STRATEGY University of Waikato

Transcription

1 STRATEGY University of Waikato

2 6 SUSTAINABILITY INTERNATIONALISATION

3 STRATEGY Contents From the Chancellor and Vice-Chancellor 2 Mission and values 4 Our contribution to the future 6 ACTION 1: Provide a relevant, future-focussed curriculum and world-class student experience 8 ACTION 2: Conduct world-leading research and develop innovative researchers 10 ACTION 3: Strengthen engagement and partnerships regionally and nationally 12 ACTION 4: Implement a comprehensive programme of internationalisation 14 ACTION 5: Embed a culture of innovation, entrepreneurship and leadership across the University 16 ACTION 6: Ensure sustainable practices in all aspects of University activity 18 STRATEGY

4 From the Chancellor and Vice-Chancellor The University of Waikato was established in It was created by the people of the region to enhance their social well-being and to create a sustainable economic future for the region. The motto of the University of Waikato is Ko Te Tangata ( for the people ). It reflects our connection with, and contribution to our region and nation, the importance that we place on people, and our role under the Treaty of Waitangi. We exist for the benefit of our people. We exist for the benefit of our people. In just 50 years the University has become ranked as one of the top 50 young universities in the world, and has been identified internationally as a world-leading institution with the potential to become a future global leader. 1 We are a university that adapts readily to change while retaining our core value of inspiring our graduates and staff to make the world a better place for everyone. The University of Waikato has responded effectively to significant changes nationally and internationally in the tertiary environment. The University s relevance and significance are strong in the areas of science, engineering, arts, social science, education, indigenous development, management and law. We continue to be guided by the principles of the Treaty of Waitangi and work closely in partnership with Māori. 1 Phil Baty, Editor of the Times Higher Education (THE) 2 The University of Waikato

5 ... a unique campus-based experience, blended with the latest online technologies... Students choose the University of Waikato to experience a futurefocussed education that: Is multi-disciplinary, comprehensive, research-led and student focussed Prepares graduates for careers and leadership in a global marketplace Is connected to a rich regional, national and international culture and Offers a unique campus-based experience, blended with the latest online technologies, in a beautiful and inspiring setting that facilitates learning and research. To achieve this Vision, the University Strategy is to invest in: The best people in every role critically important in a top university The best facilities we provide a rich learning environment for students and staff and Systems and structures, to operate a financial model that is sustainable. This Strategy describes the ambitions, aspirations and connectedness that will provide the University s foundations for the next 50 years. Embodied in our Vision and Strategy is a shared understanding that we are a university of and for our people. The University of Waikato Vision is to offer: Excellence to provide world-class teaching and research Distinctiveness to have a unique place in tertiary education International Connectedness to be benchmarked against the best in the world and bring the best from the international stage to benefit our region and nation. Rt Hon Jim Bolger Chancellor Professor Roy Crawford Vice-Chancellor STRATEGY

6 Mission and values The University s Mission is: To combine the creation of knowledge through research, scholarship and creative works with the dissemination of knowledge through teaching, publication and performance. This Mission is complemented and qualified by our motto Ko Te Tangata ( for the people ), reflecting our philosophy that we are in, of and for the community we are in, of and for the community. The University s Vision is to achieve excellence, distinctiveness and international connectedness. We will do this through a set of interrelated strategic actions: Provide a relevant, future-focussed curriculum and world-class student experience Conduct world-leading research and develop innovative researchers Strengthen engagement and partnerships regionally and nationally Implement a comprehensive programme of internationalisation Embed a culture of innovation, entrepreneurship and leadership across the University Ensure sustainable practices in all aspects of University activity. 2 University of Waikato Charter The University of Waikato

7 The University s Vision is to achieve excellence, distinctiveness and international connectedness. These actions highlight our role as a world-leading university, conducting purposeful and relevant research that contributes to national and global challenges. This research underpins a future-focussed curriculum that prepares students to contribute effectively as global citizens. We are committed to connecting strongly with our region and nation and embedding a programme of internationalisation across our activities. We give priority to a culture of innovation, entrepreneurship and leadership and ensure that sustainable practices guide our decision-making processes. The implementation of this Strategy is detailed in separate documents our Academic Plan and a set of related plans all of which reflect our on-going commitment to the Treaty of Waitangi. All these documents are living in the sense that they are reviewed at regular intervals, taking full account of consultation with staff, students and external stakeholders. Robust processes apply for performance monitoring and reporting against agreed actions and key performance indicators (KPIs). STRATEGY

8 Our contribution to the future is as New Zealand s connected and connecting University Our core business as a world-class university is teaching and research. Our success flows from the quality of our curriculum our academic programmes, the way we deliver them and the international standing of our qualifications and the quality and relevance of our research. We engage effectively with diverse communities and collaborators. Our best advocates and worldwide ambassadors are our students, our alumni, their employers and professional associations. Therefore, we prioritise the excellence of the Waikato experience at every stage of the student life cycle, and as life-long alumni. We have a responsibility to future generations to build on the successful foundation established over our first 50 years. We will build on our reputation as a world-leading tertiary institution that produces sought-after graduates and leaders, and that contributes to solutions for global issues. These issues include transformation of business and economies, sustainable development (socially, economically and environmentally), improving the quality of education, and addressing issues related to water, food and health quality. 6 The University of Waikato

9 We have a responsibility to future generations to build on the successful foundation established over our first 50 years. To do this, we are committed to: (i) Providing a world-class curriculum and educational experience (ii) Delivering social, educational, environmental and economic benefits through relevant and responsive research and (iii) Partnering with Māori. These three commitments require strong and strategic connections so that we can be regionally, nationally and internationally relevant and world-changing. We encourage our graduates to create a world that is better than the one they inherited. We give our graduates the confidence to be different, and to have the imagination and vision to deliver solutions to the major challenges in the modern world. During its first 50 years the University of Waikato has achieved international recognition in a diverse range of subject areas, including accounting and finance, biological and environmental sciences, computer science and information systems, economics, education, human geography, law, management, and Māori and indigenous studies. The work of University staff and students is directly transferable and relevant to the needs of our region and nation. As a comprehensive university, our six Faculties and one School offer a wide range of disciplines and distinctive programmes, including interdisciplinary studies, which produce graduates who are well prepared to contribute and lead in a global society. Moving forward, there will be even greater support for our Research Centres and Institutes, which facilitate the creation and promotion of interdisciplinary and multidisciplinary programmes. We will invest in maintaining our role as a prominent source of internationally-connected research expertise in our areas of strength, engaging stakeholders and communities with research developments, and seeking areas where researchers can collaborate with commercialisation agencies. Our commitment to both national and global partnerships will continue to influence our undergraduate, graduate and postgraduate programmes. Strategic growth on a manageable scale is imperative for our continued success in a very competitive funding environment. This includes pursuing a wider base of revenue streams, including philanthropy and commercialisation of Intellectual Property (IP), as well as increasing our student enrolments. We have the capacity to reach 13,000 EFTS but this will only be achieved by enhancing our partnerships and delivering quality in all our activities. Campus developments in the Bay of Plenty will continue in partnership with that region. The University s commitment to partnerships with Māori is a key element of our identity and is reflected in the governance role of Te Rōpū Manukura. Our vision is to be seen by iwi and communities as a trusted and effective partner in advancing research and scholarship that will enhance Māori development and the perpetuation of Māori culture and language. The following section details the delivery of our six interrelated strategic actions. STRATEGY

10 We will continue to invest in enhancing social, cultural and sporting opportunities for our students. ACTION 1: Provide a relevant, future-focussed curriculum and world-class student experience To deliver on this action we will: Invest in excellent teaching and flexible learning and delivery modes that are responsive to changes in student and societal needs Deliver world-leading, research-informed, socially and culturally responsive undergraduate and postgraduate curricula that form part of a network of learning pathways Align graduate outcomes with changing social and market drivers Offer excellent and distinctive campus-based and online student experiences that respond to the needs of our diverse student profile and stakeholders Work in partnership with Māori and Pacific peoples to contribute to their educational aspirations Increase student progression rates and enhance transitions from pre-degree programmes at partner institutions to degree-level study and from undergraduate to graduate and postgraduate level study Increase opportunities for work-based internships or overseas study as part of some academic programmes Foster inter-institutional collaborations for joint postgraduate qualifications delivered nationally and internationally. 8 The University of Waikato

11 1 Context High quality tertiary education is a cornerstone of the University. We are committed to providing excellence in teaching, learning and supervision that is underpinned by a pedagogically sound, research-informed curriculum in order to develop future-focussed graduates. A curriculum renewal process will ensure that all our courses and qualifications meet these objectives. Our portfolio of programmes will continue to be comprehensive and flexible, but with areas of specialisation and distinct learning pathways. In developing academic programmes, Faculties and Schools will be guided by their research and international best practice, the needs of employers and relevant professions, and the impetus to act as critic and conscience of society. The interdisciplinarity of our research will be increasingly reflected in our programmes, particularly at postgraduate level. While we will continue to emphasise a campus-based experience, we will increase our investment in, and use of, blended forms of learning and engagement, and work towards a suite of programmes that can be delivered wholly online. We will continue to provide excellent pastoral care aimed at inspiring all students to maximise their potential through engagement and achievement. We will continue to invest in enhancing social, cultural and sporting opportunities for our students. This includes providing a distinctive contribution to the Waikato experience that draws on kaupapa Māori, the heritage of our region and our relationships with Kīngitanga, Waikato Tainui and iwi. We will also increase the Pacific dimensions of the Waikato experience, and will continue to invest in Māori and Pacific initiatives. STRATEGY

12 Our Research Centres and Institutes facilitate interdisciplinary research teams of staff and postgraduate students. ACTION 2: Conduct world-leading research and develop innovative researchers To deliver on this action we will: Invest in the best academic staff and infrastructure to conduct world-leading research Contribute to regional, national and global challenges through relevant and responsive research and knowledge transfer Enhance research collaborations and partnerships of mutual benefit and strategic value Create closer links between applied research and commercialisation, while maintaining scope for blue skies research in areas of strategic importance Provide leadership in research that reflects the needs and aspirations of iwi and Māori communities Pursue research relevant to the needs and aspirations of Pacific communities Support and reward excellence in research, as measured by international standards Nurture new and emerging researchers, including postgraduate students, as an integral part of the University s overall research activity Enhance and promote pathways into postgraduate research. 10 The University of Waikato

13 2 Context The excellence and relevance of university-based research is central to innovation, and of fundamental importance to the intrinsic, economic and social values of society. Looking ahead, the University of Waikato will build on our reputation for excellent research, as reflected in both national and international indicators, at the subject and university level. We will focus on maintaining our role as a prominent source of research expertise and invest in our premier concentrations of established excellence, interdisciplinary research and valuable national and international partnerships. We will support open innovation, knowledge exchange, commercialisation, and collaboration with business and social enterprises. Our contribution to addressing national and global challenges will be enhanced, including: the transformation of business and economies, sustainable development (social, economic and environmental), improving the quality of education and issues related to quality water, food and health quality. We will extend our research contributions to include high performance and community sport, agri-business, agri-technologies, agri-environment, and supply chain. Research from our Faculties is excellent and our Research Centres and Institutes facilitate interdisciplinary research teams of staff and postgraduate students. Research at these sites will be complemented by new areas of expertise and talent and further developed to meet stakeholder needs. We will strengthen our local, national and international research and teaching collaborations, employ and retain top researchers, and establish a Distinguished Visiting Professor programme. Our taught postgraduate and research-based higher degrees contribute to New Zealand s intellectual, professional and research capacity. We will invest in scholarships to attract top students to the University and increase our postgraduate student numbers by establishing strategic partnerships and creating an outstanding reputation nationally and internationally for our postgraduate pathways, research culture and achievements. STRATEGY

14 It is important that we continue to facilitate, foster and broker engagement through and across multiple communities. ACTION 3: Strengthen engagement and partnerships regionally and nationally To deliver on this action we will: Increase our regional and national presence by extending our research and teaching collaborations with tertiary providers and iwi Engage more effectively with business and government organisations, such as CRIs, DHBs and local bodies, to develop research and teaching partnerships and to pursue undergraduate and postgraduate placements and graduate employment opportunities Widen our engagement strategy related to the life cycle of students from pre-to-post-enrolment with the University Work effectively with iwi to meet their needs and aspirations Connect more effectively with Pacific communities living in New Zealand and in the Pacific Lead community and professional education, as well as act as critic and conscience of society Contribute to the social, environmental, cultural, sporting and intellectual capital of the communities we serve. 12 The University of Waikato

15 3 Context Ongoing local, regional and national engagement is crucial to the University s future relevance. It is important that we continue to facilitate, foster and broker engagement through and across multiple communities, including with potential and past students. The University is ideally placed to connect effectively into social and economic developments in the Central North Island and to strengthen its already significant contribution to the New Zealand economy. Key areas for development include agriculture and sport. The new campus in Tauranga will provide opportunities to deliver targeted research and tertiary education that is aligned with the needs of that region. We will work with Crown Research Institutes (CRIs) and other research entities to establish joint postgraduate programmes in areas of our strengths. We will extend our collaborations with local and regional Government, health boards, businesses and co-operatives to increase access to undergraduate internships, postgraduate research placements and graduate employment opportunities. We will foster a positive and vibrant student culture and prioritise the delivery of teaching and research programmes for the benefit of our wider communities, including Māori and Pacific peoples. This includes acknowledging that the University occupies a public space. Raising the profile of our facilities as a shared resource is consistent with our motto Ko Te Tangata ( for the people ) and will enhance our status as a connected and connecting university. STRATEGY

16 We will weave a programme of internationalisation through all of our activities to prepare our graduates for careers in a global marketplace. ACTION 4: Implement a comprehensive programme of internationalisation To deliver on this action we will: Seek opportunities to establish new and grow existing agreements with strategic international partners to maximise our potential for research collaboration and joint educational programmes Promote our international profile by contributing to issues of global importance and celebrating our teaching and research programmes Attract top quality students from a broader and global market through strategic student recruitment Increase our focus and prioritise our connections with China and ASEAN countries Embed an international perspective in all academic curricula, promote cross-cultural competence and create a multi-cultural campus environment Offer excellent support to all students, including international students Actively engage with our international alumni as global ambassadors. 14 The University of Waikato

17 INTERNATIONALISATION 4 Context While our roots remain deep in the heart of the Central North Island and the peoples who live here, we recognise that a comprehensive programme of internationalisation is essential to a university s relevance in the 21st century. Global reach is interdependent with forming connections, pursuing agreements and fostering significant relationships with strategically selected international partners who share our understanding of the importance and value of joint research degree programmes for postgraduate students. We will weave a programme of internationalisation through all of our activities to prepare our graduates for future-focussed, international careers. This includes embedding an international perspective in teaching programmes, promoting cross-cultural competence, and creating a multi-cultural campus environment. As indicated in Action 1, we will also pursue opportunities for our students to study overseas through our strategic partnerships with other tertiary institutions. We will develop an increasing number of dual degrees and transfer programmes, specifically in the China, South East Asian and European regions. We will continue to prioritise and strengthen links with Asia and China through our strategic regional approach to partnership activities and the recruitment of international students from South East Asia, China, India, the Middle East, Americas and Europe. We will use multilingual means to promote the University and our public-facing documents will reflect our worldleading achievements. Strategic research collaborations, staff exchanges and the international visitors programme will be strengthened to enhance our research, relevance, teaching and the student experience. STRATEGY

18 We will identify and nurture emerging leaders and actively pursue continuous improvement and innovation in our research, teaching, service and business activities. ACTION 5: Embed a culture of innovation, entrepreneurship and leadership across the University To deliver on this action we will: Pursue innovation in our research, teaching, service and business activities Develop leadership skills in our students and staff, and identify and nurture future research, teaching and administrative leaders Support open innovation, knowledge exchange, commercialisation and collaboration with business, government and social enterprises Offer opportunities for the development of entrepreneurial skills through academic programmes, internships and research and development activities Develop and sustain a network of thought leadership to contribute to regional, national and international policy development. 16 The University of Waikato

19 5 Context University research and education are essential components of open innovation systems and play an important role connecting industry, business, regional and national Government, and international communities. They provide a foundation for establishing innovation hubs and contributing to policy, productivity, service improvements and societal outcomes. A culture of innovation, entrepreneurship and leadership is a prerequisite for enhancing the University of Waikato s place in the innovation system and ensuring our relevance and ability to respond to change in ways that are creative and timely. Therefore, we will foster this culture in all our activities, including in our structures and our academic programmes. We will ensure advancement of innovation and economic benefit through, inter alia, knowledge transfer, creation of market relevant intellectual property, commercialisation, licensing, contract research, consultancy, research degree students and undergraduate student placements. We will invest in the best people and prioritise and reward excellence in interdisciplinary research, commercial links and teaching. We will identify and nurture emerging leaders and actively pursue continuous improvement and innovation in our research, teaching, service and business activities. STRATEGY

20 ... we will ensure the effective and efficient use of all resources. ACTION 6: Ensure sustainable practices in all aspects of University activity To deliver on this action we will: Create an internationally unique and inspiring campus environment that is characterised by excellent teaching, flexible learning, a culture of belonging, and the desire to change the world for the better Invest in high quality campus facilities, including student accommodation, and prioritise environmental sustainability in developing and maintaining our campuses Embed the values of access and equity and prioritise social responsibility in our decision-making processes Offer academic programmes that are sustainable, futurefocussed and relevant Implement best employment practices to attract, retain and support excellent staff and implement effective succession planning Implement a suite of well-synchronised services to ensure strategic investment in high-quality teaching and research infrastructure Exercise financial responsibility through the effective and efficient use of all resources Pursue institutional development that is informed by sound analysis and planning and responsive to the changing tertiary environment. 18 The University of Waikato

21 SUSTAINABILITY 6 Context This strategy is an ambitious articulation of our future and will require strategic investment if it is to be achieved. Our park-like campus in Hamilton is one of our distinctive features and we will continue to develop this in a sustainable manner for the benefit of students, staff and the community. The campus development in Tauranga will be pursued through our regional partnership. Developments in both Hamilton and Tauranga will include access to the latest technology to enhance staff capability and the learning experience of our students. Curriculum renewal, accompanied by staff teaching development, will ensure our courses are futurefocussed and relevant to the needs of our students and communities. Excellent research will be supported, as will new and emerging researchers. We recognise our responsibility for ethical decision-making and operations, including our employment practices. Our faculties and divisions will connect effectively with each other to provide seamless and integrated services. We will articulate and promote the distinctiveness of the Waikato experience, including the benefits of our campuses, in order to attract and retain the best staff and students. In order to be financially responsible and sustainable, we will ensure the effective and efficient use of resources. This includes clarifying and investing in our areas of strength and distinction and being proactive in developing priority areas. Our budget model and financial planning processes will be transparent, relevant, efficient, realistic and effective in supporting the achievement of the University s short, medium and long-term goals. Activities that support the recruitment and retention of students will be informed by a sound understanding of the University s current and intended student profile and targets for specific cohorts. STRATEGY

22 We are committed to connecting strongly with our region and nation.

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24 AT THE UNIVERSITY OF WAIKATO, THE POSSIBILITIES ARE ENDLESS. TŌ TE WHARE WĀNANGA O WAIKATO, HE KURA TOI E KORE E MIMITI. The University of Waikato Toll Free: 0800 WAIKATO Private Bag Hamilton info@waikato.ac.nz New Zealand Website: The University of Waikato, February 2014.