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Appointment of Our New 2021 Appointment of our new Vice-Chancellor and President 2021 Contents Chancellor’s overview 1 UTS rankings 2 UTS 2027 Strategy 3 UTS organisational model 5 Role profile 6 Research 9 Learning and teaching 10 Student experience 11 International connection 12 Alumni and advancement 13 Industry, enterprise, partnerships 14 Social justice and equity 15 Indigenous engagement 16 Innovation and entrepreneurship 17 Our transformative campus 18 Conditions of employment 19 How to apply 20 Chancellor’s overview The University of Technology At UTS, we are now at a critical juncture has a deep understanding and capacity where we must adapt to better enable our to articulate the role of a modern public Sydney (UTS) is seeking long-term strategy and the sustainability university through research, teaching its fifth Vice-Chancellor of our university. and engagement with a broad range of stakeholders. Similarly, we are looking for and President, a leader of The UTS Council is seeking to appoint a Vice-Chancellor who understands the intellectual distinction and an outstanding leader who will embrace importance of attracting and retaining the university’s purpose and values, and professional standing who the highest calibre workforce and who who will work with Council to continue to will develop and maintain a culture of will lead UTS in its ambition ensure that the university delivers on our inclusion, diversity, ethics, transparency, to become a leading public longstanding commitment to delivering collaboration, collegiality and excellence. university of technology. positive social change. In achieving the objectives of the role, The Vice-Chancellor will be accountable the Vice-Chancellor will lead the strategic We are a young university and have been for leading the university through this direction of the university, continue to transformed over the past decade through period of rapid change where we must build the university’s brand as a leading strong leadership which has engaged the continue to innovate and adapt. public university with global impact, efforts of the entire UTS community. This The Vice-Chancellor will play a key and ensure the organisational structure transformation can be seen in our research part in driving the performance and enables the achievement of strategic performance, approach to teaching, distinctiveness of the university while academic objectives. outstanding facilities, industry connections, also providing effective and efficient calibre and employability of our graduates, Finally, the next Vice-Chancellor will be management of university assets, finances extensive track record of positive social an individual who understands the critical and facilities aligned to support the impact, and not least in our supportive role that universities play in delivering day-to-day operations of the university culture – all critical characteristics of a positive impact and social change through and the achievement of the university’s world-leading university. teaching, research and engagement. strategic goals. At a time when society is rapidly changing, We are seeking an individual with the role of universities is more critical than Catherine Livingstone AO comprehensive experience in a senior ever. The global pandemic has created a UTS Chancellor management role and who has a proven seismic shift, one that higher education track record of successfully leading the institutions must respond to, not only in strategic direction of a university or terms of how they serve learners, partners other large complex organisation. We are and the communities around them, but also particularly interested in an individual who in terms of how they operate. Vice-Chancellor and President 1 UTS rankings UTS continues to strive to be highly successful and distinctive in terms of our academic profile, our diversity and our international flavour. CWTS Leiden Ranking 2020 UTS is ranked 11th in the world and 1st in Australia # (Australian ranking) in the QS Top 50 Under 50 Index. The rankings are 1 based on research, teaching, knowledge transfer and international outlook. QS Top 50 Under 50 2021 #1 (Australian ranking) of our research QS World University is classified as # Rankings 2021 100% world standard* 133 THE Young University US News & World Report # 2020-2021 # Best Global Universities 1 (Australian ranking) 162 Rankings 2021 # THE World University Top ARWU World University 160 Rankings 2021 300 Rankings 2020 THE: Times Higher Education QS: Quacquarelli Symonds ARWU: Academic Ranking of World Universities *ERA: Australian Government’s Excellence in Research for Australia 2018 CWTS Leiden: Based on the proportion of publications belonging to the top 10% of their field Vice-Chancellor and President 2 UTS 2027 Strategy UTS is a public university of We’ll build upon our excellence in learning, technology. We will be defined teaching, research with impact and close links to industry, ensuring that we do more than by our support for the economic, simply prepare people to successfully enter social and cultural prosperity of our the workforce. communities. We are measured by We’ll focus on relevant and timely learning, the success of our partners, staff equipping students with creative problem- and students and we are committed solving and design-thinking skills. We’ll to research, innovation and the encourage students to be adaptive, flexible and resilient throughout their lives. dissemination of knowledge of public value. We are, and always will We’ll enhance individuals and their professional skills, while directly shaping and benefiting be, an inclusive university. society and communities. Since our inception, an integral building block By 2027, UTS will be a leading public university of of our success has been our outward, global technology recognised for our global impact. focus and ability to partner with industry Our purpose is to advance knowledge and – this is part of our DNA. Our campus has learning through research-inspired teaching, no walls; it is deliberately designed to be research with impact and partnerships with porous and support connections, knowledge industry, the professions and community. exchange and collaboration. This embodies our approach to engagement, permeates our Our commitment - transforming to teaching and research, and drives our focus a lifetime of learning on transdisciplinarity. The world is rapidly changing, and society will need to embrace a ‘lifetime of learning’ mindset to keep pace. We’ll continue to be a thought leader in this space and fundamentally shift our own operations to support development of individuals throughout their careers and lives. UTS Business School Vice-Chancellor and President 3 UTS 2027 Strategy ‘Uniquely UTS’ 2019-2021 Our strategy is underpinned by five key In our UTS 2027 Strategy, we identified eight key elements: initiatives to focus on over the initial three years to help us achieve our vision. They were: ■ Personal learning experiences that leverage our physical campus, are ■ Learning for a lifetime. enhanced by virtual and technological ■ Personal learning experience. capabilities, and can be delivered in partnership with students. ■ Digital partners in learning. ■ Working in partnership to help industries ■ New ways of working. develop the skills they need in their own ■ Our precinct, community and partnerships. workforce while also helping to guide our research, deliver university services, and ■ Transforming society through connected shape our curriculum experience. research. ■ Leading innovation and entrepreneurship ■ A distinctive international profile and in Ultimo’s thriving innovation hub and student experience. beyond. We’ll provide scalable entrepreneurial ■ Delivering positive social change. experiences for our students, staff and alumni, with a strong focus on positive impact. You can find more information at strategy.uts.edu.au ■ Delivering excellent research with impact that will be exemplified by engagement with global partners, and innovative collaborations that transcend disciplinary and professional boundaries. ■ A sustainable future where we’ll strive for continual improvement in our sustainability UTS Central double outcomes and ensure best practice in helix staircase our processes and systems, research, learning, campus operations and community collaboration. Vice-Chancellor and President 4 UTS organisation model Vice-Chancellor and President VP Advancement VP Global Partnerships (0.2FTE) Director Government Relations Director Strategy Integration University Secretary Provost & DVC Research DVC International DVC Education & Chief Operating DVC Enterprise Senior VP & VP & VP Students & VP Officer & VP & VP Vice-Chancellor and President 5 Role profile University of Technology Sydney (UTS) Specific accountabilities is seeking its fifth Vice–Chancellor The Vice-Chancellor and President is a leader of and President; a leader of intellectual intellectual distinction and professional standing that will draw upon outstanding personal qualities and attributes distinction and professional standing developed through senior leadership experience. The who will lead UTS to fulfil its vision of Vice-Chancellor will shape the university’s direction becoming a leading public university over the next decade by harnessing the full resource of technology. potential of the university in both our physical and digital environments. Driving the performance and distinctiveness of the university will increasingly be The Vice-Chancellor and President is the chief dependent upon
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