THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES. 1.1 The purpose of the University’s Mission
THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES. 1.1 The purpose of the University’s Mission
1.2 The University’s Mission and Strategic Priorities PART TWO: ABORIGINAL AND XXXXXX XXXXXX ISLANDER ACCESS AND OUTCOMES 2 ABORIGINAL AND XXXXXX XXXXXX ISLANDER ACCESS AND OUTCOMES
THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES. The University of Canberra exists for the following purposes, as described in its new strategic plan for 2013-17, called Breakthrough:
1. To provide education which offers high quality transformative experiences to everyone suitably qualified, whatever their stage of life and irrespective of their origins.
2. To engage in research and creative practice which are of high quality and aim to make an early and important difference to the world around us.
3. To contribute, through our education and research, to the building of just, prosperous and sustainable communities which are respectful of their Indigenous past and committed to redressing disadvantage. The University of Canberra is cognizant of its history. In 1968, as the Canberra College of Advanced Education, we were the first CAE in the country and a pioneer of professional polytechnic education. In 1990 we were the only CAE to be re-created as a university, without mergers or restructures, as part of national reforms. Since 2007 the University has undergone a period of academic renewal, leading to improvements in our research performance and student satisfaction with teaching according to national surveys. Our student numbers have risen by 50% during this period. The University recognises the tight fiscal and budgetary environment currently faced by the Commonwealth, as evidenced by the recent decision to establish an efficiency dividend on universities for 2014 and 2015. We therefore believe it is prudent to reduce our reliance on government funding, and have set a target to derive at least 50% of our operating revenue from non-government sources by 2018. 30% of our total revenue will come from sources other than tuition. The University seeks to report a underlying operating surplus for the next five years. Our aim is to move our indicative credit rating from A/Stable at the end of 2012 to AA/Stable, so that by 2018 we will be in a position to make significant investments for our long-term future. Whilst the University has been benefiting from capital grants for a number of years, the University has completed its financial transformation in 2012 and will report its first underlying operating surplus for some years. Most of the University's borrowings relate to the development of student accommodation, which is an income generating asset. The University is not using borrowings to fund base operating expenditure. In the period of this Mission-based Compact, as the enormity of digital technologies, glob...
THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES. Xxxxxxxxx Institute is a specialist, dual sector tertiary education provider that services the Higher Education and Vocational Education and Training needs of Aboriginal and Xxxxxx Xxxxxx Islander peoples. It provides culturally safe and sustainable education and training that fosters the aspirations of Indigenous Australians, thus contributing to the cultural, social and economic development of Australia. The central task of the Institute is to provide tertiary education that engages students in the development of appropriate responses to national-to-local priority issues associated with improving employment and community wealth generation, alongside and in balance with ensuring cultural survival, maintenance, renewal and transformation within the contemporary social, political and economic context for Indigenous Australians. With the passing on 14 May 2012 of the amended Batchelor Institute of Indigenous Tertiary Education Act, a new Institute Council formally commenced in March 2013. The new Institute Council consists of 10 specialist members, of which six members, including the Chairperson, are Indigenous. Under the revised Act an Indigenous Advisory Board has also been established to advise the Institute about cultural and social issues, consult with Indigenous people, communities and organisations, advise the Institute on systemic and structural changes aimed at improving outcomes for Indigenous students and undertake activities as requested by Institute Council. The Indigenous Advisory Board consists of six members all of whom are Indigenous. The current Batchelor Institute Strategic Plan (see xxxx://xxx.xxxxxxxxx.xxx.xx/xxxxx/xx- content/uploads/2012/06/Strategic-Plan-2012_2014_Web.pdf). Our Vision continues to be Batchelor Institute: a site of national significance in Indigenous education – strengthening identity, achieving success and transforming lives. For the period 2012 to 2014 the key priorities identified in the organisation’s Strategic Plan are:
1. Nationally recognised for expertise and success in remote delivery
2. Driven by collaborative partnerships with Aboriginal and Xxxxxx Xxxxxx Island communities and organisations, industry, government, community and other education, training and service providers
3. Utilising participatory and pathway models of education and training that achieve student employment and/or career advancement
4. Providing a high level of student and stakeholder client focus
5. Operating within a culture of continuo...
THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES. La Trobe is a globally recognised university, transforming the lives of its students, engaging in world-class research and playing an important role in its local communities. La Trobe was the third university created for Victoria, and was established to be complementary to, but different from, the other two. Future Ready: La Trobe University Strategic Plan 2013-2017 was formally approved by Council in late 2012. This Plan sets out clear priorities for the achievement of the University's vision. La Trobe’s vision is to be amongst the best in the world in selected areas of teaching and research which address issues fundamental to the future of human societies and their environments. La Trobe will be one of the top three universities in Victoria, one of the top dozen nationally and one of the top 300 internationally. Excellence in the key world issues – La Trobe will be a university known for its excellence, creativity and innovation in relation to the big issues of our time, and for its enthusiasm in providing the leadership needed to make a difference. We will lay claim to selected areas of teaching and research which address issues fundamental to the future of human societies and their environments. In such areas we will be amongst the best in the world and will attract outstanding partners to work with us. Outstanding students – In the tradition of great campus universities, we will improve our attractiveness to creative and independent thinkers from diverse walks of life, cultures and backgrounds, including those with a passion for challenging the status quo and driving change. La Trobe students will choose us because we are at the centre of important social, economic, environmental, political and scientific developments; because we respect them as partners in their learning; because we are flexible and innovative in our modes of delivery; and because we equip them with an identifiably modern, globally relevant education, and send them out to be successful and to make the world a better place. Exceptional staff – Our staff will be highly skilled and motivated, creative and ground-breaking, willing to act and be held accountable for results. They will be people who pursue new ideas and who want to create knowledge afresh. They will be recognized for high performance and expect high performance from those around them. We will make La Trobe an attractive place for early career academics and professional staff, and career changers with exceptional industry k...
THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES. The University of Newcastle’s 2025 Vision Statement and our NeW Directions Strategic Plan 2013- 2015 provide a clear statement of what UoN aspires to be in 2025, and present a clear set of goals and strategies for the first three years of the journey. The University aspires to be a global leader in each of its spheres of achievement. Through engagement with partners, the University will deliver world-class innovation to support the development of strong regional communities. Innovation, Integrity, Excellence, Engagement, Equity and Social Justice, Sustainability. In the NeW Directions Strategic Plan, the priorities outlined in the 5 component Plans (Education Plan, Research and Innovation Plan, Future Workforce Plan, Campus, Capital and IT Plan and the Finance Plan) focus on lifting our performance in the world university ranking systems in the face of national and international competition. We aspire to join the top two per cent of the world's universities as assessed by the QS and Times Higher Education world ranking systems. This will require building scale through collaboration with outstanding partners, recruiting the best staff and students from across the world and maintaining a clear focus on our core areas of strength. We have developed a set of 20 Key Performance Indicators and targets across our core areas of business and we will ensure the priorities of the NeW Directions Strategic Plan are delivered through the Corporate Planning Cycle which includes the development of an annual Corporate Plan and Corporate Performance Review to track performance towards our goals and aspirations. The internal set of 20 Key Performance Indicators is aligned with those cited throughout the compact document.
THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES. 1.1 The purpose of the University’s Mission
1.2 The University’s Mission and Strategic Priorities Vision and Mission Implementing the Strategic Plan Learning and Teaching and the Student Experience Priorities
THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES. 1.1 The purpose of the University’s Mission
1.2 The University’s Mission and Strategic Priorities The University of Southern Queensland (USQ) “Mission: To enable broad participation in higher education and to make significant contributions to research and community development. This will be achieved through maintaining USQ as a viable enterprise that:
THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES. The University is in the process of revamping its strategic and operational plans to replace the current plans which expire at the end of 2013. These new plans are being developed in consultation with a wide cross-section of the University’s many stakeholders, including the University Senate, Academic Council, faculties and schools, students and alumni. It is expected that the new plans will continue the overall strategic direction articulated in the current mission and vision, and the University’s commitment to achieving international excellence in teaching and research for the benefit of the local, national and international communities. The new plans will nonetheless include a range of new initiatives and revamped priorities expected to give greater impetus to delivering the University’s mission and vision. The University has consistently focussed on delivering high-quality outcomes consistent with its mission: The University sees that it will best fulfil its role as a local and national resource, contributing towards State and Commonwealth needs and priorities and responding to its stakeholder needs, if it undertakes research and scholarship that is recognised internationally as excellent and continues to develop graduates who can contribute as culturally-aware citizens of a globalised world. The University’s vision is to “achieve international excellence” and is formally expressed as: The University is committed to becoming one of the world’s top 50 Universities by 2050 and a top 100 University by 2013. The University sees its future with the following defining characteristics: Research-intensive, with a strong teaching and research nexus across all our disciplines; Internationally focussed, for both the content and standards of our activities; Technologically innovative, to maximise our flexibility; and The University’s Operational Priorities Plan (OPP) for 2009 to 2013 translates the Strategic Plan into a set of strategic objectives and associated operational objectives, strategies and actions that are designed to advance the University’s vision to Achieve International Excellence, together with an extensive array of performance indicators and targets designed to measure the University’s progress. The OPP specifies the following four priority strategic objectives:
1. To improve the quality of the student learning experience;
2. To improve the quality and impact, and productivity of research and research training;
3. To improve the University’s posit...
THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES. 1.1 The purpose of the University’s Mission
1.2 The University’s Mission and Strategic Priorities Our vision: To be a world-leading university of technology. Our purpose: To advance knowledge and learning to progress the professions, industry and communities of the world. Our values: To guide our performance and our interactions with each other, with students, our partners and the wider community, our values in action are: Discover, Engage, Empower, Deliver and Sustain.
a) its university of technology character,
b) being a genuine, high performing teaching and research university,
c) its distinctive educational positioning through the UTS Model of learning
d) its global focus and engagement, and
