Everyone one knows that these are challenging times. As we endure the effects of COVID-19 worldwide, we are now seeing firsthand the impact on the lives of many in our communities.
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At the University of Newcastle, we have been responding to COVID-19 since January when it became clear that many of our Chinese students would not be able to travel and commence their studies with us. Our focus then, as it is now, was to make sure our students had the information and support they needed in a time of significant upheaval.
We have seen the COVID-19 disruption affect all of our university activities. We know that disruption is also being felt by our region. We all know someone who works or studies at the university - and every decision we make is a decision that affects lives in our community. From finding ways to financially support our most vulnerable students, to moving our courses to online delivery, to harnessing our research expertise to solve immediate COVID-19 medical needs, to finding ways for thousands of our students and staff to effectively work from home ... all are significant.
And while each of these activities comes with hurdles and anxiety, they are also a chance to stand up for those things that are most important to us.
For example, our financially vulnerable students are finding the current crisis incredibly difficult. One in four of our Australian undergraduate students here at the University of Newcastle come from a low socio-economic background and have already faced and overcome significant hardship to follow their dream of a university education. Many have recently lost their jobs that they rely on to support themselves and their families while they complete their studies.
Last week, I announced the University of Newcastle COVID-19 Student Hardship Fund. Valued at $1 million, this fund is another important way our university will help those in great need. This investment will focus on supporting a range of student emergency needs - from funding meals, helping pay bills, to assisting with accommodation for those most vulnerable. The fund demonstrates in a very tangible way our commitment to equity - it is our absolute priority to support all students with the drive and the talent to succeed at university, regardless of their financial situation.
It has also been heartening to hear that our broader community wants to help students at this time and our philanthropy team has provided a range of ways for community members to donate to the Student Hardship Fund to provide student grants and laptop computer grants.
Our university is well placed to make a real difference in these challenging times.
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In fact, just this week we delivered hundreds of critical face shields to health workers at local hospitals. While our researchers are well-versed in the development and production of advanced medical devices, the rapid manufacture of medical personal protective equipment (PPE) and ventilators for emergency care is not business as usual for us. Thanks to the collective efforts of our physicists, engineers and designers, our researchers created a face shield design that was simple and fast to manufacture.
We are also working with local industry to assist in the design and manufacture of ventilators for our region's health services.
We have seen our people right across our institution stepping up. Our teaching staff have moved more than 1300 courses online to support studying from home in just weeks. This is a massive reshaping and has required support from our IT experts, our faculty leaders and the entire university community that supports teaching and learning. It is this willingness to innovate and adapt that will be key to our ongoing success.
We are a financially robust organisation, with no debt and a strong record of achievement. However, the road ahead will be tough. I have been heartened by the staff response to other measures we are taking to shield the university from the financial impacts of COVID-19. For example, I have asked staff to take five days of their annual leave to extend the Easter recess.
To soften the impact, and ensure people get to have a break following this unbelievably busy time, the university is also providing them with four days of paid leave. We understand that some people absolutely need to work during this time. We have approved almost 700 exemptions to recognise this need. At a time of significant upheaval, this approach recognises the pressures faced by staff and students alongside the pressures we face as an organisation.
The COVID-19 situation is unprecedented and we need to respond in unprecedented ways. The road will be long. We are here with you today and we will be with you in recovery, when our industries will need reshaping and people will want retraining. Our Strategic Plan 2020-2025: Looking Ahead will guide us.
At all times our focus will be to continue doing what is fair and serves in the best long-term interests of our students, staff and this region.
We are all in this together, and by working together we can come out of this crisis as a strong and prosperous region with a vibrant and viable university.
Professor Alex Zelinsky AO is Vice-Chancellor and President of the University of Newcastle
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