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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.



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.


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



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.


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


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



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


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



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


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



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


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



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


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



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


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



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


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


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


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



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

http://www.topuniversities.com/university-rankings/university-subject-rankings/2013/engineering-electrical-and-electronic


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


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


At the expense of

subsidy- 8,0


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


At the expense of

subsidy- 110,0


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


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


At the expense of

subsidy– 87,0


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


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


At the expense of

subsidy132,0


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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




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

Documents

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