Mutual accountability: University governance and the size and shape of the University


Strategy One: Refine our governance structures

Our vision is of an institution where groups of academic communities hold one another both academically and financially accountable, and develop coordinated strategies to achieve the University’s strategic purpose. This requires effective structures for institutional governance and collective decision-making.

Initiatives

  1. Create new divisional boards as committees of SEG to bring faculties together in a relationship of mutual accountability. These divisional boards will be comprised as follows: Arts, Law, Education and Social Work; Science, Veterinary Science, Agriculture, Food and Natural Resources; Medicine, Dentistry, Nursing, Pharmacy; Architecture, Design and Planning, Sydney College of the Arts, Sydney Conservatorium of Music; Economics and Business; Engineering and Information Technologies; Health Sciences.
  2. Agree with each of the Deans of the faculties and with SEG the membership, terms of reference and rules for the conduct of the business of the divisional boards.
  3. Charge the divisional boards with the task of overseeing the development of faculty strategic plans and developing a strategic plan for the division as a whole.
  4. Restructure SEG to better represent the scale of University activity within the divisions.
  5. Reform the subcommittees of SEG to reflect the full range of responsibilities of the reconstituted SEG.
  6. Transfer the Discipline of Economics from the Faculty of Economics and Business to the Faculty of Arts, creating a new School of Economics within that faculty and renaming the Faculty of Arts as the Faculty of Arts and Social Sciences and the Faculty of Economics and Business as the School of Business (with the status of a faculty).
  7. Transfer the Graduate School of Government and the Centre for International Security Studies from the Faculty of Economics and Business to the Faculty of Arts.
  8. Determine the most appropriate place in the faculty and divisional structure for disciplines such as Agricultural Economics, Econometrics, Urban Planning and Human Geography.
  9. Continue to discuss ways in which we might better profile and coordinate teaching, research training and research in the social sciences, particularly with key stakeholders in the Faculty of Arts. This might involve consideration of such questions as the structure of the School of Social and Political Sciences and the formation of a Graduate School of Social Sciences.

Strategy Two: Manage more effectively the size and shape of the University

We will build a student population profile that is compatible with our statement of purpose and that will ensure our financial viability. We will, in particular, pursue our commitment to the education of the most promising students, drawn from a diversity of social and cultural backgrounds.

Initiative

  1. Charge the divisional boards and the Curriculum Committee of SEG with the responsibility for reviewing annually the student load and mix to ensure educational and financial sustainability.