THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES Sample Clauses

THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES. 1.1 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.
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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 Xxxxxx 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- content/uploads/2012/06/Strategic-Plan-2012_2014_Web.pdf). 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:
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THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES. The University of Canberra exists for the following purposes, as described in its new strategic plan for 2013-17, called Breakthrough:
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THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES. La Trobe is a globally recognised university, transforming the lives of its students, engaging in world-class research and playing an important role in its local communities. La Trobe was the third university created for Victoria, and was established to be complementary to, but different from, the other two. Future Ready: La Trobe University Strategic Plan 2013-2017 was formally approved by Council in late 2012. This Plan sets out clear priorities for the achievement of the University's vision. La Trobe Vision La Trobe’s vision is to be amongst the best in the world in selected areas of teaching and research which address issues fundamental to the future of human societies and their environments. La Trobe will be one of the top three universities in Victoria, one of the top dozen nationally and one of the top 300 internationally. Major Objectives 2013-2017 Excellence in the key world issues – La Trobe will be a university known for its excellence, creativity and innovation in relation to the big issues of our time, and for its enthusiasm in providing the leadership needed to make a difference. We will lay claim to selected areas of teaching and research which address issues fundamental to the future of human societies and their environments. In such areas we will be amongst the best in the world and will attract outstanding partners to work with us. Outstanding students – In the tradition of great campus universities, we will improve our attractiveness to creative and independent thinkers from diverse walks of life, cultures and backgrounds, including those with a passion for challenging the status quo and driving change. La Trobe students will choose us because we are at the centre of important social, economic, environmental, political and scientific developments; because we respect them as partners in their learning; because we are flexible and innovative in our modes of delivery; and because we equip them with an identifiably modern, globally relevant education, and send them out to be successful and to make the world a better place. Exceptional staff – Our staff will be highly skilled and motivated, creative and ground-breaking, willing to act and be held accountable for results. They will be people who pursue new ideas and who want to create knowledge afresh. They will be recognized for high performance and expect high performance from those around them. We will make La Trobe an attractive place for early career academics and professional staff, and ...
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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.
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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 c...
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THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES. After 10 years as the University College of the University of Queensland, Xxxxx Xxxx University (JCU) was established in 1970 with a clear strategic direction articulated in the Act of Parliament that brought it into being. Xxx Xxxxx Xxxx University Act 1970 stated that the University was to ‘provide courses of study or instruction to meet the needs of the community’ and ‘encourage study and research generally and, in particular, in subjects of special importance to the people of the tropics’ For more than forty years JCU has worked to deliver on this mission, initially from our northern Queensland campuses in Townsville and Cairns and more recently in Singapore. Our footprint now extends beyond northern Queensland to include a fully owned Singapore campus and a presence in Brisbane in conjunction with the Xxxxx Higher Education Group. Over the past six years we have reviewed and refined our strategic direction and reaffirmed our commitment to the tropical agenda. With a solid foundation, we are now in the next stage of our journey, which requires us to re-imagine our University. Our goal is to establish JCU as a great University, renowned for education, research and engagement relevant to the tropical world – including northern Queensland. Our ambition is to create a resilient and sustainable university that is unique in the Australian higher education setting in terms of its focus, student experience and engagement. Strategic Documents In 2008, drawing on extensive community engagement and consultation, we developed our Statement of Strategic Intent, in which we claimed as our purpose ‘Creating a brighter future for life in the tropics world-wide through graduates and discoveries that make a difference’. This statement was refreshed in 2011 to reflect the acquisition of the Singapore Campus and clearly articulate that we are one university, operating in two countries through three tropical campuses. The refreshed Statement was endorsed by our University Council in February 2012 and is provided below. Statement of Strategic Intent Creating a brighter future for life in the tropics world-wide though graduates and discoveries that make a difference. One University. Two countries. Three tropical campuses. Comprehensive, but focussed. We are a comprehensive University. Our teaching and research focuses on four themes: • Tropical Ecosystems and Environment • Industries and Economies in the Tropics • Peoples and Societies in the Tropics • Tropical Health, Medic...
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THE UNIVERSITY’S MISSION AND STRATEGIC PRIORITIES 
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