Deakin University

Vision

To be recognised as a world leader and Australia’s leading University in flexible and life-long learning, with a strong focus on the pursuit of knowledge, professional education, the needs of students and other clients, and high levels of scholarship and internationalisation in teaching and research.

Mission

  • To pursue learning, research and scholarship in fundamental, applied and professional disciplines to support flexible life-long professional education in a broad spectrum of disciplines, focused on the most contemporary requirements for international practice, with a distinctive profile of foundation studies and advanced and specialised areas of study;
  • To produce graduates of international standing, whose expertise is in high demand and whose contributions and practice are of the highest calibre and integrity;
  • To enhance strengths in applied, cooperative and basic research and to concentrate research into an innovative, streamlined matrix of internationally significant high-priority niche areas – with high-impact outcomes, prospects for funding support and an innovative research training infrastructure;
  • To follow international best practice in corporate community investment, including community service, community partnerships and community-relevant research;
  • To focus on local, national and worldwide markets in professional development within corporations and organisations, by customising and updating learning services, high-level training, the use of technology transfer and the provision of research services for clients;
  • To explore and develop distinctive private-sector and cross-sector organisational approaches, ethos and services that expand present markets and that are competitive in the emerging global-knowledge industry;
  • To extend present advantages in flexible technology-mediated learning and research training into new markets with innovative services and interactive products utilising sophisticated local and global networks.

Underlying the University’s pursuit of its mission is its respect for:

  • Students, clients and staff
  • Excellence and high professional standards
  • Innovation and creativity
  • High quality performance and outcomes
  • Veracity and rationality
  • Equal opportunity, equity and diversity
  • High ethical standards

Core objectives and strategies

  1. Learning

1.1 Enhance studies in the fundamental and applied discipline areas and specialise in professional education, encompassing a broad profile of disciplines with flexible, national and international programs of study

1.1.1 Enhance foundation and advanced courses in the arts and sciences as key disciplines and as essential underpinning and co-programs for professional education and training.

1.1.2 Reflect, among other things, market requirements, niche opportunities, responsiveness to students and flexibility, internationalism of professional practice and financial viability, and in particular:

(i) rationalise and enhance the existing profile of professional pre-service, upgrading and advanced professional courses;

(ii) expand the profile of professional courses; adding new disciplines and courses relating to hybrid and interdisciplinary professions, and combinations of professional studies.

1.1.3 Customise and adapt existing and new professional courses, and target niche opportunities to suit the emerging needs for professional development of client groups in national and international corporations, industry, professional bodies, agencies and organisations.

1.1.4 Further develop more flexible approaches to award structures, curriculum combinations, technology-mediated learning and course-delivery logistics focused on high-priority professional courses.

1.1.5 Prioritise staff professional development, course development and technology-based learning resources to support a new generation of professional education and training models.

1.2 Enhance and diversify the student and client profile

1.2.1 Redistribute and expand the student profile of the University, with high priority to planned increases in numbers and quality of:

  1. professional pre-service students – especially school-leavers, TAFE transferees and mature students – both on and off campus;
  2. postgraduate professional courses for upgrading students’ skills, on campus and in the workplace;
  3. higher-degree-by-research students in discipline-based and professional doctoral programs;
  4. fee-paying students, both Australian and international;
  5. international students on exchange and link programs;
  6. students enrolled in client/employer-sponsored programs through Deakin Australia;
  7. students in national equity priority areas.

1.2.2 Set enrolment targets and direct marketing strategies to ensure that, at all levels and in all programs, students have high potential for success.

1.2.3 Expand the client profile of the University through Deakin Australia and the Faculties to include top national and international corporations, service agencies, professional bodies and other government and non-government organisations and institutions.

1.2.4 Establish learning and teaching partnerships, strategic alliances and consortia arrangements with other universities, TAFE institutes and private providers which extend the range of learning models and broaden the University’s profile, to enhance access for and to students in key markets.

1.3 Strengthen the quality of learning and teaching

1.3.1 Benchmark general and professional courses and programs against a selected grouping of national and international institutions, using quality indicators including, among other things, currency and coherence of curriculum, quality and performance of staff, teaching methods and learning outcomes, quality of student work and skill acquisition.

1.3.2 Seek and be responsive to student and client feedback on teaching and learning in units and courses.

1.3.3 Ensure learning and teaching programs, at all levels, relate to the highest pedagogical standards and the most contemporary educational theory and practice.

1.3.4 Recognise and reward excellent performance and innovation in learning, teaching and courseware development.

1.3.5 Ensure that professional courses are distinctive and highly regarded and are accredited for national and international practice by professional bodies and international agencies, as appropriate.

1.3.6 Gain high-level external advice from key national and international professionals and experts in practice and input into the curriculum.

1.3.7 Maintain and extend national leadership, pursue world’s best practice in integrating inquiry-based learning methods and high quality published and technology-mediated courseware, and rapidly achieve national leadership in flexible, interactive and on-line learning technologies both off-campus and on-campus.

1.3.8 Gain internal funding support for learning and teaching innovations through national competitive programs and other sources.

1.4. Ensure graduates at all levels are of national and international standing

1.4.1 Ensure Deakin graduates have appropriate combinations of contextual, generic and specialist knowledge and expertise, together with the personal qualities necessary to enable them to compete successfully in national and international employment markets, and to prepare them for future leadership roles in the professions. The University expects all graduates to have the following generic skills:

  • a love of learning
  • a sense of self
  • ability to effectively access, filter and synthesise information
  • a high level of literacy, numeracy and computer skills, including the ability to derive outcomes and communicate them in a variety of modes
  • enhanced problem defining and solving skills
  • academic achievement in their chosen discipline or profession
  • experiential learning relevant to their field, and a comprehension of business processes
  • flexibility with a capacity to cope with complexity and change
  • ability to work in teams or individually.

1.4.2 Target professional upgrading and development programs towards change management and leadership, career shifts and new international roles in the professions, industry, government and service agencies.

1.4.3 Promote the placement of graduates, nationally and internationally, in appropriate professional and other employment settings.

1.4.4 Liaise with employers and placement agencies in key multinational industries, professions and organisations to determine strategies for preparing and marketing Deakin graduates in employment networks.

1.4.5 Attract Deakin graduates into a range of postgraduate and higher-degree-by-research courses.

1.4.6 Ensure Deakin graduates are aware that cultural differences exist between and within nations and that these differences are to be represented.

2. Research

2.1 Enhance the University’s research culture

2.1.1 Emphasise research and scholarship as the necessary underpinning for all the University’s core academic activities and as a principal focus for support and administrative services.

2.1.2 Foster strong linkages between researches, research students, research support staff and administrators, to facilitate their working together to achieve the research mission of the University.

2.1.3 Increase the number of active researchers in the University by recruitment and development of high-achieving and high-potential staff.

2.1.4 Ensure that professional development programs assist staff to realise their full potential in research and scholarship.

2.1.5 Ensure that the University’s internal communications and external public relations programs emphasise research communication and networking, and the reporting and exchange of research successes and information.

2.1.6 Apply the highest ethical standards to all aspects of research.

2.2 Build on existing research strengths and areas of strong research performance

2.2.1 Internationally benchmark, recognise and strengthen existing areas of high research performance.

2.2.2 Identify new areas of research that show potential for development.

2.2.3 Support areas of research strength and generate areas of research potential by applying performance-driven budget allocations.

2.2.4 Ensure improvement of the University’s research composite index by increasing research grants attracted from the national competitive system, improving the weighted publication index and increasing the numbers and graduation rates of higher-degree-by-research students.

2.2.5 Establish collaborative research partnerships with a range of national and international university partners and research agencies, and with industry, business, the professions and public agencies in key strategic areas.

2.3 Develop research concentrations and themes in key strategic areas

2.3.1 Identify a small number of critically important areas of research concentration in fields of national priority, funding potential and collaboration.

2.3.2 Dedicate sufficient resources, internally and from external sources, to support the areas of concentration; building critical mass in research staff, higher-degree-by-research students and research fellows, support services and infrastructure, and in funding, to ensure peak performance.

2.3.3 Develop new thematic areas combining applied research and development, consultancy and service; work jointly with new clients in industry and business, the professions, government, public agencies and other organisations.

2.4 Enhance the scale and effectiveness of research training and supervision

2.4.1 Increase enrolments in higher-degree-by-research programs by increasing flow-through from honours programs, by attracting students from other universities and by creating doctoral programs to fulfil the needs of industry, business, the professions and other organisations.

2.4.2 Improve the quality of research training, including supervision, services, facilities and infrastructure, and communications for higher-degree-by-research students.

2.5 Improve research infrastructure and research-management performance

2.5.1 Improve the efficiency of research management to national best-practice levels to enhance research culture and improve research performance.

2.5.2 Monitor regularly, review, and adapt as necessary, research groups, centres and institutes.

2.5.3 Integrate university, faculty and school research-management plans and review these regularly against key performance indicators.

2.5.4 Build up research infrastructure to national standards from internal allocations, just ventures and collaborative partnerships, outsourcing and sponsorship.

3. Corporate community investment

3.1 Follow international best-practice in corporate community investment

3.1.1 Ensure that the University invests strongly in its communities of interest, seeking mutuality with those communities in achieving its vision.

3.1.2 Ensure that, in relating to its various communities, regionally, nationally and internationally, the University displays openness, integrity and high ethical standards and practices.

3.1.3 Ensure that in its operations and practices, its capital infrastructure, plant and equipment, the University conforms to international codes and standards for environmental sustainability.

3.2 Serve regional, national and international communities

3.2.1 Encourage staff to take on key professional and community-service roles and outreach activities that enhance the University’s reputation in its various communities of interest.

3.2.2 Build strong community partnerships, at all levels, to promote mutual understanding and involvement in community life.

      1. Direct aspects of the University’s learning and research programs to meet community needs, opportunities and aspirations.

3.3 Further develop the University’s commitment to equity and access in its various communities

3.3.1 Provide the highest possible levels of access to the University, and ensure equity in this access, for members of regional, national and international communities.

3.3.2 Continue to support communities and groups who are under-represented in the student populations, through access and support programs incorporating the development of inclusive practices to cater for diverse needs.

3.3.3 Reinforce the University’s commitment to joint management with the Aboriginal and Torres Strait Islander communities in achieving their higher education goals.

3.4 Enhance the internal community of the University

3.4.1 Further develop the University’s corporate spirit and collegial environment, fostering teamwork, participation and commitment to the University’s mission.

3.4.2 Empower students and staff to achieve the vision of the University and to work towards their personal and professional goals.

3.4.3 Strengthen university-wide networks for interaction and communication, and build a strong sense of the university community.

3.5 Develop and manage the University’s external relations and communications

3.5.1 Strengthen the University’s approach to government relations at local, State/Territory and national levels, and develop strong links with public agencies and organisations.

3.5.2 Enhance public relations and external communication networks, and media relations, in the University’s various communities and public areas.

3.5.3 Strengthen marketing of the University’s corporate image, emphasising the positive outcomes of its programs that enhance its communities of interest.

3.5.4 Further develop international community links and exchanges at inter-institutional levels and through collaboration with international agencies and non-government organisations.

3.5.5 Reinforce the University’s links to its graduate communities through its alumni networks.

The University has also developed a range of enabling objectives and strategies which support the core ones listed above. These cover the areas of organisation, staffing, academic and administrative support services, infrastructure and finance.

Contact

Dr Michael Stokie, Deputy Vice-President (Administration)
Tel: (03) 5227 8554
Fax: (03) 5227 8560
Email: mds@deakin.edu.au

Ms Sue Chambers, Planning and Resources Manager
Tel: (03) 5227 8559
Fax: (03) 5227 8560 Email: suecc@deakin.edu.au

Please note that due to technical problems the Deakin University Key Performance Indicators table was unable to be placed on this page. Please contact highered@detya.gov.au for hard copies.

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