Australian Catholic University

Mission and quality objectives

The mission of the University emphasises its commitment to quality:

Australian Catholic University is committed to foster and promote teaching, research and scholarship in its richest and widest sense in accordance with Christian principles and traditions…. … It affords pride of place to the pursuit of excellence and the skill and art of teaching… … Its goal is to excel as a University… …

The University’s Strategic Development Plan 1995-2000 reflects the mission stating:

In accordance with its mission statement, the University has from the beginning sought to ensure high quality in all academic activities. Governance, management and academic structures are directed at the formulation of policies and procedures designed to achieve and maintain excellence.

In 1996, the University adopted a Quality Management Policy which supported an institution-wide commitment to quality assurance and quality improvement under the operations of the Pro-Vice Chancellor and Manager (Quality and Outreach) as an inherent part of the planning process. To assist in implementation of this policy, two committees were established, Quality Management Committee and Quality Improvement Committee (Administration and Support).

Since being appointed in February 1998, the Vice-Chancellor has established a strategic review which is focussing on process, quality and outcomes relating to teaching, research and community service. Staff are currently engaged in the task of formulating plans to carry the University into the first decade of the next century. Strategy formulation is being tied integrally to the University mission. The review is across all sections of the University and will undoubtedly have a quality improvement focus. Emphasis in the Vice-Chancellor’s vision is not just on providing a quality environment in which to study, but on guaranteeing quality outcomes that have tangible educational benefits.

Strategic quality objectives

The strategic quality objectives are:

1. Maintaining and enhancing the academic rigour and professional relevance of undergraduate and postgraduate courses;
2. Improving the range, depth and international recognition of research and scholarly activities;
3. Ensuring appropriate standards and relevance of community service activities provided to Church-based and other communities by staff and students;
4. Implementing client-focused services for students in a timely and cost-effective fashion which reflect the philosophy of the University in the pursuit of excellence;
5. Providing systems for managing financial and physical resources of the University in an efficient and effective manner.

Achievements

The following achievements in respect of the above objectives are to be noted:

1. High levels (in comparison with national averages) of graduate satisfaction with courses and employment rates reflected in an increase in demand.
2. Improved performance in research, with increasing proportions of staff with doctoral qualifications, a trebling of research degree student enrolments between 1995 and 1997 and increasing levels of research grants and publications.
3. A doubling of international student enrolments including offshore programs in the period 1995-1997.
4. Initiatives to improve efficiency and effectiveness of capital plant through consolidation of campuses and implementation of advanced information technology network systems across all campuses.
5. Implementation of new university-wide systems for financial management, personnel services and student administration.

Graduate attributes

The following list of graduate attributes is under review in the context of the current strategic planning exercise.

• Critical and analytical abilities
• Enthusiasm to search for further knowledge and understanding
• Open-mindedness and receptiveness to new ideas
• Expertise in chosen academic field

• Knowledge and skills to meet relevant professional requirements
• Understanding of and commitment to professional ethical standards
• Communication and interpersonal skills in working with clients and colleagues

• Commitment to values which are consistent with the spirit of the University’s mission
• A spirit of service to the community
• Commitment to good citizenship, including respect for individuals, empathy with persons of differing cultural and religious backgrounds, community responsibility and concern for the environment.

Objective 1: Maintaining and enhancing the academic rigour and professional relevance of undergraduate and postgraduate courses

• utilising the national Banner student administration system to improve the provision of management information, and comparative data. This system provides data on all students in a single database and will provide the opportunity for statistical analysis of particular student attributes and longitudinal cohort studies;
• assessing and addressing the differences in outcomes across campuses;
• developing graduate attributes and employer satisfaction survey instruments; and
• developing new performance indicators in line with the University’s reviewed Strategic Development Plan.

Objective 2: Improving the range, depth and international recognition of research and scholarly activities

Objective 3: Ensuring appropriate standards and relevance of community service activities provided by staff and students

Objective 4: Implementing client-focused services to students in a timely and cost-effective fashion which reflect the philosophy of the University in the pursuit of excellence

Objective 5: Providing systems for managing financial, human and physical resources of the University in an efficient and effective manner

Contact

Professor Muredach Dynan
Pro-Vice-Chancellor (Quality & Outreach)
Tel: (07) 3855 7111
Fax: (07) 3855 7149
Email: M.Dynan@acu.edu.au