University of Wollongong

STRATEGIC PLAN
2008–10
Contents

Page

University Planning Statement 2008–10 1

UOW 2007 2
· Major Achievements 2005–07 3

UOW Planning Model 4

UOW 2008–10
· Vision, Mission, Principles 7
· Graduate Qualities 8
· UOW Goals 9
· Key Performance Indicators 10
· Strategic Priorities 11

Goal 1: Learning & Teaching 12

Goal 2: Research 14

Goal 3: Community Engagement 16

Goal 4: Students 18

Goal 5: International Outlook 20

Goal 6: Staff 22

Goal 7: Business & Enterprise 24

 UOW StrategicPlan 2008–10

UOW Planning Statement 2008–10

The University of Wollongong's Strategic Plan for 2008-10 builds on four
strengths that have shaped our development: diversity, partnership, enterprise
and excellence. Together they define an approach known as “the UOW way”.
Diversity relates to the nature of our communities, within the University and in the regions beyond,
and to the opportunities we can create for their future. It is about a mix of backgrounds, abilities,
experiences and perspectives that form the context for research, learning and the development of
our graduates. Diversity informs the rich UOW culture that is a prime source of attraction and
satisfaction for students, staff and community partners. Over the next three years we will focus on
access and equity, learning choices, the UOW student experience and graduate qualities. We will
look to nurture a global outlook, learning from our international students and multifaceted
communities. In this way, we will build on a defining UOW strength: the versatility of our students
and staff.

This University is recognised for its early investment in the power of partnerships to achieve the
best outcomes. Internally, partnership is critical to the collaborative interactions that give the edge
to our teaching programs, facilitate our international role and play a key part in the exceptional
success of our research effort. Externally, we are known for mutually rewarding partnerships with
our varied communities. In 2006, UOW was named the inaugural Commonwealth University of the
Year for this ability to build and sustain successful relationships with business, industry and
other community groups. For 2008-10, we aim to employ internal and external partnerships
more strategically to develop our knowledge and resource base and thus increase UOW's capacity
for innovation.

Enterprise - the capacity to initiate action and seize opportunities - defines the attitude that
underpins “the UOW way”. It has driven and enabled a program of development that established
other campuses and sites, including the first western university in Dubai. Enterprise is behind our
stronger emphasis on commercial research and the commercialisation of research [Link]
spirit has achieved the development and launch of a Graduate School of Medicine with a special
curriculum and purpose for training medical practitioners for remote, rural and regional areas.
Enterprise is at the heart of the new Innovation Campus (iC), which will welcome its first
residents, including top research teams and private companies, in 2008. A creative community,
designed for collaboration and business growth, the iC will exhibit the benefits of thinking
imaginatively and acting boldly. These traits are instilled in our graduates; they enable us to
perform and be acknowledged on the international stage.

The hallmark of the UOW way is a particular perspective on excellence. “Excellence” is a common
term in most university plans, often associated with elitism and formal traditions. UOW is
redefining excellence for a 21st century context. We choose to be dynamic - we choose to excel.
For UOW, this means going beyond established boundaries and challenging preconceptions that
seek to dictate our place in the world. By 2010, we aim to be recognised internationally for
pre-eminence in envisaging and introducing fresh concepts, perspectives and solutions. We shall
do so by drawing on the strengths of our diversity, our collaborative partnerships and our spirit of
enterprise. We shall continue to value and invest in our greatest assets for the future: our students
and staff. They have the capacity to ask the provocative questions and find the answers.

UOW is committed to enriching the quality of minds and opening up possibilities for society in a
time when human ingenuity will be severely tested by environmental and geopolitical realities.
This is the essence of our Vision for 2008-10.

Professor G R Sutton
Vice-Chancellor

01
 UOW 2007
In Profile
In the last year of the 2005-07 planning cycle, the
University of Wollongong (UOW) is established on two
campuses: the home campus in Wollongong and UOW
Shoalhaven. It is also parent to UOW Dubai, now the
largest independent western university in the United
Arab Emirates and a platform for further development
and alliances in the Middle East.
The University has education centres in Batemans Bay, Bega, Loftus
and Moss Vale and a Sydney Business School.
Each part of the UOW network is aligned with the goals of the UOW
Strategic Plan and each has a particular role to uphold and apply
SYDNEY
the UOW Vision through connections to its region. All share a com-
mon purpose to offer the students in our wider regions the benefits LOFTUS
of higher education and the opportunity to take significant roles in AUSTRALIA
their societies.
This year, UOW also began construction on another campus. The 33
MAP AREA
UOW
hectare Innovation Campus is designed as a creative community WOLLONGONG
where University researchers and leading teams will be co-located MOSS VALE
with commercial businesses to create and develop original ideas
and products for the future.
In September 2007, UOW featured:
NOWRA

CANBERRA
ENROLMENTS*
Undergraduate 14,215
Postgraduate 6,880 BATEMANS
Non-award (Undergraduate & Postgraduate BAY
eg, study abroad) 692
TOTAL: 21,787
Including:
PACIFIC
International on-shore
International off-shore
4618
3623
OCEAN
By Campus and Site:
Wollongong campus 16,618
UOW Dubai 2,826
UOW Shoalhaven Campus 338
Education Centres – Australia 1,021 BEGA
Other International sites 892
0 50 100
STAFF
KILOMETRES
Academic 806
General 831

* Headcount

02
 UOW StrategicPlan 2008–10

Major Achievements
2005-07

Under the umbrella of the 2005- 07 Strategic Plan, UOW has realised the
following milestones:

2005: • Construction of Graduate School of Medicine buildings

• UOW Dubai - new premises opened in Knowledge Village completed on Wollongong and Shoalhaven campuses
• Maximum 5-star rankings in the categories of 'Getting a • New Graduate School of Medicine (GSM) accredited by
Job', 'Graduate Starting Salaries', 'Positive Graduate the Australian Medical Council
Outcomes', 'Graduate Rating' and 'Staff Qualifications' • Construction begins on Innovation Campus - $350m+
(Good Universities Guide) project
• Commencement of the construction of UOW Graduate 2007 (Jan-August):
School of Medicine • $6.6m, multi-purpose indoor Sports Facility (Australian
• UOW one of the top five Australian universities for Government funding of $4.6m)
excellence in learning and teaching under Australian • Australian National Centre for Ocean Resources and
Government Learning and Teaching Performance Fund Security (ANCORS) - new centre of excellence in oceans
• NSW Government Gold Green Globe Award for significant governance and maritime security in the Asia Pacific
energy savings Region, headquartered at UOW
• National winner of the 2005 Prime Minister's Employer of • University ranked 5th nationally in total ARC grant income
the Year Award (higher education category) (approximately $10 million) relative to size
2006: • The Graduate School of Medicine MBBS degree
• Inaugural Commonwealth University of the Year Award for commenced, with a class of 80 students
Community Engagement (The Times Higher Education • iC Central building, major infrastructure works and
Supplement and the Association of Commonwealth Institute for Innovative Materials building underway on
Universities) Innovation Campus
• In Top 200 World University Rankings, The Times Higher • University listed in the Top 500 academic rankings of
Education Supplement world universities by the Institute of Higher Education at
• One of two universities in the top tier in three of four Shanghai Jiao Tong University
categories for excellence under Australian Government • Maximum five stars for: Research Intensity; Generic Skills;
Learning and Teaching Performance Fund ($5.4m grant) Graduate Satisfaction; and for Graduate Employment,
• Five-star ratings across key categories in the 2006 Positive Graduate Outcomes and Graduate Starting
Australian Good Universities Guide Salaries (Good Universities Guide)
• Centre of Excellence for Electromaterials Science ($12m
from Australian Research Council) established
• The Global Centre of Excellence for Transnational Crime
Prevention ($12m from Australian Government) estab-
lished

03
 UOW Planning Model

The 2008-10 UOW planning model charts the process The University Planning and Quality Committee, on the
recommendations of major committees, sets specific measures and
that advances the alignment of goals, objectives and
targets in the KPI areas to provide the UOW Strategic Plan -
strategies across the University. It illustrates the Performance Monitoring Framework. The relevant committees (and
development of the strategic plan; the annual steering groups for the enabling goals of students, staff and
business) monitor performance through annual review and reporting.
planning and review of strategies under the objectives;
Review reports are considered annually by the University Planning
and the major review of goals and objectives and Quality Committee which, in turn, presents a comprehensive
each triennium. annual report of progress against the Strategic Plan to Academic
Senate and the University Council. The Strategic Plan itself is
The UOW Vision and Mission, informed by shared Principles, direct reviewed in full every three years.
the Goals in core and key enabling areas. The Goals are presented,
with their objectives, strategies and key performance indicators
(KPIs), as chapters of the Strategic Plan. They are the touchstones
for all UOW planning, including the chief aligned plans for other
Campuses and Centres, Faculties and Units, and Capital
Management.

Monitoring Performance
UOW is committed to a four-step quality process - Plan, Act, Review
and Improve. Quality is assured by a monitoring cycle that tests out-
comes and introduces improvements and updates into the
planning system.
The Key Performance Indicators (KPIs) are institutional markers of
the University's progress towards meeting its goals. There are 13
key performance indicators for the 2008-10 goals (see page 10).
The levels of satisfaction and achievement in these areas will
indicate our capacity to meet the standards, expectations and needs
of those who have a key stake in the success of UOW's mission.
They include our governing Council; prospective and current
students; graduates/alumni; staff; colleagues and collaborative
partners; employers; quality assessment bodies; governments;
funding bodies; and international peers.

04
 UOW StrategicPlan 2008–10

Planning
Environment Stakeholders
VISION
MISSION
Strategic PRINCIPLES
Priorities
Critical for
achieving
Vision and
Mission
Goals &
Objectives
Key Strategies
Resource Allocation

Improvement Implementation

Performance
Review against
Goals

Triennial Review Against

Plan & Improvement for Next Cycle

VISION What we want to become

MISSION What we aim to achieve
PRINCIPLES The attitudes and commitments that guide us
PLANNING ENVIRONMENT External, eg: global, national, state and regional contexts; the Higher Education sector; social and business trends
Internal, eg: UOW identity and reputation; performance outcomes; strengths, gaps, areas for improvement
STAKEHOLDERS Those who have a vested interest in the success of the University, e.g. students, staff, employers, government, business partners,
general community, funding bodies
STRATEGIC PRIORITIES Issues of focus in the Goal areas, critical for defining and fully achieving the UOW Vision and Mission
GOALS & OBJECTIVES The primary (Goals) and specific (Objectives) outcomes we are aiming for
KEY STRATEGIES The major actions undertaken to achieve the Goals
IMPLEMENTATION Through, for example, Faculty and Professional Unit Planning, Committee Work Plans

05
 “
Diversity, partnership, enterprise and excellence.
Together they define ... ‘the UOW way’ ...
UOW PLANNING STATEMENT 2008-10 ”

06
 UOW StrategicPlan 2008–10

UOW 2008–2010

VISION
To be an international University recognised for originality and enterprise in
exploring, communicating and applying knowledge to enrich individuals, their
communities and the environment

MISSION
Our mission is to excel through:
• Research and teaching of world-class standard and impact
• A learning environment that supports, informs and inspires our diverse
student community
• Staff initiative, enthusiasm and commitment to the University's goals
• Collaboration and enterprise that provide innovative and timely ideas and
solutions for the University and its community partners

PRINCIPLES
We share a commitment to promoting and celebrating:
• Excellence through initiative, enterprise and achievements that take
society forward
• Intellectual openness and freedom of opinion
• Integrity
• Mutual respect and collegiality
• Diversity of cultures, ideas and peoples
• Indigenous perspectives and reconciliation
• Foresight, quality and accountability as an institution
• Community partnerships and mutual development
• Equity and social justice
• Responsible stewardship of the natural environment

07
Graduate Qualities

Linked to our governing Principles, the Graduate

Qualities are key outcomes of the UOW experience.
They describe the distinctive qualities that equip a
UOW graduate for roles in society and the workplace.

The University is committed to developing graduates

who are:
Informed:
Have a sound knowledge of an area of study or profession and
understand its current issues, locally and internationally. Know how
to apply this knowledge. Understand how an area of study has
developed and how it relates to other areas.

Independent learners:
Engage with new ideas and ways of thinking and critically analyse
issues. Seek to extend knowledge through ongoing research, enquiry
and reflection. Find and evaluate information, using a variety of
sources and technologies. Acknowledge the work and ideas of
others.

Problem solvers:
Take on challenges and opportunities. Apply creative, logical and
critical thinking skills to respond effectively. Make and implement
decisions. Be flexible, thorough, innovative and aim for high
standards.

Effective communicators:
Articulate ideas and convey them effectively using a range of media.
Work collaboratively and engage with people in different settings.
Recognise how culture can shape communication.

Responsible:
Understand how decisions can affect others and make ethically
informed choices. Appreciate and respect diversity. Act with
integrity as part of local, national, global and professional
communities.

08
 UOW StrategicPlan 2008–10

UOW Goals 2008–10

The University's seven goals set the parameters for progress towards our Vision for 2008-10. Each Goal
chapter surveys the planning context; sets out the Objectives and Key Strategies; lists the relevant KPIs; and
identifies the linked plans that will translate the 2008-10 Plan into action.

Core Goals & Objectives Enabling Goals & Objectives

Central to UOW's position as an international university connected Interconnected and cutting across the core goals to enable UOW to
and contributing to regional and wider communities: achieve its mission:

1. Excellence and innovation in learning and teaching 4. Students engaged with learning and University life
• Graduates equipped to contribute to society and the workplace • Students engaged as members of the University community
• An active, collaborative and flexible learning experience for • Efficient and professional management of each phase of the
students student experience
• Quality programs relevant to the evolving needs of students • A social and physical environment where all students can
and the community participate in University life
• An international focus in learning and teaching • Effective communication between students and the University
• High quality teaching
5. A university of international outlook and achievement
2. Excellence and innovation in research • A UOW community with a diverse and rewarding global
• Research of high quality and impact at an international level perspective and culture

• Enhanced capacity to attract external grant funding • A university of choice for international students

• Quality research student scholarship and training • International recognition for quality, standards and outcomes

• Strong partnerships with external organisations to achieve 6. Versatile, skilled and committed staff
mutually beneficial research outcomes
• An adaptable workforce with skills aligned to strategic
• Enhanced capacity for commercial research and directions
commercialisation of research outcomes • A supportive, rewarding and equitable work environment

3. Dynamic engagement with our communities 7. Business capacity to advance the achievement of
• A University that is accessible, outward reaching and our Vision
responsive to its communities • Decision-making based on sound planning, governance and
• Strong reciprocal relationships that enrich our communities quality processes
• Integration of community engagement in our academic • Strategic deployment of resources and information
activities • A sustainable and reliable infrastructure
• Enhanced educational aspirations and higher education
participation in our regions

09
Key Performance Indicators 2008–10

The University will measure its institutional

performance against the 2008-10 goals using 13 key
performance indicators:
1. Learning and Teaching Performance
2. Research Performance
3. Community Perception
4. Student Demand
5. Student Outcomes
6. Student Perception
7. International Recognition
8. Employer Perception
9. Staff Perception
10. Staff Capability
11. Environmental Impact
12. Financial Performance
13. Resource Utilisation

10
 UOW StrategicPlan 2008–10

Strategic Priorities 2008–2010

The areas of critical and distinctive focus over this

planning cycle are identified in the relevant Goal Chapters and brought together
below in the list of 2008–2010 UOW Strategic Priorities.

Priority Goal
• Sustain national and international recognition for excellence and enterprise Business & Enterprise,
International Outlook
• Promote ethical practice in education and research as an integral part of the University culture Learning & Teaching,
Research, Students
• Maintain a leading research performance through outstanding scholarship, Research
ground-breaking discovery, collaborative networks and commercialised outcomes
• Strengthen and sustain a reputation for excellence in learning and teaching through Learning & Teaching
innovation and quality student outcomes
• Differentiate the UOW Student Experience as engaging, motivating, personalised and Students,
internationally-oriented International Outlook

• Ensure UOW students and graduates are valued, in their communities and by employers, Learning & Teaching,
for their knowledge, skills and distinctive qualities Research, Students

• Advance the Innovation Campus as a successful space for developing new ideas and Research,
applications through University-business partnerships Business & Enterprise

• Develop excellence in health and medical research and innovation through the Illawarra Health Research
and Medical Research Institute
• Position UOW for recognition as a pre-eminent provider of medical training for regional, rural Business & Enterprise
and remote Australia
• Strengthen connections to the community through improved channels for interaction and Community Engagement
mutually beneficial projects
• Promote responsible environmental management across all UOW locations Business & Enterprise
• Enhance staff capacity to achieve excellent outcomes and ensure the University's Staff
continued success
• Embed quality processes and professional business planning and practice in all areas to Business & Enterprise
sustain excellence, financial security and a competitive advantage

11
Goal 1: Excellence and innovation in
learning and teaching

“ Over the next three years we will focus on access and equity, learning
choices, the UOW student experience and graduate qualities.
We will look to nurture a global outlook, learning from our international students
and multifaceted communities.
UOW PLANNING STATEMENT 2008-10
”
Introduction
The University is committed to providing its diverse body of
students with an engaging, internationally-oriented learning
experience which equips them with the knowledge, skills and
qualities needed for success at university, in society and in
Strategic Priorities
the workplace. This core commitment, highlighted in the list • Promote ethical practice in education and
of Strategic Priorities, is addressed here and also later in the research as an integral part of the University
Student Goal chapter. culture

Professional staff design and deliver academically rigorous • Strengthen and sustain a reputation for
and relevant programs, informed by leading research and excellence in learning and teaching through
scholarship at all sites, in Australia and off-shore. Continuous innovation and quality student outcomes
evaluation and improvement underpins personalised and
responsive support for student learning. Stimulated by the • Ensure UOW students and graduates are
opportunities and challenges of multiple teaching locations, valued, in their communities and by
UOW has also developed innovative and flexible approaches employers, for their knowledge, skills and
to teaching using the latest technology. Excellent student distinctive qualities
outcomes are reflected in high graduate employment rates.

In the 2008-10 cycle, UOW's learning and teaching planning

will aim to enhance quality and achieve international
standards. This will be achieved chiefly through more
systematic benchmarking, improvements in course
management, embedding the Graduate Qualities and
optimising the benefits of a research-intensive university
environment. Underlying these strategies is a commitment to
ensuring access and appropriate support for
under-represented student groups.

12
 UOW StrategicPlan 2008–10

Objective 1 Graduates equipped to contribute to society and the workplace

Key strategies • Integrate the development of Graduate Qualities into the curriculum
• Develop and implement institutional approaches to evaluating the attainment of Graduate Qualities
• Continue to give priority to developing the capacity of students for independent research and enquiry
• Embed the outcomes of the Academic Integrity Project within learning and teaching processes
• Work with employers to integrate workplace and community experiences for students into the
curriculum in all discipline areas
• Provide opportunities that equip students for employment in a global labour market
Objective 2 An active, collaborative and flexible learning experience for students
Key strategies • Provide and promote appropriate learning support for student groups and individuals
• Engage students with leading-edge knowledge through teaching by academics who are prominent
scholars and researchers in their fields
• Optimise the mix of delivery methods to enhance the learning experience of students across all
teaching locations
• Optimise the use of teaching spaces and technical facilities to provide a physical environment that is
engaging, collaborative and flexible
• Further enhance Library services to provide integrated, timely and convenient access to academic
information resources
Objective 3 Quality programs relevant to the evolving needs of students
and the community
Key strategies • Employ external benchmarking to monitor academic standards
• Monitor and improve practices to ensure the quality of course delivery and outcomes across teaching
locations, including UOW Dubai and other off-shore sites
• Enhance course development and management to ensure that the range of programs is strategic,
current and of the highest standard
• Take appropriate opportunities to match undergraduate programs with areas of research focus
• Improve the quality, relevance and recognition of programs through networks of professional and
community relationships
• Further enhance assessment practice

Objective 4 An international focus in learning and teaching

Key strategies • Integrate international perspectives and content into the curriculum
• Promote opportunities, within degree courses and through on-line delivery, for the acquisition of foreign
language skills and cultural awareness
• Promote international learning experiences for students, including through Study Abroad and
electronic communication
• Develop academic collaboration between domestic and international students

Objective 5 High quality teaching

Key strategies • Develop the professional capability of permanent, sessional and casual staff involved in learning and
teaching
• Promote the increased use of evaluation and reflection based on student feedback, self and peer appraisal
• Recognise achievement that results from innovation, inspiration and commitment in learning and
teaching practice
• Promote innovation in teaching and learning which is based on sound educational research
• Promote the development and dissemination of best practices in learning and teaching

Key Indicators of Performance

Learning and Teaching Performance Student Perception Student Outcomes
International Recognition Employer Perception

Aligned Plans
Actions to achieve this Goal will be implemented and monitored through:
• Faculty and Unit Plans • Shoalhaven Campus & Education Centres Plans
• UOW Dubai Plan • E-Learning Plan

13
Goal 2: Excellence and innovation in
research

“ For 2008–10, we aim to employ internal and external partnerships more

strategically to ... increase UOW’s capacity for innovation.
UOW PLANNING STATEMENT 2008-10
”
Introduction
UOW is a research-intensive university recognised for the Members of academic staff are therefore encouraged to
quality of its performance across diverse areas. During 2008- undertake contract research and consultancy (i.e. commercial
10, we will continue to build our research effort and interna- research) work to share their expertise and experience and
tional standing, focussing on areas of Strategic Priority. transfer technology from UOW to the community at large.
We aim to support the further growth of current areas of
research excellence, expand the diversity of research
activities and improve the quality and impact of research
outcomes.
We will give specific attention to:
Strategic Priorities
• encouraging and sustaining emerging areas of research
excellence; • Promote ethical practice in education and
• further developing our applied research base; research as an integral part of the University
culture
• facilitating excellent multi-disciplinary research;
• promoting collaborative research with internationally • Maintain a leading research performance through
recognised institutions, industry and other external partners; outstanding scholarship, ground-breaking
discovery, collaborative networks and
• transforming research outcomes into opportunities for
commercialised outcomes
enterprise and commercial development;
• taking full advantage of opportunities arising from the • Ensure UOW students and graduates are valued,
establishment of the Innovation Campus, the Graduate in their communities and by employers, for their
School of Medicine and the Illawarra Health and Medical knowledge, skills and distinctive qualities
Research Institute.
• Advance the Innovation Campus as a successful
The University is facing increasingly strong competition for space for developing new ideas and applications
external research funding, staff and students. Its research through University-business partnerships
planning also needs to address the planned introduction of a
national funding framework to assess research quality and • Develop excellence in health and medical
impact as a basis for allocating funding. research and innovation through the Illawarra
Health and Medical Research Institute
To address these challenges and further advance research
activities, we will continue to invest in infrastructure and the
excellent research staff and students who are critical for
success. We will also enhance UOW's capacity to monitor
comparative research performance by refining measures of
research excellence, improving our capacity to manage data
and undertaking benchmarking activities.

14
 UOW StrategicPlan 2008–10

Objective 1 Research of high quality and impact at an international level

Key strategies • Recruit and support high-calibre researchers in current and emerging areas of strength
• Provide infrastructure to expand research activities
• Promote and recognise research outcomes of high quality and impact
• Improve monitoring, benchmarking and reporting of research performance
• Promote and recognise research activities that enhance international reputation
• Ensure ethical research practice
• Encourage the development of research activity at UOW Dubai
Objective 2 Enhanced capacity to attract external grant funding
Key strategies • Concentrate internal resources on current and emerging areas of research strength
• Encourage the formation and development of multidisciplinary teams with the capacity to capitalise on
funding opportunities
• Enhance capacity to capitalise on medical research funding opportunities, including through
development of the Illawarra Health & Medical Research Institute
• Support the development of high quality proposals for funding from diverse sources
• Extend network of contacts to build knowledge of and access to funding opportunities

Objective 3 Quality research student scholarship and training

Key strategies • Improve the quality of domestic and international higher degree research (HDR) student enrolments
• Continue to improve the standard of HDR student training and supervision to equip students to conduct
high quality research
• Provide and promote opportunities for HDR students to develop national and international professional
relationships
• Improve articulation between undergraduate honours programs and areas of existing or emerging
research strength
Objective 4 Strong partnerships with external organisations to achieve mutually
in the community
Key strategies • Target and grow external partnerships with potential for outputs of high quality and impact
• Establish and develop research partnerships with internationally recognised institutions
• Promote and capitalise on opportunities for applied research created by the Innovation Campus
• Recognise staff who demonstrate excellence in developing external collaborations
• Facilitate sponsorship of applied research activities
• Strengthen processes for ensuring good practice, customer focus and risk management in research
partnership development and activity
Objective 5 Enhanced capacity for commercial research and commercialisation
of research outcomes
Key strategies • Build capacity for commercial research through promotion and management of contract research
and consultancy
• Build on the established collaboration with UniQuest to identify and manage commercialisation
opportunities
• Promote an entrepreneurial culture through training and mentoring to build staff and student skills and
awareness of IP protection and commercialisation processes
• Promote the benefits of and successes in commercialisation to encourage staff and student
participation
• Enhance staff capacity to access research funding via grants and contracts related to the IP they create

Key Indicators of Performance

Research Performance Student Outcomes Student Perception
International Recognition Community Perception

Aligned Plans
Actions to achieve this Goal will be implemented and monitored through:
• Faculty and Unit Plans
• Triennial planning and review reports by research groups

15
Goal 3: Dynamic engagement with
our communities

“ ... mutually rewarding partnerships with our varied communities ... to build
and sustain successful relationships with business, industry and
other community groups.
UOW PLANNING STATEMENT 2008-10
”
Introduction
The achievement of the UOW Vision for 2008-10 is clearly At a 2008-10 planning forum, representatives of our regional
associated with both an educational and social responsibility and national communities also challenged the University to
“to enrich individuals, their communities and the capitalise more fully on the potential of community support
environment.” Community Engagement is one of the and collaboration in securing resources and recognition.
University's Core Goals and our Vision confirms it as an
essential role, performed through a dynamic two-way
relationship with our home and neighbouring regions. That
relationship is characterised by interaction, mutual benefit
and celebration of achievement. Strategic Priority
While the University contributes to its broader national and • Strengthen connections to the community through
international communities, that role is more effectively improved channels for interaction and mutually
defined and monitored under the Learning and Teaching, beneficial projects.
Research and Internationalisation goals. Under this Goal we
aim to exemplify best practice and strengthen the mutually
valuable bonds with the local communities of our Australian
campuses and education centres.
Universities world-wide are reinvigorating their civic mission
and adopting more comprehensive approaches to community
engagement. Within Australia, debate about possible
government funding to support engagement and knowledge
exchange activities is likely to continue. Despite receiving
international recognition in 2006 for community engagement
efforts, UOW will continually benchmark its performance and
look at better ways to integrate and sustain its engagement
activities.
In this planning cycle, we aim to focus on UOW's key com-
munity engagement Priority for 2008-10. We will do this by:
• Improving UOW access and visibility in its communities
• Enhancing community access to the skills and expertise of
our students and staff
• Promoting awareness of the opportunities opened up by
major UOW development projects for regional and
community development

16
 UOW StrategicPlan 2008–10

Objective 1 A University that is accessible, outward reaching and responsive

to its communities
Key strategies • Support and promote regional development opportunities, particularly through the Innovation Campus
• Strengthen the community gateways to promote and support mutual communication of needs, ideas
and solutions
• Encourage community access to University facilities and resources
• Promote mutually beneficial understanding and interaction between international students and the
community
• Continue to develop outreach activities, with a key focus on community health and fitness,
environmental awareness and social innovation
• Continue to support the development of the Shoalhaven Campus and regional Education Centres
• Facilitate the exchange of knowledge through a range of access points, venues and events

Objective 2 Strong reciprocal relationships that enrich our communities

Key strategies • Cultivate mutually beneficial links emerging from UOW development projects including the Innovation
Campus and the Illawarra Health and Medical Research Institute
• Promote and facilitate opportunities for collaborative endeavour, particularly via the Community
Engagement Grants Scheme
• Evaluate and strengthen key partnerships that benefit our communities
• Encourage the recognition of our graduates and strengthen their continuing contribution to the
University as Alumni

Objective 3 Integration of community engagement in our academic activities

Key strategies • Enhance opportunities in the curriculum for students to develop the qualities and skills for contributing
roles in their communities
• Promote opportunities for research collaboration between staff, students and the community
• Evaluate and communicate economic, social and environmental benefits of teaching, research and
outreach activities
• Support and reward individual contribution to our community through engaged scholarship and other
activities.

Objective 4 Enhanced educational aspirations and higher education participation

in our regions
Key strategies • Strengthen partnerships with targeted schools in low participation areas within UOW's primary
catchment region
• Extend school mentoring and outreach initiatives
• Continue to support the development of new pathways to higher education
• Increase the number of equity and community-supported scholarships

Key Indicator of Performance

Community perception

Aligned Plans
Actions to achieve this Goal will be implemented and monitored through:
o • Faculty and Unit Plans
o • Shoalhaven Campus and Education Centre Plans

17
Goal 4: Students engaged with learning
and University life

“ Diversity informs the rich UOW culture ... it is about a mix of backgrounds,
abilities, experiences and perspectives that form the context for research,
learning and the development of our graduates.
UOW PLANNING STATEMENT 2008-10
”
Introduction
The University is committed to providing students with a
personalised, inclusive and internationally-oriented university
experience. These characteristics are underpinned by the
values of respect, tolerance and acceptance which are
expected of all members of the University community.
The University's student body is a diverse one and our Strategic Priorities
programs are taught across multiple locations both on and
offshore. Our key priorities for 2008-10 are to ensure that all • Promote ethical practice in education and
students have the opportunity to engage successfully with research as an integral part of the University
their learning, participate in University life and develop the culture
UOW Graduate Qualities that will equip them for roles in
• Differentiate the UOW Student Experience as
society and the workplace. In addition, we will continue to
engaging, motivating, personalised and
provide a welcoming physical and social environment to internationally-oriented
complement and enhance the learning experience.
Quality service at all levels across the University is a key • Ensure UOW students and graduates are valued,
component in providing a supportive, safe and engaging in their communities and by employers, for their
learning environment. The University will therefore continue knowledge, skills and distinctive qualities
to promote a student-centred culture where highly
professional staff are sensitive to and anticipate the needs of
our prospective students, our current students and our
graduates. We will also focus on the improvement of
processes for listening and responding appropriately to
student feedback.
Another important issue for the University will be to continue
to strengthen its support for students with specific needs to
ensure that they have the opportunity to achieve their full
potential.
This Goal complements the goals for Learning and Teaching,
Research and Internationalisation which are also instrumental
in achieving excellent learning outcomes and expanding
students' international focus.

18
 UOW StrategicPlan 2008–10

Objective 1 Students engaged as members of the University community

Key strategies • Encourage and facilitate the participation of prospective students
• Promote an inspiring and successful learning experience for all students
• Promote the participation of students in the academic life of the University
• Recognise and communicate the responsibility of students to optimise their own learning
• Provide opportunities and infrastructure for students to support each other as learners
• Identify and respond to key support needs of students, including students from equity groups
• Implement a coordinated and structured approach to engaging and supporting first year students

Objective 2 Efficient and professional management of each phase of the

student experience
Key strategies • Ensure that student processes are efficient, fair and effective
• Provide information, resources and tools to enable student self-management where appropriate
• Equip academic and general staff with information, skills and support to enable them to implement
best practice in service provision
• Provide high quality services at central and faculty student administration offices
• Facilitate the transition from the student experience to graduate life and career
Objective 3 A social and physical environment where all students can participate
in University life
Key strategies • Provide a safe, accessible and welcoming physical environment
• Promote an inclusive culture where diversity is valued
• Provide facilities, services and opportunities that enhance University life for all students
• Grow and diversify the range of University student accommodation to facilitate learning and a sense of
community experience
• Support the engagement of international students in University life
• Promote Indigenous cultural understanding and appreciation
Objective 4 Effective communication between students and the University
Key strategies • Develop and implement a coordinated strategy for providing accurate, targeted and timely information
to students and prospective students
• Develop a clear statement of student and University expectations regarding the UOW student
experience
• Ensure that communication is culturally and socially appropriate
• Promote ongoing networks between the University and its graduates
• Ensure that effective mechanisms are in place for managing student feedback and complaints

Key Indicators of Performance

Student Demand Student Outcomes Student Perception

Aligned Plans
Actions to achieve this Goal will be implemented and monitored through:
• Faculty and Unit Plans
• Shoalhaven Campus and Education Centre Plans
• UOW Dubai Plan

19
Goal 5: A university of international
outlook and
achievement

“ By 2010, we aim to be recognised internationally for pre-eminence in

envisaging and introducing fresh concepts, perspectives and solutions.
We shall do so by drawing on the strengths of our diversity, our collaborative
partnerships and our spirit of enterprise.
UOW PLANNING STATEMENT 2008-10
”
Introduction
Central to the University's international profile is an already Strategic Priorities
diverse UOW culture and we are conscious of the need to
• Sustain national and international recognition for
monitor, inform and enrich its character and perspectives.
excellence and enterprise
The University has two interconnecting priorities for its
internationalisation activities in 2008-10: to expand the • Differentiate the UOW Student Experience as
international horizons of staff and students and to enhance engaging, motivating, personalised and
UOW's international recognition. internationally-oriented
To secure and raise UOW's profile in a highly competitive
international environment, the University must adapt quickly
to shifts and events affecting both alliances and student
demand. Our experience operating offshore, especially our
achievements in UOW Dubai, provides a basis for the ongoing
development of our international activities.
We must continue to be well attuned to trends in the global
community and workplace to equip students, through their
learning programs and experience, to operate and
communicate effectively and contribute to society.
The University's goals and objectives for Learning and
Teaching, Research, Students and Business in particular, are
instrumental in achieving the above agenda.
This Goal is specifically about identifying and realising
opportunities for internationalisation through alliances,
analysis of trends, active facilitation and networks.

20
 UOW StrategicPlan 2008–10

Objective 1 A UOW community with a diverse and rewarding global perspective

and culture
Key strategies • Enhance cultural sensitivity and awareness among staff, students and the wider community
• Advocate and advise on the content and perspectives required for the internationalisation of the
curriculum, including opportunities to acquire foreign language skills
• Facilitate mutually beneficial participation in the UOW experience by international students and staff
• Promote opportunities for overseas learning experiences for UOW students
• Facilitate the opportunities for partnerships and exchange offered by UOW Dubai
• Encourage and assist UOW staff to benefit from international funding, exchange and collaboration
• Improve access to information on international issues, activities and opportunities within the University

Objective 2 A university of choice for international students

Key strategies • Continue to monitor courses and opportunities offered by other institutions across the Australian sector
• Promote the development of UOW Dubai
• Review UOW teaching and support programs regularly to monitor their currency and appeal for
international students
• Ensure the quality and impact of UOW international marketing activity for new and existing markets
• Actively manage the challenges and opportunities arising from regulatory changes in the higher
education sector
Objective 3 International recognition for quality, standards and outcomes
Key strategies • Develop and strengthen international alliances with preferred overseas institutions and organisations
• Strategically monitor the quality assurance arrangements for offshore programs
• Develop worldwide networks through our Alumni and collaborative activity

Key Indicators of Performance

Student Demand Student Perception Staff Perception
International Recognition

Aligned Plans
Actions to achieve this Goal will be implemented and monitored through:
• Faculty and Unit Plans
• International Marketing Plan

21
Goal 6: Versatile, skilled and
committed staff

“ ... we will build on a defining UOW strength: the versatility

of our students and staff.
UOW PLANNING STATEMENT 2008-10
”
Introduction
To achieve excellent, internationally-recognised outcomes, the
University will continue to give special priority to promoting
the ability, creativity, enterprise and commitment of our staff.
To maintain this capacity, we have consistently worked to Strategic Priority
improve practices in attracting, developing and recognising
academic and general staff across all levels. • Enhance staff capacity to achieve excellent
outcomes and ensure the University’s continued
In recent years, we have placed particular emphasis on
success
implementing best practice in staff recruitment, selection,
career management, retention and reward. Complementing
these programs are initiatives that acknowledge and support
the critical role of our staff. We thus seek to strengthen
professional development, provide a supportive and equitable
work environment, and celebrate achievement.
In the 2008-10 planning period, we will continue to develop
the capacity of our staff community to achieve excellent
outcomes in the face of:
• increasingly competitive academic and professional labour
markets;
• external expectations and commercial imperatives for
universities to achieve and sustain high academic
standards and research quality and impact.
The University will intensify efforts to attract and retain
excellent staff and encourage their effective contribution to
the attainment of the University's goals. We will also continue
to improve the work environment to ensure that staff are
supported to take initiative and to realise their potential.

22
 UOW StrategicPlan 2008–10

Objective 1 An adaptable workforce with skills aligned to strategic directions

Key strategies • Identify the staff profile and abilities required for the University's continued success over the next three
to five years
• Ensure staffing decisions are based on effective workforce planning
• Continue to review and improve systems and practices to identify, attract and retain excellent staff
whose abilities are aligned to strategic directions
• Effectively use career development strategies to identify and set, with each staff member, clear and
measurable professional goals
• Improve the effectiveness and continuity of leadership and management at all levels to enhance our
capacity to meet current and future challenges
• Strengthen the capacity of our workforce to adapt to new challenges and take advantage of
opportunities

Objective 2 A supportive, rewarding and equitable work environment

Key strategies • Develop staff knowledge and abilities to enable achievement of individual and University goals
• Create a work environment which promotes engagement, commitment and personal fulfilment
• Recognise and reward staff excellence and innovation in areas which are aligned with our
strategic priorities
• Promote equity, diversity and tolerance in the workplace
• Establish effective staff communication, including regular feedback mechanisms
• Continue to review and improve practices that promote a healthy and safe work environment

Key Indicators of Performance

Staff Capability Staff Perception

Aligned Plans
Actions to achieve this Goal will be implemented and monitored through Faculty and Unit Plans.

23
Goal 7: Business capacity to advance
the achievement of
our Vision

“ ... enterprise – the capacity to initiate action and seize opportunities –

defines the attitude that underpins the UOW way.
UOW PLANNING STATEMENT 2008-10
”
Introduction
UOW is an enterprising university distinguished by its
capacity to identify, seize and manage opportunities for
achieving its Vision. It has earned that recognition through a
continuing commitment to innovation, quality and best
practice in its business and planning structures and
processes. Our Strategic Priorities for 2008-10 seek to build
on that platform. Strategic Priorities
Key factors in the operating context for 2008-10 include: • Sustain national and international recognition for
legislative and regulatory changes, domestic and international excellence and enterprise
student trends and changing requirements for research grant
funding. The challenge is to strengthen our ability to navigate • Advance the Innovation Campus as a successful
successfully towards our Vision in a competitive higher space for developing new ideas and applications
education sector and a volatile global environment. through University-business partnerships
To do so, we will continue to build on those critical features
• Position UOW for recognition as a pre-eminent
that give UOW its momentum and character: provider of medical training for regional, rural and
• diligent and effective governance remote Australia
• strategic and operational planning
• Promote responsible environmental
• embedded, inclusive quality processes management across all UOW locations
• proactive, transparent and accountable management
• Embed quality processes and professional
• strong financial controls and discipline business planning and practice in all areas to
• robust and efficient infrastructure sustain excellence, financial security and a
• sensitive environmental management of our campuses competitive advantage

All other planning goals rely in many ways on the

achievement of this Goal. It is also the chief driver for the
University's Strategic Projects - key tactical mechanisms for
targeting issues for intensive development.
A strong planning and business base is critical in a
competitive, increasingly deregulated environment where
universities are required to work within and report on a range
of regulatory requirements while actively sourcing external
funding and resources to support their activities and further
development.

24
Objective 1 Decision-making based on sound planning, governance and
quality processes
Key strategies • Strengthen alignment with UOW goals across all academic and operational units through ongoing
communication, business planning and review
• Monitor and refine targets for enhancing UOW's national and international recognition
• Strengthen UOW quality processes, particularly through the Quality Improvement Strategy
• Ensure ongoing risk management is part of plans and practices across all areas
• Optimise the flexibility and impact of the UOW Strategic Projects
• Ensure University governance structures operate with due diligence, appropriate advice and corporate
responsibility
• Support and reinforce ethical practice in our dealings with both internal and external parties

Objective 2 Strategic deployment of resources and information

Key strategies • Strengthen an ongoing focus on financial controls and management of costs
• Continue to align the budget process with strategic and unit planning objectives through regular
reporting and monitoring
• Enhance marketing and forecasting capacity in student recruitment
• Strengthen the policy framework and support mechanisms for external partnerships to promote
enterprise and industry collaboration while ensuring quality and best practice
Objective 3 A sustainable and reliable infrastructure
Key strategies • Continue to monitor, develop and improve a Comprehensive Capital Management Plan governing
buildings, information technology and other major infrastructure
• Exemplify and promote good practice in prudent environmental management, especially in the use of
major resources such as water and power
• Continue to ensure quality practices and planning across all major infrastructure areas

Key Indicators of Performance

Resource Utilisation Financial Performance
Environmental Impact

Aligned Plans
Actions to achieve this Goal will be implemented and monitored through:
Faculty and Unit Plans Shoalhaven Campus Plan & Education
UOW Dubai Plan Centre Plans
Energy Saving Action Plan Capital Management Plan
Water Saving Action Plan
FOR MORE INFORMATION AND ENQUIRIES:
Call Strategic Planning & Quality Office
02) 4221 3866 (ext 3866)
or visit the Planning & Quality website

[Link]/planquality

The University of Wollongong attempts to ensure that the information contained in this publication is correct at
the time of production (October 2007), however, sections may be amended without notice by the University in
response to changing circumstances or for any other reason. CRICOS Provider No.: 00102E