CQUniversity Annual Report - Central Queensland University

CQUniversityA N N U A LR E P O R T2012 | vol.1

CONTENTS TS8 March 2013The Honourable John-Paul Langbroek MPMinister for Education, Training and EmploymentPO Box 15033CITY EAST QLD 4002Dear MinisterI am pleased to present the Annual Report 2012and financial statements for Central QueenslandUniversity.I certify that this Annual Report complies with:• The prescribed requirements of the FinancialAccountability Act 2009 and the Financial andPerformance Management Standard 2009, and• The detailed requirements set out in the Annualreport requirements for Queensland Governmentagencies.A checklist outlining the annual reportingrequirements can be accessed at www.cqu.edu.au/about-us/governance/annual-report.Yours sincerelyFrom the Chancellor 2Vice-Chancellor and President’s Review of 2012 4Our Future 8Our Organisation and Structure 10Our Strategic Plan 20Our Activities in Review 24Our Corporate Governance 48Our Financial Performance 60Our Campus Contact Details 64Glossary 66Appendices vol.2– Financial StatementsRCR.C. . FritschyChancellorjn12-0873DistributionThis report is available for download from theCQUniversity website, or by contacting CQUniversityby email, telephone or fax to request a hard copy.Contact officerMs Jenny RobertsUniversity SecretaryCQUniversity AustraliaBruce HighwayRockhampton Qld 4702AustraliaTelephone: +61 7 4930 6903Fax: +61 7 4930 9438Email: j.roberts@cqu.edu.auWebsite: www.cqu.edu.auAnnual Report website:www.cqu.edu.au/about-us/governance/annual-reportFeedback in writing to the above address is invited.InterpreterCQUniversity is committed toproviding accessible servicesto people from culturally andlinguistically diverse backgrounds. If you havedifficulty in understanding the Annual Report, youcan contact CQUniversity on +61 7 4930 9777and we will arrange an interpreter to effectivelycommunicate the report to you.CQUniversity Annual Report 2012ISSN 1839-2636Produced: Corporate Governance Division.Additional published informationAdditional published information on CQUniversity’sinformation systems and recordkeeping, consultanciesand overseas travel (staff and student) can be accessedfrom the Annual Report website: www.cqu.edu.au/about-us/governance/annual-report.AcknowledgementCQUniversity recognises that its campuses aresituated on Country for which Aboriginal people havebeen custodians for many centuries. The Universitytherefore pays its respects to the Elders, past, presentand future for they hold the memories, the traditions,the culture and hopes of Indigenous Australia.Copyright© Central Queensland University 2013

CQUniversity ANNUAL REPORT 2012AT A GLANCE1Student body 18 760Staff (full-time equivalent) 1456Students graduating 4275Alumni 72 071Schools 6Student residences 2Undergraduate qualifications 172availablePostgraduate qualifications 161availableResearch qualifications 17Non-award qualifications 30Locations 12Research Centres 4Distance Education Study 5CentresRevenue $250.866mCapital expenditure $32.410mTotal assets $341.686mCOVER DESIGNAn artist’s impression of the façade of theCQUniversity Health Clinic, Rockhampton. Theabstract geometric design, by Brisbane-basedarchitectural firm Reddog, reflects the formsand palette of yellows and creams of the manyeucalyptus trees surrounding the clinic entrance.CQUniversity Rockhampton is home to the $7mCQUniversity Health Clinic, a public accessclinic with the dual aim of providing improvedhealth care outcomes for people in CentralQueensland, and skilling up the region’s futurehealth workforce.The clinic, made possible through $6.6m inHealth Workforce Australia funding, representsthe first stage in a longer term plan to greatlyexpand CQUniversity’s clinical facilities.Health services at the clinic – in areas includingoccupational therapy, podiatry, physiotherapyand speech pathology – are delivered througha partnership with Central Queensland Hospitaland Health Services (CQHHS), a QueenslandGovernment initiative.The CQHHS team located at the clinic provideshealth care services for up to 160 clients a dayand supports clinical placements for up to 200students annually.The clinic also houses teaching facilities forCQUniversity’s Bachelor of Oral Health.A $16m ‘stage two’ of the clinic is plannedfor construction from 2013, and will includeadditional clinic space, as well as teachingspaces to train and educate allied healthstudents from CQUniversity and otheruniversities around Australia.OBJECTIVES OF OUR ANNUAL REPORTThis Annual Report describes the University’sperformance, achievements, outlook andfinancial position for the calendar year 2012.It meets the University’s formal reportingrequirements to the Queensland Minister forEducation, Training and Employment. The reportis also of interest to Members of Parliament,University staff, students, prospective students,key stakeholders, other universities, researchersand other members of our community.ABOUT CQUNIVERSITYCentral Queensland University is known asCQUniversity Australia. The University’s imageemphasises its strong connection to CentralQueensland and acknowledges its nationalpresence and position in the internationalhigher education sector.CQUniversity engages with communitiesacross Queensland, New South Wales, SouthAustralia, Victoria and Western Australia,providing research, educational servicesand products to around 19 000 students andother customers across 12 campuses andlearning sites and by distance education.Established as the Queensland Institute ofTechnology (Capricornia) in Rockhampton in1967, CQUniversity provides access to highereducation for people of all backgrounds andages. The University works closely withindividuals and organisations to help themfollow their dreams and achieve their goals.

2From theChancellor‘OUTSTANDINGPROGRESS WASMADE IN 2012TOWARDSCQUNIVERSITYFULFILLINGITS STRATEGICGOAL OFBECOMINGA RESEARCH-FOCUSEDUNIVERSITY’

CQUniversity ANNUAL REPORT 2012VICE-CHANCELLOR ANDPRESIDENT’S REVIEWLooking back on 2012 there is no doubt the year has been one of the most successful inCQUniversity’s history. The University has invested heavily in new facilities, new programsand new academic and research talent, and while this has caused the University todelve into its funding reserves, we see these activities as an investment in our futuresustainability. Since embarking on an ambitious renewal plan in 2009, CQUniversity iswell on its way to becoming one of Australia’s strongest regional universities. Based onthe following achievements our future is looking very bright and we are well on track tobecoming a great university by 2020.DUAL SECTOR APPROVALThe 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 ofnegotiations, this move sets the stage for CQUniversity to revolutionise the delivery of higher education and vocational education andtraining in Central Queensland.INVESTMENT IN INFRASTRUCTUREIn the past year CQUniversity has extended the Noosa campus ($2.5m) and opened a refurbished Rockhampton Library ($6.4m) andEngineering Precinct ($10.7m). A distance education study centre was also opened in Cairns to support the learning needs of ourdistance education students in Far North Queensland. In 2013, CQUniversity plans to continue this investment by opening further distanceeducation study centres at our metropolitan campuses and developing a $16m Engineering Precinct in Mackay and an Accident ForensicsLab in Bundaberg.5VICE-CHANCELLOR AND PRESIDENT’S REVIEW OF 2012CQUNIVERSITY HEALTH CLINICStage 1 of the $7m CQUniversity Health Clinic was opened in Rockhampton in August 2012, thanks in large part to funding provided by HealthWorkforce Australia. This clinic has the dual aim of providing improved health care outcomes for people in Central Queensland, and skilling upthe region’s future health workforce. Service provision by the Central Queensland Hospital and Health Service team located in the CQUniversityHealth Clinic is estimated to provide health care for up to 160 clients per day along with supporting the clinical placements of up to 200students annually.ENGAGEMENTA 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 ProVice-Chancellor (Community and Engagement) and our industry partners to implement new programs and oversee existing engagement activitieswhich aim to improve education outcomes for Indigenous students and engagement with Indigenous communities.RESEARCHCQUniversity’s signifi cant investment in research is beginning to pay off, with CQUniversity researchers acquiring more than $1.3m incompetitive 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, isgrowing substantially.AUSTRALIA’S FASTEST GROWING REGIONAL UNIVERSITYDue to a number of exciting new program offerings and investment in our national campus footprint CQUniversity is now one of Australia’s fastestgrowing 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.

6VICE-CHANCELLOR AND PRESIDENT’S REVIEW OF 2012STAFF RECOGNITIONSeveral CQUniversity staff members have received grant funding for innovative research projects and two of our staff members, ProfessorKerry Reid-Searl and Ms Sherie Elliott, were recognised with Australian Government Offi ce for Learning and Teaching citations for outstandingcontributions 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 continuedsupport of our students and wider community, without whom we wouldn’t have reason to keep striving towards excellence. I am very muchlooking forward to building on this momentum in 2013.Professor Scott BowmanVice-Chancellor and President

CQUniversity ANNUAL REPORT 2012A SELECTION OF ARTWORK FROMCQUNIVERSITY’S ART COLLECTION7VICE-CHANCELLOR AND PRESIDENT’S REVIEW OF 2012Richard Dunlop (1960– ) Iron Ore 2 oil on Belgian linen 183 x 183 cm. Donated 2012 through the Australian Government’s Cultural Gifts Programby 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 theVice-Chancellor’s Initiative Fund.

8Our Future‘CQUNIVERSITYWILL BERECOGNISEDAS ONE OFAUSTRALIA’STRULY GREATUNIVERSITIESBY 2020’

CQUniversity ANNUAL REPORT 2012STRONG TO GREATCQUNIVERSITY RECOGNISED AS ONE OF AUSTRALIA’S TRULYGREAT UNIVERSITIES BY 20209OUR FUTUREBy 2020, CQUniversity will be recognised as one of Australia’sgreat universities. It will be Australia’s most engaged university bypartnering with its students, staff, alumni and all of the communitiesand industries it serves.By partnering with its communities, the University will have a positiveimpact on the communities it serves and enable them to reach theirgoals, and vice versa. In doing this, CQUniversity will have reached itsprimary objective.CQUniversity will provide the highest quality student experiencepossible. We will offer a great learning and teaching experiencefor our students. A primary focus of the student experience will bethe innovative and student-centred ways in which the Universityengages with its students. Our learning activities will be focussedon authentic learning, which is informed by collaboration withemployers and our communities.CQUniversity will be an inclusive university. It will be known asthe 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 forgottenits roots. It will be proud of the diverse range of students it attractsand helps succeed. CQUniversity will provide a comprehensive rangeof post-school education and training and ensure multiple pathwaysare available for its students spanning from enabling, to vocationaleducation and training (VET), to higher education. Students will beenabled to reach their full potential and have clear pathways betweenall parts of the University. The University will be a leading providerof VET through delivery at its campuses and via distance education,and will form partnerships throughout Australia and internationally toenable 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. Bybeing an inclusive university it will engage with the widest possiblespectrum of students and will break down barriers between them.CQUniversity will be one of Australia’s leading distance educationproviders. The University will be one of the largest providers ofdistance education and training in terms of student numbers and oneof the best in terms of student satisfaction. Through being Australia’sleading provider of distance education, the University will be engagingwith many students who would not otherwise have access to itsquality education and training.No university can be truly great unless it is a research-focuseduniversity. CQUniversity will be such a university. It will be auniversity that knows its power of place and uses it to contribute tostronger, more vibrant communities through the engaged research itundertakes. Research will be focused on areas where the greatestcontributions to our communities can be made.CQUniversity will be a university that gives back. The Universitywill demonstrate a distinct moral, ethical conscience and a strongethos of philanthropy and humanity that inspires our students, staffand communities. The University will contribute to the developmentof all its communities including those overseas. The University willutilise its student, staff, physical and fi nancial resources to makethe communities it serves – both locally and globally – betterplaces to live, work and learn. The University will focus its givingon underserved communities. By being a university that givesback, CQUniversity will engage with many people who are oftenforgotten by others.CQUniversity will be a national university. It will be auniversity with a physical presence right across Australia.While its foundations and origins are in Central Queensland,CQUniversity will provide quality education and training incampuses and study centres across the country. By operatingas a national university, CQUniversity will engage withcommunities outside of its traditional base. All campuses willbe a mix of Australian and international students; by being anational university CQUniversity will engage with people aroundthe nation – and the world – by exporting its power of place.The new Multi-Faith Centre at CQUniversity Rockhampton provides a locationwhere students and staff can gather for prayer and meditation.CQuniversity’s $1.8m partnership with mining giant BHP Billiton MitsubishiAlliance (BMA), to fund a BMA Chair in Indigenous Engagement and a numberof student scholarships, was welcomed in April 2012 with the helpof the Darumbal Waru dance group.

10OurOrganisationand StructureOUR VISION, VALUES, MISSION AND 11OBJECTIVESOUR CAMPUSES AND DIVISIONS 13OUR ORGANISATIONAL STRUCTURE 18OUR MANAGEMENT STRUCTURE 19‘ENGAGEMENTWILL BECOMETHE DRIVINGFORCE THATDIRECTS THEACTIVITIESOF THEUNIVERSITY’

CQUniversity ANNUAL REPORT 2012OUR VISION, VALUES, MISSION ANDOBJECTIVESOUR VISIONOur vision is for CQUniversity Australia to become one ofAustralia’s truly great universities through partnership withindustry, students and the community.Our greatness will be demonstrated through engagementin Learning and Teaching, Research and Innovation, and ourCommunities.OUR VALUESCQUniversity has organisational values which underpin its dailyactivities. The University’s Code of Conduct is one way in whichCQUniversity puts its collective values into practice. The Codeis a statement of principles designed to inform the actions of allmembers and to establish and guide what conduct is expected andwhat conduct is to be avoided. CQUniversity has fi ve core values:11OUR ORGANISATION AND STRUCTUREOUR MISSIONEngagement will become the dominant methodology anddriving force that directs the activities of the University to fulfi lits vision to enable stakeholders, partners, communities andstudents to ‘be what they want to be’.Engagement underpins the relationships between CQUniversityand its communities (local, regional, state, national,international) for the mutually benefi cial exchange of knowledgeand resources in a context of partnership and reciprocity.Our promise is to collaborate with our communities to assureour mutual wellbeing.Our partnerships will address community identifi ed needs,enhance community wellbeing, deepen students’ civic andacademic learning, enrich the scholarship of the organisationand lead to discovery in the co-creation of knowledge.Ultimately, engagement at CQUniversity aims to support thedevelopment of sustainable communities and an equallysustainable university.ENGAGEMENTWe connect to ourstakeholders andcommunities by havingstrong relationships andproductive partnershipswhich deliver mutuallybenefi cial outcomes.A CAN-DOAPPROACHWe focus on and achieveour goals, we ‘thinkbig’, aspire to greatnessand apply innovation ineverything we do.LEADERSHIPWe lead by consistentlydemonstratingexcellence in learningand teaching, research,engagement andgovernance.INCLUSIVENESSWe respect and seekfull participation from,and engagement with,all staff, students andthe community withoutdiscrimination towardany individual or group.OPENNESSWe promote transparencyin processes, proceduresand decision-making andemphasise consistency,fairness and probityas integral to ourrelationships, individualand collective, with allstakeholders.

12OUR ORGANISATION AND STRUCTUREOUR OBJECTIVESWHEN WE HAVE ACHIEVED OUR ASPIRATIONSFOR ENGAGEMENT, LEARNING AND TEACHING,RESEARCH AND INNOVATION, AND ENTERPRISE:We will be assured1 of continued growthand sustainability throughour academic offeringswhich are flexible andresponsive to the needsof our current and futurestudents, communitiesand employers.We will be8 renowned foractively contributing to thedevelopment of industriesand the communities inwhich we reside throughstaff membership andparticipation in communitygroups, committees,boards, professionalbodies and communityvolunteer work.9We will beacknowledged forproviding CQUniversityfacilities and resources tocommunity and industrygroups and events.2. We will be ahighly inclusiveorganisation. Ourinclusivity will beaccess, support,work-integrated learningand workplace-readygraduates. International,intercultural andIndigenous perspectiveswill be evidenced in ouracademic offerings.We will be known7 as the preferredorganisation for researchleaders and studentsbased on our qualityresearch facilities andprograms. Our researchstaff and graduates will beacknowledged as expertsin their field, supported inentrepreneurial activities,and contribute to the keyresearch areas within theUniversity.We will be10 well-known forcreating an environmentthat attracts highquality staff, has astrong leadershipculture, recognises andrewards good practice,and maintains aneffective governanceand managementstructure with clearaccountabilitiesand commitment tocontinuous improvement.We will be regarded3 as an organisationof choice by students andstaff, recognised for ourhigh quality teaching andresearch, and for offeringprograms across the fullspan of the AustralianQualifi cations FrameworkWe will be6 acclaimed for fi veareas of research thatare rated as world class,including two areas withinternational prestigeratings.We will be11 leaders in theprovision of qualityphysical infrastructureand informationand communicationtechnology systemsthat support the corebusiness of the Universityand provide a safeand environmentallysustainable environment.We will be4 acknowledgedfor our leadership inlearning and teaching andresearch by consistentlydemonstrating excellencethrough programofferings and qualitystaff.We will be5 renowned forexcellence in research,both fundamental andapplied, that contributes toknowledge and innovationin priority areas.We will be12 recognisedfor our relationshipswith local, nationaland internationallysignifi cant partners,our ability to attractphilanthropic support andour contribution to ourcommunities and society.WE WILL BE ONE OF AUSTRALIA’S GREATUNIVERSITIES. WE WILL BE WELL RESPECTED ANDA ROLE MODEL TO OTHER HIGHER EDUCATIONPROVIDERS THROUGHOUT THE WORLD.

CQUniversity ANNUAL REPORT 2012OUR CAMPUSES AND DIVISIONSCQUNIVERSITY CAMPUSESCQUNIVERSITY APPLETON INSTITUTECQUniversity Appleton Institute is a multidisciplinary research huband distance education study centre in Adelaide, South Australia,established in January 2012. The Institute is overseen by fatigueand human factors expert Professor Drew Dawson and consists ofa varied 30-person team with excellence in research, teaching andcommunity engagement across a range of scientifi c areas includingsleep and biological rhythms, applied psychology, occupational healthand safety, human factors, risk management and cultural anthropology.Starting in 2013, the CQUniversity Appleton Institute will be involvedin providing several CQUniversity courses as a new distance educationstudy centre. The courses include a Master and Graduate Diplomaof Rail Safety Management, Graduate Certifi cate in Fatigue RiskManagement, and the supervision of honours and PhD students inPsychology and General Science.13OUR ORGANISATION AND STRUCTURECQUNIVERSITY BRISBANEOver the past 12 months, there has been further diversification ofstudents represented on the CQUniversity Brisbane campus as Term 1,2012 saw the successful introduction of undergraduate Commonwealthsupported places on metropolitan campuses. Given minimal leadtime for Queensland Tertiary Admissions Centre (QTAC) listing andpromotional activities, 94 domestic students have already enrolled atthe campus in our undergraduate programs, which has offset the muchpublicised downturn in international student enrolments.CQUniversity Brisbane’s convenient CBD location, modern facilitiesand quality supportive learning environment continue to attractboth domestic and international students alike. With the recentestablishment of our distance education study centre, we are alsocommitted to supporting and assisting our distance education studentsin South East Queensland, including hosting of residential sessions andorientation programs for this student cohort.CQUniversity Brisbane will continue to increase student enrolmentsinto 2013 with good initial interest in all programs, but particularly inthe Bachelor of Medical Sonography / Graduate Diploma of MedicalSonography to be introduced in Brisbane from Term 1, 2013.CQUNIVERSITY BUNDABERGThere 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 Sciencemajor of the Applied Science degree. Also during the year signifi cantplanning has occurred for the introduction of the Engineering degreeand programs in Physiotherapy and Occupational Therapy to commencein 2013. Record numbers of students in higher degrees were registeredin 2012, and the research quantum continues to grow on the campus.During the year the University signed an agreement with the AustralianFlight Academy which will bring signifi cant numbers of internationalstudents to Bundaberg. This will give a strong impetus to our Aviationprogram to complement Accident Forensics.Construction started on the Autism Early Intervention OutcomesUnit (AEIOU) Foundation facility on campus with the fi rst enrolmentsscheduled 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 chanceto explore opportunities to become a martial arts film star, actor or stuntperformer.In March 2012, the Bundaberg Regional Council declared Bundabergto be Queensland’s fi rst “University City”. This was linked to theUniversity signing an accord with the Council. The Accord expressedboth organisations’ intention to work more closely together to meetthe needs of our community. As an initial tangible expression of thisAccord, the Council has offered three scholarships for Bundabergstudents commencing with the new Engineering program in 2013.In 2012, CQUniversity Bundaberg became the fi rst individual campusmember of Engagement Australia. This is in line with the University’sengagement imperative and recognises the commitment of staff to bebetter practitioners in the engagement arena.CQUNIVERSITY CAIRNS DISTANCEEDUCATION STUDY CENTRECQUniversity’s Cairns distance education study centre opened inAugust 2012. The fi rst of its kind for the University, the centre providesthe region’s 350 current CQUniversity distance students with accessto a range of facilities and services including computers, printers andinternet along with the opportunity to form study groups, use meetingrooms, and access video conferencing facilities and face-to-facesupport. In addition, prospective students can attend informationsessions, access assistance with enrolment and obtain guidance fortheir studies from the supportive staff and student ambassadors onhand. During the fi rst four months of operation the centre welcomedover 500 current and prospective students. The centre extended itsoperating hours to Saturdays to meet the increasing student demand.

14OUR ORGANISATION AND STRUCTURECQUNIVERSITY GOLD COASTIn August 2012, CQUniversity made the decision to teach out currentenrolled students at CQUniversity’s Gold Coast campus, and todiscontinue accepting new students to its programs with a viewto fully closing the campus in 2014. The management and staff ofCQUniversity’s Gold Coast campus are committed to ensuring thatno student is academically or fi nancially impacted by this decisionand it will continue to provide high level support to all students toensure they are given every opportunity to successfully complete theirCQUniversity degree at CQUniversity Gold Coast within the specifi edprogram duration.Vice-Chancellor and President, Professor Scott Bowman (dressed as the Stig),promotes the importance of road safety to CQUniversity staff members.CQUNIVERSITY EMERALDCQUniversity Emerald is located in the grounds of the AustralianAgricultural College and provides a friendly and open environment whichencourages a close working relationship between staff and students.CQUniversity Emerald is seen as a support centre for many regionaland remote students who are studying distance education and wish toaccess its facilities, resources and staff.Situated in a town of 14 000, CQUniversity Emerald provides itsfacilities, support and education services to business, industry, schoolsand community members across the region.CQUNIVERSITY GLADSTONELocated at the Gladstone Marina, CQUniversity Gladstone providesan appealing learning environment for a range of bridging courses,undergraduate, postgraduate and research degrees. CQUniversityfi rst opened its doors in Gladstone in 1978 at its Dawson Highwaypremises. The intent to service the Gladstone community throughindustry-relevant education and research has remained unchangedin the intervening years. In 2013, the campus celebrates 35 yearsof continuous service. CQUniversity Gladstone is home to tworesearch centres: the Centre for Environmental Management andthe Engineering Centre. Researchers from CQUniversity contribute tothe community by providing developmental research for industry andmonitoring the environmental health of the Gladstone area, includingthe 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 agreeablelifestyle and environment balance. The Gladstone Region is home toover 62 000 people and is best known for its strong industrial base.CQUNIVERSITY MACKAYCQUniversity Mackay is one of the University’s fastest growingcampuses, positioned in a region of Central Queensland which heavilyservices the mining and resources industries.Given CQUniversity’s Mackay campus geographical location, theUniversity 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 infrastructureover the past three years including state-of-the art Medical Imagingand Sonography laboratories, Chiropractic facilities, Nursing andMidwifery laboratories, a new Library and Information TechnologyResource Centre and modern student accommodation.Further campus developments are underway with plans for a $16.6mEngineering precinct, while plans for the proposed Mackay RegionalSporting Precinct are well advanced.CQUNIVERSITY MELBOURNECQUniversity Melbourne has had a challenging year with changes inthe international student recruitment environment resulting in reducedstudent numbers. Further engagement with on-shore recruitmentagents and overseas recruitment activity is expected to result inimprovements to international student numbers over the course of thenext year.In early 2013, the campus will introduce new programs includingSonography, Professional Communication and Vocational Educationto sit alongside ongoing, core programs in ELICOS, Business andInformation Technology. These program developments coupled with theopening of the distance education study centre will see an increasingnumber of domestic students on the campus, bringing further diversityto the current multi-national cohort.Marketing activity focussed on creating greater awareness of theUniversity brand in Victoria, together with further expansion in programofferings, will see a broader range of courses and markets for thecampus in the second half of 2013.

CQUniversity ANNUAL REPORT 201215CQUNIVERSITY NOOSACQUniversity Noosa has experienced a surge in growth in the last12 months with a $2.5m facilities’ expansion; new program offeringsin Law, Tourism, Music, Multimedia and Creative Industries, aswell as internal offerings in Nursing and Access programs; and theestablishment of Noosa as a research-intensive campus with fi veProfessors, two Associate Professors, fi ve Senior Lecturers, and over35 research higher degree students.CQUniversity Noosa anticipates continued growth through buildingcapacity and capability by increasing program offerings; extendingcampus research specialisations and community partnerships;developing international student programs in this desirable beachsidedestination; and seeking opportunities for commercialisation through,for example, CQUniversity’s Noosa campus eye tracking facility.OUR ORGANISATION AND STRUCTURECQUNIVERSITY ROCKHAMPTONCQUniversity Rockhampton is a popular choice for internationalstudents seeking a traditional campus experience in a uniqueAustralian setting. It is also CQUniversity’s founding campus andcentral administrative hub providing a service community for thelargely rural Central Queensland region. The campus has lush gardensand provides a tranquil and picturesque environment to study in.CQUniversity’s Rockhampton campus facilities include a newlyrefurbished library, cafeteria, sports centre, refectory, computer labs,modern lecture theatres, 25 metre swimming pool, athletics oval andwell equipped gymnasium and more. The campus boasts an AlliedHealth clinic which serves the greater public and provides studentswith hands-on practical learning experiences.The new Multi-Faith Centre at CQUniversity Rockhampton provides alocation where students and staff can gather for prayer and meditation.The Multi-Faith Centre is available for people of all faiths and evenpeople of no faith seeking deeper meaning, refl ection, understanding,tolerance and respect.Staff and the community are able to take advantage of the newlyestablished Corporate Events Conference Centre which is available forinternal and external conferences.The Rockhampton Student Residence is located at CQUniversity’sRockhampton campus and provides on-campus accommodation for350 students.CQUNIVERSITY SYDNEYIn early 2012, CQUniversity Sydney launched a unique medicalSonography program. The modern six-bed medical sonography facilityfeatures state-of-the-art digital technology and simulated learningclinics. 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 Sonographyprogram available for undergraduate entry (with postgraduate exit),there’s been an enthusiastic response from students keen to helprelieve a critical health workforce shortage. Students gain extensiveclinical experience with established sonography professionals.The CQUni Community Sports Centre in Rockhampton hosted afledgling roller derby competition for regional teams.CQUniversity Sydney continues to have a strong commitment toengagement across a range of activities. Projects include a staffmember volunteering each week at the Centre of IndigenousExcellence in Redfern which helps primary school children improvetheir literacy skills. This program is run by the Exodus Foundation,using the Multilit reading program. Another project with the ExodusFoundation involves staff and students from CQUniversity Sydneyvolunteering each month to feed the homeless (around 250 peopleeach day) at their Loaves and Fishes Restaurant in Ashfi eld. Further,students have also been placed in volunteer positions with The SmithFamily, St Vincent de Paul Society and the Centre for Volunteering.For the fifth year in a row, CQUniversity Sydney has been a Tax HelpCentre where students volunteer to provide free and confidential serviceto assist low-income earners (such as other CQUniversity students) tocomplete their tax returns during tax time. Students are fully trained,accredited and supported by the Australian Taxation Office.GERALDTON UNIVERSITIES CENTRECQUniversity commenced supported distance education in conjunctionwith the Geraldton Universities Centre, Geraldton in July 2011.Geraldton is located in Western Australia’s mid west region, 424 klmsnorth of Perth.The Centre provides on campus support for distance education studentsenrolled in six CQUniversity programs including five undergraduateprograms and the Skills for Tertiary Education Preparatory Studies(STEPS) bridging program. Commencing with Accounting and Businessin 2011, the undergraduate program offerings expanded to Primary andEarly Childhood Education and Psychology in 2012.The Centre provides CQUniversity students with access to a rangeof facilities including on-campus student amenities, local libraryresources, computers, printers and internet services. Other servicesinclude face-to-face support, assistance with enrolment andorientation days.

16OUR ORGANISATION AND STRUCTURECQUNIVERSITY DIVISIONSACADEMIC AND RESEARCH DIVISIONCQUniversity is committed to becoming a great regional universitythrough productive engagement in partnerships with industry,government and the community that support excellence in learning andteaching, research and innovation.The Division’s mission is to grow engaged research and improvethe quality of teaching and learning across CQUniversity Australia.The Division takes a leadership role in professional development forteachers, researchers and supervisors in higher education and has aparticular focus on developing quality distance education.The Office of Learning and Teaching, the Office of Research and the Schoolof Graduate Research, Institutes and Centres are hosted in the Division,and work in partnership with other divisions to achieve the University’sgoals in increasing research output and developing quality teaching.The Office of Indigenous Engagement was created in 2012 andNulloo Yumbah restructured to provide better education and researchopportunities for Aboriginal and Torres Strait Islander students.The Office of Community and Engagement leads and develops externalpartnerships which are maintained through learning, teaching and researchactivities. Regional engagement committees are managed through eachHead of Campus for the University’s significant regional footprint.Responsibility for leading, developing and sustaining partnershipsrests largely with the Division’s Offi ce of Community and Engagementin partnership with the Heads of Campus in each city campus and allareas of the University.CORPORATE GOVERNANCE DIVISIONThe Corporate Governance Division is committed to providing thehighest standards of corporate governance to the University’sgoverning bodies such as the University Council and Academic Board.These bodies lead the University in establishing quality assurance andimprovement that is transparent, measurable and appropriate acrossthe 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 relevantto the University’s governance and recordkeeping requirements inaccordance with legislation and Australian/international standards, thefacilitation of the operations of the committees of the University, andthe management of the University’s policy systems.The Academic Registrar’s Directorate manages the activities related tostudent academic and administrative management, including the full rangeof student access, development, personal and accommodation services,student complaints and student misconduct matters. The Directorateincludes the Student Business Centre, Course Information Centre, StudentContact Centre, Student Support Centre, student accommodation inMackay and at the Capricornia College in Rockhampton.The Audit and Advisory Directorate is responsible for providingspecialist assurance and advisory services to senior managementand staff in relation to audit and the management and mitigation ofrisk, and for establishing and guiding the Internal Audit strategy andmanaging the University’s Internal Audit program.The Corporate Communications Directorate is responsible forpromoting, supporting and enhancing the University’s reputation,activities and achievements, through strategic communications andorganising University corporate events.FINANCE DIVISIONThe Finance Division is comprised of the Financial Services Directorateand the Corporate Strategy and Planning Directorate. Together theyare responsible for the University’s planning and fi nancial managementincluding risk management. The Division has numerous internalreporting obligations to the University Council and committees, andexternal reporting obligations to the State and Federal governments.The Corporate Strategy and Planning Directorate is responsible forensuring that the University has properly functioning risk managementand strategic planning frameworks. The Financial Services Directorateis responsible for ensuring the University’s fi nancial reportingobligations are met and that the University’s fi nance systems areoperating effi ciently, effectively and economically.As the University transitions from ‘Strong to Great’ the FinancialServices Directorate is taking great strides to ensure that it providesthe support and service that the University requires for its ongoinggrowth and the proposed merger with CQ TAFE.In 2012, the Budget and Performance Reporting Team concentratedon the TM1 enhancement project. IBM Cognos TM1 provides theUniversity with a dynamic environment for developing timely, reliableforecasts and budgets. The further enhancement of the planning toolthis year enables the organisation to rapidly analyse data, modelbusiness requirements and use the results to budget and forecast withconfi dence for better decision-making and outcomes.The Corporate Strategy and Planning Directorate continues its journeywithin the University of embedding an integrated planning and riskframework that has a continuous improvement philosophy. This processis dynamic and allows the organisation to be responsive, proactiveand fl exible in its approach to business opportunities. The Universityhas been able to mitigate and plan for rapid expansion utilising thisintegrated approach.As part of the Division’s ongoing commitment to provide better serviceto the University and the community a Systems Improvement Projectwas established which has identifi ed a number of enhancements.The Financial Services Directorate continues to review and improveprocesses to further assist the growing University.HIGHER EDUCATION DIVISIONThe Higher Education Division was created in July 2012 with theamalgamation of the former faculties – the Faculty of Arts, Business,Informatics and Education and the Faculty of Sciences, Engineering andHealth. Establishment of the Higher Education Division facilitates aunifi ed approach across the schools, with enhancement of cross-school

CQUniversity ANNUAL REPORT 2012and cross-discipline collaboration. The schools are the fundamentaloperational units of the Division and are committed to achievinggrowth in student numbers, improving the quality of teaching andlearning and the fostering of a strong research culture. The HigherEducation Division continued to build on the signifi cant growthachieved 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 SciencesINTERNATIONAL AND SERVICES DIVISIONThe International and Services Division was created in early 2012following an amalgamation of the former University Services andInternational portfolios. It also has a close relationship with theCQUniversity-owned C Management Services Pty Ltd business,which currently operates four metropolitan campuses (Brisbane,Gold Coast, Sydney, Melbourne), and provides the majority ofeducational delivery to international students.Directorates within this portfolio include Marketing, FacilitiesManagement, Information Technology, People and Culture,Library, International and the Print Management Unit. The Divisionforms the foundation of professional services which underpinthe successful delivery of teaching and research. The Division istherefore primarily focused on partnerships, engagement and theneed for exceptional customer service to internal and externalstakeholders. In particular, the Division has extended facilitieson numerous campuses to enable new research and teachingactivities to occur, and has provided targeted marketing which hasassisted strong growth in domestic enrolments.Innovative approaches in infrastructure, technology, professionaland administrative services have been a key feature of Divisionaloperations. Highly competent staff assisted by continuallyimproving systems and procedures have ensured the effi cient andstrategic use of resources to optimise the effectiveness of theoverall University model. 2012 in particular has been distinguishedby 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 toinnovate and counter challenges in the most responsive and effectivemanner. This requires both a proactive approach to core operationsand a solutions-based approach to risk and continuity management.Importantly, this is particularly crucial when recognising that theDivision operates across a wide campus portfolio; counteracting thedifficulties of distance, and maximising the key benefits it provides.CQUniversity hosted author and television celebrity Tiffiny Hall from The BiggestLoser Australia who visited CQUniversity Rockhampton to promote her new bookand to speak about health and fitness among young people.INDUSTRY, VOCATIONAL TRAINING ANDACCESS EDUCATION DIVISIONThe Industry, Vocational Training and Access Education Divisionwas established in 2012 to lead the University to its vision ofbecoming Queensland’s fi rst dual sector university. The Divisionchampions an integrated approach to education and training acrossthe University and plays a pivotal role by seeking improved waysto engage with students, industry, community, government andUniversity interests.In addition to providing strategic leadership to the proposed mergerof the University and CQ TAFE, the Industry, Vocational Trainingand Access Education Division is leading the expansion of theUniversity’s vocational education and training (VET) and distanceprograms throughout Australia. The Division has managementoversight of CQUniversity’s subsidiary company Health TrainEducation Services Pty Ltd, which operates as a private registeredtraining organisation ‘HealthTrain’ delivering VET programs.This will be achieved by creating and promoting a frameworkof innovative and seamless pathway opportunities betweenvocational and academic learning, through which the Universitycan develop and deliver vocational education and training.CQUniversity is building upon the success of its enabling programsto support access into new pathways.The Division’s commercial arm, the Queensland Centre forProfessional Development (QCPD), provides business support to theSchools on behalf of the University which will drive a commercialapproach. Through our engagement with industry, we providenew opportunities for the University to develop its national andinternational capabilities.By establishing a research symposium and a research scholarship,the Division is promoting a dual sector research agenda withinthe University and is actively supporting the goal of being a greatresearch-focussed dual sector university.17OUR ORGANISATION AND STRUCTURE

18OUR ORGANISATION AND STRUCTUREOUR ORGANISATIONAL STRUCTUREAS AT 31 DECEMBER 2012Vice-Chancellor and PresidentProfessor Scott BowmanDeputyDeputyDeputyVice-ChancellorVice-ChancellorVice-ChancellorDeputyChief Financial(International and(Academic and(Industry andVice-ChancellorOfficer and CFO,Services) and CEO,Research)Vocational Education(Higher Education)C ManagementC ManagementServices Pty LtdProfessor Hilaryand Training)Services Pty LtdProfessor Graham PeggMr David TurnerWinchesterMr Nik BabovicMr Alastair DawsonUniversity SecretaryMs Jenny RobertsAcademic andResearch DivisionInternational andServices DivisionIndustry, VocationalTraining and AccessEducation DivisionHigher EducationDivisionFinance DivisionCorporateGovernance Division

CQUniversity ANNUAL REPORT 2012OUR MANAGEMENT STRUCTUREThe Vice-Chancellor and President, Professor Scott Bowman, is the University’s Chief Executive Offi cer. He works in collaboration with theUniversity Council, of which he is a member, and also with a wide range of internal and external stakeholders to provide overall leadershipand 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 ANDPRESIDENTProfessor Scott BowmanTDCR, DCR, HDCR CollRadiog,FAETC City&Guilds, MArts GuildHall,MBusAdmin USC, PhD OpenUK, FAIMDEPUTY VICE-CHANCELLOR(ACADEMIC AND RESEARCH)Professor Hilary WinchesterMA, D.Phil Oxen FAICDDEPUTY VICE-CHANCELLOR (HIGHEREDUCATION)Professor Graham PeggBSc (Hons), PhD, C.Chem JCU19OUR ORGANISATION AND STRUCTUREDEPUTY VICE-CHANCELLOR(INTERNATIONAL AND SERVICES)AND CEO, C MANAGEMENTSERVICES PTY LTDMr Alastair DawsonBA DDIAE, MBA CQU, MAICD, FAIMDEPUTY VICE-CHANCELLOR(INDUSTRY AND VOCATIONALEDUCATION AND TRAINING)Mr Nik BabovicBEd QUT, MBA GradDipBusMgt GCITUNIVERSITY SECRETARYMs Jenny RobertsBBusAdmin CQU, GAICDCHIEF FINANCIAL OFFICERAND CFO, C MANAGEMENTSERVICES PTY LTDMr David TurnerCA, BComm Qld

20Our StrategicPlan‘CQUNIVERSITYWILL HAVEA POSITIVECULTUREWHICHVALUES STAFF,STUDENTS,COMMUNITIESAND INDUSTRYPARTNERS’

CQUniversity ANNUAL REPORT 2012CQUNIVERSITY STRATEGIC PLANENGAGEMENTOUR AIMWe will engage in all areas of endeavour. Our interactions withour communities will drive our Learning and Teaching, Researchand Innovation, and Enterprise. Through these interactions, we willidentify and address the needs of our communities, industry and theUniversity which deepens our students’ civic and academic learning,and enhances community wellbeing. We will also enrich ourscholarship and research in a way that benefits both the Universityand our stakeholders.ENGAGED LEARNING ANDTEACHINGOUR AIMCQUniversity will attract and retain more students, helping themto achieve their educational goals regardless of their cultural andfamily background or their country of origin. We will offer a rangeof ways for students to access higher education and reach theireducational potential. We will provide a stimulating environmentthat promotes and supports learner engagement utilisingappropriate technology and infrastructure.21OUR STRATEGIC PLANOUR APPROACHSTRENGTHENING AND BUILDING OURRELATIONSHIPSWe will work with our diverse communities within our multi-citycampus footprint to build long and enduring relationships. We willfocus on developing knowledge, skills and innovations by providingeducation, professional development and research that meets theneeds of our regional workforce and industry. We will value andengage with our stakeholders everywhere; draw on community andindustry expertise and knowledge; encourage the active participationof all stakeholders; and acknowledge their contributions.Our relationships will strengthen as we take on a more active rolein promoting educational, social, cultural and economic wellbeing.CONTRIBUTING TO GROWTHWe will develop regional, national and international partnerships thatwill contribute to the professional and educational growth of all ourstaff and students. We will support the development and recognitionof outstanding teachers, and establish research fellowships andsupport for new researchers at higher degree, postdoctoral and earlycareer levels.OPEN CAMPUSESWe will become a vital part of the life and culture of ourcommunities by offering our campuses and facilities tostakeholders, educational partners, and community and industrygroups for events and activities.ENGAGED SERVICECQUniversity will encourage staff and students to participate inboth internal and external committees, boards and professionalassociations, and to volunteer for community work. By sharing ourknowledge, skills and innovations we aim to support the developmentof sustainable communities and a sustainable University.OUR APPROACHFACILITATING STUDENT ACCESS, PARTICIPATIONAND SUCCESSOur academic offerings will meet the needs of our diverse studentprofile. We are focussed on making the University more accessibleand relevant to all people, especially those from under-represented,Indigenous and culturally diverse backgrounds and who do not havethe resources, prerequisite knowledge or skills to undertake highereducation. We will seek to incorporate international, interculturaland Indigenous perspectives into our programs.PROVIDING STUDENT SUPPORTAll our staff will focus on supporting the learning journey of ourstudents and will provide prompt, effi cient and effective service.Our systems will facilitate the work of academics and the learningexperiences of our students.We will offer preparatory programs and services to help studentsdevelop the skills they need for university studies. We will provideequitable access to our programs, and learning opportunities thatwill enable our students to succeed in their study.Through engagement with our students, we will provide them withthe support they need to reach their full academic potential.CQUniversity will have a reputation for producing workplacereadygraduates.ACHIEVING TEACHING EXCELLENCEWe will achieve learning and teaching excellence and leadershipthrough the development of our staff across our multi-city campuses.We will optimise students’ learning journey by providing a stimulatingand engaging environment that fosters their different learning styles.We will identify and reward teaching leaders. We will providesupport to enable staff to engage in the scholarship of learningand teaching, develop innovative pedagogical practices and buildcapacity in curriculum design.COMMITMENT TO ENHANCEMENTWe are committed to providing high quality learning experiences for allstudents by listening to their views and enhancing academic offeringsthrough systematic evaluation and review of our programs and courses.We will benchmark our performance against other organisations in thesector and gather feedback from our industry and community partners toensure we are building on current good practice.

22OUR STRATEGIC PLANENGAGED RESEARCH ANDINNOVATIONOUR AIMCQUniversity will conduct both fundamental and appliedresearch in selected priority areas. We will aim to help improvethe economies of regions and nations by collaborating inresearch projects, developing knowledge, promoting innovationand being entrepreneurial.ENGAGED ENTERPRISEOUR AIMCQUniversity will have a positive culture which supports peopleand capability, manages performance, and values the University’sstaff, students, communities and industry partners. We arecommitted to high standards of governance and a continuing questfor quality. Our fi nancial, physical, management and informationtechnology systems and infrastructure supports the University’score business.OUR APPROACHCHAMPIONING RESEARCHWe will engage with regional, national and international researchcommunities and industry partners to increase our research activityand offer outstanding research programs for staff and students. Wewill attain research excellence by engaging and retaining researchstars in priority areas.REWARDING AND SUPPORTING RESEARCHEXCELLENCEThrough our research institutes and centres, we will supportresearch excellence in those priority areas that contribute tothe needs of the communities we serve. We will encourage andsupport a culture of research by identifying and rewarding researchleaders, promoting scholarly activities, mentoring emergingresearchers and fostering an environment of active enquiry andinnovation.IMPROVING RESEARCH PERFORMANCEEXCELLENCEThrough our research institutes and centres we will improvethe University’s research funding and performance outcomes bydeveloping strategic partnerships in our priority research areas. Wewill invest in critical areas of growth and leverage our investmentto achieve greater outcomes. In this way, we will improve ourresearch ranking against other Australian and internationaluniversities.DEVELOPING RESEARCH SKILLS EXCELLENCEBy engaging with our research students and providing qualityresearch supervision, we will enable our students to developthe knowledge and skills they need to achieve exceptionalresearch outcomes.OUR APPROACHSTUDENTSCQUniversity’s people, services and systems will focus on supportingthe students’ learning journey from commencement to graduationand 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 committedto ensuring that students’ experiences are positive and rewarding.We are proud of our students and our graduates and will strive todevelop lifelong partnerships and promote philanthropic relationshipswith our alumni.INTERNAL STAKEHOLDERSCQUniversity’s employees are the key to delivering our promiseto our stakeholders. Our workforce will conduct core businesseffectively and be appropriate for the size and complexity of theUniversity. We will provide career development and leadershipopportunities for all staff in the form of training, professionaldevelopment, mentoring and support.Through our service divisions we will provide innovative facilities,systems and equipment that compare well with other organisationsin the university sector. Our physical infrastructure and systems forinformation and communication technology will provide an interactivelearning and research experience for our students and staff.We will provide a safe environment for staff, students and visitors onall our multi-city campuses. We will create a culture of environmentalsustainability that will be reflected in our infrastructure, as well asour energy, water and waste management practices.CQUniversity will have high standards of corporate governancefrom governing bodies such as the University Council and AcademicBoard. These bodies will lead the University in establishing qualityassurance and improvement that is transparent, measurable andappropriate across the organisation.EXTERNAL STAKEHOLDERSWe will contribute to the economic success of our regions by sharingCQUniversity’s expertise and knowledge with our communities.We will become a vital part of the life and culture of ourcommunities by providing our stakeholders, educational partners,industry groups and community organisations with access to ourcampuses and facilities for their events and activities.

CQUniversity ANNUAL REPORT 201223OUR STRATEGIC PLANAllied Health programs are now among the most popular for new students.Miners praise paramedicsBeaconsfield miners Todd Russell and Brant Webb talked about the vital role paramedics played in their rescue back in 2006 during a forum at CQUniversityRockhampton. The two ordinary blokes, who found themselves trapped in a Tasmanian mine shaft for two weeks, were the official guests at the launch ofCQUniversity’s Bachelor of Paramedic Science program. “The job they did in keeping us sane while we were trapped was exceptional,” said Brant.

24Review ofOur ActivitiesENGAGED LEARNING AND TEACHING 25ENGAGED RESEARCH AND INNOVATION 28ENGAGEMENT 32ENGAGED ENTERPRISE 35‘CQUNIVERSITYGRADUATESCONTINUE TOHAVE ONE OFTHE HIGHESTEMPLOYMENTRATES IN THECOUNTRY’

CQUniversity ANNUAL REPORT 2012ENGAGED LEARNING AND TEACHINGOUR AIM: CQUniversity will attract and retain more students, helping them to achieve their educational goals regardless of their culturaland family background or their country of origin. We will offer a range of ways for students to access higher education and reach theireducational potential. We will provide a stimulating environment that promotes and supports learner engagement utilising appropriatetechnology and infrastructure.ACHIEVING TEACHING EXCELLENCEIn 2012, the University maintained a focus on providing opportunitiesfor academic staff development. This included a restructuredorientation program for new academic staff and a revised GraduateCertificate in Tertiary Education, with courses modified to better meetthe needs of CQUniversity’s academic staff. A number of learning andteaching seminars were held in support of the assessment, engagedlearning and teaching, and teaching for success themes with speakersfrom CQUniversity, across Australia and further afield, includingVisiting Professor Jonathan Weyers from Dundee University, Scotland.The scholarship of learning and teaching is promoted through theactivities of the University’s two education research centres: theLearning and Teaching Education Research Centre (LTERC) and theInternational Education Research Centre (IERC) which together haveover 100 members with shared interests in a wide range of aspects ofresearch and scholarship.The University supports a number of Communities of Practice (COP) thatenable staff with shared interests to exchange ideas and formulate plansto achieve outcomes on topics that have a direct impact on learningand 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 Novemberand produced a new issue of its learning and teaching magazine,Learn, which aims to share good practice among staff through raisingawareness of the University’s teaching activities and successes.CQUniversity recognises and supports staff for their contributionsto learning and teaching excellence and innovation through grantsand awards. The University’s Learning and Teaching Grants play animportant role in enabling staff to develop and test new ideas, aimingto enhance learning and teaching practices to achieve better learningoutcomes for students. They also serve as a springboard for externalnational grant applications. Nine Learning and Teaching Grants wereawarded in 2012.The University’s Learning and Teaching Awards are designed to supportapplications through a tiered process that can result in a nationalcitation or award. In 2012, four Learning and Teaching Awards werepresented. The University also celebrated the success of ProfessorKerry Reid-Searl and Ms Sherie Elliott, who both received a Citationfor Outstanding Contributions to Student Learning from the FederalGovernment’s Office for Learning and Teaching. In additionProfessor Reid-Searl was presented with a national award forTeaching Excellence particularly related to her ground-breakingwork in nursing simulation – this award was given to only 10academic staff in 2012 and is the first time that a CQUniversitystaff member has received this award. Mr Nicholas Ralphfrom CQUniversity Noosa won the Australian Nurse of theYear (Innovation in Nursing) Award in 2012 for his work onmobile clinical learning. In addition, CQUniversity staff weresuccessful in securing a share of $509 000 for two Innovationand Development Grants approved and funded by the Office forLearning and Teaching (DIISRTE).In 2012, the Industry, Vocational Training and Access EducationDivision established an Academic Articulation Steering Committeejointly chaired by CQUniversity and CQ TAFE. Working toward theUniversity’s aim to become a dual sector university, the Committeedeveloped new pathways for trades and vocational studentsinto CQUniversity degrees and began the development of newCQUniversity degrees with embedded diploma outcomes.The Committee established 11 new dual awards, each with twocomponents: a vocational diploma and a university degree. Creditarticulation pathways towards the degree component are clear and thedual offers provide direct entry into CQUniversity degrees, removingthe need for students to reapply through QTAC the dual offers alsoprovide interim exit points, with different qualification levels.CQUniversity is the first university in Australia to appoint an Aboriginal orTorres Strait Islander person as Chair of its Academic Board. The Pro Vice-Chancellor and BMA Chair (Indigenous Engagement), Professor BronwynFredericks, has recently been appointed to the role for three years.Additionally, the Office of Indigenous Engagement has worked withDeans of Schools to increase their knowledge and capacity to deliverIndigenous-specific content within courses as well as improve theirengagement of and service delivery to Indigenous students andcommunities. An example of this is working with the Dean of Educationto increase the capacity of Education students to teach Indigenoushistory, as well as teach Indigenous students. This is a requirement ofEducation graduates in coming years. This work has also extended toworking collaboratively to participate in the national More Aboriginaland Torres Strait Islander Teachers Initiative (MATSITI).25REVIEW OF OUR ACTIVITIES

26REVIEW OF OUR ACTIVITIESCOMMITMENT TO ENHANCEMENTThe 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 employmentrates in the country. The results of the 2012 Australian Graduate Survey(AGS) showed that 87.7% of CQUniversity bachelor degree graduateswere in full-time employment at the time of the survey. This comparedwith the national average of 76.1%.technologies. The transition from Moodle 1.9 to Moodle 2.2 enablednew technologies to be introduced, including Blackboard Collaborate(a virtual live classroom), Mahara (an e-portfolio web application), andCamtasia, used for video screen recording. Best practice on distanceand on-campus education is now recognised through a new ‘studentvoice’ award, based on student feedback through course evaluationsurveys.This data is based on the percentage of Australian citizens andpermanent residents only, bachelor degree graduates available forfull-time employment that completed the requirements for their awardsin the calendar year 2011 and gaining full-time employment within fourmonths of completing their degree (source: CQUniversity InstitutionalTable 2012 B1 and National Table 2012 B1 as provided by GraduateCareers Australia [GCA]).Evaluations of all courses each term are carried out through the Moodlelearning management system. A number of improvements have beenintroduced during 2012, including enhanced reporting through theUniversity’s Academic Dashboards. Overall, the response rates acrossall courses and cohorts have risen from 29% in Term 2, 2011 to 48% inTerm 2, 2012 in line with the University’s performance target of 50%response rate. This is a major achievement for students and staff acrossthe University and it ensures that the student voice is heard effectively,enabling staff to close the loop with students to explain how theirfeedback has helped courses to improve.The University also hosted the 2012 Australasian Higher EducationEvaluation Forum (AHEEF), with over 50 participants from Australia,New Zealand and overseas under the title: Embedding an InternalEvaluation Culture, with several speakers from CQUniversity discussinga range of topics relevant to learning and teaching.The Educational Development team in CQUniversity’s Office of Learningand Teaching continues to work in partnership with academic staff todevelop new programs and courses and those programs undergoingfive-yearly reviews. The team also provides support to staff who wish toaddress strategic aspects and new approaches to learning and teaching,or those who wish to refresh their knowledge and skills throughworkshops and other professional development activities, includingthe introduction of Moodle 2, in collaboration with colleagues in theInformation Technology Directorate.The University’s reporting systems continue to be developed through itsAcademic Dashboards, with revised features for course and programperformance, attrition and course evaluations. An ongoing focus onattrition has been maintained through regular reporting to AcademicBoard, with a number of projects at school/program level focussed onimproving retention and reducing attrition, funded through the HigherEducation Participation and Partnerships Program (HEPPP).The University continues to develop its capabilities in relation to onlinelearning, with a project to enhance distance education provision, inline with its aim to become a leading distance education provider inAustralia. A set of principles and standards has been developed bythe Deans of Schools and others, aiming to facilitate the transitionfrom the traditional print-based educational model to a moreinteractive and connected model supported by appropriate educationalThe Office of Learning and Teaching has developed new resources tosupport staff in their learning and teaching practice. This includes theintroduction of the ‘Great Guide’ series, with titles covering study atuniversity (for students), learning outcomes and internationalisationof the curriculum. One-page resources have been developed andpromulgated to provide ‘Ten Top Tips’ on a range of topics, includingusing assessment criteria, setting exams, giving feedback and teachingfirst-year students.PREPARING STUDENTS FOR A GLOBALWORKFORCEThe University has long recognised the importance of culturalawareness and preparation for a global workforce. It has formallyrecognised Cross-Cultural Competence as one of its seven coregraduate attributes, and is further embedding internationalisation in itsprogram content.As an important aspect of internationalisation, students are beingencouraged, and are actively participating in short-term or full-semesterOutbound Mobility, and the International Directorate has made availablegenerous 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 tocommunity engagement, a group of Nursing and Midwifery studentshas again in 2012 travelled to Nepal to learn about delivering theirprofessional services when not supported with the Australian access tomedicines and technology, and have been able to donate much neededsupplies to those centres within which they have worked.Additionally:• for the fi rst time in 2012, a group of Education students and stafftravelled to India to provide support to the Salaam Baalak Trust;and• our paramedic students were able to participate in a tour to NewYork to learn about crisis response and disaster management,thanks to the linkages developed by CQUniversity’s Professor BrianMaguire.

CQUniversity ANNUAL REPORT 201227FACILITIES AND INFRASTRUCTUREDuring 2012, investment in services, infrastructure and facilitieshas enabled the significant expansion of program offerings to theUniversity’s current and future student cohort, as well as step-changeimprovements in the delivery of available services across the campusportfolio. The University has continued its strategy of infrastructureinvestment as part of the renewal program and Strong to Great initiativein 2012, ensuring that there is a clear focus on multi-city development.REVIEW OF OUR ACTIVITIESTABLE 1: BUILDINGS INFRASTRUCTURE HIGHLIGHTS FORLEARNING AND TEACHING IN 2012Campus Description Cost/BudgetRockhampton Final completion of Engineering$10.7mrefurbishment B28/29Allied Health Clinic – Stage 1 construction $6.6mAllied Health Laboratories B7/8/9$1.3mCampus realignment$0.2mMackay Nursing Laboratory, teaching and staff $0.3mspacesChiropractic Laboratory, teaching and staff $0.1mspacesNoosa Final completion of campus expansion (Inc. $2.7mNursing)Cairns Distance education study centre $0.3mSydney Sonography Laboratory, teaching and staff $1.1mspacesMelbourne Campus upgrades and improvements $0.1mVarious Master planning activities – Rockhamptonand MelbourneUpgrades to security systems includingsurveillanceMusic lecturers Peter McKenzie and Derrin Kerr prepare for class.The strong connection between physical building infrastructure andinformation technology and systems has created excellent learning andteaching outcomes for the University during 2012 and beyond. Servicedelivery areas are working together in more strategic ways to createphysical and online learning environments which exceed the needs ofthe modern student, helping to create workplace-ready graduates.Collaborative learning spaces have become feature facilitiesat various campuses. These spaces use technology and fl exibleconfiguration to promote group work and remote collaboration acrossthe University’s campuses to improve learning outcomes throughfacilitated peer-to-peer learning. Within Rockhampton and Noosa,the collaborative spaces are either included within or are locatedadjacent to the campus libraries - a symbiotic relationship whichworks to further enhance student success. Once again during 2012, thelibrary has been showcased as a key learning and teaching partner forstudents and staff alike, with the results of client satisfaction surveyssetting new Australasian benchmarks in fi ve best-practice categories.Reliability and performance of online learning and teaching systemshas been significantly bolstered by the execution of major upgrades tounderlying infrastructure including enterprise storage, core network andlearning management system software (Moodle 2.2) and associatedIndigenous graduates are presented with special sashes before eachgraduation ceremony.tools. Additionally, new core video servers have been implemented tosupport significant growth in online video learning and teaching acrossthe University’s 10 campuses during 2012.These upgrades enable access to major new features includingcollaboration between staff and students using high-quality video, newmobility features for mobile devices, enhanced grade book, improvedonline assessment functionality, and improved integration withelectronic portfolios, and coupled with a high level of scalability. Theseexciting upgrades have, for example, been used to host the University’sfirst Open Online Courses (OOCs), and will be used to provideprofessional short course offerings. The University has launched itsOnline Live Classroom capability to support its distance educationcohort of students using Blackboard Collaborate. This has improvedstudent engagement by enabling interaction with peers and lecturers,leading to improved student satisfaction and retention.

28REVIEW OF OUR ACTIVITIESENGAGED RESEARCH AND INNOVATIONOUR AIM: CQUniversity will conduct both fundamental and applied research in selected priority areas. We will aim to help improve theeconomies of regions and nations by collaborating in research projects, developing knowledge, promoting innovation and being entrepreneurial.ACHIEVING RESEARCH EXCELLENCECQUniversity will develop new knowledge and innovation throughfundamental and applied research in priority areas that contributeto the resource industries, community health, social viability andeducation, and meet the needs of the communities we serve.Throughout 2012, CQUniversity implemented and expanded itsEngagement Strategy and long-term vision to become the most engageduniversity in Australia in research and innovation. CQUniversity hasincreased involvement with industry, funding agencies, government,regional communities and other higher education institutions. With thegrowing importance of the mining industry and associated export industriesin the region, CQUniversity has developed important strategic relationshipswith coal seam gas (CSG), coal extraction and export companies thatare developing major export facilities. These relationships build uponexisting long-term collaborative engagement with other major industriessuch as the aluminium industry, shale oil and power generation, and portdevelopment. A number of projects in this area are evolving to includeinterdisciplinary research in the areas of environmental management andthe 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 todemonstrate their strategic leadership roles to mentor and encourageresearchers and promote research activity aligned to the University’sresearch priorities, while continuing high levels of researchperformance. The success of the new focus on research is evidentthrough CQUniversity researchers attaining several distinguishedresearch grants.In 2012, CQUniversity was successful in receiving several NationalCompetitive Grants (Category 1):• A prestigious National Health and Medical Research Council(NHMRC) Project Grant to the value of $697 086 over three yearswas awarded to Dr Corneel Vandelanotte and Dr Mitch Duncan.The project will investigate the effectiveness of tailored videos inpromoting physical activity via the internet to commence in 2013.• An Australian Research Council (ARC) Discovery Early CareerResearcher Award (DECRA) to the value of $371 622 awarded to DrKirrilly Thompson of the Appleton Institute for her work on naturaldisaster 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 ofsplit work–rest schedules on sleep and cognitive performance.• Professor Bronwyn Fredericks is a co-investigator on anotherprestigious grant from the ARC. The grant is a special researchinitiative 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 392will run over four years.• CQUniversity was also a partner investigator in a successfulARC Linkage Infrastructure, Equipment and Facilities (LIEF) Grantvalued at $150 000. This project will develop an integrated facilityto support a collaborative research centre of government anduniversity partners for research to better address priority issuesin 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 aimsto improve the management of the mine site environment bydeveloping a biological monitoring tool that can be used to detectthe effect of mining on aquatic ecosystems specific to CentralQueensland.The Excellence in Research for Australia (ERA) exercise conductedacross the Australian higher education sector by the ARC in 2012collated data regarding the volume and academic quality of researchactivity at all eligible higher education institutions. ERA assessesresearch quality within Australia’s higher education institutionsusing a combination of indicators and expert review by committeescomprising internationally recognised experts. In line with theVice-Chancellor and President’s strategy for research resurgence.CQUniversity is now ranked in the highest tier ‘well above worldstandard’ in Applied Mathematics; Agriculture, Land and FarmManagement and Other Medical and Health Sciences. CQUniversityis also ranked ‘at world standard’ for Nursing and Medical andHealth Sciences. Other areas that improved in ranking from the 2010evaluation were Environmental Science, Economics and LanguageCommunication and Culture. The ERA submission included informationon over 2400 research publications, 400 academic staff, externalresearch income (grants) and innovation (patent) information.The strategic approach to building research capacity has resultedin an outstanding outcome for CQUniversity. The results from theERA evaluation highlight the exceptional, world class researchundertaken by a regional university and will benefi t both theUniversity and the community.CQUniversity has a commitment to increasing its research intensityacross the campuses through the development of programs toencourage and support Early Career Researchers. An Early CareerResearcher Mentoring Program was established through the Offi ceof Research in 2012. This program provided an intensive andfocused opportunity for researchers to hone their career planningand writing, and provided a peer group for further collaboration.In addition, the Higher Education Division established the newResearcher Career Development Program designed to provide EarlyCareer Researchers with mentoring and support to develop theirskills in grant applications, writing publications and developingcollaboration opportunities.

CQUniversity ANNUAL REPORT 2012The Industry, Vocational Training and Access Education Division hasactively promoted the University’s research agenda in 2012 and proudlylaunched the Inaugural Dual Sector Research Symposium in November.This two-day event was attended by over seventy delegates fromCQUniversity and CQ TAFE staff and external stakeholders from localbusinesses and industry who engaged with and informed the developmentof a Dual Sector Research Framework for the University.In addition, the Academic Learning Services Unit (ALSU) has provided15 places for their staff on a purpose-built research program – theScholarship of Teaching Research Program: Introduction to researchingyour own teaching. The program aims to encourage and support theresearch activity of the ALSU academic teaching staff. The scholarshipwas launched in October and will support participants to develop theirresearch in 2013.The Health Collaborative Research Network (CRN) was establishedin 2011 with Commonwealth and University funding to developcollaborative research partnerships between CQUniversity, theUniversity of Queensland, the Queensland University of Technologyand Curtin University. The Health CRN aims to develop synergisticresearch relationships with larger metropolitan universities to provideCQUniversity researchers access to larger facilities while providingmetropolitan researchers better access to health networks on theground in rural and regional communities. Under the auspices of theHealth CRN, CQUniversity has now hired four new Research Professorsin targeted areas of Health and increased the leadership developmentcapabilities across a range of disciplines. The Health CRN has alsoestablished a CRN Mentor Program to support the Early CareerResearchers and provide professional development opportunities.The Office of Indigenous Engagement has worked with the HealthCRN and other CQUniversity directorates to ensure that researchopportunities are inclusive of Aboriginal and Torres Strait Islanderpeople. This has resulted in the Health CRN engaging an Early CareerResearcher who identifi es as Aboriginal, and collaborative workbeing developed and implemented between the Offi ce of IndigenousEngagement and the Allied Health Clinic.Additionally, the Office of Indigenous Engagement has hosted a seriesof research seminars in 2012 that showcase the work of researcherswho identify as Aboriginal or Torres Strait Islander people. These areopen to the public and have been well attended by a broad cross sectionof university staff, external stakeholders and members of the public.RESEARCH INSTITUTES AND FLAGSHIPSCQUniversity’s diverse research areas are embedded within aframework of research institutes and centres.The Appleton Institute is a multidisciplinary research hub basedin Adelaide, combining excellence in research, teaching andcommunity engagement across a range of scientifi c areasincluding sleep and biological rhythms, applied psychology,occupational health and safety, human factors, riskmanagement and cultural anthropology.In 2012, the Education Flagship, encompassing both the IERCand LTERC, was strategically positioned within the fi eld ofeducation research at CQUniversity. The Flagship providesmultidisciplinary research capabilities and expertise in ethicallyresponsible, socially and culturally inclusive investigationsinto learning and teaching. LTERC is now at the cutting-edgeof innovation using state-of-the-art visual tracking systems toundertake new research, leading to Australia’s initial eye trackingresearch methodology conference Eye Track Australia 2012.The Institute for Resource Industries and Sustainability (IRIS)provides multidisciplinary capabilities and expertise specifi callystructured to meet the needs of the Australian business sector.Research undertaken within the IRIS group of centres is verydiverse: non-invasive assessment in agriculture, marine biosecurity,precision livestock management, ecological security laboratory andapplied economics are some examples of the relevant and valuableresearch currently underway.The Institute for Health and Social Science Research provides a focusfor multidisciplinary research that addresses the real needs of thecommunities in which it operates, and informs the undergraduate andpostgraduate curriculum of CQUniversity. The primary focus of thisresearch is on informing, monitoring and evaluating programs, andinterventions and behavioural changes that promote healthy, safe andviable communities.The Central Queensland Innovation and Research Precinct (CQIRP),purchased in 2011, has continued to grow as researchers occupythe laboratories and offi ce space. The research hub is expected tobecome a major regional research facility for research innovation inCentral Queensland.29REVIEW OF OUR ACTIVITIES

30REVIEW OF OUR ACTIVITIESRESEARCH INCOME AND PERFORMANCETABLE 2: RESEARCH INCOME AGAINST BENCHMARK GROUP AND INSTITUTIONALSHARE FOR 2011Category Research GrantsReportedin 2012InstitutionalBenchmarkShareSector1 Australian Competitive $1 324 925 9.87% 0.09% 342 Other Public Sector $2 843 555 18.36% 0.34% 313 Industry and Other $1 917 479 11.81% 0.23% 354 Cooperative Research Centre $1 003 517 12.08% 0.93% 24Total Research Funding $7 089 476 34NationalRankingSource: Australian Government 2012 Institutional Performance Portfolio, CQUniversityCQUniversity has continued on the journey to becoming a truly great university throughout2012, following implementation of the ‘research resurgence’ strategy. The initiatives that hadcommenced in previous years were continued and strengthened. These included a commitmentto performance-based management for research delivery, and a commitment to the continuedprovision 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 GraduateResearch for research higher degree administration and training at CQUniversity was coupledwith the appointment of a new Dean of the School of Graduate Research, Associate ProfessorOwen 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 effortsto improve its research standing include increasing success in securing nationally competitiveincome 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 ANDINSTITUTIONAL SHARE FOR 2011Research Performance IndicatorsNumber InstitutionalBenchmarkShareSectorWeighted Research Publications 316.9 15.67% 0.57% 33Total HDR Student Load (EFTSL) 220.4 15.72% 0.54% 34Total HDR Award Completions 45 16.25% 0.57% 31Source: Australian Government 2012 Institutional Performance Portfolio, CQUniversityNationalRankingTABLE 4 COMMONWEALTH RESEARCH BLOCK GRANT FUNDING AGAINSTBENCHMARK GROUP AND INSTITUTIONAL SHARE FOR 2011Research Block Grant CategoriesAmount InstitutionalBenchmarkShareSectorResearch 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 SchemeSustainable 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% 34Source: Australian Government 2012 Institutional Performance Portfolio, CQUniversityNationalRanking

CQUniversity ANNUAL REPORT 201231FACILITIES AND INFRASTRUCTUREResearch at the University has gone from strength to strength in 2012,particularly on the back of signifi cant investment in the purchase offacilities, development of systems and implementation of infrastructureacross the campus portfolio. Besides the continued support forresearch activities within existing operations, the University hasinvested heavily in new, dedicated research facilities in support of theexcellent work undertaken by our world-class research teams.ACCESS GRIDOur leading-edge video collaboration facilities (i.e. access grids)at Rockhampton, Bundaberg and Mackay were upgraded during2012 to provide high-defi nition video and audio capability.Access grids provide visualisation of multiple data sets in realtime, enabling researchers to collaborate with researchersaround the world.REVIEW OF OUR ACTIVITIESTABLE 5: BUILDINGS INFRASTRUCTURE HIGHLIGHTS FORRESEARCH IN 2012 HAVE INCLUDED:Campus Description Cost/BudgetRockhampton Central Queensland Innovation andResearch Precinct (Stage 1 – occupationand fi tout post facility purchase)$1.1mAdelaideAppleton Institute – Sleep ResearchCentre fi tout$2.0mBiodiesel researchers Associate Professor Nanjappa Ashwath andSubhash Hathurusingha inspect a beauty leaf tree as a likely newfuel source.During 2012, the University successfully submitted ERA and HigherEducation Research Data Collection (HERDC) reporting. Much of thiswork was due to the consultation between Offi ce of Research, LibraryDirectorate and Information Technology Directorate. The ability to worktogether to ensure the required information was provided in a timelymanner whilst giving the Offi ce of Research the opportunity to correctand qualify data to guarantee reporting was correctly recorded andgiving positive outcomes in terms of research output for the University.Key systems supporting the signifi cant research portfolio include:eRESEARCHeResearch support for existing and new researchers has beenbolstered through the University’s alliance with the Australian AccessFederation and Queensland Cyber Infrastructure Foundation (QCIF)which has improved access for researchers to national facilities suchas QCloud research services including data storage, specialist webbasedvideo collaboration tools, and access grid visualisation services.HIGH PERFORMANCE COMPUTING (HPC)In 2012, CQUniversity was successful in gaining funding from theQueensland Cyber Infrastructure Foundation (QCIF) to upgrade the HighPerformance Computing (HPC) facility. The new HPC facility which wascommissioned in November 2012 provides a signifi cant increase (14 xprevious capacity) to allow researchers to undertake more advancedanalysis and visualisation of data. The HPC facility has enabledCQUniversity researchers to signifi cantly improve research results inareas such as analysing genomic data, hydrological statistical analysis,time delay control system problems, and medical image reconstruction.Dr Vicky Vicente-Beckett displays the trophyon offer for schools competing in the regionaltitration competition.

32REVIEW OF OUR ACTIVITIESENGAGEMENTOUR AIM: We will engage in all areas of endeavour. Our interactions with our communities will drive our Learning and Teaching, Researchand Innovation, and Enterprise. Through these interactions, we will identify and address the needs of our communities, industry and theUniversity which deepens our students’ civic and academic learning, and enhances community wellbeing. We will also enrich our scholarshipand research in a way that benefi ts both the University and its stakeholders.STRENGTHENING AND BUILDING RELATIONSHIPSThroughout 2012, CQUniversity continued to embrace its ‘power ofplace’ and enhance relationships with staff, students, organisationsand community members across its diverse multi-city campus footprint.The University has a strong focus on empowering communities throughcollaboration and supported this again in 2012 through CommunityConnection Forums and interactive Regional Engagement Committees(RECs). Facilitated across five regional centres, this ongoing stakeholderengagement resulted in the review of regional priorities including researchneeds, human services and Indigenous issues; student accommodationoptions; and programs required by local industry and business.CQUniversity aspires to be recognised as an inclusive university at theforefront 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 thepreparation of students, including those from low socio-economicstatus (SES) backgrounds, for university life and beyond. Additionalwidening participation activities, such as the Artists in Residenceprogram, and the launch of a Mobile Education Trailer (MET), focussedon educational participation through engaged learning at more than100 primary schools throughout Central Queensland.Aspiring to be Australia’s most engaged university, CQUniversity places astrong focus on enhancing relations and promoting engagement betweenthe University and a wide range of external partners at the local,national and international level. During 2012, more than 20 Memorandaof Understanding (MOUs) were implemented with organisations inAustralia, China, South Korea, Finland, Sweden and Kuwait, amongothers, introducing a wide range of opportunities including pathwayarticulations, staff and student exchanges and study tours. Also playinga key role in facilitating industry engagement, the University’s QCPDworked closely with industry and business to provide career servicesand tailored professional development programs to meet the needs ofresources industries and other employers. Partnerships with businessessuch as Fitlink Australia, Joncris Sentinel Services and Group Engineeringcreated valuable opportunities for CQUniversity and its students.With the establishment of the Offi ce of Indigenous Engagementand the appointment of the Pro Vice-Chancellor and BMA Chair(Indigenous Engagement) in 2012, CQUniversity has ensured that thereis renewed effort and increased focus on engaging with Aboriginaland Torres Strait Islander students, service providers, business andcommunities. The Pro Vice-Chancellor has been proactive in listeningto community members, developing partnerships and speaking at arange of Aboriginal and Torres Strait Islander community events. Thiswork has been vital in laying the foundations for the intensive workthat will be required to progress the fi nalisation of CQUniversity’sAboriginal and Torres Strait Islander Strategy, the development ofCQUniversity’s Reconciliation Action Plan and the implementation ofassociated activities.The University’s engagement with its alumni grew steadily in 2012building on a comprehensive communication program including regularelectronic and printed materials, nation-wide and international eventsand a suite of benefits, the most popular being access to libraryjournals. The Distinguished Alumni program continued to identifyhigh achieving alumni and inspired the introduction of Alumni Awardsand the production of promotional material. Alumni were surveyed toascertain preferences for communication and engagement with theUniversity which provided credible data to inform future activity.The Industry, Vocational Training and Access Education Division haschampioned engagement through all its business activities in 2012.Students have graduated this year through the Skills for TertiaryEducation Preparatory Studies (STEPS) program and can now continuetheir journey onto higher education. The STEPS program has beenexpanded to metropolitan campuses and will continue to grow in 2013.The Academic Learning Centres have continued to engage withundergraduate students of the University and have provided individuallearning support to students. The Academic Learning Services Unit(ALSU) is establishing two new learning centres in Science andComputing for 2013.CONTRIBUTING TO GROWTHWith engagement fully entrenched in CQUniversity’s vision, mission,values and strategy, the realisation of aspirations is largely impacted bythe provision of ongoing capacity-building in the practice of engagement.In 2012, CQUniversity launched an online staff platform dedicatedto engagement news, professional development and rewards andrecognition, as well as access to internal and external engagementresources. The Engagement Channel has assisted staff in making themost of interactions with internal and external communities and providedaccess to a database to record their contribution to the University’sengagement journey. Development in specialised engagement strategycomponents was also a key focus, with Service-Learning targeted in2012. In March, CQUniversity hosted a visiting scholar from Texas StateUniversity to share their Service-Learning expertise and knowledge withall staff. The University later appointed two Adjunct Professors in Service-Learning, one national and one international, to provide staff with ongoingdevelopment in this emerging learning and teaching initiative.For the third consecutive year, CQUniversity’s Opal Awards for Excellencein Engagement recognised and rewarded staff for outstandingengagement in collaboration with external communities. Awardcategories, which focused on Learning and Teaching, Research andInnovation, and Service, again encouraged quality engagement aligned tothe University’s strategic priorities and community needs. From 2012, theOpal Awards feature a new category, Engaged Service-Learning, whichrecognises CQUniversity students engaged with the community. Detailsof all 2012 Award finalists are available later in this report.

CQUniversity ANNUAL REPORT 2012A number of CQUniversity’s achievements in the engagement arena werehighlighted at the 2012 annual Engagement Australia Conference held inBrisbane. Two Conservatorium of Music students were selected to attendthe 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 empowermentapproach to university–community engagement’ and facilitated a workshopon ‘Leading a University's Engagement Strategy’. The University’srepresentation within this organisation will be strengthened following the2012 appointment of the Pro Vice-Chancellor (Community and Engagement)as Chair of the Engagement Australia Board. At the forefront of promotingand facilitating discussion and development of university–communityengagement across Australia and Asia Pacific, strong representation on thisBoard will enhance CQUniversity’s ability to interact with other engagementmindeduniversities, organisations and individuals worldwide.Fundraising activity at the University entered a new phase in 2012 with BHPBilliton Mitsubishi Alliance (BMA) establishing a significant partnershipwith the University to name the BMA Chair in Indigenous Engagement anda suite of scholarships in support of Central Queensland students wishingto pursue non-mining related careers. The B. Macfie Family Foundationrenewed its significant support for research into environment related issuesand the John Villiers Trust ambulance was purchased as a teaching andlearning resource primarily aimed at Paramedic Science students. TheUniversity continued to receive support for undergraduate scholarshipsand academic prizes from a range of continuing and new industry partnersand generous individuals. The funding support of corporations, trusts andindividuals is deeply appreciated by the University and is a very significantsource of encouragement and practical support for students.Throughout 2012, the Industry, Vocational Training and Access EducationDivision has also been working with the University’s Deans, vocationaleducation providers and industry partners to develop new pathwaysbetween vocational and academic learning. We have established 871articulations and 23 dual offers with over 80 Australian and internationalorganisations. Twenty-five additional dual offers have been submitted toQTAC 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 ProjectManagement. QCPD is proud to report that 27 industry employees fromthe inaugural cohort will graduate from the program in 2012. QCPD’snewly established tendering service in collaboration with IRIS wonbusiness with Horticulture Australia Ltd for the delivery of training tohorticulture retailers.QCPD is currently working with CQUniversity’s own registered trainingorganisation (RTO) Health Train to facilitate an articulated pathway intothe CQUniversity graduate programs via the Certifi cate IV and Diplomain Project Management. Throughout 2012, QCPD has been workingwith industry and across the University to develop commercial onlineshort courses for professional development, which will be availablefrom 2013.CULTURAL LINKAGESWith engagement as a core premise of the University, culturallinkages are a key attribute of its operations. This is displayed inlearning and teaching activities, as earlier described, but also insporting and community events. CQUniversity hosts a range ofsuch activities each year, some of the more ‘renowned’ beingthe Mini Olympics and Chancellor’s Cup, as well as regularformal and informal on-campus activities, which are favouriteswith international students and provide opportunities forlinkages to occur.Within the community, a great example of cross-culturalengagement is the work undertaken by CQUniversity’s Sydneycampus students and staff with The Exodus Foundation, acharitable organisation that assists homeless and abandonedyouth, and other people in need. This is part of an ongoingcommitment, whereby the campus sends a team of volunteersonce a month to the ‘Loaves and Fishes Free Restaurant’ inAshfi eld, which serves food to the homeless. This also has thebenefi t of allowing international students to experience a way oflife they have not been exposed to while in Australia.Within Central Queensland, the English Language Centre (based onthe CQUniversity Rockhampton campus) provides a great vehicle forconnections to partner institutions in other countries. It provides astrong platform for CQUniversity to link various communities withinthe local region, through a common desire to improve their Englishskills and play a greater role in our wonderfully diverse community.During 2012, around 170 students and about 20 accompanying staff havevisited Rockhampton to participate in tailored English Language Centrestudy tours, from institutions in Korea, China, Japan and Thailand. Inaddition, the Rockhampton, Yeppoon and Gladstone schools who teachJapanese and Korean welcome these students into their classrooms toenrich the learning experiences of the Australian students.The engagement goes to the heart of our Central Queenslandcommunity, with all the students being accommodated in Homestay,with families who have committed to this service for many years. Thestudents undertake English language classes, but also participatein a range of cultural and tourist activities such as visits to islands,farms, cultural centres and wildlife parks. Many lasting friendships aredeveloped, and many students return to Rockhampton for further study,or as tourists.33REVIEW OF OUR ACTIVITIES

34REVIEW OF OUR ACTIVITIESOPEN CAMPUSESCQUniversity hosted on-campus open days and career informationevents throughout 2012 in conjunction with various communitypartners. These events introduced prospective students and thebroader community to the University’s program offerings, facilities,staff and student support services, as well as partnerships with localbusiness and industry.The University prides itself on its open campus philosophy, andcontinued to encourage business, industry, community and sportinggroups to use campus facilities for various activities throughout theyear. During 2012, CQUniversity was privileged to support manyexternal organisations, groups and individuals in hosting events suchas the Northern Queensland Engineering Conference 2012, CQ FairDay, and 2012 Cultural Diversity Forum.FACILITIES ANDINFRASTRUCTUREVarious community activities continue to be held across thecampus portfolio, and land and/or buildings have been provided forcommunity facilities. These have included a multi-faith centre andlinks with Queensland Health (as part of the Allied Health Clinic)in Rockhampton, as well as an autism research centre operatedby the AEIOU Foundation on the Bundaberg campus. Communityengagement has strong links to the Engaged Learning and Teachingand Engaged Research strategies of the University, with synergiesacross these areas leading to improved outcomes for students, staffand communities.ENGAGED SERVICEWith a focus on giving back to the community, CQUniversity staffpartnered with individuals, industry and business on a daily basisto create and exchange knowledge and deliver services. E-DNA, theUniversity’s engagement database launched late 2011, recordedin excess of 600 engagement-related activities as entered by staffto the end of 2012. The ability to track engagement data in thismanner has resulted in benefi ts to individual staff from a career andprofessional development perspective, and the University throughthe mapping of relationships, identifi cation of opportunities, andmeasurement of performance. The data collected within E-DNArefl ects a trend towards higher staff participation in service-relatedengagement activity (particularly external) compared with theother engagement categories captured. To assist staff in furtherenhancing community service activity, the provision of EngagedService Leave was negotiated, granting staff members up to7.25 hours per year (non-cumulative) to volunteer their time to aregistered charity.A member of the Regional Universities Network (RUN), CQUniversitycontributed to the development of a proposal entitled ‘RegionalUniversities Network contribution to regions and the nation – Areport on the social, cultural and environmental impact of theUniversities’. Subsequently sanctioned by Vice-Chancellors of theRUN group, anticipated outcomes of the enacted proposal include arobust framework for classifying and measuring the social, culturaland environmental impact of regional universities in the Australiancontext; detailed case studies that describe the nature and extentof contribution across the range of university activities and outcomeareas; and a report of RUN’s performance against the framework. It isenvisaged that the outcomes of this investigation would also provide abasis for further associated research into the future.CQUniversity is supporting organisations like the Salaam Baalak Trust, whichis dedicated to the care and protection of street children in India.

CQUniversity ANNUAL REPORT 2012ENGAGED ENTERPRISEOUR AIM: CQUniversity will have a positive culture which supports people and capability, manages performance, and values the University’s sstaff, students, communities and industry partners. We are committed to high standards of governance and a continuing quest for quality. Ourfinancial, physical, management and information technology systems and infrastructure supports the University’s core business.STUDENT OUTCOMESACCESS AND INCLUSIONCOUNSELLING AND DISABILITY SERVICEIn 2012, the Disability Service received 192 registrations fromstudents who accessed the service 544 times for consultation.Assistive services were provided to 128 students in examinationconditions and a further 18 students required participation assistance.The Counselling Service provided support and assistance to885 students. In addition to one-on-one support to students, theCounselling team also provided a number of psycho-educationalprograms to a total of 1011 students and 57 CQUniversity staffmembers in 2012.FINANCIAL ASSISTANCEThere were 61 student loans provided in 2012 totalling$36 399.35REVIEW OF OUR ACTIVITIESTABLE 6: SCHOLARSHIPS, FINANCIAL ASSISTANCE AND GRANTSScholarships, Awardsand GrantsEquity Technology Award (ETA)LaptopsBrief DescriptionNumber awardedin 2012Expenditure$1250 per unit 50 $50 000Equity Merit Scholarship (EMS) $2000 max per calendar year 362 $724 000Indigenous Commonwealth Scholarship payments from $2377 (ICECS) and $2754 (ICAS) 49 $106 965ScholarshipIndigenous Access Scholarship $4485 one-off payments 20 $89 700(IAS)Commonwealth Scholarships for Scholarship payments from $2377 (CECS) and $2754 (CAS) 226 $218 684Continuing RecipientsEquity Compulsory Placement $100–$1500 170 $67 666InitiativeCQUniversity AccommodationScholarshipApprox $9700 full board at CQUniversity student residences 32 new19 continuing$417 969CQUni Cares Grants $500 towards compulsory residential school costs 9 $4430CQUni Connect $250 CQUniversity bookshop vouchers 142 $35 500START UNI NOW (SUN) PROGRAMIn 2012, 36 schools participated in the SUN program with 94 studentenrolments for the year. There are currently 120 SUN coursesavailable to students, including those from new programs added thisyear: Law, Allied Health, Paramedic Science, Chiropractic Science andTourism.WIDENING PARTICIPATION – PARTNERSHIPSIn 2012, Higher Education Participation and Partnerships Program(HEPPP) funding enabled the widening participation initiative toincrease from eight programs in 2011 to 10 programs in 2012. Amajority of the programs were delivered through 54 sessions locatedat school sites and across CQUniversity campuses.The introduction of the Mobile Education Trailer in 2012 sawthe program reach 112 primary schools as far west as Birdsville,Queensland. Overall, 6260 school students with low socio-economicstatus across Central Queensland participated in wideningparticipation programs in 2012, compared to 1206 students in 2011.MONITORING ACADEMIC PROGRESS (MAP)In 2012, 709 MAP 1 interviews were conducted with students whowere making unsatisfactory academic progress and 166 action plansand learning agreements were put in place.

36REVIEW OF OUR ACTIVITIESALLY PROGRAMIn 2012, the student-led Ally Program was rolled out to CQUniversityBundaberg, Mackay, Noosa and Rockhampton. The program aimed tocreate a supportive University culture for LGBTI students by raisingawareness and countering discriminatory attitudes and behaviours. Atotal of 36 students attended a one-day training program.EQUITY PROJECTSIn 2012, HEPPP funding was directed towards essential services andprojects to support low socio-economic status (LSES) students. HEPPPfunding also supported the implementation of learning and teachingprojects which aimed to embed inclusive practices and/or modifyteaching delivery and learning methods to better meet the needs ofstudents from LSES backgrounds. In 2012, a number of projects werefacilitated by HEPPP funding:• The provision of Careers and Program Advisors on regionalcampuses.• The establishment of First-Year Experience Offi cers to enhanceorientation and transition practices at CQUniversity.• A First-Year Distance Learning Facilitator was placed in the Schoolof Education with the dual role of supporting both students andacademic staff in the design and delivery of fi rst-year distanceeducation courses.• The development and implementation of a multimedia engineeringresource in the School of Engineering and Built Environment tosupport non-traditional learners who enter University with variableskills and knowledge levels.• The creation of Coordinator positions on regional campuses tosupport and/or transition new students in the Bachelor of Nursing.• The implementation of a computing assistance service (includingresources, workshops and individual assistance) to assist targetedstudents who experience diffi culties with computing relatedcoursework and general computer skills.• Improved integration of library and research skills support fordistance education students, with a focus on LSES, mature-agedstudents based in the south-east corner of Queensland.FIRST-YEAR EXPERIENCEIn 2012, there were 194 active student mentors across CQUniversitycampuses and distance education. For on-campus orientation sessionsin Term 1 and Term 2 there were 1336 and 183 students in attendancerespectively. In Term 2 2012, 215 students completed the corematerials in Orientation Online.CAREERSThe 2012 Careers Fair hosted 43 local, national and internationalemployers who targeted students across a diverse range of disciplines.Approximately 550 students attended the fair. Work-integratedlearning (WIL) placements were organised for nine students throughout2012 and 782 students from 19 schools participated in the CareerMatch Program.STUDENT CENTRES INITIATIVESCONVERSION PROJECTDuring 2012, the Student Centres continued the conversion project.Conversion occurs at different touch points from the point of contactwith a potential student through until completion of the academic Term.The conversion approach is based on the principles of relationshipmanagement coordinated through a customer relationship management(CRM) system. The conversion project is supported by a CommunicationsPlan which involves targeted communications for students from the timeof offer through to enrolment (and beyond) for the Term. All commencingundergraduate and postgraduate students were issued with a USB stickthat contained helpful information for commencement.TERTIARY ADMISSION CENTRESIn 2012, CQUniversity Australia commenced working with the VictorianTertiary Admissions Centre (VTAC). The fi rst cohort of domesticstudents will be admitted to CQUniversity Melbourne or via distanceeducation. CQUniversity Australia now admits domestic studentsvia three Tertiary Admission Centres: QTAC, the New South WalesUniversity Admission Centre (UAC) and VTAC.STUDENT COMMUNICATIONStudent Communications co-ordinated with other CQUniversitydepartments over the course of 2012 to develop and implementsuch initiatives as the commencing student welcome emails, fi rstyearstudent communication, Student Services and Amenities Feefeedback, and the Rockhampton campus reception drop-in sessions.The CQUniversity website upgrade was a signifi cant project for 2012and further development will continue over 2013. The functionalityof the Student Portal was utilised throughout 2012 with signifi cantimprovements made to document accessibility and version control.During 2012, students continued to receive the Student Broadcastemail fortnightly as well as regular communication via the StudentPortal and student email accounts.CQUNIVERSITY STUDENT RESIDENCESIn 2012, the Student Residences hosted the Fifth Annual Chancellor’sCup Sports Tournament. The success of this tournament in recent yearswill see the event expand to include the regional campuses in 2013.A strategic ‘Academic Excellence’ focus was established at theStudent Residences in 2012. The Join-In program, a major element ofthis focus, is a new and innovative peer-led academic tutorial programwhich had over 60 regular participants throughout the year.The success of the 2011 Professorial Lecture in Rockhampton resultedin both the Mackay and Rockhampton Student Residences hosting theirown Professorial Lecture in 2012. ‘What are the odds? Dealing withuncertainty and risk,’ presented by Professor Kevin Tickle in Rockhampton;and ‘Why my child cannot hear the dragonfly,’ presented by ProfessorJennelle Kyd in Mackay, were extremely well received by students, staffand the community. During Term 2, the Mackay and Rockhampton StudentResidences celebrated the academic achievements of their students withan Academic Awards presentation at each campus.Overall student numbers increased in 2012 compared with 2011. Groupand individual guest accommodation slightly increased compared with2011 fi gures.

CQUniversity ANNUAL REPORT 2012STUDENT BUSINESS CENTREIn 2012, the Examinations and Timetabling section of the StudentBusiness Centre (SBC) administered over 50 000 offi cial end-of-termexaminations across more than 190 exam centres worldwide. Someof the exams administered in 2012 include those held for Australiantroops in Afghanistan and East Timor, and students in places fromMongolia to Papua New Guinea to Niue.The Student Fees and Records section of the SBC produced 4350official transcripts and 2140 Australian Higher Education GraduationStatements (AHEGS) on paper-stock bearing some new in-built securitycontrols. The team has also assessed and processed 550 requests forremoval of financial liability and withdrawal without academic penalty,and followed up on a large number of outstanding CommonwealthAssistance Forms (CAFs), thereby enabling the retention of studentswho would otherwise need to have enrolments cancelled under theterms of the Higher Education Support Act (2003).COURSE INFORMATION CENTREStaff in the Course Information Centre dealt with over 15 000 requestsfor assistance from enrolled students. Each request generated anemail 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 4200students were assessed as eligible to graduate.CAMPUS RECEPTIONCampus Reception was opened in February 2012 and is now the pointof contact for all students on Rockhampton campus. Campus Receptionoperates as a central point for visitors and enables both current andprospective students to seek directions, guidance and advice fromfriendly staff members.CQUNIVERSITY ACCESS SCHEMESIn 2012, CQUniversity Access Schemes were implemented acrossvarious Tertiary Admissions Centres. Receiving additional OP points ortertiary selection ranks assists access and participation in highereducation from eligible applicants, especially those from underrepresentedbackgrounds. The Regional Bonus Scheme, theEducational Access Scheme and the School Bonus Scheme weremade available to domestic students applying for undergraduateadmission through QTAC, UAC and VTAC.COMPLAINTS MANAGEMENTIn 2012, CQUniversity revised its Student Complaints Policyand Procedures as a result of the Queensland OmbudsmanReview. CQUniversity is committed to a complaint-handlingprocess 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 andeconomically. The Academic Registrar ensures that staff aretrained and informed of the complaint handling process andthat 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 complaintsthroughout 2012. These complaints were submitted through theCRM system. Turnaround times are monitored and reported to theVice-Chancellor’s Advisory Committee (VCAC).GRADUATIONThe University conducted 16 graduation ceremonies throughout the yearat Brisbane, Bundaberg, Gladstone, Gold Coast, Mackay, Melbourne,Noosa, Rockhampton, Singapore and Sydney. A total of 4830 graduateswere conferred with awards, including 11 Doctoral awards.Thirteen graduates from the University’s wholly-owned registeredtraining organisation, HealthTrain, attended the 13 December 2012Melbourne Graduation Ceremony. This was the University’s firstceremony to include HealthTrain graduates.37REVIEW OF OUR ACTIVITIESTABLE 7: HONORARY AWARDS CONFERRED IN 2012Companion of the UniversityHonorary Doctor of the UniversityHonorary Master of EngineeringHonorary Doctor of Social WorkHonorary Doctor of EngineeringEmeritus Professor of theUniversityDr Denise Powell MBBS(Hons) Qld, GradCertHlthProfEd Monash, GradCertAppSc(BrstUltrasound) QUT,GradDipHumNutr Deakin, GradDipFamMed Monash, FRACGP, FASBPMs Julie Boyd RN, GAICD, FAIMMs Judith Tatow BArts CQUMr Allan Ruming MAICDReverend Bill Crews AM, BElectEng UNSWMr Maxwell Davis PSM BEng(Mech) CIAE, MEng(Mech) VIC, RPEQMr Glen Schumacher BEng(Mech) UTS, GradCertHRMgt USQ, MEng(PowerGen) Qld, MBusAdmin DeakinProfessor Mark Burton BSc(Hons), PhD UNEProfessor Ken Hawkins DipPE Melbourne, BArts Monash, MEd Minnesota, PhD Deakin, FAIM, FAICDProfessor Kevin Tickle CertEngGroundHydro UNSW, BSc, MScSt Qld, PhD Griffi th

38REVIEW OF OUR ACTIVITIESTABLE 8: GRADUATION CEREMONY GUEST SPEAKERSLocationGuest SpeakerRockhampton, 23 February Mr Graham Carpenter, GDM CIAE, MBA CQU, FCA, FAICDBoard Chairman, Stanwell Corporation LimitedSingapore, 10 March Professor Graham Pegg, BSc(Hons), PhD JCUDeputy Vice-Chancellor, Higher Education Division, CQUniversity AustraliaBundaberg, 19 April Dr Denise Powell, MBBSHons Qld, GradCertAppSc QUT, GradCertHlthProfEd, GradDipFM, MFM Monash,GradDipHumNutrition Deakin, CFP, FASBP, FRACGPPrincipal, Millbank Medical PracticeMackay, 27 AprilSuperintendent Graham Coleman, GradCertMgt, GradDipMgt CQU, APMDistrict Offi cer and Disaster District Coordinator, Mackay Police DistrictBrisbane, 8 MayMs Jessica van Vonderen, BArts(Jour) USQHost of 7.30 Qld and State political reporter, ABC TV QueenslandSydney, 9 MayReverend Bill Crews, AM BElecEng UNSW, BTh UCUTC, JPMinister, Exodus FoundationMelbourne, 11 May Emeritus Professor Kwong Lee Dow AO, BEd, BSc(Hons), HonLLD Melbourne, HonDUniv Ballarat, HonDEd HKIEdEmeritus Professor, University of MelbourneGladstone, 30 May Mr Paul Walmsley, AssDipStk&MeatInspect, CertAnimalHusb,GradCertRuralSysMgt QldExecutive Regional Director, Gladstone with the Queensland GovernmentNoosa, 26 JuneMr David Turner, DipT JCU, BEd QUT, MBA SCU, MLMEd Newcastle, EdD CQU, FACLMPrincipal, Bald Hills State SchoolBrisbane, 11 September Mr Max Davis, PSM BEng(Mech) CIAE, MEng(Mech) VIC, RPEQDirector, Adhesion AssociatesSydney, 12 September Mr Phill NosworthyHead, Partnerships and Business Development, ChangeLabsMelbourne, 14 September Associate Professor Jane Munro AM, BA(Hons) Sydney, MA, PhD HarvardHead of College – International House, University of MelbourneRockhampton, 20 September Ms Patrice Brown, CertSugarChem Mackay TAFE, BApSc(Chem) UCQ, MEng(Civil) UNSW, GradDipBus,CertEnvMaritimeMgt Lloyds, CEnvP, MAICD, MEIANZDirector, CQG ConsultingGold Coast, 10 December Ms Laura Daniels, BICT JCU/SCUManager Industry Engagement, Business Strategy and Engagement, CITECSydney, 12 December Mr Alex Malley, DipEd Sydney, BCom, MCom NSW, FCPAChief Executive Offi cer, CPA AustraliaMelbourne, 13 December Dr Noel Edge, BCom, MIS Qld, PhD Bond, FACS, MAICD, AIMM, FINSIAExecutive Director and Chief Executive Offi cer, Graduate Careers Australia

CQUniversity ANNUAL REPORT 201239CQUNIVERSITY MEDALSThe University may award CQUniversity medals to students who haveachieved an exceptionally high level of performance in their studies incertain programs. The recipient for 2012 was:Mr Mitchell LeesBachelor of Engineering (Honours) (Coop) First ClassGPA of 6.971FACULTY OF SCIENCES, ENGINEERING AND HEALTHMs Tanya ElstobBachelor of Biomedical ScienceGPA 6.87Mr Mitchell LeesBachelor of Engineering (Honours) (Coop) First ClassGPA 6.971REVIEW OF OUR ACTIVITIESFACULTY MEDALSFaculty medals are awarded to the graduating students with thehighest academic achievement in a bachelor degree program in eachfaculty. The recipients for 2012 were:FACULTY OF ARTS, BUSINESS, INFORMATICS ANDEDUCATIONMr Ross CrearBachelor of MusicGPA 6.875Ms Samantha FoxBachelor of AccountingGPA 6.916Mr Paul MooreBachelor of Aviation TechnologyGPA 6.958Mr Peter PledgerBachelor of EngineeringGPA 6.846STATISTICSGROWTH INDICATIONCQUniversity has moved toward achieving the goal of greatnessby attracting new students to a broad selection of new andpreviously available programs in 2012. The following chartsdemonstrate some of the high growth areas within CQUniversityand show the necessity for the decision to introduce programs inthe fi eld of Allied Health.TABLE 9: NEWPROGRAMSOFFERED IN2012CB96 GD Rail Safety ManagementCB95 M Rail Safety ManagementCB87 B Speech Pathology (Hons)CB86 B Podiatry (Hons)CB81 B Public Health (Hons)CB79 M Health Professional EducationCB77 B Science (Chiropractic)CB71 M Accident InvestigationCB67 B Accident ForensicsCB66 B Health Science (Allied Health)CB29 B Oral Health0 10 20 30 40 50 60 70 80Number of studentsTABLE 10:TOP 5EXISTINGPROGRAMS –INCREASE INSTUDENTSIN 2012CQ23 B NursingCG98 B LawsCG95 B Paramedic ScienceCG91 B Medical Sonography andGD Medical SonographyCA01 B Business0 50 100 150 200 250 300Number of additional students in 2012

40REVIEW OF OUR ACTIVITIESTABLE 11: 2012 FULL-YEAR PRELIMINARY DATATOTAL STUDENT LOAD (EFTSL) BY FUNDING TYPEFunding Type 2010 2011 2012DEEWR Funded 5926.23 6291.90 6882.23Australian Fee Paying 479.49 435.96 474.38Overseas Fee Paying 6214.06 5348.17 4199.66RTS 148.17 160.25 170.25Grand Total 12 767.95 12 236.28 11 726.52Note: Totals do not always match precisely the sum of values in the rows andcolumns due to rounding.(Source: Data is extracted from official files submitted to DEEWR, with the exception ofTerm 3 2012 data, which was taken from the CQUniversity Data Warehouse after Censusdate: 31 December 2012.)TABLE 12: 2012 FULL-YEAR PRELIMINARY DATATOTAL STUDENT NUMBERS BY LEVEL OF PROGRAMLevel of Program 2010 2011 2012ResearchDoctorate by Research 263 282 311Masters by Research 60 69 86Total 323 351 397PostgraduateDoctorate by Coursework 3 1 1Masters by Coursework 3708 2815 2391Graduate Diploma/Postgraduate Diploma 1648 1462 1387(pass or honours) – NewGraduate Diploma/Postgraduate Diploma 206 145 94(pass or honours) – ExtendedGraduate Certifi cate 422 464 537Other Postgraduate 0 0 0Total 5987 4887 4410UndergraduateBachelors Honours 266 247 326Bachelors Graduate Entry 0 0 0Bachelors Pass 10 097 10 929 11 323Advanced Diploma (AQF)/Diploma (pre AQF) 794 787 655Associate Degree 71 76 111Other Award Course 0 0 0Total 11 228 12 039 12 415Non-awardCross Institutional – Postgraduate 131 135 89Cross Institutional – Undergraduate 157 156 158Enabling 1693 1697 1565Non Award 284 168 216Total 2265 2156 2028Grand Total 19 803 19 433 19 250(Source: Data is extracted from official fi les submitted to DEEWR, with the exception ofTerm 3 2012 data, which was taken from the CQUniversity Data Warehouse after Censusdate: 31 December 2012.)Guests attending the annual CQUniversity2012 Christmas Ball (L-R) Rebecca Cross (staffmember), Annie Gowdy (community guest) andSamantha Fox (CQUniversity graduate).

CQUniversity ANNUAL REPORT 201241TABLE 13: 2012 FULL-YEAR PRELIMINARY DATATOTAL DOMESTIC STUDENT LOAD (EFTSL) BY GENDER BYLEVEL OF PROGRAMLevel of Program Female Male TotalResearchDoctorate by Research 88.00 107.08 195.08Masters by Research 19.00 22.25 44.25Total 107.00 129.33 239.33PostgraduateDoctorate by Coursework 0.00 0.50 0.50Masters by Coursework 761.51 833.39 1594.91Graduate Diploma/Postgraduate 351.15 344.51 695.66Diploma (pass or honours) – NewGraduate Diploma/PostgraduateDiploma (pass or honours) –Extended17.83 25.29 43.13Graduate Certifi cate 48.25 117.17 165.42Other Postgraduate 0.00 0.00 0.00Total 1178.74 1320.86 2499.62UndergraduateBachelors Honours 165.00 16.67 181.67Bachelors Graduate Entry 0.00 0.00 0.00Bachelors Pass 4727.25 2910.50 7637.75Advanced Diploma (AQF)/Diploma 99.00 204.00 303.00(pre-AQF)Associate Degree 15.13 24.25 39.38Other Award Course 0.00 0.00 0.00Total 5006.38 3155.42 8161.80Non AwardCross Institutional: Postgraduate 5.79 8.63 14.42Cross Institutional: Undergraduate 13.00 11.50 24.50Non Award 21.21 22.67 43.88Enabling 460.12 282.87 742.99Total 500.12 293.33 825.80Grand Total 6792.24 4898.94 11 726.25Note: Totals do not always match precisely the sum of values in the rows andcolumns due to rounding.(Source: Data is extracted from official files submitted to DEEWR, with the exception ofTerm 3 2012 data, which was taken from the CQUniversity Data Warehouse after Censusdate: 31 December 2012.)TABLE 14: 2012 FULL-YEAR PRELIMINARY DATAINTERNATIONAL STUDENT NUMBERS BY CAMPUSCampus 2010 2011 2012Bundaberg 1 3 8Emerald 0 0 0Gladstone 0 1 3Mackay 6 4 7Rockhampton 178 192 174Noosa Hub Delivery Site 0 0 0Distance Education 195 164 302Brisbane 1294 1165 987Gold Coast 566 473 352Melbourne 2341 1917 1424Sydney 3405 3149 2431Melior Education Group 68 126 91Grand Total 8054 7194 5779(Source: Program Campus Data is extracted from CQUniversity Data Warehouse asthis data is not available in DIISRTE files).REVIEW OF OUR ACTIVITIESAncient sea creatureEnglish PhD student Rachel Williams has travelled all the way to CQUniversityRockhampton to research one of the most ancient and iconic sea creatures,the Pearly Nautilus. Rachel wants to help produce data to inform decisions onwhether the nautilus needs formal protection against harvesting.

42REVIEW OF OUR ACTIVITIESTABLE 15: 2012 FULL-YEAR PRELIMINARY DATATOTAL STUDENT LOAD (EFTSL) BY MODE AND TYPE OF ATTENDANCEDomestic International Total Student Load (EFTSL)2010 2011 2012 2010 2011 2012 2010 2011 2012InternalFull-time 1093.04 1094.17 1057.63 5614.01 4707.71 3626.99 6707.05 5801.87 4684.61Part-time 142.46 135.71 141.50 398.55 467.76 283.13 541.01 603.46 424.63Total 1235.50 1229.88 1199.13 6012.56 5175.47 3910.12 7248.06 6405.33 5109.25ExternalFull-time 1731.48 1858.71 2249.77 18.33 13.63 9.88 1749.81 1872.34 2259.65Part-time 1996.23 2093.36 2181.01 41.25 26.71 29.67 2037.48 2120.07 2210.67Total 3727.71 3952.07 4430.78 59.58 40.34 39.54 3787.29 3992.41 4470.32Multi ModalFull-time 1425.46 1556.75 1773.29 131.46 117.63 238.63 1556.92 1674.38 2011.92Part-time 165.21 149.42 123.67 10.46 14.75 11.38 175.67 164.17 135.04Total 1590.67 1706.17 1896.96 141.92 132.38 250.00 1732.59 1838.55 2146.96Grand 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 CULTURECQUniversity must attract, develop, reward and retain staff of the highestquality and provide a working environment that enables them to maximisetheir capacity to contribute to the achievement of the University’s mission.The People and Culture Directorate has implemented actions and plansto move the University forward in the areas of workplace health andsafety, employee and industrial relations, Indigenous employment,equity, environmental sustainability, salaries, superannuation andsystems and professional development.Increasing the capacity and ability of the Directorate to meet thecurrent and future needs of the organisation is the primary focus.STAFF SATISFACTION SURVEY (VOICE)In February 2010, the University conducted a staff satisfaction surveycalled VOICE. This survey enabled CQUniversity to benchmark itsresults across other participating universities in Australia. In 2011,CQUniversity continued to improve by implementing actions resultingfrom the original survey recommendations. A temperature check ofkey areas of the survey during 2011 indicated that the University wascontinuing to improve in the areas of leadership, organisational direction,communication, engagement and processes. A further VOICE Survey wasconducted during 2012. The results showed improvements in the areasof organisational commitment, job satisfaction, mission and values, androle clarity. Focus groups were arranged for the areas in the survey whichwere identified as critical to the success of the University. Changes toprocesses and delivery of services resulted from these sessions and theUniversity continues to expend efforts on improvements in these areas.STAFF DEVELOPMENTCQUniversity continues its emphasis on the professional developmentof staff with a large number of conferences and development activitiesconducted during 2012. Leading on from the success of 2011, theUniversity held its second annual Professional Staff Conference. Thisyear’s conference was expanded to staff from Levels 2–9 from allareas of the University to discuss their experiences and learn fromothers. The Senior Leadership Conference brought together more than80 senior managers to discuss leadership development, strategicinitiatives and the future direction of CQUniversity with the theme‘From Strong to Great’. Additionally, the Research and Learning andTeaching Showcases provided insight and inspiration to academic andprofessional staff alike.The Leading to Greatness Program was carried on from 2012, providingfurther leadership development opportunities for all levels of theorganisation. Focusing on fi ve elements – Core, Emerging, Success,Performance and Executive Leadership – the program saw more than186 staff participate in specifi c development activities. All sessionswere well attended.The Professional Development Calendar provided many opportunitiesfor staff to continue to develop their expertise in all manner of areasand will continue to do so in 2013.

CQUniversity ANNUAL REPORT 2012INDIGENOUS EMPLOYMENTCQUniversity continues to highlight the importance of Indigenousemployment issues both within and external to the University.The Aboriginal and Torres Strait Islander Employment and CareerDevelopment Strategy continues to be a high priority. The Offi ce ofIndigenous Engagement provided valuable mentoring to the People andCulture Directorate in its efforts to increase the number of Aboriginaland Torres Strait Islander employees at CQUniversity and both areasare working towards the future.WORKFORCE PLANNING, ATTRACTION ANDRETENTIONThe Workforce Planning Framework was incorporated into theoperational planning cycle during 2012 to ensure the capability andcapacity of CQUniversity’s workforce continued to be enhancedand available to meet the upcoming needs of the organisation. TheWorkforce Planning Strategy was reviewed and updated includingaction items to ensure the right people, in the right place, with theright skills at the right time. More action items were commenced witha focus on improving retention and career progression opportunities,enhancing development activities to strengthen management andleadership capability, and to increase the capacity of the organisationthrough an appropriately engaged workforce.Emphasis on the Performance Management Framework – PerformanceReview and Professional Development (PRPD) – continued in 2012 withthe introduction of a 360 degree feedback process for senior managers.The University has a very effective staff consultation mechanismthrough the Joint Consultative Committee which has membership frommanagement, unions and staff. It meets bi-monthly and discusses allareas of industrial and employee relations matters.SAFETY AND ENVIRONMENTFollowing on from the implementation of the Safety Health EnvironmentWorkcover Sustainability (SHEWS) system in 2011, the Safety andEnvironment team implemented a number of improved processes toreduce high risk operations. Improvements implemented includedupgrades to contractor management, asbestos management, driversafety, hazardous substance management, dive and boating safety,working from home and event management procedures and processes.Over 200 staff attended awareness sessions regarding the newharmonised Work Health and Safety Act.The Engineering/Safety and Environment Collaborative Projectinvolving a revamp of safety operations in the laboratories continues.This work includes a new Safety Management System and over 80new risk assessments completed on lab operations bringing them intoline with the new legislation.Earth Hour was a success in March with all campuses participating inthis great initiative to raise awareness for environmental sustainability.ENTERPRISE AGREEMENT NEGOTIATIONSEnterprise Bargaining commenced in June 2012, with all partiesworking together to ensure working conditions and staff benefi tswere both attractive and met the needs of the University. It isexpected that the agreement will be approved by Fair WorkAustralia in early 2013.OTHER MAJOR ACHIEVEMENTS FOR 2012The University Rehabilitation Program continues to beproactive in managing both work and non-work-related injuriesand illness. The fi nancial year ending 2012 resulted in a furtherreduction in our WorkCover Premium against the previous year.INITIATIVES FOR WOMENProvisions in the Enterprise Agreement provide fl exibility toensure opportunities for women at CQUniversity including 26weeks’ paid maternity leave, the option of an additional 5.4weeks 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 employeesand women are encouraged to participate.The Senior Women’s Breakfast continued this year with a groupof senior female staff meeting on a monthly basis to listen toprominent female guest speakers and network over breakfast. Allproceeds from each breakfast are donated to a local charity.OUTSIDE STUDIES PROGRAM (OSPRO)There were six applications for OSPRO in 2012 for the 2013 universityyear. Five applications were supported and approved and oneapplication is pending a decision.VOLUNTARY EARLY RETIREMENT,REDUNDANCY AND SEPARATIONNo offers for voluntary early retirement were made in 2012.In 2012, four occupied positions were made redundant and 28employees accepted voluntary separations, with the total moneyvalue of severance benefi ts available within the University’s FinancialStatements (2012 Annual Report Volume 2).CARER’S RECOGNITION STATEMENTCQUniversity supports the Queensland Carers Charter as detailed inthe Carers (Recognition) Act 2008, through the fl exible work practicesand remote access facilities available to our staff. The Universityensures staff are provided with relevant information and supportas required. Our policies are regularly reviewed and if changes areinitiated they are disseminated to all staff for their information.CQUniversity also provides access to an Employee Assistance Programfor all staff and their immediate families. This service includes accessto free counselling sessions via face-to-face meetings, or by emailand telephone. All staff with both work and non-work-related injuriesor conditions are provided with support and assistance via the Peopleand Culture Directorate.43REVIEW OF OUR ACTIVITIES

44REVIEW OF OUR ACTIVITIESTABLE 16: STAFF PROFILE SHOWING EMPLOYMENTCLASSIFICATION AND STATUS FEMALE MALE TOTAL FTEFTE Percentage FTE PercentageACADEMIC Contract Academic Level A 3.65 78.49% 1 21.51% 4.65Academic Level B 9.78 66.17% 5 33.83% 14.78Academic Level C 2 28.17% 5.1 71.83% 7.1Academic Level D 2 40.00% 3 60.00% 5Academic Level E 3 31.09% 6.65 68.91% 9.65Academic Salary Package 4 27.59% 10.5 72.41% 14.5Classification Total 24.43 31.25 55.68Continuing Academic Level A 16.8 75.68% 5.4 24.32% 22.2Academic Level B 69.29 61.16% 44 38.84% 113.29Academic Level C 41.9 42.11% 57.6 57.89% 99.5Academic Level D 16 42.11% 22 57.89% 38Academic Level E 4 22.47% 13.8 77.53% 17.8Academic Salary Package 1 0.00% 0.5 0.00% 1.5Classification Total 148.99 143.30 292.29Contract Status Total 173.42 174.55 347.97PROFESSIONAL Contract HEW Level 2 2 83.33% 0.4 16.67% 2.4HEW Level 3 4 100.00% 0 0.00% 4HEW Level 4 18.1 73.28% 6.6 26.72% 24.7HEW Level 5 12.09 87.04% 1.8 12.96% 13.89HEW Level 6 13.41 74.46% 4.6 25.54% 18.01HEW Level 7 11.52 76.70% 3.5 23.30% 15.02HEW Level 8 4.2 41.18% 6 58.82% 10.2HEW Level 9 3.1 43.66% 4 56.34% 7.1Classification Total 68.42 26.90 95.32Continuing HEW Level 2 3.83 74.22% 1.33 25.78% 5.16HEW Level 3 8.31 29.42% 19.94 70.58% 28.25HEW Level 4 75.57 88.31% 10 11.69% 85.57HEW Level 5 93.69 83.14% 19 16.86% 112.69HEW Level 6 61.12 63.72% 34.8 36.28% 95.92HEW Level 7 56.9 71.13% 23.1 28.88% 80HEW Level 8 33.35 55.33% 26.92 44.67% 60.27HEW Level 9 13.98 54.87% 11.5 45.13% 25.48Classification Total 346.75 146.59 493.34Contract Status Total 415.17 173.49 588.66OTHER Contract Management 25.86 49.22% 26.68 50.78% 52.54Classification Total 25.86 26.68 52.54Continuing Management 2 66.67% 1 33.33% 3Classification Total 2 1 3Contract Status Total 27.86 27.68 55.54RESEARCH Contract Principal Research Fellow 0.6 18.75% 2.6 81.25% 3.2Research Fellow 2.9 34.52% 5.5 65.48% 8.4Research Officer 8.1 47.93% 8.8 52.07% 16.9Research Worker Level 4 0.69 100.00% 0 0.00% 0.69Research Worker Level 5 2.16 35.06% 4 64.94% 6.16Research Worker Level 6 2 100.00% 0 0.00% 2Research Worker Level 7 1 50.00% 1 50.00% 2Senior Research Fellow 4 44.44% 5 55.56% 9Senior Research Officer Grade 1 4 40.82% 5.8 59.18% 9.8Classification Total 25.45 32.70 58.15Continuing Research Officer 0.8 44.44% 1 55.56% 1.8Research Worker Level 5 0.6 100.00% 0 0.00% 0.6Research Worker Level 6 1 100.00% 0 0.00% 1Senior Research Fellow 0 0.00% 2 100.00% 2Senior Research Officer Grade 1 1 33.33% 2 66.67% 3Classification Total 3.40 5.00 8.40Contract Status Total 28.85 37.7 66.55REPORT TOTAL 645.30 413.42 1 058.72Date 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 201245STAFF AWARDSVICE-CHANCELLOR’S AWARD FOR GOODPRACTICE IN LEARNING AND TEACHINGRecognise staff who have demonstrated a positive impact on studentoutcomes within their School, as a result of their learning andteaching practice.VICE-CHANCELLOR’S STUDENT VOICE AWARDFOR ON-CAMPUS EDUCATOR OF THE YEAR 2012Mr Darrin Cournoyea, School of Medical and AppliedSciences representing the team delivering MEDS12004Sonographic 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 andteaching practice.Dr William Guo, School of Engineering and Technology.William received this award for his commitment to the studentlearning journey.VICE-CHANCELLOR’S AWARD FOREXCELLENCE IN LEARNING AND TEACHINGRecognise staff who demonstrate that they have made an excellentcontribution to student learning outcomes through their learning andteaching 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 thesupport of learning and teaching that infl uence, motivate and inspirestudents to learn’ for developing effective and innovative approachesto 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 supportof learning and teaching that infl uence, motivate and inspire studentsto learn’ for the development of an engaging and supportive learningenvironment that facilitates and inspires student learning in thescience and nursing areas.VICE-CHANCELLOR’S STUDENT VOICEAWARDS (ON-CAMPUS/DISTANCEEDUCATOR OF THE YEAR)Recognise the course coordinator whose course meets the followingeligibility criteria along with achieving the highest Overall SatisfactionScore (OSS) within the course evaluation data for the relevanttimeframe (courses delivered over Term 3 of the previous year orTerm 1 or Term 2 of the current year):• 10+ responses from the relevant student cohort (on-campus ordistance)• 50%+ response rate• 4.5+ OSS in the course evaluation data.$2500 per winner, along with a certificate and memento which arepresented to the course coordinator as representative of the teaching team.VICE-CHANCELLOR’S STUDENT VOICE AWARDFOR DISTANCE EDUCATOR OF THE YEAR 2012Dr Kumari Fernando, School of Human, Health andSocial Sciences representing the team delivering coursePSYC20034 Professional Practice of Cognitive Therapies. OSS= 4.8.AWARDS FOR EXCELLENCE INENGAGEMENT (OPAL) AWARDSThese awards recognise and encourage outstanding engagementby CQUniversity staff, students and communities. The specifi ccategories for these awards are Engaged Service, EngagedLearning and Teaching, and Engaged Research and Innovation.$2500 per winner/team, certifi cate, an opal pin and citation on theCQUniversity 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 activitypromotion project that aims to increase the physical activity levelsof Australians. The program, now in its 11th year, has reached over200 000 members and has recorded more than 100 billion steps.Continued engagement with the community is achieved by conductingresearch to inform project practice, as well as being involved withmany community groups. The project receives ongoing funding fromQueensland 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 purposeof the event was to raise environmental awareness and educatethe community about ways it can contribute to a more sustainableenvironment. Special guests included ABC Radio’s Gardening Talkbackhost Tom Wyatt and gardener/environmentalist Don Burke from Burke’sBackyard. The success of Earth Day has also been recognised by theCentral Highlands Development Corporation where CQUniversityEmerald was announced as Business of the Month.

46REVIEW OF OUR ACTIVITIESENGAGED SERVICE-LEARNING (STUDENT)‘Clinical Handover at the Bedside – Rehab Unit’ – Ms Patricia Callow.This project identifi ed gaps in the current clinical handover processand carried out a quality activity to improve processes. The intent ofthis program was to minimise preventable harm to patients that can becaused by communication breakdown between health care providersthroughout 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 Midwiferystudents and lecturers travelled to Nepal, fundraising to provide itscommunities 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 lessfortunate. Students also had the opportunity to work with Nepali doctorsand nurses, assessing and helping to treat diseases and infections.VICE-CHANCELLOR’S AWARD FOROUTSTANDING RESEARCHERSThese awards recognise outstanding researchers who have made asignificant contribution to enhancing and supporting research activitiesat CQUniversity, and is intended to reward the achievement of researchoutcomes by researchers and to recognise the important role researchleadership plays in the research culture at CQUniversity.EXCELLENCE IN RESEARCH$5000 per winner, certifi cate and trophy.Professor Brenda Happell – Institute for Health and SocialScience Research.Brenda has a strong record of accomplishment in research in thearea of mental health nursing and is recognised nationally andinternationally for her contribution to the fi eld. Her areas of specifi cinterest include the physical health of people experiencing mentalillness; consumer participation in mental health services; and mentalhealth nursing education.MID-CAREER RESEARCH$5000 per winner, certifi cate and trophy.Dr Surya Bhattarai – Institute for Resource Industries andSustainability/Centre for Plant and Water Science.Research and development of irrigated agriculture is becoming morerelevant under the scenario of global climate change in Australia andoverseas. Surya, with his multidisciplinary team, is working activelyin this highly challenging and rewarding research field, which isextremely relevant to Australian agriculture in general and CentralQueensland agriculture in particular, as this region plays a significantrole in agriculture production, marketing and generation of employmentopportunities.EARLY-CAREER RESEARCH$5000 per winner, certifi cate and trophy.Dr Alison Jones – Institute for Resource Industries andSustainability/Centre for Environmental Management.Alison’s research contributes to assisting reef management includingpredictions of reef resilience, identifying the conservation value ofreefs and predicting the adaptive capacity of reef-building corals.Her research is focused on the southern Great Barrier Reef. Alison’smission is to grow marine research capacity in the Central Queenslandregion and to have CQUniversity recognised as a leading researchinstitution in reef regeneration by strengthening links with nationaland international research partners and industry to provide real-lifesolutions to the threats facing the reef.VICE-CHANCELLOR’S AWARDS FOREXCELLENCE TO PROFESSIONAL STAFF(EXCEL) AWARDSThe following professional staff received the Vice-Chancellor’s ExcelAward in recognition of outstanding contributions to the University.$2500 development grant, citation and certifi cate.Mr Reg Budarick, Groundsperson, Facilities ManagementDirectorate.Reg is a professional staff member who embodies the values ofCQUniversity. As a groundsman responsible for the buildings andgardens surrounding Building 65 at the Rockhampton campus, Regmaintains a professional attitude and continually strives to deliver tothe best of his abilities. He is friendly, works well either on his own orwithin 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 ofEngineering and Technology.For 18 months, Ray put his heart and soul into the engineeringrefurbishment project for Buildings 28 and 29 at CQUniversity’sRockhampton campus to ensure that the best outcomes would beachieved for the University, its students and staff.Ray was integral to the success of the refurbishing project and wasinvolved in almost every facet of the project, giving his attention toeven the minutest detail. The project required an awareness of theneeds of students, academic staff, technical staff and the professionalcommunity. Ray’s exceptional ability to work co-operatively with allof these groups made him essential to the success of the project.Ray consistently demonstrates excellence both at the strategic andoperational level through hard work and dedication, coupled with adepth of knowledge and initiative to take the School of Engineeringand Technology forward.

CQUniversity ANNUAL REPORT 2012EXCEL COMMENDATION AWARDSCertificate and memento.Ms Robyn Bailey, Coordinator International Student Support,Academic Registrar DirectorateMr Graeme Boyle, Manager Projects, Infrastructure andLogistics, Higher Education DivisionMiss Christine Hanley, Manager Population Research Lab,Research Office/Institute for Health and Social ScienceResearchMs Yvonne Holbeck, Research/Administration Officer, Institutefor Health and Social Science ResearchMiss Keri Wilson, Facilities Support Supervisor, FacilitiesManagement DirectorateMs Therese O’Donnell, Executive Assistant, Academic LearningServices UnitMs Michele Palu, Student Counsellor and Disability Officer(Bundaberg), Academic Registrar DirectorateMs Mary McLeod, Academic Registrar DirectorateTHE NOOSA ADMINISTRATION TEAM:Mrs Denise Beckinsale, Administration Officer, School ofEducation and the ArtsMrs Tanya Burgess, Administration Officer, School of Nursingand MidwiferyMs Jacqui Duggan, Administration Officer (Placements andSchool Support), School of Education and the ArtsMrs Jan Tarling, Administration Officer (Placements and SchoolSupport), School of Education and the ArtsMs Robyn Tobin, School of Human, Health and Social SciencesSTAFF SERVICE AWARDSThe Vice-Chancellor and President presented service certifi catesand badges to the following staff who completed 35, 25, 15 and10 years of service:35 YEARS SERVICEMs Kathy RammMr Ron Wallis25 YEARS SERVICEMr Peter CherryMs Jane ClealMr Raymond KearneyDr Jo-Anne LuckMs Leslie MolloyMr David Murray15 YEARS SERVICEDr William John AspdenMrs Jennifer BarnesMs Reegan BickeyMs Libbie BlanchardMr James CallanMs Jillianne CampbellMr Stephen ChadwickMr Ian CraneAssociate Professor YehoahGyasi-AgyeiMs Maureen HillMrs Faith JonesMs Tracey KennedyMs Dianne LancasterMrs Dalyce McKayDr Teresa MooreMs Lois PinkneyAssociate Professor PeterReaburnMrs Bridgette SaplosMr Dennis SimonMs Leesa TarlingtonDr Judith WakeDr Monir Zaman10 YEARS SERVICEMrs Nadine AdamsDr Angelina AmbrosettiMs Jennifer BanksMr Geoff BlackMrs Tracy BuchananMs Karen ChapmanMs Kelly CorryMrs Priscilla CrightonMrs Denise DavidsonMiss Kendell DaviesMiss Melissa DobbsDr Mitch DuncanMrs Louise EdwardsMs Lyn EllertonMrs Susan FergusonMs Lynette Forbes-SmithMs Deanna GardnerMr Nathan GreenDr Ashley HolmesMr Kenneth HowahMrs Carol KeongMr Mark KerleyMr Pete LawrenceMs Jan lewisDr Dujuan LiDr Michael Minmei LiMrs Leesa LynchMs Jo MillerMs Bridgette MullerMr Viv MurphyMs Heather NancarrowMrs Sam PatersonMr Steve PriceAssociate ProfessorMohammad RasulMrs Jennifer SharpMr Aaron SlaterMr Jay SomasundaramMs Jennifer TaylorMr Daniel TegheMs Julianne WeekersMs Jenny WeiseDr Kevin Wormington47REVIEW OF OUR ACTIVITIES

48Our CorporateGovernance‘CQUNIVERSITYCOUNCILMEMBERS HAVEA DUTY TOACT HONESTLYAND WITHINTEGRITY’.

CQUniversity ANNUAL REPORT 2012CENTRAL QUEENSLAND UNIVERSITY COUNCILPROFILEThe Council is the governing body of the University, as set out in theCentral Queensland University Act 1998. The University Council isresponsible for managing and controlling the University’s affairs, propertyand finances. The Council must act in the manner that is most likely topromote the University’s interests and has the full power and authorityto appoint and dismiss officers and employees of the University. It actsin 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 currentCouncil was constituted on 27 May 2010.ELECTED MEMBERSDr John Fitzsimmons, BArts(Hons), GradCertOnlineLearning ECU,PhD AdelMs Jan Davis, BBus(Acct) CQU, CIA, CCSA, MIIA (Aust)Ms Caryl Turpin, BLearnMgt(EC) CQUSECRETARY TO COUNCILUniversity Secretary49OUR CORPORATE GOVERNANCECouncil members have a duty to act honestly and with integrity;to exercise due care, skill and diligence in their duties; to makeappropriately informed decisions; and to act at all times in the interestsof the University.COUNCIL MEMBERSCHANCELLOR (CHAIR)Mr Rennie Fritschy, BEng(Chem) Sydney, BEc WAust, FIEAust, FAICDVICE-CHANCELLOR AND PRESIDENTProfessor Scott Bowman, TDCR, DCR, HDCR CollRadiog, FAETCCity&Guilds, MArts GuildHall, MBusAdmin USC, PhD OpenUK, FAIMPRESIDENT OF ACADEMIC BOARDProfessor Bronwyn Fredericks, DipTeach(Sec) BCAE, BEd, MEd QUT,MEdStudies UTas, PhD CQUMEMBERS APPOINTED BY THEGOVERNOR-IN-COUNCILMr John Anderson, AssocDipCivEng DDIAE, BArts USQ, GradCertSocScQld, MAICDMs Sandra Collins, BEng(Mining) Qld, MBusAdmin PennsylvaniaDr Robyn Minchinton, BAppSc(MLS) RMIT, GradDipScComm CQU, PhDLondonMr Charles Ware, BA, LLB(Hons) Qld, MBus(PubMgt), LLM, QUT, FAICDVacantMs Jenny Roberts, BBusAdmin CQU, GAICDMINUTES SECRETARYMs Chris GalinovicTABLE 17: COUNCIL MEETING ATTENDANCEMemberNumber ofmeetingsattendedTotal possiblemeetingsMr John Anderson 5 7Professor Scott Bowman 7 7Mr Graham Carpenter 5 5Ms Sandra Collins 7 7Mr Peter Corones AM 6 7Ms Jan Davis 7 7Dr John Fitzsimmons 7 7Mr Rennie Fritschy 7 7Professor Bronwyn Fredericks 3 4Mr Tim Griffi n OAM 7 7Dr Robyn Minchinton 7 7Ms Narelle Pearse 5 7Ms Caryl Turpin 6 7Mr Charles Ware 7 7Professor Jennelle Kyd 2 3Ms Marni McGrath 1 2Council meetings in 2012 were held on 5 March, 1 May, 25 June, 20August, 15 October, 19 November and 3 December.ADDITIONAL MEMBERS APPOINTED BY COUNCILMs Narelle Pearse, BComm JCU, GradDipPsych CQU, MBusAdmin,MComm QUT, CA, ICAAMr Peter Corones AMMr Tim Griffi n OAM, BEng(Civil), MBusAdmin CQU, FAICD, FCILT (UK)Mr Graham Carpenter, GradDipMgt CIAE, MBusAdmin CQU, FICAA, FAICD

50OUR CORPORATE GOVERNANCECOUNCIL MEMBERS’ PROFESSIONALDEVELOPMENTProfessional development for Council members is a key strategyof Council’s continuous improvement processes. Professionaldevelopment is provided to Council members in the form of regular ‘inhouse’ briefings on key issues prior to each Council meeting and focusitem discussions during Council meetings, as well as the opportunity toattend sector-wide conferences and other events.At its meeting on 28 November 2011, Council endorsed a proposalto increase the budget allocation to $2000 per year for each Councilmember to expend on professional development activities (as approvedby the Chancellor) and for the development of an annual ProfessionalDevelopment Plan.During 2012, Council members received briefi ngs on faculty plans,strategic directions and key activities; Tertiary Education QualityStandards Agency (TEQSA) requirements and the new highereducation regulatory environment; alumni relations developments,including fundraising activities and donor sponsorships; theUniversity’s fi nancial performance; the future direction forCQUniversity Noosa, Rockhampton and Melbourne, and a tour ofthe facilities of the Noosa and Melbourne campuses; the DistanceEducation Enhancement Project; the University’s IndigenousEngagement Strategy; our student profi le, enrolment trends, andattrition and retention issues; key issues regarding IT provision, futureplans and IT governance processes; a tailored governance updateby the Australian Institute of Company Directors on the latest keygovernance issues; and an overview of the corporate and operationalplans for the University’s key activities in 2013.In addition a Planning and Strategy session was held mid-year whichsought Council members’ input on the key issues for the Universityfor 2012 and beyond. The outcomes of this session were fed intothe development of the University’s 2013 Strategic Plan. FourCouncil members attended the University’s annual Senior LeadershipConference to gain a broader understanding of the key issuesfacing University management. Six Council members attended theNational Conference on University Governance, a biennial conferenceorganised by the University Chancellors’ Council which focuses on thecharacteristics of high performing Councils, best practice, strategy andCouncil functions. One member of Council attended the National HigherEducation Summit, with topics relevant to the University’s aspirations,renewal program and strategic objectives.COUNCIL MEMBERS’ REMUNERATIONCQUniversity committee members, including CQUniversity Councilmembers, are not remunerated; however the University pays for allcosts relating to member attendance at Council meetings. The totalsum expended on travel, accommodation and meals for Councilmembers 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 graduationcertificates since the registered training organisation became part of CQUniversity.

CQUniversity ANNUAL REPORT 201251CENTRAL QUEENSLAND UNIVERSITY COUNCIL MEMBERS’ DETAILSAS AT 31 DECEMBER 2012MR RENNIE FRITSCHYRennie’s background is in mineral processing, petrochemicals and textiles. He has been a member of Council since 1996 andChancellor since 2004. During this time he has used his expertise in strategy development and implementation; accountingand financial matters, risk management stratagems, and high-level governance expertise to ensure the Council performs inaccordance with its responsibilities.OUR CORPORATE GOVERNANCEPROFESSOR SCOTT BOWMANIn his role as Vice-Chancellor and President Scott drives the strategic planning, fi nancial and external affairs of theUniversity across its network of campus and teaching locations in Australia. He is the force behind CQUniversity’sRenewal Plan and is committed to building a strong regional university. Scott’s background is in the fi elds of radiographyand imaging.PROFESSOR BRONWYN FREDERICKSBronwyn is the President of Academic Board, and leads the work undertaken by the University’s Office of IndigenousEngagement through her roles as Pro Vice-Chancellor (Indigenous Engagement) and BMA Chair in Indigenous Engagement. Sheholds numerous qualifications in education and health and is a recipient of several highly competitive awards. She has workedat universities in Australia and New Zealand, and in the health care and human service sector for State and Commonwealthgovernments, non-government organisations and community-based health and human service organisations.MR JOHN ANDERSONJohn’s broad experience in developing innovative and creative partnerships across the corporate, small business and communitysectors, as well as with all levels of government enables him to provide high-level strategic policy and operational advice over arange of issues. He has a special interest in issues around native title, land interests, cultural heritage and natural resource policyand programs.MS SANDRA COLLINSSandra is a qualified mining engineer and the recipient of a Harkness Fellowship (USA). In 2009 Sandra was recognised as ‘MineManager of the Year’ and also received an award for the ‘Most Outstanding Contribution to Mining’. She has experience in corporatefinance and as an organisational development consultant.DR ROBYN MINCHINTONRobyn is a medical scientist specialising in haematology; her career has spanned 40 years in the public health sector in diagnosticsand research in hospitals, the Red Cross Blood Service and higher education. She is experienced in executive and laboratorymanagement and accreditation. Robyn is passionate about lifelong learning, innovation and science communication.MR CHARLES WAREWith 30 years of experience as a lawyer in private practice, Charles brings a broad range of directorship experience to the Council inhis role as Deputy Chancellor. He has extensive experience in the leadership, oversight and operation of large, complex public sectoragencies and government-owned corporations.

52OUR CORPORATE GOVERNANCEMS NARELLE PEARSENarelle is the Chief Executive Offi cer of the Mackay Whitsunday Regional Economic Development Corporation. She is a wellcredentialednegotiator with a commitment to working collaboratively to manage the impact of economic development on keyindustries in the region. In 2008 she participated in Australia’s 2020 summit as part of the Future Direction of the AustralianEconomy stream.MR PETER CORONES AMPeter is an experienced businessman who has spent many years in local government roles, including serving as Mayor ofGladstone City for 14 years. He has a wealth of experience and knowledge in industrial development, tourism, education andtraining and environmental responsibility. Peter was the Director of the Committee that formed Gladstone Area Promotion andDevelopment Limited.MR TIM GRIFFIN OAMTim is a qualifi ed engineer with a background that includes utility infrastructure management, performanceassessment and capital sustainability. In 2007 Tim was awarded the Order of Australia (OAM) for his services toengineering and to the Association that represents the interests of over 42 000 professional engineers, scientists andmanagers in Australia (APESMA).MR GRAHAM CARPENTERGraham is a chartered accountant and former partner of BDO, a firm for which he continues to provide consulting services. He isa board member and also chairs a number of audit / compliance / risk committees within Queensland government departmentsand for local government entities. Graham’s other past experience includes senior positions with Queensland and VictorianTreasuries and as Northern Territory Auditor-General. He brings financial management, audit and risk expertise as well asexperience with corporate governance.DR JOHN FITZSIMMONSJohn is the elected Academic Staff representative on Council. He is a senior lecturer at CQUniversity and teaches in literaryand cultural studies in the School of Education and the Arts. John’s academic expertise is in online learning, postmodern fictionand narrative theory. He is the CQUniversity Branch President of the National Tertiary Education Union.MS JAN DAVISJan is the elected Professional Staff representative on Council. She is a senior internal auditor and holds a Bachelor ofBusiness (Accounting) from CQUniversity. Jan’s position requires her to review the fi nancial controls of the University. Janalso is a certifi ed internal auditor with the Institute of Internal Auditors (Australia).MS CARYL TURPINCaryl 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 201253VOLUNTARY CODE OFBEST PRACTICE FOR THEGOVERNANCE OF AUSTRALIANUNIVERSITIESThe University Council adopted the Voluntary Code of Best Practicefor the Governance of Australian Universities at its September 2011meeting. The purpose of the Code, and its 14 principles, is to ensuremembers of the Council have a good understanding of their roles andduties, and to foster transparency and accountability in the governancearrangements of the University by strengthening performanceevaluation practices. The University undertakes an annual reviewof its compliance with the Code to ensure ongoing compliance andfurther strengthening of governance practices. At 31 December 2012,the University continued to be compliant with the requirements of theCode, and had identifi ed two areas where further improvements couldbe made to enact the full spirit of the Code.FUNCTIONS ANDCONSTITUTIONSThe University is established and derives its functions and powers byvirtue of the Central Queensland University Act 1998 (the Act). The Actestablishes the University as a body corporate, with a seal. It may sueand be sued in its corporate name.FUNCTIONS OF THE UNIVERSITYSection 5 of the Central Queensland University Act 1998 outlines theUniversity’s functions, which are:a. to provide education at university standardb. to provide facilities for, and encourage, study and researchc. to encourage the advancement and development of knowledge,and its application to government, industry, commerce and thecommunityd. to provide courses of study or instruction (at the levels ofachievement the council considers appropriate) to meet the needsof the communitye. to confer higher education awardsf. to disseminate knowledge and promote scholarshipg. to provide facilities and resources for the wellbeing of theuniversity’s staff, students and other persons undertaking coursesat the universityh. to exploit commercially, for the university’s benefi t, a facility orresource of the university, including, for example, study, researchor knowledge, or the practical application of study, research orknowledge, belonging to the university, whether alone or withsomeone else, andi. to perform other functions given to the university under this oranother Act.CENTRAL QUEENSLAND UNIVERSITY ACT1998No changes were made to the Central Queensland UniversityAct 1998 in 2012.STATUTORY OBLIGATIONSThe higher education sector is a dynamic environment, andcontinues to undergo significant legislative change that impactson the University. The University, through the University Secretary,continues to progress its compliance accountability framework toensure it meets its key obligations under those laws, regulations,codes and organisational standards that are applicable toCQUniversity. Reporting of compliance practices and the keyrisks associated with non-compliance are presented to the Audit,Compliance and Risk Committee. The key statutory obligations areshown below.COMMISSION FOR CHILDREN AND YOUNGPEOPLE AND CHILD GUARDIAN ACT 2000The Commission for Children and Young People and ChildGuardian Act 2000 establishes a regime requiring all employeesand volunteers working with children and young people to obtaina Positive Suitability Notice (known as a Blue Card). CQUniversityrequires 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, thereviewed and updated National Code of Practice for RegistrationAuthorities and Providers of Education and Training to OverseasStudents (The National Code) was implemented on 1 July 2007. TheUniversity made significant policy reviews at that time to ensurecompliance. The Code provides nationally consistent standards forthe conduct of registered higher education providers in relation to theprovision of education to international students and the registration oftheir courses.FINANCIAL ACCOUNTABILITY ACT 2009The University continues to monitor compliance with the FinancialAccountability Act 2009 and the related Financial and PerformanceManagement Standard 2009. Internal Audit performs a review offinancial policies and procedures on a quadrennial basis to assure theAudit, Compliance and Risk Committee of Council that the University iscompliant with the legislation.PUBLIC INTEREST DISCLOSURE ACT 2010This Act came into effect on 1 January 2011, replacing theWhistleblowers Protection Act 1994. The Public Interest Disclosure Actrequires disclosures to be reported to the Public Service Commission,rather than in our Annual Report.PUBLIC SECTOR ETHICS ACT 1994The CQUniversity Code of Conduct reaffirms the University’s commitmentto the ethical principles set out in the Queensland Public Sector EthicsAct 1994. The Code goes beyond the Act’s emphasis on good publicadministration to demonstrate how ethical principles are fundamentalOUR CORPORATE GOVERNANCE

54OUR CORPORATE GOVERNANCEto the operations of the University; and these are also reflected in theUniversity’s Value of Openness. The University’s Leading Towards ZeroTolerance program rolled out in 2012 covered the requirements of our Codeof Conduct and staff obligations under the Act.DELEGATIONS OF AUTHORITYThe University’s Schedule of Authorities and Financial DelegationsPolicy and attached schedules document the authorities within theUniversity to exercise powers and carry out certain actions for whichstaff and officers of the University are accountable. Delegation ofauthority and powers is accompanied by appropriate internal controlstructures and systems to enable effi cient but controlled operation ofthe business. The Schedule and Policy are updated as required andreviewed in accordance with the University’s policy review schedule.AUDIT AND RISK MANAGEMENTAUDIT COMMITTEEThe University Council has an established Audit, Compliance andRisk Committee to assist the Council to discharge its responsibilitiesprescribed in the Financial Accountability Act 2009, the Financialand Performance Management Standard 2009 and other relevantlegislation and prescribed requirements.The purpose of the Audit, Compliance and Risk Committee is to assistthe Council to fulfil its oversight responsibilities regarding:• the University’s frameworks for performance management, riskmanagement 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 promptlyreporting, 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 2012MemberNumber ofmeetings attendedTotal possiblemeetingsMs Sandra Collins (Chair) 6 6Mr Charles Ware 5 6Ms Narelle Pearse 4 6Mr Graham Carpenter 2 2Ms Marni McGrath 4 6Representatives of the University’s senior management regularly attendCommittee meetings to provide members with necessary reports andbriefings. Representatives include the Vice-Chancellor and President;the Deputy Vice-Chancellor (Academic and Research); the DeputyVice-Chancellor (International and Services) and Chief Executive Officer,C Management Services Pty Ltd; the University Secretary; the ChiefFinancial Officer and CFO, C Management Services Pty Ltd; the DirectorCorporate Strategy and Planning Directorate; and the Associate DirectorAudit and Advisory Directorate. A standing invitation has been extendedto the University’s external auditors to discuss any matters with theCommittee regarding its auditing of the University’s financial statements.During 2012 the Committee operated within the framework establishedby its Terms of Reference with due regard to the Audit CommitteeGuidelines issued by Queensland Treasury.The Committee undertook annual self-evaluation and reporting to theCouncil. To ensure a comprehensive evaluation was undertaken, theCommittee survey instrument was aligned with the Committee’s Termsof Reference and was informed by better practice guidance published bythe Queensland Audit Office.In addition, the Committee concentrated on further embedding strongcommittee practice, which had been identified and implemented in recentyears. The Committee continued to focus on high priority areas withconsiderable success; received presentations on key strategic risks ateach meeting; continued to focus on the resolution of outstanding auditrecommendations; and undertook private sessions with the external auditand internal audit functions.INTERNAL AUDIT FUNCTIONOrganisationally, the Audit and Advisory Directorate forms part of theCorporate Governance Division, reporting to the University Secretaryfor administrative purposes, and to the Audit, Compliance and RiskCommittee for functional purposes.Audit and Advisory operates within a Charter approved by the Audit,Compliance and Risk Committee, which is consistent with the Definition ofInternal Auditing, the Code of Ethics, and the International Standards forthe Professional Practice of Internal Auditing as issued by the Institute ofInternal Auditors. The Directorate operates independently of the structuresand systems within the University to provide meaningful assurance. Thepurpose of the Audit and Advisory Directorate is to assist the Council; theAudit, Compliance and Risk Committee; and University management andstaff in the effective discharge of their responsibilities. This is achievedthrough the provision of independent advice and assurance underpinnedby a process of systematic, professional and independent audits, whichmeasure and evaluate the efficiency, effectiveness, economy andcompliance of controls and systems in place.Planning, monitoring, reporting, and review processes exist to ensurethe effective, efficient and economic operation of the Audit and AdvisoryDirectorate. The University Secretary receives regular reports asdoes the Audit, Compliance and Risk Committee. In addition, ongoingmonitoring and regular reviews of audit operations are undertaken.The work of the Audit and Advisory Directorate is guided by itsmulti-year strategy (which outlines objectives and strategies for theDirectorate for a fi ve-year period) and its annual work plan (whichoperationalizes the multi-year strategy for a one-year period). In

CQUniversity ANNUAL REPORT 201255developing the respective plans a risk assessment is undertaken toprovide a means for rational deployment of limited resources to assureaudit coverage of the areas identifi ed as representing the greatestcurrent risk, while at the same time assuring broad coverage of thebusiness operations of the University over time. Audit and Advisorystaff use their combined experience and judgment, along with inputfrom the University’s executive management, senior managementand external auditors to assess the overall level of risk for an area. Anumber of risk factors are considered as part of the risk assessmentprocess. Each plan is reviewed by the Audit, Compliance and RiskCommittee at its fi nal meeting of the year and recommended to theCouncil for approval.Audit and Advisory staff issued 14 audit reports on fi nancial,compliance, operational and information technology matters during2012. Significant review reports issued during 2012 related to strategicasset 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’sexternal auditors to ensure a properly coordinated overall audit effort.An annual report is provided to the Committee on the performanceof Audit and Advisory. In supporting the operations of the Audit,Compliance and Risk Committee, the Directorate has had due regard toQueensland Treasury’s Audit Committee Guidelines.RISK MANAGEMENT FUNCTIONThe function of risk management at CQUniversity is to manage risk inaccordance with the process set out in the Australian/New ZealandJoint Standard on Risk Management (AS/NZS ISO 31000:2009)to benefit the University and manage the cost of risk by focusingon strategies to minimise risks to University goals and objectives.The University has an integrated Risk Management and PlanningFramework where strategic, corporate and operational risks are linkedto the relevant plans. The Audit, Compliance and Risk Committee ofCouncil has oversight of all enterprise risks which are reviewed againsttheir mitigation strategies within the relevant plan. Any signifi cantoperational or fi nancial risks are dealt with at the senior executivelevel of the University as well as the Committee. Risks are monitoredthrough systematic reviews and within plans in the University.Strategic risks are reported to each Council meeting.ENTITIES CONTROLLED BYTHE UNIVERSITYThe University has formed a number of entities that serve tofurther the functions of the University in accordance with theCentral Queensland University Act 1998. The University Councilmonitors the performance of these entities through its Planningand Resources Committee. The Committee receives quarterlyfinancial statements, an annual report on progress and an annualbusiness plan. Each of the following controlled entities preparesa set of financial statements for audit by the Queensland AuditOffice. Once certified, the financial information is combined withthat of the University to produce a consolidated financial position(refer to annual financial statements in Volume 2).AUSTRALIAN INTERNATIONAL CAMPUSESTRUST AND AUSTRALIAN INTERNATIONALCAMPUSES PTY LTDThe Australian International Campuses Trust is a unit trust and wasestablished to hold the shares of C Management Services Pty Ltd onbehalf of CQUniversity. The Australian International Campuses PtyLtd is the trustee for the trust and CQUniversity is the sole beneficiaryof the trust and holds all units on issue. The Australian InternationalCampuses Pty Ltd Board comprises the following members:CHAIRMs Sandra Collins, BEng(Mining) Qld, MBusAdmin PennsylvaniaBOARD MEMBERSMr Graham Carpenter, GradDipMgt CIAE, MBusAdmin CQU, FICAA, FAICDCOMPANY SECRETARYMs Jenny Roberts, BBusAdmin CQU, GAICDCQU INSTITUTE OF HIGHER LEARNING PTE LTDOn 9 March 2012, CQUniversity incorporated a new company inSingapore for the purpose of ensuring that the University has controlover its transnational education strategy, intellectual property andbrand. The CQU Institute of Higher Education Pte Ltd Board comprisesthe following members:CHAIRProfessor Scott Bowman TDCR, DCR, HDCR CollRadiog, FAETCCity&Guilds, MA GuildHall, MBA USC, PhD OpenUKOUR CORPORATE GOVERNANCEBOARD MEMBERSProfessor Graham Pegg, BSc (Hons), PhD, C.Chem JCUMr David Turner CA, BComm QldMr Patrick LokeMr Cheng Sim KokCOMPANY SECRETARYMrs Jeannete Aruldoss

56OUR CORPORATE GOVERNANCECQU TRAVEL CENTRE PTY LTDThis company provides travel agency services and educational travelprograms for University staff and students as well as the generalpublic. The entity is 100% owned by the University and has a Board ofDirectors comprising the following members:CHAIRMr David Turner, CA, BComm QldBOARD MEMBER AND COMPANY SECRETARYMs Jenny Roberts, BBusAdmin CQU, GAICDHEALTH TRAIN EDUCATION SERVICES PTY LTDOn 13 June 2012, CQUniversity took ownership of Health TrainEducation Services Pty Ltd which is a registered training organisation(RTO). Health Train Education Services Pty Ltd is a respected trainingprovider of vocational education and training (VET) programs in enrollednursing and aged care, based in Victoria. Health Train EducationServices Pty Ltd Board comprises the following members:CHAIRMr Nik Babovic BEd QUT, MBA GradDipBusMgt GCITBOARD MEMBERSMr David Turner, CA, BComm QldCOMPANY SECRETARYMs Jenny Roberts, BBusAdmin CQU, GAICDMASK-ED INTERNATIONAL PTY LTDMask-Ed International Pty Ltd was established to commercialiseintellectual property developed through the University’s undergraduateNursing program. The intellectual property is a novel experientiallearning process that provides a realistic and humanistic simulationexperience. The company is a wholly-owned subsidiary of theUniversity and has a Board comprising the following members:CHAIRMr David Turner, CA, BComm QldCOMPANY SECRETARYMs Jenny Roberts, BBusAdmin CQU, GAICDC MANAGEMENT SERVICES PTYLTDC Management Services Pty Ltd (CMS) is a wholly-owned subsidiaryof CQUniversity operating as a corporate arm of the University withresponsibility for the management of its international operations in alleducation sectors.The principal activity of CMS is to manage the metropolitan campusesof CQUniversity in Sydney, Melbourne, Brisbane and the Gold Coastincluding the delivery of the University’s programs (Diploma, Bachelors,Masters Degrees and Professional Doctorates) in a range of disciplinesas well as English Language, Foundation and Professional-Yearprograms through these campuses.OBJECTIVES OF CMSThe objectives of CMS as defi ned in the Company’s Constitution are asfollows:a. conducting the business of managing and operating the AustralianInternational Campuses of Central Queensland University forthe provision of courses of education to eligible domestic andinternational studentsb. maximising the value of the business for the benefi t of theShareholdersc. maintaining the reputation, quality and values of CentralQueensland University in undertaking the business, andd. performing the functions necessary for or incidental to achievingobjects (a) to (c).STRATEGIC DIRECTIONThe CMS Strategic Direction is endorsed by the CMS Board ofDirectors and approved by the University Council. The plan includes,among other things, the CMS Vision which follows the CQUniversityVision and the CMS Mission.The CMS Vision is to support CQUniversity to become one ofAustralia’s truly great universities through extensive engagement withdomestic and international communities and stakeholders, ensuringa high standard of learning and teaching, scholarly productivity,governance and enterprise.The CMS Mission is to operate as a corporate arm of CQUniversitydelivering commercially and academically superior quality managementof CQUniversity’s international operations in all education sectorsand managing all metropolitan campuses of the University. CMS iscommitted to delivering its core business of campus management;teaching excellence; international marketing and recruitment; distancesupport and marketing; delivering on the CQUniversity franchise andleading overseas distance education. The Mission will be achievedby embracing the CQUniversity and CMS values of openness,inclusiveness, a ‘can-do’ approach, engagement and leadership andthe additional CMS value of ‘we care’.

CQUniversity ANNUAL REPORT 201257GOVERNANCEThe CMS governance structure is modeled on the corporategovernance guidelines for a government-owned corporation (GOC).The CMS Constitution sets out the fundamental and entrenchedrules governing the conduct of the Company including those mattersrequiring the prior approval of the Shareholder.CMS is governed by a Board of Directors who approve the strategicdirection and operations of the Company in accordance with soundcorporate governance protocols. The CMS Board Charter sets out theoverarching function, purpose, duties and responsibilities of the CMSBoard of Directors to facilitate Board and management accountabilityfor CMS’s performance and strategic direction. The CMS Board Charterdefines the primary responsibility of the CMS Board of Directors to beto govern and manage the business of CMS and ensure the profi tableoperation of CMS on a sustainable basis.BOARD OF DIRECTORSThe size and composition of the Board is determined by theShareholder having regard to the skills and expertise required toadvance the interests of the Company.Currently, the CMS Board consists of five Directors, two of whomare independent. All Directors serve a three-year term and the threeDirectors who are CQUniversity Council members only remain a memberof the CMS Board whilst still a Council Member. All Directors haveextensive experience within the Australian higher education sector.The CMS Board of Directors comprises:CHAIRProfessor Scott Bowman, TDCR, DCR, HDCR CollRadiog, FAETCCity&Guilds, MArts GuildHall, MBusAdmin USC, PhD OpenUK, FAIMBOARD MEMBERSEmeritus Professor Anthony Blake AM, MSc, BEd Melbourne, PhDPurdue, Hon DUniv UTSMr Rennie Fritschy, BEng(Chem) Sydney, BEc WAust, FIEAust, FAICDMs Lindy Hyam, DipTeach Sydney, BEd Sydney, MBA UTS, FAICDMr Charles Ware, BA, LLB(Hons) Qld, MBus(PubMgt), LLM, QUT, FAICDALTERNATE DIRECTORMr Alastair Dawson, BA DDIAE, MBA CQU, MAICD, FAIMCOMMITTEES OF THE CMS BOARDThe CMS Board has established two Committees whicheach have Charters outlining their objectives, roles andresponsibilities. Committee Members comprise the full Boardof Directors.AUDIT RISK AND LEGAL COMPLIANCECOMMITTEECHAIRMs Lindy Hyam, DipTeach Sydney, BEd Sydney, MBA UTS,FAICDIts role is to monitor, investigate and make recommendationsto the CMS Board of Directors with respect to fi nancial andexternal reporting, related party transactions, external andinternal audit, risk management and quality assurance, ethicsand compliance.HUMAN RESOURCES COMMITTEECHAIRMr Rennie Fritschy, BEng(Chem) Sydney, BEc WAust, FIEAust, FAICDIts role is to monitor, investigate and make recommendations to theCMS Board of Directors with respect to employee and industrialrelations matters, remuneration and incentive policies and practices,workforce planning and human resources policies and practicesincluding occupational health and safety, equal opportunity anddiscrimination.The CMS Board and each of its Committees conduct annualperformance evaluations as well as assessment of the CMS Chairman,individual Directors (self-assessment and peer-assessment), theChief Executive Offi cer, the Chief Financial Offi cer and the CompanySecretary. The CMS Board and Committee Charters are also reviewedannually to ensure best practice and are updated throughout the yearas required.MEETINGSThe CMS Board of Directors meet a minimum of six times per annum.In 2012, the CMS Board met nine times. The Committees of the CMSBoard are required to meet a minimum of four times per year. In 2012,the Audit, Risk and Legal Compliance Committee and the HumanResources Committee each met fi ve times.OUR CORPORATE GOVERNANCECOMPANY SECRETARYMs Debra Witalik, LLB QUT, CSA (Cert)All Directors, excluding the Chairman, are Non-Executive Directors andare paid an annual director’s fee.SENIOR MANAGEMENTEarly 2012 saw a change to the senior management of CMS with thereplacement of the existing Chief Executive Officer and Chief FinancialOfficer with Mr Alastair Dawson undertaking the dual role of CMSChief Executive Officer and CQUniversity Deputy Vice-Chancellor(International and Services) and Mr David Turner performing the dualrole of CMS Chief Financial Officer and CQUniversity Chief FinancialOfficer.

58OUR CORPORATE GOVERNANCEREPORTING TO THE SHAREHOLDERCMS provides a written report to each University Council meeting inaccordance with the requirements of the Shareholder. In addition, theChief Executive Offi cer and the Chief Financial Offi cer attend at leastone Council meeting per annum to present the CMS Five-Year StrategicDirection and associated plans.OTHER BODIES (NOTCONTROLLED ENTITIES)HORTICAL PTY LTDThis venture was initiated as a joint venture between CQUniversity andColour Vision Systems (CVS) to commercialise their respective interests innon-invasive fruit sorting technology. To this end, CQUniversity and CVSgranted HortiCal a licence on the intellectual property relating to the useof near infrared spectroscopy. HortiCal’s business is to support researchand development and to commercialise the intellectual property it holds.RAIL INNOVATION AUSTRALIA PTY LTDThis company was established to hold the intellectual propertygenerated by the previous co-operative research centre, the CRC forRailway Engineering and Technologies, which closed in 2007.OUR COMMITTEE STRUCTUREAS AT 31 DECEMBER 2012CouncilVice-Chancellor andPresidentChancellor’s CommitteeVice-Chancellor’sAdvisory CommitteeAcademic BoardAudit, Compliance andRisk CommitteeAppeals CommitteeCeremonial and HonoraryAwards CommitteeEducation Committee eof Academic BoardPlanning and ResourcesCommitteeExecutive Committee eof Academic BoardResearch Committee eof Academic BoardResearch HigherDegrees Committee

CQUniversity ANNUAL REPORT 201259OUR CORPORATE GOVERNANCEThe new mobile education trailer is a key component of the widening participation project.

60Our FinancialPerformance‘THEUNIVERSITYOPERATES TOACHIEVE VALUEFOR MONEYAND HASAPPROPRIATEPOLICIES ANDPROCEDURESTO SUPPORTTHIS OUTCOME’

CQUniversity ANNUAL REPORT 2012OUR FINANCIAL PERFORMANCERESULT FOR 2012The 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. Adownturn in international student revenue contributed to this loss,resulting in revenue of $17.671m less than in 2011. The Universityresponded to this by undertaking restructuring to offset the decline instudent numbers and incurred redundancies in excess of $4m.In addition, the University continued to invest in the development ofnew programs and facilities. This contributed around $8m to the lossposition as the University renovated space for new laboratories andpurchased significant equipment to support these programs.CQUniversity’s research area also contributed to this loss due tospending funds that had been received in a prior period, resulting inexpenditure exceeding grants and other revenue for the year.REVENUE PERFORMANCE DOMESTIC LOADThere was a 19.8% increase in Australian Government fundingreceived 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 ourhealth programs.The University set aggressive domestic student enrolment targets inthe 2012 budget and the actual result was better than expected. Therevenue targets for domestic funded load was exceeded by $9.552mgiving a total of $106.176m (refer to Table 19).TABLE 19: BUDGET 2012 COMPARED TO ACTUALAUSTRALIAN FUNDED LOAD EFTSL AND DOLLARS(EXCLUDING RESEARCH STUDENTS)2012Budget2012ActualVarianceto BudgetPercentageVarianceAustralian 6574 6880 306 4.65%funded loadEFTSLAustralian $96.624m $106.176m $9.552m 9.88%funded loadREVENUESource: CQU Budget document 2012 / Actual EFTSL per the University dashboard, Actual Revenuefor CGS and HECS per CQUniversity FinancialsREVENUE PERFORMANCE FEE-PAYINGSTUDENTS AUSTRALIAN ANDINTERNATIONALRevenue from fees and charges continued in decline, due to acontinued drop in international students studying at the metropolitancampuses. This was further compounded by the related drop inManagement Fee of $7.75m received from C Management Services.The University budgeted for a decline in international studentshowever the size of the decline exceeded expectations. TheUniversity delivered 32 413 courses compared to a budgetof 38 581 courses and actual delivery of 40 731 courses theprevious year. This resulted in a loss of revenue from 2011 to2012 of $17.671m (refer to Table 20).TABLE 20: BUDGET 2011 COMPARED TO ACTUAL FEE-PAYING LOAN COURSES AND DOLLARS (EXCLUDINGRESEARCH STUDENTS)Fee-payingstudentCOURSESFee-payingstudentREVENUE2012Budget2012ActualVarianceto BudgetPercentageVariance38 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 UniversitydashboardOther signifi cant revenue movements include a decline in FeeRevenue due to non-payment of $7.75m in Management Feefrom C Management Services Pty Ltd and a decline in investmentincome due to much lower than expected interest rates,non-payment of distributions from the investment in the QueenslandInvestment Corporation Growth Fund and no dividend payment fromC Management Services Pty Ltd.EXPENDITURE PERFORMANCETotal expenditure increased from $262.823m in 2011 to $275.534m in2012, 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 leasescommenced during the year that were not budgeted, and salariesof $2.79m. Restructuring carried out during 2012 to reduce staffi ngnumbers 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-fundedinvestment into new buildings, new programs, building renovationand purchase of equipment for new program delivery. As these areinternally funded projects there is no revenue to offset against theexpenditure. Without this investment into new programs the Universitywould not be refl ecting the growth in domestic student numbers thatwas occurring by the end of 2012. The University has in the past fewyears invested a signifi cant amount from its reserves into programsand buildings to re-invigorate the domestic business. In 2012 theUniversity saw an increase in load of 13.4% and applications by theend of 2012 suggest in excess of 10% growth in 2013.61OUR FINANCIAL PERFORMANCE

62OUR FINANCIAL PERFORMANCEOther areas of expenditure that have seen a signifi cant increase areleases, where the University made strategic investments in expansionof 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 capitalisationof completed projects. Other expenses to show signifi cant increasesincluded marketing where additional funds were invested to supportgrowth in domestic student numbers ($720k), scholarships and prizes($774k), legal costs incurred in pursuit of the merger ($407k), studentwaivers ($781k) and increased utilities costs ($893k).Management fees paid to partners have decreased by 13.1% refl ectingthe decline in international student numbers.OTHER MATTERSThe University maintains a comprehensive insurance program thatannually assesses its risks and provides appropriate levels of coverfor each of these risks. It also has a range of programs for staffand students to ensure their safety and wellbeing, and providesappropriate channels to enable decisions of the University to bereviewed. Through these mechanisms the University minimises thecost and risk in relation to liabilities and contingent liabilities.The University operates to achieve value for money and has appropriateprocurement policies and procedures to support this outcome.The University has exercised appropriate control over budgets and hasoperated within the budgets it allocated to Divisions for the year. As aresult of revenue losses in the international student business not beingfully offset by increases in domestic student revenue, the Universityrecorded a defi cit of revenue.It was too late in the year to make adjustments to expenditure budgetsby the time this information was to hand. Further the Universitymade decisions to incur additional costs in restructuring to make theUniversity more sustainable into the future. Spending of research fundswere not in excess of the budget but were against funds earned in aprior year, and the spending of University funds against developmentprojects was approved by Council within the budgets established forthose projects.

64Our ContactDetails

CQUniversity ANNUAL REPORT 201265CQUNIVERSITY APPLETON INSTITUTE (ADELAIDE)44 Greenhill RoadWayville SA 5034Tel: +61 8 8378 4523Fax: +61 8 8378 4532CQUNIVERSITY NOOSA90 Goodchap StreetNoosaville Qld 4566Tel: +61 7 5440 7000Fax: +61 7 5440 7025OUR CONTACT DETAILSCQUNIVERSITY BUNDABERGUniversity DriveBundaberg Qld 4670Tel: +61 7 4150 7177Fax: +61 7 4150 7090CQUNIVERSITY CAIRNS DISTANCE EDUCATIONSTUDY CENTRE36 Florence StreetCairns Qld 4870Tel: +61 7 4031 1572Fax: +61 7 4923 2767CQUNIVERSITY EMERALDCapricorn HighwayEmerald Qld 4720Tel: +61 7 4982 0205Fax: +61 7 4982 1246CQUNIVERSITY GLADSTONEBryan Jordan DriveGladstone Qld 4680Tel: +61 7 4970 7277Fax: +61 7 4970 7252CQUNIVERSITY GOLD COAST60 Marine ParadeSouthport Qld 4215Tel: +61 7 5552 4988Fax: +61 7 5531 2288CQUNIVERSITY MACKAYBoundary RoadMackay Qld 4741Tel: +61 7 4940 7577Fax: +61 7 4940 7407CQUNIVERSITY MELBOURNE108 Lonsdale StreetMelbourne Vic 3000Tel: +61 7 8662 0555Fax: +61 7 9639 4800CQUNIVERSITY ROCKHAMPTONBruce HighwayRockhampton Qld 4702Tel: +61 7 4930 9777Fax: +61 7 4923 2100CQUNIVERSITY SYDNEY400 Kent StreetSydney NSW 2000Tel: +61 7 9324 5000Fax: +61 7 8295 5766

66Glossary

CQUniversity ANNUAL REPORT 2012ACARPAustralian Coal Association Research ProgramICECSIndigenous Commonwealth Education Scholarships67AEIOUAGSAHEEFAHEGSAutism Early Intervention Outcomes UnitAustralian Graduate SurveyAustralasian Higher Education Evaluation ForumAustralian Higher Education Graduation StatementsIERCIRISLGBTILIEFInternational Education Research CentreInstitute for Resource Industries and SustainabilityLesbian, Gay, Bisexual, Transsexual and IntersexualLinkage Infrastructure, Equipment and FacilitiesGLOSSARYALSUAcademic Learning Services UnitLSESLow socio-economic statusAMMember of the Order of AustraliaLTERCLearning and Teaching Education Research CentreAQFAustralian Qualifications FrameworkMAPMonitoring Academic ProgressARCAustralian Research CouncilMATSITIMore Aboriginal and Torres Strait Islander Teachers InitiativeBMABHP Billiton Mitsubishi AllianceMETMobile Education TrailerCAFsCommonwealth Assistance FormsMOUMemoranda of UnderstandingCASCommonwealth Accommodation ScholarshipsNHMRCNational Health and Medical Research CouncilCBDCentral Business DistrictOAMMedal of the Order of AustraliaCECSCommonwealth Education ScholarshipsOOCsOpen online coursesCEMCentre for Environmental ManagementOPOverall PositionCMSC Management Services Pty LtdOPALAwards for Excellence in Engagement AwardsCOPCommunities of PracticeOSPROOutside Studies ProgramCQHHSCentral Queensland Hospital and Health ServicesOSSOverall Satisfaction ScoreCQIRPCentral Queensland Innovation and Research PrecinctPhDDoctor of PhilosophyCQ TAFECentral Queensland Technical and Further EducationPRPDPerformance Review and Professional DevelopmentCRCouncillorQCIFQueensland Cyber Infrastructure FoundationCRMCustomer Relationship ManagementQCPDQueensland Centre for Professional DevelopmentCRNCollaborative Research NetworkQTACQueensland Tertiary Admissions CentreCSGCoal seam gasRECRegional Engagement CommitteeCVSColour Vision SystemsRHDResearch higher degreeDECRADiscovery Early Career Researcher AwardRTORegistered training organisationDEEWR Commonwealth Department of Education, Employment andWorkplace RelationsDIDO Drive in – drive outDIISRTE Department of Industry, Innovation, Science, Research andTertiary EducationE-DNA Electronic database on engagement activityEFTSL Equivalent Full-time Student LoadELICOS English Language Intensive Courses for Overseas StudentsEMS Equity Merit ScholarshipERA Excellence in Research for AustraliaESOS Education Services for Overseas Students Act 2000ETA Equity Technology AwardFIFO Fly in – fly outGCA Graduate Careers AustraliaGOC Government-owned corporationHERDC Higher Education Research Data CollectionRTSRUNSBCSESSHEWSSTEPSSUNTAFETEQSAUACVCACVETVOICEVTACWILResearch Training SchemeRegional Universities NetworkStudent Business CentreSocio-economic statusSafety Health Environment Workcover SustainabilitySkills for Tertiary Education Preparatory StudiesStart Uni NowTechnical and Further EducationTertiary Education Quality Standards AgencyUniversity Admissions CentreVice-Chancellor’s Advisory CommitteeVocational education and trainingStaff Satisfaction SurveyVictorian Tertiary Admissions CentreWork-integrated learningHEPPPHigher Education Participation and Partnerships ProgramHDRHigher degree researchHPCHigh Performance ComputingIASIndigenous Access ScholarshipICASIndigenous Commonwealth Accommodation Scholarships

CQUniversityA N N U A LR E P O R T2012 | vol.2

jn12-087320DistributionThis report is available for download from theCQUniversity website, or by contacting CQUniversityby email, telephone or fax to request a hard copy.Contact officerMs Jenny RobertsUniversity SecretaryCQUniversity AustraliaBruce HighwayRockhampton Qld 4702AustraliaTelephone: +61 7 4930 6903Fax: +61 7 4930 9438Email: j.roberts@cqu.edu.auWebsite: www.cqu.edu.auAnnual Report website:www.cqu.edu.au/about-us/governance/annual-reportFeedback in writing to the above address is invited.InterpreterCQUniversity is committed toproviding accessible servicesto people from culturally andlinguistically diverse backgrounds. If you havedifficulty in understanding the Annual Report, youcan contact CQUniversity on +61 7 4930 9777and we will arrange an interpreter to effectivelycommunicate the report to you.CQUniversity Annual Report 2012ISSN 1839-2636Produced: Corporate Governance Division.Additional published informationAdditional published information on CQUniversity’sinformation systems and recordkeeping, consultanciesand overseas travel (staff and student) can be accessedfrom the Annual Report website: www.cqu.edu.au/about-us/governance/annual-report.AcknowledgementCQUniversity recognises that its campuses aresituated on Country for which Aboriginal people havebeen custodians for many centuries. The Universitytherefore pays its respects to the Elders, past, presentand future for they hold the memories, the traditions,the culture and hopes of Indigenous Australia.Copyright© Central Queensland University 2013

CQUniversity ANNUAL REPORT 2012CQUniversityA N N U A L1R E P O R T2012 | vol.2FINANCIAL STATEMENTS

2Annualfinancialstatements

CQUniversity ANNUAL REPORT 2012COUNCIL MEMBERS REPORTThe members of the Council of Central Queensland University present their report on the consolidated entityconsisting of Central Queensland University and the entities it controlled at the end of, or during, the year ended 31December 2012.Governing Body MembersThe following persons were members of the Central Queensland University Council during 2012 and up to the dateof this report:Mr Rennie Fritschy, BE(Chem) Sydney, BEc WAust, FIEAust, GAICDProfessor Scott Bowman, TDCR, DCR, HDCR CollRadiog, FAETC City&Guilds, MA GuildHall, MBA USC, PhDOpenUKMr Tim Griffin OAM, BEng(Civil), MBA CQU, FAICD, FCILT(UK)Mr Charles Ware, BA, LLB(Hons) Qld, MBus(PubMgt), LLM QUT, FAICDMs Sandra Collins, BEng(Mining) Qld, MBA PennsylvaniaMr John Anderson, AssocDipCivEng DDIAE, BA USQ, GradCertSocSc Qld, CertIV WorkplaceTrain&AssessDr Robyn Minchinton, BAppSc(MLS) RMIT, GradDipScComm CQU, Phd LondonMs Narelle Pearse, BComm JCU, GradDipPsych CQU, MBA, MComm QUT, CA, ICAAMs Caryl Turpin, BLM(EC) CQUMr Peter Corones AMDr 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 30January 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 1August 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)3ANNUAL FINANCIAL STATEMENTSMeetings of MembersThe numbers of meetings of the members of the Central Queensland University Council and each CouncilCommittee held during the year ended 31 December 2012, and the number of meetings attended by each memberwere as follows:A = number of meetings attendedB = number of meetings held (including Special Meetings) during the time the member held office or was a memberof the Committee during the yearCommitteeCouncilPRACRABC&HACCouncil (Governing Body)Planning & ResourcesAudit, Compliance & RiskAcademic BoardCeremonial & Honorary AwardChancellor’sComment

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

CQUniversity ANNUAL REPORT 2012number of factors including increased Scholarships and Fee Waivers, increased Marketing spend and increasedUtilities costs.The University also incurred significant expenses relating to the proposed merger with CQIT. The Universityengaged professional services firms to provide due diligence and development of a merger agreement in addition toemploying 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 AffairsFor the second year the University experienced significant decreases in international student numbers. During 2012the University was very strict on offers made to International students to ensure that the University could stay withinthe new streamlined visa processing system. This caused a significant issue in 2012 and as mentioned previouslysaw a decline in net revenue to the University of $12.2 M in 2012 from international student activity. Havingimplemented very strict screening in 2012 the University is aiming to stabilize international student intakes during2013.5ANNUAL FINANCIAL STATEMENTSMatters Subsequent to the End of the Financial YearThere are no matters which have arisen subsequent to year end that significantly impact upon the operations of theUniversity as disclosed at December 2012.Likely Developments and Expected Results of OperationsThe university was invited at the end of 2012 to re-submit its Structural Adjustment Fund bid. This will progressthrough 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 capitalfunding for various projects and $24M for student retention and curriculum development projects to positionCQUniversity into the future as a strong regional University.Insurance of officersCentral Queensland University indemnifies to the extent permitted by law, each Councillor, secretary, executiveofficer or individuals who formerly held one of those positions, against liability incurred in, or arising out of, theconduct of the business of the University or the discharge of the duties of the Councillor, secretary or executiveofficer. 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 UniversityCentral 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 insuredperson 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 oracademic, researcher, supervisor or student and any other person for whose acts the institution is legallyresponsible.This report is made in accordance with a resolution of the members of the Council of Central Queensland University.RC WareActing ChancellorRockhamptonDate : / / 2013

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

CQUniversity ANNUAL REPORT 2012Central Queensland Universityand Controlled EntitiesStatements of Comprehensive Incomefor the year ended 31 December 2012ConsolidatedParentNotes 2012 2011 2012 2011$'000 $'000 $'000 $'000Operating result from continuing operations after income tax for theyear (26,084) (3,278) (24,636) (2,943)Other comprehensive incomeGain (loss) on revaluation of land and buildings, net of tax 31(a) 2,119 2,179 2,119 2,179Gain (loss) on revaluation of infrastructure, net of tax 31(a) 71 61 71 61Gain (loss) on revaluation of artwork collection, net of tax 31(a) (77) 347 (77) 347Gain (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)7ANNUAL FINANCIAL STATEMENTSTotal 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 CentralQueensland University (19,010) (4,285) (18,137) (3,927)The above Statement of Comprehensive Income should be read in conjunction with the accompanying notes.

8Central Queensland Universityand Controlled EntitiesStatements of Financial Positionas at 31 December 2012ConsolidatedParentNotes 2012Restated31/12/11 2012Restated31/12/11$'000 $'000 $'000 $'000ASSETSCurrent assetsCash and cash equivalents 17 18,250 44,286 8,170 29,512Receivables 18 10,987 11,265 14,487 18,340Inventories 19 2,208 1,890 2,208 1,890Income tax assets 20 473 106 - -Available for sale financial assets 21 30,886 35,500 30,886 35,500Other non-financial assets 22 241 199 241 199Total current assets 63,045 93,246 55,992 85,441Non-current assetsAvailable for sale financial assets 21 1,813 1,553 2,750 1,955Investments acounted for using the equity method 23 177 236 - -Investment properties 24 1,650 1,650 1,650 1,650Property, plant & equipment 25 267,563 253,986 266,535 252,628Intangible assets 26 5,557 6,145 5,523 6,046Deferred tax assets 27 1,912 1,526 - -Total non-current assets 278,672 265,096 276,458 262,279Total assets 341,717 358,342 332,450 347,720LIABILITIESCurrent liabilitiesTrade and other payables 28 9,948 9,475 8,422 8,197Provisions 29 26,704 24,195 24,257 21,378Other liabilities 30 14,080 19,708 14,054 19,196Total current liabilities 50,732 53,378 46,733 48,771Non-current liabilitiesProvisions 29 8,429 7,636 6,711 5,988Other liabilities 30 16,741 12,559 16,741 12,559Total non-current liabilities 25,170 20,195 23,452 18,547Total liabilities 75,902 73,573 70,185 67,318Net assets 265,817 284,769 262,265 280,402EQUITYParent entity interestReserves 31(a) 84,459 77,573 84,374 77,875Retained surplus 31(b) 181,134 207,196 177,891 202,527Parent entity interest 265,593 284,769 262,265 280,402Non-controlling interest 223 - - -Total equity 265,817 284,769 262,265 280,402The above Statements of Financial Position should be read in conjunction with the accompanying notes.

CQUniversity ANNUAL REPORT 20129Central Queensland Universityand Controlled EntitiesStatements of Changes in Equityfor the year ended 31 December 2012RetainedsurplusConsolidated ParentTotal:Owners ofthe parentNoncontrollinginterest Total ReservesRetainedsurplus TotalNotes Reserves$'000 $'000 $'000 $000 $'000 $'000 $'000 $'000Balance at 1 January 2011 78,580 210,474 289,054 - 289,054 78,859 205,469 284,328Operating result from continuing operations after tax - (3,278) (3,278) - (3,278) - (2,942) (2,942)Other comprehensive incomeRevaluation of land and buildings 31(a) 2,179 - 2,179 - 2,179 2,179 - 2,179Revaluation of infrastructure 31(a) 61 - 61 - 61 61 - 61Revaluation of artwork 31(a) 347 - 347 - 347 347 - 347Revaluation 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 77,875 202,527 280,402Balance at 1 January 2012 77,573 207,196 284,769 - 284,769 77,875 202,527 280,402Operating 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 - 2,119Revaluation of infrastructure 31(a) 71 - 71 - 71 71 - 71Revaluation of artwork 31(a) (77) - (77) - (77) (77) - (77)Revaluation of library collection 31(a) 1,167 - 1,167 - 1,167 1,167 - 1,167Gain on available-for-sale financial assets 31(a) 3,589 - 3,589 - 3,589 3,219 - 3,219Foreign currency translation 31(a) 17 - 17 17 34 - - -Non-controlling interest in issued capital - - - 394 394Movement 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 84,374 177,891 262,265The above Statements of Changes in Equity should be read in conjunction with the accompanying notes.ANNUAL FINANCIAL STATEMENTS

10Central Queensland Universityand Controlled EntitiesStatements of Cash Flowsfor the year ended 31 December 2012ConsolidatedParentNotes 2012 2011 2012 2011$'000 $'000 $'000 $'000Cash flows from operating activitiesAustralian Government Grants received 131,072 109,362 131,072 109,362HECS-HELP - Student payments 5,880 4,924 5,880 4,924OS-HELP (63) (5) (63) (5)Receipts from student fees and other customers 135,664 138,552 120,251 128,870Trust Distribution 9 705 9 1,506Dividends received - - - 219Interest received 1,738 3,673 1,169 2,932Payments to suppliers and employees (inclusive of goodsand 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 activitiesProceeds from sale of property, plant and equipment 304 471 292 457Proceeds from sale of investment property - 7,623 - 7,623Proceeds 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 financialyear 44,286 79,225 29,511 65,579Effects 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 29,511The above Statements of Cash Flows should be read in conjunction with the accompanying notes.

CQUniversity ANNUAL REPORT 2012Objectives and principal activitiesCentral Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012The principal activities of the consolidated entity are listed in the Council Members Report.Note 1: Summary of significant accounting policiesThe principal accounting policies adopted in the preparation of the financial report are set out below. These policies have beenconsistently 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 preparationCentral Queensland University is a statutory body established under the Central Queensland University Act 1998, anddomiciled in Australia. The financial report includes separate financial statements for Central Queensland University as anindividual entity and the consolidated entity consisting of Central Queensland University and the entities it controls.11ANNUAL FINANCIAL STATEMENTSThe annual financial statements represent the audited general purpose financial statements of Central QueenslandUniversity. 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 2009With respect to compliance with Australian Accounting Standards and Interpretations, Central Queensland University hasapplied those requirements applicable to not-for-profit entities, as the University is a not-for-profit entity.Basis of measurementThese financial statements have been prepared under the historical cost convention, except for available-for-sale financialassets, land, buildings and infrastructure, artworks, heritage collection and investment property.Critical accounting estimatesThe preparation of financial statements in conformity with Australian Accounting Standards requires the use of certaincritical accounting estimates. It also requires management to exercise its judgment in the process of applying the Group’saccounting policies. Estimates and judgments are continually evaluated and are based on historical experience and otherfactors, 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 21Property, plant and equipment – Note 25Deferred tax assets and liabilities – Note 27Provisions – Note 29Contingencies – Note 34Retrospective restatementThe group has made a retrospective restatement to the prior period to recognise internally generated software. As thischange effected the 2011 financial year only no column for the 2010 financial year has been provided. The effect of thisrestatement is set out in the table below:Note 2011 Unadjusted Adjustment 2011 Adjusted$’000 $’000 $’000Income StatementsEmployee related expenses 10 146,448 (651) 145,797Depreciation 11 12,990 138 13,038Management and other fees 13 15,122 (305) 14,817Travel 7,775 (3) 7,772Statements of FinancialPositionIntangible assets 26 5,325 820 6,145EquityRetained surplus 31(b) 206,376 820 207,196

12Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012(b)Principles of Consolidation(i) SubsidiariesThe consolidated financial statements incorporate the assets and liabilities of all subsidiaries of Central QueenslandUniversity (“parent entity”) as at 31 December 2012 and the results of all subsidiaries for the year then ended. CentralQueensland University and its subsidiaries together are referred to in these financial statements as the Group or theconsolidated 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 potentialvoting rights that are currently exercisable or convertible are considered when assessing whether the Group controlsanother entity.Subsidiaries are fully consolidated from the date on which control is transferred to the Group. They are de-consolidatedfrom 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 adoptedby the Group.(ii) AssociatesAssociates are all entities over which the Group has significant influence but not control, generally accompanying ashareholding of between 20% and 50% of the voting rights. Investments in associates are accounted for in the parententity financial statements using the cost method and in the consolidated financial statements using the equity method ofaccounting, 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 shareof post-acquisition movements in reserves is recognised in reserves. The cumulative post-acquisition movements areadjusted against the carrying amount of the investment. Dividends receivable from associates are recognised in the parententity’s income statement, while in the consolidated financial statements they reduce the carrying amount of theinvestment.When the Group’s share of losses in an associate equals or exceeds its interest in the associate, including any otherunsecured receivables, the Group does not recognise further losses, unless it has incurred obligations or made paymentson behalf of the associate.(iii) Business combinationsThe acquisition method shall be applied to account for each business combination, this does not include a combination ofentities or businesses under common control, the formation of a joint venture, or the acquisition of an asset or a group ofassets. The acquisition method requires identification of the acquirer, determining the acquisition date and recognising andmeasuring the identifiable assets acquired, liabilities assumed, goodwill gained, a gain from a bargain purchase and anynon-controlling interest in the acquiree that are present ownership interests and entitle their holders to a proportionateshare of the entity’s net assets in the event of liquidation. Identifiable assets acquired, liabilities assumed and any noncontrollinginterest in the acquiree shall be recognised separately from goodwill as of the acquisition date. Intangibleassets acquired in a business combination are recognised separately from goodwill if they are separable, but only togetherwith a related contract, identifiable asset or liability. Acquisition related costs are expensed in the periods in which they areincurred with the exception of costs to issue debt or equity securities, which are recognised in accordance with AASB132and AASB139.Identifiable assets acquired and liabilities and contingent liabilities assumed in a business combination are measuredinitially at their fair values at the acquisition date. Measurement of any non-controlling interest in the acquiree is at fairvalue or the present ownership instruments’ proportionate share in the recognised amounts of the acquiree’s identifiablenet assets. All other components of non-controlling interests shall be measured at their acquisition date fair values, unlessanother measurement basis is required by Australian Accounting Standards. Contingent liabilities assumed are recognisedas part of the acquisition if there is a present obligation arising from past events and the fair value can be reliablymeasured. The excess at the acquisition date of the aggregate of the consideration transferred, the amount of any noncontrollinginterest and any previously held equity interest in the acquiree, over the net amounts of identifiable assetsacquired and liabilities assumed is recognised as goodwill (refer to note 1(o)). If the cost of acquisition is less than the fairvalue of the identifiable net assets of the subsidiary acquired, the difference is recognised directly in the income statementof the acquirer, but only after a reassessment of the identification and measurement of the net assets acquired.

CQUniversity ANNUAL REPORT 2012(c)Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Consideration transferred in a business combination shall be measured at fair value. Where the business combination isachieved in stages, the acquirer shall re-measure previously held equity interest in the acquiree at its acquisition date fairvalue 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 tofair value at the acquisition date and any resulting gain or loss is recognised in profit or loss.Foreign currency translation(i) Functional and presentation currencyItems included in the financial statements of each of the Group’s entities are measured using the currency of the primaryeconomic environment in which the entity operates (“the functional currency”). The consolidated financial statements arepresented in Australian dollars, which is Central Queensland University’s functional currency.(ii) Transactions and balancesForeign currency transactions are translated into the functional currency using the exchange rates prevailing at the dates ofthe transactions. Foreign exchange gains and losses resulting from the settlement of such transactions and from thetranslation at year-end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognisedin 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 profitand loss, are recognised in profit or loss as part of the fair values gain or loss. Translation differences on non-monetaryfinancial assets are included in the foreign currency revaluation reserve in equity.(iii) Group companiesThe 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 asfollows:13ANNUAL FINANCIAL STATEMENTSassets and liabilities for each statement of financial position presented are translated at the closing rate at thedate of that statement of financial position;income and expenses for each income statement are translated at average exchange rates (unless this is not areasonable approximation of the cumulative effect of the rates prevailing on the transaction dates, in which caseincome and expenses are translated at the dates of the transactions); andall resulting exchange differences are recognised as a separate component of equity.(d)Revenue recognitionRevenue is measured at the fair value of the consideration received or receivable. Amounts disclosed as revenue are netof refunds, trade allowances and duties and taxes paid. Revenue is recognised for the major business activities as follows:(i) Government grantsCentral Queensland University treats operating grants received from Australian government entities as income in the yearof receipt. A provision is recognised where there is an obligation that the University will be required to return the funds tothe government in a future period.(ii) Investment incomeInvestment Income is recognised as it accrues based on the interest rate applicable to the asset and distributions received.(iii) Fees and chargesFees and charges are recognised as income in the year of receipt, except to the extent that fees and charges relate tocourses 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 courserelates.(iv) Sale of goodsSale of goods is recognised upon delivery of goods to the customer.

14Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012(v) Consultancy and contract revenueConsultancy and contract revenue is recognised upon the delivery of the service to the customer.(vi) Revenue received prior to deliveryRevenue received prior to the delivery of goods to the customer or delivery of the service to the customer is recognised asa liability.(vii) Lease incomeLease income from operating leases is recognised in income on a straight-line basis over the lease term.(e)Income taxCentral Queensland University is exempt from income tax by virtue of Section 50-5 of the Income Tax Assessment Act of1997.The University’s controlled entities, CQU Travel Centre Pty Ltd, Australian International Campuses Pty Ltd, C ManagementServices 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 ReportingStandards 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 thenational income tax rate adjusted by changes in deferred tax assets and liabilities attributable to temporary differencesbetween the tax bases of assets and liabilities and their carrying amounts in the financial statements, and to unused taxlosses.Deferred tax assets and liabilities are recognised for temporary differences at the tax rates expected to apply when theassets are recovered or liabilities are settled. The relevant tax rates are applied to the cumulative amounts of deductibleand 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 thatfuture taxable amounts will be available to utilise those temporary differences and losses.(f)LeasesLeases of property, plant and equipment where the Group, as lessee, has substantially all the risks and rewards ofownership are classified as finance leases. Finance leases are capitalised at the lease’s inception at the lower of the fairvalue 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 andfinance charges so as to achieve a constant rate on the finance balance outstanding. The interest element of the financecost is charged to the income statement over the lease period so as to produce a constant periodic rate of interest on theremaining 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 asoperating leases (Note 35). Payments made under operating leases (net of any incentives received from the lessor) arecharged 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 inthe periods in which they are incurred.Incentives received on entering into operating leases are recognised as liabilities. Lease payments are allocated betweenrental expense and reduction of the liability.(g)Acquisition of assetsThe acquisition method of accounting is used for all acquisitions of assets regardless of whether equity instruments orother assets are acquired. Cost is measured as the fair value of the assets given or liabilities incurred or assumed at thedate 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 benefitsin 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 2012Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Acquisition of assets with a cost or other value equal to or in excess of the following thresholds are recognised for financialreporting purposes in the year of acquisition:Buildings $10,000Infrastructure $10,000Land $1Plant and equipment $5,000Shares $1Computer software $100,000Goodwill $1Other (including artworks and heritage) $1Where settlement of any part of cash consideration is deferred, the amounts payable in the future are discounted to theirpresent value as at the date of exchange. The discount rate used is the entity’s incremental borrowing rate, being the rateat which a similar borrowing could be obtained from an independent financier under comparable terms and conditions.15ANNUAL FINANCIAL STATEMENTS(h)Impairment of assetsThe carrying amounts of the consolidated entity’s assets, other than inventories and deferred tax assets are assessed onan annual basis to determine whether there is any indication of impairment. If any such indication exists, the asset’srecoverable amount is estimated.Goodwill and intangible assets that have an indefinite useful life are not subject to amortisation and are tested annually forimpairment or more frequently if events or changes in circumstances indicate that they might be impaired. Other assets arereviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not berecoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds itsrecoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in use. Forthe purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiablecash 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 ateach reporting date.(i)Cash and cash equivalentsCash and cash equivalents include cash on hand, deposits held at call with financial institutions, other short-term, highlyliquid investments with original maturities of three months or less that are readily convertible to known amounts of cash andwhich are subject to an insignificant risk of changes in value.(j)ReceivablesCommercial and general debtors are recognised at cost less impairment losses and are generally due for settlementwithin 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 establishedwhen there is objective evidence that the Group may not be able to collect certain debts. Debts which are known to beuncollectible, when formally approved for write off, are written off against the allowance for impaired receivables to theextent that the expense has previously been provided for. Receivables expected to be received in the next 12 months areclassified as current.(k)InventoriesInventories are stated at the lower of cost or net realisable value which is the estimated selling price in the ordinary courseof 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 locationand 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 replacementcost.

16Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012(l)Investments and other financial assetsThe Group classifies its investments in the following categories: financial assets at fair value through profit or loss, loansand receivables, held-to-maturity investments, and available-for-sale financial assets. The classification depends on thepurpose for which the investments were acquired. Management determines the classification of its investments at initialrecognition 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 lossFinancial assets at fair value through profit or loss include financial assets held for trading. A financial asset is classified inthis category if it is acquired principally for the purpose of selling in the short term. Assets in this category are classified ascurrent assets. There are no financial assets categorised as ‘financial assets at fair value through profit or loss’ as at 31December 2012.(ii) Loans and receivablesLoans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in anactive market. They are included in current assets, except for those with maturities greater than 12 months after reportingdate which are classified as non-current assets. Loans and receivables are included in receivables in the statement offinancial position.(iii) Held-to-maturity investmentsHeld-to-maturity investments are non-derivative financial assets with fixed or determinable payments and fixed maturitiesthat the Group’s management has the positive intention and ability to hold to maturity.(iv) Available-for-sale financial assetsAvailable-for-sale financial assets, comprising principally marketable equity securities, are non-derivatives that are eitherdesignated in this category or not classified in any of the other categories. They are included in non-current assets apartfrom 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 purchaseor sell the asset. Investments are initially recognised at fair value plus transaction costs for all financial assets not carried atfair value through profit or loss. Financial assets carried at fair value through profit or loss, are initially recognised at fairvalue and transaction costs are expensed in other comprehensive income. Subsequent to initial recognition, they aremeasured at fair value and changes therein, other than impairment losses are recognised in other comprehensive incomeand presented in reserves in equity. Financial assets are de-recognised when the rights to receive cash flows from thefinancial assets have expired or have been transferred and the Group has transferred substantially all the risks andrewards of ownership.When securities classified as available-for-sale are sold, the accumulated fair value adjustments recognised in othercomprehensive income are included in the income statement as gains and losses from investment securities.Subsequent measurementAvailable-for-sale financial assets and financial assets at fair value through profit or loss are subsequently carried at fairvalue. Loans and receivables and held-to-maturity investments are carried at amortised cost using the effective interestmethod.ImpairmentThe Group assesses annually whether there is objective evidence that a financial asset or a group of financial assets areimpaired. If any such evidence exists an impairment loss is recognised in the income statement.(m)Investment propertiesInvestment properties exclude properties held to meet service delivery objectives of Central Queensland University and areheld 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 itis probable that future economic benefits in excess of the originally assessed performance of the asset will flow to CentralQueensland University. Where an investment property is acquired at no cost or for nominal consideration, its estimatedvalue 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 notavailable, the Group uses alternative valuation methods such as recent prices in less active markets or discounted cashflow projections. These valuations are reviewed annually by a Registered Valuer. Changes in fair values are recorded inthe income statement.

CQUniversity ANNUAL REPORT 2012(n)(o)Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Rental revenue from the leasing of investment properties is recognised in the income statement in the periods in which it isreceivable, as this represents the pattern of service rendered through the provision of the properties.Property, plant and equipmentLand and buildings (except for investment properties – refer to note 1(m) above), infrastructure, library heritage and artcollections are shown at fair value, based on periodic, but at least triennial, valuations by external independent valuers lesssubsequent depreciation for buildings and infrastructure. During intervening years a management assessment of fair valueusing indices supplied by external valuers which are specifically tailored assessments of market trends occurring at thetime. Buildings, infrastructure and land indices and assessment were supplied by G Pyman (FAPI, MRICS) RegisteredValuer No. 1856; B MacAulay (AVAA No. 336) provided a specific assessment for Artworks. The University HeritageCollection was independently revalued during 2012 by J Harbeck, an Australian Government Cultural Gifts ProgramValuer.Any accumulated depreciation at the date of revaluation is restated proportionately with the change in the gross carryingamount 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 directlyattributable to the acquisition of the items.Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, onlywhen it is probable that future economic benefits associated with the item will flow to the Group and the cost of the itemcan be measured reliably. All other repairs and maintenance expenses are charged to the income statement during thefinancial period in which they are incurred.Increases in the carrying amounts arising on revaluation of land, buildings, infrastructure, library heritage and art collectionsare credited to reserves in equity. To the extent that the increase reverses a decrease for that class previously recognisedin profit or loss, the increase is first recognised in profit and loss. Decreases that reverse previous increases of the sameasset class are first charged against revaluation reserves directly in equity of the remaining reserve attributable to the assetclass; 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 calculatedusing the straight-line method to allocate their cost or revalued amounts, net of their residual values, over their remaininguseful 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 yearsThe 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 greaterthan its estimated recoverable amount. Gains and losses on disposal are determined by comparing proceeds with carryingamount. These are included in the income statement. Where revalued assets are sold, it is Group policy to transfer theamounts included in other reserves in respect of those assets to retained earnings.Intangible assetsIntangible 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 arerecognised 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 softwareSoftware development costs in excess of $100,000 are recognised as an asset on acquisition only when the consolidatedentity 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 beingamortised on a straight-line basis over the period of the expected benefit to the university, namely 3 to 5 years.17ANNUAL FINANCIAL STATEMENTS

18Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Internally generated softwareExpenditure on research activities relating to internally generated intangible assets is recognised as an expense in theperiod in which it is incurred. Costs associated with the development of computer software have been capitalised and areamortised on a straight-line basis over the period of expected benefit to the university, namely 3 to 5 years.GoodwillGoodwill is initially recorded at the amount by which the purchase price for a business combination exceeds the fair valueattributed 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 subsidiaryare accounted for as equity transactions and do not affect the carrying amount of goodwill. Goodwill is tested annually forimpairment and carried at cost less accumulated impairment losses. Gains and losses on disposal of an entity include thecarrying amount of goodwill relating to the entity sold.(p)Trade and other payablesThese amounts represent liabilities for goods and services provided to the Group prior to the end of the financial yearwhich are unpaid. The amounts are unsecured and are usually paid within 30 days of recognition.(q)Employee benefits(i) Wages, salaries and annual leaveWages, salaries and annual leave due but unpaid at reporting date are recognised in the Statement of Financial Position atthe 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 undiscountedvalues. For those benefits not expected to be paid within twelve (12) months, the liabilities are recognised at their presentvalue, calculated using market yields at the reporting date on national government bonds with maturities matching the termto settlement. Regardless of the expected timing of settlements, provisions made in respect of employee benefits areclassified as a current liability, unless there is an unconditional right to defer the settlement of the liability for at least 12months after the reporting date, in which case it would be classified as a non-current liability.(ii) Sick leaveNo provision has been made for sick leave as all sick leave is non-vesting and the average sick leave taken in future yearsby employees is estimated to be less than the annual entitlement of sick leave.(iii) Long service leaveThe liability for long service leave is recognised in the provision for employee benefits and measured as the present valueof 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 ofservice. Expected future payments are discounted using market yields at the reporting date on national government bondswith terms to maturity that match, as closely as possible, the estimated future cash outflows.(iv) Time off in lieuTime off in lieu accrued is not recorded as a liability as it is considered immaterial and any payment of time in lieu isrecognised as an expense.(v) Superannuation plansCentral Queensland University contributes to UniSuper and QSuper under arrangements where employees are entitled todefined benefits and accumulated plan benefits on resignation, retirement, disability or death. Continuing employees maycontribute to the relevant plan an amount of between 0% and 7% of their wages and salaries. The University contributes tothe plan at the applicable rate for each fund – ranging from 3% to a maximum of 17%. A minimum of 9% is paid on behalfof 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 financialstatements.The UniSuper Defined Benefit Division (DBD) which is the predominant plan within the University, is a defined benefit planunder superannuation law, however, as a result of amendments to Clause 34 of the UniSuper Trust Deed, it is deemed adefined contribution plan under Accounting Statdard AASB 119 Employee Benefits. The DBD receives fixed contributionsfrom 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 ofcertain employees, however the University’s obligation is considered immaterial.

CQUniversity ANNUAL REPORT 2012(r)(s)(t)(u)(v)Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012(vi) Executive remunerationKey executive management personnel and remuneration disclosures are made in accordance with Section 5 to theFinancial Reporting Requirements for Queensland Government Agencies, issued by Queensland Treasury in conjunctionwith the requirements of the Financial Statement Guidelines for Australian Education Providers, issued by the Departmentof Industry, Innovation, Science, Research and Tertiary Education. Refer to Note 32 for the disclosures on key executivemanagement personnel and remuneration.ProvisionsProvisions for grant recovery and lease make good are recognised when: the Group has a present obligation as a result ofpast events; it is probable that an outflow of resources will be required to settle the obligation; and the amount can bereliably 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 thepresent obligation at the balance sheet date. The discount rate used to determine the present value reflects current marketassessments of the time value of money and the risks specific to the liability. The increase in the provision due to thepassage of time is recognised as a finance cost.Financial instrumentsRecognitionFinancial assets and financial liabilities are recognised in the statement of financial position when the Group becomes partyto the contractual provisions of the financial instrument.ClassificationFinancial 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 costThe Group does not enter into transactions for speculative purposes, nor for hedging. Apart from cash and cashequivalents, the Group holds no financial assets classified at fair value through profit or loss.Council member benefitsCentral Queensland University Council members do not receive any remuneration for attendance at council meetings oractivities. Council members who are also employees of the University receive their normal remuneration while attending tocouncil business. Council members who are also public service employees of other entities are remunerated by theiremploying entity in accordance with arrangements with that entity. The University accepts financial responsibility for travelcosts related to university meetings and activities.Rounding and comparativesAmounts shown in these financial statements have been rounded to the nearest thousand dollars, or in certain cases, thenearest dollar. Comparative information has been restated where necessary to be consistent with disclosures in the currentreporting period.Goods and services tax (GST)Revenues, expenses and assets are recognised net of the amount of associated GST, unless the amount of GST incurredis not recoverable from the Australian Taxation Office (ATO). In this case it is recognised as part of the cost of acquisitionof 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 GSTrecoverable 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 financingactivities, which are recoverable from or payable to the ATO, are presented as operating cash flows.19ANNUAL FINANCIAL STATEMENTS

20Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012(w)New standards and interpretationsIn the current year , the Group adopted all of the new and revised Standards and Interpretations issued by the AustralianAccounting Standards Board (AASB) that are relevant to its operations and effective for the current reporting period. Theadoption of the new and revised Standards and Interpretations has not resulted in any material changes to the Group’saccounting 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 renegotiatethe terms of any financial assets, during the reporting periods presented in these financial statements, there were no otherchanges 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 auditfees 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 alsobecame effective from reporting periods beginning on or after 1 July 2011. The only implication for the Group from thisamending standard was the deletion from AASB 101 Presentation of Financial Statements of the requirement for disclosureof contractual expenditure commitments. Group has elected to continue to disclose this information in aggregate in Note35.The following standards, amendments to standards and interpretations have been identified as those which may impact theentity in the period of initial application. They are available for early adoption at 31 December 2012, but have not beenapplied in preparing this financial report.This accounting standard is effective for reporting periods beginning on or after 1 January 2013 and is to be appliedprospectively from that date. AASB 13 establishes a single source of guidance for fair value measurements. The standarddoes not include requirements on when fair value measurement is required but rather prescribes how fair value is to bemeasured and disclosed when it is required by another accounting standard. Many of these disclosures relate to the threelevelfair value hierarchy and are already required for financial instruments under AASB 7. However, AASB 13 extendsthese disclosures to cover all assets and liabilities within its scope. Potential impacts of AASB 13 relate to the fair valuemeasurement 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 andassumptions made) for all items of property, plant and equipment measured at fair value to determine whether thosemethodologies comply with AASB 13. No significant changes are anticipated based on the fair value methodologiespresently used. Therefore, at this stage, no consequential material impacts are expected for the university’s property, plantand 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 bothassets 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 Standardsarising 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 orafter 1 January 2015. The main impact of AASB 9 is to change the requirements for the classification, measurement anddisclosures associated with financial assets. Under the new requirements, financial assets will be more simply classifiedaccording to whether they are measured at amortised cost or fair value. Pursuant to AASB 9, financial assets can only bemeasured at amortised cost if two conditions are met. One of these conditions is that the asset must be held within abusiness model whose objective is to hold assets in order to collect contractual cash flows. The other condition is that thecontractual terms of the asset give rise on specified dates to cash flows that are solely payments of principal and intereston the principal amount outstanding.The University has commenced reviewing the measurement of its financial assets against the new AASB 9 classificationand measurement requirements. However, as the classification of financial assets at the date of initial application of AASB9 will depend on the facts and circumstances existing at that date, the University’s conclusions will not be confirmed untilcloser 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 StatementsAASB 11 Joint Arrangements

CQUniversity ANNUAL REPORT 2012Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012AASB 12 Disclosure of Interests in Other EntitiesAASB 127 (revised) Separate Financial StatementsAASB 128 (revised) Investments in Associates and Joint VenturesAASB 2011-7 Amendments to Australian Accounting Standards arising from the Consolidation and JointArrangements 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 presentlyconsidering modifying them for application by not-for-profit entities in an Australian context. Any such modifications arelikely to clarify how the IASB’s principles should be applied by not-for-profit entities. Hence, the University is not yet in aposition to reliably determine the future implications of these new and revised standards for the Group’s financialstatements.21ANNUAL FINANCIAL STATEMENTSAASB 10 redefines and clarifies the concept of control of another entity, which is the basis for determining which entitiesshould be consolidated into the University’s financial statements. Therefore subject to any not-for-profit modifications yet tobe made to AASB 10, the University will need to re-assess the nature of its relationships with other entities, includingentities 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 arrangementthat exists – which, in turn, dictates the accounting treatment. The new categories of joint arrangements under AASB 11are more aligned to the actual rights and obligations of the parties to the arrangement. Subject to any not-for-profitmodifications yet to be made to AASB 11, the University will need to assess the nature of any arrangements with otherentities 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 thoseentities are controlled entities, associates, joint arrangements, or structured entities that are not consolidated. The volumeand nature of disclosures that the University will be required to make for the 31 December 2013 financial statements willdepend on the eventual assessment of the implications of the new and revised standards listed above, particularly AASB10, 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 onlyimplications for the group are that the revised standard clarifies the concept of “termination benefits”, and the recognitioncriteria for liabilities for termination benefits will be different. If termination benefits meet the timeframe criterion for “shorttermemployee benefits”, they will be measured according to the AASB 119 requirements for “short-term employeebenefits”. Otherwise, termination benefits will need to be measured according to the AASB 119 requirements for “otherlong-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 definedbenefits plans.The revised AASB 119 includes changed requirements for the measurement of employer liabilities/assets arising fromdefined benefit plans, and the measurement and presentation of changes in such liabilities/assets. The Universitycontributions to QSuper defined benefit plan (which the obligations are considered immaterial), and the correspondingQSuper employer benefit obligation is held by the State. Therefore, those changes to AASB 119 will have no impact on theUniversity.AASB 1053 Application of Tiers of Australian Accounting Standards applies as from reporting periods beginning on or after1 July 2013. AASB 1053 establishes a differential financial reporting framework for those entities that prepare generalpurpose 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 (commonlyreferred to as “tier 2”). Tier 1 requirements comprise the full range of AASB recognition, measurement, presentation anddisclosure requirements that are currently applicable to reporting entities in Australia. The only difference between tier 1and 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 theirgeneral purpose financial statements. However, AASB 1053 acknowledges the power of a regulator to require applicationof 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 thereporting period ending 31 December 2012.All other Accounting Standards and Interpretations with future commencement dates have been assessed and are notconsidered to impact the Group.

22Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 2.Disaggregated informationGeographical [Consolidated Entity]University courses are delivered in Singapore through a partneringarrangement.RevenueResults before taxNotes 2012 2011 2012 2011$'000 $'000 $'000 $'000Australia 250,506 250,370 (25,207) (3,502)Overseas 803 775 (877) 224251,309 251,145 (26,084) (3,278)AssetsAustralia 341,267 358,342Overseas 451 -341,718 358,342Note 3. Australian Government financial assistance including HECS-HELP and FEE-HELPConsolidatedParent Entity2012 2011 2012 2011$'000 $'000 $'000 $'000(a) Commonwealth Grants Scheme and Other Grants 42.1Commonwealth Grants Scheme 77,616 67,114 77,616 67,114Indigenous Support Program 814 814 814 814Partnership & Participation Program 1,899 2,762 1,899 2,762Disability Support Program 24 37 24 37Learning and Teaching Performance Fund 265 - 265 -Diversity and Structural Adjustment Fund - 686 - 686Transitional Cost Program 161 203 161 203Total Commonwealth Grants Scheme and Other Grants 80,779 71,616 80,779 71,616(b) Higher Education Loan Programs 42.2HECS - HELP 36,927 29,443 36,927 29,443FEE - HELP 2,686 2,008 2,686 2,008SA-HELP 1,318 - 1,318 -Total Higher Education Loan Programs 40,931 31,451 40,931 31,451(c) Scholarships 42.3Australian Postgraduate Awards 799 683 799 683International Postgraduate Research Scholarship 64 62 64 62Commonwealth Education Cost Scholarships 908 982 908 982Commonwealth Accommodation Scholarships 48 335 48 335Indigenous Access Scholarships 90 (54) 90 (54)Total Scholarships 1,909 2,008 1,909 2,008

CQUniversity ANNUAL REPORT 2012Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012ConsolidatedParent EntityNotes 2012 2011 2012 2011$'000 $'000 $'000 $'000(d) DIISRTE - Research 42.4Joint Research Engagement Program 1,284 1,291 1,284 1,291Research Training Scheme 2,209 2,240 2,209 2,240Research Infrastructure Block Grants 212 210 212 210Sustainable Research Excellence in Universities 323 237 323 237Total DIISRTE - Research Grants 4,028 3,978 4,028 3,978(e) Australian Research Council 42.7(i) DiscoveryProject 244 83 244 83Total Discovery 244 83 244 8323ANNUAL FINANCIAL STATEMENTS(ii) LinkagesProjects 266 - 266 -Total Linkages 266 - 266 -Total ARC 510 83 510 83(f) Other Australian Government financial assistanceNon-capitalHealth Workforce Australia 474 736 474 736Indigenous Tutorial Assistance Scheme 168 189 168 189Student services amenities fee 20 - 20 -Total 662 925 662 925CapitalHealth Workforce Australia 3,650 4,130 3,650 4,130Total 3,650 4,130 3,650 4,130Total Other Australian Government financial assistance 4,312 5,055 4,312 5,055Total Australian Government financial assistance 132,469 114,191 132,469 114,191ReconciliationAustralian Government grants 91,538 82,740 91,538 82,740HECS-HELP payments 36,927 29,443 36,927 29,443FEE-HELP payments 2,686 2,008 2,686 2,008SA-HELP payments 1,318 - 1,318 -Total Australian Government financial assistance 132,469 114,191 132,469 114,191

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

CQUniversity ANNUAL REPORT 2012Note 5. Investment revenue and incomeCentral Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012ConsolidatedParent EntityNotes 2012 2011 2012 2011$'000 $'000 $'000 $'000Interest 1,735 3,667 1,171 2,927Rental 209 791 209 791Dividends - 197 - 217Trust distribution 1,797 3,747 1,797 4,747Total investment revenue 3,741 8,402 3,177 8,682Net investment income 3,741 8,402 3,177 8,68225ANNUAL FINANCIAL STATEMENTSNote 6. Consultancy and contractsResearchContracts 6,936 6,801 6,936 6,8016,936 6,801 6,936 6,801OtherConsultancy 820 566 820 566820 566 820 566Total consultancy and contracts 7,756 7,367 7,756 7,367Note 7. Sale of books and related student material(a) Gross salesBookshop 4,072 4,041 4,175 4,129CQU Press - 78 - 78Sports Centre - 1 - 14,072 4,120 4,175 4,208(b) Cost of salesBookshop 2,764 2,793 2,764 2,793CQU Press - 76 - 76Sports Centre - 1 - 12,764 2,870 2,764 2,870Gross profit on sale of goods 1,308 1,250 1,411 1,338Note 8. Other revenueOther revenueDonations and bequests 866 146 866 146Scholarships and prizes 1,422 609 1,422 609Commission 291 390 28 10Sales 179 123 147 124Subsidies 960 464 960 464Materials Development 2 - 2 -Recouped Expenditure 414 869 422 875Other 130 94 129 944,264 2,695 3,976 2,322

26Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012ConsolidatedParent EntityNotes 2012 2011 2012 2011$'000 $'000 $'000 $'000Note 9. Gain on assets acquired at less than fair valueGain on assets acquired at less than fair value - 8,081 - 8,081During 2011 the Group acquired property at 5 Ibis Avenue, Rockhampton. This acquisition resulted from an ‘arms-length’ transaction. Asubsequent valuation as at 31 October 2011 was performed by MD Sheehan (AAPI), Registered valuer No. 1011 which resulted in a gainon assets acquired at less than fair value.Note 10. Employee related expensesAcademicSalaries 60,742 54,292 49,150 42,554Contribution to funded superannuation and pension schemes 8,199 7,412 7,548 6,752Payroll tax 3,330 2,913 2,901 2,499Worker's compensation 161 167 118 117Long service leave expense 1,286 1,398 1,174 1,224Annual leave 4,199 3,729 4,212 3,710Other 136 120 89 78Total academic 78,053 70,033 65,192 56,936Non-academicSalaries 64,395 57,680 49,080 44,254Contribution to funded superannuation and pension schemes 9,088 8,467 7,578 6,920Payroll tax 3,760 3,472 2,758 2,500Worker's compensation 211 244 124 129Long service leave expense 1,505 1,719 1,231 1,305Annual leave 4,454 3,983 4,468 3,933Other 166 201 109 132Total non-academic 83,579 75,764 65,348 59,172Total employee related expenses 161,632 145,797 130,540 116,108Included 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 1151Note 11. Depreciation and amortisationDepreciationBuildings 5,693 4,624 5,693 4,625Infrastructure 605 607 605 607Leasehold improvements 1,398 1,653 1,392 1,653Motor vehicles 661 601 660 601Computing equipment 1,059 1,200 616 696Plant and equipment 1,662 1,268 1,456 1,084Total depreciation 11,078 9,953 10,422 9,266AmortisationComputer software 3,249 3,085 3,161 2,973Total amortisation 3,249 3,085 3,161 2,973Total depreciation and amortisation 14,327 13,038 13,583 12,239

CQUniversity ANNUAL REPORT 2012Note 12. Repairs and maintenanceCentral Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012ConsolidatedParent EntityNotes 2012 2011 2012 2011$'000 $'000 $'000 $'000Buildings 1,492 1,609 1,391 1,508Cleaning 2,178 1,904 1,740 1,479Repairs and maintenance general 866 821 863 818IT maintenance 2,590 2,260 2,590 2,260Service contracts 350 157 350 145Other operating expenses 2,100 3,527 1,227 2,646Total repairs and maintenance 9,576 10,278 8,161 8,856Note 13. Management and other fees27ANNUAL FINANCIAL STATEMENTSManagement fees 804 580 41,987 50,271Consultants fees 1,083 1,417 978 1,361Commission 4,056 4,873 167 169Copyright, royalties and patents 660 632 704 632Membership fees and subscriptions 1,208 1,078 1,196 1,074Student related fees 1,063 1,210 1,063 1,218Labour services fees 5,226 3,336 4,993 4,701Other fees 2,152 1,691 2,055 1,672Total management and other fees 16,252 14,817 53,143 61,098Note 14. Recovery of grantsAustralian government grantsCommonwealth Grants Scheme 1,469 1,573 1,469 1,573HECS - HELP - Australian Government payments 1,954 271 1,954 271Scholarships - 596 - 596DIISRTE - Research - 22 - 22Health Workforce Australia 69 166 69 166Other 69 80 69 80Total recovery of grants 3,561 2,708 3,561 2,708Note 15. Other expensesScholarships, grants and prizes 3,086 2,492 3,243 2,469Advertising, marketing and promotional expenses 7,740 6,527 5,524 4,804Audit fees, bank charges, legal costs, insurance and taxes 2,492 2,041 2,189 1,782Donations 53 59 53 59Changes in inventories of finished goods (327) 228 (327) 228Printing, stationery, postages and freight 1,665 1,794 1,360 1,385Rental, hire and other leasing fees 619 767 369 611Foreign exchange losses - 2 - 2Services and utility costs 4,374 3,476 3,997 3,104Waivers - student fees 3,961 3,180 3,961 3,180Publications expenses 707 957 696 957Special payments (ex gratia) 141 - 141 -Other expenses 1,144 1,419 651 797Total other expenses 25,655 22,942 21,857 19,378

28Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012ConsolidatedParent EntityNotes 2012 2011 2012 2011$'000 $'000 $'000 $'000Note 16. Income tax expenseCurrent 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 incometax 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 payableOperating result from continuing operationsbefore 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) incalculating 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 equivalentsCash at bank and on hand 2,800 2,897 1,504 1,484Deposits at call 15,318 41,270 6,666 28,028Other - trust fund 132 119 - -Total cash and cash equivalents 18,250 44,286 8,170 29,512(a) Cash at bank and on handCash 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 callThe 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 2012Note 18. ReceivablesCentral Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012ConsolidatedParent EntityNotes 2012 2011 2012 2011$'000 $'000 $'000 $'000CurrentTrade receivablesCommercial and general debtors 4,462 5,504 3,830 5,821Student debtors 725 657 725 656Student loans 21 7 21 7Student board 20 10 20 105,228 6,178 4,596 6,494Less: Impaired receivables - Student debtors (149) (112) (149) (112)Less: Impaired receivables - Commercial and general debtors (187) (193) (187) (193)4,892 5873000 4,260 6,189Other receivablesAccrued revenue 12 15 7 7Prepayments 5,074 4,208 9,206 11,112(Net) GST 1,009 1,169 1,014 1,032Total current receivables 10,987 11,265 14,487 18,33929ANNUAL FINANCIAL STATEMENTSTotal receivables 10,987 11,265 14,487 18,339Impaired receivablesAs at 31 December 2012 current receivables of the Group with a nominal value of $335,597 (2011: $305,200) were consideredimpaired 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 ParentEntity were past due but not impaired. These relate to a number of independent customers for whom there is no recent history ofdefault. The ageing analysis of these receivables is as follows:Up to 3 months3 to 6 monthsOver 6 monthsMovements in the allowance for impaired receivables are as follows:At 1 JanuaryAllowance for impairment recognised during the yearReceivables written off during the year as uncollectibleUnused amount reversed1,167 1,820 1,162 1,809451 135 410 135142 33 142 331,760 1,988 1,714 1,977305 180 305 180236 (17) 236 (17)(79) (64) (79) (64)(126) 206 (126) 206336 305 336 305The creation and release of the allowance for impaired receivables has been included in 'bad and doubtful debts' in the incomestatement. Amounts charged to the allowance account are generally written off when there is no expectation of recovering additionalcash.The other amounts within receivables do not contain impaired assets and are not past due. Based on credit history, it is expectedthat these amounts will be received when due.

30Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012ConsolidatedParent EntityNotes 2012 2011 2012 2011$'000 $'000 $'000 $'000Note 19. InventoriesCurrentMerchandiseBookshop inventory held for distribution - at cost 2,208 1,890 2,208 1,890Total current inventories 2,208 1,890 2,208 1,890Total inventories 2,208 1,890 2,208 1,890Note 20. Income tax assetsThe income tax refundable of $472,803 (2011: $105,914) for the Group, $Nil (2011: $Nil) for the Parent Entity represents the amountof income tax refundable in respect of current periods net of payments of tax made to the relevant tax authority and accrual at end ofyear.Note 21. Available for sale financial assetsCurrentQIC - Unit trust 30,886 35,500 30,886 35,50030,886 35,500 30,886 35,500Non-currentShares in SubsidiariesC Management Services Pty Ltd - - - -CQU Travel Centre Pty Ltd - - 411 402Australian 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 CompaniesEducation Australia Ltd 1,565 1,337 1,565 1,337WaterEd Australia Pty Ltd 165 137 165 137Rail Innovation Australia Pty Ltd 82 78 82 78AARNet Pty Ltd 1 1 1 1Unisuper Management Pty Ltd - - -Total non-current other financial assets 1,813 1,553 2,750 1,955Total available for sale financial assets 32,699 37,053 33,636 37,455Changes in fair values of other financial assets are recorded in other comprehensive income.Investment FundsThe investment funds in the unit trust with Queensland Investment Corporation (QIC) were established to provide the University with shorttermfunding capabilities.SubsidiariesDetails of subsidiaries are set out in Note 38. The Australian International Campuses Trust owns 100% of the shares in C ManagementServices Pty Ltd. The trust was established for the benefit of the University, being the sole unit holder. These shares are valued usingthe 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 usingthe 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 ofthe University. The university acquired the company in an active market. These shares are valued using the net asset value on a goingconcern method.CQU Institute of Higher Learning Pte Ltd was registered in Singapore on 9 March 2012 with 1,000,000 ordinary shares issued. CentralQueensland University has a 51% shareholding. The company has traded during the 2012 year however operations are now on hold.

CQUniversity ANNUAL REPORT 2012Note 21. Available for sale financial assets cont..Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Mask-Ed International Pty Ltd was established on 28 June 2011 and is a fully owned subsidiary of the Univesity with 100 ordinary sharesissued to Central Queensland University. The company has not traded to date.Unlisted SecuritiesEducation Australia Ltd is a company offering student placement and English language testing services. The University holds less than3% of the shareholding in Education Australia Ltd. The shares are valued using the net asset method. This is a management valuationand 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 andtraining. The University holds a 20% shareholding in WaterEd Australia Pty Ltd. The shares are valued using the net asset value on agoing 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 RailwayEngineering and Technologies. The University holds a 24% shareholding in Rail Innovation Australia Pty Ltd. The shares are valuedusing the net asset method. This is a management valuation and there is no active market for these shares.31ANNUAL FINANCIAL STATEMENTSAARNet Pty Ltd provides network connectivity for Australian Universities and the CSIRO. The University holds less than 3% of theshareholding 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 anactive market to trade, or the shares are held as part of a membership. These holdings are with the unlisted entities, AustralianInternational Campuses Pty Ltd and Unisuper Management Pty Ltd.Note 22. Other non-financial assetsConsolidatedParent EntityNotes 2012 2011 2012 2011$'000 $'000 $'000 $'000CurrentImputation credits 61 8 61 8Other 180 191 180 191Total other non-financial assets 241 199 241 199Note 23. Investments accounted for using the equity methodInvestments in associates 177 236 - -ReconciliationBalance at 1 January 2012 236 195 - -Share of profit for the year (59) 41 - -Balance at 31 December 2012 177 236 - -Name of Entity DescriptionOwnership interestHortical Pty Ltd Company established to hold the licence to the50% 50%intellectual property rights in Non-invasiveSorting Technology and to develop andcommercialise these activities.Summarised financial information in respect of associates is set out below.Financial PositionTotal assets 561 686 - -Total liabilities 208 214 - -Net assets 353 472 - -Share of associates' net assets 177 236 - -Financial PerformanceTotal revenue 28 176 - -Profit/(loss) (119) 82 - -Share of associates' profit/(loss) (59) 41 - -

32Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012ConsolidatedParent EntityNotes 2012 2011 2012 2011$'000 $'000 $'000 $'000Note 24. Investment propertiesAt fair valueOpening balance at 1 January 1,650 9,500 1,650 9,500Change in fair value - 350 - 350Disposals - (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 propertiesRental Income 141 712 141 712Direct operating expenses (rent generating properties) (3) (251) (3) (251)Total recognised in profit and loss 138 461 138 461(b) Valuation basisInvestment property was last comprehensively revalued at fair value as at 31 October 2012 by M.D. Sheehan, RegisteredValuer (No. 1011). The valuation was based on publicly available data on recent rentals and sales of similar buildings innearby localities. Such valuations were also influenced by details supplied by the University in respect of the age, internalfeatures/design and physical condition of each building.(c) Leasing arrangementsInvestment properties consist of one property that is leased to third parties under individually negotiated lease terms.

CQUniversity ANNUAL REPORT 201233Note 25. Property, plant and equipmentConstructionin progress Freehold landCentral Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012FreeholdbuildingsPlant andequipmentLeaseholdimprovementsOther work inprogressLibrary &collections Infrastructure TotalConsolidated $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000At 1 January 2011- Cost 7,994 - - 32,426 10,345 3,407 - - 54,172- Valuation - 39,115 179,562 - - - 1,536 14,717 234,930Accumulated 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 8,002 221,291Year ended 31 December 2011Opening net book amount 7,994 39,115 151,271 7,174 2,792 3,407 1,536 8,002 221,291Adjustment relating to prior period - - (402) 39 - - (8) 401 30Revaluation surplus/(deficit) - 596 1,583 - - - 339 61 2,579Additions 15,069 4,300 9,550 3,652 207 7,288 18 363 40,447Disposals - - - (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 8,436 253,986At 31 December 2011- Cost 3,746 - - 35,752 16,645 2,362 - - 58,505- Valuation ¹- 44,011 209,553 - - - 1,878 15,955 271,397Accumulated 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 8,436 253,986Year ended 31 December 2012Opening net book amount 3,746 44,011 176,479 9,635 7,439 2,362 1,878 8,436 253,986Adjustment relating to prior period - - - - - - - - -Revaluation surplus/(deficit) - 401 1,719 - - - 1,090 71 3,281Additions 11,520 - - 4,605 1,243 4,254 96 - 21,718Disposals - - - (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 8,066 267,563At 31 December 2012- Cost3,199 - - 38,934 22,261 1,438 - - 65,832- Valuation ¹- 44,412 223,013 - - - 3,054 16,281 286,760Accumulated 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 8,066 267,563ANNUAL FINANCIAL STATEMENTS

34Note 25. Property, plant and equipment (continued)Constructionin progressFreehold landCentral Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012FreeholdbuildingsPlant andequipmentLeaseholdimprovementsOther work inprogressLibrary &collectionsInfrastructure TotalParent entity $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000At 1 January 2011- Cost 7,994 - - 27,727 10,346 3,407 - - 49,474- Valuation - 39,115 179,562 - - - 1,536 14,713 234,926Accumulated 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 8,002 219,953Year ended 31 December 2011Opening net book amount 7,994 39,115 151,271 5,836 2,792 3,407 1,536 8,002 219,953Adjustment relating to prior period - - (402) 39 - - (8) 401 30Revaluation surplus/(deficit) - 596 1,583 - - - 339 61 2,579Additions 15,069 4,300 9,550 2,908 207 7,288 18 363 39,703Disposals - - - (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 8,436 252,628At 31 December 2011- Cost 3,746 - - 31,122 16,645 2,362 - - 53,875- Valuation ¹- 44,011 209,553 - - - 1,878 15,951 271,393Accumulated 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 8,436 252,628Year ended 31 December 2012Opening net book amount 3,746 44,011 176,479 8,277 7,439 2,362 1,878 8,436 252,628Adjustment relating to prior period - - - - - - - - -Revaluation surplus/(deficit) - 401 1,719 - - - 1,090 71 3,281Additions 11,520 - - 4,354 1,146 4,254 96 - 21,370Disposals - - - (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 8,066 266,535At 31 December 2012- Cost3,199 - - 34,671 22,127 1,438 - - 61,435- Valuation ¹- 44,412 223,013 - - - 3,054 16,278 286,757Accumulated 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 8,066 266,535The 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 October2012 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 toFair 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 byexternal valuer are not revalued and are carried at cost. Thus fair value of these are based on management assessment.

CQUniversity ANNUAL REPORT 2012Note 26. Intangible assetsCentral Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012ComputerComputerSoftwareSoftware Workin Progress Goodwill TotalConsolidated $'000 $'000 $'000 $'000At 1 January 2011- Cost 17,836 94 - 17,930Accumulated amortisation (10,662) - - (10,662)Net book amount 7,174 94 - 7,26835ANNUAL FINANCIAL STATEMENTSYear ended 31 December 2011Opening net book amount 7,174 94 - 7,268Additions 3 2,096 - 2,099Disposals (137) - (137)Amortisation charge (3,085) - - (3,085)Capitalisation 2,137 (2,137) - -Closing net book amount 6,092 53 - 6,145At 31 December 2011- Cost 19,419 53 - 19,472Accumulated amortisation (13,327) - - (13,327)-Net book amount 6,092 53 - 6,145Year ended 31 December 2012Opening net book amount 6,092 53 - 6,145Adjustment relating to prior period - - -Additions 149 2,138 373 2,660Disposals - - -Amortisation charge (3,248) - - (3,248)Capitalisation 991 (991) - -Closing net book amount 3,984 1,200 373 5,557At 31 December 2012- Cost 20,560 1,200 373 22,133Accumulated amortisation (16,576) - - (16,576)Net book amount 3,984 1,200 373 5,557

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

CQUniversity ANNUAL REPORT 2012Note 27. Deferred tax assets and liabilitiesCentral Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012ConsolidatedThe balance comprises temporary differencesattributable to:Assets Liabilities Net2012 2011 2012 2011 2012 2011$'000 $'000 $'000 $'000 $'000 $'000Prepayments - - (59) (95) (59) (95)Property, plant and equipment 162 212 - - 162 212Accrued interest - - (2) (3) (2) (3)Payables 145 125 - - 145 125Employee provisions 1,249 1,340 - - 1,249 1,340FBT liability - 4 (12) - (12) 4Other legal and consultancy fees - - - - - -Vehicle leases - - - (57) - (57)Tax loss carried forward 429 - - - 429 -1,985 1,681 (73) (155) 1,912 1,52637ANNUAL FINANCIAL STATEMENTSMovement in temporary differences during the year: Balance Recognised Balance01-Jan-11 in income 31-Dec-11$'000 $'000 $'000Prepayments (138) 43 (95)Property, plant and equipment 193 19 212Accrued interest (3) - (3)Payables 123 2 125Employee provisions 1,142 198 1,340FBT Liability (3) 7 4Other legal and consultancy fees 13 (13) -Vehicle leases (51) (6) (57)Tax loss carried forward - - -1,276 250 1,526Movement in temporary differences during the year: Balance Recognised Balance01-Jan-12 in income 31-Dec-12$'000 $'000 $'000Prepayments (95) 36 (59)Property, plant and equipment 212 (50) 162Accrued interest (3) 1 (2)Payables 125 20 145Employee provisions 1,340 (91) 1,249FBT Liability 4 (16) (12)Other legal and consultancy fees - - -Vehicle leases (57) 57 -Tax loss carried forward - 429 4291,526 386 1,912

38Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 28. Trade and other payablesConsolidatedParent Entity2012 2011 2012 2011$'000 $'000 $'000 $'000CurrentOS-HELP liability to Australian Government 1 64 1 64Trade creditors 6,629 7,606 5,507 6,356Liability to Australian Government for grant recovery 292 165 292 165Other creditors 3,026 1,640 2,622 1,612Total current trade and other payables 9,948 9,475 8,422 8,197Total trade and other payables 9,948 9,475 8,422 8,197Note 29. ProvisionsCurrent provisions expected to be settled within 12 monthsGrant recovery 3,480 1,454 3,480 1,454Employee benefitsAnnual leave 9,653 8,981 8,100 7,429Long service leave 3,304 3,580 2,410 2,315Staff redundancies - 580 - 580Current provisions expected to be settled after 12 monthsEmployee benefitsAnnual leave 1,075 1,103 1,075 1,103Long service leave 9,192 8,497 9,192 8,497Total current provisions 26,704 24,195 24,257 21,378Non-currentMake good 4,151 2,822 4,151 2,822Employee benefitsLong service leave 4,278 4,814 2,560 3,166Total non-current provisions 8,429 7,636 6,711 5,988Total provisions 35,133 31,831 30,968 27,366

CQUniversity ANNUAL REPORT 2012(a) Movements in provisionsCentral Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Movements in each class of provision during the financial year, other than employee benefits, are set out below:GrantRecovery2012Consolidated$'000CurrentCarrying amount at start of year 1,454Additional provisions recognised 3,424Amounts used (1,398)Unused amounts reversed -Carrying amount at end of year 3,48039ANNUAL FINANCIAL STATEMENTSGrant recoveryProvision is made for estimated recovery of Australian Government financial assistance in particular Commonwealth Grants Scheme,HECS-HELP and Commonwealth Scholarships due to lower than expected student enrolments.Make Good2012$'000Non-currentCarrying amount at start of year 2,822Additional provisions recognised 999Unused amounts reversed -Change in estimated cashflows 147Increase/(decrease) in discounted amount 183Carrying amount at end of year 4,151Leasehold improvements - make goodProvision is made for estimated make good expenses in accordance with the terms of the lease agreements for premises at 400 KentStreet Sydney, 90 Goodchap Street Noosaville, 160 Ann Street Brisbane, 44 Greenhill Road Wayville and 134 -140 Little Lonsdale StreetMelbourne. The leases have termination dates of 2022, 2021, 2020 and 2016 respectively when it is expected that these obligations willbe realised.ConsolidatedParent Entity2012 2011 2012 2011$'000 $'000 $'000 $'000Note 30. Other liabilitiesCurrentRevenue received in advance 10,577 15,326 10,566 15,329Building lease liability* 491 693 491 693Other 3,012 3,689 2,997 3,174Total current other liabilities 14,080 19,708 14,054 19,196Non-currentBuilding lease liability* 16,741 12,559 16,741 12,559Total non-current other liabilities 16,741 12,559 16,741 12,559Total 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 areexpensed on a straight-line basis over the terms of the individual lease in accordance with AASB 117. This liability is over theremaining life of the leases.

40Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012ConsolidatedParent EntityNotes 2012 2011 2012 2011$'000 $'000 $'000 $'000Note 31. Reserves and retained surpluses(a) ReservesProperty, plant and equipment revaluation reserve 78,452 75,171 78,451 75,171Available for sale financial assets 5,990 2,402 5,923 2,704Foreign currency translation reserve 34 - - -Total reserves 84,476 77,573 84,374 77,875Non-controlling interest (17) - - -Total reserves attributable to parent entity 84,459 77,573 84,374 77,875Movements:Property, plant and equipment revaluation reserveBalance 1 January 75,171 72,584 75,171 72,584Revaluation increment/(decrement)Buildings 1,718 1,583 1,718 1,583Land 401 596 401 596Infrastructure 71 61 71 61Library heritage collection 1,167 - 1,167 -Artwork (77) 347 (77) 347Balance 31 December 78,451 75,171 78,451 75,171Available for sale financial assets reserveBalance 1 January 2,402 5,996 2,704 6,275Fair value increment/(decrement) 3,588 (3,594) 3,219 (3,571)Balance 31 December 5,990 2,402 5,923 2,704Foreign currency translation reserveBalance 1 January - - - -Fair value increment/(decrement) 34 - - -Balance 31 December 34 - - -(b) Retained surplusMovements in retained surplus were as follows:Retained surplus at 1 January 207,196 210,474 202,527 205,469Net 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 reservesThe property, plant and equipment revaluation reserve includes the net revaluation increments and decrements arising from therevaluation.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 PteLtd whose functional and presentation currency is Singapore dollars into the group accounts which are presented in Australiandollars.

CQUniversity ANNUAL REPORT 2012Note 32. Key Management personnel and remunerationCentral Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012(a) Names of responsible persons and key executive management personnelThe following persons were responsible persons and key management executive personnel of the consolidated entity during thefinancial year:Members of the Council and Board Members of the consolidated entityR. Fritschy C. TurpinS. Bowman R. MinchintonJ. Kyd (Resigned 31 August 2012) B. Fredericks (Appointed 1 August 2012)T. Griffin T. Grigg (Resigned 17 July 2012)C. Ware A. BlakeS. Collins L. HyamJ. Anderson D.TurnerJ. Fitzsimmons J. RobertsJ. 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)41ANNUAL FINANCIAL STATEMENTSKey Executive Management PersonnelS. Bowman J. RobertsJ. 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. WesslingA. Dawson D. HorvathN. Babovic J. BrownK. 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 thefinancial year.

42Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012(b) Council and Board MembersUniversity Council MembersThe University Council is the governing body of the University, as set out in the Central Queensland University Act 1998 and isresponsible for managing and controlling the University's affairs, property and finances. The council must act in the manner that ismost 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 makeappropriately informed decisions; and to act at all times in the interests of the University.CQU Travel Centre Pty Ltd Board MembersBoard members of CQU Travel Centre Pty Ltd are responsible for applying governance and oversight of the management of thebusiness and for ensuring the profitable operation on a sustainable basis. They approve the strategic direction and operations ofthe 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 byauthority of the Company's Shareholder on 17 January 2006 and 23 June 2010 respectively.Australian International Campuses Pty Ltd Board MembersBoard members of Australian International Campuses Pty Ltd are responsible for applying governance and oversight of themanagement of the business and for ensuring the profitable operation on a sustainable basis. They approve the strategic directionand 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'sShareholder on 5 November 2008 and 22 February 2011 respectively.C Management Services Pty Ltd Board MembersBoard members of C Management Services Pty Ltd are responsible for ensuring that the Company complies with the objects as setout in its constitution, governance and oversight of the management of the business and for ensuring the profitable operation on asustainable basis. The Company's Board of Directors approve the strategic direction and operations of the Company inaccordance 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'sShareholder on 26 August 2003, 20 November 2003 and 2 September 2009 respectively.Health Train Education Services Pty Ltd Board MembersBoard members of Health Train Education Services Pty Ltd are responsible for applying governance and oversight of themanagement of the business and for ensuring the profitable operation on a sustainable basis. They approve the strategic directionand 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 byauthority of the Company's Shareholder on 5 June 2012.CQU Institute of Higher Learning Pte Ltd Board MembersBoard members of CQU Institute of Higher Learning Pte Ltd are responsible for applying governance and oversight of themanagement of the business and for ensuring the profitable operation on a sustainable basis. They approve the strategic directionand 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 byauthority of the Company's Shareholders on 9 March 2012.

CQUniversity ANNUAL REPORT 2012Note 32. Key Management personnel and remuneration (continued)C Management Services Pty Ltd Board MembersPositionChairman of the BoardCentral Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012ResponsibilitiesContract classificationand appointmentauthorityThe Chairman of the Board isresponsible for leading and managingthe Board in the discharge of its duties.Appointed by authority andProfessor Bowman is the CQUniversityon contract terms of theVice Chancellor & President and bringsCompany’s Shareholder.extensive academic and managementexperience from within the Australianhigher education sector.Current IncumbentsDate appointed to position(Date resigned from position)Appointed 27 July 2011(Board Member –2 September 2009 to 27 July2011)43ANNUAL FINANCIAL STATEMENTSBoard Member (1)Board Member (2)Emeritus Professor Blake, AM held theposition of Vice Chancellor &President, University of Technology,Sydney from 1996 to 2002. He hasalso held Directorships andMemberships on Boards and Councils(both public and private) within theAustralian higher education sector.Emeritus Professor Blake, AM bringsto the Board a wide range ofeducational, strategic andmanagement experience as well asstrategic skills.Mr Fritschy is the CQUniversityChancellor. Mr Fritschy has heldsenior managerial positions anddirectorships within the mining sectorand brings to the Board extensivecommercial knowledge and experiencefrom within the Australian highereducation sector.Appointed by authority ofthe Company’sShareholder. Contractduration is approved bythe Company’sShareholder.Appointed by authority ofthe Company’sShareholder. Contractduration is approved bythe Company’sShareholder.Appointed 1 August 2008(Chairman – 1 August 2008 to 27July 2011)Appointed 26 August 2003Board Member (3)Ms Hyam has held executivemanagement positions andDirectorships within the internationaland Australian higher education sectoras well as in local government. MsHyam brings extensive industry,strategic development, marketdevelopment and government relationsexperience to the Board.Appointed by authority ofthe Company’sShareholder. Contractduration is approved bythe Company’sShareholder.Appointed 1 August 2008Board Member (4)Mr Ware is the CQUniversity DeputyChancellor. He is currently aConsultant in a private legal practiceand is a widely experienced solicitor.Mr Ware has held Directorships onlocal industry Boards and bringsextensive legal and governmentknowledge to the Board.Appointed by authority ofthe Company’sShareholder. Contractduration is approved bythe Company’sShareholder.Appointed 20 November 2003

44Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 32. Key Management personnel and remuneration (continued)(c) Remuneration of Council and Board MembersCentral Queensland University Council members do not receive any remuneration for attendance at Council meetings oractivities. 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 ServicesPty Ltd and CQU Institute of Higher Learning Pte Ltd receive no remuneration from the company or the Group in return fortheir 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 lastreviewed by the Board on 28 November 2012.Remuneration packages for Board personnel comprise the following components:-C Management Services Pty LtdShort-term employee benefitsPost-employment benefitsOther long-term benefitsTermination benefits2012 2011$ $208,607 213,58617,865 19,222- -- -226,472 232,8082012 C Management Services Pty LtdPositionChairman of the Board *Board Member (1)Board Member (2)Board Member (3)Board Member (4)Short term EmployeeBenefitsBase$'000Non-MonetaryBenefits$'000Long TermEmployeeBenefitsPostEmploymentBenefitsTerminationBenefitsTotalRemuneration$'000 $'000 $'000 $'000- - - - - -53 - - 4 - 5752 - - 5 - 5752 - - 5 - 5752 - - 5 - 57209 - - 18 - 227* The Chairman of the Board is an employee of Central Queensland University (the Company's ultimate shareholder) and isnot paid Director's fees.

CQUniversity ANNUAL REPORT 2012Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 32. Key Management personnel and remuneration (continued)(c) Remuneration of Council and Board Members (continued)2011 C Management Services Pty LtdBoard Member (1)Board Member (2)Board Member (3)Board Member (4)PositionChairman of the Board *Short term EmployeeBenefitsBase$'000Non-MonetaryBenefits$'000Long TermEmployeeBenefitsPostEmploymentBenefitsTerminationBenefitsTotalRemuneration$'000 $'000 $'000 $'000- - - - - -69 - - 6 - 7648 - - 4 - 5248 - - 4 - 5248 - - 4 - 52213 - - 19 - 23245ANNUAL FINANCIAL STATEMENTS* The Chairman of the Board is an employee of Central Queensland University (the Company's ultimate shareholder) and isnot 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 BoardMembers (excluding Key Executive ManagementPersonnel)Nil - $14,999$45,000 - $59,999$75,000 - $89,999ConsolidatedParent Entity2012 2011 2012 2011No. No. No. No.18 13 15 144 3 - -- 1 - -

46Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 32. Key Management personnel and remuneration (continued)(d) Key Executive Management PersonnelKey executive management personnel include those positions that had authority and responsibility for planning, directing andcontrolling the activities of the Group during 2012.Central Queensland UniversityCurrent IncumbentsPositionResponsibilitiesContract classificationand appointmentauthorityDate appointed to position(Date resigned from position)Vice-Chancellor andPresidentThe Vice-Chancellor and President isAppointed by authority ofresponsible for the provision ofthe University Councilleadership and driving the strategicaccording to the Centralplanning, finance and external affairs ofQueensland University Actthe University is a Member of theAppointed 1 August 20091998, Part 3, Section 32.University Council and Chair of theContract terms are basedBoard of C Management Services Ptyon market forces andLtd and CQU Institute of Higherresearch.Learning Pte Ltd.Deputy Vice-Chancellor (Academic& Research)The Deputy Vice-Chancellor(Academic & Research) is responsiblefor driving the University's academic,research and engagement strategicand operational agendas. Theprevious appointee was a Member ofthe University Council.Appointed by authority ofthe University Councilaccording to the CentralQueensland University Act1998, Part 2, Division 2,S9 (2)(a). Contract termsare based on marketforces and research.Previous incumbent resigned 31August 2012Current incumbent appointed 19November 2012 (Acting from 1August 2012)Deputy Vice-Chancellor(International)The Deputy Vice-Chancellor(International) is a dual role with that ofChief Executive Officer of CManagement Services Pty Ltd - awholly owned subsidiary of theUniversity, which has responsibility forthe management of the company andits relationship with the University.Appointed by authority ofthe University Councilaccording to the CentralQueensland University Act1998, Part 2, Division 2,S9 (2)(a). Contract termsare based on marketforces and research.Previous incumbent contractexpired 1 August 2012Interim acting appointment from11 January 2012 (Resigned 31August 2012)Responsibilities incorporated intoDeputy Vice-Chancellor(International and Services)position 4 July 2012Deputy Vice-Chancellor(International andServices)The Deputy Vice-Chancellor(International and Services) isresponsible for oversight and strategicmanagement of the facilities whichsupport the provision of academic andresearch activity across the University.During the year the incumbent wasappointed to the role of Chief ExecutiveOfficer of C Management Services PtyLtd and is responsible for the oversightand strategic management of thatCompany.Appointed by authority ofthe University Councilaccording to the CentralQueensland University Act1998, Part 2, Division 2,S9 (2)(a). Contract termsare based on marketforces and research.Appointed 4 July 2012Previously Deputy Vice-Chancellor (University Services)appointed 1 May 2010

CQUniversity ANNUAL REPORT 2012Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 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 forfacilitating the University's renewalagenda.Appointed by authority ofthe University Councilaccording to the CentralQueensland University Act1998, Part 2, Division 2,S9 (2)(a). Contract termsare based on marketforces and research.Appointed 16 November 2009(Contract expired 31 January2012)Position disestablished47ANNUAL FINANCIAL STATEMENTSDeputy Vice-Chancellor (Industryand VocationalEducation andTraining)The Deputy Vice-Chancellor (Industryand Vocational Education andTraining) main focus is theresponsibility for developing the firstDual Sector University in Queenslandand is a Director of Health TrainEducation Services Pty Ltd.Appointed by authority ofthe University Councilaccording to the CentralQueensland University Act1998, Part 2, Division 2,S9 (2)(a). Contract termsare based on marketforces and research.Appointed 2 May 2011Deputy Vice-Chancellor (HigherEducation Division)The Deputy Vice-Chancellor (HigherEducation Division) is responsible forbuilding a higher education portfolio.The position will also identify potentialto raise the profile of the University,and develop innovative strategies andplans to increase student numbers,community engagement opportunities,research potential and the overallquality of the University. Theincumbent is a Director of CQUInstitute of Higher Learning Pte Ltd.Appointed by authority ofthe University Councilaccording to the CentralQueensland University Act1998, Part 2, Division 2,S9 (2)(a). Contract termsare based on marketforces and research.Appointed 27 June 2012Appointed 27 May 2010Pro Vice-Chancellor &Executive Dean(Faculty of Sciences,Engineering & Health)The Pro Vice-Chancellor & ExecutiveDean is responsible for strategicplanning and developing goals,objectives and budgets, for highstandards of curriculum, pedagogy andassessment in relation to programsand courses.Appointed by authority ofthe University Councilaccording to the CentralQueensland University Act1998, Part 2, Division 2,S9 (2)(a). Contract termsare based on marketforces and research.Appointed to concurrent role ofActing Executive Dean (Facultyof Arts, Business, Informaticsand Education) 8 May 2012)Roles disestablished 26 June2012 and incorporated intoposition of Deputy Vice-Chancellor (Higher EducationDivision)Pro Vice-Chancellor &Executive Dean(Faculty of Arts,Business, Informaticsand Education & Headof Campus, Noosa)The Pro Vice-Chancellor & ExecutiveDean is responsible for strategicplanning and developing goals,objectives and budgets, for highstandards of curriculum, pedagogy andassessment in relation to programsand courses.Appointed by authority ofthe University Councilaccording to the CentralQueensland University Act1998, Part 2, Division 2,S9 (2)(a). Contract termsare based on marketforces and research.Appointed 9 February 2011(Contract expired 6 July 2012)Position responsibilitiesredistributed 8 May 2012Pro Vice-Chancellor & ExecutiveDean position disestablished 6July 2012

48Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 32. Key Management personnel and remuneration (continued)(d) Key Executive Management Personnel (continued)Central Queensland University (continued)Chief Financial OfficerThe Chief Financial Officer isresponsible for the University'sPlanning and Financial Managementincluding Risk Management; is aDirector of CQU Travel Centre Pty Ltd,Health Train Education Services PtyLtd, Mask-Ed International Pty Ltd andCQU Institute of Higher Learning PteLtd.During the year the incumbent wasappointed to the role of Chief FinancialOfficer of C Management Services PtyLtd and is responsible for theCompany's strategic planning andfinancial management including riskmanagement.Appointed by authority ofthe University Councilaccording to the CentralQueensland University Act1998, Part 2, Division 2,S9 (2)(a). Contract termsare based on marketforces and research.Appointed 1 May 2010University SecretaryThe University Secretary is theSecretary to the University Council andis responsible for the processes ofgovernance within the Universitythrough the Council and its subcommittees,the management of theVice-Chancellor and President's Office,and is a Director of CQU Travel CentrePty Ltd.Appointed by authority ofthe University Councilaccording to the CentralQueensland University Act1998, Part 2, Division 2,S9 (2)(a). Contract termsare based on marketforces and research.Appointed 1 May 2010Concurrent role of Director,Office of the Vice-Chancellor andPresident removed as from 10February 2012C Management Services Pty LtdCurrent IncumbentsPositionResponsibilitiesContract classificationand appointmentauthorityDate appointed to position(Date resigned from position)Chief Executive OfficerChief Executive OfficerThe Chief Executive Officer isresponsible for oversight and strategicmanagement of the Company.The Chief Executive Officer isresponsible for oversight and strategicmanagement of the Company.Appointed by authority ofThe Company’sShareholder. Contractterms are based onmarket forces andresearch.Appointed by authority ofThe Company'sShareholder.Appointed 1 February 2008(Resigned 31 July 2012)Appointed as Acting ChiefExecutive Officer 1 February2012Appointed 1 August 2012Chief Financial Officer/ Company SecretaryThe Chief Financial Officer / CompanySecretary is responsible for theCompany's strategic planning andfinancial management including riskmanagement. The CompanySecretary is appointed by the Boardand is responsible on all corporategovernance matters.Appointed by authority ofthe C ManagementServices Pty Ltd Board.Contract terms are basedon market forces andresearch.Appointed Chief Financial Officer1 June 2006(Resigned 31 July 2012)Appointed Company Secretary6 March 2003(Resigned 20 February 2012)

CQUniversity ANNUAL REPORT 2012Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 32. Key Management personnel and remuneration (continued)(d) Key Executive Management Personnel (continued)C Management Services Pty Ltd (continued)Chief Financial OfficerChief Operating OfficerThe Chief Financial Officer / CompanySecretary is responsible for theCompany's strategic planning andfinancial management including riskmanagement.The Chief Operating Officer isresponsible for strategic planning anddevelopment of business opportunitiesin relation to the Academic programsand courses delivered by theCompany.Appointed by authority ofThe Company'sShareholder.Appointed by authority ofthe Chief ExecutiveOfficer. Contract termsare based on marketforces and research.Appointed as Acting ChiefExecutive Officer 1 March 2012Appointed 1 August 2012Appointed 1 October 200949ANNUAL FINANCIAL STATEMENTSGeneral ManagerMarketing andRecruitmentThe General Manager Marketing andRecruitment is responsible fordeveloping the Company's marketingand recruitment strategies and plansthat drive growth across thesemarkets.Appointed by authority ofthe Chief ExecutiveOfficer. Contract termsare based on marketforces and research.Appointed 10 June 2010Role restructured 23 October2012 as a non-executiveleadership positionGeneral ManagerHuman ResourcesThe General Manager HumanResources is responsible for theCompany's strategic planning inrelation to all staff related matters.Appointed by authority ofthe Chief ExecutiveOfficer. Contract termsare based on marketforces and research.Appointed 14 September 2009Group ManagerAccountingThe Group Manager Accounting isresponsible for influencing andAppointed to the Executiveimplementing the financial objectives ofLeadership Group by thethe Company, statutory reporting andChief Executive Officer.Corporate financial and administrativepolicies and procedures.Appointed to ExecutiveLeadership Group 23 October2012Health Train Services Pty LtdCurrent IncumbentsPositionResponsibilitiesContract classificationand appointmentauthorityDate appointed to positionExecutive DirectorThe Executive Director is responsiblefor oversight and strategicmanagement of the Company.Appointed by authority ofThe Company’sShareholder. Contractterms are based onmarket forces andresearch.Appointed 5 June 2012

50Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 32. Key Management personnel and remuneration (continued)(d) Key Executive Management Personnel (continued)CQU Institute of Higher Learning Pte LtdCurrent IncumbentsPositionResponsibilitiesContract classificationand appointmentauthorityDate appointed to positionChief Executive OfficerThe Chief Executive Officer isresponsible for oversight and strategicmanagement of the Company.Appointed by authority ofThe Company’sShareholder. Contractterms are based onmarket forces andresearch.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 PersonnelRemuneration policies for the Group's key executive management personnel is set by the University Council or the Board of CManagement Services Pty Ltd as applicable. The remuneration and other terms of employment for the key executivemanagement personnel are specified in individual employment contracts. The contracts provide for the provision of otherbenefits where applicable.For the 2012 year, remuneration of Central Queensland University key executive management personnel increased by 6% inline with the applicable Enterprise Agreement as approved by the University Council with C Management Services keyexecutive management personnel increasing by 3% (as from 1 December 2012) in line with the Company's EnterpriseAgreement 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. Amountsdisclosed 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 uponsatisfaction of key criteria. The quantum of the performance bonus is determined against pre-defined key performanceindicators 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.ConsolidatedParent Entity2012 2011 2012 2011$ $ $ $Short-term employee benefits 3,343,281 3,717,154 2,379,642 2,473,110Long term employee benefits 209,823 122,252 174,072 72,039Post employment benefits 457,833 475,624 354,727 370,979Termination benefits 1,469,983 - 470,440 -5,480,920 4,315,030 3,378,881 2,916,128

CQUniversity ANNUAL REPORT 2012Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 32. Key Management personnel and remuneration (continued)(e) Remuneration of Key Executive Management Personnel (continued)2012 Central Queensland UniversityPositionVice-Chancellor and President1 January to 31 December 2012Deputy Vice-Chancellor (Academic andResearch)1 January to 10 January 2012Deputy Vice-Chancellor (Academic andResearch) and Acting Deputy Vice-Chancellor (International)11 January to 31 August 2012Short TermEmployee BenefitsBase$'000Non-MonetaryBenefits$'000Long TermEmployeeBenefitsPostEmploymentBenefitsTerminationBenefitsTotalRemuneration$'000 $'000 $'000 $'000450 25 11 74 - 56010 1 2 7 - 19170 14 5 26 - 21551ANNUAL FINANCIAL STATEMENTSActing Deputy Vice-Chancellor(Academic and Research)1 August to 18 November 2012Deputy Vice-Chancellor (Academic andResearch)19 November to 31 December 2012Deputy Vice-Chancellor (International)1 January to 1 August 2012 *Deputy Vice-Chancellor (UniversityServices)1 January to 3 July 2012Deputy Vice-Chancellor (Internationaland Services)4 July to 31 December 2012101 1 2 8 - 11338 1 1 3 - 43- - - - - -153 11 4 24 - 193149 11 4 25 - 188Deputy Vice-Chancellor (Development)1 January to 31 January 201248 3 19 4 - 74Deputy Vice-Chancellor (Industry &Vocational Education and Training)1 January to 31 December 2012Deputy Vice-Chancellor (HigherEducation)27 June to 31 December 2012252 19 7 49 - 327160 1 4 26 - 191Pro Vice-Chancellor and ExecutiveDean (Faculty of Sciences,Engineering and Health) and Pro Vice-Chancellor and Executive Dean(Faculty of Arts, Business, Informaticsand Education8 May to 26 June 201238 - 4 4 - 46

52Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 32. Key Management personnel and remuneration (continued)(e) Remuneration of Key Executive Management Personnel (continued)Pro Vice-Chancellor and ExecutiveDean (Faculty of Sciences,Engineering and Health)1 January to 7 May 2012Pro Vice-Chancellor and ExecutiveDean (Faculty of Arts, Business,Informatics and Education & Head ofCampus, Noosa)1 January to 6 July 2012Chief Financial Officer1 January to 31 December 2012University Secretary10 February to 31 December 2012University Secretary & Director, Officeof the Vice-Chancellor and President1 January to 9 February 201282 - 2 13 - 98166 11 106 16 470 771223 23 9 38 - 292193 17 (8) 34 - 2367 2 2 3 - 132,240 139 174 355 470 3,379* The Deputy Vice-Chancellor (International) was the Chief Executive Officer of C Management Services Pty Ltd and waspaid by that company.2012 C Management Services Pty LtdPositionChief Executive Officer1 January to 31 July 2012Chief Financial Officer1 January to 31 July 2012Chief Executive Officer *1 August to 31 December 2012Chief Financial Officer *1 August to 31 December 2012General Manager Academic Programsand Development1 January to 31 December 2012General Manager Marketing andRecruitment1 January to 22 October 2012General Manager Human Resources1 January to 31 December 2012Short TermEmployee BenefitsBase$'000Non-MonetaryBenefits$'000Long TermEmployeeBenefitsPostEmploymentBenefitsTerminationBenefitsTotalRemuneration$'000 $'000 $'000 $'00090 39 9 25 542 70475 40 5 18 458 596- - - - - -- - - - - -215 - 7 20 - 241121 - 6 11 - 138159 - 6 15 - 180Group Manager Accounting23 October to 31 December 201233 - 3 - 36692 79 33 92 1,000 1,896* The Chief Executive Officer and the Chief Financial Officer are employees of Central Queensland University (theCompany's ultimate shareholder) and are not paid by the Company.

CQUniversity ANNUAL REPORT 2012Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 32. Key Management personnel and remuneration (continued)(e) Remuneration of Key Executive Management Personnel (continued)2012 Health Train Education Services Pty LtdPositionExecutive Director5 June to 31 December 2012Short TermEmployee BenefitsBase$'000Non-MonetaryBenefits$'000Long TermEmployeeBenefitsPostEmploymentBenefitsTerminationBenefitsTotalRemuneration$'000 $'000 $'000 $'000113 - 3 9 - 12553ANNUAL FINANCIAL STATEMENTSThe Executive Director is an employee of and paid by Central Queensland University for this period.2012 CQU Institute of Higher Learning Pte LtdPositionChief Executive Officer1 February to 4 July 2012Short TermEmployee BenefitsBase$'000Non-MonetaryBenefits$'000Long TermEmployeeBenefitsPostEmploymentBenefitsTerminationBenefitsTotalRemuneration$'000 $'000 $'000 $'00064 15 2 - 81The Chief Executive Officer was an employee of C Management Services Pty Ltd from 1 February to 9 April 2012 andfunded by Central Queensland Univerity during this period.2011 Central Queensland UniversityPositionVice-Chancellor and President1 January to 31 December 2011Deputy Vice-Chancellor (Academic andResearch)1 January to 31 December 2011Deputy Vice-Chancellor (Development)1 January to 31 December 2011Deputy Vice-Chancellor (International)1 January to 31 December 2011 *Deputy Vice-Chancellor (UniversityServices)1 January to 31 December 2011Deputy Vice-Chancellor (Industry &VET)2 May to 31 December 2011Short TermEmployee BenefitsBase$'000Non-MonetaryBenefits$'000Long TermEmployeeBenefitsPostEmploymentBenefitsTerminationBenefitsTotalRemuneration$'000 $'000 $'000 $'000427 38 10 67 - 541270 24 8 47 - 349273 25 7 45 - 350279 21 7 47 - 354198 11 4 31 - 244-

54Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 32. Key Management personnel and remuneration (continued)(e) Remuneration of Key Executive Management Personnel (continued)Pro Vice-Chancellor and ExecutiveDean (Faculty of Arts, Business,Informatics and Education & Head ofCampus, Noosa)1 January to 31 December 2011Pro Vice-Chancellor and ExecutiveDean (Faculty of Sciences,Engineering and Health)1 January to 31 December 2011232 18 9 30 - 289225 - 6 36 - 267Chief Financial Officer1 January to 31 December 2011217 21 13 36 - 287University Secretary & Director, Officeof the Vice-Chancellor and President1 January to 31 December 2011178 17 8 32 - 2352,299 174 72 371 - 2,917* The Deputy Vice-Chancellor (International) is the Chief Executive Officer of C Management Services Pty Ltd and is paidby that company.2011 C Management Services Pty LtdPositionChief Executive Officer1 January to 31 December 2011Chief Financial Officer / CompanySecretary1 January to 31 December 2011General Manager Academic Programsand Development1 January to 31 December 2011General Manager Marketing andRecruitment1 January to 31 December 2011Short TermEmployee BenefitsBase$'000Non-MonetaryBenefits$'000Long TermEmployeeBenefitsPostEmploymentBenefitsTerminationBenefitsTotalRemuneration$'000 $'000 $'000 $'000377 36 16 33 - 462317 22 18 28 - 385201 - 13 18 - 232144 - 1 12 - 157General Manager Human Resources1 January to 31 December 2011148 - 2 13 - 1631,187 58 50 106 - 1,399

CQUniversity ANNUAL REPORT 2012Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 32. Key Management personnel and remuneration (continued)(e) Remuneration of Key Executive Management Personnel (continued)Performance paymentsCentral Queensland UniversityPositionVice-Chancellor and PresidentDate Paid01-Jun-1225-Feb-11Amount and basis for payment$35,150 - The cash performance bonus was calculated by reference tothe outcome of the Vice-Chancellor and President's performanceappraisal. The bonus paid equated to 100% of the maximum bonuspayable and attracted a 9% employer superannuation contribution.$37,000 - The cash performance bonus was calculated by reference tothe outcome of the Vice-Chancellor and President's performanceappraisal. The bonus paid equated to 100% of the maximum bonuspayable and attracted a 9% employer superannuation contribution.55ANNUAL FINANCIAL STATEMENTS

56Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 32. Key Management personnel and remuneration (continued)(e) Remuneration of Key Executive Management Personnel (continued)ConsolidatedParent Entity2012 2011 2012 2011No. 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 theUniversity.

CQUniversity ANNUAL REPORT 2012Note 33. Remuneration of auditorsAssurance Services1. Audit ServicesFees paid to the Auditor General of Queensland:Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012ConsolidatedParent Entity2012 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 FinancialAccountability Act 2009359,868 367,300 209,500 243,600Total remuneration for audit services 359,868 367,300 209,500 243,60057ANNUAL FINANCIAL STATEMENTSNote 34. ContingenciesContingent Liabilities(a) Consultation with the University's staff and insurers has indicated one (1) pending issue which may result in a claimagainst the University. This relates to a possible employment claim. It is difficult to quantify the financial impact of thispotential claim, as the amount payable for this claim, if any, would be reduced by any payout received from theUniversity'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 inrelation 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 inrelation to an overseas based research project.

58Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 35. Commitments(a) Capital commitmentsCapital expenditure contracted for at the reporting date but not recognised as liabilities is as follows:ConsolidatedParent EntityNotes 2012 2011 2012 2011Property, Plant and Equipment $'000 $'000 $'000 $'000Payable:Within one year 6,386 9,662 6,386 9,662Total capital commitments 6,386 9,662 6,386 9,662(b) Lease commitmentsOperating leasesCommitments in relation to non-property leases contracted for at the reporting date but not recognised as liabilities:PayableWithin one year 633 197 534 148Later than one year but not later than five years 1,585 249 1,395 2092,218 446 1,929 357The 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 notrecognised as liabilities:PayableWithin one year 18,766 20,018 18,766 20,018Later than one year but not later than five years 83,085 97,085 83,085 97,085Later than five years 37,285 18,803 37,285 18,803139,136 135,906 139,136 135,906ReceivableWithin one year 4,204 1,044 4,204 1,044Later than one year but not later than five years 15,968 310 15,968 31020,172 1,354 20,172 1,354Total operating lease commitments 118,964 134,552 118,964 134,552(c) Other expenditure commitmentsPayableWithin one year 311 446 311 446Total other expenditure commitments 311 446 311 446

CQUniversity ANNUAL REPORT 2012Note 36. Related Parties(a)(b)(c)Parent entityThe parent entity is Central Queensland University which at 31 December 2012 owns 100% (2011: 100%) of C ManagementServices Pty Ltd, CQU Travel Centre Pty Ltd and Australian International Campuses Pty Ltd. During 2012 Central QueenslandUniversity purchased Health Train Education Services Pty Ltd and owns 100% of the issued share capital. Central QueenslandUniversity also has a 51% share holding in CQU Institute of Higher Learning Pte Ltd located in Singapore.SubsidiariesInterests in subsidiaries are set out in Note 38.Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Key management personnelDisclosures relating to directors and specified executives are set out in Note 32.59ANNUAL FINANCIAL STATEMENTS(d)Transactions with related partiesThe following transactions occurred with related parties:ConsolidatedParent2012 2011 2012 2011$ $ $ $Revenue received from controlled entitiesManagement fee - - 1,290,909 9,049,986Trust distribution - - - 1,000,000Dividends - - - 20,000General - - 856,738 1,169,350Expenses paid to controlled entitiesManagement fee - - 40,969,331 49,541,522Commission - - 86,996 58,426Booking fee - - 228,000 228,000General - - 1,302,569 2,896,886Subsidy - - 180,000 -(e)Outstanding balancesThe following balances are outstanding at the reporting date inrelation to transactions with related parties:Current ReceivablesControlled entities (Trade receivable) - - 209,863 586,055Controlled entities ( Prepaid management fees) - - 4,552,814 7,452,534Non-current receivablesAssociates 84,799 84,799 - -Current payablesControlled entities - - 1,117,464 2,255,905(f)(g)GuaranteesNo guarantees have been granted in relation to any related party.Terms and conditionsAll transactions were made on normal commercial terms and conditions and at market rates.

60Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 37. Business combinations(a) Summary of acquisitionCentral Queensland University acquired Health Train Education Services Pty Ltd on 1 June 2012 and is a wholly ownedsubsidiary of the university. Health Train Education Services Pty Ltd is a registered training organisation registered under thenational regulator Australian Skills Quality Authority (ASQA).Health Train Education Services Pty Ltd applied to the Australian Taxation Office for a substituted accounting period whichwas approved on 13 December 2012. Consequently the comparative figures for the business combination are for thefinancial 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:$'000Purchase consideration (refer to (b) below): 778Contingent consideration -Total purchase consideration 778Fair value of net identifiable assets acquired (refer to (d) below) 405Goodwill (refer to (d) below and Note 26) 373(b) Purchase considerationConsolidatedParent Entity2012 2011Jul toDec 12 2012$'000 $'000 $'000 $'000Outflow of cash to acquire subsidiary, net of cash acquiredCash consideration - - 783 -Less: Balance acquired cash - - (5)Outflow of cash - - 778 -(c)Operating resultNet operating result for the period 70 123Net operating result since acquisition date (1 Jun to 31 Dec 2012) (24)(d) Assets acquired and liabilities assumedThe assets and liabilities arising from the acquisition are as follows:Acquiree'scarrying Fair valueamount$'000 $'000Current assetsReceivables 264 264264 264Non-current assetsLeasehold improvements 255 255Property, Plant and Equipment 35 35290 290554 554Current liabilitiesProvisions 149 149149 149Net assets 405 405Net identifiable assets acquired 405 405Goodwill arising on acquisition 373 37355778 778

CQUniversity ANNUAL REPORT 2012Note 38. SubsidiariesName of entity and principal activitiesCentral Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012The consolidated financial statements incorporate the assets, liabilities and results of the following subsidiaries in accordance with theaccounting policy described in note 1(b):CQU Travel Centre Pty LtdThe principal activity of the Company during the financial year was alicenced international travel agency and provider of educational travel inAustralia.Country ofincorporationClass ofsharesEquity holding2012 2011% %Australia Ord 100 10061ANNUAL FINANCIAL STATEMENTSAustralian International Campuses Pty LtdThe principal activity of the Company is to act as "Trustee" for theAustralian International Campuses Trust.Australia Ord 100 100Australian International Campuses TrustThe trust was established for the benefit of the Unitholder being, CentralQueensland University, to hold in trust the shareholdings in thecompanies that run the Central Queensland University AustralianInternational Campuses.Australia N/A 100 100C Management Services Pty LtdThe principal activity of the Company during the financial year wasdelivering Central Queensland University academic product tointernational students at the Sydney, Melbourne, Brisbane and GoldCoast international campuses.Australia Ord 100 100Mask-Ed International Pty LtdMask-Ed was established for the purpose of commercialising IntellectualProperty developed by a member of staff. The company wasincorporated during 2011. It has not yet commenced commercialoperations but it is intended that this will occur during 2013.Australia Ord 100 100Health Train Education Services Pty LtdThe principal activity of the Company during the financial year wasdelivering health services related training to students throughout Victoria.Australia Ord 100 -CQU Institute of Higher Learning Pte LtdThe principal activity of the Company during the financial year wasdelivering Central Queensland University academic product tointernational students at the Singapore international campus.Singapore Ord 51 -Note 39. Events occurring after the balance sheet dateThere are no matters which have arisen subsequent to year end that significantly impact upon the operations of the University.

62Central Queensland Universityand Controlled EntitiesNotes to the financial statementsfor the year ended 31 December 2012ConsolidatedParentNotes 2012 2011 2012 2011$'000 $'000 $'000 $'000Note 40. Reconciliation of operating result after incometax to net cash inflow from operating activitiesOperating result for the year (26,084) (3,277) (24,636) (2,942)Depreciation and amortisation 11 14,327 13,038 13,583 12,239Investment fees/expenditure 143 151 143 151Investment 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 - 576Net (gain)/loss on sale of non-current assets 42 77 29 53Net exchange differences (4) - (4) -Share of profits of associates and joint venture partnership notreceived as dividends or distributions 59 (41) - -Change in operating assets and liabilities, net of effects frompurchase of controlled entityDecrease/(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) 2,256Increase/(decrease) in other provisions 2,152 665 2,487 6Net cash inflow (outflow) from operating activities (13,235) (9,447) (7,698) (9,670)Credit standby arrangementsTotal facilitiesQueensland Treasury Corporation 42,650 43,800 42,650 43,800Used at balance date - - - -Unused at balance date 42,650 43,800 42,650 43,800

CQUniversity ANNUAL REPORT 2012Note 41. Financial risk managementThe consolidated entity's activities expose it to a variety of financial risks, as follows:(a)Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Market risk(i) Foreign exchange riskForeign currency risk arises when commercial transactions and recognised assets and liabilities are denominated in acurrency that is not the entity's functional currency. The consolidated entity operates internationally and is exposed toforeign 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 tomeet offshore purchases.63ANNUAL FINANCIAL STATEMENTS(ii) Equity market riskEquity market risk arises when the value of an investment decreases due to moves in market factors. In accordancewith the accounting policy discussed in note 1(l), these investments are measured at fair value at each balance date andchanges 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 riskInterest 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 bothcash and short term funding with Queensland Treasury Corporation (QTC). It regularly reviews its investments andmarkets to obtain best interest rates. The entity does not have any borrowings which are subject to interest rate risk.Summarised sensitivity analysisConsolidatedAn 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 andEquity 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.ParentAn 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 andEquity 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 riskCredit risk arises from the potential failure of students, other customers and other contractual counterparties to meettheir obligations under the respective contracts. The consolidated entity has a Collections Policy in place to manage thecollection of accounts receivable. A provision for impaired receivables has been established.Detailed information on the consolidated groups' impaired receivables is contained in Note 18.

64Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 41. Financial risk management (continued)(c) Liquidity riskThe following tables summarise the maturity of the Group's financial assets and liabilities along with the effective weighted averageinterest rate by maturity periods.2012ConsolidatedFinancial assetsCash and cashequivalentsReceivablesAvailable for salefinancial assetsUnlisted sharesFloatinginterestrateFixed interest maturing in:1 year orlessOver 1 to2 yearsOver 2 to3 yearsOver 3 to4 yearsOver 4 to5 yearsOver 5yearsNoninterestbearingTotal$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000Weightedaverageinterestrate18,205 - - - - - - 45 18,250 2.70%- - - - - - - 10,987 10,987 0.00%- - - - - - - 30,886 30,886 0.00%- - - - - - - 1,813 1,813 0.00%18,205 - - - - - - 43,731 61,936Financial liabilitiesPayablesProvisionsNet financial assets(liabilities)2011Financial assetsCash and cashequivalentsReceivablesAvailable for salefinancial assetsUnlisted sharesFinancial liabilitiesPayablesProvisionsNet financial assets(liabilities)- - - - - - - 9,948 9,948 0.00%- - - - - - - 35,133 35,133 0.00%- - - - - - - 45,081 45,08118,205 - - - - - - (1,350) 16,855FloatinginterestrateFixed interest maturing in:1 year orlessOver 1 to2 yearsOver 2 to3 yearsOver 3 to4 yearsOver 4 to5 yearsOver 5yearsNoninterestbearing$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'00044,244 - - - - - - 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 41,30644,244 - - - - - - 7,054 51,298TotalWeightedaverageinterestrate

CQUniversity ANNUAL REPORT 2012Note 41. Financial risk management (continued)(c) Liquidity risk (continued)2012ParentFinancial assetsCash and cashequivalentsReceivablesAvailable for salefinancial assetsUnlisted sharesFloatinginterestrateCentral Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Fixed interest maturing in:1 year orlessOver 1 to2 yearsOver 2 to3 yearsOver 3 to4 yearsOver 4 to5 yearsOver 5yearsNoninterestbearingTotal$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000Weightedaverageinterestrate8,137 - - - - - - 33 8,170 1.60%- - - - - - - 14,487 14,487 0.00%- - - - - - - 30,886 30,886 0.00%- - - - - - - 2,750 2,750 0.00%8,137 - - - - - - 48,156 56,29365ANNUAL FINANCIAL STATEMENTSFinancial liabilitiesPayablesProvisionsNet financial assets(liabilities)2011Financial assetsCash and cashequivalentsReceivablesAvailable for salefinancial assetsUnlisted sharesFinancial liabilitiesPayablesProvisionsNet financial assets(liabilities)- - - - - - - 8,422 8,422 0.00%- - - - - - - 30,968 30,968 0.00%- - - - - - - 39,390 39,3908,137 - - - - - - 8,766 16,903FloatinginterestrateFixed interest maturing in:1 year orlessOver 1 to2 yearsOver 2 to3 yearsOver 3 to4 yearsOver 4 to5 yearsOver 5yearsNoninterestbearing$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'00029,476 - - - - - - 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 35,56329,476 - - - - - - 20,268 49,744TotalWeightedaverageinterestrate

66Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 41. Financial risk management (continued)(d) Fair value of financial assets and liabilitiesThe fair value of financial assets and financial liabilities must be estimated for recognition and measurement or for disclosurepurposes.The fair value of financial instruments traded in active markets (such as publicly traded derivatives, and trading and available-forsalesecurities) is based on quoted market prices at the balance sheet date. The quoted market price used for financial assetsheld 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 valuesdue to the short-term nature of trade receivables. The fair value of financial liabilities for disclosure purposes is estimated bydiscounting the future contractual cash flows at the current market interest rate that is available to the Group for similar financialinstruments.Due to the short-term nature of the current receivables, their carrying value is assumed to approximate their fair value and basedon 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:ConsolidatedOn-balance sheet financialinstrumentsNotes2012 2011Carrying amount Fair value Carrying amount Fair value$'000 $'000 $'000 $'000Financial assetsNon-Traded financial assetsCash assets 1718,250 18,250 44,286 44,286ReceivablesAvailable for sale1810,987 10,987 11,265 11,265financial assets 2130,886 30,886 35,500 35,500Unlisted shares 211,813 1,813 1,553 1,55361,936 61,936 92,604 92,604Financial liabilitiesNon-Traded financial liabilitiesPayables 28Provisions 299,948 9,948 9,475 9,47535,133 35,133 31,831 31,83145,081 45,081 41,306 41,306ParentOn-balance sheet financialinstrumentsNotes2012 2011Carrying amount Fair value Carrying amount Fair value$'000 $'000 $'000 $'000Financial assetsNon-Traded financial assetsCash assets 17Receivables 18Available for sale21Unlisted shares 218,170 8,170 29,512 29,51214,487 14,487 18,340 18,340financial assets 30,886 30,886 35,500 35,5002,750 2,750 1,955 1,95556,293 56,293 85,307 85,307Financial liabilitiesNon-Traded financial liabilitiesPayables 288,422 8,422 8,197 8,197Provisions 29 30,968 30,968 27,366 27,36639,390 39,390 35,563 35,563

CQUniversity ANNUAL REPORT 2012Note 41. Financial risk management (continued)(d) Fair value of financial assets and liabilities (continued)ConsolidatedNotesFinancial assetsNon-traded financial assetsAvailable for sale financial assets 21Unlisted shares 21Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Fair value measurements recognised in the balance sheet are categorised into the following fair valuehierarchy 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 unadjustedquoted prices); andLevel 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 $'00030,886 30,886 - -1,813 - - 1,81332,699 30,886 - 1,81367ANNUAL FINANCIAL STATEMENTSNotesFinancial assetsNon-traded financial assetsAvailable for sale financial assets 21Unlisted shares 2131 Dec 2011 Level 1 Level 2 Level 3$'000 $'000 $'000 $'00035,500 35,500 - -1,553 - - 1,55337,053 35,500 - 1,553ParentNotesFinancial assetsNon-traded financial assetsAvailable for sale financial assets 21Unlisted shares 2131 Dec 2012 Level 1 Level 2 Level 3$000 $000 $000 $00030,886 30,886 - -2,750 - - 2,75033,636 30,886 - 2,750NotesFinancial assetsNon-traded financial assetsAvailable for sale financial assets 21Unlisted shares 2131 Dec 2011 Level 1 Level 2 Level 3$'000 $'000 $'000 $'00035,500 35,500 - -1,553 - - 1,55337,053 35,500 - 1,553Reconciliation of movements of financial assets categorised as level 3 has been disclosed in Note 21 - Available for sale financialassets.

68Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 41. Financial risk management (continued)(e) Reconciliation of Financial Assets categorised as level 3:ConsolidatedLevel 3 Financial Assets 2012Investments usingthe equity method Unlisted shares Total$'000 $'000 $'000Opening balanceTotal gains/(losses)In profit or loss--1,553-1,553-In other comprehensive income - 260 260PurchasesSalesTransfers out of Level 3Closing balance-------1,813---1,813ParentLevel 3 Financial Assets 2012Investments usingthe equity method Unlisted shares Total$'000 $'000 $'000Opening balance- 1,955 1,955Total gains/(losses)In profit or loss - - -In other comprehensive income - (110) (110)Purchases- 905 905Sales- - -Transfers out of Level 3- - -Closing balance- 2,750 2,750

CQUniversity ANNUAL REPORT 2012Note 41. Financial risk management (continued)Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012(e) Reconciliation of Financial Assets categorised as level 3 (continued):ConsolidatedLevel 3 Financial Assets 2011Investments usingthe equity method Unlisted shares Total$'000 $'000 $'000Opening balanceTotal gains/(losses)In profit or loss--1,559-1,559-In other comprehensive income - (6) (6)PurchasesSalesTransfers out of Level 3Closing balance-------1,553---1,55369ANNUAL FINANCIAL STATEMENTSParentLevel 3 Financial Assets 2011Investments usingthe equity method Unlisted shares Total$'000 $'000 $'000Opening balance- 1,938 1,938Total gains/(losses)In profit or loss - - -In other comprehensive income - 17 17Purchases- - -Sales- - -Transfers out of Level 3- - -Closing balance- 1,955 1,955

70Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 42. Acquittal of Australian Government financial assistance42.1 DIISRTE - CGS and Other DIISRTE GrantsParent entityCommonwealthGrants SchemeIndigenousSupport ProgramPartnership &ParticipationProgramDisability SupportProgramWorkplaceProductivityProgramLearning &TeachingPerformance FundNotes 2012 2011 2012 2011 2012 2011 2012 2011 2012 2011 2012 2011$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000Financial assistance received in cash during the reporting period(total cash received from the Australian Government for thePrograms) 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 608Total revenue including accrued revenue 77,616 67,114 814 814 3,383 4,072 24 37 - 55 345 608Less 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 201271Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 42. Acquittal of Australian Government financial assistance (continued)42.1 DIISRTE - CGS and Other DIISRTE GrantsDiversity andStructuralAdjustment FundTransitional CostProgramTotalNotes 2012 2011 2012 2011 2012 2011$'000 $'000 $'000 $'000 $'000 $'000Financial assistance received in cash during the reporting period(total cash received from the Australian Government for thePrograms) - 686 161 203 79,414 69,788Net accrual adjustments - - - - 1,365 1,828Revenue for the period 3(a) - 686 161 203 80,779 71,616Surplus/(Deficit) from the previous year 521 521 - - 2,085 2,494Total revenue including accrued revenue 521 1,207 161 203 82,864 74,110Less expenses including accrued expenses (521) (686) (161) (203) (82,559) (72,025)Surplus/(Deficit) for reporting period - 521 - - 305 2,085Parent entityANNUAL FINANCIAL STATEMENTS

72Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 42. Acquittal of Australian Government financial assistance (continued)42.2 Higher Education Loan Programs (excl OS-HELP)HECS-HELP(AustralianGovernmentpayments only)FEE-HELP SA-HELP TotalNotes 2012 2011 2012 2011 2012 2011 2012 2011$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000Financial assistance received in cash during the reporting period(total cash received from the Australian Government for thePrograms) 36,894 28,023 2,686 2,008 1,318 - 40,898 30,031Net accrual adjustments 33 1,420 - - - - 33 1,420Revenue for the period 3(b) 36,927 29,443 2,686 2,008 1,318 - 40,931 31,451Surplus/(Deficit) from the previous year - - (229) 169 - - (229) 169Total revenue including accrued revenue 36,927 29,443 2,457 2,177 1,318 - 40,702 31,620Less 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 201273Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 42. Acquittal of Australian Government financial assistance (continued)42.3 ScholarshipsParent entityAustralianPostgraduateAwardsInternationalPostgraduateResearchScholarshipsCommonwealthEducation CostsScholarshipsCommonwealthAccommodationScholarshipsIndigenous AccessScholarhipsTotalNotes 2012 2011 2012 2011 2012 2011 2012 2011 2012 2011 2012 2011$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000Financial assistance received in cash during the reporting period(total cash received from the Australian Government for thePrograms) 799 682 64 62 908 (461) 48 197 90 (54) 1,909 426Net accrual adjustment - - - - - 1,443 - 139 - - - 1,582Revenue for the period 3(c) 799 682 64 62 908 982 48 336 90 (54) 1,909 2,008Surplus/(Deficit) from the previous year 7 8 9 1 245 109 86 2 - 119 347 239Total revenue including accrued revenue 806 690 73 63 1,153 1,091 134 338 90 65 2,256 2,247Less 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 347ANNUAL FINANCIAL STATEMENTS

74Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 42. Acquittal of Australian Government financial assistance (continued)42.4 DIISRTE ResearchJoint ResearchEngagementResearch TrainingSchemeResearchInfrastructureBlock GrantsCommercialisationTraining SchemeNotes 2012 2011 2012 2011 2012 2011 2012 2011$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000Financial assistance received in cash during the reporting period(total cash received from the Australian Government for thePrograms) 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 - 22Total revenue including accrued revenue 1,284 1,291 2,209 2,240 262 288 - 22Less 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 2012Parent entity75Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 42. Acquittal of Australian Government financial assistance (continued)42.4 DIISRTE Research (continued)SustainableResearchExcellence inUniversitiesTotalNotes 2012 2011 2012 2011$'000 $'000 $'000 $'000Financial assistance received in cash during the reporting period(total cash received from the Australian Government for thePrograms) 323 237 4,028 3,978Net accrual adjustments - - - -Revenue for the period 3(d) 323 237 4,028 3,978Surplus/(Deficit) from the previous year 92 157 142 257Total revenue including accrued revenue 415 394 4,170 4,235Less expenses including accrued expenses (382) (302) (4,103) (4,093)Surplus/(Deficit) for reporting period 33 92 67 142ANNUAL FINANCIAL STATEMENTS

76Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 42. Acquittal of Australian Government financial assistance (continued)42.5 Voluntary Student UnionismVSU TransitionFundTotalNotes 2012 2011 2012 2011$'000 $'000 $'000 $'000Financial assistance received in cash during the reporting period(total cash received from the Australian Government for thePrograms) - - - -Net accrual adjustments - - - -Revenue for the period - - - -Surplus/(Deficit) from the previous year 3 865 3 865Total revenue including accrued revenue 3 865 3 865Less expenses including accrued expenses - (862) - (862)Surplus/(Deficit) for reporting period 3 3 3 3Parent entity

CQUniversity ANNUAL REPORT 201277Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 42. Acquittal of Australian Government financial assistance (continued)42.6 Other Capital FundingBetter UniversitiesRenewal FundTeaching andLearning CapitalFundTotalNotes 2012 2011 2012 2011 2012 2011$'000 $'000 $'000 $'000 $'000 $'000Financial assistance received in cash during the reporting period(total cash received from the Australian Government for thePrograms) - - - - - -Net accrual adjustments - - - - - -Revenue for the period - - - - - -Surplus/(Deficit) from the previous year - 1,613 - 6,057 - 7,670Total revenue including accrued revenue - 1,613 - 6,057 - 7,670Less expenses including accrued expenses - (1,613) - (6,057) - (7,670)Surplus/(Deficit) for reporting period - - - - - -Parent entityANNUAL FINANCIAL STATEMENTS

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

CQUniversity ANNUAL REPORT 201279Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 42. Acquittal of Australian Government financial assistance (continued)42.7 Australian Research Council Grants (continued)(ii) LinkagesProjects TotalNotes 2012 2011 2012 2011$'000 $'000 $'000 $'000Financial assistance received in cash during the reporting period(total cash received from the Australian Government for thePrograms) 266 - 266 -Net accrual adjustment - - - -Revenue for the period 3(e)(ii) 266 - 266 -- -Surplus/(Deficit) from the previous year - 6 - 6Total revenue including accrued revenue 266 6 266 6Less expenses including accrued expenses (152) (6) (152) (6)Surplus/(Deficit) for reporting period 114 - 114 -Parent entityANNUAL FINANCIAL STATEMENTS

80Central Queensland Universityand Controlled EntitiesNotes to the Financial Statementsfor the year ended 31 December 2012Note 42. Acquittal of Australian Government financial assistance (continued)42.8 OS-HELPNotes 2012 2011$'000 $'000Cash Received during the reporting period 3 (g) 87 43Cash Spent during the reporting period 150 48Net Cash received (63) (5)Cash Surplus / (deficit) from the previous period 64 69Cash Surplus / (deficit) for the reporting period 1 6442.9 Student Services and amenities feeUnspent/(overspent) revenue from previous periodSA-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 201281ANNUAL FINANCIAL STATEMENTS

CQUniversity ANNUAL REPORT 201283ANNUAL FINANCIAL STATEMENTS