Australian Catholic University Strategic Plan

							Australian Catholic
    University


     Strategic Plan
     2009 to 2011
Australian Catholic University                                                            Strategic Plan 2009 to 2011

1.       Mission
Australian Catholic University shares with universities world-wide a commitment to quality in teaching, research, and
service. It aspires to be a community characterised by free inquiry and academic integrity. The University’s inspiration,
located within 2,000 years of Catholic intellectual tradition, summons it to attend to all that is of concern to human
beings. It brings a distinctive spiritual perspective to the common tasks of higher education.

Through fostering and advancing knowledge in education, health, commerce, the humanities, the sciences and
technologies, and the creative arts, Australian Catholic University seeks to make a specific contribution to its local,
national and international communities. The University explicitly engages the social, ethical and religious dimensions of
the questions it faces in teaching and research, and service. In its endeavours, it is guided by a fundamental concern for
justice and equity, and for the dignity of all human beings.

Australian Catholic University has a primary responsibility to provide excellent higher education for its entire diversified
and dispersed student body. Its ideal graduates will be highly competent in their chosen fields, ethical in their
behaviour, with a developed critical habit of mind, an appreciation of the sacred in life, and a commitment to serving
the common good.

2.       Vice-Chancellor’s Introduction
The Australian Catholic University represents the accumulated achievements of one hundred and fifty years of Catholic
tertiary education. Growing from an historic base in teacher education, it now educates over 15,000 students across a
variety of disciplines.

It is Australia’s only university with a profoundly national dimension, conducting major campuses in three State capitals
– Sydney, Melbourne and Brisbane – as well as in the national capital in Canberra, and a regional campus in Ballarat.

The University’s teaching operations are closely focussed on disciplines classically falling within the great Catholic
intellectual tradition. These include theology, philosophy, education, health, the liberal arts, and business. As a unifying
theme, all are centred around human relationships.

Correspondingly, the University’s research is specialised in the areas of theology and philosophy, health (with a
particular emphasis on care of the vulnerable); education; and the multi-disciplinary field of the common good and
social justice.

Over the period of this Strategic Plan, the University will face some key challenges. These will include further
embedding its essential character as Australia’s leading Catholic University; securing a dramatic increase in its research
productivity; major expansions of campus operations in Melbourne and Brisbane; establishment of a comprehensive
planning culture; improving levels of student satisfaction and life; and successfully establishing new faculties and major
degree programmes.

The Plan itself is preceded by a Vision Statement which expresses in summary form the University, its educational
philosophy and its research strategy. This will be used to guide the University’s directions and operations in the widest
sense within an increasingly diversified higher education sector.

It is intended that the Strategic Plan will closely drive the operation of the University over the next three years, through
a cascading series of subsidiary plans which will in turn drive individual key performance indicators and work plans. To
assist in this process, the Strategic Plan consciously has been drafted in terms that are clear, concise and directive.

Greg Craven
Vice Chancellor




5 February 2009                                                                                                      Page 2
Australian Catholic University                                                                Strategic Plan 2009 to 2011

3.       Vision
The Australian Catholic University is Australia’s outstanding Catholic university and a leading
Catholic university in the world. Teaching and researching within the great Catholic intellectual
tradition, it is national in its reach, public in its relevance and committed to the common good.

The basic nature of The Australian Catholic University is expressed in its name. It is inextricably both Catholic and
University, searching for, discovering and communicating truth in every field of knowledge.

Within this basic character, the University has three fundamental characteristics.

As a Catholic university, it pursues all its activities, including its research and teaching within the Catholic intellectual
tradition. This necessitates a deep commitment to research, as well as teaching. It manifests itself in a continuing
exploration of the sacred, the value of the human person and the common good.

As a Catholic university that is a public university, The Australian Catholic University has a Mission to engage fully and
dynamically with its society. Critically, it is confidently, publicly Catholic in bringing the perspectives of the Catholic
intellectual tradition to its society. It is inclusively public in its admission of students, its appointment of staff, and its
receipt of public funding, all within the defining context of its unique Mission.

As a Catholic university that is a national university, The Australian Catholic University exercises nation-wide leadership
in the Catholic intellectual tradition, grounded in a century and a half of achievement through its founding institutions.
Teaching and researching in diverse locations across Australia, it is the definitive representative within Australia of the
thousand year tradition of Catholic universities.

The Australian Catholic University chooses to focus on areas of teaching and research that are closely connected with
its particular character as a university that is Catholic, and that is public and national.

The first focus area is Theology and Philosophy as being central to the elucidation, development and expression of
Catholic intellectual thought.

The second focus area is Health, with a particular emphasis on the value of care, especially of the weak and vulnerable.
Within this focus, The Australian Catholic University has a profound commitment to serving the great caring enterprise
comprised by Catholic health institutions.

The third focus area is Education, especially in support of the historic Mission of Catholic educational institutions and
agencies in exercising an option for the poor and vulnerable. This focus includes religious education, Indigenous
education, and learning and leadership in education, literacy and numeracy.

The final focus area is the Common Good and Social Justice, as comprising the heart of Catholic social thought. This
multi-disciplinary focus, notably in the liberal arts and social sciences, extends throughout the University’s teaching and
research. It also grounds the development of the University’s graduates, who learn to think critically, act ethically and
put the good of humanity at the centre of their concerns.




5 February 2009                                                                                                           Page 3
Australian Catholic University                                                            Strategic Plan 2009 to 2011

4.       Strategic Planning Framework
Strategic Goals

The University has set strategic goals in four primary areas of activity:

Goal No. 1         Student Experience
Goal No. 2         Research and Knowledge Transfer
Goal No. 3         Catholic Identity and Mission
Goal No. 4         Service Delivery and Enablers

Key Result Areas

Within each of the four areas of activity listed above, the University has also identified key result areas, which are
important aspects considered critical to the achievement of each strategic goal.

A further layer of plans, strategies and actions sits beneath the Strategic Plan and these guide the University in
executing the Strategic Plan and in making progress toward the achievement of its strategic goals. These are informed
by the goals, key result areas and performance indicators that are established in the Strategic Plan.

University Performance Indicators

For each strategic goal, the University has identified University performance indicators. These indicators will be used for
both planning and review purposes, notably to establish planning targets at various levels of the University and also to
monitor progress against the established targets.

The indicators themselves are labels that describe performance in broad terms. Accordingly, the University will identify
a range of more specific measures that underlie each performance indicator. The adoption of a range of measures for
each strategic goal affords the opportunity to reach a comprehensive and balanced understanding of performance. It
also provides greater flexibility when selecting performance measures and planning targets for inclusion across the
range of University planning documents.

Student Experience              Research and Knowledge          Catholic Identity and          Service Delivery and
                                Transfer                        Mission                        Enablers


 Student demand                 Research income                Church value                  Staff capacity

 Student equity                 Scholarly research             Community satisfaction       Financial and
                                output and impact                                              infrastructure sustainability

 Student satisfaction           Research graduates             Societal impact               Service orientation and
                                                                                               quality

 Graduate outcomes


A diagram that draws together the major elements of the Strategic Plan is provided in Figure 1 overleaf.




5 February 2009                                                                                                       Page 4
Australian Catholic University                                                          Strategic Plan 2009 to 2011



Figure 1             Major Elements of the University’s Strategic Plan

 Student Experience                                             Research and Knowledge Transfer
 Australian Catholic University provides its students with a    Australian Catholic University has a specialised, growing
 high quality learning experience. [Goal no. 1]                 and well-regarded research environment. [Goal No. 2]

 Key Result Areas                                               Key Result Areas
  Portfolio of course offerings (kra 1.1)                       Research focus (kra 2.1)
  Access and equity (kra 1.2)                                   Research culture and infrastructure (kra 2.2)
  Teaching quality (kra 1.3)                                    Research productivity (kra 2.3)
  Student life and support (kra 1.4)                            Research training (kra 2.4)
  Graduate employability (kra 1.5)                              Intellectual engagement (kra 2.5)


 University Performance Indicators                              University Performance Indicators
  Student demand (upi 1.1)                                      Research income (upi 2.1)
  Student equity (upi 1.2)                                      Scholarly research output and impact (upi 2.2)
  Student satisfaction (upi 1.3)                                Research graduates (upi 2.3)
  Graduate outcomes (upi 1.4

 )

 Catholic Identity and Mission                                  Service Delivery and Enablers
 Australian Catholic University sustains a strong and visible   Australian Catholic University is a well-managed
 commitment to the Catholic intellectual tradition. [Goal No.   organisation. [Goal No. 4]
 3]
 Key Result Areas                                               Key Result Areas
  Leading Catholic institution (kra 3.1)                        Strategic approach (kra 4.1)
  Catholic university experience (kra 3.2)                      Staff profile, productivity & satisfaction (kra 4.2)
  Social justice and community engagement (kra 3.3)             Financial sustainability (kra 4.3)
                                                                 Infrastructure (kra 4.4)
                                                                 Service delivery (kra 4.5)
                                                                 External relations (kra 4.6)
                                                                 Internationalisation (kra 4.7)

 University Performance Indicators                              University Performance Indicators
  Church value (upi 3.1)                                        Staff capacity (upi 4.1)
  Community satisfaction (upi 3.2)                              Financial and infrastructure sustainability (upi 4.2)
  Societal impact (upi 3.3)                                     Service orientation and quality (upi 4.3)




More detail is provided in the following pages.




5 February 2009                                                                                                   Page 5
Australian Catholic University                                                            Strategic Plan 2009 to 2011

5.       Planning Framework
To guide planning, implementation and review activities, the University has established a suite of planning documents
that collectively describe the University’s goals, strategies and targets; as well as the proposed actions and
implementation arrangements that are developed in response to these strategic elements.

The Mission and goals of the University are formally established in the Strategic Plan. The Strategic Plan is the
University’s peak planning document and the overarching blueprint for the University. It is prepared by the Vice-
Chancellor, in consultation with the Core Planning Group, and endorsed by the University Senate.

The University has adopted a hierarchical approach to planning with higher level plans directly influencing the plans
that are prepared at lower levels. In this respect, goals, strategies and targets that are developed in lower level plans
are required to align with those that have been established in the University’s Strategic Plan.

The planning levels are:
Level 1 – Strategic Plan (3 years)
Level 2 – Thematic Plans (3 years)
Level 3 – Organisational Plans (3 years)
Level 4 – Organisational Operational Plans (1 year)
Level 5 – Individual Performance Development Plans (1 year)

The suite of University plans (Levels 1 to 4) and their sponsors are shown in Figure 2 overleaf.


6.       Planning Cycle
Three-Year Planning Cycle

The University has adopted a three year strategic planning cycle that runs from 2009 to 2011. The Strategic Plan, as well
as thematic and organisational plans, will adopt this planning horizon and be reviewed annually and amended as
necessary. A formal review of achievements against each plan will be undertaken at the end of the cycle.

Thematic and organisational plans will be required to identify strategies, actions, targets and outcomes, and to
explicitly align these with the goals, performance indicators and key result areas that are established in the Strategic
Plan.

A planning template will be established for thematic, organisational and operational plans to assist with the consistent
application of the planning framework. The authorising environment and consultation requirements for each plan will
also be established and documented.

One-Year Operational Planning

A one-year operational plan (and a report on outcomes from the previous year’s operational plan) will be required from
nominated organisational areas.

Timelines and Transitional Arrangements

2009 will be a transition year. The Strategic Plan will be finalised and approved in early 2009. All three-year thematic
and organisational plans will be prepared and approved by the 30 June 2009. One-year operational plans from
nominated organisational units will be required for the year 2010 onwards. Reports on the outcomes of one-year
operational plans will also be required at the end of each calendar year.

A transitional operating plan for the University will be established for 2009. This plan will list the range of high-level
priority actions that are currently in train, or which are planned for 2009, and provide bridging arrangements until the
new strategic planning framework is fully implemented.


5 February 2009                                                                                                      Page 6
Australian Catholic University                                                                                                                           Strategic Plan 2009-2011
Figure 2       Hierarchy of University Plans and their Sponsors



                    University
                  Strategic Plan



                                                                                                                                Community               Finance and
                                                                                                                                Engagement          Infrastructure Plan

                                                                                                                                                       Information
                                                                                                          Learning and       Internationalisation
                                                                                                                                                      Technology and
                                                                                                            Teaching                Plan
                                                                                                                                                     Communications

                                                                                                                                Indigenous
 THEMATIC PLANS                                                   Identity and                                                                      People and Culture
                                            Marketing                                  Research           Student Life         Education and
     (3 year)                                                       Mission                                                                                Plan
                                                                                                                                 Research



                                                                                       Pro-Vice-            Pro-Vice-             Pro-Vice-             Pro-Vice-          Associate Vice-
                                        Director, University    Director, Identity
 PLAN SPONSORS    Vice-Chancellor                                                     Chancellor           Chancellor            Chancellor            Chancellor           Chancellors
                                             Relations            and Mission
                                                                                      (Research)       (Students, Learning       (Academic)          (Administration      & Campus Deans
                                                                                                                       )                                           )

ORGANISATIONAL                              University
                                                                  Identity and       PVC (Research)        PVC (SL&T)          PVC (Academic)           PVC (A&R)
     PLANS                                   Relations
                                                               Mission Directorate     Portfolio            Portfolio             Portfolio              Portfolio
    (3 year)                                Directorate

                                                                                                                                                     University-wide
                                                                                                                                                         Campus
                                                                                                                                                    Development Plan


  OPERATIONAL                               University
                                                                  Identity and       PVC (Research)        PVC (SL&T)          PVC (Academic)           PVC (A&R)
     PLANS                                   Relations                                                                                                                     Campuses (x6)
                                                               Mission Directorate     Portfolio            Portfolio             Portfolio              Portfolio
    (1 year)                                Directorate


                                                                                                                                Faculties (x4)

                          These plans   primarily respond to the University's Student Experience goal
                          These plans   primarily respond to the University's Research and Knowledge Transfer goal
                          These plans   primarily respond to the University's Catholic Identity and Mission goal
                          These plans   primarily respond to the University's Service Delivery and Enablers goal
                          These plans   respond to more than one of the University's goals




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