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Strategic Plan of NSU
 

Strategic Plan of NSU

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    Strategic Plan of NSU Strategic Plan of NSU Presentation Transcript

    • Strategic Plan to Increase International Visibility and Competitiveness of Novosibirsk State University Project Leader, Rector Project Manager, Vice Rector for International Relations M.P. Fedoruk A.G. Okunev Moscow, 25 October 2013
    • Three Unique Selling Points • Unique education – Pre-university program (starts at age 14) – Very selective – Bottom-heavy u/g courses: tough first year • Unique amalgam of teaching and research – More like a national lab with teaching than an academic school with research • Strong, committed alumni community – More successful than the University itself – Leading academics and industrialists in major Russian, US and European universities and businesses Moscow, 25 October 2013 2
    • NSU Today Education • Physics/Mathematics High School pipeline • 119 Departments • 250 NSU PhD students • 800 PhD students in Siberian Branch of Russian Academy of Sciences (SB RAS) Russia’s largest cluster of research institutes within walking distance from a university • 5-fold increase in research funding in as many years • Papers indexed in Scopus: 363 in 2007  866 in 2012 • 10 Megagrant awards 118 Degree Programs • • 6000 students • Research Infrastructure • Teaching facilities: 70,000 m2 • Dormitories: 108,000 m2 • Campus: 427,000 m2 • Capital equipment: 2.4 billion RUB • Ultrafast data transfer network (SB RAS) Innovation • 2 Skoltech Research, Innovation and Education Centers • Masters School of Engineering Best Technopark in Russia • • More than 250 startups in Akademgorodok Moscow, 25 October 2013 3
    • Towards 2020 Vision NSU-2020  A leading research university focusing on the natural sciences  Close cooperation with the business and government sectors to commercialize research  Russia's leading center for innovation and training of the very best scientists and engineers Moscow, 25 October 2013 4
    • Towards 2020 Education Market Eastern Europe Central and Northern Asia Strategic Goals 2020  Improve the international competitiveness of NSU  Become a leading University in the region that includes Central and Northern Asia and Eastern Europe NSU  Supply highly skilled graduates to the research and innovation sectors of Russia and other countries  Enter the top 100 group according to the QS World University Rankings Moscow, 25 October 2013 5
    • Where are the gaps in terms of QS criteria? 90,1 83,9 87,3 76,1 71,2 67,2 66,7 54,5 36,7 35,3 32,7 24,8 19,1 18,8 14,7 5,2 Academic Reputation Employer Reputation Top 100 Avg Student/Faculty Ratio Citations per Faculty Top 100 Min 4,9 2,1 International Faculty International Students NSU 2013 Moscow, 25 October 2013 6
    • Where are the gaps in terms of target KPIs? 2020 Value Target KPIs 1. Position in QS Ranking Required 2. Publications per faculty member 3. Citation per faculty member 4. Foreign faculty 90-110 352 2.0 1.3 7.0 2.4 10% 1.4% 5. Foreign Students 15% 6.0% 6. Average USE score Additional 7. External Revenue 54% 50% 8. Faculty-Student ratio 9. Position in Webometrics > 80 81.7 1:8 1:10 250-300 806 Moscow, 25 October 2013 7
    • Strategic Initiatives 6% 35% Breakthrough Research New University Image 8% Competent Management Workforce External relations Worldwide image Endowment growth Top 100 ranking In-Demand Degree Programs 10% International Cultivation of Visibility Talent 25% 16% Moscow, 25 October 2013 8
    • Breakthrough Research Breakthrough areas: ► Biotechnology ► Photonics New Research Directions and Resources ► New collaborations on international megaprojects ► Materials ► “Flagship" research projects ► Alternative Energy ► Develop joint experimental ► Translational Medicine ► High Energy Physics ► Forecasting Natural Resources research projects in forefront technology areas ► Develop joint R&D activities with the Technopark and the Institutes of SB RAS A World-Class Research Base ► Develop engineering infrastructure in laboratory blocks of NSU to improve efficiency of applied R&D ► Support highly productive labs ► Maintain joint research units with SB RAS ► Support mirror labs coordinated by leading Russian and international researchers ► Create research labs led by active younger researchers Moscow, 25 October 2013 9
    • In-Demand Degree Programs New Products ► Applied sciences /engineering ► Blended learning ► Staff development programs Quality and Diversity ► Academic Quality Control ► Adapt Russian-language degree programs to foreign students ► Recruit more foreign students English Language Programs ► Develop, validate and implement postgraduate programs in English ► Accredit English-language degree programs with international professional bodies ► Staff and student development for English language proficiency Moscow, 25 October 2013 10
    • International Visibility Publication Profile ► Broaden the choice of global researchpublication databases ► Joint publications with SB RAS members in highly ranked journals International Collaboration ► Participation in international projects and conferences ► Encourage renowned academic visitors to SB RAS to give NSU lectures and lecture courses Recruit the Best Researchers ► Involve foreign academics and research scientists ► Recruit young scientists from SB RAS to junior academic positions ► Involve the best doctoral students working at the SB RAS in tutoring activities ► Finance the cost of publishing in high impact journals ► Proofreading services Moscow, 25 October 2013 11
    • Cultivation of Talent Attract Foreign Students and Enhance Global Reputation ► Create a support system for foreign students ► International student/staff exchange programs ► Recruit foreign students to jointly funded overseas academic schools ► Recruit foreign students to English- language degree programs ► Establish a modern university environment, including technology-assisted learning resources, accommodation and students’ sports facilities Recruit and Nurture Talented Students ► Increase number of Masters and PhD students ► A variety of summer and winter schools, support for National Science Olympiads ► Support for the specialized boarding school for physics and mathematics ► English and Russian literacy contests ► Merit-based scholarships ► Participate in the Int’l Students Scientific Conference ► Develop competitive allocation of Masters and PhD students to “hot” research areas Moscow, 25 October 2013 12
    • Competent Management Streamlined Management ► New administrative structure ► Reduce administrative burden, coalesce current Departments ► International Financial Reporting Standards; annual audits from 2014 forward ► Staff appraisal procedures ► HR for international recruitment ► Key Performance Indicators Consultant Audits ► Use external experts for development of strategic and operational models and management reform ► Engage advisers on matters of strategic development ► Modernize accounting systems Effective Management: Improves Competitiveness ► Develop staff management skills at all levels ► Develop and maintain a program management unit: the Project Office ► Broad involvement of faculty in project administration ► Develop IT strategy; preliminary audit under CobIT ► IT support for all academic and support units Moscow, 25 October 2013 13
    • New University Image Commercialize University Expertise ► Establish NSU Innovation and Entrepreneurship Center ► Improve the IP office, including the patenting support service ► Inventory intellectual property with a view to commercialization Develop Endowment ► Establish an Alumni Center ► Find new sources of non-government funding, including endowment management, fundraising, and matching funds Marketing Activities & Brand Promotion ► Create a brand book; maintain NSU brand ► Monitor NSU brand awareness Cooperation with Business and Government Sectors ► Organize internships for undergraduates in relevant industries ► Maintain relations with ► Develop NSU website ► Participate in international conferences and exhibitions potential R&D customers from startups, the state sector and hi-tech corporations ► Promote NSU through social networks Moscow, 25 October 2013 14
    • Financial Requirements Total amount required: 18.5 billion RUB (12.0 billion RUB from Federal Budget) 3,287 Federal funds 3,106 External funds* 2,865 Non-budget funds 2,664 *Funds in the form of grants for research and development from third parties 2,410 2,129 2,023 2,165 1,885 1,823 1,756 1,583 1,392 1,128** 500 37 500 500 174 12 125 2013 500 196 238 327 407 2014 2015 2016 2017 500 500 500 480 583 622 2018 2019 2020 Moscow, 25 October 2013 15
    • Accomplishments Since July 2013       Charter submitted for declaration as an autonomous organization Prepared basic documentation on new management structure: - Supervisory Council - International Academic Council - Project Office Initiated a program for stimulating research publication Developed the regulatory basis for joint SB RAS – NSU laboratories and mirror laboratories The number of international students doubled from 3 to 6% The first Alumni Congress held, the alumni association NSU-Union set up Moscow, 25 October 2013 16
    • Interdependence and synergy of solutions and processes (Quick Wins!) ENTERING THE GLOBAL ARENA (RESEARCH, EDUCATION, INNOVATION) QW  Start using Student Feedback Questionnaires for all courses QW  Implement new administrative structure QW  Reorganize the university finances QW  Involve faculty members in project administration QW  Start teaching applied science/engineering courses QW  Initiate recruitment of foreign students QW  Inventory the intellectual property of NSU NSU IMPLEMENTATION OF SUCCESSFUL UNIVERSITY MANAGEMENT MODELS SB RAS Technopark COMBINE RESEARCH AND EDUCATION FACILITIES UNDER A SINGLE ADMINISTRATIVE BODY QW  Hire the best doctoral students from SB RAS institutes as teaching assistants at NSU QW  Initiate joint research units with SB RAS Moscow, 25 October 2013 17
    • Thanks for your attention! Moscow, 25 October 2013 18