President and Vice-Chancellor introduction. Strategic Priority B: Social Engagement

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2 Contents 03 UNSW Vision President and Vice-Chancellor introduction Strategic Priorities 04 Welcome 06 UNSW 2025 Consultation Process 8 Strategic Priority A: Academic Excellence 08 A1: Research quality a world leader 10 A2: Educational excellence a distinctive UNSW model 12 Strategic Priority B: Social Engagement 12 B1: A just society 14 B2: Knowledge Exchange for social progress and economic prosperity 16 B3: leading the debate on grand challenges 18 Strategic Priority C: Global Impact 18 C1: A growing international education footprint 20 C2: University partnerships that enable our strategy 22 C3: Our contribution to disadvantaged and marginalised communities 24 Strategic Enablers 24 D1: People and culture 25 D2: Operational effectiveness 25 D3: Financial sustainability 26 D4: A world-class environment 26 D5: Effective engagement 27 Next Steps

3 UNSW Vision UNSW aspires to be Australia s global university, improving and transforming lives through excellence in research, outstanding education and a commitment to advancing a just society. UNSW Kensington Campus - John Niland Scientia Building 3

4 President and Vice-Chancellor introduction Welcome I am delighted to introduce to you the UNSW White Paper. This paper is our next step in the development of the UNSW Strategic Plan. It outlines an innovative, ambitious and altruistic agenda, reflecting a conviction across our university community that UNSW has the potential to achieve great things during the next decade. The White Paper is not our final strategy. It is a statement of strategic intent, setting out a series of key objectives and initiatives, which are likely to shape the strategy. The full UNSW Strategic Plan will be available in October Our Consultation A key part of developing our strategy has been a wide-ranging consultation during the past four months, involving thousands of our staff, students, alumni and external partners. The response has been exciting and gratifying, with lively discussion and debate and the submission of more than 5,000 ideas and comments. The responses were collated to shape the Green Paper, which was released in June. Further extensive feedback on the Green Paper has informed working groups, which have been responsible for drafting sections of this White Paper. The consultation provided a wealth of detailed feedback on specific proposals, which will in due course inform our implementation plan. It revealed a high ambition for achievement, a desire for UNSW to be a global leader of change and innovation in higher education and an altruistic wish for UNSW to have a positive impact, improving the lives of people across the world. UNSW Strategic Priorities Our consultation also revealed overwhelming enthusiasm for a strategy based on three priorities. Firstly, a drive for academic excellence in research and education. Universities are often classified as research intensive or teaching intensive. UNSW is proud to be an exemplar of both. We are amongst a limited group of universities worldwide capable of delivering research excellence alongside the highest quality education on a large scale. Secondly, a passion for social engagement, which improves lives through advancing equality, diversity, open debate and economic progress. Thirdly, a commitment to achieving global impact through sharing our capability in research and education in the highest quality partnerships with institutions in both developed and emerging societies. We regard the interplay of academic excellence, social engagement and global impact as the hallmarks of a great forward-looking 21st century university. 4

5 President and Vice-Chancellor introduction (continued) Making a difference as Australia s global university Our ambition for the next decade is nothing less than to establish UNSW as Australia s global university. We aspire to this in the belief that a great university, which is a global leader in discovery, innovation, impact, education and thought leadership, can make an enormous difference to the lives of people in Australia and around the world. We recognise that others are not standing still and that many universities worldwide share at least some of our ambitions. Over the next decade the demand for tertiary education worldwide will continue to grow dramatically. The explosion in the knowledge base will continue and the ubiquitous nature of social media and the Internet will change the very nature of knowledge acquisition. There is increasing competition in pure research from emerging universities in Asia and elsewhere, and ever-greater opportunity for those that are agile and flexible in applying the benefits of discovery science. Given these developments, achieving our goals will require academic excellence, an innovative spirit, boundless energy and substantial resources. During our consultation some have rightly asked me What is the focus of our planning for the next 10 years? The answer is simple. We have just one driver of focus EXCELLENCE in all that we do. At the core of our organisation is a determination to deliver excellence built on an ethos of: academic freedom, facilitating open debate and the pursuit of ideas; creativity, being innovative, open to new ideas, breaking the mould; and equality of opportunity, valuing what people do, regardless of where they come from. Over the next two months we will develop the White Paper into a full strategic plan, which by the start of the next academic year will be supported by the development of a detailed implementation plan. We are not producing a strategy to sit on a shelf. Our Strategic Plan will be a plan for action and impact. I am enormously grateful to the staff, students, alumni and council members who have so enthusiastically and generously given time to shaping our emerging strategy. My thanks to you all for making this such a stimulating and exciting process. UNSW Values and Ethos The ambitions outlined in this paper reflect the long-standing core values of the UNSW community, which will inform the way we work as a leading global university. Our University is no longer young in years but we remain young in spirit, with the courage to challenge traditional thinking and break the mould, to make the world a better place. The simplest way to capture our values and ethos is the phrase, People, People, People. We will continue to place people at the heart of everything we do, celebrating their diversity and providing opportunities to learn, research and express views in a collaborative and respectful environment. We will strive to deliver a university experience that our students treasure, which provides the starting point for a precious lifelong relationship with our alumni and which enhances the lives of people in our surrounding community. Ian Jacobs President and Vice-Chancellor UNSW Australia In pursuing our vision and objectives, members of UNSW will demonstrate the following values: Partnership, working in teams to best serve our communities; Integrity, transparency and ethical decision making, inspiring openness, courage and trust; Respect, listening and engaging with each other and our communities. As part of these core values, UNSW places particular emphasis on celebrating the knowledge and advancing the aspirations of Indigenous Australians. 5

6 UNSW 2025 Consultation Process 2015 February 2015 Strategic Priority Areas 50+ School, faculty and division visits 1,179 Strategic priority submissions Alumni survey Staff survey Student focus groups May 2015 Green Paper Discussion Document 4,472 staff visited the Green Paper website 1,605 staff downloaded the Green Paper 199 online feedback submissions 1,647 VC Forum and Town Hall meeting attendees 281 individual student submissions received 2,681 students visited Green Paper website Senior management input Student forums Subject matter experts consulted Alumni, Foundation and Advisory Boards consulted 9 Task Group lead summaries UNSW Council input August 2015 October 2015 White Paper Strategic Intent Vision tested with 400+ students and staff Senior management input 10 VC Forums UNSW Council input Strategic Plan year Strategic Plan launched Implementation plan

7 Strategic Priorities The greater part of this White Paper is devoted to describing three priorities, which are supported by eight themes that have emerged from our consultation. A consistent message during the consultation was a wish to enhance activity and cross-disciplinary thinking across our existing structures. There was no desire for fundamental change in our faculty/school organisational or line management structures but a definite wish to maximise the benefits of working across existing boundaries. Our strategic themes will achieve that objective, providing powerful drivers for cross-disciplinary activity. Academic Excellence Our first priority, Academic Excellence, has two themes Research Quality and Educational Excellence. We will continue to improve our world-class research environment while at the same time developing a distinctive model for transformative blended face-to-face and digital education that will position UNSW as a leader in educational innovation. Social Engagement Our second priority, Social Engagement, has three themes A Just Society, Knowledge Exchange and Grand Challenges. We will take steps to achieve equality of access for students from all backgrounds and to ensure equality of progression for all staff whilst also promoting equality and diversity in society. We will build on our track record of working with industry and the broader community to ensure that the discoveries from our research enterprise are rapidly disseminated for social and economic benefit. We will mobilise the expertise of UNSW to lead debate, discussion and policy formulation on the grand challenges that face Australia and human kind. Global Impact Our third priority, Global Impact, also has three themes International Education, Partnership and Collaboration and Disadvantaged Communities. We will expand our global educational reach using novel technology. We will develop high profile institution-wide relationships with carefully selected international university partners, which will enhance our ability to deliver excellence and innovation in research and education. We will expand our efforts to work in partnership with peer institutions to improve the lives of marginalised and disadvantaged communities in Australia, the Asia-Pacific and further afield. 7

8 Strategic Priority A: Academic Excellence Theme A1: Research quality a world leader 2025 Vision: UNSW will be among the world s leading research-intensive universities, known for innovative, cutting-edge research that has a global impact. Our collegiate ethos, high quality infrastructure and flexible career track will make us a magnet for the most talented researchers worldwide and for partnerships with industry, international organisations, governments and other leading universities around the world. Our objectives 1. To establish UNSW as one of the top 50 research-intensive universities worldwide. UNSW will have leading researchers across all faculties and many of our staff will be amongst the world s most highly cited researchers. The number of publications appearing in leading journals will have doubled. Our best researchers will be recognised by prestigious national and international research awards. 2. To develop a distinctive recruitment and retention strategy that attracts and retains increasing numbers of world leading researchers. UNSW will be globally recognised for an integrated and flexible career pathway, which nurtures and retains staff of the highest calibre throughout their careers. 3. To be internationally renowned for a world-class research environment, addressing major challenges and social justice issues, with cutting-edge facilities and the highest quality technical support. 8

9 Our initiatives A Distinctive UNSW Career Pathway: We will establish a pathway spanning a research career, creating a lifelong community of outstanding UNSW researchers. UNSW will enter a partnership with academics admitted to the pathway, mentoring and nurturing their careers. Progression will be based upon transparent and demanding criteria at each career step. Importantly, the pathway will be flexible, allowing for planned extended experience outside UNSW, with for example industry, other universities, NGOs, overseas centres and start-ups, or leave for other reasons such as family needs. The UNSW career pathway will drive recruitment and retention of outstanding researchers at all stages of their careers from PhD student, through early/mid-career to established leading researcher. The knowledge, skills and networks gained through this pathway will enhance the quality of our academics and the global impact of UNSW. Discovery and Impact: We will value and nurture the entire discovery to application pipeline, recognising that this must include adequate funding for pure research. We will work closely with industry and government to translate discoveries to ensure the maximum social and economic benefit from our research. Investing in Strategic Recruitment: We will invest strategically, on a large scale, in recruitment at all grades, in carefully selected areas of research, from across the full spectrum of medicine, science, engineering, business, law, arts and social sciences, built environment, art and design. Increased Funding for Infrastructure and Support: We will invest in cutting-edge core research infrastructure, expanding the scale and capability of our world-class analytical centre as well as in technical and administrative support for our leading researchers. 9

10 Strategic Priority A: Academic Excellence Theme A2: Educational excellence a distinctive UNSW model 2025 Vision: Our UNSW educational model will empower students to realise their potential through a personalised and flexible education. UNSW will influence the model of higher education worldwide and be a global leader in the use of educational technology. Our distinctive programs will blend the highest quality face-to-face and digital education, inspiring curiosity and innovation across a collegiate learning community of peers, academics, employers and alumni. Our objectives 1. To design and deliver a distinctive higher educational model that will establish UNSW as a leader in transforming and empowering our students to become the best they can be. The UNSW model will, through outstanding design, experimentation and continuous improvement, integrate the best available educational technologies to deliver personalised and flexible learning opportunities. 2. To admit the most talented students, irrespective of background, consistent with our commitment to a just society. To provide our students with an outstanding and treasured experience, caring for them and monitoring their progress so that we can optimally support their academic development. We will ensure that UNSW students obtain a holistic education, securing the real world practical skills needed for an evolving workplace, as well as the ethos of a responsible global citizen. We will strive to develop a mutually valued lifelong relationship with UNSW graduates. 3. To establish UNSW as a recognised global leader in technology-enabled learning, positioning us as a preferred partner for others at the leading edge of innovation in higher education and digital service delivery. We will develop the organisational culture, infrastructure and capabilities necessary to identify, test and implement the best technology-enabled solutions. 10

11 Our initiatives Developing the UNSW Educational Model: We will design, develop and deliver a distinctive and innovative curricular Model. We will achieve greater flexibility and improved work-life-study balance through the seamless integration of the physical and digital campuses and carefully planned development of a trimester academic year. Outstanding program design, an emphasis on cross-disciplinary learning, smart use of technology and complementary career-focused themes will give our students an opportunity to personalise and tailor their educational experience and provide graduates with the attributes necessary for success in the 21st century. UNSW will systematically embed within its programs knowledge and understanding of Indigenous issues that are relevant both to the degree program and to a broader understanding of Australian history, cultures and environment. Valuing Teaching Excellence: We will deliver a major cultural shift by explicitly valuing the excellence of our teaching academics through training and support programs and clear policies and procedures, including those related to promotion. We will support and value exceptional teaching, developing academics who are committed to creating a rich learning environment and developing a consistently excellent educational experience. Further Integrating Technology into Teaching: We will integrate the best available technologies to design and deliver systems that enable students to personalise their education and enable the University to individualise student support programs. We will develop a culture that allows us, through our integrated digital campus strategy and investment in technology, to innovate and improve our capabilities. This will enhance the educational experience and campus life more generally. We will ensure coordination of university-wide support services for flexible use of learning spaces and integrated technology. 11

12 Strategic Priority B: Social Engagement Theme B1: A just society 2025 Vision: UNSW will be recognised as an international exemplar of best practice in equity, diversity and inclusion, thus enabling staff and students to achieve their full potential. Our success will have been built upon embracing the diversity and cultural richness of our communities. We will provide outstanding support and development opportunities for all who work, study and learn at UNSW, as well as promoting these values in all our external interactions. UNSW will celebrate and respect Indigenous forms of knowledge. Our objectives 1. To ensure that UNSW staff and students play a leading role in debate, policy and practice on diversity and inclusion issues affecting the higher education sector and society more broadly. 2. To develop student access and support activities that position UNSW as a leader in equality of student admission and successful degree completion, regardless of background. In particular we aim to increase the intake and retention of Indigenous students, those from low socio-economic groups and those from disadvantaged backgrounds. 3. To ensure equality in recruitment, development, retention and promotion of staff with particular attention to ensuring no disadvantage on the basis of gender, cultural background, disability or Indigenous origin. UNSW will be the exemplar Australian university and an employer of choice for people from diverse backgrounds. 12

13 Our initiatives Equity and Diversity Champions: Delivering this strategic priority will be facilitated by the appointment of Champions from across the University who will lead and inspire our equity and diversity agenda and be our advocates externally. Employment Equity Program: We will establish a new program that facilitates equity in employment across UNSW, incorporating international benchmarking, detailed analysis and rigorous planning. Student Equity Program: We will implement a co-ordinated program to ensure that we enrol and graduate students with the highest potential from all backgrounds. We will strive to remove barriers and support students to enable them to reach their full potential. Indigenous Program: We will celebrate, acknowledge and respect the central place of Indigenous Australians at UNSW. We will implement a University-wide scheme focused on continuously improving access for and degree completions by Indigenous students and opportunities for building careers for our staff, with a particular emphasis at the graduate and post-doctoral level. Disability Action Plan: We will work with staff and students with a disability to develop an action plan that provides greater support, through adapting and improving our physical and virtual campus. 13

14 Strategic Priority B: Social Engagement Theme B2: Knowledge exchange for social progress and economic prosperity 2025 Vision: UNSW will be recognised as the leading Australian university for knowledge exchange. Our engagement with government, industry and the community will have led to translation of our work into social progress, improved health/wellbeing and economic prosperity. We will be renowned for a focus on innovation as well as the scale and extent of interactions involving our staff, students and alumni with industry, business, government and our community partners. Our objectives 1. To establish UNSW as the leading Australian university for industry engagement and investment, through an open and flexible approach to working with government and industry that focuses on translating and communicating the wider economic and social benefits of our research to society. 2. To ensure that our research outputs can be used productively by industry and the wider community. We will forge readily accessible partnerships with the end-users of our research, extending the use of our Easy Access IP and Easy Access Research agreements to enhance knowledge exchange and to maximise our positive impact on society. 3. To have an effective industry-staff-student ecosystem for innovation and entrepreneurship and to be known as a place where entrepreneurship is nurtured, so that our best innovative minds can flourish and take new ideas to market. 14

15 Our initiatives Knowledge Exchange Engine: We will champion and promote Knowledge Exchange as part of a strategy for end-user engagement. We will coordinate many different Knowledge Exchange activities and boost business development programs to support our staff and our students. We will introduce assessment mechanisms to emphasise the value we place on innovation and to capture, reward and incentivise Knowledge Exchange performance. Innovation Precinct: We will draw industry, SMEs, entrepreneurs, investors and policy-makers to our campus by establishing an Innovation Precinct. Easy Access Research: We will continue to innovate and differentiate UNSW in Knowledge Exchange, complementing Easy Access IP with the introduction of Easy Access Research and other mechanisms to support and grow the entrepreneurial ecosystem. Student Innovation Framework: We will continue to grow our successful student start-up program, embed innovation and entrepreneurship into the undergraduate curriculum and increase student internships, industry placements and mentorship by working closely with our alumni. We will expand the Michael Crouch Innovation Centre and use the experience of our successful alumni entrepreneurs in mentoring and training our students. Industry Portal: We will create a streamlined portal through which industry and other research end-users can interact with UNSW researchers. We will scale-up discussion forums which facilitate the exchange of ideas and expertise between UNSW researchers and industry, leading to new Knowledge Exchange opportunities. Policy Development: We will take a leadership position in Knowledge Exchange policy and delivery. We will work with industry leaders, peak industry bodies, community bodies and government to highlight the social and economic benefits of Knowledge Exchange and to ensure that governments understand the full range of benefits that accrue from investing in research at UNSW. 15

16 Strategic Priority B: Social Engagement Theme B3: leading the debate on grand challenges 2025 Vision: UNSW will be established as a leader in promoting informed discussion, debate and policy formulation on many of the grand challenges facing Australians and humanity worldwide. The University will be known for authoritative and trusted thought leadership and as a global point of reference for those shaping policy, including governments, international organisations, NGOs, community leaders and industry. Our objectives 1. To be recognised for building and applying knowledge in partnership with staff, students, alumni and the community to tackle real-world problems. Our efforts will be aligned to UNSW s expertise and research strengths, Australia s aspirations and the United Nations sustainable development goals. 2. To be a primary point of reference for leaders and policymakers through driving debate and providing expert advice and opinions on solutions to grand challenges. 3. To provide a dispassionate and informed evidence base for public debate and policy formulation led by expert academics working with community leaders. 16

17 Our initiatives will be established to provide an overarching framework for establishing, resourcing and delivering this strategic priority. The Forum will bring world leaders, strategists and innovators together with academics, to debate and discuss real-world problems and will explore the most appropriate actions and interventions to effectively address them. The Forum will link with and facilitate our existing activities as well as leading new initiatives. It will be the vehicle for soliciting and assessing proposals and managing the planning and coordination of the programs of workshops and events, and will engage with external industry and media partners. It will provide an important new mechanism for academics from diverse disciplines and community leaders to come together to initiate ground-breaking interdisciplinary research and educational programs. Grand Challenges: We will identify and host an ongoing series of programs addressing the contemporary challenges facing society. A range of issues will be addressed via through varied formats including in-depth workshops, discussion groups, debates, open meetings, public lectures and other events. Topics will include climate change, energy, equity, migration, the rights of first peoples, the changing workplace, ageing, poverty, water, conservation, higher education, security and big data. Interdisciplinary Think Tank: We will create Australia s leading forum with a specific charter to stimulate dialogue between Humanities, Arts, Social Sciences and STEM disciplines. 17

18 Strategic Priority C: Global Impact Theme C1: A growing international education footprint 2025 Vision: UNSW will have greatly extended its global educational reach. Through an innovative approach to partnerships and the development of the UNSW educational model, we will be seen as a leader in provision of high quality global education. Our integration of initiatives across the university will enable us to attract high potential students from across the world into a diverse community of scholars, on campus, at overseas locations and online. Our objectives 1. To be the leading Australian educator of international students a global hub built on diversity and excellence fostering creativity and innovation. We will greatly extend our reach through the use of new technology-enabled models of international education. 2. To deliver an outstanding experience to one of Australia s most culturally diverse student bodies, utilising the UNSW education model. Our students will be supported through the use of innovative technology in blended and flexible learning and multiple entry paths for international students into degree programs. 3. To internationalise our local student experience by making opportunities for international experience available to all students, through a wide variety of approaches including overseas study, improved engagement with international student groups on campus, internships and volunteering. 18

19 Our initiatives Global Learning Network and Focused Partnerships: We will establish a new Global Learning Network that provides unique offerings to overseas students, combining flexibility of course duration, mode and place of learning. We will develop a range of strategic partner relationships in selected global cities to facilitate the recruitment of high quality international students and provide enhanced opportunities for outbound student experiences for our domestic students. Enhanced Student Support: Our student support systems for international students will be co-ordinated and delivered using an integrated shared services model that assures effective assessment and progression of students to attain their full potential. Our operational systems and processes will facilitate effective, efficient and timely recruitment activities, application management, student monitoring and personalised guidance for on campus and online international students. Internationalise the Local Student Experience: We will build faculty and school specific internationalisation plans so that each UNSW student has the opportunity for an international experience opportunity, whether through the curriculum or through overseas short or long programs. 19

20 Strategic Priority C: Global Impact Theme C2: University partnerships that enable our strategy 2025 Vision: UNSW will have significant, deep partnerships with a limited number of international universities, which contribute to achieving our strategic objectives in academic excellence, social engagement and global impact. The emphasis on research, learning and teaching, and engagement will vary across the partnerships. Each partnership will provide scale, access, expertise and mutual benefits not achievable by individual institutions. Our objectives 1. To create a small number of strategic, centrally-led partnerships with major universities across the world to enhance our global impact, international standing and ability to address contemporary challenges. These partnerships will form a Global Learning Network, a Global Knowledge Network and a Global Development Network. Universities in these networks will reflect UNSW s history of strong relationships with China, Europe and North America, as well as newer relationships in India, the Asia- Pacific and elsewhere. 2. These university-level partnerships will complement and align with both larger university networks (such as APRU and U21) and more specific collaborative relationships at faculty, school, group and individual level, supporting the UNSW community to contribute to tackling regional and global problems. 3. Our partnerships and networks will build on UNSW s distinctive history and culture of international commitment, placing us at the forefront of global higher education by providing new opportunities for students, academics and professional staff to take part in research, learning and teaching and community development activities around the world. An ethos of internationalisation will permeate all that we do. 20

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