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The tasks of increasing the international competitiveness and export of Russian education within the framework of national development priorities are inextricably linked with the need to create a favorable environment for the adaptation of international students based on ecosystem and stakeholder approaches. The development of an integral and multidimensional model of the Russian intercultural adaptation ecosystem for universities and other educational organizations should take place with full recognition of the values of external and internal internationalization in all activities in order to form long-term key competencies. The model of the intercultural adaptation ecosystem should become a matrix and, in a way, a framework solution from the point of view of the strategic development of universities in the global world, taking into account rethinking and sophistication of their mission as a social institution in global partnership.The article offers a comprehensive vision of a model of an intercultural adaptation ecosystem of the educational organization with two contours – internal and external. The internal contour includes four components: values, practices, processes and structures. The external contour of the intercultural adaptation ecosystem of an educational organization also includes four components: inner Russian educational collaborations, international cooperation, interaction with national and cultural communities, and recommendations for authorities.The authors offer a detailed analysis of the factors and priorities of the necessary organizational changes in Russian universities in the context of the tasks of intercultural literacy skills’ strategic development for all participants and stakeholders of the educational process with further transformation into the competence of cultural intelligence.

The article describes the modelling of strategic infrastructure project effects and results using methods of analysing direct and indirect effects and helping to determine the feasibility of railway infrastructure project implementation. Neglecting this fact significantly reduces the overall efficiency of infrastructure projects, and in some cases leads to the wrong decisions that reject project implementation.Investigations made by authors allow to identify, classify and quantitatively estimate the direct and indirect effects from the implementation of infrastructure projects, including integrated assessment of budgetary efficiency and an assessment of economic effects for the development of territories.Among indirect effects the special attention was paid to the multimodal effects resulting from the redistribution of passenger and cargo flows and more rational capacity of the transportation system. The attention was paid to the multiplier effects caused in related sectors of the economy, agglomeration effects leading to increased connectivity of urban and suburban areas and the corresponding growth in employment, investment and productivity, the effects of optimising subsidies, etc.Scenario forecasting procedures were used within the presented investigations. Macroeconomic effects, bottlenecks in the railway system impact on the level of undertransportation of goods as well as price arbitrage were determined for various scenarios.

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Personnel policy defines the objectives associated with the attitude of the organization to the external environment (labor market, relationships with government agencies), as well as goals related to the ratio of the organization to its staff. Personnel policy of the organization-it is a complete personnel system that combines different forms of human resource management (strategy and tactics), the style of its holding in the organization and plans for the use of labor.