New 10-year strategy sets University's vision for 2032
Sydney in 2032: The University of Sydney Strategy outlines how the University will contribute to a better world, building on its history as Australia鈥檚 first university, providing real-world solutions in challenging times.
Vice-Chancellor and President, Professor Mark Scott AO, said that the strategy was developed during a period of ongoing geopolitical, environmental and economic crises at the fore, but with genuine optimism for our future as one of the world鈥檚 great universities.
The Vice-Chancellor said the first key priorities of the 2032 strategy were to build advanced research and teaching facilities, and to improve access and support for domestic students from low-socioeconomic backgrounds.
鈥淲e are determined to level the playing field at Sydney,鈥� Professor Scott said. 鈥淏y 2032, we will have doubled our number of scholarships available for domestic students who have traditionally been under-served and under-represented in higher education. Our immediate commitments also include a new scholarship package 鈥� MySydney 鈥� for such students.
We are determined to level the playing field at Sydney. By 2032, we will have doubled our number of scholarships available for domestic students who have traditionally been under-served and under-represented in higher education.
鈥淲e will provide holistic support to ensure university life, not just academic study, is a possibility for them. This includes increased financial support for the duration of the degree 鈥� not just for a student鈥檚 first year, as is the current scholarship program 鈥� to help cover tuition fees and costs of living, accommodation, dedicated learning and careers advice, mentoring and network-building as needed.
鈥淚t鈥檚 our first step to ensure many more of Australia鈥檚 best and brightest will have the opportunity to study at Sydney 鈥� regardless of their circumstances or background.鈥�
Sydney in 2032
Sydney in 2032 focuses on aspirations 鈥� what the University wants to be known for in 2032. It will be delivered over three-year periods, with planning of the first 2023-25 action roadmap completed by the end of this year.
鈥淭his isn鈥檛 a plan that will just sit on the shelf: it will be implemented and reassessed every three years to ensure it鈥檚 delivering for our community,鈥� Professor Scott said.
鈥淚n 10 years when people talk about us, we want it to be how our world-class research is solving the greatest challenges and how our teaching is transforming people鈥檚 lives 鈥� and the pride this all generates throughout our city, our state and our nation.鈥�
In 10 years when people talk about us, we want it to be how our world-class research is solving the greatest challenges and how our teaching is transforming people鈥檚 lives 鈥� and the pride this all generates throughout our city, our state and our nation.
The University also announced its largest ever capital investment, a landmark $478 million to build a world-leading biomedical precinct to fast-track research and patient care in New South Wales.
The Sydney Biomedical Accelerator (SBA) will create a first-in-Australia 36,000m2 health, education, and research precinct co-located at Royal Prince Alfred Hospital and the University鈥檚 Camperdown campus, within the Tech Central precinct.
鈥淭his is a historic investment for any university. The Accelerator will tackle some of our most complex health challenges, including cancer and neurodegenerative diseases and position Sydney as a global leader in biomedical research,鈥� Professor Scott said.
鈥淲e are also recommitting to our vision for Western Sydney and expanding our education offerings. We will provide new opportunities for skills development and build a greater presence in this vibrant, diverse area at the true heart of our city. As with our longstanding commitment to Westmead, our ongoing involvement in Western Sydney will align with community needs and government priorities.
鈥淲e will launch a Leadership Academy to support our emerging and future leaders. This is just a taste of what you鈥檒l see early in the new year.
A better place to work, and a place that works better
The Vice-Chancellor said institutional culture will be key to enabling our success over the next decade, wherever our work happens.
鈥淗igh trust and accountability to deliver leading performance is key, and our policies, processes, systems and services must help us achieve our ambitions.
鈥淭he most complex problems also require partnership to deliver and being an outstanding partner of choice in our local, national and international communities will improve the influence and impact of our teaching and research.鈥�
Delivering our strategy
Chancellor Belinda Hutchinson AC said the University had made major accomplishments in the past decade, with the 2032 strategy designed to continue to improve upon and refine its aspirations.
鈥淚鈥檓 so proud of what the University has achieved over the last decade, including a reformed undergraduate education, investment in research facilities and genuine outcome-driven multidisciplinary research collaboration,鈥� Chancellor Belinda Hutchinson AC said.
鈥淲e committed to a stronger and more accountable partnership with Aboriginal and Torres Strait Islander people, and increased our focus on diversity and inclusion. And we saw our efforts recognised through the results of a sector-leading philanthropic campaign.
鈥淏ut we know more is required of us. In realising our aspirations, our work will be more compelling 鈥� and more important to society 鈥� than at any other time in our history. We believe our best days are ahead of us.鈥�
We know more is required of us. In realising our aspirations, our work will be more compelling 鈥� and more important to society 鈥� than at any other time in our history.
The Vice-Chancellor thanked the University for its work on the development of the strategy to date.
鈥淢ore than 6,500 of our staff and students have contributed to the development of our strategy, and we鈥檙e enormously grateful for their input,鈥� Professor Scott said.
鈥淢ore opportunities will come as we work to develop the first three-year action roadmap, including how we can best deliver our 2032 vision through commitments at all levels of the University 鈥� including our existing strategies such as Sustainability, One Sydney, Many People, Western Sydney and Student Experience.
鈥淚鈥檓 eager to see this collaborative work progress and, most importantly, the positive real-world change it will bring.鈥�