CQUniversity Annual Report - Central Queensland University

CQUniversity
A N N U A L
R E P O R T
2012 | vol.1

CONTENTS TS
8 March 2013
The Honourable John-Paul Langbroek MP
Minister for Education, Training and Employment
PO Box 15033
CITY EAST QLD 4002
Dear Minister
I am pleased to present the Annual Report 2012
and financial statements for Central Queensland
University.
I certify that this Annual Report complies with:
• The prescribed requirements of the Financial
Accountability Act 2009 and the Financial and
Performance Management Standard 2009, and
• The detailed requirements set out in the Annual
report requirements for Queensland Government
agencies.
A checklist outlining the annual reporting
requirements can be accessed at www.cqu.edu.au/
about-us/governance/annual-report.
Yours sincerely
From the Chancellor 2
Vice-Chancellor and President’s Review of 2012 4
Our Future 8
Our Organisation and Structure 10
Our Strategic Plan 20
Our Activities in Review 24
Our Corporate Governance 48
Our Financial Performance 60
Our Campus Contact Details 64
Glossary 66
Appendices vol.2
– Financial Statements
RC
R.C. . Fritschy
Chancellor
jn12-0873
Distribution
This report is available for download from the
CQUniversity website, or by contacting CQUniversity
by email, telephone or fax to request a hard copy.
Contact officer
Ms Jenny Roberts
University Secretary
CQUniversity Australia
Bruce Highway
Rockhampton Qld 4702
Australia
Telephone: +61 7 4930 6903
Fax: +61 7 4930 9438
Email: j.roberts@cqu.edu.au
Website: www.cqu.edu.au
Annual Report website:
www.cqu.edu.au/about-us/governance/annual-report
Feedback in writing to the above address is invited.
Interpreter
CQUniversity is committed to
providing accessible services
to people from culturally and
linguistically diverse backgrounds. If you have
difficulty in understanding the Annual Report, you
can contact CQUniversity on +61 7 4930 9777
and we will arrange an interpreter to effectively
communicate the report to you.
CQUniversity Annual Report 2012
ISSN 1839-2636
Produced: Corporate Governance Division.
Additional published information
Additional published information on CQUniversity’s
information systems and recordkeeping, consultancies
and overseas travel (staff and student) can be accessed
from the Annual Report website: www.cqu.edu.au/
about-us/governance/annual-report.
Acknowledgement
CQUniversity recognises that its campuses are
situated on Country for which Aboriginal people have
been custodians for many centuries. The University
therefore pays its respects to the Elders, past, present
and future for they hold the memories, the traditions,
the culture and hopes of Indigenous Australia.
Copyright
© Central Queensland University 2013

CQUniversity ANNUAL REPORT 2012
AT A GLANCE
1
Student body 18 760
Staff (full-time equivalent) 1456
Students graduating 4275
Alumni 72 071
Schools 6
Student residences 2
Undergraduate qualifications 172
available
Postgraduate qualifications 161
available
Research qualifications 17
Non-award qualifications 30
Locations 12
Research Centres 4
Distance Education Study 5
Centres
Revenue $250.866m
Capital expenditure $32.410m
Total assets $341.686m
COVER DESIGN
An artist’s impression of the façade of the
CQUniversity Health Clinic, Rockhampton. The
abstract geometric design, by Brisbane-based
architectural firm Reddog, reflects the forms
and palette of yellows and creams of the many
eucalyptus trees surrounding the clinic entrance.
CQUniversity Rockhampton is home to the $7m
CQUniversity Health Clinic, a public access
clinic with the dual aim of providing improved
health care outcomes for people in Central
Queensland, and skilling up the region’s future
health workforce.
The clinic, made possible through $6.6m in
Health Workforce Australia funding, represents
the first stage in a longer term plan to greatly
expand CQUniversity’s clinical facilities.
Health services at the clinic – in areas including
occupational therapy, podiatry, physiotherapy
and speech pathology – are delivered through
a partnership with Central Queensland Hospital
and Health Services (CQHHS), a Queensland
Government initiative.
The CQHHS team located at the clinic provides
health care services for up to 160 clients a day
and supports clinical placements for up to 200
students annually.
The clinic also houses teaching facilities for
CQUniversity’s Bachelor of Oral Health.
A $16m ‘stage two’ of the clinic is planned
for construction from 2013, and will include
additional clinic space, as well as teaching
spaces to train and educate allied health
students from CQUniversity and other
universities around Australia.
OBJECTIVES OF OUR ANNUAL REPORT
This Annual Report describes the University’s
performance, achievements, outlook and
financial position for the calendar year 2012.
It meets the University’s formal reporting
requirements to the Queensland Minister for
Education, Training and Employment. The report
is also of interest to Members of Parliament,
University staff, students, prospective students,
key stakeholders, other universities, researchers
and other members of our community.
ABOUT CQUNIVERSITY
Central Queensland University is known as
CQUniversity Australia. The University’s image
emphasises its strong connection to Central
Queensland and acknowledges its national
presence and position in the international
higher education sector.
CQUniversity engages with communities
across Queensland, New South Wales, South
Australia, Victoria and Western Australia,
providing research, educational services
and products to around 19 000 students and
other customers across 12 campuses and
learning sites and by distance education.
Established as the Queensland Institute of
Technology (Capricornia) in Rockhampton in
1967, CQUniversity provides access to higher
education for people of all backgrounds and
ages. The University works closely with
individuals and organisations to help them
follow their dreams and achieve their goals.

2
From the
Chancellor
‘OUTSTANDING
PROGRESS WAS
MADE IN 2012
TOWARDS
CQUNIVERSITY
FULFILLING
ITS STRATEGIC
GOAL OF
BECOMING
A RESEARCH-
FOCUSED
UNIVERSITY’

CQUniversity ANNUAL REPORT 2012
FROM THE CHANCELLOR
As Chancellor of CQUniversity, I am pleased to present the Annual Report 2012 for CQUniversity.
CQUniversity is governed by the Council of Central Queensland University which has
shown exceptional commitment to the University throughout 2012. I sincerely thank
Council members for giving their valuable free time and expertise in progressing the
University’s 10-year Renewal Plan towards becoming a ‘great’ university.
Outstanding progress was made in 2012 towards CQUniversity fulfi lling its strategic
goal of becoming a research-focused university. The University outcomes for the 2012
Australian Excellence in Research for Australia (ERA) demonstrated CQUniversity’s high level of expertise and accomplishment across
a range of fields. CQUniversity achieved three 2-digit fi elds of research greater than or equal to World Standard, and four 4-digit fi elds
of research greater than or equal to World Standard. In the Australian Higher Education Supplement CQUniversity was identifi ed as
one of the most substantial shifts between ERA 2010 and ERA 2012, being ranked 21st amongst Australian research institutions. These
outcomes highlighted what CQUniversity already knew, but they have served to reinforce the successes CQUniversity is having in its
research resurgence.
The University’s investment in infrastructure on campuses across its Australian footprint has seen new buildings and major refurbishments
being finalised throughout the year. The outstanding results of these projects are a testament to the dedication and commitment of
University staff in pursuing fi rst-class facilities for CQUniversity students, staff and the community. The University has been able to fund
these improvements whilst dealing with the downturn in international student numbers.
CQUniversity’s program renewal has seen considerable new course offerings being expanded into new areas such as Physiotherapy, Podiatry
and Sonography. These offerings meet the unique skills needs of each of the communities CQUniversity serves.
CQUniversity’s Art Collection has grown to become a signifi cant cultural resource, encompassing more than 500 works by Australian artists
from the colonial period to the present, as well as holdings of Indigenous artworks and artefacts from Australia, Fiji, New Zealand and Canada.
In October this year, the University had the pleasure of accepting Richard Dunlop’s donation of his painting Iron Ore 2 – a major artwork in his
characteristic lyrical style, presenting a shimmering vision of the Australian outback
I congratulate and thank members of Council and CQUniversity staff for their commitment and dedication in being part of CQUniversity’s
journey in becoming a ‘great’ university and look forward to CQUniversity’s continuing achievement in engagement, quality student
experiences, being an inclusive university, being a leading distance education provider, being a research-focused university, a national
university and a university that gives back.
3
FROM THE CHANCELLOR
RC Fritschy
Chancellor

4
Vice-Chancellor
and President’s
Review of 2012
‘CQUNIVERSITY
IS NOW ONE
OF AUSTRALIA’S
FASTEST
GROWING
UNIVERSITIES’

CQUniversity ANNUAL REPORT 2012
VICE-CHANCELLOR AND
PRESIDENT’S REVIEW
Looking back on 2012 there is no doubt the year has been one of the most successful in
CQUniversity’s history. The University has invested heavily in new facilities, new programs
and new academic and research talent, and while this has caused the University to
delve into its funding reserves, we see these activities as an investment in our future
sustainability. Since embarking on an ambitious renewal plan in 2009, CQUniversity is
well on its way to becoming one of Australia’s strongest regional universities. Based on
the following achievements our future is looking very bright and we are well on track to
becoming a great university by 2020.
DUAL SECTOR APPROVAL
The Queensland Government gave fi nal approval for the merger between CQUniversity and Central Queensland Institute of TAFE
(CQ TAFE), removing one of the last hurdles for the creation of Queensland’s fi rst dual sector university. After more than two years of
negotiations, this move sets the stage for CQUniversity to revolutionise the delivery of higher education and vocational education and
training in Central Queensland.
INVESTMENT IN INFRASTRUCTURE
In the past year CQUniversity has extended the Noosa campus ($2.5m) and opened a refurbished Rockhampton Library ($6.4m) and
Engineering Precinct ($10.7m). A distance education study centre was also opened in Cairns to support the learning needs of our
distance education students in Far North Queensland. In 2013, CQUniversity plans to continue this investment by opening further distance
education study centres at our metropolitan campuses and developing a $16m Engineering Precinct in Mackay and an Accident Forensics
Lab in Bundaberg.
5
VICE-CHANCELLOR AND PRESIDENT’S REVIEW OF 2012
CQUNIVERSITY HEALTH CLINIC
Stage 1 of the $7m CQUniversity Health Clinic was opened in Rockhampton in August 2012, thanks in large part to funding provided by Health
Workforce Australia. This clinic has the dual aim of providing improved health care outcomes for people in Central Queensland, and skilling up
the region’s future health workforce. Service provision by the Central Queensland Hospital and Health Service team located in the CQUniversity
Health Clinic is estimated to provide health care for up to 160 clients per day along with supporting the clinical placements of up to 200
students annually.
ENGAGEMENT
A number of initiatives have been set in place in relation to CQUniversity’s engagement agenda in 2012, including the appointment of a Pro Vice-
Chancellor and BMA Chair (Indigenous Engagement), Professor Bronwyn Fredericks. Professor Fredericks will work closely with CQUniversity’s Pro
Vice-Chancellor (Community and Engagement) and our industry partners to implement new programs and oversee existing engagement activities
which aim to improve education outcomes for Indigenous students and engagement with Indigenous communities.
RESEARCH
CQUniversity’s signifi cant investment in research is beginning to pay off, with CQUniversity researchers acquiring more than $1.3m in
competitive research grants in 2012 and a total research income of $7.1m. The latest fi ndings based on the Excellence in Research for Australia
(ERA) indicated that CQUniversity has performed at or well above world standard in four areas of research – Nursing, Applied Mathematics,
Agriculture and Land Management and Other Medical and Health Sciences. Our research activity, measured by income and outputs this year, is
growing substantially.
AUSTRALIA’S FASTEST GROWING REGIONAL UNIVERSITY
Due to a number of exciting new program offerings and investment in our national campus footprint CQUniversity is now one of Australia’s fastest
growing regional universities. Strong partnerships with industry have also enabled us to provide students with work integrated learning options,
ensuring they are completely ‘work ready’ when they graduate.

6
VICE-CHANCELLOR AND PRESIDENT’S REVIEW OF 2012
STAFF RECOGNITION
Several CQUniversity staff members have received grant funding for innovative research projects and two of our staff members, Professor
Kerry Reid-Searl and Ms Sherie Elliott, were recognised with Australian Government Offi ce for Learning and Teaching citations for outstanding
contributions to student learning. Professor Reid-Searl was also recognised with a prestigious national award for University Teaching Excellence.
As always, none of these achievements would be possible without the hard work and dedication of CQUnivesity staff, and of course the continued
support of our students and wider community, without whom we wouldn’t have reason to keep striving towards excellence. I am very much
looking forward to building on this momentum in 2013.
Professor Scott Bowman
Vice-Chancellor and President

CQUniversity ANNUAL REPORT 2012
A SELECTION OF ARTWORK FROM
CQUNIVERSITY’S ART COLLECTION
7
VICE-CHANCELLOR AND PRESIDENT’S REVIEW OF 2012
Richard Dunlop (1960– ) Iron Ore 2 oil on Belgian linen 183 x 183 cm. Donated 2012 through the Australian Government’s Cultural Gifts Program
by Richard Dunlop in memory of Herbert George Dunlop, born in Rockhampton.
Peter Anderson (1956– ) Southern Approach, Campbell Island oil on canvas 128 x 180 cm. Purchased 2012 by CQUniversity through the
Vice-Chancellor’s Initiative Fund.

8
Our Future
‘CQUNIVERSITY
WILL BE
RECOGNISED
AS ONE OF
AUSTRALIA’S
TRULY GREAT
UNIVERSITIES
BY 2020’

CQUniversity ANNUAL REPORT 2012
STRONG TO GREAT
CQUNIVERSITY RECOGNISED AS ONE OF AUSTRALIA’S TRULY
GREAT UNIVERSITIES BY 2020
9
OUR FUTURE
By 2020, CQUniversity will be recognised as one of Australia’s
great universities. It will be Australia’s most engaged university by
partnering with its students, staff, alumni and all of the communities
and industries it serves.
By partnering with its communities, the University will have a positive
impact on the communities it serves and enable them to reach their
goals, and vice versa. In doing this, CQUniversity will have reached its
primary objective.
CQUniversity will provide the highest quality student experience
possible. We will offer a great learning and teaching experience
for our students. A primary focus of the student experience will be
the innovative and student-centred ways in which the University
engages with its students. Our learning activities will be focussed
on authentic learning, which is informed by collaboration with
employers and our communities.
CQUniversity will be an inclusive university. It will be known as
the university that prides itself on the types of students it embraces,
rather than one which defi nes its success on its elitism and exclusivity.
The University will have grown in stature but it will not have forgotten
its roots. It will be proud of the diverse range of students it attracts
and helps succeed. CQUniversity will provide a comprehensive range
of post-school education and training and ensure multiple pathways
are available for its students spanning from enabling, to vocational
education and training (VET), to higher education. Students will be
enabled to reach their full potential and have clear pathways between
all parts of the University. The University will be a leading provider
of VET through delivery at its campuses and via distance education,
and will form partnerships throughout Australia and internationally to
enable communities to meet their post-school educational needs.
CQUniversity will be a university that celebrates all of its students’
successes equally regardless of the nature of their endeavours. By
being an inclusive university it will engage with the widest possible
spectrum of students and will break down barriers between them.
CQUniversity will be one of Australia’s leading distance education
providers. The University will be one of the largest providers of
distance education and training in terms of student numbers and one
of the best in terms of student satisfaction. Through being Australia’s
leading provider of distance education, the University will be engaging
with many students who would not otherwise have access to its
quality education and training.
No university can be truly great unless it is a research-focused
university. CQUniversity will be such a university. It will be a
university that knows its power of place and uses it to contribute to
stronger, more vibrant communities through the engaged research it
undertakes. Research will be focused on areas where the greatest
contributions to our communities can be made.
CQUniversity will be a university that gives back. The University
will demonstrate a distinct moral, ethical conscience and a strong
ethos of philanthropy and humanity that inspires our students, staff
and communities. The University will contribute to the development
of all its communities including those overseas. The University will
utilise its student, staff, physical and fi nancial resources to make
the communities it serves – both locally and globally – better
places to live, work and learn. The University will focus its giving
on underserved communities. By being a university that gives
back, CQUniversity will engage with many people who are often
forgotten by others.
CQUniversity will be a national university. It will be a
university with a physical presence right across Australia.
While its foundations and origins are in Central Queensland,
CQUniversity will provide quality education and training in
campuses and study centres across the country. By operating
as a national university, CQUniversity will engage with
communities outside of its traditional base. All campuses will
be a mix of Australian and international students; by being a
national university CQUniversity will engage with people around
the nation – and the world – by exporting its power of place.
The new Multi-Faith Centre at CQUniversity Rockhampton provides a location
where students and staff can gather for prayer and meditation.
CQuniversity’s $1.8m partnership with mining giant BHP Billiton Mitsubishi
Alliance (BMA), to fund a BMA Chair in Indigenous Engagement and a number
of student scholarships, was welcomed in April 2012 with the help
of the Darumbal Waru dance group.

10
Our
Organisation
and Structure
OUR VISION, VALUES, MISSION AND 11
OBJECTIVES
OUR CAMPUSES AND DIVISIONS 13
OUR ORGANISATIONAL STRUCTURE 18
OUR MANAGEMENT STRUCTURE 19
‘ENGAGEMENT
WILL BECOME
THE DRIVING
FORCE THAT
DIRECTS THE
ACTIVITIES
OF THE
UNIVERSITY’

CQUniversity ANNUAL REPORT 2012
OUR VISION, VALUES, MISSION AND
OBJECTIVES
OUR VISION
Our vision is for CQUniversity Australia to become one of
Australia’s truly great universities through partnership with
industry, students and the community.
Our greatness will be demonstrated through engagement
in Learning and Teaching, Research and Innovation, and our
Communities.
OUR VALUES
CQUniversity has organisational values which underpin its daily
activities. The University’s Code of Conduct is one way in which
CQUniversity puts its collective values into practice. The Code
is a statement of principles designed to inform the actions of all
members and to establish and guide what conduct is expected and
what conduct is to be avoided. CQUniversity has fi ve core values:
11
OUR ORGANISATION AND STRUCTURE
OUR MISSION
Engagement will become the dominant methodology and
driving force that directs the activities of the University to fulfi l
its vision to enable stakeholders, partners, communities and
students to ‘be what they want to be’.
Engagement underpins the relationships between CQUniversity
and its communities (local, regional, state, national,
international) for the mutually benefi cial exchange of knowledge
and resources in a context of partnership and reciprocity.
Our promise is to collaborate with our communities to assure
our mutual wellbeing.
Our partnerships will address community identifi ed needs,
enhance community wellbeing, deepen students’ civic and
academic learning, enrich the scholarship of the organisation
and lead to discovery in the co-creation of knowledge.
Ultimately, engagement at CQUniversity aims to support the
development of sustainable communities and an equally
sustainable university.
ENGAGEMENT
We connect to our
stakeholders and
communities by having
strong relationships and
productive partnerships
which deliver mutually
benefi cial outcomes.
A CAN-DO
APPROACH
We focus on and achieve
our goals, we ‘think
big’, aspire to greatness
and apply innovation in
everything we do.
LEADERSHIP
We lead by consistently
demonstrating
excellence in learning
and teaching, research,
engagement and
governance.
INCLUSIVENESS
We respect and seek
full participation from,
and engagement with,
all staff, students and
the community without
discrimination toward
any individual or group.
OPENNESS
We promote transparency
in processes, procedures
and decision-making and
emphasise consistency,
fairness and probity
as integral to our
relationships, individual
and collective, with all
stakeholders.

12
OUR ORGANISATION AND STRUCTURE
OUR OBJECTIVES
WHEN WE HAVE ACHIEVED OUR ASPIRATIONS
FOR ENGAGEMENT, LEARNING AND TEACHING,
RESEARCH AND INNOVATION, AND ENTERPRISE:
We will be assured
1 of continued growth
and sustainability through
our academic offerings
which are flexible and
responsive to the needs
of our current and future
students, communities
and employers.
We will be
8 renowned for
actively contributing to the
development of industries
and the communities in
which we reside through
staff membership and
participation in community
groups, committees,
boards, professional
bodies and community
volunteer work.
9
We will be
acknowledged for
providing CQUniversity
facilities and resources to
community and industry
groups and events.
2
. We will be a
highly inclusive
organisation. Our
inclusivity will be
access, support,
work-integrated learning
and workplace-ready
graduates. International,
intercultural and
Indigenous perspectives
will be evidenced in our
academic offerings.
We will be known
7 as the preferred
organisation for research
leaders and students
based on our quality
research facilities and
programs. Our research
staff and graduates will be
acknowledged as experts
in their field, supported in
entrepreneurial activities,
and contribute to the key
research areas within the
University.
We will be
10 well-known for
creating an environment
that attracts high
quality staff, has a
strong leadership
culture, recognises and
rewards good practice,
and maintains an
effective governance
and management
structure with clear
accountabilities
and commitment to
continuous improvement.
We will be regarded
3 as an organisation
of choice by students and
staff, recognised for our
high quality teaching and
research, and for offering
programs across the full
span of the Australian
Qualifi cations Framework
We will be
6 acclaimed for fi ve
areas of research that
are rated as world class,
including two areas with
international prestige
ratings.
We will be
11 leaders in the
provision of quality
physical infrastructure
and information
and communication
technology systems
that support the core
business of the University
and provide a safe
and environmentally
sustainable environment.
We will be
4 acknowledged
for our leadership in
learning and teaching and
research by consistently
demonstrating excellence
through program
offerings and quality
staff.
We will be
5 renowned for
excellence in research,
both fundamental and
applied, that contributes to
knowledge and innovation
in priority areas.
We will be
12 recognised
for our relationships
with local, national
and internationally
signifi cant partners,
our ability to attract
philanthropic support and
our contribution to our
communities and society.
WE WILL BE ONE OF AUSTRALIA’S GREAT
UNIVERSITIES. WE WILL BE WELL RESPECTED AND
A ROLE MODEL TO OTHER HIGHER EDUCATION
PROVIDERS THROUGHOUT THE WORLD.

CQUniversity ANNUAL REPORT 2012
OUR CAMPUSES AND DIVISIONS
CQUNIVERSITY CAMPUSES
CQUNIVERSITY APPLETON INSTITUTE
CQUniversity Appleton Institute is a multidisciplinary research hub
and distance education study centre in Adelaide, South Australia,
established in January 2012. The Institute is overseen by fatigue
and human factors expert Professor Drew Dawson and consists of
a varied 30-person team with excellence in research, teaching and
community engagement across a range of scientifi c areas including
sleep and biological rhythms, applied psychology, occupational health
and safety, human factors, risk management and cultural anthropology.
Starting in 2013, the CQUniversity Appleton Institute will be involved
in providing several CQUniversity courses as a new distance education
study centre. The courses include a Master and Graduate Diploma
of Rail Safety Management, Graduate Certifi cate in Fatigue Risk
Management, and the supervision of honours and PhD students in
Psychology and General Science.
13
OUR ORGANISATION AND STRUCTURE
CQUNIVERSITY BRISBANE
Over the past 12 months, there has been further diversification of
students represented on the CQUniversity Brisbane campus as Term 1,
2012 saw the successful introduction of undergraduate Commonwealth
supported places on metropolitan campuses. Given minimal lead
time for Queensland Tertiary Admissions Centre (QTAC) listing and
promotional activities, 94 domestic students have already enrolled at
the campus in our undergraduate programs, which has offset the much
publicised downturn in international student enrolments.
CQUniversity Brisbane’s convenient CBD location, modern facilities
and quality supportive learning environment continue to attract
both domestic and international students alike. With the recent
establishment of our distance education study centre, we are also
committed to supporting and assisting our distance education students
in South East Queensland, including hosting of residential sessions and
orientation programs for this student cohort.
CQUniversity Brisbane will continue to increase student enrolments
into 2013 with good initial interest in all programs, but particularly in
the Bachelor of Medical Sonography / Graduate Diploma of Medical
Sonography to be introduced in Brisbane from Term 1, 2013.
CQUNIVERSITY BUNDABERG
There has been signifi cant growth at CQUniversity Bundaberg in 2012,
as a result of the introduction of new programs in Accident Forensics,
the full Psychology degree and the Food and Agricultural Science
major of the Applied Science degree. Also during the year signifi cant
planning has occurred for the introduction of the Engineering degree
and programs in Physiotherapy and Occupational Therapy to commence
in 2013. Record numbers of students in higher degrees were registered
in 2012, and the research quantum continues to grow on the campus.
During the year the University signed an agreement with the Australian
Flight Academy which will bring signifi cant numbers of international
students to Bundaberg. This will give a strong impetus to our Aviation
program to complement Accident Forensics.
Construction started on the Autism Early Intervention Outcomes
Unit (AEIOU) Foundation facility on campus with the fi rst enrolments
scheduled for 2013.
Katie Clarke shows off the moves that made her a karate world champion.
She hopes to continue with her theatre degree once she's had the chance
to explore opportunities to become a martial arts film star, actor or stunt
performer.
In March 2012, the Bundaberg Regional Council declared Bundaberg
to be Queensland’s fi rst “University City”. This was linked to the
University signing an accord with the Council. The Accord expressed
both organisations’ intention to work more closely together to meet
the needs of our community. As an initial tangible expression of this
Accord, the Council has offered three scholarships for Bundaberg
students commencing with the new Engineering program in 2013.
In 2012, CQUniversity Bundaberg became the fi rst individual campus
member of Engagement Australia. This is in line with the University’s
engagement imperative and recognises the commitment of staff to be
better practitioners in the engagement arena.
CQUNIVERSITY CAIRNS DISTANCE
EDUCATION STUDY CENTRE
CQUniversity’s Cairns distance education study centre opened in
August 2012. The fi rst of its kind for the University, the centre provides
the region’s 350 current CQUniversity distance students with access
to a range of facilities and services including computers, printers and
internet along with the opportunity to form study groups, use meeting
rooms, and access video conferencing facilities and face-to-face
support. In addition, prospective students can attend information
sessions, access assistance with enrolment and obtain guidance for
their studies from the supportive staff and student ambassadors on
hand. During the fi rst four months of operation the centre welcomed
over 500 current and prospective students. The centre extended its
operating hours to Saturdays to meet the increasing student demand.

14
OUR ORGANISATION AND STRUCTURE
CQUNIVERSITY GOLD COAST
In August 2012, CQUniversity made the decision to teach out current
enrolled students at CQUniversity’s Gold Coast campus, and to
discontinue accepting new students to its programs with a view
to fully closing the campus in 2014. The management and staff of
CQUniversity’s Gold Coast campus are committed to ensuring that
no student is academically or fi nancially impacted by this decision
and it will continue to provide high level support to all students to
ensure they are given every opportunity to successfully complete their
CQUniversity degree at CQUniversity Gold Coast within the specifi ed
program duration.
Vice-Chancellor and President, Professor Scott Bowman (dressed as the Stig),
promotes the importance of road safety to CQUniversity staff members.
CQUNIVERSITY EMERALD
CQUniversity Emerald is located in the grounds of the Australian
Agricultural College and provides a friendly and open environment which
encourages a close working relationship between staff and students.
CQUniversity Emerald is seen as a support centre for many regional
and remote students who are studying distance education and wish to
access its facilities, resources and staff.
Situated in a town of 14 000, CQUniversity Emerald provides its
facilities, support and education services to business, industry, schools
and community members across the region.
CQUNIVERSITY GLADSTONE
Located at the Gladstone Marina, CQUniversity Gladstone provides
an appealing learning environment for a range of bridging courses,
undergraduate, postgraduate and research degrees. CQUniversity
fi rst opened its doors in Gladstone in 1978 at its Dawson Highway
premises. The intent to service the Gladstone community through
industry-relevant education and research has remained unchanged
in the intervening years. In 2013, the campus celebrates 35 years
of continuous service. CQUniversity Gladstone is home to two
research centres: the Centre for Environmental Management and
the Engineering Centre. Researchers from CQUniversity contribute to
the community by providing developmental research for industry and
monitoring the environmental health of the Gladstone area, including
the waters of Gladstone harbour and the Rodds Bay dugong sanctuary.
The Gladstone area is a resource-rich region of diversity where tourism,
community and industry co-exist in harmony, retaining an agreeable
lifestyle and environment balance. The Gladstone Region is home to
over 62 000 people and is best known for its strong industrial base.
CQUNIVERSITY MACKAY
CQUniversity Mackay is one of the University’s fastest growing
campuses, positioned in a region of Central Queensland which heavily
services the mining and resources industries.
Given CQUniversity’s Mackay campus geographical location, the
University has been well placed to provide education, training,
research and support services related to those industries.
The campus has welcomed more than $25m worth of infrastructure
over the past three years including state-of-the art Medical Imaging
and Sonography laboratories, Chiropractic facilities, Nursing and
Midwifery laboratories, a new Library and Information Technology
Resource Centre and modern student accommodation.
Further campus developments are underway with plans for a $16.6m
Engineering precinct, while plans for the proposed Mackay Regional
Sporting Precinct are well advanced.
CQUNIVERSITY MELBOURNE
CQUniversity Melbourne has had a challenging year with changes in
the international student recruitment environment resulting in reduced
student numbers. Further engagement with on-shore recruitment
agents and overseas recruitment activity is expected to result in
improvements to international student numbers over the course of the
next year.
In early 2013, the campus will introduce new programs including
Sonography, Professional Communication and Vocational Education
to sit alongside ongoing, core programs in ELICOS, Business and
Information Technology. These program developments coupled with the
opening of the distance education study centre will see an increasing
number of domestic students on the campus, bringing further diversity
to the current multi-national cohort.
Marketing activity focussed on creating greater awareness of the
University brand in Victoria, together with further expansion in program
offerings, will see a broader range of courses and markets for the
campus in the second half of 2013.

CQUniversity ANNUAL REPORT 2012
15
CQUNIVERSITY NOOSA
CQUniversity Noosa has experienced a surge in growth in the last
12 months with a $2.5m facilities’ expansion; new program offerings
in Law, Tourism, Music, Multimedia and Creative Industries, as
well as internal offerings in Nursing and Access programs; and the
establishment of Noosa as a research-intensive campus with fi ve
Professors, two Associate Professors, fi ve Senior Lecturers, and over
35 research higher degree students.
CQUniversity Noosa anticipates continued growth through building
capacity and capability by increasing program offerings; extending
campus research specialisations and community partnerships;
developing international student programs in this desirable beachside
destination; and seeking opportunities for commercialisation through,
for example, CQUniversity’s Noosa campus eye tracking facility.
OUR ORGANISATION AND STRUCTURE
CQUNIVERSITY ROCKHAMPTON
CQUniversity Rockhampton is a popular choice for international
students seeking a traditional campus experience in a unique
Australian setting. It is also CQUniversity’s founding campus and
central administrative hub providing a service community for the
largely rural Central Queensland region. The campus has lush gardens
and provides a tranquil and picturesque environment to study in.
CQUniversity’s Rockhampton campus facilities include a newly
refurbished library, cafeteria, sports centre, refectory, computer labs,
modern lecture theatres, 25 metre swimming pool, athletics oval and
well equipped gymnasium and more. The campus boasts an Allied
Health clinic which serves the greater public and provides students
with hands-on practical learning experiences.
The new Multi-Faith Centre at CQUniversity Rockhampton provides a
location where students and staff can gather for prayer and meditation.
The Multi-Faith Centre is available for people of all faiths and even
people of no faith seeking deeper meaning, refl ection, understanding,
tolerance and respect.
Staff and the community are able to take advantage of the newly
established Corporate Events Conference Centre which is available for
internal and external conferences.
The Rockhampton Student Residence is located at CQUniversity’s
Rockhampton campus and provides on-campus accommodation for
350 students.
CQUNIVERSITY SYDNEY
In early 2012, CQUniversity Sydney launched a unique medical
Sonography program. The modern six-bed medical sonography facility
features state-of-the-art digital technology and simulated learning
clinics. It has advanced 3D/4D-capable Philips ultrasound units worth
$450 000, 10 ‘Phantom’ body torso training units worth $75 000 and a
$1.5m multifunctional laboratory. As this is Australia’s only Sonography
program available for undergraduate entry (with postgraduate exit),
there’s been an enthusiastic response from students keen to help
relieve a critical health workforce shortage. Students gain extensive
clinical experience with established sonography professionals.
The CQUni Community Sports Centre in Rockhampton hosted a
fledgling roller derby competition for regional teams.
CQUniversity Sydney continues to have a strong commitment to
engagement across a range of activities. Projects include a staff
member volunteering each week at the Centre of Indigenous
Excellence in Redfern which helps primary school children improve
their literacy skills. This program is run by the Exodus Foundation,
using the Multilit reading program. Another project with the Exodus
Foundation involves staff and students from CQUniversity Sydney
volunteering each month to feed the homeless (around 250 people
each day) at their Loaves and Fishes Restaurant in Ashfi eld. Further,
students have also been placed in volunteer positions with The Smith
Family, St Vincent de Paul Society and the Centre for Volunteering.
For the fifth year in a row, CQUniversity Sydney has been a Tax Help
Centre where students volunteer to provide free and confidential service
to assist low-income earners (such as other CQUniversity students) to
complete their tax returns during tax time. Students are fully trained,
accredited and supported by the Australian Taxation Office.
GERALDTON UNIVERSITIES CENTRE
CQUniversity commenced supported distance education in conjunction
with the Geraldton Universities Centre, Geraldton in July 2011.
Geraldton is located in Western Australia’s mid west region, 424 klms
north of Perth.
The Centre provides on campus support for distance education students
enrolled in six CQUniversity programs including five undergraduate
programs and the Skills for Tertiary Education Preparatory Studies
(STEPS) bridging program. Commencing with Accounting and Business
in 2011, the undergraduate program offerings expanded to Primary and
Early Childhood Education and Psychology in 2012.
The Centre provides CQUniversity students with access to a range
of facilities including on-campus student amenities, local library
resources, computers, printers and internet services. Other services
include face-to-face support, assistance with enrolment and
orientation days.

16
OUR ORGANISATION AND STRUCTURE
CQUNIVERSITY DIVISIONS
ACADEMIC AND RESEARCH DIVISION
CQUniversity is committed to becoming a great regional university
through productive engagement in partnerships with industry,
government and the community that support excellence in learning and
teaching, research and innovation.
The Division’s mission is to grow engaged research and improve
the quality of teaching and learning across CQUniversity Australia.
The Division takes a leadership role in professional development for
teachers, researchers and supervisors in higher education and has a
particular focus on developing quality distance education.
The Office of Learning and Teaching, the Office of Research and the School
of Graduate Research, Institutes and Centres are hosted in the Division,
and work in partnership with other divisions to achieve the University’s
goals in increasing research output and developing quality teaching.
The Office of Indigenous Engagement was created in 2012 and
Nulloo Yumbah restructured to provide better education and research
opportunities for Aboriginal and Torres Strait Islander students.
The Office of Community and Engagement leads and develops external
partnerships which are maintained through learning, teaching and research
activities. Regional engagement committees are managed through each
Head of Campus for the University’s significant regional footprint.
Responsibility for leading, developing and sustaining partnerships
rests largely with the Division’s Offi ce of Community and Engagement
in partnership with the Heads of Campus in each city campus and all
areas of the University.
CORPORATE GOVERNANCE DIVISION
The Corporate Governance Division is committed to providing the
highest standards of corporate governance to the University’s
governing bodies such as the University Council and Academic Board.
These bodies lead the University in establishing quality assurance and
improvement that is transparent, measurable and appropriate across
the organisation. The Division is focused on supporting the students’
learning journey from commencement to graduation and beyond.
The Division comprises four directorates:
The Governance Directorate is responsible for activities relevant
to the University’s governance and recordkeeping requirements in
accordance with legislation and Australian/international standards, the
facilitation of the operations of the committees of the University, and
the management of the University’s policy systems.
The Academic Registrar’s Directorate manages the activities related to
student academic and administrative management, including the full range
of student access, development, personal and accommodation services,
student complaints and student misconduct matters. The Directorate
includes the Student Business Centre, Course Information Centre, Student
Contact Centre, Student Support Centre, student accommodation in
Mackay and at the Capricornia College in Rockhampton.
The Audit and Advisory Directorate is responsible for providing
specialist assurance and advisory services to senior management
and staff in relation to audit and the management and mitigation of
risk, and for establishing and guiding the Internal Audit strategy and
managing the University’s Internal Audit program.
The Corporate Communications Directorate is responsible for
promoting, supporting and enhancing the University’s reputation,
activities and achievements, through strategic communications and
organising University corporate events.
FINANCE DIVISION
The Finance Division is comprised of the Financial Services Directorate
and the Corporate Strategy and Planning Directorate. Together they
are responsible for the University’s planning and fi nancial management
including risk management. The Division has numerous internal
reporting obligations to the University Council and committees, and
external reporting obligations to the State and Federal governments.
The Corporate Strategy and Planning Directorate is responsible for
ensuring that the University has properly functioning risk management
and strategic planning frameworks. The Financial Services Directorate
is responsible for ensuring the University’s fi nancial reporting
obligations are met and that the University’s fi nance systems are
operating effi ciently, effectively and economically.
As the University transitions from ‘Strong to Great’ the Financial
Services Directorate is taking great strides to ensure that it provides
the support and service that the University requires for its ongoing
growth and the proposed merger with CQ TAFE.
In 2012, the Budget and Performance Reporting Team concentrated
on the TM1 enhancement project. IBM Cognos TM1 provides the
University with a dynamic environment for developing timely, reliable
forecasts and budgets. The further enhancement of the planning tool
this year enables the organisation to rapidly analyse data, model
business requirements and use the results to budget and forecast with
confi dence for better decision-making and outcomes.
The Corporate Strategy and Planning Directorate continues its journey
within the University of embedding an integrated planning and risk
framework that has a continuous improvement philosophy. This process
is dynamic and allows the organisation to be responsive, proactive
and fl exible in its approach to business opportunities. The University
has been able to mitigate and plan for rapid expansion utilising this
integrated approach.
As part of the Division’s ongoing commitment to provide better service
to the University and the community a Systems Improvement Project
was established which has identifi ed a number of enhancements.
The Financial Services Directorate continues to review and improve
processes to further assist the growing University.
HIGHER EDUCATION DIVISION
The Higher Education Division was created in July 2012 with the
amalgamation of the former faculties – the Faculty of Arts, Business,
Informatics and Education and the Faculty of Sciences, Engineering and
Health. Establishment of the Higher Education Division facilitates a
unifi ed approach across the schools, with enhancement of cross-school

CQUniversity ANNUAL REPORT 2012
and cross-discipline collaboration. The schools are the fundamental
operational units of the Division and are committed to achieving
growth in student numbers, improving the quality of teaching and
learning and the fostering of a strong research culture. The Higher
Education Division continued to build on the signifi cant growth
achieved by the former faculties in domestic student enrolments,
new program offerings and in forging partnerships with industry,
community and government.
The Higher Education Division has six Schools:
• Nursing and Midwifery
• Engineering and Technology
• Education and the Arts
• Medical and Applied Sciences
• Business and Law
• Human, Health and Social Sciences
INTERNATIONAL AND SERVICES DIVISION
The International and Services Division was created in early 2012
following an amalgamation of the former University Services and
International portfolios. It also has a close relationship with the
CQUniversity-owned C Management Services Pty Ltd business,
which currently operates four metropolitan campuses (Brisbane,
Gold Coast, Sydney, Melbourne), and provides the majority of
educational delivery to international students.
Directorates within this portfolio include Marketing, Facilities
Management, Information Technology, People and Culture,
Library, International and the Print Management Unit. The Division
forms the foundation of professional services which underpin
the successful delivery of teaching and research. The Division is
therefore primarily focused on partnerships, engagement and the
need for exceptional customer service to internal and external
stakeholders. In particular, the Division has extended facilities
on numerous campuses to enable new research and teaching
activities to occur, and has provided targeted marketing which has
assisted strong growth in domestic enrolments.
Innovative approaches in infrastructure, technology, professional
and administrative services have been a key feature of Divisional
operations. Highly competent staff assisted by continually
improving systems and procedures have ensured the effi cient and
strategic use of resources to optimise the effectiveness of the
overall University model. 2012 in particular has been distinguished
by advances in cross-unit and inter-organisational cooperation;
leveraging a wide skill base to enhance service delivery.
The International and Services Division is known for its ability to
innovate and counter challenges in the most responsive and effective
manner. This requires both a proactive approach to core operations
and a solutions-based approach to risk and continuity management.
Importantly, this is particularly crucial when recognising that the
Division operates across a wide campus portfolio; counteracting the
difficulties of distance, and maximising the key benefits it provides.
CQUniversity hosted author and television celebrity Tiffiny Hall from The Biggest
Loser Australia who visited CQUniversity Rockhampton to promote her new book
and to speak about health and fitness among young people.
INDUSTRY, VOCATIONAL TRAINING AND
ACCESS EDUCATION DIVISION
The Industry, Vocational Training and Access Education Division
was established in 2012 to lead the University to its vision of
becoming Queensland’s fi rst dual sector university. The Division
champions an integrated approach to education and training across
the University and plays a pivotal role by seeking improved ways
to engage with students, industry, community, government and
University interests.
In addition to providing strategic leadership to the proposed merger
of the University and CQ TAFE, the Industry, Vocational Training
and Access Education Division is leading the expansion of the
University’s vocational education and training (VET) and distance
programs throughout Australia. The Division has management
oversight of CQUniversity’s subsidiary company Health Train
Education Services Pty Ltd, which operates as a private registered
training organisation ‘HealthTrain’ delivering VET programs.
This will be achieved by creating and promoting a framework
of innovative and seamless pathway opportunities between
vocational and academic learning, through which the University
can develop and deliver vocational education and training.
CQUniversity is building upon the success of its enabling programs
to support access into new pathways.
The Division’s commercial arm, the Queensland Centre for
Professional Development (QCPD), provides business support to the
Schools on behalf of the University which will drive a commercial
approach. Through our engagement with industry, we provide
new opportunities for the University to develop its national and
international capabilities.
By establishing a research symposium and a research scholarship,
the Division is promoting a dual sector research agenda within
the University and is actively supporting the goal of being a great
research-focussed dual sector university.
17
OUR ORGANISATION AND STRUCTURE

18
OUR ORGANISATION AND STRUCTURE
OUR ORGANISATIONAL STRUCTURE
AS AT 31 DECEMBER 2012
Vice-Chancellor and President
Professor Scott Bowman
Deputy
Deputy
Deputy
Vice-Chancellor
Vice-Chancellor
Vice-Chancellor
Deputy
Chief Financial
(International and
(Academic and
(Industry and
Vice-Chancellor
Officer and CFO,
Services) and CEO,
Research)
Vocational Education
(Higher Education)
C Management
C Management
Services Pty Ltd
Professor Hilary
and Training)
Services Pty Ltd
Professor Graham Pegg
Mr David Turner
Winchester
Mr Nik Babovic
Mr Alastair Dawson
University Secretary
Ms Jenny Roberts
Academic and
Research Division
International and
Services Division
Industry, Vocational
Training and Access
Education Division
Higher Education
Division
Finance Division
Corporate
Governance Division

CQUniversity ANNUAL REPORT 2012
OUR MANAGEMENT STRUCTURE
The Vice-Chancellor and President, Professor Scott Bowman, is the University’s Chief Executive Offi cer. He works in collaboration with the
University Council, of which he is a member, and also with a wide range of internal and external stakeholders to provide overall leadership
and directions for the University. The Vice-Chancellor and President is appointed by the University Council and is responsible to the Council,
through the Chancellor, for the leadership and management of the University. He is supported in this task by the University Executives,
comprising the following senior members of staff:
VICE-CHANCELLOR AND
PRESIDENT
Professor Scott Bowman
TDCR, DCR, HDCR CollRadiog,
FAETC City&Guilds, MArts GuildHall,
MBusAdmin USC, PhD OpenUK, FAIM
DEPUTY VICE-CHANCELLOR
(ACADEMIC AND RESEARCH)
Professor Hilary Winchester
MA, D.Phil Oxen FAICD
DEPUTY VICE-
CHANCELLOR (HIGHER
EDUCATION)
Professor Graham Pegg
BSc (Hons), PhD, C.Chem JCU
19
OUR ORGANISATION AND STRUCTURE
DEPUTY VICE-CHANCELLOR
(INTERNATIONAL AND SERVICES)
AND CEO, C MANAGEMENT
SERVICES PTY LTD
Mr Alastair Dawson
BA DDIAE, MBA CQU, MAICD, FAIM
DEPUTY VICE-CHANCELLOR
(INDUSTRY AND VOCATIONAL
EDUCATION AND TRAINING)
Mr Nik Babovic
BEd QUT, MBA GradDipBusMgt GCIT
UNIVERSITY SECRETARY
Ms Jenny Roberts
BBusAdmin CQU, GAICD
CHIEF FINANCIAL OFFICER
AND CFO, C MANAGEMENT
SERVICES PTY LTD
Mr David Turner
CA, BComm Qld

20
Our Strategic
Plan
‘CQUNIVERSITY
WILL HAVE
A POSITIVE
CULTURE
WHICH
VALUES STAFF,
STUDENTS,
COMMUNITIES
AND INDUSTRY
PARTNERS’

CQUniversity ANNUAL REPORT 2012
CQUNIVERSITY STRATEGIC PLAN
ENGAGEMENT
OUR AIM
We will engage in all areas of endeavour. Our interactions with
our communities will drive our Learning and Teaching, Research
and Innovation, and Enterprise. Through these interactions, we will
identify and address the needs of our communities, industry and the
University which deepens our students’ civic and academic learning,
and enhances community wellbeing. We will also enrich our
scholarship and research in a way that benefits both the University
and our stakeholders.
ENGAGED LEARNING AND
TEACHING
OUR AIM
CQUniversity will attract and retain more students, helping them
to achieve their educational goals regardless of their cultural and
family background or their country of origin. We will offer a range
of ways for students to access higher education and reach their
educational potential. We will provide a stimulating environment
that promotes and supports learner engagement utilising
appropriate technology and infrastructure.
21
OUR STRATEGIC PLAN
OUR APPROACH
STRENGTHENING AND BUILDING OUR
RELATIONSHIPS
We will work with our diverse communities within our multi-city
campus footprint to build long and enduring relationships. We will
focus on developing knowledge, skills and innovations by providing
education, professional development and research that meets the
needs of our regional workforce and industry. We will value and
engage with our stakeholders everywhere; draw on community and
industry expertise and knowledge; encourage the active participation
of all stakeholders; and acknowledge their contributions.
Our relationships will strengthen as we take on a more active role
in promoting educational, social, cultural and economic wellbeing.
CONTRIBUTING TO GROWTH
We will develop regional, national and international partnerships that
will contribute to the professional and educational growth of all our
staff and students. We will support the development and recognition
of outstanding teachers, and establish research fellowships and
support for new researchers at higher degree, postdoctoral and early
career levels.
OPEN CAMPUSES
We will become a vital part of the life and culture of our
communities by offering our campuses and facilities to
stakeholders, educational partners, and community and industry
groups for events and activities.
ENGAGED SERVICE
CQUniversity will encourage staff and students to participate in
both internal and external committees, boards and professional
associations, and to volunteer for community work. By sharing our
knowledge, skills and innovations we aim to support the development
of sustainable communities and a sustainable University.
OUR APPROACH
FACILITATING STUDENT ACCESS, PARTICIPATION
AND SUCCESS
Our academic offerings will meet the needs of our diverse student
profile. We are focussed on making the University more accessible
and relevant to all people, especially those from under-represented,
Indigenous and culturally diverse backgrounds and who do not have
the resources, prerequisite knowledge or skills to undertake higher
education. We will seek to incorporate international, intercultural
and Indigenous perspectives into our programs.
PROVIDING STUDENT SUPPORT
All our staff will focus on supporting the learning journey of our
students and will provide prompt, effi cient and effective service.
Our systems will facilitate the work of academics and the learning
experiences of our students.
We will offer preparatory programs and services to help students
develop the skills they need for university studies. We will provide
equitable access to our programs, and learning opportunities that
will enable our students to succeed in their study.
Through engagement with our students, we will provide them with
the support they need to reach their full academic potential.
CQUniversity will have a reputation for producing workplaceready
graduates.
ACHIEVING TEACHING EXCELLENCE
We will achieve learning and teaching excellence and leadership
through the development of our staff across our multi-city campuses.
We will optimise students’ learning journey by providing a stimulating
and engaging environment that fosters their different learning styles.
We will identify and reward teaching leaders. We will provide
support to enable staff to engage in the scholarship of learning
and teaching, develop innovative pedagogical practices and build
capacity in curriculum design.
COMMITMENT TO ENHANCEMENT
We are committed to providing high quality learning experiences for all
students by listening to their views and enhancing academic offerings
through systematic evaluation and review of our programs and courses.
We will benchmark our performance against other organisations in the
sector and gather feedback from our industry and community partners to
ensure we are building on current good practice.

22
OUR STRATEGIC PLAN
ENGAGED RESEARCH AND
INNOVATION
OUR AIM
CQUniversity will conduct both fundamental and applied
research in selected priority areas. We will aim to help improve
the economies of regions and nations by collaborating in
research projects, developing knowledge, promoting innovation
and being entrepreneurial.
ENGAGED ENTERPRISE
OUR AIM
CQUniversity will have a positive culture which supports people
and capability, manages performance, and values the University’s
staff, students, communities and industry partners. We are
committed to high standards of governance and a continuing quest
for quality. Our fi nancial, physical, management and information
technology systems and infrastructure supports the University’s
core business.
OUR APPROACH
CHAMPIONING RESEARCH
We will engage with regional, national and international research
communities and industry partners to increase our research activity
and offer outstanding research programs for staff and students. We
will attain research excellence by engaging and retaining research
stars in priority areas.
REWARDING AND SUPPORTING RESEARCH
EXCELLENCE
Through our research institutes and centres, we will support
research excellence in those priority areas that contribute to
the needs of the communities we serve. We will encourage and
support a culture of research by identifying and rewarding research
leaders, promoting scholarly activities, mentoring emerging
researchers and fostering an environment of active enquiry and
innovation.
IMPROVING RESEARCH PERFORMANCE
EXCELLENCE
Through our research institutes and centres we will improve
the University’s research funding and performance outcomes by
developing strategic partnerships in our priority research areas. We
will invest in critical areas of growth and leverage our investment
to achieve greater outcomes. In this way, we will improve our
research ranking against other Australian and international
universities.
DEVELOPING RESEARCH SKILLS EXCELLENCE
By engaging with our research students and providing quality
research supervision, we will enable our students to develop
the knowledge and skills they need to achieve exceptional
research outcomes.
OUR APPROACH
STUDENTS
CQUniversity’s people, services and systems will focus on supporting
the students’ learning journey from commencement to graduation
and beyond. We will provide quality library and information services,
support programs and counselling to all students of the CQUniversity,
regardless of their location or mode of study. We are committed
to ensuring that students’ experiences are positive and rewarding.
We are proud of our students and our graduates and will strive to
develop lifelong partnerships and promote philanthropic relationships
with our alumni.
INTERNAL STAKEHOLDERS
CQUniversity’s employees are the key to delivering our promise
to our stakeholders. Our workforce will conduct core business
effectively and be appropriate for the size and complexity of the
University. We will provide career development and leadership
opportunities for all staff in the form of training, professional
development, mentoring and support.
Through our service divisions we will provide innovative facilities,
systems and equipment that compare well with other organisations
in the university sector. Our physical infrastructure and systems for
information and communication technology will provide an interactive
learning and research experience for our students and staff.
We will provide a safe environment for staff, students and visitors on
all our multi-city campuses. We will create a culture of environmental
sustainability that will be reflected in our infrastructure, as well as
our energy, water and waste management practices.
CQUniversity will have high standards of corporate governance
from governing bodies such as the University Council and Academic
Board. These bodies will lead the University in establishing quality
assurance and improvement that is transparent, measurable and
appropriate across the organisation.
EXTERNAL STAKEHOLDERS
We will contribute to the economic success of our regions by sharing
CQUniversity’s expertise and knowledge with our communities.
We will become a vital part of the life and culture of our
communities by providing our stakeholders, educational partners,
industry groups and community organisations with access to our
campuses and facilities for their events and activities.

CQUniversity ANNUAL REPORT 2012
23
OUR STRATEGIC PLAN
Allied Health programs are now among the most popular for new students.
Miners praise paramedics
Beaconsfield miners Todd Russell and Brant Webb talked about the vital role paramedics played in their rescue back in 2006 during a forum at CQUniversity
Rockhampton. The two ordinary blokes, who found themselves trapped in a Tasmanian mine shaft for two weeks, were the official guests at the launch of
CQUniversity’s Bachelor of Paramedic Science program. “The job they did in keeping us sane while we were trapped was exceptional,” said Brant.

24
Review of
Our Activities
ENGAGED LEARNING AND TEACHING 25
ENGAGED RESEARCH AND INNOVATION 28
ENGAGEMENT 32
ENGAGED ENTERPRISE 35
‘CQUNIVERSITY
GRADUATES
CONTINUE TO
HAVE ONE OF
THE HIGHEST
EMPLOYMENT
RATES IN THE
COUNTRY’

CQUniversity ANNUAL REPORT 2012
ENGAGED LEARNING AND TEACHING
OUR AIM: CQUniversity will attract and retain more students, helping them to achieve their educational goals regardless of their cultural
and family background or their country of origin. We will offer a range of ways for students to access higher education and reach their
educational potential. We will provide a stimulating environment that promotes and supports learner engagement utilising appropriate
technology and infrastructure.
ACHIEVING TEACHING EXCELLENCE
In 2012, the University maintained a focus on providing opportunities
for academic staff development. This included a restructured
orientation program for new academic staff and a revised Graduate
Certificate in Tertiary Education, with courses modified to better meet
the needs of CQUniversity’s academic staff. A number of learning and
teaching seminars were held in support of the assessment, engaged
learning and teaching, and teaching for success themes with speakers
from CQUniversity, across Australia and further afield, including
Visiting Professor Jonathan Weyers from Dundee University, Scotland.
The scholarship of learning and teaching is promoted through the
activities of the University’s two education research centres: the
Learning and Teaching Education Research Centre (LTERC) and the
International Education Research Centre (IERC) which together have
over 100 members with shared interests in a wide range of aspects of
research and scholarship.
The University supports a number of Communities of Practice (COP) that
enable staff with shared interests to exchange ideas and formulate plans
to achieve outcomes on topics that have a direct impact on learning
and teaching, including aspects such as the first-year experience,
work-related learning and learning through simulation and teamwork.
The University hosted its Learning and Teaching Showcase in November
and produced a new issue of its learning and teaching magazine,
Learn, which aims to share good practice among staff through raising
awareness of the University’s teaching activities and successes.
CQUniversity recognises and supports staff for their contributions
to learning and teaching excellence and innovation through grants
and awards. The University’s Learning and Teaching Grants play an
important role in enabling staff to develop and test new ideas, aiming
to enhance learning and teaching practices to achieve better learning
outcomes for students. They also serve as a springboard for external
national grant applications. Nine Learning and Teaching Grants were
awarded in 2012.
The University’s Learning and Teaching Awards are designed to support
applications through a tiered process that can result in a national
citation or award. In 2012, four Learning and Teaching Awards were
presented. The University also celebrated the success of Professor
Kerry Reid-Searl and Ms Sherie Elliott, who both received a Citation
for Outstanding Contributions to Student Learning from the Federal
Government’s Office for Learning and Teaching. In addition
Professor Reid-Searl was presented with a national award for
Teaching Excellence particularly related to her ground-breaking
work in nursing simulation – this award was given to only 10
academic staff in 2012 and is the first time that a CQUniversity
staff member has received this award. Mr Nicholas Ralph
from CQUniversity Noosa won the Australian Nurse of the
Year (Innovation in Nursing) Award in 2012 for his work on
mobile clinical learning. In addition, CQUniversity staff were
successful in securing a share of $509 000 for two Innovation
and Development Grants approved and funded by the Office for
Learning and Teaching (DIISRTE).
In 2012, the Industry, Vocational Training and Access Education
Division established an Academic Articulation Steering Committee
jointly chaired by CQUniversity and CQ TAFE. Working toward the
University’s aim to become a dual sector university, the Committee
developed new pathways for trades and vocational students
into CQUniversity degrees and began the development of new
CQUniversity degrees with embedded diploma outcomes.
The Committee established 11 new dual awards, each with two
components: a vocational diploma and a university degree. Credit
articulation pathways towards the degree component are clear and the
dual offers provide direct entry into CQUniversity degrees, removing
the need for students to reapply through QTAC the dual offers also
provide interim exit points, with different qualification levels.
CQUniversity is the first university in Australia to appoint an Aboriginal or
Torres Strait Islander person as Chair of its Academic Board. The Pro Vice-
Chancellor and BMA Chair (Indigenous Engagement), Professor Bronwyn
Fredericks, has recently been appointed to the role for three years.
Additionally, the Office of Indigenous Engagement has worked with
Deans of Schools to increase their knowledge and capacity to deliver
Indigenous-specific content within courses as well as improve their
engagement of and service delivery to Indigenous students and
communities. An example of this is working with the Dean of Education
to increase the capacity of Education students to teach Indigenous
history, as well as teach Indigenous students. This is a requirement of
Education graduates in coming years. This work has also extended to
working collaboratively to participate in the national More Aboriginal
and Torres Strait Islander Teachers Initiative (MATSITI).
25
REVIEW OF OUR ACTIVITIES

26
REVIEW OF OUR ACTIVITIES
COMMITMENT TO ENHANCEMENT
The University participated in the Australian Graduate Survey (AGS)
to monitor graduates’ perceptions of their learning experience.
CQUniversity graduates continue to have one of the highest employment
rates in the country. The results of the 2012 Australian Graduate Survey
(AGS) showed that 87.7% of CQUniversity bachelor degree graduates
were in full-time employment at the time of the survey. This compared
with the national average of 76.1%.
technologies. The transition from Moodle 1.9 to Moodle 2.2 enabled
new technologies to be introduced, including Blackboard Collaborate
(a virtual live classroom), Mahara (an e-portfolio web application), and
Camtasia, used for video screen recording. Best practice on distance
and on-campus education is now recognised through a new ‘student
voice’ award, based on student feedback through course evaluation
surveys.
This data is based on the percentage of Australian citizens and
permanent residents only, bachelor degree graduates available for
full-time employment that completed the requirements for their awards
in the calendar year 2011 and gaining full-time employment within four
months of completing their degree (source: CQUniversity Institutional
Table 2012 B1 and National Table 2012 B1 as provided by Graduate
Careers Australia [GCA]).
Evaluations of all courses each term are carried out through the Moodle
learning management system. A number of improvements have been
introduced during 2012, including enhanced reporting through the
University’s Academic Dashboards. Overall, the response rates across
all courses and cohorts have risen from 29% in Term 2, 2011 to 48% in
Term 2, 2012 in line with the University’s performance target of 50%
response rate. This is a major achievement for students and staff across
the University and it ensures that the student voice is heard effectively,
enabling staff to close the loop with students to explain how their
feedback has helped courses to improve.
The University also hosted the 2012 Australasian Higher Education
Evaluation Forum (AHEEF), with over 50 participants from Australia,
New Zealand and overseas under the title: Embedding an Internal
Evaluation Culture, with several speakers from CQUniversity discussing
a range of topics relevant to learning and teaching.
The Educational Development team in CQUniversity’s Office of Learning
and Teaching continues to work in partnership with academic staff to
develop new programs and courses and those programs undergoing
five-yearly reviews. The team also provides support to staff who wish to
address strategic aspects and new approaches to learning and teaching,
or those who wish to refresh their knowledge and skills through
workshops and other professional development activities, including
the introduction of Moodle 2, in collaboration with colleagues in the
Information Technology Directorate.
The University’s reporting systems continue to be developed through its
Academic Dashboards, with revised features for course and program
performance, attrition and course evaluations. An ongoing focus on
attrition has been maintained through regular reporting to Academic
Board, with a number of projects at school/program level focussed on
improving retention and reducing attrition, funded through the Higher
Education Participation and Partnerships Program (HEPPP).
The University continues to develop its capabilities in relation to online
learning, with a project to enhance distance education provision, in
line with its aim to become a leading distance education provider in
Australia. A set of principles and standards has been developed by
the Deans of Schools and others, aiming to facilitate the transition
from the traditional print-based educational model to a more
interactive and connected model supported by appropriate educational
The Office of Learning and Teaching has developed new resources to
support staff in their learning and teaching practice. This includes the
introduction of the ‘Great Guide’ series, with titles covering study at
university (for students), learning outcomes and internationalisation
of the curriculum. One-page resources have been developed and
promulgated to provide ‘Ten Top Tips’ on a range of topics, including
using assessment criteria, setting exams, giving feedback and teaching
first-year students.
PREPARING STUDENTS FOR A GLOBAL
WORKFORCE
The University has long recognised the importance of cultural
awareness and preparation for a global workforce. It has formally
recognised Cross-Cultural Competence as one of its seven core
graduate attributes, and is further embedding internationalisation in its
program content.
As an important aspect of internationalisation, students are being
encouraged, and are actively participating in short-term or full-semester
Outbound Mobility, and the International Directorate has made available
generous scholarships to support students.
Key considerations of the Outbound Program are:
• learning another culture.
• being aware of the needs of others, in developing a ‘giving’ culture.
Further to this, and in an example of linking learning and teaching to
community engagement, a group of Nursing and Midwifery students
has again in 2012 travelled to Nepal to learn about delivering their
professional services when not supported with the Australian access to
medicines and technology, and have been able to donate much needed
supplies to those centres within which they have worked.
Additionally:
• for the fi rst time in 2012, a group of Education students and staff
travelled to India to provide support to the Salaam Baalak Trust;
and
• our paramedic students were able to participate in a tour to New
York to learn about crisis response and disaster management,
thanks to the linkages developed by CQUniversity’s Professor Brian
Maguire.

CQUniversity ANNUAL REPORT 2012
27
FACILITIES AND INFRASTRUCTURE
During 2012, investment in services, infrastructure and facilities
has enabled the significant expansion of program offerings to the
University’s current and future student cohort, as well as step-change
improvements in the delivery of available services across the campus
portfolio. The University has continued its strategy of infrastructure
investment as part of the renewal program and Strong to Great initiative
in 2012, ensuring that there is a clear focus on multi-city development.
REVIEW OF OUR ACTIVITIES
TABLE 1: BUILDINGS INFRASTRUCTURE HIGHLIGHTS FOR
LEARNING AND TEACHING IN 2012
Campus Description Cost/Budget
Rockhampton Final completion of Engineering
$10.7m
refurbishment B28/29
Allied Health Clinic – Stage 1 construction $6.6m
Allied Health Laboratories B7/8/9
$1.3m
Campus realignment
$0.2m
Mackay Nursing Laboratory, teaching and staff $0.3m
spaces
Chiropractic Laboratory, teaching and staff $0.1m
spaces
Noosa Final completion of campus expansion (Inc. $2.7m
Nursing)
Cairns Distance education study centre $0.3m
Sydney Sonography Laboratory, teaching and staff $1.1m
spaces
Melbourne Campus upgrades and improvements $0.1m
Various Master planning activities – Rockhampton
and Melbourne
Upgrades to security systems including
surveillance
Music lecturers Peter McKenzie and Derrin Kerr prepare for class.
The strong connection between physical building infrastructure and
information technology and systems has created excellent learning and
teaching outcomes for the University during 2012 and beyond. Service
delivery areas are working together in more strategic ways to create
physical and online learning environments which exceed the needs of
the modern student, helping to create workplace-ready graduates.
Collaborative learning spaces have become feature facilities
at various campuses. These spaces use technology and fl exible
configuration to promote group work and remote collaboration across
the University’s campuses to improve learning outcomes through
facilitated peer-to-peer learning. Within Rockhampton and Noosa,
the collaborative spaces are either included within or are located
adjacent to the campus libraries - a symbiotic relationship which
works to further enhance student success. Once again during 2012, the
library has been showcased as a key learning and teaching partner for
students and staff alike, with the results of client satisfaction surveys
setting new Australasian benchmarks in fi ve best-practice categories.
Reliability and performance of online learning and teaching systems
has been significantly bolstered by the execution of major upgrades to
underlying infrastructure including enterprise storage, core network and
learning management system software (Moodle 2.2) and associated
Indigenous graduates are presented with special sashes before each
graduation ceremony.
tools. Additionally, new core video servers have been implemented to
support significant growth in online video learning and teaching across
the University’s 10 campuses during 2012.
These upgrades enable access to major new features including
collaboration between staff and students using high-quality video, new
mobility features for mobile devices, enhanced grade book, improved
online assessment functionality, and improved integration with
electronic portfolios, and coupled with a high level of scalability. These
exciting upgrades have, for example, been used to host the University’s
first Open Online Courses (OOCs), and will be used to provide
professional short course offerings. The University has launched its
Online Live Classroom capability to support its distance education
cohort of students using Blackboard Collaborate. This has improved
student engagement by enabling interaction with peers and lecturers,
leading to improved student satisfaction and retention.

28
REVIEW OF OUR ACTIVITIES
ENGAGED RESEARCH AND INNOVATION
OUR AIM: CQUniversity will conduct both fundamental and applied research in selected priority areas. We will aim to help improve the
economies of regions and nations by collaborating in research projects, developing knowledge, promoting innovation and being entrepreneurial.
ACHIEVING RESEARCH EXCELLENCE
CQUniversity will develop new knowledge and innovation through
fundamental and applied research in priority areas that contribute
to the resource industries, community health, social viability and
education, and meet the needs of the communities we serve.
Throughout 2012, CQUniversity implemented and expanded its
Engagement Strategy and long-term vision to become the most engaged
university in Australia in research and innovation. CQUniversity has
increased involvement with industry, funding agencies, government,
regional communities and other higher education institutions. With the
growing importance of the mining industry and associated export industries
in the region, CQUniversity has developed important strategic relationships
with coal seam gas (CSG), coal extraction and export companies that
are developing major export facilities. These relationships build upon
existing long-term collaborative engagement with other major industries
such as the aluminium industry, shale oil and power generation, and port
development. A number of projects in this area are evolving to include
interdisciplinary research in the areas of environmental management and
the effects associated with long-distance commuters sometimes defined as
‘fly in – fly out’ (FIFO) and ‘drive in – drive out’ (DIDO) workers.
Throughout 2012, the Engaged Research Chairs have continued to
demonstrate their strategic leadership roles to mentor and encourage
researchers and promote research activity aligned to the University’s
research priorities, while continuing high levels of research
performance. The success of the new focus on research is evident
through CQUniversity researchers attaining several distinguished
research grants.
In 2012, CQUniversity was successful in receiving several National
Competitive Grants (Category 1):
• A prestigious National Health and Medical Research Council
(NHMRC) Project Grant to the value of $697 086 over three years
was awarded to Dr Corneel Vandelanotte and Dr Mitch Duncan.
The project will investigate the effectiveness of tailored videos in
promoting physical activity via the internet to commence in 2013.
• An Australian Research Council (ARC) Discovery Early Career
Researcher Award (DECRA) to the value of $371 622 awarded to Dr
Kirrilly Thompson of the Appleton Institute for her work on natural
disaster preparedness and survival through animal attachment.
• An ARC Discovery Project Grant to Associate Professor Greg Roach,
Dr Xuan Zhou and Professor Drew Dawson of the Appleton Institute.
The three-year project valued at $302 000 will look at the impact of
split work–rest schedules on sleep and cognitive performance.
• Professor Bronwyn Fredericks is a co-investigator on another
prestigious grant from the ARC. The grant is a special research
initiative for an Aboriginal and Torres Strait Islander Researchers’
Network which aims to establish a signifi cant cohort of skilled,
qualified Indigenous researchers. The project worth $3 198 392
will run over four years.
• CQUniversity was also a partner investigator in a successful
ARC Linkage Infrastructure, Equipment and Facilities (LIEF) Grant
valued at $150 000. This project will develop an integrated facility
to support a collaborative research centre of government and
university partners for research to better address priority issues
in the fi elds of health, education, policing, and community services.
• Dr Claire Sellen of the Centre for Environmental Management
(CEM) received an Australian Coal Association Research Program
(ACARP) Grant of $325 945. The two and a half year project aims
to improve the management of the mine site environment by
developing a biological monitoring tool that can be used to detect
the effect of mining on aquatic ecosystems specific to Central
Queensland.
The Excellence in Research for Australia (ERA) exercise conducted
across the Australian higher education sector by the ARC in 2012
collated data regarding the volume and academic quality of research
activity at all eligible higher education institutions. ERA assesses
research quality within Australia’s higher education institutions
using a combination of indicators and expert review by committees
comprising internationally recognised experts. In line with the
Vice-Chancellor and President’s strategy for research resurgence.
CQUniversity is now ranked in the highest tier ‘well above world
standard’ in Applied Mathematics; Agriculture, Land and Farm
Management and Other Medical and Health Sciences. CQUniversity
is also ranked ‘at world standard’ for Nursing and Medical and
Health Sciences. Other areas that improved in ranking from the 2010
evaluation were Environmental Science, Economics and Language
Communication and Culture. The ERA submission included information
on over 2400 research publications, 400 academic staff, external
research income (grants) and innovation (patent) information.
The strategic approach to building research capacity has resulted
in an outstanding outcome for CQUniversity. The results from the
ERA evaluation highlight the exceptional, world class research
undertaken by a regional university and will benefi t both the
University and the community.
CQUniversity has a commitment to increasing its research intensity
across the campuses through the development of programs to
encourage and support Early Career Researchers. An Early Career
Researcher Mentoring Program was established through the Offi ce
of Research in 2012. This program provided an intensive and
focused opportunity for researchers to hone their career planning
and writing, and provided a peer group for further collaboration.
In addition, the Higher Education Division established the new
Researcher Career Development Program designed to provide Early
Career Researchers with mentoring and support to develop their
skills in grant applications, writing publications and developing
collaboration opportunities.

CQUniversity ANNUAL REPORT 2012
The Industry, Vocational Training and Access Education Division has
actively promoted the University’s research agenda in 2012 and proudly
launched the Inaugural Dual Sector Research Symposium in November.
This two-day event was attended by over seventy delegates from
CQUniversity and CQ TAFE staff and external stakeholders from local
businesses and industry who engaged with and informed the development
of a Dual Sector Research Framework for the University.
In addition, the Academic Learning Services Unit (ALSU) has provided
15 places for their staff on a purpose-built research program – the
Scholarship of Teaching Research Program: Introduction to researching
your own teaching. The program aims to encourage and support the
research activity of the ALSU academic teaching staff. The scholarship
was launched in October and will support participants to develop their
research in 2013.
The Health Collaborative Research Network (CRN) was established
in 2011 with Commonwealth and University funding to develop
collaborative research partnerships between CQUniversity, the
University of Queensland, the Queensland University of Technology
and Curtin University. The Health CRN aims to develop synergistic
research relationships with larger metropolitan universities to provide
CQUniversity researchers access to larger facilities while providing
metropolitan researchers better access to health networks on the
ground in rural and regional communities. Under the auspices of the
Health CRN, CQUniversity has now hired four new Research Professors
in targeted areas of Health and increased the leadership development
capabilities across a range of disciplines. The Health CRN has also
established a CRN Mentor Program to support the Early Career
Researchers and provide professional development opportunities.
The Office of Indigenous Engagement has worked with the Health
CRN and other CQUniversity directorates to ensure that research
opportunities are inclusive of Aboriginal and Torres Strait Islander
people. This has resulted in the Health CRN engaging an Early Career
Researcher who identifi es as Aboriginal, and collaborative work
being developed and implemented between the Offi ce of Indigenous
Engagement and the Allied Health Clinic.
Additionally, the Office of Indigenous Engagement has hosted a series
of research seminars in 2012 that showcase the work of researchers
who identify as Aboriginal or Torres Strait Islander people. These are
open to the public and have been well attended by a broad cross section
of university staff, external stakeholders and members of the public.
RESEARCH INSTITUTES AND FLAGSHIPS
CQUniversity’s diverse research areas are embedded within a
framework of research institutes and centres.
The Appleton Institute is a multidisciplinary research hub based
in Adelaide, combining excellence in research, teaching and
community engagement across a range of scientifi c areas
including sleep and biological rhythms, applied psychology,
occupational health and safety, human factors, risk
management and cultural anthropology.
In 2012, the Education Flagship, encompassing both the IERC
and LTERC, was strategically positioned within the fi eld of
education research at CQUniversity. The Flagship provides
multidisciplinary research capabilities and expertise in ethically
responsible, socially and culturally inclusive investigations
into learning and teaching. LTERC is now at the cutting-edge
of innovation using state-of-the-art visual tracking systems to
undertake new research, leading to Australia’s initial eye tracking
research methodology conference Eye Track Australia 2012.
The Institute for Resource Industries and Sustainability (IRIS)
provides multidisciplinary capabilities and expertise specifi cally
structured to meet the needs of the Australian business sector.
Research undertaken within the IRIS group of centres is very
diverse: non-invasive assessment in agriculture, marine biosecurity,
precision livestock management, ecological security laboratory and
applied economics are some examples of the relevant and valuable
research currently underway.
The Institute for Health and Social Science Research provides a focus
for multidisciplinary research that addresses the real needs of the
communities in which it operates, and informs the undergraduate and
postgraduate curriculum of CQUniversity. The primary focus of this
research is on informing, monitoring and evaluating programs, and
interventions and behavioural changes that promote healthy, safe and
viable communities.
The Central Queensland Innovation and Research Precinct (CQIRP),
purchased in 2011, has continued to grow as researchers occupy
the laboratories and offi ce space. The research hub is expected to
become a major regional research facility for research innovation in
Central Queensland.
29
REVIEW OF OUR ACTIVITIES

30
REVIEW OF OUR ACTIVITIES
RESEARCH INCOME AND PERFORMANCE
TABLE 2: RESEARCH INCOME AGAINST BENCHMARK GROUP AND INSTITUTIONAL
SHARE FOR 2011
Category Research Grants
Reported
in 2012
Institutional
Benchmark
Share
Sector
1 Australian Competitive $1 324 925 9.87% 0.09% 34
2 Other Public Sector $2 843 555 18.36% 0.34% 31
3 Industry and Other $1 917 479 11.81% 0.23% 35
4 Cooperative Research Centre $1 003 517 12.08% 0.93% 24
Total Research Funding $7 089 476 34
National
Ranking
Source: Australian Government 2012 Institutional Performance Portfolio, CQUniversity
CQUniversity has continued on the journey to becoming a truly great university throughout
2012, following implementation of the ‘research resurgence’ strategy. The initiatives that had
commenced in previous years were continued and strengthened. These included a commitment
to performance-based management for research delivery, and a commitment to the continued
provision of a strong research training platform, the growth of research higher degree (RHD)
enrolments and continued on-time completions. The creation of a dedicated School of Graduate
Research for research higher degree administration and training at CQUniversity was coupled
with the appointment of a new Dean of the School of Graduate Research, Associate Professor
Owen Nevin, to provide academic leadership for RHD students and supervisors.
Our research revenue increased by 17% in total income reported in 2012. The University’s efforts
to improve its research standing include increasing success in securing nationally competitive
income as refl ected in an increased number of competitive grant applications submitted; a 37%
increase in Category 2 income; and a 58% increase in Category 4 income.
TABLE 3: RESEARCH PERFORMANCE AGAINST BENCHMARK GROUP AND
INSTITUTIONAL SHARE FOR 2011
Research Performance Indicators
Number Institutional
Benchmark
Share
Sector
Weighted Research Publications 316.9 15.67% 0.57% 33
Total HDR Student Load (EFTSL) 220.4 15.72% 0.54% 34
Total HDR Award Completions 45 16.25% 0.57% 31
Source: Australian Government 2012 Institutional Performance Portfolio, CQUniversity
National
Ranking
TABLE 4 COMMONWEALTH RESEARCH BLOCK GRANT FUNDING AGAINST
BENCHMARK GROUP AND INSTITUTIONAL SHARE FOR 2011
Research Block Grant Categories
Amount Institutional
Benchmark
Share
Sector
Research Training Scheme $2 239 885 12.62%A 0.36%
Research Infrastructure Block Grant $209 810 10.18% 0.10%
Australian Postgraduate Awards $682 548 11.17% 0.34%
International Postgraduate Research $61 633 10.00% 0.31%
Scholarship Scheme
Sustainable Research Excellence $237 071 11.66% 0.19%
Joint Research Engagement $1 291 254 15.23% 0.40%
Total $4 722 201 12.73% 0.31% 34
Source: Australian Government 2012 Institutional Performance Portfolio, CQUniversity
National
Ranking

CQUniversity ANNUAL REPORT 2012
31
FACILITIES AND INFRASTRUCTURE
Research at the University has gone from strength to strength in 2012,
particularly on the back of signifi cant investment in the purchase of
facilities, development of systems and implementation of infrastructure
across the campus portfolio. Besides the continued support for
research activities within existing operations, the University has
invested heavily in new, dedicated research facilities in support of the
excellent work undertaken by our world-class research teams.
ACCESS GRID
Our leading-edge video collaboration facilities (i.e. access grids)
at Rockhampton, Bundaberg and Mackay were upgraded during
2012 to provide high-defi nition video and audio capability.
Access grids provide visualisation of multiple data sets in real
time, enabling researchers to collaborate with researchers
around the world.
REVIEW OF OUR ACTIVITIES
TABLE 5: BUILDINGS INFRASTRUCTURE HIGHLIGHTS FOR
RESEARCH IN 2012 HAVE INCLUDED:
Campus Description Cost/
Budget
Rockhampton Central Queensland Innovation and
Research Precinct (Stage 1 – occupation
and fi tout post facility purchase)
$1.1m
Adelaide
Appleton Institute – Sleep Research
Centre fi tout
$2.0m
Biodiesel researchers Associate Professor Nanjappa Ashwath and
Subhash Hathurusingha inspect a beauty leaf tree as a likely new
fuel source.
During 2012, the University successfully submitted ERA and Higher
Education Research Data Collection (HERDC) reporting. Much of this
work was due to the consultation between Offi ce of Research, Library
Directorate and Information Technology Directorate. The ability to work
together to ensure the required information was provided in a timely
manner whilst giving the Offi ce of Research the opportunity to correct
and qualify data to guarantee reporting was correctly recorded and
giving positive outcomes in terms of research output for the University.
Key systems supporting the signifi cant research portfolio include:
eRESEARCH
eResearch support for existing and new researchers has been
bolstered through the University’s alliance with the Australian Access
Federation and Queensland Cyber Infrastructure Foundation (QCIF)
which has improved access for researchers to national facilities such
as QCloud research services including data storage, specialist webbased
video collaboration tools, and access grid visualisation services.
HIGH PERFORMANCE COMPUTING (HPC)
In 2012, CQUniversity was successful in gaining funding from the
Queensland Cyber Infrastructure Foundation (QCIF) to upgrade the High
Performance Computing (HPC) facility. The new HPC facility which was
commissioned in November 2012 provides a signifi cant increase (14 x
previous capacity) to allow researchers to undertake more advanced
analysis and visualisation of data. The HPC facility has enabled
CQUniversity researchers to signifi cantly improve research results in
areas such as analysing genomic data, hydrological statistical analysis,
time delay control system problems, and medical image reconstruction.
Dr Vicky Vicente-Beckett displays the trophy
on offer for schools competing in the regional
titration competition.

32
REVIEW OF OUR ACTIVITIES
ENGAGEMENT
OUR AIM: We will engage in all areas of endeavour. Our interactions with our communities will drive our Learning and Teaching, Research
and Innovation, and Enterprise. Through these interactions, we will identify and address the needs of our communities, industry and the
University which deepens our students’ civic and academic learning, and enhances community wellbeing. We will also enrich our scholarship
and research in a way that benefi ts both the University and its stakeholders.
STRENGTHENING AND BUILDING RELATIONSHIPS
Throughout 2012, CQUniversity continued to embrace its ‘power of
place’ and enhance relationships with staff, students, organisations
and community members across its diverse multi-city campus footprint.
The University has a strong focus on empowering communities through
collaboration and supported this again in 2012 through Community
Connection Forums and interactive Regional Engagement Committees
(RECs). Facilitated across five regional centres, this ongoing stakeholder
engagement resulted in the review of regional priorities including research
needs, human services and Indigenous issues; student accommodation
options; and programs required by local industry and business.
CQUniversity aspires to be recognised as an inclusive university at the
forefront of providing access to higher education for all individuals.
The University has ongoing initiatives such as Engage Education,
Start Uni Now, and Tertiary Education Preparation, which target the
preparation of students, including those from low socio-economic
status (SES) backgrounds, for university life and beyond. Additional
widening participation activities, such as the Artists in Residence
program, and the launch of a Mobile Education Trailer (MET), focussed
on educational participation through engaged learning at more than
100 primary schools throughout Central Queensland.
Aspiring to be Australia’s most engaged university, CQUniversity places a
strong focus on enhancing relations and promoting engagement between
the University and a wide range of external partners at the local,
national and international level. During 2012, more than 20 Memoranda
of Understanding (MOUs) were implemented with organisations in
Australia, China, South Korea, Finland, Sweden and Kuwait, among
others, introducing a wide range of opportunities including pathway
articulations, staff and student exchanges and study tours. Also playing
a key role in facilitating industry engagement, the University’s QCPD
worked closely with industry and business to provide career services
and tailored professional development programs to meet the needs of
resources industries and other employers. Partnerships with businesses
such as Fitlink Australia, Joncris Sentinel Services and Group Engineering
created valuable opportunities for CQUniversity and its students.
With the establishment of the Offi ce of Indigenous Engagement
and the appointment of the Pro Vice-Chancellor and BMA Chair
(Indigenous Engagement) in 2012, CQUniversity has ensured that there
is renewed effort and increased focus on engaging with Aboriginal
and Torres Strait Islander students, service providers, business and
communities. The Pro Vice-Chancellor has been proactive in listening
to community members, developing partnerships and speaking at a
range of Aboriginal and Torres Strait Islander community events. This
work has been vital in laying the foundations for the intensive work
that will be required to progress the fi nalisation of CQUniversity’s
Aboriginal and Torres Strait Islander Strategy, the development of
CQUniversity’s Reconciliation Action Plan and the implementation of
associated activities.
The University’s engagement with its alumni grew steadily in 2012
building on a comprehensive communication program including regular
electronic and printed materials, nation-wide and international events
and a suite of benefits, the most popular being access to library
journals. The Distinguished Alumni program continued to identify
high achieving alumni and inspired the introduction of Alumni Awards
and the production of promotional material. Alumni were surveyed to
ascertain preferences for communication and engagement with the
University which provided credible data to inform future activity.
The Industry, Vocational Training and Access Education Division has
championed engagement through all its business activities in 2012.
Students have graduated this year through the Skills for Tertiary
Education Preparatory Studies (STEPS) program and can now continue
their journey onto higher education. The STEPS program has been
expanded to metropolitan campuses and will continue to grow in 2013.
The Academic Learning Centres have continued to engage with
undergraduate students of the University and have provided individual
learning support to students. The Academic Learning Services Unit
(ALSU) is establishing two new learning centres in Science and
Computing for 2013.
CONTRIBUTING TO GROWTH
With engagement fully entrenched in CQUniversity’s vision, mission,
values and strategy, the realisation of aspirations is largely impacted by
the provision of ongoing capacity-building in the practice of engagement.
In 2012, CQUniversity launched an online staff platform dedicated
to engagement news, professional development and rewards and
recognition, as well as access to internal and external engagement
resources. The Engagement Channel has assisted staff in making the
most of interactions with internal and external communities and provided
access to a database to record their contribution to the University’s
engagement journey. Development in specialised engagement strategy
components was also a key focus, with Service-Learning targeted in
2012. In March, CQUniversity hosted a visiting scholar from Texas State
University to share their Service-Learning expertise and knowledge with
all staff. The University later appointed two Adjunct Professors in Service-
Learning, one national and one international, to provide staff with ongoing
development in this emerging learning and teaching initiative.
For the third consecutive year, CQUniversity’s Opal Awards for Excellence
in Engagement recognised and rewarded staff for outstanding
engagement in collaboration with external communities. Award
categories, which focused on Learning and Teaching, Research and
Innovation, and Service, again encouraged quality engagement aligned to
the University’s strategic priorities and community needs. From 2012, the
Opal Awards feature a new category, Engaged Service-Learning, which
recognises CQUniversity students engaged with the community. Details
of all 2012 Award finalists are available later in this report.

CQUniversity ANNUAL REPORT 2012
A number of CQUniversity’s achievements in the engagement arena were
highlighted at the 2012 annual Engagement Australia Conference held in
Brisbane. Two Conservatorium of Music students were selected to attend
the conference to showcase the successful applied theatre program
‘Choices’. In addition, the Pro Vice-Chancellor (Community and Engagement)
presented a paper on ‘Engaging with communities: an empowerment
approach to university–community engagement’ and facilitated a workshop
on ‘Leading a University's Engagement Strategy’. The University’s
representation within this organisation will be strengthened following the
2012 appointment of the Pro Vice-Chancellor (Community and Engagement)
as Chair of the Engagement Australia Board. At the forefront of promoting
and facilitating discussion and development of university–community
engagement across Australia and Asia Pacific, strong representation on this
Board will enhance CQUniversity’s ability to interact with other engagementminded
universities, organisations and individuals worldwide.
Fundraising activity at the University entered a new phase in 2012 with BHP
Billiton Mitsubishi Alliance (BMA) establishing a significant partnership
with the University to name the BMA Chair in Indigenous Engagement and
a suite of scholarships in support of Central Queensland students wishing
to pursue non-mining related careers. The B. Macfie Family Foundation
renewed its significant support for research into environment related issues
and the John Villiers Trust ambulance was purchased as a teaching and
learning resource primarily aimed at Paramedic Science students. The
University continued to receive support for undergraduate scholarships
and academic prizes from a range of continuing and new industry partners
and generous individuals. The funding support of corporations, trusts and
individuals is deeply appreciated by the University and is a very significant
source of encouragement and practical support for students.
Throughout 2012, the Industry, Vocational Training and Access Education
Division has also been working with the University’s Deans, vocational
education providers and industry partners to develop new pathways
between vocational and academic learning. We have established 871
articulations and 23 dual offers with over 80 Australian and international
organisations. Twenty-five additional dual offers have been submitted to
QTAC and are currently being progressed.
In response to a need in Central Queensland’s resources industry,
QCPD initiated the launch of a postgraduate qualifi cation in Project
Management. QCPD is proud to report that 27 industry employees from
the inaugural cohort will graduate from the program in 2012. QCPD’s
newly established tendering service in collaboration with IRIS won
business with Horticulture Australia Ltd for the delivery of training to
horticulture retailers.
QCPD is currently working with CQUniversity’s own registered training
organisation (RTO) Health Train to facilitate an articulated pathway into
the CQUniversity graduate programs via the Certifi cate IV and Diploma
in Project Management. Throughout 2012, QCPD has been working
with industry and across the University to develop commercial online
short courses for professional development, which will be available
from 2013.
CULTURAL LINKAGES
With engagement as a core premise of the University, cultural
linkages are a key attribute of its operations. This is displayed in
learning and teaching activities, as earlier described, but also in
sporting and community events. CQUniversity hosts a range of
such activities each year, some of the more ‘renowned’ being
the Mini Olympics and Chancellor’s Cup, as well as regular
formal and informal on-campus activities, which are favourites
with international students and provide opportunities for
linkages to occur.
Within the community, a great example of cross-cultural
engagement is the work undertaken by CQUniversity’s Sydney
campus students and staff with The Exodus Foundation, a
charitable organisation that assists homeless and abandoned
youth, and other people in need. This is part of an ongoing
commitment, whereby the campus sends a team of volunteers
once a month to the ‘Loaves and Fishes Free Restaurant’ in
Ashfi eld, which serves food to the homeless. This also has the
benefi t of allowing international students to experience a way of
life they have not been exposed to while in Australia.
Within Central Queensland, the English Language Centre (based on
the CQUniversity Rockhampton campus) provides a great vehicle for
connections to partner institutions in other countries. It provides a
strong platform for CQUniversity to link various communities within
the local region, through a common desire to improve their English
skills and play a greater role in our wonderfully diverse community.
During 2012, around 170 students and about 20 accompanying staff have
visited Rockhampton to participate in tailored English Language Centre
study tours, from institutions in Korea, China, Japan and Thailand. In
addition, the Rockhampton, Yeppoon and Gladstone schools who teach
Japanese and Korean welcome these students into their classrooms to
enrich the learning experiences of the Australian students.
The engagement goes to the heart of our Central Queensland
community, with all the students being accommodated in Homestay,
with families who have committed to this service for many years. The
students undertake English language classes, but also participate
in a range of cultural and tourist activities such as visits to islands,
farms, cultural centres and wildlife parks. Many lasting friendships are
developed, and many students return to Rockhampton for further study,
or as tourists.
33
REVIEW OF OUR ACTIVITIES

34
REVIEW OF OUR ACTIVITIES
OPEN CAMPUSES
CQUniversity hosted on-campus open days and career information
events throughout 2012 in conjunction with various community
partners. These events introduced prospective students and the
broader community to the University’s program offerings, facilities,
staff and student support services, as well as partnerships with local
business and industry.
The University prides itself on its open campus philosophy, and
continued to encourage business, industry, community and sporting
groups to use campus facilities for various activities throughout the
year. During 2012, CQUniversity was privileged to support many
external organisations, groups and individuals in hosting events such
as the Northern Queensland Engineering Conference 2012, CQ Fair
Day, and 2012 Cultural Diversity Forum.
FACILITIES AND
INFRASTRUCTURE
Various community activities continue to be held across the
campus portfolio, and land and/or buildings have been provided for
community facilities. These have included a multi-faith centre and
links with Queensland Health (as part of the Allied Health Clinic)
in Rockhampton, as well as an autism research centre operated
by the AEIOU Foundation on the Bundaberg campus. Community
engagement has strong links to the Engaged Learning and Teaching
and Engaged Research strategies of the University, with synergies
across these areas leading to improved outcomes for students, staff
and communities.
ENGAGED SERVICE
With a focus on giving back to the community, CQUniversity staff
partnered with individuals, industry and business on a daily basis
to create and exchange knowledge and deliver services. E-DNA, the
University’s engagement database launched late 2011, recorded
in excess of 600 engagement-related activities as entered by staff
to the end of 2012. The ability to track engagement data in this
manner has resulted in benefi ts to individual staff from a career and
professional development perspective, and the University through
the mapping of relationships, identifi cation of opportunities, and
measurement of performance. The data collected within E-DNA
refl ects a trend towards higher staff participation in service-related
engagement activity (particularly external) compared with the
other engagement categories captured. To assist staff in further
enhancing community service activity, the provision of Engaged
Service Leave was negotiated, granting staff members up to
7.25 hours per year (non-cumulative) to volunteer their time to a
registered charity.
A member of the Regional Universities Network (RUN), CQUniversity
contributed to the development of a proposal entitled ‘Regional
Universities Network contribution to regions and the nation – A
report on the social, cultural and environmental impact of the
Universities’. Subsequently sanctioned by Vice-Chancellors of the
RUN group, anticipated outcomes of the enacted proposal include a
robust framework for classifying and measuring the social, cultural
and environmental impact of regional universities in the Australian
context; detailed case studies that describe the nature and extent
of contribution across the range of university activities and outcome
areas; and a report of RUN’s performance against the framework. It is
envisaged that the outcomes of this investigation would also provide a
basis for further associated research into the future.
CQUniversity is supporting organisations like the Salaam Baalak Trust, which
is dedicated to the care and protection of street children in India.

CQUniversity ANNUAL REPORT 2012
ENGAGED ENTERPRISE
OUR AIM: CQUniversity will have a positive culture which supports people and capability, manages performance, and values the University’s s
staff, students, communities and industry partners. We are committed to high standards of governance and a continuing quest for quality. Our
financial, physical, management and information technology systems and infrastructure supports the University’s core business.
STUDENT OUTCOMES
ACCESS AND INCLUSION
COUNSELLING AND DISABILITY SERVICE
In 2012, the Disability Service received 192 registrations from
students who accessed the service 544 times for consultation.
Assistive services were provided to 128 students in examination
conditions and a further 18 students required participation assistance.
The Counselling Service provided support and assistance to
885 students. In addition to one-on-one support to students, the
Counselling team also provided a number of psycho-educational
programs to a total of 1011 students and 57 CQUniversity staff
members in 2012.
FINANCIAL ASSISTANCE
There were 61 student loans provided in 2012 totalling
$36 399.
35
REVIEW OF OUR ACTIVITIES
TABLE 6: SCHOLARSHIPS, FINANCIAL ASSISTANCE AND GRANTS
Scholarships, Awards
and Grants
Equity Technology Award (ETA)
Laptops
Brief Description
Number awarded
in 2012
Expenditure
$1250 per unit 50 $50 000
Equity Merit Scholarship (EMS) $2000 max per calendar year 362 $724 000
Indigenous Commonwealth Scholarship payments from $2377 (ICECS) and $2754 (ICAS) 49 $106 965
Scholarship
Indigenous Access Scholarship $4485 one-off payments 20 $89 700
(IAS)
Commonwealth Scholarships for Scholarship payments from $2377 (CECS) and $2754 (CAS) 226 $218 684
Continuing Recipients
Equity Compulsory Placement $100–$1500 170 $67 666
Initiative
CQUniversity Accommodation
Scholarship
Approx $9700 full board at CQUniversity student residences 32 new
19 continuing
$417 969
CQUni Cares Grants $500 towards compulsory residential school costs 9 $4430
CQUni Connect $250 CQUniversity bookshop vouchers 142 $35 500
START UNI NOW (SUN) PROGRAM
In 2012, 36 schools participated in the SUN program with 94 student
enrolments for the year. There are currently 120 SUN courses
available to students, including those from new programs added this
year: Law, Allied Health, Paramedic Science, Chiropractic Science and
Tourism.
WIDENING PARTICIPATION – PARTNERSHIPS
In 2012, Higher Education Participation and Partnerships Program
(HEPPP) funding enabled the widening participation initiative to
increase from eight programs in 2011 to 10 programs in 2012. A
majority of the programs were delivered through 54 sessions located
at school sites and across CQUniversity campuses.
The introduction of the Mobile Education Trailer in 2012 saw
the program reach 112 primary schools as far west as Birdsville,
Queensland. Overall, 6260 school students with low socio-economic
status across Central Queensland participated in widening
participation programs in 2012, compared to 1206 students in 2011.
MONITORING ACADEMIC PROGRESS (MAP)
In 2012, 709 MAP 1 interviews were conducted with students who
were making unsatisfactory academic progress and 166 action plans
and learning agreements were put in place.

36
REVIEW OF OUR ACTIVITIES
ALLY PROGRAM
In 2012, the student-led Ally Program was rolled out to CQUniversity
Bundaberg, Mackay, Noosa and Rockhampton. The program aimed to
create a supportive University culture for LGBTI students by raising
awareness and countering discriminatory attitudes and behaviours. A
total of 36 students attended a one-day training program.
EQUITY PROJECTS
In 2012, HEPPP funding was directed towards essential services and
projects to support low socio-economic status (LSES) students. HEPPP
funding also supported the implementation of learning and teaching
projects which aimed to embed inclusive practices and/or modify
teaching delivery and learning methods to better meet the needs of
students from LSES backgrounds. In 2012, a number of projects were
facilitated by HEPPP funding:
• The provision of Careers and Program Advisors on regional
campuses.
• The establishment of First-Year Experience Offi cers to enhance
orientation and transition practices at CQUniversity.
• A First-Year Distance Learning Facilitator was placed in the School
of Education with the dual role of supporting both students and
academic staff in the design and delivery of fi rst-year distance
education courses.
• The development and implementation of a multimedia engineering
resource in the School of Engineering and Built Environment to
support non-traditional learners who enter University with variable
skills and knowledge levels.
• The creation of Coordinator positions on regional campuses to
support and/or transition new students in the Bachelor of Nursing.
• The implementation of a computing assistance service (including
resources, workshops and individual assistance) to assist targeted
students who experience diffi culties with computing related
coursework and general computer skills.
• Improved integration of library and research skills support for
distance education students, with a focus on LSES, mature-aged
students based in the south-east corner of Queensland.
FIRST-YEAR EXPERIENCE
In 2012, there were 194 active student mentors across CQUniversity
campuses and distance education. For on-campus orientation sessions
in Term 1 and Term 2 there were 1336 and 183 students in attendance
respectively. In Term 2 2012, 215 students completed the core
materials in Orientation Online.
CAREERS
The 2012 Careers Fair hosted 43 local, national and international
employers who targeted students across a diverse range of disciplines.
Approximately 550 students attended the fair. Work-integrated
learning (WIL) placements were organised for nine students throughout
2012 and 782 students from 19 schools participated in the Career
Match Program.
STUDENT CENTRES INITIATIVES
CONVERSION PROJECT
During 2012, the Student Centres continued the conversion project.
Conversion occurs at different touch points from the point of contact
with a potential student through until completion of the academic Term.
The conversion approach is based on the principles of relationship
management coordinated through a customer relationship management
(CRM) system. The conversion project is supported by a Communications
Plan which involves targeted communications for students from the time
of offer through to enrolment (and beyond) for the Term. All commencing
undergraduate and postgraduate students were issued with a USB stick
that contained helpful information for commencement.
TERTIARY ADMISSION CENTRES
In 2012, CQUniversity Australia commenced working with the Victorian
Tertiary Admissions Centre (VTAC). The fi rst cohort of domestic
students will be admitted to CQUniversity Melbourne or via distance
education. CQUniversity Australia now admits domestic students
via three Tertiary Admission Centres: QTAC, the New South Wales
University Admission Centre (UAC) and VTAC.
STUDENT COMMUNICATION
Student Communications co-ordinated with other CQUniversity
departments over the course of 2012 to develop and implement
such initiatives as the commencing student welcome emails, fi rstyear
student communication, Student Services and Amenities Fee
feedback, and the Rockhampton campus reception drop-in sessions.
The CQUniversity website upgrade was a signifi cant project for 2012
and further development will continue over 2013. The functionality
of the Student Portal was utilised throughout 2012 with signifi cant
improvements made to document accessibility and version control.
During 2012, students continued to receive the Student Broadcast
email fortnightly as well as regular communication via the Student
Portal and student email accounts.
CQUNIVERSITY STUDENT RESIDENCES
In 2012, the Student Residences hosted the Fifth Annual Chancellor’s
Cup Sports Tournament. The success of this tournament in recent years
will see the event expand to include the regional campuses in 2013.
A strategic ‘Academic Excellence’ focus was established at the
Student Residences in 2012. The Join-In program, a major element of
this focus, is a new and innovative peer-led academic tutorial program
which had over 60 regular participants throughout the year.
The success of the 2011 Professorial Lecture in Rockhampton resulted
in both the Mackay and Rockhampton Student Residences hosting their
own Professorial Lecture in 2012. ‘What are the odds? Dealing with
uncertainty and risk,’ presented by Professor Kevin Tickle in Rockhampton;
and ‘Why my child cannot hear the dragonfly,’ presented by Professor
Jennelle Kyd in Mackay, were extremely well received by students, staff
and the community. During Term 2, the Mackay and Rockhampton Student
Residences celebrated the academic achievements of their students with
an Academic Awards presentation at each campus.
Overall student numbers increased in 2012 compared with 2011. Group
and individual guest accommodation slightly increased compared with
2011 fi gures.

CQUniversity ANNUAL REPORT 2012
STUDENT BUSINESS CENTRE
In 2012, the Examinations and Timetabling section of the Student
Business Centre (SBC) administered over 50 000 offi cial end-of-term
examinations across more than 190 exam centres worldwide. Some
of the exams administered in 2012 include those held for Australian
troops in Afghanistan and East Timor, and students in places from
Mongolia to Papua New Guinea to Niue.
The Student Fees and Records section of the SBC produced 4350
official transcripts and 2140 Australian Higher Education Graduation
Statements (AHEGS) on paper-stock bearing some new in-built security
controls. The team has also assessed and processed 550 requests for
removal of financial liability and withdrawal without academic penalty,
and followed up on a large number of outstanding Commonwealth
Assistance Forms (CAFs), thereby enabling the retention of students
who would otherwise need to have enrolments cancelled under the
terms of the Higher Education Support Act (2003).
COURSE INFORMATION CENTRE
Staff in the Course Information Centre dealt with over 15 000 requests
for assistance from enrolled students. Each request generated an
email conversation that was recorded and tracked for future reference,
building a picture of each student’s interaction with Program Advisors.
A total of 8675 credit transfers were processed, and over 4200
students were assessed as eligible to graduate.
CAMPUS RECEPTION
Campus Reception was opened in February 2012 and is now the point
of contact for all students on Rockhampton campus. Campus Reception
operates as a central point for visitors and enables both current and
prospective students to seek directions, guidance and advice from
friendly staff members.
CQUNIVERSITY ACCESS SCHEMES
In 2012, CQUniversity Access Schemes were implemented across
various Tertiary Admissions Centres. Receiving additional OP points or
tertiary selection ranks assists access and participation in higher
education from eligible applicants, especially those from underrepresented
backgrounds. The Regional Bonus Scheme, the
Educational Access Scheme and the School Bonus Scheme were
made available to domestic students applying for undergraduate
admission through QTAC, UAC and VTAC.
COMPLAINTS MANAGEMENT
In 2012, CQUniversity revised its Student Complaints Policy
and Procedures as a result of the Queensland Ombudsman
Review. CQUniversity is committed to a complaint-handling
process based on the principles of good decision-making,
visibility and access, responsiveness, assessment and action,
feedback and monitoring effectiveness.
Complaints are managed impartially, effectively, fairly and
economically. The Academic Registrar ensures that staff are
trained and informed of the complaint handling process and
that senior University offi cers are clearly directed to investigate,
resolve and record complaints in their Divisions and Directorates.
The Academic Registrar’s offi ce fi nalised 172 complaints
throughout 2012. These complaints were submitted through the
CRM system. Turnaround times are monitored and reported to the
Vice-Chancellor’s Advisory Committee (VCAC).
GRADUATION
The University conducted 16 graduation ceremonies throughout the year
at Brisbane, Bundaberg, Gladstone, Gold Coast, Mackay, Melbourne,
Noosa, Rockhampton, Singapore and Sydney. A total of 4830 graduates
were conferred with awards, including 11 Doctoral awards.
Thirteen graduates from the University’s wholly-owned registered
training organisation, HealthTrain, attended the 13 December 2012
Melbourne Graduation Ceremony. This was the University’s first
ceremony to include HealthTrain graduates.
37
REVIEW OF OUR ACTIVITIES
TABLE 7: HONORARY AWARDS CONFERRED IN 2012
Companion of the University
Honorary Doctor of the University
Honorary Master of Engineering
Honorary Doctor of Social Work
Honorary Doctor of Engineering
Emeritus Professor of the
University
Dr Denise Powell MBBS(Hons) Qld, GradCertHlthProfEd Monash, GradCertAppSc(BrstUltrasound) QUT,
GradDipHumNutr Deakin, GradDipFamMed Monash, FRACGP, FASBP
Ms Julie Boyd RN, GAICD, FAIM
Ms Judith Tatow BArts CQU
Mr Allan Ruming MAICD
Reverend Bill Crews AM, BElectEng UNSW
Mr Maxwell Davis PSM BEng(Mech) CIAE, MEng(Mech) VIC, RPEQ
Mr Glen Schumacher BEng(Mech) UTS, GradCertHRMgt USQ, MEng(PowerGen) Qld, MBusAdmin Deakin
Professor Mark Burton BSc(Hons), PhD UNE
Professor Ken Hawkins DipPE Melbourne, BArts Monash, MEd Minnesota, PhD Deakin, FAIM, FAICD
Professor Kevin Tickle CertEngGroundHydro UNSW, BSc, MScSt Qld, PhD Griffi th

38
REVIEW OF OUR ACTIVITIES
TABLE 8: GRADUATION CEREMONY GUEST SPEAKERS
Location
Guest Speaker
Rockhampton, 23 February Mr Graham Carpenter, GDM CIAE, MBA CQU, FCA, FAICD
Board Chairman, Stanwell Corporation Limited
Singapore, 10 March Professor Graham Pegg, BSc(Hons), PhD JCU
Deputy Vice-Chancellor, Higher Education Division, CQUniversity Australia
Bundaberg, 19 April Dr Denise Powell, MBBSHons Qld, GradCertAppSc QUT, GradCertHlthProfEd, GradDipFM, MFM Monash,
GradDipHumNutrition Deakin, CFP, FASBP, FRACGP
Principal, Millbank Medical Practice
Mackay, 27 April
Superintendent Graham Coleman, GradCertMgt, GradDipMgt CQU, APM
District Offi cer and Disaster District Coordinator, Mackay Police District
Brisbane, 8 May
Ms Jessica van Vonderen, BArts(Jour) USQ
Host of 7.30 Qld and State political reporter, ABC TV Queensland
Sydney, 9 May
Reverend Bill Crews, AM BElecEng UNSW, BTh UCUTC, JP
Minister, Exodus Foundation
Melbourne, 11 May Emeritus Professor Kwong Lee Dow AO, BEd, BSc(Hons), HonLLD Melbourne, HonDUniv Ballarat, HonDEd HKIEd
Emeritus Professor, University of Melbourne
Gladstone, 30 May Mr Paul Walmsley, AssDipStk&MeatInspect, CertAnimalHusb,GradCertRuralSysMgt Qld
Executive Regional Director, Gladstone with the Queensland Government
Noosa, 26 June
Mr David Turner, DipT JCU, BEd QUT, MBA SCU, MLMEd Newcastle, EdD CQU, FACLM
Principal, Bald Hills State School
Brisbane, 11 September Mr Max Davis, PSM BEng(Mech) CIAE, MEng(Mech) VIC, RPEQ
Director, Adhesion Associates
Sydney, 12 September Mr Phill Nosworthy
Head, Partnerships and Business Development, ChangeLabs
Melbourne, 14 September Associate Professor Jane Munro AM, BA(Hons) Sydney, MA, PhD Harvard
Head of College – International House, University of Melbourne
Rockhampton, 20 September Ms Patrice Brown, CertSugarChem Mackay TAFE, BApSc(Chem) UCQ, MEng(Civil) UNSW, GradDipBus,
CertEnvMaritimeMgt Lloyds, CEnvP, MAICD, MEIANZ
Director, CQG Consulting
Gold Coast, 10 December Ms Laura Daniels, BICT JCU/SCU
Manager Industry Engagement, Business Strategy and Engagement, CITEC
Sydney, 12 December Mr Alex Malley, DipEd Sydney, BCom, MCom NSW, FCPA
Chief Executive Offi cer, CPA Australia
Melbourne, 13 December Dr Noel Edge, BCom, MIS Qld, PhD Bond, FACS, MAICD, AIMM, FINSIA
Executive Director and Chief Executive Offi cer, Graduate Careers Australia

CQUniversity ANNUAL REPORT 2012
39
CQUNIVERSITY MEDALS
The University may award CQUniversity medals to students who have
achieved an exceptionally high level of performance in their studies in
certain programs. The recipient for 2012 was:
Mr Mitchell Lees
Bachelor of Engineering (Honours) (Coop) First Class
GPA of 6.971
FACULTY OF SCIENCES, ENGINEERING AND HEALTH
Ms Tanya Elstob
Bachelor of Biomedical Science
GPA 6.87
Mr Mitchell Lees
Bachelor of Engineering (Honours) (Coop) First Class
GPA 6.971
REVIEW OF OUR ACTIVITIES
FACULTY MEDALS
Faculty medals are awarded to the graduating students with the
highest academic achievement in a bachelor degree program in each
faculty. The recipients for 2012 were:
FACULTY OF ARTS, BUSINESS, INFORMATICS AND
EDUCATION
Mr Ross Crear
Bachelor of Music
GPA 6.875
Ms Samantha Fox
Bachelor of Accounting
GPA 6.916
Mr Paul Moore
Bachelor of Aviation Technology
GPA 6.958
Mr Peter Pledger
Bachelor of Engineering
GPA 6.846
STATISTICS
GROWTH INDICATION
CQUniversity has moved toward achieving the goal of greatness
by attracting new students to a broad selection of new and
previously available programs in 2012. The following charts
demonstrate some of the high growth areas within CQUniversity
and show the necessity for the decision to introduce programs in
the fi eld of Allied Health.
TABLE 9: NEW
PROGRAMS
OFFERED IN
2012
CB96 GD Rail Safety Management
CB95 M Rail Safety Management
CB87 B Speech Pathology (Hons)
CB86 B Podiatry (Hons)
CB81 B Public Health (Hons)
CB79 M Health Professional Education
CB77 B Science (Chiropractic)
CB71 M Accident Investigation
CB67 B Accident Forensics
CB66 B Health Science (Allied Health)
CB29 B Oral Health
0 10 20 30 40 50 60 70 80
Number of students
TABLE 10:
TOP 5
EXISTING
PROGRAMS –
INCREASE IN
STUDENTS
IN 2012
CQ23 B Nursing
CG98 B Laws
CG95 B Paramedic Science
CG91 B Medical Sonography and
GD Medical Sonography
CA01 B Business
0 50 100 150 200 250 300
Number of additional students in 2012

40
REVIEW OF OUR ACTIVITIES
TABLE 11: 2012 FULL-YEAR PRELIMINARY DATA
TOTAL STUDENT LOAD (EFTSL) BY FUNDING TYPE
Funding Type 2010 2011 2012
DEEWR Funded 5926.23 6291.90 6882.23
Australian Fee Paying 479.49 435.96 474.38
Overseas Fee Paying 6214.06 5348.17 4199.66
RTS 148.17 160.25 170.25
Grand Total 12 767.95 12 236.28 11 726.52
Note: Totals do not always match precisely the sum of values in the rows and
columns due to rounding.
(Source: Data is extracted from official files submitted to DEEWR, with the exception of
Term 3 2012 data, which was taken from the CQUniversity Data Warehouse after Census
date: 31 December 2012.)
TABLE 12: 2012 FULL-YEAR PRELIMINARY DATA
TOTAL STUDENT NUMBERS BY LEVEL OF PROGRAM
Level of Program 2010 2011 2012
Research
Doctorate by Research 263 282 311
Masters by Research 60 69 86
Total 323 351 397
Postgraduate
Doctorate by Coursework 3 1 1
Masters by Coursework 3708 2815 2391
Graduate Diploma/Postgraduate Diploma 1648 1462 1387
(pass or honours) – New
Graduate Diploma/Postgraduate Diploma 206 145 94
(pass or honours) – Extended
Graduate Certifi cate 422 464 537
Other Postgraduate 0 0 0
Total 5987 4887 4410
Undergraduate
Bachelors Honours 266 247 326
Bachelors Graduate Entry 0 0 0
Bachelors Pass 10 097 10 929 11 323
Advanced Diploma (AQF)/Diploma (pre AQF) 794 787 655
Associate Degree 71 76 111
Other Award Course 0 0 0
Total 11 228 12 039 12 415
Non-award
Cross Institutional – Postgraduate 131 135 89
Cross Institutional – Undergraduate 157 156 158
Enabling 1693 1697 1565
Non Award 284 168 216
Total 2265 2156 2028
Grand Total 19 803 19 433 19 250
(Source: Data is extracted from official fi les submitted to DEEWR, with the exception of
Term 3 2012 data, which was taken from the CQUniversity Data Warehouse after Census
date: 31 December 2012.)
Guests attending the annual CQUniversity
2012 Christmas Ball (L-R) Rebecca Cross (staff
member), Annie Gowdy (community guest) and
Samantha Fox (CQUniversity graduate).

CQUniversity ANNUAL REPORT 2012
41
TABLE 13: 2012 FULL-YEAR PRELIMINARY DATA
TOTAL DOMESTIC STUDENT LOAD (EFTSL) BY GENDER BY
LEVEL OF PROGRAM
Level of Program Female Male Total
Research
Doctorate by Research 88.00 107.08 195.08
Masters by Research 19.00 22.25 44.25
Total 107.00 129.33 239.33
Postgraduate
Doctorate by Coursework 0.00 0.50 0.50
Masters by Coursework 761.51 833.39 1594.91
Graduate Diploma/Postgraduate 351.15 344.51 695.66
Diploma (pass or honours) – New
Graduate Diploma/Postgraduate
Diploma (pass or honours) –
Extended
17.83 25.29 43.13
Graduate Certifi cate 48.25 117.17 165.42
Other Postgraduate 0.00 0.00 0.00
Total 1178.74 1320.86 2499.62
Undergraduate
Bachelors Honours 165.00 16.67 181.67
Bachelors Graduate Entry 0.00 0.00 0.00
Bachelors Pass 4727.25 2910.50 7637.75
Advanced Diploma (AQF)/Diploma 99.00 204.00 303.00
(pre-AQF)
Associate Degree 15.13 24.25 39.38
Other Award Course 0.00 0.00 0.00
Total 5006.38 3155.42 8161.80
Non Award
Cross Institutional: Postgraduate 5.79 8.63 14.42
Cross Institutional: Undergraduate 13.00 11.50 24.50
Non Award 21.21 22.67 43.88
Enabling 460.12 282.87 742.99
Total 500.12 293.33 825.80
Grand Total 6792.24 4898.94 11 726.25
Note: Totals do not always match precisely the sum of values in the rows and
columns due to rounding.
(Source: Data is extracted from official files submitted to DEEWR, with the exception of
Term 3 2012 data, which was taken from the CQUniversity Data Warehouse after Census
date: 31 December 2012.)
TABLE 14: 2012 FULL-YEAR PRELIMINARY DATA
INTERNATIONAL STUDENT NUMBERS BY CAMPUS
Campus 2010 2011 2012
Bundaberg 1 3 8
Emerald 0 0 0
Gladstone 0 1 3
Mackay 6 4 7
Rockhampton 178 192 174
Noosa Hub Delivery Site 0 0 0
Distance Education 195 164 302
Brisbane 1294 1165 987
Gold Coast 566 473 352
Melbourne 2341 1917 1424
Sydney 3405 3149 2431
Melior Education Group 68 126 91
Grand Total 8054 7194 5779
(Source: Program Campus Data is extracted from CQUniversity Data Warehouse as
this data is not available in DIISRTE files).
REVIEW OF OUR ACTIVITIES
Ancient sea creature
English PhD student Rachel Williams has travelled all the way to CQUniversity
Rockhampton to research one of the most ancient and iconic sea creatures,
the Pearly Nautilus. Rachel wants to help produce data to inform decisions on
whether the nautilus needs formal protection against harvesting.

42
REVIEW OF OUR ACTIVITIES
TABLE 15: 2012 FULL-YEAR PRELIMINARY DATA
TOTAL STUDENT LOAD (EFTSL) BY MODE AND TYPE OF ATTENDANCE
Domestic International Total Student Load (EFTSL)
2010 2011 2012 2010 2011 2012 2010 2011 2012
Internal
Full-time 1093.04 1094.17 1057.63 5614.01 4707.71 3626.99 6707.05 5801.87 4684.61
Part-time 142.46 135.71 141.50 398.55 467.76 283.13 541.01 603.46 424.63
Total 1235.50 1229.88 1199.13 6012.56 5175.47 3910.12 7248.06 6405.33 5109.25
External
Full-time 1731.48 1858.71 2249.77 18.33 13.63 9.88 1749.81 1872.34 2259.65
Part-time 1996.23 2093.36 2181.01 41.25 26.71 29.67 2037.48 2120.07 2210.67
Total 3727.71 3952.07 4430.78 59.58 40.34 39.54 3787.29 3992.41 4470.32
Multi Modal
Full-time 1425.46 1556.75 1773.29 131.46 117.63 238.63 1556.92 1674.38 2011.92
Part-time 165.21 149.42 123.67 10.46 14.75 11.38 175.67 164.17 135.04
Total 1590.67 1706.17 1896.96 141.92 132.38 250.00 1732.59 1838.55 2146.96
Grand Total 6553.88 6888.11 7526.86 6214.06 5348.17 4199.66 12 767.94 12 236.28 11 726.52
(Source: Data is extracted from official files submitted to DEEWR, with the exception of Term 3 2012 data, which was taken from the CQUniversity Data Warehouse after Census date: 31 December 2012.)
PEOPLE AND CULTURE
CQUniversity must attract, develop, reward and retain staff of the highest
quality and provide a working environment that enables them to maximise
their capacity to contribute to the achievement of the University’s mission.
The People and Culture Directorate has implemented actions and plans
to move the University forward in the areas of workplace health and
safety, employee and industrial relations, Indigenous employment,
equity, environmental sustainability, salaries, superannuation and
systems and professional development.
Increasing the capacity and ability of the Directorate to meet the
current and future needs of the organisation is the primary focus.
STAFF SATISFACTION SURVEY (VOICE)
In February 2010, the University conducted a staff satisfaction survey
called VOICE. This survey enabled CQUniversity to benchmark its
results across other participating universities in Australia. In 2011,
CQUniversity continued to improve by implementing actions resulting
from the original survey recommendations. A temperature check of
key areas of the survey during 2011 indicated that the University was
continuing to improve in the areas of leadership, organisational direction,
communication, engagement and processes. A further VOICE Survey was
conducted during 2012. The results showed improvements in the areas
of organisational commitment, job satisfaction, mission and values, and
role clarity. Focus groups were arranged for the areas in the survey which
were identified as critical to the success of the University. Changes to
processes and delivery of services resulted from these sessions and the
University continues to expend efforts on improvements in these areas.
STAFF DEVELOPMENT
CQUniversity continues its emphasis on the professional development
of staff with a large number of conferences and development activities
conducted during 2012. Leading on from the success of 2011, the
University held its second annual Professional Staff Conference. This
year’s conference was expanded to staff from Levels 2–9 from all
areas of the University to discuss their experiences and learn from
others. The Senior Leadership Conference brought together more than
80 senior managers to discuss leadership development, strategic
initiatives and the future direction of CQUniversity with the theme
‘From Strong to Great’. Additionally, the Research and Learning and
Teaching Showcases provided insight and inspiration to academic and
professional staff alike.
The Leading to Greatness Program was carried on from 2012, providing
further leadership development opportunities for all levels of the
organisation. Focusing on fi ve elements – Core, Emerging, Success,
Performance and Executive Leadership – the program saw more than
186 staff participate in specifi c development activities. All sessions
were well attended.
The Professional Development Calendar provided many opportunities
for staff to continue to develop their expertise in all manner of areas
and will continue to do so in 2013.

CQUniversity ANNUAL REPORT 2012
INDIGENOUS EMPLOYMENT
CQUniversity continues to highlight the importance of Indigenous
employment issues both within and external to the University.
The Aboriginal and Torres Strait Islander Employment and Career
Development Strategy continues to be a high priority. The Offi ce of
Indigenous Engagement provided valuable mentoring to the People and
Culture Directorate in its efforts to increase the number of Aboriginal
and Torres Strait Islander employees at CQUniversity and both areas
are working towards the future.
WORKFORCE PLANNING, ATTRACTION AND
RETENTION
The Workforce Planning Framework was incorporated into the
operational planning cycle during 2012 to ensure the capability and
capacity of CQUniversity’s workforce continued to be enhanced
and available to meet the upcoming needs of the organisation. The
Workforce Planning Strategy was reviewed and updated including
action items to ensure the right people, in the right place, with the
right skills at the right time. More action items were commenced with
a focus on improving retention and career progression opportunities,
enhancing development activities to strengthen management and
leadership capability, and to increase the capacity of the organisation
through an appropriately engaged workforce.
Emphasis on the Performance Management Framework – Performance
Review and Professional Development (PRPD) – continued in 2012 with
the introduction of a 360 degree feedback process for senior managers.
The University has a very effective staff consultation mechanism
through the Joint Consultative Committee which has membership from
management, unions and staff. It meets bi-monthly and discusses all
areas of industrial and employee relations matters.
SAFETY AND ENVIRONMENT
Following on from the implementation of the Safety Health Environment
Workcover Sustainability (SHEWS) system in 2011, the Safety and
Environment team implemented a number of improved processes to
reduce high risk operations. Improvements implemented included
upgrades to contractor management, asbestos management, driver
safety, hazardous substance management, dive and boating safety,
working from home and event management procedures and processes.
Over 200 staff attended awareness sessions regarding the new
harmonised Work Health and Safety Act.
The Engineering/Safety and Environment Collaborative Project
involving a revamp of safety operations in the laboratories continues.
This work includes a new Safety Management System and over 80
new risk assessments completed on lab operations bringing them into
line with the new legislation.
Earth Hour was a success in March with all campuses participating in
this great initiative to raise awareness for environmental sustainability.
ENTERPRISE AGREEMENT NEGOTIATIONS
Enterprise Bargaining commenced in June 2012, with all parties
working together to ensure working conditions and staff benefi ts
were both attractive and met the needs of the University. It is
expected that the agreement will be approved by Fair Work
Australia in early 2013.
OTHER MAJOR ACHIEVEMENTS FOR 2012
The University Rehabilitation Program continues to be
proactive in managing both work and non-work-related injuries
and illness. The fi nancial year ending 2012 resulted in a further
reduction in our WorkCover Premium against the previous year.
INITIATIVES FOR WOMEN
Provisions in the Enterprise Agreement provide fl exibility to
ensure opportunities for women at CQUniversity including 26
weeks’ paid maternity leave, the option of an additional 5.4
weeks annual leave per year (fl exible work year scheme 48/52),
annualised hours, fl exi-time, job share, and part-time work.
Professional development opportunities are open to all employees
and women are encouraged to participate.
The Senior Women’s Breakfast continued this year with a group
of senior female staff meeting on a monthly basis to listen to
prominent female guest speakers and network over breakfast. All
proceeds from each breakfast are donated to a local charity.
OUTSIDE STUDIES PROGRAM (OSPRO)
There were six applications for OSPRO in 2012 for the 2013 university
year. Five applications were supported and approved and one
application is pending a decision.
VOLUNTARY EARLY RETIREMENT,
REDUNDANCY AND SEPARATION
No offers for voluntary early retirement were made in 2012.
In 2012, four occupied positions were made redundant and 28
employees accepted voluntary separations, with the total money
value of severance benefi ts available within the University’s Financial
Statements (2012 Annual Report Volume 2).
CARER’S RECOGNITION STATEMENT
CQUniversity supports the Queensland Carers Charter as detailed in
the Carers (Recognition) Act 2008, through the fl exible work practices
and remote access facilities available to our staff. The University
ensures staff are provided with relevant information and support
as required. Our policies are regularly reviewed and if changes are
initiated they are disseminated to all staff for their information.
CQUniversity also provides access to an Employee Assistance Program
for all staff and their immediate families. This service includes access
to free counselling sessions via face-to-face meetings, or by email
and telephone. All staff with both work and non-work-related injuries
or conditions are provided with support and assistance via the People
and Culture Directorate.
43
REVIEW OF OUR ACTIVITIES

44
REVIEW OF OUR ACTIVITIES
TABLE 16: STAFF PROFILE SHOWING EMPLOYMENT
CLASSIFICATION AND STATUS FEMALE MALE TOTAL FTE
FTE Percentage FTE Percentage
ACADEMIC Contract Academic Level A 3.65 78.49% 1 21.51% 4.65
Academic Level B 9.78 66.17% 5 33.83% 14.78
Academic Level C 2 28.17% 5.1 71.83% 7.1
Academic Level D 2 40.00% 3 60.00% 5
Academic Level E 3 31.09% 6.65 68.91% 9.65
Academic Salary Package 4 27.59% 10.5 72.41% 14.5
Classification Total 24.43 31.25 55.68
Continuing Academic Level A 16.8 75.68% 5.4 24.32% 22.2
Academic Level B 69.29 61.16% 44 38.84% 113.29
Academic Level C 41.9 42.11% 57.6 57.89% 99.5
Academic Level D 16 42.11% 22 57.89% 38
Academic Level E 4 22.47% 13.8 77.53% 17.8
Academic Salary Package 1 0.00% 0.5 0.00% 1.5
Classification Total 148.99 143.30 292.29
Contract Status Total 173.42 174.55 347.97
PROFESSIONAL Contract HEW Level 2 2 83.33% 0.4 16.67% 2.4
HEW Level 3 4 100.00% 0 0.00% 4
HEW Level 4 18.1 73.28% 6.6 26.72% 24.7
HEW Level 5 12.09 87.04% 1.8 12.96% 13.89
HEW Level 6 13.41 74.46% 4.6 25.54% 18.01
HEW Level 7 11.52 76.70% 3.5 23.30% 15.02
HEW Level 8 4.2 41.18% 6 58.82% 10.2
HEW Level 9 3.1 43.66% 4 56.34% 7.1
Classification Total 68.42 26.90 95.32
Continuing HEW Level 2 3.83 74.22% 1.33 25.78% 5.16
HEW Level 3 8.31 29.42% 19.94 70.58% 28.25
HEW Level 4 75.57 88.31% 10 11.69% 85.57
HEW Level 5 93.69 83.14% 19 16.86% 112.69
HEW Level 6 61.12 63.72% 34.8 36.28% 95.92
HEW Level 7 56.9 71.13% 23.1 28.88% 80
HEW Level 8 33.35 55.33% 26.92 44.67% 60.27
HEW Level 9 13.98 54.87% 11.5 45.13% 25.48
Classification Total 346.75 146.59 493.34
Contract Status Total 415.17 173.49 588.66
OTHER Contract Management 25.86 49.22% 26.68 50.78% 52.54
Classification Total 25.86 26.68 52.54
Continuing Management 2 66.67% 1 33.33% 3
Classification Total 2 1 3
Contract Status Total 27.86 27.68 55.54
RESEARCH Contract Principal Research Fellow 0.6 18.75% 2.6 81.25% 3.2
Research Fellow 2.9 34.52% 5.5 65.48% 8.4
Research Officer 8.1 47.93% 8.8 52.07% 16.9
Research Worker Level 4 0.69 100.00% 0 0.00% 0.69
Research Worker Level 5 2.16 35.06% 4 64.94% 6.16
Research Worker Level 6 2 100.00% 0 0.00% 2
Research Worker Level 7 1 50.00% 1 50.00% 2
Senior Research Fellow 4 44.44% 5 55.56% 9
Senior Research Officer Grade 1 4 40.82% 5.8 59.18% 9.8
Classification Total 25.45 32.70 58.15
Continuing Research Officer 0.8 44.44% 1 55.56% 1.8
Research Worker Level 5 0.6 100.00% 0 0.00% 0.6
Research Worker Level 6 1 100.00% 0 0.00% 1
Senior Research Fellow 0 0.00% 2 100.00% 2
Senior Research Officer Grade 1 1 33.33% 2 66.67% 3
Classification Total 3.40 5.00 8.40
Contract Status Total 28.85 37.7 66.55
REPORT TOTAL 645.30 413.42 1 058.72
Date provided represents the CQUniversity staff profile as at 31 December 2012.
It does not reflect staff of any joint ventures or controlled entities.

CQUniversity ANNUAL REPORT 2012
45
STAFF AWARDS
VICE-CHANCELLOR’S AWARD FOR GOOD
PRACTICE IN LEARNING AND TEACHING
Recognise staff who have demonstrated a positive impact on student
outcomes within their School, as a result of their learning and
teaching practice.
VICE-CHANCELLOR’S STUDENT VOICE AWARD
FOR ON-CAMPUS EDUCATOR OF THE YEAR 2012
Mr Darrin Cournoyea, School of Medical and Applied
Sciences representing the team delivering MEDS12004
Sonographic Skills Development 1. OSS = 4.8.
REVIEW OF OUR ACTIVITIES
$1000 per winner along with a certifi cate.
Professor Kerry Reid-Searl, School of Nursing and Midwifery.
Kerry received this award for her commitment to good learning and
teaching practice.
Dr William Guo, School of Engineering and Technology.
William received this award for his commitment to the student
learning journey.
VICE-CHANCELLOR’S AWARD FOR
EXCELLENCE IN LEARNING AND TEACHING
Recognise staff who demonstrate that they have made an excellent
contribution to student learning outcomes through their learning and
teaching practice across the University.
$2500 per winner, certifi cate and memento.
Dr Santoso Wibowo, CQUniversity Melbourne.
Santoso received this award in the category ‘Approaches to the
support of learning and teaching that infl uence, motivate and inspire
students to learn’ for developing effective and innovative approaches
to cater to students’ needs in achieving a successful learning outcome.
Dr Leo Duivenvoorden, School of Medical and Applied Sciences.
Leo received this award in the category ‘Approaches to the support
of learning and teaching that infl uence, motivate and inspire students
to learn’ for the development of an engaging and supportive learning
environment that facilitates and inspires student learning in the
science and nursing areas.
VICE-CHANCELLOR’S STUDENT VOICE
AWARDS (ON-CAMPUS/DISTANCE
EDUCATOR OF THE YEAR)
Recognise the course coordinator whose course meets the following
eligibility criteria along with achieving the highest Overall Satisfaction
Score (OSS) within the course evaluation data for the relevant
timeframe (courses delivered over Term 3 of the previous year or
Term 1 or Term 2 of the current year):
• 10+ responses from the relevant student cohort (on-campus or
distance)
• 50%+ response rate
• 4.5+ OSS in the course evaluation data.
$2500 per winner, along with a certificate and memento which are
presented to the course coordinator as representative of the teaching team.
VICE-CHANCELLOR’S STUDENT VOICE AWARD
FOR DISTANCE EDUCATOR OF THE YEAR 2012
Dr Kumari Fernando, School of Human, Health and
Social Sciences representing the team delivering course
PSYC20034 Professional Practice of Cognitive Therapies. OSS
= 4.8.
AWARDS FOR EXCELLENCE IN
ENGAGEMENT (OPAL) AWARDS
These awards recognise and encourage outstanding engagement
by CQUniversity staff, students and communities. The specifi c
categories for these awards are Engaged Service, Engaged
Learning and Teaching, and Engaged Research and Innovation.
$2500 per winner/team, certifi cate, an opal pin and citation on the
CQUniversity UniNews website.
ENGAGED RESEARCH AND INNOVATION
‘10,000’ Steps – Dr Mitch Duncan, Dr Corneel Vandelotte,
Ms Anetta Van Itallie, Mrs Kelly Corry, Ms Cindy Hooker,
Ms Stephanie Hall and Mr Luke Fallon.
The 10,000 Steps project is a freely accessible physical activity
promotion project that aims to increase the physical activity levels
of Australians. The program, now in its 11th year, has reached over
200 000 members and has recorded more than 100 billion steps.
Continued engagement with the community is achieved by conducting
research to inform project practice, as well as being involved with
many community groups. The project receives ongoing funding from
Queensland Health to expand its reach at a state and national level.
ENGAGED SERVICE
‘Earth Day’ – Cr Gai Sypher and Miss Jessie Phelan.
Earth Day was celebrated in Emerald between 17–19 May. The purpose
of the event was to raise environmental awareness and educate
the community about ways it can contribute to a more sustainable
environment. Special guests included ABC Radio’s Gardening Talkback
host Tom Wyatt and gardener/environmentalist Don Burke from Burke’s
Backyard. The success of Earth Day has also been recognised by the
Central Highlands Development Corporation where CQUniversity
Emerald was announced as Business of the Month.

46
REVIEW OF OUR ACTIVITIES
ENGAGED SERVICE-LEARNING (STUDENT)
‘Clinical Handover at the Bedside – Rehab Unit’ – Ms Patricia Callow.
This project identifi ed gaps in the current clinical handover process
and carried out a quality activity to improve processes. The intent of
this program was to minimise preventable harm to patients that can be
caused by communication breakdown between health care providers
throughout the health care setting.
‘CQUniversity’s Nepal Nursing and Midwifery Experience 2011’ –
Ms Sherrie Lee and 17 Nursing/Midwifery students.
In November 2011, second- and third-year Nursing and Midwifery
students and lecturers travelled to Nepal, fundraising to provide its
communities with money, health/nursing equipment, clothing and toys.
The aim of the overseas project was to enhance cultural competence,
communication skills and make a difference to the lives of the less
fortunate. Students also had the opportunity to work with Nepali doctors
and nurses, assessing and helping to treat diseases and infections.
VICE-CHANCELLOR’S AWARD FOR
OUTSTANDING RESEARCHERS
These awards recognise outstanding researchers who have made a
significant contribution to enhancing and supporting research activities
at CQUniversity, and is intended to reward the achievement of research
outcomes by researchers and to recognise the important role research
leadership plays in the research culture at CQUniversity.
EXCELLENCE IN RESEARCH
$5000 per winner, certifi cate and trophy.
Professor Brenda Happell – Institute for Health and Social
Science Research.
Brenda has a strong record of accomplishment in research in the
area of mental health nursing and is recognised nationally and
internationally for her contribution to the fi eld. Her areas of specifi c
interest include the physical health of people experiencing mental
illness; consumer participation in mental health services; and mental
health nursing education.
MID-CAREER RESEARCH
$5000 per winner, certifi cate and trophy.
Dr Surya Bhattarai – Institute for Resource Industries and
Sustainability/Centre for Plant and Water Science.
Research and development of irrigated agriculture is becoming more
relevant under the scenario of global climate change in Australia and
overseas. Surya, with his multidisciplinary team, is working actively
in this highly challenging and rewarding research field, which is
extremely relevant to Australian agriculture in general and Central
Queensland agriculture in particular, as this region plays a significant
role in agriculture production, marketing and generation of employment
opportunities.
EARLY-CAREER RESEARCH
$5000 per winner, certifi cate and trophy.
Dr Alison Jones – Institute for Resource Industries and
Sustainability/Centre for Environmental Management.
Alison’s research contributes to assisting reef management including
predictions of reef resilience, identifying the conservation value of
reefs and predicting the adaptive capacity of reef-building corals.
Her research is focused on the southern Great Barrier Reef. Alison’s
mission is to grow marine research capacity in the Central Queensland
region and to have CQUniversity recognised as a leading research
institution in reef regeneration by strengthening links with national
and international research partners and industry to provide real-life
solutions to the threats facing the reef.
VICE-CHANCELLOR’S AWARDS FOR
EXCELLENCE TO PROFESSIONAL STAFF
(EXCEL) AWARDS
The following professional staff received the Vice-Chancellor’s Excel
Award in recognition of outstanding contributions to the University.
$2500 development grant, citation and certifi cate.
Mr Reg Budarick, Groundsperson, Facilities Management
Directorate.
Reg is a professional staff member who embodies the values of
CQUniversity. As a groundsman responsible for the buildings and
gardens surrounding Building 65 at the Rockhampton campus, Reg
maintains a professional attitude and continually strives to deliver to
the best of his abilities. He is friendly, works well either on his own or
within the team and is well known and liked by all who work with him.
Reg takes great pride in maintaining this area to a very high standard.
Mr Ray Kearney, Technical Services Manager, School of
Engineering and Technology.
For 18 months, Ray put his heart and soul into the engineering
refurbishment project for Buildings 28 and 29 at CQUniversity’s
Rockhampton campus to ensure that the best outcomes would be
achieved for the University, its students and staff.
Ray was integral to the success of the refurbishing project and was
involved in almost every facet of the project, giving his attention to
even the minutest detail. The project required an awareness of the
needs of students, academic staff, technical staff and the professional
community. Ray’s exceptional ability to work co-operatively with all
of these groups made him essential to the success of the project.
Ray consistently demonstrates excellence both at the strategic and
operational level through hard work and dedication, coupled with a
depth of knowledge and initiative to take the School of Engineering
and Technology forward.

CQUniversity ANNUAL REPORT 2012
EXCEL COMMENDATION AWARDS
Certificate and memento.
Ms Robyn Bailey, Coordinator International Student Support,
Academic Registrar Directorate
Mr Graeme Boyle, Manager Projects, Infrastructure and
Logistics, Higher Education Division
Miss Christine Hanley, Manager Population Research Lab,
Research Office/Institute for Health and Social Science
Research
Ms Yvonne Holbeck, Research/Administration Officer, Institute
for Health and Social Science Research
Miss Keri Wilson, Facilities Support Supervisor, Facilities
Management Directorate
Ms Therese O’Donnell, Executive Assistant, Academic Learning
Services Unit
Ms Michele Palu, Student Counsellor and Disability Officer
(Bundaberg), Academic Registrar Directorate
Ms Mary McLeod, Academic Registrar Directorate
THE NOOSA ADMINISTRATION TEAM:
Mrs Denise Beckinsale, Administration Officer, School of
Education and the Arts
Mrs Tanya Burgess, Administration Officer, School of Nursing
and Midwifery
Ms Jacqui Duggan, Administration Officer (Placements and
School Support), School of Education and the Arts
Mrs Jan Tarling, Administration Officer (Placements and School
Support), School of Education and the Arts
Ms Robyn Tobin, School of Human, Health and Social Sciences
STAFF SERVICE AWARDS
The Vice-Chancellor and President presented service certifi cates
and badges to the following staff who completed 35, 25, 15 and
10 years of service:
35 YEARS SERVICE
Ms Kathy Ramm
Mr Ron Wallis
25 YEARS SERVICE
Mr Peter Cherry
Ms Jane Cleal
Mr Raymond Kearney
Dr Jo-Anne Luck
Ms Leslie Molloy
Mr David Murray
15 YEARS SERVICE
Dr William John Aspden
Mrs Jennifer Barnes
Ms Reegan Bickey
Ms Libbie Blanchard
Mr James Callan
Ms Jillianne Campbell
Mr Stephen Chadwick
Mr Ian Crane
Associate Professor Yehoah
Gyasi-Agyei
Ms Maureen Hill
Mrs Faith Jones
Ms Tracey Kennedy
Ms Dianne Lancaster
Mrs Dalyce McKay
Dr Teresa Moore
Ms Lois Pinkney
Associate Professor Peter
Reaburn
Mrs Bridgette Saplos
Mr Dennis Simon
Ms Leesa Tarlington
Dr Judith Wake
Dr Monir Zaman
10 YEARS SERVICE
Mrs Nadine Adams
Dr Angelina Ambrosetti
Ms Jennifer Banks
Mr Geoff Black
Mrs Tracy Buchanan
Ms Karen Chapman
Ms Kelly Corry
Mrs Priscilla Crighton
Mrs Denise Davidson
Miss Kendell Davies
Miss Melissa Dobbs
Dr Mitch Duncan
Mrs Louise Edwards
Ms Lyn Ellerton
Mrs Susan Ferguson
Ms Lynette Forbes-Smith
Ms Deanna Gardner
Mr Nathan Green
Dr Ashley Holmes
Mr Kenneth Howah
Mrs Carol Keong
Mr Mark Kerley
Mr Pete Lawrence
Ms Jan lewis
Dr Dujuan Li
Dr Michael Minmei Li
Mrs Leesa Lynch
Ms Jo Miller
Ms Bridgette Muller
Mr Viv Murphy
Ms Heather Nancarrow
Mrs Sam Paterson
Mr Steve Price
Associate Professor
Mohammad Rasul
Mrs Jennifer Sharp
Mr Aaron Slater
Mr Jay Somasundaram
Ms Jennifer Taylor
Mr Daniel Teghe
Ms Julianne Weekers
Ms Jenny Weise
Dr Kevin Wormington
47
REVIEW OF OUR ACTIVITIES

48
Our Corporate
Governance
‘CQUNIVERSITY
COUNCIL
MEMBERS HAVE
A DUTY TO
ACT HONESTLY
AND WITH
INTEGRITY’.

CQUniversity ANNUAL REPORT 2012
CENTRAL QUEENSLAND UNIVERSITY COUNCIL
PROFILE
The Council is the governing body of the University, as set out in the
Central Queensland University Act 1998. The University Council is
responsible for managing and controlling the University’s affairs, property
and finances. The Council must act in the manner that is most likely to
promote the University’s interests and has the full power and authority
to appoint and dismiss officers and employees of the University. It acts
in all matters to advance the interests and aspirations of the University.
Membership of the Council is set out in ss.12–16 of the Act. The current
Council was constituted on 27 May 2010.
ELECTED MEMBERS
Dr John Fitzsimmons, BArts(Hons), GradCertOnlineLearning ECU,
PhD Adel
Ms Jan Davis, BBus(Acct) CQU, CIA, CCSA, MIIA (Aust)
Ms Caryl Turpin, BLearnMgt(EC) CQU
SECRETARY TO COUNCIL
University Secretary
49
OUR CORPORATE GOVERNANCE
Council members have a duty to act honestly and with integrity;
to exercise due care, skill and diligence in their duties; to make
appropriately informed decisions; and to act at all times in the interests
of the University.
COUNCIL MEMBERS
CHANCELLOR (CHAIR)
Mr Rennie Fritschy, BEng(Chem) Sydney, BEc WAust, FIEAust, FAICD
VICE-CHANCELLOR AND PRESIDENT
Professor Scott Bowman, TDCR, DCR, HDCR CollRadiog, FAETC
City&Guilds, MArts GuildHall, MBusAdmin USC, PhD OpenUK, FAIM
PRESIDENT OF ACADEMIC BOARD
Professor Bronwyn Fredericks, DipTeach(Sec) BCAE, BEd, MEd QUT,
MEdStudies UTas, PhD CQU
MEMBERS APPOINTED BY THE
GOVERNOR-IN-COUNCIL
Mr John Anderson, AssocDipCivEng DDIAE, BArts USQ, GradCertSocSc
Qld, MAICD
Ms Sandra Collins, BEng(Mining) Qld, MBusAdmin Pennsylvania
Dr Robyn Minchinton, BAppSc(MLS) RMIT, GradDipScComm CQU, PhD
London
Mr Charles Ware, BA, LLB(Hons) Qld, MBus(PubMgt), LLM, QUT, FAICD
Vacant
Ms Jenny Roberts, BBusAdmin CQU, GAICD
MINUTES SECRETARY
Ms Chris Galinovic
TABLE 17: COUNCIL MEETING ATTENDANCE
Member
Number of
meetings
attended
Total possible
meetings
Mr John Anderson 5 7
Professor Scott Bowman 7 7
Mr Graham Carpenter 5 5
Ms Sandra Collins 7 7
Mr Peter Corones AM 6 7
Ms Jan Davis 7 7
Dr John Fitzsimmons 7 7
Mr Rennie Fritschy 7 7
Professor Bronwyn Fredericks 3 4
Mr Tim Griffi n OAM 7 7
Dr Robyn Minchinton 7 7
Ms Narelle Pearse 5 7
Ms Caryl Turpin 6 7
Mr Charles Ware 7 7
Professor Jennelle Kyd 2 3
Ms Marni McGrath 1 2
Council meetings in 2012 were held on 5 March, 1 May, 25 June, 20
August, 15 October, 19 November and 3 December.
ADDITIONAL MEMBERS APPOINTED BY COUNCIL
Ms Narelle Pearse, BComm JCU, GradDipPsych CQU, MBusAdmin,
MComm QUT, CA, ICAA
Mr Peter Corones AM
Mr Tim Griffi n OAM, BEng(Civil), MBusAdmin CQU, FAICD, FCILT (UK)
Mr Graham Carpenter, GradDipMgt CIAE, MBusAdmin CQU, FICAA, FAICD

50
OUR CORPORATE GOVERNANCE
COUNCIL MEMBERS’ PROFESSIONAL
DEVELOPMENT
Professional development for Council members is a key strategy
of Council’s continuous improvement processes. Professional
development is provided to Council members in the form of regular ‘in
house’ briefings on key issues prior to each Council meeting and focus
item discussions during Council meetings, as well as the opportunity to
attend sector-wide conferences and other events.
At its meeting on 28 November 2011, Council endorsed a proposal
to increase the budget allocation to $2000 per year for each Council
member to expend on professional development activities (as approved
by the Chancellor) and for the development of an annual Professional
Development Plan.
During 2012, Council members received briefi ngs on faculty plans,
strategic directions and key activities; Tertiary Education Quality
Standards Agency (TEQSA) requirements and the new higher
education regulatory environment; alumni relations developments,
including fundraising activities and donor sponsorships; the
University’s fi nancial performance; the future direction for
CQUniversity Noosa, Rockhampton and Melbourne, and a tour of
the facilities of the Noosa and Melbourne campuses; the Distance
Education Enhancement Project; the University’s Indigenous
Engagement Strategy; our student profi le, enrolment trends, and
attrition and retention issues; key issues regarding IT provision, future
plans and IT governance processes; a tailored governance update
by the Australian Institute of Company Directors on the latest key
governance issues; and an overview of the corporate and operational
plans for the University’s key activities in 2013.
In addition a Planning and Strategy session was held mid-year which
sought Council members’ input on the key issues for the University
for 2012 and beyond. The outcomes of this session were fed into
the development of the University’s 2013 Strategic Plan. Four
Council members attended the University’s annual Senior Leadership
Conference to gain a broader understanding of the key issues
facing University management. Six Council members attended the
National Conference on University Governance, a biennial conference
organised by the University Chancellors’ Council which focuses on the
characteristics of high performing Councils, best practice, strategy and
Council functions. One member of Council attended the National Higher
Education Summit, with topics relevant to the University’s aspirations,
renewal program and strategic objectives.
COUNCIL MEMBERS’ REMUNERATION
CQUniversity committee members, including CQUniversity Council
members, are not remunerated; however the University pays for all
costs relating to member attendance at Council meetings. The total
sum expended on travel, accommodation and meals for Council
members in 2012 was $77 369.
Thirteen graduates from HealthTrain's Diploma of Enrolled Nursing program were among the first cohort of students to be presented with their graduation
certificates since the registered training organisation became part of CQUniversity.

CQUniversity ANNUAL REPORT 2012
51
CENTRAL QUEENSLAND UNIVERSITY COUNCIL MEMBERS’ DETAILS
AS AT 31 DECEMBER 2012
MR RENNIE FRITSCHY
Rennie’s background is in mineral processing, petrochemicals and textiles. He has been a member of Council since 1996 and
Chancellor since 2004. During this time he has used his expertise in strategy development and implementation; accounting
and financial matters, risk management stratagems, and high-level governance expertise to ensure the Council performs in
accordance with its responsibilities.
OUR CORPORATE GOVERNANCE
PROFESSOR SCOTT BOWMAN
In his role as Vice-Chancellor and President Scott drives the strategic planning, fi nancial and external affairs of the
University across its network of campus and teaching locations in Australia. He is the force behind CQUniversity’s
Renewal Plan and is committed to building a strong regional university. Scott’s background is in the fi elds of radiography
and imaging.
PROFESSOR BRONWYN FREDERICKS
Bronwyn is the President of Academic Board, and leads the work undertaken by the University’s Office of Indigenous
Engagement through her roles as Pro Vice-Chancellor (Indigenous Engagement) and BMA Chair in Indigenous Engagement. She
holds numerous qualifications in education and health and is a recipient of several highly competitive awards. She has worked
at universities in Australia and New Zealand, and in the health care and human service sector for State and Commonwealth
governments, non-government organisations and community-based health and human service organisations.
MR JOHN ANDERSON
John’s broad experience in developing innovative and creative partnerships across the corporate, small business and community
sectors, as well as with all levels of government enables him to provide high-level strategic policy and operational advice over a
range of issues. He has a special interest in issues around native title, land interests, cultural heritage and natural resource policy
and programs.
MS SANDRA COLLINS
Sandra is a qualified mining engineer and the recipient of a Harkness Fellowship (USA). In 2009 Sandra was recognised as ‘Mine
Manager of the Year’ and also received an award for the ‘Most Outstanding Contribution to Mining’. She has experience in corporate
finance and as an organisational development consultant.
DR ROBYN MINCHINTON
Robyn is a medical scientist specialising in haematology; her career has spanned 40 years in the public health sector in diagnostics
and research in hospitals, the Red Cross Blood Service and higher education. She is experienced in executive and laboratory
management and accreditation. Robyn is passionate about lifelong learning, innovation and science communication.
MR CHARLES WARE
With 30 years of experience as a lawyer in private practice, Charles brings a broad range of directorship experience to the Council in
his role as Deputy Chancellor. He has extensive experience in the leadership, oversight and operation of large, complex public sector
agencies and government-owned corporations.

52
OUR CORPORATE GOVERNANCE
MS NARELLE PEARSE
Narelle is the Chief Executive Offi cer of the Mackay Whitsunday Regional Economic Development Corporation. She is a wellcredentialed
negotiator with a commitment to working collaboratively to manage the impact of economic development on key
industries in the region. In 2008 she participated in Australia’s 2020 summit as part of the Future Direction of the Australian
Economy stream.
MR PETER CORONES AM
Peter is an experienced businessman who has spent many years in local government roles, including serving as Mayor of
Gladstone City for 14 years. He has a wealth of experience and knowledge in industrial development, tourism, education and
training and environmental responsibility. Peter was the Director of the Committee that formed Gladstone Area Promotion and
Development Limited.
MR TIM GRIFFIN OAM
Tim is a qualifi ed engineer with a background that includes utility infrastructure management, performance
assessment and capital sustainability. In 2007 Tim was awarded the Order of Australia (OAM) for his services to
engineering and to the Association that represents the interests of over 42 000 professional engineers, scientists and
managers in Australia (APESMA).
MR GRAHAM CARPENTER
Graham is a chartered accountant and former partner of BDO, a firm for which he continues to provide consulting services. He is
a board member and also chairs a number of audit / compliance / risk committees within Queensland government departments
and for local government entities. Graham’s other past experience includes senior positions with Queensland and Victorian
Treasuries and as Northern Territory Auditor-General. He brings financial management, audit and risk expertise as well as
experience with corporate governance.
DR JOHN FITZSIMMONS
John is the elected Academic Staff representative on Council. He is a senior lecturer at CQUniversity and teaches in literary
and cultural studies in the School of Education and the Arts. John’s academic expertise is in online learning, postmodern fiction
and narrative theory. He is the CQUniversity Branch President of the National Tertiary Education Union.
MS JAN DAVIS
Jan is the elected Professional Staff representative on Council. She is a senior internal auditor and holds a Bachelor of
Business (Accounting) from CQUniversity. Jan’s position requires her to review the fi nancial controls of the University. Jan
also is a certifi ed internal auditor with the Institute of Internal Auditors (Australia).
MS CARYL TURPIN
Caryl is the Student Representative on Council. She completed her Bachelor of Learning Management (Early Childhood)
with Distinction with CQUniversity in 2005. Caryl is currently completing the third year of a Bachelor of Nursing degree.
She will continue to work in both fi elds when she graduates.

CQUniversity ANNUAL REPORT 2012
53
VOLUNTARY CODE OF
BEST PRACTICE FOR THE
GOVERNANCE OF AUSTRALIAN
UNIVERSITIES
The University Council adopted the Voluntary Code of Best Practice
for the Governance of Australian Universities at its September 2011
meeting. The purpose of the Code, and its 14 principles, is to ensure
members of the Council have a good understanding of their roles and
duties, and to foster transparency and accountability in the governance
arrangements of the University by strengthening performance
evaluation practices. The University undertakes an annual review
of its compliance with the Code to ensure ongoing compliance and
further strengthening of governance practices. At 31 December 2012,
the University continued to be compliant with the requirements of the
Code, and had identifi ed two areas where further improvements could
be made to enact the full spirit of the Code.
FUNCTIONS AND
CONSTITUTIONS
The University is established and derives its functions and powers by
virtue of the Central Queensland University Act 1998 (the Act). The Act
establishes the University as a body corporate, with a seal. It may sue
and be sued in its corporate name.
FUNCTIONS OF THE UNIVERSITY
Section 5 of the Central Queensland University Act 1998 outlines the
University’s functions, which are:
a. to provide education at university standard
b. to provide facilities for, and encourage, study and research
c. to encourage the advancement and development of knowledge,
and its application to government, industry, commerce and the
community
d. to provide courses of study or instruction (at the levels of
achievement the council considers appropriate) to meet the needs
of the community
e. to confer higher education awards
f. to disseminate knowledge and promote scholarship
g. to provide facilities and resources for the wellbeing of the
university’s staff, students and other persons undertaking courses
at the university
h. to exploit commercially, for the university’s benefi t, a facility or
resource of the university, including, for example, study, research
or knowledge, or the practical application of study, research or
knowledge, belonging to the university, whether alone or with
someone else, and
i. to perform other functions given to the university under this or
another Act.
CENTRAL QUEENSLAND UNIVERSITY ACT
1998
No changes were made to the Central Queensland University
Act 1998 in 2012.
STATUTORY OBLIGATIONS
The higher education sector is a dynamic environment, and
continues to undergo significant legislative change that impacts
on the University. The University, through the University Secretary,
continues to progress its compliance accountability framework to
ensure it meets its key obligations under those laws, regulations,
codes and organisational standards that are applicable to
CQUniversity. Reporting of compliance practices and the key
risks associated with non-compliance are presented to the Audit,
Compliance and Risk Committee. The key statutory obligations are
shown below.
COMMISSION FOR CHILDREN AND YOUNG
PEOPLE AND CHILD GUARDIAN ACT 2000
The Commission for Children and Young People and Child
Guardian Act 2000 establishes a regime requiring all employees
and volunteers working with children and young people to obtain
a Positive Suitability Notice (known as a Blue Card). CQUniversity
requires all staff in certain categories (such as Student Counseling)
to hold Blue Cards as a condition of their employment.
EDUCATION SERVICES FOR OVERSEAS STUDENTS
(ESOS) ACT 2000 (CWLTH)
Under the authority of the Commonwealth’s ESOS Act 2000, the
reviewed and updated National Code of Practice for Registration
Authorities and Providers of Education and Training to Overseas
Students (The National Code) was implemented on 1 July 2007. The
University made significant policy reviews at that time to ensure
compliance. The Code provides nationally consistent standards for
the conduct of registered higher education providers in relation to the
provision of education to international students and the registration of
their courses.
FINANCIAL ACCOUNTABILITY ACT 2009
The University continues to monitor compliance with the Financial
Accountability Act 2009 and the related Financial and Performance
Management Standard 2009. Internal Audit performs a review of
financial policies and procedures on a quadrennial basis to assure the
Audit, Compliance and Risk Committee of Council that the University is
compliant with the legislation.
PUBLIC INTEREST DISCLOSURE ACT 2010
This Act came into effect on 1 January 2011, replacing the
Whistleblowers Protection Act 1994. The Public Interest Disclosure Act
requires disclosures to be reported to the Public Service Commission,
rather than in our Annual Report.
PUBLIC SECTOR ETHICS ACT 1994
The CQUniversity Code of Conduct reaffirms the University’s commitment
to the ethical principles set out in the Queensland Public Sector Ethics
Act 1994. The Code goes beyond the Act’s emphasis on good public
administration to demonstrate how ethical principles are fundamental
OUR CORPORATE GOVERNANCE

54
OUR CORPORATE GOVERNANCE
to the operations of the University; and these are also reflected in the
University’s Value of Openness. The University’s Leading Towards Zero
Tolerance program rolled out in 2012 covered the requirements of our Code
of Conduct and staff obligations under the Act.
DELEGATIONS OF AUTHORITY
The University’s Schedule of Authorities and Financial Delegations
Policy and attached schedules document the authorities within the
University to exercise powers and carry out certain actions for which
staff and officers of the University are accountable. Delegation of
authority and powers is accompanied by appropriate internal control
structures and systems to enable effi cient but controlled operation of
the business. The Schedule and Policy are updated as required and
reviewed in accordance with the University’s policy review schedule.
AUDIT AND RISK MANAGEMENT
AUDIT COMMITTEE
The University Council has an established Audit, Compliance and
Risk Committee to assist the Council to discharge its responsibilities
prescribed in the Financial Accountability Act 2009, the Financial
and Performance Management Standard 2009 and other relevant
legislation and prescribed requirements.
The purpose of the Audit, Compliance and Risk Committee is to assist
the Council to fulfil its oversight responsibilities regarding:
• the University’s frameworks for performance management, risk
management and internal control
• the performance of the internal audit and external audit functions
• the integrity of the University’s fi nancial reporting processes
• ensuring a healthy and safe workplace
• the application of good corporate governance principles
• ensuring strong compliance with legislative requirements.
The Committee is responsible for reviewing, discussing and promptly
reporting, as appropriate, to the Council in relation to the above areas.
Meeting attendance in 2012 was as follows:
TABLE 18: AUDIT, COMPLIANCE AND RISK COMMITTEE 2012
Member
Number of
meetings attended
Total possible
meetings
Ms Sandra Collins (Chair) 6 6
Mr Charles Ware 5 6
Ms Narelle Pearse 4 6
Mr Graham Carpenter 2 2
Ms Marni McGrath 4 6
Representatives of the University’s senior management regularly attend
Committee meetings to provide members with necessary reports and
briefings. Representatives include the Vice-Chancellor and President;
the Deputy Vice-Chancellor (Academic and Research); the Deputy
Vice-Chancellor (International and Services) and Chief Executive Officer,
C Management Services Pty Ltd; the University Secretary; the Chief
Financial Officer and CFO, C Management Services Pty Ltd; the Director
Corporate Strategy and Planning Directorate; and the Associate Director
Audit and Advisory Directorate. A standing invitation has been extended
to the University’s external auditors to discuss any matters with the
Committee regarding its auditing of the University’s financial statements.
During 2012 the Committee operated within the framework established
by its Terms of Reference with due regard to the Audit Committee
Guidelines issued by Queensland Treasury.
The Committee undertook annual self-evaluation and reporting to the
Council. To ensure a comprehensive evaluation was undertaken, the
Committee survey instrument was aligned with the Committee’s Terms
of Reference and was informed by better practice guidance published by
the Queensland Audit Office.
In addition, the Committee concentrated on further embedding strong
committee practice, which had been identified and implemented in recent
years. The Committee continued to focus on high priority areas with
considerable success; received presentations on key strategic risks at
each meeting; continued to focus on the resolution of outstanding audit
recommendations; and undertook private sessions with the external audit
and internal audit functions.
INTERNAL AUDIT FUNCTION
Organisationally, the Audit and Advisory Directorate forms part of the
Corporate Governance Division, reporting to the University Secretary
for administrative purposes, and to the Audit, Compliance and Risk
Committee for functional purposes.
Audit and Advisory operates within a Charter approved by the Audit,
Compliance and Risk Committee, which is consistent with the Definition of
Internal Auditing, the Code of Ethics, and the International Standards for
the Professional Practice of Internal Auditing as issued by the Institute of
Internal Auditors. The Directorate operates independently of the structures
and systems within the University to provide meaningful assurance. The
purpose of the Audit and Advisory Directorate is to assist the Council; the
Audit, Compliance and Risk Committee; and University management and
staff in the effective discharge of their responsibilities. This is achieved
through the provision of independent advice and assurance underpinned
by a process of systematic, professional and independent audits, which
measure and evaluate the efficiency, effectiveness, economy and
compliance of controls and systems in place.
Planning, monitoring, reporting, and review processes exist to ensure
the effective, efficient and economic operation of the Audit and Advisory
Directorate. The University Secretary receives regular reports as
does the Audit, Compliance and Risk Committee. In addition, ongoing
monitoring and regular reviews of audit operations are undertaken.
The work of the Audit and Advisory Directorate is guided by its
multi-year strategy (which outlines objectives and strategies for the
Directorate for a fi ve-year period) and its annual work plan (which
operationalizes the multi-year strategy for a one-year period). In

CQUniversity ANNUAL REPORT 2012
55
developing the respective plans a risk assessment is undertaken to
provide a means for rational deployment of limited resources to assure
audit coverage of the areas identifi ed as representing the greatest
current risk, while at the same time assuring broad coverage of the
business operations of the University over time. Audit and Advisory
staff use their combined experience and judgment, along with input
from the University’s executive management, senior management
and external auditors to assess the overall level of risk for an area. A
number of risk factors are considered as part of the risk assessment
process. Each plan is reviewed by the Audit, Compliance and Risk
Committee at its fi nal meeting of the year and recommended to the
Council for approval.
Audit and Advisory staff issued 14 audit reports on fi nancial,
compliance, operational and information technology matters during
2012. Significant review reports issued during 2012 related to strategic
asset management, mobile phone usage, timesheet management,
compliance with the Education Services for Overseas Students (ESOS)
Act, and contract management.
Audit and Advisory also has responsibility for supporting the Audit,
Compliance and Risk Committee and for liaising with the University’s
external auditors to ensure a properly coordinated overall audit effort.
An annual report is provided to the Committee on the performance
of Audit and Advisory. In supporting the operations of the Audit,
Compliance and Risk Committee, the Directorate has had due regard to
Queensland Treasury’s Audit Committee Guidelines.
RISK MANAGEMENT FUNCTION
The function of risk management at CQUniversity is to manage risk in
accordance with the process set out in the Australian/New Zealand
Joint Standard on Risk Management (AS/NZS ISO 31000:2009)
to benefit the University and manage the cost of risk by focusing
on strategies to minimise risks to University goals and objectives.
The University has an integrated Risk Management and Planning
Framework where strategic, corporate and operational risks are linked
to the relevant plans. The Audit, Compliance and Risk Committee of
Council has oversight of all enterprise risks which are reviewed against
their mitigation strategies within the relevant plan. Any signifi cant
operational or fi nancial risks are dealt with at the senior executive
level of the University as well as the Committee. Risks are monitored
through systematic reviews and within plans in the University.
Strategic risks are reported to each Council meeting.
ENTITIES CONTROLLED BY
THE UNIVERSITY
The University has formed a number of entities that serve to
further the functions of the University in accordance with the
Central Queensland University Act 1998. The University Council
monitors the performance of these entities through its Planning
and Resources Committee. The Committee receives quarterly
financial statements, an annual report on progress and an annual
business plan. Each of the following controlled entities prepares
a set of financial statements for audit by the Queensland Audit
Office. Once certified, the financial information is combined with
that of the University to produce a consolidated financial position
(refer to annual financial statements in Volume 2).
AUSTRALIAN INTERNATIONAL CAMPUSES
TRUST AND AUSTRALIAN INTERNATIONAL
CAMPUSES PTY LTD
The Australian International Campuses Trust is a unit trust and was
established to hold the shares of C Management Services Pty Ltd on
behalf of CQUniversity. The Australian International Campuses Pty
Ltd is the trustee for the trust and CQUniversity is the sole beneficiary
of the trust and holds all units on issue. The Australian International
Campuses Pty Ltd Board comprises the following members:
CHAIR
Ms Sandra Collins, BEng(Mining) Qld, MBusAdmin Pennsylvania
BOARD MEMBERS
Mr Graham Carpenter, GradDipMgt CIAE, MBusAdmin CQU, FICAA, FAICD
COMPANY SECRETARY
Ms Jenny Roberts, BBusAdmin CQU, GAICD
CQU INSTITUTE OF HIGHER LEARNING PTE LTD
On 9 March 2012, CQUniversity incorporated a new company in
Singapore for the purpose of ensuring that the University has control
over its transnational education strategy, intellectual property and
brand. The CQU Institute of Higher Education Pte Ltd Board comprises
the following members:
CHAIR
Professor Scott Bowman TDCR, DCR, HDCR CollRadiog, FAETC
City&Guilds, MA GuildHall, MBA USC, PhD OpenUK
OUR CORPORATE GOVERNANCE
BOARD MEMBERS
Professor Graham Pegg, BSc (Hons), PhD, C.Chem JCU
Mr David Turner CA, BComm Qld
Mr Patrick Loke
Mr Cheng Sim Kok
COMPANY SECRETARY
Mrs Jeannete Aruldoss

56
OUR CORPORATE GOVERNANCE
CQU TRAVEL CENTRE PTY LTD
This company provides travel agency services and educational travel
programs for University staff and students as well as the general
public. The entity is 100% owned by the University and has a Board of
Directors comprising the following members:
CHAIR
Mr David Turner, CA, BComm Qld
BOARD MEMBER AND COMPANY SECRETARY
Ms Jenny Roberts, BBusAdmin CQU, GAICD
HEALTH TRAIN EDUCATION SERVICES PTY LTD
On 13 June 2012, CQUniversity took ownership of Health Train
Education Services Pty Ltd which is a registered training organisation
(RTO). Health Train Education Services Pty Ltd is a respected training
provider of vocational education and training (VET) programs in enrolled
nursing and aged care, based in Victoria. Health Train Education
Services Pty Ltd Board comprises the following members:
CHAIR
Mr Nik Babovic BEd QUT, MBA GradDipBusMgt GCIT
BOARD MEMBERS
Mr David Turner, CA, BComm Qld
COMPANY SECRETARY
Ms Jenny Roberts, BBusAdmin CQU, GAICD
MASK-ED INTERNATIONAL PTY LTD
Mask-Ed International Pty Ltd was established to commercialise
intellectual property developed through the University’s undergraduate
Nursing program. The intellectual property is a novel experiential
learning process that provides a realistic and humanistic simulation
experience. The company is a wholly-owned subsidiary of the
University and has a Board comprising the following members:
CHAIR
Mr David Turner, CA, BComm Qld
COMPANY SECRETARY
Ms Jenny Roberts, BBusAdmin CQU, GAICD
C MANAGEMENT SERVICES PTY
LTD
C Management Services Pty Ltd (CMS) is a wholly-owned subsidiary
of CQUniversity operating as a corporate arm of the University with
responsibility for the management of its international operations in all
education sectors.
The principal activity of CMS is to manage the metropolitan campuses
of CQUniversity in Sydney, Melbourne, Brisbane and the Gold Coast
including the delivery of the University’s programs (Diploma, Bachelors,
Masters Degrees and Professional Doctorates) in a range of disciplines
as well as English Language, Foundation and Professional-Year
programs through these campuses.
OBJECTIVES OF CMS
The objectives of CMS as defi ned in the Company’s Constitution are as
follows:
a. conducting the business of managing and operating the Australian
International Campuses of Central Queensland University for
the provision of courses of education to eligible domestic and
international students
b. maximising the value of the business for the benefi t of the
Shareholders
c. maintaining the reputation, quality and values of Central
Queensland University in undertaking the business, and
d. performing the functions necessary for or incidental to achieving
objects (a) to (c).
STRATEGIC DIRECTION
The CMS Strategic Direction is endorsed by the CMS Board of
Directors and approved by the University Council. The plan includes,
among other things, the CMS Vision which follows the CQUniversity
Vision and the CMS Mission.
The CMS Vision is to support CQUniversity to become one of
Australia’s truly great universities through extensive engagement with
domestic and international communities and stakeholders, ensuring
a high standard of learning and teaching, scholarly productivity,
governance and enterprise.
The CMS Mission is to operate as a corporate arm of CQUniversity
delivering commercially and academically superior quality management
of CQUniversity’s international operations in all education sectors
and managing all metropolitan campuses of the University. CMS is
committed to delivering its core business of campus management;
teaching excellence; international marketing and recruitment; distance
support and marketing; delivering on the CQUniversity franchise and
leading overseas distance education. The Mission will be achieved
by embracing the CQUniversity and CMS values of openness,
inclusiveness, a ‘can-do’ approach, engagement and leadership and
the additional CMS value of ‘we care’.

CQUniversity ANNUAL REPORT 2012
57
GOVERNANCE
The CMS governance structure is modeled on the corporate
governance guidelines for a government-owned corporation (GOC).
The CMS Constitution sets out the fundamental and entrenched
rules governing the conduct of the Company including those matters
requiring the prior approval of the Shareholder.
CMS is governed by a Board of Directors who approve the strategic
direction and operations of the Company in accordance with sound
corporate governance protocols. The CMS Board Charter sets out the
overarching function, purpose, duties and responsibilities of the CMS
Board of Directors to facilitate Board and management accountability
for CMS’s performance and strategic direction. The CMS Board Charter
defines the primary responsibility of the CMS Board of Directors to be
to govern and manage the business of CMS and ensure the profi table
operation of CMS on a sustainable basis.
BOARD OF DIRECTORS
The size and composition of the Board is determined by the
Shareholder having regard to the skills and expertise required to
advance the interests of the Company.
Currently, the CMS Board consists of five Directors, two of whom
are independent. All Directors serve a three-year term and the three
Directors who are CQUniversity Council members only remain a member
of the CMS Board whilst still a Council Member. All Directors have
extensive experience within the Australian higher education sector.
The CMS Board of Directors comprises:
CHAIR
Professor Scott Bowman, TDCR, DCR, HDCR CollRadiog, FAETC
City&Guilds, MArts GuildHall, MBusAdmin USC, PhD OpenUK, FAIM
BOARD MEMBERS
Emeritus Professor Anthony Blake AM, MSc, BEd Melbourne, PhD
Purdue, Hon DUniv UTS
Mr Rennie Fritschy, BEng(Chem) Sydney, BEc WAust, FIEAust, FAICD
Ms Lindy Hyam, DipTeach Sydney, BEd Sydney, MBA UTS, FAICD
Mr Charles Ware, BA, LLB(Hons) Qld, MBus(PubMgt), LLM, QUT, FAICD
ALTERNATE DIRECTOR
Mr Alastair Dawson, BA DDIAE, MBA CQU, MAICD, FAIM
COMMITTEES OF THE CMS BOARD
The CMS Board has established two Committees which
each have Charters outlining their objectives, roles and
responsibilities. Committee Members comprise the full Board
of Directors.
AUDIT RISK AND LEGAL COMPLIANCE
COMMITTEE
CHAIR
Ms Lindy Hyam, DipTeach Sydney, BEd Sydney, MBA UTS,
FAICD
Its role is to monitor, investigate and make recommendations
to the CMS Board of Directors with respect to fi nancial and
external reporting, related party transactions, external and
internal audit, risk management and quality assurance, ethics
and compliance.
HUMAN RESOURCES COMMITTEE
CHAIR
Mr Rennie Fritschy, BEng(Chem) Sydney, BEc WAust, FIEAust, FAICD
Its role is to monitor, investigate and make recommendations to the
CMS Board of Directors with respect to employee and industrial
relations matters, remuneration and incentive policies and practices,
workforce planning and human resources policies and practices
including occupational health and safety, equal opportunity and
discrimination.
The CMS Board and each of its Committees conduct annual
performance evaluations as well as assessment of the CMS Chairman,
individual Directors (self-assessment and peer-assessment), the
Chief Executive Offi cer, the Chief Financial Offi cer and the Company
Secretary. The CMS Board and Committee Charters are also reviewed
annually to ensure best practice and are updated throughout the year
as required.
MEETINGS
The CMS Board of Directors meet a minimum of six times per annum.
In 2012, the CMS Board met nine times. The Committees of the CMS
Board are required to meet a minimum of four times per year. In 2012,
the Audit, Risk and Legal Compliance Committee and the Human
Resources Committee each met fi ve times.
OUR CORPORATE GOVERNANCE
COMPANY SECRETARY
Ms Debra Witalik, LLB QUT, CSA (Cert)
All Directors, excluding the Chairman, are Non-Executive Directors and
are paid an annual director’s fee.
SENIOR MANAGEMENT
Early 2012 saw a change to the senior management of CMS with the
replacement of the existing Chief Executive Officer and Chief Financial
Officer with Mr Alastair Dawson undertaking the dual role of CMS
Chief Executive Officer and CQUniversity Deputy Vice-Chancellor
(International and Services) and Mr David Turner performing the dual
role of CMS Chief Financial Officer and CQUniversity Chief Financial
Officer.

58
OUR CORPORATE GOVERNANCE
REPORTING TO THE SHAREHOLDER
CMS provides a written report to each University Council meeting in
accordance with the requirements of the Shareholder. In addition, the
Chief Executive Offi cer and the Chief Financial Offi cer attend at least
one Council meeting per annum to present the CMS Five-Year Strategic
Direction and associated plans.
OTHER BODIES (NOT
CONTROLLED ENTITIES)
HORTICAL PTY LTD
This venture was initiated as a joint venture between CQUniversity and
Colour Vision Systems (CVS) to commercialise their respective interests in
non-invasive fruit sorting technology. To this end, CQUniversity and CVS
granted HortiCal a licence on the intellectual property relating to the use
of near infrared spectroscopy. HortiCal’s business is to support research
and development and to commercialise the intellectual property it holds.
RAIL INNOVATION AUSTRALIA PTY LTD
This company was established to hold the intellectual property
generated by the previous co-operative research centre, the CRC for
Railway Engineering and Technologies, which closed in 2007.
OUR COMMITTEE STRUCTURE
AS AT 31 DECEMBER 2012
Council
Vice-Chancellor and
President
Chancellor’s Committee
Vice-Chancellor’s
Advisory Committee
Academic Board
Audit, Compliance and
Risk Committee
Appeals Committee
Ceremonial and Honorary
Awards Committee
Education Committee e
of Academic Board
Planning and Resources
Committee
Executive Committee e
of Academic Board
Research Committee e
of Academic Board
Research Higher
Degrees Committee

CQUniversity ANNUAL REPORT 2012
59
OUR CORPORATE GOVERNANCE
The new mobile education trailer is a key component of the widening participation project.

60
Our Financial
Performance
‘THE
UNIVERSITY
OPERATES TO
ACHIEVE VALUE
FOR MONEY
AND HAS
APPROPRIATE
POLICIES AND
PROCEDURES
TO SUPPORT
THIS OUTCOME’

CQUniversity ANNUAL REPORT 2012
OUR FINANCIAL PERFORMANCE
RESULT FOR 2012
The University recorded a signifi cant loss for the year of $24.668m,
which is deterioration on the loss of the previous year of $3.763m. A
downturn in international student revenue contributed to this loss,
resulting in revenue of $17.671m less than in 2011. The University
responded to this by undertaking restructuring to offset the decline in
student numbers and incurred redundancies in excess of $4m.
In addition, the University continued to invest in the development of
new programs and facilities. This contributed around $8m to the loss
position as the University renovated space for new laboratories and
purchased significant equipment to support these programs.
CQUniversity’s research area also contributed to this loss due to
spending funds that had been received in a prior period, resulting in
expenditure exceeding grants and other revenue for the year.
REVENUE PERFORMANCE DOMESTIC LOAD
There was a 19.8% increase in Australian Government funding
received in 2012 compared to 2011.
The Commonwealth Grant Scheme income increased by 15.65% to
$77.616m reflecting an increase in domestic student load of 13.4%,
with indexation of Commonwealth funding and continued growth in our
health programs.
The University set aggressive domestic student enrolment targets in
the 2012 budget and the actual result was better than expected. The
revenue targets for domestic funded load was exceeded by $9.552m
giving a total of $106.176m (refer to Table 19).
TABLE 19: BUDGET 2012 COMPARED TO ACTUAL
AUSTRALIAN FUNDED LOAD EFTSL AND DOLLARS
(EXCLUDING RESEARCH STUDENTS)
2012
Budget
2012
Actual
Variance
to Budget
Percentage
Variance
Australian 6574 6880 306 4.65%
funded load
EFTSL
Australian $96.624m $106.176m $9.552m 9.88%
funded load
REVENUE
Source: CQU Budget document 2012 / Actual EFTSL per the University dashboard, Actual Revenue
for CGS and HECS per CQUniversity Financials
REVENUE PERFORMANCE FEE-PAYING
STUDENTS AUSTRALIAN AND
INTERNATIONAL
Revenue from fees and charges continued in decline, due to a
continued drop in international students studying at the metropolitan
campuses. This was further compounded by the related drop in
Management Fee of $7.75m received from C Management Services.
The University budgeted for a decline in international students
however the size of the decline exceeded expectations. The
University delivered 32 413 courses compared to a budget
of 38 581 courses and actual delivery of 40 731 courses the
previous year. This resulted in a loss of revenue from 2011 to
2012 of $17.671m (refer to Table 20).
TABLE 20: BUDGET 2011 COMPARED TO ACTUAL FEE-
PAYING LOAN COURSES AND DOLLARS (EXCLUDING
RESEARCH STUDENTS)
Fee-paying
student
COURSES
Fee-paying
student
REVENUE
2012
Budget
2012
Actual
Variance
to Budget
Percentage
Variance
38 581 32 413 6168 16.0%
$84.873m $73.789m $11.084m 13.0%
Source: CQU Budget document 2012 / Actual courses and revenue per the University
dashboard
Other signifi cant revenue movements include a decline in Fee
Revenue due to non-payment of $7.75m in Management Fee
from C Management Services Pty Ltd and a decline in investment
income due to much lower than expected interest rates,
non-payment of distributions from the investment in the Queensland
Investment Corporation Growth Fund and no dividend payment from
C Management Services Pty Ltd.
EXPENDITURE PERFORMANCE
Total expenditure increased from $262.823m in 2011 to $275.534m in
2012, an increase of $12.7m or 4.8%.
General operations was overspent by $6.428m which relates to
$4m for accounting adjustments for leases and additional leases
commenced during the year that were not budgeted, and salaries
of $2.79m. Restructuring carried out during 2012 to reduce staffi ng
numbers cost the University in excess of $4m.
Research and restricted funds contributed $12.434m to the loss.
The bulk of this expenditure is attributed to the University-funded
investment into new buildings, new programs, building renovation
and purchase of equipment for new program delivery. As these are
internally funded projects there is no revenue to offset against the
expenditure. Without this investment into new programs the University
would not be refl ecting the growth in domestic student numbers that
was occurring by the end of 2012. The University has in the past few
years invested a signifi cant amount from its reserves into programs
and buildings to re-invigorate the domestic business. In 2012 the
University saw an increase in load of 13.4% and applications by the
end of 2012 suggest in excess of 10% growth in 2013.
61
OUR FINANCIAL PERFORMANCE

62
OUR FINANCIAL PERFORMANCE
Other areas of expenditure that have seen a signifi cant increase are
leases, where the University made strategic investments in expansion
of leased space at Noosa, Adelaide and Cairns. Leases increased by
$3.788m from 2011 to 2012.
Depreciation increased by $1.3m or 10% refl ecting the capitalisation
of completed projects. Other expenses to show signifi cant increases
included marketing where additional funds were invested to support
growth in domestic student numbers ($720k), scholarships and prizes
($774k), legal costs incurred in pursuit of the merger ($407k), student
waivers ($781k) and increased utilities costs ($893k).
Management fees paid to partners have decreased by 13.1% refl ecting
the decline in international student numbers.
OTHER MATTERS
The University maintains a comprehensive insurance program that
annually assesses its risks and provides appropriate levels of cover
for each of these risks. It also has a range of programs for staff
and students to ensure their safety and wellbeing, and provides
appropriate channels to enable decisions of the University to be
reviewed. Through these mechanisms the University minimises the
cost and risk in relation to liabilities and contingent liabilities.
The University operates to achieve value for money and has appropriate
procurement policies and procedures to support this outcome.
The University has exercised appropriate control over budgets and has
operated within the budgets it allocated to Divisions for the year. As a
result of revenue losses in the international student business not being
fully offset by increases in domestic student revenue, the University
recorded a defi cit of revenue.
It was too late in the year to make adjustments to expenditure budgets
by the time this information was to hand. Further the University
made decisions to incur additional costs in restructuring to make the
University more sustainable into the future. Spending of research funds
were not in excess of the budget but were against funds earned in a
prior year, and the spending of University funds against development
projects was approved by Council within the budgets established for
those projects.

64
Our Contact
Details

CQUniversity ANNUAL REPORT 2012
65
CQUNIVERSITY APPLETON INSTITUTE (ADELAIDE)
44 Greenhill Road
Wayville SA 5034
Tel: +61 8 8378 4523
Fax: +61 8 8378 4532
CQUNIVERSITY NOOSA
90 Goodchap Street
Noosaville Qld 4566
Tel: +61 7 5440 7000
Fax: +61 7 5440 7025
OUR CONTACT DETAILS
CQUNIVERSITY BUNDABERG
University Drive
Bundaberg Qld 4670
Tel: +61 7 4150 7177
Fax: +61 7 4150 7090
CQUNIVERSITY CAIRNS DISTANCE EDUCATION
STUDY CENTRE
36 Florence Street
Cairns Qld 4870
Tel: +61 7 4031 1572
Fax: +61 7 4923 2767
CQUNIVERSITY EMERALD
Capricorn Highway
Emerald Qld 4720
Tel: +61 7 4982 0205
Fax: +61 7 4982 1246
CQUNIVERSITY GLADSTONE
Bryan Jordan Drive
Gladstone Qld 4680
Tel: +61 7 4970 7277
Fax: +61 7 4970 7252
CQUNIVERSITY GOLD COAST
60 Marine Parade
Southport Qld 4215
Tel: +61 7 5552 4988
Fax: +61 7 5531 2288
CQUNIVERSITY MACKAY
Boundary Road
Mackay Qld 4741
Tel: +61 7 4940 7577
Fax: +61 7 4940 7407
CQUNIVERSITY MELBOURNE
108 Lonsdale Street
Melbourne Vic 3000
Tel: +61 7 8662 0555
Fax: +61 7 9639 4800
CQUNIVERSITY ROCKHAMPTON
Bruce Highway
Rockhampton Qld 4702
Tel: +61 7 4930 9777
Fax: +61 7 4923 2100
CQUNIVERSITY SYDNEY
400 Kent Street
Sydney NSW 2000
Tel: +61 7 9324 5000
Fax: +61 7 8295 5766

66
Glossary

CQUniversity ANNUAL REPORT 2012
ACARP
Australian Coal Association Research Program
ICECS
Indigenous Commonwealth Education Scholarships
67
AEIOU
AGS
AHEEF
AHEGS
Autism Early Intervention Outcomes Unit
Australian Graduate Survey
Australasian Higher Education Evaluation Forum
Australian Higher Education Graduation Statements
IERC
IRIS
LGBTI
LIEF
International Education Research Centre
Institute for Resource Industries and Sustainability
Lesbian, Gay, Bisexual, Transsexual and Intersexual
Linkage Infrastructure, Equipment and Facilities
GLOSSARY
ALSU
Academic Learning Services Unit
LSES
Low socio-economic status
AM
Member of the Order of Australia
LTERC
Learning and Teaching Education Research Centre
AQF
Australian Qualifications Framework
MAP
Monitoring Academic Progress
ARC
Australian Research Council
MATSITI
More Aboriginal and Torres Strait Islander Teachers Initiative
BMA
BHP Billiton Mitsubishi Alliance
MET
Mobile Education Trailer
CAFs
Commonwealth Assistance Forms
MOU
Memoranda of Understanding
CAS
Commonwealth Accommodation Scholarships
NHMRC
National Health and Medical Research Council
CBD
Central Business District
OAM
Medal of the Order of Australia
CECS
Commonwealth Education Scholarships
OOCs
Open online courses
CEM
Centre for Environmental Management
OP
Overall Position
CMS
C Management Services Pty Ltd
OPAL
Awards for Excellence in Engagement Awards
COP
Communities of Practice
OSPRO
Outside Studies Program
CQHHS
Central Queensland Hospital and Health Services
OSS
Overall Satisfaction Score
CQIRP
Central Queensland Innovation and Research Precinct
PhD
Doctor of Philosophy
CQ TAFE
Central Queensland Technical and Further Education
PRPD
Performance Review and Professional Development
CR
Councillor
QCIF
Queensland Cyber Infrastructure Foundation
CRM
Customer Relationship Management
QCPD
Queensland Centre for Professional Development
CRN
Collaborative Research Network
QTAC
Queensland Tertiary Admissions Centre
CSG
Coal seam gas
REC
Regional Engagement Committee
CVS
Colour Vision Systems
RHD
Research higher degree
DECRA
Discovery Early Career Researcher Award
RTO
Registered training organisation
DEEWR Commonwealth Department of Education, Employment and
Workplace Relations
DIDO Drive in – drive out
DIISRTE Department of Industry, Innovation, Science, Research and
Tertiary Education
E-DNA Electronic database on engagement activity
EFTSL Equivalent Full-time Student Load
ELICOS English Language Intensive Courses for Overseas Students
EMS Equity Merit Scholarship
ERA Excellence in Research for Australia
ESOS Education Services for Overseas Students Act 2000
ETA Equity Technology Award
FIFO Fly in – fly out
GCA Graduate Careers Australia
GOC Government-owned corporation
HERDC Higher Education Research Data Collection
RTS
RUN
SBC
SES
SHEWS
STEPS
SUN
TAFE
TEQSA
UAC
VCAC
VET
VOICE
VTAC
WIL
Research Training Scheme
Regional Universities Network
Student Business Centre
Socio-economic status
Safety Health Environment Workcover Sustainability
Skills for Tertiary Education Preparatory Studies
Start Uni Now
Technical and Further Education
Tertiary Education Quality Standards Agency
University Admissions Centre
Vice-Chancellor’s Advisory Committee
Vocational education and training
Staff Satisfaction Survey
Victorian Tertiary Admissions Centre
Work-integrated learning
HEPPP
Higher Education Participation and Partnerships Program
HDR
Higher degree research
HPC
High Performance Computing
IAS
Indigenous Access Scholarship
ICAS
Indigenous Commonwealth Accommodation Scholarships

CQUniversity
A N N U A L
R E P O R T
2012 | vol.2

jn12-0873
20
Distribution
This report is available for download from the
CQUniversity website, or by contacting CQUniversity
by email, telephone or fax to request a hard copy.
Contact officer
Ms Jenny Roberts
University Secretary
CQUniversity Australia
Bruce Highway
Rockhampton Qld 4702
Australia
Telephone: +61 7 4930 6903
Fax: +61 7 4930 9438
Email: j.roberts@cqu.edu.au
Website: www.cqu.edu.au
Annual Report website:
www.cqu.edu.au/about-us/governance/annual-report
Feedback in writing to the above address is invited.
Interpreter
CQUniversity is committed to
providing accessible services
to people from culturally and
linguistically diverse backgrounds. If you have
difficulty in understanding the Annual Report, you
can contact CQUniversity on +61 7 4930 9777
and we will arrange an interpreter to effectively
communicate the report to you.
CQUniversity Annual Report 2012
ISSN 1839-2636
Produced: Corporate Governance Division.
Additional published information
Additional published information on CQUniversity’s
information systems and recordkeeping, consultancies
and overseas travel (staff and student) can be accessed
from the Annual Report website: www.cqu.edu.au/
about-us/governance/annual-report.
Acknowledgement
CQUniversity recognises that its campuses are
situated on Country for which Aboriginal people have
been custodians for many centuries. The University
therefore pays its respects to the Elders, past, present
and future for they hold the memories, the traditions,
the culture and hopes of Indigenous Australia.
Copyright
© Central Queensland University 2013

CQUniversity ANNUAL REPORT 2012
CQUniversity
A N N U A L
1
R E P O R T
2012 | vol.2
FINANCIAL STATEMENTS

2
Annual
financial
statements

CQUniversity ANNUAL REPORT 2012
COUNCIL MEMBERS REPORT
The members of the Council of Central Queensland University present their report on the consolidated entity
consisting of Central Queensland University and the entities it controlled at the end of, or during, the year ended 31
December 2012.
Governing Body Members
The following persons were members of the Central Queensland University Council during 2012 and up to the date
of this report:
Mr Rennie Fritschy, BE(Chem) Sydney, BEc WAust, FIEAust, GAICD
Professor Scott Bowman, TDCR, DCR, HDCR CollRadiog, FAETC City&Guilds, MA GuildHall, MBA USC, PhD
OpenUK
Mr Tim Griffin OAM, BEng(Civil), MBA CQU, FAICD, FCILT(UK)
Mr Charles Ware, BA, LLB(Hons) Qld, MBus(PubMgt), LLM QUT, FAICD
Ms Sandra Collins, BEng(Mining) Qld, MBA Pennsylvania
Mr John Anderson, AssocDipCivEng DDIAE, BA USQ, GradCertSocSc Qld, CertIV WorkplaceTrain&Assess
Dr Robyn Minchinton, BAppSc(MLS) RMIT, GradDipScComm CQU, Phd London
Ms Narelle Pearse, BComm JCU, GradDipPsych CQU, MBA, MComm QUT, CA, ICAA
Ms Caryl Turpin, BLM(EC) CQU
Mr Peter Corones AM
Dr John Fitzsimmons, BA(Hons), PhD Adelaide, GradCertOnlineLearning ECU (Elected by the academic staff)
Ms Janette Davis, BBus(Acct) CQU, CIA, CCSA, MIIA (Aust) (Professional staff representative) (Appointed 30
January 2012)
Mr Graham Carpenter, GradDipMgt CIAE, MBA CQU, FICAA, FAICD (Appointed 25 May 2012)
Professor Bronwyn Fredericks, DipTeach(Sec) BCAE, BEd, MEd QUT, MEdStudies UTas, PhD CQU (Appointed 1
August 2012)
Mr Jancsi (John) Mark, MCP (Elected by the professional staff) (Resigned 27 January 2012)
Ms Marni McGrath, BBus(Acct) UCCQ, CA (Term of office concluded 25 May 2012)
Professor Jennelle Kyd, BSc(Hons) UNSW, DipEd Sydney, PhD Newcastle (Resigned 31 August 2012)
3
ANNUAL FINANCIAL STATEMENTS
Meetings of Members
The numbers of meetings of the members of the Central Queensland University Council and each Council
Committee held during the year ended 31 December 2012, and the number of meetings attended by each member
were as follows:
A = number of meetings attended
B = number of meetings held (including Special Meetings) during the time the member held office or was a member
of the Committee during the year
Committee
Council
PR
ACR
AB
C&HA
C
Council (Governing Body)
Planning & Resources
Audit, Compliance & Risk
Academic Board
Ceremonial & Honorary Award
Chancellor’s
Comment

4
Committee Council PR ACR AB C&HA C
Member A B A B A B A B A B A B
Review of Operations

CQUniversity ANNUAL REPORT 2012
number of factors including increased Scholarships and Fee Waivers, increased Marketing spend and increased
Utilities costs.
The University also incurred significant expenses relating to the proposed merger with CQIT. The University
engaged professional services firms to provide due diligence and development of a merger agreement in addition to
employing a full time project officer. These costs were always anticipated to be recovered from the promised funding,
but at year end the merger had not proceeded.
Significant Changes in the State of Affairs
For the second year the University experienced significant decreases in international student numbers. During 2012
the University was very strict on offers made to International students to ensure that the University could stay within
the new streamlined visa processing system. This caused a significant issue in 2012 and as mentioned previously
saw a decline in net revenue to the University of $12.2 M in 2012 from international student activity. Having
implemented very strict screening in 2012 the University is aiming to stabilize international student intakes during
2013.
5
ANNUAL FINANCIAL STATEMENTS
Matters Subsequent to the End of the Financial Year
There are no matters which have arisen subsequent to year end that significantly impact upon the operations of the
University as disclosed at December 2012.
Likely Developments and Expected Results of Operations
The university was invited at the end of 2012 to re-submit its Structural Adjustment Fund bid. This will progress
through the SAF Committee processes and the University expects a successful outcome and announcement of the
$74M allocation to be made in the middle of the 2013 financial year. This application includes around $50M in capital
funding for various projects and $24M for student retention and curriculum development projects to position
CQUniversity into the future as a strong regional University.
Insurance of officers
Central Queensland University indemnifies to the extent permitted by law, each Councillor, secretary, executive
officer or individuals who formerly held one of those positions, against liability incurred in, or arising out of, the
conduct of the business of the University or the discharge of the duties of the Councillor, secretary or executive
officer. The University as a general rule will support and hold harmless an employee who, while acting in good faith,
incurs personal liability to others as a result of working for the University
Central Queensland University has paid premiums totalling $ 22,817 for a “Directors and Officers Liability Insurance
& Employment Practices Liability Insurance Policy” with Zurich Australian Insurance Limited covering the insured
person which by definition under the policy shall mean any chancellor, provost, dean, risk manager, counsellor,
faculty member, volunteer, committee or council member, coach, consultant, contractor, assistant, trainer, teacher or
academic, researcher, supervisor or student and any other person for whose acts the institution is legally
responsible.
This report is made in accordance with a resolution of the members of the Council of Central Queensland University.
RC Ware
Acting Chancellor
Rockhampton
Date : / / 2013

6
Central Queensland University
and Controlled Entities
Income Statements
for the year ended 31 December 2012
Consolidated
Parent
Notes 2012 2011 2012 2011
$'000 $'000 $'000 $'000
Income from continuing operations
Australian Government financial assistance
Australian Government grants 3 91,538 82,740 91,538 82,740
HELP - Australian Government payments 3 40,931 31,451 40,931 31,451
HECS-HELP - Student payments 5,819 4,892 5,819 4,892
Fees and charges 4 89,936 98,870 90,274 107,610
Investment and rental income 5 3,741 8,402 3,177 8,682
Royalties, trademarks and licences 4 14 4 14
Consultancy and contracts 6 7,756 7,367 7,756 7,367
Revaluation increment - - - -
Sale of books and related student material 7 4,072 4,120 4,175 4,208
Non-government grants 3,231 2,163 3,231 2,163
Other revenue 8 4,264 2,695 3,976 2,322
Total revenue from continuing operations 251,292 242,714 250,881 251,449
Fair value adjustment to investment property - 350 - 350
Gain on assets acquired at less than fair value 9 - 8,081 - 8,081
Other income 16 - 16 -
Total income from continuing operations 251,308 251,145 250,897 259,880
Expenses from continuing operations
Employee related expenses 10 161,632 145,797 130,540 116,108
Depreciation and amortisation 11 14,327 13,038 13,583 12,239
Repairs and maintenance 12 9,576 10,278 8,161 8,856
Bad and doubtful debts 114 206 113 206
Finance costs 208 25 208 25
Management and other fees 13 16,252 14,817 53,143 61,098
Minor acquisitions and consumables 7,496 9,114 7,054 8,643
Minimum lease payments on operating leases 23,074 19,069 22,834 19,046
Telecommunications 3,428 2,943 3,249 2,780
Staff development, training and related travel 7,295 7,772 6,560 6,686
Inventory purchases 3,110 2,656 3,110 2,656
Books and subscriptions 1,939 2,133 1,531 1,764
Recovery of Grants 14 3,561 2,708 3,561 2,708
Loss on disposal of assets 42 653 29 629
Other expenses 15 25,655 22,942 21,857 19,378
Total expenses from continuing operations 277,709 254,152 275,533 262,823
Share of profit/(loss) on equity accounted investments (net of tax) 23 (59) 41 - -
Operating result from continuing operations before income tax (26,460) (2,966) (24,636) (2,943)
Income tax expense 16 376 (312) - -
Operating result from continuing operations after income tax for
the period (26,084) (3,278) (24,636) (2,943)
Operating result attributable to non-controlling interest (188) - - -
Operating result attributable to members of Central Queensland
University (25,896) (3,278) (24,636) (2,943)
The above Income Statements should be read in conjunction with the accompanying notes.

CQUniversity ANNUAL REPORT 2012
Central Queensland University
and Controlled Entities
Statements of Comprehensive Income
for the year ended 31 December 2012
Consolidated
Parent
Notes 2012 2011 2012 2011
$'000 $'000 $'000 $'000
Operating result from continuing operations after income tax for the
year (26,084) (3,278) (24,636) (2,943)
Other comprehensive income
Gain (loss) on revaluation of land and buildings, net of tax 31(a) 2,119 2,179 2,119 2,179
Gain (loss) on revaluation of infrastructure, net of tax 31(a) 71 61 71 61
Gain (loss) on revaluation of artwork collection, net of tax 31(a) (77) 347 (77) 347
Gain (loss) on revaluation of library collection, net of tax 31(a) 1,167 - 1,167 -
Gain (loss) on foreign exchange reserve 31(a) 34 - - -
Gain (loss) on value of available for sale financial assets, net of tax 31(a) 3,589 (3,594) 3,219 (3,571)
7
ANNUAL FINANCIAL STATEMENTS
Total comprehensive income (19,181) (4,285) (18,137) (3,927)
Total comprehensive income attributable to:
Non-controlling interest (171) - - -
Total comprehensive income attributable to members of Central
Queensland University (19,010) (4,285) (18,137) (3,927)
The above Statement of Comprehensive Income should be read in conjunction with the accompanying notes.

8
Central Queensland University
and Controlled Entities
Statements of Financial Position
as at 31 December 2012
Consolidated
Parent
Notes 2012
Restated
31/12/11 2012
Restated
31/12/11
$'000 $'000 $'000 $'000
ASSETS
Current assets
Cash and cash equivalents 17 18,250 44,286 8,170 29,512
Receivables 18 10,987 11,265 14,487 18,340
Inventories 19 2,208 1,890 2,208 1,890
Income tax assets 20 473 106 - -
Available for sale financial assets 21 30,886 35,500 30,886 35,500
Other non-financial assets 22 241 199 241 199
Total current assets 63,045 93,246 55,992 85,441
Non-current assets
Available for sale financial assets 21 1,813 1,553 2,750 1,955
Investments acounted for using the equity method 23 177 236 - -
Investment properties 24 1,650 1,650 1,650 1,650
Property, plant & equipment 25 267,563 253,986 266,535 252,628
Intangible assets 26 5,557 6,145 5,523 6,046
Deferred tax assets 27 1,912 1,526 - -
Total non-current assets 278,672 265,096 276,458 262,279
Total assets 341,717 358,342 332,450 347,720
LIABILITIES
Current liabilities
Trade and other payables 28 9,948 9,475 8,422 8,197
Provisions 29 26,704 24,195 24,257 21,378
Other liabilities 30 14,080 19,708 14,054 19,196
Total current liabilities 50,732 53,378 46,733 48,771
Non-current liabilities
Provisions 29 8,429 7,636 6,711 5,988
Other liabilities 30 16,741 12,559 16,741 12,559
Total non-current liabilities 25,170 20,195 23,452 18,547
Total liabilities 75,902 73,573 70,185 67,318
Net assets 265,817 284,769 262,265 280,402
EQUITY
Parent entity interest
Reserves 31(a) 84,459 77,573 84,374 77,875
Retained surplus 31(b) 181,134 207,196 177,891 202,527
Parent entity interest 265,593 284,769 262,265 280,402
Non-controlling interest 223 - - -
Total equity 265,817 284,769 262,265 280,402
The above Statements of Financial Position should be read in conjunction with the accompanying notes.

CQUniversity ANNUAL REPORT 2012
9
Central Queensland University
and Controlled Entities
Statements of Changes in Equity
for the year ended 31 December 2012
Retained
surplus
Consolidated Parent
Total:
Owners of
the parent
Noncontrolling
interest Total Reserves
Retained
surplus Total
Notes Reserves
$'000 $'000 $'000 $000 $'000 $'000 $'000 $'000
Balance at 1 January 2011 78,580 210,474 289,054 - 289,054 78,859 205,469 284,328
Operating result from continuing operations after tax - (3,278) (3,278) - (3,278) - (2,942) (2,942)
Other comprehensive income
Revaluation of land and buildings 31(a) 2,179 - 2,179 - 2,179 2,179 - 2,179
Revaluation of infrastructure 31(a) 61 - 61 - 61 61 - 61
Revaluation of artwork 31(a) 347 - 347 - 347 347 - 347
Revaluation of library collection 31(a) - - - - - - - -
Gain on available-for-sale financial assets 31(a) (3,594) - (3,594) - (3,594) (3,571) - (3,571)
Balance at 31 December 2011 77,573 207,196 284,769 - 284,769 77,875 202,527 280,402
Balance at 1 January 2012 77,573 207,196 284,769 - 284,769 77,875 202,527 280,402
Operating result from continuing operations after tax - (25,896) (25,896) (188) (26,084) - (24,636) (24,636)
Retained surplus on acquisition of subsidiary - (166) (166) - (166)
Other comprehensive income -
Revaluation of land and buildings 31(a) 2,119 - 2,119 - 2,119 2,119 - 2,119
Revaluation of infrastructure 31(a) 71 - 71 - 71 71 - 71
Revaluation of artwork 31(a) (77) - (77) - (77) (77) - (77)
Revaluation of library collection 31(a) 1,167 - 1,167 - 1,167 1,167 - 1,167
Gain on available-for-sale financial assets 31(a) 3,589 - 3,589 - 3,589 3,219 - 3,219
Foreign currency translation 31(a) 17 - 17 17 34 - - -
Non-controlling interest in issued capital - - - 394 394
Movement for the perid 6,886 (26,062) (19,176) 223 (18,953) 6,499 (24,636) (18,137)
Balance at 31 December 2012 84,459 181,134 265,593 223 265,816 84,374 177,891 262,265
The above Statements of Changes in Equity should be read in conjunction with the accompanying notes.
ANNUAL FINANCIAL STATEMENTS

10
Central Queensland University
and Controlled Entities
Statements of Cash Flows
for the year ended 31 December 2012
Consolidated
Parent
Notes 2012 2011 2012 2011
$'000 $'000 $'000 $'000
Cash flows from operating activities
Australian Government Grants received 131,072 109,362 131,072 109,362
HECS-HELP - Student payments 5,880 4,924 5,880 4,924
OS-HELP (63) (5) (63) (5)
Receipts from student fees and other customers 135,664 138,552 120,251 128,870
Trust Distribution 9 705 9 1,506
Dividends received - - - 219
Interest received 1,738 3,673 1,169 2,932
Payments to suppliers and employees (inclusive of goods
and services tax) (287,132) (266,204) (265,991) (257,453)
Interest and other costs of finance paid (25) (25) (25) (25)
Income taxes paid (378) (430) - -
Net cash provided by/(used in) operating activities 40 (13,235) (9,447) (7,698) (9,670)
Cash flows from investing activities
Proceeds from sale of property, plant and equipment 304 471 292 457
Proceeds from sale of investment property - 7,623 - 7,623
Proceeds from sale of financial assets 1,728 - 1,728 -
Proceeds from drawdown of financial assets 7,800 - 7,800 -
Proceeds from non-controlling interest 394 - - -
Payments for financial assets - - (905) -
Payments for property, plant and equipment (20,369) (31,485) (19,923) (32,381)
Payments for Intangibles (2,661) (2,101) (2,638) (2,097)
Net cash provided by/(used in) investing activities (12,804) (25,491) (13,646) (26,398)
Net increase (decrease) in cash and cash equivalents (26,039) (34,939) (21,344) (36,068)
Cash and cash equivalents at the beginning of the financial
year 44,286 79,225 29,511 65,579
Effects of exchange rate changes on cash and cash equivalents 3 - 3 -
Cash and cash equivalents at the end of the financial year 17 18,250 44,286 8,170 29,511
The above Statements of Cash Flows should be read in conjunction with the accompanying notes.

CQUniversity ANNUAL REPORT 2012
Objectives and principal activities
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
The principal activities of the consolidated entity are listed in the Council Members Report.
Note 1: Summary of significant accounting policies
The principal accounting policies adopted in the preparation of the financial report are set out below. These policies have been
consistently applied to all the years presented, unless otherwise stated.
The Chancellor by signature has approved the release of the financial statements as at the date of signature.
(a)
Basis of preparation
Central Queensland University is a statutory body established under the Central Queensland University Act 1998, and
domiciled in Australia. The financial report includes separate financial statements for Central Queensland University as an
individual entity and the consolidated entity consisting of Central Queensland University and the entities it controls.
11
ANNUAL FINANCIAL STATEMENTS
The annual financial statements represent the audited general purpose financial statements of Central Queensland
University. They have been prepared on an accrual basis and comply with the Australian Accounting Standards.
Additionally the statements have been prepared in accordance with the following statutory requirements:
Higher Education Support Act 2003 (Financial Statement Guidelines)
Central Queensland University Act 1998
Financial and Performance Management Standard 2009 made under the Financial Accountability Act 2009
With respect to compliance with Australian Accounting Standards and Interpretations, Central Queensland University has
applied those requirements applicable to not-for-profit entities, as the University is a not-for-profit entity.
Basis of measurement
These financial statements have been prepared under the historical cost convention, except for available-for-sale financial
assets, land, buildings and infrastructure, artworks, heritage collection and investment property.
Critical accounting estimates
The preparation of financial statements in conformity with Australian Accounting Standards requires the use of certain
critical accounting estimates. It also requires management to exercise its judgment in the process of applying the Group’s
accounting policies. Estimates and judgments are continually evaluated and are based on historical experience and other
factors, including expectations of future events that are believed to be reasonable under the circumstances.
Estimates and assumptions that have a potential significant effect are outlined in the following financial statement notes:
Available for sale financial assets – Note 21
Property, plant and equipment – Note 25
Deferred tax assets and liabilities – Note 27
Provisions – Note 29
Contingencies – Note 34
Retrospective restatement
The group has made a retrospective restatement to the prior period to recognise internally generated software. As this
change effected the 2011 financial year only no column for the 2010 financial year has been provided. The effect of this
restatement is set out in the table below:
Note 2011 Unadjusted Adjustment 2011 Adjusted
$’000 $’000 $’000
Income Statements
Employee related expenses 10 146,448 (651) 145,797
Depreciation 11 12,990 138 13,038
Management and other fees 13 15,122 (305) 14,817
Travel 7,775 (3) 7,772
Statements of Financial
Position
Intangible assets 26 5,325 820 6,145
Equity
Retained surplus 31(b) 206,376 820 207,196

12
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
(b)
Principles of Consolidation
(i) Subsidiaries
The consolidated financial statements incorporate the assets and liabilities of all subsidiaries of Central Queensland
University (“parent entity”) as at 31 December 2012 and the results of all subsidiaries for the year then ended. Central
Queensland University and its subsidiaries together are referred to in these financial statements as the Group or the
consolidated entity.
Subsidiaries are all those entities over which the Group has the power to govern the financial and operating policies,
generally accompanying a shareholding of more than one-half of the voting rights. The existence and effect of potential
voting rights that are currently exercisable or convertible are considered when assessing whether the Group controls
another entity.
Subsidiaries are fully consolidated from the date on which control is transferred to the Group. They are de-consolidated
from the date that control ceases.
The acquisition method of accounting is used to account for the acquisition of subsidiaries by the Group.
Intercompany transactions, balances and unrealised gains on transactions between group companies are eliminated.
Unrealised losses are also eliminated unless the transaction provides evidence of the impairment of the asset transferred.
Accounting policies of subsidiaries have been changed where necessary to ensure consistency with the policies adopted
by the Group.
(ii) Associates
Associates are all entities over which the Group has significant influence but not control, generally accompanying a
shareholding of between 20% and 50% of the voting rights. Investments in associates are accounted for in the parent
entity financial statements using the cost method and in the consolidated financial statements using the equity method of
accounting, after initially being recognised at cost.
The Group’s share of its associates’ post-acquisition profits or losses is recognised in the income statement, and its share
of post-acquisition movements in reserves is recognised in reserves. The cumulative post-acquisition movements are
adjusted against the carrying amount of the investment. Dividends receivable from associates are recognised in the parent
entity’s income statement, while in the consolidated financial statements they reduce the carrying amount of the
investment.
When the Group’s share of losses in an associate equals or exceeds its interest in the associate, including any other
unsecured receivables, the Group does not recognise further losses, unless it has incurred obligations or made payments
on behalf of the associate.
(iii) Business combinations
The acquisition method shall be applied to account for each business combination, this does not include a combination of
entities or businesses under common control, the formation of a joint venture, or the acquisition of an asset or a group of
assets. The acquisition method requires identification of the acquirer, determining the acquisition date and recognising and
measuring the identifiable assets acquired, liabilities assumed, goodwill gained, a gain from a bargain purchase and any
non-controlling interest in the acquiree that are present ownership interests and entitle their holders to a proportionate
share of the entity’s net assets in the event of liquidation. Identifiable assets acquired, liabilities assumed and any noncontrolling
interest in the acquiree shall be recognised separately from goodwill as of the acquisition date. Intangible
assets acquired in a business combination are recognised separately from goodwill if they are separable, but only together
with a related contract, identifiable asset or liability. Acquisition related costs are expensed in the periods in which they are
incurred with the exception of costs to issue debt or equity securities, which are recognised in accordance with AASB132
and AASB139.
Identifiable assets acquired and liabilities and contingent liabilities assumed in a business combination are measured
initially at their fair values at the acquisition date. Measurement of any non-controlling interest in the acquiree is at fair
value or the present ownership instruments’ proportionate share in the recognised amounts of the acquiree’s identifiable
net assets. All other components of non-controlling interests shall be measured at their acquisition date fair values, unless
another measurement basis is required by Australian Accounting Standards. Contingent liabilities assumed are recognised
as part of the acquisition if there is a present obligation arising from past events and the fair value can be reliably
measured. The excess at the acquisition date of the aggregate of the consideration transferred, the amount of any noncontrolling
interest and any previously held equity interest in the acquiree, over the net amounts of identifiable assets
acquired and liabilities assumed is recognised as goodwill (refer to note 1(o)). If the cost of acquisition is less than the fair
value of the identifiable net assets of the subsidiary acquired, the difference is recognised directly in the income statement
of the acquirer, but only after a reassessment of the identification and measurement of the net assets acquired.

CQUniversity ANNUAL REPORT 2012
(c)
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Consideration transferred in a business combination shall be measured at fair value. Where the business combination is
achieved in stages, the acquirer shall re-measure previously held equity interest in the acquiree at its acquisition date fair
value and recognise the resulting gain or loss in profit or loss.
Where a business combination is achieved in stages, previously held equity interests in the acquiree are re-measured to
fair value at the acquisition date and any resulting gain or loss is recognised in profit or loss.
Foreign currency translation
(i) Functional and presentation currency
Items included in the financial statements of each of the Group’s entities are measured using the currency of the primary
economic environment in which the entity operates (“the functional currency”). The consolidated financial statements are
presented in Australian dollars, which is Central Queensland University’s functional currency.
(ii) Transactions and balances
Foreign currency transactions are translated into the functional currency using the exchange rates prevailing at the dates of
the transactions. Foreign exchange gains and losses resulting from the settlement of such transactions and from the
translation at year-end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognised
in the income statement.
Translation differences on non-monetary financial assets and liabilities are reported as part of the fair value gain or loss.
Translation differences on non-monetary financial assets and liabilities, such as equities held at fair value through profit
and loss, are recognised in profit or loss as part of the fair values gain or loss. Translation differences on non-monetary
financial assets are included in the foreign currency revaluation reserve in equity.
(iii) Group companies
The results and financial position of all the Group entities (none of which has the currency of a hyperinflationary economy)
that have a functional currency different from the presentation currency are translated into the presentation currency as
follows:
13
ANNUAL FINANCIAL STATEMENTS
assets and liabilities for each statement of financial position presented are translated at the closing rate at the
date of that statement of financial position;
income and expenses for each income statement are translated at average exchange rates (unless this is not a
reasonable approximation of the cumulative effect of the rates prevailing on the transaction dates, in which case
income and expenses are translated at the dates of the transactions); and
all resulting exchange differences are recognised as a separate component of equity.
(d)
Revenue recognition
Revenue is measured at the fair value of the consideration received or receivable. Amounts disclosed as revenue are net
of refunds, trade allowances and duties and taxes paid. Revenue is recognised for the major business activities as follows:
(i) Government grants
Central Queensland University treats operating grants received from Australian government entities as income in the year
of receipt. A provision is recognised where there is an obligation that the University will be required to return the funds to
the government in a future period.
(ii) Investment income
Investment Income is recognised as it accrues based on the interest rate applicable to the asset and distributions received.
(iii) Fees and charges
Fees and charges are recognised as income in the year of receipt, except to the extent that fees and charges relate to
courses to be held in future periods. Such receipts (or portion thereof) are treated as income in advance in liabilities.
Conversely, fees and charges relating to debtors are recognised as revenue in the year to which the prescribed course
relates.
(iv) Sale of goods
Sale of goods is recognised upon delivery of goods to the customer.

14
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
(v) Consultancy and contract revenue
Consultancy and contract revenue is recognised upon the delivery of the service to the customer.
(vi) Revenue received prior to delivery
Revenue received prior to the delivery of goods to the customer or delivery of the service to the customer is recognised as
a liability.
(vii) Lease income
Lease income from operating leases is recognised in income on a straight-line basis over the lease term.
(e)
Income tax
Central Queensland University is exempt from income tax by virtue of Section 50-5 of the Income Tax Assessment Act of
1997.
The University’s controlled entities, CQU Travel Centre Pty Ltd, Australian International Campuses Pty Ltd, C Management
Services Pty Ltd, and Health Train Education Services Pty Ltd are subject to income tax and these companies adopt the
“balance sheet” approach under AASB 112 Income Taxes.
CQU Institute of Higher Learning Pte Ltd is subject to income tax and complies with Singapore Financial Reporting
Standards FRS 12 Income Taxes.
The income tax expense or revenue for the period is the tax payable on the current period’s taxable income based on the
national income tax rate adjusted by changes in deferred tax assets and liabilities attributable to temporary differences
between the tax bases of assets and liabilities and their carrying amounts in the financial statements, and to unused tax
losses.
Deferred tax assets and liabilities are recognised for temporary differences at the tax rates expected to apply when the
assets are recovered or liabilities are settled. The relevant tax rates are applied to the cumulative amounts of deductible
and taxable temporary differences to measure the deferred tax asset or liability.
Deferred tax assets are recognised for deductible temporary differences and unused tax losses only if it is probable that
future taxable amounts will be available to utilise those temporary differences and losses.
(f)
Leases
Leases of property, plant and equipment where the Group, as lessee, has substantially all the risks and rewards of
ownership are classified as finance leases. Finance leases are capitalised at the lease’s inception at the lower of the fair
value of the leased property and the present value of the minimum lease payments. The corresponding rental obligations,
net of finance charges, are included in other long term payables. Each lease payment is allocated between the liability and
finance charges so as to achieve a constant rate on the finance balance outstanding. The interest element of the finance
cost is charged to the income statement over the lease period so as to produce a constant periodic rate of interest on the
remaining balance of the liability for each period. There are no financial leases as at 31 December 2012.
Leases in which a significant portion of the risks and rewards of ownership are retained by the lessor are classified as
operating leases (Note 35). Payments made under operating leases (net of any incentives received from the lessor) are
charged to the income statement on a straight-line basis over the period of the lease.
Operating lease payments are representative of the pattern of benefits derived from the leased assets and are expensed in
the periods in which they are incurred.
Incentives received on entering into operating leases are recognised as liabilities. Lease payments are allocated between
rental expense and reduction of the liability.
(g)
Acquisition of assets
The acquisition method of accounting is used for all acquisitions of assets regardless of whether equity instruments or
other assets are acquired. Cost is measured as the fair value of the assets given or liabilities incurred or assumed at the
date of exchange plus incidental costs directly attributable to the acquisition.
Costs incurred on assets subsequent to initial acquisition are capitalised when it is probable that future economic benefits
in excess of the originally assessed performance of the asset will flow to the consolidated entity in future years, otherwise,
the costs are expensed as incurred.

CQUniversity ANNUAL REPORT 2012
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Acquisition of assets with a cost or other value equal to or in excess of the following thresholds are recognised for financial
reporting purposes in the year of acquisition:
Buildings $10,000
Infrastructure $10,000
Land $1
Plant and equipment $5,000
Shares $1
Computer software $100,000
Goodwill $1
Other (including artworks and heritage) $1
Where settlement of any part of cash consideration is deferred, the amounts payable in the future are discounted to their
present value as at the date of exchange. The discount rate used is the entity’s incremental borrowing rate, being the rate
at which a similar borrowing could be obtained from an independent financier under comparable terms and conditions.
15
ANNUAL FINANCIAL STATEMENTS
(h)
Impairment of assets
The carrying amounts of the consolidated entity’s assets, other than inventories and deferred tax assets are assessed on
an annual basis to determine whether there is any indication of impairment. If any such indication exists, the asset’s
recoverable amount is estimated.
Goodwill and intangible assets that have an indefinite useful life are not subject to amortisation and are tested annually for
impairment or more frequently if events or changes in circumstances indicate that they might be impaired. Other assets are
reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be
recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its
recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in use. For
the purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable
cash flows which are largely independent of the cash inflows from other assets or groups of assets (cash generating units).
Non-financial assets other than goodwill that suffered impairment are reviewed for possible reversal of the impairment at
each reporting date.
(i)
Cash and cash equivalents
Cash and cash equivalents include cash on hand, deposits held at call with financial institutions, other short-term, highly
liquid investments with original maturities of three months or less that are readily convertible to known amounts of cash and
which are subject to an insignificant risk of changes in value.
(j)
Receivables
Commercial and general debtors are recognised at cost less impairment losses and are generally due for settlement
within 14 days.
Student debtors are recognised at cost and are due within 14 days of invoice.
Collectability of trade receivables are reviewed on an on-going basis. An allowance for impaired receivables is established
when there is objective evidence that the Group may not be able to collect certain debts. Debts which are known to be
uncollectible, when formally approved for write off, are written off against the allowance for impaired receivables to the
extent that the expense has previously been provided for. Receivables expected to be received in the next 12 months are
classified as current.
(k)
Inventories
Inventories are stated at the lower of cost or net realisable value which is the estimated selling price in the ordinary course
of business less the estimated costs of completion and the estimated costs necessary to make the sale.
The cost of inventories comprises all costs of purchases and other costs of bringing the inventories to their present location
and condition. Bookshop inventory cost is determined using the weighted average cost method.
Obsolete, redundant and slow moving inventories are identified and written down to their estimated current replacement
cost.

16
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
(l)
Investments and other financial assets
The Group classifies its investments in the following categories: financial assets at fair value through profit or loss, loans
and receivables, held-to-maturity investments, and available-for-sale financial assets. The classification depends on the
purpose for which the investments were acquired. Management determines the classification of its investments at initial
recognition and, in the case of assets classifed as held-to-maturity, re-evaluates this designation at each reporting date.
(i) Financial assets at fair value through profit or loss
Financial assets at fair value through profit or loss include financial assets held for trading. A financial asset is classified in
this category if it is acquired principally for the purpose of selling in the short term. Assets in this category are classified as
current assets. There are no financial assets categorised as ‘financial assets at fair value through profit or loss’ as at 31
December 2012.
(ii) Loans and receivables
Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an
active market. They are included in current assets, except for those with maturities greater than 12 months after reporting
date which are classified as non-current assets. Loans and receivables are included in receivables in the statement of
financial position.
(iii) Held-to-maturity investments
Held-to-maturity investments are non-derivative financial assets with fixed or determinable payments and fixed maturities
that the Group’s management has the positive intention and ability to hold to maturity.
(iv) Available-for-sale financial assets
Available-for-sale financial assets, comprising principally marketable equity securities, are non-derivatives that are either
designated in this category or not classified in any of the other categories. They are included in non-current assets apart
from those which are available to be sold at short notice in an active market.
Purchases and sales of financial assets are recognised on trade-date – the date on which the Group commits to purchase
or sell the asset. Investments are initially recognised at fair value plus transaction costs for all financial assets not carried at
fair value through profit or loss. Financial assets carried at fair value through profit or loss, are initially recognised at fair
value and transaction costs are expensed in other comprehensive income. Subsequent to initial recognition, they are
measured at fair value and changes therein, other than impairment losses are recognised in other comprehensive income
and presented in reserves in equity. Financial assets are de-recognised when the rights to receive cash flows from the
financial assets have expired or have been transferred and the Group has transferred substantially all the risks and
rewards of ownership.
When securities classified as available-for-sale are sold, the accumulated fair value adjustments recognised in other
comprehensive income are included in the income statement as gains and losses from investment securities.
Subsequent measurement
Available-for-sale financial assets and financial assets at fair value through profit or loss are subsequently carried at fair
value. Loans and receivables and held-to-maturity investments are carried at amortised cost using the effective interest
method.
Impairment
The Group assesses annually whether there is objective evidence that a financial asset or a group of financial assets are
impaired. If any such evidence exists an impairment loss is recognised in the income statement.
(m)
Investment properties
Investment properties exclude properties held to meet service delivery objectives of Central Queensland University and are
held to earn rental income and/or for capital appreciation.
Investment properties are initially recognised at cost. Costs incurred subsequent to initial acquisition are capitalised when it
is probable that future economic benefits in excess of the originally assessed performance of the asset will flow to Central
Queensland University. Where an investment property is acquired at no cost or for nominal consideration, its estimated
value shall be deemed to be its fair value, as at the date of acquisition.
Subsequent to initial recognition at cost, investment property is carried at fair value, which is based on active market prices,
adjusted, if necessary, for any difference in the nature, location or condition of the specific asset. If this information is not
available, the Group uses alternative valuation methods such as recent prices in less active markets or discounted cash
flow projections. These valuations are reviewed annually by a Registered Valuer. Changes in fair values are recorded in
the income statement.

CQUniversity ANNUAL REPORT 2012
(n)
(o)
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Rental revenue from the leasing of investment properties is recognised in the income statement in the periods in which it is
receivable, as this represents the pattern of service rendered through the provision of the properties.
Property, plant and equipment
Land and buildings (except for investment properties – refer to note 1(m) above), infrastructure, library heritage and art
collections are shown at fair value, based on periodic, but at least triennial, valuations by external independent valuers less
subsequent depreciation for buildings and infrastructure. During intervening years a management assessment of fair value
using indices supplied by external valuers which are specifically tailored assessments of market trends occurring at the
time. Buildings, infrastructure and land indices and assessment were supplied by G Pyman (FAPI, MRICS) Registered
Valuer No. 1856; B MacAulay (AVAA No. 336) provided a specific assessment for Artworks. The University Heritage
Collection was independently revalued during 2012 by J Harbeck, an Australian Government Cultural Gifts Program
Valuer.
Any accumulated depreciation at the date of revaluation is restated proportionately with the change in the gross carrying
amount of the asset so that the carrying amount of the asset after valuation equals its revalued amount. All other property,
plant and equipment are stated at historical cost less depreciation. Historical cost includes expenditure that is directly
attributable to the acquisition of the items.
Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only
when it is probable that future economic benefits associated with the item will flow to the Group and the cost of the item
can be measured reliably. All other repairs and maintenance expenses are charged to the income statement during the
financial period in which they are incurred.
Increases in the carrying amounts arising on revaluation of land, buildings, infrastructure, library heritage and art collections
are credited to reserves in equity. To the extent that the increase reverses a decrease for that class previously recognised
in profit or loss, the increase is first recognised in profit and loss. Decreases that reverse previous increases of the same
asset class are first charged against revaluation reserves directly in equity of the remaining reserve attributable to the asset
class; all other decreases are charged to the income statement.
Asset classes land, library heritage and art collections are not depreciated. Depreciation on other assets is calculated
using the straight-line method to allocate their cost or revalued amounts, net of their residual values, over their remaining
useful lives as follows:
freehold buildings 2 to 59 years
infrastructure 2 to 39 years
leasehold improvements 1 to 16 years
plant and equipment 4 to 25 years
The assets’ residual values and useful lives are reviewed annually, and adjusted if appropriate.
An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater
than its estimated recoverable amount. Gains and losses on disposal are determined by comparing proceeds with carrying
amount. These are included in the income statement. Where revalued assets are sold, it is Group policy to transfer the
amounts included in other reserves in respect of those assets to retained earnings.
Intangible assets
Intangible assets with a cost or other value equal to or greater than $100,000 are recognised in the financial statements,
items with a lesser value being expensed. Each intangible asset is amortised over its estimated useful life to the Group,
less any anticipated residual value. The residual value is zero for all the Group’s intangible assets.
It has been determined that there is no active market for any of the Group’s intangible assets. As such, the assets are
recognised and carried at cost less accumulated amortisation and accumulated impairment losses.
No intangible assets have been classified as held for sale or form part of the disposal group held for sale.
Purchased software
Software development costs in excess of $100,000 are recognised as an asset on acquisition only when the consolidated
entity controls future economic benefits as a result of the costs incurred that are probable and can be measured reliably.
Costs attributable to feasibility assessments are expensed as incurred. The costs capitalised include the cost of materials,
direct labour, directly attributable overheads and other incidental costs incurred. The purchase cost of this software is being
amortised on a straight-line basis over the period of the expected benefit to the university, namely 3 to 5 years.
17
ANNUAL FINANCIAL STATEMENTS

18
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Internally generated software
Expenditure on research activities relating to internally generated intangible assets is recognised as an expense in the
period in which it is incurred. Costs associated with the development of computer software have been capitalised and are
amortised on a straight-line basis over the period of expected benefit to the university, namely 3 to 5 years.
Goodwill
Goodwill is initially recorded at the amount by which the purchase price for a business combination exceeds the fair value
attributed to the interest in the net fair value of identifiable assets, liabilities and contingent liabilities at date of acquisition.
Goodwill on acquisitions of subsidiaries is included in intangible assets. Changes in the ownership interests in a subsidiary
are accounted for as equity transactions and do not affect the carrying amount of goodwill. Goodwill is tested annually for
impairment and carried at cost less accumulated impairment losses. Gains and losses on disposal of an entity include the
carrying amount of goodwill relating to the entity sold.
(p)
Trade and other payables
These amounts represent liabilities for goods and services provided to the Group prior to the end of the financial year
which are unpaid. The amounts are unsecured and are usually paid within 30 days of recognition.
(q)
Employee benefits
(i) Wages, salaries and annual leave
Wages, salaries and annual leave due but unpaid at reporting date are recognised in the Statement of Financial Position at
the remuneration rates expected to apply at the time of settlement and include related on-costs.
For unpaid benefits expected to be paid within twelve (12) months, the liabilities are recognised at their undiscounted
values. For those benefits not expected to be paid within twelve (12) months, the liabilities are recognised at their present
value, calculated using market yields at the reporting date on national government bonds with maturities matching the term
to settlement. Regardless of the expected timing of settlements, provisions made in respect of employee benefits are
classified as a current liability, unless there is an unconditional right to defer the settlement of the liability for at least 12
months after the reporting date, in which case it would be classified as a non-current liability.
(ii) Sick leave
No provision has been made for sick leave as all sick leave is non-vesting and the average sick leave taken in future years
by employees is estimated to be less than the annual entitlement of sick leave.
(iii) Long service leave
The liability for long service leave is recognised in the provision for employee benefits and measured as the present value
of expected future payments to be made in respect of services provided by employees up to the reporting date.
Consideration is given to expected future wage and salary levels, experience of employee departures and periods of
service. Expected future payments are discounted using market yields at the reporting date on national government bonds
with terms to maturity that match, as closely as possible, the estimated future cash outflows.
(iv) Time off in lieu
Time off in lieu accrued is not recorded as a liability as it is considered immaterial and any payment of time in lieu is
recognised as an expense.
(v) Superannuation plans
Central Queensland University contributes to UniSuper and QSuper under arrangements where employees are entitled to
defined benefits and accumulated plan benefits on resignation, retirement, disability or death. Continuing employees may
contribute to the relevant plan an amount of between 0% and 7% of their wages and salaries. The University contributes to
the plan at the applicable rate for each fund – ranging from 3% to a maximum of 17%. A minimum of 9% is paid on behalf
of each eligible employee in accordance with the Superannuation Guarantee Administration Act 1992.
The University’s share of the superannuation plans assets and accrued vested benefits are not recognised in the financial
statements.
The UniSuper Defined Benefit Division (DBD) which is the predominant plan within the University, is a defined benefit plan
under superannuation law, however, as a result of amendments to Clause 34 of the UniSuper Trust Deed, it is deemed a
defined contribution plan under Accounting Statdard AASB 119 Employee Benefits. The DBD receives fixed contributions
from the consolidated entity and the consolidated entity’s legal or constructive obligation is limited to these contributions.
Additionally any acturarial risk and investment risk falls on the consolidated entity’s employees.
The University also contributes to QSuper (the Trustee for State Public Sector Superannualtion Scheme) in respect of
certain employees, however the University’s obligation is considered immaterial.

CQUniversity ANNUAL REPORT 2012
(r)
(s)
(t)
(u)
(v)
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
(vi) Executive remuneration
Key executive management personnel and remuneration disclosures are made in accordance with Section 5 to the
Financial Reporting Requirements for Queensland Government Agencies, issued by Queensland Treasury in conjunction
with the requirements of the Financial Statement Guidelines for Australian Education Providers, issued by the Department
of Industry, Innovation, Science, Research and Tertiary Education. Refer to Note 32 for the disclosures on key executive
management personnel and remuneration.
Provisions
Provisions for grant recovery and lease make good are recognised when: the Group has a present obligation as a result of
past events; it is probable that an outflow of resources will be required to settle the obligation; and the amount can be
reliably estimated. Provisions are not recognised for future operating losses.
Provisions are measured at the present value of management’s best estimate of the expenditure required to settle the
present obligation at the balance sheet date. The discount rate used to determine the present value reflects current market
assessments of the time value of money and the risks specific to the liability. The increase in the provision due to the
passage of time is recognised as a finance cost.
Financial instruments
Recognition
Financial assets and financial liabilities are recognised in the statement of financial position when the Group becomes party
to the contractual provisions of the financial instrument.
Classification
Financial instruments are classified and measured as follows:
cash and cash equivalents - held at fair value through profit or loss
receivables – held at amortised cost
available for sale financial assets – fair value and cost (Note 21)
payables – held at amortised cost
provisions – held at amortised cost
The Group does not enter into transactions for speculative purposes, nor for hedging. Apart from cash and cash
equivalents, the Group holds no financial assets classified at fair value through profit or loss.
Council member benefits
Central Queensland University Council members do not receive any remuneration for attendance at council meetings or
activities. Council members who are also employees of the University receive their normal remuneration while attending to
council business. Council members who are also public service employees of other entities are remunerated by their
employing entity in accordance with arrangements with that entity. The University accepts financial responsibility for travel
costs related to university meetings and activities.
Rounding and comparatives
Amounts shown in these financial statements have been rounded to the nearest thousand dollars, or in certain cases, the
nearest dollar. Comparative information has been restated where necessary to be consistent with disclosures in the current
reporting period.
Goods and services tax (GST)
Revenues, expenses and assets are recognised net of the amount of associated GST, unless the amount of GST incurred
is not recoverable from the Australian Taxation Office (ATO). In this case it is recognised as part of the cost of acquisition
of an asset or as part of an item of expense.
Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST
recoverable from, or payable to, the ATO is included with receivables or payables in the statement of financial position.
Cash flows are presented on a gross basis. The GST component of the cash flows arising from investing or financing
activities, which are recoverable from or payable to the ATO, are presented as operating cash flows.
19
ANNUAL FINANCIAL STATEMENTS

20
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
(w)
New standards and interpretations
In the current year , the Group adopted all of the new and revised Standards and Interpretations issued by the Australian
Accounting Standards Board (AASB) that are relevant to its operations and effective for the current reporting period. The
adoption of the new and revised Standards and Interpretations has not resulted in any material changes to the Group’s
accounting policies and has had a minimal impact on the Group’s financial statements as outlined below.
As the Group held no collateral or other credit enhancements in respect of its financial instruments, and did not renegotiate
the terms of any financial assets, during the reporting periods presented in these financial statements, there were no other
changes required to the Group’s financial instruments note arising from the amendments to AASB 7 Financial Instruments:
Disclosures.
AASB 1054 Australian Additional Disclosures became effective from reporting periods beginning on or after 1 July 2011.
Given the Group's previous disclosure practices, AASB 1054 had minimal impact on the Group. Note 33 regarding audit
fees has been slightly amended to clarify the nature of the work performed by the auditor.
AASB 2011-1 Amendments to Australian Accounting Standards arising from the Trans-Tasman Convergence Project also
became effective from reporting periods beginning on or after 1 July 2011. The only implication for the Group from this
amending standard was the deletion from AASB 101 Presentation of Financial Statements of the requirement for disclosure
of contractual expenditure commitments. Group has elected to continue to disclose this information in aggregate in Note
35.
The following standards, amendments to standards and interpretations have been identified as those which may impact the
entity in the period of initial application. They are available for early adoption at 31 December 2012, but have not been
applied in preparing this financial report.
This accounting standard is effective for reporting periods beginning on or after 1 January 2013 and is to be applied
prospectively from that date. AASB 13 establishes a single source of guidance for fair value measurements. The standard
does not include requirements on when fair value measurement is required but rather prescribes how fair value is to be
measured and disclosed when it is required by another accounting standard. Many of these disclosures relate to the threelevel
fair value hierarchy and are already required for financial instruments under AASB 7. However, AASB 13 extends
these disclosures to cover all assets and liabilities within its scope. Potential impacts of AASB 13 relate to the fair value
measurement methodologies used, and financial statement disclosure made in respect of such assets and liabilities.
The University has commenced reviewing its fair value methodologies (including instructions to valuers, data used and
assumptions made) for all items of property, plant and equipment measured at fair value to determine whether those
methodologies comply with AASB 13. No significant changes are anticipated based on the fair value methodologies
presently used. Therefore, at this stage, no consequential material impacts are expected for the university’s property, plant
and equipment for year ended 31 December 2013.
AASB 13 will require an increased amount of information to be disclosed in relation to fair value measurements for both
assets and liabilities. To the extent that any fair value measurement for an asset or liability uses data that is not
‘observable’ outside the Group, the amount of information to be disclosed will be relatively greater.
AASB 9 Financial Instruments (December 2010) and AASB 2010-7 Amendments to Australian Accounting Standards
arising from AASB 9 (December 2010) [AASB 1, 3, 4, 5, 7, 101, 102, 108, 112, 118, 120, 121, 127, 128, 131, 132, 136,
137, 139, 1023 & 1038 and Interpretations 2, 5, 10, 12, 19 & 127] become effective from reporting periods beginning on or
after 1 January 2015. The main impact of AASB 9 is to change the requirements for the classification, measurement and
disclosures associated with financial assets. Under the new requirements, financial assets will be more simply classified
according to whether they are measured at amortised cost or fair value. Pursuant to AASB 9, financial assets can only be
measured at amortised cost if two conditions are met. One of these conditions is that the asset must be held within a
business model whose objective is to hold assets in order to collect contractual cash flows. The other condition is that the
contractual terms of the asset give rise on specified dates to cash flows that are solely payments of principal and interest
on the principal amount outstanding.
The University has commenced reviewing the measurement of its financial assets against the new AASB 9 classification
and measurement requirements. However, as the classification of financial assets at the date of initial application of AASB
9 will depend on the facts and circumstances existing at that date, the University’s conclusions will not be confirmed until
closer to that time.
The following new and revised standards apply as from reporting periods beginning on or after 1 January 2013:
AASB 10 Consolidated Financial Statements
AASB 11 Joint Arrangements

CQUniversity ANNUAL REPORT 2012
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
AASB 12 Disclosure of Interests in Other Entities
AASB 127 (revised) Separate Financial Statements
AASB 128 (revised) Investments in Associates and Joint Ventures
AASB 2011-7 Amendments to Australian Accounting Standards arising from the Consolidation and Joint
Arrangements Standards [AASB 1, 2, 3, 5, 7, 9, 2009-11, 101, 107, 112, 118, 121, 124, 132, 133, 136, 138, 139,
1023 & 1038 and Interpretations 5, 9, 16 & 17].
These standards cannot be applied by not-for-profit entities prior to their effective date, as the AASB is presently
considering modifying them for application by not-for-profit entities in an Australian context. Any such modifications are
likely to clarify how the IASB’s principles should be applied by not-for-profit entities. Hence, the University is not yet in a
position to reliably determine the future implications of these new and revised standards for the Group’s financial
statements.
21
ANNUAL FINANCIAL STATEMENTS
AASB 10 redefines and clarifies the concept of control of another entity, which is the basis for determining which entities
should be consolidated into the University’s financial statements. Therefore subject to any not-for-profit modifications yet to
be made to AASB 10, the University will need to re-assess the nature of its relationships with other entities, including
entities that are not currently consolidated.
AASB 11 deals with the concept of joint control, and sets out new principles for determining the type of joint arrangement
that exists – which, in turn, dictates the accounting treatment. The new categories of joint arrangements under AASB 11
are more aligned to the actual rights and obligations of the parties to the arrangement. Subject to any not-for-profit
modifications yet to be made to AASB 11, the University will need to assess the nature of any arrangements with other
entities to determine whether a joint arrangement exists in terms of AASB 11.
AASB 12 contains a wide range of new disclosure requirements in respect of interests in other entities, whether those
entities are controlled entities, associates, joint arrangements, or structured entities that are not consolidated. The volume
and nature of disclosures that the University will be required to make for the 31 December 2013 financial statements will
depend on the eventual assessment of the implications of the new and revised standards listed above, particularly AASB
10, AASB 11 and AASB 128.
A revised version of AASB 119 Employee Benefits applies from reporting periods beginning on or after 1 January 2013.
The revised AASB 119 is generally to be applied retrospectively. Given the University’s circumstances, the only
implications for the group are that the revised standard clarifies the concept of “termination benefits”, and the recognition
criteria for liabilities for termination benefits will be different. If termination benefits meet the timeframe criterion for “shortterm
employee benefits”, they will be measured according to the AASB 119 requirements for “short-term employee
benefits”. Otherwise, termination benefits will need to be measured according to the AASB 119 requirements for “other
long-term employee benefits”. Under the revised standard, the recognition and measurement of employer obligations for
“other long-term employee benefits” will need to be accounted for according to most of the requirements of the defined
benefits plans.
The revised AASB 119 includes changed requirements for the measurement of employer liabilities/assets arising from
defined benefit plans, and the measurement and presentation of changes in such liabilities/assets. The University
contributions to QSuper defined benefit plan (which the obligations are considered immaterial), and the corresponding
QSuper employer benefit obligation is held by the State. Therefore, those changes to AASB 119 will have no impact on the
University.
AASB 1053 Application of Tiers of Australian Accounting Standards applies as from reporting periods beginning on or after
1 July 2013. AASB 1053 establishes a differential financial reporting framework for those entities that prepare general
purpose financial statements, consisting of two tiers of reporting requirements – Australian Accounting Standards
(commonly referred to as “tier 1”), and Australian Accounting Standards – Reduced Disclosure Requirements (commonly
referred to as “tier 2”). Tier 1 requirements comprise the full range of AASB recognition, measurement, presentation and
disclosure requirements that are currently applicable to reporting entities in Australia. The only difference between tier 1
and tier 2 requirements is that tier 2 requires fewer disclosures than tier 1.
Pursuant to AASB 1053, public sector entities like Central Queensland University may adopt tier 2 requirements for their
general purpose financial statements. However, AASB 1053 acknowledges the power of a regulator to require application
of the tier 1 requirements. In the case of the Central Queensland University, the Department of Industry, Innovation,
Science, Research and Tertiary Education has advised that tier 2 reporting requirements are not to be adopted for the
reporting period ending 31 December 2012.
All other Accounting Standards and Interpretations with future commencement dates have been assessed and are not
considered to impact the Group.

22
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 2.
Disaggregated information
Geographical [Consolidated Entity]
University courses are delivered in Singapore through a partnering
arrangement.
Revenue
Results before tax
Notes 2012 2011 2012 2011
$'000 $'000 $'000 $'000
Australia 250,506 250,370 (25,207) (3,502)
Overseas 803 775 (877) 224
251,309 251,145 (26,084) (3,278)
Assets
Australia 341,267 358,342
Overseas 451 -
341,718 358,342
Note 3. Australian Government financial assistance including HECS-HELP and FEE-HELP
Consolidated
Parent Entity
2012 2011 2012 2011
$'000 $'000 $'000 $'000
(a) Commonwealth Grants Scheme and Other Grants 42.1
Commonwealth Grants Scheme 77,616 67,114 77,616 67,114
Indigenous Support Program 814 814 814 814
Partnership & Participation Program 1,899 2,762 1,899 2,762
Disability Support Program 24 37 24 37
Learning and Teaching Performance Fund 265 - 265 -
Diversity and Structural Adjustment Fund - 686 - 686
Transitional Cost Program 161 203 161 203
Total Commonwealth Grants Scheme and Other Grants 80,779 71,616 80,779 71,616
(b) Higher Education Loan Programs 42.2
HECS - HELP 36,927 29,443 36,927 29,443
FEE - HELP 2,686 2,008 2,686 2,008
SA-HELP 1,318 - 1,318 -
Total Higher Education Loan Programs 40,931 31,451 40,931 31,451
(c) Scholarships 42.3
Australian Postgraduate Awards 799 683 799 683
International Postgraduate Research Scholarship 64 62 64 62
Commonwealth Education Cost Scholarships 908 982 908 982
Commonwealth Accommodation Scholarships 48 335 48 335
Indigenous Access Scholarships 90 (54) 90 (54)
Total Scholarships 1,909 2,008 1,909 2,008

CQUniversity ANNUAL REPORT 2012
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Consolidated
Parent Entity
Notes 2012 2011 2012 2011
$'000 $'000 $'000 $'000
(d) DIISRTE - Research 42.4
Joint Research Engagement Program 1,284 1,291 1,284 1,291
Research Training Scheme 2,209 2,240 2,209 2,240
Research Infrastructure Block Grants 212 210 212 210
Sustainable Research Excellence in Universities 323 237 323 237
Total DIISRTE - Research Grants 4,028 3,978 4,028 3,978
(e) Australian Research Council 42.7
(i) Discovery
Project 244 83 244 83
Total Discovery 244 83 244 83
23
ANNUAL FINANCIAL STATEMENTS
(ii) Linkages
Projects 266 - 266 -
Total Linkages 266 - 266 -
Total ARC 510 83 510 83
(f) Other Australian Government financial assistance
Non-capital
Health Workforce Australia 474 736 474 736
Indigenous Tutorial Assistance Scheme 168 189 168 189
Student services amenities fee 20 - 20 -
Total 662 925 662 925
Capital
Health Workforce Australia 3,650 4,130 3,650 4,130
Total 3,650 4,130 3,650 4,130
Total Other Australian Government financial assistance 4,312 5,055 4,312 5,055
Total Australian Government financial assistance 132,469 114,191 132,469 114,191
Reconciliation
Australian Government grants 91,538 82,740 91,538 82,740
HECS-HELP payments 36,927 29,443 36,927 29,443
FEE-HELP payments 2,686 2,008 2,686 2,008
SA-HELP payments 1,318 - 1,318 -
Total Australian Government financial assistance 132,469 114,191 132,469 114,191

24
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Consolidated
Parent Entity
Notes 2012 2011 2012 2011
$'000 $'000 $'000 $'000
(g) Australian Government Grants received - cash basis
CGS and Other DIISRTE Grants 42.1 79,414 69,789 79,414 69,789
Higher Education Loan Programs 42.2 40,898 30,031 40,898 30,031
Scholarships 42.3 1,909 426 1,909 426
DIISRTE Research 42.4 4,028 3,978 4,028 3,978
ARC grants - Discovery 42.7(i) 244 83 244 83
ARC grants - Linkages 42.7(ii) 266 - 266 -
Other Australian Government Grants 4,313 5,055 4,313 5,055
Total Australian Government Grants received - cash basis 131,072 109,362 131,072 109,362
OS - Help (Net) 42.8 (63) (5) (63) (5)
Total Australian Government funding received - cash basis 131,009 109,357 131,009 109,357
Note 4. Fees and charges
Course fees and charges
Fee-paying overseas students 73,368 86,127 73,368 86,127
Continuing education 798 213 399 213
Fee-paying domestic postgraduate students 3,094 2,910 3,094 2,910
Fee-paying domestic undergraduate students 11 88 11 88
Fee-paying domestic non-award students 447 358 447 358
Total course fees and charges 77,718 89,696 77,319 89,696
Other non-course fees and charges
Student services fees from students 1,006 - 1,006 -
Amenities and service fees 1,324 1,619 1,233 1,552
Examination fees 3 2 2 2
Library fines 23 26 23 26
Lease fees & rental charges 5,160 3,348 5,160 3,348
Student accommodation 2,575 2,284 2,575 2,284
Membership fees 198 185 198 185
Management fee income 245 - 1,291 9,050
Accounting fees & charges 457 603 457 603
Conference fees 138 131 138 131
Unclaimed student payments 470 517 470 517
Other fees and charges 619 459 402 216
Total other fees and charges 12,218 9,174 12,955 17,914
Total fees and charges 89,938 98,870 90,274 107,610

CQUniversity ANNUAL REPORT 2012
Note 5. Investment revenue and income
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Consolidated
Parent Entity
Notes 2012 2011 2012 2011
$'000 $'000 $'000 $'000
Interest 1,735 3,667 1,171 2,927
Rental 209 791 209 791
Dividends - 197 - 217
Trust distribution 1,797 3,747 1,797 4,747
Total investment revenue 3,741 8,402 3,177 8,682
Net investment income 3,741 8,402 3,177 8,682
25
ANNUAL FINANCIAL STATEMENTS
Note 6. Consultancy and contracts
Research
Contracts 6,936 6,801 6,936 6,801
6,936 6,801 6,936 6,801
Other
Consultancy 820 566 820 566
820 566 820 566
Total consultancy and contracts 7,756 7,367 7,756 7,367
Note 7. Sale of books and related student material
(a) Gross sales
Bookshop 4,072 4,041 4,175 4,129
CQU Press - 78 - 78
Sports Centre - 1 - 1
4,072 4,120 4,175 4,208
(b) Cost of sales
Bookshop 2,764 2,793 2,764 2,793
CQU Press - 76 - 76
Sports Centre - 1 - 1
2,764 2,870 2,764 2,870
Gross profit on sale of goods 1,308 1,250 1,411 1,338
Note 8. Other revenue
Other revenue
Donations and bequests 866 146 866 146
Scholarships and prizes 1,422 609 1,422 609
Commission 291 390 28 10
Sales 179 123 147 124
Subsidies 960 464 960 464
Materials Development 2 - 2 -
Recouped Expenditure 414 869 422 875
Other 130 94 129 94
4,264 2,695 3,976 2,322

26
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Consolidated
Parent Entity
Notes 2012 2011 2012 2011
$'000 $'000 $'000 $'000
Note 9. Gain on assets acquired at less than fair value
Gain on assets acquired at less than fair value - 8,081 - 8,081
During 2011 the Group acquired property at 5 Ibis Avenue, Rockhampton. This acquisition resulted from an ‘arms-length’ transaction. A
subsequent valuation as at 31 October 2011 was performed by MD Sheehan (AAPI), Registered valuer No. 1011 which resulted in a gain
on assets acquired at less than fair value.
Note 10. Employee related expenses
Academic
Salaries 60,742 54,292 49,150 42,554
Contribution to funded superannuation and pension schemes 8,199 7,412 7,548 6,752
Payroll tax 3,330 2,913 2,901 2,499
Worker's compensation 161 167 118 117
Long service leave expense 1,286 1,398 1,174 1,224
Annual leave 4,199 3,729 4,212 3,710
Other 136 120 89 78
Total academic 78,053 70,033 65,192 56,936
Non-academic
Salaries 64,395 57,680 49,080 44,254
Contribution to funded superannuation and pension schemes 9,088 8,467 7,578 6,920
Payroll tax 3,760 3,472 2,758 2,500
Worker's compensation 211 244 124 129
Long service leave expense 1,505 1,719 1,231 1,305
Annual leave 4,454 3,983 4,468 3,933
Other 166 201 109 132
Total non-academic 83,579 75,764 65,348 59,172
Total employee related expenses 161,632 145,797 130,540 116,108
Included in salaries are redundancy payments in the amount of $4,773,045 (Parent entity); $2,185,494 (C Management Services Pty Ltd).
The number of employees including full-time, part-time and casual,
measured on a full-time equivalent basis is:
Number of employees 1370 1379 1178 1151
Note 11. Depreciation and amortisation
Depreciation
Buildings 5,693 4,624 5,693 4,625
Infrastructure 605 607 605 607
Leasehold improvements 1,398 1,653 1,392 1,653
Motor vehicles 661 601 660 601
Computing equipment 1,059 1,200 616 696
Plant and equipment 1,662 1,268 1,456 1,084
Total depreciation 11,078 9,953 10,422 9,266
Amortisation
Computer software 3,249 3,085 3,161 2,973
Total amortisation 3,249 3,085 3,161 2,973
Total depreciation and amortisation 14,327 13,038 13,583 12,239

CQUniversity ANNUAL REPORT 2012
Note 12. Repairs and maintenance
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Consolidated
Parent Entity
Notes 2012 2011 2012 2011
$'000 $'000 $'000 $'000
Buildings 1,492 1,609 1,391 1,508
Cleaning 2,178 1,904 1,740 1,479
Repairs and maintenance general 866 821 863 818
IT maintenance 2,590 2,260 2,590 2,260
Service contracts 350 157 350 145
Other operating expenses 2,100 3,527 1,227 2,646
Total repairs and maintenance 9,576 10,278 8,161 8,856
Note 13. Management and other fees
27
ANNUAL FINANCIAL STATEMENTS
Management fees 804 580 41,987 50,271
Consultants fees 1,083 1,417 978 1,361
Commission 4,056 4,873 167 169
Copyright, royalties and patents 660 632 704 632
Membership fees and subscriptions 1,208 1,078 1,196 1,074
Student related fees 1,063 1,210 1,063 1,218
Labour services fees 5,226 3,336 4,993 4,701
Other fees 2,152 1,691 2,055 1,672
Total management and other fees 16,252 14,817 53,143 61,098
Note 14. Recovery of grants
Australian government grants
Commonwealth Grants Scheme 1,469 1,573 1,469 1,573
HECS - HELP - Australian Government payments 1,954 271 1,954 271
Scholarships - 596 - 596
DIISRTE - Research - 22 - 22
Health Workforce Australia 69 166 69 166
Other 69 80 69 80
Total recovery of grants 3,561 2,708 3,561 2,708
Note 15. Other expenses
Scholarships, grants and prizes 3,086 2,492 3,243 2,469
Advertising, marketing and promotional expenses 7,740 6,527 5,524 4,804
Audit fees, bank charges, legal costs, insurance and taxes 2,492 2,041 2,189 1,782
Donations 53 59 53 59
Changes in inventories of finished goods (327) 228 (327) 228
Printing, stationery, postages and freight 1,665 1,794 1,360 1,385
Rental, hire and other leasing fees 619 767 369 611
Foreign exchange losses - 2 - 2
Services and utility costs 4,374 3,476 3,997 3,104
Waivers - student fees 3,961 3,180 3,961 3,180
Publications expenses 707 957 696 957
Special payments (ex gratia) 141 - 141 -
Other expenses 1,144 1,419 651 797
Total other expenses 25,655 22,942 21,857 19,378

28
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Consolidated
Parent Entity
Notes 2012 2011 2012 2011
$'000 $'000 $'000 $'000
Note 16. Income tax expense
Current tax 10 562 - -
Deferred tax (386) (250) - -
Under/(over) provided in prior years - - - -
(376) 312 - -
Income tax expense is attributable to:
Operating result from continuing operations (376) 312 - -
Operating result from discontinued operations - - - -
Aggregate income tax expense (376) 312 - -
Deferred income tax (revenue)/expense included in income
tax expense comprises:
Decrease/(increase) in deferred tax assets (304) (212) - -
(Decrease)/increase in deferred tax liabilities (82) (38) - -
(386) (250) - -
(b) Numerical reconciliation of income tax expense to prima facie tax payable
Operating result from continuing operations
before income tax expense (1,384) 956 - -
Tax at the Australian tax rate of 30% (2011: 30%) (415) 287 - -
Tax effect of amounts which are not deductible/(taxable) in
calculating taxable income:
Sundry items 22 25 - -
Income tax expense (393) 312 - -
Under/(over) provided in prior years 17 - - -
Income tax expense (376) 312 - -
Note 17. Cash and cash equivalents
Cash at bank and on hand 2,800 2,897 1,504 1,484
Deposits at call 15,318 41,270 6,666 28,028
Other - trust fund 132 119 - -
Total cash and cash equivalents 18,250 44,286 8,170 29,512
(a) Cash at bank and on hand
Cash on hand - These are non-interest bearing.
Cash at bank - These deposits are bearing weighted average interest rate 2.70% (2011: 3.6%).
(b) Deposits at call
The deposits are bearing floating interest rates between 3% and 4.73% (2011: 3.25% and 5.22%). These deposits are held in "on-call'
accounts and available daily.

CQUniversity ANNUAL REPORT 2012
Note 18. Receivables
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Consolidated
Parent Entity
Notes 2012 2011 2012 2011
$'000 $'000 $'000 $'000
Current
Trade receivables
Commercial and general debtors 4,462 5,504 3,830 5,821
Student debtors 725 657 725 656
Student loans 21 7 21 7
Student board 20 10 20 10
5,228 6,178 4,596 6,494
Less: Impaired receivables - Student debtors (149) (112) (149) (112)
Less: Impaired receivables - Commercial and general debtors (187) (193) (187) (193)
4,892 5873000 4,260 6,189
Other receivables
Accrued revenue 12 15 7 7
Prepayments 5,074 4,208 9,206 11,112
(Net) GST 1,009 1,169 1,014 1,032
Total current receivables 10,987 11,265 14,487 18,339
29
ANNUAL FINANCIAL STATEMENTS
Total receivables 10,987 11,265 14,487 18,339
Impaired receivables
As at 31 December 2012 current receivables of the Group with a nominal value of $335,597 (2011: $305,200) were considered
impaired and form the value of the allowance.
Trade receivables with a value of $1,760,216 (2011: $1,987,505) for the Group and $1,714,462 (2011: $1,977,042) for the Parent
Entity were past due but not impaired. These relate to a number of independent customers for whom there is no recent history of
default. The ageing analysis of these receivables is as follows:
Up to 3 months
3 to 6 months
Over 6 months
Movements in the allowance for impaired receivables are as follows:
At 1 January
Allowance for impairment recognised during the year
Receivables written off during the year as uncollectible
Unused amount reversed
1,167 1,820 1,162 1,809
451 135 410 135
142 33 142 33
1,760 1,988 1,714 1,977
305 180 305 180
236 (17) 236 (17)
(79) (64) (79) (64)
(126) 206 (126) 206
336 305 336 305
The creation and release of the allowance for impaired receivables has been included in 'bad and doubtful debts' in the income
statement. Amounts charged to the allowance account are generally written off when there is no expectation of recovering additional
cash.
The other amounts within receivables do not contain impaired assets and are not past due. Based on credit history, it is expected
that these amounts will be received when due.

30
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Consolidated
Parent Entity
Notes 2012 2011 2012 2011
$'000 $'000 $'000 $'000
Note 19. Inventories
Current
Merchandise
Bookshop inventory held for distribution - at cost 2,208 1,890 2,208 1,890
Total current inventories 2,208 1,890 2,208 1,890
Total inventories 2,208 1,890 2,208 1,890
Note 20. Income tax assets
The income tax refundable of $472,803 (2011: $105,914) for the Group, $Nil (2011: $Nil) for the Parent Entity represents the amount
of income tax refundable in respect of current periods net of payments of tax made to the relevant tax authority and accrual at end of
year.
Note 21. Available for sale financial assets
Current
QIC - Unit trust 30,886 35,500 30,886 35,500
30,886 35,500 30,886 35,500
Non-current
Shares in Subsidiaries
C Management Services Pty Ltd - - - -
CQU Travel Centre Pty Ltd - - 411 402
Australian International Campuses Pty Ltd - - - -
Health Train Education Services Pty Ltd - - 304 -
CQU Institute of Higher Learning Pte Ltd - - 222 -
Mask-Ed International Pty Ltd - - - -
Shares in Unlisted Companies
Education Australia Ltd 1,565 1,337 1,565 1,337
WaterEd Australia Pty Ltd 165 137 165 137
Rail Innovation Australia Pty Ltd 82 78 82 78
AARNet Pty Ltd 1 1 1 1
Unisuper Management Pty Ltd - - -
Total non-current other financial assets 1,813 1,553 2,750 1,955
Total available for sale financial assets 32,699 37,053 33,636 37,455
Changes in fair values of other financial assets are recorded in other comprehensive income.
Investment Funds
The investment funds in the unit trust with Queensland Investment Corporation (QIC) were established to provide the University with shortterm
funding capabilities.
Subsidiaries
Details of subsidiaries are set out in Note 38. The Australian International Campuses Trust owns 100% of the shares in C Management
Services Pty Ltd. The trust was established for the benefit of the University, being the sole unit holder. These shares are valued using
the net asset method. This is a management valuation and there is no active market for these shares.
CQU Travel Centre Pty Ltd is a licenced travel agency. The company is 100% owned by the University. These shares are valued using
the net asset method. This is a management valuation and there is no active market for these shares.
Health Train Education Services Pty Ltd was acquired by Central Queensland University on 1 June 2012 and is a fully owned subsidiary of
the University. The university acquired the company in an active market. These shares are valued using the net asset value on a going
concern method.
CQU Institute of Higher Learning Pte Ltd was registered in Singapore on 9 March 2012 with 1,000,000 ordinary shares issued. Central
Queensland University has a 51% shareholding. The company has traded during the 2012 year however operations are now on hold.

CQUniversity ANNUAL REPORT 2012
Note 21. Available for sale financial assets cont..
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Mask-Ed International Pty Ltd was established on 28 June 2011 and is a fully owned subsidiary of the Univesity with 100 ordinary shares
issued to Central Queensland University. The company has not traded to date.
Unlisted Securities
Education Australia Ltd is a company offering student placement and English language testing services. The University holds less than
3% of the shareholding in Education Australia Ltd. The shares are valued using the net asset method. This is a management valuation
and there is no active market for these shares.
WaterEd Australia Pty Ltd is a company providing leadership and innovation in collaborative water resources management education and
training. The University holds a 20% shareholding in WaterEd Australia Pty Ltd. The shares are valued using the net asset value on a
going concern method. This is a management valuation and there is no active market for these shares.
Rail Innovation Australia Pty Ltd is a company responsible for the establishment of the Cooperative Research Centre for Railway
Engineering and Technologies. The University holds a 24% shareholding in Rail Innovation Australia Pty Ltd. The shares are valued
using the net asset method. This is a management valuation and there is no active market for these shares.
31
ANNUAL FINANCIAL STATEMENTS
AARNet Pty Ltd provides network connectivity for Australian Universities and the CSIRO. The University holds less than 3% of the
shareholding in AARNet Pty Ltd. The shares are valued at cost and there is no active market for these shares.
The University also has holdings with immaterial value. These holdings, valued at cost, carry minimal value due to there not being an
active market to trade, or the shares are held as part of a membership. These holdings are with the unlisted entities, Australian
International Campuses Pty Ltd and Unisuper Management Pty Ltd.
Note 22. Other non-financial assets
Consolidated
Parent Entity
Notes 2012 2011 2012 2011
$'000 $'000 $'000 $'000
Current
Imputation credits 61 8 61 8
Other 180 191 180 191
Total other non-financial assets 241 199 241 199
Note 23. Investments accounted for using the equity method
Investments in associates 177 236 - -
Reconciliation
Balance at 1 January 2012 236 195 - -
Share of profit for the year (59) 41 - -
Balance at 31 December 2012 177 236 - -
Name of Entity Description
Ownership interest
Hortical Pty Ltd Company established to hold the licence to the
50% 50%
intellectual property rights in Non-invasive
Sorting Technology and to develop and
commercialise these activities.
Summarised financial information in respect of associates is set out below.
Financial Position
Total assets 561 686 - -
Total liabilities 208 214 - -
Net assets 353 472 - -
Share of associates' net assets 177 236 - -
Financial Performance
Total revenue 28 176 - -
Profit/(loss) (119) 82 - -
Share of associates' profit/(loss) (59) 41 - -

32
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Consolidated
Parent Entity
Notes 2012 2011 2012 2011
$'000 $'000 $'000 $'000
Note 24. Investment properties
At fair value
Opening balance at 1 January 1,650 9,500 1,650 9,500
Change in fair value - 350 - 350
Disposals - (8,200) - (8,200)
Closing balance at 31 December 1,650 1,650 1,650 1,650
(a) Amounts recognised in profit and loss for investment properties
Rental Income 141 712 141 712
Direct operating expenses (rent generating properties) (3) (251) (3) (251)
Total recognised in profit and loss 138 461 138 461
(b) Valuation basis
Investment property was last comprehensively revalued at fair value as at 31 October 2012 by M.D. Sheehan, Registered
Valuer (No. 1011). The valuation was based on publicly available data on recent rentals and sales of similar buildings in
nearby localities. Such valuations were also influenced by details supplied by the University in respect of the age, internal
features/design and physical condition of each building.
(c) Leasing arrangements
Investment properties consist of one property that is leased to third parties under individually negotiated lease terms.

CQUniversity ANNUAL REPORT 2012
33
Note 25. Property, plant and equipment
Construction
in progress Freehold land
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Freehold
buildings
Plant and
equipment
Leasehold
improvements
Other work in
progress
Library &
collections Infrastructure Total
Consolidated $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
At 1 January 2011
- Cost 7,994 - - 32,426 10,345 3,407 - - 54,172
- Valuation - 39,115 179,562 - - - 1,536 14,717 234,930
Accumulated depreciation - - (28,291) (25,252) (7,554) - - (6,715) (67,811)
Net book amount 7,994 39,115 151,271 7,174 2,792 3,407 1,536 8,002 221,291
Year ended 31 December 2011
Opening net book amount 7,994 39,115 151,271 7,174 2,792 3,407 1,536 8,002 221,291
Adjustment relating to prior period - - (402) 39 - - (8) 401 30
Revaluation surplus/(deficit) - 596 1,583 - - - 339 61 2,579
Additions 15,069 4,300 9,550 3,652 207 7,288 18 363 40,447
Disposals - - - (401) - - (7) - (408)
Depreciation charge - - (4,624) (3,069) (1,653) - - (607) (9,953)
Capitalisation (19,317) - 19,101 2,240 6,093 (8,333) - 216 -
Closing net book amount 3,746 44,011 176,479 9,635 7,439 2,362 1,878 8,436 253,986
At 31 December 2011
- Cost 3,746 - - 35,752 16,645 2,362 - - 58,505
- Valuation ¹
- 44,011 209,553 - - - 1,878 15,955 271,397
Accumulated depreciation - - (33,074) (26,117) (9,206) - - (7,519) (75,916)
Net book amount 3,746 44,011 176,479 9,635 7,439 2,362 1,878 8,436 253,986
Year ended 31 December 2012
Opening net book amount 3,746 44,011 176,479 9,635 7,439 2,362 1,878 8,436 253,986
Adjustment relating to prior period - - - - - - - - -
Revaluation surplus/(deficit) - 401 1,719 - - - 1,090 71 3,281
Additions 11,520 - - 4,605 1,243 4,254 96 - 21,718
Disposals - - - (335) - - (10) - (345)
Depreciation charge - - (5,693) (3,382) (1,397) - - (605) (11,077)
Capitalisation (12,067) - 11,376 1,316 4,389 (5,178) - 164 -
Closing net book amount 3,199 44,412 183,881 11,839 11,674 1,438 3,054 8,066 267,563
At 31 December 2012
- Cost
3,199 - - 38,934 22,261 1,438 - - 65,832
- Valuation ¹
- 44,412 223,013 - - - 3,054 16,281 286,760
Accumulated depreciation - - (39,132) (27,095) (10,587) - - (8,215) (85,029)
Net book amount 3,199 44,412 183,881 11,839 11,674 1,438 3,054 8,066 267,563
ANNUAL FINANCIAL STATEMENTS

34
Note 25. Property, plant and equipment (continued)
Construction
in progress
Freehold land
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Freehold
buildings
Plant and
equipment
Leasehold
improvements
Other work in
progress
Library &
collections
Infrastructure Total
Parent entity $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
At 1 January 2011
- Cost 7,994 - - 27,727 10,346 3,407 - - 49,474
- Valuation - 39,115 179,562 - - - 1,536 14,713 234,926
Accumulated depreciation - - (28,291) (21,891) (7,554) - - (6,711) (64,447)
Net book amount 7,994 39,115 151,271 5,836 2,792 3,407 1,536 8,002 219,953
Year ended 31 December 2011
Opening net book amount 7,994 39,115 151,271 5,836 2,792 3,407 1,536 8,002 219,953
Adjustment relating to prior period - - (402) 39 - - (8) 401 30
Revaluation surplus/(deficit) - 596 1,583 - - - 339 61 2,579
Additions 15,069 4,300 9,550 2,908 207 7,288 18 363 39,703
Disposals - - - (364) - - (7) - (371)
Depreciation charge
- - (4,624) (2,382) (1,653) - - (607) (9,266)
Capitalisation (19,317) - 19,101 2,240 6,093 (8,333) - 216 -
Closing net book amount 3,746 44,011 176,479 8,277 7,439 2,362 1,878 8,436 252,628
At 31 December 2011
- Cost 3,746 - - 31,122 16,645 2,362 - - 53,875
- Valuation ¹
- 44,011 209,553 - - - 1,878 15,951 271,393
Accumulated depreciation - - (33,074) (22,845) (9,206) - - (7,515) (72,640)
Net book amount 3,746 44,011 176,479 8,277 7,439 2,362 1,878 8,436 252,628
Year ended 31 December 2012
Opening net book amount 3,746 44,011 176,479 8,277 7,439 2,362 1,878 8,436 252,628
Adjustment relating to prior period - - - - - - - - -
Revaluation surplus/(deficit) - 401 1,719 - - - 1,090 71 3,281
Additions 11,520 - - 4,354 1,146 4,254 96 - 21,370
Disposals - - - (311) - (10) - (321)
Depreciation charge - - (5,693) (2,733) (1,392) - - (605) (10,423)
Capitalisation (12,067) - 11,376 1,316 4,389 (5,178) - 164 -
Closing net book amount 3,199 44,412 183,881 10,903 11,582 1,438 3,054 8,066 266,535
At 31 December 2012
- Cost
3,199 - - 34,671 22,127 1,438 - - 61,435
- Valuation ¹
- 44,412 223,013 - - - 3,054 16,278 286,757
Accumulated depreciation - - (39,132) (23,768) (10,545) - - (8,212) (81,657)
Net book amount 3,199 44,412 183,881 10,903 11,582 1,438 3,054 8,066 266,535
The fair value model is applied to all Buildings, Infrastructure, Land, Library Heritage collection and Artworks, all other property, plant and equipment is valued at cost.
(1) Buildings, Infrastructure and Land were last independently valued to Fair Value as at 31 December 2010 by G Pyman (FAPI, MRICS), Registered Valuer (No. 1856), with interim valuation using indexes as at 31 October
2012 and management assessment. Purchase of property at 5 Ibis Avenue, Rockhampton on 5 October 2011 at cost with comprehensive revalue as at 31 October 2011 by MD Sheehan (AAPI) Registered Valuer (No.
1011). Library Heritage Collection was last independently valued to Fair Value as at 30 September 2012 by J Harbeck, Australian Government Cultural Gifts Program Valuer. Artworks was last independently valued to
Fair Value as at 31 December 2011 by B MacAulay (AVAA - No. 336) with a desk top valuation as at 31 October 2012 and management assessment. Assets acquired in years between comprehensive revaluation by
external valuer are not revalued and are carried at cost. Thus fair value of these are based on management assessment.

CQUniversity ANNUAL REPORT 2012
Note 26. Intangible assets
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Computer
Computer
Software
Software Work
in Progress Goodwill Total
Consolidated $'000 $'000 $'000 $'000
At 1 January 2011
- Cost 17,836 94 - 17,930
Accumulated amortisation (10,662) - - (10,662)
Net book amount 7,174 94 - 7,268
35
ANNUAL FINANCIAL STATEMENTS
Year ended 31 December 2011
Opening net book amount 7,174 94 - 7,268
Additions 3 2,096 - 2,099
Disposals (137) - (137)
Amortisation charge (3,085) - - (3,085)
Capitalisation 2,137 (2,137) - -
Closing net book amount 6,092 53 - 6,145
At 31 December 2011
- Cost 19,419 53 - 19,472
Accumulated amortisation (13,327) - - (13,327)
-
Net book amount 6,092 53 - 6,145
Year ended 31 December 2012
Opening net book amount 6,092 53 - 6,145
Adjustment relating to prior period - - -
Additions 149 2,138 373 2,660
Disposals - - -
Amortisation charge (3,248) - - (3,248)
Capitalisation 991 (991) - -
Closing net book amount 3,984 1,200 373 5,557
At 31 December 2012
- Cost 20,560 1,200 373 22,133
Accumulated amortisation (16,576) - - (16,576)
Net book amount 3,984 1,200 373 5,557

36
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 26. Intangible assets (continued)
Parent
Computer
Computer
Software
Software Work
in Progress Goodwill Total
$'000 $'000 $'000 $'000
At 1 January 2011
- Cost 16,929 94 - 17,023
Accumulated amortisation (9,962) - - (9,962)
Net book amount 6,967 94 - 7,061
Year ended 31 December 2011
Opening net book amount 6,967 94 - 7,061
Adjustment relating to prior period - - - -
Additions 2,096 - 2,096
Disposals (137) - - (137)
Amortisation charge (2,974) - - (2,974)
Capitalisation 2,137 (2,137) - -
Closing net book amount 5,993 53 - 6,046
At 31 December 2011
- Cost 18,548 53 - 18,601
Accumulated amortisation (12,555) - - (12,555)
Net book amount 5,993 53 - 6,046
Year ended 31 December 2012
Opening net book amount 5,993 53 - 6,046
Additions 127 2,138 373 2,638
Disposals - - -
Amortisation charge (3,161) - - (3,161)
Capitalisation 991 (991) - -
Closing net book amount 3,950 1,200 373 5,523
At 31 December 2012
- Cost 19,666 1,200 373 21,239
Accumulated amortisation (15,716) - - (15,716)
Net book amount 3,950 1,200 373 5,523

CQUniversity ANNUAL REPORT 2012
Note 27. Deferred tax assets and liabilities
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Consolidated
The balance comprises temporary differences
attributable to:
Assets Liabilities Net
2012 2011 2012 2011 2012 2011
$'000 $'000 $'000 $'000 $'000 $'000
Prepayments - - (59) (95) (59) (95)
Property, plant and equipment 162 212 - - 162 212
Accrued interest - - (2) (3) (2) (3)
Payables 145 125 - - 145 125
Employee provisions 1,249 1,340 - - 1,249 1,340
FBT liability - 4 (12) - (12) 4
Other legal and consultancy fees - - - - - -
Vehicle leases - - - (57) - (57)
Tax loss carried forward 429 - - - 429 -
1,985 1,681 (73) (155) 1,912 1,526
37
ANNUAL FINANCIAL STATEMENTS
Movement in temporary differences during the year: Balance Recognised Balance
01-Jan-11 in income 31-Dec-11
$'000 $'000 $'000
Prepayments (138) 43 (95)
Property, plant and equipment 193 19 212
Accrued interest (3) - (3)
Payables 123 2 125
Employee provisions 1,142 198 1,340
FBT Liability (3) 7 4
Other legal and consultancy fees 13 (13) -
Vehicle leases (51) (6) (57)
Tax loss carried forward - - -
1,276 250 1,526
Movement in temporary differences during the year: Balance Recognised Balance
01-Jan-12 in income 31-Dec-12
$'000 $'000 $'000
Prepayments (95) 36 (59)
Property, plant and equipment 212 (50) 162
Accrued interest (3) 1 (2)
Payables 125 20 145
Employee provisions 1,340 (91) 1,249
FBT Liability 4 (16) (12)
Other legal and consultancy fees - - -
Vehicle leases (57) 57 -
Tax loss carried forward - 429 429
1,526 386 1,912

38
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 28. Trade and other payables
Consolidated
Parent Entity
2012 2011 2012 2011
$'000 $'000 $'000 $'000
Current
OS-HELP liability to Australian Government 1 64 1 64
Trade creditors 6,629 7,606 5,507 6,356
Liability to Australian Government for grant recovery 292 165 292 165
Other creditors 3,026 1,640 2,622 1,612
Total current trade and other payables 9,948 9,475 8,422 8,197
Total trade and other payables 9,948 9,475 8,422 8,197
Note 29. Provisions
Current provisions expected to be settled within 12 months
Grant recovery 3,480 1,454 3,480 1,454
Employee benefits
Annual leave 9,653 8,981 8,100 7,429
Long service leave 3,304 3,580 2,410 2,315
Staff redundancies - 580 - 580
Current provisions expected to be settled after 12 months
Employee benefits
Annual leave 1,075 1,103 1,075 1,103
Long service leave 9,192 8,497 9,192 8,497
Total current provisions 26,704 24,195 24,257 21,378
Non-current
Make good 4,151 2,822 4,151 2,822
Employee benefits
Long service leave 4,278 4,814 2,560 3,166
Total non-current provisions 8,429 7,636 6,711 5,988
Total provisions 35,133 31,831 30,968 27,366

CQUniversity ANNUAL REPORT 2012
(a) Movements in provisions
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Movements in each class of provision during the financial year, other than employee benefits, are set out below:
Grant
Recovery
2012
Consolidated
$'000
Current
Carrying amount at start of year 1,454
Additional provisions recognised 3,424
Amounts used (1,398)
Unused amounts reversed -
Carrying amount at end of year 3,480
39
ANNUAL FINANCIAL STATEMENTS
Grant recovery
Provision is made for estimated recovery of Australian Government financial assistance in particular Commonwealth Grants Scheme,
HECS-HELP and Commonwealth Scholarships due to lower than expected student enrolments.
Make Good
2012
$'000
Non-current
Carrying amount at start of year 2,822
Additional provisions recognised 999
Unused amounts reversed -
Change in estimated cashflows 147
Increase/(decrease) in discounted amount 183
Carrying amount at end of year 4,151
Leasehold improvements - make good
Provision is made for estimated make good expenses in accordance with the terms of the lease agreements for premises at 400 Kent
Street Sydney, 90 Goodchap Street Noosaville, 160 Ann Street Brisbane, 44 Greenhill Road Wayville and 134 -140 Little Lonsdale Street
Melbourne. The leases have termination dates of 2022, 2021, 2020 and 2016 respectively when it is expected that these obligations will
be realised.
Consolidated
Parent Entity
2012 2011 2012 2011
$'000 $'000 $'000 $'000
Note 30. Other liabilities
Current
Revenue received in advance 10,577 15,326 10,566 15,329
Building lease liability* 491 693 491 693
Other 3,012 3,689 2,997 3,174
Total current other liabilities 14,080 19,708 14,054 19,196
Non-current
Building lease liability* 16,741 12,559 16,741 12,559
Total non-current other liabilities 16,741 12,559 16,741 12,559
Total other liabilities 30,821 32,267 30,795 31,755
*This accumulated liability relates to the University's operating leases for the Australian International Campuses' premises which are
expensed on a straight-line basis over the terms of the individual lease in accordance with AASB 117. This liability is over the
remaining life of the leases.

40
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Consolidated
Parent Entity
Notes 2012 2011 2012 2011
$'000 $'000 $'000 $'000
Note 31. Reserves and retained surpluses
(a) Reserves
Property, plant and equipment revaluation reserve 78,452 75,171 78,451 75,171
Available for sale financial assets 5,990 2,402 5,923 2,704
Foreign currency translation reserve 34 - - -
Total reserves 84,476 77,573 84,374 77,875
Non-controlling interest (17) - - -
Total reserves attributable to parent entity 84,459 77,573 84,374 77,875
Movements:
Property, plant and equipment revaluation reserve
Balance 1 January 75,171 72,584 75,171 72,584
Revaluation increment/(decrement)
Buildings 1,718 1,583 1,718 1,583
Land 401 596 401 596
Infrastructure 71 61 71 61
Library heritage collection 1,167 - 1,167 -
Artwork (77) 347 (77) 347
Balance 31 December 78,451 75,171 78,451 75,171
Available for sale financial assets reserve
Balance 1 January 2,402 5,996 2,704 6,275
Fair value increment/(decrement) 3,588 (3,594) 3,219 (3,571)
Balance 31 December 5,990 2,402 5,923 2,704
Foreign currency translation reserve
Balance 1 January - - - -
Fair value increment/(decrement) 34 - - -
Balance 31 December 34 - - -
(b) Retained surplus
Movements in retained surplus were as follows:
Retained surplus at 1 January 207,196 210,474 202,527 205,469
Net operating result for the year (25,896) (3,278) (24,636) (2,942)
Retained surplus on acquisition of subsidiary (166) - - -
Retained surplus at 31 December 181,134 207,196 177,891 202,527
(c) Nature and purpose of reserves
The property, plant and equipment revaluation reserve includes the net revaluation increments and decrements arising from the
revaluation.
Available for sale financial assets reserve represents fair value movements in financial assets.
The share revaluation reserve includes the net revaluation increments and decrements arising from the revaluation.
The foreign currency translation reserve relates to the translation of the results and position of CQU Institute of Higher Learning Pte
Ltd whose functional and presentation currency is Singapore dollars into the group accounts which are presented in Australian
dollars.

CQUniversity ANNUAL REPORT 2012
Note 32. Key Management personnel and remuneration
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
(a) Names of responsible persons and key executive management personnel
The following persons were responsible persons and key management executive personnel of the consolidated entity during the
financial year:
Members of the Council and Board Members of the consolidated entity
R. Fritschy C. Turpin
S. Bowman R. Minchinton
J. Kyd (Resigned 31 August 2012) B. Fredericks (Appointed 1 August 2012)
T. Griffin T. Grigg (Resigned 17 July 2012)
C. Ware A. Blake
S. Collins L. Hyam
J. Anderson D.Turner
J. Fitzsimmons J. Roberts
J. Mark (Resigned 27 January 2012) P. Procter (Resigned 1 July 2012)
J. Davis (Appointed 30 January 2012) V. Hindell (Resigned 1 July 2012)
P. Corones N. Babovic (Appointed 5 June 2012)
M. McGrath (Term of Office concluded 25 May 2012) G. Pegg (Appointed 9 March 2012)
G. Carpenter (Appointed 25 May 2012) S. K. Cheng (Appointed 9 March 2012)
N. Pearse P. Loke (Appointed 9 March - Resigned 18 December 2012)
41
ANNUAL FINANCIAL STATEMENTS
Key Executive Management Personnel
S. Bowman J. Roberts
J. Kyd (Resigned 31 August 2012) H. Winchester (Appointed 1 August 2012)
M. Burton (Contract expired 31 January 2012) P. Carter (Resigned 31 July 2012)
K. Hawkins (Contract expired 1 August 2012) G. Wessling
A. Dawson D. Horvath
N. Babovic J. Brown
K. Tickle (Contract expired 6 July 2012) P. Deacon (Appointed 23 October 2012)
G. Pegg G. McMillan (Appointed 5 June 2012)
D. Turner K. Bruce (Appointed 9 April - Resigned 4 July 2012)
No other person had authority or responsibility for planning, directing and controlling the activities of the consolidated entity during the
financial year.

42
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
(b) Council and Board Members
University Council Members
The University Council is the governing body of the University, as set out in the Central Queensland University Act 1998 and is
responsible for managing and controlling the University's affairs, property and finances. The council must act in the manner that is
most likely to promote the University's interests and acts in all matters to advance the interests and aspirations of the University.
Membership of the Council is set out in ss 12-16 of the Act.
Council members have a duty to act honestly and with integrity; to exercise due care, skill and diligence in their duties; to make
appropriately informed decisions; and to act at all times in the interests of the University.
CQU Travel Centre Pty Ltd Board Members
Board members of CQU Travel Centre Pty Ltd are responsible for applying governance and oversight of the management of the
business and for ensuring the profitable operation on a sustainable basis. They approve the strategic direction and operations of
the Company in accordance with sound corporate governance protocols.
The two board members are also key executive management personnel of Central Queensland University and were appointed by
authority of the Company's Shareholder on 17 January 2006 and 23 June 2010 respectively.
Australian International Campuses Pty Ltd Board Members
Board members of Australian International Campuses Pty Ltd are responsible for applying governance and oversight of the
management of the business and for ensuring the profitable operation on a sustainable basis. They approve the strategic direction
and operations of the Company in accordance with sound corporate governance protocols.
The two current board members are also Members of the University Council and were appointed by authority of the Company's
Shareholder on 5 November 2008 and 22 February 2011 respectively.
C Management Services Pty Ltd Board Members
Board members of C Management Services Pty Ltd are responsible for ensuring that the Company complies with the objects as set
out in its constitution, governance and oversight of the management of the business and for ensuring the profitable operation on a
sustainable basis. The Company's Board of Directors approve the strategic direction and operations of the Company in
accordance with sound corporate governance protocols.
Three of the current board members are also Members of the University Council and were appointed by authority of the Company's
Shareholder on 26 August 2003, 20 November 2003 and 2 September 2009 respectively.
Health Train Education Services Pty Ltd Board Members
Board members of Health Train Education Services Pty Ltd are responsible for applying governance and oversight of the
management of the business and for ensuring the profitable operation on a sustainable basis. They approve the strategic direction
and operations of the Company in accordance with sound corporate governance protocols.
The two board members are also key executive management personnel of Central Queensland University and were appointed by
authority of the Company's Shareholder on 5 June 2012.
CQU Institute of Higher Learning Pte Ltd Board Members
Board members of CQU Institute of Higher Learning Pte Ltd are responsible for applying governance and oversight of the
management of the business and for ensuring the profitable operation on a sustainable basis. They approve the strategic direction
and operations of the Company in accordance with sound corporate governance protocols.
Three board members are also key executive management personnel of Central Queensland University and were appointed by
authority of the Company's Shareholders on 9 March 2012.

CQUniversity ANNUAL REPORT 2012
Note 32. Key Management personnel and remuneration (continued)
C Management Services Pty Ltd Board Members
Position
Chairman of the Board
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Responsibilities
Contract classification
and appointment
authority
The Chairman of the Board is
responsible for leading and managing
the Board in the discharge of its duties.
Appointed by authority and
Professor Bowman is the CQUniversity
on contract terms of the
Vice Chancellor & President and brings
Company’s Shareholder.
extensive academic and management
experience from within the Australian
higher education sector.
Current Incumbents
Date appointed to position
(Date resigned from position)
Appointed 27 July 2011
(Board Member –
2 September 2009 to 27 July
2011)
43
ANNUAL FINANCIAL STATEMENTS
Board Member (1)
Board Member (2)
Emeritus Professor Blake, AM held the
position of Vice Chancellor &
President, University of Technology,
Sydney from 1996 to 2002. He has
also held Directorships and
Memberships on Boards and Councils
(both public and private) within the
Australian higher education sector.
Emeritus Professor Blake, AM brings
to the Board a wide range of
educational, strategic and
management experience as well as
strategic skills.
Mr Fritschy is the CQUniversity
Chancellor. Mr Fritschy has held
senior managerial positions and
directorships within the mining sector
and brings to the Board extensive
commercial knowledge and experience
from within the Australian higher
education sector.
Appointed by authority of
the Company’s
Shareholder. Contract
duration is approved by
the Company’s
Shareholder.
Appointed by authority of
the Company’s
Shareholder. Contract
duration is approved by
the Company’s
Shareholder.
Appointed 1 August 2008
(Chairman – 1 August 2008 to 27
July 2011)
Appointed 26 August 2003
Board Member (3)
Ms Hyam has held executive
management positions and
Directorships within the international
and Australian higher education sector
as well as in local government. Ms
Hyam brings extensive industry,
strategic development, market
development and government relations
experience to the Board.
Appointed by authority of
the Company’s
Shareholder. Contract
duration is approved by
the Company’s
Shareholder.
Appointed 1 August 2008
Board Member (4)
Mr Ware is the CQUniversity Deputy
Chancellor. He is currently a
Consultant in a private legal practice
and is a widely experienced solicitor.
Mr Ware has held Directorships on
local industry Boards and brings
extensive legal and government
knowledge to the Board.
Appointed by authority of
the Company’s
Shareholder. Contract
duration is approved by
the Company’s
Shareholder.
Appointed 20 November 2003

44
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 32. Key Management personnel and remuneration (continued)
(c) Remuneration of Council and Board Members
Central Queensland University Council members do not receive any remuneration for attendance at Council meetings or
activities. The University does accept financial responsibility for travel costs related to University meetings and activities.
Board members of Australian International Campuses Pty Ltd, CQU Travel Centre Pty Ltd, Health Train Education Services
Pty Ltd and CQU Institute of Higher Learning Pte Ltd receive no remuneration from the company or the Group in return for
their efforts in the discharge of their responsibilities in those positions.
C Management Services Pty Ltd's Shareholder determines the aggregate amount of Directors Fees or remuneration.
Directors Fees are allocated among the Non-Executive Directors as the Board determines and do not, in any financial year,
exceed in aggregate the amount last determined by the Company's Shareholder. Remuneration of Directors was last
reviewed by the Board on 28 November 2012.
Remuneration packages for Board personnel comprise the following components:-
C Management Services Pty Ltd
Short-term employee benefits
Post-employment benefits
Other long-term benefits
Termination benefits
2012 2011
$ $
208,607 213,586
17,865 19,222
- -
- -
226,472 232,808
2012 C Management Services Pty Ltd
Position
Chairman of the Board *
Board Member (1)
Board Member (2)
Board Member (3)
Board Member (4)
Short term Employee
Benefits
Base
$'000
Non-
Monetary
Benefits
$'000
Long Term
Employee
Benefits
Post
Employment
Benefits
Termination
Benefits
Total
Remuneration
$'000 $'000 $'000 $'000
- - - - - -
53 - - 4 - 57
52 - - 5 - 57
52 - - 5 - 57
52 - - 5 - 57
209 - - 18 - 227
* The Chairman of the Board is an employee of Central Queensland University (the Company's ultimate shareholder) and is
not paid Director's fees.

CQUniversity ANNUAL REPORT 2012
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 32. Key Management personnel and remuneration (continued)
(c) Remuneration of Council and Board Members (continued)
2011 C Management Services Pty Ltd
Board Member (1)
Board Member (2)
Board Member (3)
Board Member (4)
Position
Chairman of the Board *
Short term Employee
Benefits
Base
$'000
Non-
Monetary
Benefits
$'000
Long Term
Employee
Benefits
Post
Employment
Benefits
Termination
Benefits
Total
Remuneration
$'000 $'000 $'000 $'000
- - - - - -
69 - - 6 - 76
48 - - 4 - 52
48 - - 4 - 52
48 - - 4 - 52
213 - - 19 - 232
45
ANNUAL FINANCIAL STATEMENTS
* The Chairman of the Board is an employee of Central Queensland University (the Company's ultimate shareholder) and is
not paid Director's fees.
No loans have been made to any council member, board personnel or their related parties.
Total remuneration of Council Members and Board
Members (excluding Key Executive Management
Personnel)
Nil - $14,999
$45,000 - $59,999
$75,000 - $89,999
Consolidated
Parent Entity
2012 2011 2012 2011
No. No. No. No.
18 13 15 14
4 3 - -
- 1 - -

46
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 32. Key Management personnel and remuneration (continued)
(d) Key Executive Management Personnel
Key executive management personnel include those positions that had authority and responsibility for planning, directing and
controlling the activities of the Group during 2012.
Central Queensland University
Current Incumbents
Position
Responsibilities
Contract classification
and appointment
authority
Date appointed to position
(Date resigned from position)
Vice-Chancellor and
President
The Vice-Chancellor and President is
Appointed by authority of
responsible for the provision of
the University Council
leadership and driving the strategic
according to the Central
planning, finance and external affairs of
Queensland University Act
the University is a Member of the
Appointed 1 August 2009
1998, Part 3, Section 32.
University Council and Chair of the
Contract terms are based
Board of C Management Services Pty
on market forces and
Ltd and CQU Institute of Higher
research.
Learning Pte Ltd.
Deputy Vice-
Chancellor (Academic
& Research)
The Deputy Vice-Chancellor
(Academic & Research) is responsible
for driving the University's academic,
research and engagement strategic
and operational agendas. The
previous appointee was a Member of
the University Council.
Appointed by authority of
the University Council
according to the Central
Queensland University Act
1998, Part 2, Division 2,
S9 (2)(a). Contract terms
are based on market
forces and research.
Previous incumbent resigned 31
August 2012
Current incumbent appointed 19
November 2012 (Acting from 1
August 2012)
Deputy Vice-
Chancellor
(International)
The Deputy Vice-Chancellor
(International) is a dual role with that of
Chief Executive Officer of C
Management Services Pty Ltd - a
wholly owned subsidiary of the
University, which has responsibility for
the management of the company and
its relationship with the University.
Appointed by authority of
the University Council
according to the Central
Queensland University Act
1998, Part 2, Division 2,
S9 (2)(a). Contract terms
are based on market
forces and research.
Previous incumbent contract
expired 1 August 2012
Interim acting appointment from
11 January 2012 (Resigned 31
August 2012)
Responsibilities incorporated into
Deputy Vice-Chancellor
(International and Services)
position 4 July 2012
Deputy Vice-
Chancellor
(International and
Services)
The Deputy Vice-Chancellor
(International and Services) is
responsible for oversight and strategic
management of the facilities which
support the provision of academic and
research activity across the University.
During the year the incumbent was
appointed to the role of Chief Executive
Officer of C Management Services Pty
Ltd and is responsible for the oversight
and strategic management of that
Company.
Appointed by authority of
the University Council
according to the Central
Queensland University Act
1998, Part 2, Division 2,
S9 (2)(a). Contract terms
are based on market
forces and research.
Appointed 4 July 2012
Previously Deputy Vice-
Chancellor (University Services)
appointed 1 May 2010

CQUniversity ANNUAL REPORT 2012
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 32. Key Management personnel and remuneration (continued)
(d) Key Executive Management Personnel (continued)
Central Queensland University (continued)
Deputy Vice-
Chancellor
(Development)
The Deputy Vice-Chancellor
(Development) is responsible for
facilitating the University's renewal
agenda.
Appointed by authority of
the University Council
according to the Central
Queensland University Act
1998, Part 2, Division 2,
S9 (2)(a). Contract terms
are based on market
forces and research.
Appointed 16 November 2009
(Contract expired 31 January
2012)
Position disestablished
47
ANNUAL FINANCIAL STATEMENTS
Deputy Vice-
Chancellor (Industry
and Vocational
Education and
Training)
The Deputy Vice-Chancellor (Industry
and Vocational Education and
Training) main focus is the
responsibility for developing the first
Dual Sector University in Queensland
and is a Director of Health Train
Education Services Pty Ltd.
Appointed by authority of
the University Council
according to the Central
Queensland University Act
1998, Part 2, Division 2,
S9 (2)(a). Contract terms
are based on market
forces and research.
Appointed 2 May 2011
Deputy Vice-
Chancellor (Higher
Education Division)
The Deputy Vice-Chancellor (Higher
Education Division) is responsible for
building a higher education portfolio.
The position will also identify potential
to raise the profile of the University,
and develop innovative strategies and
plans to increase student numbers,
community engagement opportunities,
research potential and the overall
quality of the University. The
incumbent is a Director of CQU
Institute of Higher Learning Pte Ltd.
Appointed by authority of
the University Council
according to the Central
Queensland University Act
1998, Part 2, Division 2,
S9 (2)(a). Contract terms
are based on market
forces and research.
Appointed 27 June 2012
Appointed 27 May 2010
Pro Vice-Chancellor &
Executive Dean
(Faculty of Sciences,
Engineering & Health)
The Pro Vice-Chancellor & Executive
Dean is responsible for strategic
planning and developing goals,
objectives and budgets, for high
standards of curriculum, pedagogy and
assessment in relation to programs
and courses.
Appointed by authority of
the University Council
according to the Central
Queensland University Act
1998, Part 2, Division 2,
S9 (2)(a). Contract terms
are based on market
forces and research.
Appointed to concurrent role of
Acting Executive Dean (Faculty
of Arts, Business, Informatics
and Education) 8 May 2012)
Roles disestablished 26 June
2012 and incorporated into
position of Deputy Vice-
Chancellor (Higher Education
Division)
Pro Vice-Chancellor &
Executive Dean
(Faculty of Arts,
Business, Informatics
and Education & Head
of Campus, Noosa)
The Pro Vice-Chancellor & Executive
Dean is responsible for strategic
planning and developing goals,
objectives and budgets, for high
standards of curriculum, pedagogy and
assessment in relation to programs
and courses.
Appointed by authority of
the University Council
according to the Central
Queensland University Act
1998, Part 2, Division 2,
S9 (2)(a). Contract terms
are based on market
forces and research.
Appointed 9 February 2011
(Contract expired 6 July 2012)
Position responsibilities
redistributed 8 May 2012
Pro Vice-Chancellor & Executive
Dean position disestablished 6
July 2012

48
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 32. Key Management personnel and remuneration (continued)
(d) Key Executive Management Personnel (continued)
Central Queensland University (continued)
Chief Financial Officer
The Chief Financial Officer is
responsible for the University's
Planning and Financial Management
including Risk Management; is a
Director of CQU Travel Centre Pty Ltd,
Health Train Education Services Pty
Ltd, Mask-Ed International Pty Ltd and
CQU Institute of Higher Learning Pte
Ltd.
During the year the incumbent was
appointed to the role of Chief Financial
Officer of C Management Services Pty
Ltd and is responsible for the
Company's strategic planning and
financial management including risk
management.
Appointed by authority of
the University Council
according to the Central
Queensland University Act
1998, Part 2, Division 2,
S9 (2)(a). Contract terms
are based on market
forces and research.
Appointed 1 May 2010
University Secretary
The University Secretary is the
Secretary to the University Council and
is responsible for the processes of
governance within the University
through the Council and its subcommittees,
the management of the
Vice-Chancellor and President's Office,
and is a Director of CQU Travel Centre
Pty Ltd.
Appointed by authority of
the University Council
according to the Central
Queensland University Act
1998, Part 2, Division 2,
S9 (2)(a). Contract terms
are based on market
forces and research.
Appointed 1 May 2010
Concurrent role of Director,
Office of the Vice-Chancellor and
President removed as from 10
February 2012
C Management Services Pty Ltd
Current Incumbents
Position
Responsibilities
Contract classification
and appointment
authority
Date appointed to position
(Date resigned from position)
Chief Executive Officer
Chief Executive Officer
The Chief Executive Officer is
responsible for oversight and strategic
management of the Company.
The Chief Executive Officer is
responsible for oversight and strategic
management of the Company.
Appointed by authority of
The Company’s
Shareholder. Contract
terms are based on
market forces and
research.
Appointed by authority of
The Company's
Shareholder.
Appointed 1 February 2008
(Resigned 31 July 2012)
Appointed as Acting Chief
Executive Officer 1 February
2012
Appointed 1 August 2012
Chief Financial Officer
/ Company Secretary
The Chief Financial Officer / Company
Secretary is responsible for the
Company's strategic planning and
financial management including risk
management. The Company
Secretary is appointed by the Board
and is responsible on all corporate
governance matters.
Appointed by authority of
the C Management
Services Pty Ltd Board.
Contract terms are based
on market forces and
research.
Appointed Chief Financial Officer
1 June 2006
(Resigned 31 July 2012)
Appointed Company Secretary
6 March 2003
(Resigned 20 February 2012)

CQUniversity ANNUAL REPORT 2012
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 32. Key Management personnel and remuneration (continued)
(d) Key Executive Management Personnel (continued)
C Management Services Pty Ltd (continued)
Chief Financial Officer
Chief Operating Officer
The Chief Financial Officer / Company
Secretary is responsible for the
Company's strategic planning and
financial management including risk
management.
The Chief Operating Officer is
responsible for strategic planning and
development of business opportunities
in relation to the Academic programs
and courses delivered by the
Company.
Appointed by authority of
The Company's
Shareholder.
Appointed by authority of
the Chief Executive
Officer. Contract terms
are based on market
forces and research.
Appointed as Acting Chief
Executive Officer 1 March 2012
Appointed 1 August 2012
Appointed 1 October 2009
49
ANNUAL FINANCIAL STATEMENTS
General Manager
Marketing and
Recruitment
The General Manager Marketing and
Recruitment is responsible for
developing the Company's marketing
and recruitment strategies and plans
that drive growth across these
markets.
Appointed by authority of
the Chief Executive
Officer. Contract terms
are based on market
forces and research.
Appointed 10 June 2010
Role restructured 23 October
2012 as a non-executive
leadership position
General Manager
Human Resources
The General Manager Human
Resources is responsible for the
Company's strategic planning in
relation to all staff related matters.
Appointed by authority of
the Chief Executive
Officer. Contract terms
are based on market
forces and research.
Appointed 14 September 2009
Group Manager
Accounting
The Group Manager Accounting is
responsible for influencing and
Appointed to the Executive
implementing the financial objectives of
Leadership Group by the
the Company, statutory reporting and
Chief Executive Officer.
Corporate financial and administrative
policies and procedures.
Appointed to Executive
Leadership Group 23 October
2012
Health Train Services Pty Ltd
Current Incumbents
Position
Responsibilities
Contract classification
and appointment
authority
Date appointed to position
Executive Director
The Executive Director is responsible
for oversight and strategic
management of the Company.
Appointed by authority of
The Company’s
Shareholder. Contract
terms are based on
market forces and
research.
Appointed 5 June 2012

50
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 32. Key Management personnel and remuneration (continued)
(d) Key Executive Management Personnel (continued)
CQU Institute of Higher Learning Pte Ltd
Current Incumbents
Position
Responsibilities
Contract classification
and appointment
authority
Date appointed to position
Chief Executive Officer
The Chief Executive Officer is
responsible for oversight and strategic
management of the Company.
Appointed by authority of
The Company’s
Shareholder. Contract
terms are based on
market forces and
research.
Appointed 9 April 2012
(Resigned 4 July 2012)
Australian International Campuses Pty Ltd and CQU Travel Centre Pty Ltd have no Key Executive Management Personnel.
(e) Remuneration of Key Executive Management Personnel
Remuneration policies for the Group's key executive management personnel is set by the University Council or the Board of C
Management Services Pty Ltd as applicable. The remuneration and other terms of employment for the key executive
management personnel are specified in individual employment contracts. The contracts provide for the provision of other
benefits where applicable.
For the 2012 year, remuneration of Central Queensland University key executive management personnel increased by 6% in
line with the applicable Enterprise Agreement as approved by the University Council with C Management Services key
executive management personnel increasing by 3% (as from 1 December 2012) in line with the Company's Enterprise
Agreement as approved by the Board.
Remuneration packages for key executive management personnel comprise the following components:-
• Short term employee benefits include:
provided for the entire year or for that part of the year during which the employee occupied the specified position. Amounts
disclosed equal the amount expensed in the Statement of Comprehensive Income.
• Long term employee benefits include long service leave accrued during the period.
• Post employment benefits include superannuation contributions.
• Redundancy payments are in line with individual employment contracts and /or the Enterprise Agreements.
• Performance bonuses may be paid or payable annually to the Vice-Chancellor and President only depending upon
satisfaction of key criteria. The quantum of the performance bonus is determined against pre-defined key performance
indicators as set during annual performance review discussions with the Chancellor.
No loans have been made to any key management personnel of the Group or their related parties.
Consolidated
Parent Entity
2012 2011 2012 2011
$ $ $ $
Short-term employee benefits 3,343,281 3,717,154 2,379,642 2,473,110
Long term employee benefits 209,823 122,252 174,072 72,039
Post employment benefits 457,833 475,624 354,727 370,979
Termination benefits 1,469,983 - 470,440 -
5,480,920 4,315,030 3,378,881 2,916,128

CQUniversity ANNUAL REPORT 2012
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 32. Key Management personnel and remuneration (continued)
(e) Remuneration of Key Executive Management Personnel (continued)
2012 Central Queensland University
Position
Vice-Chancellor and President
1 January to 31 December 2012
Deputy Vice-Chancellor (Academic and
Research)
1 January to 10 January 2012
Deputy Vice-Chancellor (Academic and
Research) and Acting Deputy Vice-
Chancellor (International)
11 January to 31 August 2012
Short Term
Employee Benefits
Base
$'000
Non-
Monetary
Benefits
$'000
Long Term
Employee
Benefits
Post
Employment
Benefits
Termination
Benefits
Total
Remuneration
$'000 $'000 $'000 $'000
450 25 11 74 - 560
10 1 2 7 - 19
170 14 5 26 - 215
51
ANNUAL FINANCIAL STATEMENTS
Acting Deputy Vice-Chancellor
(Academic and Research)
1 August to 18 November 2012
Deputy Vice-Chancellor (Academic and
Research)
19 November to 31 December 2012
Deputy Vice-Chancellor (International)
1 January to 1 August 2012 *
Deputy Vice-Chancellor (University
Services)
1 January to 3 July 2012
Deputy Vice-Chancellor (International
and Services)
4 July to 31 December 2012
101 1 2 8 - 113
38 1 1 3 - 43
- - - - - -
153 11 4 24 - 193
149 11 4 25 - 188
Deputy Vice-Chancellor (Development)
1 January to 31 January 2012
48 3 19 4 - 74
Deputy Vice-Chancellor (Industry &
Vocational Education and Training)
1 January to 31 December 2012
Deputy Vice-Chancellor (Higher
Education)
27 June to 31 December 2012
252 19 7 49 - 327
160 1 4 26 - 191
Pro Vice-Chancellor and Executive
Dean (Faculty of Sciences,
Engineering and Health) and Pro Vice-
Chancellor and Executive Dean
(Faculty of Arts, Business, Informatics
and Education
8 May to 26 June 2012
38 - 4 4 - 46

52
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 32. Key Management personnel and remuneration (continued)
(e) Remuneration of Key Executive Management Personnel (continued)
Pro Vice-Chancellor and Executive
Dean (Faculty of Sciences,
Engineering and Health)
1 January to 7 May 2012
Pro Vice-Chancellor and Executive
Dean (Faculty of Arts, Business,
Informatics and Education & Head of
Campus, Noosa)
1 January to 6 July 2012
Chief Financial Officer
1 January to 31 December 2012
University Secretary
10 February to 31 December 2012
University Secretary & Director, Office
of the Vice-Chancellor and President
1 January to 9 February 2012
82 - 2 13 - 98
166 11 106 16 470 771
223 23 9 38 - 292
193 17 (8) 34 - 236
7 2 2 3 - 13
2,240 139 174 355 470 3,379
* The Deputy Vice-Chancellor (International) was the Chief Executive Officer of C Management Services Pty Ltd and was
paid by that company.
2012 C Management Services Pty Ltd
Position
Chief Executive Officer
1 January to 31 July 2012
Chief Financial Officer
1 January to 31 July 2012
Chief Executive Officer *
1 August to 31 December 2012
Chief Financial Officer *
1 August to 31 December 2012
General Manager Academic Programs
and Development
1 January to 31 December 2012
General Manager Marketing and
Recruitment
1 January to 22 October 2012
General Manager Human Resources
1 January to 31 December 2012
Short Term
Employee Benefits
Base
$'000
Non-
Monetary
Benefits
$'000
Long Term
Employee
Benefits
Post
Employment
Benefits
Termination
Benefits
Total
Remuneration
$'000 $'000 $'000 $'000
90 39 9 25 542 704
75 40 5 18 458 596
- - - - - -
- - - - - -
215 - 7 20 - 241
121 - 6 11 - 138
159 - 6 15 - 180
Group Manager Accounting
23 October to 31 December 2012
33 - 3 - 36
692 79 33 92 1,000 1,896
* The Chief Executive Officer and the Chief Financial Officer are employees of Central Queensland University (the
Company's ultimate shareholder) and are not paid by the Company.

CQUniversity ANNUAL REPORT 2012
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 32. Key Management personnel and remuneration (continued)
(e) Remuneration of Key Executive Management Personnel (continued)
2012 Health Train Education Services Pty Ltd
Position
Executive Director
5 June to 31 December 2012
Short Term
Employee Benefits
Base
$'000
Non-
Monetary
Benefits
$'000
Long Term
Employee
Benefits
Post
Employment
Benefits
Termination
Benefits
Total
Remuneration
$'000 $'000 $'000 $'000
113 - 3 9 - 125
53
ANNUAL FINANCIAL STATEMENTS
The Executive Director is an employee of and paid by Central Queensland University for this period.
2012 CQU Institute of Higher Learning Pte Ltd
Position
Chief Executive Officer
1 February to 4 July 2012
Short Term
Employee Benefits
Base
$'000
Non-
Monetary
Benefits
$'000
Long Term
Employee
Benefits
Post
Employment
Benefits
Termination
Benefits
Total
Remuneration
$'000 $'000 $'000 $'000
64 15 2 - 81
The Chief Executive Officer was an employee of C Management Services Pty Ltd from 1 February to 9 April 2012 and
funded by Central Queensland Univerity during this period.
2011 Central Queensland University
Position
Vice-Chancellor and President
1 January to 31 December 2011
Deputy Vice-Chancellor (Academic and
Research)
1 January to 31 December 2011
Deputy Vice-Chancellor (Development)
1 January to 31 December 2011
Deputy Vice-Chancellor (International)
1 January to 31 December 2011 *
Deputy Vice-Chancellor (University
Services)
1 January to 31 December 2011
Deputy Vice-Chancellor (Industry &
VET)
2 May to 31 December 2011
Short Term
Employee Benefits
Base
$'000
Non-
Monetary
Benefits
$'000
Long Term
Employee
Benefits
Post
Employment
Benefits
Termination
Benefits
Total
Remuneration
$'000 $'000 $'000 $'000
427 38 10 67 - 541
270 24 8 47 - 349
273 25 7 45 - 350
279 21 7 47 - 354
198 11 4 31 - 244
-

54
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 32. Key Management personnel and remuneration (continued)
(e) Remuneration of Key Executive Management Personnel (continued)
Pro Vice-Chancellor and Executive
Dean (Faculty of Arts, Business,
Informatics and Education & Head of
Campus, Noosa)
1 January to 31 December 2011
Pro Vice-Chancellor and Executive
Dean (Faculty of Sciences,
Engineering and Health)
1 January to 31 December 2011
232 18 9 30 - 289
225 - 6 36 - 267
Chief Financial Officer
1 January to 31 December 2011
217 21 13 36 - 287
University Secretary & Director, Office
of the Vice-Chancellor and President
1 January to 31 December 2011
178 17 8 32 - 235
2,299 174 72 371 - 2,917
* The Deputy Vice-Chancellor (International) is the Chief Executive Officer of C Management Services Pty Ltd and is paid
by that company.
2011 C Management Services Pty Ltd
Position
Chief Executive Officer
1 January to 31 December 2011
Chief Financial Officer / Company
Secretary
1 January to 31 December 2011
General Manager Academic Programs
and Development
1 January to 31 December 2011
General Manager Marketing and
Recruitment
1 January to 31 December 2011
Short Term
Employee Benefits
Base
$'000
Non-
Monetary
Benefits
$'000
Long Term
Employee
Benefits
Post
Employment
Benefits
Termination
Benefits
Total
Remuneration
$'000 $'000 $'000 $'000
377 36 16 33 - 462
317 22 18 28 - 385
201 - 13 18 - 232
144 - 1 12 - 157
General Manager Human Resources
1 January to 31 December 2011
148 - 2 13 - 163
1,187 58 50 106 - 1,399

CQUniversity ANNUAL REPORT 2012
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 32. Key Management personnel and remuneration (continued)
(e) Remuneration of Key Executive Management Personnel (continued)
Performance payments
Central Queensland University
Position
Vice-Chancellor and President
Date Paid
01-Jun-12
25-Feb-11
Amount and basis for payment
$35,150 - The cash performance bonus was calculated by reference to
the outcome of the Vice-Chancellor and President's performance
appraisal. The bonus paid equated to 100% of the maximum bonus
payable and attracted a 9% employer superannuation contribution.
$37,000 - The cash performance bonus was calculated by reference to
the outcome of the Vice-Chancellor and President's performance
appraisal. The bonus paid equated to 100% of the maximum bonus
payable and attracted a 9% employer superannuation contribution.
55
ANNUAL FINANCIAL STATEMENTS

56
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 32. Key Management personnel and remuneration (continued)
(e) Remuneration of Key Executive Management Personnel (continued)
Consolidated
Parent Entity
2012 2011 2012 2011
No. No. No. No.
Nil - $14,999 - - 1 1
$30,000 - $44,999 1 - - 0
$60,000 - $74,999 1 - 1 0
$75,000 - $89,999 1 - - -
$120,000 - $134,999 1 - - -
$135,000 - $149,000 1 - - -
$150,000 - $164,999 1 2 1 -
$180,000 - $194,999 1 - - -
$225,000 - $239,999 1 2 1 1
$240,000 - $254,999 2 1 1 1
$255,000 - $269,999 - 1 - 1
$285,000 - $299,999 1 2 1 2
$315,000 - $329,999 1 - 1 -
$330,000 - $344,999 1 - 1 -
$345,000 - $359,999 - 3 - 3
$375,000 - $389,999 1 1 1 -
$450,000 - $464,999 - 1 - -
$540,000 - $554,999 - 1 - 1
$555,000 - $569,999 1 - 1 -
$585,000 - $599,999 1 - - -
$690,000 - $704,999 1 - - -
$765,000 - $779,999 1 - 1 -
These figures represent all payments, including superannuation contributions and package expenses paid by the
University.

CQUniversity ANNUAL REPORT 2012
Note 33. Remuneration of auditors
Assurance Services
1. Audit Services
Fees paid to the Auditor General of Queensland:
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Consolidated
Parent Entity
2012 2011 2012 2011
$ $ $ $
During the year the following fees were paid for services provided by the auditor of the parent entity and its controlled entities.
Audit and review of financial reports under the Financial
Accountability Act 2009
359,868 367,300 209,500 243,600
Total remuneration for audit services 359,868 367,300 209,500 243,600
57
ANNUAL FINANCIAL STATEMENTS
Note 34. Contingencies
Contingent Liabilities
(a) Consultation with the University's staff and insurers has indicated one (1) pending issue which may result in a claim
against the University. This relates to a possible employment claim. It is difficult to quantify the financial impact of this
potential claim, as the amount payable for this claim, if any, would be reduced by any payout received from the
University's insurers. No material amount is expected to be paid in relation to this matter as at 31 December 2012.
(b) The University has provided a bank guarantee from the Commonwealth Bank of Australia for $2,000,000 in 2012 in
relation to a building lease for 333 Kent Street, Sydney and a further $30,701 for other entities.
(c) The University has provided a bank guarantee from the Commonwealth Bank of Australia for $22,500 in 2012 in
relation to an overseas based research project.

58
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 35. Commitments
(a) Capital commitments
Capital expenditure contracted for at the reporting date but not recognised as liabilities is as follows:
Consolidated
Parent Entity
Notes 2012 2011 2012 2011
Property, Plant and Equipment $'000 $'000 $'000 $'000
Payable:
Within one year 6,386 9,662 6,386 9,662
Total capital commitments 6,386 9,662 6,386 9,662
(b) Lease commitments
Operating leases
Commitments in relation to non-property leases contracted for at the reporting date but not recognised as liabilities:
Payable
Within one year 633 197 534 148
Later than one year but not later than five years 1,585 249 1,395 209
2,218 446 1,929 357
The consolidated entity leases plant and equipment under non-cancellable operating leases expiring from 1 to 5 years.
There are no provisions for contingent rentals within the existing operating leases.
There are no provisions within the agreements for additional debt.
Commitments for operating leases for Australian International Campus buildings in existence at the reporting date but not
recognised as liabilities:
Payable
Within one year 18,766 20,018 18,766 20,018
Later than one year but not later than five years 83,085 97,085 83,085 97,085
Later than five years 37,285 18,803 37,285 18,803
139,136 135,906 139,136 135,906
Receivable
Within one year 4,204 1,044 4,204 1,044
Later than one year but not later than five years 15,968 310 15,968 310
20,172 1,354 20,172 1,354
Total operating lease commitments 118,964 134,552 118,964 134,552
(c) Other expenditure commitments
Payable
Within one year 311 446 311 446
Total other expenditure commitments 311 446 311 446

CQUniversity ANNUAL REPORT 2012
Note 36. Related Parties
(a)
(b)
(c)
Parent entity
The parent entity is Central Queensland University which at 31 December 2012 owns 100% (2011: 100%) of C Management
Services Pty Ltd, CQU Travel Centre Pty Ltd and Australian International Campuses Pty Ltd. During 2012 Central Queensland
University purchased Health Train Education Services Pty Ltd and owns 100% of the issued share capital. Central Queensland
University also has a 51% share holding in CQU Institute of Higher Learning Pte Ltd located in Singapore.
Subsidiaries
Interests in subsidiaries are set out in Note 38.
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Key management personnel
Disclosures relating to directors and specified executives are set out in Note 32.
59
ANNUAL FINANCIAL STATEMENTS
(d)
Transactions with related parties
The following transactions occurred with related parties:
Consolidated
Parent
2012 2011 2012 2011
$ $ $ $
Revenue received from controlled entities
Management fee - - 1,290,909 9,049,986
Trust distribution - - - 1,000,000
Dividends - - - 20,000
General - - 856,738 1,169,350
Expenses paid to controlled entities
Management fee - - 40,969,331 49,541,522
Commission - - 86,996 58,426
Booking fee - - 228,000 228,000
General - - 1,302,569 2,896,886
Subsidy - - 180,000 -
(e)
Outstanding balances
The following balances are outstanding at the reporting date in
relation to transactions with related parties:
Current Receivables
Controlled entities (Trade receivable) - - 209,863 586,055
Controlled entities ( Prepaid management fees) - - 4,552,814 7,452,534
Non-current receivables
Associates 84,799 84,799 - -
Current payables
Controlled entities - - 1,117,464 2,255,905
(f)
(g)
Guarantees
No guarantees have been granted in relation to any related party.
Terms and conditions
All transactions were made on normal commercial terms and conditions and at market rates.

60
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 37. Business combinations
(a) Summary of acquisition
Central Queensland University acquired Health Train Education Services Pty Ltd on 1 June 2012 and is a wholly owned
subsidiary of the university. Health Train Education Services Pty Ltd is a registered training organisation registered under the
national regulator Australian Skills Quality Authority (ASQA).
Health Train Education Services Pty Ltd applied to the Australian Taxation Office for a substituted accounting period which
was approved on 13 December 2012. Consequently the comparative figures for the business combination are for the
financial year 1 July 2011 to 30 June 2012, with the current reporting period being 1 July to 31 December 2012.
Details of the fair value of the assets and liabilities acquired and goodwill are as follows:
$'000
Purchase consideration (refer to (b) below): 778
Contingent consideration -
Total purchase consideration 778
Fair value of net identifiable assets acquired (refer to (d) below) 405
Goodwill (refer to (d) below and Note 26) 373
(b) Purchase consideration
Consolidated
Parent Entity
2012 2011
Jul to
Dec 12 2012
$'000 $'000 $'000 $'000
Outflow of cash to acquire subsidiary, net of cash acquired
Cash consideration - - 783 -
Less: Balance acquired cash - - (5)
Outflow of cash - - 778 -
(c)
Operating result
Net operating result for the period 70 123
Net operating result since acquisition date (1 Jun to 31 Dec 2012) (24)
(d) Assets acquired and liabilities assumed
The assets and liabilities arising from the acquisition are as follows:
Acquiree's
carrying Fair value
amount
$'000 $'000
Current assets
Receivables 264 264
264 264
Non-current assets
Leasehold improvements 255 255
Property, Plant and Equipment 35 35
290 290
554 554
Current liabilities
Provisions 149 149
149 149
Net assets 405 405
Net identifiable assets acquired 405 405
Goodwill arising on acquisition 373 373
55
778 778

CQUniversity ANNUAL REPORT 2012
Note 38. Subsidiaries
Name of entity and principal activities
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
The consolidated financial statements incorporate the assets, liabilities and results of the following subsidiaries in accordance with the
accounting policy described in note 1(b):
CQU Travel Centre Pty Ltd
The principal activity of the Company during the financial year was a
licenced international travel agency and provider of educational travel in
Australia.
Country of
incorporation
Class of
shares
Equity holding
2012 2011
% %
Australia Ord 100 100
61
ANNUAL FINANCIAL STATEMENTS
Australian International Campuses Pty Ltd
The principal activity of the Company is to act as "Trustee" for the
Australian International Campuses Trust.
Australia Ord 100 100
Australian International Campuses Trust
The trust was established for the benefit of the Unitholder being, Central
Queensland University, to hold in trust the shareholdings in the
companies that run the Central Queensland University Australian
International Campuses.
Australia N/A 100 100
C Management Services Pty Ltd
The principal activity of the Company during the financial year was
delivering Central Queensland University academic product to
international students at the Sydney, Melbourne, Brisbane and Gold
Coast international campuses.
Australia Ord 100 100
Mask-Ed International Pty Ltd
Mask-Ed was established for the purpose of commercialising Intellectual
Property developed by a member of staff. The company was
incorporated during 2011. It has not yet commenced commercial
operations but it is intended that this will occur during 2013.
Australia Ord 100 100
Health Train Education Services Pty Ltd
The principal activity of the Company during the financial year was
delivering health services related training to students throughout Victoria.
Australia Ord 100 -
CQU Institute of Higher Learning Pte Ltd
The principal activity of the Company during the financial year was
delivering Central Queensland University academic product to
international students at the Singapore international campus.
Singapore Ord 51 -
Note 39. Events occurring after the balance sheet date
There are no matters which have arisen subsequent to year end that significantly impact upon the operations of the University.

62
Central Queensland University
and Controlled Entities
Notes to the financial statements
for the year ended 31 December 2012
Consolidated
Parent
Notes 2012 2011 2012 2011
$'000 $'000 $'000 $'000
Note 40. Reconciliation of operating result after income
tax to net cash inflow from operating activities
Operating result for the year (26,084) (3,277) (24,636) (2,942)
Depreciation and amortisation 11 14,327 13,038 13,583 12,239
Investment fees/expenditure 143 151 143 151
Investment distributions reinvested (1,613) (3,240) (1,613) (3,240)
Inputation credits (175) - (175) -
Revaluation decrement/(increment) - (350) - (350)
Fair value (gain)/loss on valuation of assets - (8,081) - (8,081)
Net (gain)/loss on sale of investment property - 576 - 576
Net (gain)/loss on sale of non-current assets 42 77 29 53
Net exchange differences (4) - (4) -
Share of profits of associates and joint venture partnership not
received as dividends or distributions 59 (41) - -
Change in operating assets and liabilities, net of effects from
purchase of controlled entity
Decrease/(Increase) in trade debtors 1,110 (3,107) 1,917 (3,061)
Decrease/(Increase) in inventories (318) (33) (318) (33)
Decrease/(Increase) in income tax receivable (367) 132 - -
Decrease/(Increase) in deferred tax asset (386) (250) - -
Decrease/(Increase) in other operating assets (845) (270) 1,926 (515)
Increase/(decrease) in trade creditors 234 (7,664) (14) (6,729)
Increase/(decrease) in other operating liabilities (1,510) 2,227 (1,023) 2,256
Increase/(decrease) in other provisions 2,152 665 2,487 6
Net cash inflow (outflow) from operating activities (13,235) (9,447) (7,698) (9,670)
Credit standby arrangements
Total facilities
Queensland Treasury Corporation 42,650 43,800 42,650 43,800
Used at balance date - - - -
Unused at balance date 42,650 43,800 42,650 43,800

CQUniversity ANNUAL REPORT 2012
Note 41. Financial risk management
The consolidated entity's activities expose it to a variety of financial risks, as follows:
(a)
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Market risk
(i) Foreign exchange risk
Foreign currency risk arises when commercial transactions and recognised assets and liabilities are denominated in a
currency that is not the entity's functional currency. The consolidated entity operates internationally and is exposed to
foreign exchange risk arising from currency exposure to the Fijian and Singapore dollar.
Fees charged to overseas students are generally denominated in Australian dollars.
The consolidated entity manages foreign currency risk by maintaining sufficient cash balances in these currencies to
meet offshore purchases.
63
ANNUAL FINANCIAL STATEMENTS
(ii) Equity market risk
Equity market risk arises when the value of an investment decreases due to moves in market factors. In accordance
with the accounting policy discussed in note 1(l), these investments are measured at fair value at each balance date and
changes in fair value are recognised in equity.
The consolidated entity negates equity risk as it holds no investments in an active market.
(iii) Interest rate risk
Interest rate risk is the risk (variability in value) borne by an interest-bearing asset due to the variability of interest rates.
The consolidated entity minimises its exposure to fluctuating market interest rates by diversifying its investments in both
cash and short term funding with Queensland Treasury Corporation (QTC). It regularly reviews its investments and
markets to obtain best interest rates. The entity does not have any borrowings which are subject to interest rate risk.
Summarised sensitivity analysis
Consolidated
An increase in interest rates of 100 basis points (1%) would have increased the Group profit before tax and Equity by
$182,000 (2011: $442,000). A decrease of 100 basis points (1%) would have decreased the Group profit before tax and
Equity by an equivalent amount.
An increase in the foreign exchange rate of 10% would have decreased the Group profit before tax and Equity by $Nil
(2011:$Nil). A decrease of 10% would have increased the Group profit before tax and Equity by an equivalent amount.
Parent
An increase in interest rates of 100 basis points (1%) would have increased the Parent profit before tax and Equity by
$81,000 (2011: $294,000). A decrease of 100 basis points (1%) would have decreased the Parent profit before tax and
Equity by an equivalent amount.
An increase in the foreign exchange rate of 10% would have decreased the Parent profit before tax and Equity by $Nil
(2011:$Nil). A decrease of 10% would have increased the Parent profit before tax and Equity by an equivalent amount.
(b) Credit risk
Credit risk arises from the potential failure of students, other customers and other contractual counterparties to meet
their obligations under the respective contracts. The consolidated entity has a Collections Policy in place to manage the
collection of accounts receivable. A provision for impaired receivables has been established.
Detailed information on the consolidated groups' impaired receivables is contained in Note 18.

64
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 41. Financial risk management (continued)
(c) Liquidity risk
The following tables summarise the maturity of the Group's financial assets and liabilities along with the effective weighted average
interest rate by maturity periods.
2012
Consolidated
Financial assets
Cash and cash
equivalents
Receivables
Available for sale
financial assets
Unlisted shares
Floating
interest
rate
Fixed interest maturing in:
1 year or
less
Over 1 to
2 years
Over 2 to
3 years
Over 3 to
4 years
Over 4 to
5 years
Over 5
years
Noninterest
bearing
Total
$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
Weighted
average
interest
rate
18,205 - - - - - - 45 18,250 2.70%
- - - - - - - 10,987 10,987 0.00%
- - - - - - - 30,886 30,886 0.00%
- - - - - - - 1,813 1,813 0.00%
18,205 - - - - - - 43,731 61,936
Financial liabilities
Payables
Provisions
Net financial assets
(liabilities)
2011
Financial assets
Cash and cash
equivalents
Receivables
Available for sale
financial assets
Unlisted shares
Financial liabilities
Payables
Provisions
Net financial assets
(liabilities)
- - - - - - - 9,948 9,948 0.00%
- - - - - - - 35,133 35,133 0.00%
- - - - - - - 45,081 45,081
18,205 - - - - - - (1,350) 16,855
Floating
interest
rate
Fixed interest maturing in:
1 year or
less
Over 1 to
2 years
Over 2 to
3 years
Over 3 to
4 years
Over 4 to
5 years
Over 5
years
Noninterest
bearing
$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
44,244 - - - - - - 42 44,286 3.60%
- - - - - - - 11,265 11,265 0.00%
- - - - - - - 35,500 35,500 0.00%
- - - - - - - 1,553 1,553 0.00%
44,244 - - - - - - 48,360 92,604
- - - - - - - 9,475 9,475 0.00%
- - - - - - - 31,831 31,831 0.00%
- - - - - - - 41,306 41,306
44,244 - - - - - - 7,054 51,298
Total
Weighted
average
interest
rate

CQUniversity ANNUAL REPORT 2012
Note 41. Financial risk management (continued)
(c) Liquidity risk (continued)
2012
Parent
Financial assets
Cash and cash
equivalents
Receivables
Available for sale
financial assets
Unlisted shares
Floating
interest
rate
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Fixed interest maturing in:
1 year or
less
Over 1 to
2 years
Over 2 to
3 years
Over 3 to
4 years
Over 4 to
5 years
Over 5
years
Noninterest
bearing
Total
$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
Weighted
average
interest
rate
8,137 - - - - - - 33 8,170 1.60%
- - - - - - - 14,487 14,487 0.00%
- - - - - - - 30,886 30,886 0.00%
- - - - - - - 2,750 2,750 0.00%
8,137 - - - - - - 48,156 56,293
65
ANNUAL FINANCIAL STATEMENTS
Financial liabilities
Payables
Provisions
Net financial assets
(liabilities)
2011
Financial assets
Cash and cash
equivalents
Receivables
Available for sale
financial assets
Unlisted shares
Financial liabilities
Payables
Provisions
Net financial assets
(liabilities)
- - - - - - - 8,422 8,422 0.00%
- - - - - - - 30,968 30,968 0.00%
- - - - - - - 39,390 39,390
8,137 - - - - - - 8,766 16,903
Floating
interest
rate
Fixed interest maturing in:
1 year or
less
Over 1 to
2 years
Over 2 to
3 years
Over 3 to
4 years
Over 4 to
5 years
Over 5
years
Noninterest
bearing
$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
29,476 - - - - - - 36 29,512 1.90%
- - - - - - - 18,340 18,340 0.00%
- - - - - - - 35,500 35,500 0.00%
- - - - - - - 1,955 1,955 0.00%
29,476 - - - - - - 55,831 85,307
- - - - - - - 8,197 8,197 0.00%
- - - - - - - 27,366 27,366 0.00%
- - - - - - - 35,563 35,563
29,476 - - - - - - 20,268 49,744
Total
Weighted
average
interest
rate

66
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 41. Financial risk management (continued)
(d) Fair value of financial assets and liabilities
The fair value of financial assets and financial liabilities must be estimated for recognition and measurement or for disclosure
purposes.
The fair value of financial instruments traded in active markets (such as publicly traded derivatives, and trading and available-forsale
securities) is based on quoted market prices at the balance sheet date. The quoted market price used for financial assets
held by the Group is the current bid price.
For those financial instruments not traded in active markets other valuaiton techniques are applied as disclosed in Note 21.
The carrying value less impairment provision of trade receivables and payables is a resonable approximation of their fair values
due to the short-term nature of trade receivables. The fair value of financial liabilities for disclosure purposes is estimated by
discounting the future contractual cash flows at the current market interest rate that is available to the Group for similar financial
instruments.
Due to the short-term nature of the current receivables, their carrying value is assumed to approximate their fair value and based
on credit history it is expected that the receivables that are neither past due nor impaired will be received when due.
The carrying amounts and net fair values of financial assets and liabilities at balance date are:
Consolidated
On-balance sheet financial
instruments
Notes
2012 2011
Carrying amount Fair value Carrying amount Fair value
$'000 $'000 $'000 $'000
Financial assets
Non-Traded financial assets
Cash assets 17
18,250 18,250 44,286 44,286
Receivables
Available for sale
18
10,987 10,987 11,265 11,265
financial assets 21
30,886 30,886 35,500 35,500
Unlisted shares 21
1,813 1,813 1,553 1,553
61,936 61,936 92,604 92,604
Financial liabilities
Non-Traded financial liabilities
Payables 28
Provisions 29
9,948 9,948 9,475 9,475
35,133 35,133 31,831 31,831
45,081 45,081 41,306 41,306
Parent
On-balance sheet financial
instruments
Notes
2012 2011
Carrying amount Fair value Carrying amount Fair value
$'000 $'000 $'000 $'000
Financial assets
Non-Traded financial assets
Cash assets 17
Receivables 18
Available for sale
21
Unlisted shares 21
8,170 8,170 29,512 29,512
14,487 14,487 18,340 18,340
financial assets 30,886 30,886 35,500 35,500
2,750 2,750 1,955 1,955
56,293 56,293 85,307 85,307
Financial liabilities
Non-Traded financial liabilities
Payables 28
8,422 8,422 8,197 8,197
Provisions 29 30,968 30,968 27,366 27,366
39,390 39,390 35,563 35,563

CQUniversity ANNUAL REPORT 2012
Note 41. Financial risk management (continued)
(d) Fair value of financial assets and liabilities (continued)
Consolidated
Notes
Financial assets
Non-traded financial assets
Available for sale financial assets 21
Unlisted shares 21
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Fair value measurements recognised in the balance sheet are categorised into the following fair value
hierarchy that reflects the significance of the inputs used in making these measurements:
Level 1 - fair values that reflect unadjusted quoted prices in active markets for identical assets/liabilities;
Level 2 - fair values that are based on inputs that are directly or indirectly observable for the asset/liability (other than unadjusted
quoted prices); and
Level 3 - fair values that are derived from data not observable in a market.
31 Dec 2012 Level 1 Level 2 Level 3
$'000 $'000 $'000 $'000
30,886 30,886 - -
1,813 - - 1,813
32,699 30,886 - 1,813
67
ANNUAL FINANCIAL STATEMENTS
Notes
Financial assets
Non-traded financial assets
Available for sale financial assets 21
Unlisted shares 21
31 Dec 2011 Level 1 Level 2 Level 3
$'000 $'000 $'000 $'000
35,500 35,500 - -
1,553 - - 1,553
37,053 35,500 - 1,553
Parent
Notes
Financial assets
Non-traded financial assets
Available for sale financial assets 21
Unlisted shares 21
31 Dec 2012 Level 1 Level 2 Level 3
$000 $000 $000 $000
30,886 30,886 - -
2,750 - - 2,750
33,636 30,886 - 2,750
Notes
Financial assets
Non-traded financial assets
Available for sale financial assets 21
Unlisted shares 21
31 Dec 2011 Level 1 Level 2 Level 3
$'000 $'000 $'000 $'000
35,500 35,500 - -
1,553 - - 1,553
37,053 35,500 - 1,553
Reconciliation of movements of financial assets categorised as level 3 has been disclosed in Note 21 - Available for sale financial
assets.

68
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 41. Financial risk management (continued)
(e) Reconciliation of Financial Assets categorised as level 3:
Consolidated
Level 3 Financial Assets 2012
Investments using
the equity method Unlisted shares Total
$'000 $'000 $'000
Opening balance
Total gains/(losses)
In profit or loss
-
-
1,553
-
1,553
-
In other comprehensive income - 260 260
Purchases
Sales
Transfers out of Level 3
Closing balance
-
-
-
-
-
-
-
1,813
-
-
-
1,813
Parent
Level 3 Financial Assets 2012
Investments using
the equity method Unlisted shares Total
$'000 $'000 $'000
Opening balance
- 1,955 1,955
Total gains/(losses)
In profit or loss - - -
In other comprehensive income - (110) (110)
Purchases
- 905 905
Sales
- - -
Transfers out of Level 3
- - -
Closing balance
- 2,750 2,750

CQUniversity ANNUAL REPORT 2012
Note 41. Financial risk management (continued)
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
(e) Reconciliation of Financial Assets categorised as level 3 (continued):
Consolidated
Level 3 Financial Assets 2011
Investments using
the equity method Unlisted shares Total
$'000 $'000 $'000
Opening balance
Total gains/(losses)
In profit or loss
-
-
1,559
-
1,559
-
In other comprehensive income - (6) (6)
Purchases
Sales
Transfers out of Level 3
Closing balance
-
-
-
-
-
-
-
1,553
-
-
-
1,553
69
ANNUAL FINANCIAL STATEMENTS
Parent
Level 3 Financial Assets 2011
Investments using
the equity method Unlisted shares Total
$'000 $'000 $'000
Opening balance
- 1,938 1,938
Total gains/(losses)
In profit or loss - - -
In other comprehensive income - 17 17
Purchases
- - -
Sales
- - -
Transfers out of Level 3
- - -
Closing balance
- 1,955 1,955

70
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 42. Acquittal of Australian Government financial assistance
42.1 DIISRTE - CGS and Other DIISRTE Grants
Parent entity
Commonwealth
Grants Scheme
Indigenous
Support Program
Partnership &
Participation
Program
Disability Support
Program
Workplace
Productivity
Program
Learning &
Teaching
Performance Fund
Notes 2012 2011 2012 2011 2012 2011 2012 2011 2012 2011 2012 2011
$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
Financial assistance received in cash during the reporting period
(total cash received from the Australian Government for the
Programs) 76,251 65,286 814 814 1,899 2,762 24 37 - - 265 -
Net accrual adjustments 1,365 1,828 - - - - - - - - - -
Revenue for the period 3(a) 77,616 67,114 814 814 1,899 2,762 24 37 - - 265 -
Surplus/(Deficit) from the previous year - - - - 1,484 1,310 - - - 55 80 608
Total revenue including accrued revenue 77,616 67,114 814 814 3,383 4,072 24 37 - 55 345 608
Less expenses including accrued expenses (77,616) (67,114) (814) (814) (3,383) (2,588) - (37) - (55) (64) (528)
Surplus/(Deficit) for reporting period - - - - - 1,484 24 - - - 281 80

CQUniversity ANNUAL REPORT 2012
71
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 42. Acquittal of Australian Government financial assistance (continued)
42.1 DIISRTE - CGS and Other DIISRTE Grants
Diversity and
Structural
Adjustment Fund
Transitional Cost
Program
Total
Notes 2012 2011 2012 2011 2012 2011
$'000 $'000 $'000 $'000 $'000 $'000
Financial assistance received in cash during the reporting period
(total cash received from the Australian Government for the
Programs) - 686 161 203 79,414 69,788
Net accrual adjustments - - - - 1,365 1,828
Revenue for the period 3(a) - 686 161 203 80,779 71,616
Surplus/(Deficit) from the previous year 521 521 - - 2,085 2,494
Total revenue including accrued revenue 521 1,207 161 203 82,864 74,110
Less expenses including accrued expenses (521) (686) (161) (203) (82,559) (72,025)
Surplus/(Deficit) for reporting period - 521 - - 305 2,085
Parent entity
ANNUAL FINANCIAL STATEMENTS

72
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 42. Acquittal of Australian Government financial assistance (continued)
42.2 Higher Education Loan Programs (excl OS-HELP)
HECS-HELP
(Australian
Government
payments only)
FEE-HELP SA-HELP Total
Notes 2012 2011 2012 2011 2012 2011 2012 2011
$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
Financial assistance received in cash during the reporting period
(total cash received from the Australian Government for the
Programs) 36,894 28,023 2,686 2,008 1,318 - 40,898 30,031
Net accrual adjustments 33 1,420 - - - - 33 1,420
Revenue for the period 3(b) 36,927 29,443 2,686 2,008 1,318 - 40,931 31,451
Surplus/(Deficit) from the previous year - - (229) 169 - - (229) 169
Total revenue including accrued revenue 36,927 29,443 2,457 2,177 1,318 - 40,702 31,620
Less expenses including accrued expenses (36,927) (29,443) (3,019) (2,406) (1,318) - (41,264) (31,849)
Surplus/(Deficit) for reporting period - - (562) (229) - - (562) (229)
Parent entity

CQUniversity ANNUAL REPORT 2012
73
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 42. Acquittal of Australian Government financial assistance (continued)
42.3 Scholarships
Parent entity
Australian
Postgraduate
Awards
International
Postgraduate
Research
Scholarships
Commonwealth
Education Costs
Scholarships
Commonwealth
Accommodation
Scholarships
Indigenous Access
Scholarhips
Total
Notes 2012 2011 2012 2011 2012 2011 2012 2011 2012 2011 2012 2011
$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
Financial assistance received in cash during the reporting period
(total cash received from the Australian Government for the
Programs) 799 682 64 62 908 (461) 48 197 90 (54) 1,909 426
Net accrual adjustment - - - - - 1,443 - 139 - - - 1,582
Revenue for the period 3(c) 799 682 64 62 908 982 48 336 90 (54) 1,909 2,008
Surplus/(Deficit) from the previous year 7 8 9 1 245 109 86 2 - 119 347 239
Total revenue including accrued revenue 806 690 73 63 1,153 1,091 134 338 90 65 2,256 2,247
Less expenses including accrued expenses (799) (683) (70) (54) (261) (846) (64) (252) (90) (65) (1,285) (1,900)
Surplus/(Deficit) for reporting period 7 7 3 9 892 245 69 86 - - 971 347
ANNUAL FINANCIAL STATEMENTS

74
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 42. Acquittal of Australian Government financial assistance (continued)
42.4 DIISRTE Research
Joint Research
Engagement
Research Training
Scheme
Research
Infrastructure
Block Grants
Commercialisation
Training Scheme
Notes 2012 2011 2012 2011 2012 2011 2012 2011
$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
Financial assistance received in cash during the reporting period
(total cash received from the Australian Government for the
Programs) 1,284 1,291 2,209 2,240 212 210 - -
Net accrual adjustments - - - - - - - -
Revenue for the period 3(d) 1,284 1,291 2,209 2,240 212 210 - -
Surplus/(Deficit) from the previous year - - - - 50 78 - 22
Total revenue including accrued revenue 1,284 1,291 2,209 2,240 262 288 - 22
Less expenses including accrued expenses (1,284) (1,291) (2,209) (2,240) (228) (238) - (22)
Surplus/(Deficit) for reporting period - - - - 34 50 - -
Parent entity

CQUniversity ANNUAL REPORT 2012
Parent entity
75
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 42. Acquittal of Australian Government financial assistance (continued)
42.4 DIISRTE Research (continued)
Sustainable
Research
Excellence in
Universities
Total
Notes 2012 2011 2012 2011
$'000 $'000 $'000 $'000
Financial assistance received in cash during the reporting period
(total cash received from the Australian Government for the
Programs) 323 237 4,028 3,978
Net accrual adjustments - - - -
Revenue for the period 3(d) 323 237 4,028 3,978
Surplus/(Deficit) from the previous year 92 157 142 257
Total revenue including accrued revenue 415 394 4,170 4,235
Less expenses including accrued expenses (382) (302) (4,103) (4,093)
Surplus/(Deficit) for reporting period 33 92 67 142
ANNUAL FINANCIAL STATEMENTS

76
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 42. Acquittal of Australian Government financial assistance (continued)
42.5 Voluntary Student Unionism
VSU Transition
Fund
Total
Notes 2012 2011 2012 2011
$'000 $'000 $'000 $'000
Financial assistance received in cash during the reporting period
(total cash received from the Australian Government for the
Programs) - - - -
Net accrual adjustments - - - -
Revenue for the period - - - -
Surplus/(Deficit) from the previous year 3 865 3 865
Total revenue including accrued revenue 3 865 3 865
Less expenses including accrued expenses - (862) - (862)
Surplus/(Deficit) for reporting period 3 3 3 3
Parent entity

CQUniversity ANNUAL REPORT 2012
77
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 42. Acquittal of Australian Government financial assistance (continued)
42.6 Other Capital Funding
Better Universities
Renewal Fund
Teaching and
Learning Capital
Fund
Total
Notes 2012 2011 2012 2011 2012 2011
$'000 $'000 $'000 $'000 $'000 $'000
Financial assistance received in cash during the reporting period
(total cash received from the Australian Government for the
Programs) - - - - - -
Net accrual adjustments - - - - - -
Revenue for the period - - - - - -
Surplus/(Deficit) from the previous year - 1,613 - 6,057 - 7,670
Total revenue including accrued revenue - 1,613 - 6,057 - 7,670
Less expenses including accrued expenses - (1,613) - (6,057) - (7,670)
Surplus/(Deficit) for reporting period - - - - - -
Parent entity
ANNUAL FINANCIAL STATEMENTS

78
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 42. Acquittal of Australian Government financial assistance (continued)
42.7 Australian Research Council Grants
(i) Discovery
Projects Total
Notes 2012 2011 2012 2011
$'000 $'000 $'000 $'000
Financial assistance received in cash during the reporting period
(total cash received from the Australian Government for the
Programs) 244 83 244 83
Net accrual adjustment - - - -
Revenue for the period 3(e)(i) 244 83 244 83
Surplus/(Deficit) from the previous year 16 92 16 92
Total revenue including accrued revenue 260 175 260 175
Less expenses including accrued expenses (221) (159) (221) (159)
Surplus/(Deficit) for reporting period 39 16 39 16
Parent entity

CQUniversity ANNUAL REPORT 2012
79
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 42. Acquittal of Australian Government financial assistance (continued)
42.7 Australian Research Council Grants (continued)
(ii) Linkages
Projects Total
Notes 2012 2011 2012 2011
$'000 $'000 $'000 $'000
Financial assistance received in cash during the reporting period
(total cash received from the Australian Government for the
Programs) 266 - 266 -
Net accrual adjustment - - - -
Revenue for the period 3(e)(ii) 266 - 266 -
- -
Surplus/(Deficit) from the previous year - 6 - 6
Total revenue including accrued revenue 266 6 266 6
Less expenses including accrued expenses (152) (6) (152) (6)
Surplus/(Deficit) for reporting period 114 - 114 -
Parent entity
ANNUAL FINANCIAL STATEMENTS

80
Central Queensland University
and Controlled Entities
Notes to the Financial Statements
for the year ended 31 December 2012
Note 42. Acquittal of Australian Government financial assistance (continued)
42.8 OS-HELP
Notes 2012 2011
$'000 $'000
Cash Received during the reporting period 3 (g) 87 43
Cash Spent during the reporting period 150 48
Net Cash received (63) (5)
Cash Surplus / (deficit) from the previous period 64 69
Cash Surplus / (deficit) for the reporting period 1 64
42.9 Student Services and amenities fee
Unspent/(overspent) revenue from previous period
SA-HELP revenue earned 3 (b) 1,318 -
Students services fees direct from students 4 1,006 -
Total revenue expendable in period 2,324 -
Student services expenses during period (1,405) -
Unspent/(overspent) student services revenue 919 -
Parent entity

CQUniversity ANNUAL REPORT 2012
81
ANNUAL FINANCIAL STATEMENTS

CQUniversity ANNUAL REPORT 2012
83
ANNUAL FINANCIAL STATEMENTS