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November 2018

University of Tasmania Strategic Direction

ii University of Tasmania utas.edu.au

Contents

Introduction 1

Place-based and globally connected 2

Right-sized and responsive 5

Regionally networked to provide quality and access 7

People-centred 8

Whatallthismeansinpractice 10

Embeddingactionintoourstrategicprocesses 12

With thanks 13

1utas.edu.au University of Tasmania

Introduction

Conversationandcollegialityareattheheartofuniversities,andthisyearwehavebeenhavingrichdiscussionsaroundaseriesofthemesthatcouldguideourfuture.Spaceforsuchconversationsshouldalwaysbeavailable.Equally,therecomesapointwhenweneedtosettlesomeofthosethemes,sotheycanguideourdecisionsandourchoices.Nowisagoodmomenttosummarisewherewearesettlingaswemovefromthesebroaddiscussionsaboutidentityanddirectiontodetailedplanning.

TheseconversationshaveshapedaviewthatourUniversitybeplace-based,butgloballyconnectedandexcellent,andright-sizedandresponsive.Also,thatitshiftsitsoperatingapproachfromahub-and-spoke model to one which is regionally networked and designedtodeliverqualityandaccesstohighereducationforthewholestate.Wehavehighlightedtheimportanceofapeople-centredapproach,ofworkingwitheachotherthroughtheCollegemodeltodeliverourmission,andtofindsimplerwaystooperatesomoreofourtimeisspentonwhatmatters.

Thefollowingattemptstohonourthecontributionofhundredsofmembersofourcommunity,drawingtogetherthebasisofanewstrategicdirectionforourUniversitycommunity.

Itisonlyasummaryandassuchwillalwaysbeatriskofbeingreadtooverorunderemphasiseatheme,anideaorpartofUniversitylife.Ihopethatwherethishasoccurreditwillbereadasaninvitationtoaconversation.

2 University of Tasmania utas.edu.au

Place-based and globally connected

Honouring our first people and their ongoing contributionAnyconversationaboutplaceinTasmanianeeds to start with acknowledgement ofthetraditionalownersandtheirdeephistorywiththeselandsandwaters.Asaculturewhosesystemofknowledgeisstructuredbyplace,whichattimesistalkedaboutinthelanguageof‘country’,there is opportunity to ever deepen our understandingofwhataplace-baseduniversityisandmightbe.WecandothisthroughconversationswithAboriginalTasmaniansandwecancelebratethat,despitedispossessionandinvasion,theirculture has the strength and depth today tomakeashapingcontributiontoourfuture.

A place where we do things for Tasmania and from TasmaniaPlace shapes our mission and how we deliverit.ItstartswithTasmaniabecausethatisourhome,butitdoesnotendthere.BeingtheUniversityof Tasmania makes us bothaUniversityfor Tasmania but also one where we do things fromTasmania.

Weareauniversitythatwasfoundedtoserveanentirestateanditspeople,and we remain the only university specificallyforthissociety.Suchsocietiesare characterised by the value they place oneducation,discoveryandcreativityasennoblingendsofhumanlifeinthemselves.Equally,sustainablesocial,economic and cultural progress requires everhigherlevelsofcapabilityandconstantdiscoverytosolvethecomplexproblemsandquestionsthatweface.There are always these two parts to our missionandweneedtoavoidfalseforcedchoices that we need to do one over the other.Ourtaskistofindthewayto doboth.

Todayeducation,knowledgeandcreativeproductionsarecriticaltofuturesocialandeconomicwellbeing,andevenmoresoinaregionalislandsettingwithasmallpopulation.Inaworldwhereglobalisationfavourslarge,globallyconnectedmetropolitanareas,regionaleconomieswillalwayshavetoworkhardertofindthedistinctivesourcesofadvantagethatareneededtogeneratewealth,servicesandinfrastructurerequiredtosupportadecentqualityoflifehere.RegionalareaslikeTasmania have to deal with the challenges ofcomplexsocialdisadvantageleftbythedisruptiveimpactoftheglobaleconomy,which has seen work and opportunity leave thestatetolocationswithlowerlabourorinputcosts,andgreatereconomiesofscale.WhileforsomeinTasmaniathesearerelativelybuoyanttimes,ourtaskisto look to these considerable long-term challenges.Ourpopulationisageing.Wehave poor social and health indicators that aresecondonlytotheNorthernTerritory.We have challenges with our underlying measuresofeconomiccompetitivenesssuchasproductivity.

Central to our place-based mission is our ability to work in partnership with the community,industryandgovernmenttosolvethecomplexproblemsunderlyingtheseissuesandtocreateaprosperous,inclusiveandsustainablefutureforTasmania.

We have enormous capacity across a generationtodosothroughourteaching,ourresearch,thecreativeoutputweproduceandthepartnershipsweform.

These ideas have long characterised the Universityandarehelddearbysomanyofitspeople.Inaffirmingthisdirection,wearebuildingonaculturalDNAthatrunsdeepintheUniversity.

Our teaching has huge impactWeeducateagreatproportionofthepopulationfromteachersandnursestoengineersandartists.HowwellweequipourstudentsforTasmania’sfuturewill in turn shape how well educated our childrenare,howhealthyourcommunityis,howwellrunourfarmsareandsoon.Wedon’tjustpreparethemforcareersbut increasingly we support their re-skilling,up-skilling,andpreparednesstosuccessfullyengageinaglobalsocietythroughouttheirlives.Themoreweunderstand how and what we teach contributestoTasmania,thegreatertheimpactwewillhave.

Aswethinkabouttheimpactofteachingandlearning,wemustneverlosesightoftheintrinsicvalueandexcitementoflearningandinquiryitself.Forallwethinkaboutthemanyandbroadpurposesofeducation,itshouldneverbereducedto autilitarianorinstrumentalproject.

Our research and creative expression can shape the stateThefreedomtoexpandthefrontiersofknowledgeandcreativeexpressionshouldalwaysbethestartingpointofuniversities.Suchfreedomisintegraltoprogressingknowledgeandsecuringapluralsociety.Itisafreedomwecanchoosetoexerciseinmanyways.Ourmissioninvitesustochoosetofocusasignificantportionofourinquiryonshapingthefutureofthestate.

The ways our research can shape the statestartwithitsabilitytoofferinsightsandcreativeproductionsthatchangeourunderstandingofthenatureofTasmaniaitself.VirtuallyeverypartoftheUniversitycancontributetothosenewandevolvingunderstandings,fromourhistorians,sociologistsandlawyerstooureconomists,climatologists,ecologistsandepidemiologists.Ourgreatstrengthsinthe


creativeartsofferthecapacitytogeneratetheuniqueperspectivesonlyavailablethrough the arts and to communicate them incompellingways.

While reshaping how we understand thingscanbethemostpowerfulformofchange,wherewechoosetodirectourresearchattentionandenergywillalsohaveanimpact.

Onthepolicyfront,theresearchwedogeneratesevidence-based,long-termpolicyideasforourtoughproblemsfromhousingandtransport,toenvironmentalmanagementandimprovedpublichealth.

Ontheeconomicfront,wehavethecapacity to create the knowledge that willbothkeepenterprisescompetitiveacrossthestateandcreatenewjobsthatTasmania’sfutureneeds.Acrossthesectorsofoureconomy,enterprisesneedtobemoreproductiveandcompetitiveina global marketplace that works against regionalplayers.

Productivityisimportant,creatingjobsisvital.InAustralia,enterprisesolderthanaboutfiveyearsareonaveragenetdestroyersofjobs.Mostnewjobscomefromgrowingnewenterprises,andthesejobsaremorelikelytobewellpaidiftheyrelyonthetypeofskillsandknowledgethatcomefromuniversity-leveleducation.

Ourplace-basedfocusinsiststhatwerememberthatmanyofTasmania’ssocialdifficultiesaregroundedineconomicdisadvantage.Wemust,therefore,workbothtosupportthecreationofqualityjobsandprovidetheeducationtomakethemaccessible.Aswethinkaboutthesesocialchallenges,wehavecapacityforourresearchtodiscoverinnovativesolutionstodeliverpublicandcommunityservicesand,critically,tobuildcapabilityincommunitiestoleadthesolutionsthemselves.

Ourworkoccursinanenvironmentofextraordinarysignificanceandbeauty.Islands are great reminders that we have to work with ecosystems not against them.Sustainabilityisathemethatneedstoechothroughallthatwedo.There

arefewplaceswheretheUnitedNationsSustainableDevelopmentGoals,whichtheUniversityhasembracedtohelpshapeitsstrategicdirection,couldbemoreimportant.OurresearchisvitaltounderstandwhattheycouldmeanfortheUniversity,Tasmaniaandtheworld.

Allthewhile,wecontinuetodiscovertheundiscovered in our wild places on land andatsea.Thoselivingthingsthatarenewtousareremindersofthepreciousnessoftheplacewherewelive,workandexplore.Andthatsenseofwonderinthediscoveryitselfalsoremindsusthat,whatevergooditdoes,greatresearchisalwaysanend initself.

Partnerships are critical to our missionAsthesoleuniversityforTasmania,wehave a unique ability to work in partnership with government and community to deliver publicserviceslikehealthandeducation.Similarly,wecanengageinlong-termpartnershipsforeconomicdevelopmentwithdifferentlevelsofgovernmentandindustry.Equallyimportantcanbethewayweworkcollaborativelywithcompaniesorcommunityorganisations.Theseuniversitypartnerships should be characterised bybothacommitmenttocollaborativeworkandtheessentialpreservationofatruly evidence-based and independent perspective.Tomanageanytensions,theyneedtoberelationalandbuiltaroundasharedmissionandvalues,ratherthanbetransactionalinnature.

From Tasmania to the worldIfpartofourplace-basedmissionistobetheUniversityforTasmania,wearestrategically placed in the world to do vital things fromTasmania.

ManyofTasmania’sworld-classresearchstrengths are built on our rich history andremarkableplaceintheworld.OurproximitytotheSouthernOcean

andAntarcticahasproducedresearchstrengths in oceanography and climate science.Ourviewofthesouthernskyhasforyearsledtoaworld-classacademicpedigreeinastronomyandastrophysics.Thenatureofourislandanditspopulationallowsthestudyofpopulationhealthnotpossibleanywhereelseintheworld.Weare an island whose dependence on the seahasgivenusarichmaritimehistory.ItmakesusanaturalhomefortheAustralianMaritimeCollegewithitsnationalmissionandinternationalreach.WithitsdistinctiveexpertisetheCollegehasavitalroletoplayforAustraliaasweseektocreateasovereignnavalshipbuildingcapability.

Place shapes how we deliver our missionBeingplace-baseddoesn’tjustshapeourmission,itshapeshowwedeliverit.Wehave an incredible natural environment closeathandandthepossibilitiestoprovideatrulyimmersiveexperienceforourstudents.Fewotheruniversitiescanoffertheopportunitytoengagewith wilderness and ecosystems like ourUniversitycan.Thestudentlearningexperiencecanengagewiththerichandcomplexhistoryonourdoorstep.Equally,our smaller scale and closeness to local communitiesshouldcharacteriseourUniversitycommunitiesaspersonalandconnected.Thatuniqueexperiencewecreateforourstudentsshouldalwaysbe atthecentreofourconcerns.


Place-based beyond the island and onlineWe need to consider what place-based meansfortheimportantworkwedoofftheisland,especiallyonourcampusinSydneyandthroughourpartnershipsinChina.‘Place-based’isanapproachtoeducationratherthansomethingforTasmaniaalone.Wecanapplyitanywhereweareoperating.Critically,itmeansattendingtotheneedsofthecommunitiesand people we are working with and asking how does the place we are working in shapewhatwedo?InSydney,wehaveaveryfocusedprogrambuiltarounddeeprelationshipswiththehealthcaresystem.Beingplace-basedinapproachiscriticalanditisoneofthewayswecansustainbeingadistinctivecontributorinahighlycompetitivesystem.

Equally,whatdoesplace-basedmeanwhenwearedeliveringouronlineofferings?Ouronlinecoursesareanopportunitytoshare with a much wider community the fruitsofwhatwehavelearnedfromourplace-basedapproach.Indeed,someofourmostsuccessfulonlineofferings,likefamilyhistoryandthedementiaMOOCs,havearisenfromaverystrongengagementwiththespecificsofourplaceandtheyofferpeople the opportunity to engage richly anddistinctivelywiththeirplaces.

Globally connected and excellentWhileastronglocalfocusisastartingpoint,intoday’sworldwehavetolooktotheglobe.Oneofthegreatstrengthsofageographicallyremoteuniversityisthatwearepartofaglobalcommunityofscholarshipthatisremarkablyborderless.Acrossourdisciplinesaregloballyunitingpracticesofinquiryandstandardsforscholarship.Theenterpriseofdiscoveryandlearningisaglobalone.Itremindsusthattheprojectofpushingtheboundariesofunderstandingandcreativityisaprojectofandforallhumanity.

Ourconnectivitylongpre-datesglobalisationandshouldneverbereducedtoit.Weareunitedthroughvaluesandrelationshipsratherthanthroughthevalueoftransactions.Throughtheserelationshipswecanbringthebestofglobal understanding to the most remote places,andfromthoseplacescontributetheinsightsthatcomefromtheuniquevantagepointoflookingfromtheedgeratherthanthecentre.

We should always care about our standing inglobalacademiccommunities.Itispartofthecalibrationofourcompetenceandhow we signal to those looking to make importantcontributionshereinTasmaniathattheyarejoiningacommunityofpeersofequalstanding.

Itisherethatrankingshavetheirplace. Foralltheirimperfections,theyareasignalto others and provide us with data that invitesquestionsaboutaspectsofourperformanceandensuresweareneverjustself-referentialinourevaluations.

ItmattersforTasmaniathatwehaveoureyefirmlyoninternationalstandardsbecause,inmanyways,globalexcellencemattersmoreinregionalplacesthanitdoesinbigmetropolitanplaces.Whereoursuccessissotiedtotheworld,weandour students should always have a global outlook.Itiswhyitmatterssomuchthatwewelcomeinternationalstudentsandacademiccolleaguestobepartofourcommunity.Forwhateveropportunityweprovide,theygiveustheopportunitytoseetheworldthroughaglobalprism.Beingpartofourcommunitybringslong-termrelationshipsthatbuildglobalnetworks.These help our island to be truly connected totheworldtoday.Intime,asstudentsandcolleagues–localandinternational–maketheirhomehereorfaraway,theywillretaintheirbondsandaffectionsforthisplace.

ImagecourtesyTourismTasmaniaandJasonCharlesHill


Challenging the growth model by allowing mission to shape our scale and scopeWhenwehaveaclearplace-basedmission,wedon’tneedtogrowindefinitely.Rather,we can determine what size and shape we need to be to sustainably deliver our missionofcontributingtoTasmania’sfutureandmakingourglobalcontributionoverthelongterm.

Thesearequestionsofbreadth,regionality and access,whichshape the size we need to be to deliver ourmission.

Breadth:Weneedtohavethestafftoofferthebroadrangeofsubjectsamodernsocietyandeconomyrequire,andatthelevelsrequiredfrompre-degreetopostgraduate.Similarly,wearetheprincipalagentforconductingtheresearchthattheislandneeds,andwehavetobesuitablyequippedforthattask.

Regionality:Forreasonswewillexplorebelow,weneedtobeabletoofferplace-basededucationacrossthestateandplace-based research that is connected to theneedsofourregions.

Access:Weneedtobeabletoofferhighereducationforpeoplewithawholerangeofbackgrounds.Thereisnotasinglemodeltodosoandweneedtosupportmultiplemodels,whichiswhydevelopingourUniversityCollegeissoimportant.

Suchabroadscopeisresourceintensive.It requires more people and a wider spectrumofskillsthaninuniversitieswithnarrowermissions.Thephysicalfootprintofcampusesandbuildingsneededtosupport this mission is considerable andcostly.

Therightsizeisnotjusttheabilitytopayourstaffandourwayeachyearbutalsothe ability to save enough each year to supportourresearch,teachingandthebroaderstudentandstaffexperience.HeretheUniversityofTasmaniahasasubstantialtask.Wehavenotinmoderntimes,orevenbeforethen,beenableto produce a model which allows us to operateinthewayweneedto,todeliveraconsistentprocessofrenewalonourcampusesandkeepuptodatethecutting-edgefacilitiesrequiredtobearesearch-intensiveinstitution.Ourexistingfacilitieswere largely built with Commonwealth fundsmorethanagenerationago.

IfnotforthenationallyuniqueCommonwealth,StateandUniversityinvestment in the Northern Transformation,wewouldbefacingtheprospectofcampusclosuresinLauncestonandBurnie–nottheirrenewal.Nowwearemoreconfidentinthemissionweneedtodeliver,wecannotaffordittobedependentonscarcepublicresourcesforwhichthereisintensecompetitionacrossthesector.Wehavetobeabletomakeourownway.Todaywebarelybreakeven.Tobesustainable,weneedtogeneratesavingsofabout$30millionayear.Thatsoundsalotbut,inreality,itisnecessaryforustobeself-sufficientanddeliverourmissionwiththesenseofconfidenceandpurposewerequire.

Reachingthissurpluswilltaketimeandto do so we need to be bigger and more efficientthanwearetoday.Intermsofbeingbigger,weneedtogrowthenumberofdomesticstudentswhostudyourcoreofferings,bothasundergraduatesandatpostgraduatelevel.Theyarethebackboneofourabilitytomaintaincriticalmassinourdisciplines.Yetyear-on-yearthisnumber has been shrinking right across theUniversity.Mostly,itisdrivenbyanever-largernumberofTasmaniansgoingtoVictoriatostudy.Wehavebeenlosingabout1%ayearforalongtime,sothattodaymorethan1in5leaveTasmania,andintheNorthandNorth-Westitis1in4.

Wehavenotsucceededinattractingabalancingnumberofstudentsfromthemainland.ThisdeclineisultimatelyathreattothecharacterandfutureoftheUniversity.Ifwedon’thaveacriticalmassofstudentstosupportteachingandresearchinparticularareas,theseareas will cease to be sustainable and theywon’tbeabletocontinue,ashasalreadyoccurred.Asthenumberofthoseareasincrease,ourcapacitytohavethebreadthofofferingsauniversityneedstobeageneralistinstitutionwillbelost.Thedeclineincoredomesticnumbershaslargelybeenmaskedfinanciallybytheriseininternationalstudents,buttheywillalwaysonlybeattractedtoalimitedpartofouroffering.Thesustainabilityofthe rest depends on us restoring those numbersincoresubjects.

Ourstate’spopulationofabout500,000isn’tbigenoughtosupportauniversitythatoperatesatthescaleandlevelofexcellencethattheTasmaniancommunityrequires.Today,morethanhalftherevenuethatfundstheUniversitycomesfromoutsideTasmaniaintheformofinternationalstudents,mainlandstudentstaughtonlineorinSydney,andgrants fromtheCommonwealthandotheroff-islandfunders.

Ourmodelofbeingauniversityneedstoadapttoservethelargernumberofinternationalstudentsforeducationalandsustainabilityreasons.Ourinternationalnumbershaverisenveryrapidly,andwe

Right-sized and responsive


haveworktodotoensureinternationalstudents are welcomed and supported asanessentialpartoftheUniversity.Theeducationalsignificanceofinternationalstudents grows as we get a greater balanceofstudentsfromawiderrangeofplaces.Thatgreaterdiversitythenreducestherisksofbeingoverexposedtospecificcountries,particularlyinturbulentgeopoliticalandeconomictimes.

Aswesetouttobuildtherightstudentprofile,weneedtofocusnotjustonsupportingthebreadthofouroffering

but also ensuring that we deepen the capabilitiesavailabletothestateandourselvesbygrowingourproportion ofpostgraduateandresearchhigherdegreestudents.

ToattractsufficientTasmaniansandmainland students at every level in a very competitivehighereducationmarket,weneedtomakeourplace-basedidentitynotjustourmissionbutoursourceofcompetitiveadvantage.Weneedtobeboldaboutbeingplace-based,usingthistoshapehowweofferourdegreesand

creatingatrulydistinctiveofferingthatsetsusapartfromotherAustralianuniversities.Ononeview,thisisanexistentialchallenge.Fromanother,itisamomentoffreedom.Whatmightseemboldorriskytoothersmaysimplybeessentialforus.Wecanbeenergisedbythis,asthereismuchpowerindifferentiatingandoptimisingyourselfaroundyourintrinsicallyvaluablemission compared to something that you aredoingonlytobecompetitive.

ImagecourtesyRichardJupe,TheMercury,NewsLtd


Regionality, access and qualityAsauniversityforTasmaniaanditspeople,partofourdistinctivemissionistoprovidearegionalandaccessibleoffering.Wedothatforastatewiththemostregionallydistributedpopulationandwithfargreaterlevelsofdisadvantagethanotherstates.Astronguniversitypresenceinregionsisimportantbothfortheireconomicandsocialfutures,andfortheeaseofaccesstoeducationforregionalcommunities.

ForTasmania’sregionstohavelevelsofprosperity and inclusivity comparable to otherpartsofAustralia,theyneedtobeproducinganequivalentvalueofexports.Thisbringswealthintoregions.Whatenables the trucks made in Burnie to be sold around the world and to beat those fromlowerlabour-costcountriesistheknowledge and skill embodied in their designandproduction.Tosustainthatadvantage requires the knowledge and skill toadvanceaheadofcompetitorsaroundtheworld.

Sustainingsuchadvantagesisfareasierifauniversityisaroundthecornerratherthanhundredsofkilometresaway.Muchthesamecanbesaidofagriculture:ifwecanproducehigheryieldsofvaluablecropswithfewerinputs,anddeliverthemfreshertomarket,thesizeandvalueofwhatiscreatedcangrow.Constantlyincreasingthose outputs involves solving challenges onfarms,literallyonthepaddockorinthehothouse.Theneareryouaretobeingonhand,theeasierthatistodo.

Similarly,wehavelongagodiscoveredthatchangingsocialconditionsfromoutsidecommunities–letaloneatadistance–ishard,ifnotimpossible.Totacklecomplexembedded social disadvantage is a place-basedproject.Youneedpeopleworkingincommunities,withcommunities,inwaysthatregionalcampusesmakepossible.Forthesocialandeconomicfuturesofthese regions we need a university that is networkedintothecommunitiesineachofthestate’sregions.

Thesegeographicpresencesarecriticaltodeliveronthevalueofaccessibility.In

absoluteterms,therearepeoplewhosecircumstances mean that travelling great distancesorlivingawayfromhomeissimplynotpossible.Theyneedanofferingcloseenoughtohome.Onlinestudyisonlyapartialsolution,especiallyforpeoplewhoseprioreducationhasnotbuiltstronglearningskills,andwhosesuccessisbestenabledbyface-to-faceeducation.Ifwearetobeamoreinclusivestate,thenitispreciselythesepopulationsforwhomeducationwillmakethegreatestdifference.

Morebroadly,thereisabasicequityconcern that where there is publicly fundedhighereducationthereshouldbeequivalentopportunitiestoaccessthateducationforallcitizens,especiallygiventhelifetimeexpansionofopportunityandincomeitprovides.Wherethedistancestoaccessthateducationforsignificantgroupsofthepopulationareverymuchgreaterthanforothers,thentheycan’tmeaningfullybesaidtohaveequitableaccess.Again,thismakesthecasefortheimportanceofregionallybasededucationinastateandcountrycommittedtoequivalentopportunitiesforall.

What these regional and access elements ofourmissionmeanisthatweneedtoseek to provide equivalent access to

coursesthatprovideprofessionalpathwaysacrossthestateand,ineachlocation,to conduct the research that meets the distinctiveneedsofthatregion.Wewillfurtherenhancetheequitablenatureofourofferingasweoffermoreofourcoursesstatewide.

Awayoftalkingabouthavingourcapabilitylocatedacrossthestate,ratherthanfocusedinasinglelocation,isintermsofchangingfroma‘hub-and-spoke’modeltoaregionallynetworkedmodel.Overtimewecanfurtherstrengthenournetworkedmodelbylocatingkeyprofessionalservicesregionallyaswell.

TheNorthernTransformationprojectisourvehicletodeliverfortheNorthandNorth-Westthismodelofregionalandaccessibleeducation.Itisfirstandforemostaregionalsocialandeconomicdevelopmenteffortforwhichweneedbuildings.Itaimstoensurethatwecreateaccesstoabroaderrangeofprofessionalpathwayqualifications,aregionallyfocusedresearcheffort,qualitycourseofferingsandvibrantcampuses,whichhelpsusachieveacriticalmassofstudentsintheselocations.ThelastofthesepointsiscriticalbecauseintheNorthandNorth-Westmorethan25%ofstudentsleavethestatefortheirhighereducation.

Regionally networked to provide quality and access


Giventhatwedon’thavethecapitaltorenewourphysicalinfrastructure,itisonlythroughCommonwealthandStatefundingthatwecanprovideit.Beforewereceivedthatsupport,thequestiontheUniversityfacedwastheviabilityofourLauncestoncampus.UnlesstheNorthernTransformationprojectisasuccess,thatquestionwillariseagain,soitiscriticalwegetthisright.

Importantly,theNorthernTransformationprojectisnotastandaloneeffort.Itisaone-offopportunitytodeploythepillarsofouruniversity-widemission(‘place-based’,‘right-sized’and‘regionality,accessandquality’)intheNorthandNorth-Westofthestate.

Ourregionalpresenceisimportantforaccess,butthisaloneisnotenough.Therearetwoothercriticalelements ofouraccessmodel.

Firstly,weneedanofferingforstudentsofallageswhoseeducationalexperienceshaven’tequippedthemforatraditionaluniversitypathwayorwhoarelookingforthe advanced skills needed to progress inlife,butnotaspartofafulluniversitydegree.ThisiswhereourUniversityCollegeplaysanessentialrole.UniversityCollegeprovidesadistinctivesetofofferingsforthosestudents.Importantly,the way the courses are delivered is designed to enable students to reach a standardthat,iftheywanttocontinuetheirstudies,theycanarticulatestraightintothethirdyearofabachelordegreeprogram.Toachievethatupliftincapabilityrequiresadifferentpedagogy.Thisiscriticalifwearetosustainbothaccessandexcellence.

Secondly,weneedtoensurethatweoperateasasinglehighereducationsystemwithTasTAFE.ItisvitaltoensuretheUniversityCollegeandTasTAFEhavecomplementaryofferings,thattherearecleararticulationsfromTasTAFEcoursesintotheUniversity’scourses,andthatourUniversitystudentscanreadilyaccessTasTAFEcoursesthatwillprovidevaluableskillstobuildontheirdegrees.

Putting our people at the centreUniversitiesarepurposefulcommunitiescommittedtoamissionandthegrowthandflourishingofthepeoplewhoareapartofthem,bothstaffandstudents.

Keepingthatfocusisnoteasyinthecontemporaryworld.Therearethechallengesofoperatingataverylargescalewiththeneedforsomestandardisedprocess;thefinancialpressuresoflimitedfundinginacompetitivesector;thepulloftransactionalratherthanrelationalmodels;andlanguagefromtheworldofprofit-maximisingpubliccompanies.

Toensurewekeepapeoplefocus,wearedevelopingaclearPeopleStrategy.Partofthatfocuscomesfromtheverycharacterofthekindofuniversitywewanttobe:values-based,relational,diverse,anddevelopment-focused.

Values-based: To be place-based is to put atourcoreabroadsetofvaluesaboutwhatwearetryingtoimprove.Tohaveintegrity,thesevaluesthatguidewhatwe do should characterise how we do it.Inpracticalterms,thatmeansthesevaluesshouldplayacentralrole,fromrecruitmentandpromotionsthroughtoperformancemanagement.

Relational: To take seriously being a community,ourapproachtopeopleshouldberelationalratherthantransactional.Inpracticalterms,thatmeansseekingmoresecuremodelsofemploymentthatembody long-term mutual commitments tooneanother.Whereshort-termemploymentisneeded,itmeanswemustexaminecloselyoursupportforthesestaff.We have much work to do to move to this sortofcommunity.Ourratesoffixed-termandcasualemployment,andthetermsweemploypeopleon,aren’tconsistentwiththatstartingpoint.Wehavealreadybegunto make changes and our new approach to strategic planning – which incorporates multi-yearpeopleplans–willmapapathtofargreaterchange.

Diverse: Ahealthyuniversitycommunitywillbeadiverseoneforarangeofreasons.

Whereauniversityservesasociety,aswedo,itmattersthatweensurethebreadthofthatsocietyispresentinourUniversity.Itcreatesaninclusiveculture and community that has within itthemyriadofperspectivesneededto understand what serving our society reallymeans.Diversityispivotaltogooddecision-makingandrigourinourinquiry.Ourdiversityexpressestheprioritywegivetothesevalues.Andourdiversitymakesitclearourprioritiesneedattention.We have demonstrated that diversity canbeimproved.Weneedtocreateiteverywhereandmoresubstantially.

Development-focused: Asacommunityfocusedoneducation,professionaldevelopment and growth should be integraltohowweoperate.Importantly,thatneedstobeconsideredseparatefromperformanceassessment.Theevaluativeandthedevelopmentalaredifferenttasks.Performanceassessmentisaboutthealignmentbetweenanorganisationandanindividual.Itasks,‘Didsomeonefocusonagreedgoals,puttheirfairshareofeffortintoachievingthosegoalsandbringtheexpectedlevelofskilltothetasks?’Professionaldevelopmentisadifferentconversationabouthowsomeoneisgoingcareer-wise.Thisincludesgrowingtheircapacitytodoexcellentworkintheircurrent role as well as developing the capabilitiestoplayotherroles.Ensuringwehavetherightframeworksforthisapproach,andthatthoseinleadershiproleshavethenecessaryfeedbackandcoachingskills,ispartofthePeopleStrategy.

The College Model: focusing outwards and working ‘with’WhatwerefertoastheCollegeModelanditsbasicstructurebeganasaprojecttoorganisetheUniversitymoreeffectivelyandefficiently.Itrecognisedthatacademiccapability is best created through disciplines,andthattheintegratingofmultipledisciplinestogetherintoSchoolsenablesustodevelopdistinctiveacademicandprofessionalcapabilities.Thatsaid,

People-centred


affirmingtheimportanceoftheDisciplines,SchoolsandInstitutesremainsimportant.

We also have been building on that structure to devolve authority to create a moreempoweredandagileorganisationthat is outwardly oriented towards deliveringourmission.Therationaleforthis is we should devolve authority to those bestpositionedtopursueourmission,andthatwewillmovefarmorequicklyifdecisions can be taken at the most local levelpossible.

WeneedfrontlineleadershipinourSchools,InstitutesandDisciplinesforpursuingourvariousobjectives–fromimprovingfisheriesmanagementtoseekinglawreform–whileretainingthe scope and scale we need to tackle whateverbigquestionswechoosetoask.Equally,weneedtorecognisetheimportanceofcollaborationacrossCollegesandtheUniversityinansweringmanyofthesequestions.Forexample,thegreatestdeterminantofimprovinghealthoreducationaloutcomesmightbereduced poverty; the best way to create start-ups may be through commercialising engineeringsolutions;oratown’seconomicfuturemightbebestshapedbythecreativearts.

Inthismodel,ourDivisionsplayavitalroleaspartnerswhobringdistinctiveexpertise

andcapabilitiestoworkwithCollegestoenableourmissiontobesuccessful.Thefirstkeyhereisthe‘with’.ItisnotaboutDivisionsdoingthings‘to’theCollegeoreven‘for’theCollegesanymorethanitisaboutCollegesgoingitalone.Thesecondkey idea here is that what should organise usisnottheinternalagendaofaCollegeorDivisionbuttheexternalperspectiveofwhatwearetryingtoachieveforTasmaniaandtheWorld.

Forthismodeltowork,weneedtoinvestinouracademicleaders,sotheycanleadstrategydevelopment,lookafterourpeople,enablesuccessfulchangeanddeepenourpartnerships.Wewillneedtobolsterourregionalleadership.Wehaveheardthatclearlyfromourcampusesand community on Cradle Coast and inLaunceston,particularlyatatimeofsignificantinvestmentintheregionsandourplace-basedandequitymissions.

Focusing on the things and activities that add valueWehaveabigagendaaheadofus.Focusingonwhatwillreallymakeadifferenceandfreeinguppeople’stimetofocusonourprioritiesisimperative.That’spartlywherethesimplificationagendaiskey.Wehavetodolessofsomethings,so

wecandomoreofotherthings.Theonlyway in which we can get resources to do theactivitywereallyneedistostopdoingtheactivitiesthatarewastingourtimeandeffortandarenotaddingvaluetoourcoreobjectives.

Central to that task is working through ourprocessestofigureouthowwecanmakeallofthemworkwithmanyfewerstepsandfewerrequirements.Pickinguptheleadfromotheruniversities,likeStAndrewsintheUnitedKingdom,wearetakingaLeanapproachthatfocusesoneliminatingwasteinallitsforms(duplication;askingforinformationwedon’tuse;waiting;doubleandtriplehandling; error that leads to things being redoneetc).Aswetakewasteout,someroles will change because there will be tasksthatdon’tneeddoing,freeingpeopleuptofocusontasksthatmakesuseoftheirskills.Overtimeassomepeople’srolesevolve,therewillnotbeaneedtofindnewpeopletodothetaskstheyoncedid.Intime,ourstaffprofilewillevolvetobettersupportourneedtoworkefficientlyandoperatesustainably.

Ateamhasbeenputinplacetoguideandfocusoureffort.Theywillworkactivelywith those involved in core processes toidentifytogetheranywasteandtosupport them to implement changes thatwillreducethatwaste.Thekeyhere is working with those who know currentprocesseswell,fortheyarealsobestplacedtoidentifyhowtheycanbeimproved.Respectingthisin-houseknowledgeiscentraltotheLeanapproach.While the team can address core university processes,thereismuchwecanalldotogettimebackbyembracingtheLeanmodelinourdailyworklives.Weneedtospotthetime-wastingthingswecancontrolandchangethem.Likewise,whenever we see unnecessarily elaborate processesbeingdesigned,weshouldbecomfortablepointingoutthat‘that’snotverylean’andsuggestingasimplerway.

Achallengingagendalies aheadifwewishtoachieve thestrategicopportunitiesoutlinedabove.

What all this means in practice

We could summarise our role asthefollowing:

‘We are a place-based University with a mission to improve the state of Tasmania, and from Tasmania contribute to the world.’


We have a real opportunity to show how ourUniversitycanbringtangiblebenefittoawholestateandprovideanexemplarfortheworld.ThereisonlyoneplaceinAustralia,perhapsoneofonlyafewplacesintheworld,whereauniversitycanworktogetherwithgovernment,business,otheragencies and community to deliver a new modelofhighereducation,embeddeddeeplyinitsplace. Wecandothisbecauseofourprivilegedroleastheonlyuniversityhere,thewonderfullydistinctivenatureandscale ofourisland-basedstate,andtheenduringcommitmentanddepthoftalentof ourpeople.

Taking a mission or a vision and making it realisachallenge,anditwillrequireustochange the ways we think about and do things.Specifically,thereareanumberofhigh-levelpracticalimperativesthathelpfocususinpractice.Theseare:

• Create and deliver across the regions adistinctiveanddifferentiatedcoreofferingandstudentexperiencetoretain Tasmanian students in the stateandattractstudentsfrom themainland.

• Producedistinctiveresearchandcreativeoutput,whichmakeimportantcontributionstothefuturewellbeingofTasmaniaandtheworld.

• Increasethevolumeanddiversityoflearning pathways in partnership with TasTAFE,industry,governmentandlocalcommunities.

• GrowTasmanianhighereducationparticipationacrosstheregions.

• Diversifyandgrowourinternationalstudentmarkets.

• Generateannualsavingsof$30million.


Inaddition,therearesomeconcreteexamplesofhowourstrategicdirectionwillbetranslatedinpractice:

Place-based means in practice that we will:• AcknowledgeAboriginal

Tasmanians and ensure their understandingofplaceinformsourcurriculum,researchandpracticesasauniversity;

• ArticulateclearlywhatmeasurableoutcomesforTasmania we will achieve working in partnership with others in the state and what contributionswewillmaketothenationandtheworld;

• Be clear about how we will makeadifferencethroughwhat we do as a university whether through the capabilitieswedevelop,knowledgewediscover,theculturalproductswecreate,and/or the partnerships weform;

• Focusonhowwecanuseourdistinctiveenvironmental,socialandhistoricalcontexttoinformwhatweteachandresearch,andhowwedothis;

• Ensurethatouroff-islandofferingsarealsoplace-basedwithafocusondeliveringfortheircommunities;

• Makesureweareperformingat levels commensurate with thecontributionwewanttomake and people we want to attract;and

• Be clear on how we measure excellence,includingtheplaceofourERAratingsanddisciplinerankings.

Right-sized means in practice that we will:• Deliver our core mission within

fiveyearsandgeneratesavingsof$30millionayear;

• Haveatrulydistinctiveplace-based‘onlyattheUniversity ofTasmania’offering;

• StopanyfurtherflowofTasmanian students to the mainlandandattractenoughto the state that all our core offeringshavenumbersthatmean they are economically self-sustaining;

• Provide a high-quality experiencetoourinternationalstudents;

• Focusonincreasinglydiversifyingtheoriginsofourinternationalstudents;and

• Sustainandgrowadistinctive,sizeableandprofitableonlineofferingofourdistinctivecoursesforanoff-islandaudience.

Regionality, access and quality means in practice that we will:• Provideamodelofstatewide

access to courses that createanexcitementandincreased value in learning andthatsupportprofessionalpathways;

• Growourdistinctiveacademicofferingstosupporteachregion,startingnextyear;

• Continuetoexpandthereachofourofferingsthroughmodels like the one we have established on the West Coast,especiallyafterthenew campuses in Burnie and Launcestonareestablished;

• Sustain,growand,whereneeded,createthecentresofresearchexcellencethateachregion’sdistinctivesocialandeconomicfuturesrequire;

• StrengthenourSchools,suchasEducation,thatareinlocationsoutsideHobart;

• EnsurethatwegivesufficientprioritytothesuccessfuldeliveryoftheNorthernTransformationprogram;

• ContinuetogrowtheUniversityCollegeinbothscopeofqualificationsofferedandnumberofstudentsitreaches; and

• EstablishcleararticulationpathwaysbetweenTasTAFEandtheUniversityofTasmania,andensureTasTAFEandUniversityCollegeofferingsarecomplementary.

Embedding action into our strategic processes


Withfinitetimeandresources,itisimportantforustobeabletoplanoverlongertimeframes.Itisalsoimportantto recognise that we cannot do everything and that we willneedtoprioritisearoundasmallnumberofactivities,stagedappropriately,wherewecanmakeadifferenceandguidepeopleday-to-day.

It is vital that we are able to draw together themesfromacrossourorganisation,sothatweareallalignedtooneplanfortheUniversityandacoresetofpriorities.This would include recognising good work thathasalreadyoccurred,indevelopinganumberofstrategiesandplansforresearch,studentretention,teachingandlearning,inclusion,diversityandequity. Asweturnourmissionintoastrategicplan,weneedtofocusonwhatimpactwecanmakeforTasmaniathroughourteaching,researchandpartnerships. Ourtruemeasuresofsuccesslieonahorizonofmorethanfiveyears.

Thefive-yearStrategicPlanningProcesswillcommenceinearly2019.TheColleges,SchoolsandsomeDisciplineswillbecraftingtheirownindividualplans,outlining how they will contribute to the keyoutcomesforTasmania,inthecontextoftheinstitutionalstrategicdirection.Theirplanswillconsistofkeystrategies,theinitiativesneededtodeliverthesestrategies(bothnewandexisting)andalsothesupportingplansthatwillenablethemtodeliverthesestrategies.

ThesesupportingplansincludethePeoplePlan,FinancialSustainabilityPlan,andStakeholderEngagementPlan.KeythemesfromtheColleges’long-termResearchStrategiesandareaswhereplanninghasbeenunderwayforsometimewillneedtobeincludedintheplans.

TheColleges,SchoolsandDisciplineswillbeexpectedtodevelopSMART(specific,measurable,attainable,relevant,timebound)Goalsfortheirstrategies,with progress against these reported quarterly.TheDivisionswillplayakeyroleinsupportingtheColleges,SchoolsandDisciplinesinthedevelopmentoftheseSMARTGoals,andtheirplansandactivitieswillbeguidedbythestrategiesoftheColleges.

Allofthesestrategiesshouldbedesignedto work towards long-term goals while retaining the agility to respond to the unexpectedopportunitiesthatcanaccelerate our progress and manage the riskofanuncertainworld.

TheseplanswillbedevelopedfromFebruarywithpresentationtoourUniversityExecutiveTeam(UET)inearlyApril.AmendmentsandredraftingwilloccurfromApril–May,followedbyfinalpresentationtoUniversityCouncil.

With thanks


TheCascadingConversationsofthesepastfewmonthshaveinformedandshapedtheformulationofthisstrategicdirection.Nodocumentcancapturealltherichnessordiversityofthoseconversations.WhileIamsureconversationswillcontinue,astheyshould,Ihopethereishereasenseofacommongroundandabasisuponwhichwecanworktogether.

Ourtasknowistotaketheseideasandworkwiththembothindividuallyandinstitutionally.Theywillchallengeus to create and adapt to change in ways both obvious andsubtle.Eachofusneedstobereadytoembracenewideasandparkoldonesthatdon’tfitwiththisnewwayofworking.Animportantpartofhavingasharedstrategicdirectionisthatitempowerseveryonetomakethechangewhenevertheyseetheopportunity.

Together,wecanshapeaUniversitydrivenbyasenseofpassionandcreativity,madetrulyuniquebybothitsplacein the globe and the people who belong to it – people bondedbyasharedvisionofmakingapositivedifferencetoaplaceweloveandaworldwecarefor.

Thankyouforhelpingbringthisvisiontolife.

Kindregards,

Professor Rufus Black Vice-Chancellor

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