Common use of Establishment of the Compact Clause in Contracts

Establishment of the Compact. The Commonwealth and the University agree the Term of this compact is from 1 January 2014 until 31 December 2016. The Principles of Commonwealth Funding Support The Commonwealth articulates its vision for the higher education sector, through Transforming Australia’s Higher Education System (available at the DIICCSRTE website), and the role of universities in driving our national innovation system, through Powering Ideas (available at the DIICCSRTE website). In supporting Australia’s universities, the Commonwealth seeks to promote: academic freedom and institutional autonomy; a diverse and sustainable higher-education sector; opportunity for all; access to university based on merit; world-class teaching and learning that advances the international standing of Australian education; world-class research and research training that advances knowledge, critical thinking and Australia’s international standing; and responsiveness to the economic, social and environmental needs of the community, region, state, nation and the international community through collaborative engagement. To ensure Australia’s higher education system remains robust and of high quality in a globally connected and competitive world, the Australian Government has adopted and implemented a number of system-wide quality measures including establishing the Higher Education Standards Framework, and the Tertiary Education Quality and Standards Agency (TEQSA). The Structure of this Compact Part One provides for the Commonwealth’s focus for the compact and a description of the University’s Mission Statement and Strategic Priorities. Part Two provides for matters related to improving access and outcomes for Aboriginal and Xxxxxx Strait Islander people. It contains Commonwealth objectives, university strategies and performance indicators and targets. Part Three provides for matters related to innovation, industry and skills and engagement. It also contains Commonwealth objectives, university strategies and performance indicators and targets. Part Four provides for matters related to teaching and learning including student enrolments, quality, equity and infrastructure. It contains Commonwealth objectives, university strategies and equity targets. Part Five provides for matters related to research and research training including research performance and research capability. It contains Commonwealth objectives, university strategies, performance indicators and targets. Part Six provides for general provisions of the compact including compact review, privacy, confidentiality and information sharing, changing the compact and notices. PART ONE: FOCUS & MISSION The Commonwealth’s Focus for this Compact The Commonwealth's ambitions for higher education include: providing opportunities for people from all backgrounds to participate to their full potential and be supported to do so. This includes supporting the aspirations of Aboriginal and Xxxxxx Xxxxxx Islander people through improved access and support arrangements. The Commonwealth is committed to ensuring the rate of Aboriginal and Xxxxxx Strait Islander people participating in undergraduate and­ higher degrees by research (HDR), as well as staffing and academic representation, reaches population parity; providing students with a stimulating and rewarding higher education experience; producing graduates with the knowledge, skills and understanding for full participation in society and the economy; better aligning higher education and research with the needs of the economy, and building capacity to respond to future changes in skills needs; increasing universities’ engagement with all parties and linkages between universities and Australian businesses in particular; playing a pivotal role in the national research and innovation system through the generation and dissemination of new knowledge and through the education, training and development of world class researchers across a wide range of intellectual disciplines; improving knowledge transfer and commercialisation outcomes; consistent with the Asian Century policy framework, ensuring education is at the forefront of Australia’s engagement with Asia; and being amongst the leading Organisation for Economic Co-operation and Development (OECD) countries in terms of participation and performance. In support of these objectives, the Commonwealth encourages universities to consider the following important measures in their planning and delivery: developing partnerships with schools and other organisations to improve the participation of people from disadvantaged backgrounds in higher education; working with business, industry and Vocational Education and Training (VET) providers to provide the Australian economy with the graduates it needs; the suite of performance measurement tools being developed through the Advancing Quality in Higher Education initiative, work on quality in research training, and a feasibility study on research impact assessment (including the possible implementation of a mechanism, separate from Excellence in Research for Australia, to evaluate the wider benefits of publicly funded research); applying the principles and procedures required to support a continuous improvement model for intellectual property; and the National Research Investment Plan, including the need for a strategic outlook to address Australian Government priorities and principles at a national level.

Establishment of the Compact. The Commonwealth and the University agree the Term of this compact is from 1 January 2014 until 31 December 2016. The Principles of Commonwealth Funding Support The Commonwealth articulates its vision for the higher education sector, through Transforming Australia’s Higher Education System (available at the DIICCSRTE website), and the role of universities in driving our national innovation system, through Powering Ideas (available at the DIICCSRTE website). In supporting Australia’s universities, the Commonwealth seeks to promote: academic freedom and institutional autonomy; a diverse and sustainable higher-education sector; opportunity for all; access to university based on merit; world-class teaching and learning that advances the international standing of Australian education; world-class research and research training that advances knowledge, critical thinking and Australia’s international standing; and responsiveness to the economic, social and environmental needs of the community, region, state, nation and the international community through collaborative engagement. To ensure Australia’s higher education system remains robust and of high quality in a globally connected and competitive world, the Australian Government has adopted and implemented a number of system-wide quality measures including establishing the Higher Education Standards Framework, and the Tertiary Education Quality and Standards Agency (TEQSA). The Structure of this Compact Part One provides for the Commonwealth’s focus for the compact and a description of the University’s Mission Statement and Strategic Priorities. Part Two provides for matters related to improving access and outcomes for Aboriginal and Xxxxxx Strait Islander people. It contains Commonwealth objectives, university strategies and performance indicators and targets. Part Three provides for matters related to innovation, industry and skills and engagement. It also contains Commonwealth objectives, university strategies and performance indicators and targets. Part Four provides for matters related to teaching and learning including student enrolments, quality, equity and infrastructure. It contains Commonwealth objectives, university strategies and equity targets. Part Five provides for matters related to research and research training including research performance and research capability. It contains Commonwealth objectives, university strategies, performance indicators and targets. Part Six provides for general provisions of the compact including compact review, privacy, confidentiality and information sharing, changing the compact and notices. PART ONEPart One: FOCUS Focus & MISSION Mission The Commonwealth’s Focus for this Compact The Commonwealth's ambitions for higher education include: providing opportunities for people from all backgrounds to participate to their full potential and be supported to do so. This includes supporting the aspirations of Aboriginal and Xxxxxx Xxxxxx Islander people through improved access and support arrangements. The Commonwealth is committed to ensuring the rate of Aboriginal and Xxxxxx Strait Islander people participating in undergraduate and­ higher degrees by research (HDR), as well as staffing and academic representation, reaches population parity; providing students with a stimulating and rewarding higher education experience; producing graduates with the knowledge, skills and understanding for full participation in society and the economy; better aligning higher education and research with the needs of the economy, and building capacity to respond to future changes in skills needs; increasing universities’ engagement with all parties and linkages between universities and Australian businesses in particular; playing a pivotal role in the national research and innovation system through the generation and dissemination of new knowledge and through the education, training and development of world class researchers across a wide range of intellectual disciplines; improving knowledge transfer and commercialisation outcomes; consistent with the Asian Century policy framework, ensuring education is at the forefront of Australia’s engagement with Asia; and being amongst the leading Organisation for Economic Co-operation and Development (OECD) countries in terms of participation and performance. In support of these objectives, the Commonwealth encourages universities to consider the following important measures in their planning and delivery: developing partnerships with schools and other organisations to improve the participation of people from disadvantaged backgrounds in higher education; working with business, industry and Vocational Education and Training (VET) providers to provide the Australian economy with the graduates it needs; the suite of performance measurement tools being developed through the Advancing Quality in Higher Education initiative, work on quality in research training, and a feasibility study on research impact assessment (including the possible implementation of a mechanism, separate from Excellence in Research for Australia, to evaluate the wider benefits of publicly funded research); applying the principles and procedures required to support a continuous improvement model for intellectual property; and the National Research Investment Plan, including the need for a strategic outlook to address Australian Government priorities and principles at a national level.. THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES The purpose of the University’s Mission The University's Mission sets out its values and aspirations, what it does and how it can best serve the interests of its students, staff and key stakeholders. The Commonwealth and the University recognise the University's Mission may evolve. The University and the Commonwealth recognise the University is an autonomous institution which is responsible for the determination of its Mission and for its aspirations and strategies for their achievement. The University’s Mission and Strategic Priorities UNE is a regionally based, globally networked university that is renowned for the quality of its student experience and the excellence of its research. UNE was founded with a mission to provide access to education and research for the regional community. Through this enduring partnership the University continues to contribute to the region’s economic, social and cultural development and innovation. While regionally based, UNE aspires to be known throughout the world for the quality of its on-campus student experience, the accessibility and flexibility of its distance education, and its focus on research that is of particular significance to rural and regional communities. The University has long-standing commitment to: Providing educational opportunities to people from all backgrounds Facilitating access to life-long learning Providing the highest quality academic experience Producing graduates with the knowledge and skills to participate fully in the workplace Building capacity in regional communities in Australia and internationally Generating and disseminating new knowledge and research through strategic industry and government linkages These objectives reflect both the core of UNE’s mission since its independence in 1953 and the University’s commitment to the Commonwealth’s ambitions for the 2014-2016 Compact period. UNE is mid-way through implementing its Strategic Plan 2011-2015 and during the course of the 2014-2016 Compact will complete this phase of its development and begin work on the 2016-2020 planning cycle. In a context of a rapidly changing higher education sector, nationally and globally, the next few years will be among the most important in UNE’s history. UNE’s strategic response to this environment is an ambitious plan to re-build its strengths in the modern context; radically expand its scope into new ways of reaching students and teaching them; and become more efficient in its business processes. The current strategic plan sets out five aspirations:

Establishment of the Compact. The Commonwealth and the University agree the Term of this compact is from 1 January 2014 until 31 December 2016. The Principles of Commonwealth Funding Support The Commonwealth articulates its vision for the higher education sector, through Transforming Australia’s Higher Education System (available at the DIICCSRTE website), and the role of universities in driving our national innovation system, through Powering Ideas (available at the DIICCSRTE website). In supporting Australia’s universities, the Commonwealth seeks to promote: academic freedom and institutional autonomy; a diverse and sustainable higher-education sector; opportunity for all; access to university based on merit; world-class teaching and learning that advances the international standing of Australian education; world-class research and research training that advances knowledge, critical thinking and Australia’s international standing; and responsiveness to the economic, social and environmental needs of the community, region, state, nation and the international community through collaborative engagement. To ensure Australia’s higher education system remains robust and of high quality in a globally connected and competitive world, the Australian Government has adopted and implemented a number of system-wide quality measures including establishing the Higher Education Standards Framework, and the Tertiary Education Quality and Standards Agency (TEQSA). The Structure of this Compact Part One provides for the Commonwealth’s focus for the compact and a description of the University’s Mission Statement and Strategic Priorities. Part Two provides for matters related to improving access and outcomes for Aboriginal and Xxxxxx Strait Islander people. It contains Commonwealth objectives, university strategies and performance indicators and targets. Part Three provides for matters related to innovation, industry and skills and engagement. It also contains Commonwealth objectives, university strategies and performance indicators and targets. Part Four provides for matters related to teaching and learning including student enrolments, quality, equity and infrastructure. It contains Commonwealth objectives, university strategies and equity targets. Part Five provides for matters related to research and research training including research performance and research capability. It contains Commonwealth objectives, university strategies, performance indicators and targets. Part Six provides for general provisions of the compact including compact review, privacy, confidentiality and information sharing, changing the compact and notices. PART ONEPart One: FOCUS Focus & MISSION Mission The Commonwealth’s Focus for this Compact The Commonwealth's ambitions for higher education include: providing opportunities for people from all backgrounds to participate to their full potential and be supported to do so. This includes supporting the aspirations of Aboriginal and Xxxxxx Xxxxxx Islander people through improved access and support arrangements. The Commonwealth is committed to ensuring the rate of Aboriginal and Xxxxxx Strait Islander people participating in undergraduate and­ higher degrees by research (HDR), as well as staffing and academic representation, reaches population parity; providing students with a stimulating and rewarding higher education experience; producing graduates with the knowledge, skills and understanding for full participation in society and the economy; better aligning higher education and research with the needs of the economy, and building capacity to respond to future changes in skills needs; increasing universities’ engagement with all parties and linkages between universities and Australian businesses in particular; playing a pivotal role in the national research and innovation system through the generation and dissemination of new knowledge and through the education, training and development of world class researchers across a wide range of intellectual disciplines; improving knowledge transfer and commercialisation outcomes; consistent with the Asian Century policy framework, ensuring education is at the forefront of Australia’s engagement with Asia; and being amongst the leading Organisation for Economic Co-operation and Development (OECD) countries in terms of participation and performance. In support of these objectives, the Commonwealth encourages universities to consider the following important measures in their planning and delivery: developing partnerships with schools and other organisations to improve the participation of people from disadvantaged backgrounds in higher education; working with business, industry and Vocational Education and Training (VET) providers to provide the Australian economy with the graduates it needs; the suite of performance measurement tools being developed through the Advancing Quality in Higher Education initiative, work on quality in research training, and a feasibility study on research impact assessment (including the possible implementation of a mechanism, separate from Excellence in Research for Australia, to evaluate the wider benefits of publicly funded research); applying the principles and procedures required to support a continuous improvement model for intellectual property; and the National Research Investment Plan, including the need for a strategic outlook to address Australian Government priorities and principles at a national level. THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES The purpose of the University’s Mission The University's Mission sets out its values and aspirations, what it does and how it can best serve the interests of its students, staff and key stakeholders. The Commonwealth and the University recognise the University's Mission may evolve. The University and the Commonwealth recognise the University is an autonomous institution which is responsible for the determination of its Mission and for its aspirations and strategies for their achievement. The University’s Mission and Strategic Priorities Policy Context On 24 May 2013, a meeting was held between officers of the Department of Industry, Innovation, Climate Change, Science, Research and Tertiary Education and the University of Wollongong to review the draft of this Compact. The University’s undertakings within this Compact are subject to the policy conditions prevailing at that time and may change in consideration of any material changes to policy that might arise during the term of this agreement.

Establishment of the Compact. The Commonwealth and the University agree the Term of this compact is from 1 January 2014 until 31 December 2016. The Principles of Commonwealth Funding Support The Commonwealth articulates its vision for the higher education sector, through Transforming Australia’s Higher Education System (available at the DIICCSRTE website), and the role of universities in driving our national innovation system, through Powering Ideas (available at the DIICCSRTE website). In supporting Australia’s universities, the Commonwealth seeks to promote: academic freedom and institutional autonomy; a diverse and sustainable higher-education sector; opportunity for all; access to university based on merit; world-class teaching and learning that advances the international standing of Australian education; world-class research and research training that advances knowledge, critical thinking and Australia’s international standing; and responsiveness to the economic, social and environmental needs of the community, region, state, nation and the international community through collaborative engagement. To ensure Australia’s higher education system remains robust and of high quality in a globally connected and competitive world, the Australian Government has adopted and implemented a number of system-wide quality measures including establishing the Higher Education Standards Framework, and the Tertiary Education Quality and Standards Agency (TEQSA). The Structure of this Compact Part One provides for the Commonwealth’s focus for the compact and a description of the University’s Mission Statement and Strategic Priorities. Part Two provides for matters related to improving access and outcomes for Aboriginal and Xxxxxx Strait Islander people. It contains Commonwealth objectives, university strategies and performance indicators and targets. Part Three provides for matters related to innovation, industry and skills and engagement. It also contains Commonwealth objectives, university strategies and performance indicators and targets. Part Four provides for matters related to teaching and learning including student enrolments, quality, equity and infrastructure. It contains Commonwealth objectives, university strategies and equity targets. Part Five provides for matters related to research and research training including research performance and research capability. It contains Commonwealth objectives, university strategies, performance indicators and targets. Part Six provides for general provisions of the compact including compact review, privacy, confidentiality and information sharing, changing the compact and notices. PART ONEPart One: FOCUS Focus & MISSION Mission The Commonwealth’s Focus for this Compact The Commonwealth's ambitions for higher education include: providing opportunities for people from all backgrounds to participate to their full potential and be supported to do so. This includes supporting the aspirations of Aboriginal and Xxxxxx Xxxxxx Islander people through improved access and support arrangements. The Commonwealth is committed to ensuring the rate of Aboriginal and Xxxxxx Strait Islander people participating in undergraduate and­ higher degrees by research (HDR), as well as staffing and academic representation, reaches population parity; providing students with a stimulating and rewarding higher education experience; producing graduates with the knowledge, skills and understanding for full participation in society and the economy; better aligning higher education and research with the needs of the economy, and building capacity to respond to future changes in skills needs; increasing universities’ engagement with all parties and linkages between universities and Australian businesses in particular; playing a pivotal role in the national research and innovation system through the generation and dissemination of new knowledge and through the education, training and development of world class researchers across a wide range of intellectual disciplines; improving knowledge transfer and commercialisation outcomes; consistent with the Asian Century policy framework, ensuring education is at the forefront of Australia’s engagement with Asia; and being amongst the leading Organisation for Economic Co-operation and Development (OECD) countries in terms of participation and performance. In support of these objectives, the Commonwealth encourages universities to consider the following important measures in their planning and delivery: developing partnerships with schools and other organisations to improve the participation of people from disadvantaged backgrounds in higher education; working with business, industry and Vocational Education and Training (VET) providers to provide the Australian economy with the graduates it needs; the suite of performance measurement tools being developed through the Advancing Quality in Higher Education initiative, work on quality in research training, and a feasibility study on research impact assessment (including the possible implementation of a mechanism, separate from Excellence in Research for Australia, to evaluate the wider benefits of publicly funded research); applying the principles and procedures required to support a continuous improvement model for intellectual property; and the National Research Investment Plan, including the need for a strategic outlook to address Australian Government priorities and principles at a national level.. THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES The purpose of the University’s Mission The University's Mission sets out its values and aspirations, what it does and how it can best serve the interests of its students, staff and key stakeholders. The Commonwealth and the University recognise the University's Mission may evolve. The University and the Commonwealth recognise the University is an autonomous institution which is responsible for the determination of its Mission and for its aspirations and strategies for their achievement. The University’s Mission and Strategic Priorities Introduction Deakin University was Victoria’s first regional university and from its beginnings in 1974, has been shaped by a twin focus on regional Victoria and a commitment to widening access to university study, in particular through innovative education programs. Deakin’s new strategic plan LIVE the future: Agenda 2020 reaffirms this commitment in the context of four decades of growth and is mindful of the following challenges: managing our evolution into the new digital economy in everything we do providing the education to secure the jobs of the future in the communities we serve delivering on our contribution to 40% of Australian 25-34 year olds achieving at least bachelor-level qualifications by 2025 aligning our strategy and activity with the aspirations for Australia in the Asian century. The Deakin Mission, revisited and updated for the middle decades of the 21st Century is to be: Australia’s premier university in driving the digital frontier to enable globally connected education for the jobs of the future and research that will make a difference to the communities Deakin serves. The LIVE acronym represents the following elements of the Deakin promise: Learning - Offer brilliant education where you are and where you want to go Ideas - Make a difference through world-class innovation and research Value - Strengthen our communities, enable our partners and enhance our enterprise Experience - Delight our students, our alumni, our staff and our friends. Deakin’s tradition and reputation as a student-focussed institution with a record for using technology in our teaching, our growing research reputation, and our strong community focus positions us well for the 2014-2016 triennium described in this Compact. Capitalising on new and emerging technologies, Deakin’s LIVE the future aspiration is to deliver responsive programs wherever students are geographically and wherever they are in their educational development. Deakin's strategic direction remains aligned to the Australian Government aspirations for improving access, participation and graduation for all citizens. We also continue to meet our Victorian Government obligations through service to regional Victoria. Of particular note are our obligations to the first Australians. Deakin’s Institute of Koorie Education (IKE), established in 1991 in partnership with the Victorian Aboriginal Education Association Incorporated (VAEAI) has successfully embraced a model of off-campus community-based delivery supported by intensive residential study periods and complemented by local tutors at regional centres. This model will continue alongside our move to the digital frontier in everything we do. We aspire to remain the University of Choice for Aboriginal and Xxxxxx Xxxxxx Islander (Aboriginal and Xxxxxx Strait Islander) students in Victoria. Integral to LIVE the future is the goal of nurturing the personal development and wellbeing of students and staff – to xxxxxx a vibrant and inclusive culture which crosses discipline, organisational and digital boundaries. Recognising that a university education influences one’s whole life, we encourage our students to develop a lifelong relationship with Deakin from undergraduate to graduate, to alumni, to friend, to partner. In relation to national policy directions, Deakin has: embraced the objects of the National Broadband policy through its ambitious Cloud and Located learning approach aligned its approach to Internationalisation with the aspirations of the Australia in the Asian Century white paper, most particularly in India, China and Indonesia embodied the recommendations from the Review of Higher Education Access and Outcomes for Aboriginal and Xxxxxx Strait Islander People in its indigenous education and staffing strategy, and supported the National Disability Strategy and the National Disability Insurance Agency (NDIA) proposals. The announcement to locate the NDIA in Geelong means that we will now actively partner with the Traffic Accident Commission and the Xxxxxx Institute to provide new workforce training and further education needs. DEAKIN Priorities for the TRIENNIUM 2014-2016

Establishment of the Compact. The Commonwealth and the University agree the Term of this compact is from 1 January 2014 until 31 December 2016. The Principles of Commonwealth Funding Support The Commonwealth articulates its vision for the higher education sector, through Transforming Australia’s Higher Education System (available at the DIICCSRTE website), and the role of universities in driving our national innovation system, through Powering Ideas (available at the DIICCSRTE website). In supporting Australia’s universities, the Commonwealth seeks to promote: academic freedom and institutional autonomy; a diverse and sustainable higher-education sector; opportunity for all; access to university based on merit; world-class teaching and learning that advances the international standing of Australian education; world-class research and research training that advances knowledge, critical thinking and Australia’s international standing; and responsiveness to the economic, social and environmental needs of the community, region, state, nation and the international community through collaborative engagement. To ensure Australia’s higher education system remains robust and of high quality in a globally connected and competitive world, the Australian Government has adopted and implemented a number of system-wide quality measures including establishing the Higher Education Standards Framework, and the Tertiary Education Quality and Standards Agency (TEQSA). The Structure of this Compact Part One provides for the Commonwealth’s focus for the compact and a description of the University’s Mission Statement and Strategic Priorities. Part Two provides for matters related to improving access and outcomes for Aboriginal and Xxxxxx Strait Islander people. It contains Commonwealth objectives, university strategies and performance indicators and targets. Part Three provides for matters related to innovation, industry and skills and engagement. It also contains Commonwealth objectives, university strategies and performance indicators and targets. Part Four provides for matters related to teaching and learning including student enrolments, quality, equity and infrastructure. It contains Commonwealth objectives, university strategies and equity targets. Part Five provides for matters related to research and research training including research performance and research capability. It contains Commonwealth objectives, university strategies, performance indicators and targets. Part Six provides for general provisions of the compact including compact review, privacy, confidentiality and information sharing, changing the compact and notices. PART ONEPart One: FOCUS Focus & MISSION Mission The Commonwealth’s Focus for this Compact The Commonwealth's ambitions for higher education include: providing opportunities for people from all backgrounds to participate to their full potential and be supported to do so. This includes supporting the aspirations of Aboriginal and Xxxxxx Xxxxxx Islander people through improved access and support arrangements. The Commonwealth is committed to ensuring the rate of Aboriginal and Xxxxxx Strait Islander people participating in undergraduate and­ higher degrees by research (HDR), as well as staffing and academic representation, reaches population parity; providing students with a stimulating and rewarding higher education experience; producing graduates with the knowledge, skills and understanding for full participation in society and the economy; better aligning higher education and research with the needs of the economy, and building capacity to respond to future changes in skills needs; increasing universities’ engagement with all parties and linkages between universities and Australian businesses in particular; playing a pivotal role in the national research and innovation system through the generation and dissemination of new knowledge and through the education, training and development of world class researchers across a wide range of intellectual disciplines; improving knowledge transfer and commercialisation outcomes; consistent with the Asian Century policy framework, ensuring education is at the forefront of Australia’s engagement with Asia; and being amongst the leading Organisation for Economic Co-operation and Development (OECD) countries in terms of participation and performance. In support of these objectives, the Commonwealth encourages universities to consider the following important measures in their planning and delivery: developing partnerships with schools and other organisations to improve the participation of people from disadvantaged backgrounds in higher education; working with business, industry and Vocational Education and Training (VET) providers to provide the Australian economy with the graduates it needs; the suite of performance measurement tools being developed through the Advancing Quality in Higher Education initiative, work on quality in research training, and a feasibility study on research impact assessment (including the possible implementation of a mechanism, separate from Excellence in Research for Australia, to evaluate the wider benefits of publicly funded research); applying the principles and procedures required to support a continuous improvement model for intellectual property; and the National Research Investment Plan, including the need for a strategic outlook to address Australian Government priorities and principles at a national level. THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES The purpose of the University’s Mission The University's Mission sets out its values and aspirations, what it does and how it can best serve the interests of its students, staff and key stakeholders. The Commonwealth and the University recognise the University's Mission may evolve. The University and the Commonwealth recognise the University is an autonomous institution which is responsible for the determination of its Mission and for its aspirations and strategies for their achievement. The University’s Mission and Strategic Priorities Southern Cross University's (SCU) current Strategic Plan 2011 -2015 covers the first two years of the term of this Compact. The Plan was finalised after consultation with staff, students and other stakeholders, and approved by University Council. It is available at xxxx://xxx.xxx.xxx.xx/xxx/xxxxx.xxx/0/. The University, through its Vision Statement, states that: "Southern Cross University will be recognised for enriching our communities through the excellence of our scholarship and the achievements of our graduates." The University's Mission is as follows: "We equip our students to live a life they value and to be effective global citizens. We do this by creating inspirational and engaged learning experiences by staff who actively practise scholarship. We extend internationally recognised educational opportunities for our diverse student body, including those from rural and regional communities. We create and apply knowledge in partnership with our communities in fields that are regionally relevant and globally significant." The University's Vision and Mission statements are explicitly grounded in its status as a regionally head-quartered university, with campuses in Lismore and Coffs Harbour, coupled with a growing presence in the metropolitan Gold Coast. SCU is co-located with North Coast TAFE and Coffs Harbour Senior College on the Coffs Harbour Education Campus. Subject to future government policy and funding decisions, SCU will continue to provide opportunities for people of diverse backgrounds through its campus locations, external education delivery and via SCU College sites in northern New South Wales and the Gold Coast. In so doing, SCU will continue to exceed national access and participation rates for regional, low socio-economic (low SES) and indigenous students. Reflecting this responsibility to regional higher education and research, SCU remains committed to promoting the objectives of the Regional Universities Network (RUN). A new strategic plan will be developed for the period 2016 and beyond. In addition, the University will be part of the TEQSA audit cycle in 2015; consequently, pre-review work aligning activity with the TEQSA standards and post-review reflection will be a major focus during 2014 - 2016. Learning from the audit and implementing its recommendations will be a priority and feed into future strategic planning processes, including the new strategic plan. The term of this Compact will be characterised by a continued focus on strategies to support growth in domestic undergraduate and postgraduate enrolments, and strengthening of our research expertise, subject to government funding and policy frameworks. A number of substantial initiatives are underway. The Strategic Plan sets out four goals, twelve targets and key performance indicators (KPIs) that identify the institutional priorities over the medium to long term. It remains integral to the University's planning process. In addition, Vice Chancellor's priorities are set following the annual University Review process, reflecting issues needing to be addressed over the short to medium term. Goal 1 of the Strategic Plan states: "We will provide inspirational learning experiences for our students through high quality teaching engaged with scholarship".

Establishment of the Compact. The Commonwealth and the University agree the Term of this compact is from 1 January 2014 until 31 December 2016. The Principles of Commonwealth Funding Support The Commonwealth articulates its vision for the higher education sector, through Transforming Australia’s Higher Education System (available at the DIICCSRTE website), and the role of universities in driving our national innovation system, through Powering Ideas (available at the DIICCSRTE website). In supporting Australia’s universities, the Commonwealth seeks to promote: academic freedom and institutional autonomy; a diverse and sustainable higher-education sector; opportunity for all; access to university based on merit; world-class teaching and learning that advances the international standing of Australian education; world-class research and research training that advances knowledge, critical thinking and Australia’s international standing; and responsiveness to the economic, social and environmental needs of the community, region, state, nation and the international community through collaborative engagement. To ensure Australia’s higher education system remains robust and of high quality in a globally connected and competitive world, the Australian Government has adopted and implemented a number of system-wide quality measures including establishing the Higher Education Standards Framework, and the Tertiary Education Quality and Standards Agency (TEQSA). The Structure of this Compact Part One provides for the Commonwealth’s focus for the compact and a description of the University’s Mission Statement and Strategic Priorities. Part Two provides for matters related to improving access and outcomes for Aboriginal and Xxxxxx Strait Islander people. It contains Commonwealth objectives, university strategies and performance indicators and targets. Part Three provides for matters related to innovation, industry and skills and engagement. It also contains Commonwealth objectives, university strategies and performance indicators and targets. Part Four provides for matters related to teaching and learning including student enrolments, quality, equity and infrastructure. It contains Commonwealth objectives, university strategies and equity targets. Part Five provides for matters related to research and research training including research performance and research capability. It contains Commonwealth objectives, university strategies, performance indicators and targets. Part Six provides for general provisions of the compact including compact review, privacy, confidentiality and information sharing, changing the compact and notices. PART ONEPart One: FOCUS Focus & MISSION Mission The Commonwealth’s Focus for this Compact The Commonwealth's ambitions for higher education include: providing opportunities for people from all backgrounds to participate to their full potential and be supported to do so. This includes supporting the aspirations of Aboriginal and Xxxxxx Xxxxxx Islander people through improved access and support arrangements. The Commonwealth is committed to ensuring the rate of Aboriginal and Xxxxxx Strait Islander people participating in undergraduate and­ higher degrees by research (HDR), as well as staffing and academic representation, reaches population parity; providing students with a stimulating and rewarding higher education experience; producing graduates with the knowledge, skills and understanding for full participation in society and the economy; better aligning higher education and research with the needs of the economy, and building capacity to respond to future changes in skills needs; increasing universities’ engagement with all parties and linkages between universities and Australian businesses in particular; playing a pivotal role in the national research and innovation system through the generation and dissemination of new knowledge and through the education, training and development of world class researchers across a wide range of intellectual disciplines; improving knowledge transfer and commercialisation outcomes; consistent with the Asian Century policy framework, ensuring education is at the forefront of Australia’s engagement with Asia; and being amongst the leading Organisation for Economic Co-operation and Development (OECD) countries in terms of participation and performance. In support of these objectives, the Commonwealth encourages universities to consider the following important measures in their planning and delivery: developing partnerships with schools and other organisations to improve the participation of people from disadvantaged backgrounds in higher education; working with business, industry and Vocational Education and Training (VET) providers to provide the Australian economy with the graduates it needs; the suite of performance measurement tools being developed through the Advancing Quality in Higher Education initiative, work on quality in research training, and a feasibility study on research impact assessment (including the possible implementation of a mechanism, separate from Excellence in Research for Australia, to evaluate the wider benefits of publicly funded research); applying the principles and procedures required to support a continuous improvement model for intellectual property; and the National Research Investment Plan, including the need for a strategic outlook to address Australian Government priorities and principles at a national level. THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES The purpose of the University’s Mission The University's Mission sets out its values and aspirations, what it does and how it can best serve the interests of its students, staff and key stakeholders. The Commonwealth and the University recognise the University's Mission may evolve. The University and the Commonwealth recognise the University is an autonomous institution which is responsible for the determination of its Mission and for its aspirations and strategies for their achievement. The University’s Mission and Strategic Priorities Context Xxxxx Xxxxx University (ECU) is a large multi-campus university serving communities in Western Australia and internationally. The University has two metropolitan campuses at Mount Xxxxxx and Joondalup, and also serves Western Australia's South West Region from a campus at Bunbury, 200 km south of Perth. Awarded university status in 0000, XXX has since developed innovative and practical courses across a wide range of disciplines and has a vibrant research culture, with high quality researchers and research partners working at the cutting edge of their fields. ECU works hard to develop productive and mutually beneficial partnerships with its varied stakeholders. The University has a comprehensive approach to embedding engagement in its teaching and research, and was commended by the Tertiary Education Quality and Standards Agency (TEQSA) in its June 2012 audit report for its distinctive engagement strategy. The University is committed to breaking down barriers to higher education through its school and community outreach activities, multiple entry pathways and flexible learning options. ECU has almost 24,000 students at undergraduate and postgraduate levels and some 400 vocational education and training students who study with ECU's Western Australian Academy of Performing Arts (WAAPA). Approximately 4,000 international students originating from over 90 countries study at ECU. More than 300 courses are offered through four faculties: Business and Law; Computing, Health and Science; Education and Arts; and Regional Professional Studies.

Establishment of the Compact. The Commonwealth and the University agree the Term of this compact is from 1 January 2014 until 31 December 2016. The Principles of Commonwealth Funding Support The Commonwealth articulates its vision for the higher education sector, through Transforming Australia’s Higher Education System (available at the DIICCSRTE website), and the role of universities in driving our national innovation system, through Powering Ideas (available at the DIICCSRTE website). In supporting Australia’s universities, the Commonwealth seeks to promote: academic freedom and institutional autonomy; a diverse and sustainable higher-education sector; opportunity for all; access to university based on merit; world-class teaching and learning that advances the international standing of Australian education; world-class research and research training that advances knowledge, critical thinking and Australia’s international standing; and responsiveness to the economic, social and environmental needs of the community, region, state, nation and the international community through collaborative engagement. To ensure Australia’s higher education system remains robust and of high quality in a globally connected and competitive world, the Australian Government has adopted and implemented a number of system-system- wide quality measures including establishing the Higher Education Standards Framework, and the Tertiary Education Quality and Standards Agency (TEQSA). The Structure of this Compact Part One provides for the Commonwealth’s focus for the compact and a description of the University’s Mission Statement and Strategic Priorities. Part Two provides for matters related to improving access and outcomes for Aboriginal and Xxxxxx Strait Xxxxxx Islander people. It contains Commonwealth objectives, university strategies and performance indicators and targets. Part Three provides for matters related to innovation, industry and skills and engagement. It also contains Commonwealth objectives, university strategies and performance indicators and targets. Part Four provides for matters related to teaching and learning including student enrolments, quality, equity and infrastructure. It contains Commonwealth objectives, university strategies and equity targets. Part Five provides for matters related to research and research training including research performance and research capability. It contains Commonwealth objectives, university strategies, performance indicators and targets. Part Six provides for general provisions of the compact including compact review, privacy, confidentiality and information sharing, changing the compact and notices. PART ONE: FOCUS & MISSION The Commonwealth’s Focus for this Compact The Commonwealth's ambitions for higher education include: providing opportunities for people from all backgrounds to participate to their full potential and be supported to do so. This includes supporting the aspirations of Aboriginal and Xxxxxx Xxxxxx Islander people through improved access and support arrangements. The Commonwealth is committed to ensuring the rate of Aboriginal and Xxxxxx Strait Islander people participating in undergraduate and­ higher degrees by research (HDR), as well as staffing and academic representation, reaches population parity; providing students with a stimulating and rewarding higher education experience; producing graduates with the knowledge, skills and understanding for full participation in society and the economy; better aligning higher education and research with the needs of the economy, and building capacity to respond to future changes in skills needs; increasing universities’ engagement with all parties and linkages between universities and Australian businesses in particular; playing a pivotal role in the national research and innovation system through the generation and dissemination of new knowledge and through the education, training and development of world class researchers across a wide range of intellectual disciplines; improving knowledge transfer and commercialisation outcomes; consistent with the Asian Century policy framework, ensuring education is at the forefront of Australia’s engagement with Asia; and being amongst the leading Organisation for Economic Co-operation and Development (OECD) countries in terms of participation and performance. In support of these objectives, the Commonwealth encourages universities to consider the following important measures in their planning and delivery: developing partnerships with schools and other organisations to improve the participation of people from disadvantaged backgrounds in higher education; working with business, industry and Vocational Education and Training (VET) providers to provide the Australian economy with the graduates it needs; the suite of performance measurement tools being developed through the Advancing Quality in Higher Education initiative, work on quality in research training, and a feasibility study on research impact assessment (including the possible implementation of a mechanism, separate from Excellence in Research for Australia, to evaluate the wider benefits of publicly funded research); applying the principles and procedures required to support a continuous improvement model for intellectual property; and the National Research Investment Plan, including the need for a strategic outlook to address Australian Government priorities and principles at a national level.

Establishment of the Compact. The Commonwealth and the University agree the Term of this compact is from 1 January 2014 until 31 December 2016. The Principles of Commonwealth Funding Support The Commonwealth articulates its vision for the higher education sector, through Transforming Australia’s Higher Education System (available at the DIICCSRTE website), and the role of universities in driving our national innovation system, through Powering Ideas (available at the DIICCSRTE website). In supporting Australia’s universities, the Commonwealth seeks to promote: academic freedom and institutional autonomy; a diverse and sustainable higher-education sector; opportunity for all; access to university based on merit; world-class teaching and learning that advances the international standing of Australian education; world-class research and research training that advances knowledge, critical thinking and Australia’s international standing; and responsiveness to the economic, social and environmental needs of the community, region, state, nation and the international community through collaborative engagement. To ensure Australia’s higher education system remains robust and of high quality in a globally connected and competitive world, the Australian Government has adopted and implemented a number of system-wide quality measures including establishing the Higher Education Standards Framework, and the Tertiary Education Quality and Standards Agency (TEQSA). The Structure of this Compact Part One provides for the Commonwealth’s focus for the compact and a description of the University’s Mission Statement and Strategic Priorities. Part Two provides for matters related to improving access and outcomes for Aboriginal and Xxxxxx Strait Islander people. It contains Commonwealth objectives, university strategies and performance indicators and targets. Part Three provides for matters related to innovation, industry and skills and engagement. It also contains Commonwealth objectives, university strategies and performance indicators and targets. Part Four provides for matters related to teaching and learning including student enrolments, quality, equity and infrastructure. It contains Commonwealth objectives, university strategies and equity targets. Part Five provides for matters related to research and research training including research performance and research capability. It contains Commonwealth objectives, university strategies, performance indicators and targets. Part Six provides for general provisions of the compact including compact review, privacy, confidentiality and information sharing, changing the compact and notices. PART ONEPart One: FOCUS Focus & MISSION Mission The Commonwealth’s Focus for this Compact The Commonwealth's ambitions for higher education include: providing opportunities for people from all backgrounds to participate to their full potential and be supported to do so. This includes supporting the aspirations of Aboriginal and Xxxxxx Xxxxxx Islander people through improved access and support arrangements. The Commonwealth is committed to ensuring the rate of Aboriginal and Xxxxxx Strait Islander people participating in undergraduate and­ higher degrees by research (HDR), as well as staffing and academic representation, reaches population parity; providing students with a stimulating and rewarding higher education experience; producing graduates with the knowledge, skills and understanding for full participation in society and the economy; better aligning higher education and research with the needs of the economy, and building capacity to respond to future changes in skills needs; increasing universities’ engagement with all parties and linkages between universities and Australian businesses in particular; playing a pivotal role in the national research and innovation system through the generation and dissemination of new knowledge and through the education, training and development of world class researchers across a wide range of intellectual disciplines; improving knowledge transfer and commercialisation outcomes; consistent with the Asian Century policy framework, ensuring education is at the forefront of Australia’s engagement with Asia; and being amongst the leading Organisation for Economic Co-operation and Development (OECD) countries in terms of participation and performance. In support of these objectives, the Commonwealth encourages universities to consider the following important measures in their planning and delivery: developing partnerships with schools and other organisations to improve the participation of people from disadvantaged backgrounds in higher education; working with business, industry and Vocational Education and Training (VET) providers to provide the Australian economy with the graduates it needs; the suite of performance measurement tools being developed through the Advancing Quality in Higher Education initiative, work on quality in research training, and a feasibility study on research impact assessment (including the possible implementation of a mechanism, separate from Excellence in Research for Australia, to evaluate the wider benefits of publicly funded research); applying the principles and procedures required to support a continuous improvement model for intellectual property; and the National Research Investment Plan, including the need for a strategic outlook to address Australian Government priorities and principles at a national level. THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES The purpose of the University’s Mission The University's Mission sets out its values and aspirations, what it does and how it can best serve the interests of its students, staff and key stakeholders. The Commonwealth and the University recognise the University's Mission may evolve. The University and the Commonwealth recognise the University is an autonomous institution which is responsible for the determination of its Mission and for its aspirations and strategies for their achievement. The University’s Mission and Strategic Priorities A new University Strategy 2013-2015 was approved by University Council in December 2012. The strategy articulates the priorities that the University needs to action over the coming three year period to achieve its objectives. The mission and a summary of the new strategy follows.

Establishment of the Compact. The Commonwealth and the University agree the Term of this compact is from 1 January 2014 until 31 December 2016. The Principles of Commonwealth Funding Support The Commonwealth articulates its vision for the higher education sector, through Transforming Australia’s Higher Education System (available at the DIICCSRTE website), and the role of universities in driving our national innovation system, through Powering Ideas (available at the DIICCSRTE website). In supporting Australia’s universities, the Commonwealth seeks to promote: academic freedom and institutional autonomy; a diverse and sustainable higher-education sector; opportunity for all; access to university based on merit; world-class teaching and learning that advances the international standing of Australian education; world-class research and research training that advances knowledge, critical thinking and Australia’s international standing; and responsiveness to the economic, social and environmental needs of the community, region, state, nation and the international community through collaborative engagement. To ensure Australia’s higher education system remains robust and of high quality in a globally connected and competitive world, the Australian Government has adopted and implemented a number of system-wide quality measures including establishing the Higher Education Standards Framework, and the Tertiary Education Quality and Standards Agency (TEQSA). The Structure of this Compact Part One provides for the Commonwealth’s focus for the compact and a description of the University’s Mission Statement and Strategic Priorities. Part Two provides for matters related to improving access and outcomes for Aboriginal and Xxxxxx Strait Islander people. It contains Commonwealth objectives, university strategies and performance indicators and targets. Part Three provides for matters related to innovation, industry and skills and engagement. It also contains Commonwealth objectives, university strategies and performance indicators and targets. Part Four provides for matters related to teaching and learning including student enrolments, quality, equity and infrastructure. It contains Commonwealth objectives, university strategies and equity targets. Part Five provides for matters related to research and research training including research performance and research capability. It contains Commonwealth objectives, university strategies, performance indicators and targets. Part Six provides for general provisions of the compact including compact review, privacy, confidentiality and information sharing, changing the compact and notices. PART ONEPart One: FOCUS Focus & MISSION Mission The Commonwealth’s Focus for this Compact The Commonwealth's ambitions for higher education include: providing opportunities for people from all backgrounds to participate to their full potential and be supported to do so. This includes supporting the aspirations of Aboriginal and Xxxxxx Xxxxxx Islander people through improved access and support arrangements. The Commonwealth is committed to ensuring the rate of Aboriginal and Xxxxxx Strait Islander people participating in undergraduate and­ higher degrees by research (HDR), as well as staffing and academic representation, reaches population parity; providing students with a stimulating and rewarding higher education experience; producing graduates with the knowledge, skills and understanding for full participation in society and the economy; better aligning higher education and research with the needs of the economy, and building capacity to respond to future changes in skills needs; increasing universities’ engagement with all parties and linkages between universities and Australian businesses in particular; playing a pivotal role in the national research and innovation system through the generation and dissemination of new knowledge and through the education, training and development of world class researchers across a wide range of intellectual disciplines; improving knowledge transfer and commercialisation outcomes; consistent with the Asian Century policy framework, ensuring education is at the forefront of Australia’s engagement with Asia; and being amongst the leading Organisation for Economic Co-operation and Development (OECD) countries in terms of participation and performance. In support of these objectives, the Commonwealth encourages universities to consider the following important measures in their planning and delivery: developing partnerships with schools and other organisations to improve the participation of people from disadvantaged backgrounds in higher education; working with business, industry and Vocational Education and Training (VET) providers to provide the Australian economy with the graduates it needs; the suite of performance measurement tools being developed through the Advancing Quality in Higher Education initiative, work on quality in research training, and a feasibility study on research impact assessment (including the possible implementation of a mechanism, separate from Excellence in Research for Australia, to evaluate the wider benefits of publicly funded research); applying the principles and procedures required to support a continuous improvement model for intellectual property; and the National Research Investment Plan, including the need for a strategic outlook to address Australian Government priorities and principles at a national level.. THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES The purpose of the University’s Mission The University's Mission sets out its values and aspirations, what it does and how it can best serve the interests of its students, staff and key stakeholders. The Commonwealth and the University recognise the University's Mission may evolve. The University and the Commonwealth recognise the University is an autonomous institution which is responsible for the determination of its Mission and for its aspirations and strategies for their achievement. The University’s Mission and Strategic Priorities University Mission Statement Macquarie University has been well-served by the goal it adopted in 2006 to be ‘among the top eight universities in Australia and among the top 200 in the world’ by the University’s 50th anniversary in 2014. In the Compact for 2011-2012, we were able to point to both Excellence in Research Australia results and those for the Academic Ranking of World Universities leading to the conclusion that we were placed ‘firmly in the elite group of Australian research universities’. That claim is confirmed by 2012 results. Last year’s ERA rated 85 per cent of the University’s performance in broad fields of research at world standard or above, an increase of almost 15 per cent over 2010 and with three fields of research again awarded the highest possible rating. And the Shanghai Jiao-Tong index for 2012 ranked Macquarie equal eighth with the University of Adelaide among Australian universities. Now, as 2014 approaches, and with significant changes in the University’s Executive including the recent appointment of a new Vice-Chancellor, Macquarie has embarked on a major initiative—Our University--A Framing of Futures—to develop a long term plan ‘for a sustainable future of excellence and distinction for our University’. That plan will identify new values and establish a new set of over-arching aspirations for the University, providing a context for Faculties and Offices to make more detailed plans. While this broad planning process will be concluded before the 2014-16 Compact comes into effect, with University Council ratification to be sought in August this year, it may alter the University’s mission and strategic priorities in ways which cannot yet be predicted. To take just one set of emerging challenges, the planning initiative will need to address the shifts now going on in what prospective students regard as a desirable student experience, and how attractive they will find the private providers now emerging in the sector. Answers to questions like these may well lead to significant changes in Macquarie’s direction and culture. What the University can confidently assert is that we go into this planning process from a position of strength. Macquarie continues to pursue a highly effective research strategy, has reviewed and recently implemented significant changes to both its undergraduate and postgraduate curriculums, and has made major investments in infrastructure to support future growth. Given the planning process now underway, this Compact should be regarded as provisional. However, it is certainly possible to indicate likely directions for the University against the Commonwealth’s objectives with the remainder of this Compact setting out these directions. And it will probably be necessary, in accordance with General Provision 6.3, to propose changes to this Compact in the latter half of this year, before it comes into effect. With this in mind, the likely mission and strategic priorities for the University follow. Learning and Teaching

Establishment of the Compact. The Commonwealth and the University agree the Term of this compact is from 1 January 2014 until 31 December 2016. The Principles of Commonwealth Funding Support The Commonwealth articulates its vision for the higher education sector, through Transforming Australia’s Higher Education System (available at the DIICCSRTE website), and the role of universities in driving our national innovation system, through Powering Ideas (available at the DIICCSRTE website). In supporting Australia’s universities, the Commonwealth seeks to promote: academic freedom and institutional autonomy; a diverse and sustainable higher-education sector; opportunity for all; access to university based on merit; world-class teaching and learning that advances the international standing of Australian education; world-class research and research training that advances knowledge, critical thinking and Australia’s international standing; and responsiveness to the economic, social and environmental needs of the community, region, state, nation and the international community through collaborative engagement. To ensure Australia’s higher education system remains robust and of high quality in a globally connected and competitive world, the Australian Government has adopted and implemented a number of system-wide quality measures including establishing the Higher Education Standards Framework, and the Tertiary Education Quality and Standards Agency (TEQSA). The Structure of this Compact Part One provides for the Commonwealth’s focus for the compact and a description of the University’s Mission Statement and Strategic Priorities. Part Two provides for matters related to improving access and outcomes for Aboriginal and Xxxxxx Strait Islander people. It contains Commonwealth objectives, university strategies and performance indicators and targets. Part Three provides for matters related to innovation, industry and skills and engagement. It also contains Commonwealth objectives, university strategies and performance indicators and targets. Part Four provides for matters related to teaching and learning including student enrolments, quality, equity and infrastructure. It contains Commonwealth objectives, university strategies and equity targets. Part Five provides for matters related to research and research training including research performance and research capability. It contains Commonwealth objectives, university strategies, performance indicators and targets. Part Six provides for general provisions of the compact including compact review, privacy, confidentiality and information sharing, changing the compact and notices. PART ONEPart One: FOCUS Focus & MISSION Mission The Commonwealth’s Focus for this Compact The Commonwealth's ambitions for higher education include: providing opportunities for people from all backgrounds to participate to their full potential and be supported to do so. This includes supporting the aspirations of Aboriginal and Xxxxxx Xxxxxx Islander people through improved access and support arrangements. The Commonwealth is committed to ensuring the rate of Aboriginal and Xxxxxx Strait Islander people participating in undergraduate and­ higher degrees by research (HDR), as well as staffing and academic representation, reaches population parity; providing students with a stimulating and rewarding higher education experience; producing graduates with the knowledge, skills and understanding for full participation in society and the economy; better aligning higher education and research with the needs of the economy, and building capacity to respond to future changes in skills needs; increasing universities’ engagement with all parties and linkages between universities and Australian businesses in particular; playing a pivotal role in the national research and innovation system through the generation and dissemination of new knowledge and through the education, training and development of world class researchers across a wide range of intellectual disciplines; improving knowledge transfer and commercialisation outcomes; consistent with the Asian Century policy framework, ensuring education is at the forefront of Australia’s engagement with Asia; and being amongst the leading Organisation for Economic Co-operation and Development (OECD) countries in terms of participation and performance. In support of these objectives, the Commonwealth encourages universities to consider the following important measures in their planning and delivery: developing partnerships with schools and other organisations to improve the participation of people from disadvantaged backgrounds in higher education; working with business, industry and Vocational Education and Training (VET) providers to provide the Australian economy with the graduates it needs; the suite of performance measurement tools being developed through the Advancing Quality in Higher Education initiative, work on quality in research training, and a feasibility study on research impact assessment (including the possible implementation of a mechanism, separate from Excellence in Research for Australia, to evaluate the wider benefits of publicly funded research); applying the principles and procedures required to support a continuous improvement model for intellectual property; and the National Research Investment Plan, including the need for a strategic outlook to address Australian Government priorities and principles at a national level. THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES The purpose of the University’s Mission The University's Mission sets out its values and aspirations, what it does and how it can best serve the interests of its students, staff and key stakeholders. The Commonwealth and the University recognise the University's Mission may evolve. The University and the Commonwealth recognise the University is an autonomous institution which is responsible for the determination of its Mission and for its aspirations and strategies for their achievement. The University’s Mission and Strategic Priorities The University of Newcastle’s 2025 Vision Statement and our NeW Directions Strategic Plan 2013-2015 provide a clear statement of what UoN aspires to be in 2025, and present a clear set of goals and strategies for the first three years of the journey. UoN 2025 Vision The University aspires to be a global leader in each of its spheres of achievement. Through engagement with partners, the University will deliver world-class innovation to support the development of strong regional communities. UoN Values Innovation, Integrity, Excellence, Engagement, Equity and Social Justice, Sustainability. The Context for NeW Directions: Building performance, Building reputation In the NeW Directions Strategic Plan, the priorities outlined in the 5 component Plans (Education Plan, Research and Innovation Plan, Future Workforce Plan, Campus, Capital and IT Plan and the Finance Plan) focus on lifting our performance in the world university ranking systems in the face of national and international competition. We aspire to join the top two per cent of the world's universities as assessed by the QS and Times Higher Education world ranking systems. This will require building scale through collaboration with outstanding partners, recruiting the best staff and students from across the world and maintaining a clear focus on our core areas of strength. We have developed a set of 20 Key Performance Indicators and targets across our core areas of business and we will ensure the priorities of the NeW Directions Strategic Plan are delivered through the Corporate Planning Cycle which includes the development of an annual Corporate Plan and Corporate Performance Review to track performance towards our goals and aspirations. The internal set of 20 Key Performance Indicators is aligned with those cited throughout the compact document.

Establishment of the Compact. The Commonwealth and the University agree the Term of this compact is from 1 January 2014 until 31 December 2016. The Principles of Commonwealth Funding Support The Commonwealth articulates its vision for the higher education sector, through Transforming Australia’s Higher Education System (available at the DIICCSRTE website), and the role of universities in driving our national innovation system, through Powering Ideas (available at the DIICCSRTE website). In supporting Australia’s universities, the Commonwealth seeks to promote: academic freedom and institutional autonomy; a diverse and sustainable higher-education sector; opportunity for all; access to university based on merit; world-class teaching and learning that advances the international standing of Australian education; world-class research and research training that advances knowledge, critical thinking and Australia’s international standing; and responsiveness to the economic, social and environmental needs of the community, region, state, nation and the international community through collaborative engagement. To ensure Australia’s higher education system remains robust and of high quality in a globally connected and competitive world, the Australian Government has adopted and implemented a number of system-wide quality measures including establishing the Higher Education Standards Framework, and the Tertiary Education Quality and Standards Agency (TEQSA). The Structure of this Compact Part One provides for the Commonwealth’s focus for the compact and a description of the University’s Mission Statement and Strategic Priorities. Part Two provides for matters related to improving access and outcomes for Aboriginal and Xxxxxx Strait Islander people. It contains Commonwealth objectives, university strategies and performance indicators and targets. Part Three provides for matters related to innovation, industry and skills and engagement. It also contains Commonwealth objectives, university strategies and performance indicators and targets. Part Four provides for matters related to teaching and learning including student enrolments, quality, equity and infrastructure. It contains Commonwealth objectives, university strategies and equity targets. Part Five provides for matters related to research and research training including research performance and research capability. It contains Commonwealth objectives, university strategies, performance indicators and targets. Part Six provides for general provisions of the compact including compact review, privacy, confidentiality and information sharing, changing the compact and notices. PART ONEPart One: FOCUS Focus & MISSION Mission The Commonwealth’s Focus for this Compact The Commonwealth's ambitions for higher education include: providing opportunities for people from all backgrounds to participate to their full potential and be supported to do so. This includes supporting the aspirations of Aboriginal and Xxxxxx Xxxxxx Islander people through improved access and support arrangements. The Commonwealth is committed to ensuring the rate of Aboriginal and Xxxxxx Strait Islander people participating in undergraduate and­ higher degrees by research (HDR), as well as staffing and academic representation, reaches population parity; providing students with a stimulating and rewarding higher education experience; producing graduates with the knowledge, skills and understanding for full participation in society and the economy; better aligning higher education and research with the needs of the economy, and building capacity to respond to future changes in skills needs; increasing universities’ engagement with all parties and linkages between universities and Australian businesses in particular; playing a pivotal role in the national research and innovation system through the generation and dissemination of new knowledge and through the education, training and development of world class researchers across a wide range of intellectual disciplines; improving knowledge transfer and commercialisation outcomes; consistent with the Asian Century policy framework, ensuring education is at the forefront of Australia’s engagement with Asia; and being amongst the leading Organisation for Economic Co-operation and Development (OECD) countries in terms of participation and performance. In support of these objectives, the Commonwealth encourages universities to consider the following important measures in their planning and delivery: developing partnerships with schools and other organisations to improve the participation of people from disadvantaged backgrounds in higher education; working with business, industry and Vocational Education and Training (VET) providers to provide the Australian economy with the graduates it needs; the suite of performance measurement tools being developed through the Advancing Quality in Higher Education initiative, work on quality in research training, and a feasibility study on research impact assessment (including the possible implementation of a mechanism, separate from Excellence in Research for Australia, to evaluate the wider benefits of publicly funded research); applying the principles and procedures required to support a continuous improvement model for intellectual property; and the National Research Investment Plan, including the need for a strategic outlook to address Australian Government priorities and principles at a national level.. THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES The purpose of the University’s Mission The University's Mission sets out its values and aspirations, what it does and how it can best serve the interests of its students, staff and key stakeholders. The Commonwealth and the University recognise the University's Mission may evolve. The University and the Commonwealth recognise the University is an autonomous institution which is responsible for the determination of its Mission and for its aspirations and strategies for their achievement. The University’s Mission and Xxxxxxxxx Xxxxxxxxxx XXXX’x Xxxxxxxxx Xxxx, XXXX 0000: Transforming the Future, outlines the following vision and mission. RMIT aims to bring knowledge within reach through education and research to enrich and transform the futures of individuals, cities, industries, and nations. RMIT’s vision is to be a global university of technology and design, focusing on creating solutions that transform the future for the benefit of people and their environments. RMIT will collaborate with partners to ensure the global impact of our education and research and we will reach out through our presence in cities across the world to make a difference. To achieve this Mission and Vision RMIT will be: Global in attitude, action and presence, offering our students a global passport to learning and work. We are committed to building a diverse student body with programs recognised and accredited in many countries. We will build our industry engagement across countries, and our research and teaching will address global issues and the needs of local and global labour markets. RMIT will concentrate our educational activities, industry engagement and research and our links with other universities across the globe in specific cities in Europe, Asia and the Americas. Urban in orientation and creativity, shaping sustainable cities and drawing inspiration from the challenges and opportunities they provide. We will develop our campuses as ‘urban laboratories’ committed to exciting and sustainable urban design, and addressing the challenges of an urbanising world. We will integrate our delivery of education, research and services with the lives of the cities in which we operate, and create opportunities for their disadvantaged populations. Connected through active partnerships with professions, industries and organisations to support the quality, reach and impact of our education and research. RMIT will expand the multidisciplinary and international aspects of work integrated learning and integrate it with a strong focus on graduate outcomes. We will focus our teaching and research in seven ‘high impact’ clusters of academic activity that reflect our strengths and will be enriched and informed by our partnerships with professions and industries. A global university of technology and design connects with professions, industries and organisations in order to transform the future of people’s lives and environments for their benefit. Technology encompasses engineering and the applied sciences, and more generally all fields that take scientific knowledge to practical application. Design encompasses conceiving and creating objects, buildings, systems and environments. In keeping with this, RMIT will engage with partners around the world and direct our education and research towards applications and solutions. We will build on our strengths in design, technology and urban form to address critical local, national and international challenges and capture opportunities presented through new technologies and other innovations. Our academic programs will reflect our strength as an integrated tertiary institution. We offer a wide variety of programs to cater to student need and external demand from industry, from introductory foundation programs, through vocational awards to our higher education coursework and research degrees. We design and deliver our programs with industry input to: Provide flexible and relevant qualifications that target industry and employer need Build educational opportunity through access and pathways Support RMIT’s discipline and industry focus. This focus reflects RMIT’s seven high impact areas: Communication Design Global Communities Global Business Health Solutions Technology Urban Sustainable Futures These link institutional strengths with external needs, and underpin our transformative vision that recognises the significance of urbanisation and globalisation. Our research programs are led by our four Research Institutes: Design, Global Cities, Health Innovations and Platform Technologies, which will reflect the high quality and high impact nature of the research undertaken at RMIT. While we will continue to support ‘investigator-driven’ research, our unique capacities and our strong relationships with research partners enable us to work collaboratively to develop new ways of understanding and innovations in technology and practice. Our strategies and compact RMIT goals and priorities are reflected in a suite of enabling plans informing the structure and delivery of RMIT’s core business, including our academic, research and Business plans. During the life of this compact, the University will refresh the Strategic Plan and its supporting priorities and strategies. We will look to Government to xxxxxx a stable and supportive policy and funding environment that minimises regulatory burden and that supports competitiveness and our ability to align institutional strategy with governmental objectives. Part Two: Aboriginal and Xxxxxx Strait Islander Access and Outcomes ABORIGINAL AND XXXXXX XXXXXX ISLANDER ACCESS AND OUTCOMES Part Two recognises the important role universities play in supporting Aboriginal and Xxxxxx Strait Islander people’s personal and professional aspirations through the provision of accessible and supportive higher education programs. Increasing Aboriginal and Xxxxxx Xxxxxx Islander higher education participation and success is important given the direct benefits for Aboriginal and Xxxxxx Strait Islander individuals and communities and broader economic and social benefits for all Australians. Universities are asked to detail their strategies and targets to improve Aboriginal and Xxxxxx Xxxxxx Islander access and outcomes over the compact period in this section. Principal Performance Indicators are compulsory and institutions may voluntarily nominate Optional Performance Indicators and targets considered reflective of individual institutional goals. The Commonwealth recognises that universities have diverse missions and, consequently, targets and performance will vary between institutions. Each university should develop performance indicators and targets to reflect its individual performance and strategic direction. Commonwealth Objectives The Commonwealth is committed to enhancing the participation and outcomes for Aboriginal and Xxxxxx Strait Islander people in higher education consistent with the Closing the Gap initiative addressing Aboriginal and Xxxxxx Xxxxxx Islander disadvantage. In realising this objective, the Commonwealth has set an aspirational national parity target for Aboriginal and Xxxxxx Strait Islander students and staff in higher education. The parity target equates to the proportion of the population aged between 15 and 64 years which is currently 2.3%. To help achieve this aspirational national target, the Commonwealth has introduced a new focus on Aboriginal and Xxxxxx Xxxxxx Islander reporting in the compact as recommended by the Review of Higher Education Access and Outcomes for Aboriginal and Xxxxxx Strait Islander People. Universities should report high level Aboriginal and Xxxxxx Xxxxxx Islander student and staffing plans and strategies in this part of the compact including performance targets for student enrolments, completions and numbers of general and academic staff. Universities may also report on Aboriginal and Xxxxxx Strait Islander initiatives under the Innovation and Engagement, Teaching and Learning and Research and Research Training parts of the compact. University Strategies RMIT is committed to involve Aboriginal and Xxxxxx Xxxxxx Islander people in its teaching, learning, research and advancement of knowledge activities, to support Indigenous student access and attainment, and to promote wider community engagement with Indigenous issues. These commitments are expressed in our Governing Act, our Strategic Plan, Reconciliation Statement, and our Equity and Diversity and Indigenous Employment plans. Our strategies are informed by experience, stakeholder input and current and evolving practice and research, including outcomes outlined in the Review of Higher Education Access and Outcomes for Aboriginal and Xxxxxx Strait Islander People. The student enrolment and completion targets outlined below reflect the historical numbers of undergraduate Indigenous students at RMIT, pipeline effects and the relative proportions of Indigenous people aged between 15 and 64 years in Victoria. In particular, as recognised in the Review of Higher Education Access and Outcomes for Aboriginal and Xxxxxx Xxxxxx Islander People, parity targets in Victoria are close to 0.6%.1 The student enrolment and completion targets below will move us significantly closer to the Victorian parity target and, importantly, also represent a 71 per cent increase in projected Indigenous completions over the period. More broadly, we also note that “higher education” enrolment and completion targets will not fully reflect the scope of our Indigenous support and success, particularly as our access rate for VET is above the national average and as our VET delivery continues to create strong pathways to higher education for Indigenous students at RMIT. Similarly, we are proud of our track record in supporting Indigenous student retention and note that we are exceeding the national average for Indigenous success in higher education.2 The wide variety of programs and disciplines that Indigenous students undertake and our continued strong retention and success rates are testament to the success of RMIT’s approach. We will continue to build on these achievements over the compact period. Other activities that will position the University as a preferred place of study and an employer of choice for Indigenous Australians include:

Establishment of the Compact. The Commonwealth and the University agree the Term of this compact is from 1 January 2014 until 31 December 2016. The Principles of Commonwealth Funding Support The Commonwealth articulates its vision for the higher education sector, through Transforming Australia’s Higher Education System (available at the DIICCSRTE website), and the role of universities in driving our national innovation system, through Powering Ideas (available at the DIICCSRTE website). In supporting Australia’s universities, the Commonwealth seeks to promote: academic freedom and institutional autonomy; a diverse and sustainable higher-education sector; opportunity for all; access to university based on merit; world-class teaching and learning that advances the international standing of Australian education; world-class research and research training that advances knowledge, critical thinking and Australia’s international standing; and responsiveness to the economic, social and environmental needs of the community, region, state, nation and the international community through collaborative engagement. To ensure Australia’s higher education system remains robust and of high quality in a globally connected and competitive world, the Australian Government has adopted and implemented a number of system-wide quality measures including establishing the Higher Education Standards Framework, and the Tertiary Education Quality and Standards Agency (TEQSA). The Structure of this Compact Part One provides for the Commonwealth’s focus for the compact and a description of the University’s Mission Statement and Strategic Priorities. Part Two provides for matters related to improving access and outcomes for Aboriginal and Xxxxxx Strait Islander people. It contains Commonwealth objectives, university strategies and performance indicators and targets. Part Three provides for matters related to innovation, industry and skills and engagement. It also contains Commonwealth objectives, university strategies and performance indicators and targets. Part Four provides for matters related to teaching and learning including student enrolments, quality, equity and infrastructure. It contains Commonwealth objectives, university strategies and equity targets. Part Five provides for matters related to research and research training including research performance and research capability. It contains Commonwealth objectives, university strategies, performance indicators and targets. Part Six provides for general provisions of the compact including compact review, privacy, confidentiality and information sharing, changing the compact and notices. PART ONEPart One: FOCUS Focus & MISSION Mission The Commonwealth’s Focus for this Compact The Commonwealth's ambitions for higher education include: providing opportunities for people from all backgrounds to participate to their full potential and be supported to do so. This includes supporting the aspirations of Aboriginal and Xxxxxx Xxxxxx Islander people through improved access and support arrangements. The Commonwealth is committed to ensuring the rate of Aboriginal and Xxxxxx Strait Islander people participating in undergraduate and­ higher degrees by research (HDR), as well as staffing and academic representation, reaches population parity; providing students with a stimulating and rewarding higher education experience; producing graduates with the knowledge, skills and understanding for full participation in society and the economy; better aligning higher education and research with the needs of the economy, and building capacity to respond to future changes in skills needs; increasing universities’ engagement with all parties and linkages between universities and Australian businesses in particular; playing a pivotal role in the national research and innovation system through the generation and dissemination of new knowledge and through the education, training and development of world class researchers across a wide range of intellectual disciplines; improving knowledge transfer and commercialisation outcomes; consistent with the Asian Century policy framework, ensuring education is at the forefront of Australia’s engagement with Asia; and being amongst the leading Organisation for Economic Co-operation and Development (OECD) countries in terms of participation and performance. In support of these objectives, the Commonwealth encourages universities to consider the following important measures in their planning and delivery: developing partnerships with schools and other organisations to improve the participation of people from disadvantaged backgrounds in higher education; working with business, industry and Vocational Education and Training (VET) providers to provide the Australian economy with the graduates it needs; the suite of performance measurement tools being developed through the Advancing Quality in Higher Education initiative, work on quality in research training, and a feasibility study on research impact assessment (including the possible implementation of a mechanism, separate from Excellence in Research for Australia, to evaluate the wider benefits of publicly funded research); applying the principles and procedures required to support a continuous improvement model for intellectual property; and the National Research Investment Plan, including the need for a strategic outlook to address Australian Government priorities and principles at a national level.. THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES The purpose of the University’s Mission The University's Mission sets out its values and aspirations, what it does and how it can best serve the interests of its students, staff and key stakeholders. The Commonwealth and the University recognise the University's Mission may evolve. The University and the Commonwealth recognise the University is an autonomous institution which is responsible for the determination of its Mission and for its aspirations and strategies for their achievement. The University’s Mission and Strategic Priorities Xxxxxxxxx Institute is a specialist, dual sector tertiary education provider that services the Higher Education and Vocational Education and Training needs of Aboriginal and Xxxxxx Strait Islander peoples. It provides culturally safe and sustainable education and training that fosters the aspirations of Indigenous Australians, thus contributing to the cultural, social and economic development of Australia. The central task of the Institute is to provide tertiary education that engages students in the development of appropriate responses to national-to-local priority issues associated with improving employment and community wealth generation, alongside and in balance with ensuring cultural survival, maintenance, renewal and transformation within the contemporary social, political and economic context for Indigenous Australians. With the passing on 14 May 2012 of the amended Batchelor Institute of Indigenous Tertiary Education Act, a new Institute Council formally commenced in March 2013. The new Institute Council consists of 10 specialist members, of which six members, including the Chairperson, are Indigenous. Under the revised Act an Indigenous Advisory Board has also been established to advise the Institute about cultural and social issues, consult with Indigenous people, communities and organisations, advise the Institute on systemic and structural changes aimed at improving outcomes for Indigenous students and undertake activities as requested by Institute Council. The Indigenous Advisory Board consists of six members all of whom are Indigenous. Strategic Plan The current Batchelor Institute Strategic Plan (see xxxx://xxx.xxxxxxxxx.xxx.xx/xxxxx/xx-xxxxxxx/xxxxxxx/0000/00/Xxxxxxxxx-Xxxx-0000_0000_Xxx.xxx). Our Vision continues to be Batchelor Institute: a site of national significance in Indigenous education – strengthening identity, achieving success and transforming lives. For the period 2012 to 2014 the key priorities identified in the organisation’s Strategic Plan are:

Establishment of the Compact. The Commonwealth and the University agree the Term of this compact is from 1 January 2014 until 31 December 2016. The Principles of Commonwealth Funding Support The Commonwealth articulates its vision for the higher education sector, through Transforming Australia’s Higher Education System (available at the DIICCSRTE website), and the role of universities in driving our national innovation system, through Powering Ideas (available at the DIICCSRTE website). In supporting Australia’s universities, the Commonwealth seeks to promote: academic freedom and institutional autonomy; a diverse and sustainable higher-education sector; opportunity for all; access to university based on merit; world-class teaching and learning that advances the international standing of Australian education; world-class research and research training that advances knowledge, critical thinking and Australia’s international standing; and responsiveness to the economic, social and environmental needs of the community, region, state, nation and the international community through collaborative engagement. To ensure Australia’s higher education system remains robust and of high quality in a globally connected and competitive world, the Australian Government has adopted and implemented a number of system-wide quality measures including establishing the Higher Education Standards Framework, and the Tertiary Education Quality and Standards Agency (TEQSA). The Structure of this Compact Part One provides for the Commonwealth’s focus for the compact and a description of the University’s Mission Statement and Strategic Priorities. Part Two provides for matters related to improving access and outcomes for Aboriginal and Xxxxxx Strait Islander people. It contains Commonwealth objectives, university strategies and performance indicators and targets. Part Three provides for matters related to innovation, industry and skills and engagement. It also contains Commonwealth objectives, university strategies and performance indicators and targets. Part Four provides for matters related to teaching and learning including student enrolments, quality, equity and infrastructure. It contains Commonwealth objectives, university strategies and equity targets. Part Five provides for matters related to research and research training including research performance and research capability. It contains Commonwealth objectives, university strategies, performance indicators and targets. Part Six provides for general provisions of the compact including compact review, privacy, confidentiality and information sharing, changing the compact and notices. PART ONEPart One: FOCUS Focus & MISSION Mission The Commonwealth’s Focus for this Compact The Commonwealth's ambitions for higher education include: providing opportunities for people from all backgrounds to participate to their full potential and be supported to do so. This includes supporting the aspirations of Aboriginal and Xxxxxx Xxxxxx Islander people through improved access and support arrangements. The Commonwealth is committed to ensuring the rate of Aboriginal and Xxxxxx Strait Islander people participating in undergraduate and­ higher degrees by research (HDR), as well as staffing and academic representation, reaches population parity; providing students with a stimulating and rewarding higher education experience; producing graduates with the knowledge, skills and understanding for full participation in society and the economy; better aligning higher education and research with the needs of the economy, and building capacity to respond to future changes in skills needs; increasing universities’ engagement with all parties and linkages between universities and Australian businesses in particular; playing a pivotal role in the national research and innovation system through the generation and dissemination of new knowledge and through the education, training and development of world class researchers across a wide range of intellectual disciplines; improving knowledge transfer and commercialisation outcomes; consistent with the Asian Century policy framework, ensuring education is at the forefront of Australia’s engagement with Asia; and being amongst the leading Organisation for Economic Co-operation and Development (OECD) countries in terms of participation and performance. In support of these objectives, the Commonwealth encourages universities to consider the following important measures in their planning and delivery: developing partnerships with schools and other organisations to improve the participation of people from disadvantaged backgrounds in higher education; working with business, industry and Vocational Education and Training (VET) providers to provide the Australian economy with the graduates it needs; the suite of performance measurement tools being developed through the Advancing Quality in Higher Education initiative, work on quality in research training, and a feasibility study on research impact assessment (including the possible implementation of a mechanism, separate from Excellence in Research for Australia, to evaluate the wider benefits of publicly funded research); applying the principles and procedures required to support a continuous improvement model for intellectual property; and the National Research Investment Plan, including the need for a strategic outlook to address Australian Government priorities and principles at a national level. The University’s Mission And Strategic Priorities The purpose of the University’s Mission The University's Mission sets out its values and aspirations, what it does and how it can best serve the interests of its students, staff and key stakeholders. The Commonwealth and the University recognise the University's Mission may evolve. The University and the Commonwealth recognise the University is an autonomous institution which is responsible for the determination of its Mission and for its aspirations and strategies for their achievement. The University’s Mission and Strategic Priorities The University is in the process of revamping its strategic and operational plans to replace the current plans which expire at the end of 2013. These new plans are being developed in consultation with a wide cross-section of the University’s many stakeholders, including the University Senate, Academic Council, faculties and schools, students and alumni. It is expected that the new plans will continue the overall strategic direction articulated in the current mission and vision, and the University’s commitment to achieving international excellence in teaching and research for the benefit of the local, national and international communities. The new plans will nonetheless include a range of new initiatives and revamped priorities expected to give greater impetus to delivering the University’s mission and vision. The University’s Mission The University has consistently focussed on delivering high-quality outcomes consistent with its mission: To advance, transmit and sustain knowledge and understanding through the conduct of teaching, research and scholarship at the highest international standards, for the benefit of the Western Australian, Australian and international communities. The University sees that it will best fulfil its role as a local and national resource, contributing towards State and Commonwealth needs and priorities and responding to its stakeholder needs, if it undertakes research and scholarship that is recognised internationally as excellent and continues to develop graduates who can contribute as culturally-aware citizens of a globalised world. The University Aspirations The University’s vision is to “achieve international excellence” and is formally expressed as: The University of Western Australian will be recognised internationally for its excellence in teaching and research and as a leading intellectual and creative resource to the communities it serves. The University is committed to becoming one of the world’s top 50 Universities by 2050 and a top 100 University by 2013. The University sees its future with the following defining characteristics: High quality, as the pervading criterion for all our activities; Comprehensive, with a broad teaching and research profile in the arts, sciences, and professions; Selective, within a comprehensive base, to develop particular areas of research strength and emphasis; Research-intensive, with a strong teaching and research nexus across all our disciplines; Internationally focussed, for both the content and standards of our activities; Technologically innovative, to maximise our flexibility; and Responsive, to meet the needs of the community, our students and our graduates. The University Objectives The University’s Operational Priorities Plan (OPP) for 2009 to 2013 translates the Strategic Plan into a set of strategic objectives and associated operational objectives, strategies and actions that are designed to advance the University’s vision to Achieve International Excellence, together with an extensive array of performance indicators and targets designed to measure the University’s progress. The OPP specifies the following four priority strategic objectives: To improve the quality of the student learning experience; To improve the quality and impact, and productivity of research and research training; To improve the University’s positioning and reputation, and to develop strategic relationships and community engagement; and To develop our people and resources.

Establishment of the Compact. The Commonwealth and the University agree the Term of this compact is from 1 January 2014 until 31 December 2016. The Principles of Commonwealth Funding Support The Commonwealth articulates its vision for the higher education sector, through Transforming Australia’s Higher Education System (available at the DIICCSRTE website), and the role of universities in driving our national innovation system, through Powering Ideas (available at the DIICCSRTE website). In supporting Australia’s universities, the Commonwealth seeks to promote: academic freedom and institutional autonomy; a diverse and sustainable higher-education sector; opportunity for all; access to university based on merit; world-class teaching and learning that advances the international standing of Australian education; world-class research and research training that advances knowledge, critical thinking and Australia’s international standing; and responsiveness to the economic, social and environmental needs of the community, region, state, nation and the international community through collaborative engagement. To ensure Australia’s higher education system remains robust and of high quality in a globally connected and competitive world, the Australian Government has adopted and implemented a number of system-wide quality measures including establishing the Higher Education Standards Framework, and the Tertiary Education Quality and Standards Agency (TEQSA). The Structure of this Compact Part One provides for the Commonwealth’s focus for the compact and a description of the University’s Mission Statement and Strategic Priorities. Part Two provides for matters related to improving access and outcomes for Aboriginal and Xxxxxx Strait Islander people. It contains Commonwealth objectives, university strategies and performance indicators and targets. Part Three provides for matters related to innovation, industry and skills and engagement. It also contains Commonwealth objectives, university strategies and performance indicators and targets. Part Four provides for matters related to teaching and learning including student enrolments, quality, equity and infrastructure. It contains Commonwealth objectives, university strategies and equity targets. Part Five provides for matters related to research and research training including research performance and research capability. It contains Commonwealth objectives, university strategies, performance indicators and targets. Part Six provides for general provisions of the compact including compact review, privacy, confidentiality and information sharing, changing the compact and notices. PART ONEPart One: FOCUS Focus & MISSION Mission The Commonwealth’s Focus for this Compact The Commonwealth's ambitions for higher education include: providing opportunities for people from all backgrounds to participate to their full potential and be supported to do so. This includes supporting the aspirations of Aboriginal and Xxxxxx Xxxxxx Islander people through improved access and support arrangements. The Commonwealth is committed to ensuring the rate of Aboriginal and Xxxxxx Strait Islander people participating in undergraduate and­ higher degrees by research (HDR), as well as staffing and academic representation, reaches population parity; providing students with a stimulating and rewarding higher education experience; producing graduates with the knowledge, skills and understanding for full participation in society and the economy; better aligning higher education and research with the needs of the economy, and building capacity to respond to future changes in skills needs; increasing universities’ engagement with all parties and linkages between universities and Australian businesses in particular; playing a pivotal role in the national research and innovation system through the generation and dissemination of new knowledge and through the education, training and development of world class researchers across a wide range of intellectual disciplines; improving knowledge transfer and commercialisation outcomes; consistent with the Asian Century policy framework, ensuring education is at the forefront of Australia’s engagement with Asia; and being amongst the leading Organisation for Economic Co-operation and Development (OECD) countries in terms of participation and performance. In support of these objectives, the Commonwealth encourages universities to consider the following important measures in their planning and delivery: developing partnerships with schools and other organisations to improve the participation of people from disadvantaged backgrounds in higher education; working with business, industry and Vocational Education and Training (VET) providers to provide the Australian economy with the graduates it needs; the suite of performance measurement tools being developed through the Advancing Quality in Higher Education initiative, work on quality in research training, and a feasibility study on research impact assessment (including the possible implementation of a mechanism, separate from Excellence in Research for Australia, to evaluate the wider benefits of publicly funded research); applying the principles and procedures required to support a continuous improvement model for intellectual property; and the National Research Investment Plan, including the need for a strategic outlook to address Australian Government priorities and principles at a national level. THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES The purpose of the University’s Mission The University's Mission sets out its values and aspirations, what it does and how it can best serve the interests of its students, staff and key stakeholders. The Commonwealth and the University recognise the University's Mission may evolve. The University and the Commonwealth recognise the University is an autonomous institution which is responsible for the determination of its Mission and for its aspirations and strategies for their achievement. The University’s Mission and Strategic Priorities Introduction to B2B Blueprint to Beyond UNSW Strategic Intent (B2B) forms the enduring and overarching strategy for the University. We revisit it regularly, fine-tuning our goals in order to achieve our objectives and fulfil our aspiration. Strategy involves choice. There are many goals that a leading research intensive university with our strengths could seek to achieve. We focus on what we do and can do best. Our strengths are built on our traditions of the highest academic standards, our record of leading the way with industry and community partnerships and our history of engaging internationally. The UNSW Strategic Intent reflects the fundamental University mission of education, research and community engagement. It underpins our Faculty and Divisional plans, and its guiding principles and objectives inform our policies, procedures and processes. Our challenge is to strive to fulfil our aspiration - to continuously improve our position as a leading research intensive university in Australia and a peer in good standing with the best globally, with strong traditions of excellence, innovation and social justice. B2B is a strategy to enhance effectiveness and interdisciplinarity. We seek to minimise the barriers between faculties and disciplines, and between blue sky research and research of more immediate impact. The name B2B captures the idea of the practical application of research, as in "Bench to Bedside" in medicine, or "Bench to Building" in architecture. The University will achieve its aspiration where students, staff and community work together, and where the University's capabilities and resources support that aim.

Establishment of the Compact. The Commonwealth and the University agree the Term of this compact is from 1 January 2014 until 31 December 2016. The Principles of Commonwealth Funding Support The Commonwealth articulates its vision for the higher education sector, through Transforming Australia’s Higher Education System (available at the DIICCSRTE website), and the role of universities in driving our national innovation system, through Powering Ideas (available at the DIICCSRTE website). In supporting Australia’s universities, the Commonwealth seeks to promote: academic freedom and institutional autonomy; a diverse and sustainable higher-education sector; opportunity for all; access to university based on merit; world-class teaching and learning that advances the international standing of Australian education; world-class research and research training that advances knowledge, critical thinking and Australia’s international standing; and responsiveness to the economic, social and environmental needs of the community, region, state, nation and the international community through collaborative engagement. To ensure Australia’s higher education system remains robust and of high quality in a globally connected and competitive world, the Australian Government has adopted and implemented a number of system-wide quality measures including establishing the Higher Education Standards Framework, and the Tertiary Education Quality and Standards Agency (TEQSA). The Structure of this Compact Part One provides for the Commonwealth’s focus for the compact and a description of the University’s Mission Statement and Strategic Priorities. Part Two provides for matters related to improving access and outcomes for Aboriginal and Xxxxxx Strait Xxxxxx Islander people. It contains Commonwealth objectives, university strategies and performance indicators and targets. Part Three provides for matters related to innovation, industry and skills and engagement. It also contains Commonwealth objectives, university strategies and performance indicators and targets. Part Four provides for matters related to teaching and learning including student enrolments, quality, equity and infrastructure. It contains Commonwealth objectives, university strategies and equity targets. Part Five provides for matters related to research and research training including research performance and research capability. It contains Commonwealth objectives, university strategies, performance indicators and targets. Part Six provides for general provisions of the compact including compact review, privacy, confidentiality and information sharing, changing the compact and notices. PART ONE: FOCUS & MISSION The Commonwealth’s Focus for this Compact The Commonwealth's ambitions for higher education include: providing opportunities for people from all backgrounds to participate to their full potential and be supported to do so. This includes supporting the aspirations of Aboriginal and Xxxxxx Xxxxxx Islander people through improved access and support arrangements. The Commonwealth is committed to ensuring the rate of Aboriginal and Xxxxxx Strait Islander people participating in undergraduate and­ higher degrees by research (HDR), as well as staffing and academic representation, reaches population parity; providing students with a stimulating and rewarding higher education experience; producing graduates with the knowledge, skills and understanding for full participation in society and the economy; better aligning higher education and research with the needs of the economy, and building capacity to respond to future changes in skills needs; increasing universities’ engagement with all parties and linkages between universities and Australian businesses in particular; playing a pivotal role in the national research and innovation system through the generation and dissemination of new knowledge and through the education, training and development of world class researchers across a wide range of intellectual disciplines; improving knowledge transfer and commercialisation outcomes; consistent with the Asian Century policy framework, ensuring education is at the forefront of Australia’s engagement with Asia; and being amongst the leading Organisation for Economic Co-operation and Development (OECD) countries in terms of participation and performance. In support of these objectives, the Commonwealth encourages universities to consider the following important measures in their planning and delivery: developing partnerships with schools and other organisations to improve the participation of people from disadvantaged backgrounds in higher education; working with business, industry and Vocational Education and Training (VET) providers to provide the Australian economy with the graduates it needs; the suite of performance measurement tools being developed through the Advancing Quality in Higher Education initiative, work on quality in research training, and a feasibility study on research impact assessment (including the possible implementation of a mechanism, separate from Excellence in Research for Australia, to evaluate the wider benefits of publicly funded research); applying the principles and procedures required to support a continuous improvement model for intellectual property; and the National Research Investment Plan, including the need for a strategic outlook to address Australian Government priorities and principles at a national level.

Establishment of the Compact. The Commonwealth and the University agree the Term of this compact is from 1 January 2014 until 31 December 2016. The Principles of Commonwealth Funding Support The Commonwealth articulates its vision for the higher education sector, through Transforming Australia’s Higher Education System (available at the DIICCSRTE website), and the role of universities in driving our national innovation system, through Powering Ideas (available at the DIICCSRTE website). In supporting Australia’s universities, the Commonwealth seeks to promote: academic freedom and institutional autonomy; a diverse and sustainable higher-education sector; opportunity for all; access to university based on merit; world-class teaching and learning that advances the international standing of Australian education; world-class research and research training that advances knowledge, critical thinking and Australia’s international standing; and responsiveness to the economic, social and environmental needs of the community, region, state, nation and the international community through collaborative engagement. To ensure Australia’s higher education system remains robust and of high quality in a globally connected and competitive world, the Australian Government has adopted and implemented a number of system-wide quality measures including establishing the Higher Education Standards Framework, and the Tertiary Education Quality and Standards Agency (TEQSA). The Structure of this Compact Part One provides for the Commonwealth’s focus for the compact and a description of the University’s Mission Statement and Strategic Priorities. Part Two provides for matters related to improving access and outcomes for Aboriginal and Xxxxxx Strait Islander people. It contains Commonwealth objectives, university strategies and performance indicators and targets. Part Three provides for matters related to innovation, industry and skills and engagement. It also contains Commonwealth objectives, university strategies and performance indicators and targets. Part Four provides for matters related to teaching and learning including student enrolments, quality, equity and infrastructure. It contains Commonwealth objectives, university strategies and equity targets. Part Five provides for matters related to research and research training including research performance and research capability. It contains Commonwealth objectives, university strategies, performance indicators and targets. Part Six provides for general provisions of the compact including compact review, privacy, confidentiality and information sharing, changing the compact and notices. PART ONEPart One: FOCUS Focus & MISSION Mission The Commonwealth’s Focus for this Compact The Commonwealth's ambitions for higher education include: providing opportunities for people from all backgrounds to participate to their full potential and be supported to do so. This includes supporting the aspirations of Aboriginal and Xxxxxx Xxxxxx Islander people through improved access and support arrangements. The Commonwealth is committed to ensuring the rate of Aboriginal and Xxxxxx Strait Islander people participating in undergraduate and­ higher degrees by research (HDR), as well as staffing and academic representation, reaches population parity; providing students with a stimulating and rewarding higher education experience; producing graduates with the knowledge, skills and understanding for full participation in society and the economy; better aligning higher education and research with the needs of the economy, and building capacity to respond to future changes in skills needs; increasing universities’ engagement with all parties and linkages between universities and Australian businesses in particular; playing a pivotal role in the national research and innovation system through the generation and dissemination of new knowledge and through the education, training and development of world class researchers across a wide range of intellectual disciplines; improving knowledge transfer and commercialisation outcomes; consistent with the Asian Century policy framework, ensuring education is at the forefront of Australia’s engagement with Asia; and being amongst the leading Organisation for Economic Co-operation and Development (OECD) countries in terms of participation and performance. In support of these objectives, the Commonwealth encourages universities to consider the following important measures in their planning and delivery: developing partnerships with schools and other organisations to improve the participation of people from disadvantaged backgrounds in higher education; working with business, industry and Vocational Education and Training (VET) providers to provide the Australian economy with the graduates it needs; the suite of performance measurement tools being developed through the Advancing Quality in Higher Education initiative, work on quality in research training, and a feasibility study on research impact assessment (including the possible implementation of a mechanism, separate from Excellence in Research for Australia, to evaluate the wider benefits of publicly funded research); applying the principles and procedures required to support a continuous improvement model for intellectual property; and the National Research Investment Plan, including the need for a strategic outlook to address Australian Government priorities and principles at a national level. THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES The purpose of the University’s Mission The University's Mission sets out its values and aspirations, what it does and how it can best serve the interests of its students, staff and key stakeholders. The Commonwealth and the University recognise the University's Mission may evolve. The University and the Commonwealth recognise the University is an autonomous institution which is responsible for the determination of its Mission and for its aspirations and strategies for their achievement. The University’s Mission and Strategic Priorities Copies of USQ Strategic Plan 2013-2015 and USQ Research Plan 2013-2015 are available. The refreshed USQ Learning & teaching Policy will soon be available. The University of Southern Queensland (USQ) “Mission: To enable broad participation in higher education and to make significant contributions to research and community development. This will be achieved through maintaining USQ as a viable enterprise that: offers quality professional education opportunities that are accessible, flexible and borderless; creates fulfilling experiences for all students based on the commitment of skilled and caring staff; develops graduates who are positioned to meet the challenges of a rapidly changing world; pursues world class research, innovation and practice in sustainable futures; and engages with communities, business and government through ongoing and mutually beneficial partnerships.” (USQ Strategic Plan 2013-15).