|
Edith Cowan University is committed to delivery of quality services to its students, customers and the community. This commitment is reflected throughout the Universitys Strategic Plan 1998-2002 (the Plan) which was endorsed in February 1998. Extracts from the Plan have been refined in light of new information for the purposes of this report. Mission statement and objectives in relation to quality The Universitys mission is: "To provide, within a diverse and dynamic learning environment, university education of recognised quality, especially for those people employed in, or seeking employment in, the service professions." ECU has chosen to distinguish itself from other universities locally and nationally by focusing its activities on the service professions. This builds on the Universitys history in teaching, nursing and other services. It also allows Edith Cowan to undertake research and teach in the knowledge-based service areas such as finance, communications and media, to further enhance achievements in services to culture through the Academy of Performing Arts and to develop into new service areas, such as the leisure industries. By focussing on the service professions Edith Cowan University is supporting the fastest growing sector of the economy. The Plan sets out three distinctive themes that guide the Universitys activities. These are service, professionalism and enterprise. Service: The University encourages the highest standards of learning by adopting a student-centred approach to teaching, learning and the administration of student services. The University is developing close and productive involvement with the professions, government, industry, the community and other educational institutions at local, national and international levels. In addition, the University is enhancing its service to regional Western Australia, particularly the South West and Northern growth corridor region. Professionalism: The University seeks to demonstrate the highest standards of professional behaviour in its relationship with students, staff and the community. The University will build strategic alliances with the professions and increased work based learning in terms of service to the professions. Enterprise: The University will use innovative and enterprising strategies to service our staff and students, enhance our involvement with rural and remote communities, and build alliances with national and international organisations. A Strategic Initiatives Fund has been established which will support strategies and initiatives that focus on the principles of service, professionalism and enterprise as well as supporting those professional areas identified as University strengths.University Council has approved a strategic planning and reporting cycle that will drive the five-year rolling ECU Strategic Plan, three-year rolling institutional plans (for teaching and learning, research, capital management, equity and communication and information technology) and three-year rolling plans for each faculty, school, division and business unit. Strategies and performance The University has objectives for teaching and learning, research, management, community service, internationalisation and access and equity. These are given in the following pages together with:
The details given below are not comprehensive. The University is engaged in other activities that support these functions on an on-going basis. Andrew Crevald |
|
||||||||||||
|
||||||||||||||||||||||||||||||||||||||||||
|
||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
|
||||||||||||||
| Data 1. Professionalism in teaching and learning 1.1 Course satisfaction The University participates in the national Course Experience Questionnaire (CEQ) conducted by the Graduate Careers Council of Australia (GCCA). The survey outcomes in relation to the good teaching, generic skills and overall satisfaction scales are presented below for ECU graduates. Table 1 measures the percentage of students that were broadly satisfied with these scales.
* Percentage of students across all Australian universities. 1.2 Retention rate Retention rate is defined as the percentage of students who commence a Bachelor pass course in a given year and either complete, defer or are still enrolled in the same or an alternative course one year later.
1.3 Graduate employment The University participates in the national Graduate Destination Survey (GDS) conducted by the GCCA. This survey determines graduates employment and further-study status at April 30 following the year of course completion.
* Percentage of students across all Australian universities. 1.4 Student services Services provided to ECU students include counselling; health services; career services; emergency loans; mentoring programs; sporting/cultural facilities; research skills advisors; and academic skills advisors. In addition, the ECU Web Enrolment System (ECUWES) has enhanced both the enrolment process and student access to their academic records. The library easy loan system allows students to not only service their own loan needs but access information on availability and location of books and their personal loan histories. 1.5 Graduate attributes and employer satisfaction The Strategic Plan defines the graduate attributes expected by the University. The attributes reflect ECUs commitment to the service professions. In summary ECU graduates are expected to be:
Although the University does not currently use a survey instrument to measure employer satisfaction with its graduates, the following processes are in place to ensure programs meet the needs of industry/the professions/business:
2. Enterprising in research and scholarship 2.1 Research and development output - DETYA The number of publications in DETYA categories A1, B, C1 and E1 per 10 FTE academic staff at level B and above, produced during a prescribed year.
|
|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
2.2 External research and development funding The total amount of national competitive research grants, other public sector research funding, and industry and other funding for research received by the University per 10 FTE academic staff at level B and above in a prescribed year.
* Total grants ($,000) per 10 FTE Level B and above across all Australian universities. 3. Management 3.1 Dependence on government funding In the light of possible policy shifts affecting the distribution of government funds and continuing Commonwealth and State budget stringency, the University aims to increase its revenue from other sources and reduce its exposure to shifts in government funding.
3.2 Achievement of Commonwealth-funded targets Operating grant total student load expressed as a percentage of Commonwealth-funded targets.
* Aggregate result for all Australian universities 3.3 Staff profile - academic qualifications Percentage of academic full-time and fractional full-time staff (FTFFT) having a doctorate or equivalent qualification.
4. Internationalisation
5. Access and equity
|
||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||