Australian Catholic University

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

 

Strategies

Performance Indicators

Current Outcomes
  • Implement the specific programs in the Community Service Management Plan 1998 at campus and faculty levels
  • Improve public visibility and marketing programs in Australia, and internationally
 Number and percentage of staff involved 1996 Faculty reports indicate that over 163 academic staff (approximately 43%) engaged in community service activities (does not include all staff, or all contributions).

1998 Biennial report is currently being completed.
  • Develop further the activities of the Foundation and the Alumni
 Number and range of community service activities The range of additional projects are referred to in the University’s Community Service Report 1993-94, and since 1995 have been listed in the faculty annual reports
  • Review current activities of ACUCOM, the University continuing education and commercial arm, in terms of relevance, cost effectiveness, and quality
 Level of funding and other support provided for programs to assist disadvantaged groups 1994 The University has been involved singly and jointly with at least four projects funded in excess of $60 000 during 1996-97

1998 Biennial report is currently being completed.
  • Review international education programs with a view to enhancing the scope and collaborative nature of international activities
 Amount of Foundation funds received for community projects Since its inception in 1993 the University’s Foundation has raised

1996 $4.434m

1998 $6.3m in cash and confirmed pledges.
  Number of international students in English Language Courses for Overseas Students (ELICOS) and ACUCOM courses (figures shown are for NSW) ELICOS ACUCOM Short Programs

1996 321 #

1997 257 469

# 1997 was the first full year of operation for ACUCOM, the University’s continuing education arm.
  International (fee-paying) students in award courses
Year Onshore Offshore Total
1995 169 0 169
1996 152 73 225
1997 131 218 349

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

 

Strategies

Performance Indicators

Current Outcomes
  • Implement quality assurance and continuous improvement systems
  • Encourage the development of a client focus within each organisational unit
  • Ensure that structures and organisational processes provide for integrated services across and within campuses
 Student satisfaction ratings measures for
  • Campus operations
  • Information technology
  • Library
  • Student administration
  • Student services
  • Annual quality management plans for all administrative and support service areas are being completed in 1998.
  • Student satisfaction surveys are being developed for implementation in 1998.

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

 

Strategies

Performance Indicators

Current Outcomes
  • Implement new Capital Management Plan to enhance cost effective use of capital resources, including campuses and information technologies
 Campus operational costs per EFTSU
  • Planned consolidation of Melbourne campuses on one site
  • ACU is taking part in the AAPPA Benchmark Survey which will provide comparative details 1997-98.
  • Review structures to improve management nationally and locally
 Academic : general staffing ratios 1995: 1.39 to 1 1996: 1.27 to 1 1997: 1.20 to 1
  • Implement more efficient software systems in key areas to improve operations and to provide essential information
  • Integration of budget and academic planning processes
Availability of relevant reports for managers The University has established and implemented a range of integrated systems during 1996-97 including the national Banner student administration system; national payroll system; and University-wide advertising procedures.
  • Provide initiatives to increase non-government funding
 Profit/loss financial data non-government income as a % of total revenue (Refer to Financial Reports/Budget Reports.)

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