Our vision is to be Australia’s premier regional university. Our strategic plan outlines how we will achieve this vision. UniSC’s journey has been exceptional in achievement as a community-focused higher education institution. The University was founded in 1996 by, and for, the community.
UniSC’s aspiration has been to partner with regions as they grew and developed, 提供新的功能, build capacity and form strategic partnerships to support local success. 虽然该地区已经扩大, with 新宝体育官网 facilities now located across South East Queensland, 社区重点保持不变. Meeting the non-exclusive challenges of growth and maturation as a distinctive regional university continues to be the context for our decision making.
The world today is in transition more than any time in the last 25 years. There are deep economic, societal and environmental changes occurring. These impact the roles and responsibilities of the University in the community. Australians are reconsidering their life balance, and with this comes fundamental questions:
- What is the future of work and what does it mean to be job-ready?
- What should Australia’s sovereign capabilities be?
- How do people engage with, and obtain equitable access to, education, employment and human services?
- What are the hallmarks of a fair Australian society?
UniSC must continue to reflect the contemporary understanding of Australia and its regions and play a major role in addressing these questions. 这样做的时候, we ensure our regions are best placed to take advantage of opportunities and address emerging challenges in order to thrive and prosper.
UniSC的战略计划 2021-2024 has been developed in consultation with 工作人员 and other key stakeholders. UniSC has considered our commitment to respect, protect and promote human rights when developing the strategies that are included in this plan. The Strategic 计划 also reflects Unite and Recover, the Queensland Government’s objectives for the community.
Inspire more people to achieve their ambitions through education.
UniSC will support more people to achieve their ambitions by improving tertiary education access, 参与和成功.
1.1 Increase participation and support life-long learning through streamlined access pathways, 多样化的学习选择, 和合作伙伴.
1.2 Attract and retain a diverse domestic and international student community with relevant program offerings matched to market demand.
1.3 Enhance the student experience to maximise student success and support accessibility and equity outcomes.
- Improved student retention rate compared to national benchmark.
Enable more people to work, contribute, and innovate in their local and global communities.
UniSC will help our graduates become skilled, future-ready, 对社会负责, entrepreneurial and in-demand contributors to their communities, 不管他们在哪里, whether working for themselves or for others, 在有偿或自愿的工作中.
2.1 Develop quality curricula that supports student success.
2.2 Expand and enhance work-integrated learning opportunities to increase the readiness of graduates to enter the employment market.
2.3 Build UniSC’s organisational capability to enable improved graduate employability outcomes.
Produce 研究 outcomes that make a difference.
UniSC会改变新宝体育官网当地的, national and international communities by undertaking 研究 that is strategically aligned, 区域效益和
3.1 Build critical mass of 区域效益和 在全球范围内有效的 研究 activity aligned to areas of existing and emerging strength.
3.2发展壮大, collaborative and productive 研究 partnerships that contribute to genuine innovation and knowledge generation and have sustained benefits for end-users.
3.3 Establish a 研究er development framework encompassing HDR students and 研究 工作人员 that encourages development and application of novel, 相关和有用的研究.
- Improved ERA performance (with annual target for improved publication citation impact).
- Increased engagement and impact performance (with annual target for relevant HERDC income categories).
Empower communities to thrive through dynamic and productive partnerships.
UniSC can help drive growth in prosperity and human potential in our communities by forging powerful industry, 政府, 区域和全球伙伴关系.
4.1 Be a catalyst for development of mutually beneficial partnerships with Aboriginal and Torres Strait Islander leaders and communities in the regions
4.2 Achieve a distinctive identity and contribution for each UniSC campus through alignment with regional priorities.
4.3 Initiate and strengthen mutually beneficial partnerships and collaborations, 本地及全球, 它们与, 并为, UniSC’s teaching and 研究 areas of focus.
4.4 Strengthen UniSC’s organisational capacity for effective engagement and ensure the public positioning reflects the University’s strategic aspirations.
Times Higher Education’s university global impact assessment.
Build a contemporary, sustainable, accessible university.
UniSC can ensure our assets are fit-for-purpose, sustainable and accessible to all our communities by creating a future-facing university underpinned by appropriate digital and physical infrastructure and sustainable business models.
5.1 Future-proof the University through focused growth that embraces opportunities and delivers sustained financial security.
5.2 Re-envision UniSC campuses to reflect student, 工作人员, community and environmental sustainability aspirations.
5.3 Create a University digital strategy that aligns with, 和促进, contemporary digital practices and expectations.
5.4 Maximise infrastructure investment by aligning innovation opportunities with UniSC teaching and 研究 activities.
- Increased revenue associated with UniSC’s core business activities of teaching and 研究.
- Maintain or reduce carbon dioxide emission levels.
- Infrastructure and procurement activities are leveraged to develop teaching, 研究, and commercialisation opportunities with industry partners.
UniSC will foster a positive organisational culture and deliver a highly skilled and highly engaged workforce by nurturing and attracting talent to build leadership,
6.1 Develop a workplace that nurtures, attracts and retains a diverse and high-performing workforce.
6.2 Develop capability at all levels of the organisation to foster expertise, encourage contemporary practice and realise the full potential of our people.
6.培养道德修养, 尊重, cooperative and collaborative culture that crosses geographic and departmental boundaries.
6.4 Ensure that HR governance and management frameworks are in place to support a highperforming, 安全和负责任的劳动力队伍.
6.5 Ensure that corporate governance and management frameworks are in place to support operations within the University’s approved risk appetite.
- Improved positive employer brand recognition.
- Metrics established with improved workforce diversity participation rates.
The University’s 计划ning and Reporting Framework is designed to support the implementation of this plan and the realisation of our vision to become Australia’s premier regional university.
It will ensure that 工作人员 across the University understand their role in achieving this vision and delivering our goals and strategies.
The Strategic 计划 identifies Key Performance Indicators (KPI) for each of the six goals. Performance against these kpi will be reviewed throughout the year and reported to Council to monitor progress in achieving these targets.
The initiatives to be delivered against the strategies for each of the six Strategic 计划 goals will be identified in the University’s Top Level 计划s — the Academic 计划 (Opportunity and Employability goals), 研究计划(研究影响目标), Engagement 计划 (Engagement goal) and Corporate 计划 (Infrastructure and People and Culture goals). Additional measures for Top Level 计划 Indicators (TLPIs) will also be nominated to enable more detailed monitoring of performance.
These initiatives will then be incorporated into UniSC’s annual Operational 计划 with progress monitored and reported on a quarterly basis as part of the annual planning process.
Schools and departments will also develop specific annual action plans for each organisational area of the University to demonstrate how the school/department will support the delivery of the Strategic and Top Level 计划s. Progress on these action plans will be monitored and reported on a quarterly basis.
Underpinning these plans is the performance planning and review (PPR) process for individual 工作人员 to ensure alignment between the performance and development of individual 工作人员, 工作区域计划和优先级, top level plans and the University’s Strategic 计划.