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Key operational priorities (Strategic Plan 2004-2008)
All actions will be influenced by the pressing need to attract substantially greater amounts of income from sources apart from the base Commonwealth Operating Grant, in order to overcome prospective funding difficulties, provide adequate remuneration to staff, and remain dynamic and responsive to changing opportunities and demands into the future.
The University's long-term strategic objectives and immediate operational priorities for each of its key areas of activity are set out in full in later sections. However, the University Senate has determined that the most critical operational priorities for the immediate future are to:
- attract and retain the most able students, with the aim of achieving equity and diversity in the student population;
- enhance students' learning experience;
- support research-based teaching and learning culture and practice;
- achieve a graduate student proportion of 25 percent, with increasing emphasis on research students;
- internationalise all facets of the University's endeavours;
- improve research productivity and quality, focusing on areas of strategic priority;
- maintain leadership in the transfer and commercialisation of intellectual property;
- increase and diversify the University's income base;
- implement best practice in managing people, resources and systems, ensuring equality of opportunity for all staff regardless of their background; and
- enhance the physical environment and facilities of the University.
Strategic initiative funds will be applied preferentially in support of these priorities.
Projected student load profile
The University aims to achieve the student load targets for 2008 set out in the table following:
|
Student Load |
Recorded |
Projected |
% INCREASE 2003-2008 |
% SHARE IN 2008 | |||||
|
2002 |
2003 |
2004 |
2005 |
2006 |
2007 |
2008 | |||
| By Program Type | |||||||||
| Higher Degree Research |
2625 |
2660 |
2775 |
2875 |
2975 |
3075 |
3150 |
19% |
9.9% |
| Postgraduate Coursework |
2845 |
3267 |
3650 |
4000 |
4350 |
4725 |
5050 |
55% |
15.9% |
| Undergraduate and non-award |
23483 |
23464 |
23250 |
23300 |
23400 |
23550 |
23625 |
1% |
74.2% |
| Total |
28953 |
29391 |
29675 |
30175 |
30725 |
31350 |
31825 |
9% |
|
| By Funding Source | |||||||||
| HECS-based, RTS & Other |
22855 |
22568 |
22250 |
22075 |
21975 |
21975 |
21900 |
-3% |
68.8% |
| Domestic Fee Paying |
1846 |
2227 |
2500 |
2825 |
3125 |
3400 |
3650 |
64% |
11.5% |
| International Fee Paying |
4252 |
4596 |
4925 |
5275 |
5625 |
5975 |
6275 |
37% |
19.7% |
The table shows actual student load for the full year in Equivalent Full-time Student Units (EFTSU).
Strategic Plan targets include all recorded load at Mt Eliza BC, but not at offshore partner campuses.
?Other' funding source load includes above funded target HECS/RTS domestic load and extended research load
On this site
- Home
- Policies, Procedures & Guidelines
- Official reports and strategic plans
- Strategic Plans
- Archived Strategic Plans
- Strategic Plan 2004-2008
- Key operational priorities (Strategic Plan 2004-2008)
