A Global Leader In STEM Education
Strategic Plan 2022 - 2028
ACKNOWLEDGEMENT OF COUNTRY Victoria University acknowledges, recognises and respects the Ancestors, Elders and families of the Boonwurrung, Wadawurrung and Wurundjeri of the Kulin, who are the Traditional Owners of university land in Victoria, and the Gadigal and Guring-gai of the Eora Nation who are the Traditional Owners of university land in Sydney.
Wyndham Tech School (WTS) will be known as the jewel in the crown of Melbourne’s Western corridor and of the host organisation, Victoria University (VU)
Directors Overview WTS has been on a transformation over the past two years to establish itself as a leading learning centre of excellence in STEM education. We are still evolving and have a long way to go to reach our ultimate goal of becoming a global leader in STEM education by 2028. Through it’s deep alliances and collaborative approach WTS will take on this challenge and is confident in succeeding and realising this goal. Our plan is to continue to build on our foundations as a centre that is representative of Industry 5.0, IOT and Cybersecurity. These foundations underpin all vocations now and into the future.
This allows us to continually innovate and remain at the forefront of what is required to engage, inspire and prepare students for the workforce and lifelong learning. WTS provides our community in the west with a world-class facility that is accessible and which, raises educational and career aspirations never thought possible. VU has a clear vision to become a global leader in dual sector learning and research by 2028. There has never been a better time for WTS to develop a bold strategy that aligns to VU’s and, most importantly realises the Victorian State Government’s vision to innovatively link Industry, Education and jobs for a thriving economy.
WTS’s Strategic Plan Aligns to VU’s and its eight core principles ETHICAL MODEL Protecting Country, planetary health, sustainability
TEACHING VOCATIONAL EDUCATION
CURRICULUM MODEL First Year College, VU Block Model, doing dual differently
PROFESSIONAL INDIGENOUS
RESEARCH HIGHER EDUCATION ACADEMIC NON-INDIGENOUS
OPERATING MODEL Flipped campus, industry, employability
VU’s Eight Core Principles
1.
We are a partnering institution – we cannot do it alone.
2.
We honour Indigenous cultures and our roots in Greater Western Melbourne.
3.
We are the university of inclusion, opportunity and success – enriching both lives and careers.
4.
We are revolutionising tertiary education through the VU Block Model and using the power of our dual sector capabilities.
5.
We are resourceful, creative, adaptive and excellent in all of our learning and teaching and research.
6. 7. 8.
We are digital learning leaders. We commit ourselves to working for the health and sustainability of our planet. We are proudly progressive. We care – and we act.
WTS Vision
To be a global leader in STEM Education by 2028
Our Purpose
To connect students to their future
Our Goal
Is not to replicate what our partner schools are already doing but enhance and extend what they are doing through challenging and innovating traditional practices, curriculum, pedagogy and assessment.
Our Strategic Drivers
People Place Programs Partners
People
At the core of WTS is it’s people they demonstrate the qualities of respect, inclusiveness, diversity and commitment to providing our community with a world leading Tech School.
People WTS will build on VU’s strategic driver, a thriving place to study and work - a place where people love to belong, and feel immense pride in their contributions.
High-Level Objective By 2028, WTS will attract and retain highly competent, engaged and passionate individuals. WTS will be known as the place to gain sought after teaching skills, providing employees with a career advantage.
How will we do this? Staff engagement, all staff complete Strengths Finder; individual strengths will be identified and through work-plan negotiations these strengths will be utilised regularly. WTS staff follow a growth mindset (commitment, good strategies and input from others). Professional Learning, all staff will complete formal and informal professional learning to ensure they stay ahead in terms of teaching practice and technological advancements. Growth, all staff will contribute to the ideation and implementation of new and emerging STEM initiatives.
Place
WTS is accessible, intriguing, challenging yet welcoming, friendly and safe.
Place WTS will build on VU’s strategic driver, a thriving place to study and work - a positive workplace culture and moral, a place where people love to belong.
How will we do this? WTS will be highly visible in the West known as the connector between education, industry and community. The physical space will be highly engaging, interactive with modern technologies and equipment. Leaders in education and business will help steer tech school operations.
High-Level Objective By 2028, WTS is locally led and operated it will have a reputation as a one-of-its kind in the West. It will be well-governed, financially sustainable and be accessible regardless of a schools physical location.
WTS will diversify income streams to include both govt. funded and non-govt. funded. A virtual model will be created for schools who do not have physical access. WTS will be a safe and well maintained physical entity.
Partners
Our partners are everything; we need a diverse range of deep partnerships for WTS to achieve its full potential.
Partners WTS will build on VU’s strategic driver, partnering with principle - ensuring industry is located on-campus; we will act as a hub for our host, partner schools and the community offering them unique access to all that WTS has to offer.
How will we do this? At least four local industry partners have signed MOUs and are embedded in WTS. At least four community partners have signed MOUs and are embedded in all that we do at WTS. International alliances are formed with schools and businesses. Our 37 partner schools are actively engaged on some level with WTS.
High-Level Objective By 2028, WTS will form deep alliances with local industry, community and with international partners. All partner schools are actively engaged, and strong links with VE, HE and VU Research are established.
WTS forms a sustainable partnership with VU Research providing access to labs, co-designing programs and collaborating on projects. Collaboration exists between VE and HE to provide effective transitions to higher education or work and greater aspiration of young people for post-compulsory education. Yearly event schedule includes opportunities for partners to connect, forge engagement with, and alignment between, Industry and Community.
Programs
Our programs are unique, link education to future industries and equip students with transferable STEM skills.
Programs WTS will build on VU’s strategic driver, doing dual differently - extending the VU Block Model into schools to create seamless pathways into tertiary education, preferably at VU.
High-Level Objective By 2028, all programs will follow DET’s learning program design framework moving through the four stages: Emerging, Evolving, Embedding, Excelling. Schools will embrace and embed our programs into their delivery cycle and timetables. WTS will offer a suite of both virtual and physical programs.
How will we do this? Build a suite of on-site and virtual programs for students in partnership with industry and teachers. Build teacher capability and confidence in the delivery of STEM learning and curriculum. Assist School leaders with the implementation of STEM programs back in their home school. Seek feedback through multiple channels to continuously improve and move our programs from emerging to excelling. Identify pathway models from WTS>VE>HE>Employment Identify certification/badging on program completion.
Measuring Success People
Programs
Employee satisfaction | professional learning undertaken | contribution to growth projects.
Move from emerging to excelling | programs meet diverse needs | growth in teacher professional learning.
Place
Partners
Financially viable | safety measures in place | evidence of physical and remote access.
Partnerships deepened | new partnerships identified | partnerships embedded.
This strategic plan was created by the WTS team and through collaboration with our partners.
Strategic Plan 2022 - 2028