Annual Report 2008 - Central Queensland University

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Strategic Overview Discussion & Analysis • Offering well-designed and managed research based on intellectual integrity and innovative approaches. • Fostering the prosperity and sustainability of our regions and communities by providing intellectual leadership and working together to achieve appropriate solutions. Values Our mission and the day-to-day teaching, learning, and research and other activities that make us a University are underpinned by values and principles of behaviour, supported by our Code of Conduct which is binding on all members of the University community. We value: DEVELOPING RELATIONSHIPS: We believe that our teaching, research and community activities are assisted by the development of respectful and beneficial relationships. INTEGRITY: We are committed to honesty, tolerance, respect and transparency in personal and collaborative academic, business and social endeavours. CREATIVITY AND INNOVATION: We are a future oriented learning organisation, fostering a dynamic environment in which we value creativity and leadership through innovation. ACADEMIC FREEDOM: We strongly support the freedom of intellectual thought and enquiry and the open exchange of ideas that are directed towards the achievement of our mission. ACCOUNTABILITY: We promote an approach to decision making which emphasises openness, consistency, fairness and probity as an integral part of the University’s responsibility to all stakeholders. We are outcomes focused and deliver what we promise. LIFE BALANCE: We encourage a balance between the requirements of work, study and family life which supports the health and wellbeing of our communities. LIFELONG LEARNING: We are committed to lifelong learning and recognise the benefits this brings to our society as a whole. PRACTICE WHAT WE TEACH: We are committed to leading by example and implementing best practice in all aspects of the University’s operations. External Impacts The strategic issues facing CQU are impacted by: international trends in Higher Education; Commonwealth and State Government higher education sector reforms and policies; and shifts in community needs, student demand and industry requirements. As these trends and policies are refined or changed, the strategic issues facing CQU will alter. However the core goal of CQU, to be an appropriately focussed teaching and research organisation that is viable and competitive, remains intact. Contribution to Queensland’s Objectives CQU is a knowledge organisation; our core objectives are to generate, acquire and transfer knowledge. These objectives are realised through the full range of functions performed, including research, teaching and community engagement. A major focus of the University’s activities involves support for the Government’s objectives in building Queensland’s economy through a community of well-skilled and knowledgeable people and thereby realising the Smart State through education, skills and innovation. 32 Strategic Framework The strategy of the organisation is defined within four organisational perspectives. Each of these organisational perspectives is supported by two, more detailed scorecard components which contain goal statements, activities and performance measures.
The four organisational perspectives and their sub-component Goal Statements are: Organisational Academic Focus, Sustainability, Capacity and Competitiveness Strategic Focus Develop contextually appropriate governance and integrated planning processes. Student Competitiveness Develop high quality programs that differentiate CQU within the global higher education sector. Institutional Maintain CQU’s success in the international Competitiveness student market. Continue to refine CQU’s success in the domestic market. Develop a strong competitive advantage in focused research. Learning & Teaching CQU will maximise stakeholders access to learning and provide value-adding for students. Research & Innovation CQU will be a quality research provider undertaking research that is focused to achieve outcomes that are regionally relevant, nationally significant and internationally recognised. Staffing Excellence and CQU will have an organisational culture that encourages Proficiency and supports collaboration throughout the University. CQU staff will deliver services that students and clients value and which delight them. Resource and Workplace To build and maintain an adequate infrastructure. Efficiency Financial Viability Redefine and refine partnerships between international, global, domestic and regional ventures. We cater for and encourage lifelong learning because our students may need our support at various milestones along their career paths. It is this support and related flexibility which enables so many people to value-add to their potential and to reach their goals. 33
Page 1 and 2: Annual Report 2008
Page 3: CQUniversity, our students and our
Page 6 and 7: 04 doing the unexpected
Page 8 and 9: 06 making a world of difference
Page 10 and 11: 08 really understanding
Page 12 and 13: Contents From the Chancellor 11 Who
Page 14 and 15: CQUniversity in brief 2008 Revenue
Page 16 and 17: Who we are and what we do In 2008 C
Page 18 and 19: It is the duty of members of the Un
Page 20 and 21: Corporate Governance Professional D
Page 22 and 23: Corporate Governance Freedom of Inf
Page 24 and 25: Corporate Governance Audit, Complia
Page 26 and 27: Corporate Governance C Management S
Page 28 and 29: From the Vice- Chancellor and Presi
Page 30 and 31: Chancellor Rennie Fritschy Vice-Cha
Page 33: CQUniversity’s plans have to cate
Page 37: Meet Kerry, she has them rolling in
Page 40 and 41: Strategic Focus operational plans w
Page 43 and 44: Our students come from all walks of
Page 45 and 46: The Faculty established the Centre
Page 47 and 48: CQUniversity Jazz student drummer A
Page 49: New streamlined donor-centric proce
Page 52 and 53: Learning & Teaching Online has prov
Page 54 and 55: Learning & Teaching • Respond to
Page 56 and 57: Learning & Teaching CQUniversity ha
Page 59 and 60: Our research underpins innovation i
Page 61 and 62: This institute is supported by rese
Page 63 and 64: CENTRE FOR MUCOSAL IMMUNOLOGY This
Page 65 and 66: The University’s ethics and regul
Page 67: This is Adam, he’s taken a sharp
Page 70 and 71: Staff Excellence & Proficiency and
Page 72 and 73: Staff Excellence & Proficiency Empl
Page 74 and 75: Staff Excellence & Proficiency elig
Page 77 and 78: We are ensuring our Customer Relati
Page 79 and 80: pages associated with prospective s
Page 81 and 82: Benchmarking and Quality Assurance
Page 83: Smile with Simone, she leads the wa
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Financial Viability & Summary resul
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Student Outcomes & Statistics CQUni
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Student Outcomes & Statistics MELBO
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Student Outcomes & Statistics Stude
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Appendix A: Strategic Plan 2009-201
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Strategic Plan 2009-2012 Research &
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Strategic Plan 2009-2012 Domestic E
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Strategic Plan 2009-2012 People & P
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Strategic Plan 2009-2012 Governance
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Appendix B: Details of Members of t
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Surendra Sharma Surendra is the ele
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106 Name Position Title Destination
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108 Name Position Title Destination
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Appendix D: Consultancy Expenditure
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CQUniversity Brisbane International
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Annual Report 2008 - Central Queensland University

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