University Strategy and Plans - Charles Sturt University · CSU Strategy and Plans KEY OBJECTIVES ... Science and Training ... The University’s approach to research development

&University Strategy

2 0 0 7 - 2 0 1 1

F O R T H E P U B L I C G O O D

and Plans

Dear Colleagues,

In a time of rapid change and new national and global challenges Charles Sturt University (CSU) is well prepared for an exciting future.

The University Strategy 2007-2011 and the plans that support it enable us to face the future with confidence. They have been developed using collaborative processes across the University. The University’s structure and resources have been re-aligned in order to support the achievement of the strategic objectives.

Together we are creating a new university that builds on our proud traditions – a university where students value learning and staff are committed to achieving the CSU vision of: a national university for excellence in education for the professions, strategic and applied research and flexible delivery of learning and teaching.

PROFESSOR IAN GOULTERVICE-CHANCELLOROctober 2006

CSU Strategy and Plans �

Contents _____________________________________ 1

CSU’s Locations _______________________________ 1

University Strategy _____________________________ 2

Overview _____________________________________ 4

Course Plan ___________________________________ 6

Research Plan _________________________________ 8

Learning and Teaching Plan _____________________ 10

Institutional Development Plan ___________________ 12

Planning Processes ____________________________ 13

Wiradjuri Statement ____________________________ 14

CONTENTS

CSU’S LOCATIONSCharles Sturt University is a national university based in inland Australia with a network of campuses in five of Australia’s fastest-growing inland cities: Albury-Wodonga, Bathurst, Dubbo, Orange and Wagga Wagga. In addition, there are specialist centres in Canberra, Goulburn, Manly and Ontario (Canada), and study centres in Brisbane, Melbourne and Sydney. CSU facilities provide access to quality higher education for students, and partnerships in research across the country and internationally.

� CSU Strategy and Plans

VISION

A national university for excellence in education for the professions, strategic and applied research and flexible delivery of learning and teaching

Intellectual independence and freedom of inquiry

The discovery, refinement, preservation and dissemination of knowledge

Engagement with professions and communities through responsiveness, partnerships and inclusiveness

Social justice including ethical practice and global citizenship

Economic, social and environmental sustainability, including the responsible stewardship of resources, and

Its staff and students, their well-being and development

To provide distinctive educational programs for the professions that prepare students for work and citizenship

To conduct strategic and applied research which is nationally and internationally recognised

To lead in the quality provision of flexible learning and teaching, and

To enhance its communities, which include:

– rural and regional Australia

– Indigenous Australians

– the professions, industries and students for whom we provide research and education, and

– national and international institutions, scholars and researchers with whom our staff and students are linked

VALUES Charles Sturt University values:

MISSIONAs a national university, Charles

Sturt University’s mission is:

UNIvErSIT y STrATEgy



KEY OBJECTIVES

As an innovative national leader in Australia, Charles Sturt University will:

Are recognised by, and developed in collaboration with, the professions, particularly through practicum placements

Are accessible to students who have the capacity for university study Foster ethical practice Promote international understanding including opportunities for international exchange, and Maintain high levels of satisfaction among graduates, employers and

the University’s communities

Provide distinctive educational programs for the professions that

prepare students for work and citizenship and which:

Conduct strategic and applied research of an international

standard which:

Creates new knowledge Is applied for the benefit of our communities Is responsive to emerging opportunities and challenges Enhances collaboration with industry Develops partnerships with professions, communities and other researchers Facilitates opportunities for linkages with learning and teaching, and Focuses on agricultural sustainability, applied philosophy and public ethics,

public and contextual theology, complex systems and professional practice

Continue to lead in the quality provision of flexible delivery of

learning and teaching which:

Is supported by well-researched curriculum and teaching methodologies Uses research and technology to be flexible and responsive to student needs and feedback Provides shared learning spaces and teaching experiences for students on and off campus, and Builds communities of learning especially amongst dispersed students

Continue to build institutional strength, reputation and

sustainability by:

Adhering to the concept of ‘One University’ Creating a culture that is responsive to organisational change and renewal Aligning institutional values, planning and performance through commitment

to quality and continual improvement Ensuring ethical and effective governance practices and the responsible

stewardship of resources Forming collaborative networks and alliances with other institutions, and Attracting, retaining and developing committed, high quality staff and

empowering them within a positive work environment

2 0 0 7 - 2 0 1 1

UNIvErSIT y STrATEgy


KEY OBJECTIVES AND PERFORMANCE OUTCOMES

KEY OBJECTIVE 1:Provide distinctive educational programs for the professions that prepare students for work and citizenship.

Outcome: An enhanced national course profile as indicated by:

An increased proportion of first preferences through the NSW University Admissions Centre (UAC)

An increase in the number of applications for distance education places

An increase in the proportion of total load from international and fee paying students

KEY OBJECTIVE 2: Conduct strategic and applied research of an international standard.

Outcome: An enhanced national research profile as indicated by:

Improved ranking in Department of Education, Science and Training (DEST) indicators of research performance

Positive results within the Research Quality Framework (RQF)

OvErvIEW

UNIVERSITY STRATEGY 2007-2011The University began the process of renewing its strategic plan in early �005. The process included university-wide discussion of the position paper, ‘A University for the Next �5 years’, written by vice-Chancellor Professor Ian goulter. This led to the development of the University Strategy �007-�0��, a restatement and clarification of the University’s vision, values, mission and objectives. This was approved by the University Council in December �005.

CSU Strategy and Plans 5

KEY OBJECTIVE 3:Continue to lead in the quality provision of flexible delivery of learning and teaching.

Outcome: An enhanced profile in the Australian higher education sector for quality provision of distance and flexible delivery of education as indicated by:

An increased proportion of the national market in distance and flexible education

A national recognition for academic service to students as indicated by:

Annual improvement in ratings by students in subject evaluations and the Student Experience Questionnaire (SEQ)

Improved ranking in the Department of Education, Science and Training Learning and Teaching Performance Fund

KEY OBJECTIVE 4:Continue to build institutional strength, reputation and sustainability.

Outcome:

Increased institutional strength and sustainability as indicated by:

A financial operating surplus each year

An increase in total cash investments each year

Maintenance of the debt to equity ratio below 5%

Increased institutional strength and reputation as indicated by:

An annual increase in the number of state, national and international awards received for teaching, research or service

An increase in the proportion of CSU academic staff with a doctoral degree

UNIVERSITY PLANS

The University Strategy 2007-2011 is underpinned by a framework of four University plans which support the achievement of the four key objectives. These four plans outline responsibilities, performance targets and outcomes across the University’s priorities. Course Plan University Courses Planning Committee (UCPC) Deputy Vice-Chancellor (Academic)

Learning and Teaching Plan Learning and Teaching Committee Deputy Vice-Chancellor (Academic)

Research Plan Research Planning Committee (RPC) Pro-Vice-Chancellor (Research and Graduate Training)

Institutional Development Plan Institutional Development Committee (IDC) Deputy Vice-Chancellor (Administration)

The four plans inform the development of the annual Faculty and Division operational plans, which are administered by Faculty and Division senior staff.

The University Plans are responsive to change in the external and internal environments and to review processes. They should be read as dynamic documents reflecting continuous improvement.



Major contextual factors that have shaped the University Strategy and the Course Plan 2007-2011 include:

Increased competition for students from university and other higher education providers

The need to ensure equivalence in quality for all students regardless of location or mode of study

Pressures for improved national benchmarking of course outcomes

SUPPORT OF KEY OBJECTIVESThe Course Plan 2007-2011 is designed principally ‘to provide distinctive educational programs for the professions that prepare students for work and citizenship’ (Key Objective 1, University Strategy 2007-2011).

Its outcomes are also linked to the attainment of the other Key Objectives across the University:

Key Objective 2 because of the importance of a discipline profile that is strong in research

Key Objective 3 because of the importance of distance education and flexible delivery for access to CSU’s courses

Key Objective 4 because of the need for workforce planning and staff development to strengthen the disciplines on which courses are based

RESPONSIBILITY FOR IMPLEMENTATIONThe University Courses Planning Committee (UCPC) is responsible to the Vice-Chancellor for course planning, and the monitoring and review of the course profile against outcomes.

Information on the membership of this committee is available at the University Strategy website at: www.csu.edu.au/division/plandev/strategic_planning/

COURSE PLAN PERFORMANCE OBJECTIVES 2007-2011Achievement of the following objectives should contribute towards meeting University Performance Outcomes related to course demand, the Student Experience Questionnaire (SEQ) and the Learning and Teaching Performance Fund criteria.

1. Enhance the quality and scope of CSU’s profile of professional courses

Enhance the quality of courses, through improved links with research, depth of staffing, and support facilities

Enhance the quality of courses through consolidating the profile of disciplines and fields of study in order to improve depth of staffing and resources

Seek opportunities to extend CSU’s profile of professional courses

Respond where appropriate to emerging need and demand for graduate entry programs and for flexible offering

Increase collaboration with international universities in course provision

2. Strengthen alignment of course characteristics with University Strategy 2007-2011

Strengthen internationalisation of curriculum

Expand student exchange opportunities

Enhance the clinical/practicum elements in courses

Strengthen the teaching of ethics

Undertake national benchmarking of discipline assessment standards

Strengthen preparation for citizenship, including cultural competence


COUrSE PLAN

The Course Plan �007-�0�� seeks to align course planning for the University and Faculties with the key objectives of the University Strategy �007-�0��, to provide advice to Divisions about course development and to enable long-term resource allocations for infrastructure that supports high quality course offerings.


3. Improve demand from well qualified students

Strengthen articulation pathways, including with TAFE, industry and private higher education providers

Use scholarships policy to target strong students for strategically important fields

Enhance on campus international enrolments through articulation

Expand international collaborative programs and offshore programs, including Ontario

Extend the availability of courses in distance education and flexible modes

4. Enhance access to CSU’s professional courses

Develop an education strategy for CSU’s western region

Develop an Indigenous education strategy

Strengthen first year experience programs, especially for students from educationally disadvantaged backgrounds

For detailed information on the Course Plan 2007- 2011 visit the University Strategy website at: www.csu.edu.au/division/plandev/strategic_planning/


rESEArCh PLAN

By the end of 2011, CSU aims to have increased its research performance in terms of research income and publications. To achieve this the University will focus on the following areas of strategic research strength and resource them appropriately:

Agricultural sustainability (including agricultural innovations, land, water and society, and wine and grape science)

Applied philosophy and public ethics

Public and contextual theology

Complex systems

Professional practice

In addition to supporting these areas, the University will identify and resource emerging research groupings that demonstrate potential to grow into areas of future research strength.

The University’s research strengths address the National Research Priority associated with an environmentally sustainable Australia.

SUPPORT OF KEY OBJECTIVESThe Research Plan 2007-2011 is designed principally to support Key Objective 2, ‘Conduct strategic and applied research of an international standard’.

The University’s approach to research development over the next five years will focus on significant problems or issues that are best addressed by the scholarly and intellectual endeavours of disciplinary and transdisciplinary teams of international standard. Key drivers for our research activities are quality and excellence, with an emphasis on the creation of new knowledge for the advancement of fields of study and the enhancement of the society in general. The development of global alliances and key national and local partnerships will be strongly encouraged and supported.


RESPONSIBILITY FOR IMPLEMENTATION The Research Planning Committee and the Research Management Committee oversee the Research Plan.

For information on the membership of these committees please see the University Strategy Website at: www.csu.edu.au/division/plandev/strategic_planning/

RESEARCH PLAN PERFORMANCE OBJECTIVES 2007-20111. To produce research outputs of high quality and impact

Provide performance-based funding to identified research on the basis of the quality and impact of the outcomes

2. Support transdisciplinary and disciplinary teams

Seek program and project funding from government, research agencies and other funding sources to support the work of integrative research teams that transcend disciplinary boundaries

3. Identify and support major areas of research strength

Provide base and performance-based funding to accredited Research Centres

4. Enhance national and international research alliances with universities, research agencies, industry and the professions

Support researchers to develop national and international research proposals with universities, industry and professional partners

5. Increase research performance across CSU by supporting the development of a broad research culture

Provide information, support, mentoring and critical review for research applications and publications

6. Encourage a closer nexus between teaching and research

Link areas of research strength to CSU’s course and subject profile

7. Increase the amount of support for Research Higher Degree Students

Provide high quality research training and supervision for higher degree research students

For detailed information on the Research Plan 2007- 2011 visit the University Strategy website at: www.csu.edu.au/division/plandev/strategic_planning/


�0 CSU Strategy and Plans

Recommendations of the Review of Academic Work (2004) included:

Improvement of academic staff to student ratios

Reduction in number of subjects taught

Changes to course architecture

Revision of the calendar for teaching sessions

Consolidation of the discipline profile of the University

SUPPORT OF KEY OBJECTIVESThe Learning and Teaching Plan 2007-2011 is designed to support the achievement of excellence in education for the professions (Key Objective 1), and to lead in the quality provision of flexible delivery of learning and teaching (Key Objective 3).

Research development (Key Objective 2), which results in alignment between areas of research strengths and teaching strengths, is important for the quality of learning and teaching and for partnerships with the professions.

Workforce planning (Key Objective 4), including the strengthening of CSU’s discipline profile and effective staff development, is essential if the objectives of the Learning and Teaching Plan are to be achieved.

RESPONSIBILITY FOR IMPLEMENTATION Academic Senate has assigned responsibility for the development, monitoring and review of the Learning and Teaching Plan to the Learning and Teaching Committee.

Information on the membership of the committee is available on the University Strategy website at: www.csu.edu.au/division/plandev/strategic_planning/

LEARNING AND TEACHING PERFORMANCE OBJECTIVES 2007-2011Achievement of the following objectives should contribute towards meeting the University Performance Outcomes related to demand and flexible delivery; those related to the Student Experience Questionnaire (SEQ), teaching evaluations and Learning and Teaching Performance Fund; and that related to external awards to staff.

1. Promote and recognise good practice in learning and teaching

Recognise and disseminate good practice using scholarship of teaching projects and teaching excellence awards

Strengthen leadership in learning and teaching through staff development for Heads of Schools and support for Sub-Deans, Learning and Teaching

Improve academic staff to student ratios and academic staff to subject ratios

Promote applications for external learning and teaching projects and awards

�0 CSU Strategy and Plans

LEArNINg AND TEAChINg PLAN

The Learning and Teaching Plan �007-�0�� seeks to align learning and teaching with the key objectives of the University Strategy �007-�0��; to enable staff to achieve excellence in teaching; and to inform infrastructure development and improvements in learning support.The Learning and Teaching Plan �007-�0�� builds upon the successes of the earlier plan (�00�-�007). The Learning and Teaching Plan �007-�0�� has taken into account the recommendations from the review of Academic Work (�00�).

CSU Strategy and Plans ��

2. Create a more accessible and effective learning environment

Develop the flexible and distance learning resources of CSU, including the Virtual Learning Environment (VLE), to enhance the learning environment

Strengthen learning communities, including those which link on campus and off campus students, including through the Learning Commons

Enhance professional development in the use of the VLE/Flexible learning to empower academic staff to make better use of digital technologies to support learning in all modes

Develop and promulgate improved assessment strategies, including those for the online environment and those that support the development of graduate attributes

Enhance the inclusiveness of CSU’s learning environments, especially through the development of an Indigenous Education Strategy; a Western Regions Strategy; and enhanced international education strategies for domestic and international students

Review the CSU calendar to remove overlapping sessions

Refurbish learning spaces at CSU to support flexible use and use of the VLE

3. Strengthen partnerships with the professions in learning and teaching

Enhance the effectiveness of practicum and clinical education, including consideration of new models

Strengthen learning and teaching in professional ethics

Improve recognition and support for professional and practicum educators

Increase involvement of professions in assessing outcomes

For detailed information on the Learning and Teaching Plan 2007- 2011 visit the University Strategy website at: www.csu.edu.au/division/plandev/strategic_planning/

LEArNINg AND TEAChINg PLAN

�� CSU Strategy and Plans

INSTITU TIONAL DEvELOPmENT PLAN

These corporate themes are:

Organisational culture

Sustainability

Service alignment

Workforce planning

Essential to institutional development is the creation of a culture that supports the vision, values and mission of the organisation. It has been agreed that ‘One University’ is a fundamental principle for CSU. The University needs to develop a shared understanding of this principle and its implications for organisational culture.

SUPPORT OF KEY OBJECTIVESThe Institutional Development Plan 2007-2011 is designed principally to support Key Objective 4 of CSU’s University Strategy 2007-2011 – continue to build institutional strength, reputation and sustainability.

RESPONSIBILITY FOR IMPLEMENTATIONThe Institutional Development Committee is responsible for the development and implementation of the Institutional Development Plan 2007-2011.

Information on the membership of this committee is available at the University Strategy website at: www.csu.edu.au/division/plandev/strategic_planning/

INSTITUTIONAL DEVELOPMENT PLAN PERFORMANCE OBJECTIVES 2007-20111. Create and maintain an organisational culture that supports the vision, values and mission of the University Strategy 2007-2011

Define and promulgate understanding of the principle of ‘One University’

Develop policies and procedures to support cultural renewal

2. Develop an integrated plan that promotes financial, social and environmental sustainability

Ensure the responsible stewardship of physical, human and financial resources

Develop plans and procedures to implement sustainability practices

3. Develop a consistent approach to service delivery across the University

Ensure services are efficient and effective and that they are aligned with CSU’s mission and key objectives of teaching, learning and research

Ensure change is underpinned by continuous improvement and quality assurance

4. Undertake workplace planning that considers current and future human resource implications

Continue analysis of demographic, location and market constraints that affect staffing

Evaluate and improve practices and policies related to recruiting, selecting, retaining, developing, managing and promoting CSU staff

Ensure equity principles are embedded in workforce policies and procedures

For detailed information on the Intitutional Development Plan 2007- 2011 visit the University Strategy website at: www.csu.edu.au/division/plandev/strategic_planning/

The Institutional Development Plan aims to build CSU’s institutional strength, reputation and sustainability through implementing strategies around four corporate themes.


PLANNINg PrOCESSES


UNIVERSITY STRATEGYUniversity Strategy:

Change irregularly. review at five years

University Plans: Develop every five years

Annual Operational Plans: Develop yearly

COURSELEARNING AND

TEACHINGINSTITUTIONAL DEVELOPMENT

RESEARCH

FACULTY DIVISION

SCHOOL SECTION

Enabling Plans:

Annual Operational Plans: Develop yearly

2008

CAPITAL DEVELOPMENT

AND MAINTENANCE

PLAN

FINANCE AND BUDGET PLAN

WORKFORCE PLAN

INFORMATION TECHNOLOGY

DEVELOPMENT AND MAINTENANCE

PLAN

WIRADJURI ACKNOWLEDGEMENT OF COUNTRYCharles Sturt University acknowledges the Wiradjuri people who are the Traditional Custodians of the Land. We pay respect to the Elders, both past and present, of the Wiradjuri Nation and extend that respect to other Indigenous Australians.

The Commonwealth Register of Institutions and Courses for Overseas Students (CRICOS) Provider Number is 00005F (NSW) and 02597E (QLD) for Charles Sturt University.

Documents

University Strategy and Plans - Charles Sturt University · CSU Strategy and Plans KEY OBJECTIVES ... Science and Training ... The University’s approach to research development