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We are UTS. And this is our vision. We will develop generations of resilient and creative thinkers, equipped with boundary-crossing skills. Our campus will blend the physical and virtual, supporting a lifetime of learning. We will curate personal experiences for our students in our vibrant innovation precinct. We will be recognised as Australia's leading university in entrepreneurship and innovation. Our strength in innovation will help us lead in the responsible use of technology. Our research will be exemplified by excellence, global engagement and innovative partnerships. It will transcend disciplinary and professional boundaries to deliver real-world solutions. We are committed to setting a new benchmark for excellence in Indigenous higher education, research, employment and community engagement. We are an inclusive university. We celebrate diversity and diversity of thought. We exist to benefit society. Ours is a compelling story, driven by our determination to contribute to the world, inspiring a bright, sustainable future. A future where we will be a leading public university of technology recognised for our global impact. Come with us on our ambitious journey.

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    Good morning and welcome everybody. I really do appreciate you all taking the time to come. And it is a very exciting day because the strategy is finally here, and it’s here because of everybody in this room, because you particularly have been the greatest contributors to getting the strategy. We’ve talked to lots of people, but it’s the people in this room who’ve really driven it with your ideas and your insights, so I really would like to start off thanking you. Now, before we go too much further, and on behalf of all those present, I’d like to pay my respect to the Gadigal people of the Eora nation. It’s on their ancestral lands that UTS now stands. Similarly, I’d like to pay our respects to elders both past and present, acknowledging them as the traditional custodians of knowledge for this place. As you’ve heard me say time and time again, knowledge is the heart of the university. Knowledge is at the heart of what we can help society with, and knowledge is absolutely at the heart of our future strategy. And if you think how fortunate we are in Australia, Australia has a heritage that goes back 60 thousand years. Our Indigenous Australians, the Indigenous Australians, are the oldest living civilisation on the planet. And if we can draw from that immense wisdom, that knowledge, and infuse that into our strategy, how can this next strategy not succeed? How can we not, next time, once again do wonderful things for our nation? So, I suppose, what I’d like to start off with is a little bit of how we got here. That worked the first time. There we go – that’s better. Okay, this time, as you all are well aware, we did the strategy development a slightly different way. We tried to talk to all members of our community – our staff, our student, our alumni, our industry partners, and we used technology in a very different way, to try and get some really good conversations going – I think we had 1800 staff on the [name] platform, hundreds of these, lots of threads of conversations, much better, I think, thank having Town Halls where you mightn’t get the opportunity to speak and even if you do, people don’t always listen to what you say. This way, we got to see the threads form right across the different communities, and it was incredibly exciting because there were some really new and different and innovative ideas that came out from all the different segments of the UTS community. But the thing that I was really blown away by was actually how they all were so coherent and ended up converging. Very different perspectives, very different communities, very different world experiences, but the ideas about what UTS could do, the ideas – the challenges – that our society faces, the ideas about what a university’s role in fixing some of those challenges and really helping society, all seemed to coalesce, and that’s what ended up in the strategy. Which is, again, a very exciting way of thinking about the strategy. Now, you might also think why a new strategy? Because one of the things that we’ve had at UTS is we have been incredibly successful. And we’ve been incredibly successful because of you, because of the people in this room. For the last 10 years – longer than that; many of you have been here longer than that, but for the last 10 years of the last strategy, you’ve done amazing things and UTS has succeeded, but importantly, UTS has managed to achieve what it set out to do for society, have the impact that it wanted to have. So, with this great success built upon the people of UTS, why would you want to change? One of the things, the reason we’re changing, as we all know, we’re in a period of very interesting and disruptive change. What we’ve done in the past will not work in the future. If we think [inaudible] some of the challenges we’re facing, we’re facing times some people are calling it the fourth Industrial Revolution. There are interesting social schisms happening. We have to think about the technological divergence, the technological disruption, so even if what we’re trying to achieve, and that is benefit for society, stays exactly the same, how we achieve it must change. And so that’s why the new strategy. The new strategy is all about how do we make sure we’re successful for the next 10 years in our role as a public institution as we were in the last 10 years? So, the strategy’s a vision of what we want to be, what we want to achieve for society, what can we do as a university to fulfil our mission and how are we going to go about doing that? And that’s the important thing. Now of course, a whole lot of things won’t change, and some of these things you won’t be surprised if you think first of all we are a public university of technology, and you’ve heard me say that time and time again. We exist for all of society, not just for those who come through our doors. We’re a public university. University of technology, which is a very important part of us too. We are unashamedly a university of technology, and we can use technology to help society. Very importantly, our innovation and entrepreneurship is a [inaudible]. That’s one of the real differentiators that UTS has had for many years to our partners, to our industry groups, very much to our students, this innovation and entrepreneurship focus – I’m sure I’ll say that word right one day. That is a core part of the differentiation, and that won’t change. The blended teaching model – if you have a look around, one of the great things if you think about the last 10 years when this hall is just an embodiment of the change of the university. I’m sure there are people in the audience who can remember the old Great Hall like me, and it wasn’t quite as salubrious as this one. And there’s buildings right around campus who’ve got very different types of learning experiences, learning environments, that make sure we can give the best to our students. So, the campus is still going to be at the heart of our educational model, but we’ve got to augment that. Similarly, partnerships. UTS, not just for even its 30-year history, but even for it’s [inaudible] institutions, our focus on industry, working with industry, has always been a core part. That will remain unchanged. Similarly, the research, and the last 10 years particularly, UTS research has gone from strength to strength, and importantly, the impact that we have from that research. That won’t change. And finally, and most importantly, the creativity and collaboration of UTS. If we think through how do we help our students in the world going forward, in this lifetime of learning, we think through what makes it different to human – you can’t have it AI or automated out – creativity ,or more importantly, working with people, is a core part of that. So, this creativity will be at absolutely the heart of UTS as it always has been going forward. And the collaboration – uni culture – is a very important part of that as well. What will change? Now, there we go, the new strategy. I noticed you all had cards, because I was going to have a big reveal but apparently you got the cards, so you’ve seen it anyway, and I hope you all agree that this looks a whole lot better than the kidney diagram we were talking about earlier, okay? It’s actually got another moniker – I’ve heard people calling it the engine diagram. An engine is a whole lot more appropriate than a kidney. Anyway, if the we think through what UTS is, our vision there is to be a leading public university of technology, recognised for global impact. Just as simple as that. And if you think through what UTS is and the way that we’ve acted throughout our whole history, that kind of captures it. But we will make sure that we are truly a leading public university of technology. Public is a very important part, I think, particularly at this moment with all the debates we have in society about the role of universities, the role of government and how we can help society. A university of technology – we’re unashamedly a university of technology, and that’s absolutely critical, because we can use that technology, we can use our knowledge of technology, we can use our knowledge of how technology interacts with society, draw upon the great strength we have in the social sciences and humanities here to make sure technology is a benefit for our society. The heart of the strategy is quite simple: it’s a transformation to a lifetime of learning. Once again, as always, I’m very sanguine that you’ll forget most of what I say today, but if you could remember one thing, just remember this one, because this is the heart of the strategy: this transformation to a lifetime of learning. It’s fairly simple. Sounds simple. We’ve been talking about it for a while, but it’s actually quite profound in what the approach change will require to achieve. If you think about the history of universities, universities have been very good at taking people from school and other places, educating them in a batch, sending them off into the world, wishing them the very, very best. As I say sometimes, come back when you’re rich. But what we need to do now is we need to focus on supporting people all the way through their lives, because what society needs is education all the way through their lives. They will need to get new skills all the way through, not just for their careers. We talk about people having 10-20 different jobs; they’re going to have 10-20 different careers. And even beyond the careers, how they operate to create a just and engaged society will require this ongoing education. So, this transformation to a lifetime of learning is really important and really profound. It’ll need us to change our approaches, our systems, the way we think about our curriculum, the way we think about supporting people all the way through their lives. So, while it sounds simple, the heart of the strategy is actually quite a subtle but profound shift to what a university can do and it’s an absolutely critical one. Because if we know where society’s going at the moment, the changing nature of work, this is the best we can do to really help society. Now, because that’s such a big challenge, there are a number of elements to make sure we can build that up. But first of all, and this is one of the themes that came out strongest from the staff and students, is personalised learning experiences. So, how do we make sure that our students – we all know students learn in different ways, have different aspirations, want to do different things. So, how do we make sure there are personalised learning  experiences but at scale? Supporting people what they need to learn when they need to learn it? And that’ll be a real challenge, but some of them we’ve already started, something that UTS has some great advantages in. Further, how do we work differently in partnerships? UTS has always had partnerships as I think I showed you in the first slide, but for the next 10 years, it’s going to be a real step change in the way that we do partnerships. I’m not just talking about the fact that we do great partnerships and research, we do god partnerships with the community groups. We do wonderful partnerships getting internships, but there’ll be some fundamental shifts in how we partner doing the core of UTS business. I can imagine a time when rather than people just getting a UTS education, UTS combined with TAFE combined with the corporate will work together to actually transform the skills of a whole workforce for a company. That takes a very different type of partnership. There’ll be times when, if we think through how do we deliver services even to our students and staff on campus, things that we currently deliver ourselves, [inaudible] online, we’ll have to get partners in to do that because can’t do everything and there are lots of good partners to work with. So, this partnership will be a core part of UTS moving forward. Unsurprisingly, right at the heart again is innovation and entrepreneurship. UTS is known for that and that’s something our country is crying out for. If we think through how do we create the new industries of the future, how do we create new jobs, how do we make sure we continue to be as prosperous a society in the future as we have been, innovation and entrepreneurship is absolutely at the heart of that, and we need to drive that even harder as we’re doing that at UTS. Many of you in this room particularly will know, we’ve done student surveys – Shirley’s done – [and] 45 per cent of our students have said they want entrepreneurship; 45 per cent of our students want to be entrepreneurs. Forty-five per cent of our students won’t be entrepreneurs, but how do we help them get the skills to be entrepreneurs if they want, or then get those wonderful skills and use them in other workplaces and other engagements that they do? Think about the scale – that’s 20, 25 thousand students. That’s not a small challenge. That’s absolutely one that I think we can do as a university and have great value to society. If we think through delivering research with excellent research with impact – I want to pause. We absolutely have to drive excellence in our research, because it’s through excellence that we can have great impact. Those are intimately entwined. We’ve come a long way in the UTS research. We’ve done great research, you know, 10 years ago, the last strategy, now we’re one of the leading research-intensive universities in the country but I think there’s a whole lot more we can do by collaborating across the university, by focusing some of the transdisciplinary challenges that we do – things UTS does really well, working with each other, tackling some of those really wicked problems society has and with this unremitting, unconscious excellence, and that will really help deliver this strategy. And finally, and certainly by no means least, building towards a sustainable future. This has always been part of UTS’s DNA, is how do we make sure that we operate to leave the world in a better place than we found it? But we have to continue to drive, not only through our research, showing ways to a sustainable future, not only in our thought leadership but how do we operate ourselves? How do we use energy, how do we collect waste – that is a critical part of UTS. We have to always demonstrate leadership in this space. Something you may have noticed that’s been on the slide all the way through, every time one of the five elements have popped up, is in the top left-hand corner. Okay? And that’s around our collaborative, creative workforce and the precinct. They are our two foundations. You heard me say when I became Vice Chancellor four years ago is what I think is so special about UTS is our people, and the next few years is focusing on our people, supporting our people, because they’re the ones who [inaudible]. That’s what’s created UTS, that’s what’s create the success of UTS, that’s what’s given the benefits to society. So, funnily enough, for the next 10 years we’re going to rely on our single greatest strength again, the foundation, which is our incredible, creative, collaborative workforce. But what we have to do in the next 10 years is be much more sophisticated than we have been in the past is how do we support; how do we develop our staff? How do we support each other, how do we develop each other? If you think it through that the workforce is changing. that the nature of work is changing, that’s happening with us as well. So, how will we stay ahead of that game? How do we make sure we can really harness the collaborative nature that we have, how do we make sure that everybody gets developed as they need to be so that that will once again completely and utterly drive the success of our strategy? And of course, our systems – the campus and precinct. For those of you who wandered around this area of town 15 years ago, the only consistent thing will be the beautiful tower, I think. Wandering around the rest of this place would feel very different. We are now the most vibrant precinct in the country, okay? And that’s not y accident. That’s been an incredible effort of design, thinking, strategizing, planning, not just from UTS but our partners to create a wonderful precinct that we have. Now, how then do we use this incredible asset that we have to drive the heart of our strategy as a transformation to a lifetime of learning? We’ve got the most number of start-ups around us, we’ve got wonderful people we can draw on as mentors, we’ve got great industry partners. All of those are critical if we use them well to help us deliver what we need to for the country. Similarly, we have to think through our campus. Once again, how do we make sure we can use our campus in the best way possible, thinking through this transformation of a lifetime of learning? And finally, our systems – I know you’ll laugh; we can always improve our systems. We’ve got lots of opportunities there. But I think rather than just thinking about the standard opportunities to improve our systems, we have to think through more importantly how do we fundamentally change the approach that our systems have? Our systems and processes were set up for a university in the 20th century, a university in batch process education mode. We now have to think, how do we set up the systems that’ll enable this transformation to a lifetime of learning? We don’t have all the answers yet, but that’s got to be one of the core foundations we have going forward. And as always, the thread at UTS for its entire history, and we just want to completely and utterly nail it again going forward so there is no uncertainty, but the social justice at the heart of UTS. That’s why we exist as a university. We are and always will be an inclusive university. Diversity is such an incredible strength we can draw upon. Universities have diversity of thought will absolutely enable us to solve the wicked problems of the future. Similarly, I think I’ve mentioned three or four times, this responsible use of technology. This is a real great opportunity for UTS to lead being a university of technology and draw upon our incredible strength in humanities and social science at the heart of our university. If you think about it, many of you may not be aware but already we’re doing work for the state government, people coming to us, we’re doing work for the state government on AI – how do we think through legislation policies around AI? We’re doing a very large piece of work for the Human Rights Commission around data ethics. This will be an incredibly important space, so we as a university can help society make sure the technology benefits people, rather than causes harm. And finally, but by  no means least, as you probably told from my introduction, Indigenous education is absolutely the heart of UTS’s strategy, as it always has been. We believe that Indigenous education is for all Australians, not just Indigenous Australians, and it’s at the heart of everything we do. And as I said before, Indigenous Australians have the oldest living culture on the planet and if we have that infused and draw upon that incredible wisdom, that knowledge, those incredible resources, how can our strategy not succeed? So, if we move onto the next, what do we need to do? Now, all of this, I hope you see, is a fairly ambitious strategy. There’s a lot we have to do in the next 10 years. I get breathless every time I talk about it, okay? And that’s me. But fortunately, it’s not all going to be done at once, okay? So, what you’ll see here is a number of initiatives that we have. We have eight initiatives in the next three years. So, we’ve got a 10-year vision, a 10-year aspiration, and then we have a three-year stet of initiatives. I won’t go through all the initiatives there on the website, but if you – I’ll go through one in a minute. The other thing many of you in the room have also dealt with at the moment is working through next year’s corporate plan. Already, next year’s corporate plan is a very concrete understanding of what we need to deliver for the next year. So, we’ve got one-year concrete actions, three years what we’ve got to get through in three years, and as you build those up that’ll enable us to get to the vision of what is quite an ambitious 10-year target. So hopefully you can see that. I will talk through one just very quickly, and the only reason I’m really talking through this is because I think the graphics are cool, okay? One of the things that I think is, that I’ve been very impressed with in this strategy is that right from the word go, through the deans and particularly from DAB but also from MCU has been this commitment to make sure our strategy doesn’t look like a blank piece of paper – a nice paperweight that we give out to people with glossy but really does showcase us as a university of technology. And in fact, there’s a wonderful graphic animation going through the initiatives that I was going to show, but I think I’ll leave you to have a look at the website for it, okay? Yes, Elizabeth, I’m going to make sure people go to the website to look at it, okay? But if you have a look through this, part of the visualisation for this is to track an interconnecting web, okay, because UTS is a placemaker. UTS, one of its great strengths, is that it creates place and brings people to have conversations, brings people to network and that is one of our core strengths. And that’s what a lot of the symbolism is around. If I look at this, say, for example, ,the three initiatives, let’s think about the concrete actions. In this particular one, we have developed a wonderful physical campus. Our next role is how do we create a virtual campus to mirror and sit aside our physical campus as we go into the online world to make sure that we have the flexibility for our students in future? As I said before, we’ve got this precinct around us. It’s a vibrant precinct; how do we use it? So, there are a number of concrete ways of how are we going to scale for our entrepreneurs and our students? How are we going to get more internships drawn from this area? How are we going to do industry partnerships around this area? So, all of these concrete actions in the next three years are contained in each of the initiatives. The purpose of today is to tell you the strategy, but much, much more importantly, it’s actually to now start the conversations – what the strategy actually means for you. Because if you think through the strategy, the only way it’s going to be delivered is by each of us delivering it. What I would like – actually there’s two things. I said there was only one thing to remember – a lifetime of learning; there’s a second one [inaudible]. What I’d like you to really also remember is that this strategy is not on top of what we currently do. This is not something else we must do. This is what we do. This is our day job. Okay? So, one of the conversations likely to start today is, how do we start thinking about in a concrete way every day to transform ourselves towards this vision? What do we need to do, but more importantly, what do we need to stop doing as we go [inaudible] onto this new strategy? So again, it’s not to be integrated into our current day work; this is our current day work for the next 10 years. That’s a very important part. So, today, I’m almost out of time, so I’m going to talk very quickly, give you an overview of the strategy and then give everyone the opportunity to talk to each other and talk to a number of leaders around the room in thinking through, what does this mean for you on a day-to-day basis? What does this mean for your colleagues? And the other thing I really ask you to do is form today, go to the website, have a look at the initiatives – actually, this website’ll be there, yep – and then start talking to your colleagues in your own areas and work groups, because to make sure this strategy works, what are going to do in our day-to-day work change? Now, as you can see, there are lots of things we’re doing that are completely in line with this strategy. This absolutely doesn’t mean we have to change everything, because this strategy is a continuum, from the last 10 years going into the future, but there may be a few subtle but important things that we do need to change or need to think through about how we make sure over the next 10 years and taken in bite-size chunks that we can deliver this vision that we want to be, to be a truly leading public university of technology and to really have global impact. And on that note, one again, thank you very much for coming, particularly for the people in this room, I really thank you for your contributions. You’re the ones who basically built this strategy, and I’m incredibly excited by it, so thank you very, very much.

     

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    Good morning and welcome everybody. I really do appreciate you all taking the time to come. And it is a very exciting day because the strategy is finally here, and it’s here because of everybody in this room, because you particularly have been the greatest contributors to getting the strategy. We’ve talked to lots of people, but it’s the people in this room who’ve really driven it with your ideas and your insights, so I really would like to start off thanking you. Now, before we go too much further, and on behalf of all those present, I’d like to pay my respect to the Gadigal people of the Eora nation. It’s on their ancestral lands that UTS now stands. Similarly, I’d like to pay our respects to elders both past and present, acknowledging them as the traditional custodians of knowledge for this place. As you’ve heard me say time and time again, knowledge is the heart of the university. Knowledge is at the heart of what we can help society with, and knowledge is absolutely at the heart of our future strategy. And if you think how fortunate we are in Australia, Australia has a heritage that goes back 60 thousand years. Our Indigenous Australians, the Indigenous Australians, are the oldest living civilisation on the planet. And if we can draw from that immense wisdom, that knowledge, and infuse that into our strategy, how can this next strategy not succeed? How can we not, next time, once again do wonderful things for our nation? So, I suppose, what I’d like to start off with is a little bit of how we got here. That worked the first time. There we go – that’s better. Okay, this time, as you all are well aware, we did the strategy development a slightly different way. We tried to talk to all members of our community – our staff, our student, our alumni, our industry partners, and we used technology in a very different way, to try and get some really good conversations going – I think we had 1800 staff on the [name] platform, hundreds of these, lots of threads of conversations, much better, I think, thank having Town Halls where you mightn’t get the opportunity to speak and even if you do, people don’t always listen to what you say. This way, we got to see the threads form right across the different communities, and it was incredibly exciting because there were some really new and different and innovative ideas that came out from all the different segments of the UTS community. But the thing that I was really blown away by was actually how they all were so coherent and ended up converging. Very different perspectives, very different communities, very different world experiences, but the ideas about what UTS could do, the ideas – the challenges – that our society faces, the ideas about what a university’s role in fixing some of those challenges and really helping society, all seemed to coalesce, and that’s what ended up in the strategy. Which is, again, a very exciting way of thinking about the strategy. Now, you might also think why a new strategy? Because one of the things that we’ve had at UTS is we have been incredibly successful. And we’ve been incredibly successful because of you, because of the people in this room. For the last 10 years – longer than that; many of you have been here longer than that, but for the last 10 years of the last strategy, you’ve done amazing things and UTS has succeeded, but importantly, UTS has managed to achieve what it set out to do for society, have the impact that it wanted to have. So, with this great success built upon the people of UTS, why would you want to change? One of the things, the reason we’re changing, as we all know, we’re in a period of very interesting and disruptive change. What we’ve done in the past will not work in the future. If we think [inaudible] some of the challenges we’re facing, we’re facing times some people are calling it the fourth Industrial Revolution. There are interesting social schisms happening. We have to think about the technological divergence, the technological disruption, so even if what we’re trying to achieve, and that is benefit for society, stays exactly the same, how we achieve it must change. And so that’s why the new strategy. The new strategy is all about how do we make sure we’re successful for the next 10 years in our role as a public institution as we were in the last 10 years? So, the strategy’s a vision of what we want to be, what we want to achieve for society, what can we do as a university to fulfil our mission and how are we going to go about doing that? And that’s the important thing. Now of course, a whole lot of things won’t change, and some of these things you won’t be surprised if you think first of all we are a public university of technology, and you’ve heard me say that time and time again. We exist for all of society, not just for those who come through our doors. We’re a public university. University of technology, which is a very important part of us too. We are unashamedly a university of technology, and we can use technology to help society. Very importantly, our innovation and entrepreneurship is a [inaudible]. That’s one of the real differentiators that UTS has had for many years to our partners, to our industry groups, very much to our students, this innovation and entrepreneurship focus – I’m sure I’ll say that word right one day. That is a core part of the differentiation, and that won’t change. The blended teaching model – if you have a look around, one of the great things if you think about the last 10 years when this hall is just an embodiment of the change of the university. I’m sure there are people in the audience who can remember the old Great Hall like me, and it wasn’t quite as salubrious as this one. And there’s buildings right around campus who’ve got very different types of learning experiences, learning environments, that make sure we can give the best to our students. So, the campus is still going to be at the heart of our educational model, but we’ve got to augment that. Similarly, partnerships. UTS, not just for even its 30-year history, but even for it’s [inaudible] institutions, our focus on industry, working with industry, has always been a core part. That will remain unchanged. Similarly, the research, and the last 10 years particularly, UTS research has gone from strength to strength, and importantly, the impact that we have from that research. That won’t change. And finally, and most importantly, the creativity and collaboration of UTS. If we think through how do we help our students in the world going forward, in this lifetime of learning, we think through what makes it different to human – you can’t have it AI or automated out – creativity ,or more importantly, working with people, is a core part of that. So, this creativity will be at absolutely the heart of UTS as it always has been going forward. And the collaboration – uni culture – is a very important part of that as well. What will change? Now, there we go, the new strategy. I noticed you all had cards, because I was going to have a big reveal but apparently you got the cards, so you’ve seen it anyway, and I hope you all agree that this looks a whole lot better than the kidney diagram we were talking about earlier, okay? It’s actually got another moniker – I’ve heard people calling it the engine diagram. An engine is a whole lot more appropriate than a kidney. Anyway, if the we think through what UTS is, our vision there is to be a leading public university of technology, recognised for global impact. Just as simple as that. And if you think through what UTS is and the way that we’ve acted throughout our whole history, that kind of captures it. But we will make sure that we are truly a leading public university of technology. Public is a very important part, I think, particularly at this moment with all the debates we have in society about the role of universities, the role of government and how we can help society. A university of technology – we’re unashamedly a university of technology, and that’s absolutely critical, because we can use that technology, we can use our knowledge of technology, we can use our knowledge of how technology interacts with society, draw upon the great strength we have in the social sciences and humanities here to make sure technology is a benefit for our society. The heart of the strategy is quite simple: it’s a transformation to a lifetime of learning. Once again, as always, I’m very sanguine that you’ll forget most of what I say today, but if you could remember one thing, just remember this one, because this is the heart of the strategy: this transformation to a lifetime of learning. It’s fairly simple. Sounds simple. We’ve been talking about it for a while, but it’s actually quite profound in what the approach change will require to achieve. If you think about the history of universities, universities have been very good at taking people from school and other places, educating them in a batch, sending them off into the world, wishing them the very, very best. As I say sometimes, come back when you’re rich. But what we need to do now is we need to focus on supporting people all the way through their lives, because what society needs is education all the way through their lives. They will need to get new skills all the way through, not just for their careers. We talk about people having 10-20 different jobs; they’re going to have 10-20 different careers. And even beyond the careers, how they operate to create a just and engaged society will require this ongoing education. So, this transformation to a lifetime of learning is really important and really profound. It’ll need us to change our approaches, our systems, the way we think about our curriculum, the way we think about supporting people all the way through their lives. So, while it sounds simple, the heart of the strategy is actually quite a subtle but profound shift to what a university can do and it’s an absolutely critical one. Because if we know where society’s going at the moment, the changing nature of work, this is the best we can do to really help society. Now, because that’s such a big challenge, there are a number of elements to make sure we can build that up. But first of all, and this is one of the themes that came out strongest from the staff and students, is personalised learning experiences. So, how do we make sure that our students – we all know students learn in different ways, have different aspirations, want to do different things. So, how do we make sure there are personalised learning  experiences but at scale? Supporting people what they need to learn when they need to learn it? And that’ll be a real challenge, but some of them we’ve already started, something that UTS has some great advantages in. Further, how do we work differently in partnerships? UTS has always had partnerships as I think I showed you in the first slide, but for the next 10 years, it’s going to be a real step change in the way that we do partnerships. I’m not just talking about the fact that we do great partnerships and research, we do god partnerships with the community groups. We do wonderful partnerships getting internships, but there’ll be some fundamental shifts in how we partner doing the core of UTS business. I can imagine a time when rather than people just getting a UTS education, UTS combined with TAFE combined with the corporate will work together to actually transform the skills of a whole workforce for a company. That takes a very different type of partnership. There’ll be times when, if we think through how do we deliver services even to our students and staff on campus, things that we currently deliver ourselves, [inaudible] online, we’ll have to get partners in to do that because can’t do everything and there are lots of good partners to work with. So, this partnership will be a core part of UTS moving forward. Unsurprisingly, right at the heart again is innovation and entrepreneurship. UTS is known for that and that’s something our country is crying out for. If we think through how do we create the new industries of the future, how do we create new jobs, how do we make sure we continue to be as prosperous a society in the future as we have been, innovation and entrepreneurship is absolutely at the heart of that, and we need to drive that even harder as we’re doing that at UTS. Many of you in this room particularly will know, we’ve done student surveys – Shirley’s done – [and] 45 per cent of our students have said they want entrepreneurship; 45 per cent of our students want to be entrepreneurs. Forty-five per cent of our students won’t be entrepreneurs, but how do we help them get the skills to be entrepreneurs if they want, or then get those wonderful skills and use them in other workplaces and other engagements that they do? Think about the scale – that’s 20, 25 thousand students. That’s not a small challenge. That’s absolutely one that I think we can do as a university and have great value to society. If we think through delivering research with excellent research with impact – I want to pause. We absolutely have to drive excellence in our research, because it’s through excellence that we can have great impact. Those are intimately entwined. We’ve come a long way in the UTS research. We’ve done great research, you know, 10 years ago, the last strategy, now we’re one of the leading research-intensive universities in the country but I think there’s a whole lot more we can do by collaborating across the university, by focusing some of the transdisciplinary challenges that we do – things UTS does really well, working with each other, tackling some of those really wicked problems society has and with this unremitting, unconscious excellence, and that will really help deliver this strategy. And finally, and certainly by no means least, building towards a sustainable future. This has always been part of UTS’s DNA, is how do we make sure that we operate to leave the world in a better place than we found it? But we have to continue to drive, not only through our research, showing ways to a sustainable future, not only in our thought leadership but how do we operate ourselves? How do we use energy, how do we collect waste – that is a critical part of UTS. We have to always demonstrate leadership in this space. Something you may have noticed that’s been on the slide all the way through, every time one of the five elements have popped up, is in the top left-hand corner. Okay? And that’s around our collaborative, creative workforce and the precinct. They are our two foundations. You heard me say when I became Vice Chancellor four years ago is what I think is so special about UTS is our people, and the next few years is focusing on our people, supporting our people, because they’re the ones who [inaudible]. That’s what’s created UTS, that’s what’s create the success of UTS, that’s what’s given the benefits to society. So, funnily enough, for the next 10 years we’re going to rely on our single greatest strength again, the foundation, which is our incredible, creative, collaborative workforce. But what we have to do in the next 10 years is be much more sophisticated than we have been in the past is how do we support; how do we develop our staff? How do we support each other, how do we develop each other? If you think it through that the workforce is changing. that the nature of work is changing, that’s happening with us as well. So, how will we stay ahead of that game? How do we make sure we can really harness the collaborative nature that we have, how do we make sure that everybody gets developed as they need to be so that that will once again completely and utterly drive the success of our strategy? And of course, our systems – the campus and precinct. For those of you who wandered around this area of town 15 years ago, the only consistent thing will be the beautiful tower, I think. Wandering around the rest of this place would feel very different. We are now the most vibrant precinct in the country, okay? And that’s not y accident. That’s been an incredible effort of design, thinking, strategizing, planning, not just from UTS but our partners to create a wonderful precinct that we have. Now, how then do we use this incredible asset that we have to drive the heart of our strategy as a transformation to a lifetime of learning? We’ve got the most number of start-ups around us, we’ve got wonderful people we can draw on as mentors, we’ve got great industry partners. All of those are critical if we use them well to help us deliver what we need to for the country. Similarly, we have to think through our campus. Once again, how do we make sure we can use our campus in the best way possible, thinking through this transformation of a lifetime of learning? And finally, our systems – I know you’ll laugh; we can always improve our systems. We’ve got lots of opportunities there. But I think rather than just thinking about the standard opportunities to improve our systems, we have to think through more importantly how do we fundamentally change the approach that our systems have? Our systems and processes were set up for a university in the 20th century, a university in batch process education mode. We now have to think, how do we set up the systems that’ll enable this transformation to a lifetime of learning? We don’t have all the answers yet, but that’s got to be one of the core foundations we have going forward. And as always, the thread at UTS for its entire history, and we just want to completely and utterly nail it again going forward so there is no uncertainty, but the social justice at the heart of UTS. That’s why we exist as a university. We are and always will be an inclusive university. Diversity is such an incredible strength we can draw upon. Universities have diversity of thought will absolutely enable us to solve the wicked problems of the future. Similarly, I think I’ve mentioned three or four times, this responsible use of technology. This is a real great opportunity for UTS to lead being a university of technology and draw upon our incredible strength in humanities and social science at the heart of our university. If you think about it, many of you may not be aware but already we’re doing work for the state government, people coming to us, we’re doing work for the state government on AI – how do we think through legislation policies around AI? We’re doing a very large piece of work for the Human Rights Commission around data ethics. This will be an incredibly important space, so we as a university can help society make sure the technology benefits people, rather than causes harm. And finally, but by  no means least, as you probably told from my introduction, Indigenous education is absolutely the heart of UTS’s strategy, as it always has been. We believe that Indigenous education is for all Australians, not just Indigenous Australians, and it’s at the heart of everything we do. And as I said before, Indigenous Australians have the oldest living culture on the planet and if we have that infused and draw upon that incredible wisdom, that knowledge, those incredible resources, how can our strategy not succeed? So, if we move onto the next, what do we need to do? Now, all of this, I hope you see, is a fairly ambitious strategy. There’s a lot we have to do in the next 10 years. I get breathless every time I talk about it, okay? And that’s me. But fortunately, it’s not all going to be done at once, okay? So, what you’ll see here is a number of initiatives that we have. We have eight initiatives in the next three years. So, we’ve got a 10-year vision, a 10-year aspiration, and then we have a three-year stet of initiatives. I won’t go through all the initiatives there on the website, but if you – I’ll go through one in a minute. The other thing many of you in the room have also dealt with at the moment is working through next year’s corporate plan. Already, next year’s corporate plan is a very concrete understanding of what we need to deliver for the next year. So, we’ve got one-year concrete actions, three years what we’ve got to get through in three years, and as you build those up that’ll enable us to get to the vision of what is quite an ambitious 10-year target. So hopefully you can see that. I will talk through one just very quickly, and the only reason I’m really talking through this is because I think the graphics are cool, okay? One of the things that I think is, that I’ve been very impressed with in this strategy is that right from the word go, through the deans and particularly from DAB but also from MCU has been this commitment to make sure our strategy doesn’t look like a blank piece of paper – a nice paperweight that we give out to people with glossy but really does showcase us as a university of technology. And in fact, there’s a wonderful graphic animation going through the initiatives that I was going to show, but I think I’ll leave you to have a look at the website for it, okay? Yes, Elizabeth, I’m going to make sure people go to the website to look at it, okay? But if you have a look through this, part of the visualisation for this is to track an interconnecting web, okay, because UTS is a placemaker. UTS, one of its great strengths, is that it creates place and brings people to have conversations, brings people to network and that is one of our core strengths. And that’s what a lot of the symbolism is around. If I look at this, say, for example, ,the three initiatives, let’s think about the concrete actions. In this particular one, we have developed a wonderful physical campus. Our next role is how do we create a virtual campus to mirror and sit aside our physical campus as we go into the online world to make sure that we have the flexibility for our students in future? As I said before, we’ve got this precinct around us. It’s a vibrant precinct; how do we use it? So, there are a number of concrete ways of how are we going to scale for our entrepreneurs and our students? How are we going to get more internships drawn from this area? How are we going to do industry partnerships around this area? So, all of these concrete actions in the next three years are contained in each of the initiatives. The purpose of today is to tell you the strategy, but much, much more importantly, it’s actually to now start the conversations – what the strategy actually means for you. Because if you think through the strategy, the only way it’s going to be delivered is by each of us delivering it. What I would like – actually there’s two things. I said there was only one thing to remember – a lifetime of learning; there’s a second one [inaudible]. What I’d like you to really also remember is that this strategy is not on top of what we currently do. This is not something else we must do. This is what we do. This is our day job. Okay? So, one of the conversations likely to start today is, how do we start thinking about in a concrete way every day to transform ourselves towards this vision? What do we need to do, but more importantly, what do we need to stop doing as we go [inaudible] onto this new strategy? So again, it’s not to be integrated into our current day work; this is our current day work for the next 10 years. That’s a very important part. So, today, I’m almost out of time, so I’m going to talk very quickly, give you an overview of the strategy and then give everyone the opportunity to talk to each other and talk to a number of leaders around the room in thinking through, what does this mean for you on a day-to-day basis? What does this mean for your colleagues? And the other thing I really ask you to do is form today, go to the website, have a look at the initiatives – actually, this website’ll be there, yep – and then start talking to your colleagues in your own areas and work groups, because to make sure this strategy works, what are going to do in our day-to-day work change? Now, as you can see, there are lots of things we’re doing that are completely in line with this strategy. This absolutely doesn’t mean we have to change everything, because this strategy is a continuum, from the last 10 years going into the future, but there may be a few subtle but important things that we do need to change or need to think through about how we make sure over the next 10 years and taken in bite-size chunks that we can deliver this vision that we want to be, to be a truly leading public university of technology and to really have global impact. And on that note, one again, thank you very much for coming, particularly for the people in this room, I really thank you for your contributions. You’re the ones who basically built this strategy, and I’m incredibly excited by it, so thank you very, very much.

     

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