ITS IN OUR DNA uts.edu.au UTS CRICOS PROVIDER CODE: 00099F OUR - - PowerPoint PPT Presentation

UTS CRICOS PROVIDER CODE: 00099F

“IT’S IN OUR DNA”

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OUR VISION

To be a world leading university of technology AND… > “UTS and its staff have a very proud history of standing for human rights and for social justice issues. I am very keen for this tradition to continue and grow, as I see it as fundamental to what it means to be a part of the UTS community.” Attila Brungs, Vice-Chancellor > “We must ensure social justice is part of the campus DNA and that related policies and strategies are given the same level of priority as

• ther strategic instruments at UTS.” Attila Brungs, Vice Chancellor

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OUR STRATEGIC OBJECTIVES

We will know we have grown our national and international reputation when: > Social justice and inclusiveness is explicit in our curriculum, policies, strategies and plans, and in our culture, beliefs, values and ways of working. > Aboriginal and Torres Strait islander peoples participate in education and employment across UTS at rates reflecting, at least, population parity and experience achievement comparable to their non-Indigenous peers.

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HOWEVER…

“The quest for global recognition and reputation…threatens more localised considerations that universities ought to address as part of their contribution to the public good…the social responsibilities universities inherit as part of their

• bligation to the societies in which they operate…”

“Although the global terrain of higher education is inevitably changed by the high tech, information-based knowledge economy, the more localised, public good function of the university must not be lost in the fray.”

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OUR PRECINCT

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OUR PRECINCT

> How are we as a neighbour? > How do we contribute to the economic health of our precinct? > How do we leverage our significant purchasing power to drive economic

• pportunity for local businesses and communities?

> Relationships with local schools? > How do we use the university’s spaces? > Are we a powerful creative force in the precinct? > Do we bring different players together? > We should aim to squeeze every drop of benefit out of the university for social good.

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SOCIAL IMPACT FRAMEWORK

> Social Impact Framework is a first step. > Comprehensively and transparently map where we are > Use the Framework to detect existing gaps, maintain management focus

• n social justice strategies and identify potential partnerships and

innovations. > Provide a coherent narrative internally and externally.

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WHAT DO WE WANT TO MEASURE?

• OUR STUDENTS

> Who goes to UTS – the recruitment, retention and success of equity groups both in students and staff > What happens while they are at UTS – focus on global citizenship and social responsibility as core components of every student experience > What happens after UTS? What are the attributes of our graduates, what do employers think of their qualities? Are they global citizens?

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WHAT DO WE WANT TO MEASURE?

• OUR ORGANISATION

> Our governance – diversity on internal panels, committees, recruitment processes > Our investments – Responsible Investment Framework > Our supply chain – who are we buying from and how? > Our procurement processes – from contracting cleaners to constructing buildings, how ethical are our practices? > Our impact on the environment – UTS Sustainability Strategy and Plan > Our engagement and relationship with our immediate precinct

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WHAT DO WE WANT TO MEASURE?

• THE CONTRIBUTION OF OUR STAFF

> Research Impact > Workplace giving > Community involvement, volunteering > Transdisciplinary collaboration > Other ways to assess positive workplace culture?

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COMMUNICATION & ADVOCACY

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> Social Impact Framework will be first for an Australian university. > Seeks to encapsulate the entire effort of the university from the way it employs its cleaners to the impact of its high end research. > UTS setting the benchmark in the broader public debate around the impact and ‘public good’ purpose of higher education in this country. > The Framework will consider how UTS can best contribute to create cross disciplinary / whole of university responses to big social issues.

GOVERNANCE AND IMPLEMENTATION

> Social Impact Framework Steering Group – High level committee responsible for driving the development and implementation of the

• Framework. Reports to Vice-Chancellor’s Committee.

> Working Groups responsible for examining and making recommendations in relation to the students, staff contribution and organisation elements of the Framework. > Members of the university community can nominate to participate through an EOI process.

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Social Justice Committee of Council Equity and Diversity Committee Vice- Chancellor's Committee Steering Group Students Working Group Organisation Working Group Staff Working Group Academic Impact

“Higher education is challenged to continue advancing the equity cause, not as an add on but as an integral element in its broader intellectual, cultural, social and economic purposes… Higher education has a key role in advancing the values of justice, democratic life and their wider dissemination in society. This is…a core value, part of the enduring concept of education as universal enlightenment, civic development and personal fulfilment.”

• M. Skilbeck, Access and Equity in Higher Education, 2000

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