Strategic Plan 2016 – 2020

The spirit of enterprise defines the University of South Australia.

The Division of Education, Arts and Social Sciences has declared a commitment to social innovation and embedded creativity. This is embodied in the breadth of expertise of our staff and in their imaginative, interdisciplinary and problem-based approaches to learning and research.

The EASS Strategic Plan for 2016 to 2020 provides a shared blueprint for planning, decision making, transformation and change across the Division. The document identifies strategic objectives, actions and success measures in four priority areas to help the Division concentrate on what is important and not just on what is urgent.

The Division’s priorities are:

  1. Building a connected, inclusive and cooperative culture of learning and research
  2. Enhancing student experience and improving graduate outcomes
  3. Developing research capacity to pursue excellent research inspired by collaborators and applied to important interdisciplinary problems that have high impact
  4. Working in partnership across teaching, research and professional practice

The EASS Strategic Plan integrates the Division’s response to the University’s Strategic Action Plan Crossing the Horizon and the enabling plans for Reconciliation, Curriculum Innovation, Digital Learning, Research and Innovation (Inspired, Partnered Excellence) and Global Engagement.

Vision

By 2020, the Division of Education, Arts and Social Sciences will be recognised as a catalyst for problem solving, pedagogic innovation, interdisciplinary scholarly analysis, inventive design and creative practice.

We will be distinctive for the integration of our teaching, research and practice and for the success and insight of our graduates. Our professional knowledge and expertise will be embedded within teaching; our research will be tightly integrated with end users. Our extensive networks and sustained contributions to civic, commercial and community ventures will reflect the extent of our commitment to the spirit of enterprise.   

Mission

Our Mission is to pursue excellence and innovation in teaching, research and critically-reflective practice. We have expertise, capability and thought leadership in Education, Psychology, Cognitive Science, Architecture, Urban Planning, Social Work, Visual and Performing Art, Journalism, Language and Linguistics, Communications, Cultural Studies, Indigenous Studies and Socio-Political Analysis. Our interdisciplinary teaching, research and practice are applied to industry, public policy, civic and global challenges.

Our Mission is pursued by:

  • Fostering learning, research and design that identifies and solves important problems
  • Exploring the human mind, communication and actions, in place and time
  • Shaping, facilitating and empowering the professional skills of others
  • Valuing inquisitive citizens and inclusive communities
  • Generating expertise, creativity and enterprise guided by ethical principles
  • Seeking original ideas and contributing to public good.  

Conditions for success

We acknowledge the following conditions for success:

  • A shared commitment to scholarship, creativity, innovation and enterprise
  • Respect for diversity, including in opinion and perspective.
  • Support for staff and students on matters related to gender, disability, sexual orientation, age, linguistic and cultural diversity and Aboriginality.
  • A culture of mutual support and robust debate
  • Appetite for experimentation and risk
  • 5 year plans for all staff and every staff member with access to a mentor
  • Good management information
  • Transparent and fair workload model
  • Strong research support services
  • Imaginative, sustainable investment
  • Clear and free information exchange and communication. 
  • A safe working environment

Summary of priorities and strategic aims

Priority 1: Building a connected, inclusive and cooperative culture of learning and research

  • Develop vibrant, collaborative on-campus environments and foster a collegiate culture for all staff.
  • Foster strong networks and agile collaborations with internal and external partners across all metropolitan, regional and offshore campuses.
  • Increase participation, contribution, retention and success of Aboriginal students and staff.
  • Recruit and retain world-class staff and provide leadership to support all staff to excel in their academic and professional careers.

 Strategic Plan

Figure 1 – Connected cooperative culture

 

Priority 2 Enhancing student experience and improving graduate outcomes

  • Build the distinctiveness of EASS programs, including contributions to University wide offerings, and increase flexible student study options.
  • Work in partnership with students, employers, expert practitioners, professional bodies and our alumni to maximise graduate success.
  • Ensure an outstanding student learning experience for EASS domestic, international and offshore students.
  • Strengthen integrated School and Division student retention initiatives.
  • Grow and support onshore and offshore international student cohorts from priority countries.

Priority 3 Developing research capacity to pursue excellent research inspired by collaborators and applied to important interdisciplinary problems that have high impact

  • Develop high-quality, focussed research concentrations in areas of established and emerging strengths.
  • Develop a research culture that recognises, values and nurtures excellence, scholarship, creativity, enterprise and innovation.
  • Develop strong end-user and academic partnerships in Australia and internationally.
  • Create a focussed and engaged EASS staff.
  • Implement the Transformed PhD, incorporating supervisory panels, oral defence and coursework.
  • Grow and strengthen quality of PhD cohort and expand HDR supervision capacity.

Priority 4 Working in partnership across teaching, research and professional practice

  • Tackle significant problems in cross-University teams.
  • Participate in and lead major collaborative events, professional networks, exhibitions and performances.
  • Create the right conditions to nurture and support collaboration.

Figure 2 – Achieving through partnership

Figure 2 – Achieving through partnership 

 

Areas of study and research

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