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2008 University Plan |
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Faculty of ArtsPriority A: Fully embed a high performance culture | Instil an expectation of high achievement in students and staff, and provide the means for this high achievement. |
| | | 1 | Strengthen high-achiever programs and pathways to attract and support the top echelon of local, national and international undergraduate and postgraduate students.
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| 1 | |
| Increase number of students going on to postgraduate study through continued development of the Advanced Honours program, further promotion of postgraduate degrees and increasing internship options. | | Target: | Increase PG EFTSL by 10% by 2009 | | Outcome: | An 49% increase was achieved in PG coursework from 72.6 in 2007 to 108.5 in 2008. Honours load remained steady at 107 EFTS |
| H1 | Dean, Graduate School, Chair FMC | A,C
$180k USF, $180k Fac = $360k | 2009 | | 2 | |
| Strengthen the Australian International Summer Orchestra Institute to gain international recognition and reputation, increase external funding opportunities and collaboration with national and international partners (also B16, B17, D28, D19) |
| H | Dean, Head of School | A,C
Fac $45k
USF $45k | 2010 |
| | | 2 | Optimise the range of support programs for prospective and current students.
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| 1 | |
| Improve retention/progression in the Faculty through extending the generic skills scheme (increasing perceived value of Arts degrees) and support for first year students. | | Target: | Increase retention rate and generic skill awareness of students as shown through CEQ. | | Outcome: | Implementation of the Language College Program, broadened range of generic skill provisions, extension of Advanced Honours Program - all resulting in growth/negative attrition achieved) |
| H1 | Dean | A,C
$70 Fac, $145 USF = $215k | 2008 |
| | | 4 | Develop a broad-based visiting fellowship program.
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| 1 | |
| Introduction of a Distinguished Researcher Scheme for visits by leading academic researcher for 1-2mths | | Target: | Increase in collaborative reserach projects and public lectures. |
| H | Dean | A,C
Fac $60k
USF $60k | 12/2008 |
| | | 5 | Improve implementation of the UTAS performance management system for staff.
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| 1 | |
| Establish research and teaching performance norms,incorporating them into Performance management and into probation requirements |
| L | Dean and Fac Exec | A
| 12/2008 |
| | | 7 | Ensure that recognition and reward systems encourage and celebrate excellence at both the individual and group levels.
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| 1 | |
| Reward high achieving academic and general staff in Faculty. Publically recognise their achievements within the Faculty, University and Tasmanian business communities. |
| M | Dean | A
| 12/2008 |
Priority B: Create and implement a distinctive UTAS teaching and learning model | Develop a UTAS student experience, learning outcomes and graduate profile that ensure contemporary knowledge and skills, generic capabilities and an experience of place, environment and community that is distinctly Tasmanian. |
| | | 13 | Restructure and streamline the course profile to provide: common course structures, multidisciplinary and interdisciplinary learning opportunities; and flexible delivery options that are responsive to students' needs and the University's academic strategic priorities.
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| 1 | |
| Establish new major in Professional Communications in Launceston in collaboration with School of English, Journalism and Euro Languages, School of Visual & Performing Arts and the Faculty of Business. | | Target: | New major in Launceston by 2009. Target EFTSL 25 in 2009 increasing to 50 by 2011. | | Outcome: | University strategic funds were not approved for this program and it was not affordable within the Faculty's 2008 budget constraints. Postponed to 2009 |
| H1 | Dean, HOS | C
USF $318 | 2010 | | 2 | |
| Strengthen teaching programs through Summer and Spring schools to allow for increased flexibility for students and fast-tracking of degree programs. |
| M | Dean and HOS | A
| 2008 |
Priority C: Further strengthen existing UTAS institutes, centres and groups and identify new flagship opportunities | Reassess and renew the focus of UTAS' research strengths and opportunities; Develop the opportunities that arise as a result of the integration of UTAS and the Australian Maritime College. |
| | | 18 | Develop current and identify new areas of research strength.
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| 1 | |
| Further develop and consolidate potential high ranking RQF nodes and centres in the Faculty by providing funds for visiting scholars, research assistance and administrative support to enhance success in competitive research grants and research productivity. | | Target: | Improve potential RQF 4 areas to 5; develop Centres such as TILES and Community, Place & Heritage Research Unit to RQF 4 minimum. | | Outcome: | CoPHRU extended research, TILES research income improved further - both resulting in increased research performance (and income) |
| H1 | Dean, AD(Res) | A,C
$125 Fac, $125 USF = $250 | 2010 | | 2 | |
| Strengthen research links (TILES, CAIA, HACRU) with teaching programs in the Faculty |
| M | Dean, AD (Res) and AD (T&L) | A
| 2008 |
| | | 22 | Increase the scale and focus of research to achieve critical mass by clustering activity into groups, centres and institutes.
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| 1 | |
| Strengthen collaborations with the Faculties of Business and Law |
| M | Dean | A
| 2008 |
Priority D: Strengthen relationships with UTAS' communities, including the Tasmanian State Government| Further develop relationships with the Tasmanian State Government and UTAS' communities of interest; Seek collaborations that enhance UTAS' distinctiveness and provide unique opportunities for all stakeholders. |
| | | 24 | Renew major partnerships with State Government and industry and develop new partnerships with the private sector.
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| 1 | |
| In conjunction with Tasmania Police, redesign the Bachelor of Social Science (Police Studies) to integrate current Police training programs into the University's offerings. Including investigation into potential opportunities for application interstate and overseas, similar to that found currently in Nursing. | | Target: | Implement by 2009, target 100+ EFTSL by 2011/2012. | | Outcome: | Achieved 100%. Will be operational in 2009. |
| H1 | Dean, HOS | A,C
Sch $73k
Police $45k
USF $226 =$344k | 2009 |
| | | 26 | Work with local communities to further develop the University's northern campuses.
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| 1 | |
| Undertake a review of operations on the CCC and develop strategic plan for a structured approach to growth in teaching and research on the campus |
| H | Dean | A
| 12/2008 |
Priority E: Maximise support for core activities by aligning resources and improving business services| Optimise financial resources and physical infrastructure to support core activities and strategic priorities; Optimise human resources and support systems and staff infrastructure to support core activities and strategic priorities; Achieve efficiency gains and the best use of strategic and operational resources. |
| | | 30 | Review and reform business processes to achieve efficiency and effectiveness.
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| 1 | |
| Review Faculty structure to create effiencies and increase cross disciplinary collaboration |
| H | Dean and Fac Exec | A
| 12/2009 |
| | | 40 | Review and refine UTAS' approach to, and systems for, the flexible delivery of coursework programs.
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| 1 | |
| Increase offerings by flexible delivery through expansion of distance and on-line options of coursework programs. | | Target: | Increase number of flexibly delivered postgraduate coursework programs. Reduce number of students studying programs by distance through other Universities. | | Outcome: | Achieved increase by 5%. The Faculty has increased to over 100 units now available fully through flexible delivery means |
| H1 | Dean | C
Fac $125
USF $125 | 2009 |
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