Engaged enquiry: local and global partnerships


Strategy Thirteen: Prioritise international engagement on a regional basis to support the effective development of University-wide partnerships and networks

Members of the University are part of a wide network of relationships with researchers and policy-makers around the world. Our work enjoys a strong international reputation. But to be more effective in engagement with our partners – academic, governmental and inter-governmental – we commit to greater coordination and focus of our international activities at a University-wide level.

Initiatives

  1. Focus our regional engagement efforts on China, South-East Asia, and India as top priorities; Korea, Japan, North America and Europe as medium priorities; and Latin America and Africa as emerging priorities.
  2. Develop a business plan to reflect these priorities and cover existing gaps, as appropriate.
  3. Develop the Sydney World Program of offshore and onshore academic fora, symposia, graduations and alumni receptions, consistent with our regional priorities.
  4. Design an international communications program using media and messages appropriate to targeted audiences, consistent with the University’s overall communications strategy.

Strategy Fourteen: Develop and implement a coordinated University-wide framework for local and rural community engagement

Our engagement in both local and rural areas is diverse and valuable, from research and outreach to student placement and professional development. As we deepen our commitment to engaged enquiry, our aim is to identify those local and rural communities with which we can most fruitfully partner across a range of initiatives. We will identify a number of communities with whom we have existing links, particularly those where we already have a physical presence, and build stronger University-wide cooperation with them across a range of activities.

Initiatives

  1. Establish an Office of Community Engagement to create and cultivate meaningful and sustainable community partnerships, consistent with our research and education mission.
  2. Conduct an audit of current community engagement programs throughout the University, including those in rural and remote areas, to focus future activity in community engagement.
  3. Identify a sustain able number of projects that include opportunities for education and research activities (in consultation with external groups) that will directly engage local residents, students, staff and alumni.
  4. Embed strategies for community-engaged learning within the curricula of the University through the process of curriculum renewal.
  5. Increase our stakeholders’ understanding of the University’s mission, goals and messages through the implementation of an integrated marketing and communications plan.
  6. Include in the campus master planning process consideration of the infrastructure required to create and sustain a viable cultural precinct.

Strategy Fifteen: Deepen our engagement with a supportive network of alumni and friends

The University has a long tradition of engagement with our family of alumni and supporters, who are both advocates for our work and critical friends. A coordinated and consistent approach across the University to engagement with our alumni and supporters is important to achieving our principal goals.

To advance this aim we will continue to broaden opportunities for engagement with the University through our online groups and local and interest-based alumni chapters, program of events, public lecture series, and volunteer programs. We will also provide more, and more convenient, opportunities for philanthropic support.

Initiatives

  1. Develop a University-wide volunteer program including recruitment, management, training and recognition for volunteers.
  2. Develop further an alumni loyalty program to provide recognition and benefit
  3. Ensure alignment of our international and alumni strategies to maximise the benefit of our relationships with alumni groups, and galvanise a growing worldwide network of supporters.
  4. Establish a coordinated University-wide management model for events and public programs, such as Sydney Ideas, that generate intellectual and creative engagement and a sense of community.
  5. Plan and launch a University-wide fundraising campaign with a defined target, led by the Vice-Chancellor.