University Strategy & and Plans

Transcription

1 University Strategy & and Plans F O R T H E P U B L I C G O O D

2 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 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 Goulter Vice-ChANcellor October 2006

3 CONT ENTS 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 CSU s LOCATIONS Charles Sturt University is a national university based in inland Australia with a network of campuses in five of Australia s fastestgrowing 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

4 University Strategy VISION A national university for excellence in education for the professions, strategic and applied research and flexible delivery of learning and teaching VALUEs Charles Sturt University values: 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 Mission As a national university, Charles Sturt University s mission is: 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 CSU Strategy and Plans

5 KEY OBJECTivEs As an innovative national leader in Australia, Charles Sturt University will: Provide distinctive educational programs for the professions that prepare students for work and citizenship and which: 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 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 CSU Strategy and Plans

6 OVERVI EW UnivERsiTY STRATEGY The University began the process of renewing its strategic plan in early The process included university-wide discussion of the position paper, A University for the Next 25 Years, written by Vice-Chancellor Professor Ian Goulter. This led to the development of the University Strategy , a restatement and clarification of the University s vision, values, mission and objectives. This was approved by the University Council in December 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) CSU Strategy and Plans

7 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 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. CSU Strategy and Plans 5

8 COURSE PLAN The Course Plan seeks to align course planning for the University and Faculties with the key objectives of the University Strategy , to provide advice to Divisions about course development and to enable long-term resource allocations for infrastructure that supports high quality course offerings. Major contextual factors that have shaped the University Strategy and the Course Plan 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 ObJectives The Course Plan is designed principally to provide distinctive educational programs for the professions that prepare students for work and citizenship (Key Objective 1, University Strategy ). 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 ImplemeNtAtioN The 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: CSU Strategy and Plans Course PlAN PerformANce ObJectives Achievement 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 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

9 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 visit the University Strategy website at: CSU Strategy and Plans 7

10 research plan 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. 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 ObJectives The Research Plan is designed principally to support Key Objective 2, Conduct strategic and applied research of an international standard. CSU Strategy and Plans

11 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: ReseArch PlAN PerformANce ObJectives 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 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 visit the University Strategy website at: 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 CSU Strategy and Plans

12 LEARNING AND TEACHING plan The Learning and Teaching Plan seeks to align learning and teaching with the key objectives of the University Strategy ; to enable staff to achieve excellence in teaching; and to inform infrastructure development and improvements in learning support. The Learning and Teaching Plan builds upon the successes of the earlier plan ( ). The Learning and Teaching Plan has taken into account the recommendations from the Review of Academic Work (2004). 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 ObJectives The Learning and Teaching Plan 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: LeArNiNg ANd TeAchiNg PerformANce ObJectives Achievement 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 10 CSU Strategy and Plans

13 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 visit the University Strategy website at: CSU Strategy and Plans 11

14 institu tional development PLAN The Institutional Development Plan aims to build CSU s institutional strength, reputation and sustainability through implementing strategies around four corporate themes. 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 ObJectives The Institutional Development Plan is designed principally to support Key Objective 4 of CSU s University Strategy continue to build institutional strength, reputation and sustainability. RespoNsibilitY for ImplemeNtAtioN The Institutional Development Committee is responsible for the development and implementation of the Institutional Development Plan Information on the membership of this committee is available at the University Strategy website at: INstitutioNAl DevelopmeNt PlAN PerformANce ObJectives Create and maintain an organisational culture that supports the vision, values and mission of the University Strategy 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 visit the University Strategy website at: 12 CSU Strategy and Plans

15 PLANNING PROCESSES University Strategy: Change irregularly. Review at five years UnivERsiTY STRATEGY University Plans: Develop every five years course ReseArch learning ANd teaching institutional development Enabling Plans: CApitAl development ANd MAiNteNANce PlAN INformAtioN TechNologY DevelopmeNt ANd MAiNteNANce PlAN FiNANce ANd Budget PlAN WORKFORCE PLAN Annual Operational Plans: Develop yearly FACULTY division Annual Operational Plans: Develop yearly 2008 school section CSU Strategy and Plans 13

16 WirAdJuri AckNowledgemeNt of country Charles 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.