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2006 University Plan |
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REPUTATION| UTAS will strengthen its international reputation through enhanced performance, so that it is equal to one of the current Go8 universities. |
| | | 1 | Match Go8 profiles in key foundation disciplines and thematic areas, building student and staff numbers, course offerings and research activity in accordance with comprehensive enrolment and staffing plans. [Ex, G]
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| | | 2 | Benchmark and improve performance to match Go8 and other exemplar university outcomes in research, teaching quality, entry standards, staff quality, internationalisation, strategic collaborations and financial indicators. [Ex, D]
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| | | 3 | Diversify and enrich the University by increasing enrolment of international students, both onshore and offshore, encouraging participation of students and staff in overseas activities, and by internationalising the curriculum. [G, En]
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| UTAS will maintain world leadership in key areas, and will develop new areas of international collaboration. |
| | | 4 | Target, support and showcase world-class performance across the University profile. [Ex]
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| | | 5 | Develop strategies for enhancing the teaching/research nexus – particularly in developing existing and new theme areas. [Ex, D]
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| | | 6 | Broaden and strengthen existing distinctive research and teaching themes by providing incentives and structures to support interdisciplinary and inter-organisational research, teaching and course development within the theme areas. [D]
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| | | 7 | Identify emerging teaching and research themes for development. [D]
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| | | 8 | Establish a Distinguished Scholars Program to support themes and world-class areas and to promote world-class teaching and research. [Ex]
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| UTAS will be increasingly acknowledged by all levels of government and industry as a vital partner in State, regional and national development, and will be recognised by the community for this contribution. |
| | | 9 | Negotiate new State Partnership Agreement that recognises common goals of the State and the University and identifies new areas for joint development. [En]
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| | | 10 | Offer professionally accredited courses that produce highly competitive graduates who have the skills to take up identified and emerging employment opportunities in Tasmania, Australia and overseas. [Ex, En]
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| | | 11 | Promote broadly the economic advantages that the University generates for the State. [En]
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| | | 12 | Extend its engagement with all of its communities of interest. [En]
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| UTAS will enhance its teaching so that it is ranked in the top ten Australian universities with respect to teaching performance. |
| | | 13 | Develop distinctive, flexible, and innovative learning opportunities, especially programs that increase access for students in regional areas, streamline articulation from TAFE. [D, Ex]
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| | | 14 | Extend flexible delivery of undergraduate and postgraduate coursework courses, strengthen interdisciplinary collaboration and provide international experiences. [D, Ex]
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| | | 15 | Expand opportunities for student and staff feedback and monitor student and staff satisfaction through systematic use of SETL, CEQ and other surveys. [Ex]
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| | | 16 | Ensure that UTAS graduates have well-developed generic skills as well as learning outcomes directly related to their discipline or professional area of study. [Ex]
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PEOPLE| UTAS will be renowned for its distinctive, quality student experience - 'the natural choice' for study in Australia - and be a first-choice destination for local, interstate and international students. |
| | | 17 | Integrate student learning and lifestyle in vibrant campus environments, including enhanced infrastructure for student learning and “Island Experience” opportunities. [D]
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| | | 18 | Extend the range of scholarships and bursaries for financially disadvantaged students in Tasmania, particularly in rural areas. [En]
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| | | 19 | Create administrative processes that are efficient and effective for all stakeholders, with a particular focus on student needs. [Ex]
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| UTAS will have a staff profile, an organisational culture and a working environment that supports its aspirations and recognises and rewards achievement. |
| | | 20 | Build up academic leadership generally, and at Launceston and the Cradle Coast Campus in particular. [Ex, G]
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| | | 21 | Undertake strategic staffing analyses to broaden processes for attracting key people, and review retention strategies and address gender and equity imbalance through targeted programs. [Ex]
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| | | 22 | Develop staff workload protocols that support effective and equitable workplaces, and that recognise diversity of excellence. [Ex]
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| | | 23 | Provide/support a broad range of staff development opportunities that develop the capacity of staff to achieve the University’s goals, while improving individual job satisfaction and career prospects. [Ex, En]
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| | | 24 | Devise better ways of recognising/rewarding staff contributions to University life and reputation. [Ex]
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| UTAS will enhance strategic alliances and demonstrate leadership in regional, national and global partnerships. |
| | | 25 | Build prestigious international alliances with key research-led universities that embrace teaching and research, student and staff exchange, and other links. [En, D]
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| | | 26 | Joint venture with Go8 and other universities and with government agencies (eg. CSIRO) business and industry in key areas. [Ex, En]
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| | | 27 | Establish strategic alliances with other educational providers to access high-quality course offerings and wider choices for students, while minimising University course development costs. [En]
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| | | 28 | Enhance the links between the University and its alumni in Australia and overseas to strengthen their involvement in the activities and development of the University and its community. [En]
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POSITION| UTAS will have grown significantly, with a strategic mix of domestic and international students and staff from diverse backgrounds. |
| | | 29 | Make progress towards meeting 2010 indicative targets by achieving around 13,500 EFTSU of onshore enrolments by 2007. These targets are mapped out comprehensively in the University’s enrolment plan. Indicative staff profile targets will also be developed to support enrolment growth targets. [G]
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| UTAS will balance the development of campuses to maximise the advantages of community, location and networks. Campus profiles will be developed strategically, mixing and balancing courses, students and staff in real and virtual learning environments. |
| | | 30 | Enhance Hobart and related city campuses profile to support growth. [G]
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| | | 31 | Review Launceston profile to significantly increase mix and numbers to critical mass. [G]
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| | | 32 | Upgrade the Cradle Coast Campus profile to improve local participation rate and maximise the advantages of community, location and networks. [G, En]
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| UTAS will have administrative structures, budget processes, business systems and infrastructure that effectively and efficiently support its strategic priorities. |
| | | 33 | Review all administrative areas to look at how current systems and processes will support quality, growth, internationalisation and compliance strategies; and be accountable to, and efficient for, users. In particular, review the service needs of students in the light of projected growth. [Ex]
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| | | 34 | Create index-driven performance planning and management systems. [Ex]
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| | | 35 | Implement a triennial performance-based budget model to support strategic priorities. [Ex]
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| | | 36 | Generate additional income from non-Commonwealth sources; including expansion of domestic fee-paying undergraduate and postgraduate enrolments, and income from commercialisation projects. [G]
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| | | 37 | Ensure that infrastructure plans (eg. Capital Development and Asset Management, Information Technology) are developed in a strategic and coordinated manner to support the University’s teaching, research and community service goals. [Ex]
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| UTAS will have a clear brand that is recognised and attractive both locally, nationally and internationally, and a marketing profile that supports its strategic objectives. |
| | | 38 | Initiate branding/marketing/PR and government relations program, directed nationally and internationally at key market sectors. [D, G]
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| | | 39 | Develop and implement strategies to increase awareness and access of Tasmanians, particularly those in regional areas, to educational opportunities at the University of Tasmania. [G, En]
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