University — About the University
Objectives and strategic plans
| Founder of Bukhara Innovative Educational and Medical University LLC _________________ PhD, Associate Professor F.F. Umurov |
Rector of Bukhara Innovative Educational and Medical University ___________________ DSc, Professor M.M. Amonova |
DEVELOPED AT BUKHARA INNOVATIVE EDUCATIONAL AND MEDICAL UNIVERSITY: PLAN FOR THE DEVELOPMENT OF EDUCATIONAL PROGRAMS AND ENSURING FINANCIAL SUSTAINABILITY
STRATEGIC PLAN
Education is the foundation of the development of any society. As part of the reforms being implemented in our country, raising the quality and effectiveness of education, training competitive personnel, and introducing innovative approaches are emphasized as one of the most important priority directions.
This plan defines the strategic directions, goals, and priority tasks for the development of the educational organization during 2025–2030. The main goal is the creation of a competitive, open, and effective educational environment that meets the requirements of modern education.
Strategic goal. To develop the educational organization on the basis of modern information and communication technologies, advanced pedagogical approaches, and principles of quality management, and to transform it into an advanced educational institution integrated with science and producing competitive personnel.
Today the demand for quality healthcare and educational services is continuously growing. Under the conditions of Uzbekistan, the development of modern medicine, education, and childcare sectors meeting international standards plays an important role in the socio-economic development of the country. For this reason, a strategic approach has been developed for opening a new clinic, school, kindergarten, and dental center, and for managing them effectively.
— To provide the local population with high-quality medical and educational services, ensure healthy and full development of children, and raise social welfare through the introduction of advanced technologies in the field of dentistry;
— To train university students as competitive personnel with modern knowledge and practical skills, prepare highly qualified specialists in every respect, develop research activities, and ensure the integration of education, science, and practice;
— To raise the quality of education at the university to the level of international standards, strengthen research and innovation activities, increase the effectiveness of clinical education, and prepare highly qualified, competitive personnel for the healthcare system;
— To transform medicine into an educational and scientific center recognized regionally and internationally, and to prepare mature specialists for the field through the accelerated development of modern medical education, research, and innovation;
— The basis of our goal consists of introducing an educational system aimed at strengthening the clinical and practical skills of students, organically linking research work with practice, and training specialists who meet the needs of the healthcare system.
This strategy aims to provide the local population with high-quality, innovative, and safe services through the creation of a modern clinic, school, kindergarten, and dental centers. This approach serves as an important step on the path to raising social welfare and building a healthy society. In addition to this, a number of measures are being taken in the area of ensuring international recognition of educational institutions and medical centers and of stimulating the development of education and healthcare sectors through the attraction of qualified foreign students and patients to our country.
| No. | Planned activity to be implemented | Implementation (execution) deadline | Responsible parties | Expected outcome |
|---|---|---|---|---|
| ACADEMIC AFFAIRS | ||||
| Digitalization: launch of the University’s dedicated electronic platform — the BITU educational platform system | 01.09.2025 | Founder Rector Vice-Rectors | All processes will be digitalized. Digitalization of all BITU class processes, student grades, tests, lesson materials, and video lessons on a single platform will be achieved. Convenience will increase, and discipline will be strengthened. | |
| Opening of new programs in addition to the existing licensed General Medicine and Dentistry programs: Philology and Language Teaching, Economics (by sectors and fields), Primary Education, Psychology | 2023–2024 academic year | Founder Rector Vice-Rectors | The university’s programs will expand, the share of students will grow, and the network of partnerships will broaden. | |
| Opening of Master’s programs (in medicine, as well as in philology and language teaching) | 2023–2024 academic year | Founder Rector Vice-Rectors Heads of Departments | Bachelor’s graduates will gain the opportunity to continue their studies at the Master’s level. | |
| Opening of clinical residency (approximately 30 specialties) | 2025 academic year | Founder Rector Vice-Rectors Heads of Departments | Bachelor’s graduates in General Medicine and Dentistry will gain the opportunity to continue their studies in clinical residency. | |
| Organization of 2+2 instruction based on joint educational programs in Economics (by sectors and fields), Psychology, Philology and Language Teaching | 2026–2027 academic year | Founder Rector Vice-Rectors Heads of Departments | Foreign knowledge, experience, and innovations in education will be acquired, enabling the training of qualified specialists. | |
| Increasing the share of qualified foreign specialists across programs to 10% | 2027–2028 academic year | University Founder; Rector; Vice-Rector for International Relations. | Raising the share of foreign professors to 10% will attract talented personnel and improve the quality of education. | |
| Organization of an “Open Lectures and Practical Classes Week” at each department | 2025–2026 | Vice-Rectors Heads of Departments Faculty | The quality of classes will improve, shortcomings and problems will be studied and resolved on the spot, young teachers will learn teaching methodology, and the quality of education will improve. | |
| Ensuring that local qualified staff achieve full mastery of foreign languages (with B2 and C1 certificates) across programs; raising the share of certified faculty to 80% | 2027–2028 academic year | University Founder; Rector; Vice-Rector for International Relations. | Through full command of languages and through internships and advanced-training courses abroad, capacity will increase, and faculty will be able to participate in international grant projects as university representatives. | |
| Organization of Artificial Intelligence, IT, and Robotics clubs | 2025–2026 academic year | IT specialists | Through the organization of AI, IT, and Robotics courses, students’ interests will be supported and a community of specialists will be formed. | |
| Opening of an AI–Medical Laboratory | 2026–2028 (annual review) | Through a laboratory studying AI diagnostics, AI radiology, and clinical AI models, BITU will become Uzbekistan’s first medical school for AI. | ||
| Raising the academic capacity of university faculty to 50% | 2027 | Founder Rector Vice-Rectors Heads of Departments | The share of staff with scientific potential will increase, and the university’s ranking will rise. | |
| UNIVERSITY INFRASTRUCTURE | ||||
| Construction of the BITU Campus | 2025–2030 | Founder | BITU will build a new 10,000-seat campus on its own land. Owning an 8-hectare site with a 10-story clinic, dormitory, and sports field will strengthen the university’s global image. | |
| Establishment of an Internal Control and Monitoring Department. Development of a quality monitoring system to be implemented within the institution itself | 2025 | Founder Rector | Serves the purpose of ensuring educational quality. Allows regular review and updating of academic programs. Monitoring of the academic process (tests, rating system, etc.) and improvement based on student feedback will be achieved. | |
| Establishment of BITU Kids | 2025–2026 | Founder | BITU will set up a kindergarten for its staff, faculty, employees, and students; in addition, percentage discounts on tuition will be granted to everyone affiliated with BITU. | |
| Establishment of BITU School | 2026–2028 | Founder | BITU will establish a school for its staff, faculty, employees, and students. This will allow everyone affiliated with BITU to stay informed about their children’s upbringing, academic performance, and moral environment, while ensuring continuous oversight. | |
| Opening of a medical simulation center | 2026–2028 | Founder | In the simulation laboratory, students will reinforce their medical knowledge through practice. | |
| Purchase of laboratory equipment, instruments, and simulation models | 2025–2027 | Founder | It will enable analysis of processes in practical and laboratory conditions, independent performance, formation of practical skills, and experiential learning across all programs. | |
| Establishment of the Zakovat Club | 2025–2030 (annual review) | Founder Rector Vice-Rectors | It will help develop students’ intellectual potential and showcase their talents. | |
| Organization of the traditional “Followers of Ibn Sina” student academic olympiad | 2025–2030 (annual review) | Founder Rector Vice-Rectors Heads of Departments Faculty | Students’ knowledge and capacity in subjects and programs will be tested, and talented students will be identified. Participation in international olympiads and prestigious competitions will raise the university’s ranking. | |
| ACCREDITATION | ||||
| Obtaining rankings and certificates in ISO Quality Management System, Environmental Management System, Occupational Health and Safety Management System, and Information Security Management System | 2025–2026 | Founder Rector Vice-Rectors Heads of Departments | ||
| Passing IAC accreditation | 2026 | Founder Rector Vice-Rectors Heads of Departments | International prestige will increase, and student inflow will rise. | |
| Participation in the ODA grant project | 2027 | Vice-Rector for International Relations; Head of the International Department | Through the Korean government, investment of USD 4–7 million in medical, IT, and social projects will flow into BITU’s infrastructure. | |
| Preparation for entry into the QS ranking | 2025–2030 (annual review) | Founder Rector Vice-Rectors Heads of Departments | The university’s international prestige will increase. | |
| RESEARCH ACTIVITY | ||||
| Raising the number of articles in Scopus and Web of Sciences journals to 250 | 2025–2030 (annual review) | Founder Rector Vice-Rectors Heads of Departments | Each department’s research capacity will double, and the university’s overall research capacity will reach a high level. | |
| Raising the share of faculty holding a PhD to 70% | 2025–2028 (annual review) | Founder Rector Vice-Rectors Heads of Departments | Through innovative scientific developments, participation in startup projects and InnoWeek exhibitions will increase; research capacity will grow; this will be significant for national and international rankings. | |
| Raising the share of faculty holding a DSc to 50% | 2025–2028 (annual review) | Founder Rector Vice-Rectors Heads of Departments | Through innovative scientific developments, participation in startup projects and InnoWeek exhibitions will increase; research capacity will grow; the mentor-student system will function effectively; this will be significant for national and international rankings. | |
| Publishing scientific articles in publications recommended by the Higher Attestation Commission under the Ministry of Higher Education, Science and Innovation for publishing the main scientific results of PhD and DSc dissertations | 2025–2028 (annual review) | Founder Rector Vice-Rectors Heads of Departments | It will allow publication of research results internationally under the university’s name and improvement of the h-index. | |
| Publication of 60 textbooks | 2025–2028 (annual review) | Heads of Departments; Faculty | It will enable publication and use of university textbooks containing all necessary materials for each course module. | |
| Publication of 120 study guides | 2025–2028 (annual review) | Heads of Departments; Faculty | It will enable publication and use of university textbooks containing all necessary materials for each course module. | |
| Publication of 250 monographs | 2025–2028 (annual review) | Heads of Departments; Faculty | It will enable each faculty member to publish a monograph containing their research and make it available to young master’s students and researchers. | |
| Establishment of the university’s own Republican and International journals and their inclusion in the list of scientific publications recommended by the Higher Attestation Commission for publishing the main results of PhD and DSc dissertations | 2025–2030 (annual review) | Founder Rector Vice-Rectors Heads of Departments | 10 jobs will be created; through the journal the publishing house will grow a source of self-financing and provide an opportunity to publish key research results. | |
| Establishment of a scientific-innovation laboratory | 2025–2030 (annual review) | Founder Rector Vice-Rectors Heads of Departments | Young scholars, students, and independent researchers will have the opportunity to conduct research in the lab, jointly analyze findings, and participate in various projects. | |
| At least 5 faculty members obtaining PhD or DSc degrees at Top-1000 universities | 2026–2030 (annual review) | Founder Rector Vice-Rectors Heads of Departments Faculty | It will provide the opportunity to conduct research at Top-1000 universities worldwide, obtain PhD and DSc degrees through analytical work, and rise in national and international rankings. | |
| Obtaining 15 invention patents by university faculty based on research findings | 2026–2030 (annual review) | Founder Rector Vice-Rectors Heads of Departments Faculty | Copyright for research findings will be granted, and the university will rise in the national ranking. | |
| INTERNATIONAL RELATIONS OF THE UNIVERSITY | ||||
| Signing 5 new international MOUs — cooperation agreements with universities in Korea, Turkey, Azerbaijan, Japan, Malaysia, and India | 2025–2026 academic year | Vice-Rector for International Relations; Head of the International Department | Student exchange, double-degree programs, and professor exchange will be established. | |
| Reaching an agreement and establishing 2+2 and 1+2+1 educational programs with KAU in Aviation Management | 2026–2027 academic year | Vice-Rector for International Relations; Head of the International Department | Student exchange will be achieved; foreign experience in education will be gained through double-degree programs and professor exchange; qualified specialists will be trained. | |
| Organization of summer school programs and summer internships with universities in Malaysia and Turkey in Psychology and Philology | 2027–2028 academic year | Vice-Rector for International Relations; Head of the International Department Heads of Departments | Students will master the subtleties of psychology, build practical skills based on foreign experience, develop language proficiency, and participate in international research projects. | |
| Attracting foreign students with the aim of bringing the university to an internationally competitive level and developing education exports in 2025–2030 | 2026–2030 (annual review) | Vice-Rector for International Relations; Head of the International Department | By 2030, the number of international students will reach 10,000, doubling the university’s income and increasing the volume of foreign investment in the region. | |
| Organization of educational programs and services in foreign languages (English, Russian, Uzbek, and others), creating convenience for students and patients | 2025–2026 academic year | Vice-Rector for International Relations; Head of the International Department; Heads of Departments | Through education exports, economic stability and international cooperation will be strengthened. | |
| Development of international cooperation: signing memorandums with foreign universities, clinics, and organizations; launching joint programs and exchange projects | 2027–2028 academic year | Vice-Rector for International Relations; Head of the International Department. | The university will become one of the leading educational centers in the region; | |
| Formation of a marketing and communication strategy: active advertising in international education and healthcare markets, promotion on online platforms | 2025–2026 academic year | Marketers | The university’s name will become known in the international market, and the inflow of arriving students will increase | |
| Creating additional amenities: housing for foreign students, consular and immigration support, ensuring cultural and social adaptation | 2027–2028 (annual review) | Vice-Rector for International Relations; Head of the International Department. | Construction of a 1,000-bed student residence with all amenities will solve immigration issues and ensure centralized management | |
| SPIRITUAL AND EDUCATIONAL DIRECTION | ||||
| Digitalization of student data — creation of a reference system on the BITU educational platform | 2025 | Vice-Rectors Tutors | All data will be stored electronically in one place on the platform, in both web and mobile formats. | |
| Development and approval of the university’s code of ethics; introducing it to each student | 2025. | Vice-Rectors Tutors | Through development, approval, student introduction, and enforcement, the educational process at the university will be properly supervised. | |
| Promoting a healthy moral environment through crime prevention, cybersecurity, and counteraction to religious extremism and terrorism | 2025–2030 (annual review) | Vice-Rector Psychologist Tutors Staff of relevant agencies | A healthy moral environment will form at the university, and crime, religious extremism, and terrorism will be prevented. | |
| Introduction of a systematic procedure for working with students living in rented accommodation | 2025–2030 (annual review) | Vice-Rector Psychologist Tutors | The condition of students living in rented housing outside of class time will be studied, analyzed, and monitored through meetings with landlords, mahalla chairpersons, and mahalla inspectors. | |
| Establishment of the Mushoira Club | 2025–2030 (annual review) | Vice-Rector Psychologist Tutors | Students’ interest in literature and art will be further supported, and talented students will be identified. | |
| Opening of a psychological support center | 2025–2026 | Vice-Rector Psychologist Tutors | One-on-one psychological consultations will be organized with students experiencing changes in their mental state, identified through psychological surveys, to address their problems and help them out of depression. | |
| Organization of evening events three times a year with the participation of all students, regardless of nationality, to meaningfully fill their free time | 2025–2030 (annual review) | University leadership | A spirit of interethnic harmony, religious tolerance, unity, and solidarity will form among students; the skill of working as a single team will be developed, and goodwill will be strengthened. | |
| Selecting students interested in sports, forming a university team, and preparing them to participate in competitions | 2025–2026 | Vice-Rectors Tutors | A university team will be formed, a healthy lifestyle will be promoted, and participation in competitions will contribute to the university’s development. | |
| Selecting faculty members interested in sports, forming a university team, and preparing them to participate in competitions | 2025–2026 | Vice-Rectors Tutors | A university team will be formed, a healthy lifestyle will be promoted among faculty and staff, an atmosphere of unity will form, and participation in competitions will contribute to the university’s development. | |
| HR DEPARTMENT | ||||
| Automation of HR processes, establishment of transparent and efficient management. | 2025–2030 (annual review) | Creating a modern, transparent, digitalized, scientifically grounded HR system at the university will enable development of faculty and staff capacity, improvement of educational quality, and formation of an internationally competitive HR policy. | ||
| Stabilization of initial processes | 2025 | HR | Serves the diagnostics of HR department operations (analysis, identification of shortcomings), creation of a registry of employee documents, and establishment of a mechanical basis (Excel, database) for an electronic “Personal File” system. | |
| Launch of digitalization | 2025 | HR | HR processes need to be electronized; employment contracts, orders, monthly workload lists, and employee lists must be entered into the HEMIS system. | |
| Integration stage | 2025 | HR | Serves integration of HR–HEMIS–BITU systems, introduction of an Online Recruitment Form, and creation of an internal HR portal project (the BITU platform). | |
| Fully digitalized HR system (BITU platform) | 2025–2026 (annual review) | HR | Allows automatic collection of employee statistics and online monitoring of staff performance. | |
| HR Analytics + AI integration | 2026–2027 (annual review) | HR | Will enable AI-based forecasting of needs in the HR system, early identification of staff turnover (Risk index), and automatic KPI calculation. | |
| Planning of HR needs and formation of a talent reserve | 2026–2027 (annual review) | HR | A stable, permanent, high-quality, and sustainable staffing supply will be achieved. | |
| Conducting staffing and workload analysis across departments | annual review | HR | Serves the creation of a plan of minimum requirements for the number of faculty members and the saving of funds. | |
| Establishment of a “Young Faculty Database” | 2025–2030 (annual review) | HR | By including master’s students and doctoral candidates in the talent reserve, the demand for new young researchers will be met. | |
| Establishing the stage of real appointments from the talent reserve. Recruitment, selection, and placement system | 2025–2030 (annual review) | HR | As a result, the best specialists will be attracted and high-quality screening will be carried out, improving the quality of education. | |
| Defining the composition of the interview committee: (Rector+Vice-Rectors+Dean+Head of Department + HR). Standardization of interview questions on a competency basis. Creation of online admission (Application Portal). Attracting international specialists (Turkey, Korea, India). | 2025 (annual review) | HR | Enables the compilation of competency lists in medical fields, wide promotion of job vacancies online and across networks, and the introduction of an automatic candidate screening system. By creating an immigration HR system for foreign faculty, international experience will be gained. | |
| Establishing employee evaluation (KPI) and incentive systems. Developing criteria for evaluating faculty performance. Piloting the KPI project. Digitalizing the KPI system. Adapting the KPI system to international accreditation requirements. | 2025–2030 (annual review) | HR | It will enable fair, transparent, and effective evaluation, integration of workload and academic process quality indicators; through the “Teacher of the Year” and “Employee of the Year” nominations, material and moral incentives will be provided. Evaluation results will be linked to financial rewards, with bonuses and incentives awarded based on KPIs. | |
| Organization of professional development, research advancement, and continuous education. Trainings in digital skills. International courses (TESOL, Clinical Skills, Medical Education). 2–4-week internships at universities in Europe and Asia. International research internship programs (Turkey, UAE, Malaysia, Korea). | 2025–2030 (annual review) | HR | It will help create a body of competent, modern educators; through retraining courses and internal seminars, master classes on writing scientific articles will be organized, increasing capacity. It will serve as the foundation for introducing an academic career map. | |
| Documentation, labor discipline, and internal audit | 2025–2030 (annual review) | HR | Will enable a well-ordered and standardized HR system at the university, full inventory of employee documents, monitoring of employment contracts, updating of all job instructions, and development of regulations for disciplinary processes. Will help develop an internal audit standard for the HR department, maintain electronic records of orders, and keep an HR risk map (“Risk positions”). HR documents adapted to ISO 21001:2018 educational management system will be obtained. | |
| Employee support, motivation, and work environment | 2025–2030 (annual review) | HR | A healthy psychological climate, stability, and a spirit of dedication will form; psychological services will be established; the “HR Wellness Program” will be launched. Sports activities and the social support package for university staff will be expanded. Partnership projects will be formed for staff regarding subsidized loans, housing, and transport. | |
| HR analytics and strategic reporting | 2029–2030 (annual review) | HR | Management decisions will be scientifically grounded; monthly and quarterly HR reporting systems will be introduced; an HR Analytics system (PowerBI, Excel) will be created and an Employee Satisfaction Index introduced. A fully automated HR Dashboard will be developed. | |
| Final results of the strategy | 2029–2030 (annual review) | HR | 1. A 100% digitalized HR system; 2. The level of faculty qualifications will rise (the share of PhD, DSc will reach 40–60%); 3. A sustainable talent reserve will be formed; 4. A fair and transparent KPI system will be in operation; 5. Faculty trained to international standards will be prepared; 6. A healthy and motivating work environment will be created for staff; 7. The university will pass accreditation with high indicators; 8. HR management will be adapted to international educational management. | |
System and tools for ensuring educational quality
Educational quality is one of the main indicators that ensures the effectiveness of the academic process, the level of mastery by students of knowledge, skills, and competencies, as well as the competitiveness of graduates in the labor market. Ensuring educational quality requires a system of continuous monitoring, evaluation, and development.
System for ensuring educational quality
The system for ensuring educational quality consists of the following main elements:
- Internal quality control
A quality monitoring system implemented within the educational institution itself, which includes the following: - Regular review and updating of academic programs;
- Monitoring of the academic process (tests, rating system, etc.);
- Improvement based on student feedback.
Tools for ensuring educational quality
The following tools are used to raise and monitor educational quality:
- Information technologies — electronic journal, distance learning platforms, testing systems and analytical programs, internal platforms and applications
- Evaluation tools — midterm and final tests
- Standards for training specialists — curricula and subject programs developed in accordance with qualification requirements.
- Communication system — regular collection of feedback from students, parents, employers, and other stakeholders, and continuous work with them.
Ensuring educational quality is not only monitoring or evaluation, but continuous development of the entire academic process. Through the seamless functioning of the quality assurance system and the application of advanced technologies and modern evaluation tools, the educational system can become even more effective and competitive.
Tuition contract amount and its calculation
A tuition contract is a form of obtaining an education by paying an established amount of money for the student’s studies at a higher educational institution. Contract payments are established depending on the following factors:
- Form of education (full-time);
- Type of program and level of specialization (bachelor’s, master’s);
Procedure for the contract payment
- The annual contract amount is approved annually by the university and officially announced. At the university, contract fees are set in the range from 12,000,000 (twelve million) soums to 32,000,000 (thirty-two million) soums.
- Payment may be made in stages or in full at the beginning of the year. Payment on a semester basis is available.
- Payment forms: payments are made through the bank, via online payment systems, or with the help of mobile applications.
Benefits and opportunities to reduce payment
For certain categories of students, there are opportunities to reduce the contract amount or pay in installments. In particular:
- For students in need of social protection from low-income families, financial assistance is allocated by the university.
- For students achieving high results, internal scholarships or sponsorship-based assistance may be provided.
Strategic concept for the development of the educational organization
Education is the foundation of the development of any society and the most important source of human capital. In the process of reforms being implemented in our country, raising the quality and effectiveness of education, training competitive personnel, and introducing innovative approaches are defined as one of the most important priority directions.
This concept defines the strategic directions, goals, and priority tasks for the development of the educational organization during 2026–2030. The main goal is the creation of a competitive, open, and effective educational environment that meets the requirements of modern education.
Strategic goal. To develop the educational organization on the basis of modern information and communication technologies, advanced pedagogical approaches, and principles of quality management, and to transform it into an advanced educational institution integrated with science and producing competitive personnel.
Today the demand for quality healthcare and educational services is continuously growing. Under the conditions of Uzbekistan, the development of modern medicine, education, and childcare sectors meeting international standards plays an important role in the socio-economic development of the country. For this reason, a strategic approach has been developed for opening a new clinic, school, kindergarten, and dental center, and for managing them effectively.
Providing the local population with high-quality medical and educational services, ensuring healthy and full development of children, and raising social welfare through the introduction of advanced technologies in the field of dentistry.
This strategy aims to provide the local population with high-quality, innovative, and safe services through the creation of a modern clinic, school, kindergarten, and dental centers. This approach serves as an important step on the path to raising social welfare and building a healthy society. In addition to this, a number of measures are being taken in the area of ensuring international recognition of educational institutions and medical centers and of stimulating the development of education and healthcare sectors through the attraction of qualified foreign students and patients to our country.
For 2026–2030, wide-ranging strategies have been developed to attract foreign students with the aim of bringing the university to an internationally competitive level and developing education exports. Within these strategic directions, the number of international students studying at higher educational institutions in Uzbekistan is planned to reach at least 10,000 by 2030.
- Development of an international educational brand
- Expansion of educational programs on a multilingual basis
- Special grants and scholarships for international students
- Creation of a favorable legal and infrastructural environment
- International exhibitions and marketing campaigns
Expected outcomes:
- By 2030, the number of international students will reach 10,000;
- The university will become one of the leading educational centers in the region;
- Through education exports, economic stability and international cooperation will be strengthened.
Organization of educational programs and services in foreign languages (English, Russian, and other languages), creating convenience for students and patients;
Development of international cooperation: signing memorandums with foreign universities, clinics, and organizations; launching joint programs and exchange projects;
Formation of a marketing and communication strategy: active advertising in international education and healthcare markets, promotion on online platforms;
Creating additional amenities: housing for foreign students, consular and immigration support, ensuring cultural and social adaptation;
Training of qualified personnel and attracting staff with full command of foreign languages.