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Program for competitiveness increase
of Saint Petersburg Electrotechnical
University “LETI”
Section 1. Strategic objectives and indicators. University promising model.
The University strategic objective is to form a scientific-educational and
innovative cluster, with the University as its core, comparable in main
characteristics with the best universities in the World. It will provide the
University leadership in educational and scientific spheres in the field of
natural and technical sciences, making a considerable contribution to the
development of high-tech branches of economics, science and education of
the country, as well as bringing the University in the group of the leading
world educational and intellectual centers.
Main objectives of the competitiveness increase Program
• formation of a competitive on world level educational system performing
efficient integration of education and scientific research on the basis of
innovative practices of the leading world excellence centers;
• carrying out of breakthrough fundamental and applied research in priority
scientific directions;
• formation of an international innovative cluster in scientific and educational
directions of Radioelectronic, Instrumental Engineering, Communications,
and Infotelecommunications;
• development of personnel potential and human capital of the University;
• provision of strategic partnership with the international business community
and leading scientific and educational world centers;
• administration of the Program using modern methods of strategic and project
management.
As a result of the Program implementation the University should become:
1. The scientific and educational nucleus of the international innovative
cluster in the field of Radioelectronic, Instrumental Engineering, Communication,
and Infotelecommunications, as a result providing world level of education,
development of new technologies and high-tech production, and also creation of
world level intellectual products.
2. The systemic basis for large-scale and quality training of practice-
oriented Post Graduate and PhD Students by means of bringing the structure and
quality of educational programs to the level of the best international standards,
integration of education, practice, entrepreneurship and innovations.
3. The center for integration processes on whose basis the scientific,
educational and innovative infrastructure is developed in order to involve the best
Russian and international scientists, professors, managers, students, as well as to
maintain network synergetic interaction of HEIs and scientific centers, whose
resources and intellectual potential are involved in scientific research and
developments, innovative and educational projects.
4. The center for global international educational and scientific
cooperation which will provide international competitiveness of the programs
portfolio and intellectual products of the University.
The dynamics of annual target indicators for the achievement of the
declared strategic objective – to be among the leading world universities in the QS
Rankings – is given in the Appendix 1 to the Program for the University
competitiveness increase.
The analysis of QS Rankings indicators chosen by the University shows that in
order to be among the top-100 it is required to have a score of 65-67 in the metrics
of this ranking. The consideration of the University possibilities showed that the
real reserves for the University ranking increase are in the direction of reputation
activity and the development of scientific research (indicators Academic
reputation, Employer reputation and Publication activity). On this basis, the
values of target indicators were formed.
2. Target model of the University
2.1. The University mission
Saint Petersburg Electrotechnical University (ETU) is a leading scientific
and educational center performing generation, dissemination and implementation
of new knowledge on the basis of profound integration of science, education, and
entrepreneurship in order to provide global competitiveness of high-tech sectors of
the country economy taking into consideration predictable world tendencies in
education, science, engineering, and technologies.
2.2. Reference group of the leading world universities that were chosen by the University as model ones
1. Uppsala University – UU (Sweden)
Uppsala University is the oldest Nordic university, founded in 1477. For
many years the university is among the top-100 in the QS Rankings, being a
research-type international university with high traditions in science and education.
Eight scientists of the Uppsala University became Nobel Prize winners. Currently
the UU position in the QS Rankings is 81.
Score RankAcademic Reputation 84.30 70Employer Reputation 51.50 190
Faculty Student 42.70 301International Faculty 52.70 224International Students 39.90 291Citations per Faculty 85.00 58
The university belongs to the group of large classical HEIs. It is
characterized by a variety and wideness of its educational programs, which are
given at 9 schools. The university performs international investigations in leading
areas, has a lot of research grants, develops cooperation and exchange activities
with more than 500 universities all around the World, and takes part in
international academic networks and programs. A strong cooperation with industry
as well as with other universities is its conscious strategy in developing scientific
studies and education.
The strengths of the university which are outlined as a benchmark for the
ETU development: high reputation in the international academic community and
high citation level of scientific publications.
2. Karlsruher Institute für Technologie – KIT (Germany)
One of the largest and most prestigious scientific-research and educational
institutions in Germany was founded by merging the university (Universität
Karlsruher) and the scientific-research center (Forschungszentrum Karlsruher).
KIT occupies 141st position in the QS Rankings.
Score RankAcademic Reputation 55.40 179Employer Reputation 76.50 78
Faculty Student 83.10 96International Faculty 55.80 212International Students 58.60 195Citations per Faculty 25.60 301
KIT is similar in its structure to ETU and consists of 11 schools.
In the field of Engineering Sciences (Informatics, Electrical Engineering and
Mechanical Engineering) the university is among three leading universities of
Germany together with Stuttgart University and Aachen University.
The Institute of Systems Optimization, which has the well-known scientific
school in the field of navigation should be mentioned among the divisions of
technical schools.
The strengths of the university that are outlined as a benchmark for the ETU
development: mechanisms of interaction with employers.
3. Royal Institute of Technology – KTH (Sweden)
KTH position in the QS Rankings – 142
Score RankAcademic Reputation 55.30 180
Employer Reputation 63.50 150
Faculty Student 63.70 168
International Faculty 74.40 153
International Students 91.00 63
Citations per Faculty 38.10 294
The university belongs to a group of large HEIs and is much similar in its
structure to ETU. KTH has the schools that train Bachelors and Masters in the
following fields: Electrical Engineering, Computer technologies and
Telecommunication, Instrument Engineering, Biomedical Engineering,
Management. Note that 50% of engineers in Sweden were trained at KTH.
The strengths of the university which are outlined as a benchmark for the
ETU development: high international activity and realization of educational
programs in English, involvement of international students.
4. Tufts University (USA)
The position in the QS Rankings – 181
Score RankAcademic Reputation 27.40 301Employer Reputation 23.60 301
Faculty Student 60.50 181International Faculty 92.90 71International Students 34.90 301Citations per Faculty 96.00 35
The university founded in 1852 belongs to a group of medium HEIs and is
much similar in its structure to ETU. There are schools at the university that train
Bachelors and Masters not only in Engineering (technical) fields but in
Humanities, Medicine, and Arts.
Tufts University has 12000 students, 1600 post graduate students and 3000
staff employees.
The strengths of the university which are outlined as a benchmark for the
ETU development: very high citation index, high innovative activity, high level of
scientific research, high international activity, realization of international
educational programs and organization of educational programs abroad, high
provision with material resources.
A kind of activity where the university is among the top-100 in the QS
Rankings was taken as an example for each of the chosen universities. The
progress towards the indicators of these activities will allow the ETU to achieve
the high final result and the aim outlined in the Program.
2.3. Marketing strategy of the University
The main marketing objective of the University is to increase
competitiveness of the activities and services of the University on the profile
markets: educational programs (EP) – on the market of educational services,
graduated students – on the labor market, results of scientific and technical activity
– on the market of scientific and technical production and services.
The marketing strategy of the University is a focusing strategy consisting in
concentration of efforts and resources on a particular group of customers and
market segment. The strategy choice is due to the fact that unlike classical and
polytechnic universities the ETU has fewer profile directions and can focus on
them in order to serve narrow target group better than competitors. Such position
provides protection from competitive forces. The focusing should also go with
individualization of the services rendered by the University.
The choice of markets where the focusing strategy and concentration of the
efforts is supposed to be realized is due to the presence of the following priority
scientific and educational platforms that have high level of personnel, intellectual
and material, and technical potential and the best effectiveness. These are
“Infocommunication Technologies, Telecommunications and Radioengineering
Systems”, “Technologies for Creation of Electronics Components”; “Technologies
for new and renewable energy supply and energy saving”; “Technologies and
Software for distributed and highly productive computing systems”,
“Technologies for information, control and navigation systems”; “Biomedical
Technologies”.
2.3.1. Marketing strategy on the market of scientific and technical
production and services (research market)
The focusing strategy emphasis on the market of scientific and technical
production and services (research market) is put on customer individualization.
The key factors are proximity to the customer and individualized marketing, and
the priority policy is satisfaction and retention of the regular customer.
The scientific-educational platforms where ETU focuses its efforts determine
the list of main branches and scientific directions where the University works.
2.3.2. Marketing strategy on the market of educational services (applicants
market)
The emphasis in the focusing strategy is put on the market of educational
services (applicants) as follows:
internationalization that assumes regular and systematic work on
realization of educational programs in English, their accreditation in accordance
with international standards, increase of the level and quality of educational
services in order to involve international students and make more active academic
mobility in partnership with international universities;
bringing the structure and content of EP in compliance with the needs
of the educational service market and labor market together with the leading
international and Russian universities, scientific institutions and high-tech
enterprises.
The educational services market geography is not limited by the regional
market. ETU has ambitious objectives to enlarge the market coverage not only in
Russia and CIS countries, but foreign countries as well.
The customers’ target group of education services: the applicants with a high
average score of the Russian National Exam and the graduates of specialized
(profile) high schools and colleges.
2.3.3. Marketing strategy on the labor market (employer market)
On the labor market (employer market) the main emphasis in the focusing
strategy is placed on cooperation with high-tech institutions that are, at the same
time, employers for university graduates and principle customers of scientific
research and developments of ETU.
Cooperation mechanisms:
strategic partnership with enterprises-employers;
purpose-oriented training of the specialists according to the orders of
enterprises – strategic partners of the University.
The types of companies which the University is focused on - large and
medium-size high-tech industrial and scientific institutions corresponding to the
University field of regional, country, and world economy.
2.4. Information infrastructure of ETU. Areas of informatization.
IT-infrastructure will be brought to up-to-date state by means of creating a
corporate data processing center (DPC) using technologies of “private clouds” and
virtualization providing the required level of performance and failure resistance,
operation continuity of network services and applications.
The urgent task is to increase the bandwidth of external communication
channels to 10 Gbit`/s.
Further development of the complex information media will be performed for
the purpose of the University competitiveness increase. It will include the
following components:
1. Automated quality control system.
2. Automated system for distant interactive learning.
3. System for supporting of undergraduate, postgraduate, and Ph.D students
projects.
4. System providing support of connections between the University and
applicants, students, graduates and employers.
5. On-line site for joint realization of scientific projects.
6. System for holding on-line conferences.
2.5. Personnel potential of ETU, including top management, faculty and
researchers
Three academicians and five corresponding members of RAS and state
academies, 20 laureates of national and international prizes, more than 200
professors and Doctors of Sciences, and more than 600 Ph.D faculties work at the
University.
A centralized wages fund in the amount of 10 million RUR was formed at the
University with the aim to involve young teachers (instructors) to the departments.
It is designated for young specialists who have successfully finished post graduate
courses and are employed to teach at the University. At present the proportion of
young instructors and researchers in the age of up to 35 is more than 22% of the
total number of faculty and researchers.
Human resources management is realized at ETU on the basis of the
University target complex program “Training and retention of scientific,
pedagogical and administrative personnel”. The support of scientific projects of
young researchers (undergraduate and postgraduate students, and doctoral
candidates) is carried out on competitive basis within the frames of this program.
The subprogram “The support and development of the leading scientific and
pedagogical schools of ETU” aimed at reproduction of the University intellectual
potential in priority scientific and educational directions is being realized.
The main components of the University personnel potential development:
creation of conditions and stimuli for efficient work of the University employees,
provision of possibilities for in-service and refresher training, realization of
creative activity and career advancement. Several levels of personnel training for
the work at the University are realized as the development of the University human
resources. They are:
1. Training of the University personnel reserve from the number of the most
promising Ph.D students, postgraduate students, and young instructors: continuous
personnel training in the chain “Bachelors – Masters – Ph.D Students – young
instructors and researchers”.
2. The development and support of the Faculty personnel potential and
administrative and managerial personnel at the expense of in-service and refresher
training and internship in the leading centers for education, science and high-tech.
The personnel policy of the University is provided by a number of
instruments and mechanisms that assume allocations of both financial and
nonmonetary resources:
creation of competitive academic environment (open competitive selection,
employees qualifying evaluation, internal competitions for vacancies);
encouragement of scientific and teaching activity (financial and moral
incentives for achievements, competitions, creation of favorable conditions
for creative work, academic mobility);
professional growth, support and development of competences.
2.6. Promising characteristics of the University corporeal and technical basis and their reasoning
At the present time the infrastructure and corporeal and technical basis of
ETU is sufficient for implementation of educational, scientific and supplementary
activities problems to the full extent.
The University valuable assets register includes more than 19500 items with
the total carrying value of 1.2 billion RUR (including net-balance value).
The total area of buildings and constructions is 139000 square meters, where
140 lecture halls as well as 470 educational and research laboratories and centers
are located.
The University comprises a modern technological zone with a number of
clean rooms (about 500 square meters of the total area) and unique research,
metrology and technological equipment that allows carrying out interdisciplinary
research and development in the field of bio- and nanotechnology, micro- and
nanosystem engineering, IT-technology, living system technology.
The main University objectives in the field of the infrastructure and material
and technical basis development are:
- modernization of the structure and increase in the number of real estate
objects;
- updating of engineering infrastructure;
- rapid updating of the scientific and technological equipment and software
nomenclature and their enhancement with new possibilities (in a number of cases –
unique ones) to carry out research in the directions defined by the University as
breakthrough or strategically important ones.
2.7. The economic and financial model (value and structure of income and expenses, investments, sources of funds, including endowment)
The financial situation of the University can be characterized as “stable, with
the prospect for development”. On an annualized basis, the total amount of the
University income and expenses summary calculation was 1.7 billion RUR in 2012
and will exceed 2.0 billion RUR in 2013.
The University income comes from three sources of funds:
- the founder’s funds (42…46 % of income);
- the funds obtained for the rendering of various types of educational services
(17…19% of income);
- the funds obtained for R&D projects (35...40% of income).
Within the last few years a stable increase in the University income from
R&D projects has been observed that is considerably ahead of the inflation. The
tendency of growth is stable. It is connected with the development of the
University potential in the scientific and technical, technological and intellectual
areas. It also allows the University to keep the stable position among the elite
universities of the country and in some directions among the top universities in the
World.
The prospects of the University funding development are connected with the
implementation of the strategic plans. The priorities are the following: the
infrastructure development for continuous professional education (in-service and
refresher training, retraining, purpose-oriented and elite specialists training at
Master’s or PhD programs), the infrastructure development for carrying out R&D
projects in the priority directions (including excellence centers, resources centers,
design centers, prototyping and contract manufacturing centers, etc.), the
development of the University property management system and others.
The University financial situation for the next 5 years is described by the
following indicators:
- increase in the University income more than 1.35-fold in a comparable price
and more than 1.6-fold taking into account the expected inflation;
- increase in the income received from rendering paid educational services–
almost 1.3-fold - in a comparable price and more than 1.5-fold taking into account
the expected inflation;
- increase in the income received from rendering additional paid educational
services (in-service and refresher training, retraining of the specialists) almost 1.9-
fold in a comparable price and more than 2.2-fold taking into account the expected
inflation;
- increase in the income received from contracts for carrying out R&D
projects almost 1.9-fold in a comparable price and more than 1.9-fold taking into
account the expected inflation.
In the University budget with an increased amount of income planned for the
perspective, the main expenses are aimed at:
- increase of the payment for the employees labor being ahead of the inflation
and an average salary level in the region;
- the university property maintenance (buildings, engineering infrastructure,
movable properties) as required for the University development;
- financing of the priority program, breakthrough and/or socially important
development projects;
- achievement of the objectives of the educational, scientific and management
activities development, reaching the excellence level in a number of key directions,
achievement of the resource-saving objectives (optimization of labor, time,
financial, energy and other resources).
3. Analysis of the main gaps between the current and target indicator values (according to App.1) and ETU characteristics (according to App.2), their main reasons and strategic initiatives due to which the declared international competitive positions will be achieved
Analysis of the main gaps between the current and target indicator values of
the University development as the world-level research and education center
allows:
• to define the main priorities of the University development;
• to identify the University facilities in relation to the current and
anticipated future condition;
• to develop special programs required to bridge the gaps.
Today ETU is in a good starting position and has a high potential for
intensive development according to the proposed Program for competitiveness
increase of the University to become a world-level educational and research center
included in the top-100 of the QS World University Rankings.
The analysis of the main gaps between the current and target indicator
values shows that the University keeps the strongest positions with respect to the
income from non-state budget sources and the percentage of the international
students who study at the main educational programs. This fact allows considering
the prospects of the Program for competitiveness increase of the University with a
lot of optimism.
The worst current indicator value is the percentage of the international
professors and researchers. The problem of international professors and researchers
involvement was not set on a regular basis and therefore was not provided with the
resources. The same is applicable to such indicators as the number of publications
indicated in the Web-of-Science and/or Scopus databases and the citation index.
Solution of these problems requires special initiatives and allocation of resources
for creation of a favorable environment for faculty, development and
implementation of the new competitive educational programs in cooperation with
the leading international universities, carrying out R&D projects under the
supervision of the leading foreign as well as Russian scientists, formation of the
faculty international academic mobility system.
All the planned initiatives and actions will foster a sustainable increase of
the University position in the QS World University Rankings.
The main directions of the strategic initiatives are as follows:
3.1. Formation of the portfolio of the University programs and intellectual
products providing international competitiveness.
The strategic initiatives in this direction are:
• creation of the University educational environment and implementation of
the new competitive educational programs in cooperation with the leading
international as well as Russian universities and research institutions;
• carrying out R&D projects under the supervision of the leading foreign as
well as Russian scientists in cooperation with the scientific and hi-tech
institutions according to the Russian and international priority directions of
the development;
• establishment of the Russian university-academic (RUA) Consortium
"Science and Technology of Graphene for Nanoelectronics", coordination of
scientific and technological works of the Consortium and integration of the
Consortium into the Graphene Flagship Initiative (GFI) under the
corresponding direction;
• establishment of the Russian university-academic (RUA) Consortium
"Smart Textiles", coordination of scientific and technological works of the
Consortium and integration of the Consortium into the Flagship Initiative
"Guardian Angels for a Smarter Life" (GA) under the direction "Technology
and components of smart textiles";
• establishment of the world-level R&D laboratory "Advanced microwave
integrated circuit technologies" under the supervision of the leading
scientist, Professor Matthias A. Hein (Ilmenau University of Technology,
Germany) and implementation of the R&D project aimed at the development
and investigation of new low-loss electronically tunable, active, non-linear,
and energy-efficient microwave circuitry for advanced wireless applications.
• establishment of the Information Security Institute and implementation of
the R&D project aimed at the development of technologies and complex
information security system of the distributed environment in cooperation
with St. Petersburg Institute for Informatics and Automation of RAS,
Vietnam National University – University of Engineering and Technology
(Hanoi, Vietnam) and Turku University (Finland);
• establishment of the scientific and educational center “Digital sphere” and
carrying out the project on the development of modern information and
telecommunication technologies and services in the area of digital television
technologies (both broadcast and IPTV) based on the cross-border
cooperation with JSC "Zavod Kozitsky", VTT – Technical Research Center
of Finland, and Maxisat-yhtiot Oy company (Finland).
3.2. Involvement and training of ETU key staff, increase in the quality of the
faculty.
The most important initiatives providing the realization of the given direction are:
• open competitive selection of the University senior executives;
• career management system (the University human resources management);
• creation of a favorable environment for young faculty involvement;
• creation of the faculty international and national academic mobility system.
3.3. Involvement of talented undergraduate and Ph.D. students.
The direction includes the following strategic initiatives:
• development of research and educational schools;
• creation of a favorable research and educational environment for the Russian
as well as international Ph.D. students and intern researchers;
• creation of the supporting system for the talented youth, youth scientific and
technical creative activity and entrepreneurship.
3.4. Mechanisms for resource concentration in the breakthrough directions,
refusal from inefficient activities.
Strategic initiatives providing the resource concentration are:
• creation of specialized divisions for carrying out complex,
interdisciplinary, breakthrough R&D;
• promotion of the University excellence technology centers as well as the
University scientific and educational platforms as the world-level
excellence centers and centers for retraining of scientific, educational and
engineering personnel.
3.5. Creation of the ETU management system (basic principles, management
staff and systems, ETU organizational structure), providing the achievement of
indicator values and target model characteristics.
Strategic initiatives concerning the modernization of the University
management system are:
• introduction of the open competitive selection system for ETU senior
executives;
• carrying out independent evaluation of the efficiency and productivity of the
official and functional duties performance of all levels executives.
The fundamental organization principles of the Program implementation are:
• project-oriented structure and management decentralization;
• support of the University network and corporate interaction with its
strategic partners; ensuring an appropriate number of staff, government,
employers, and public representatives in the Program management
bodies;
• openness and transparency in management decision-making, involvement
of the University staff in the Program actions implementation.
Management of the implementation of the Program for competitiveness
increase of the University will be performed in accordance with the modern
standards of project management.
The management system of the Program implementation will be organized as
a matrix combining the project and functional management including the
governing and administrative boards representation.
The Program implementation will be supported by the automated information
system and the monitoring system for measurement, analysis, and control of the
required characteristics achievement regarding the quality insurance of scientific
and educational activities. One of the tools to provide a continuous quality
management in education and research is the system for internal quality audit.
4. Changes management, mechanisms that ETU intends to use for the effective transformation
The search for the methods to provide high competitive positions reveals a
necessity to develop and implement the University competitiveness management
mechanisms. Such mechanisms include the following:
analysis of the university effectiveness;
finding and diagnosing of the problem areas and the weak points;
search and simulation of model solutions;
implementation of the model solutions and their adaptation for updating the
strategy and functioning principles.
The benchmarking concept being used in the University competitiveness
management mechanisms allows to implement the best operation experience, to
improve quality and effectiveness, to form a new concept of educational and
research process, to evaluate the management staff expertise. This will ultimately
lead to the University sustainable development and achievement of the desired
competitiveness level.
However, the benchmarking application effectiveness depends on an
appropriate selection of the objects to be improved, identification of the model
universities and the relevance of their experience, development of a system for the
implementation and support of the experience at the University in conjunction with
the University strategic management system.
This is a resource consuming process. Thus, the use of the method for the
University achievements evaluation and the intellectual system during the process
of the benchmarking implementation into the competitiveness provision
mechanisms is a necessary condition of an effective benchmarking
implementation.
Creation and implementation of the University changes management system
comprises:
• re-engineering of the University quality system on the basis of the
system elements of the balanced indicators and the available University quality
management system;
• formation of educational programs (accredited according to the
international standards) on the market of educational services;
• enhancement of cooperation with the leading international as well as
Russian universities, research institutions and hi-tech enterprises;
• provision of a strong relation between the results of the University
division activity and target indicators of the Program;
• development and implementation of the University management
system and technology modernization program;
• professional and expert teams for the University reformation at all
management levels and directions;
• development of corporate principles stimulating staff loyalty to
understanding, acceptance and support of the University reformation strategy;
• transformation of the University structure, information and HR
systems, financial system for stimulating the results of the employees labor;
• prompt correction of the University transformation strategy and
objectives.
Section 2. The Program actions
The required actions of the Program
The list and characteristics of the required actions are given in Appendix 2 to
the “Program for competitiveness increase”.
The additional actions of the Program
The list and characteristics of the additional required actions for Program
implementation are presented in the following table.
Additional Required Actions
Action 9 “Development of Plan of Actions ("Road map") for Implementation of the Program for the University Competitiveness Increase”
1 Problem No. 1 Development, agreement and approval of plan of actions ("road map") for implementation of the Program for the University competitiveness increase
Target indicator The University QS position in QS World Rankings Position2013 2014 2015 2016 2017 2018 2019 2020
551-600 501-550 451-500 401-450 301-350 201-250 151-200 51-100
Mechanism of problem solution
Development of a project of the Plan of actions ("road map") for implementation of the Program, developed together with an independent consultant according to the guidelines of the RF Ministry for Education and Science.
Submitting the Plan of actions ("road map") for implementation of the Program for the agreement to the RF Ministry for Education and Science within 60 days from the moment of the competition results announcement.
Approval of the Plan of actions ("road map") for implementation of the Program, agreed with the RF Ministry for Education and Science, by the University Senate.
Cost estimation
(mln. RUR)Total – 10.0 By subsidy - 0
Year Main results Cost estimation
Incl. by subsidy
2013
Plan of actions for implementation of the program, developed together with an independent consultant according to the guidelines of the RF Ministry for Education and Science, agreed with the RF Ministry for Education and Science and approved by the University Academic Board.
3.0 0
2014Correction of the Plan of actions for implementation of the program together with the independent consultant and submission for agreement to the RF Ministry for Education and Science.
1.0 0
2015 Correction of the Plan of actions for implementation of the program together with the independent consultant and submission for agreement to the RF Ministry for Education
1.0 0
and Science.
2016-2020Correction of the Plan of actions for implementation of the program together with the independent consultant and submission for agreement to the RF Ministry for Education and Science.
5.0 0
Action 10 “Development of Plan of Actions and Projects of Normative Act and Internal Procedures, Providing Change of the Institution Type, Procedure of Rector Appointment and Estimation of Efficiency of the University Top Management Work”
1 Problem No. 1 Development of plan of actions and projects of normative act and internal procedures, providing change of the institution type until the end of 2013 under the current legislation
Target indicator The University QS position in QS world ranking Position2013 2014 2015 2016 2017 2018 2019 2020
551-600 501-550 451-500 401-450 301-350 201-250 151-200 51-100
Mechanism of problem solution
Development and agreement of the Plan of actions for change of the institution type from the state budgetary institution to the state autonomous institution.
Development and agreement in the RF Ministry for Education and Science of projects of normative act and internal procedures, providing change of the institution type from the state budgetary institution to the state autonomous institution until the end of 2013 under the current legislation.
Cost estimation
(mln. RUR)Total – 5.0 By subsidy - 0
Year Main results Cost estimation
Incl. by subsidy
2013Normative acts and internal procedures, providing change of the institution type from the state budgetary institution to the state autonomous institution until the end of 2013 under the current legislation.
5.0 0
2 Problem No. 2 Establishment of procedure of Rector appointment to be a FounderTarget indicator The University QS position in QS world ranking Position
2013 2014 2015 2016 2017 2018 2019 2020551-600 501-550 451-500 401-450 301-350 201-250 151-200 51-100
Mechanism of problem solution
Development and agreement of Procedure and criteria of competitive selection of a chancellor on the basis of open international competition.
Development of projects and approval of Regulations and composition of the commission in the RF Ministry for Education and Science.Holding of open international competition and appointing the chancellor to be a Founder.
Cost estimation
(mln. RUR)Total – 1.0 By subsidy - 0
Year Main results Cost estimation
Incl. by subsidy
2013
Normative documents for carrying out the procedure of the chancellor appointing to be a Founder with the preceding competitive selection in the form of open international competition, organized by the RF Ministry for Education and Science.
1.0 0
3 Problem No. 3 Introduction of changes to the statute and effective employment contracts of the Rector and vice-RectorsTarget indicator The University position in QS World Rankings Position2013 2014 2015 2013 2014 2015 2013 2014
551-600 501-550 451-500 401-450 301-350 201-250 151-200 51-100
Mechanism of problem solution
Development and approval of a new University statute, which provides for the Rector appointment to be a Founder on the basis of open international competition and change of the institution type from the state budgetary institution to the state autonomous institution, at the personnel conference.
Development and agreement with the Founder of projects of employment contracts of the Rector and vice-Rectors, providing for the achievement of the indicators of the approved University development programs and procedure of estimation of the Rector and vice-Rectors work efficiency by the Founder.
Cost estimation
(mln. RUR)Total – 1.0 By subsidy - 0
Year Main results Cost estimation
Incl. by subsidy
2013 New University Charter, which provides for the Rector appointment to be a Founder on the basis of open international competition and change of the institution type from
1.0 0
the state budgetary institution to the state autonomous institution.Forms of employment contracts of the Rector and vice-Rectors, providing for the achievement of the indicators of the approved University development programs and procedure of estimation of the Rector and vice-Rectors work efficiency by the Founder.
Action 11 “Submission of the University Accounting Reports according to the International Financial Reporting Standard”
1 Problem No. 1 Submission of the university accounting reports according to the international financial reporting standard
Target indicator The University position in QS World Rankings Position2013 2014 2015 2013 2014 2015 2013 2014
551-600 501-550 451-500 401-450 301-350 201-250 151-200 51-100
Mechanism of problem solution
Establishment of organization department, which ensures preparation of the accounting reports according to the international financial reporting standard (IFRS) from 2013.
Development and implementation of information support system of collection, processing and submission of accounting reports according to the international financial reporting standard.Professional development of employees in the sphere of the international financial reporting standard.
Cost estimation
(mln. RUR)Total – 20.0 By subsidy - 0
Year Main results Cost estimation
Incl. by subsidy
2013 Establishment of organization department, which ensures preparation of the accounting reports according to the international financial reporting standard 1.0 0
2014 Accounting reports for 2013 according to the international financial reporting standard 2.0 0
2015 Accounting reports according to IFRS. Audit of the accounting reports for 2014, prepared according to the international financial reporting standard 3.0 0
2016-2020 Accounting reports according to IFRS. Annual audit of the accounting reports, prepared according to the international financial reporting standard 15.0 0
Action 12 “Development and Implementation of Procedures of Data Presentation to QS World University Rankings”
1 Problem No. 1 Collection and annual presentation of data to QS World RankingsTarget indicator The University position in QS World Rankings Unit2013 2014 2015 2016 2017 2018 2019 2020
551-600 501-550 451-500 401-450 301-350 201-250 151-200 51-100
Mechanism of problem solution
Development and implementation of information support system of collection, processing and presentation of the necessary data to QS Rankings.Analysis, making recommendations and carrying out actions for increase in QS Rankings.
Cost estimation
(mln. RUR)Total – 21.0 By subsidy - 0
Year Main results Cost estimation
Incl. by subsidy
2013 Data presentation to QS World University Rankings 1.0 0
2014 Analysis and making recommendations and system of actions for increase in QS World Rankings 2.0 0
2015 Increase in QS World Rankings, entering the first 500 of QS University Rankings 3.0 02016-2020 Increase in QS World Rankings, entering the first 100 of QS University Rankings 15.0 0
2 Problem No. 2 Collection and annual presentation of data to QS subject ranking
Target indicator QS subject ranking - subject list (subject area - Electrical & Electronic Engineering) Position
2013 2014 2015 2016 2017 2018 2019 2020500+ 451-500 451-500 401-450 301-350 201-250 151-200 51-100
Mechanism of problem solution
Development and implementation of information support system of collection, processing and presentation of the necessary data to QS subject rankings.Analysis, making recommendations and carrying out of actions for promotion in QS subject ranking.
Cost estimation
(mln. RUR)Total – 21.0 By subsidy - 0
Year Main results Cost estimation
Incl. by subsidy
2013 Data presented to QS world subject ranking 1.0 0
2014Data presented to QS world subject ranking.Analysis and making recommendations and system of actions for increase in the selected subjects in the lists of QS world subject ranking
2.0 0
2015 Data presented to QS world subject ranking. Entering the first 500 universities of QS world subject ranking. 3.0 0
2016-2020 Data presented to QS world subject ranking. Entering the first 100 universities of QS world subject ranking. 15.0 0
Action 13 “Development and Implementation of Contact System for the Faculty”
1 Problem No. 1 Development, approbation and establishment of criteria of effectiveness of academic activity of the faculty
Target indicator The University position in QS World Rankings Unit2013 2014 2015 2016 2017 2018 2019 2020
551-600 501-550 451-500 401-450 301-350 201-250 151-200 51-100
Mechanism of problem solution
Development and approbation of effectiveness criteria of academic activity of different faculty categories.
Correction, agreement in the RF Ministry for Education and Science and approval of effectiveness criteria of faculty academic activity.
Development and approval of the system.
Cost estimation
(mln. RUR)Total -1.0 By subsidy - 0
Year Main results Cost estimation
Incl. by subsidy
2013 Criteria of effectiveness of academic activity of different faculty categories (instructors, assistant professors, associate professors, professors, department heads, deans). 0.5 0
2014Criteria of effectiveness of academic activity of different faculty categories, corrected, agreed with the RF Ministry for Education and Science and approved by the Supervisory Board.
0.5 0
2 Problem No. 2Development and implementation of contract system for the faculty, taking into account effectiveness of their academic activity during extension of a contract and calculation of variable remuneration of an employee
Target indicator The University position in QS World Rankings Unit2013 2014 2015 2016 2017 2018 2019 2020
551-600 501-550 451-500 401-450 301-350 201-250 151-200 51-100
Mechanism of problem solution
Development, approbation and implementation of contact system for the faculty, taking into account effectiveness of their academic activity during extension of a contract and calculation of variable remuneration of an employee
Cost estimation
(mln. RUR)Total – 5.0 By subsidy - 0
Year Main results Cost estimation
Incl. by subsidy
2013Forms of contracts for the faculty, taking into account effectiveness of their academic activity during extension of a contract and calculation of variable remuneration of an employee
0.5 0
2014Approbation of contracts with different faculty categories (instructors, assistant professors, associate professors, professors, department heads, deans).
0.5 0
2015Implementation of contract system for the faculty, taking into account effectiveness of their academic activity during extension of a contract and calculation of variable remuneration of an employee
1.0 0
2016-2020
The faculty remuneration system based on efficient contracts providing the personnel potential development, increase of prestige and attraction of university work, corresponding provision employees remuneration to the amount and quality of labor
3.0 0
Appendix 1 to the Program of Competitiveness Increase of ETU
Mainindicators
№ Indicatorname
Unit ofmeasurement
Expected indicator dynamics2013 2014 2015 2016 2017 2018 2019 2020
1 Ranking position position
QS Rankings (QS World University Rankings) 551-600
501-550
451-500
401-450
301-350
201-250
151-200
51-100
Subject QS Ranking- subject list (subject area - Electrical & Electronic Engineering)
501-550
451-500
451-500
401-450
301-350
201-250
151-200
51-100
2 Papers without doubling from Web-of-Science and Scopus per Faculty number 0,51 0,57 0,64 0,81 1,1 1,35 1,7 2,55
3Citation per Faculty calculated on the basis of total number
of papers without doubling from Web-of-Science and Scopus
number 3,0 4,0 5,5 7,0 8,75 10,5 12,75 15,0
4 International Faculty, including Russian citizens with Ph.D degree from international universities % 0,5 0,6 0,7 0,8 1,0 1,4 1,7 2,0
5International students completing the University main
education programs (calculated with the account of students from CIS countries)
% 10,7 11,5 12,5 13,5 13,8 14,0 14,5 15
6
Average score of the Russian National Exam of the full-time students, enrolled at the expense of the federal budget
on the course for Bachelors and the course for Certified Specialists.
score 70 71 72,2 73,4 74,5 76 78 80
7 Revenues from non-state budget sources in the overall revenue structure of the University % 52,8 53,8 54,1 56,8 57,6 58,4 59,2 60,0
Appendix 2
to the Program of Competitiveness Increase of ETU
Action 1 “Actions realization for the formation of the personnel reserve of HEIs top management and involving specialists with professional experience in management at leading international and Russian universities and scientific institutions”
1 Problem № 1The arrangement and provision of the effective selection of University management on the basis of open international competition among the specialists with professional experience in management at leading international and Russian universities and scientific institutions.
Target indicator Position of the University in QS World University Rankings Position
2013 2014 2015 2016 2017 2018 2019 2020551-600 501-550 451-500 401-450 301-350 201-250 151-200 51-100
Problem solvingmechanism
The elaboration, approval and implementation of an open competitive selection of the University top management.
The formation of the membership and Regulation of the International Supervisory Board and their approval by the founder.
The elaboration of the Regulations about the Competition, the Order of the Competition Arrangement and Conducting, the Requirements to the Candidates seeking managerial positions at all levels (the rector, vice-rectors, deans, department heads, managers of institutes, centers, divisions) and other documents, and their approval by the International Supervisory Board.
Cost estimation
(mln. RUR)Total – 13,0
At the expense of
subsidy – 7,0
Year Main results Cost estimation
including subsidy
2013The Regulations and the Order of Organizing and Conducting the Competition, projects for the membership and the Regulations of the International Supervisory Board.
5,0 3,0
2014 The Requirements to the Candidates seeking managerial positions and the elections 2,0 1,0
of the rector and vice-rectors on the open competition basis.
2015 The Requirements to the Candidates seeking managerial positions and the elections of deans and department heads on the basis on the open competition basis. 2,0 1,0
2016-2020The correction of the requirements to the candidates seeking managerial positions and the elections of managers at all levels on the open international competition basis.
4,0 2,0
2 Problem № 2Independent estimation of the efficiency and productivity of carrying out duties and functions by managers at all levels with due regard to the performance quality of their units and implementation of the University development Program.
Target indicator
Subject QS Ranking- subject list (subject area - Electrical & Electronic Engineering) Position
2013 2014 2015 2016 2017 2018 2019 2020501-550 451-500 451-500 401-450 301-350 201-250 151-200 51-100
Problem solving mechanism
The development and testing of the system for monitoring the efficiency and productivity of carrying out the duties and functions by managers at all levels.
The elaboration of the criteria and documented procedure for monitoring the efficiency and productivity of carrying out the duties and functions by managers at all levels with due regard to the efficiency of implementing projects and actions of the University strategic development Program.
Regular reporting of the management according to the Order and Regulations approved by the Supervisory Board.
The elaboration of efficient contracts stipulating their prolongation and incentive measures depending on the indicators and efficiency of carrying out functions and department operation, as well as implementation of projects and actions of the University strategic development Program.
Cost estimation
(mln. RUR)Total – 13,0
At the expense of
subsidy- 8,0
Year Main results Cost estimation
including subsidy
2013 The draft of the system for monitoring efficiency and productivity of carrying out duties and functions by managers at all levels. 2,0 1,0
2014 Implementation of the system for monitoring efficiency and productivity 2,0 1,0
2015 Application of the system for monitoring efficiency and productivity 2,0 1,02016-2020 Application of the system for monitoring efficiency and productivity 7,0 5,0
3 Problem № 3 Development and implementation of a career control system (the control of the University human capital) for creating personnel reserve and training highly qualified managers at all levels.
Targetindicator
Subject QS Ranking- subject list (subject area - Electrical & Electronic Engineering) Position
2013 2014 2015 2016 2017 2018 2019 2020501-550 451-500 451-500 401-450 301-350 201-250 151-200 51-100
Problem solvingmechanism
The development and testing of the requirements to the personnel managers reserve for the divisions and direction activities at all levels.
The development and stage-by-stage implementation of the University target complex program “Training and retention of the faculty and managerial personnel.”
Different forms of training and long-term internship at leading international and Russian universities, scientific centers and high-tech companies – world leaders.
Cost estimation
(mln. RUR)Total – 143,0
At the expense of
subsidy- 110,0
Year Main results Cost estimation
including subsidy
2013 The University target complex program “Training and retention of the faculty and managerial personnel.” 15,0 12,0
2014 Actions implementation of the University target complex Program “Training and retention of the faculty and managerial personnel.” 18,0 12,0
2015
Actions implementation of the University target complex Program “Training and retention of the faculty and managerial personnel.” In-service training and decrease of the average age of the University administrative and management personnel trained and certified for managerial positions.
20,0 16,0
2016-2020
Actions implementation of the University target complex Program “Training and retention of the faculty and managerial personnel.” A full-scale career control system (control of University human capital) covering all categories of the University administrative personnel and faculty.
100,0 70,0
Action 2 “Actions realization to attract to the university young faculty members with professional experience in research and educational areas at leading international and Russian universities and research institutions”
1 Problem № 1Providing favorable conditions for attraction and career development of young faculty members with professional experience in research and educational areas at world leading centers of research, education and technology specializing in scientific and educational directions of the first priority for the University.
Targetindicator
Proportion of international professors, instructors and researchers in the total number of faculty including Russian citizens with PhD degree from international universities. %
2013 2014 2015 2016 2017 2018 2019 20200,5 0,6 0,7 0,8 1,0 1,4 1,7 2,0
Problem solving mechanism
The arrangement and carrying out on the competitive basis selection of young faculty members with professional experience in research and education areas at world leading centers of research, education and technology for carrying out research and courses elaboration in breakthrough and interdisciplinary first-priority directions.
The organization and development of youth research teams and promising scientific schools.
Cost estimation
(mln. RUR)Total – 105,0
At the expense of
subsidy– 87,0
Year Main results Cost estimation
including subsidy
2013The first stage of open international competition for selecting young faculty members with professional experience in research and education areas at world leading centers of research, education and technology.
10,0 8,0
2014The second stage of open international competition for selecting young faculty members with professional experience in research and education areas at world leading centers of research, education and technology.
20,0 17,0
2015The third stage of open international competition for selecting young faculty members with professional experience in research and education areas at world leading centers of research, education and technology.
25,0 22,0
2016-2020Annual open international competition for selecting young faculty members with professional experience in research and education areas at world leading centers of research, education and technology.
50,0 45,0
2 Problem № 2The development of the University youth infrastructure of research and education for the benefit of attracting promising young faculty with fine reputation from world leading centers of research, education and technology specializing in advanced and breakthrough scientific and educational directions.
Targetindicator
Revenues from non-state budget sources in the overall revenue structure of the University %
2013 2014 2015 2016 2017 2018 2019 202052,8 53,8 54,1 56,8 57,6 58,4 59,2 60,0
Problem solving mechanism
The development of the University youth infrastructure of research and education, formation of excellence centers, design centers, dream laboratories “DreamLab” and future technology factories “FutureTech” specializing in advanced and breakthrough directions of science, engineering and technology.
Cost estimation
(mln. RUR)Total – 152,0
At the expense of
subsidy132,0
Year Main results Cost estimation
including subsidy
2013Setting up of more than two design-centers specializing in breakthrough and promising scientific and technological directions of the University strategic development.
24,0 20,0
2014 Setting up of more than two excellence centers, specializing in advanced technologies in accordance with world and national priorities. 28,0 24,0
2015 Setting up of youth “DreamLab” and “FutureTech” for implementation of youth “Projects of the Future.” 30,0 28,0
2016-2020 Setting up of the international Factory of the Future «FutureTech» for implementation of youth “Projects of the Future” (“FantasticProject”). 70,0 60,0
Action 3 “The implementation of the program of international and Russian academic mobility of the faculty in the form of internship, in-service training, professional retraining, etc.”
1 Problem № 1 The development of the university system of international and Russian academic mobility of the faculty, contributing to the formation of the University competitive personnel potential.
Targetindicator Papers without doubling from Web-of-Science and Scopus per Faculty Number
2013 2014 2015 2016 2017 2018 2019 2020
0,51 0,57 0,64 0,81 1,1 1,35 1,7 2,55
Problem solving mechanism
The identification of world superiority centers specializing in priority directions of fundamental and applied research, determining an innovative model of engineering and technology development, and the establishment of partnership relations with them.
The development and implementation within the bounds of the University Target complex program “The training and retention of the faculty and managerial personnel” a subprogram for the advanced training of the faculty at the world excellence centers in the form of internship, preparation and defense of PhD theses, and other programs.
The creation of the University Regulations for the programs of academic mobility, including identification of forms, efficiency criteria, the Regulations for internship programs, in-service training, and professional retraining of the faculty.
Cost estimation
(mln. RUR)
Total -179,0
At the expense of
subsidy- 150,0
Year Main results Cost estimation
including subsidy
2013
The agreements with leading centers on implementation of in-service training programs of the faculty. Coordination of the internship programs. The creation of the University normative and methodical materials regulating organization of the Russian and international academic mobility of the faculty.
12,0 10,0
2014 The implementation of the developed programs of the Russian and international academic mobility for 30 faculty members. 25,0 20,0
2015 The implementation of the developed programs of the Russian and international academic mobility for 60 faculty members. 50,0 40,0
2016-2020 The implementation of the developed programs of the Russian and international academic mobility for 120 faculty members. 92,0 80,0
2 Problem № 2The promotion of the excellence technology centers and scientific-educational platforms set up at the University as the world centers of advanced training and retraining for scientific, educational and engineering personnel from Russian and international universities, institutions and companies.
Targetindicator
Proportion of international professors, instructors and researchers in the total number of faculty including Russian citizens with PhD degree from international universities. %
2013 2014 2015 2016 2017 2018 2019 2020
0,5 0,6 0,7 0,8 1,0 1,4 1,7 2,0
Problem solving mechanism
The development of a subprogram for programs promotion of additional education implemented at the University excellence technology centers within the bounds of the University “Program of formation and promotion of the University image as a center for the creation of an intellectual basis of a novel technological structure.”
The creation of a belt for training-and-work places around excellence technology centers and scientific and educational centers.
The development of variable programs for an additional education implemented at excellence technology centers and scientific and educational centers.
Cost estimation
(mln. RUR)
Total -145,0
At the expense of subsidy -
125,0
Year Main results Cost estimation
including subsidy
2013 The programs for additional education implemented at excellence technology centers and scientific and educational centers. 12,0 10,0
2014 Training-and-work places for interns, Master and postgraduate students around excellence technology centers and scientific and educational centers. 29,0 25,0
2015 The implementation of 20 programs for additional education implemented at excellence technology centers and scientific and educational centers. 34,0 30,0
2016-2020 The implementation of 40 programs for additional education implemented at excellence technology centers and scientific and educational centers. 70,0 60,0
Action 4 “Measures implementation to improve the postgraduate and doctoral course activities”
1 Problem № 1 Creation of attractive research and educational environment for Russian and international postgraduate students and research trainees aimed at the efficient development of world-level research and educational staff
Target indicator Number of papers in Web of Sсiеnсе and Scopus per faculty, doubling excluded Number2013 2014 2015 2016 2017 2018 2019 20200,51 0,57 0,64 0,81 1,1 1,35 1,7 2,55Problem solving
mechanismsDevelopment and implementation of internship programs for
postgraduate students and young researchers in the world-leading university centers for conducting the work in breakthrough research
Cost estimation
(mln. RUR)
Total275,0
By subsidy240,0
directions. Development of individual postgraduate students training curricula and programs of enhancing the international mobility ofyoung researchers taking the postgraduate and doctoral courses.
Ensuring the broad access to worldwide informational and engineering recourses for postgraduate students and trainees.
Year Main results Cost estimation By subsidy
2013
The programs of postgraduate students and interns training in the world-leading university centers (10 at least). Individual curricula for postgraduate and doctoral students training, including their international mobility. A project of creating an attractive research and educational environment for Russian and international postgraduate students and research trainees.
15,0 10,0
2014
Formation of a tutorial institution for postgraduate students and implementation of a “full-time postgraduate student” model. Educational programs for the development of high-skilled professionals with the view to international postgraduate students and trainees (at least 5 persons a year). A pilot project for formation of attractive research and educational environment for Russian and international postgraduate students and research trainees. Enlarging the specialties list. The internship programs of postgraduate students and young researchers in world-leading university centers ( at least 15 persons a year).
25,0 20,0
2015
Appraisal of an individual curricula planning system for postgraduate students, including the international mobility. Increasing the number of international educational centers providing training opportunities for postgraduate students and young researchers, as well as for doctoral students.
35,0 30,0
2016-2020
An individual curricula planning system for postgraduate students, including required learning of two or more foreign languages, international mobility and publishing activity. Meeting the employment needs of the University and the hi-tech strategic partners enterprises in high-skilled staff.
200,0 180,0
2 Problem № 2 Development of research and educational schools as a basis for reproducing the high-skilled staff for the system of higher education and the hi-tech branches of industry
Target indicator A citation index per faculty, defined as of the total number of papers included into the Unit
Web of Science and Scopus databases, papers doubling excluded.2013 2014 2015 2016 2017 2018 2019 20203,0 4,0 5,5 7,0 8,75 10,5 12,75 15,0
Problem solving mechanism
Development of the University research and educational schools on the basis of priority research and educational platforms as a foundation for the development of the word-level professional elite.
Development of the goal-oriented training concepts and mobility of postgraduate and doctoral students aimed to create conditions for efficient reproducing the high-skilled staff and retaining young specialists in the University research sphere, thus providing intergenerational continuity of the University scientists.
Designing the system of individual support in the form of personal grants both for postgraduate and doctoral students.
Cost estimation (mln. RUR)
Total240,0
By subsidy200,0
Year Main results Cost estimation
By subsidy
2013
Regulatory and methodological support of goal-oriented training of the high-skilled staff for promoting the further advance of the University and its hi-tech partner enterprises. Organization and holding of international conferences, seminars, master-classes, with the involvement of noted Russian and international scientists (at least 5 events a year). Support, on a competitive basis, of the University research and educational schools engaged in break-through research work and in reproducing the high-skilled staff (annually).
20,0 15,0
2014
Arranging a personal grant contest for postgraduates, doctoral students and young researchers with an objective to support the promising research directions in the framework of the University research and educational platforms (at least 10 grants). The first step of implementing the subprogram “Individual support of Russian postgraduates and doctoral students”, who submit theses for defense in the key research and educational centers.
30,0 25,0
2015 Arranging a personal grant contest for postgraduates, doctoral students and young researchers with an objective to support the promising research directions in the framework of the University research and educational platforms (at least 20 grants). A full-scale implementation of the subprogram “Individual support of Russian postgraduate s and doctoral students”, who submit theses for defense in the key research and
40,0 35,0
educational centers.
2016-2020
Organization and holding of international conferences, seminars, master-classes, with the involvement of noted Russian and international scientists (at least 10 events a year). Individual support system for postgraduate and doctoral students in the form of personal grants (at least 30 grants a year).
150,0 125,0
Action 5 “Taking measures to support of undergraduates, postgraduates, trainees and interns, young faculty members”
1 Problem № 1 Revealing, individual support and retaining of the talented youth in the UniversityTarget
indicator Number of papers in Web of Sсiеnсе and Scopus per faculty, doubling excluded Unitnumber
2013 2014 2015 2016 2017 2018 2019 20200,51 0,57 0,64 0,81 1,1 1,35 1,7 2,55
Problem solving
mechanisms
Organization and conducting of contests for undergraduates, postgraduate s, trainees and interns, young faculty members in the sphere of research and educational activities.Organization of conferences and tutorial seminars for undergraduates, postgraduate students, trainees and interns, young faculty members.Organization of students research activities.Individual support of talented youth and implementation of their research and educational projects.Promoting the activities and logistical support of training and research facilities intended for backing the work of students, postgraduates and young researchers.
Cost estimation
(mln. RUR)
Total750,0
By subsidy615,0
Year Main results Cost estimation
By subsidy
2013
Organizational and methodological support of undergraduates, postgraduates, trainees and interns, young faculty members in their educational and research activities.Training and research facilities for the support of the undergraduates, postgraduates, trainees and young faculty members work.Tutorial seminars for students, postgraduates, trainees and interns, young faculty members.
20,0 15
2014 Contests for students in research and educational fields. 125,0 100
Organization of the students research work and implementation of the contest winners projects.Conferences and tutorial seminars for students, postgraduates, trainees and interns, young faculty members.Promoting the activities and logistical support of training and research facilities intended for backing the work of students, postgraduates and young researchers.
2015
Contests for students, postgraduates, trainees and interns, young faculty members in educational, research and innovation fields.Organization of the students’ research work and contests for students, postgraduates, trainees and interns, young faculty members with further implementation of the contest winners projects. Conferences and tutorial seminars for students, postgraduates, trainees and interns, young faculty members.Promoting the activities and logistical support of training and research facilities intended for backing the work of students, postgraduates and interns.
125,0 100
2016-2020
Individual support of talented youth and implementation of their research and educational projects on a competitive basis, as motivation for their continued work at University.Promoting the activities and logistical support of training and research facilities intended for backing the work of students, postgraduates and young scientists.
480,0 400
2 Problem № 2 Creation of a support system for creative research and engineering work and entrepreneurship of the youthTarget
indicator Number of papers in Web of Sсiеnсе and Scopus per faculty, doubling excluded Number
2013 2014 2015 2016 2017 2018 2019 20200,51 0,57 0,64 0,81 1,1 1,35 1,7 2,55
Problem solving
mechanisms
Implementation, on a competitive basis, of innovative projects developed by the youth.Creation of infrastructure for the youth entrepreneurship and conditions for introducing the research results in industry and small enterprises.Development of a tutorship system for the talented innovation-oriented youth.Training the students, postgraduates, trainees and interns, young faculty members in the fundamentals of innovative entrepreneurship.
Cost estimation
(mln. RUR)
Total134,0
By subsidy114,0
Year Main results Cost estimation By subsidy
2013
Organizational and methodological support system for the creative research and engineering work and entrepreneurship of the youth.Methodological support of introducing the results of creative research and engineering work and entrepreneurship of the youth.A specialized division aimed at supporting the youth research and engineering creative work and entrepreneurship.
9,0 7,0
2014
Development of a tutorship system for the talented innovation-oriented youth. Implementation, on a competitive basis, of the students’ innovative projects under the supervision of high-skilled professors – the tutors.Development of an infrastructure for the youth research and engineering creative work and entrepreneurship.
15,0 12,0
2015Implementation, on a competitive basis, of the youth creative and innovation projects.Organization of a regular workshop “Fundamentals of innovative entrepreneurship” for undergraduates, postgraduates, trainees and interns, young faculty members.
19,0 15,0
2016-2020
Support system for the youth research and engineering creativity and entrepreneurship, and for introducing the research outcomes into economy, industry and educational process.Development of an infrastructure for the youth research and engineering creative work and entrepreneurship.
91,0 80,0
Action 6 “Introduction of new educational programs in HEIs in cooperation with the leading international and Russian universities and research institutions”
1 Problem № 1Development and introduction of new competitive educational programs in the University on the
basis of international CDIO standards and professional and social accreditation criteria in co-operation with the leading international and Russian universities and research institutions
Target indicator Proportion of international faculty in total research and teaching staff, including Russian citizens with PhD degree conferred by international universities. %
Average score of the Russian National Exam of the University students admitted on a full-time basis with federal budgeting to Bachelor and specialists training programs.
rating
2013 2014 2015 2016 2017 2018 2019 2020
0,5 0,6 0,7 0,8 1,0 1,4 1,7 2,070 71 72,2 73,4 74,5 76 78 80
Problem solving mechanism
Entering into agreement with the leading international and Russian universities and research institutions on joint participation in developing new educational programs.
Working-out the requirements to teaching and methodical materials of educational programs in accordance with CDIO standards and the educational programs introduction procedures.
Working-out the requirements to educational environment for the implementation of educational programs in accordance with CDIO standards.
Development of teaching and methodical materials sets for the Bachelor’s educational programs in accordance with CDIO standards and the criteria of professional and social accreditation.
Development of teaching and methodical materials sets for the Master’s educational programs in accordance with CDIO standards and the criteria of professional and social accreditation.
Cost estimation
(mln. RUR)
Total -442,0
By subsidy370,0
Year Main results Cost estimation
By subsidy
2013
Agreements with the leading international and Russian universities and research institutions on joint participation in developing new educational programs.Joining to the CDIO initiative. Coordination of partner universities training directions, training levels, professional and educational requirements of standards, competences and expertise level.
12,0 10,0
2014 Teaching and methodical materials sets for the new Master educational programs in accordance with CDIO standards. 58,0 50,0
2015 Teaching and methodical materials sets for the new Bachelor educational programs in accordance with CDIO standards. 72,0 60,0
2016-2020 Implementation of new Bachelor and Master educational programs in 300,0 250,0
accordance with CDIO standard in cooperation with the faculty of international and Russian leading universities and research institutions.
2 Problem № 2Creation of the University educational environment for implementation of new competitive
educational programs based on international CDIO standards and on the criteria of professional and social accreditation.
Target indicator Proportion of international students taking the university’s basic educational programs (CIS students included). %
2013 2014 2015 2016 2017 2018 2019 202010,7 11,5 12,5 13,5 13,8 14,0 14,5 15
Problem solving mechanism
Creation of school shared centers for the student studies and research work.
Creation of free-access software centers.Creation of training centers for testing the products
developed by students.Creation of reference information complexes.Creation of the unified training and educational unified
complexes.
Cost estimation
(mln. RUR)
Total610,0
By subsidy560,0
Year Main results Cost estimation
By subsidy
2013 Computerized work stations for reference-information and training and normative complexes. 43,0 40,0
2014 Free-access software centers. 88,0 80,02015 Training centers for testing the students’ designs. 99,0 90,0
2016-2020 School shared centers for the students studies and research work. 380,0 350,0
Action 7 “Measures to attract students from the leading international universities to study in Russian universities, including through the implementation of partnership educational programs with international universities and
associations of universities”
1 Problem №1 Development of competitive educational programs for Masters and postgraduate students in the English language, based on partnership relations with the leading international universities.
Target indicator Proportion of international students studying in the basic educational programs of the University (estimated with regard to students from CIS) %
2013 2014 2015 2016 2017 2018 2019 202010,7 11,5 12,5 13,5 13,8 14,0 14,5 15
Problem solving mechanism
Marketing research on demand of the educational programs on the international educational markets.Development of partnership educational programs of ETU with the leading international universities in promising and required directions.Development of curricula and teaching and methodical materials for Masters and postgraduate students programs in the English language.Development of a subprogram to support the faculty as a part of the target complex program of the University «Training and retention of the faculty and managerial staff», participating in implementation of educational programs in the English language.Development of a subprogram to support international students, including measures promoting the Russian culture among international students.Equipment of classrooms with modern technical facilities for studies using modern educational technologies.
Cost estimation
(mln. RUR)
Total -180,0
By subsidy 145,0
Year Main results Cost estimation
including subsidy
2013Implementation of 6 educational programs on the basis of partnership relations with the leading international universities and associations of universities with the participation of representatives from international universities.
14,0 12,0
2014
Implementation of at least 3 educational programs in the English language based on partnership relations with the leading international universities and associations of universities with the participation of representatives from international universities.
26,0 21,0
2015 Implementation of at least 6 educational programs in the English language based on partnership relations with the leading international universities and associations
50,0 42,0
of universities with the participation of representatives from international universities.
2016-2020
Implementation of 10 educational programs in the English language based on partnership relations with the leading international universities and associations of universities with the participation of representatives from international universities.
90,0 70,0
2 Problem № 2 Promotion of educational programs of the University on the Russian and international markets of educational services.
Target indicator Proportion of international students studying in the basic educational programs of the University (estimated with regard to students from CIS) %
2013 2014 2015 2016 2017 2018 2019 202010,7 11,5 12,5 13,5 13,8 14,0 14,5 15
Problem solving mechanism
Development of a subprogram of promoting the University educational programs for international students in the framework of the University «Program of formation and promotion of the University image as the center for formation of the intellectual basis of the new technological structure».Professional and public accreditation of educational programs of the University in the international centers of accreditation.Carrying out the international and public accreditation of educational programs of the University.Arrangement of the interaction system with international graduates of the University.
Cost estimation
(mln. RUR)
Total-96,0
By subsidy 75,0
Year Main results Cost estimate Including subsidies
2013 Website modernization on the basis of marketing research and improving the ranking of a website in the Webometrics 6,0 5,0
2014 Holding of at least 2 annual short-term international youth scientific-educational schools. 12,0 10,0
2015 Arrangement of international graduate association activities. 18,0 15,02016-2020 International professional and public accreditation of the University educational 60,0 45,0
programs.
Action 8 “Implementation within the plans of carrying out scientific research work in accordance with the program of fundamental scientific research in the Russian Federation for a long-term period at universities, as well as taking into
account the priority international directions of fundamental and applied researches:
• research projects, under the guidance of the leading international and Russian scientists and (or) together with promising research institutions, including the possibility of creating structural divisions at universities;
• scientific research and experimental-design projects together with Russian and international high-tech institutions, including the possibility of creating structural units at universities.”
1 Problem №1 Carrying out research projects under the guidance of the leading international and Russian scientists and together with promising research institutions.
Target indicator Citation index per faculty, calculated on the aggregate of articles posted in Web databases of Sсiеnсе and Scopus, without their doubling. Number
2013 2014 2015 2016 2017 2018 2019 20203,0 4,0 5,5 7,0 8,75 10,5 12,75 15,0
Target indicatorProportion of international professors, teachers and researchers in the number of the faculty, including the Russian PhD citizens-holders of international universities
%
2013 2014 2015 2016 2017 2018 2019 20200,5 0,6 0,7 0,8 1,0 1,4 1,7 2,0
Problem solving mechanism
Involvement to research projects management the leading international and Russian scientists and cooperation with promising research institutions.Carrying out promising research projects on a competitive basis taking into account Russian and international priorities of fundamental and applied research in the directions of scientific and educational platforms of the University.Establishment of specialized university-academic consortia to conduct complex interdisciplinary “breakthrough” research and development.
Cost estimation
(mln. RUR)
Total -3090,0
By subsidy 2380,0
Forecasting of the development of scientific and educational platforms of the University on short-, medium - and long-term perspective with the purpose to concentrate resources on promising directions
Year Main results Cost estimation
including subsidy
2013
New scientific knowledge in the directions of scientific-educational platforms of the University.Involvement of the leading international and Russian scientists in management of research projects (not less than two scientists).Specialized university-academic consortia to carry out complex interdisciplinary “breakthrough” research and development (not less than two divisions).
170,0 120,0
2014
New scientific knowledge in the directions of scientific-educational platforms of the University.Involvement of the leading international and Russian scientists in management of research projects (not less than three scientists).Specialized university-academic consortia to carry out complex interdisciplinary “breakthrough” research and development (not less than three divisions).Forecasting of the development of scientific and educational platforms of the University for a short-term period.
560,0 510,0
2015
New scientific knowledge in the directions of scientific-educational platforms of the University.Involvement of the leading international and Russian scientists in management of research projects (not less than 4 scientists).Specialized university-academic consortia to carry out complex interdisciplinary “breakthrough” research and development (not less than four divisions).Forecasting of the development of scientific and educational platforms of the University for medium- and long-term periods.
400,0 350,0
2016-2020 New scientific knowledge in the directions of scientific-educational platforms of the University.Involvement of the leading international and Russian scientists in management of research projects (not less than four scientists per annum).Specialized university-academic consortia to carry out complex interdisciplinary
1700,0 1400,0
“breakthrough” research and development (not less than two divisions).Institute of advanced technologies integrating the network of established specialized university-academic consortia to conduct comprehensive, interdisciplinary, “breakthrough” research and development.complex forecasts of the development of scientific and educational platforms of the University
2 Problem №2 Carrying out of research and experimental-design projects together with Russian and international high-tech institutions.
Target indicator Proportion of revenue from non-state budget sources in the revenue structure of the University
%
2013 2014 2015 2016 2017 2018 2019 2020
52,8 53,8 54,1 56,8 57,6 58,4 59,2 60,0
Problem solving mechanism
Carrying out research and experimental-design projects on a competitive basis in cooperation with Russian and international high-tech institutions in the directions of scientific-educational platforms of the University.
Modernization of specialized divisions of the University to conduct research and development jointly with Russian and international high-tech institutions (design centers, prototyping, engineering centers, network center for university-academic partnership).
Monitoring of the needs of Russian and international high-tech institutions in R&D results of the University in order to concentrate resources in directions in demand.Result transfer of scientific research and developments to Russian and international high-tech institutions.
Cost estimation
(mln. RUR)
Total-
6235,0
By subsidy 4310,0
Year Main results Cost estimation
including subsidy
2013
Scientific and technical production in the directions of the scientific-educational platforms of the University, demanded by the Russian and international high-tech institutions. Partnership agreements with Russian and international high-tech institutions on joint implementation of research and experimental-design projects (not less than 30 agreements). A specialized structural unit of the University responsible for monitoring the needs of Russian and international high-tech institutions and promotion of research and development results of the University. Network center for university academic partnership providing the formation of university-academic consortia in breakthrough directions of research and their international cooperation.
385,0 210,0
2014
Scientific and technical production in the directions of the scientific-educational platforms of the University, demanded by the Russian and international high-tech institutions. Specialized structural units of the University responsible for carrying out research and development jointly with Russian international high-tech institutions (not less than 3 divisions).The results of the monitoring in needs of the Russian and international high-tech institutions in the results of research and development in the directions of scientific-educational platforms of the University. University-academic consortia in breakthrough directions of research and their international cooperation.
750,0 450,0
2015
Scientific and technical production in the directions of the scientific-educational platforms of the University, demanded by the Russian and international high-tech institutions. Specialized structural units of the University to carry out research and development jointly with Russian and international high-tech institutions (not less than 3 divisions).Monitoring of the needs of Russian and international high-tech institutions and promotion of research and development results of the University. Network interaction of university-academic consortia with international consortia.
800,0 550,0
2016-2020
Scientific and technical production in the directions of the scientific-educational platforms of the University, demanded by the Russian and international high-tech institutions. Specialized structural units of the University to carry out research and developments jointly with Russian and international high-tech institutions (not less than 3 divisions per annum). A transfer system of R&D results of the University to Russian and international high-tech institutions.
3900,0 2400,0
Appendix 3to the Program of competitiveness increase of ETU
Summary need for funding the Program of improving competitiveness (million RUR)
Action
Volume offinancing Years
TotalIncluding the funds of subsidy
2013 2014 2015 2016-2020
totalIncluding the funds of subsidy
totalIncluding the funds of subsidy
totalIncluding the funds of subsidy
totalIncluding the funds of subsidy
Action №1 179,0 123,0 22,0 14,0 22,0 14,0 24,0 18,0 111,0 77,0Action №2 257,0 224,0 34,0 28,0 48,0 41,0 55,0 50,0 120,0 105,0Action №3 324,0 275,0 24,0 20,0 54,0 45,0 84,0 70,0 162,0 140,0Action №4 515,0 440,0 35,0 25,0 55,0 45,0 75,0 65,0 350,0 305,0Action №5 884,0 729,0 29,0 22,0 140,0 112,0 144,0 115,0 571,0 480,0Action №6 1052,0 930,0 55,0 50,0 146,0 130,0 171,0 150,0 680,0 600,0Action №7 276,0 220,0 20,0 17,0 38,0 31,0 68,0 57,0 150,0 115,0 Action №8 9135,0 6700,0 555,0 330,0 1130,0 770,0 1350,0 1000,0 6100,0 4600,0Action №9 10,0 0,0 3,0 0,0 1,0 0,0 1,0 0,0 5,0 0,0Action №10 7,0 0,0 7,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0Action №11 21,0 0,0 1,0 0,0 2,0 0,0 3,0 0,0 15,0 0,0Action №12 42,0 0,0 2,0 0,0 4,0 0,0 6,0 0,0 30,0 0,0Action №13 6,0 0,0 1,0 0,0 1,0 0,0 1,0 0,0 3,0 0,0
Total 12708,0 9641,0 788,0 506,0 1641,0 1188,0 1982,0 1525,0 8297,0 6422,0
List of executors
1. Vladimir M. Kutuzov, Dr.Sc., Professor, Rector
2. Viktor N. Sheludko, Ph.D., Associate Professor, Senior Vice-Rector
3. Michael Yu. Shestopalov, Ph.D., Associate Professor, Vice-Rector for
Research
4. Vladimir N. Pavlov, Ph.D., Associate Professor, Vice-Rector for Academic
Affairs
5. Victor A. Tupik, Dr.Sc., Associate Professor, Vice-Rector for International
Affairs
6. Vadim F. Ryabov, Deputy to the Senior Vice-Rector
7. Nikolay G. Ryzhov, Ph.D., Associate Professor, Deputy to the Vice-Rector
for Research
8. Viktor N. Malyshev, Dr.Sc., Professor, Dean for the School of Radio
Engineering and Telecommunications
9. Michail S. Kupriyanov, Dr.Sc., Professor, Dean for the School of Computer
Technologies and Informatics
10. Alexander V. Solomonov, Dr.Sc., Professor, Dean for the School of
Electronics
11. Viktor V. Putov, Dr.Sc., Professor, Dean for the School of Electrical
Engineering and Automation
12. Yuri V. Filatov, Dr.Sc., Professor, Dean for the School of Information,
Measurement and Biotechnical Systems
13. Olga Yu. Belash, Ph.D., Associate Professor, Director of the Marketing
Center
14. Victor V. Luchinin, Dr.Sc., Professor, Head of the Micro- and
Nanoelectronics Department
15. Alexey S. Ivanov, Ph.D., Associate Professor