Renewing the vision of a University

As we enter the second half of 2020, higher education leaders in Australia, and across the globe, understand that this is an important period. A critical time. This is not using the ‘perilous’ meaning of ‘critical’, but rather the definition that the decisions that need to be taken are ‘serious’. A defining era.

Yes, the path ahead is uncertain, and it will undoubtedly be beset with challenges. All institutions will undergo change, and, perhaps, not all will survive. On many levels we may find this scary, but we should not be afraid to also see that this is, fundamentally, a time for renewal. We find ourselves with a unique opportunity to reinvent the role of universities in society: as key enablers of engagement and partnership, fully embracing their responsibilities towards society.

So, what are the key philosophies that should guide the future of Australia’s universities? Drawing on a range of recent conversations with colleagues across the sector plus my own career experience, and simply as an engaged citizen, I offer the following as worthy ambitions:

• Respected establishments whose actions are led by local needs in terms of knowledge generation and transition.
• Hubs in their local communities, striving to create a stronger, more innovative and inclusive society. Providing a tangible (in the physical and digital realms) and intellectual meeting place for business, government and society to collaborate and create mutual benefits. Enabling a clear focus on innovation and problem solving that is challenge based, appreciates scale and complexity, and delivers on worthy goals.
• Bastions of life-long learning where education takes place both in and outside the classroom, in physical and virtual spaces, and results in a recognition of skills and competencies which can be continuously updated and expanded.
• Sources of education, based on institutional strengths and values, that keeps global challenges at the fore, but is tailored towards the needs of local and regional stakeholders. Designed and delivered in partnership; supporting workforce planning.
• Leaders in the local community, fully utilizing their infrastructure in collaboration with industry and societal partners. Delivering a platform for start-ups, SMEs and larger industry partners to collaborate on solving global challenges. An incubation space for talent, ideas, and innovation.

In many ways, this describes a future for a University that retains its fundamental essence: as a successful centre of creative thought, problem solving, training and research. However, to best deliver benefits to society, it must be a version of itself which is augmented with structures and practices that create environments and conditions that nurture a seamless transition from knowledge generation to application through end-user partnerships at scale.

Doing this well will differentiate the best from the rest.

Success in achieving these ambitions will come from removing the competition between the key ‘products’ of teaching and research. Only through embedding both in every action of a University, and in every engagement with society and commerce, can this productive vision be delivered.

Clearly this is dependent on the excellence of educators, researchers, leaders, and support professionals; as well, of course, as funding that is secure, sustained, and flexible to invest in new initiatives. However, this is not enough. Universities need to build expertise and clarity around how to engage with all types of partners at a holistic level. To not chase specific outcomes, but to build productive relationship that deliver long term, mutual benefits.

By doing so, a university can deliver on its full potential: as an organisation renowned for its interconnection and permeability – within its constituent parts, and between the University and society.

Dr Ross McLennan is President of the Australasian Research Management Society and Director, Office for Research at Griffith University, Queensland, Australia.