Appendix 2: Work Slate projects
Many of the strategies in the 2011–2015 Strategic Plan build on existing projects in the Vice-Chancellors's Work Slate, which was launched in 2008 to identify and monitor University-wide projects and activities that are critical to achieving our strategic goals.
Appendix 2, below, shows the relationship between existing Work Slate projects and initiatives in the 2011–2015 Strategic Plan as of July 2010.
Completed Work Slate projects as at 31 July 2010
- Research
- Education
- Student Experience and Support
- International and External Relations
- Human Resources
- Administration
Incomplete Work Slate projects as at 31 July 2010
- Research
- Education
- Student Experience and Support
- International and External Relations
- Human Resources
- Administration
Research
| Work Slate project name | Work Slate status | Initiative description | Strategic Plan Correlation |
|---|---|---|---|
| Review of Area Studies |
100% |
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. |
1(i) |
| Research Management Program (RMP) – Horizon 2 | 100% | Develop the capacity for comprehensive recording of University research outputs and for the evidence-based identification of areas of research strength. | 6(b) |
Education
| Work Slate project name | Work Slate status | Initiative description | Strategic Plan Correlation |
|---|---|---|---|
| Overseas Student Programs Strategy |
100% |
Build international exchange opportunities for our students and international experience for our staff. |
5(a) |
| Non-English Language Acquisition Strategy |
100% | Finalise the implementation of the Second Language Acquisition project. |
5(b) |
| Review of Coursework Master’s | 100% | Establish a Curriculum Committee of SEG to oversee a University-wide program of curriculum renewal and ensure coherence of our programs and courses. | 3(a) |
| Undergraduate Liberal Arts and Sciences Programs | 100% | Establish a Curriculum Committee of SEG to oversee a University-wide program of curriculum renewal and ensure coherence of our programs and courses. | 3(a) |
| University-wide Assessment Policy | 100% | Implement the assessment principles flowing from the Academic Board review, begun in 2009. | 3(e) |
| Review of PhD | 100% | Extend the standard full-time duration of the PhD program to four years to provide scope for broadening methodological and generic skills training, where appropriate. | 9(c) |
Student Experience and Support
| Work Slate project name | Work Slate status | Initiative description | Strategic Plan Correlation |
|---|---|---|---|
| Review of Indigenous Student Support Services |
100% |
Develop and implement clear strategies in response to the recommendations of the Review of Indigenous Education. |
10(a) |
| Foster stronger relationships based on mutual respect with local, regional and national Indigenous communities. |
10(b) |
||
| Ensure Indigenous perspectives are taken into account in our planning and decision-making processes. |
10(c) |
||
| Enhance the pathways and support we provide for Indigenous students to access higher education and pursue both academic and professional staff careers. |
10(d) |
||
| Establish mentoring programs specific to Indigenous researchers at all career stages. |
10(e) |
||
| Ensure that the specific accommodation needs of Indigenous students in particular are addressed as part of an integrated approach to solving the University’s accommodation challenges. |
10(f) |
||
| Ensure that more students who graduate from the University do so with a deeper knowledge and understanding of Indigenous culture. | 10(g) | ||
| Review of Sydney Student Experience (Student Life) – Phase 1 | 100% | Prioritise and implement the recommendations of the University Review of Co-curricular Experience to increase the effectiveness and relevance of our co‑curricular programs. | 4(g) |
| Review of Support Services for International Students | 100% | Prioritise and implement the recommendations of the University Review of Support for International Students. | 4(h) |
| Scholarship Provision Strategy | 100% |
International and External Relations
| Work Slate project name | Work Slate status | Initiative description | Strategic Plan Correlation |
|---|---|---|---|
| Overseas Offices Strategy – Phase 2 |
100% | Pursue new funding opportunities to build capacity for international engagement and exchange. |
5(f) |
| Fundraising Strategy |
100% | Plan and launch a University-wide fundraising campaign with a defined target, led by the Vice‑Chancellor. |
15(e) |
| Sydney Ideas Program |
100% | 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. |
15(d) |
| Brand Project – Phase 2 | 100% | ||
| Graduation Ceremony Improvement | 100% | ||
| Third Party Agreements – Phase 2 (Gift Policy) | 100% |
Human Resources
| Work Slate project name | Work Slate status | Initiative description | Strategic Plan Correlation |
|---|---|---|---|
| Academic Staff Development and Career Progression |
100% | Continue the review of the University’s Performance Management and Development system to simplify and better support the University’s performance and development needs. |
12(a) |
| Develop and implement processes for succession planning for the University, ensuring growth opportunities and career development for all staff. |
12(b) |
||
| Systematically review current learning programs and initiatives with a view to meeting identified capability development needs. |
12(c) |
||
| Review arrangements for performance progression. |
12(e) |
||
| Automation of HR processes |
100% | ||
| Recruitment and Selection Policy and Procedure | 100% | ||
| Review of Complaint & Dispute Handling, Grievance and Misconduct Proceedings Phase 1 | 100% | ||
| Support for Deans and Heads of School | 100% |
Administration
| Work Slate project name | Work Slate status | Initiative description | Strategic Plan Correlation |
|---|---|---|---|
| Capital Projects Prioritisation |
100% | Apply divisional and University teaching excellence strategies in the ongoing assessment of our infrastructure needs and priorities. |
7(d) |
| Apply divisional and University research strategies in the ongoing assessment of our infrastructure needs and priorities. |
6(d) |
||
| Environmental Sustainability Strategy | 100% | ||
| Policy Management Unit – Phase 1 (Establishment) | 100% | ||
| Review of Delegations of All Core Processes Phase 1 | 100% |
Incomplete Work Slate projects as at 31 July 2010
Research
| Work Slate project name | Work Slate status | Initiative description | Strategic Plan Correlation |
|---|---|---|---|
|
Review of Thematic Research Strengths |
10% |
Develop the capacity for comprehensive recording of University research outputs to inform the evidence‑based identification of areas of research strength. |
6(b) |
|
Establish a University-wide research fund to allow strategic investment in identified areas of research. |
6(c) |
||
|
Centre for Obesity, Diabetes and Cardiovascular Disease |
Pending |
Establish the Centre for Obesity, Diabetes and Cardiovascular Disease as an exemplar of a major program of cross-disciplinary research and education in an area of high social impact. |
8(a) |
|
Develop governance and financial arrangements for University-wide research and education programs based on the lessons learned from the Centre for Obesity, Diabetes and Cardiovascular Disease. |
8(b) |
||
|
Digitisation of HERD C and ERA Data and Open Access Policy |
72% |
Develop the capacity for comprehensive recording of University research outputs and for the evidence-based identification of areas of research strength. |
6(b) |
|
University Research Data Storage, Management and Access |
10% |
Develop the capacity for comprehensive recording of University research outputs and for the evidence-based identification of areas of research strength. |
6(b) |
|
Vice-Chancellor’s Research Showcase Program |
Pending |
|
|
|
Review of Research in the Performing and Creative Arts at Sydney |
15% |
|
|
|
Review of Research Contracts |
65% |
|
|
|
Review of Ethics Administration at Sydney: Phase I Animal Ethics, Phase II Human Ethics |
76% |
|
|
|
Excellence in Research Australia (ERA ) |
90% |
|
|
Education
| Work Slate project name | Work Slate status | Initiative description | Strategic Plan Correlation |
|---|---|---|---|
|
Establishment of a China Studies Centre |
30% |
Establish University-wide centres for education and research on China and South-East Asia Studies, as recommended in the Review of Area Studies, and implement the other recommendations of that review. |
8(e) |
|
Strategy for Higher Degrees by Research (was PhD Strategy) |
90% |
Extend the standard full-time duration of the PhD program to four years to provide scope for broadening methodological and generic skills training, where appropriate. |
9(c) |
| Develop clearer pathways to the PhD from Honours and alternate prior programs. | 9(d) | ||
|
Establish discipline-specific guidelines and training for supervisors, including provision for co-supervisors. |
9(e) |
||
|
Review of Research Master's |
25% |
Establish discipline-specific guidelines and training for supervisors, including provision for co-supervisors. |
9(e) |
Student Experience and Support
| Work Slate project name | Work Slate status | Initiative description | Strategic Plan Correlation |
|---|---|---|---|
|
Pastoral Care |
Pending |
Review and develop the University’s provision of services for student health, wellbeing and welfare. |
4(a) |
|
Student Accommodation (formerly Housing) Project |
75% |
Provide more affordable and appropriate student accommodation on and near the University’s campuses, consistent with the Work Slate project on student accommodation. |
4(c) |
|
Student/Lecturer Enterprise e-Learning and Teaching Systems |
5% |
Build upon the current Teaching and Learning Capital Fund project regarding networks of informal learning spaces around campus. |
4(e) |
|
Sydney Student |
15% |
Complete the Sydney Student Lifecycle Management project to create a seamless student experience of the University’s administration, from first enquiry to alumni engagement. |
4(f) |
|
Record of Student Experience |
10% |
|
|
International and External Relations
| Work Slate project name | Work Slate status | Initiative description | Strategic Plan Correlation |
|---|---|---|---|
|
Reciprocation and Donor Recognition |
Pending |
|
|
Human Resources
| Work Slate project name | Work Slate status | Initiative description | Strategic Plan Correlation |
|---|---|---|---|
|
Appointments for Overseas Academics |
80% |
Complete and implement the project on Appointments for Overseas Academics to facilitate the fractional appointment of academic staff also employed at an overseas university. |
5(e) |
|
Indigenous Employment Strategy |
55% |
Enhance the pathways and support we provide for Indigenous students to access higher education and pursue both academic and professional staff careers. |
10(d) |
|
Family Friendly Project |
30% |
|
|
|
Gender-Equity |
50% |
|
|
|
General Staff Remuneration Strategy |
34% |
|
|
|
Review of OH &S Management |
75% |
|
|
Administration
| Work Slate project name | Work Slate status | Initiative description | Strategic Plan Correlation |
|---|---|---|---|
|
Review of Controlled Entities |
80% |
Evaluate existing University-wide and University-supported research and education projects, including the Institute for Sustainable Solutions, and refine and strengthen the University Centres Policy. |
8(d) |
|
University Economic Model (UEM) |
75% |
Develop a more transparent model for the allocation of income from research students, consistent with the University Economic Model. |
9(g) |
|
Introduce the new University Economic Model for the allocation of budgets to academic units and central portfolios. |
16(a) |
||
|
Align the budget allocation models with the new divisional structure and charge each divisional board with accountability to SEG for budget allocations to faculties in the division. |
16(b) |
||
|
Introduce a transitional process in the five-year planning cycle to ease the adjustment of academic units to the implications of the University Economic Model. |
16(c) |
||
|
Review the financial circumstances of those academic units where revenue does not meet costs under the economic model, and determine appropriate strategies for moving those units into budget surplus or ensuring their continuation through cross-subsidy. |
16(d) |
||
|
Campus Facilities for Staff and Students |
10% |
Complete the Work Slate projects on social and catering facilities. |
4(i) |
|
Campus Master Plan |
30% |
|
|
|
Foundation Plus |
30% |
|
|