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  • Good morning and welcome everybody. I really do appreciate you all taking the time to come. And it is a very exciting day because the strategy is finally here, and it’s here because of everybody in this room, because you particularly have been the greatest contributors to getting the strategy. We’ve talked to lots of people, but it’s the people in this room who’ve really driven it with your ideas and your insights, so I really would like to start off thanking you. Now, before we go too much further, and on behalf of all those present, I’d like to pay my respect to the Gadigal people of the Eora nation. It’s on their ancestral lands that UTS now stands. Similarly, I’d like to pay our respects to elders both past and present, acknowledging them as the traditional custodians of knowledge for this place. As you’ve heard me say time and time again, knowledge is the heart of the university. Knowledge is at the heart of what we can help society with, and knowledge is absolutely at the heart of our future strategy. And if you think how fortunate we are in Australia, Australia has a heritage that goes back 60 thousand years. Our Indigenous Australians, the Indigenous Australians, are the oldest living civilisation on the planet. And if we can draw from that immense wisdom, that knowledge, and infuse that into our strategy, how can this next strategy not succeed? How can we not, next time, once again do wonderful things for our nation? So, I suppose, what I’d like to start off with is a little bit of how we got here. That worked the first time. There we go – that’s better. Okay, this time, as you all are well aware, we did the strategy development a slightly different way. We tried to talk to all members of our community – our staff, our student, our alumni, our industry partners, and we used technology in a very different way, to try and get some really good conversations going – I think we had 1800 staff on the [name] platform, hundreds of these, lots of threads of conversations, much better, I think, thank having Town Halls where you mightn’t get the opportunity to speak and even if you do, people don’t always listen to what you say. This way, we got to see the threads form right across the different communities, and it was incredibly exciting because there were some really new and different and innovative ideas that came out from all the different segments of the UTS community. But the thing that I was really blown away by was actually how they all were so coherent and ended up converging. Very different perspectives, very different communities, very different world experiences, but the ideas about what UTS could do, the ideas – the challenges – that our society faces, the ideas about what a university’s role in fixing some of those challenges and really helping society, all seemed to coalesce, and that’s what ended up in the strategy. Which is, again, a very exciting way of thinking about the strategy. Now, you might also think why a new strategy? Because one of the things that we’ve had at UTS is we have been incredibly successful. And we’ve been incredibly successful because of you, because of the people in this room. For the last 10 years – longer than that; many of you have been here longer than that, but for the last 10 years of the last strategy, you’ve done amazing things and UTS has succeeded, but importantly, UTS has managed to achieve what it set out to do for society, have the impact that it wanted to have. So, with this great success built upon the people of UTS, why would you want to change? One of the things, the reason we’re changing, as we all know, we’re in a period of very interesting and disruptive change. What we’ve done in the past will not work in the future. If we think [inaudible] some of the challenges we’re facing, we’re facing times some people are calling it the fourth Industrial Revolution. There are interesting social schisms happening. We have to think about the technological divergence, the technological disruption, so even if what we’re trying to achieve, and that is benefit for society, stays exactly the same, how we achieve it must change. And so that’s why the new strategy. The new strategy is all about how do we make sure we’re successful for the next 10 years in our role as a public institution as we were in the last 10 years? So, the strategy’s a vision of what we want to be, what we want to achieve for society, what can we do as a university to fulfil our mission and how are we going to go about doing that? And that’s the important thing. Now of course, a whole lot of things won’t change, and some of these things you won’t be surprised if you think first of all we are a public university of technology, and you’ve heard me say that time and time again. We exist for all of society, not just for those who come through our doors. We’re a public university. University of technology, which is a very important part of us too. We are unashamedly a university of technology, and we can use technology to help society. Very importantly, our innovation and entrepreneurship is a [inaudible]. That’s one of the real differentiators that UTS has had for many years to our partners, to our industry groups, very much to our students, this innovation and entrepreneurship focus – I’m sure I’ll say that word right one day. That is a core