BRINGING

LIFESTEMTO

Strategic Plan 2018

COLLEGE OF SCIENCE & ENGINEERING

02 College of Science and Engineering

We fulfill our purpose by living the University’s values:

IntegrityCourageInnovationExcellenceWhilst ensuring the ethos of being student centric is evident in all we do.

In addition to the descriptors available in the University’s 2025 agenda regarding how the values can be demonstrated, these can be further expanded and brought to life in the College of Science and Engineering as follows:

Integrity We value and serve our community

We make decisions with a social conscience

Courage We are innovative leaders in STEM education and research

We experiment bravely

We proactively explore possibilities by looking to the future

Why do we exist?We educate, explore, innovate and collaborate across all areas of Science and Engineering so that we can benefit individuals and the community.

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Innovation We are left field thinkers

We are innovators in STEM, developing and adopting new ideas and technologies early

We break down the traditional boundaries between the disciplines of STEM, and can identify and resolve issues from a broader perspective

We respectfully challenge the status quo

We seek non-traditional collaborative partnerships both within and outside of the University

We are vigilant in identifying and acting upon opportunities for improvement

Excellence We create a sense of belonging for our students, staff, alumni and partners

We provide excellent and personal service

We are simple and transparent in the way in which we do things

We provide high quality STEM education

We deliver high quality research

We value the contribution of each individual

We encourage multi-disciplinary teamwork

We facilitate team environments which enable early career staff to learn from more experienced colleagues

We collaborate and build a sense of collegiality within the College, across the University and with external stakeholders

It is my great privilege to be the Interim Vice President and Executive Dean of the College of Science and Engineering as we release our inaugural College strategic plan. The plan has been shaped by the hearts and minds of many individuals collaboratively participating in a variety of workshops and strategy sessions.

Our College vision and mission are aligned to the University’s 2025 Agenda and brought to life through the University’s values of integrity, innovation, excellence and courage. We operate with a strong social conscious to positively impact the lives of our students and the wider community.

This in turn reinforces our commitment to a student-centred ethos and quest for excellence in everything we do.

I believe that many of the objectives detailed within the plan are so inherent in our collective minds that they will withstand the test of both time and successive leadership.

I therefore encourage you to read the plan and consider how your actions will enable us to bring STEM to life.

Professor Ian Menz Interim Vice President and Executive DeanCollege of Science and Engineering Flinders University

Why do we exist?

04 College of Science and Engineering

We offer a comprehensive suite of STEM education with key targeted niche areas

We have a flexible contemporary STEM curriculum with multiple pathways

We have close links and partnerships with industry and government

We offer industrially relevant teaching and research programs

We nurture students from first contact, through their time at Flinders and beyond

We recruit staff who share the underlying ethos of the College and then support them to be the best they can

We understand the current and future job market and deliver education focused on successful employment outcomes

We utilise the natural environment available within Flinders to bring our teaching and research to life

We provide contemporary teaching, research and work spaces

We thoughtfully innovate and adapt our products and services to respond to changing market demand and expectations

We provide exceptional, personalised student support and customer service

We proactively engage with and support the community in STEM related activities

What we offer is ...

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What will make us unique?What we offer is ... TEACHING

We offer more pathways to students both into the College, and then within the College

We offer research opportunities from the first year i.e. a ‘student engineer’, rather than an ‘engineering student’

We offer niche degrees as part of a comprehensive STEM suite

We offer the most comprehensive WIL program in Australia

RESEARCH

We are part of the Tonsley Innovation Precinct, enabling us to collaborate closely with industrial and VET partners

Within our areas of research, we have some which are unique either locally or nationally

ORGANISATION

We are equally strong in S, T, E and M

We have a focused STEM academic operating unit

Our academic staff span the full spectrum from dedicated teaching roles through balanced roles to dedicated research roles

Our College based staff encompass all professional service related activities enabling end to end local administrative and technical support

INFRASTRUCTURE & ENVIRONMENT

We offer a leading edge teaching and research environment at Tonsley

We integrate the natural environment at Bedford Park into our teaching and research

We leverage off partnerships with external parties to broaden access to unique facilities

Bringing STEM to LifeCOLLEGE OF SCIENCE & ENGINEERING

We educate, explore, innovate and collaborate across all areas of Science and Engineering so that we can benefit individuals and the community

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IMPROVE INTERNAL COMMUNICATONS

IMPROVE PROCESSEFFICIENCY &EFFECTIVENESS

IMPROVE THE COLLEGE CULTURE & SENSE OFCOMMUNITY

IMPROVE STAFFCAPABILITY

IMPROVE TEACHINGEFFICIENCY & QUALITY

BUILD THE PROFILE OFCOLLEGE ACTIVITIES

IMPROVE INFRASTRUCTURE TO DELIVER RESEARCH & TEACHING OUTCOMES

IMPROVE INDUSTRY, GOVERNMENT & COMMUNITY ENGAGEMENT & IMPACT

IMPROVE THE QUALITY& IMPACT OF RESEARCH

POSITIVELY IMPACTMORE PEOPLE WITHOUR TEACHING

IMPROVE GRADUATEEMPLOYMENTOUTCOMES

IMPROVE THE STUDENT EXPERIENCE

INCREASE RESEARCHINCOME

SUCCESS!

UNIVERSITY ENABLING INITIATIVES

KEY PERFORMANCE INDICATORSKEY COLLEGE PROJECTS

Technical Services charging model

Research consortium program

Strategies for grant application success

College engagement plan

College staff ambassadors

Citizen Science

ERA strategies

Research staff mentoring scheme

Women in STEM

STEM at schools

Alternative degree exit points

Student growth plan

Student journey mapping

International student induction

Student retention plan

Student progression process improvement

Science Connect (WIL)

STEM employability factors

Integrate engineering service teams

College culture and staff wellbeing plan

Internal communication plan

Staff mentoring and development framework

Teaching and learning framework

Staff induction and onboarding

Leadership development program

Research management systems and dashboards

Research performance information

RDS Business Development

Research management systems and dashboards

Research performance information

Manufacturing Innovation Centre

Short courses

Enhanced Course Selection methodologies

Early assessment at risk students

Student complaints and appeals process

Web Transformations

University and South Ridge building infrastructure master plan

HPC platform

FLO redesign

InPlace

ServiceOne

Credit Assessment system improvements

Teaching quality policy framework

Staff intranet portal

Academic workload model and tracking

HR System

Research publication quality

Topic attrition

Graduate employment

Community engagement

Marketing and external communications plan

WIL in Science space

Technical equipment lifecycle plan

IDS equipment lifecycle plan

College buildings and infrastructure plan

Implement capital infrastructure projects

High failure topics

Curriculum and pedagogy redesign

Maths contemporary practice review

Teaching and research ordering processes

Academic grade book

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Point in time Load

SATAC preferences

International preferences

Research income

Gross revenue

Student / staff ratio

Student evaluation of teaching

Retention rate

Low enrolment topics

Staff diversity

Staff with a development plan

Pulse survey

08 College of Science and Engineering

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We have a suite of courses and topics that are scaffolded to achieve efficiency in delivery

We understand the cost and benefits of topic delivery

We have the right teaching spaces, appropriately set up and scheduled at the right time to optimise teaching effectiveness

We have the right staff and staffing contingencies in place to deliver the teaching program

We actively seek, monitor and consider student input to influence continual improvement of teaching

We have clear visibility of contemporary best practice and these are adopted as appropriate

We regularly review and enhance each teaching area, with the schedule determined by the lifecycle of the product

IMPROVE TEACHING EFFICIENCY & QUALITY

Objectives & Definitions

08 08 College of Science and Engineering

We consider the full student experience, rather than just the immediate interaction

We are culturally and socially aware in our interactions

Student issues are resolved by the first person where possible

We understand the reasons and risk of students departing, and have effective strategies in place to support students in remaining at Flinders

We effectively support students as they transition to university life at Flinders

We provide an integrated experience for students where they feel they are treated and valued as an individual

IMPROVE STUDENT EXPERIENCE

We understand the factors affecting graduate employability now and into the future

We integrate practical training to support the transition of students to the workplace

We offer widespread meaningful industrial experience across all STEM disciplines

IMPROVE GRADUATE EMPLOYMENT OUTCOMES

Teaching

Teaching

Teaching

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5 7 Strategic Plan 2018 09

We identify and support our key priority research areas both now and in the future

We invest for success in specific areas of research, including through staff appointments, staff development and infrastructure

We accurately record all official research activities

We explore both traditional and non-traditional sources of research income e.g. fellowships

We have a planned approach for acquiring research funds

INCREASE RESEARCH INCOME

We know all College activities and priority areas, and communicate them effectively

We have clear channels to promote College activities both externally and internally

We invest in College priority areas to attain maximum reach and build our profile

We advertise and communicate to grow key markets

BUILD THE PROFILE OF COLLEGE ACTIVITIES

We understand our current and future market both domestically and internationally and tailor our communications accordingly

Through innovation we develop and retire teaching offerings dependent on current and future market needs

The introduction of new teaching offerings and approaches results in overall growth, and do not detrimentally impact other offerings unless consciously agreed

Our product development is not constrained in thinking by the current product suite or current capability

We have flexible offerings and varied study pathways into and within the College

POSITIVELY IMPACT MORE PEOPLE WITH OUR TEACHING

We make conscious decisions around the ERA fields of research, and have comprehensive plans to improve

We have a clear publication strategy to maximise quality and impact

Research performance expectations are linked to the quality and impact of research

We provide an environment which promotes and supports translational research

IMPROVE THE QUALITY & IMPACT OF RESEARCH

Teaching Research

ReputationResearch

We provide a range of formal and informal opportunities for staff to build networks, collaborations and teams

We promote and encourage the partnership between Academic and Professional staff, resulting in a one College team approach

We support the physical and emotional health of the College team

Staff clearly understand, own and embrace the University’s and College’s values and bring them to life in all that they do including their contribution to the College’s purpose

All staff are committed to driving and supporting improvements in workplace safety and employee wellbeing

We have active plans to improve diversity both in our staffing model, but also in terms of extending the reach of teaching

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IMPROVE INTERNAL COMMUNICATIONS

IMPROVE THE COLLEGE CULTURE AND SENSE OF COMMUNITY

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We have a plan which defines key focus areas for engagement

We pursue meaningful opportunities when they arise

We have a whole of College approach to engagement

We are seamless in our College interactions - a ‘One College / One Flinders’ approach underpinned by visibility of relationships and interactions

We proactively engage with our alumni network to maximise collaboration and industry engagement

IMPROVE INDUSTRY, GOVERNMENT & COMMUNITY ENGAGEMENT & IMPACT

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Reputation Culture

We offer clear, consistent and transparent communications where geographical location does not matter

Knowing or finding out who to contact is simple and intuitive

All staff are responsible for sharing their successes and news so they can be effectively communicated to the broader College

Communications are designed to ensure all staff have visibility of the broader College plan, progress, activities, innovations and successes

We encourage face to face communications

Communications and meetings are streamlined, and where appropriate captured for future reference

Culture

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We have a holistic approach to the training of staff; all training is supported as a part of a broader, tailored plan for each individual to help them achieve their career goals and the requirements of the role

Each tailored plan adopts the philosophy whereby training is a small component piece, supported by on the job training (putting learning into practice / work shadowing / project work etc) and coaching / mentoring

We support people to grow to their full potential within the requirements of the role

We have regular, open and authentic two-way conversations, acknowledging positive contributions and offering constructive feedback which are formalised annually to discuss performance and goals

IMPROVE STAFF CAPABILITY

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We know what infrastructure and equipment we need now and in the future to successfully improve research and teaching

We effectively communicate our infrastructure priorities, and campaign for their adoption by the University

We collaborate with other Colleges to optimise the use of infrastructure and equipment for the University

We have awareness of the University’s planning principles, and align our plans accordingly

IMPROVE INFRASTRUCTURE TO DELIVER RESEARCH & TEACHING OUTCOMES

We consider our processes holistically from the point of view of the customer experience and with a view to process performance and impact on staff

Processes are designed to reduce the likelihood of error, but will also remove any non value-added steps e.g. approvals

We adopt a collaborative approach to business process improvement, and empower local staff to influence the change

We effectively communicate any priority improvements with a remit broader than the College, and campaign for their adoption by the University

IMPROVE PROCESS EFFICIENCY & EFFECTIVENESS

15Culture Support

Support

012 College of Science and Engineering

Sturt Road, Bedford Park South Australia 5042 PO Box 2100 Adelaide South Australia 5001

flinders.edu.au