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2009 University Plan |
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DVC Academic & ProvostPriority 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.
| | |
| 1 | |
| Implement recommendations from 2008 International Education Strategy Review. | | Target: | To be determined. |
| H1 | Deputy Vice-Chancellor (Academic) & Provost | A,C
TBC
*SF | End 2009 | | 2 | |
| International Services and Graduate Research Unit to develop Graduate Certificate pathway program, marketing tools and application processes to maximise research enrolments. | | Target: | Graduate Certificate in Research Methodologies approved and registered for offering in Tasmania and overseas in 2010. |
| H | Director, International Services | C
$100,000
*SF
| End 2010 | | 3 | |
| Source new TNE partner institutions that wish to establish pathway programs with UTAS. | | Target: | Three new pathway programs set up by end of 2009. |
| H | Director, International Services | C
$90,000
*SF
| End 2009 | | 4 | |
| Investigate international funding sources for scholarships for research students. | | Target: | Minimum of two external funding sources secured. |
| H | Director, International Services | C
$200,000 | Mid 2009 |
| | | 3 | Review and enhance UTAS' human resources policies and programs to provide the framework and resources to develop, recruit and retain excellent staff.
| | |
| 1 | |
| Implement staff satisfaction survey across the institution (possibly The Voice Project). | | Target: | Staff satisfaction surveys carried out, analysis publicised and action plan drafted. |
| H | Deputy Vice-Chancellor(Academic) & Provost | C
$30,000
*SF | End 2009 | | 2 | |
| Map UTAS Human Resources policies and procedures and assess against best practice standards. | | Target: | Human Resources policies and procedures ranked in terms of need for revision. |
| M | Deputy Vice-Chancellor(Academic) & Provost | C
$40,000 | End 2009 | | 3 | |
| Revise UTAS Human Resources policies and procedures as required to meet best practice standards. | | Target: | UTAS Human Resources policies and procedures brought in line with best practice standards. |
| M | Deputy Vice-Chancellor(Academic) & Provost | B
$10,000 | End 2010 |
| | | 4 | Develop a broad-based visiting fellowship program.
| | |
| 1 | |
| Scope, plan, implement and evaluate the UTAS Visiting (Comet) Fellowships Scheme. Phase 1 (2008): Scope, plan and establish the program and advertise the first round. Phase 2 (2009): Full implementation of UTAS Visiting Fellowships Scheme. Evaluation of Phase 1. | | Target: | 10 UTAS Visiting Fellowships taken up in 2009 @ $30,000 each, becoming an annual program subject to periodic review. Phase 1 evaluation completed with results influencing implementation of further rounds. |
| H1 | Deputy Vice-Chancellor (Academic) & Provost | C
$300,000 | End 2009 |
| | | 5 | Improve implementation of the UTAS performance management system for staff.
| | |
| 1 | |
| Review UTAS individual performance management system. | | Target: | Review recommendations communicated to all staff and implemented. |
| H | Deputy Vice-Chancellor(Academic) & Provost | C
$30,000
*SF | End 2009 | | 2 | |
| Develop communications strategy and training program to improve implementation of individual performance management plans. Use model put forward by AHEIA. | | Target: | Training program implemented across the institution. |
| H | Deputy Vice-Chancellor(Academic) & Provost | A
| End 2010 |
| | | 7 | Ensure that recognition and reward systems encourage and celebrate excellence at both the individual and group levels.
| | |
| 1 | |
| Build a web-based system for the Regional Atlas Database - LGAs and Industry to subscribe to system. | | Target: | Grow applied research funding stream at Cradle Coast Campus. |
| H | Director, Cradle Coast Campus | C
$20,000
*SF | End 2009 | | 2 | |
| Invest in Cradle Coast Campus small research grants scheme to encourage integration of Cradle Coast Campus research projects with industry. | | Target: | Increase levels of research activity at the Cradle Coast Campus. |
| H | Director, Cradle Coast Campus | C
$40,000
*SF | End 2009 |
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. |
| | | 8 | Develop the UTAS College model, in partnership with the State Government, to provide an integrated year 11 to PhD educational framework for Tasmania.
| | |
| 1 | |
| Proceed with the Preparation and Pathways project, implementing new elements as they emerge, including alignment with senior secondary sector reforms. | | Target: | Achievement of appropriate alignment with the Academy, Polytechnic and Training Tasmania. |
| H | Deputy Vice-Chancellor(Academic) & Provost | C
| End 2009 |
| | | 9 | Review and strengthen tertiary preparation programs and entry pathways to support a broader range of students.
| | |
| 1 | |
| Unlocking Talent - Open University - Cradle Coast Campus specific recruitment project to grow participation. | | Target: | Increase load at Cradle Campus Campus. |
| H | Director, Cradle Coast Campus | B
$5,000
*SF | End 2009 |
| | | 10 | Investigate the potential to develop a college offering enabling and foundation programs and entry pathways primarily for international students.
| | |
| 1 | |
| Implement an International College structure for expanding pathway programs into UTAS degrees. | | Target: | First 20 students enrolled. |
| H1 | Director, International Services | C
$300,000
*SF | End 2009 | | 2 | |
| English Language Centre to develop new General English curriculum to provide improved pathway prospects for international students. Seed funding required with the potential to generate future income from franchising curriculum. | | Target: | Employment of curriculum designer in 1st quarter 2009. New curriculum ready for 2010 delivery by end of 2009. |
| H | Director, International Services | C
$75,000
*SF | Mid 2009 |
| | | 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.
| | |
| 1 | |
| Develop postgraduate units - in distance/online delivery mode. | | Target: | Increase postgraduate enrolments at the Cradle Coast Campus. |
| H | Director, Cradle Coast Campus | B
$10,000
*SF | End 2009 | | 2 | |
| Extend BRRM Units into distance/online format. | | Target: | Increase undergraduate enrolments at the Cradle Coast Campus. |
| H | Director, Cradle Coast Campus | C
$10,000
*SF | End 2009 |
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. |
| | | 22 | Increase the scale and focus of research to achieve critical mass by clustering activity into groups, centres and institutes.
| | |
| 1 | |
| Continue progressive review of organisational restructuring opportunities. | | Target: | As individual projects require. |
| H | Deputy Vice-Chancellor(Academic) & Provost &
Committee for UniversityStructure & Processes (CUSP) | A
| End 2009 |
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. |
| | | 26 | Work with local communities to further develop the University's northern campuses.
| | |
| 1 | |
| Pursue engagement opportunities with the Launceston City, Georgetown and West Tamar Councils. | | Target: | Memoranda of Understanding signed with all three Councils. |
| H | Deputy Vice-Chancellor (Academic) & Provost &
Launceston Engagement and
Development Manager | A
| End 2009 |
| | | 28 | Review the opportunities for new, distinctive collaborative activities and provide appropriate resources to pursue them.
| | |
| 1 | |
| Review UTAS Community Engagement policy, framework and strategy to identify strategic priorities and critical foci. | | Target: | Review recommendations implemented. |
| H | Deputy Vice-Chancellor(Academic) & Provost | A
| End 2009 |
| | | 29 | Explore the opportunities for additional national and international collaborations in areas of excellence and distinctiveness.
| | |
| 1 | |
| Investigate the establishment of a major UTAS TNE operation in India. | | Target: | Business case completed in 1st quarter of 2009. If accepted, agreement in place by end of 2009. |
| M | Director, International Services | C
$80,000
*SF | End 2009 |
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.
| | |
| 1 | |
| Undertake targeted reviews of key administrative areas and/or business processes. | | Target: | Detailed proposals for at least two projects to achieve significant strategic efficiency gains. |
| H1 | Deputy Vice-Chancellor (Academic) and Provost & Executive Director, Finance and Administration | C
$200,000
*SF | End 2009 | | 2 | |
| Secure additional teaching space for the English Language Centre to ensure that all applicants can be accommodated – thereby maximising the ELC’s contribution to creating pathways to UTAS degrees. | | Target: | English language Centre capacity increased by 160 students. |
| H1 | Director, International Services &
Director, Asset Management
| C
| Mid 2009 |
| | | 31 | Review and broaden UTAS' use of the Internet to ensure that it supports the University's academic and business objectives.
| | |
| 1 | |
| Create a suite of digital marketing tools to attract International students to UTAS. | | Target: | Student DVD ready for distribution. International student website revamped. |
| H | Director, International Services | C
$100,000
*SF | Mid 2009 |
| | | 32 | Review budget allocation models to ensure that they complement and reinforce UTAS' academic and business objectives.
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| 1 | |
| Comprehensive review of UTAS budget allocation model. | | Target: | Revised model implemented during 2010 budget-setting process. |
| H | Deputy Vice-Chancellor (Academic) & Provost | A
| Mid 2009 |
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