Develop USC for a Sustainable Future Plan

Vision

The University of the Sunshine Coast (USC) Strategic Plan 2011-2015 establishes the following vision for the University:

The University of the Sunshine Coast is regionally relevant and recognised, nationally and internationally for excellence in teaching, research and engagement

Rapid growth of the Universtiy and the region it serves, and a more performance-driven sector, present major challenges for USC's institutional capacity and capability. 

Professional development of staff at all levels will be a priority, the University's systems will undergo major reinvestments and core infrastructure will be expanded.

Above all, development of strategic partnerships at regional, national and international levels will advance USC's footprint, profile and performance.

One of four top level University plans, the focus of this plan is to develop USC for a sustainable future.

Strategic Priorities

This plan has four areas of strategic priority, based on the requirements and directions of the Strategic Plan.

The strategic priorities are to:

  1. Develop and enable staff to manage change and contribute to achievement of the strategic plan
  2. Invest in and continuously improve information management systems and business processes
  3. Advance the University through key strategic partnerships
  4. Maximise opportunities to develop well designed, technology rich, sustainable University sites
Strategic Priority 1: To develop and enable staff to manage change and contribute to achievement of the strategic plan
Key strategies
    1. Develop and implement University education and training/professional development on change management
    2. Develop a workforce planning process which ensures the workforce capabilities are developed and aligned with the University's vision
    3. Deliver staff development, leadership and wellness programs to develop capability and capacity and a collaborative, performance and service oriented culture
    4. Continuously review and maintain employment conditions to attract and retain excellent staff
Strategic Priority 2: To invest in and continuously improve information management systems and business processes
Key strategies
    1. Redesign and build the University information communication technology (ICT) infrastructure including data centres, networks, internet, mobility services and remote access capabilities
    2. Replace end-of-life systems, develop new system functionality, further integrate systems and automate current manual processes
    3. Investigate and implement alternate ICT solution delivery offerings for appropriate applications through partnerships, outsourcing, software as a service (SaaS) and other cloud-based solutions
    4. Make strategic use of the University's information assets to improve decision making and performance measurement.
Strategic Priority 3: To advance the University through key strategic partnerships
Key strategies
    1. Identify institutionally significant partners across the University's core business areas of teaching, research and engagement
    2. Develop and maintain dynamic partner relationships, in the context of national agenda and for regional benefit
    3. Develop key partnership projects, including multiple partner projects
    4. Develop communication skills and collaborative capability within and across the University
Strategic Priority 4: To maximise opportunities to develop well designed, technology rich, sustainable University sites
Key strategies
    1. Increase the University footprint by adding multiple University sites that are funded through collaborative arrangements
    2. Increase capability and capacity to enhance e-learning, blended learning and simulated learning environments to meet the demands of teaching and learning
    3. Comply with requirements to qualify for funding initiatives
    4. Ensure the existing campus and any future sites are developed with a commitment to environmental sustainability
Performance Measures by 2015
  • Employment costs as a percentage of total revenue
  • Operating margin
  • Capital improvements: proportion of total income invested from operating funds
  • Staff Opinion Survey (SOS) results
  • Increase in load across multiple sites
  • Energy efficiency rating
  • Availability of core University systems