The lecture was delivered in the Academic Council Room on March 30 by Rector Ivakhnenko. The points he touched upon were entrepreneurship in a liberal arts university, creation of innovative platforms, attraction of finances – and how to carry out this new format at RSUH.
Rector started by explaining that a university of the 1.0 type was a conduit of knowledge and instruction, the 2.0 type was focused on education and research, which is what RSUH had been all this time.
University of the 3.0 type adds to all of the above the creation of innovative platforms and opens itself to entrepreneurial initiatives and academic management that culminate in expert consultation, technical and technological projects, etc.
University 4.0 focuses on solving large industrial problems, it rethinks and dictates production dynamics. Such universities are few, and one example would be Stanford University in the Silicon Valley.
University 3.0 creates business demand and constantly fine-tunes it, attracting funds from all interested parties. This format usually applies to technical universities and it still remains to be seen how to implement it at RSUH.
Yet there is one idea: a liberal arts university can shape the acceptance of innovations in society and work with the key decision-making people. As many technical inventions nowadays cross the border of social risks, the task of humanities should be to act as a safeguard against pragmatism and an approach that’s entirely businesslike, in other words, make the invention not only knowledge-intensive but also humanity-oriented.
The key elements would be academic management, diversified financing, and initiatives “from below”.
The state subsidizes 35% of RSUH financial needs, 50% comes from tuition, 9% from extended education, preparatory school accounts for 3%, grants, projects – 5%.
Now, when the fiscal state of the University has been stabilized, we can create Center of Financial Responsibility, making self-financing such sections as Department of Economics, Department of Management, Institute of Linguistics, Department of Archives, Institute of Oriental Cultures and Classics and Department of Intellectual Systems. It meant that a part of the salary will come from effective contracts that will include projects and grants.
Another source should be integrated entrepreneurial culture that is to be aimed at expanding the traditional research into profitable fields, fundraising, etc. At Harvard, for example, the publishing accounts for 12% of revenue.
There are some institutions within the RSUH system that have converted to the 3.0 format. It is, first of all, the International institute of New Educational Technologies, head by Dr. Kuvshinov that has managed to attract funds from Moscow Government. Another perspective project is job placement for the hearing impaired, realized jointly by the Institute of History and Archives and the State Archive of the RF. Such initiatives should be imitated and expanded.