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University of Sydney’s 10-year strategy commits to more than double scholarships for under-represented students

This article is sponsored by the University of Sydney. Authorised by Vice-Chancellor and Principal Prof. Mark Scott. Enquiries: 9351 2000; info.centre@sydney.edu.au


In September, the University of Sydney released our 10-year strategy, with immediate commitments to more than double scholarship support for under-represented domestic students and invest nearly half a billion dollars in a world-leading biomedical precinct.

The strategy was developed during ongoing geopolitical, environmental and economic crises at the fore, but with genuine optimism for our future as one of the world’s great universities.

The first priorities of the 2032 strategy were to build advanced research and teaching facilities and to improve access and support for domestic students from low-socioeconomic backgrounds.

We are determined to level the playing field, and by 2032, we will have doubled the number of scholarships available for domestic students who have traditionally been under-served and under-represented in higher education. Our immediate commitments also include a new scholarship package called MySydney.

We will provide holistic support to ensure university life, not just academic study, is possible for them. This includes increased financial support for the duration of the degree – not just for a student’s first year, as is the current scholarship program – to help cover tuition fees and costs of living, accommodation, dedicated learning and careers advice, mentoring and network-building as needed.

It’s our first step to ensure many more of Australia’s best and brightest will have the opportunity to study at Sydney – regardless of their circumstances or background.

Sydney in 2032
Sydney in 2032 focuses on aspirations – what the University wants to be known for in 2032. It will be delivered over three-year periods, with the planning of the first 2023-25 action roadmap completed by the end of this year.

This isn’t a plan that will just sit on the shelf: it will be implemented and reassessed every three years to ensure it’s delivering for our community. So in 10 years, when people talk about us, we want it to be how our world-class research is solving the greatest challenges and how our teaching is transforming people’s lives.

Institutional culture will be key to enabling our success over the next decade, wherever our work happens.

High trust and accountability to deliver leading performance are key, and our policies, processes, systems and services must help us achieve our ambitions. However, the most complex problems also require partnership to deliver and being an outstanding partner of choice in our local, national and international communities will improve the influence and impact of our teaching and research.

Delivering our strategy
Chancellor Belinda Hutchinson AC said the University had made major accomplishments in the past decade, with the 2032 strategy designed to continue improving and refining its aspirations.

“I’m so proud of what the University has achieved over the last decade, including a reformed undergraduate education, investment in research facilities and genuine outcome-driven multidisciplinary research collaboration,” Ms Hutchinson said.

“We committed to a stronger and more accountable partnership with Aboriginal and Torres Strait Islander people and increased our focus on diversity and inclusion. And we saw our efforts recognised through the results of a sector-leading philanthropic campaign.

“But we know more is required of us. In realising our aspirations, our work will be more compelling – and more important to society – than at any other time in our history. We believe our best days are ahead of us.”

More than 6,500 of our staff and students have contributed to the development of our strategy, and we’re enormously grateful for their input.

More opportunities will come as we work to develop the first three-year action roadmap, including how we can best deliver our 2032 vision through commitments at all levels of the University – including our existing strategies such as SustainabilityOne Sydney, Many PeopleWestern Sydney and Student Experience. I’m eager to see this collaborative work progress and, most importantly, the positive real-world change it will bring.

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