Proposed Strategies

1. Seek political support for the removal of the Tamar/Esk region's higher education assets and infrastructure from the administration and management of UTas. Consequent to that, establish a stand-alone 21st Century multi-discipline institution in Tamar/Esk region that delivers its outcomes by means of: 

• Interfaces with governance at all levels – Local, State & Federal; 

• 21st Century collaborative and cooperative arrangements with like institutions and the corporate sector; and 

• The development of 21st Century entrepreneurial activities that interface with both the corporate sector and institutions of higher education engaged in teaching, training and scholarly research – Universities, Colleges, Institutes, Museums, etc.

2. Actively engage with like institutions and enterprises towards building ongoing long-term relationships and partnerships in regions with like regional circumstances, – nationally and internationally. 

These institutional arrangements will focus upon developing 21st Century entrepreneurial networks that interface with all aspects of the 'new institution' as it evolves and develops over time.

3. Proactively develop a range of interfacing teaching, training and research programs that is focused upon facilitating the development of 21st Century networking and the 'de-siloing' of scholarship and research alongside enterprise arrangements that are 'place oriented' and rhyzomically networked within the institution itself and the network of networks that evolve around it. 

Consequently, the institution will be well placed to offer a range of qualifications – academic and other – to students at various levels alongside research candidates. 

4. Given the region's now longstanding experience as a 'university city/region' there exists within the community a 'larder' of people with a diversity of experience, qualifications and skills – business world, academic and governance. Many of these people are semi-retired, some are underemployed, but many, if not all, would nonetheless be available for, and open to, 'honorary, adjunct and/or associate' positions if not employed in some role. 

Furthermore, given potential diversity, and the 21st Century dynamics in play, the institute will need to put in place an interfacing governance and operational structure that is rhyzomic rather than hierarchical in order function appropriately in a contemporary context. 

In a regional context the manner in which the institution reaches out to 'the community' beyond it will be important. On the one hand, it should be an exemplar for evolving enterprises in the region, on the other, it needs a 21st Century governance and operational structure. By example, the institution will have an important role to play in developing an economically and culturally dynamic region that works productively within the constraints of the region’s resources – human and physical. 

5. The Tamar/Esk region offers a range of natural resources and environmental opportunities that need to be assessed and reassessed in a 21st Century context. Alongside these things there are histories – Aboriginal, colonial and contemporary – and heritage that add to the region's cultural wealth.