OUR VISION OUR PURPOSE - Amazon S3 · the university -- through the Chancellery and Divisions; the...
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UTS has a proud tradition of fostering strong relationships and connections with its many communities. Since the university’s inception, staff have undertaken external engagement activities that have made UTS the dynamic place it is today. Likewise, business and government, the voluntary and community sectors, precinct partners and many other groups in society, have all played an important part in shaping the university and in building strong foundations for further engagement. It is these solid foundations that the new engagement strategy builds on. The UTS vision is to be a world-leading university of technology. To achieve this we also need to become world-class in engagement. Engagement is so important to achieving our aims that it has been identified by the Vice-chancellor as one of the three key strategic priorities, alongside our core business of teaching, learning and research. This is perhaps unsurprising when you consider that in the fast changing world of work that our graduates are entering, the skills of collaboration, and building connections, are becoming just as important as being able to apply knowledge. With our new campus, and our location in the heart of the creative industries precinct, we are uniquely positioned to establish an environment that allows individuals to take up engagement opportunities in enterprising ways. The strategy aims to provide a more coordinated and systematic approach to engagement in order to make it easier for everyone to contribute. While engagement will continue to develop throughout the university -- through the Chancellery and Divisions; the Advancement Office, the Research and Innovation Office, Shopfront, UTS International and through the Faculties, Institutes and Centres – the reach will go further. We want to embed engagement into the university’s very DNA. This will pave the way for unique opportunities, both locally and internationally for collaborative learning, innovative research and delivering on the university’s strong commitment social justice and sustainability. It’s a bold and exciting vision. As you read through this strategy, we hope it’s one you are inspired to play a part in. We want everyone at UTS to be ‘doing’ engagement. CONNECT AND ENGAGE Professor William Purcell Deputy Vice-Chancellor & Vice-President (International and Advancement) OUR VISION TO BE A WORLD-CLASS UNIVERSITY OF TECHNOLOGY, DRIVEN BY MEANINGFUL ENGAGEMENT WITH OUR PARTNERS AND COMMUNITY. OUR PURPOSE TO EMBED EXTERNAL ENGAGEMENT INTO THE PRACTICE OF ALL STAFF AND STUDENTS AT UTS. CONNECT AND ENGAGE EXTERNAL ENGAGEMENT STRATEGY 2015 - 2019 What do we mean by external engagement? External engagement is about creating opportunities, both locally and internationally, for collaborative learning, innovative research and to deliver on the university’s strong commitment to environmental sustainability and social justice. Who are our partners? We define our partners broadly to encompass all the relationships and connections the university has with the wider community. These include business, government, partner institutions, precinct partners, the voluntary and community sector and other societal groups. What is the purpose of the external engagement strategy? The strategy will make it easier for staff to engage more effectively and to understand the range of opportunities and assistance available. How can UTS Help me? We are developing a community of best practice in engagement which will include: > providing advice and contacts to assist you in external engagement; > training and professional development in engagement and partnership development; > awards and events to showcase best practice; > an engagement website with resources and information to assist staff; > a user friendly CRM to allow better sharing of information and coordination of activities for staff; > opportunities that bring staff together from across the university to share engagement experiences and build alliances that enhance individual and collective engagement. Research Collaboration & Innovation International Engagement & Key Technology Partnerships Social Justice & Community Engagement Student Engagement & Outreach Internships & Career Development Collaborative Teaching & Learning Initiatives University Profile, Rankings & Brand Awareness Government Relations Corporate Relations & Industry Engagement Commercial Initiatives & Consulting Media Profile HR, Adjunct Appointments, Sessional Teaching Connect & Engage UTS External Engagement Strategy How UTS engages with our partners & community Alumni Relations & Philanthropy (Advancement)
Transcript of OUR VISION OUR PURPOSE - Amazon S3 · the university -- through the Chancellery and Divisions; the...
UTS CRICOS CODE 00099F
UTS has a proud tradition of fostering strong relationships and connections with its many communities. Since the university’s inception, staff have undertaken external engagement activities that have made UTS the dynamic place it is today. Likewise, business and government, the voluntary and community sectors, precinct partners and many other groups in society, have all played an important part in shaping the university and in building strong foundations for further engagement. It is these solid foundations that the new engagement strategy builds on.
The UTS vision is to be a world-leading university of technology. To achieve this we also need to become world-class in engagement. Engagement is so important to achieving our aims that it has been identified by the Vice-chancellor as one of the three key strategic priorities, alongside our core business of teaching, learning and research. This is perhaps unsurprising when you consider that in the fast changing world of work that our graduates are entering, the skills of collaboration, and building connections, are becoming just as important as being able to apply knowledge.
With our new campus, and our location in the heart of the creative industries precinct, we are uniquely
positioned to establish an environment that allows individuals to take up engagement opportunities in enterprising ways. The strategy aims to provide a more coordinated and systematic approach to engagement in order to make it easier for everyone to contribute.
While engagement will continue to develop throughout the university -- through the Chancellery and Divisions; the Advancement Office, the Research and Innovation Office, Shopfront, UTS International and through the Faculties, Institutes and Centres – the reach will go further. We want to embed engagement into the university’s very DNA. This will pave the way for unique opportunities, both locally and internationally for collaborative learning, innovative research and delivering on the university’s strong commitment social justice and sustainability.
It’s a bold and exciting vision. As you read through this strategy, we hope it’s one you are inspired to play a part in. We want everyone at UTS to be ‘doing’ engagement.
CONNECT AND ENGAGE
Professor William PurcellDeputy Vice-Chancellor & Vice-President (International and Advancement)
OUR VISION TO BE A WORLD-CLASS UNIVERSITY OF TECHNOLOGY, DRIVEN BY MEANINGFUL ENGAGEMENT WITH OUR PARTNERS AND COMMUNITY.
OUR PURPOSETO EMBED EXTERNAL ENGAGEMENT INTO THE PRACTICE OF ALL STAFF AND STUDENTS AT UTS.
CONNECT AND ENGAGE
EXTERNAL ENGAGEMENT
STRATEGY
2015
- 201
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What do we mean by external engagement?External engagement is about creating opportunities, both locally and internationally, for collaborative learning, innovative research and to deliver on the university’s strong commitment to environmental sustainability and social justice.
Who are our partners?We define our partners broadly to encompass all the relationships and connections the university has with the wider community. These include business, government, partner institutions, precinct partners, the voluntary and community sector and other societal groups.
What is the purpose of the external engagement strategy?The strategy will make it easier for staff to engage more effectively and to understand the range of opportunities and assistance available.
How can UTS Help me?We are developing a community of best practice in engagement which will include: > providing advice and contacts to assist you in
external engagement; > training and professional development in
engagement and partnership development; > awards and events to showcase best practice; > an engagement website with resources and
information to assist staff; > a user friendly CRM to allow better sharing
of information and coordination of activities for staff;
> opportunities that bring staff together from across the university to share engagement experiences and build alliances that enhance individual and collective engagement.
Research Collaboration & Innovation
International Engagement & Key Technology
Partnerships
Social Justice & Community Engagement
Student Engagement & Outreach
Internships & Career
Development
Collaborative Teaching & Learning Initiatives
University Profile, Rankings
& Brand Awareness
Government Relations
Corporate Relations & Industry
Engagement
Commercial Initiatives & Consulting
Media Profile
HR, Adjunct Appointments,
Sessional Teaching
Connect & EngageUTS External
Engagement StrategyHow UTS engages with our partners
& community
Alumni Relations & Philanthropy (Advancement)
UTS CRICOS PROVIDER CODE: 00099F UTS:MCU / JOB 20047 / MAY 2016. IMAGES: ANDREW WORSSAM PHOTOGRAPHY (CAMPUS BUILDINGS), POPULOUS (ARTIST IMPRESSION IMAGE)
EXTERNAL ENGAGEMENT STRATEGY
UTS PRINCIPLES FOR EXTERNAL ENGAGEMENT1 Engagement will be focused on enterprise and community
partnership with the principle of mutual benefit being the major driver.
2 Engagement should be embedded into the normal routines of the university as part of core business.
3 Although led by the leadership group external engagement should be everybody's business.
4 Staff engagement should be rewarded and facilitated.5 Student engagement should build graduate outcomes and
proactive community leadership.6 Building frameworks for engagement through thought
leadership and the sharing of knowledge should also be a major driver of our engagement strategy.
7 UTS engagement should be ‘socially robust’ and responsive to our precinct, national and international constituencies.
8 The impact of our engagement should be tracked and measured to build excellence and ensure a positive impact on our research, learning and stakeholders.
01 Embed a culture and capability of external engagement throughout the university02 Review policies and procedures that impede our external engagement capability03 Review promotion criteria to embed external engagement as core activity alongside research and teaching and learning.04 Develop comprehensive external engagement indicator benchmarks for academic and senior staff05 Build a strategic set of comprehensive corporate partnerships06 Grow the internship opportunities for UTS students07 Leverage extramural funding for research and infrastructure08 Grow contract research funding through corporate and SME engagement09 Increase on campus industry and community participation and co-location10 Embed external engagement in senior executive workplans
WE WILL BUILD ON EXISTING ENGAGEMENT ACTIVITIES SUCH AS: > Faculty and industry advisory boards and partnerships > Student internship programs like those in Engineering
and Business > Community engagement platforms like Shopfront
(award winning program, with more than 1000 projects and 800 partner organisations)
> BUiLD, Soul and The Brennan Project which provide opportunities for UTS students to volunteer in community development programs locally and overseas
> UTS Development Network which discusses development issues, cross-cultural partnerships, regional and global strategies for development
> Leading debate through forums including the UTS - Speaks series and Australia-China Relations Institute
> UTS centres actively involved in community engagement and education across health, literacy and indigenous programs
> Advancement, alumni and international engagement outreach with 15 major offshore strategic partnerships and 8 joint research centres with overseas universities through our flagship Key Technology Partnership Program
> The development of the UTS Social Justice Framework.
TOP 10 PRIORITY ACTIONS
STRATEGIC OBJECTIVESlinked to our key stakeholders, and designed to embed a culture of engagement and build excellence in our external engagement capability.
Ensure the university is connected to its local community, in particular the not for profit and NGO communities as part of its civic mission and commitment to social justice
Facilitate staff participation in external engagement activities which add value to the university
Facilitate student engagement and learning by ensuring engagement is embedded into all teaching and learning programs
Build the university’s strategic engagement with corporations and SMEs
Ensure that our alumni are actively connected to UTS and are our advocates and supporters in our various communities
Leverage external funding to further UTS development as an engaged university
Students
Resources
Industry
Community
Alumni
Staff
Contact: [email protected]
