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 the Vice-Chancellor leading the executive officer and is responsible to the UTS Council continuing development of collaborative external for the strategic direction and overall management partnerships that have mutual benefit for all stakeholders. of the university, and for engagement with the wider community. Council is seeking to appoint an outstanding, Leadership: inspiring and visionary leader who embraces the Public university university’s purpose and values and who can work As a public institution, UTS has an obligation to serve with Council to continue to shape the future. and partner with a broad range of external stakeholders As the leader of a public university of technology, both within Australia and internationally including: the Vice-Chancellor’s role is to lead the pursuit of governments; industry and business sectors; non- the advancement of knowledge and learning through government and community sector organisations; the research inspired teaching, research with impact and media; and other institutions across the education sector. partnerships with government, industry, the professions The Vice-Chancellor will continue to build the university’s and the wider community. reputation by maintaining and strengthening the At a time when society is rapidly changing, the role of university’s brand as a leading public university with universities is more critical than ever. The global pandemic global impact. has created challenges and shifts for the sector. Working closely with the Chancellor and the UTS Council, the role of Vice-Chancellor and President is accountable for leading the university through a period of rapid change where the university must shift and adapt to respond to a changing landscape, and enable the delivery of our vision and strategy.
Vice-Chancellor and President 6 Role profile
Strategy: People: Together with the Chancellor and UTS Council, the peak The most important resource of the university and critical governing body, the Vice-Chancellor and President has to achieving the university’s strategic objectives is the responsibility for leading the strategic direction of the attraction and retention of the highest calibre workforce. university. The university is currently three years into its The Vice-Chancellor is accountable for ensuring the UTS 2027 Strategy. The Vice-Chancellor will continue development and maintenance of a culture that values to execute the strategy within a strategic planning inclusion, diversity, ethics, transparency, collaboration, framework that incorporates a range of key performance collegiality and excellence. The university gives priority indicators that act as metrics for measuring progress. to the health, safety and wellbeing of its staff, students Supporting the execution of the strategy, the Vice- and visitors. Chancellor will lead a senior executive team that is responsible for the effective operational management of Resourcing: the university to achieve strategic objectives. The Vice-Chancellor will provide effective and efficient management of university assets, finances and facilities Academic performance: aligned to support the day-to-day operations of the The Vice-Chancellor will ensure that the organisational university and the achievement of the university’s structure enables the achievement of strategic strategic goals. The university’s campus has been academic objectives. transformed to support our research objectives and model of learning. Research with impact The Vice-Chancellor is accountable for achieving the The Vice-Chancellor will continue to develop and academic objectives of the university to be world leading leverage the opportunity provided by our outstanding in our research impact. facilities.
Teaching and Learning Philanthropy and fundraising: The Vice-Chancellor will continue to lead the The Vice-Chancellor will lead philanthropic activity on development of new teaching and learning that support behalf of the university and continue the development of the university’s commitment to life-long learning and relationships with donors, alumni and industry. integrating our research.
Vice-Chancellor and President 7 Role profile
Experience Attributes ■ Proven success and experience in a senior ■ Deep understanding and capacity to articulate the management role at a university (or equivalent large role of a modern public university in the context of complex organisation) in leading across the whole supporting world-class scholarship (through both organisation. research and teaching) and engagement with a broad range of stakeholders. ■ Demonstrated ability to refine and execute strategy in a university (or equivalent large complex organisation) ■ Intellectual distinction and professional standing that aligned with policy development and strategic will support the attraction and retention of staff to a planning. world-class public university that has global impact.
■ Demonstrated ability to build successful partnerships ■ Reputation for leading through an approach that is both domestically and internationally with government both collaborative and collegial. and industry, the business community and other universities and research institutes, community Skills groups, alumni and media. ■ Outstanding interpersonal and written communication skills aligned with the strategic ambition of the university.
Vice-Chancellor 8 Research
Through our role as a public Excellent research with impact university, we task ourselves with The next phase in our development is to leverage ensuring that our research outcomes our research characteristics and distinctive benefit our communities the strengths and capabilities. We will do this by: economy, environment and society. ■ taking a people-centric approach, ■ taking a focused and deliberatively evolving We are proud of the results and societal impact approach to research concentrations, that we have achieved since we formed in 1988. ■ more consciously driving knowledge exchange We now rightly have a reputation, both nationally and research translation practices. and internationally, as a leading research university. This reflects the commitment of This will help us reach new heights in excellence, the university and individual academic and quality and scale – delivering impactful research professional staff to produce excellent research. of global significance. Ultimately this leads to the We have made significant investments over the transformation of society. past decade, in particular through our academic The creation and capture of new research growth and campus development strategies. opportunities are enabled by all our staff These have enabled us to increase the scale, and graduate research students valuing our quality and impact of our research. innovative and evolutionary work environment, Our achievements have come through focus. our willingness to explore new ways of working, They have been greatly accelerated by our our ability to connect different conceptual and culture of collegiality and creativity, use of agile disciplinary contexts, our valued partner status and transdisciplinary approaches, and our within extended and dynamic networks, and our industry and community connections. physical locations and facilities. All these have been used to create real-world We will continue to be focused and to ensure that solutions to complex problems. our growing scale and the quality of our research outputs are matched with research outcomes This positive culture and approach has that will be adopted throughout our national and We create real-world solutions to complex increasingly seen us sought out as a research international networks and partnerships, and be problems partner across different industry and used to achieve wide-scale impact. professional-practice sectors. These foundational elements have been embedded into our UTS 2027 strategy.
Vice-Chancellor and President 9 Learning and teaching
The UTS Model of Learning curriculum with informed technology use. It both guides what our students learn. guides and promotes an approach to learning design that places UTS students at the centre A framework for practice-oriented of the creative learning experience. The ultimate learning and teaching at UTS, it aim is to produce graduates who are ready for guides how we design curriculum the future of work. and links to the development of Reimagining learning at UTS graduate attributes – essentially, learning.futures was introduced to UTS in 2014. what we want our students to As UTS began work on a reimagined physical become. campus — a suite of billion-dollar buildings to support an expanding future-focused university — learning.futures was tasked with reimagining The UTS Model of Learning the learning spaces in these new buildings. The UTS Model of Learning has three distinctive Move over ‘traditional university’, when the doors features, or themes, that are interrelated in our opened to these new buildings, the facilities students’ practice-oriented learning experience: inside were technology-enabled collaborative 1. Integrated exposure to professional practice — spaces, group work pods, informal study hang- through dynamic and multifaceted modes of outs, and the aptly named ‘Super Lab’. practice-oriented education. The new learning spaces, combined with a range 2. Professional practice in a global workplace of learning.futures inspired pedagogical changes, — with a focus on international mobility and would transform the way our students learn and international and cultural engagement. how our teaching staff facilitated that learning — learning that would be collaborative, future- 3. Research-inspired and integrated learning – focused and student centred. providing academic rigour with cutting-edge technology to equip graduates for lifelong International recognition learning. Preparing students UTS’s learning.futures strategy won the Hybrid for the future of work From the ‘what’ to the ‘how’ Learning Innovation category of the 2015 Wharton-QS Stars Reimagine Education Awards If the UTS Model of Learning defines what in Philadelphia. Dubbed the ‘Oscars’ of higher students learn, the learning.futures strategy education awards, the competition comprised of guides how students learn, and what our over 500 entries from 40 countries competing teachers can do to support that learning. for just 10 awards. learning.futures champions future-focused
Vice-Chancellor and President 10 Student experience
UTS creates a vibrant and exciting experience, such as a six month Global Exchange student experience – in and beyond or 2 to 6 week Global Short Program, and cap off their preparation for a truly international career. the classroom – that is dedicated to enhancing a sense of community, UTS has recently reimagined its careers service to provide students with even more ways to provides students with academic receive timely and tailored career support. and non-academic support, and Students can access a number of career advice delivers opportunities for students sessions, workshops and industry events both to develop their employability and in-person and online. UTS Careers also has a number of online resources and tools for pursue international interests. students to explore, and manage a CareerHub for the latest jobs, events, virtual experiences UTS delivers one of the most inclusive, safe and and other great opportunities. engaging campus cultures in the Australian UTS is committed to helping students who have higher education sector; one where students disabilities, or ongoing illnesses, participate choose UTS because it is ‘the’ community they fully in campus life, with assistance to students aspire to belong to. who are living on a low income, via Financial A number of programs are available to help Assistance Service in Student Services. students maximise their time at university. We know that students forge relationships for The Peer Network, an energetic, outgoing and life at university so UTS facilitates more than 130 friendly group of current students are dedicated clubs and societies where students can engage to make the transition to university life for new and socialise with like-minded individuals and students as easy as possible. gain a sense of community belonging. BUILD (Beyond UTS International Leadership The university is home to a range of sporting Development) is an extra-curricular global activities and elite facilities, with UTS Sport leadership program with a mission to develop managing competitive and recreational A number of programs are self-aware, informed and active global citizens sports, and the university’s Elite and Emerging available to help students and leaders in service to deliver positive social maximise their time at university. Athlete Program. impact in the world. Through BUILD, students can participate in interactive workshops, learn from As UTS heads into the ‘transformational’ phase inspiring speakers, join field trips, engage in of UTS 2027, we are re-orienting our people, community activities and much more. systems and processes to support the lifetime learning journey of our students. Students can then put their learning into practice by including an immersive overseas Vice-Chancellor and President 11 International connection
Our vision is to be a leading public ■ Our Key Technology Partnerships (KTP) university of technology recognised program facilitates international research collaboration between UTS and our global for our global impact and for strategic partners, whilst building our research providing a distinctive international capacity and reputation around the world.
profile and student experience. ■ International study tours for the education and professional development of students, Our International Strategy, addresses the full academics and professionals who seek to range of international engagement and other internationalise their qualifications. measures we can use to enhance the value proposition for international students and Our commitment to global learning ensures: learners. It also ensures inter-cultural and global ■ All students and staff are internationally perspectives are integrated into all aspects of engaged and inter-culturally competent. university life, so that staff and students are well-equipped to operate in an international ■ Students receive flexible, real-world and environment. personalised learning experiences that create a global community of adaptive learners and At UTS, we also strive to ensure all students thinkers. are engaged internationally, that inter-cultural and global perspectives are integrated into all ■ Our courses and units are of the highest aspects of university life and our courses are quality and are internationally relevant. internationally relevant. We do this by: ■ Our students receive quality advice and ■ Offering a variety of study options to support. international students and integrating ■ Our research is of international quality students into UTS community life so they and global impact and our researchers are achieve a rewarding education experience. internationally engaged and connected.
■ Providing all domestic students with an ■ Staff and students Our international partnerships and pathways are internationally international experience through Study Abroad deliver opportunity and value across the engaged and Exchange (which now incorporates online university. virtual experiences), inter-cultural programs such as BUILD, our Offshore Learning Centres and connections with UTS College offshore pathway partners.
Vice-Chancellor and President 12 Alumni and advancement
The UTS alumni community is a global ■ alumni events network of over 235,000 game- ■ continuing access to the UTS Library
changing graduates. Innovative and ■ career development opportunities creative, these inspirational alumni ■ access to health and wellbeing services are driving positive change and ■ further study options, including a 10% discount making a difference in Australia and for all UTS postgraduate courses through our around the world. Alumni Advantage program, and
■ for our 48,000 young alumni (those aged 35 As a community, UTS regularly celebrates the years and younger or who have graduated success and achievements of our alumni by within the past five years) access to our UTS showcasing the success stories of our graduates Young Alumni community, which is driven by Our alumni are known through: for driving change our UTS Young Alumni Committee. ■ UTS Alumni Awards – an annual event that celebrates our most outstanding graduates Our alumni also play a key role in supporting the and the extraordinary impact they have in university’s mission to change lives, transform Australia and around the world. communities and be a leading public university through our donation program. ■ UTS Luminaries program – a group of inspirational alumni which is expanded each Additionally, in 2020, UTS staff raised $1.6 million year to shine a light on the what can be through the UTS Staff Giving Program which achieved with education and vision. contributed to:
■ ■ Game-changing alumni – a group of 695 Diversity Access Scholarships for innovative, creative and inspirational alumni students facing financial hardship (16% in the fields of business, research, innovation increase from 2019). and entrepreneurship, media and the arts, and ■ 102% more disadvantaged students assisted social impact who are driving positive change with laptops, software and digital access in Australia and overseas. compared to 2019.
We also support our alumni and help them to ■ 769 emergency grants, rental subsidies and maintain their connection to UTS, by offering: vouchers given to students struggling with the cost of living. ■ seven domestic and 15 international alumni networks
Vice-Chancellor and President 13 Industry, enterprise, partnerships
We’re committed to driving committed to social change, access and economic development in NSW, diversity. contributing significantly towards ■ SME@UTS – an integrated program designed our partners’ successes and to help SMEs confidently invest in innovation and digital technologies. delivering benefits to the university, our community and partners. ■ UTS ART – comprised of the UTS Gallery and the UTS Art Collection, UTS ART integrates creative practice into daily life by showcasing new art To support our partners, and propel our practices, diverse cultural perspectives and partnerships forward, UTS is home to the: innovative uses of technology. ■ Enterprise Learning - UTS has teamed up with As part of UTS 2027, over the next three years, Telstra to upskill their workforce by offering we plan to: microcredentials in data analytics, AI and machine learning to meet the demands of a ■ Create an environment that best positions rapidly changing jobs market. UTS to lead public discourse, focusing on technology (its implications and responsible ■ UTS Data Arena – a 360-degree interactive use), innovation, social justice, Indigenous data visualisation facility that helps business, knowledges and Sydney. government, and researchers simplify complex information and data. ■ Lead and drive the development of a world- class innovation precinct in collaboration with ■ UTS Shopfront – a community program linking our community, the State Government and the community sector to university expertise other partners to develop and articulate the through pro-bono projects completed by final- vision, governance, roadmap and economic, year students as part of their studies. cultural and social value of our precinct.
■ Australian Facility for Taphonomic Experimental ■ Develop a culture of external collaboration Together we drive Research (AFTER) – a unique facility dedicated to which informs and brings added value to all economic and the study of forensic taphonomy, and assisting levels of research, industry partnerships, community benefits law enforcement agencies and emergency corporate education, graduate research, services in criminal and disaster investigations. teaching and learning. ■ 2SER – our community radio station, jointly owned by UTS and Macquarie University, Vice-Chancellor and President 14 Social justice and equity
Social justice and the principles of Under the leadership of the Pro-Vice-Chancellor equity and diversity are at the core (Indigenous Leadership and Engagement), our Indigenous Education and Employment of everything we do. We champion Policy aligns UTS’s Indigenous initiatives with diversity in our staff and students, national Indigenous higher education priorities promote inclusivity in teaching and with international principles relating to and learning, and engage fully and Indigenous peoples. vibrantly with the world beyond Jumbunna Institute for Indigenous our campus. Our key social justice Education and Research initiatives and achievements include: Jumbunna plays a pivotal role in facilitating equal access to, and participation in, higher education, ■ Social Impact Framework – formalises our building student success through extensive social justice agenda; our contribution to the academic, social, and cultural support programs. community through research, education and Jumbunna is also home to an internationally practice; and structures our future endeavours recognised research unit, known for frank and ■ Access and Inclusion Plan – articulates our fearless advocacy for Indigenous communities, commitment to celebrating the contributions delivering improved outcomes of people with diverse abilities within our for Indigenous people. community Indigenous Graduate Attribute ■ WGEA Employer of choice for Gender Equality commitment – recognises our commitment as one of only Embedding an understanding of Indigenous three Australian universities to have received Australia in all UTS courses is a ground-breaking the citation each year since inception work of national significance. ■ SAGE Pilot – demonstrates our commitment to increasing the number of women in STEMM. Wingara Indigenous Employment Strategy Outreach programs Creating opportunities for Indigenous people engage high school and opportunities for all Australians to gain a Embedding Indigenous senior leadership and students deeper understanding of Indigenous Australia capability in all faculties, building a diverse are at the core of what we do. For more than six cohort of Indigenous academic and research years, we have adopted a whole-of-university leaders, and ‘growing our own’ Indigenous approach to promoting Indigenous education intellectual and professional leaders are major and employment. strategic objectives of our Wingara strategy.
Vice-Chancellor and President 15 Indigenous engagement
Our vision is to create a place 4. 400% increase in Indigenous research where all Indigenous Australians student enrolments (with higher retention/ success than non-Indigenous) can access education and be 5. Tripled the number of Indigenous students supported to succeed. doing an internship while studying at UTS.
At UTS, Indigenous education is for all Initiatives Australians. While Indigenous education does, In order for us to realise our UTS 2027 vision, we in part, mean the creation of educational must take a whole-of-university approach to opportunities and the pursuit of academic Indigenous education, employment and research. excellence for Indigenous people, it is equally UTS’s genuine commitment to these strategies about the creation of opportunities for all can be demonstrated through just a few of our Australians to gain a deeper understanding of initiatives: Indigenous Australia – the most ancient and ongoing thread in our national fabric. ■ The Jumbunna Institute for Indigenous Education and Research aims to produce the A new benchmark in Indigenous highest quality research on Indigenous legal higher education and research and policy issues and to develop highly skilled UTS will be home to a culture of excellence in Indigenous researchers whilst supporting the Indigenous higher education and research by 2023. academic, social, cultural and emotional well being of Aboriginal and Torres Strait Islander All UTS graduates will be professionally equipped students at UTS. to work successfully with, and for, Indigenous Australians, while our university will have the ■ The Galuwa Experience offers young Indigenous cross-organisational planning, knowledge and high school students a chance to discover the capability to support and achieve this. opportunities a degree at UTS can provide. Our progress so far: ■ In 2018, UTS announced its plans to launch Australia’s first truly comprehensive Indigenous 1. 25% increase in Indigenous undergraduate residential college. The college will celebrate student enrolments. the immeasurable value of Indigenous identity At UTS, Indigenous 2. 10% increase in Indigenous undergraduate and history, while also building community education is for all student success. Australians capacity and knowledge by developing and 3. 14% increase in Indigenous undergraduate nurturing the leaders of the future. student retention.
Vice-Chancellor and President 16 Innovation and entrepreneurship
We’re dedicated to imagining new ■ Cultivating transformational, multi-faceted possibilities, exploring complex partnerships to strengthen our capacity to tackle complex challenges and identify systems and navigating ambiguity real-world problems that can only be solved to deliver positive, transformative, collaboratively.
and sustainable change and impact. ■ Implementing solutions that positively impact society. By working across faculties and with industry, While we continue to embed innovation and government and community partners, we’re entrepreneurship into the work of all staff and simultaneously nurturing the next generation of students, our Innovation and Entrepreneurship Australian entrepreneurs and innovators. Unit is specifically focussed on: As part of our UTS 2027 corporate strategy, ■ Growing, shaping and leading a culture of we aim to be recognised as Australia’s leading innovation and entrepreneurship in our UTS university in entrepreneurship and innovation. community. We’re doing this by: ■ Designing, building, testing and scaling the ■ Providing scalable entrepreneurial experiences solutions UTS needs. for our students, staff and alumni, with a strong focus on positive impact. ■ Building communities and supporting collaboration between the university’s ■ Leveraging our world-class city campus and faculties, and with partners across industry, prime position within the heart of Sydney’s government, and community, to drive creative/digital industries and startup innovation, entrepreneurship and nurture the community to lead the development of the next generation of Australian entrepreneurs Ultimo precinct as a thriving innovation hub. and innovators.
Espresso Displays – one of our next-gen entrepreneurs
Vice-Chancellor and President 17 Our transformative campus
A once-in-a-generation vision, The key aims of the Master Plan have become the UTS Campus Master Plan has reality and: delivered a vibrant and engaging ■ create a global city campus with an education precinct. UTS has identifiable heart; invested more than $1.3 billion ■ embrace new teaching and learning to fundamentally change the way paradigms, including the library of the future; we deliver teaching, learning ■ create cutting-edge new research spaces, innovative infrastructure and laboratories of and research. the future;
The Master Plan has created a series of new ■ build an engaged campus with dedicated buildings, major upgrades and improved areas for joint university and industry pedestrian connections, right in the heart of activities, plus industry precincts distributed Sydney’s southern CBD. It is one of Australia’s throughout; most recognised university campuses, with ■ create a porous campus integrated into the teaching, research and industry engagement surrounding community with a clear pedestrian spaces. These spaces support the delivery of network and connections to adjacent UTS’s collaboration-and technology-based transport, commercial and cultural hubs; model of learning, and our industry-focused ■ research. The campus has become a destination commit to holistic sustainability goals. for staff, students and visitors alike. A revitalised Alumni Green sits at the heart of the new City Campus. This “green heart” forms a key element of the UTS Campus Master Plan vision, which responds to a number of key drivers within the UTS strategic plan and transforming the atmosphere for students and staff alike.
UTS Tower and UTS Central
Vice-Chancellor and President 18 Conditions of employment
Term of appointment Reference, background and The initial term of the appointment will be security checks five years. The university may determine re- Relevant security, probity and employment appointment to a further term after consultation background checks will be conducted. with the appointee and following a performance review towards the conclusion of the initial term. Assessments Salary Relevant executive assessments will be conducted, including psychometric An attractive and competitive salary package assessments. will be negotiated with the appointee. Performance pay You will be eligible for performance-related remuneration.
The Faculty of Engineering and Information Technology building
Vice-Chancellor and President 19 How to apply
An executive search is being For more information about UTS visit uts.edu.au undertaken by Dr Birgit Brandt of Initial enquiries, and requests for further information, may be directed, in confidence, to Dr Birgit Brandt, Perrett Laver. Perrett Laver at [email protected] To apply, or to download further information on the Perrett Laver will support Council required qualifications, skills and experience for the in identifying the widest and best role, please visit candidates.perrettlaver.com/ possible field of qualified candidates vacancies, quoting reference 5302. and assist in the assessment of Applications should include a cover letter and full candidates against the requirements curriculum vitae. for the role. Applications must be received no later than 5pm AEST on Monday 6th September. This document should be read in conjunction with uts.edu.au/vcrecruitment which contains further detailed information about the role, responsibilities and UTS. It is the policy of UTS to provide equal opportunity for all persons regardless of sex, race, marital status, physical ability, sexual preference, age, political conviction or religious belief.
Vice-Chancellor and President 20 UTS CRICOS PROVIDER CODE: 00099F MCU 30177 August 2021 Alumni Green and the Vicki Sara Building Photography: Toby Burrows, Andy Roberts, Andrew Worssam, Kwa Nguyen, Anna Zhu