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IMPLEMENTATION PLAN 2017–2019 1
Implementation plan 2017 – 2019INDIGENOUS STRATEGY
Warami Wellambillimba. Welcome from wherever you have come from.
Warami Daruga Nura. Welcome to Darug Country.
Warami Wallamatta. Welcome to Wallamatta.
Welcome to the Land of the Wattamattagal, the black snapper people of the river mangroves.
We welcome you on behalf of the ancestors and acknowledge Aboriginal Elders past and present. We would like to acknowledge all Aboriginal nations of Australia.
We walk together on this Land and we pay respect to the Traditional Owners and those who walked before us.
We acknowledge this Land’s history, yesterday’s, today’s and tomorrow’s.
This Land speaks of the Darug and their Dreaming. We can still feel, hear and see the ancient song lines across this beautiful campus. This Land has held many gatherings, for centuries, since the Darug’s first sunrise, some 60,000 years ago.
We belong to the Land.
We are many nations and many people, coming together, looking after this Country and respecting each other. We stand together at Macquarie on sacred ground. As the Wallumai navigate the mangroves and find their pathway, so shall you here at Macquarie.
Warami. Welcome.
Didgerigor yanu. Thank you.
Aunty Kerrie Kenton (Darug Elder and artwork designer) Taylah Pearce (Darug)
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Welcome to Country
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Macquarie University released its first ever Indigenous Strategy in 2016. The 10 year strategy will pave the way for increased Indigenous success at our University.
This implementation plan will be the initial step in realising the vision of the Indigenous Strategy. The first three years will see increases in enrolment, retention and completion rates for Indigenous students; the development of a cultural competency framework; and the enhancement of existing student engagement systems. However, this is a 10 year strategy and although great emphasis will be placed on the foundations of increasing student numbers, cultural competency and student engagement, Walanga Muru will also begin the planning necessary to achieve the full 10 year strategy.
A THREE-YEAR PLAN 2017–2019This three-year implementation plan for the Indigenous Strategy 2016–2025 is based on three practical objectives:
• Unlocking capacity
• Develop cultural capability
• Support for Indigenous success.
Achieving these objectives will require a whole-of-University partnership, Aboriginal Community engagement and corporate and key stakeholder engagement.
4 INDIGENOUS STRATEGY 2016–2025
Introduction
A WHOLE-OF UNIVERSITY PARTNERSHIP
CORPORATE AND KEY STAKEHOLDER RELATIONSHIPS
ABORIGINAL COMMUNITY ENGAGEMENT
IMPLEMENTATION PLAN 2017–2019 7 6 IMPLEMENTATION PLAN 2017–2019
Partnerships, engagement and relationshipsWHOLE-OF-UNIVERSITY PARTNERSHIPThe successful implementation of the Indigenous Strategy will require the support of all levels of the University. Our Vice-Chancellor has made a strong commitment to serve and engage Indigenous Communities towards achieving a more equitable and inclusive future for Aboriginal and Torres Strait Islander people. The implementation of the strategy will require strong direction by the Macquarie University Executive to lead our University through this exciting but challenging, transformative period. In partnership with the Executive and Academic Senate, faculties, departments and professional staff, Walanga Muru will further the success of Indigenous Australians through this strategy. Our University must dedicate itself to improving the recruitment, progression and success of Indigenous Communities. This commitment will ensure a whole-of-University partnership for Indigenous success.
ABORIGINAL COMMUNITY ENGAGEMENTWalanga Muru sees Aboriginal Community engagement as crucial to the design and implementation of this strategy. Walanga Muru staff, in partnership with other key stakeholders within our University, will consult with Aboriginal communities to identify relevant research projects and engage with communities from inception and design to completion and beyond. Walanga Muru will work with our local Darug Community, our Aboriginal Advisory Committee and Aboriginal staff to achieve the goals in the strategy and build Indigenous success for current and future generations of Indigenous Australians.
CORPORATE AND KEY STAKEHOLDER RELATIONSHIPSWalanga Muru continues to build relationships with key corporate and non-government stakeholders. Through the Walanga Muru Cadetship Program, scholarships and school outreach programs, our staff are developing reciprocal relationships with corporate stakeholders such as ANZ, JLL and Johnson & Johnson, and non-government organisations such as the Australian Museum, Deaf Society and Redfern Legal Centre. Through the placement of Macquarie University Indigenous students as cadets, Walanga Muru will also provide culturally appropriate advice and work towards greater cultural awareness within these partner organisations. We are also developing relationships with secondary schools to inspire Indigenous secondary students to consider tertiary education. Walanga Muru will build on these reciprocal relationships and offer cultural and policy advice to our partners.
Summary 2017 – 2019 The Indigenous Strategy 2016–2025 is a long-term vision for Macquarie University to increase Indigenous success and provide a sustainable plan for building Indigenous capacity across all areas of the University. Walanga Muru will implement the strategy using a three-year initial implementation plan. The plan is not fixed and as the tertiary sector transforms over the next 10 years, the first and subsequent implementation plans will be broad enough to encompass change and be continually evaluated for improved service delivery.
The following strategic directions have been identified to begin the implementation phase.
UNLOCKING CAPACITY DEVELOP CULTURAL CAPABILITY SUPPORT FOR INDIGENOUS SUCCESS
• Build aspiration and establish pipelines from schools for Indigenous youth to come to our University
• Increase Indigenous undergraduate and postgraduate student enrolments
• Support and build the capacity of Indigenous researchers
• Support sustainable increases in Indigenous employment to complement existing and future enterprise agreements
• Develop and implement a cultural capability framework
• Initiate cultural training opportunities for all existing and new staff
• Simplify and clarify systems, processes and policies between Walanga Muru and other support services across the University
• Develop systems that enhance undergraduate and postgraduate enrolments and completions
Baduwa (aspire) unlocking capacity
OBJECTIVE AND KPIS STRATEGIES RESPONSIBILITYOTHER KEY
STAKEHOLDERSTIMEFRAME
Build aspiration and establish pipelines from schools for Indigenous youth to come to our University
KPI: Increased Indigenous student enrolments from high school to Macquarie.
Expand the Ngamuru Program into secondary schools
Deputy Vice-Chancellor (Academic) and Registrar
Walanga Muru
Future Students
Faculties
2017–2018
Establish formal school partnerships
Introduce a pilot regional and remote pathways program
Deputy Vice-Chancellor (Academic) and Registrar
Walanga Muru
Future Students
Widening Participation
Group Marketing
Faculties
2017–2018
Develop a marketing plan inclusive of online and social media
Deputy Vice-Chancellor (Academic) and Registrar
Group Marketing
Walanga Muru
2017
Introduce two additional entry pathways
Deputy Vice-Chancellor (Academic) and Registrar
Macquarie University International College (MUIC)
Walanga Muru
Partnerships and Pathways
Faculties
Future Students
2018–2019
Develop programs that attract future Indigenous leaders
Partnerships and Pathways Faculties 2017
OBJECTIVE AND KPIS STRATEGIES RESPONSIBILITYOTHER KEY
STAKEHOLDERSTIMEFRAME
Increase Indigenous undergraduate and postgraduate student enrolments
KPIs: • Increased number of
undergraduate students
• Increased number of postgraduate students
Develop a marketing plan to target future external students
Deputy Vice-Chancellor (Academic) and Registrar
Group Marketing
Walanga Muru
Future Students
Scholarships
Widening Participation
2017
Strengthen relationships with TAFE and other educational providers to identify pathway options
Deputy Vice-Chancellor (Academic) and Registrar
Walanga Muru
Partnerships and Pathways 2018–2019
Continue to build reciprocal and sustainable relationships with Aboriginal communities
Whole of University 2017–2019
Develop programs to promote flexible study options, including online learning and engagement
Deputy Vice-Chancellor (Academic) and Registrar
Walanga Muru
Department of Indigenous Studies
Faculties
Open Universities Australia 2019
Develop resources that increase the number of Higher Degree Research (HDR) student enrolments, including identifying appropriate final year students and holding prospective HDR workshops
Deputy Vice-Chancellor (Academic) and Registrar
Deputy Vice-Chancellor (Research)
Higher Degree Research Office (HDRO)
Walanga Muru
Research Office
Faculties
Department of Indigenous Studies
2017–2018
Develop a scholarship plan to attract undergraduate and postgraduate students, targeting key priority areas
Scholarships
Deputy Vice-Chancellor (Academic) and Registrar
Deputy Vice-Chancellor (Research)
Walanga Muru
Research Office
HDRO
Faculties
2017–2018
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OBJECTIVE AND KPIS STRATEGIES RESPONSIBILITYOTHER KEY
STAKEHOLDERSTIMEFRAME
Support and build the capacity of Indigenous researcher.
KPIs:• Increased number
of publications and successful research grants from Indigenous researchers
• Increased quality and impact of Indigenous research
Develop scholarship and funding opportunities for Indigenous research by Indigenous researchers.
Deputy Vice-Chancellor (Academic) and Registrar
Walanga Muru
Department of Indigenous Studies
HDRO
Deputy Vice-Chancellor (Research)
Research Office
HDRO 2017–2018
Develop a mentoring program related to Indigenous research, including visiting Indigenous research scholars, writing workshops, guest speakers and international exchange and engagement.
Deputy Vice-Chancellor (Academic) and Registrar
Walanga Muru
Department of Indigenous Studies
Research Office
HDRO
Deputy Vice-Chancellor (Research)
2017–2018
Develop an Indigenous Research Cluster to encourage cross-discipline research involving Indigenous and non-Indigenous researchers.
Deputy Vice-Chancellor (Academic) and Registrar
Deputy Vice-Chancellor (Research)
Walanga Muru
Department of Indigenous Studies
Research Office
HDRO
2017–2019
Increase the number of Indigenous research supervisors and provide training in Indigenous research methodologies to non-Indigenous supervisors.
Develop online resource for Higher Degree Research students and Early Career Researchers that provides information such as how to publish; how to apply for research grants; research collaborations; contacts.
Deputy Vice-Chancellor (Academic) and Registrar
Research Office
Walanga Muru
Department of Indigenous Studies
2017–2018
OBJECTIVE AND KPIS STRATEGIES RESPONSIBILITYOTHER KEY
STAKEHOLDERSTIMEFRAME
Support sustainable increases in Indigenous employment to complement existing and future enterprise agreements.
KPIs: • Increased academic staff
• Increased professional staff
• Increased retention of professional and academic staff
• Increased progression of professional and academic staff
Develop an Aboriginal and Torres Strait Islander Workforce Strategy
Deputy Vice-Chancellor (Academic) and Registrar
Human Resources
Walanga Muru
Senior Executive
National Tertiary Education Union and Community and Public Sector Union
2017
Build staff capacity through professional and cultural development opportunities and networking, including opportunities for domestic and international conferences and forums
Deputy Vice-Chancellor (Academic) and Registrar
Human Resources
Walanga Muru
2017–2019
Develop a succession plan for Aboriginal and Torres Strait Islander staff
Deputy Vice-Chancellor (Academic) and Registrar
Human Resources
Walanga Muru
Faculties, Departments, offices
2018
Develop systems to support culturally appropriate recruitment of Aboriginal and Torres Strait Islander staff
Human Resources Deputy Vice-Chancellor (Academic) and Registrar
2017–2018
Develop a ‘grow your own’ model for academic and professional recruitment
Deputy Vice-Chancellor (Academic) and Registrar
2018 - 2019
Develop a plan to attract Indigenous candidates and appoint senior roles across the University
Senior Executive
Human Resources
2018–2019
Manawari (discover) develop cultural capability
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Djurali (evolve) support for Indigenous success
OBJECTIVE AND KPIS STRATEGIES RESPONSIBILITYOTHER KEY
STAKEHOLDERSTIMEFRAME
Simplify and clarify systems, processes and policies between Walanga Muru and other support services across the University
KPI: Increased comparative data for Indigenous staff and students
Improve website information and links to other relevant services
Web Development
Deputy Vice-Chancellor (Academic) and Registrar
Widening Participation
Library
2017
Designate resources to improve outcomes in Indigenous success
Human Resources
Faculties
MUIC
Deputy Vice-Chancellor (Academic) and Registrar
2017
Develop evaluation systems to enhance processes and improve service delivery
Deputy Vice-Chancellor (Academic) and Registrar
Walanga Muru
Analytics
Human Resources
2017–2018
Develop systems that enhance undergraduate and postgraduate enrolments and completions
KPI: Increased undergraduate and postgraduate retention, participation rates and success
Develop a scholarship plan for undergraduate and postgraduate Aboriginal and Torres Strait Islander students
Deputy Vice-Chancellor (Academic) and Registrar
Scholarships
Future Students
Widening Participation 2017
Develop a student-led annual engagement plan
Deputy Vice-Chancellor (Academic) and Registrar
Walanga Muru
Indigenous student body
Patyegarang Indigenous Strategic Committee
2017–2019
Provide curricula and extra curricula activities for undergraduate and postgraduate students to enhance their student experience
Deputy Vice-Chancellor (Academic) and Registrar
Walanga Muru
PACE
Global Leadership Program
Faculties
Macquarie International
2017–2019
Identify individual student needs through a case-management and reporting system
Walanga Muru
Deputy Vice-Chancellor (Academic) and Registrar
Faculties
2017–2019
OBJECTIVE AND KPIS STRATEGIES RESPONSIBILITYOTHER KEY
STAKEHOLDERSTIMEFRAME
Develop and implement a cultural capability framework.
KPIs: • Increased results for
cultural safety within Needs Assessment and Your Say surveys
• Increased activity on social media and marketing
Identify the level of cultural competency/safety across the University
Deputy Vice-Chancellor (Academic) and Registrar
Walanga Muru
Human Resources
Group Marketing
Learning and Teaching
Patyegarang Indigenous Strategic Committee
2017
Develop an Indigenous framework for Indigenous Learning and Teaching
Deputy Vice-Chancellor (Academic) and Registrar
Learning and Teaching
Walanga Muru
Faculties 2017–2018
Implement cultural respect and safety training across campus
Deputy Vice-Chancellor (Academic) and Registrar
Property
Walanga Muru
Events
Widening Participation
Faculties 2017–2019
Develop resources to promote cultural safety and cultural responsiveness
Deputy Vice-Chancellor (Academic) and Registrar
Walanga Muru
Sustainability
Property
Library
2017–2019
Initiate cultural training opportunities for all existing and new staff.
KPI: Increased number of staff involved in cultural safety programs
Develop and implement culturally appropriate training programs
Deputy Vice-Chancellor (Academic) and Registrar
Walanga Muru
Human Resources
Faculties
Heads of department
Executive Group
Senior Management
2017–2018
IMPLEMENTATION PLAN 2017–2019 15 14 IMPLEMENTATION PLAN 2017–2019
This three-year implementation is the first step in the Indigenous Strategy 2016–2025 to increase Indigenous success at Macquarie University. The plan will be evaluated annually for improved service delivery, increased access and participation between Indigenous Communities and Macquarie University and alignment with the University’s overarching strategic direction.
Subsequent implementation plans are scheduled for the entirety of the 10 year timeframe of the Indigenous Strategy 2016–2025 and will utilise the existing three strategic directions.
Next steps
BADUWA (ASPIRE) MANAWARI (DISCOVER) DJURALI (EVOLVE)
2020–2022• Support professional development
and engagement opportunities for our current and emerging Indigenous workforce
• Implement and build the Indigenous alumni network
2020–2022• Engage with and promote an
understanding of and respect for Indigenous communities, cultures and histories among students and staff
• Embed Indigenous knowledges and perspectives into curriculum across all faculties
2020–2022• Evaluate and monitor our support
systems for improved quality standards and student success
2023–2025• Increase the quality and impact of
Indigenous research
2023–2025• Create a learning environment in which
all students have the opportunity to gain knowledge of Indigenous Australians
• Build the needs and interests of Indigenous Australians into relevant current and future program initiatives
2023–2025• Build the Indigenous presence across
the University
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The term, Indigenous, is used throughout this implementation plan. Walanga Muru acknowledges Indigenous to represent a person of Aboriginal and/or Torres Strait Islander descent.
PHOTOS: All photos by Chris Stacey unless otherwise noted. CRICOS Provider 00002JINS3111
FIND OUT MORE Leanne Holt Director Walanga Muru
E: [email protected] T: (02) 9850 8634