GLOBAL CHANGE INSTITUTE STRATEGIC PLAN 2014 – 2018
WHY A GLOBAL CHANGE INSTITUTE?
MISSION AND VISION
Environmental change will affect us all. As the global population grows, urbanisation increases and technology advances, there will be untold impact on our surrounding environment. The Global Change Institute is The University of Queensland’s vehicle to draw together the significant experience and knowledge of the University, our partners and collaborators to identify and develop the solutions needed in this changing landscape.
MISSION To advance discovery, create solutions and influence decision-makers in order to position The University of Queensland as a global leader in addressing the challenges of a changing world.
VISION To foster discovery, learning and engagement by creating, applying and transferring knowledge for innovative and integrated solutions to the multitude of global challenges currently facing global society.
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CONTEXT Global change encompasses both natural and human induced changes, and how they interact with global systems at environmental and societal levels. Changes are occurring at an unprecedented scale and speed, and are influenced by diverse and interacting issues such as climate change; population growth; technological innovation; and resource security. One of the great associated challenges is how to manage this complexity across different temporal and spatial scales.
High impact, game -changing research.
Shaping and influencing policy through partnerships with Australian and international governments.
The complexity and interdisciplinary nature of global change presents several challenges to traditional university structures. Firstly, the solutions or responses to global change tend to involve multiple viewpoints and perspectives, often spanning diverse disciplines including science, geography, law and urban planning. Bringing these disciplines together can be challenging due to competing organisational unit interests and the historical academic practice of working within existing frameworks. The Global Change Institute (GCI) is a ‘whole-of-University’ mechanism. It aims to provide leadership, engagement and advocacy in the area of global change and is already playing a key role in shaping global awareness and solution building within the international setting.
The sustainability of our communities and the ecosystems in which we live will depend on our ability to anticipate social, environmental and economic implications for the growing human population. Therefore, GCI needs to take a multidisciplinary approach to ensure innovative solutions to these previously intractable problems. The Institute seeks to address questions that are beyond the scope of individual research projects. By bringing together expertise from across The University of Queensland (UQ) and other specialist organisations, GCI has the opportunity to assimilate the existing body of evidence, develop a comprehensive analysis and pose widely applicable solutions.
Research partnerships are in place with the World Bank, Catlin Group, the World Wildlife Fund, AGL, and Cornell and Stanford Universities.
GCI will do this through engagement, advocacy and partnerships internally using UQ’s expert knowledge base, and externally through appropriate and aligned regional, national and international organisations.
GCI provides innovative solutions through collaborations including: > $50m solar research partnership with global energy leaders > $10m for Capturing Coral Reef and Related Ecosystem Services > $7m Global Reef Record and the Catlin Seaview Survey.
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THE UNIVERSITY OF QUEENSLAND STRATEGIC PLAN 2014 – 2018 UQ VISION: KNOWLEDGE LEADERSHIP FOR A BETTER WORLD The Global Change Institute will contribute to the University’s key performance indicators through the following:
LEARNING
DISCOVERY
ENGAGEMENT
Leader in online learning
Improved performance for publications
Increased interaction with alumni
> Development and delivery of innovative learning solutions.
> Incubating ideas, forums and stimulating initiatives that provide workable solutions and tools for policy makers globally.
> Engage with alumni to build a network of champions to advocate on global issues.
Increased student satisfaction > Stimulate discussion and thinking with students and researchers on global challenges and solutions. Improved graduate employment outcomes > Engage with students to better prepare them for real-world/global change issues.
Improved performance for citations > Publication and promotion of innovative, high impact research focused on important global issues. Increased research income > Stimulating, developing and coordinating large-scale research programs funded from a variety of non-traditional sources including the World Bank, United Nations and Catlin Group. > Bringing together and providing the platform for groups across the University to tackle multidisciplinary challenges not normally attempted or possible.
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> Communicate to UQ organisational units regarding opportunities to leverage GCI assets/research in alumni engagement.
ENABLERS Increased employee satisfaction and engagement > A dynamic work environment. Improved safety of staff > Ensure people’s safety is the first priority in all GCI activities.
Growth in philanthropic support
Achievement of financial management targets
> Increased funding through close relationships with key philanthropists and thought leaders.
> Well-articulated three to five year strategic and operational plans in place.
Enriched collaboration with highly engaged priority regions
Reduced energy usage, carbon emissions and water consumption
> Clearly defined value proposition communicated through GCI research and professional staff to key external stakeholders.
> Ensure the GCI building and solar array promote the transition to sustainable knowledge and technologies.
LEARNING, DISCOVERY AND ENGAGEMENT SYNERGIES The role of academic institutions is changing. With universities increasingly focused on real world problems and impacts, they are expected to feed into policy development and transformation. Further, there is a community expectation that universities will increasingly communicate and advocate their research and ideas more broadly. GCI provides a mechanism for UQ to translate research into policy development and practice, by providing a University-level mechanism to focus the multidisciplinary talent of UQ on key global problems, challenges and solutions.
Global Rankings
Grant Opportunities
Impact
Academic Reputation Student Fee Income
LEARNING
Research
DISCOVERY
ENGAGEMENT
Viewed as Single Source for Solutions
Positioning on Boards /Committees
Teaching & Learning
Strategic Relationships
Influence on Key Policy Makers
Learning, discovery and engagement are inseparable elements of The University of Queensland. Discovery, for example, increases the profile of the University through the quality of our researchers, which then drives global rankings and in turn improves the University’s international rankings, enhancing our reputation amongst students and staff. In a similar way, UQ graduates and researchers drive academic reputation which then improves research, global rankings and fee income.
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THE GLOBAL CHANGE INSTITUTE’S STRATEGIC DIRECTION GCI acts as a think-tank in which ideas can flourish and expand. Success is measured through the following outcomes:
INNOVATE:
to undertake high impact, ‘game-changing’ research that will influence and change the way we think and act towards our global resources.
SOLUTIONS: to bring a whole-of-system approach to the design of innovative solutions to address these global change challenges.
GLOBALLY EDUCATE:
to captivate and educate the global community on global change issues.
CHAMPIONS:
to develop a network of champions to advocate on global change issues.
GCI researcher Dr Megan Saunders and UQ researcher Scott Atkinson count seagrass at Lizard Island, Great Barrier Reef for research on an Australian Research Council Super Science project into sea level rise. Photographer: Dr Chris Brown
INSPIRE: to create the climate for – and development of –
a community of practice to raise an awareness and understanding of the issues facing the world under global change drivers.
INFLUENCE:
to achieve impact as a ‘change enabler’ by supporting decision-makers to address global challenges through changes to institutional and industry behaviours, policies, planning and practices.
These outcomes will be achieved by: leading, collaborating and influencing through leveraging high impact research to address global issues.
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DELIVERING THE OUTCOMES MECHANISMS GCI will use the skills and capabilities of UQ, our partners and collaborators to address key questions relating to sustainable communities through the following mechanisms: Outcomes
Outcomes
Incubating ideas, creating forums and stimulating initiatives that influence policy makers.
Developing and maintaining a leadership culture for researchers.
Establishing a reputation for independent and highest quality research and policy advice.
Creating solutions and tools that meet the needs of end-users.
GCI researchers being involved in public debate.
End-users adopting research outcomes into solutions and policy.
Engaging with alumni and collaborators to build a network of champions.
Developing learning programs.
Publishing innovative, high impact research.
Raising awareness and building an understanding of the global challenges.
Developing strong linkages to government and industry through involvement in boards, forums and strategic partnerships.
Stimulating and coordinating large-scale research programs funded from a variety of sources.
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Outcomes
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Outcomes
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Mechanisms
Partners
Mechanisms Outcomes
Outcomes
These mechanisms will be implemented through GCI projects and activities.
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STRATEGIC MILESTONES A staged five -year plan to enable realisation of our 2018 objectives:
2014 Heightened Engagement and Collaboration Role > Increased number of research collaborations across UQ Faculties and Institutes, and with external stakeholders. > Heightened engagement with industry, governments and the community. > Maintain the current Return on Investment ratio of 3:1. > Efficient and effective Leadership Team. > Supportive working environment. > Leadership in online learning with the education of over 1000 students in key global change areas. > Enhanced awareness of research outcomes and impact both nationally and internationally (50 GCI media articles). > Major projects generating $10m funding since 2013. > College of Experts operating effectively.
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2016 Value Added Engagement > Central role in UQ research collaboration. > Evidence of ‘game-changing’ research outcomes. > Strategic partnerships operating effectively. > Leadership Team guiding strategic direction. > Regular public and international forums. > Improve the Return on Investment ratio to 4:1. > Dynamic work environment. > Educate over 10,000 students using online learning in key global change areas. > Major projects generating $25m funding since 2013. > Enhanced awareness of research outcomes and impact including a major media profile (100 GCI media articles).
2018 High Impact and Value leading to global solutions > GCI outcomes are prominent for the public and highly visible internationally. > Improve the Return on Investment ratio to 5:1. > Top talent in a dynamic work environment. > Measurable impact in development and communication of game-changing research and workable solutions. > Enhanced awareness and understanding of research outcomes and impact. > Educate over 20,000 students using online learning in key global change areas. > Major projects generating $60m funding since 2013. > Measurable changes to institutional and industry behaviours, practices and policies.
PATHWAYS TO CHANGE The complexity of responding to global climate change can be simplified into a cycle involving inspire, involve, influence and impact. GCI is committed to having a positive impact through this cycle, whereby change is proactively sought and implemented.
INSPIRE
INVOLVE Industry/ Government Forums
Media Links Interactive Media
Engage Thought Leaders Public Profile
Alliances & Partnerships
Change Practice
Research Funding Business Initiatives & Innovation
Online Training & Education Policy Reform
IMPACT
Research Papers
Report Cards & Benchmarking
INFLUENCE
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ACHIEVING SUSTAINABLE COMMUNITIES COMMUNITIES ARE IMPACTED BY: > Population growth > Urbanisation > Climate change > Technological change > Increasing consumerism
THE CHALLENGES FACING COMMUNITIES INCLUDE:
GCI WILL SUPPORT COMMUNITIES IN ADDRESSING THESE CHALLENGES BY ANSWERING THE FOLLOWING KEY QUESTIONS: > How can we reverse the current decline in the health of land-based, coastal and oceanic systems? > How can we balance out the increasing demand for clean and reliable supplies of fresh water as well as land, energy and food with a corresponding significant increase in emissions and waste streams? > How can we mitigate against the negative impacts caused by climate change and population growth on the marine and terrestrial environments?
> What opportunities and mechanisms are there to create a better future?
> How can we effectively meet the demands for food security from a global population of more than nine billion people in 2050 whilst ensuring sustainability of resources and the environment which we rely upon?
> Can we attain communities that are sustainable amid such fundamental and rapid change?
> What are the technological advances needed to minimise the impact of, and adaption to, climate change?
> How can communities meet the challenge of change?
GCI’S 2014-2018 RESEARCH FOCUS AREAS ARE: > Renewable Energy > Food Systems > Healthy Oceans and Coasts > Sustainable Water
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PATHWAYS TO CHANGE FRAMEWORK REMOTE COMMUNITIES To achieve GCI’s identified outcomes, the Pathways to Change framework will focus on global systems, cities and remote communities.
PROVIDE MECHANISMS THAT HELP BALANCE THE CONFLICTING DEMANDS FOR FOOD, ENERGY AND WATER IN REMOTE COMMUNITIES.
CITIES GLOBAL SYSTEMS EFFECTIVE DECISION-MAKING BY IMPROVING OUR KNOWLEDGE AND UNDERSTANDING OF OUR GLOBAL SYSTEMS.
CHANGE THE WAY WE BUILD OUR CITIES BY VALUING THE CONTRIBUTION THAT FOOD, ENERGY AND WATER MAKE TO OUR QUALITY OF LIFE AND OUR ECOSYSTEMS.
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THE GLOBAL CHANGE INSTITUTE’S JOURNEY In sequence with the University’s planning cycle, the Global Change Institute has been reviewing its operations and identifying avenues to build on its achievements.
GCI commenced operations
2009
2010
Change Pathways Workshop
2011
2012
Planning Workshops
2013
2014
GCI’S 2014 –2018 RESEARCH FOCUS AREAS
Renewable Energy Healthy Oceans and Coasts
Food Systems Sustainable Water
Proof of Concept
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Core program defined
Strategy& Strategic Review
Implementation of Strategic Plan
EXISTING PATHWAYS TO CHANGE EXAMPLES UQ SOLAR > Incubator for national solar research > Large scale adoption of solar energy > Establish UQ as a global leader in solar research
THE INTERGOVERNMENTAL PANEL ON CLIMATE CHANGE (IPCC) > Translate expert advice on the impact of humans on global systems > Build commitment to change by educating the global community > Influence decision-makers by translating science into policy and action
WATER SENSITIVE CITIES > Game-changing whole of system research > Build a network of advocates > Adoption of solutions by industry and government
CAPTURING CORAL REEF AND RELATED ECOSYSTEM SERVICES > Whole-of-system approach in valuing blue natural capital > Build robust local economies > ‘Change enabler’ to support adoption
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THE ADVISORY BOARD
COLLEGE OF EXPERTS
The role of the GCI Advisory Board is to provide strategic guidance to the Institute; review its activities against key performance indicators; and to advise on partnerships and sponsorship to help achieve its vision.
The College of Experts provides a peer network to support the Institute’s advancement of knowledge and innovation, and contribute to its policy and advocacy agenda. The College identifies opportunities for research; works with the Institute to establish new initiatives; and participates in advocacy campaigns. The two key areas of activity are:
ADVISORY BOARD MEMBERS
1. STRATEGIC
Professor Max Lu BE, ME Northeastern (China); Phd, Qld Provost and Senior Vice-President, The University of Queensland Professor Anton Middelberg BE (Hons), Adelaide; PhD, Adelaide; MA, Cantab; FIChemE, FTSE
Acting Deputy Vice-Chancellor (Research), The University of Queensland Ian Buchanan MA, Oxon; MBA, Wharton Senior Executive Advisor, Strategy& Margaret Brown BA, LLB (Hons) Qld Consultant, Minter Ellison The Hon Professor Robert Hill AC BA; LLB, Adelaide; LLM, London
Former Federal Senator and Chairman of the Australian Carbon Trust Chancellor of the University of Adelaide Graeme Wood AM BE, Qld; M Info Systems, Qld Founder and Executive Director of Wotif Founder and Managing Director of Wildmob Robyn Williams AM BScHons, London Journalist, ABC National Professor Ove Hoegh-Guldberg BScHons, Sydney; PhD, UCLA Director, Global Change Institute
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> Working with the Institute to develop multidisciplinary initiatives through collaborative forums. > Identifying new research and other opportunities for collaborative partnerships between GCI and other UQ units focused on research and outreach. > Identifying emerging issues and trends relating to the Institute’s agenda.
2. ADVISORY AND ADVOCACY > Providing advice on emerging global change issues to GCI through various forums. > Acting as an advocate for GCI in raising public awareness on global change issues. > Participate in, and at times represent, GCI and relevant Schools at external events and in public debate on specific issues.
The College consists of interdisciplinary experts drawn from the University’s research community. The Chair of the College of Experts is Emeritus Professor Geoffrey Lawrence.
STRATEGIC COLLABORATORS
The GCI acknowledges the strategic advice and support of Strategy& (formerly Booz & Co) in developing this document.
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Printed on carbon neutral 100% recycled stock.
GLOBAL CHANGE INSTITUTE The University of Queensland St Lucia QLD 4072 Australia
T +61 7 3443 3100 E gci@uq.edu.au W www.gci.uq.edu.au