Additional activities suggested by the University and financed through other sources

• Implement a single CRM system to interact with alumni, business partners and government authorities
• Prepare an annual report on the University's activities in
  both Russian and English versions, and distribute it among the
  international academic community, employers, government
  authorities and other interested parties
• Work with international ratings agencies
• Organise a system of targeted communications with
  international partner universities

44,0

-

• Progress has been made in all the workstreams

• Regular contacts are maintained with at least 1,000 representatives of the global academic and business communities

• SUSU is ranked among the top 200 universities by the academic reputation of the QS target rankings by subject

-

• Bring the quality of University publications up to the
  level of publications in journals with a high impact factor
• Recruit foreign scientists with high Hirsch indices to
  write articles for publication in University journals
• Recruit leading scientists to serve on the editorial
  boards of journals; arrange double-blind peer reviews
• Upgrade the English version of scientific journals'
  websites

22,0

-

• Progress has been made in all the workstreams

• SUSU's academic journals are among the top 50% according to SNIP by subject area

• At least one SUSU journal is among the top 10% according to SNIP by subject area, while at least three journals are among the top 25% according to SNIP by subject area

-

• Develop and implement new content-rich brand
  attributes
• Prepare a brand book for the University in English-,
  Chinese- and Russian-language editions
• Implement a University brand awareness programme in
  the global educational environment
• Carry out a comprehensive programme, under the
  slogan “I love SUSU”, aimed at interactively engaging
  consumers with the SUSU brand
• Produce and place world-class advertising and
  marketing materials
• Launch the University's new website
• Create the University's Social Media Zone (a system for
  the integrated promotion of SUSU in social networks)
• Implement the OPEN SUSU PR project (set up the University's public relations, news management, media relations and social networks functions)

44,0

-

• Progress has been made in all the workstreams
• Decision on the University's re-branding has been taken

• The University re-branding programme has been carried out, a multiple-fold increment in key activity metrics in media, Internet and social networks has been ensured

• The University's new brand, intended to have a strong emotional appeal for its target audience, has been created; a high level of brand awareness has been ensured in Russia and worldwide

-

• Implement problem-based learning and project-based
  training technologies under the CDIO standard
• Develop and implement a system of micro grants to
  improve linguistic skills based on the Cambridge Press
  project with NUST MIS&S
• Create elite training zones
• Form a unified educational environment for bachelor's
  studies with a free course selection mechanism available to
  students
• Reduce the percentage of in-class work while increasing the share of independent student work; introduce a tutoring system

33,0

-

• Progress has been made in all the workstreams
• The SUSU Higher School of Engineering is functioning as an elite training zone

• The SUSU Higher School of Management has been established as an elite management training zone
• At least 25% of the University's students are covered by various educational initiatives (English, elite training, project-based approach and a high proportion of elective subjects)

• Education in engineering disciplines corresponds to the best practices followed at the benchmark universities (Korea Institute of Science and Technology, University of Michigan)
• The high quality of education at the University has been ensured, while retaining access to education for school graduates in the southern Urals region

-

• Expand the functionality of Univeris, the corporate IAS
• Expand use of the LMS across the educational process
  to cover all University courses

44,0

-

• A pilot project for expanding application of the LMS to cover basic educational
  programmes has been launched

• All faculty members can use the LMS in delivering their courses

• The LMS is actively used by all lecturers and students at the University; a high
  assessment of the system's operational quality has been ensured

-

• Develop Russian- and English-language MOOC courses on the leading Russian and international platforms (such as Coursera, edX, Lektorium)
• Implement a system for motivating faculty members to
  master new educational technologies
• Set up remote schools for foreign applicants
• E-Learning 2.0: customisation of on-line education through a Big Data-based supercomputer analysis of educational patterns

110,0

-

• Progress has been made in all the workstreams

• The University has a smoothly functioning technology for producing MOOC courses, which enjoys strong interest on the part of faculty members in MOOC development and application in the educational sphere

• Several University courses have been included in global top subject lists
• The University is the national leader in implementation of customised on-line educational technologies

-

• Implement a system for monitoring demand for educational programmes and discontinue those training areas for which there is no demand
• Optimise the content and structure of the University's
  academic load
• Eliminate overlapping and duplicate structural units
• Re-allocate the authorities of employees and develop a
  system for delegating resources and powers
• Construct an innovation centre

22,0

-

• Progress has been made in all the workstreams and solutions for the University's
  structural optimisation have been prepared

• Major initiatives for consolidating structural units and pilot projects for upgrading educational practices have been launched

• The target model has been implemented by the number of students, academic staff members, structural units and their key problems, as well as the level of structural units' independence and interaction

-

• Set up a project management office for the 5-100
  Programme
• Create and implement a system of internal PR communications aimed at providing informational support for institutional changes
• Create and implement a management system to support
  transformation processes aimed at developing and supporting internal change agents

88,0

-

• The project management office for the 5-100 Programme has been set up; the change management plan has been launched

• The number of active supporters of the University's transformation exceeds 20% of the total number of employees
• All projects under the 5-100 Programme are implemented as part of systematised project management procedures

• 60% of University staff take part in transformation processes and 5-100 Programme projects
• At least 80% of 5-100 Programme projects are implemented on time and within the established budget, with target KPIs met

-

• Develop and implement a system of measures for establishing regular cooperation with business partners on a mutually beneficial basis
• Create the SUSU Target Capital Fund and the Fund's Supervisory Board  
• Generate a package of sponsor support offerings

11,0

-

• Progress has been made in all the workstreams

• The donation volume has doubled versus 2015

• The University raises significant funds from donors

-

• A system for commercialising the University's innovations based on symmetric interaction with the business community
• Youth business incubator 
• Create and support the production and technology complex for performing research, development and technological work to produce prototypes
• Implement programmes to develop student entrepreneurship aimed at addressing socially significant issues in the region, based on the SIFE (Students in Free Enterprise) Platform

688,0

-

• Progress has been made in all the workstreams

• At least 500 people (students and employees of the University as well as representatives of the regional business community) are involved in entrepreneurship development projects

• There have been at least three mega-successful, significant start-ups launched with the involvement of the University or by SUSU alumni

-

• Develop the Kindness energy student volunteering project to carry out socially significant projects in the city and across the region
• Implement the Green House project, a SUSU-based,
  international cross-cultural initiative (major image, cultural,
  awareness-raising and educational events, including at the
  regional level)
• Develop a system of professional contests for students
  with the involvement of the general public and potential
  employers
• Deliver a series of open lectures by prominent speakers
  and public opinion leaders
• Host social and political discussions at the University on pressing issues related to the region's development

22,0

-

• Progress has been made in all the workstreams

• More than 10,000 people have taken part in public events organised by the University

• The University has become one of the region's key brands, together with the Traktor Ice Hockey Club, ChelPipe, Chelyabinsk Tractor Plant (ChtZ), Magnitogorsk Iron and Steel Works (MMK) and others.

-

• Develop a University-based system of academic conferences, competitions and contests for applicants to bachelor's and master's degree programmes
• Implement a system of field exhibitions/presentations
  of the University
• Develop and implement new forms of professional navigation 
• Build a campus

933,0

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• Progress has been made in all the workstreams, the number of applicants has increased by 10%

• The high quality and diversification of enrolment for elite training courses have been ensured

• The percentage of highly motivated applicants is 50% among all students enrolled; the share of non-resident students is 50%

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