the education for practice institute - Charles Sturt University

STRATEGIC PLANNING AND PORTFOLIOS
The EFPI staff developed the Institute’s 2007-8 strategic plan through:
planning at three “EFPI Summit” staff meetings
In 2007 three summit meeting pursued strategic planning. These have successfully guided the
establishment and orientation of the Institute. These meetings will continue in 2008 expanding to
include in-person meetings with staff and other stakeholders
consultation with the EFPI Advisory Board, including members of the Learning and Teaching
Committee and the Director of CELT. Two teleconferences were held with the Advisory Board and
documents on strategic planning and proposed activities were circulated for comment and advice.
consultation with the DVC (Academic)
discussion with CSU staff in Divisions – library, information technology, marketing
campus visits and meetings with staff
discussion and meetings with PEN
discussion with staff across the University.
Part of the planning involved framing the approach to interaction with stakeholders. The broad strategy of
the Institute is:
Shared and inclusive: involving a coordinated university-wide collaboration
Leading and innovative
Strategic and developmental
Driven by core questions to shape the discourse, activities and impact of EFPI
To accomplish the goals of EFPI four management portfolios were established: Staff Management &
Strategic Development, Scholarship, Research and Education.
NETWORKING AND COLLABORATION
Networking and collaboration was a key part of the 2007 strategy as EFPI explored the shape of its
contribution to CSU. In particular, networking with PEN was and continues to be a high priority. Other
important networking occurred with the Centre for Enhancing Learning and Teaching (CELT), the Flexible
Learning Institute (FLI), the Research Institute for Professional Practice, Learning & Education (RIPPLE), the
Centre for Ministry/School of Theology and members of the Learning and Teaching Committee. External
liaison with other institutions and professional associations was initiated to pursue the university’s status
as a centre for excellence in practice-based education and more broadly the promotion of CSU’s
reputation.
WORKING WITH PEN
The Professional Experience Network (PEN) was established as a forum for communication and support of
staff involved in fieldwork education or professional experience. Prior to the establishment of EFPI, PEN was
the major vehicle for representing the interests of fieldwork education interests at CSU. PEN was
instrumental in the initiative to establish the Institute. Both parties saw collaboration as a key priority and
met and teleconferenced on a number of occasions to further this collaboration. In 2007 this collaboration
took many forms including:
Reciprocal membership. To foster communication a member of PEN (Wendy Bowles) was invited to be
a member of EFPI’s Management Committee. A member of EFPI (Lindy McAllister) was invited to be a
member of the PEN Executive Committee.
Support. EFPI made an important contribution to the PEN 2007 conference, showing support for the
work of PEN.
Advocacy. A submission was made by EFPI with PEN to the DVC (Academic) concerning the future
effectiveness and support needs of PEN. This submission identified and acknowledged the importance
of supporting PEN activities. Activities in 2008 will further this imperative.
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