EXCELLENT, ENGAGED AND ACCESSIBLE - VICTORIA UNIVERSITY'S STRATEGIC PLAN TO BE A GREAT UNIVERSITY OF THE 21ST CENTURY, 2012 2016 - Campus Travel
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
EXCELLENT, ENGAGED AND ACCESSIBLE VICTORIA UNIVERSITY’S STRATEGIC PLAN TO BE A GREAT UNIVERSITY OF THE 21ST CENTURY, 2012 – 2016 November 2011 vu.edu.au
CONTENTS
PREAMBLE 2
VICTORIA UNIVERSITY’S STRATEGIC PLAN, 2012-2016: SUMMARY 4
THREE KEY FACTS 6
VISION, MISSION, VALUES AND BEHAVIOURS 7
STRATEGIC OBJECTIVES: WHAT WE WILL ACHIEVE BY 2020 8
HIGH LEVEL GOALS 8
DISTINCTIVE SPECIALISATIONS 9
WHAT WE WILL ACHIEVE BY 2020 10
A DYNAMIC AND PROSPEROUS ORGANISATION AND AN EMPLOYER AND PARTNER OF CHOICE 11
TARGETS 12
STRATEGIC PILLARS 13
1. THE VICTORIA UNIVERSITY CURRICULUM AND THE STUDENT EXPERIENCE STRATEGY 14
2. VICTORIA UNIVERSITY RESEARCH AND KNOWLEDGE EXCHANGE STRATEGY 14
3. INDUSTRY, COMMUNITY AND EXTERNAL AFFAIRS STRATEGY 15
4. INTERNATIONAL STRATEGY 15
5. ORGANISATIONAL DEVELOPMENT AND RESOURCES STRATEGY 16
6. CAMPUS AND INFRASTRUCTURE STRATEGY 16
Victoria University’s Strategic Plan 2012–2016 1
PREAMBLE
Historical Background A Great University of the 21st Century: Tertiary and Pre-Tertiary Education
Victoria University represents an amalgam of Built on Excellence, Engagement and Victoria University provides pre-tertiary education
different educational institutions and traditions, Accessibility programs (Australian Qualifications Framework
dating as far back as 1916 with the establishment In contrast to the 20th century when tertiary levels 1-3) as well as programs at the tertiary level
of Footscray Technical School and operating education was only for a small elite, in the 21st (AQF levels 4-10). The ability to provide excellent
in different locations. Victoria University was century, the majority of the population in advanced pre-tertiary programs is a great asset to Victoria
established as a university in 1990 and after countries will need to attain a tertiary education. University. It enables the University to provide
twenty years as a multi-sector university is Therefore, the world will need to find the way to opportunities to those with limited school education
maturing into a coherent, unified university, with a be successful in educating a large and very diverse to succeed in tertiary education, as well as contribute
vision and mission that binds its constituent parts. population at the tertiary level. Victoria University to community development in Melbourne’s west
In the last decade the University has also become can be an international leader in providing access by growing the population’s capabilities through
firmly established as a leader in transnational to an excellent tertiary education to this diverse education and provide a ‘whole-of-industry’ service
education with partners in China, Malaysia, and population, earning a reputation as a great from Certificate 1 to PhD in selected industries.
other countries, especially in Asia. university of the 21st century. For those who are As well as seeking to have a positive impact
not ready for a tertiary education, access will on industry and community, a major reason for
The Competitive Environment also be provided to an excellent pre-tertiary increasing our research performance is to enhance our
education. education programs. Victoria University recognises
The new demand-driven tertiary education market
Students will choose us if we develop a reputation the importance of having strong connections
is characterised by increased competition with
for excellence as well as access, and to be part between our learning and teaching programs and our
uncapped funding from both Commonwealth and
of a diverse population of students, a feature of the research and ensuring that this integration is evident
State-funded programs. This new less regulated
rich student experience at Victoria University. in the student experience at Victoria University. This
environment provides great opportunities for
connectedness is important to ensuring the quality of
Victoria University to make its mark locally and A third cornerstone of being a great 21st century
both learning and teaching and research, to exposing
globally. However, the competitive environment university will be deep engagement of staff
our students to how new knowledge is created and
also raises the bar in terms of the need to have a and students with industry, the community and
applied and to enhancing our students’ learning
distinctive and attractive offer to students, industry international partners, the foundations for which
experiences. The Distinctive Specialisations promote
and other clients for our learning and teaching, are already well in place at Victoria University.
cross-disciplinary collaboration across learning and
research and knowledge exchange. Opportunities This will provide an important key to how we will
teaching and research and knowledge exchange to
are also growing for Victoria University to operate achieve the twin goals of access and excellence.
ensure that our students have opportunity through-
in other countries that are increasingly opening
out their tertiary studies to be exposed to expertise
their doors to international universities.
and knowledge that is at least nationally, if not world
renowned.
2 Victoria University’s Strategic Plan 2012–2016
21st Century Skills and Capabilities Victoria University: Global, Distributed On-campus education will continue to be an
for Our Graduates and the Victoria and Ubiquitous important focus for the university in the foreseeable
University Curriculum future, even if we make headway in work-based,
Three long term scenarios are envisaged as possible
and on-line and blended learning. Our campuses
To become a great university of the 21st century, pathways for the University to be widely viewed
will need to be exciting places for students
we must ensure our graduates are equipped as a great university of the 21st century: the
and staff and very visible and accessible to the
with the capabilities they need for their work global university; the distributed university; and
community.
and their lives. Skills such as problem solving, the ubiquitous university. If Victoria University
becomes a global university, it will build on its Each campus precinct will need a distinctive
teamwork, cross-cultural and communication skills
international reputation as a leading transnational purpose that fits with the vision and mission of the
are increasingly important, as well as skills and
university especially in Asia, to operate in a number University as whole. The hub of the University is
knowledge that relate to specific disciplines, trades
of continents, providing a world renowned offer, Footscray, which over time, can become an exciting
and professions.
probably in a limited number of fields. If it becomes ‘university town’ at the heart of what demographer
In the next decade, we expect growth in Bernard Salt has described as the “golden crescent
a distributed university, it will partner with a
existing workers and mature age adults seeking of the inner west”1 of Melbourne.
number of other high quality providers, or operate
opportunities to develop their careers and life
as part of a network of providers. If it becomes a
skills through education and that about half of our
ubiquitous university, it will be operating in firms,
students will be employed people seeking further
in the community and on-line, as well as on any
qualifications. We anticipate that such learners will
campus operations it still has.
prefer new mixes of qualifications and pathways.
Professor Peter Dawkins
As any of these models, or a blend of all three,
Vice-Chancellor and President
could eventuate, it would be strategic to keep all
options open. Under any of the three scenarios,
we will need to have a capability that is among
the very best available to students and other
clients, and if we are going to invest in all three
possibilities, we will need to be very focused on
what we are going to be renowned for.
1
Salt, BC (2011) Middle class on the move: how cultural change is shaping Melbourne’s west, KPMG, Melbourne.
Victoria University’s Strategic Plan 2012–2016 3
VICTORIA UNIVERSITY’S
STRATEGIC PLAN 2012–2016
SUMMARY
Vision Mission
Victoria University will be excellent, engaged and accessible and Through its distinctive approach to curriculum, the student experience,
internationally recognised for its leadership in research and knowledge exchange, emphasising engagement with industry
and the community, Victoria University will be renowned for
• e mpowering a diverse community of students to grow their capabilities
and transform their lives; • empowering students from diverse countries and cultures, socio-
economic and educational backgrounds, to be successful lifelong
• engaging with industry and community to make the world a better
learners, grow their skills and capabilities for the changing world of
place, through the creation, sharing and use of new knowledge.
work, and be confident, creative, ethical and respectful, local and global
citizens;
• finding creative and evidence-based solutions to important contemporary
challenges in Australia, Asia and globally, relating especially to education
and lifelong learning, to health and active living, to the cultural
diversity and well-being of communities, to economic development and
environmental sustainability, and to the success of particular industries
and places, especially our heartland of the West of Melbourne, Australia’s
fastest growing region.
4 Victoria University’s Strategic Plan 2012–2016
Strategic Objectives: by 2020 Victoria University will be...
Strategic Pillars
Learning and Teaching Research Knowledge Exchange and Targets
High Level 1. A n outstanding learning and 2(a) In the top 20 Universities in 3(a) A n Australian leader in Six strategic pillars provide the
Goals teaching institution, recognised as Australia for research, with knowledge exchange framework for the development
(a) A leading university by world an emphasis on applied and with business, government of sub-plans, to drive the
standards in learning and teaching translational research. and the community, to achievement of our strategic
and the student experience of tertiary make the world a better intent, in an integrated way.
students from diverse countries, place. 1. The Victoria University
cultures, socio-economic and Curriculum and Student
educational backgrounds. Experience Strategy
(b) A leading provider in Victoria of the 2. Victoria University
pre-tertiary education for students Research and
from diverse backgrounds, especially Knowledge Exchange
in the West of Melbourne. Strategy
3. Industry, Community
Distinctive 1(c) Internationally renowned 2(b) Well known for its 3(b) W
ell known for and External Affairs
Specialisations for its distinctive curriculum interdisciplinary research, its contribution to Strategy
and approach to learning and in the following thematic areas: education, the economy,
teaching, emphasising work- Education, Lifelong Learning society and environment 4. International Strategy
integrated learning, & Workforce Development; in particular 5. Organisational
community-integrated Health, Active Living & Sport; places especially: our Development and
learning, learning-integrated Environmental Sustainability; heartland the West Resources Strategy
work, problem solving and Cultural Diversity; and the of Melbourne, the 6. Campus and
cross-cultural skills, across all performance and well-being of State of Victoria, after Infrastructure Strategy
its Faculties, covering disciplines, particular places and industries (see which we are named, and
professions and trades in Business, all of 3 and 4(b). Timor-Leste, which
Law, Health, Engineering, ICT, we have well established Targets
2(c) R ated as at or above world
Science, Arts, Education, Human standard for research in relationships. In implementing this strategic
Development, Human, Community at least fifteen four digit 3(c) W
ell known for plan we will aim for a range of
and Personal Services and Technical disciplines, relevant to the knowledge exchange ambitious 2020 targets under
Trades. interdisciplinary themes above, between Australia and each pillar, to reflect the 5
e.g. in Environmental Sustainability other countries in the Asia- objectives.
this could include: Civil, Chemical, Pacific, especially, China, We will monitor our progress
Electrical and Environmental India and Malaysia; towards these targets, with
Engineering, Applied Economics and and in particular interim targets for 2016 being
Psychology. industries (see 4(b). a particular focus of this five
year plan.
4(a) Nationally and in some cases world renowned, for its knowledge and expertise in particular focussed
areas and topics, through its Institutes, Centres, Faculty and cross-Faculty groups and external
collaborations in teaching, research and knowledge exchange; becoming world renowned in Sport, Exercise and
Active Living by 2016; and world renowned in at least three other areas by 2020 with the following areas
being highly prospective: Water & Renewable Energy; Food & Nutrition; Logistics & Supply Chain Management & Systems;
Education, Lifelong Learning & Workforce Development; Local & Regional, Economic, Social & Community Development;
Disease Prevention & Management; Major Events; and Creative Arts & Creative Writing.
4(b) A national leader in education, workforce development, research and knowledge exchange in at least five of the
following industry clusters: Built Environment; Community & Mental Health Services; Cultural & Creative Industries;
Education & Early Childhood Development; Financial Services; Food Manufacturing; Health; Law & Legal Services; Sport &
Recreation; Tourism & Hospitality; Transport & Logistics.
A Dynamic 5. Well known as a dynamic and prosperous organisation and an employer and partner of choice. Values Behaviours
Organisation Access Engagement
Excellence Collegiality
Respect Courage
Victoria University’s Strategic Plan 2012–2016 5
THREE KEY FACTS
Three key facts about Victoria University encompass its distinctiveness,
which along with the University’s values underpin this Strategic Plan.
KEY FACT 1: KEY FACT 2: location for many students - and a number of
Diversity of Student Connection with Industry locations in the West of Melbourne at stand-alone
Population and Range of Victoria University has stronger connections with
campuses (St. Albans, Sunshine, Werribee and
Educational Offer industry, the trades and professions than most
Melton as well as in Footscray) and integrated
facilities with industry, government and community
Victoria University has a very diverse student universities, shaping its offer to students around
organisations. This integration, both in physical
population. Students come from a wide range of industry needs. Work-integrated learning is central
infrastructure and also in working with them
countries, cultures, socio-economic and educational to this, as is Victoria University’s commitment to
to develop and grow through the exchange of
backgrounds, and this profile is complemented knowledge exchange (including applied research) in
knowledge as well as education and training is
by an increasingly diverse staff population. In a number of industry sectors.
integral to what we do.
this globalised world, cross-cultural skills are at a
premium and Victoria University is well placed to be KEY FACT 3: Victoria University is also well recognised as an
a leader in fostering them. Victoria University also Geography and international university operating transnationally
has a well established reputation for participation in Community with partners, especially in the Asia-Pacific.
tertiary education among students from low socio- Victoria University is a leader in this area, with
The West of Melbourne (Victoria’s and Australia’s
economic backgrounds, which is now regarded as a more off-shore international students than on-
fastest growing region), is Victoria University’s
major national priority. shore international students. As an international
heartland . Victoria University is based in Footscray
university, preparing our students to be successful
Linked with the diversity of educational which over time, we believe can become an exciting
global citizens and ensuring that our researchers
backgrounds of its students, Victoria University university town at the heart of what Bernard Salt has
are internationally engaged will continue to be
offers programs at all levels of the Australian described as the “golden crescent of the inner west”.
a priority. As globalisation progresses, it will
Qualifications Framework (AQF), at the pre-tertiary
The University has a substantial presence in the be important for us to have an increasingly
levels 1-3, as well as at tertiary levels 4-10. It also
western part of Melbourne’s CBD - a popular international presence and outlook.
has strong connections with secondary, primary
and pre-primary education, providing pathways
between sectors, and is committed to lifelong
learning. Victoria University is well placed to be a
‘one-stop shop for lifelong learning’.
1
Taken from Victoria University Act 2010 http://
www.austlii.edu.au/au/legis/vic/num_act/
vua201014o2010308/s3.html
“Western Metropolitan region of Melbourne”
means the following—
(a) Brimbank City Council;
(b) Hobson’s Bay City Council;
(c) Maribyrnong City Council;
(d) Moonee Valley City Council;
(e) Hume City Council;
(f) Wyndham City Council;
(g) Melton Shire.
2
Salt B (2011) op cit
6 Victoria University’s Strategic Plan 2012–2016
VISION, MISSION,
VALUES AND BEHAVIOURS
VISION • finding creative and evidence-based solutions • Respect
to important contemporary challenges in The staff and students of Victoria University
Victoria University will be excellent, engaged and
Australia, Asia and globally, relating especially demonstrate respect for others from diverse
accessible and internationally recognised for its
to education and lifelong learning, to health countries and cultures, educational and socio-
leadership in
and active living, to the cultural diversity economic backgrounds, and for the natural
• empowering a diverse community of students and well-being of communities, to economic environment.
to grow their capabilities and transform their development and environmental sustainability,
lives; and to the success of particular industries and BEHAVIOURS
• engaging with industry and community to make places, especially our heartland of the West of In living out these values, the following behaviours
the world a better place, through the creation, Melbourne, Australia’s fastest growing region. are encouraged in the pursuit of the University’s
sharing and use of new knowledge. vision and mission
VALUES • Engagement
MISSION
The University’s values underpin our vision Victoria University is proactive in building
Through its distinctive approach to curriculum, relations with industry, government, community
and mission, and are integral to guiding the
the student experience, research and knowledge and other education and training providers for
implementation of this Strategic Plan. They are
exchange, emphasising engagement with industry the mutual benefit of the partners and the
and the community, Victoria University will be • Access
university.
renowned for Victoria University is an accessible and friendly
university to students and staff from diverse • Collegiality
• empowering students from diverse countries The Victoria University community
countries and cultures, socio-economic and
and cultures, socio-economic and educational demonstrates collegiality and teamwork with
educational backgrounds, as well as to our
backgrounds to be successful lifelong learners, fellow students and staff.
industry, government and community partners.
grow their skills and capabilities for the
• Excellence • Courage, boldness, innovation
changing world of work, and be confident,
Victoria University is committed to excellence in and agility
creative, ethical and respectful, local and global
education, research and knowledge exchange. Victoria University pursues its mission with
citizens;
courage, boldness, innovation and agility.
Victoria University’s Strategic Plan 2012–2016 7
STRATEGIC OBJECTIVES:
WHAT WE WILL ACHIEVE BY 2020
HIGH LEVEL GOALS
Learning and Teaching High Level Goals • for engaging a wide diversity of students in Knowledge Exchange High Level Goals
pre-tertiary education to become successful
1. Victoria University will be an outstanding 3(a) Victoria University will be an Australian
learners, especially in the West of Melbourne
learning and teaching institution, recognised leader in exchanging knowledge with
and provide pathways for students aiming to
(a) As a leading university by world business, government and the community,
progress from pre-tertiary to tertiary education.
standards in learning and teaching to make the world a better place.
• for our commitment to education for
and the student experience of tertiary
sustainability to ensure our graduates contribute We will be well known
students from diverse countries,
to the long term sustainability of our natural • for our contribution to education, the
cultures, socio-economic and educational
environment. economy, society and environment through
backgrounds.
knowledge exchange in particular places
(b) As a leading provider in Victoria, of the Research High Level Goals
(See elaboration under objective 3(b) under
pre-tertiary education for students from
2(a) Victoria University will be in the top 20 ‘Distinctive Specialisations’).
diverse backgrounds, especially for
universities in Australia for research, with
students from the West of Melbourne. • for knowledge exchange in areas of its
an emphasis on applied and translational
expertise between Australia and other
research.
We will be well known countries in the Asia-Pacific (See elaboration
• n ationally and internationally, for under 3(c).
We will be well known
our distinctive curriculum to produce • n ationally for knowledge exchange with
• for our interdisciplinary research, especially
graduates with 21st century generic skills particular industries.
relating to specific themes. (See elaboration
(see objective 1(c) under ‘Distinctive (For an elaboration and a list of industries
of this in objective 2(b) under ‘Distinctive
Specialisations’), as well as successful see objectives 3(d) and 4(b).
Specialisations’).
learners in their chosen fields.
• h ighly rated for our discipline based research,
• n ationally and internationally, for our especially in identified disciplines relevant
blended model of e-learning, on-campus and to the interdisciplinary themes. (See
work-based learning to provide maximum elaboration of this in objective 2(c) under
flexibility for a diverse community of ‘Distinctive Specialisations’).
students. Our campuses and other learning
locations will exhibit superb individual and
collaborative learning facilities and will also
be well integrated with industry and the
community.
• n ationally and internationally, for our
transnational education provision, especially
in Asian countries.
• a s a national leader in modernising the
apprenticeship system to support Australia’s
productivity, skills and participation agenda
and the growth of industries that are critical
to the economy and community.
8 Victoria University’s Strategic Plan 2012–2016STRATEGIC OBJECTIVES:
WHAT WE WILL ACHIEVE BY 2020
DISTINCTIVE SPECIALISATIONS
Distinctive Specialisations in society and the environment of particular • at least three other areas by 2020
Learning and Teaching places especially with the following areas being highly
• the West of Melbourne (our heartland) prospective
1(c) Victoria University will be internationally
• the State of Victoria (after which we are – Water and Renewable Energy
renowned for its distinctive curriculum and
approach to learning and teaching, across named) – Food and Nutrition
all of its Faculties, covering disciplines, • T imor-Leste (with which we have well – L ogistics and Supply Chain
professions and trades in Business, Law, established relationships) Management and Systems
Health, Engineering, ICT, Science, Arts, 3(c) Victoria University will be well known – E ducation, Lifelong Learning and
Education, Human Development, Human for knowledge exchange in its areas of Workforce Development
Services, Personal Services and Technical expertise, between Australia and other – L ocal and Regional Economic, Social
Trades. countries in the Asia-Pacific, especially and Community Development
Emphasising work-integrated learning, • China – Disease Prevention and Management
community-integrated learning, learning-
• India – Major Events
integrated work, problem solving and
• Malaysia – Creative Arts and Creative Writing
cross-cultural skills.
The selection of the places and countries is These areas have been selected because
Distinctive Specialisations in Research based upon the strong links we have already they are either existing areas of recognised
2(b) Victoria University will be well known for established. strength nationally, strategically important
its interdisciplinary research, especially 3(d) Victoria University will be well known for Melbourne and the West of Melbourne,
relating to the following themes for knowledge exchange with particular central to the University’s mission,
• Education, Lifelong Learning and Workforce industries. important for the future of the world and/
Development (For a list of industries see objective 4(b). or inter-disciplinary in nature with a range
Knowledge exchange with industry can occur, of Faculties/Institutes across the University
• Environmental Sustainability
for example, through learning and teaching with current or potential strengths in the area
• Health, Active Living and Sport able to contribute.
(e.g. through work-integrated learning and
• Cultural Diversity industry tailored programs, especially at the 4(b) Victoria University will develop a strategy
• The performance and well-being of postgraduate level), and as the result of for each of the following industry clusters
particular industries and places (see also applied industry relevant research. and intends to be a national leader in
objectives 3(b), 3(c), 3(d) and 4(b)) education and workforce development,
2(c) Victoria University will be rated at or Nationally and World Renowned research and knowledge exchange, for at
above world standard in at least fifteen Distinctive Specialisations least five (5) of the following
(15) four digit discipline areas relevant to 4(a) Victoria University will be nationally and • Built Environment
the interdisciplinary themes in some cases world-renowned for its • Community and Mental Health Services
For example, in Environmental Sustainability knowledge and expertise in particular • Cultural and Creative Industries
this could include: Chemical, Civil, Electrical focused areas and topics, through its
• Education and Early Childhood
and Environmental Engineering, Applied Institutes, Centres, Faculty and cross-
Development
Economics and Psychology. Faculty groups and external collaborations
in its teaching, research and knowledge • Financial Services
Distinctive Specialisations in exchange becoming world renowned in • Food Manufacturing
Knowledge Exchange • Sport, Exercise and Active Living by 2016; • Health
3(b) Victoria University will be well known for and • Law and Legal Services
its contribution to education, the economy, • Tourism and Hospitality
Victoria University’s Strategic Plan 2012–2016 9STRATEGIC OBJECTIVES:
WHAT WE WILL ACHIEVE BY 2020
• Transport and Logistics
• Sport and Recreation
These industries are very important for the 21st century.
We have an established capability in education and training
across the Australian Qualifications Framework in several
of these areas. With further development the University
could provide a whole of industry service, as an educator,
researcher, and in exchanging knowledge, including through
enterprise education and consulting.
10 Victoria University’s Strategic Plan 2012–2016STRATEGIC OBJECTIVES:
WHAT WE WILL ACHIEVE BY 2020
A DYNAMIC AND PROSPEROUS
ORGANISATION AND AN EMPLOYER
AND PARTNER OF CHOICE
5. Victoria University will be well known as a as well as other education and research
dynamic and prosperous organisation and an organisations.
employer and partner of choice characterised • a university that has a wide variety of clients
as which enables a diversified funding base and
• a university willing to be bold, courageous a financially independent and prosperous
and agile, capable of responding strategically university.
and rapidly to the changing world and • a university adept at making the best use
competitive markets in which it operates. of its available resources with a focus on
• b eing an employer of choice, committed to effective, streamlined and aligned processes.
the ongoing development of a high quality, • a university committed to achieving
capable and diverse workforce. environmental sustainability and fostering
• a n outstanding and responsive partner for education for sustainability.
industry, government and the community
Victoria University’s Strategic Plan 2012–2016 11TARGETS
In implementing this strategic plan we will set a range of ambitious targets
to aim for in 2020, and monitor our progress towards them, with interim
targets for 2016 being a particular focus of this plan.
Curriculum, Learning and Teaching Knowledge Exchange A Dynamic Organisation and Employer
and Students Metrics will be developed to monitor our progress and Partner of Choice
Targets relating, for example, to student feedback, towards being an Australian leader in knowledge In this plan we aim to be a dynamic, prosperous,
graduate employment destinations, the acquisition exchange with business, government and the and agile employer of choice with a high quality,
of generic skills and capabilities such as cross- community, to make the world a better place. This capable and diverse workforce, with a growing and
cultural skills, will be set. These targets will will include a particular focus on having an impact diversified funding base, making the best use of
correspond with the aims of being an outstanding in particular places and industries. available resources with effective streamlines and
institution in learning and teaching, a leading aligned processes. Alongside this we are committed
institution by world standards in tertiary education World Renowned to environmental sustainability and equity and
of students from diverse countries, cultures, diversity. A range of metrics relating to the
socio-economic and educational backgrounds, In this plan we aim to be world renowned in at workforce and its levels of engagement, to financial
and a Victorian leader in pre-tertiary education least four focused areas and topics by 2020, in prosperity and the effective use of resources, will
of students from diverse backgrounds. Being relation to teaching, research and knowledge be used to monitor this. Targets relating to the
recognised locally, nationally and internationally as exchange. At the outset nine areas have been quality and effective use of our infrastructure, and
leaders in particular fields will be part of this. Being identified as highly prospective and the necessary the progress towards the vision for our campuses
a leader in transnational education will be another profile for these areas to be considered world will also be set.
measurable aim. renowned will be set and progress monitored.
Strategic investments will be made to ensure
the achievement of the 2020 target. In a rapidly
Research changing world, the identification and definition
Targets will be set for research output and of the areas may be modified along the way.
external research income to be able to monitor Meanwhile by 2016 we aim to be world renowned
our progress towards the aim of being in the top for teaching, research and knowledge exchange in
twenty universities in Australia for research. As Sport, Exercise and Active living.
well as aggregate measures of research output and
income, targets will be set for recognition as being
at or above world standard in particular discipline
areas, and for being world renowned in particular
areas of strength and nationally renowned as
leaders in others.
12 Victoria University’s Strategic Plan 2012–2016STRATEGIC PILLARS
Six strategic pillars will have integrated The third pillar, Industry, Community The final two pillars are enabling
sub-plans to drive the achievement of and External Affairs Strategy relates strategies, they are
the strategic objectives. to Victoria University’s aspirations to • Organisational Development and
be the partner of choice for industry, Resources Strategy
The first two pillars relate directly to
government and community. • Campus and Infrastructure
the two parts of the mission, they are
• The Victoria University Curriculum The fourth strategic pillar, our Strategy
and Student Experience Strategy International Strategy relates to This section outlines the objectives
• Victoria University Research and Victoria University’s mission to be a for each of these pillars and the
Knowledge Exchange Strategy university on the global stage and our associated targets and strategies to
commitment to preparing our students achieve this.
to be global citizens.
Victoria University’s Strategic Plan 2012–2016 131 THE VICTORIA UNIVERSITY CURRICULUM 2. VICTORIA UNIVERSITY RESEARCH AND AND THE STUDENT EXPERIENCE strategy KNOWLEDGE EXCHANGE STRATEGY STRATEGIES STRATEGIES 1. Victoria University Curriculum Commission and Tertiary 1. Research Curriculum Framework Develop a Research Strategy to grow Victoria University’s research Establish a Curriculum Commission to develop and implement Victoria capability, especially in applied and translational research in the context University’s Curriculum Framework and oversee other projects in this of a number of distinctive specialisations associated with interdisciplinary strategic pillar. May 2012 themes (see 2(b) on page 9) and associated disciplinary areas (see 2(c) 2. The Victoria University Pre-Tertiary Curriculum on page 9). Develop a pre-tertiary (AQF 1-3) framework and alignment of these 2. Knowledge Exchange in Industry Clusters qualifications, as much as possible, with the Victoria University Curriculum Develop a knowledge exchange strategy relating to the eleven industry Framework. May 2012 clusters (see 3(d) and 4(b) on page 9). 3. The Integrated Education Program (IEP) 3. West of Melbourne and Timor-Leste Accelerate this program to (a) design diplomas as alternative first year Develop and implement a plan which addresses the educational, economic, programs for bachelor degrees, and (b) design integrated curricula for social and sustainable development of the West of Melbourne and vocational graduate certificates/vocational graduate diplomas and masters contribute to the development of Timor-Leste. degrees. Dec. 2012 4. State of Victoria 4. Blended and e-learning delivery strategy Develop and implement a strategy to provide leadership on issues of Develop a blended and e-learning strategy to implement a systematic importance to the State of Victoria after which the University is named. approach to developing the range of blended delivery strategies, including 5. Knowledge Exchange with International Partners e-learning, required to meet the diverse learning needs and preferences of Develop a strategy to exchange knowledge with educational and industry our learners. partners in other countries, especially China, Malaysia and India (e.g. 5. Student engagement and the student experience regarding logistics in China and tourism in Malaysia). Align all aspects of student engagement and experience to complement the Victoria University Curriculum Framework and accommodate all co-curricular learning experiences. May 2012 6. Social inclusion Build upon the existing social inclusion and equity strategy to widen the opportunities for non-traditional students to access and succeed in tertiary education and in particular, grow the proportion of students from Aboriginal or Torres Strait Islander backgrounds choosing Victoria University to support them to participate in both community and education, and assist their transition into the workplace. 7. Distinctive Specialisations Establish outstanding reputations in designated disciplines and/or areas of study (see page 9). 8. Teaching Capability Develop a Victoria University teaching capability framework that encompasses the pedagogies of the Victoria University Curriculum Framework. May 2012 14 Victoria University’s Strategic Plan 2012–2016
3. INDUSTRY, COMMUNITY AND EXTERNAL 4. INTERNATIONAL STRATEGY
AFFAIRS STRATEGY
STRATEGIES STRATEGIES
1. Partnerships 1. International Strategy
Develop a partnership strategy that supports the strategic objectives of this Develop an international strategy, comprising of offshore and onshore
plan and includes enhancing our existing partnerships and developing new strategies as well plans to internationalise the curriculum and workforce to
strategic partnerships. achieve the international aspects of the strategic objectives.
2. Local Government Areas Engagement Framework 2. Internationalising the Curriculum
Develop an ongoing consultative framework with the LGAs and develop Ensure that internationalising the curriculum is reflected in the Victoria
collaborative plans with respect to learning and teaching and research and University curriculum frameworks.
knowledge exchange. 3. Research and Knowledge Exchange with International
3. Alumni and Foundation Engagement Framework Partners
Develop a strategy to grow the role of Alumni and Foundation in Victoria Develop strategies to facilitate international collaborations in research
University’s engagement with industry and the community. and knowledge exchange (see also Action 5 under Victoria University’s
Research and Knowledge Exchange Strategy, page 14).
4. Internationalising the Workforce
Ensure that internationalising the workforce is integrated into Victoria
University’s human resource and organisational development strategies.
Victoria University’s Strategic Plan 2012–2016 155. ORGANISATIONAL DEVELOPMENT AND 6. CAMPUS AND INFRASTRUCTURE STRATEGY
RESOURCES STRATEGY
STRATEGIES STRATEGIES
1. Organisational Development Framework 1. Footscray as the Hub
Develop an organisational development framework to support the Implement a campus strategy that has Footscray at the hub of the
achievement of the vision of Victoria University as a dynamic and University and fosters the idea of Footscray as a University Town,
prosperous organisation and employer of choice. complemented by a number of other large or small ‘satellite locations’.
2. Human Resource Strategy 2. Victoria University in the CBD
Develop a human resource strategy as part of the organisational Implement a plan to achieve an impressive consolidated presence in the
development framework which supports the development of rewarding city at our Queen Street site with offerings that can achieve the financial
career structures for the diversity of skills and capabilities required to return required to justify the investment in this premium space.
achieve the vision. 3. St Albans
3. Financial Sustainability Develop a plan for St. Albans with Health as a major focus along with other
Develop a financial plan to support the achievement of this Strategic Plan areas (Education and Human Services).
as a whole, and to achieve the aim of being a financially independent and 4. Sunshine
prosperous university with a diversified funding base. Develop a plan for Sunshine as a Centre of Excellence in Building and
4. Institutional Performance Management Construction.
Develop an institutional performance evaluation and management 5. Werribee
integration system to review progress against strategic objectives. Develop a plan for Werribee, with a research park as one aspect, building
on our research on water and food.
6. Melton and the Outer West
Develop a plan for Melton and other locations in the West of Melbourne
to foster effective collaboration with industry and the community, and
supports our tertiary and pre-tertiary education strategies.
7. Environmental sustainability
All Campus plans will ensure that environmental sustainability
considerations are taken account of.
8. Information and Communication Technology (ICT)
Develop an ICT strategy to provide the infrastructure necessary to support
the strategic objectives in this plan, especially in learning and teaching.
Nov. 2011
9. Business Process Model
Develop a strategy to deliver a full Business Process Model (BPM) to
allow optimisation and coordination of all significant business processes to
improve business delivery across Victoria University. Nov. 2011
16 Victoria University’s Strategic Plan 2012–2016vu.edu.au cricos Provider No. 00124K
You can also read
