ABSTRACT

The 2020 pandemic experience signals a pivotal opportunity for a transformation in universities, critically through narrowing and sharpening a distinctive mission and aims for each campus. A series of strategies are proposed for university leadership, commencing with a move towards hybrid delivery of teaching and a reconceived support of the student experience, to a rescheduling of teaching semesters to fill the year, a repurposing of existing buildings to a blended-learning, externally collaborative norm, a reallocation of funds away from new capital works towards investment in staff upskilling in digital tools and online pedagogy, and towards an array of salaried appointment types rather than casuals contracts for staff. Ways to address the financial crisis are outlined, focusing in Australia on a resizing of the university to fit new, more focused goals. These would also facilitate a revitalised, more purposeful approach to donors and government – to the former for more scholarships, research fellowships and chairs targeted to a university’s individual mission and strengths, and to the latter for urgent funds to save our national research effort from demise, to expand funded student places for the growing domestic demand, and to refocus and recover some level of recruitment of international students.

摘要

2020年的大流行经验标志着大学转型的关键机遇，关键是通过缩小和强化独特的使命，并针对每个校园。为实现大学领导层提出了一系列战略，首先是向混合教学的方向发展，以及对学生体验的重新构想支持，对整个学期重新安排教学时间以充实全年，将现有建筑物改用于混合学习，在外部协作规范中，将资金从新资本中重新分配，用于对数字工具和在线教学法中提高员工技能的投资，以及对一系列有薪任用类型而非员工临时合同的投资。概述了解决金融危机的方法，重点是在澳大利亚调整大学的规模以适应新的，更集中的目标。这些也将有助于对捐助者和政府采取一种振兴，更有目的的方法-前者获得更多奖学金，研究奖学金和主席，以大学的个人使命和优势为目标，后者获得紧急资金以挽救我们的国家研究工作免于灭亡，以扩大资助的学生名额以满足不断增长的国内需求，并重新定位并恢复一定水平的国际学生招募。