 2030, the University’s network projects with other academic institutions, located in various regions of the Russian Federation, shall diffuse the advanced educational standards of HSE University to 50,000 Russian learners thanks to online and blended learning formats;
  • by 2024, e-courses shall be created for disciplines that form an invariant (nonelective) basis for instruction under programmes in economics, management and computer science; in addition, the course selection shall be further supplemented with courses covering cross-curricular competencies (digital literacy, entrepreneurial culture, etc.);
  • by 2030, the total number of learners pursuing the University’s e-courses should be increased to 5 million persons a year, while the total number of learners receiving certification upon completion of studies – up to 300,000 persons per year;
  • by 2030, the share of income from the implementation of continuing educational programmes will account for at least 20% of the extra-budgetary income generated by HSE University, partially thanks to a new focus on corporate programmes;
  • HSE University is developing a unified open educational space, which will be accessible for all potential target audiences, while also implementing instruments that would guarantee the quality of open education.

The modernization of research and innovative activities shall entail the achievement of the following outcomes:

  • by 2024, expenditures on research in such areas as mathematics, computer, technical and natural sciences shall account for 20-25% of the University’s budget earmarks for research activities; in 2030 – for 30-35% (e.g., interdisciplinary projects);
  • one of the key organizational forms for the development of basic research at the University shall include international laboratories, engaged in research under the guidance of leading world-class academics, with a high level of involvement of young specialists in research activities; international laboratories are a starting platform for future academic careers for the University’s doctoral students and undergrads; the laboratories shall engage such learners on a competitive basis;
  • by 2024, up to 20 % of funds and, by 2030, up to 40% of funds earmarked by the University for developing basic and exploratory research will be directed to integrated S&T programmes;
  • by 2024, the total number of projects carried out primarily by young researchers will double;
  • by 2024, at least 10 forward-looking research projects are planned for implementation with respect to digital transformation and the application of end-to-end digital technologies in economic sectors, along with the development and implementation of digital expert/analytical tools for monitoring and analyzing the outcomes of digital transformation processes;
  • by 2024, over 50 applied academic research projects will be implemented, along with the preparation of over 150 analytical reports, and by 2030, over 60 applied research projects, along with over 200 analytical reports, will be completed within the framework of state assignments for the provision of government services (execution of works) by the University.

For the purpose of developing a system of commercialization of technologies and support for innovative activities, the following will be created and developed:

  • systems for monitoring potential demand in emerging technological fields;
  • instruments for supporting research and project groups, engaged in applied academic research and design of new products, along with their subsequent testing and prompt piloting;
  • instruments for raising grants, as well as project and venture financing;
  • innovative infrastructure, e.g., specialized engineering centres, start-up studios, new acceleration programmes under the University’s Business Incubator;
  • an all-University system for instilling entrepreneurial culture and skills, as well as the practice of innovative activities in its learners and staff members.

The total number of issued patents for inventions, utility models, industrial samples and certificates of state registration of computer software and databases per year (e.g., at least 10% of patents for inventions, utility models and industrial samples) shall reach 60 by 2024 and by 2030 – 100 units. In turn, the planned number of transactions for the disposal of exclusive rights possessed by the University (e.g., in instances of joint ownership) to inventions, utility models, industrial samples, know-how, computer software and databases per year (e.g., in instances of joint ownership) shall come to 15 million roubles by 2024 and 150 million roubles by 2030.

The University’s planned revenue from research activities shall increase by 1.6 times by 2024 in comparison with the income generated in 2020, then by a further 1.5 times by 2030 (with due consideration of subsidies to support the execution of state assignments for the provision of state services (execution of works) for implementation of academic research).

HSE University’s advancement in the global arena shall produce the following results:

  • appearance of the University in certain academic fields in Top-100 of global faculty and subject ratings, e.g., Quacquarelli Symonds World University Rankings, Times Higher Education World University Rankings, Academic Ranking of World Universities: “Social Science and Management”, “Sociology”, “Politics and International Relations”, “Economics and Econometrics”, “Business and Economics” and “Mathematics”. HSE University also has the potential to enter the Top-100 of global ratings for an additional 22 subjects and subject areas, placing in the 101-200 range at present;
  • through its system of international student competitions (olympiads), the University can attract the most talented applicants from over 140 countries; the development of this system foresees the transfer of the ever increasing number of competitions to an online format (over 50% by 2030), in parallel with the expansion of its base of foreign partners; by 2030, all olympiad competitions will be held in Russian and English; the total number of international participants will increase to 7,000 persons at the Moscow campus, and up to 10,000 persons for the entire institution;
  • bringing the total number of e-courses and number of learners inside and outside of Russia to 75% with respect to the English-speaking audience, along with the creation of joint new specializations with the world’s leading universities;
  • the University’s promotion through its furtherance of online instruments (designated portals, e.g., virtual international offices, social media, online marketing, etc.) and offline presence in key countries (information offices, representative offices, resource centres); by 2030, total views of the University’s profile and programmes online should come to at least 10 million;
  • a significant increase in HSE University’s presence in various global markets through expanding partnerships and implementation of joint projects with international organizations and associations will allow the University to become a platform for prestigious and world-class academic and expert events, e.g., within the framework of the annual April International Academic Conference on Economic and Social Development; in turn, special emphasis will be placed on “major global challenges”;
  • inclusion of leading foreign academics on editorial boards, dissertation defence councils (for the awarding of Candidate of Science (PhD) and Doctor of Science degrees) and academic and expert councils for respective subdivisions, while, at the same time, an ever higher number of the University’s own academic staff will join the editorial boards of foreign journals, as well as the expert boards of international organizations and the organizational committees of world-class forums.

The development of the University’s HR potential foresees the attainment of the following outcomes:

  • completed institutionalization of three professional tracks (academic, practice-oriented and teaching), with the provision of respective differentiated options for professional growth to academic staff;
  • ensuring that each staff member has the option to pursue advanced training every year with the use of flexible modular systems, online programmes and blended-learning programmes;
  • the share of academic staff members with publications in leading international journals will increase from 25% to 40% by 2024 and up to 60% by 2030, while the share of international specialists, e.g., those hired through international recruiting procedures, will rise from 5% to 10% by 2024 and go up to 15% by 2030;
  • stabilization of contract terms for top specialists – the initial term for contracts will increase from one to three years to three to five years by 2024, and up to five years by 2030;
  • boosting the performance of administrative and support processes largely thanks to their digitization, which can help to avert an increase in the total share of managerial and support staff in the University’s total in-house staff cohort while maintaining its absolute figure; the average pay rate for managerial and support staff shall exceed the market median value for comparable positions; the increase in the share of academic staff satisfied with the quality of the University’s administrative services will reach up to 85% by 2030;
  • providing competitive reimbursement for academic staff with due consideration of the increase in the share of competitive specialists on the global market (in 2024 – 260% and in 2030 – 310% of the regional average pay rate), as well as providing staff with the benefits package, while applying the best practices of top universities and global research centres.

The development of the digital university would include the following results:

  • by 2024, the completion of HSE University’s digital transformation, including:
  • formation of the University’s virtual learning environment, e.g., an innovative virtual learning platform, which can provide the educational marketplace-based services, manage individual digital educational trajectories, digital portfolios for learners, testing and diagnostic tools, educational content management and communication services and support network cooperation between academic institutions;
  • implementation of smart administrative systems, thereby supporting the University’s operations;
  • formation of support infrastructure for replicating solutions for mass digital resources and their adaption in order to reduce content-related development workloads;
  • efforts to support the University’s supercomputer capacity with an uninterrupted increase in the total number of users and subdivisions engaged in research, project and academic work with the application of supercomputer facility;
  • planned expansion and upgrading of supercomputer capacity once every three years in order maintain the University’s leadership in high-performance computations and AI with a view to socio-economic and S&T research;
  • extensive modernization of the University’s digital infrastructure; reengineering user support services, optimization of administration of IT resource, development of digital media for cooperation and feedback;
  • development of various digital services for all stakeholders (applicants, undergraduates, doctoral students, teachers, researchers, administrators, alumni and guests of HSE University), which can be accessed on the digital marketplace from any device at any time, regardless of a user’s location; the majority of services are adapted for mobile devices; within the framework of its digital services, the University has a particular focus on real-life situations, which might be faced by applicants, students, staff and other users of the University’s IT resources;
  • by 2030, implementation of the second phase of the University’s digitization in all areas of its operations with the application of end-to-end digital technologies.

Monitoring of the digital transformation of the economic and social sphere foresees the development of methods for calculating indicators for digital maturity with respect to at least 10 sectors of economic and social spheres, as well as indicators of the “Digital Economy of the Russian Federation” national programme and relevant federal projects included therein, informational and expert/analytical support for calculating values of stated indicators and drawing up analytical materials.

The development of HSE University’s facilities and social infrastructure foresees the achievement of the following outcomes:

  • development of world-class university infrastructure with such features as a distributed campus with state-of-the-art equipment of each cluster, competitive social infrastructure and a fully internationalized environment;
  • ensuring options for the full-scale involvement of international staff and students in life at HSE University, e.g., participation in self-government bodies, expansion of the selection of non-academic student activities in international groups and practice of guidance for international students from local students; ensuring the provision of all services and information channels in various languages;
  • creating at HSE University campuses of multifunctional spaces with open access, supported by infrastructure necessary for project work, as well as conditions for conducting activities and organizing work and studies at other campuses under the “hot desk” model; by 2024, 60% of the University’s academic staff will be equipped with office space for individual and group work with undergrads and doctoral students; by 2030 – 90%;
  • implementation of an all-University standard for the provision of services to undergraduates, doctoral students, learners, teachers, researchers and other staff, by 2024 – 50%, and by 2030 – at least 75% of the University’s academic and laboratory premises will be supplied with all services in line with the established unified standard;
  • by 2024, increasing the share of academic and laboratory buildings (complexes), where spaces are allocated for the realization of students’ and staff’s intellectual and creative potential (e.g., coworking spaces for students and staff, gyms and other sports premises, professors’ and student clubs, etc.),  - up to 50% and to 75% by 2030, respectively;
  • significantly boosting internal performance through the implementation of digital technologies and raising the share of new products in education and research development; the University’s revenues per in-house staff member shall increase from 3.2 million roubles in 2020 to 4 million roubles in 2024, as well as reach 5 million roubles in 2030.