DARWIN

CHARLES

STRATEGIC PLAN
20122014

UNIVERSITY

CHANGE Your World

GLOSSARY
CDU Charles Darwin University Core business The primary purpose and function of the University: teaching, learning and research Community In the context of an overarching theme for CDU, refers to the people, organisations and social connections within which CDU operates at a local level across the NT Culturally enriched Spaces designed and maintained to be sensitive to the social, intellectual and artistic elements that reflect Indigenous culture and provide an environment in which Indigenous people feel respected and comfortable Indigenous knowledges Expertise, awareness and skills unique to the Indigenous people of Australia, acquired through cultural learning and forming the basis of Indigenous culture, including communication and decision making, land management, health care and food preparation Innovation In the context of an overarching theme for CDU, refers to finding new ways to respond to challenges, developing new ideas, solutions and products to suit unique circumstances. International In the context of an overarching theme for CDU, refers to the engagement, partnerships, collaborations and relationships with other countries and recognition of the global environment in which the Australian tertiary education sector now operates Multi-sector Encompassing teaching at senior secondary school level, Vocational Education and Training (VET) and Higher Education (HE)

DARWIN

CHARLES

STRATEGIC PLAN
Non-traditional approaches to education delivery 20122014 Ways of delivering education that differ from traditionally recognised modes such as within classrooms, within semester constraints, using traditional resource materials and assessment tools Partnerships In the context of an overarching theme for CDU, refers to the formal and informal relationships CDU has established with other organisations (including tertiary institutions and government) and community within and outside the NT. Regional Within Australia, but outside major population centres Region Asia Pacific region including northern Australia

UNIVERSITY

Remote Within Australia and removed from population centres and services by significant distance Student pathways Support for the transition of students from one educational sector to another (Eg VET to HE) of within sectors (eg undergraduate to postgraduate) Sustainability Can refer to institutional viability (financial, social) or environmental sustainability (impact of university operations on the environment eg carbon footprint)

Tertiary Post-secondary education in Vocational Education and Training and Higher Education

CHANGE Your World

Katherine Gorge. Courtesy of Dr Mark FitzRoy

Building Orange 12, Casuarina campus

CDU delivers courses at eight campuses and centres, and at more than 170 other locations around the Northern Territory.

Charles Darwin University, with a heritage dating back to 1949, has developed into a modern, multicampus, multi-sector tertiary institution with over 23,000 students and a long history of delivering value through education, research and engagement to the Northern Territory.

Darwin (Casuarina) Palmerston Jabiru

Nhulunbuy

Katherine

Tennant Creek

Alice Springs

Yulara

CHARLES DARWIN UNIVERSITY

Strategic Plan
The Northern Territory presents unique challenges and opportunities for tertiary education provision, the most notable of which are its remoteness, small and widely dispersed population, multi-cultural and relatively large Indigenous population, and its workforce profile. This regional focus, which extends to the AsiaPacific region, places CDU in a unique position to respond to the tertiary education and research collaboration needs of countries in the region, and to enhance our global perspective. Over the past decade, we have worked to respond to these challenges and opportunities. In so doing, we have developed innovative skills and online-delivery products that have enabled us to offer flexible learning options for both local and national students, with the result that around one-half of our Higher Education students now access our programs from interstate locations. Through alignment between skills shortages and training, we have become the largest Vocational Education and Training provider in the Northern Territory and have established strong foundation programs to support student access to all levels of tertiary education.

2012 to 2014

Strong teacher-student relationships, up-todate study facilities and educational apps support delivery of education.

Charles Darwin University attracts a diverse student demography and offers a comprehensive orientation program.

CDU has established itself as an exemplary research-intensive university, ranked number one in Australia in 2009 for total research income per full-time staff member. We have established partnerships locally, nationally and internationally for learning and research that both strengthen the University and enable us to share the skills and expertise we have developed locally. Critical among these has been the strong and mutually beneficial partnership we have forged with the Northern Territory Government to meet the Territorys current and future needs for tertiary education, training and knowledge through research. As the only university based in the Northern Territory, we recognise and accept that we have an important role to play in contributing to and providing leadership in the NTs intellectual, professional, social and cultural life, and environmental wellbeing. Over the coming decade CDU will foster and maintain existing, emerging and new partnerships with other tertiary education providers,1 industry and the community within the Northern Territory, nationally and internationally in order to strengthen our position as a sustainable regional university in a competitive tertiary education environment.

CDU has established partnerships in teaching, learning and research with Flinders University, The Australian National University and Batchelor Institute of Indigenous Tertiary Education (BIITE). It is also a member of the Innovative Research Universities Group (IRU).

CHARLES DARWIN UNIVERSITY STR ATEGIC PL AN 2012 TO 2014

CHARLES DARWIN UNIVERSITY STR ATEGIC PL AN 2012 TO 2014

Student-centred and innovative approaches to education, such as the home tutoring scheme and the Mobile Adult Learning Unit (MALU), improve student participation and retention.

Charles Darwin University aims to be recognised as a leader in student support and the provision of pathways from vocational training through to advanced research degrees. A major priority will be finding ways to improve student participation and retention, particularly in regional and remote Australia and among disadvantaged groups, through traditional and nontraditional approaches to education delivery and support, and enhanced on-campus experience. Through these approaches we aspire to lead national change and become the university of choice for Indigenous students in particular, as well as for international students in the AsiaPacific region. CDU will continue to draw on the priorities of the Northern Territory and the Asia Pacific region in driving innovation, framing our education and training programs and focusing our research efforts, while continuing to grow our student base locally, nationally and internationally. To produce graduates who competently meet the challenges of a complex, changing world, we will focus on flexible, high quality local and distance education to provide the skills, learning and workforce that people of the Northern Territory, the nation and the Asia Pacific region require. Critical to achieving our goals over the next decade will be the quality and satisfaction of our staff. By providing the support and services staff require, and demanding the highest levels of staff professional and ethical conduct, we will maximise our efficiency and accountability and ensure the ongoing value of our contribution to the community and the region. Through implementation of this Strategic Plan, CDU will enable both staff and students to

CHANGE THEIR WORLD

4 CHARLES DARWIN UNIVERSITY STR ATEGIC PL AN 2012 TO 2014 CHARLES DARWIN UNIVERSITY STR ATEGIC PL AN 2012 TO 2014 5

MISSION
Enriched by the social, cultural and natural endowments of the Northern Territory, and committed to the advancement and prosperity of our region, Charles Darwin University enables staff and prepares students to be creative thinkers and effective contributors in a complex changing world MISSION
Enriched by the social, cultural and natural endowments of the Northern Territory, and committed to the advancement and prosperity of our region, Charles Darwin University enables staff and prepares students to be creative thinkers and effective contributors in a complex changing world

VISION

By 2015 Charles Darwin University will have consolidated its position as a sustainable, innovative, regional multi-sector tertiary education provider, strengthened by mutually beneficial partnerships, and recognised nationally and internationally for its quality, flexible, local and distance education, world class research and focus on Indigenous achievement

PILLARS
Unique Learning Environment

Leader in Indigenous Education

Research with Global Reach

3
Secure Future

VISION
By 2015 CDU will have consolidated its position as a sustainable, innovative, regional multi-sector tertiary education provider, strengthened by mutually beneficial partnerships, and recognised nationally and internationally for its high-quality, flexible local and distance education, world-class research and focus on Indigenous achievement

GOALS

A rich learning environment that reects our unique regional location and offerings, enables students to achieve success and produces graduates with the skills they need

A recognised national leader in Indigenous tertiary education and in the learning, teaching and understanding of Indigenous knowledges

Enhanced local, national and international standing for research excellence

A robust regional multi-sector university acknowledged for the quality and excellence of its staff, programs, management and governance, and strong partnerships

QUALITY SUSTAINABILITY PARTNERSHIPS COMMUNITY INTERNATIONAL INNOVATION

CHARLES DARWIN UNIVERSITY STR ATEGIC PL AN 2013 TO 2016 2012 2014

CHARLES DARWIN UNIVERSITY STR ATEGIC PL AN 2012 TO 2014

A UNIQUE LEARNING ENVIRONMENT

Goal
To create rich and engaging learning environments that reflect the Universitys unique regional location and offerings, enable students to achieve success and produce graduates with the knowledge, skills, values and world view they need to be effective contributors in society.
Flexible education delivery, practical skills acquisition, excellent on-campus facilities and outstanding partnerships contribute to CDUs strength as a leading provider of education.

ACTIONS 1.1 Identify factors that affect student success, and target support and other programs towards those factors.

Challenges
There are signicant challenges in creating the Unique Learning Environment CDU aspires to offer and in developing the range of up-to-date resources necessary to support that environment. To satisfy the diverse demands of its students, CDU needs to exploit its strengths as a multi-sector institution, providing quality education and training that reects the inuence of its unique location in the Northern Territory, while delivering its programs via a range of modalities and technologies, and in multiple locations. The University must also balance local and national delivery in ways that meet the needs of the Northern Territory, improve tertiary education access nationally and internationally, and achieve the scale necessary to sustain CDU as a comprehensive regional university.

1.2 Use the Universitys multi-sector environment to expand student access to tertiary education as well as pathways and entry and exit points to all academic programs. 1.3 Maximise educational opportunity and participation through innovative, flexible and high-quality local, distance and blended learning offerings, and through strategic partnerships, particularly with Flinders University. 1.4 Provide high-quality student support and best practice, contemporary learning environments, both on and off campus, which enhance students educational experience.

1.5 Systematically review and upgrade Higher Education and Vocational Education and Training programs to ensure they meet the requirements of students, industry, community, the professions and national accreditation agencies. 1.6 Facilitate and support faculty-led innovative approaches that best meet the Universitys learning, teaching and training challenges. INDICATORS 1A 1B Student participation, retention and success Overall student satisfaction

CHARLES DARWIN UNIVERSITY STR ATEGIC PL AN 2012 TO 2014

CHARLES DARWIN UNIVERSITY STR ATEGIC PL AN 2012 TO 2014

A LEADER IN INDIGENOUS EDUCATION

Goal
To become a recognised national leader in the tertiary education of Australian Indigenous students, and in the teaching, research and understanding of Indigenous knowledge systems.

ACTIONS 2.1 Improve Indigenous student participation and outcomes in tertiary education through better access to innovative and flexible post-secondary education programs. 2.2 Create and maintain culturally enriched spaces within which students can achieve success. 2.3 Learn in partnership with Indigenous students, staff and communities to ensure that cultural relevance and knowledge, cultural affirmation and cultural safety are embedded in programs to maximise student engagement, learning and skills development.

Challenges
In meeting the challenge of becoming the university of choice for Indigenous students, CDU must build on its strong ties to Indigenous communities in the Northern Territory to lead national change in Indigenous tertiary education. CDU will achieve successful Indigenous outcomes by developing best practice in access, education and support, and embedding Indigenous perspectives in learning and teaching practice. A major challenge will be to establish the Australian Centre for Indigenous Knowledges and Education (ACIKE), as a nationally recognised and appropriately resourced focus of Indigenous tertiary education and research.

2.4 Develop Indigenous staffing recruitment and retention strategies, enhance Indigenous participation in University governance and improve the incorporation of Indigenous perspectives and knowledge into University core business. 2.5 Work in partnership with other tertiary education providers, particularly Batchelor Institute of Indigenous Tertiary Education (BIITE), relevant organisations and stakeholders to build collaboration and enhance opportunity in Indigenous education, training and research. INDICATORS 2A 2B Participation, retention and success of Indigenous students across all courses Indigenous staff and student satisfaction

Best practice in access to education and support in teaching and learning create successful outcomes for Indigenous communities.

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CHARLES DARWIN UNIVERSITY STR ATEGIC PL AN 2012 TO 2014

CHARLES DARWIN UNIVERSITY STR ATEGIC PL AN 2012 TO 2014

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A RESEARCH LEADER WITH GLOBAL REACH

Goal
To enhance the Universitys local, national and international standing for research excellence, particularly in the areas of environment, human health and wellbeing, Indigenous knowledges, and social and public policy.

ACTIONS

Challenges
The challenge for CDU is to maintain and develop its distinctive, high-impact research prole in areas of strength such as environmental sciences, health and Indigenous knowledges, while also supporting emerging elds of research such as energy and education, in a region where the need for knowledge to solve major real-world problems is high. The University will need to provide adequate support for its staff and research students to optimise their contributions to knowledge across all discipline areas and create a scholarly environment that stimulates research creativity. Important to meeting these challenges will be continuing and new strategic research partnerships with the Northern Territory Government and with universities and research organisations in Australia and overseas.

3.1 Advance research strengths while also identifying new and emerging research priorities that focus on the unique and complex needs of regional Australia, and the AsiaPacific region. 3.2 Attract and retain high-quality researchers and postgraduate students by establishing a research environment that is intellectually stimulating and provides quality support, infrastructure and equipment. 3.3 Build research capacity and capability through key partnerships with other universities, the Innovative Research Universities Group, as well as with government, industry and Indigenous organisations.

3.4 Expand international research linkages and partnerships, particularly throughout the AsiaPacific region. 3.5 Ensure that teaching practice is informed by research, through valuing and supporting the teachingresearch nexus. INDICATORS 3A Quality and impact of research output as measured by publications and citations Attraction, retention and successful completion of Higher Degree by Research students
CDUs research capacity and strengths are identied by achievements across disciplines, environments and communities, in industry and at the level of student-teacher mentoring relationships.

3B

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CHARLES DARWIN UNIVERSITY STR ATEGIC PL AN 2012 TO 2014

CHARLES DARWIN UNIVERSITY STR ATEGIC PL AN 2012 TO 2014

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A SECURE FUTURE

Goal
To continue to develop as a robust, regional, multi-sector university, acknowledged for the quality and excellence of its staff, resource allocation programs, management and governance, as well as the strong partnerships it has forged.

CDUs commitment to enriching the teaching and learning environment includes strategic commitment to strong governance, student recruitment activity and engagement with the community.

ACTIONS 4.1 Improve the Universitys overall analysis and reporting capacity to underpin better decision making.

Challenges
In a deregulated and demand-driven tertiary education environment, CDU faces the signicant challenge of remaining a sustainable university in a regional setting. To meet the CDU Mission and the challenges of teaching, learning and research in the Northern Territory, CDU needs to attract and retain dedicated and talented staff and develop effective and innovative approaches to workforce management and development. In addition, CDU will require a sophisticated understanding of and strategies for revenue, expenditure, resource management and infrastructure renewal.

4.2 Develop a budget process that best addresses the Universitys long-term sustainability and empowers innovation at divisional level. 4.3 Attract and retain quality staff through development of human-resource management tools that support staff to achieve their career aspirations, and recognise and reward achievement. 4.4 Develop better student recruitment and loadplanning systems to support teaching, training and research aspirations and regional capacitybuilding imperatives. 4.5 Develop a University-specific quality management system to be applied across all operations and partnerships.

4.6 Ensure effectiveness though transparent and appropriate governance systems and regular measurement, assessment and review of University processes, operations and performance. 4.7 Expand and maintain quality physical and IT infrastructure, appropriate Occupational Health and Safety standards and leading-edge environmentally sustainable practices across the campus network. INDICATORS 4A 4B Staff satisfaction Financial and environmental sustainability

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CHARLES DARWIN UNIVERSITY STR ATEGIC PL AN 2012 TO 2014

CHARLES DARWIN UNIVERSITY STR ATEGIC PL AN 2012 TO 2014

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Graduate Attributes
The following matrix outlines the attributes that all CDU graduates are expected to acquire through the course of their Higher Education studies at the University, and the attributes specifically related to Vocational Education and Training (VET) Employability Skills criteria.

GLOSSARY
CDU Charles Darwin University Core business The primary purpose and function of the University: teaching, learning and research Community In the context of an overarching theme for CDU, refers to the people, organisations and social connections within which CDU operates at a local level across the NT Non-traditional approaches to education delivery Ways of delivering education that differ from traditionally recognised modes such as within classrooms, within semester constraints, using traditional resource materials and assessment tools Partnerships In the context of an overarching theme for CDU, refers to the formal and informal relationships CDU has established with other organisations (including tertiary institutions and government) and community within and outside the NT. Regional Within Australia, but outside major population centres Region Asia Pacific region including northern Australia Remote Within Australia and removed from population centres and services by significant distance Student pathways Support for the transition of students from one educational sector to another (Eg VET to HE) of within sectors (eg undergraduate to postgraduate) Sustainability Can refer to institutional viability (financial, social) or environmental sustainability (impact of university operations on the environment eg carbon footprint) Tertiary Post-secondary education in Vocational Education and Training and Higher Education

Core attribute

Skill Acquisition

Higher Education The CDU graduate: Can identify, retrieve, evaluate and use relevant information and current technologies to advance learning and execute work tasks Is an efficient and innovative project planner and problem solver, capable of applying logical and critical thinking to problems across a range of disciplinary settings and has selfmanagement skills that contribute to personal satisfaction and growth Can conceive of imaginative and innovative responses to future orientated challenges and research Has an understanding of the broad theoretical and technical concepts related to their discipline area, with relevant connections to industry, professional, and regional and Indigenous knowledges Demonstrates oral, written and effective listening skills as well as numerical, technical and graphic communication skills in a crossgenerational environment Has a capacity for and understanding of collaboration and cooperation within agreed frameworks, including the demands of intergenerational tolerance, mutual respect for others, conflict resolution and the negotiation of productive outcomes Is able to apply equity values, and has a sense of social responsibility, sustainability and sensitivity to other peoples, cultures and the environment Can function effectively and constructively in an intercultural or global environment and in a variety of complex situations Can exercise initiative and responsibility, taking action and engaging others to make a positive difference for the common good

Vocational Education and Training The CDU graduate: Has technology skills that contribute to effective execution of tasks

Culturally enriched Spaces designed and maintained to be sensitive to the social, intellectual and artistic elements that reflect Indigenous culture and provide an environment in which Indigenous people feel respected and comfortable Indigenous knowledges Expertise, awareness and skills unique to the Indigenous people of Australia, acquired through cultural learning and forming the basis of Indigenous culture, including communication and decision making, land management, health care and food preparation Innovation In the context of an overarching theme for CDU, refers to finding new ways to respond to challenges, developing new ideas, solutions and products to suit unique circumstances. International In the context of an overarching theme for CDU, refers to the engagement, partnerships, collaborations and relationships with other countries and recognition of the global environment in which the Australian tertiary education sector now operates Multi-sector Encompassing teaching at senior secondary school level, Vocational Education and Training (VET) and Higher Education (HE)

Application

Has problem-solving skills that contribute to effective outcomes Has planning and organisational skills that contribute to productive outcomes Has self-management skills that contribute to employee satisfaction and growth Has initiative and enterprise skills that contribute to innovative outcomes Has learning skills that contribute to ongoing improvement and expansion in employee and company operations and outcomes

Personal Practical Knowledge Creativity

Knowledge base

Communication

Has communication skills that contribute to productive and harmonious relations between employees and customers

Teamwork

Has teamwork skills that contribute to productive working relationships and outcomes

Citizenship

Social responsibility

(There is no specific employability criteria for this attribute.)

Flexibility

(There is no specific employability criteria for this attribute.)

World View

Leadership

(There is no specific employability criteria for this attribute.)

Katherine Gorge. Courtesy of Dr Mark FitzRoy

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CHARLES DARWIN UNIVERSITY STR ATEGIC PL AN 2012 TO 2014

Charles Darwin University Darwin NT 0909 Australia W: cdu.edu.au

CRICOS 00300K