roadmap 2015-2016 (second stage) · hse roadmap to world-class university 5 results of the first...

National Research University Higher School of Economics

Global Competitiveness Program: 2013-2020

ROADMAP 2015-2016 (Second Stage)

BUILDING A GLOBAL RESEARCH UNIVERSITY

Yaroslav Kouzminov,

Rector

2015

HSE ROADMAP TO WORLD-CLASS UNIVERSITY 1

1992 – 1999 Innovative teaching university University specialized in social sciences

and economics

Growing, increasing structural complexity

and fields of study

2000 – 2008 Leading teaching university

and expert center

2009 – 2013 National research university

and expert center for the Russian

President and Russian Government

Growth through the merger with MIEM*

and expansion of research areas

and graduate programs

From 2015, stabilization of student

enrollment

Closing the gaps and joining the list

of top 100 in international rankings in the

university’s main fields

2014 – 2020 Research university and active

member of international higher

education community

2021 – 2030 Global research university involved

in shaping the international agenda

Participation in global research

and educational cooperation as a full-

fledged partner

HIGHER SCHOOL OF ECONOMICS: DEVELOPMENT STAGES

* Moscow Institute of Electronics and Mathematics joined HSE in 2012


International recognition

as a leading research

university

STRATEGIC GOAL

Social sciences

and economics

Mathematics Computer sciences

Humanities

and communication


ROADMAP STRUCTURE

HSE GLOBAL COMPETITIVENESS PROGRAM

First Stage (2013-14) Second Stage (2015-16)

Strategic initiatives:

1. Achieving international competitiveness in research &

development and expert analysis in social sciences,

economics, humanities, computer sciences and

mathematics

2. Creating and promoting globally oriented educational

products

3. Expanding into new geographic markets at all levels

of education and increasing the selectivity of Master’s

and PhD programs

4. Human Resources for a Research University

5. Modernization of the Management System

6. HSE Social Mission

Strategic initiatives:

1. Achieving international competitiveness

of research & development, and expert evaluation

and analysis

2. Creating and promoting globally oriented

educational products

3. Attracting talented students

4. Faculty and staff for a research university

5. Creating a market-oriented management system

6. University social mission

7. University international positioning


35% 32%*

2014 (actual, million rubles) 2015 (planned, million rubles)

Total

Through

Government

Decree 211

Total

Through

Government

Decree 211

SI 1. Research, development and expert

analysis 2145 333 3170 342

SI 2. Education 308 186 389 278

SI 3. Talents 166 33 124 23

SI 4. Faculty and Staff 1436 577 1569 613

SI 5. Governance 433 90 41 0

SI 6. Social mission 157 2 55 0

SI 7. International positioning 53 12

TOTAL 4646 1224 5367 1268

PROVIDING RESOURCES FOR THE ROADMAP

HSE 5/100 GLOBAL COMPETITIVENESS PROGRAM

of university budget * Without applied R&D


RESULTS OF THE FIRST STAGE: MAIN ACHIEVEMENTS

Actively closing the gap,

first of all in number and

quality of publications

• Most indicators for 2014 were surpassed, therefore, the targets for 2015-2020 were increased

• Ranked 232nd in QS Social Science & Management

• Ranked 58th in QS BRICS

• Rapid progress in the rankings of international research networks in social sciences and

economics:

o SSRN — ranked 108th in the number of citations (was 117th in 2013)

o RePEc — ranked 55th in Europe (was 155th in 2013); ranked 1st in Russia (was 2nd in

2013)

Creating globally

competitive research teams:

attracting leading scholars

from the international labor

market

• International recruiting system: 43 tenure-track contracts, 29 post-doctoral fellowships

• Leadership in research:

o 2 centers for advanced studies in statistics and economics of knowledge,

neuroeconomics and cognitive research

o HSE Energy Institute, a branch of the RAS* Institute of Energy Research

• Network of 22 international laboratories in all HSE priority research areas

• Increasing research output of the faculty; switching from national to international research

agenda

• Journal Foresight indexed by Scopus, Moscow Mathematical Journal — by Web of Science

* Russian Academy of Sciences


RESULTS OF THE FIRST STAGE: MAIN ACHIEVEMENTS

Competitive educational

products, strengthening

positions in the CIS and

Eastern Europe markets

• 13 Master’s programs in English; 38 dual-degree programs with top foreign universities; Summer

University for foreign students

• 14 courses on the Coursera platform in Russian and in English: over 340,000 registered individuals

from 192 countries

• New major-minor standards: individual trajectories, advanced research component, tutor support

• The number of foreign students increased 2.5 times compared to 2012 (about 1,000 students)

• Olympiads for applicants to Bachelor’s and Master’s programs in CIS, Baltic and Central and Eastern

European countries (more than 8,500 participants)

• Scholarship fund for talented foreign students

• Four Master’s programs of the HSE Faculty of Management are ranked in the Top 10 Eduniversal

Best Master’s Programs in Eastern Europe in 2013-2014

• HSE School of Mathematics is named one of the world top 100 in mathematics research by the

Commission of Fields Medalists (2013)

Transforming the

university environment to

meet the standards of a

global university

• Bilingual academic environment:

o Courses in English (7% at undergraduate, 17% at graduate level)

o English-language research seminars and international conferences

o English-language information environment and services (integrating foreign staff and faculty)

• Applying international principles of competitive recruitment to the domestic market (large-scale

advertising campaign, substantive review of submitted research)

• System of academic self-governance (over 30 governing units include faculty)

• Andrew Heiskell Award for Innovation in International Education (2015) for achievements in the

internationalization of education


➔ HSE brand: needs integrity and visibility

➔ Focus on social sciences and humanities stipulates

• Insufficient effect of cooperation with RAS institutes

• Undeveloped national academic market hindering high-quality PhD education

RESULTS OF THE FIRST STAGE: MAIN CHALLENGES


NEGATIVE EXTERNAL ENVIRONMENT

Devaluation of ruble and, as a consequence,

difficulties in meeting HSE obligations in

foreign currency

Political and economic instability in relations

with Europe and the USA are hindering

academic cooperation and mobility

Growing gap in public funding in Russia

between STEM and socio-economic

disciplines, which leads to shrinking research

output of the latter

Lower than planned state funding of Global

Competitiveness Program

OPPORTUNITIES

Restructuring of universities leads

to improved quality of undergraduates,

and, as a result, provides universities

with better Master’s applicants

Drop in employers’ demand in the fields

of finance and management might make

academic career more attractive

Need to replace IT import with domestic

products provides opportunities for new

directions in education and research

Further diversification of HSE cooperation

with other regions of the world, and of

keeping HSE as a venue for international

academic collaboration

CHANGES IN THE EXTERNAL CONTEXT


Most target indicators for

2014 were surpassed

Instructors from

international labor market

(%)

5.5

6.7

5

5.1 2013 2014

Number of publications

per faculty member (Scopus

and Web of Science)

Number of citations

per faculty member (Scopus

and Web of Science)

0.6

0.96

0.45

0.64

0.35

0.35

2020

12

2

Scopus WoS 1.41 1.95

4

Scopus WoS 3.0 3.51

0.45

0.56

2016

7

0.7

1.3

Scopus WoS 0.73 1.23

Scopus WoS

1.07 1.53

Number inside the circle – Planned values

Number outside the circle – Actual values

MAIN GAPS: RAPID START


Foreign students (%) 4

5.3

3

3.6

2013 2014

Courses in English (%)

8

10

5

9.7

2016 2020

6

12

12

20

Number of massive open

online courses (MOOCs)

on international platforms

10

14

3

0

60 250

MAIN GAPS: RAPID START

Number inside the circle – Planned values

Number outside the circle – Actual values


Ranking 2013 2014 Planned

planned actual planned actual 2015 2016 2017 2018 2019 2020

QS World University

Rankings

501-550 501-550 450-500 501-550 450-500 401-450 350-400 301-350 250-300 200-250

QS — Social Sciences &

Management

350-400 401+ 300-350 232 251-300 201-250 151-200 101-150 51-100 51-100

QS — Mathematics — — 151-200 151-200 101-150 101-150

THE — World University

Rankings 351-400 301-350 251-300 201-250 201-250

THE — Social Sciences 50-100

MOVING UP IN GLOBAL RANKINGS


MAIN GAPS AND CHANGES IN THE TARGET MODEL

HSE is a young university,

not enough known to

international academic

and research community

and global employers

Constraints:

Moving up in rankings in Social

Sciences & Management,

Mathematics

Improving positions in general

rankings by further improving

mathematics and computer

sciences

Priorities:

HSE is a multidisciplinary

university; however, it does not

cover medicine, and has just

started computer science

and engineering

Developing an effective

international brand

(young = innovative and dynamic)

Special visibility-raising programs for

academic community

global employers

Active promotion of articles

and working papers in professional

networks (SSRN, RePEc)

HSE is ranked 200-250

in QS and THE Global

Rankings in 2020

(501-550 in QS-2014)

New Strategic Initiative

“International Positioning”

starting in 2015 (concentration

of resources)

Results:

HSE is ranked in the TOP-100

QS and THE Subject

Rankings in 2020


CHANGES IN THE TARGET MODEL: SUBJECT RANKINGS

Key Indicators

(weight)

Score

HSE Humboldt

University

Erasmus

University

London

School of

Economics

Rank 232 77 34 2

Academic reputation

(50%)

63,3 73,7 80 100

Employer reputation

(30%)

81,5 76,6 84,3 95

Citations per paper

(10%)

62,4 87,8 93,3 93,9

H-index (10%) 37,8 65,5 75,7 88,9

QS: Social Sciences & Management: 2014 In 2020, to enter

Top-100 THE: Social Sciences: 2014/15 In 2020, to enter

Top-100

Key Indicators

(weight)

Score

HSE Humboldt

University

Erasmus

University

London

School of

Economics

Rank - 71 40 11

Citations per paper

(25%)

61 54,8 77,3 82,4

Research reputation

(22,8%)

4 43 58 86

Teaching reputation

(21,1%)

5 53 46 87

HSE:

• Program to increase the number of publications in the journals with high impact factor

• Mechanism to discourage publishing in untrustworthy (“shady”) journals: blacklist of journals


SI 7: University International Positioning

New Strategic Initiative

Roadmap

Implementation


HSE is a young university

Such universities have insufficient historical resources to possess high international

reputation

HSE was a specialized university up until recently

This hinders its global promotion in social sciences and economics where Russia has

weak positions

HSE’s Russian brand is tailored to Russian interests and cannot be automatically

converted into an international brand

MAIN OBSTACLES ON THE WAY TO GLOBAL HSE VISIBILITY


Creating and developing the

university’s international brand

Increasing HSE’s visibility and consolidating its

international reputation by boosting the brand’s

presence on global expertise platforms, in foreign

media and popular science magazines

International positioning through

the use of HSE internet resources

and advertising

KEY GOALS OF THE SECOND STAGE OF THE ROADMAP:

INTERNATIONAL POSITIONING


SI 1: Achieving International

Competitiveness of Research,

Development and Expert Evaluation

and Analysis

Roadmap

Implementation


BASIC TARGET MODEL OF ROADMAP: RESEARCH

0 2 6 10

16 22 25 30

1 2 11 30

1.6 4.31 4 4.5

90 114 130 170

80 89 105 125

Number of centers for advanced research

Number of international laboratories

Limited growth due to foreign currency risks

Number of HSE academic journals indexed

by Web of Science and Scopus

Percent of R&D revenues from international clients

Limited growth due to the social and political situation

Number of HSE faculty who are members

of the editorial boards of international academic journals

Number of grants received from Russian and international

organizations for individual and team research projects

2013 2014 2016 2020


Strategy Focus Roadmap: First Stage Roadmap: Second Stage

HSE areas of leadership

and globally competitive

research teams

Centers for advanced studies in the following

fields:

Statistical research and economics

of knowledge

Neuroeconomics and cognitive studies

Centers for advanced studies in high-potential

interdisciplinary fields:

Mathematical analysis of economic and social

processes

Supercomputing for economic and social modeling

Education research

Economic and social policy

Growth areas in HSE

priority research fields

and leading research

teams

Network of 22 international labs headed

by leading scholars:

Includes all HSE priority research fields

Visiting scholars and post-docs

Participation of undergraduate

and graduate students

New priority development area: involving leading HSE

research teams in implementing major joint projects

with foreign research centers, institutes of the Russian

Academy of Sciences and leading regional universities

Networking as a research mechanism

Attracting associated scholars

Increasing the research

output of each faculty

member and switching

from national to

international standards

Evaluation of publication activity

International expert evaluation of research

projects and results

Academic Writing Center

Mandatory publication of preprints

in English

Academic salary bonuses and grants

Raising quality standards for publications

Tailoring standards and support mechanisms

to research fields

• Target models for mega-faculties

• Academic committees of mega-schools

KEY STEPS: FUNDAMENTAL RESEARCH


Strategy Focal Area Roadmap: First Stage Roadmap: Second Stage

Using the potential

of the Russian Academy

of Sciences

Five joint departments with RAS

institutes focusing on mathematics,

computer and information sciences

HSE Energy Institute, a branch of the

RAS Institute of Energy Research

Joint research in social sciences

Joint departments with RAS in all HSE fields of study

and research

HSE units at RAS institutes (for implementing integrated

multidisciplinary projects)

Involving RAS specialists in joint research in all HSE

priority research fields

Indexing academic

journals in Scopus

and WoS

Two journals indexed by Scopus

and WoS

12 journals submitted to Scopus

for expert review or prepared for expert

review

Making all HSE academic journals conform to international

standards

Indexing at least nine journals in priority fields

KEY STEPS: BASIC RESEARCH

21 HSE ROADMAP TO WORLD-CLASS UNIVERSITY

0.12 0.29

0.48

0.64

1.17

2009 2013 2014 2015 2018

HSE publishes 14 series of preprints

that are included in the databases of

Social Science Research Network,

RePEc and the Russian Index of

Scientific Citation

> 220 preprints in 2014

Ranking of the Social Science

Research Network (SSRN) of

1500 universities and research

centers:

2nd in the number of authors

2nd in the number of new

publications

11th in the total number of

publications

11th in the number of publications

copied by users over the preceding

12 months

108th in the total number of

citations of publications

Number of publications per faculty

(Web of Science)

ACTUAL PLANNED

0.11

0.43 0.68

1

1.63

2009 2013 2014 2015 2018


(Scopus)

0.06 0.31

0.63

0.86

1.95

2009 2013 2014 2015 2018


(Web of Science)

0.06 0.43

0.85

1.23

2.26

2009 2013 2014 2015 2018


(Scopus)

RESULTS OF THE FIRST STAGE OF ROADMAP: RESEARCH

ACTUAL PLANNED

ACTUAL PLANNED ACTUAL PLANNED



Changing the structure

of R&D revenues:

lowering dependence

on orders from the

government

Developing cooperation with leading companies

(Gazprom, Rosneft, Aeroflot, Rosatom,

Gazpromneft, NOVATEK, etc.):

Share of government orders in the structure of

R&D revenues fell from 60 to 51%

Continuing diversification of the fields and markets

of applied research for the companies, including:

Economics of minerals and raw materials

Strategic planning and company management,

etc.

High-potential niches:

integrated

multidisciplinary sectoral

projects

The HSE Energy Institute at the RAS Energy

Research Institute is working, among others, on:

Forecasts of global and regional market

development

Development prospects for the fuel and energy

industry, etc.

Integrated applied research centers:

Institute for Transport Economics and Transport

Policy Studies (2015)

Developing international

cooperation

Program for supporting and developing

international partnerships

Increasing HSE participation in OECD projects

Promoting HSE monitoring studies in the

framework of joint international comparative

studies with OECD, Eurostat and UNESCO

Expert analysis Increased amount and subject range of work

for the Russian Government:

More than 60 projects

Participation in the Russian Government Expert

Council

Support for development of anti-crisis policies

in Russia

Organizing joint applied research on transition

economies with the research centers of BRICS

countries

KEY STEPS: APPLIED RESEARCH AND EXPERT ANALYSIS


694

1514

1638

428

711

717

2009

2013

2014

58

33

33

10

34

18

23

28

39

2009

2013

2014

1014

1240 950

1150 1250

1500

2013 2014 2015 2018

FUNDAMENTAL

APPLIED

1638

1514

694

2355

2225

1122

Fundamental and Applied

R&D

REVENUE STRUCTURE

FROM APPLIED R&D (%)

million

rubles

million

rubles

R&D per faculty member

(thousand rubles)

One of the top three Russian

universities in R&D

15 large-scale empirical studies in the

major economy and social areas. Focus

on cooperation with OECD, Eurostat

and UNESCO Institute for Statistics

Expert analysis for the Russian

Presidential Administration, the Russian

Government, and Russian ministries

RESEARCH

GOVERNMENT MINISTRIES

AND DEPARTMENTS

REGIONAL AND MUNICIPAL

GOVERNMENT BODIES

RUSSIAN ORGANIZATIONS

RUSSIAN GRANTS

FOREIGN AND INTERNATIONAL

ORGANIZATIONS

ACTUAL PLANNED


SI 2: Creating and Promoting Globally

Oriented Educational Products

Roadmap

Implementation


10 17 17

20

9.7 10 12 20

30 38 41 60

8 9 10 11

10 12 25

80

0 14 60

250

Percent of student credits for research and project work

Percent of courses taught in English

Number of dual degree programs

Number of structured PhD programs

Percent of internationally evaluated and/or accredited

educational programs

Number of MOOCs offered by HSE

2013 2014 2016 2020

BASIC ROADMAP TARGET MODEL: EDUCATION



Competitive educational

products

13 English-taught Master’s programs

in economics, social science, computer science

and mathematics

38 dual degree programs in cooperation with top

foreign universities (21 in 2012)

Summer University for international students

New English-taught programs at all educational

levels (Bachelor’s, Master’s and PhD) in computer

sciences, economic and social policy,

and management

Short-term programs:

• One-year Master’s programs and mixed

programs

• Semester in Moscow. Summer University

Promoting dual degree programs

Integrating HSE into the

global online educational

space

14 courses on the Coursera platform in Russian

and English:

• Over 340,000 registered individuals

from 192 countries

60 courses by leading HSE professors

on international platforms

Using the online products of top universities

in the HSE teaching process

New educational model

compliant with

international standards

Мajor-minor standards

Individual trajectories

Tutor support

Applied and research competencies

Bilingual educational environment

Model for managing educational programs

Implementing new standards at all HSE schools

Transition to managing educational programs:

• Creation – positioning on the market

• Academic governance

• Curricular office

KEY STEPS: PROMOTING EDUCATIONAL PROGRAMS ON THE

GLOBAL MARKET



Evaluating the quality

of educational programs

System of external program review involving international

experts

Annual monitoring with the help of employers and alumni

to make sure that the programs meet the demands

of the labor market

International accreditation:

• Economics, social sciences,

management, and mathematics

Employers’ councils at mega-schools

to improve educational programs

Graduate studies 13 graduate schools:

• Evaluation of graduate students’ work by a wide range

of scholars

Structured PhD program — 100 graduate students:

• Enhanced educational component

• Work at HSE research units on dissertation topics

• Internships at foreign universities

• Foreign dissertation co-advisers

Expanding the structured PhD program

Extending the principles of the structured

PhD program to all graduate programs

through the graduate school model

Organizing PhD programs together

with leading foreign universities

Continuing education

and professional

development programs

HSE is the only CFA partner in Eastern Europe

13 МВАs, 5 EMBAs and DBA

Master’s in European Business together with ESCP

Europe

Master de droit économique together with Paris I

Pantheon-Sorbonne

Expanding the line of English-language

MBA and EMBA programs

International accreditation of МBA

Establishing HSE Business School

Expanding the pool of continuing

education students by including regular

students

KEY STEPS: MODERNIZING EDUCATIONAL MODEL


180

620 645

248

375 368

2011 2013 2014

OUTGOING

INCOMING

Institutionalization of new partnerships

in CIS, Baltic and Eastern European

countries

Eleven cooperation agreements have

been signed with Ukraine, Kazakhstan,

Armenia, Bulgaria, Latvia, and Estonia

Five agreements are being worked on:

Serbia, Slovakia, Azerbaijan,

and Armenia

New areas of academic cooperation

with countries outside the ex-USSR:

Middle East, China, South Korea,

Japan, and Latin American countries

58 new cooperation agreements

with other universities have been

signed

Forty-three programs implemented

jointly with leading universities in

Austria, Great Britain, Germany, the

Netherlands, France, USA, Italy,

China, Finland and Luxembourg

Thirteen Master’s programs taught

in English

Institute of research interns:

380 senior undergraduate and graduate

students are working at HSE research

units

50 corporate departments of leading

companies and research centers

contribute to the practical orientation

of the educational process

Research seminars begin from the

freshman year in all educational programs

Student Research Work Number of Students Involved

in Academic Mobility

* Including 6 headed by leading foreign scholars

EDUCATION

39

33

7

42

Research and study groups

Research and study laboratories*

Study and project laboratories

Study and project groups


SI 3: Attracting Talented Students

Roadmap

Implementation


19 000 12700

5300

1000

17 353

12449

4241

663

2014 2020 From 2015, the enrollment shall

remain constant

From 2019, Master’s and PhD

enrollment should grow up to 50% of

the total. It is difficult to achieve this

currently because of the poor quality

of Bachelor’s and Master’s programs

in most universities in Russia and the

lack of motivation to pursue academic

careers

BASIC ROADMAP TARGET MODEL: ENROLLMENT

COMPOSITION

BACHELOR’S STUDENTS

MASTER’S STUDENTS

PhD STUDENTS



National market

Bachelor’s

Lyceum (450 students) and network of 70 base

schools

Olympiad for high-school students in all Russian

regions (34,000 participants)

Internet School (80,000 registrations)

Competitions for high-school students

and professional orientation events

Master’s

Olympiad (3,500 participants)

Research & education schools

(over 1,500 participants)

Preparatory Department (over 400 students)

Bachelor’s

Accent on early professional orientation for high-

school students:

1,500 Lyceum students in 2016

Distributed Lyceum — 25 partner schools across

the country implementing Lyceum programs

in 2016

Network of base schools attains150 schools

Master’s

Early admissions through the Preparatory

Department and research & education schools

Integrated Master’s-PhD programs — up to 15%

of total enrollment in Master’s programs

Early portfolio admission

Market of CIS, Baltic

and Central and

Eastern European

countries

Olympiads for high-school students

(over 4,000 participants)

Olympiad for Master’s applicants from CIS,

Baltic, and Central and Eastern European

countries (4,500 participants)

Resource centers, promotional events

and professional orientation events

Scholarship fund for talented foreign students

Promoting HSE Bachelor’s and Master’s

programs taught in English

Special programs for international applicants

at the Preparatory Bachelor’s and Master’s

Departments

Developing international olympiads

Increasing the number of HSE resource centers

in post-Soviet countries

KEY STEPS: ATTRACTING TALENTED STUDENTS TO ALL

LEVELS OF STUDY



Markets of more remote

countries

Special committees for selecting talented

students in the framework of

intergovernmental agreements

Preparatory short-term study programs

(Summer University)

Dual degree programs

Promotional events and education fairs

and shows in Europe and China

Scholarship fund for talented international

students

International competitive admissions to Master’s

and PhD studies (online applications, portfolio

competitions and online interviews)

Promoting programs taught in English at all

levels of study

Short-term study programs (year-long Master’s

programs, etc.)

Promoting HSE MOOCs

Special programs for international applicants

at Preparatory Bachelor’s and Master’s

Departments

Active expansion into new markets with the

support of international educational associations

(АPAIE, NAFSA, EAIE): India, China, Korea,

Indonesia, Malaysia, Vietnam, Latin America

and the Middle East

KEY STEPS: ATTRACTING TALENTED STUDENTS TO ALL

LEVELS OF STUDY


3.6 5.3

3 4

5.4

10

2013 2014 2015 2018

Percent of International Students

44

62

30 35

40 47

2013 2014 2015 2018

Number of HSE Partners for Working

with Potential Applicants

49

120

50 70

100 120

2013 2014 2015 2018

Number of International Students

Admitted through Olympiads

and Competitions

100 207

30 200

500

1000

2013 2014 2015 2018

Number of International Students

Studying Russian as a Foreign

Language

Percent of Olympiad Winners among

Admitted Students

92.7

91.4

2013 2014 2015 2018

Average USE Score of Students

with Publicly Funded Scholarships

35.5 38.3

30.8 32

25 28

2011 2013 2014

BACHELOR’S

MASTER’S

80+

ROADMAP: ATTRACTING TALENTED STUDENTS



ACTUAL PLANNED


SI 4: Faculty and Staff for a Research

University

Roadmap

Implementation


2 8.4 11 26

13 30 65

150

170 187 180 220

1.8

100 100

8 21 70

160

0.25 0.61 0.7 1

Percent of faculty members with internationally

competitive contracts

Number of faculty members hired annually through

international recruiting to tenure-track positions

Average faculty salary compared to average salary

in the region (%)

Percent of faculty members with a standard contract

which includes teaching, research and service

Number of postdocs hired annually

Ratio of teaching assistants and research interns

to the total faculty number (%)

2013 2014 2016 2020

BASIC ROADMAP TARGET MODEL: FACULTY AND STAFF



International recruiting

and adaptation of foreign

specialists

System for recruiting instructors

and researchers from the international

labor market in the last two years:

• 43 tenure-track contracts

• 29 post-doctoral fellowships

System for integrating foreign specialists

into the HSE academic environment:

• Unified English-language information

environment

• Services in English

Expanding the post-doctoral fellowship

program

Developing a unified English-language

environment:

• Comprehensive information in English

(websites, regulations, and programs)

• English-speaking administrative

personnel

• Visa and social support (including

housing, medical and retirement

benefits, childcare, etc.)

Selecting the best specialists

on the national market

and raising the requirements

for faculty

Selection principles approach international

standards:

Targeted advertising to attract best external

candidates

In-depth peer review of submitted research

In-person presentations by candidates

Qualification requirements are close

to international standards

Transition to the standard contract model

Recruiting senior-level managers

on the international labor market

and tightening the requirements

for administrators

Six international-level administrators hired

with the help of Odgers Berndtson, Hays,

and Ward Howell

Introducing KPIs to evaluate

the administrators’ work

Recruiting predominantly English-speaking

administrators

KEY STEPS: ATTRACTING THE BEST PERSONNEL FROM THE

ACADEMIC MARKET



Professional development

of personnel

Advanced training in 2014:

1,139 faculty members attended advanced

training and retraining courses (including 136

abroad)

82 faculty members went on internships

(including 79 abroad)

487 faculty members gave talks at conferences

(including 432 abroad)

The system has proven effective and shall

become a permanent part of personnel policy.

Promotion Reserve

Program

Young Faculty Support Program:

Effective “refreshing” of the faculty

Support and professional development for young

instructors and researchers

Program for hiring teaching assistants

and research interns (approx. 1,000 in 2014)

Early engagement of the most talented

undergraduate and graduate students in academic

work

Development of the new Leadership Reserve

Program (launched in 2014):

Professional development for promising young

leaders

Involving those leaders in reforming

the administrative system and governance

Source for refreshing the HSE leadership

KEY STEPS: PROFESSIONAL DEVELOPMENT


170 187

147 150

170 200

2013 2014 2015 2018

Average faculty salary compared

to average salary in the region (%)

International contracts: contracts

with faculty who have high academic

responsibilities and salaries depending

on the results of their academic work:

Faculty hired through international

recruiting

Directors of international laboratories

Faculty with PhD degrees

2

8.4

2 5

8

18

2013 2014 2015 2018

Percent of faculty members

with international contracts

5.1 6.7

5 5.5

6

9.5

2013 2014 2015 2018

Percent of faculty members

with PhD degrees

210

people

The standard contract uses

a system of incentives for providing

instructors with compensation

and benefits depending on the

quality and outcomes of their work

and allows for successful

professional work and living

standards

HSE is competitive on the Russian

academic market, yet not on

business and international academic

market.

The goal of the new stage is to

increase competitiveness on all

three markets.

PROFESSIONAL DEVELOPMENT FOR PERSONNEL


168

people

ACTUAL PLANNED


SI 5: Creating a Market-oriented

Management System (Governance — Economic Model — Infrastructure)

Roadmap

Implementation


25

50 50 50

41 60

80

8.6 31 50

80

Percent of university governance units with representatives

from student councils and organizations

Percent of university employees who have approved

the quality of administrative processes

Percent of faculty members that have personal workplaces

at the university and thus are able to work full-time

and participate in university governance

2013 2014 2016 2020

BASIC ROADMAP TARGET MODEL: GOVERNANCE,

INFRASTRUCTURE



Implementation of new

governance model and

improving efficiency

8 mega-schools bringing together teaching

and research teams in broad subject fields

(economics, social sciences, humanities, etc.):

• Delegation of powers and resources

• Target indicators

Developing management system inside

mega-faculties:

• Academic governance

• Target models

• Budgeting systems

• Academic development funds

Academic governance

model

University governance units involving faculty members

• Over 30 — at the level of central management

• Over 100 — at the level of research

and education subdivisions

Introducing the “Managing academic

committee — Executive coordinator” model

Result-based

governance

The salaries of leadership depend on the results

attained in their respective areas, as stipulated

by their labor contracts (101 senior manager)

Introducing the principles of result-based

governance at all levels:

• Performance-based salaries

for administrators

Concentrating resources

in key development

areas

Up to 35% of the University’s expenditures are

allocated to development:

• a high share of external revenue

(not coming from the federal budget) supports

flexible financial policy

Tightening the criteria for investment

of resources

Modernizing the financial management

system (budgeting of educational programs)

KEY STEPS: GOVERNANCE


5.7

11.9 13.1

6.5 6.9

13.1 14.9

2009 2013 2014 2015 2018

8.6

31

5

8

40

60

2013 2014 2015 2018

23.7

35

17 20

25 25

2013 2014 2015 2018

HSE revenue (billion rubles)

GOVERNANCE

Executive, expert and self-

governing bodies:

Supervisory Council of the

Strategic Development Program

International Advisory Committee

Academic councils at faculties

Curriculum Development

Committee

Fundamental Research Managing

Committee

Academic councils of educational

program

Research Fund Council

Educational Innovation Fund

Council

Expert Committee for Research

Committee for innovative

entrepreneurship

Advanced Training Committee

Alumni Council

Committee for student initiatives

University governance units:

Supervisory Council

Conference of HSE students

and staff

Academic Council

Student Council

HSE expenditures on strategic

initiatives (%)

Percent of faculty members with

personal workplace (%)

ACTUAL PLANNED



SI 6: University Social Mission

Roadmap

Implementation


5 13 20

30

50 70 70 70

Percent of students involved in community projects

Number of external participants in the HSE’s

educational, cultural and social projects, including the

annual HSE Day (thousand people)

2013 2014 2016 2020

BASIC ROADMAP TARGET MODEL: SOCIAL MISSION



Development of

Russian education

Supporting associations of Russian Higher education

institutions

Developing and disseminating new educational standards

in economics and social sciences

Training school and university teachers and managers

Supporting open educational and research resources

New projects (including network projects)

for training school teachers

Training young researchers and instructors

at Russian and CIS universities

Active promotion of HSE mass open online

courses – in particular, through the partner-

universities’ network

Socio-cultural

activities in

Moscow

A University Open to the City: open lectures by HSE

scholars in Moscow museums and cultural programs

for Moscow residents

Social and educational project “Science without Borders”:

HSE professors give monthly lectures at Moscow

boarding schools for children with disabilities

Expanding HSE volunteer and charity programs:

Educational and cultural University events

for Moscow citizens at open sites

Mass cultural events at the university

Promoting the social involvement of Moscow

residents

Expert discussion

platforms

Wide range of research and outreach events

(over 300 annually) with expert, government

and civil society participation

Open HSE educational internet resources

Public discussion platforms for dialogue

between experts, society and government

Strengthen HSE role of a competent facilitator

between public and municipal authorities

KEY STEPS: SOCIAL MISSION


University Open to the City

Since 2013 HSE has held a number

of cultural and educational events

for the Moscow residents, including

public lectures, concerts, exhibitions,

etc.

More than 6,000 visitors —

the audience of HSE public lectures

60,000 visitors participated

in the HSE Day in 2014 5

13 10

12

15

25

2013 2014 2015 2018

Students involved in projects

for the public, %

50

70

3 7

70 70

2013 2014 2015 2018

Public outreach of HSE cultural

and social events (thousand people)

Association “Global Universities”

15 participating institutions

Sharing best practices

Joint research projects on university

environment

International recruitment and support

programs for international faculty

Standard contract as a system

of relations between a university

and employees

English-language environment

at the university

Open resources on HSE web-sites

Teaching materials

Research outcomes

Analytical materials

Video files with lectures, report

presentations, round table

sessions

The audience of HSE open online

courses launched on the Сoursera

platform in 2014 has exceeded 340

thousand people from192 countries

SOCIAL MISSION


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