UTS business operations and strategies reflecting a long-term independent commitment to social impact An from outcome 3 pointing to outcome 4 shows that supporting staff can result in impactful research, teaching and program outcomes. A double-sided arrow between outcomes 4 and 5 shows the co-dependent nature of these two outcomes. Finally, dotted lines connecting outcomes 2, 3 and 4 show the inherent connection between staff and students. Below the six high level outcomes are two other categories of influencers that need considering. The first is represented by a blue box that stretches across the width of the framework. The white text inside reads: Leadership and the culture at UTS is inclusive and supports the public purpose role of the university UTS leadership and culture is a critical foundation to the six domains of change identified. Without supportive and inclusive institutional cross-level leadership and culture, the desired change we seek will be unattainable. The second category is around social capital and Social change does not happen in isolation. Meaningful relationships, strengthened by mutual trust and respect, are essential preconditions to the transformational change to which UTS seeks to contribute. A final area of significant importance, therefore, is UTS’s social capital both within the organisation, and in terms of the relationship it holds with the communities of which it is a part. The black box with white writing at the very bottom of the framework that reads has “UTS the social capital and is trusted to bring about social change”, represent this. A second black box with white righting sitting above this represents a related factor. The text here reads: and partners are willing to act through and with UTS”. With social “Alumni capital and trust, we will be able to sustain longstanding relationships that contribute to greater impact for communities. Double-sided arrows show the mutually influencing nature of both these categories. A curved black line with the words influences’ above and to the left of it sits at ‘External very top of the framework. Three arrows along this line represent the external influences that impact universities and their ability to contribute to social change in communities. Four significant influencers have been identified as relevant to this framework and they are represented by grey boxes with black text spread from left to right across this curved line. They read: Government policies and practices Industry International frameworks
UTS business operations and strategies reflecting a long-term independent commitment to social impact An from outcome 3 pointing to outcome 4 shows that supporting staff can result in impactful research, teaching and program outcomes. A double-sided arrow between outcomes 4 and 5 shows the co-dependent nature of these two outcomes. Finally, dotted lines connecting outcomes 2, 3 and 4 show the inherent connection between staff and students. Below the six high level outcomes are two other categories of influencers that need considering. The first is represented by a blue box that stretches across the width of the framework. The white text inside reads: Leadership and the culture at UTS is inclusive and supports the public purpose role of the university UTS leadership and culture is a critical foundation to the six domains of change identified. Without supportive and inclusive institutional cross-level leadership and culture, the desired change we seek will be unattainable. The second category is around social capital and Social change does not happen in isolation. Meaningful relationships, strengthened by mutual trust and respect, are essential preconditions to the transformational change to which UTS seeks to contribute. A final area of significant importance, therefore, is UTS’s social capital both within the organisation, and in terms of the relationship it holds with the communities of which it is a part. The black box with white writing at the very bottom of the framework that reads “UTS has the social capital and is trusted to bring about social change”, represent this. A second black box with white righting sitting above this represents a related factor. The text here reads: “Alumni and partners are willing to act through and with UTS”. With social capital and trust, we will be able to sustain longstanding relationships that contribute to greater impact for communities. Double-sided arrows show the mutually influencing nature of both these categories. A curved black line with the words ‘External influences’ above and to the left of it sits at very top of the framework. Three arrows along this line represent the external influences that impact universities and their ability to contribute to social change in communities. Four significant influencers have been identified as relevant to this framework and they are represented by grey boxes with black text spread from left to right across this curved line. They read: Government policies and practices Industry International frameworks
Social%20Impact%20Framework.docx