Strategic goal

To be recognised for the strong and mutually beneficial relationships forged with stakeholders.

Services

UWA engages with global stakeholders and partners to contribute to the intellectual, cultural and social lives of its community; expand access to capabilities and resources; and seek feedback to focus and align research and education with community need.

Key performance indicators

Achievement of this goal will be measured by the following indicators:

3.1. Key rankings (effectiveness)
3.2. Media (effectiveness)
3.3. Development (effectiveness)

3.1. Key rankings

UWA aspires to be a global top 50 university and this indicator tracks its progress towards the achievement of this goal. To provide a robust reflection of the University's comparative performance, UWA's international ranking is measured using the three most influential international rankings instruments:

• Shanghai Jiao Tong Academic Ranking of World Universities (ARWU) – based on research measures
• Quacquarelli Symonds (QS) World University Ranking – based on research measures, reputation measures, the mix of international staff and students and the staff to student ratio
• Times Higher Education (THE) World University Ranking – based on research measures, a teaching score and an international mix component

UWA remains a top 100 university in the ARWU ranking but fell out of the top 100 in the QS ranking and decreased by 16 rank places in the THE ranking. Remaining in the top 100 of the ARWU rank reflects the relative quality of research at UWA.

In 2016, the ARWU changed the methodology used to determine the Highly Cited Researcher criterion. UWA, along with a number of other internationally renowned universities, was negatively impacted by this change, which resulted in the University falling nine places in ranking.

UWA's fall in research income in 2014, along with a reporting adjustment, impacted on the University's ranked position on the THE ranking. Additionally, scores in both the educational and reputational surveys had a further negative impact.

International ranks, 2012-2016

Data source:
shanghairanking.com/ARWU2016.html
topuniversities.com/university-rankings/world-university-rankings/2016
timeshighereducation.com/world-university-rankings/2016/world-ranking

3.2. Media

This effectiveness indicator provides a measure of the University’s coverage in the media, with media engagement undertaken to communicate the University’s successes and demonstrate our impact and value to the societies we serve.

Quarterly reporting on media coverage is compiled by external company iSentia for the University and this type of analysis has been in place since January 2015. The analysis is of Australian press and broadcast media only and covers major media outlets. Social media, journals, blogs and some media publications are not included. It must also be noted that the University’s media coverage is subject to a large range of uncontrollable internal and external factors.

In 2016 the University had a successful year with a higher rate of positive media coverage compared to the previous year, which exceeded the 2016 target. The increase in positive media coverage is due to new media strategies implemented by the University, increased engagement with individual media outlets, media training for UWA staff and fewer negative events and topics covered by the media relating to the University.

Yearly comparison of media coverage, 2015 and 2016

Data source: iSentia
Notes: The percentage of positive coverage outlined above is based on a yearly average taken from the iSentia quarterly analysis. The quarterly analysis of positive coverage is calculated through a random representative sample. The sample in 2015 was 1,998 items (34% of total media items), in 2016 was 2,294 items (42% of total media items).
This is a new KPI and was not reported in the 2015 Annual Report.

3.3. Development

This indicator is a measure of the effectiveness of the achievement of philanthropy targets by determining the proportion of the target that has been raised (committed) each year.

The New Century Campaign has a target of $400m and is due to close at the end of 2017. Funds raised include all donations, bequests and philanthropic grants.

Performance in 2016 continued a strong trajectory towards the campaign target, though fell short of the 2016 target. A soft economy in WA has had an impact on the rate of giving.

Percentage of development targets achieved, 2012-2016

Data source: Internal data
This is a new KPI and was not reported in the 2015 Annual Report

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