COLLEGE OPERATIONAL PLAN 2012 (DRAFT) - …cass.anu.edu.au/sites/default/files/CASS Operational Plan...

ANU College of Arts & Social Sciences

COLLEGE OPERATIONAL PLAN 2012 (DRAFT)

ANU College of Arts and Social Sciences Operational Plan 2012 2

Message from the Dean

The ANU College of Arts and Social Sciences (CASS) brings together more than 20 disciplines, from Philosophy to Music, Anthropology to Arabic and Political Science to Ancient History.

The College is structured into two research schools, the Research School of Humanities and the Arts (RSHA) and the Research School of Social Sciences (RSSS), and the Australian Demographic and Social Research Institute (ADSRI), with 13 disciplinary and interdisciplinary clusters that constitute the core of the College’s research and education activity.

This College operational plan reflects the College’s diversity, and importantly where we will strive to deliver outstanding research, education and public engagement.

It sets the framework for all activities and decision making in our College for, research priorities, curriculum and course design, staff appointments, engagement in the public arena, administrative arrangements and infrastructure investments.

All staff within the College, whether they be academic or professional staff should feel that they are contributing, through their work and involvement in the College, to one or more of the objectives outlined in this operational plan. Ultimately we should all be assessed by how we have contributed in varying ways to achieving our college vision.

This document has two sections – the first provides a narrative on what we value and where we want to grow our education, research and outreach profile. In the narrative we draw attention to some of our indicators on which to determine whether we have achieved our desired goals. The second provides the specific CASS operational goals with 3-year and 1-year targets and the line responsibility for achieving those outcomes.

I encourage all staff to take some time to read this operational plan. Its vision and objectives are what should drive us each and every day at work, whether we are teaching in a lecture theatre, researching in the field, marking student assessments, organising a conference or reconciling expenditure.

Professor Toni Makkai Toni Makkai


SECTION ONE

College Vision

CASS will:

• lead Australia in fundamental, strategic and applied research and education in the humanities, social sciences and the creative arts, contributing to the ANU’s reputation as Australia’s finest university;

• produce internationally outstanding research in our disciplines and interdisciplinary fields; and

• generate work which has a significant impact on political, cultural, social and public policy debate and formulation in Australia and internationally, with particular focus on contributing to areas of national priority.

College Mission

The mission of CASS is:

• globally, to be recognised by its academic excellence, in both research and education, across the humanities, creative arts and social sciences, while bringing its expertise to bear on key social, cultural, and political problems facing the contemporary world; and

• nationally, in partnership with the public, the private sector, and government, to shape Australia as an innovative knowledge-based society.

Our Objectives

To achieve our vision and mission, the College will aim to:

Maintain and Build Research Excellence

The College will maintain and build research excellence at the highest international standards; target investment in key strategic areas to build research excellence; and anticipate emerging areas for future development.

Link High Quality Research and Education

The College will ensure that its education programs are shaped and informed by its research excellence; can be delivered with increased flexibility; and that its students are trained to conduct inquiry-based and/or applied research in order to reinforce the University's distinctive position as one of Australia's leading research universities.

Lead the Sector in Research Training

The College will lead the Australian higher education sector in innovative and effective research training for all Higher Degree by Research (HDR) students within our disciplines. Our HDR students will be prepared to be the academic leaders of tomorrow.


Lead in the Use of Digital Technology

The College will establish itself as a leader in the creative use of digital technology in both research and education across all disciplines.

Enhance Partnerships with Government, Industry and Cultural Institutions

The College will build upon our strong links to Government and the Cultural institutions through innovative research that addresses social and political questions of national importance and through postgraduate and undergraduate training that equips our graduates to become leaders in their field.

Deliver an Active Program of Engagement and Outreach

The College will continue to undertake and disseminate research that benefits the community through the application of expertise and broader engagement with issues of national and international significance.

Drive Quality Performance

The College will maintain and enhance the reputations of scholars who are leaders in their fields; as well as mentor and develop middle and early career researchers as the future leaders in the academy. Our educators will maintain the highest standards of pedagogy and our educational programs will provide innovative, flexible, and internationally competitive education experiences for undergraduate and postgraduate students.

Make Infrastructure More Productive

The College will ensure that our infrastructure is managed in the most effective ways to support our research and educational activities in our chosen disciplines.


Research

Research Excellence

The College will maintain and build research excellence at the highest international standards; target investment in key strategic areas to build research excellence; and anticipate emerging areas for future development.

In our areas of strategic priority we will have scholars that are recognised for their excellence in intellectual thought and contributions to advancing knowledge in their discipline and related inter-disciplinary areas. Our scholars will be typified by a boldness and confidence in their work that comes through a deep understanding of the critical issues in their disciplines.

In our areas of strategic priority we will achieve these objectives by:

• reinforcing a supportive scholarly culture based around high standards of performance; • building critical mass; • recruiting and retaining talented staff; • developing the careers of middle and early career researchers; • maintaining a strong visiting fellows program; and • maintaining an appropriately resourced College Research Office.

Some indicators of success:

• The vast majority of academic staff within CASS will be research-intensive. • In 2015, 85 per cent of academic staff will be in four digit field of research code areas (discipline

areas) rated ERA 4 or 5. This percent will rise to 90 per cent by 2020 (compared to 84 per cent in 2011).

• CASS will enhance both the quantity and quality of its publications in the most highly ranked outlets, typical of the publication profile of ERA groups ranked at level 5.

• In 2015, 2 HERDC points per FTE member of academic staff (compared to 1.23 in 2011). • In 2015, at least 46 per cent of CASS academic staff at Levels C and above will be an investigator on

at least one current Category 1 research grant. This percent will rise to 55 per cent by 2020 (compared to 40 per cent in 2011).

• In 2015, at least 37.5 per cent of CASS academic staff at Levels C and above will be first-named investigator on at least one current Category 1 research grant. This percent will rise to 45 per cent by 2020 (compared to 32 per cent in 2011).

• In 2015, at least 27 per cent of CASS academic staff at Levels C and above will be first-named investigator on at least one current Category 2, 3 or 4 research grant or consultancy. This percent will rise to 35 per cent in 2020 (compared to 23 per cent in 2011).

• ANU will remain the top ranked Australian university in the QS rankings for disciplines relevant to CASS.

• In 2015, the number of HDR students supervised per FTE member of academic staff will rise to 2, increasing to 3 by 2020 (compared to 1.8 in 2011).

• In 2015, 95 per cent of continuing and fixed term staff (excluding Art and Music) will have a PhD (compared to 92% in 2011).

• In 2015, 20 per cent of research income will be from non-ARC grants (compared to 14.6% in 2011).


Research Concentration

The future strength of the College’s research depends on the contribution of the enabling disciplines to areas of research concentration. The College will actively concentrate research efforts in our strategic priority areas (see Table 1) as a well as:

• provide a mechanism for encouraging interdisciplinary collaboration across Schools and Centres, other Colleges of the University and other Universities;

• enhance contributions to political, cultural and social debates in areas of national priority; • enhancing opportunities for higher degree research students; • establish itself as a leader in the creative use of digital technology in both research and education by

embedding e-Research into the research and teaching culture of the College; • promote the development of digital technology with the primary aim of creating new knowledge in

specialised fields of research, particularly through the Digital Humanities Hub; and • support and promote the lodging of research data in digital repositories, for example the Australian

Data Archives. Some indicators of success:

• In 2013, 100% of academic appointments will enable achievement of critical mass and growth. • In 2013, visiting fellows funded by the College will contribute to achievement of critical mass and

growth. • In 2013, conferences/workshops funded by the college will be relevant to areas of strategic priority. • In 2013, higher degree by research students recruited will contribute to our areas of strategic priority. • In 2015, the College will increase the percent of its research funding awarded from international

sources to 8.0 per cent, rising to 12.0 per cent in 2020 (compared to 4.7 per cent in 2011). • Increasing levels of staff training in the use of digital technology.

Our Research Infrastructure

The College will ensure that our infrastructure supports our research activities as part of our commitment to digital scholarship and research.

To advance this agenda the College will:

• ensure our information technology infrastructure supports our research activities and assist in reinforcing a College culture where digital scholarship is valued and promoted;

• ensure the physical infrastructure of the College is adequate to support the diverse range of research practices and, in particular, to enable our academic units to have the capacity to increase Higher Degree Research (HDR) student numbers;

• ensure the efficient and efficient use of RIBG funding to support the college IT infrastructure. Some indicators of success:

• Increasing take up of digital scholarship amongst our staff. • Provide reliable information technology infrastructure and associated support services. • The availability and suitability of space for our research activities and to house HDR students.


Table 1: Strategic Priority Areas of the Schools & Centres

Research School of Humanities & the Arts Research School of Social Sciences ADSRI

Archaeology &

Anthropology Art Music Language

Studies Cultural Inquiry IHuG

Politics & International

Relations History Sociology Philosophy CAIS CAEPR

Archaeology Practise-based Arts

Performance &

Professional Practice

European Languages English

Interdisciplinary

Humanities

Australian Politics Biography

Environment, Society &

Development Studies

Epistemology & Metaphysics

Politics, History & Political Economy

Economic, Cultural &

Social Circumstances

Demographic Modelling & Social

Change

Social & Cultural

Anthropology Digital Arts Ethnomusicol

ogy Linguistics Art History Digital

Humanities Hub

International Relations

Cultural, Social & Intellectual

History

Embodiment & Health

Philosophy of Mind

Arab & Middle Eastern

Languages

Economic Development Aspirations &

Alternative Futures

Family Dynamics & Family Policy

Biological Anthropology Art Theory Music

Technology Classics &

Ancient History

Heritage and the Arts

Public Policy & Administration

Environmental History Crime & Risk Philosophy of

Science

Islamic Literature &

Culture

Governance, Policy & the

State Social Inclusion

Forensic Anthropology Political Theory Gender History

Culture, Identity &

Citizenship

Moral & Political

Philosophy

Education, Lifespan,

Learning & Youth

Online Networks

Comparative & Area Studies

Indigenous History

Policy Studies and Innovation

European Philosophy


Education & Student Experience

Our educators will maintain the highest standards of pedagogy and our educational programs will provide innovative, flexible, and internationally competitive education experiences for undergraduate and postgraduate students.

In the period of this plan, the College will deliver a distinctive set of undergraduate and postgraduate programs across its various academic organizational units (see Diagram 1). In addition to fostering knowledge across the range of our academic fields, the College will engage proactively with its students to develop their research skills, powers of reasoning, critical reading, speaking, writing, and creativity, thus equipping them for the challenges of contemporary life.

As appropriate to Australia’s leading research university, the College will ensure that its education programs are shaped and informed by its research excellence. We will ensure that our students are trained to conduct inquiry-based and/applied research relevant to Australia’s national priorities.

The College will also aspire to lead the higher education sector in innovative and effective research training for all Higher Degree Research students in our disciplines. Our HDR students will be the academic leaders of the future.

In pursuing educational excellence the College is committed to continual evaluation, validation and improvement of our teaching. We will embed values and practices that build strong educational links between the College and the ANU as a whole, and between College and strategic alliance partners of high international standing.


• enabling our students to take their place as informed, articulate and - in the widest sense - literate, citizens of the world;

• assisting students to develop their cognitive, analytic, evaluative, and expressive abilities in order for them to engage with the cultural, moral and political issues fundamental to building healthy communities;

• promoting enhanced access and equity to higher education for students from low socio-economic and Indigenous backgrounds as well as regional communities;

• introducing our students to major intellectual and creative questions and give them a real sense of what is involved in the rigorous pursuit of knowledge and understanding across the social sciences, humanities and the arts;

• equipping our students to enter the workforce with confidence and to perform with distinction; • equipping our students with research skills appropriate to their discipline; • encouraging our staff to participate in development programs to support teaching; • providing our students with opportunities for international experience or practice-based learning; and • maintain an appropriately research student office and education hub (including the education design

studio).


•


Some indicators of success: for our Educators

• In 2015, all new staff appointed with a teaching role (including HDR supervision), who do not have prior teaching experience will complete the Foundations of Teaching & Learning or equivalent College programs within 12 months of commencement.

• CASS will aim to continually increase the number of national teaching grants won by staff. • The effectiveness of supervision of research students, with the percent of students who fail to submit

their thesis on time falling to 4 per cent by 2015, falling to 2 per cent by 2020 (compared to 8 per cent in 2011).

• In 2013, all CASS programs will have clearly articulated the unique research-led elements of their education offerings.

• The level of national recognition of teaching excellence as demonstrated through national teaching awards.

• In the creative arts, recognition of staff as educational leaders in their field attracting students locally, regionally and nationally to their studio.

• Demonstrable quality of student outcomes through discipline specific activities, notable achievements and professional engagements.

Some indicators of success: for our Students

• CASS will perform above the Go8 average in national course and university surveys (Course Experience Questionnaire (CEQ), or successor, survey results averaged across the Good Teaching, Overall Satisfaction and Generic Skills scales).

• 28% of the student body with be postgraduate. • In 2015, 80 per cent of courses offered will obtain a rating of greater than 4.0 for Overall Satisfaction

in the SELT survey, rising to 85 per cent by 2020 (compared to 77 per cent in 2010). • In 2014, 5% of CASS students will be accessing its programs using flexible pathways, consistent with

the plans of the University. • Employment rates of graduates, as measured by the Graduate Destination survey, remain above the

Go8 average. • In 2015, the College will increase the percent of domestic undergraduate graduating students who

studied part of their academic program overseas to 18 per cent, rising to 20 per cent in 2020). • In 2015, the College will increase the percent of international HDR students with an externally funded

scholarship to 44 per cent, rising to 60 per cent in 2020. • In 2015, the College will increase the percent of students from low SES backgrounds to 6.5 per cent,

rising to 8.0 per cent by 2020 (compared to 4.96 per cent in 2009). • The progression rates of low SES students will be at 90% by 2015.

Research Training

The College aims to lead the Australian higher education sector in innovative and effective research training for all Higher Degree Research (HDR) students within our disciplines. Our HDR students will be prepared to be the academic leaders of tomorrow.

Graduates of our Higher Degree by Research programs will:

• possess a boldness and confidence through a deep understanding of the critical issues in their disciplines;


• possess a breadth of disciplinary and inter-disciplinary knowledge, which they can use to confront the key challenges of the nation and the world; and

• contribute to the future great intellectuals of the academy and broader public debate.


• The College will aim for at least 28.9 per cent of the total taught load to be postgraduate by 2015 (compared with PG (total) = 22 per cent, HDR = 15 per cent, PGC = 7 per cent in 2011).

• The college will fund 3 postgraduate coursework scholarships for Indigenous students by 2015. • Continued high quality doctoral and masters theses produced above the ANU average. • Articles published in high quality research journals or equivalent research outputs by our students. • Increased offers of post-doctoral employment for our students with outstanding universities and

research institutes of the world within three years of completing. Postgraduate Coursework

The College will aim to expand its offerings through the postgraduate coursework mode of study.


• a focus on increases in course offerings, rather than an increase in program offerings; • look to opportunities to teach into the programs of other ANU Colleges, and establish formal

agreements with other Colleges; • develop new specialised postgraduate coursework programs and courses with government, the

private sector and national cultural institutions; • consider the development of postgraduate programs in locations other than Canberra, where such

activities will be conducted consistently with quality and research ethos of the University; and • maintaining an appropriately resourced Education Development Studio.


• The College will aim for at least 10 per cent of the total taught load to be postgraduate coursework by 2015.

• 20 per cent of education income is from postgraduate coursework fees (domestic and international) (compared with 10 per cent in 2011).

• Introduction of sustainable specialised postgraduate coursework programs and training courses for government, the private sector and national cultural institutions.

Undergraduate Coursework

The College will aim to ensure that its undergraduate programs are designed and delivered to allow for enhanced flexibility in course selections by students, and encourage students from other Colleges to liberalise their education, through undertaking courses offered by the College. We will ensure that students are exposed to core theory and methods in their chosen disciplinary majors.


• delivering undergraduate courses that reflect our research profile and draw on the staff expertise of that profile;


• identifying viable opportunities to enhance course flexibility, both through pedagogy and program requirements;

• ensuring core theory and methods are included within disciplinary majors; • continue the rolling program of review of our education programs to ensure that we remain

competitive, flexible and relevant to the demands of students and the directions of our research; • maintaining an appropriately resourced Education Development Studio; and • maintaining an open dialogue with the student body on the educational directions of the College.


• The College will increase undergraduate teaching annually by 3 per cent, insuring the rates are sustainable, support is increased and quality maintained.

• Employment rates of graduates, as measured by the Graduate Destination Survey will be above the Go8 average.

• Increasing rates of progression into Honours, Masters and Doctoral level study. Digital Enhancement of Teaching and Learning

The College aims to establish itself at the forefront in the use of digital technology in education.

The College will pursue strategies that:

• facilitate the flexible delivery of courses through the use of digital technologies for assessment purposes, content delivery and a change in course intensity; and

• support staff in their use of e-Learning pedagogies and technologies through professional development.


• Increasing uptake of pedagogically sound, digitally supported teaching and learning activities. • Increasing levels of staff training in the use of digital technology. • Develop College policies on the usage, management and support of existing and emerging e-

Learning pedagogies and technologies for teaching, learning and research.

Our Educational Infrastructure

The College will ensure that our infrastructure supports our educational activities as part of our commitment to digital scholarship and e-Learning.

To advance this agenda the College will:

• ensure our information technology infrastructure supports our educational activities and assist in reinforcing a College culture where digital scholarship and e-Learning is valued and promoted;

• ensure the physical infrastructure of the College is adequate to support the diverse range of pedagogical practices and, in particular, to enable our academic units to have the capacity to increase Postgraduate by Coursework (PGC) student numbers; and

• advocate for further enhancement of the University’s online learning management systems.



• Uptake of pedagogically sound, digitally supported teaching and learning activities. • Reliability of our information technology infrastructure and associated support services.


Outreach & Engagement

Community Engagement

Our scholars will be typified by their commitment to outreach and engagement with the local, national and international community though public lectures, seminars and engagement in public debate on key social, cultural, and political issues facing the contemporary world.

Our scholars will encourage all our postgraduate and undergraduate students to attend and participate in these activities as they develop themselves as the leaders of tomorrow.


• taking advantage of our position in the national capital by actively seeking to develop networks and relationships into government and national cultural institutions;

• developing strong and enduring relationships with business organisations that allow those organisations to access the depth of expertise in the College, and for our academics to engage in research and education activities that mutually align;

• taking advantage of national and international alliances established by the University with other university and other institutions/organisations of interest;

• supporting the key public policy research centres: ADSRI, ANCLAS, CAEPR, CAIS and CES. • expanding opportunities through digital technology to engage with the world community; • expanding the range of public policy internships offered by the Australian National Internships

Program; • expanding the work of the Institute for Professional Practice in Heritage and the Arts; • continuing to provide funding support for conferences in areas of strategic importance; • maintaining, and where feasible, expanding our current program of community engagement events; • maintaining a public website that allows members of the community to self-engage with our public

events and initiatives; • supporting Indigenous community engagement through activities outlined in the CASS Reconciliation

Action Plan; • exploring opportunities for engagement with local community organisations and foreign diplomatic

missions that have an interest in our areas of strategic priority; • engaging with disciplinary associations both nationally and internationally, including the learned

academies; and • maintaining an appropriately resourced College Marketing & Communications Office.


• Frequency and variety of lectures, seminars and other such activities that both our staff and students are engaged in.

• Narrative accounts of impact (particularly from independent sources such as reviews of performance reviews, or letters or comments from policy makers).

• Degree to which the activities align with the strategic objectives of the college, particularly with key target audiences and groups which the college wishes to encourage.

• Maintaining mou’s with national and international key cultural institutions. • In 2015, 6% of academic staff will sit on national or international boards of directors or advisory

boards.


• In 2015, 25% of academic staff will sit on national or international boards of directors or advisory boards, be editors or members of editorial boards of national or international era-eligible peer-reviewed journals or periodicals.

• Cass has funded three national or international disciplinary conferences in era rated 4/5 fields of research since 2010.

• All staff on osp spend a minimum of six weeks overseas. • 80% of national conferences funded by cass are in areas of strategic importance. • In 2015, 44% of domestic hdr students have an externally funded scholarship. • In 2015, 8% of research income is from international sources. • In 2015, 30% of academic staff and hdr students present at an international conference.

Endowment

The College will expand its efforts to benefit from the ANU Endowment for Excellence. We will enhance fundraising opportunities for the benefit of scholarships, prizes and research within the College and across the University.

The College will enhance its income derived from the endowment by focusing its efforts on building strong relationships with alumni, former staff and other persons of interest.

The enhancement of income derived from the endowment will help underpin our efforts to achieve many of the objectives listed in this operational plan.

To bring a structured approach to philanthropic giving, RSSS, RSHA and ADSRI will each develop an Endowment Fundraising Plan for the next five years. These plans will outline such matters as:

• managing bequests; • identifying potential donors; • building a relationship with donors; • storing and managing information on donors; • establishing funds/foundations to support scholarships, prizes, and research; • establishing funds in memory of colleagues or students; and • raising money for equipment or building.


• By 2015, the College will increase philanthropic contributions annually by 2% per cent. • The College will have stronger relationships with alumni, former staff and other persons of interest.

Alumni

As part of the College’s active program of outreach and engagement (and in addition to its work with the ANU Endowment for Excellence) the College will seek to build a life-long relationship with our alumni.



• working with the ANU Alumni Relations office to build our capacity to manage relationships with alumni;

• establishing a requirement that alumni interaction be a key element of staff activity; • actively participating in alumni events and initiatives of the University; • seeking to build our formal networks of alumni nationally and internationally; • encouraging alumni who hold positions of leadership in government, the public service, cultural

institutions and the private sector to be involved in the life of the College through guest lecturing, seminars, the visiting fellow program, sponsoring research projects;

• facilitating internships; and • staff and student mentoring.


• A College Alumni Plan will have been developed and implemented. • In 2015, the College, working collaboratively with University-led activities, will engage with 29 per cent

of its alumni at least twice per year, this figure rising to 50 per cent by 2020.


Our College Workforce

Our Academic Workforce

The College aims to have more scholars who are leaders in their fields and to develop middle and early career researchers as the future generations of scholarly leaders.

Staff Profile, Recruitment and Succession Planning

The College aims to attract, develop and retain the most outstanding academic staff from around the world and must contribute to the ANU being an institution of choice for high-performing academic staff. Consistent with ANU reforms in this area, the College will change its recruitment processes for all new staff from appointing the best candidate who meets a minimum set of criteria to one of searching for outstanding staff. This search process will continue until excellence is found. Every appointment needs to be regarded as of the utmost importance.

The College faces a major challenge with the aging of its workforce, with 38% of its academic workforce reaching retirement age within approximately the next decade (Appendix 1 provides further detail). The College will develop succession plans in all its Schools and Centres to ensure the continuity and effectiveness of our academic workforce.

The College will strive to maintain our performance in achieving equal gender representation, with 43% of our academic staff being female.

The College will invest in attracting more outstanding staff in areas of strategic importance. The College will work with the broader University to identify areas of such importance to ANU and the nation and allocate College resources and/or secure University resources to them to recruit world-leading researchers. These new appointments will complement existing research strength in these areas, creating greater critical mass and a strong leadership position.


• The College will maintain or improve the number of: o Staff who have an article published in a high-impact journal. o Staff who are Fellows of one of Australian or international learned academies. o Staff who are senior research fellows (Laureate, NHMRC Senior Fellows, Australia Fellows or

future schemes). o Staff who hold early and mid-career fellowships (DECRA, Future Fellowships or similar). o Percent of monographs published with a top-tier publisher. o Staff awarded national teaching grants. o Staff receiving national awards (ALTC citations and Teaching Excellence Awards). o Staff who have a PhD.

• The College will maintain a high profile Honorary Status (Emeritus, Academic Status and Visitors) program at $300,000 per annum.

• The College will continue to meet the ANU benchmark of 35% of senior academic staff being female. • By 2020 the percent of academic staff who are women, in each discipline area, at the senior academic

levels of D and E will equal or exceed the Go8 average. • The College will bid for University funds in 2012 and 2013 to support new high-profile positions in

areas of strategic importance.


• Succession plans will be developed in each AOU. • High performing staff will be encouraged and supported to apply for promotion.

Indigenous Reconciliation

Currently 0.36% of the CASS workforce (academic and professional staff) identify as being Aboriginal or Torres Strait Islander. The College will identify strategies to enhance Indigenous employment opportunities to meet the ANU target of a workforce who identify as being Aboriginal or Torres Strait Islander.


• Increase Indigenous employment to contribute to meeting the ANU 2020 target. • All staff within the College will undertake Indigenous cultural awareness training. • The College will encourage Indigenous applicants for positions of employment. • Encourage Indigenous students with scholarly potential to pursue graduate studies and research. • Actively implement all relevant aspects of the CASS Reconciliation Action Plan.

Sustainable Financial Performance

The College will have a strong commitment to managing its budget within the recurrent allocation. The college executive (see Appendix 2) is committed to ensuring that AOUs appropriately manage their expenditure with budget allocation and ensure that no more than 85% of expenditure is accounted for by salaries and on-costs. The college will reduce unsustainable undergraduate courses which have a student load of less than 15 unless those courses are deemed to be of national priority. The college is heavily reliant on ARC grants and we have a relatively small number of international students – we will seek to diversify our revenue base as well as broadening our international research profile and exposing our students to students from other countries through international grants and increasing the percent of international postgraduate students.


• The CASS operational plan is implemented (see Appendix 3). • 85% or less of recurrent budget for each AOU is accounted for by salaries and on-costs. • Cass budget unites abide by College finance principles (see Appendix 4). • 20% of research income is from non-ARC grants. • 8% of research income is from international sources. • Increase international postgraduates students by 5%.

Managing Staff Performance

The College will have a strong commitment to managing staff performance, principally through the setting of expectations so that they can achieve their highest potential.

While the Statement of Expectation will be the formal mechanism for performance review, the College will also strive to create supportive scholarly communities within our Schools, where staff support and mentor each other, providing feedback on each other’s work on an ongoing basis.


• Every staff member will have a current Statement of Expectation.


• Staff supervisors will be trained and supported to ensure that the development of a Statement of Expectation is a effective process through which discussions about future goals and performance can occur.

• Statements will define measurable (both objective and subjective) goals, as well as an appropriate program of professional development.

• Expectations will reflect college activity profiles. • Statements will be kept current.

Academic Leadership

The College acknowledges that all staff, whether they are academic or general staff, contribute to the governance, management and administration of the College.

All academic staff will be expected to take on some form of administration or service to the College as a vital part of building a cohesive and supportive scholarly community (see Appendix 5).

Staff may contribute to this through course development and administration, boards and committees, contributions to operational planning and quality assurance, capacity building in the development of both our staff and students or by assisting to build an inclusive inter-disciplinary culture within the College and University.

We will achieve these objectives by:

• valuing the service contribution that staff make to the College and University; • providing staff with opportunities to serve on boards and committees dealing with key operational

planning and policy issues; • providing support for initiatives that will develop the capacities of both our staff and students; and • regarding service to the College and University as an area worthy of consideration for academic

promotion. Some indicators of success:

• Level of engagement of academic staff in the decision making boards, committees and processes of the College.

• Number of staff participating in academic leadership and service activities. • Level of cohesion and inclusiveness within the College.

Research & Specialised Support Staff (General Staff)

The research and specialised support functions performed by professional staff of the College (such as Research Assistants, Technical Officers, and Editors) are essential for the success of our research and education. Our research and specialised support staff make up a key element of our College workforce (see Appendix 1 for details of the staff profile). Their contribution to the continuation of outstanding research and education in the College will be recognised, valued and developed.

The College aims to attract, develop and retain the most outstanding research and specialised support staff from around the world and must contribute to the ANU being an institution of choice for high-performing research and specialised support staff.


Consistent with ANU reforms in this area, the College will change its recruitment processes for all new staff from appointing the best candidate who meets a minimum set of criteria to one of searching for outstanding staff. This search process will continue until excellence is found. Every appointment needs to be regarded as of the utmost importance.

The College will implement strategies that will:

• demonstrate being a research or specialised support staff member at the ANU is a valued professional career;

• enhance the career paths for research or specialised support staff working within the College and the University;

• improve the focus and support for the ongoing professional development of research or specialised support staff; and

• focus on succession planning for research or specialised support staff.

Our Administrative Workforce

Administrative Staff Profile, Recruitment and Succession Planning

The professional administrative staff are almost one third of the College workforce. Their contribution to the continuation of outstanding research and education in the College will be recognised, valued and developed. Our administrative support will be tied to our aspirations for growth.

The College aims to attract, develop and retain the most outstanding professional administrative staff from around the world and must contribute to the ANU being an institution of choice for high-performing professional administrative staff.

Consistent with ANU reforms in this area, the College will change its recruitment processes for all new staff from appointing the best candidate who meets a minimum set of criteria to one of searching for outstanding staff. This search process will continue until excellence is found. Every appointment needs to be regarded as of the utmost importance.

The College faces the challenge of 20% of its professional workforce reaching retirement age within approximately the next decade (Appendix 1 provides further detail). The College will adopt strategies to ensure effective management and development of staff to strengthen retention and succession planning.

The College has a strong contingent of women amongst its professional staff, with 71% of our professional staff are female; 53% of staff at the SM1 level and above are female. The College will maintain its current performance and remain a leading ANU college in achieving equal gender representation.


• Maintain and develop our skill base to deal with the rapid changes in technology; • Increase emphasis on cost savings through process efficiencies; • Generate management information supported by high quality analysis; • Implement the Workforce & Capability Plan (Administration); • Establish a capability framework that will lead to a highly professionalised administrative workforce,

irrespective of an individual’s location; • By 2020 the percent of women in senior general staff positions (SM1 and above) will equal or exceed

the Go8 average; and


• All staff will have a meaningful and current Statement of Expectations.

Administrative Support for Research & Education

1. Central College Administration

The College will continue to deliver administrative services in the following areas:

• Finance Services • Human Resources • Research Management • Information Technology • Student Administration • Marketing & Communications • Facilities Management

Each administrative function will operate under a Service Charter which will frame expectations of service delivery and assessment of performance. Our central College administration will strive to deliver outstanding client service in all aspects of their work.


• All service commitments made within a Service Charter will be met on at least 85% of occasions by 2013 and by 95% of occasions by 2015.

2. School/Centre Administrations

The administrative support work that occurs within the Schools and Centres of the College is at the real coal face of our education and research activities. The College will implement a Workforce & Capability Plan (Administration) that outlines how we plan to manage and develop our administrative staff and arrangements to maintain the outstanding levels of research and education delivered from the College.


• Implementation of the Workforce & Capability Plan (Administration). • Development of service charters with the Central College Administration. • All staff will have a meaningful and current Statement of Expectations


Infrastructure

The College will ensure that our infrastructure is managed and enhanced in the most effective ways to support our research and educational activities in our chosen disciplines.

Teaching and Research

• Maintain support for teaching innovation through the education design studio; • Maintain significant national collections: National Centre for Biography, Australian Election Study;

Australian Data Archive; and Australian National Dictionary; • Participation in significant international data collections like the World Values Survey; • Provide specialised support for the National Centre of Biography’s digitilisation facility and the NeCTaR

HUNI network; and • Encourage ARC LIEF/NeCTAR Grant applications.

Information Technology

The College will support high quality infrastructure through the RIBG funding:

1. Identify information infrastructure projects that promote efficiencies in education and research in our areas of strategic priority, as well as administrative activities within the College;

2. Strengthen linkages between ANU Colleges internally and between the College and its external partners;

3. Identify new funding opportunities and supporting grant applications to resource innovation projects that deliver improvements to information infrastructure for the benefit of the College and the ANU; and

4. Develop these capacities consistently with the broader information infrastructure strategies of the ANU.

The College will continue to manage its information technology infrastructure through its College Information Technology Group and in collaboration with the ANU Division of Information (DOI).


• Completion of implementation of the College IT review. • Develop performance level agreement for IT services. • Ensure effective and efficient roll out of desktops. • Maintain servers with minimal disruption to service. • Maintain back-up of servers.

Buildings & Facilities

The College will employ strategies to meet our future needs for growth in research and education activities by implementing a College Maintenance Plan, incorporating capital maintenance and assets management plans. The College’s highest priority for infrastructure development will be the construction of a new building to house


the Research School of Social Sciences. To achieve this objective, the College will allocate all annual recurrent surpluses to a ‘building fund’, which shall be used to assist with the financing of construction of the building.


• College recurrent surpluses will be allocated to capital works. • Development and implementation of a five year maintenance plan to meet and confront ongoing

maintenance challenges. • Building into forward budgeting, provisions for local infrastructure in school budgets.


SECTION TWO

CASS operational goals with 3-year and 1-year targets, and line responsibilities Colour key: Red lettering – OVC Input required (21 January 2012)

A Core Objective - Excellence in Research

Measure ID 2015 Targets

CASS-A1 The vast majority of academic staff at ANU will be highly research active.

CASS-A1X1 2 HERDC points per FTE member of academic staff annually.

CASS-A1X2 95% of continuing and fixed term academic staff will have a PhD.

CASS-A2 85% of academic staff will have produced publications in four digit field of research code areas (discipline areas) rated ERA 4 or 5.

CASS-A3 ANU will enhance both the quantity and percentage of publications in the most highly ranked outlets, typical of the publication profile of ERA groups ranked at level 5.

CASS-A4 44.5% of CASS academic staff at Levels C and above will be an investigator on at least one current Category 1 research grant.

CASS-A5 37.5% of CASS academic staff at Levels C and above will be first-named investigator on at least one current Category 1 research grant.

CASS-A6 27% of CASS academic staff at Levels C and above will be Chief Investigator on at least one current Category 2, 3 or 4 research grant or consultancy.

CASS-A7 ANU will remain the top-ranked Australian university on a per capita basis in the Academic Ranking of World Universities (ARWU) and QS rankings.

CASS-A8 2 HDR students will be supervised per FTE member of academic staff.


Measure ID Target Indicator Baseline 2012 Target

Line responsibility CASS RSSS RSHA ADSRI

CASS-A1 The vast majority of academic staff at ANU will be highly research active.

ANU: CASS:

Dean

CASS-A1X1 HERDC points awarded per FTE member of academic staff.

CASS: 1.23 HERDC per FTE (2010)

1.5 SOE

requirement

Director (Research) Directors Head of AOU

CASS-A1X2A Percent of continuing/fixed-term academic staff (excluding Schools of Music and Art) who have a PhD.

CASS: 91% (2011) 92% Directors Heads of School

CASS-A1X2B Increase the number of academic staff in the School of Music and the School of Art who have PhDs.

Active PhD students in 2011: SOA: 3 SOM : 4

Continuing/ fixed-term staff enrolled: SOA:

5 SOM: 5

Director RSHA Heads Art & Music

CASS-A2 Percent of academic staff in four digit field of research code areas (discipline areas) rated ERA 4 or 5.

ANU: 78.23% CASS: 61.08%

70% SOE

requirement

Director (Research) Directors

CASS-A3 ANU will enhance both the quantity and percentage of publications in the most highly ranked outlets, typical of the publication profile of ERA groups ranked at level 5.

ANU: CASS:

Dean

CASS-A4 Percent of CASS academic staff at Levels C and above who are an investigator on at least one current Category 1 research grant.

ANU: 52.4% CASS: 40.8%

42% SOE

requirement


CASS-A5 Percent of CASS academic staff at Levels C and above who are first-named investigator on at least one current Category 1 research grant.

ANU: 41.6% CASS: 32.4%

35% SOE

requirement


CASS-A6 Percent of CASS academic staff at Levels C and above who are Chief Investigator on at least one current Category 2, 3 or 4 research grant or consultancy.

ANU: 21.7% CASS: 23.5%

23.5% SOE

requirement


CASS-A7 ANU will remain the top-ranked Australian university on a per capita basis in the Academic Ranking of World Universities (ARWU) and QS rankings.

ANU: CASS:

Dean


CASS-A8 Number of HDR students supervised per FTE member of academic staff.

ANU: 1.6 CASS: 1.78

1.8 SOE

requirement

Associate Dean (Research Training) Directors Head of AOU


B Core Objective - Excellence in Education


CASS-B1 80% satisfaction rate in national course and university surveys (Course Experience Questionnaire (CEQ), or successor, survey results averaged across the Good Teaching, Overall Satisfaction and Generic Skills scales) in all Narrow Fields of Education taught by CASS.

CASS-B2 20% of students will undertake further postgraduate study.

CASS-B3 80% graduate employment rates, as measured by the Graduate Destination Survey.

CASS-B3X1 5% increase in students undertaking an internship or other practice-based learning.

CASS-B4 Nominate 4 staff for national teaching awards annually.

CASS-B4X1 2 academic staff apply for national teaching grants annually.

CASS-B5 75% of courses offered will obtain an Overall Satisfaction rate of over 80% in the SELS survey (for courses with over 5 responses).

CASS-B6 100% of new staff appointed with a teaching role (including HDR supervision), who do not have prior teaching experience, will have completed the Foundations of University Teaching & Learning or equivalent within 12 months of commencement.




CASS-B1 Performance will be above the Go8 average in national course and university surveys (Course Experience Questionnaire (CEQ)), or successor, survey results averaged across the Good Teaching, Overall Satisfaction and Generic Skills scales) in all Narrow Fields of Education taught by CASS.

ANU: 74.2% CASS: 77.3% Not above Go8: Arch & Anth, Euro & Mid-East languages, Performing Arts (2010 graduates)

80% SOE

requirement

Associate Dean (Education) Directors Head of AOU

CASS-B2 The percent of students undertaking further postgraduate study.

ANU: 18.6% CASS: 19.5%

20% Associate Dean (Education) Directors

CASS-B3 Employment rates of graduates, as measured by the Graduate Destination Survey will be above the Go8 average.

ANU: 78.7% CASS: 75.7%

77%

Associate Dean (Education) Directors

CASS-B3X1 Percent increase in students undertaking an internship or other practice-based learning.

ANU: CASS: 34.75 EFTSL in CASS internships

2% Associate Dean (Education) Head of AOU

CASS- B4 Nominate staff for national teaching awards annually. ANU: CASS: 1

4 Associate Dean (Education) Associate Dean (Research Training) Head of AOU

CASS- B4X1 Number of academic staff applying for a national teaching grant.

ANU: CASS:

2 SOE

requirement

Associate Dean (Education) Associate Dean (Research Training) Director (Research)

CASS-B5 Percent of courses offered that obtain an agreement rate of over 80% for Overall Satisfaction in the SELS survey (for courses with over 5 responses).

ANU: 59.8% CASS: 70.7%

72% Associate Dean (Education) Directors Head of AOU

CASS-B6 All new staff appointed with a teaching role (including HDR supervision), who do not have prior teaching experience will have completed the Foundations of University Teaching & Learning or equivalent within 12 months of commencement.

ANU: CASS:

100% Associate Dean (Education) Directors Head of AOU


C Core Objective - Excellence in the role of ANU as a national policy resource


CASS-C1 95% of staff in the foundation public policy disciplines of political science, sociology and demography will be ranked 4 or 5 in ERA.

CASS-C1X1 Support the key public policy research centres: Australian Demographic & Social Research Institute; Australian National Centre for Latin American Studies; Centre for Aboriginal Economic Policy Research; Centre for Arab & Islamic Studies; and ANU Centre for European Studies.

CASS-C2 ANU will continue to expand high quality postgraduate coursework programs in public policy with a 4% annual increase in enrolments.

CASS-C2X1 Maintain and expand key undergraduate specialist degree programs related to public policy: B. Environmental Studies; B. International Relations; B. Philosophy, Politics & Economics; and B. Policy Studies.

CASS-C2X2 Increase enrolments by 2% per annum in high quality postgraduate coursework programs: Masters of Liberal Arts including in support of the Institute for Professional Practice in Heritage and the Arts (IPPHA), Masters of Applied Anthropology and Participatory Development (MAAPD), Masters of Globalisation.

CASS-C3 By 2020, ANU will be seen unequivocally as the national leader in contributions to public policy analysis and formulation.

CASS-C4 ANU will continue to grow HDR enrolments on public policy related topics.

CASS-C5 ANU will regularly subject its public policy position to international review. These reviews will show a continued increase in the quantity and impact of our public policy activity.

CASS-C6 1% annual increase in staff acting in formal advisory positions to government.




CASS-C1 Percent of staff in the enabling public policy disciplines of political science, sociology and demography who will be ranked 4 or 5 in ERA.

ANU: CASS: 87.2% (ADSRI 73.3%; SoS 90.0%; SPIR 95.5%)

95% SOE

requirement


CASS-C1X1 Support key public policy research centres: Australian Demographic & Social Research Institute; Australian National Centre for Latin American Studies; Centre for Aboriginal Economic Policy Research; Centre for Arab & Islamic Studies; and ANU Centre for European Studies.

Recurrent Operational

Budget $3,534,000

Dean Directors

CASS-C2 ANU will continue to expand high quality postgraduate coursework programs in public policy with a 4% annual increase in enrolments.

ANU: CASS:

CASS-C2X1 Launch key undergraduate specialist degree programs related to public policy.

CASS:

Bachelors of Environmental

Studies, International

Relations, and Policy Studies approved for

2012


CASS-C2X2 Percent increase in enrolments in high-quality postgraduate coursework programs.

ANU: CASS:

2% annual increase in enrolments


CASS-C3 By 2020, ANU will be seen unequivocally as the national leader in contributions to public policy analysis and formulation.

ANU: CASS:

CASS-C4 ANU will continue to grow HDR enrolments on public policy related topics.

ANU: CASS:

CASS-C5 ANU will regularly subject its public policy position to international review. These reviews will show a continued increase in the quantity and impact of our public policy activity.

ANU: CASS:


CASS-C6 Percent increase in the number of CASS staff acting in formal advisory positions to government.

ANU: CASS:

1% Information to be included on

SoEs.

Dean Directors Head of AOU


D Strategies for Success: The Building Blocks - World Class Staff


CASS-D1 ANU will invest significantly in each of 2012 and 2013 in new high-profile positions in areas of strategic importance.

CASS-D2.1 Staff who are listed as ISI highly cited authors.

CASS-D2.1X1 100% of staff publishing in high impact journals in their field.

CASS.D2.1X2 100% of staff on OSP spend a minimum of six weeks overseas.

CASS.D2.1X3 100% of academic staff funded by CASS budget units to attend conferences will present a paper.

CASS.D2.1X4 30% of academic staff and HDR students will present at an international conference.

CASS-D2.2 5 academic staff will be new Fellows of one of the Australian or international learned academies.

CASS-D2.3 6 academic staff will be senior research fellows (Laureate, NHMRC Senior Fellows, Australia Fellows or future schemes).

CASS-D2.4A 5 academic staff will hold mid-career fellowships (Future Fellows).

CASS-D2.4B 5 academic staff will hold early-career fellowships (DECRA, Australian Postdoctoral Fellows).

CASS-D4.1 2 professional development activities per staff annually.

CASS-D4.2 CASS will increase its investment in general staff by encouraging and supporting staff to enhance their qualifications.




CASS-D1 Nominate high profile candidates in areas of strategic importance.

Nominate 3 Dean

CASS-D2.1 Number of academic staff listed as ISI highly cited authors.

ANU: 18 CASS: 1

0 Dean

CASS.D2.1X1 Percent increase in staff publishing in high impact journals

80% SOE

requirement


CASS.D2.1X2 100% of staff on OSP spend a minimum of six weeks overseas.

CASS: OSP committee to implement

Director (Research)

CASS-D2.1X3 Percent of academic staff funded by CASS budget units to attend conferences who will present a paper.

CASS: 100% SOE

requirement


CASS-D2.1X4 Percent of academic staff and HDR students who will present at an international conference.

CASS: 30% SOE

requirement

Director (Research) Director (Research Training) Directors Head of AOU

CASS-D2.2 Number of staff nominated to be Fellows of one of the learned academies.

ANU: CASS: 3

4 nominations Directors

CASS-D2.3 Number of applications for senior research fellowships (Laureate, NHMRC Senior Fellows, Australia Fellows or future schemes) submitted.

ANU: CASS: 6

1 SOE

requirement


CASS-D2.4A Number of ARC Future Fellowship applications submitted.

ANU: CASS: 11

5 SOE

requirement


CASS-D2.4B Number of DECRA applications submitted. ANU: CASS: 10

5 SOE

requirement

Directors Director (Research) Head of AOU

CASS-D4.1 CASS will increase its investment in general staff by progressively increasing staff development opportunities.

ANU: CASS:

Two PDs per staff SOE

requirement

General Manager


CASS-D4.2 CASS will increase its investment in general staff by encouraging and supporting staff to enhance their qualifications.

ANU: CASS:

Implement CASS

Workforce & Capability Plan.

General Manager


E Strategies for Success: The Building Blocks - Inspired Students


CASS-E1 All CASS programs will have clearly articulated the unique research-led elements of their education offerings.

CASS-E2 9% increase in undergraduate teaching load from 2011.

CASS-E2X1 100% of undergraduate courses have 15 or more students enrolled (excluding courses of national strategic priority).

CASS-E2X2 SELS framework developed and implemented for identifying and addressing aspects of courses requiring improvement.

CASS-E2X3 Review Honours programs.

CASS-E2X4 Review the Bachelor of Philosophy (Honours) program.

CASS-E2X5 College student policy and administrative framework approved and implemented.

CASS-E3 ANU will further develop the provision and use of a diverse range of entry mechanisms for students. This flexibility will allow a broad range of well-prepared students to have access to the ANU educational experience. A clear summary of existing programs will be developed in 2011 with a follow-up assessment in 2014 to demonstrate enhanced use of such pathways.

CASS-E3X 5% of students access CASS programs using flexible pathways

CASS-E4 28.5% of students in CASS programs will be postgraduate.

CASS-E4X1 18.5% of CASS students (by EFTSL) who are HDR.

CASS-E4X2 95% of PhD students submit their thesis within 4 years.

CASS-E4X3 All new HDR students will undertake research training coursework.

CASS-E4X4 Maintain an annual HDR advertising and recruitment campaign.

CASS-E4X5 10% of CASS students (by EFTSL) are PGC.

CASS-E4X6 Maintain an annual PGC advertising and recruitment campaign.


CASS-E4X7 15% of CASS HDR students will have published a journal article or equivalent research output.




CASS-E1 All CASS programs will clearly articulate the unique research-led elements of their education offerings.

Completed PGC programs

Complete undergraduate

programs

Director (Research) Associate Dean (Education) Head of AOU

CASS-E2 Percent increase in undergraduate teaching load from 2011.

ANU: 3.7% (2010) CASS: 4.1% (2010) 2517.3 EFTSL 2529.2 EFTSL @ 7/11/2011 (0.5%)

3%

Associate Dean (Education) Head of AOU

CASS-E2X1 Percent of undergraduate courses that will have 15 or more students enrolled (excluding courses of national strategic priority).

ANU: CASS: 58% of undergraduate courses have 15 or more students enrolled

70% Identify

courses of national priority


CASS-E2X2 SELS framework developed and implemented for identifying and addressing aspects of courses requiring improvement.

Specific targets to be set

during framework

development

Associate Dean (Education)

CASS-E2X3 Review Honours programs. Complete in 2012


CASS-E2X4 Review the Bachelor of Philosophy (Honours) program. Complete in 2012


CASS-E2X5 College student policy and administrative framework approved and implemented.

Working party convened


CASS-E3 College will fully comply with University policy on flexible pathways to study.

ANU: CASS:

Implement in 2012


CASS-E3X Percent of students accessing CASS programs using flexible pathways.

ANU: CASS:

3% Associate Dean (Education)

CASS-E4 Percent of postgraduate students in CASS programs. ANU: 35.1% CASS: 21%

23.5% Dean Associate Dean (Education)


CASS-E4X Percent of CASS students (by EFTSL) who are HDR. ANU: 14.2% (2010) CASS: 13.7% (2010) @ 7/11/2011 (14.8%)

15% Associate Dean (Research Training) Directors

CASS-E4X2 Percent of HDR students overtime in their program. CASS: 8% 7% SOE

requirement

Associate Dean (Research Training Head of AOU

CASS-E4X3 Implement compulsory HDR research training coursework program.

CASS: HDR coursework compulsory for students commencing 2012 onwards

100%

Associate Dean (Research Training) Directors Head of AOU

CASS-E4X4 Maintain an annual HDR advertising and recruitment campaign.

CASS: $10,000 invested

$30,000

Dean

CASS-E4X5 Percent of CASS students (by EFTSL) who are PGC. ANU: 20.9% (2010) CASS: 7.3% (2010) 233 EFTSL 253.6 EFTSL @ 7/11/2011 (8.1%)

8.5%

Associate Dean (Education) Directors

CASS-E4X6 Maintain an annual PGC advertising and recruitment campaign.

CASS: $100,000 $60,000 Dean

CASS-E4X7 Percent of HDR students who will have published a journal article or equivalent research output.

CASS: CASS: 15% SOE

requirement

Associate Dean (Research Training) Supervisors


F Strategies for Success: The Building Blocks - Engaged Alumni


CASS-F1 29% of CASS alumni will be engaged in University-led or CASS-led activities at least twice in the year.

CASS-F2 2% of CASS alumni who donate to ANU

CASS-F3 By 2020, ANU will grow its Endowed Funds to $334M.

CASS-F4 2% Increase in philanthropic contributions received.

CASS-F5 By 2020, ANU will secure at least two major, transformative gifts of more than $10M each.




CASS-F1 Percent of CASS alumni who will be engaged in University-led or CASS-led activities at least twice in the year.

ANU: 26.5% CASS: 24.3%

29% Dean

CASS-F2 Percent of CASS alumni donating to ANU. ANU: 1.16% CASS: 1.87%

1.9% Dean Directors

CASS-F3 By 2020, ANU will grow its Endowed Funds to $334M. ANU: $179M CASS: $35.8M

Complete endowment fundraising plans in consultation with PVC (I&O)

Dean Executive

CASS-F4 Increase philanthropic contributions received. ANU: $5.5M CASS:

Complete endowment fundraising plans in consultation with PVC (I&O)

Dean Executive

CASS-F5 By 2020, ANU will secure at least two major, transformative gifts of more than $10M each.

ANU: CASS: 0

0


G Strategies for Success: The Building Blocks - National Outreach


CASS-G1 Develop set of national alliances: to enhance the University's national role.

CASS-G1X1 80% of national conferences funded by CASS will be in areas of strategic importance.

CASS-G1X2 22% of academic staff will be editors or members of editorial boards of ERA-eligible peer-reviewed journals or periodicals.

CASS-G1X3 Maintain formal alliances with CDU & Newcastle.

CASS-G2 Develop set of national alliances: to build and enrich the education and/or research mission of the University.

CASS-G2X1 CASS funds 3 national disciplinary conferences in ERA rated 4/5 Fields of Research (2012-2014).

CASS-G2X2 3% increase in the Australian National Internships Program.

CASS-G3 Development of programs in locations other than Canberra.

CASS-G4 Develop strong and enduring relationships with business organisations.

CASS-G4X1 CASS will maintain MOUs with national Cultural Institutions.

CASS-G5 Encourage staff to engage with industry in education, research, commercialisation and consultancy activities.

CASS-G5X1 25% of academic staff sit on national or international boards of directors, advisory boards, discipline or academy boards or professional associations.

CASS-G5X2 100% of Institute for Professional Practice in Heritage and the Arts funded from external sources.




CASS-G1 Develop set of national alliances: to enhance the University's national role.

ANU: CASS:

CASS-G1X1 Percent of conferences funded by the College in areas of strategic importance.

CASS: 35 (2011) 80% Support CHCI Annual Meeting of the Anthropocene Humanities. Digital Humanities Australasia 2012: Building, Mapping, Connection Conference

Dean Director (Research)

CASS-G1X2 Percent of academic staff who are editors or members of editorial boards of ERA-eligible peer-reviewed journals or periodicals.

20% Directors

CASS-G1X3 Maintain formal alliances with CDU & Newcastle. Associate Dean (Education) Directors

CASS-G2 Develop set of national alliances: to build and enrich the educational and/or research mission of the University.

ANU: CASS:

CASS-G2X1 Number of national disciplinary conferences in an ERA rated 4/5 Field of Research funded.

CASS: 1 Director (Research)

CASS-G2X2 Increase in the Australian National Internships Program.

CASS: 15.5 EFTSL / 60 interns in 2011

Offer full time internship

option. 1%

Director ANIP Associate Dean (Education) Director RSSS

CASS-G3 Development of programs in locations other than Canberra.

ANU: CASS:

CASS-G4 Develop strong and enduring relationships with business organisations.

ANU: CASS:


CASS-G4X1 CASS will maintain MOUs with national Cultural Institutions.

ANU: CASS: 3

1 new one Dean Director RSHA

CASS-G5 Encourage staff to engage with industry in education, research, commercialisation and consultancy activities.

ANU: CASS:

CASS-G5X1 Percent of academic staff who sit on national or international boards of directors, advisory boards, discipline or academy boards or professional associations.

CASS: 20% Dean Directors Heads of School

CASS-G5X2 Institute for Professional Practice in Heritage and the Arts funded from external sources.

27.8% 50% Director RSHA


H Strategies for Success: The Building Blocks - International Outreach


CASS-H1 8% of research funding awarded is from international sources.

CASS-H1X1 10% of CASS research funds dedicated to research projects with international collaborators.

CASS-H1X2 College will maintain financial support for a high profile Visiting Fellows program at $300,000 per annum.

CASS-H2 44% of international HDR students have an externally funded scholarship.

CASS-H2X1 Develop College International Marketing Plan.

CASS-H2X2 Maintain a suite of internationally significant postgraduate programs in 5 core areas.

CASS-H2X3 5% increase in international postgraduate students.

CASS-H3 18% of domestic undergraduate graduating students have studied part of their academic program overseas.




CASS-H1 Percentage of CASS research funding grants awarded from international sources.

ANU: CASS: 4.7%

6% Director (Research)

CASS-H1X1 Percent of ASS research funds dedicated to research projects with international collaborators.

CASS: 5% Director (Research)

CASS-H1X2 Maintain financial support for a high profile Visiting Fellows program at $300,000 per annum.

CASS: $300,000 $300,000 Dean Director (Research)

CASS-H2 Percentage of international HDR students having an externally funded scholarship.

ANU: CASS:

40% Associate Dean (Research Training)

CASS-H2X1 Develop College International Marketing Plan. Endorsed by executive Education

Committee

Dean Associate Dean (Education)

CASS-H2X2 Percent increase in international postgraduate students.

CASS: 161.8 EFTSL from international p/g students

5% Associate Dean (Education)

CASS-H2X3 Maintain a suite of internationally significant Postgraduate Programs.

CASS: 2 2 new Programs

Associate Dean (Education) Head of AOU

CASS-H3 Percentage of domestic undergraduate graduating students who studied part of their academic program overseas.

ANU: CASS:


CASS-H3X1 MOUs, funding models and local processes in place for students to commence non-exchange undergraduate coursework overseas (UK, Europe, Latin America, Middle East and US) in 2013.

CASS: Policy framework under

development with OPAR (DR&SS)



I Strategies for Success: The Building Blocks - Embedded Access and Equity


CASS-I1 6.5% of students from low SES backgrounds.

CASS-I1X1 30% of teaching load comes from students from locations outside the ACT.

CASS-I2 90% Progression rates of students from low SES backgrounds will be at or above the national average.

CASS-I3 35% of senior academic staff (Levels D and E) who are female equals or exceeds the Go8 average.

CASS-I4 53% of female staff in senior professional positions (SM1 and above) is equal to or exceeds the Go8 average.

CASS-I5 1.2% of indigenous HDR students is equal to or above the national average.

CASS-I5X1 3 college funded Indigenous PGC scholarship.

CASS-I5X2 3 annual University Indigenous events in which CASS participates.

CASS-I6 0.36% of CASS Academic staff are Indigenous.




CASS-I1 Increase percent of students from low SES backgrounds.

ANU: 4.96% (2009) CASS: 4.81% (2010) 4.82% (2009)

5.8% Dean Associate Dean (Education)

CASS-I1X1 Percent of teaching load comes from students from locations outside the ACT.

CASS: 21% 25% Dean Associate Dean (Education)

CASS-I2 Progression rates of students from low SES backgrounds will be at or above the national average.

ANU: 91.7% (2010) CASS: 89.2% (2010)


CASS-I3 Percent of senior academic staff (Levels D and E) who are female equals or exceeds the Go8 average.

ANU: 20.9% (2010) CASS: 31.3% (2010) CASS: 27.5% (2011)

35% Dean Directors

CASS-I4 Percent of female staff in senior professional positions (SM1 and above) is equal to or exceeds the Go8 average.

ANU: 42.6% (2010) CASS: 53.3% (2010) CASS: 60.0% (2011)

53% Dean General Manager

CASS-I5 Percent of Indigenous HDR Students is equal to or above the national average.

ANU: 1.06% CASS: 1.20%

1.2% Associate Dean (Research Training)

CASS-I5X1 College Indigenous PGC scholarship awarded. ANU: CASS: 0

1 Associate Dean (Education)

CASS-I5X2 Number of University Indigenous events in which CASS participates.

ANU: CASS: 2

3 Dean

CASS-I6 CASS Academic staff are Indigenous. ANU: 0.33% CASS: 0.36%

0.36% Dean Directors


J Strategies for Success: The Building Blocks – Effective Organisation


CASS-J1 The policies and procedures governing University activities will be reviewed for completeness, clarity and efficiency (to be completed by the end of 2012).

CASS-J1X1 All Statements of Expectations define measurable goals, as well as an appropriate program of professional development.

CASS-J1X2 Maintain an effective CASS executive structure.

CASS-J2 An integrated and efficient suite of administrative systems will be established by 2015.

CASS-J2X1 98% of staff have a meaningful and current Statement of Expectations.

CASS-J2X2 Service commitments made within a Service Charter will be met on at least 90% of occasions.

CASS-J2X3 College Executive meetings will be fortnightly.

CASS-J2X4 85% attendance by each member of College Executive at all meetings.

CASS-J3 By 2015, embedded mechanisms will be in place to ensure useful innovations developed by one Division or College are shared across the University.

CASS-J4 Improvements for administration and support functions university-wide will be identified through detailed reviews.

CASS-J4X1 School of Music administrative review completed and implemented.




CASS-J1 The policies and procedures governing University activities will be reviewed for completeness, clarity and efficiency (to be completed by the end of 2012).

CASS-J1X1 Statements of Expectations reviewed and improvements implemented by June 2012.

CASS: By June 2012 Dean General Manager Directors Head of AOU

CASS-J1X2 Develop a CASS executive structure with roles and responsibilities that match the new University executive structure and governance arrangements.

CASS: 2010 Review Dean

CASS-J2 An integrated and efficient suite of administrative systems will be established by 2015.

CASS-J2X1 Percent of all staff having a current Statement of Expectations.

CASS: 98% 98% Directors Head of AOU General Manager

CASS-J2X2 Percent of occasions on which service commitments made within a Service Charter are met.

CASS: 82% 85% General Manager

CASS-J2X3 Regularity of College Executive meetings. CASS: Every 3 weeks Fortnightly Dean

CASS-J2X4 Percent attendance by each member of College Executive at all meetings.

85% Executive members

CASS-J3 By 2015, embedded mechanisms will be in place to ensure useful innovations developed by one Division or College are shared across the University.

Administrators attend and

participate in Central forums

General Manager

CASS-J4 Improvements for administration and support functions university-wide will be identified through detailed reviews.

CASS-J4X1 School of Music administrative review undertaken. CASS: Review completed

General Manager Director RSHA


K Strategies for Success: The Building Blocks - High Quality Infrastructure


CASS-K1 By 2020, ANU will be widely seen as a natural host for many national research and education infrastructure investments.

CASS-K1X1 Four ARC LIEF/NeCTaR grants submitted.

CASS-K1X2 Maintain HRC funding.

CASS-K1X3 Support Project Bamboo.

CASS-K1X4 Support Digital Humanities Hub.

CASS-K1X5 Maintain Australian Election Study funding.

CASS-K1X6 Participate in World Values Survey.

CASS-K1X7 Maintain support for NeCTaR HuNI project.

CASS-K2 By the end of 2012, a detailed list of major national facilities that could be located at ANU will be developed and a funding/lobbying strategy for each developed.

CASS-K2X1 Increased external funding for the Australian Data Archive.

CASS-K2X2 External Funding for National Centre of Biography.

CASS-K2X3 External funding for Australian National Dictionary Centre.

CASS-K3 By the end of 2012, a Capital Management Plan will be produced to guide development and maintenance of facilities.

CASS-K3X1 Implement College Maintenance Plan.

CASS-K3X2 Unspent recurrent funds allocated to capital works.

CASS-K3X3 Budget units comply with college accommodation principles.

CASS-K4 By the end of 2012, an Assets Management Plan and a road-map for information architecture will be created to guide development of the


University's information infrastructure.

CASS-K4X1 Support IT infrastructure in the college through RIBG funding.

CASS-K4X2 100% desktop computers less than 4 years old.

CASS-K4X3 Support the Education Design Studio.


Measure ID Target Indicator Baseline 2012 Target Line responsibility CASS RSSS RSHA ADSRI

CASS-K1 By 2020, ANU will be widely seen as a natural host for many national research and education infrastructure investments.

Dean

CASS-K1X1 Number of LIEF/NeCTaR grant applications submitted. CASS: 2 2 SOE requirement

Dean Director (Research) Directors Head of AOU

CASS-K1X2 Maintain HRC funding. CASS: Dean Director RSHA

CASS-K1X3 Support Project Bamboo. CASS: Dean Director RSHA

CASS-K1X4 Support Digital Humanities Hub. CASS: $400,000 (NIFS)

$400,000 (NIFS) Dean Director RSHA

CASS-K1X5 Maintain Australian Election Study funding. CASS: $50,000 NIFS $50,000 NIFS Dean Director RSSS

CASS-K1X6 Participate in World Values Survey. CASS $100,000 RIBG $100,000 RIBG Dean Director (Research) Director RSSS

CASS-K1X7 Maintain support for NecTar HuNI project. CASS: $100,000 RIBG $50,000 RIBG Dean Director (Research)

CASS-K2 By the end of 2012, a detailed list of major national facilities that could be located at ANU will be developed and a funding/lobbying strategy for each developed.

Dean

CASS-K2X1 Australian Data Archive CASS: $350,000 NIFS $350,000 NIFS Director ADA Director ADSRI

CASS-K2X2 National Centre of Biography CASS: $1,096,824 NIFS Technical support $84,000 RIBG

$934,604 NIFS $84,000 RIBG

Develop strategy

Dean Director (Research) Director NCB Director RSSS

CASS-K2X3 Australian National Dictionary Centre CASS: $187,000 NIFS Oxford Uni Press: $214,000

CASS: $287,000 NIFS Oxford Uni Press: $220,000

Develop Strategy

Director ANDC Director RSHA


CASS-K3 By the end of 2012, a Capital Management Plan will be produced to guide development and maintenance of facilities.

CASS-K3X1 Achieve specific targets identified in College Maintenance Plan incorporating capital maintenance and assets management plans.

CASS: Manage Report to Executive quarterly

Dean General Manager

CASS-K3X2 Unspent recurrent funds allocated to capital works. CASS: $3.3M Dean CASS-K3X3 Budget units comply with college accommodation

principles. CASS: Staff have only 1 office.

Monitor General Manager Directors Head of AOU

CASS-K4 By the end of 2012, an Assets Management Plan and a road-map for information architecture will be created to guide development of the University's information infrastructure.

CASS-K4X1 Support IT infrastructure in the college through RIBG funding.

CASS: College IT Review

implemented. Embed IT into Research and

Education Committee.

Dean General Manager Director (Research) Associate Dean (Education)

CASS-K4X2 Desktop computers less than 4 years old. CASS: 100% General Manager

CASS-K4X3 Support the Education Design Studio. CASS: $280,000 Dean


L Strategies for Success: The Building Blocks - Broad Resource Base


CASS-L1 Over the period to 2020, ANU will increase its revenue for operations at an average rate not less than 3 per cent per annum in real terms.

CASS-L1X1 Implement CASS operational plan.

CASS-L1X1 85% or less of the recurrent budget for each AOU is accounted for by salaries and on-costs.

CASS-L1X2 CASS budget units abide by College finance principles.

CASS-L1X3 AOUs to align plans & targets with CASS operational plan.

CASS-L2 By 2015, the percentage of University revenue from non-Commonwealth sources will increase to 40 per cent, rising to 45 per cent in 2020 (compared to approximately 36 per cent in 2011).

CASS-L2X1 20% of research income is from non-ARC grants.

CASS-L2X2 8% of research income is from international sources.




CASS-L1 Over the period to 2020, ANU will increase its revenue for operations at an average rate not less than 3 per cent per annum in real terms.

CASS-L1X1 Implement CASS operational plan SOE requirement Executive Head of AOU

CASS-L1X1 Percent of the recurrent budget for each AOU accounted for by salaries and on-costs.

CASS: 83.9% 85% or less Directors Head of AOU

CASS-L1X2 Budget units comply with College finance principles. CASS: RSSS: RSHA: ADSRI:

< 1% variance from budget

Dean Directors

CASS-L1X3 AOUs to align plans & targets with CASS operational plan.

2011 Draft plans Finalise plans Directors Head of AOU

CASS-L2 By 2015, the percentage of University revenue from non-Commonwealth sources will increase to 40 per cent, rising to 45 per cent in 2020 (compared to approximately 36 per cent in 2011).

CASS-L2X1 Percent of research income from non-ARC grants. CASS: 14.6% 16.5% Directors Head of AOU

CASS-L2X2 Research income is from international sources. 6% SOE requirement



Appendix 1: Staff Profile, 2010 (to be updated)

Total staff

numbers

Staff aged 55 and older

Staff employed at levels A and

B

Research Intensive

staff

Staff with doctorates Female staff Staff on

probation

Staff employed at

Level E

Level E aged 60 years or

older

Count

Percent

Count

Percent

Count

Percent

Count

Percent

Count

Percent

Count

Percent

Count

Percent

Count

Percent

Research School of Humanities and the Arts

Directorate 4 2 50 1 25 3 75 4 100 2 50 0 0 2 50 1 25

School of Archaeology and Anthropology 30 14 47 17 57 2 7 25 83 14 47 2 7 6 20 4 13

School of Art 38 17 45 19 50 0 0 8 21 16 42 1 3 0 0 0 0

School of Cultural Inquiry 30 11 37 19 63 2 7 25 83 19 63 3 10 4 13 3 10

School of Language Studies 22 10 45 10 45 1 5 18 82 13 59 2 9 1 5 1 5

School of Music 29 11 38 13 45 1 3 8 28 8 28 0 0 1 3 0 0 Institute for Professional Practice in Heritage and the Arts 2 1 50 1 50 0 0 2 100 2 100 0 0 0 0 0 0

ANU Centre for European Studies 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Digital Humanities Hub 1 1 100 0 0 1 100 0 0 0 0 0 0 0 0 0 0

Freilich Foundation 2 0 0 1 50 0 0 1 50 2 100 0 0 1 50 0 0

Total 158 67 42 81 51 10 6 91 58 76 48 8 5 15 9 9 6

Research School of Social Sciences

Directorate 1 1 100 0 0 0 0 1 100 0 0 0 0 1 100 1 100

School of Sociology 24 6 25 10 42 3 13 21 88 15 63 4 17 3 13 1 4 School of Politics and International Relations 26 9 35 9 35 8 31 25 96 6 23 4 15 6 23 1 4

School of History 21 5 24 8 38 9 43 21 100 10 48 5 24 7 33 3 14

School of Philosophy 27 9 33 11 41 14 52 24 89 3 11 2 7 10 37 2 7

CPI 3 1 33 2 67 0 1 3 100 1 1 0 1 1 1 1 1

CAIS 7 3 43 3 43 0 0 7 100 0 0 2 29 1 14 0 0


CAEPR 16 6 38 8 50 11 69 14 88 8 50 0 0 2 13 0 0

Total 125 40 32 51 41 45 36 116 93 43 34 17 14 31 25 9 7

ADSRI 18 6 33 6 33 13 72 18 100 10 56 2 11 5 28 2 11

College Executive 2 1 50 0 0 0 0 2 100 2 100 0 0 2 100 1 50

College Total 303 114 38 138 46 68 22 227 75 131 43 27 9 53 17 21 7

Admin. Staff Profile

Total staff

numbers

Staff aged 55 and older

Staff aged 60 years or

older Female staff

Staff Classification Categories

Part Time Full Time Staff on probation

ANUO 3 & 4

ANUO 5

ANUO 6/7

ANUO 8

SM1 and

above

Count % Coun

t % Count % % % % % % Cou

nt % Count % Coun

t %

Research School of Humanities and the Arts

Directorate 6 1 17 1 17 5 83 0 17 67 0 17 1 17 5 83 0 0 School of Archaeology and Anthropology 3 2 67 1 33 3 100 33 67 0 0 0 1 33 2 67 0 0 School of Art 8 0 0 0 0 5 63 50 38 0 13 0 5 63 3 38 0 0 School of Cultural Inquiry 4 2 50 2 50 3 75 25 75 0 0 0 1 25 3 75 0 0 School of Language Studies 3 1 33 1 33 3 100 33 67 0 0 0 3 100 0 0 0 0 School of Music 15 1 7 0 0 12 80 33 13 33 13 7 7 47 8 53 0 0 Humanities Research Centre 2 1 50 0 0 2 100 0 0 100 0 0 1 50 1 50 0 0

Total 41 8 20 5 12 33 80 29 32 27 7 5 19 46 22 54 0 0

Research School of Social Sciences

Directorate 3 2 67 0 0 3 100 33 33 0 0 33 1 33 2 67 0 0


School of Sociology 8 1 13 0 0 8 100 13 13 75 0 0 3 38 1 13 1 13 School of Politics and International Relations 8 3 43 2 29 7 100 43 43 14 0 0 1 14 6 86 0 0 School of History 3 0 0 0 0 3 100 0 67 33 0 0 1 33 2 67 0 0 School of Philosophy 1 1 100 0 0 1 100 0 100 0 0 0 0 0 1 100 0 0 CPI 5 1 20 1 20 2 40 0 0 40 40 20 2 40 3 60 0 0 CAIS 2 1 50 0 0 2 100 0 50 0 50 0 0 0 2 100 1 50 CAEPR 4 0 0 0 0 2 50 0 0 75 25 0 1 25 3 75 0 0

Total 33 9 27 3 9 28 85 15 27 39 12 6 9 27 20 61 2 6

ADSRI 7 0 0 0 0 7 100 0 71 14 14 0 4 57 3 43 0 0

College Executive & Administration

Finance Services 9 1 11 0 0 5 56 0 33 11 44 11 0 0 9 100 2 22 Human Resources 4 0 0 0 0 3 75 0 0 50 25 25 0 0 4 100 0 0 Research Office 5 0 0 0 0 2 40 0 0 60 0 20 0 0 5 100 1 20 Student Office 9 2 22 0 0 8 89 0 0 78 11 11 0 0 9 100 2 22 IT Group 10 4 40 1 10 2 20 0 0 70 10 20 1 10 9 90 0 0 Facilities Group 5 1 20 0 0 1 20 40 20 40 20 0 0 0 5 100 0 0 Marketing & Communications 2 0 0 0 0 1 50 0 50 0 0 50 0 0 2 100 0 0 Education Hub 4 0 0 0 0 2 50 0 25 25 25 25 1 25 3 75 2 50 Executive 4 1 25 0 0 3 75 0 0 25 50 25 0 0 4 100 0 0

Total 52 9 17 1 2 27 52 4 12 46 21 17 2 4 50 96 7 13 College Total 133 26 20 9 7 95 71 14 25 37 14 10 34 26 95 71 9 7


Appendix # 2 – College Governance

Principal Officers

Dean and Head of College

Role:

• Development of a College Operational plan; • Coordination of the direction and activities of the College; • Chair the College Executive; • Allocation of budgets for constituent parts of the College; • Management of the boundary relationships within and between Colleges; • Overall management responsibility for the administration of the College; and • Overall responsibility for managing performance and ensuring goals that are set within areas and within

the College are achieved. Associate Dean of Education

Role:

• Oversee the implementation of the College’s Education Operational Plan; • Responsible for the quality of all educational programs including design, review and outcomes of the

quality; • Chair the College’s Education Committee; • Ensure that academic staff have the opportunity to contribute to the content and delivery of a topic; • Draw on the University’s international and national relationships in the development, delivery and review

of coursework degrees; • Lead and encourage the adoption of innovative changes in education; • Oversee the College’s marketing strategies in relation to the recruitment of potential students; and • Contribute to the development of outreach and education programs.

Director of Research

Role:

• Oversee the implementation of the College’s Research Plans; • Responsible for maintaining the quality of all research outputs; • Promoting programs and efforts to deliver outstanding postgraduate research training; • Chair the College’s Research Committee; • Promoting the College’s research themes and encouraging inter-disciplinary research activities; • Fostering research development within the College; and • Advising on arrangements for research management and administration.

Directors of Research Schools & ADSRI

Role:

• Implementation of the College operational plan within the Research Schools and ADSRI; • Development of new research projects and educational initiatives; • Chair the Research School Executive or ADSRI Executive; • Leadership of the Heads of the Schools and Centres to ensure they manage their research and

educational programs within the budget allocation;


• Building relationships with external stakeholders and externally promoting the Research Schools and ADSRI; and

• Contributing to the strategic policy and decision-making of the College as a member of the College Executive.

College General Manager

Role:

• General management responsibility for the administration of the College; • Jointly with relevant senior academic staff, responsibility to monitor and manage the performance

and career of all Professional (General) Staff in the College; • Chair the College Staffing Committee; • Provide strategic advice to the Dean, Director of Research, Directors of Research Schools, ADSRI

and Heads of AOUs; and • Ensure linkages with and between College and Central Administrative Divisions.

Principal College Forums, Boards & Committees

• College Executive • College Advisory Board • College Forum • Education Committee

o Undergraduate Coursework Sub-Committee o Postgraduate Coursework Sub-Committee o Higher Degree Research Sub-Committee

• Research Committee • College Staffing Committee • Occupational Health & Safety Committee • CASS Reconciliation Action Plan (RAP) Sub-Committee

Further details can be found at: http://cass.anu.edu.au/committees/home

http://cass.anu.edu.au/committees/home


Appendix #3 – Operational plan Implementation

The college operational plan will be implemented in accordance with the college planning framework (see Diagram 1). All of our planning and operational decision making will be made with reference to achieving the College’s strategic vision, mission and objectives. The Dean will be responsible for overall planning across the College and ensuring we achieve our objectives.

Research Operational Plan

The College will maintain an annual research action plan to outline in detail how we will achieve our strategic objectives for research, including details on the activities, initiatives and targets for each year. The Director of Research will be responsible for the research action plan and ensuring we achieve our objectives.

Education Action Plan

The College will maintain an annual education action plan to outline in detail how we will achieve our strategic objectives for education, including details on the activities, initiatives and targets for each year. The Associate Dean (Education) will be responsible for the education action plan and ensuring we achieve our objectives.

School/Centre Plans

Each Academic Organisational Unit (AOU) will maintain a School/Centre Action Plan which will detail strategically aligned targets for three years, and actions and targets for the following year. The Head of each AOU will be responsible for the production of an action plan for the AOU, including its alignment with the ANU strategic plan and college operational plan, and for its implementation.

Assessment Management Plan

The College will maintain an college maintenance plan which will outline our planned works for the maintenance and development of our facilities.

Reconciliation Action Plan

The College will maintain a Reconciliation Action Plan to outline in greater detail how we will contribute to achieving the aims and objectives of the University Reconciliation Action Plan. The College Reconciliation Action Plan Sub-Committee will provide strategic advice to the College Executive on the development and implementation of the Plan.

Workforce & Capability Plan (Administration)

The College will maintain a Workforce & Capability Plan (Administration) which will outline: plans for the establishment of a common administrative structure within the Schools/Centres that will support their current and future needs; and the establishment of a capability framework that will lead to a highly professionalised administrative workforce. The College General Manager will be responsible for the Plan and ensuring we achieve our objectives.


Appendix #4 – College Budgeting Principles

The College Budgeting Principles have been endorsed by the College Executive.

Recurrent (R) Funds

1 The discipline based Schools are the primary cost centres for the College;

2 Performance based – as far as possible, income received by the College is distributed to the Schools where it is earned;

3 Apart from the allocation determined by Finance & Business Services for the College Administration, all revenue received by the College is distributed to the Schools and Directorates of the Research Schools;

4 The College applies a small strategic levy to fund the education and research hubs;

5 The College pays for all basic IT infrastructure and DOI services and charges from the RIBG allocated to the College;

6 Unfilled posts must be justified against the local school and College operational plans and unspent salaries remain with the College to fund future strategic priorities;

7 The College is responsible for the financial outcomes of its constituents;

8 Any subsidies are identified;

9 The College allows for short term cross subsidies where appropriate within Research Schools for deficits; ADSRI is responsible for ensuring its own financial viability;

10 Surplus recurrent funds at the end of the year are held at the College level to fund future strategic priorities; carry forwards are only approved in exceptional circumstances or if part of multi-year funding received in advance.

Special Purpose (S & Q) Funds

11 Funds from research grants, consultancies and other non-recurrent sources will be managed through either S or Q funds;

12 Money held within S and Q funds is the property of the University and the College;

13 Proper annualised or projects income and expenditure budgets will be maintained for S and Q funds;

14 Funds held in S or Q funds will be managed in accordance with any relevant contractual or legislative obligations, as well as University and College policies; and

15 Any expenditure of Q account funds must be directly related to the business of the University.


Appendix #5 – Governance and administration structure

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