Annual Report 2006 - Part 1 - Central Queensland University

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MarketsRefers to those areas in the international, national and regional economies for which there is currently, or can be created,a demand for the services we are capable of producing as a university.Goals• Identify, develop and allocate resources to realise viable opportunities in selected markets• Develop efficient delivery methodologies and structures to meet market needsPerformance IndicatorsMarket AdaptabilityCycle TimeMarket IntelligenceGrowth in student course enrolmentsProportion of students by nationalityProportion of students in each student cohort—Research, Postgraduate, Undergraduate, International, Domestic,Equity, etcImproving entrance qualificationsStudent SatisfactionRetentionGraduate starting salariesStaff hours consumed in bringing new products to marketCost of development of new programsStaff hours allotted to new product development to new program development per schoolEvidence of business intelligence gathering activitiesSTRATEGIC PLAN 2006–2011Strategic Plan 2006–201117
EntrepreneurshipRefers to our ability to identify opportunities and then to develop innovative responses and solutions by applying soundbusiness principles and learning methodologies to meet the inherent challenges encountered.Goals• Being proactive in identifying opportunities and then to develop innovative and entrepreneurial responses by applying soundbusiness principles• Focus on beneficial partnerships• The University will establish and resource a teaching, learning and research environment that fosters an appropriate balancebetween risk and rewards in the pursuit of entrepreneurial venturesPerformance IndicatorsDiversity of IncomeStreamsNew ProductsNumber of new income sources per annumPercentage of new programs profitable within two yearsPercentage of programs less than two years oldPercentage of student enrolments in ‘new’ programsLevel ofEntrepreneurial ActivityDiversity of BeneficialPartnershipsCommercialisation activities undertaken per annumLevel of business activity by incubatorNumber of new formal industry partnershipsNumber of new jointly badged programs with other universitiesDegree of partnership satisfactionActivity level in partnershipEnvironmentNumber of participants undertaking entrepreneurial training and continuing professional development programsFunds allocated to approved new entrepreneurial activities as seed fundingSTRATEGIC PLAN 2006–201118Strategic Plan 2006–2011
Page 1 and 2: ANNUAL REPORT 2006
Page 3 and 4: The aim of Central Queensland Unive
Page 5 and 6: Central Queensland University (CQU)
Page 7 and 8: In 2006 CQU conducted a review of i
Page 9 and 10: Organisation—Academic and Adminis
Page 11 and 12: CQU Committee StructureCouncilVice-
Page 13 and 14: Profiles of the CQU CouncilThe Coun
Page 15 and 16: Highlights• CQU graduates continu
Page 17: Our Strategic PillarsKnowledge Capa

Annual Report 2006 - Part 1 - Central Queensland University

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