Faculty of Arts Strategic Plan 2008 – 2011

Our strategy is to build on our current position through strengthening our performance in teaching, research and community outreach. To do this, our focus will be on creating innovative teaching programs addressing the needs of all students, supporting cutting edge research, and contributing our knowledge and understanding of society, culture and human experience to enrich the lives of all Australians. We will enhance the sophistication, relevance and impact of public debate in shaping the public good into the future.

We have seven major objectives for achieving this:

Faculty of Arts Key Strategic Objectives

1. Increase the intensity of our research by promoting, generating and sustaining high quality research.
2. Provide a broad choice of course options for students that exemplify the best curricula in our field, delivered and taught in innovative and effective ways.
3. Develop initiatives that recognise the students ‘whole’ experience within the Faculty, and in particular focus on the first semester in first year.
4. More actively participate in the University’s International initiatives while also developing and implementing Faculty-specific and cross-Faculty initiatives to enhance the building of effective international collaborations and outreach.
5. Ensure all academic staff are high-performing, have specific accountabilities, and are working towards achieving the University’s and Faculty’s academic strategies. Develop general staff to have a more professional and client service focus.
6. Implement faculty-specific initiatives to sustain and build creative and meaningful relationships with students, schools, industry, the professions, alumni and community organizations.
7. Effectively participate in the University’s ICT and physical infrastructure initiatives through having clear faculty infrastructure requirement plans.

Research

Key Strategic Objective 1: Increase the intensity of our research by promoting, generating and sustaining high quality research.”

Research is the primary driver of the University’s and Faculty’s reputation and international standing. Through innovative research, the Faculty will sustain the contemporary significance of its disciplines and promote the centrality of our fields of inquiry to social and economic progress. The Faculty aims to be recognised, nationally and internationally, as a centre for high quality research in the humanities and social sciences.

Our ambition to increase the intensity of our research will be driven by enhancing the conditions to promote, generate and sustain high quality research.

We have defined 4 strategies to address the identified issues:

1. Develop and initiate opportunities for staff to increase high quality research output.
2. Implement Faculty review and evaluation of Research Supervision and ensure Supervisor training improves the quality of research supervision.
3. Develop and implement a targeted plan to increase the number of PG Research Students.
4. Develop and implement targeted initiatives to identify and promote research strengths

Learning and Teaching

Key Strategic Objective 2: Provide a broad choice of course options for students that exemplify the best curricula in our field, delivered and taught in innovative and effective ways.

Our ambition is to be recognised as a leader in high quality and advanced education. The Faculty aims to challenge high achieving students to realise their potential for excellence. It also aims to support and encourage access and achievement for students from diverse backgrounds and create a rich learning environment.

This ambition will be underpinned by high quality teaching and scholarship in teaching, and supportive IT and learning infrastructure.

We have defined 3 key strategies to address the identified issues:

1. Develop and implement a robust and transparent Faculty-wide process to regularly (3 yrs) review Programs, Departments and Curriculum.
2. Implement L and T Network Plan (2008) and objectives to improve "good teaching" scores.
3. Use system developed for (1) above and adapt to address Postgraduate Coursework planning and growth needs.

Student Experience

Key Strategic Objective 3: Develop initiatives that recognise the students ‘whole’ experience within the Faculty, and in particular focus on the first semester in first year.

The Faculty seeks to support the University’s aim of offering a comprehensive and rich student experience through student participation in a wider network of Faculty seminars, workshops and conferences and the provision of high quality support services for students.

Our intent is to provide each University of Sydney student with an outstanding intellectual, social and cultural experience that not only delivers the highest quality academic education but is one of the most memorable times in their lives, establishing them as confident, well-rounded future citizens and leaders in their chosen field, and lifelong friends and members of the Faculty and University community.

We have defined 4 strategies to address the identified issues:

1. Develop initiatives that recognise the students ‘whole’ experience within the Faculty and in particular focus on the first semester in first year and the last 6 months and further develop the link to Alumni.
2. Better communicate student policies and procedures to students.
3. Develop better support for “students at risk” to complete their degree programs.
4. Develop a more informed and responsive focus on Postgraduate student needs/experience.

International

Key Strategic Objective 4: More actively participate in the University’s International initiatives while also developing and implementing Faculty-specific initiatives to enhance the building of effective international collaborations and outreach.

Our international strategy is based on building on our international reputation and achievements and attracting the best students and staff. It is primarily supported through the work of the University of Sydney’s International Portfolio, however we have developed strategies to specifically address the international strategic requirements of the Faculty.

We have defined 2 strategies to address the identified issues:

1. Develop an International plan that supports high quality admissions, excellence in support structures and quality degree outcomes.
2. Sustain and develop quality relationships with overseas educational institutions for both staff and students.

Staff Development and Administrative Services

Key Strategic Objective 5: Ensure all academic staff are high-performing, have specific accountabilities, and are working towards achieving the University’s and Faculty’s academic strategies. Develop general staff to have a more professional and customer service focus.

This area is the primary enabler of our Research and Learning and Teaching strategies. Our intent is that all academic staff are high-performing, have specific accountabilities, and are aligned with the University’s academic strategies. They in turn, are supported by effective HR processes and HR professionals, and efficient shared services. With professional support staff, the drive is towards greater professionalism and a focus on client service.

We have defined 7 strategies to address the identified issues:

1. Develop and implement process for identifying appropriate staffing profile for the delivery of high quality PG and PGCW degrees and research outcomes.
2. Develop a client focused program for delivery of administrative “services” and processes.
3. Align Performance Management and Development system with strategic plan.
4. Develop policy that delivers balanced workloads for academic staff in the areas of research, learning and teaching and administration.
5. Implement Succession planning process.
6. Initiate review of Faculty Governance structure and Decision-Making processes.
7. Develop and implement an Internal Communications strategy.

External Relations

Key Strategic Objective 6: Implement Faculty-specific initiatives to sustain and build creative and meaningful relationships with students, schools, industry, the professions, alumni and community organisations.

The Faculty seeks to enrich the cultural, social and economic life of the community. It aims to sustain and build creative and meaningful relationships with students, schools, industry, the professions, alumni and community organisations.

We have defined 5 strategies to address the identified issues:

1. Develop a Faculty External Relations plan.
2. Develop high quality programs for the engagement of Faculty Alumni.
3. Establish a Faculty External Advisory Board as a formal mechanism for community outreach, internships etc.
4. In partnership with DVC External Relations, create financial opportunities to support Faculty objectives.
5. Professionalise the Arts Alumni Society.

Campus Infrastructure and ICT

Key Strategic Objective 7: Effectively participate in University ICT and physical infrastructure initiatives through having clear Faculty infrastructure requirement plans.

The broad intent in infrastructure is to provide capability to enable our Research and Learning and Teaching objectives. The physical and technological infrastructure needs to be brought up to best practice standards and beyond, thus stimulating and inspiring a campus environment which enables the delivery of world-class student and staff experience and satisfaction. Capital investment and asset management must be aligned with Research and Learning and Teaching strategies, and capability must be built to world-class standards.

Technology continues to play an increasingly important role in supporting and enabling the objectives of the University, including: Effective learning and teaching environments; research information and research data management; the student experience; effective management of community services and alumni; and the efficient delivery of shared and support services. Technology will be required to enable the University to effectively manage its assets, capital and capability.

Whilst most of this is driven and implemented by the University, the Faculty needs to be more pro-active participants in the process.

We have defined 3 strategies to address the identified issues:

1. Develop a Faculty Infrastructure Plan including short, medium and long term objectives and priorities (respond to 2020 plan) and take a pro-active stance.
2. Develop a Faculty Technology Plan including short, medium and long term objectives and priorities.
3. Identify current critical student processes; complete BPM work underway; identify next priorities.