The University Will Be a Leader In

The University will be a leader in

engagement with socially and

economically diverse communities

and organizations both locally

and globally

We are working with:

Industry

e.g. Toyota

Connex, Foxtel

City West Water

Professions

e.g. Victorian Institute of Teaching

Nurses’ Board of Victoria

Engineers Australia

Communities

e.g. Horn of Africa Community Network

Footscray Community Arts Centre,

Local Learning and Employment Networks

Sustainable communities

Learning and Innovation West

Local Councils

Our engagement reflects State

government Legislation establishing

Victoria University that requires

our commitment to the western region of

Melbourne and is consistent with

initiatives by local, State and Federal

Governments to community

strengthening and regional development

VU Planning Overview

The Engagement Plan cascades directly from the Victoria University Strategic Plan 2004 – 2008. The Strategic Plan provides the overall strategic objectives of the University, which focus on five groups of stakeholders:

Students

To inspire students to learn, and to provide a foundation for their careers and their effective participation in local and international arenas.

Staff

To engage staff in a creative and rewarding learning community for the benefit of students, staff and other stakeholders.

Industry and the professions

Through strategic collaborations create new knowledge and applications for the benefit of students, staff, industry and the professions, and enhance the economic and social development of the western region of Melbourne and beyond.

Community

To embrace the diversity and dynamism of the University’s local communities and to assist these communities to build their capacity to meet local, national and international challenges.

Governments and the public

To meet the public accountabilities of the University through exemplary governance and effective management of resources.

Functional Plans

Functional Plans give effect to the Strategic Plan in key areas. Functional plans will include objectives and strategies (or other relevant implementation initiatives) that are consistent with, but provide greater detail than, the University Strategic Plan. Each functional plan will indicate responsibility for implementation and the resource implications. The six University-wide Functional Plans are:

Courses Functional Plan;

Learning and Teaching Support Functional Plan;

Research and Research Training Functional Plan;

External Engagement Functional Plan;

Staff Functional Plan; and

Resources and Capital Functional Plan

Operational Plans

Operational plans are developed by each organisational unit to detail the implementation of strategies outlined in the functional plans. Most units will implement initiatives from more than one of the functional plans.

Principles for External Engagement

Victoria University’s External Engagement activities are underpinned by these principles:

Two-way interaction is central to external engagement

External engagement shapes university practices and offers real benefits to external stakeholders through collaborations that are jointly negotiated, implemented and evaluated.

• External engagement is embedded in all University activities

The University is committed to research, teaching and services which are ‘socially robust’ and aligned with community and industry needs.

External engagement responds to local, regional, national and international constituencies

External engagement is relevant to the skills, knowledge and needs of the region and of the national and international communities the University serves.

• External engagement adds value

The University will undertake collaborations with industry, professions and community stakeholders that add value to both our stakeholders and the University.

External engagement builds new schools of thought

The University continues to develop conceptual frameworks for engagement that challenge conventional thinking, expand traditional boundaries, build interdisciplinary knowledge, value practice, and contribute to the production of new knowledges, practices and policies

Staff engagement is rewarded

The University encourages and rewards staff collaborating with industry, the professions and the broader community.

Student engagement is rewarded

The University values and recognises the benefits of student engagement with industry, the professions and the community, including enhancing their graduate outcomes, life long learning and development as proactive community members.

External engagement is measured

The University documents, analyses, and establishes a framework for new and continuing approaches to external engagement, including measures of impact on teaching and research, and for stakeholders.

External Engagement Functional Plan

This Functional Plan is organised around our five key stakeholder groups, as identified in the Strategic Plan.

1. Students

Objective: Engagement is embedded in all teaching and learning programs

This objective relates to Strategies 1.1 and 1.3 in the Strategic Plan

Strategies

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Timelines

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Responsibility

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Evaluation

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Indicator

Develop course planning and approval models that embed external engagement opportunities for students. / December
2006 / PVC (IRR), PVC (TLS) and DVC (Ed Programs) / Monitor extent of engagement activities by students through course approvals documents and annual course reports and/or their equivalent / All new courses contain external engagement opportunities

Objective: External engagement activities of students such as volunteering and learning in the workplace are facilitated and recognized

This objective relates to Strategies 1.6 and 3.5 in the Strategic Plan

Strategies

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Timelines

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Responsibility

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Evaluation

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Indicators

Offer students from every course opportunities for external placements that directly address engagement with communities, industries and the professionsFurther develop the enabling role that students play within the University’s engagement through their previous and continuing formal and informal work and community experiences
Develop an award scheme for student engagement / 2008
Ongoing
December 2005 / PVC (IRR) and PVC (TLS)
Deans and
Associate Directors
Deans and Associate Directors
PVC (TLS) and
PVC (IRR) / Maintain records of numbers of students in placements and nature of placements
Use feedback to assess the impact on partners from industry, the professions and the community
Assess impact on students within Core Graduate Attributes and Employability Skills frameworks
Utilise data sources, including those above, in determining recipients / A minimum of 25% of students in external placements
Positive impact for majority of students
Positive impact for majority of stakeholders
Positive impact for majority of students
Yearly awards scheme commencing in 2006
Value of external prizes given

Objective: Students’ educational experiences are broadened through improved local and global access to community, industry and the professions

This Objective relates to Strategies 1.1, 1.2 and 1.7 in the Strategic Plan

Strategies

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Timelines

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Responsibility

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Evaluation

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Indicators

Strengthen school and University partnerships such as VETIS, VCAL, SBNA*[1]
Invest in continuous improvement in the western metropolitan region (WMR) Portfolio Partnership Program and offer targeted scholarships for students from the WMR and for students from outside Australia where VU is engaged in community building programs
Negotiate opportunities through collaborations and networks to support international exchange programs for Victoria University students / Ongoing
2006
2006 / PVC (IRR), PVC (TLS), and Director, Student Services
PVC (IRR), PVC (TLS), and Director, Student Services
PVC (TLS)
PVC (International) / Utilise regular TAFE reporting mechanisms
Maintain record of number of students from the western region and from areas where the University is engaged in community building programs who are supported as scholarship recipients
Maintain record of number of students taking up exchange programs as a result of local collaborations and networks / Increased number of partnerships
Increase in number
Increase in number

2. Staff

Objective: Staff participate in the development of a conceptual framework for external engagement through ongoing dialogue within the University and through collaborations and networks

This Objective relates to Strategies 2.4 and 3.2 in the Strategic Plan

Strategies

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Timelines

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Responsibility

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Evaluation

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Indicators

Provide dialogue opportunities about and develop a conceptual framework for external engagement that transcends traditional boundaries inside the University and outside / Ongoing / PVC (IRR) and PVC (TLS) / Assess participation in and outcomes of relevant Staff College programs and community forums established for the purpose of developing a conceptual framework for engagement that is current, relevant and meaningful. / Number of staff participating in programs and forums
Framework developed

Objective: Staff receive support, recognition and rewards for external engagement activities and have access to exchange and mentoring opportunities in industry, the professions and the community

This Objective relates to Strategies 2.1 and 3.4 in the Strategic Plan

Strategies

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Timelines

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Responsibility

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Evaluation

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Indicators

Encourage staff engagement with communities, industries and the profession
Implement VU staff/external organisation exchange programs
Revise staff selection and promotion procedures and position descriptions to include recognition of external engagement
Implement an award scheme for staff that recognises active involvement with the community, industry and the professions in mentoring, teaching and research
Provide external engagement seeding grants to staff / 2008
December 2006
December 2005
July 2006
December 2005 / Deans and
Associate
Directors
PVC (IRR), PVC (TLS) and DVC (Ed Programs)
PVC (IRR) PVC (TLS) and DVC (Ed. Programs)
PVC (IRR) PVC (TLS) and DVC (Ed. Programs)
PVC (IRR)
PVC (TLS)
Director, ICEPA / Maintain records of staff engagement
Maintain record of university staff and external partners successfully participating in program
Measure impact of exchange on teaching, learning and research and on University policies and service delivery
Review of selection and promotions policies to foster recognition of engagement
Monitor development and introduction of scheme
Internal and external evaluation of grant process reported / A minimum of 70% of staff in external engagements
Number of staff and external partners participating
Outcomes generated
Positive impact demonstrated
Revised selection and promotion procedures and position descriptions implemented
Yearly awards scheme commencing in 2006
Number and range of applications

Objective: Facilitate the sharing of information and experiences about engagement with the community, industry and the professions

The Objective relates to Strategies 2.4 and 3.1 in the Strategic Plan

Strategies

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Timelines

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Responsibility

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Evaluation

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Indicators

Establish a database of external engagement activities for staff
Conduct an Engaged University Forum with the aims of extending the dialogue about a conceptual framework for external engagement, development and use of the University external engagement data base and providing information on external engagement support initiatives / 2006
2006 / PVC (IRR)
PVC (IRR)
Director ICEPA / Monitor input to and use of external engagement database
Gather feedback from participants / Number of entries and staff access for information on the external engagement database
Number of staff and external partners presenting their reflections on the impact of external engagement on teaching and research at the Forum

3. Industry and the professions

Objective: The University reviews its profile, particularly in relation to courses, with a view to meeting the needs of the community, industry and the professions

This Objective relates to Strategies 3.1 and 3.5 in the Strategic Plan

Strategies

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Timelines

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Responsibility

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Evaluation

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Indicators

Establish procedures for developing and reviewing course delivery and assessment in conjunction with relevant industry and professions
(including accrediting agencies)
Ensure new and reviewed course documents contain evidence of input from industry and the professions / December 2006
2007 / PVC (IRR), PVC (TLS) and DVC (Ed Programs)
Deans and Associate Directors / Maintain record of involvement of industry and the professions in shaping the University’s profile
Maintain record involvement of industry and the professions / 50% of reviewed courses include demonstrable evidence of industry/profession input
100% of new courses include demonstrable evidence of industry/profession input

Objective: Processes are in place for the University to respond to the needs of the community, industry and the professions to share resources to build capacity

This objective relates to Strategies 3.1, 3.2, 3.3 and 3.4 in the Strategic Plan

Strategies

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Timelines

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Responsibility

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Evaluation

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Indicators

Encourage staff and student involvement in professional associations, public reviews and related professional development and industry specific activities
Engage in strategic marketing of VU skills and resources
Publicise engagement achievements
Identify key strategic areas where University strengths and needs of industry and professions align, especially across business and engineering
Develop and implement protocols for external engagement by staff and students with industry and the professions / Ongoing
2006
Ongoing
Ongoing
December 2005 / PVC (IRR) and Director of OIR
Deans and Associate Directors
PVC (IRR) and
Director of Marketing and Communications
Director of Marketing and Communications
PVC (IRR) and Deans and Associate Directors
PVC (IRR) and Deans and Associate Directors / Monitor synergies between such activities and learning and teaching, research, services and policy development.
Monitor new inquiries, commercial income and satisfaction from industry and the professions
Monitor media articles and presentations
Monitor future planning activities for alignment with needs of industry and professions.
Review implementation of protocols / At least 75% of staff in relevant areas to be engaged in such activities in any one year.
Number of new inquiries
Amount of commercial income
Stake holder satisfaction
Number of articles and presentations
Planning activities evidence consideration of needs of industry and the professions
Protocols in place and being followed

Objective: The University’s research is strategic and directed towards collaborative capacity building with industry and the professions in a changing environment

This Objective relates to Strategies 3.4 and 3.5 in the Strategic Plan

Strategies

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Timelines

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Responsibility

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Evaluation

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Indicators

Build and nurture strategic collaborations that generate research questions and support research activity /

Ongoing

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PVC (IRR) and Director of OIR

/ Ongoing review of applicability of research to and for industry, the professions and local and global communities / Number of strategic collaborations
Amount of research income

4. Community

Objective: The University’s policies and procedures reflect principles of mutual engagement

This Objective relates to Strategy 4.2 in the Strategic Plan

Strategies

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Timelines

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Responsibility

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Evaluation

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Indicators

Establish a working group with broad representation from within and outside the University and with clear terms of reference to review policies and procedures for mutual engagement
Establish procedures for developing and reviewing course delivery and assessment in conjunction with relevant community organisations / 2006
December 2006 / DVC (Management Services)
PVC (IRR)
Director of ICEPA
PVC (IRR), PVC (TLS) and DVC (Ed Programs) / Monitor development of policies and procedures for the leadership, facilitation, brokerage and advocacy roles of VU University as an engaged University.
Maintain record of involvement of community organizations in shaping the University’s profile / Policies and procedures developed and implemented
50% of reviewed courses include demonstrable evidence of community input

Objective: The University’s policies and procedures facilitate community access to VU resources and facilities

This Objective relates to Strategy 4.1 in the Strategic Plan

Strategies

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Timelines

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Responsibility

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Evaluation

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Indicators

Develop and implement a pilot program which identifies, through annual expressions of interest, groups that have community access to VU resources and facilities
Publicise engagement achievements / December 2005
Ongoing / PVC (IRR) and Director of ICEPA
Director Marketing and Communications / Document, monitor and review the agreed community access initiatives and make recommendations on future approaches to community access
Monitor media articles and presentations / Number of community access initiatives in place
Number of articles and presentations

Objective: The University identifies and responds to the particular needs of communities, industries and professions

This Objective relates to Strategies 4.1 and 4.3 in the Strategic Plan

Strategies

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Timelines

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Responsibility

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Evaluation

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Indicators

Ensure that teaching, research and services are informed by strategic assessment of demographic profiles
Identify key strategic areas where University strengths and community needs align, particularly in the fields of education, health and the arts and promote engagement with these organisations
Develop and implement protocols for external engagement by staff and students with the community
Engage in strategic marketing of VU skills and resources / Annual, commencing June 2005
Ongoing
December 2005
Ongoing / PVC (IRR) and Director of ICEPA
PVC (IRR)
PVC (IRR) and Deans and Associate Deans
PVC (IRR) and
Director of Marketing and Communications / Monitor University documents for demographic information
Measure the effectiveness of engagement and the application and production of new knowledge, skills, policies and practices in these areas
Review implementation of protocols
Monitor new inquiries, external income from community and organisaitons and community satisfaction / Regular dissemination of data and reporting against them in University documents
Positive assessment of effectiveness
Protocols in place and being followed
Number of new inquiries
Amount of external income from community organisations
Community satisfaction

5. Government and the public

Objective: The University contributes to the identification of the needs of the Region and supports investment in response to these needs

This Objective relates to Strategy 5.3 in the Strategic Plan

Strategies

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Timelines

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Responsibility

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Evaluation

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Indicators

In conjunction with the Region identity, assess and then advocate on the needs of the region and encourage public and private initiatives in response to these needs

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December 2006

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PVC (IRR)

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Monitor University contribution to public debate around regional needs

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Amount of contribution to public debate