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Acknowledgement of Country | Purpose and strategic alignment | Strategic vision | Strategic initiatives and key success indicators | Strategy owner and contact | Definitions | Approval information | Version history | References
Related documents
Wingara Indigenous Employment Strategy
Guiding Principles for Welcome to Country Acknowledgement of Country
1. Acknowledgement of Country
UTS acknowledges the Gadigal people of the Eora Nation, the Boorooberongal people of the Dharug Nation, the Bidiagal people and the Gamaygal people upon whose ancestral lands our university stands. We would also like to pay respect to the Elders both past and present, acknowledging them as the traditional custodians of knowledge for these lands.
2. Purpose and strategic alignment
2.1 UTS is committed to Indigenous self-determination. The development of the Indigenous Education and Research Strategy 2025-2030 (the strategy) continues to give effect to Indigenous self-determination in the pursuit of excellence in Indigenous education and research.
2.2 UTS’s commitment to excellence in Indigenous education and research as articulated in this strategy, and the Wingara Indigenous Employment Strategy, forms one of 5 principles (Championing Indigenous Excellence) in the UTS 2030 strategy.
2.3 The Indigenous Education and Research Strategy 2025-2030 is UTS’s primary strategy for both the achievement of the university’s strategic vision for Indigenous education and research, and the objectives of the Indigenous Policy (the policy).
2.4 UTS has had a university-wide Indigenous Education and Research Strategy since 2011. The Indigenous Education and Research Strategy 2025-2030 builds on the success of UTS’s previous Indigenous education and research strategies, with focused areas for this iteration including:
- increasing Indigenous student participation and supporting a positive student experience
- growing Indigenous-led research
- providing a culturally safe environment for Indigenous students and staff
- increasing internationalisation
- recognising Indigenous data sovereignty and stewardship
- measuring Indigenous impact
- protecting Indigenous Cultural and Intellectual Property
- ensuring Indigenous-led innovation and creative practice.
2.5 UTS is also committed to increasing the number of Indigenous academic and professional staff in accordance with the Wingara Indigenous Employment Strategy. This is essential to delivering excellence in Indigenous education and research, and for achieving the key success indicators identified in this strategy.
2.6 In the pursuit of excellence in Indigenous education and research, UTS is committed to Indigenous leadership and prioritising an innovative approach to transformative impact at a community, national and global level.
3. Strategic vision
In being a world-leading public university in Indigenous education and research, and with a commitment to Indigenous self-determination at the heart of what we do, UTS will contribute to Indigenous-led positive global impact through Indigenous innovation and creativity.
4. Strategic initiatives and key success indicators
Planning and reporting
4.1 Incorporate all UTS Indigenous objectives (as outlined in the policy) in all relevant strategies, plans, programs and reviews.
| Key success indicator | Implementation team | Formal accountability |
|---|---|---|
4.1.1 Inclusion of strategic Indigenous objectives and consultation before planning phases To ensure Indigenous self-determination, and to support the university-wide implementation of Indigenous objectives and initiatives, refer to and include Indigenous objectives (as outlined in the policy) in all relevant major reviews and plans and consult Indigenous senior staff in development, planning and review processes.). |
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4.1.2 Faculty Indigenous action plans Each faculty will update their Indigenous action plan that sets out how the faculty is progressing the objectives of the policy, and their progress from the 2019-2023 strategy, and plan for 2025-2030. The Indigenous action plan should include separate sections in relation to:
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4.1.3 Alignment with UTS Indigenous committees Each faculty representative on UTS Indigenous committees will contribute to the implementation of this strategy. |
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4.1.4 Faculty reporting Deans report at least annually to the Vice-Chancellor’s Indigenous Strategies Committee against each section of its Indigenous action plan. |
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4.1.5 Mid-term review The Office of the Pro Vice-Chancellor (Indigenous Leadership and Engagement) will undertake a mid-term review of the strategy to respond to progress made and consider relevant internal and external changes. |
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Physical infrastructure
4.2 Provide high quality and culturally appropriate facilities for Indigenous students, staff and guests.
| Key success indicator | Implementation team | Formal accountability |
|---|---|---|
4.2.1 UTS National First Nations College (NFNC) Continue to lead development of Australia’s first National First Nations College. |
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4.2.2 Indigenous visual representation Develop and implement Indigenous visual representation across the UTS campus and digital and print media and merchandise. |
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Communication and marketing
4.3 Communicate our Indigenous excellence and success to support Indigenous student participation, research impact and community engagement.
| Key success indicator | Implementation team | Formal accountability |
|---|---|---|
4.3.1 UTS Indigenous communication and marketing strategy Develop and implement a cross-UTS Indigenous communication and marketing strategy for Indigenous students, teaching and learning, and research and employment that showcases Indigenous excellence, culture, innovation, programs, academic achievements, events and stories. |
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Indigenous student participation
4.4 UTS achieves annual increases in its total Indigenous enrolments (measured by headcount), with a view to achieving 700 Indigenous enrolments by the end of 2030. UTS’s Indigenous student growth rate year on year will also be measured against the sector’s average annual growth rate.
| Key success indicator | Implementation team | Formal accountability |
|---|---|---|
4.4.1 Aspiration raising and recruitment initiatives Increase UTS’s Indigenous-led student outreach and recruitment initiatives. |
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4.4.2 National outreach and recruitment Ensure continued resourcing and faculty support for nationwide outreach and recruitment of Indigenous students. |
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4.4.3 Offers process Ensure a streamlined, responsive and client-friendly offers process for Indigenous students where students receive a package that includes an offer (a place within a UTS course), scholarship and offer for cost-covered accommodation. |
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4.4.4 Faculty Indigenous student participation targets Faculties will achieve an annual increase in Indigenous student participation aligned to their multi-year Indigenous action plan. Ensure we grow Indigenous graduate research student cohorts across new and emerging postgraduate programs. |
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4.4.5 Develop new Away-From-Base (AFB) and/or mixed-mode courses Faculties will consider the viability of introducing AFB or mixed-mode courses, with a view to maximising Indigenous participation (particularly students of mature age or from rural/remote areas). |
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4.4.6 Develop an enabling program that targets the Indigenous cohort Co-design with the Centre for Social Justice and Inclusion an enabling program specifically for Indigenous students. |
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Indigenous student success, retention and completion
4.5 Achieve annual increases in Indigenous student success, retention and completion rates.
| Key success indicator | Implementation team | Formal accountability |
|---|---|---|
4.5.1 Faculty Indigenous student liaison officer Facilitate a structured network of faculty Indigenous student liaison officers within each faculty (discipline areas) to share knowledge and implement best practice to promote Indigenous student success. |
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4.5.2 Student financial support Develop a coordinated approach with the Advancement and Alumni Unit to increase the number of scholarships and prizes available to Indigenous students (undergraduate, postgraduate, graduate research and postdoctoral fellowships). |
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4.5.3 Create new scholarship program honouring former UTS Indigenous staff and students Create 2 initial memorial scholarships named after former UTS Indigenous staff. |
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4.5.4 Student academic support Provide a range of Indigenous-specific academic support programs that enhance and support student success in the student lifecycle. |
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Indigenous staff and student safety
4.6 UTS will take action to provide a racially and culturally safe space for Indigenous students, staff and guests.
| Key success indicator | Implementation team | Formal accountability |
|---|---|---|
4.6.1 Undertake a cross-university approach to address racism and provide a racially and culturally safe space for Indigenous students, staff and guests Develop a UTS Cultural Safety Plan which will include:
The UTS Cultural Safety Plan will be developed with reference to Universities Australia’s Indigenous Strategy 2022-2025 and the requirement to develop a specific Indigenous anti-racism strategy. |
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Indigenous teaching and learning
4.7 Progress development of a nationally significant Indigenous Graduate Attribute.
| Key success indicator | Implementation team | Formal accountability |
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4.7.1 Ongoing implementation of UTS-wide Indigenous Graduate Attribute Continue to implement inclusion of the Indigenous Graduate Attribute (IGA) in all onshore award courses to ensure that UTS graduates have knowledge of Indigenous Australian contexts to inform their capability to work effectively for and with Indigenous Australians within their profession. To support the implementation of the IGA:
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4.7.2 Increase staff capability to develop and teach Indigenous perspectives in curriculum Develop approaches aligned with strategic initiatives to increase academic staff capability to develop and teach Indigenous course content. |
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4.7.3 Increase Indigenous teaching and learning academics in faculties
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Indigenous graduate success and engagement
4.8 Achieve and maintain a rate of Indigenous graduate employment that is at least equal to that of other UTS graduates.
| Key success indicator | Implementation team | Formal accountability |
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4.8.1 Internships Maximise Indigenous student participation in internship or internship-like experiences before graduation. Increase industry engagement to maximise student options. |
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Indigenous Cultural and Intellectual Property (ICIP)
4.9 Provide practical guidance to all staff on respectful engagement with ICIP.
| Key success indicator | Implementation team | Formal accountability |
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4.9.1 ICIP guidance available for students and staff Define and implement best practice in the protection of ICIP. |
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Indigenous research and research students
4.10 Participate in Indigenous-led and community-driven research that embraces Indigenous self-determination.
| Key success indicator | Implementation team | Formal accountability |
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4.10.1 Increase On-Country research Work in partnership with Indigenous peoples on their Country to undertake community-driven research that benefits peoples, lands, waters and relations. |
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4.10.2 Increase Indigenous-led and community-driven research Continue to prioritise UTS’s Indigenous-led and community-driven research models as sector exemplars of community-based research engagement. |
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4.10.3 Support the impact and expansion of Indigenous Knowledges in research Continue to support the impact and expansion of Indigenous Knowledges in research. |
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4.11 Hold a leading role within a global Indigenous research network, positioning ourselves as the drivers of leading practice.
| Key success indicator | Implementation team | Formal accountability |
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4.11.1 Maintain excellence in Indigenous research Recruit, create and retain Indigenous research leaders. |
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4.11.2 International research engagement and collaboration Support UTS Indigenous research leaders to grow their international reputations and impactful work. |
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4.12 Further develop our existing strong and growing Indigenous research culture, with a focus on research that is Indigenous led and has a tangible positive impact.
| Key success indicator | Implementation team | Formal accountability |
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4.12.1 Grow Indigenous research capacity and practitioners Increase the number and capacity of UTS Indigenous research-active groups and communities of practice. |
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4.12.2 Increase Indigenous Grants – Category 1 Increase the number of successful Category 1 (including Australian Research Council) grants in Indigenous research across UTS. |
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4.12.3 Increase Indigenous Grants – Category 2-4 Increase the number of successful Category 2-4 grants in Indigenous research. |
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4.12.4 Increase best practice research ethics processes for Indigenous research and projects Scope and improve UTS ethics processes in the undertaking of Indigenous-led research and consultancies. |
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4.13 Enhance the capacity of our non-Indigenous staff and students to work collaboratively with Indigenous researchers and Indigenous communities.
| Key success indicator | Implementation team | Formal accountability |
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4.13.1 Training on key Indigenous research principles Develop and provide at-scale training programs focused on ethics, protocols and Indigenous self-determination. |
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4.13.2 Guide effective Indigenous-led research and research collaboration Develop and provide pathways that lead to increased collaboration in Indigenous-led research across a range of subjects and agendas. |
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4.13.3 Grow UTS-wide Indigenous research capability Create critical mass in every faculty in at least one area of Indigenous research. |
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4.14 Increase our Indigenous graduate research students annually and continue to achieve sector-leading rates of Indigenous graduate research student retention and completion.
| Key success indicator | Implementation team | Formal accountability |
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4.14.1 Grow the number of Indigenous graduate research students Jumbunna’s Indigenous Students and Community Engagement to progress Indigenous graduate research student recruitment. Faculties to market graduate research student opportunities, actively nurture interest from, and provide support to, high-performing Indigenous undergraduate students. |
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4.14.2 Increase Indigenous graduate research student supervisors Increase numbers of academics who can supervise Indigenous graduate research students. |
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4.14.3 Increase UTS-wide graduate research student support Divisions and faculties to put in place strategies and initiatives designed to nurture and support retention and completion of Indigenous graduate research students. |
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4.14.4 Support early career researchers through increased postdoctoral opportunities Increase opportunities for successful PhD students to progress to a postdoctoral position to ensure retention of Indigenous PhD researchers, including:
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Indigenous data sovereignty and stewardship
4.15 Develop an Indigenous data sovereignty and stewardship framework/model and implementation plan across UTS that builds best practice approaches for Indigenous research data management, teaching and learning, archiving and the distinct measuring of impact.
| Key success indicator | Implementation team | Formal accountability |
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4.15.1 Develop UTS-wide best practice approach to Indigenous data sovereignty and stewardship Researchers prioritise UTS’s Indigenous data sovereignty and stewardship model as sector exemplars of Indigenous research, community-based research engagement, and teaching and learning. |
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4.15.2 Promote UTS-wide best practice approach to position UTS as the Indigenous research partner of choice Through these practices, and our excellence in Indigenous teaching, learning and research, position UTS as the Indigenous research partner of choice. |
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4.15.3 Map UTS-wide Indigenous data management practices Conduct a UTS-wide mapping of the current state of Indigenous research data management practices. Ensure this informs assertion of Indigenous data sovereignty in the context of the protection of ICIP and mitigates risks of data loss and integrity. |
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Internationalisation
4.16 Promote Indigenous international experience, exchange and collaboration.
| Key success indicator | Implementation team | Formal accountability |
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4.16.1 Co-design a strategic approach to increasing international engagement and experiences for Indigenous staff and students Develop a UTS-wide strategic plan in collaboration with UTS International that:
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4.16.2 Promote and measure Indigenous undergraduate international experience Maintain at least a 50% rate of Indigenous undergraduate students who graduate with an international experience during their course of study. |
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4.16.3 Promote and measure international Indigenous student and research experience Promote international research scholarship, graduate research and undergraduate exchange and Indigenous-led collaborative research. |
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Indigenous-led innovation and creativity
4.17 Build Indigenous-led creative practice, education and research.
| Key success indicator | Implementation team | Formal accountability |
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4.17.1 Indigenous self-determination in creative practices, industries and economies Continue UTS’s commitment to Indigenous self-determination in creative practices, industries and economies. |
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4.17.2 Continue to support Indigenous innovation and creative practice Work across faculties and disciplines to innovate Indigenous research with emerging creative practice and practice-led innovations. |
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Indigenous Knowledges
4.18 Recognise the importance of Indigenous Knowledges and Indigenous Knowledge systems across UTS and develop cross-university initiatives to support its significance.
| Key success indicator | Implementation team | Formal accountability |
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4.18.1 Indigenous Knowledges The breadth of Indigenous Knowledges and Indigenous Knowledge systems, the Indigenous Knowledge holders and the practices and disciplines in which they are expressed are:
Opportunities to pursue this are explored. |
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4.18.2 The role of Indigenous Knowledges in faculties, divisions and centres The role of self-determination, Indigenous cultural protocols and Indigenous Knowledge systems are understood as integral to arrangements in faculties, divisions and centres. |
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External engagement and partnerships
4.19 Develop and implement an Indigenous external engagement and partnerships program.
| Key success indicator | Implementation team | Formal accountability |
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4.19.1 Co-design and implement philanthropic and alumni program to ensure success of Indigenous endeavours Develop a UTS-wide, Indigenous values-based philanthropy program to build an Indigenous alumni community who can be engaged to support student success, strategic initiatives and relationships with industry, government and donors. |
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Measuring impact and success
4.20 Develop an Indigenous impact and success framework, recognising Indigenous specific values, measures and contexts.
| Key success indicator | Implementation team | Formal accountability |
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4.20.1 Recognise Indigenous specific ways of measuring success and develop an Indigenous impact measurement framework Develop an Indigenous impact and success framework driven by Indigenous data sovereignty approaches across Indigenous research, teaching and learning, creative practice, Indigenous students, and Indigenous Graduate Attribute with new ways of measuring success and communicating impact. |
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5. Strategy owner and contact
5.1 Strategy owner: The Provost is responsible for managing compliance with the strategy.
5.2 Strategy contact: The Pro Vice-Chancellor (Indigenous Leadership and Engagement) is the primary point of contact for advice on implementing, administering and reporting on progression of the strategy.
5.3 Implementation and governance roles:
Deans are responsible for reporting at least annually to the Vice-Chancellor’s Indigenous Strategies Committee on their progress toward the initiatives in each section of their multi-year Indigenous action plans.
The Vice-Chancellor’s Indigenous Strategies Committee (refer Indigenous Policy) is responsible for reviewing and referring to Academic Board for noting annual reports on progression of the strategy and reports from deans in relation to their multi-year Indigenous action plans.
6. Definitions
The following definitions apply for this strategy. These are in addition to the definitions outlined in Schedule 1, Student Rules.
Formal accountability means senior staff (including members of the University Leadership Team, senior leaders and faculty executive) who have a strategic accountability and/or ultimate responsibility for the achievement of the key success indicator.
Implementation team means senior staff and business units who have a practical responsibility for implementing and/or supporting activities that will lead to the achievement of each key success indicator.
Indigenous Cultural and Intellectual Property is defined in the Intellectual Property Policy.
Indigenous data refers to information or knowledge, in any format or medium, which is about and may affect Indigenous peoples both collectively and individually.
Indigenous data sovereignty is defined in the Research Data Management Procedure.
Indigenous Knowledges is defined in the Intellectual Property Policy.
On-Country research means Indigenous research that is conducted outside of the UTS campus, within the Indigenous community or on Indigenous traditional lands.
Approval information
| Strategy contact | Pro Vice-Chancellor (Indigenous Leadership and Engagement) |
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| Approval authority | Vice-Chancellor |
| Review date | Mid-term and in 2030 |
| File number | UR25/1176 |
| Superseded documents | Indigenous Education and Research Strategy 2019–2023 |
Version history
| Version | Approved by | Approval date | Effective date | Sections modified |
|---|---|---|---|---|
| 1.0 | Vice-Chancellor | 26/06/2025 | 04/07/2025 | New strategy. |