Strategic objectives

The University of Queensland will:

  • ensure that its academic aims and aspirations are supported by effective management structures, policies, practices and systems and that all aspects of the University are administered in a professional and client-focused manner;
  • ensure that the faculties and other principal organisational groups take responsibility for implementing the strategic objectives and operational priorities in this plan;
  • devolve the management of resources to the most effective level;
  • seek to enhance levels of funding from all sources, particularly sources independent of the base Commonwealth Grant;
  • develop, maintain and implement effective policies and procedures for the recruitment, retention and development of high quality staff; Management and resources
  • assist managers to lead and manage their staff more effectively and to support the effective implementation of change across the University;
  • provide an appropriate physical environment and maintain it to high aesthetic, functional and safety standards, incorporating a culture of sustainable development;
  • provide high quality learning and teaching facilities, with particular attention to the changing needs of students, and improve utilisation by better management;
  • develop UQ Ipswich as a campus of higher education for the western corridor and western suburbs, closely linked to the community and providing relevant degrees in both flexible and on-campus mode;
  • develop UQ Gatton as the major centre for the Faculty of Natural Resources, Agriculture and Veterinary Science and a focus for teaching, learning and research in agriculture, use and management of land and water resources and as a co-location for external research providers;
  • deliver customer-focused innovative information services integrated with the University's teaching, learning, research and community service activities and provide the information infrastructure necessary for leading-edge research activity;
  • deliver leading-edge information technology support services and infrastructure;
  • ensure that the capital budget framework supports sound strategic management of and planning for the University's capital assets; and
  • build and strengthen its profile and relationships with prospective students and staff, business, government, the professions, its alumni and the community at large through coordinated University-wide marketing, communication and development programs and activities.

    Operational priorities
    • Implement modern systems in support of teaching, learning and administration and provide access to these systems in flexible user-friendly ways, particularly to connect students and staff with their learning environments and to provide timely management information for institutional performance measurement and quality assurance and control.
    • Ensure that faculties, institutes, central services and the central administration develop and maintain operational plans to support the University Strategic Plan.
    • Ensure that faculties, institutes, central services and the central administration demonstrate their management effectiveness by operational benchmarking.
    • Rationalise activities to allow support to be provided for growth and development of strategic strengths and to ensure that the University's resources are used as effectively as possible in support of its strategic objectives.
    • Continue to increase load at UQ Ipswich, and assess options for new undergraduate and postgraduate programs, new facilities and location of schools and divisions/units at the campus.
    • Relocate the School of Veterinary Science to UQ Gatton; develop the Centre for Advanced Animal Studies at UQ Gatton and attract relevant business and social science programs to the Gatton campus.
    • Ensure that faculties prepare business plans for all new major academic activities, particularly those associated with the internationalisation of teaching and research endeavours, to demonstrate projected financial returns and resource commitments.
    • Encourage and support all parts of the University in efforts to attract an increasing proportion of funding from non-government sources.
    • Secure development funds from external sources of at least $100 million in the period 2007-2011 for projects based on sound business plans and associated with the University's strategic objectives.
    • By 2010, increase revenue from sources apart from the core Commonwealth Grants (Commonwealth Grant Scheme (CGS), Research Training Scheme (RTS), Institutional Grants Scheme (IGS) and Research Infrastructure Block Grants) by at least 40 percent above the 2004 level of $492 million.
    • Provide development and training opportunities to assist staff in their professional development and to improve the University's organisational efficiency and effectiveness.
    • Promote equality of opportunity through a pro-active equity and diversity program.
    • Review the ongoing appropriateness of the current budget framework for the management of the University's capital assets and for the maintenance of its infrastructure.
    • Develop, implement and maintain a comprehensive development plan for the University.
    • Develop, implement and maintain a comprehensive marketing and communications plan.