2020 - 2025 University Strategiesweb/... · 2020. 11. 9. · crafting the University Strategies and...

2020 - 2025 University Strategies

We acknowledge the Traditional Custodians of the lands on which the University of Wollongong is situated. We pay our respects to Aboriginal Elders past and present, who are the knowledge holders and teachers.

We acknowledge their continued spiritual and cultural connection to Country. As we share knowledge, teaching, learning and research within this University we also pay respect to the knowledge embedded forever within the Aboriginal Custodianship of Country.

Inside.2. Preface3. 2020-2025 Strategic Plan4. 2020–2025 Education Strategy14. 2020–2025 Research & Innovation Strategy24. 2020–2025 Civic University Strategy34. Measuring our performance

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As we continue to navigate the unprecedented challenges and uncertainty posed by a COVID-19 world, we realise the “new normal” offers us an opportunity to reflect, realign and refocus our priorities and actions to deliver our 2030 and Beyond – A Purposeful Future Vision of “inspiring a better future through education, research, and partnership”.

The challenges posed by the new environment reaffirm our commitment to making positive and impactful change; to engaging productively with and learning from our communities, industry leaders and policy makers; and progressing the transformational change that is critical to enrich the learning and working environments for our current and future students and staff.

To support the strategic intent of our 2030 Vision and our 2020-2025 Strategic Plan and its three ambitious goals, we present our University Strategies: Education, Research & Innovation and the Civic University. Each Strategy provides a roadmap of the priorities, actions, and

measures that will see us realise these intentions as we near 2025, and onwards to 2030. As an independent and self-accrediting institution, the accountability and delivery of these University Strategies will be monitored through our robust governing framework. This reporting line is outlined in our Planning and Reporting Framework.

Although our presence is global and our achievements reliant on our global network of campuses, students, graduates, staff and partners, specifically, our partnership with UOW Global Enterprises, the scope of the University Strategies’ objectives and measures pertain to our Australian campuses, business and activities.

We acknowledge the contribution from our staff, students, and communities in crafting the University Strategies and the need to work collaboratively as we navigate our way to 2025, when we will reflect and celebrate our transformation and resilience in our 50th year of independence.

PrefaceUOW’s 2020-2025 Strategic PlanOUR VISION

UOW – inspiring a better future through education, research and partnership.

OUR VALUES

– Intellectual openness

– Excellence and dedication

– Empowerment and academic freedom

– Mutual respect and diversity

– Recognition and performance

PLANNING AND REPORTING FRAMEWORK

The University Strategies outline the specific priorities, actions and measures required to activate and realise the three goals of the 2020-2025 Strategic Plan related to education, research and innovation, and our role as a civic university.

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INTRODUCTION

Our 2020-2025 Education Strategy articulates the strategic objectives and associated priority that will take us towards our 2030 and Beyond – A Purposeful Future Vision, “inspiring a better future through education, research, and partnership” and to realising the Goal of “Empowering Students for their Future”.

Specifically, this Education Strategy aims to activate the five objectives outlined in Goal 1 of the 2020-2025 Strategic Plan and highlights the key focus areas for the period to 2025. These objectives reflect our ongoing commitment to graduate success, to digitalise our education provision, expand work-integrated learning and develop new offerings to support lifelong learning, to grow student mobility and transnational learning opportunities, to build a transdisciplinary course portfolio in order to develop T-shaped graduates, and to harness data and learning analytics ethically to deliver personalised support and an exceptional experience for our students.

The 2030 and Beyond Vision and the 2020-2025 Strategic Plan were developed through an iterative process of extensive consultation and workshopping, through which a large number of ideas about the future of education and student support were generated by UOW staff and students. This bottom-up process of ideation provides the bedrock for our 2020-2025 Education Strategy.

This Strategy seeks to transform learning, teaching and student support at UOW to meet the evolving and future needs of our students and communities. The long term context is the disruptive impact of new technologies on societies and economies. New automation technologies (machine learning, AI, and advanced robotics) will alter completely the economy over the coming decade. A very large proportion of current work activities will be automated by 2030, with millions of Australian job roles impacted. Our graduates need the resilience and transdisciplinary skills to face a future of work with multiple career changes. There will also be ever-greater demands from our communities and employers for universities to develop offerings that meet lifelong needs for upskilling and reskilling.

The digital revolution continues also to disrupt our daily lives. The growing digital literacy of students and the creative power of digital technologies offers immense possibilities to learn, teach and collaborate in new and exciting ways. In response to the COVID-19 pandemic, UOW moved all learning, teaching and student support online in 2020. This has significantly increased the online experience base of all our staff and students. We will harness the momentum and creativity of 2020 as we move forward with digitalisation of our education provision and student support at UOW.

Some things won’t change at UOW. Research-led teaching, personalised-learning, and rigorous academic quality and standards will remain hallmarks of the UOW education. We will also remain committed to embedding Aboriginal knowledges in our curricula, and to creating inclusive and safe educational environments for all of our students.

Environmental and social justice is also an area of longstanding concern for many staff and students at UOW. As UOW is now a signatory to the United Nations’ Sustainable Development Goals (SDGs), we will embed understanding of the 2030 Agenda for Sustainable Development in our curricula as part of our broader goal to support students to develop as global citizens. We are proud to be sector-leading in our support for the regional economy through the entrepreneurship programs of iAccelerate. To better prepare our graduates for opportunities in the innovation economy, we will greatly increase entrepreneurial education for UOW students.

2020–2025 Education Strategy

Renowned for innovative educational experiences that prepare students for the future of work.

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STRATEGIC OBJECTIVES

1.1.1 Widen and deepen use of digital platforms and resources in on-campus teaching, including a program to rollout blended learning across UOW.

This will be measured by:

– Percentage of subjects incorporating blended learning

– Student survey feedback on usage and quality of blended learning

1.1.2 Widen and deepen work-integrated learning (WIL) across all UOW courses through development and implementation of a WIL rollout plan.


– Percentage of subjects with WIL component

– Positive employer ratings of UOW graduates

1.1.3 Deliver an integrated portfolio of educational opportunities that enable lifelong learning.


– Number of microcredentials offered

– Number of new student enrolments in UOW lifelong learning activities

– Number of returning UOW student enrolments in UOW lifelong learning activities

Empowering students for their future1.1 FUTURE PROOFING GRADUATES

We will continue to transform our course portfolio to ensure future graduate success. We will deepen and broaden work-integrated learning, digital learning, and entrepreneurship opportunities for our students. We will produce transdisciplinary graduates able to succeed in a future of work characterised by portfolio careers. We will continually innovate our portfolio of offerings, and introduce microcredentials to support lifelong learning.

We hope you agree that it is more important now than in any other time in our history for us to commit collectively to deliver the goals of this Strategy. As we respond to this unprecedented situation created by the COVID-19 pandemic, continuing to enhance the quality of the learning experience for our current and future students, maintaining our position as an innovative, agile and resilient institution, and empowering our staff to achieve UOW’s ambitions, will be our driving concerns as we navigate our way towards 2030 and beyond.

We look forward to working with you and for you as we implement this 2020-2025 Education Strategy.

EDUCATION STRATEGY

GOAL 1

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1.2.1 Empower our diverse student body through students-staff partnerships to co-design their educational experience, and develop tailored strategies that enhance student success.


– Students-staff partnership model established, tested and associated policies developed.

– Outcomes arising from a UOW students-staff partnership Innovation Hub

– Outcomes arising from students-staff partnerships for curriculum enhancement

1.2.2 Enhance student career preparedness and employability by operationalising T-shaped graduate theory through the UOW Compass Personal Awareness Framework in ways that encompass existing strategies (such as UOWx, the Career Development Learning Framework).


– Student self-assessment of preparedness for employment

– Employer ratings of UOW graduate employability

– Graduate Outcomes Survey

1.2.3 Enhance student mental health and wellbeing through the implementation of the Compass Personal Awareness Framework and the UOW Student Mental Health Model.


– International Student Barometer survey

– Student Experience Survey

– Student development through Compass self-assessment


1.3.1 Enhance UOW’s International presence and create opportunities for student mobility and collaboration across the UOW network and with high quality global partners.


– Delivery of global programs across UOW locations

– Delivery of integrated subjects across UOW locations, facilitated by digital collaboration

– Increase in student exchange agreements with highly ranked universities

– Articulation agreements established for UOW programs at all offshore locations

– Increase in external funding for student mobility

1.3.2 Increase the number, diversity and satisfaction of international students studying UOW programs.


– Increased course offerings from a cross-section of disciplines at offshore locations

– Positive growth outcomes as reflected in student enrolments

– Positive student experience as reflected in the International Student Barometer survey

– Professional accreditation of programs at global campuses

– Global positioning of tuition fees and scholarships

1.3.3 Grow our global profile with high quality global partnerships.


– Development of UOW’s global positioning strategy

– Increase in collaboration agreements with highly ranked universities and organisations

– Increase in student ambassadors representing UOW across the globe

– Increase in WIL opportunities at all global campuses via strategic industry partnerships

– UOW’s position in global rankings

1.2 STUDENTS AS TRUSTED PARTNERS

We will engage students as trusted partners with a shared responsibility for their educational journey. We will empower our diverse student body to co-design their educational experience, enhancing their voice in decision-making bodies and the services and programs offered to support their success.

1.3 GLOBAL CURRICULUM INNOVATION

We will develop our students as global citizens through enhanced opportunities for international student mobility and digitally enabled cross-campus learning collaboration, recognising our truly unique global campuses and presence. We will mainstream a global mindset across our portfolio of courses and develop a framework for international work-integrated learning.

EDUCATION STRATEGY

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1.4.1 Further integrate learning analytics into teaching practices in ways that enhance learning experiences, teaching delivery and active engagement with students.


– Percentage of subjects using learning analytics

– Staff survey feedback on usage and quality of learning analytic tools

– Subject evaluation data

1.4.2 Through students-staff partnerships, widen and deepen student use of learning analytics in ways that empower and enable students to achieve their learning goals.


– Percentage of students using learning analytics and associated resources

– Student survey feedback on usage and quality of learning analytic tools

1.4.3 Develop transparent, ethical and agile governance on student data use in order to build stakeholder trust, protect privacy, and improve the student learning experience.


– Percentage increase in targeted interventions

– Percentage increase in successful student outcomes

– Student survey feedback on data usage


1.5.1 Develop and enhance state of the art staff development programs to build staff capability and impact, especially for online and blended learning pedagogy.


– Increase in student satisfaction, success and outcomes

– Increase in staff engagement and participation in development programs

1.5.2 Establish sector-wide mechanisms for benchmarking and sharing best practice in learning and teaching across all campuses and Transnational Education (TNE) partnerships.


– Implementation of an annual action plan with participation from all faculties and schools

1.5.3 Enhance teaching excellence evidence-based performance metrics for inclusion in staff promotion cases.


– Establishment of robust teaching performance metrics

– Increase in successful staff promotions with learning and teaching as the primary focus

1.4 COMMITTED TO PERSONALISED LEARNING SUPPORT

We will leverage sophisticated learning analytics and artificial intelligence to provide sector-leading personalised support for our students. We will develop a single view of student data, which will be used in an ethical and transparent manner to support success and empower students on their learning journey.

1.5 DELIVERING EXCELLENCE

We will promote and reward teaching excellence. We will support ongoing staff development through proactive communities of practice and enhance career progression opportunities for teaching excellence academics.

EDUCATION STRATEGY

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DELIVERING THE STRATEGY

A number of supporting actions and plans will result as we implement the Strategy and its objectives and they will complement the existing body of work that are progressing our overall goal of empowering students for their future.

Current enabling plans and frameworks that support the Education Strategy’s objectives:

– Compass Personal Awareness Framework

– Career Development Learning Framework

– Students as Partners Working Group

Future Enabling Plans, frameworks and programs that are envisioned to be implemented over the life of the Strategy include:

– Work Integrated Learning Enabling Plan

– Students and Staff Partnership Model

– Student Mental Health Model

– Global Positioning Enabling Plan

– Transnational Education Annual Action Plan

– Development Plan for Delivery of Impactful Online and Blended Learning Pedagogy

– Teaching Excellence Performance Framework

MEASURING THE EDUCATION STRATEGY’S PROGRESS

Our progress against the Strategy’s objectives over the period to 2025 will inform the Strategic Plan’s Key Performance Indicators and metrics, specifically KPI 1, 2, 3, 6 and 10.

SEE MEASURING OUR PERFORMANCE ON PAGE 34

EDUCATION STRATEGY

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2020–2025 Research & Innovation Strategy

As you will see, the SDGs are embedded throughout our Research & Innovation Strategy for 2020-2025. Moreover, we have adopted a triple bottom line in measuring our success. The triple bottom line is an idea borrowed from the business community. Rather than measuring profit alone, the triple bottom line considers three measures: profit, people (social), and planet (environmental). With just a little tweak, the RAID triple bottom line focuses on performance, people and planet. We will know we have succeeded if we excel in a broad set of rankings, we support the best and brightest evidence-based leaders and teams, and we work with our communities to have a positive impact on our planet.

More broadly, if we are to succeed in addressing complex, multi-faceted, wicked problems in a rapidly changing world, we need to rethink how we do research. We need a clear vision and purpose, we need values-based and diverse leadership, and we need to

Inspiring and enabling research excellence with impact

PERFORMANCE

PEOPLE PLANET

CREATINGKNOWLEDGE

FOR A BETTERWORLD

RAID TRIPLE BOTTOM LINE FRAMEWORK

INTRODUCTION

One of the most ambitious and momentous global agreements in recent history was adopted unanimously at The United Nations (UN) in 2015: “Transforming Our World: The 2030 Agenda for Sustainable Development”1. The 17 UN Sustainable Development Goals (SDGs) underpinning the Agenda provide a shared framework to tackle the world’s most pressing challenges – “end poverty, foster peace, safeguard the rights and dignity of all people, and protect the planet”.

We are part of that momentous agreement. The University of Wollongong signed up to a University-wide SDG commitment in 2019 that inspires and urges us all to take action at every level. Importantly, the commitment to SDGs guides our thinking and planning for the UOW Research and Innovation Division (RAID).

Globally recognised for delivering impactful research that drives positive change.

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UOW RESEARCH & INNOVATION PRIORITIES

The University’s Research & Innovation Strategy is driven by the transformative agenda of the 2020 - 2025 Strategic Plan. It supports the achievement of all three goals in the UOW Strategic Plan, with a particular focus on Goal 2 “Creating knowledge for a better world”. Specifically, our vision for Research and Innovation at UOW is to be “recognised globally for delivering impactful research that drives positive change”.

Strategic research objectives and performance targets through to 2025 will be achieved through our triple bottom line priorities of:

PERFORMANCE

– Excellence aligned with our values (Goals 2.1, 2.4)

– Engagement, innovation & impact (Goals 2.5, 3.2, 3.4, 3.5)

– Cross-disciplinary research (Goal 2.2)

– Data science (Goal 2.5; UOW Transformative Priority: Digitalisation)

PEOPLE

– Equity, diversity and inclusion (Goal 2.1, 3.1)

– Outstanding research leadership and mentorship (Goals 2.1, 2.4)

– Early and mid-career researchers (Goal 2.4)

– Higher degree research students (Goal 2.3, 1.1)

PLANET

– UN Sustainable Development Goals (Goals 2.2, 2.4, 3.5)

– Leveraging global networks (Goal 2.5, 3.4; UOW Transformative Priority: Strategic Partnerships)

– Research Integrity (Goals 2.1, 2.4)

The 2020 - 2025 Research & Innovation Strategy outlines our aspirations to grow and shape our impact through shared objectives, priorities and values that are people-focused and inclusive.

RESEARCH & INNOVATION: HOW WE OPERATE

In the research and innovation space at UOW, we are driven by our passion to enrich people’s lives, our communities and the planet we inhabit. We aim high; we value integrity, excellence, respect, collaboration, and honesty; we are inclusive; and we support others with empathy.

Creating knowledge for a better world

1. United Nations General Assembly, “Transforming Our World: The 2030 Agenda for Sustainable Development”, Resolution 70/1, September 2015. Available here: https://sustainabledevelopment.un.org/content/documents/21252030%20Agenda%20for%20Sustainable%20Development%20web.pdf

work together for the common good across traditional discipline boundaries. Our 2020-2025 Research & Innovation Strategy challenges us to embrace change by reimagining what research we prioritise, how we work together, and what we value.

Our Research & Innovation Strategy is our roadmap for this defining decade. It plots our path as a University, and as a community, towards the target of sustainable development by the end of the decade. It references our University values that define how we travel along that path, and it outlines measures, our milestones on the path, that show us how far we have come and how far we have to go.

We commend the 2020-2025 Research & Innovation Strategy to you and look forward to working with you on its implementation. Our future depends on it.

RESEARCH & INNOVATION


2.1.1 Address historical inequities by increasing the diversity of academic appointments (e.g. women, Aboriginal researchers and other under-represented groups).


– Associate Deans Equity, Diversity & Inclusion operating in all faculties and with champions in each School

– A professoriate whose diversity better reflects the diversity of the broader university community

– Training and governance structures that embed and uphold best practice principles of research integrity; equity, diversity & inclusion

2.1.2 Develop and champion a UOW-wide framework that values, measures and allocates resources for excellence in research leadership, integrity, mentoring and collegiality.


– Revised research-active career development reward and recognition structures that value best practice mentoring and collegiality

– Investment in early and mid-career researcher development programs

– UOW-wide research mentorship program, including mandatory training and registration

– Appointment of a Dean of Research with a focus on integrity & development

2.1.3 Implement strategies for recruitment and retention of excellent and diverse researchers whose research is aligned with our research priorities and who are recognised for their research impact.


– Attraction and retention of high achieving and values-driven researchers

– Delivery of a revitalised Vice-Chancellor’s Fellowship Program

2.1 RESEARCH EXCELLENCE AND DIVERSITY

We will invest in outstanding researchers drawn from a wide range of demographics, career levels and disciplines. We celebrate this diversity as a strength and are values-driven in all of our endeavours.

GOAL 2

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2.2.1 Plan for succession by undertaking a comprehensive UOW research stocktake to identify gaps and opportunities, and highlight existing and emerging strengths.


– Analysis of UOW research performance (income, publications, HDRs and esteem measures, i.e. ERA, EI assessments, FOR codes) and global University rankings (e.g. QS and THE discipline rankings)

– Analysis of UOW staff research profiles and demographics

– Benchmarking discipline performance against peers to identify gaps and opportunities, areas of research leadership and emerging research strengths

– Identifying strategic priorities for research and research areas where there are likely to be future funding opportunities, from basic to translational research

2.2.2 Identify and develop areas of research expertise and themes that align with UN SDGs and generate outcomes that address global challenges and new/emerging priorities.


– UN SDGs embedded in research, teaching and operational activities

– Number of publications with UN SDG keywords

– Number of publications co-authored with low-middle income countries

2.2.3 Build an engagement framework that is industry/government/community focused and enables translational research by cross-disciplinary and inter-organisational teams.


– Challenge-led cross-disciplinary research teams addressing global problems

– Number of research-industry/government/community collaborations


2.2 RESEARCH WITH GLOBAL IMPACT

We will champion high-performing teams to tackle complex problems and global challenges. We will support innovative and impactful outcomes which cross conventional discipline and organisational boundaries.


2.3.1 Transform our HDR programs to deliver world-class, innovative, equitable, and impactful research training and socially responsible leaders.


– Implementation of Graduate Research School Review recommendations

– Establishment of HDR Supervisor Registration and Development Program

– Number of academic staff formally registered and trained as supervisors

2.3.2 Reinvigorate resourcing of HDR scholarships, training initiatives, mentoring and facilities and student and supervisor support to ensure exceptional research training experience.


– Increased investment in HDR scholarships, training and support

– Establishment of Graduate Researcher Development Framework

– Improved HDR attraction, retention and satisfaction rates

2.3.3 Build international and industry/government/community partnerships to produce highly skilled, flexible, independent innovators and future leaders in their chosen field.


– Enhanced research training experience and transferrable skills training

– Increased HDR placements with industry/government/community partners

2.3 BEST PRACTICE GRADUATE RESEARCH

We will sustain best practice graduate research training. We will ensure new generations are pre-skilled for diverse careers requiring knowledge, ideas generation and evidence-based decision making.

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2.4.1 Develop a UOW values-based research assessment to recognise and reward behaviours and practices that align with our three priorities of people, performance and planet.


– An established and accepted values-based research metric within UOW and beyond

2.4.2 Embrace the UN SDGs as a guiding framework for our global and social impact.


– Research projects and outcomes aligned to UN SDGs, with results publicly available on UOW Scholars and relevant web pages

2.4.3 Proactively identify, support and reward talented academics who increase the quality, international reputation, scale and impact of our research.


– Improvement in research quality, engagement and impact rankings

– UOW-wide research mentorship program, including mandatory training and registration

2.4 LEADERS IN VALUES-BASED RESEARCH

We will continue our focus on research quality, engagement and impact. We will undertake research which generates prosperity for society, the economy and environment and continue to rise in international ranking tables.


2.5.1 Invest in modern technologies and processes to support UOW staff and students and enhance our research enterprise and capacity.


– Investment in research data platforms, facilities and laboratories with smart technologies

– Delivery and use of robust systems for data-informed decision making and pro-active performance monitoring

2.5.2 Leverage UOW domestic and global campuses and networks (e.g., UGPN, NUW Alliance) and embed data science and decision science researchers across the University in a virtual network to transform our research, innovation and impact.


– Increased engagement in global funding partnerships and research networks

– Increased staff capacity and diverse capabilities enabling industry engagement

2.5.3 Establish a leadership role focused on engagement, innovation and impact.


– Established academic leadership role for engagement / innovation / impact

– Number of research-industry collaborations and diversification of income sources

2.5 TRANSFORMATIVE MODELS AND TECHNOLOGIES

We will leverage Industry 4.0 to transform how we deliver, curate, analyse and track our research, innovation, and impact. In a rapidly changing world, we will offer opportunities to staff, students and stakeholders to build their skills and shape their futures.


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We will develop a range of enabling plans and programs to deliver on our vision, goals and strategic objectives over the life of the Research & Innovation Strategy, including (but not limited to):

– Graduate Research School Review Implementation Plan

– HDR Supervisor Registration and Development Program

– Graduate Researchers Development Framework

– UOW Research Impact Strategy White Paper

– Research Business Systems Roadmap

– SAGE Athena SWAN Action Plan

– Aboriginal and Torres Strait Islander Research Strategy Working Group

– UOW Data and Decision Science Initiative / Plan

– Annual Faculty Research Performance and Strategic Plans

We will work with key stakeholders across our community to ensure that our research and research training business models, policies and systems are fit-for-purpose and adequately resourced.

MEASURING OUR PROGRESS

Our framework for measuring progress against the Research & Innovation Strategy is based on the triple bottom line of performance, people and planet, and our research priorities. We will monitor our success in achieving our research goals and strategic objectives over the next five years against specific portfolio performance indicators and the UOW Strategic Plan’s key performance indicators, specifically KPIs 4 (People/Planet/Performance), 5 (Performance), 6 (Performance), 7 (People), 8 (Planet) and 11 (People).

SEE MEASURING OUR PERFORMANCE ON PAGE 34


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INTRODUCTION

The journey towards our 2030 Vision will be characterised by rapid changes and unprecedented transformations in many areas of our lives. While many of these changes will reflect ongoing macro trends (e.g. climate change, technological advances etc.), the first half of 2020 has highlighted the susceptibility of our society to other, unexpected, drivers of change.

Following a prolonged drought, much of Australia, including NSW, experienced a devastating bushfire season over the summer of 2019/2020 - the worst on record. These events greatly affected the lives of people and communities. As the bushfire season abated, a substantial global threat emerged in the form of the COVID-19 pandemic. Few people have been left unaffected by the immense economic, health and social consequences of this pandemic, which are still yet to be fully realised and are likely to continue for many years. Yet, the response to COVID-19 has also highlighted many positive aspects of our communities, such as resilience, unity, communication, and innovation.

Within the context of the COVID-19 pandemic and other drivers of change, universities are uniquely placed to work with communities to deliver inclusive, demand-led, transformative, place-based regeneration and growth. Established out of demand from our local community and industries, UOW’s strong commitment to a better future has shaped our direction and impact since our inception. As we approach 2030, now is an opportune time to build on our strong history as a civically engaged university and to focus the next stage of our engagement on responding to the needs of our communities as we face up to these unprecedented challenges now and into the future. Under the University of Wollongong Act (1989) and within the limits of the University’s resources and existing governance frameworks, UOW is committed to partnering with our communities on initiatives of shared social purpose for which there are mutual benefits.

We draw strength from our Aboriginal peoples2, learning from their deep knowledge and sense of community, and are committed to their cultural and social prosperity. We are recognised for our research in early childhood, health and wellbeing, innovative materials, mining engineering, archaeology, disaster management and much, much more. We are a diverse and inclusive university, working to solve global challenges and promoting harmony and social cohesion. These values are evidenced in our commitment to the United Nations’ Sustainable Development Goals (SDGs) and our aspiration for 2030 and beyond. Our success is the creation of our people and valued partnerships, locally, regionally and internationally.

As a publicly funded university, demonstrating our value to society is now more important than ever.

Our Civic University Strategy provides a roadmap towards 2030, guiding our journey towards being a truly civic university where our teaching, research and civic engagement is aligned to national priorities and local needs, providing a platform for economic and social regeneration.

2020–2025 Civic University Strategy

2. The term “Aboriginal peoples” is used within this paper to also be respectfully inclusive of Torres Strait Islander people who are also Indigenous Australians.

Continue to leverage our unique regional perspective and transformative capabilities in the interests of society.

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2020-2025 CIVIC UNIVERSITY PRIORITIES

A civic university is one that has a place-based strategy focused on connections with the local city area and local community. Civic universities prioritise and reflect on how they interact with and influence the local community, analysing not just what they are good at ,but how they can contribute to and benefit communities.

Four tests set the benchmark for establishing a true civic university and these serve as the principles that will guide UOW’s journey to becoming a truly civic university.

A PUBLIC TEST

– Do our communities talk about UOW with awareness and pride?

– Do our civic actions align with our communities’ needs?

– Are the views and needs of our communities reflected in our governance, strategies, and structures? Are these captured in a civic university agreement with our civic partners?

A PLACE TEST

– Does our education provision and research align with the structure and demands of our local labour markets, now and in the future?

– Have we clearly defined the local communities we serve and are we inclusive of the full breadths of their diversity?

A STRATEGIC TEST

– Are our civic boundaries and the geographic areas we serve clearly defined?

– Are our links to local and regional leadership – including our alumni – clear?

– Do we have a clear strategy that underpins our global and national activities, and do we articulate our outcomes, impacts and benefits to our communities?

AN IMPACT TEST

– Can we measure and report on the impacts of our activities, in particular on the communities we serve?

– Do we have a collaborative approach to working with other universities and institutions to maximise our impact?

OUR GOALS AND THEIR ALIGNMENT TO THE UNITED NATIONS’ SUSTAINABLE DEVELOPMENT GOALS (SDGs)

We respond to the tests of a true civic university through the attainment of our civic goals.

UOW CIVIC UNIVERSITY GOAL UN SUSTAINABLE DEVELOPMENT GOALS (SDGs)3

3.1: Growing diverse and inclusive communities

SDGs: 4, 5 and 10

3.2: Creating value for our communities SDGs: 4, 9 and 17

3.3: Powering up partnerships for change SDGs: 9 and 17

3.4: Growing job opportunities and supporting industries

SDGs: 3, 8, and 9

3.5: Sustaining our environments SDGs: 6, 7, 11, 12, 13, 14 and 15

3. United Nations, Sustainable Development Goals, (n.d.), See the specific SDGs at https://sustainabledevelopment.un.org/post2015/transformingourworld/publication

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3.1.1 Drive equitable access to, and participation in, tertiary education for all. This includes disadvantaged groups, and/or groups traditionally underrepresented in tertiary education. In addition, we will provide inclusive and safe educational environments that celebrate equity and diversity.


– Aboriginal and Torres Strait Islander student participation, progress and completion

– Low socioeconomic student participation, progress and completion

– Regional, rural and remote student participation, progress and completion

– The number of new student enrolments in UOW lifelong learning activities

– Percentage of students and staff with disabilities

– Gender participation, progress and completion

3.1.2 Support and champion programs led by UOW and our community partners that promote inclusivity, equity, diversity, ethics, reconciliation and human dignity.


– Reported outcomes from:

- UOW Accessibility Action Plan 2019 to 2021

- UOW Safe and Respectful Communities

- UOW Reconciliation Action Plan

- UOW SAGE/Athena Swan program

- UOW programs aligned with the Australian Human Rights Commission’s principles to promote and protect the human rights of international students

– Growth in the delivery of LGBTQI+ and gender equity educational and support programs across UOW locations

3.1 GROWING DIVERSE AND INCLUSIVE COMMUNITIES

We will promote safe, respectful and socially inclusive communities where our common commitment to equity, diversity, reconciliation and human dignity is lived by all.


3.2.1 Co-create civic university agreements with key community partners across UOW locations, which articulate how we will work together on a clear set of shared priorities to meet community needs.


– Development of a partnership engagement framework that captures the breadth and depth of our engagement activities and coordinates them towards strategic initiatives informed by local, national and international priorities to deliver impact at scale

– Co-creation and implementation of civic university agreements across UOW locations

– Development and implementation of an institutional tool to capture partnership engagement data across the institution

3.2.2 Build an engagement framework that aligns our education provision and research strengths with community needs; and leverage our international capabilities to provide value for our communities.


– Proportion of students completing at least one UOWx recognised activity

– Proportion of students engaged in UOW employability programs

– Research income generated from community engaged research projects

– Increase in WIL opportunities at all campuses via industry, community and government partnerships

– Positive student experience as reflected in the International Student Barometer survey

– Increase in student ambassadors representing UOW across the globe

3.2 CREATING VALUE FOR OUR COMMUNITIES

We will enhance our civic and social role by showcasing a wide range of benefits to our communities through the adoption of best practice in knowledge exchange. We will share ideas, research, skills and expertise with our partners and all our communities.

CIVIC UNIVERSITY STRATEGY

GOAL 3

Making a difference for our communities

3.1.3 Continue to evolve our governance structures to ensure equity, diversity and inclusion are embedded at every level to guide policy development and drive our leadership and workforce profile to reflect the diversity of our communities and locations.


– Development of institutionally agreed metrics to assist in guiding inclusive governance structures

– The percentage of staff who identify as Aboriginal and Torres Strait Islander

– The percentage of female professoriate

– The percentage of female staff in senior leadership roles

– Continued achievement in:

- Athena SWAN accreditation

- Australian Workplace Equality Index initiatives

- Workplace Gender Equality Agency initiatives

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3.3.1 Continue to cultivate and foster strong relationships with schools to provide opportunities and pathways for individuals to support educational aspirations and build capacity in our regions and; position UOW to secure opportunities and funding through higher education reform initiatives to support projects that align with expressed community need and national priorities.


– The number of students who successfully engage with UOW outreach, pathway and transition programs

– The value of Government funding secured from the National Priorities and Industry Linkage Fund (NPILF) and similar initiatives

3.3.2 Continue to cultivate and foster strong community partnerships that provide philanthropic support for shared social purposes.


– The development of metrics and reporting that take into account existing UOW governance arrangements and align them with the sector-led approach currently underway to develop a framework to capture, report and enable rankings for university civic engagement

3.3.3 Continue to nurture our culture of giving among our staff and students, to grow our contribution and add value to shared social purposes.


– The value of donations through the UOW Cares program

– The proportion of staff volunteering in community engaged programs

– The proportion of students completing at least one UOWx recognised activity

3.3 POWERING UP PARTNERSHIPS FOR CHANGE

We will partner with organisations and individuals on shared social purposes through philanthropy and investment to create transformative change.


3.4.1 Collaborate with local and regional councils, agencies and peak bodies, the private sector and NGOs to: a) participate in externally led local and regional planning, policy development and strategic initiatives that support long-term community prosperity and development and; b) secure/expand our business accelerator and incubator programs across all of our communities .


– The number of business accelerator support programs established across UOW locations

– The number of start-up businesses incubated through UOW business accelerator and incubator programs

– The number of initiatives involving UOW collaborative participation or input

– The number of external bodies inviting UOW membership or representation

3.4.2 Develop public-private partnerships aligned with shared social purposes to stimulate innovation, assist industry in improving practice and create job opportunities for our graduates.


– Establishment of the UOW Health & Wellbeing Precinct, serving its local community

– Measure of new or improved public service informed by community engaged research evidence

– The number of Australian Postgraduate Research internships with local businesses

– The number and value of Tech Vouchers through SME Advantage to local businesses and organisations

3.4.3 Stimulate a culture of innovation and social entrepreneurship in our students and staff to equip them to address local, national and international challenges through novel approaches.


– Development and reporting of an institutionally agreed metric to report on the contribution of staff to public debate and advocacy

– The proportion of students engaged in UOW Univative Program

– The proportion of students completing at least one CRLP200 strategic consultancy projects

– The number of community organisations affiliated to UOW student volunteering programs

– The number of social enterprises supported through iAccelerate that have a community connection

– Increase in the number of service learning WIL opportunities aligned to the curricula

3.4 CREATING JOBS AND SUPPORTING INDUSTRIES

We will partner with community and industry, especially emerging, start-up and global businesses operating in all the regions in which we have campuses, to create new jobs, job opportunities for our graduates, and assist industry in improving practice.

3.2.3 Adopt best practice principles and methodologies of knowledge exchange in all our partnerships, ensuring ongoing sharing of information, skills, and experiences that create value for all. In doing so, encourage and provide reciprocal opportunities for our students and staff to contribute to shared social purposes with our communities.


– Development and reporting of an institutionally agreed metric to report

on the number of UOW leaders appointed to key civic and community forums

– Number and reach of community engaged high-quality research publications

– Development of an institutionally approved reporting format for reporting community access and visitations to UOW open source materials, events and outreach facilities


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3.5.1 Develop a UOW Circular Economy Policy to guide decision making as we transition to a circular economy. The policy will provide a framework for prioritising and implementing circular economy initiatives.


– Establishment of a Circular Economy Advisory Group which reports into an overarching UOW sustainability framework governance group

– Development and implementation of a Circular Economy Policy

– Development and implementation of a framework to guide the identification, prioritisation and implementation of circular economy initiatives

3.5.2 Embed circular economy initiatives in an overarching UOW sustainability framework aligned with our commitment to the United Nations’ Sustainable Development Goals (SDGs).


– The ongoing mapping of UOW circular economy initiatives to the UN Sustainable Development Goals

– Collation and transparent communication of outcomes from sustainable circular economy initiatives in an annual UOW Sustainability Report

3.5.3 Develop, procure and deliver education resources and programs; and engage with sustainable circular economy research to build our institutional capacity to assist our transition to a circular economy.


– Ongoing membership of a global network for the advancement of circular economy initiatives for higher education institutions, which promotes the sharing and development of educational resources and programs

– Development, identification and prioritisation of a program of relevant circular economy educational resources and programs for implementation at UOW

– Development, implementation and evaluation of sustainable circular economy initiatives derived from research activities

3.5 SUSTAINING OUR ENVIRONMENTS

We will embrace the circular economy and initiatives which promote environmental sustainability. We will maximise the environmental and fiscal efficiency of our assets, optimise the performance of our systems and transition from product-centric delivery models to person and service-centric models.


Current enabling plans and frameworks that support the Civic University Strategy

– Aboriginal & Torres Strait Islander Education, Research and Engagement Enabling Strategy 2016 to 2020

– Accessibility Action Plan 2019 to 2021

– Access & Participation Enabling Plan for Student Equity 2018-2020: A framework for the implementation of HEPPP

– Career Development Learning Framework

– Global Challenges

– Health & Wellbeing Strategy

– iAccelerate

– Metropolitan Campuses Plan

– Reconciliation Action Plan

– Research Impact Strategy

– Work Integrated Learning Plan

Future enabling plans, frameworks and programs that will be implemented to support the strategy:

– Aboriginal & Torres Strait Islander Education, Research and Engagement Enabling Strategy 2020 to 2025

– Access, Participation and Success Plan 2021-2025

– Athena Swan Action Plan 2018-2022

– Compass Framework

– Equity, Diversity and Inclusion Strategy

– Partnership Engagement Framework

– Regional Campuses Strategy

– Sustainable Futures Framework

MEASURING THE CIVIC UNIVERSITY STRATEGY’S PROGRESS

Our progress against the Strategy’s objectives over the period to 2025 will inform the Strategic Plan’s Key Performance Indicators and metrics, specifically KPIs 7 & 8 with shared contribution to KPIs 1 and 9.

SEE MEASURING OUR PERFORMANCE ON THE FOLLOWING PAGE


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KPI 4 RESEARCH INTEGRITY

Metrics that track our research culture, behaviour and equity, across HDR students, research staff and research teams.

KPI 5 RESEARCH PERFORMANCE

Metrics that track our research performance, impact and partnerships.

KPI 6 DIGITALISATION AND DISRUPTION

Metrics that track the Industry 4.0 transformation of our operations, teaching, research and partnerships.

Measuring our performanceWe will measure our progress against these Strategies through monitoring and reporting against 12 key performance indicators and other relevant measures.

KPI 1 STUDENT ACCESS AND PARTICIPATION

Metrics that track student diversity, participation and inclusion.

KPI 2 STUDENT EXPERIENCE

Metrics that track our student’s experience at the University.

KPI 3 STUDENT SUCCESS AND OUTCOMES

Metrics that track student success, attrition and graduate employment.

KPI 10 INTERNATIONALISATION AND ENGAGEMENT

Metrics that track the progress of our global partnerships and student experiences.

KPI 11 PEOPLE AND CULTURE

Metrics that track staff engagement, attraction, retention, remuneration, wellbeing.

KPI 12 FINANCE AND GROWTH

Metrics that track our financial sustainability and growth.

KPI 7 SOCIAL INCLUSION

Metrics that track our performance against key social inclusion, equity and diversity indicators.

KPI 8 GLOBAL AND SOCIAL RESPONSIBILITY

Metrics that track our performance against the UN Sustainable Development Goals, our external engagement and our contribution to our communities.

KPI 9 INSTITUTIONAL SUSTAINABILITY

Metrics that track our sustainability as a University.

UOW’s Strategic Plan KPIs were amended in August 2020

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GLOSSARY

Civic university “a civic university is one that is able to articulate, clearly and accurately, how it puts academic excellence to work in responding to the needs and demands of society. A civic university knows not only what it is good at but also what it is good for.”

Source: The Civic University : The Policy and Leadership Challenges, edited by John Goddard, et al., Edward Elgar Publishing Limited, 2016, p. x

Circular economy “A circular economy is an industrial system that is restorative or regenerative by intention and design. It replaces the end-of-life concept with restoration, shifts towards the use of renewable energy, eliminates the use of toxic chemicals, which impair reuse and return to the biosphere, and aims for the elimination of waste through the superior design of materials, products, systems, and with this, business models.”

Source: The Ellen MacArthur Foundation. Towards a Circular Economy - Economic and Business Rationale for an Accelerated Transition. 2012. p. 07

EI Engagement and Impact

ERA Excellence in Research for Australia

FOR codes Field of Research codes developed by the Australian Bureau of Statistics, allows the categorisation of fields of research activity within Australia and New Zealand.

HDR student Higher degree research student

Industry 4.0 Industry 4.0 (the 4th Industrial Revolution) is the use of transformative technologies to connect the physical world with the digital world. These technologies include: advanced automation and robotics; machine-to-machine and human-to-machine communication; artificial intelligence and machine learning; sensor technology and data analytics.

NUW Alliance The NUW Alliance, comprising the University of Newcastle, the University of NSW and the University of Wollongong, aims to explore some of the short and long term challenges impacting NSW to generate benefits for the State as well as the Australian economy.

QS Quacquarelli Symonds World University Rankings

GLOSSARY

SAGE Athena SWAN The Science in Australia Gender Equity (SAGE) is an initiative of the Australian Academy of Science in partnership with the Australian Academy of Technology and Engineering, to address gender equity in the STEMM sector. The SAGE Athena SWAN program is adapted from the UK’s Athena SWAN (Scientific Women’s Academic Network) Charter.

Social entrepreneurship ‘Social entrepreneurship is innovative, social value creating activity that can occur within or across the nonprofit, business, and public sectors.’

Source: Austin, J., Stevenson, H. and Wei-Skillern, J. 2003. Social entrepreneurship and commercial entrepreneurship: Same, different or both? Working Paper 04-029, Harvard Business School.

THE Times Higher Education World University Rankings

UGPN The University Global Partnership Network comprises four leading universities united in delivering world-class research and education – North Carolina State University (USA), University of São Paulo (South America), University of Surrey (UK) and University of Wollongong (Australia).

UN SDGs United Nations’ Sustainable Development Goals

UOWx A service that helps connect students with incredible learning opportunities and experiences outside of their academic coursework. The UOWx program formally recognises that co-curricular involvement in a bid to emphasise to employers the drive and dedication of the students involved.

URC University Research Committee36

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The University of Wollongong attempts to ensure the information contained in this publication is correct at the time of production (September 2020); however, sections may be amended without notice by the University in response to changing circumstances or for any other reason. Check with the University for any updated information.

uow.edu.aufacebook.com/uowinstagram.com/uow

1300 367 869For more information contact: [email protected]

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