Curtin’s new strategic plan for 2009 to 2013 has been developed with the University Council and Executive, and after consultation with senior managers, the heads of schools and staff. The plan provides a framework for the development of enabling plans and strategies across all teaching, research and administrative areas. Our vision, mission and strategic objectives operate under the strategic plan which will enable us to pursue a clear direction for the University into the future, and achieve our targets. Underpinned by our organisational values of integrity, fairness, respect and care, the strategic plan directs and defines the shift to the next era for Curtin. It also guides each of us to take ownership of Curtin’s growth and future success, and I look forward to working with all of you during this exciting new phase for our great University.

Professor Jeanette Hacket

Vice-chancellor curtin uniVersity of technology

OUR Vision An international leader shaping the future through our graduates and research, and positioned among the top 20 universities in Asia by 2020.

OUR Mission Curtin is committed to innovation and excellence in teaching and research, for the benefit of our students and the wider community.

FURTHER inforMation Office of Strategy and Planning Curtin University of Technology GPO Box U1987 Perth WA 6845

Tel: +61 8 9266 2240 Fax: +61 8 9266 2109 planning.curtin.edu.au

CRICOS Provider Code 00301J (WA), 02637B (NSW)

Bentley campus Kent Street Bentley WA 6102

curtin singapore90 and 92 Jalan Rajah Singapore 329162

curtin sydney39-47 Regent Street Chippendale NSW 2008

geraldton campus Geraldton Universities Centre 167 Fitzgerald Street Geraldton WA 6530

Kalgoorlie campus WA School of Mines 95 Egan Street Kalgoorlie WA 6430

Margaret river campus Margaret River Education Centre 272 Bussell Highway Margaret River WA 6285

northam campus Muresk Institute Off Spencers Brook Road Northam WA 6401

Perth city campus Graduate School of Business 78 Murray Street Perth WA 6000

sarawak campus Curtin Sarawak Senadin, Miri Sarawak, Malaysia

shenton Park campus Health Research Campus Selby Street Shenton Park WA 6027

curtin.edu.au

strategic Plan 2009 - 2013

Curtin staff can be proud of the local and international reputation we’ve continued to build together. However, increased competition resulting from factors such as government policy and the market forays of various other universities are an undeniable threat to Curtin’s continued growth and success. The University’s reputation for quality teaching and excellence in research is a hard-won asset we must protect and promote. Now is the time for us to unite the individual loyalty and pride we have for Curtin, to ensure the challenges we face serve only to build our resilience and our determination to further the University’s success.

Curtin already attracts high-calibre local and international students across its campuses. Our aim is to further increase the quality of our teaching and learning and our research strengths to become one of the wider region’s top 20 universities by 2020. We will meet this goal by ensuring that Curtin, as an organisation and a service provider, responds to the changing needs of the region, including the changing needs of our staff, our students and their prospective employers. We would all like to see more Curtin graduates and researchers shaping the future of nations across our region. The strategic plan will help to achieve this.

The success of Curtin’s new strategic plan will be monitored by indicators of success which measure our performance in teaching and learning and research and development, our students’ and clients’ satisfaction and the satisfaction of our staff, and our financial security.

We have produced this brochure to provide an insight to the tasks – and benefits – that lie ahead for us. You are encouraged to view the entire strategic plan at http://planning.curtin.edu.au/strategic/plans.cfm. When you read it, you’ll see why you can be confident that, through our collective, ongoing support and dedication, we will meet our vision.

OUR pRimaRy aim is TO EnsURE CURTin’s FUTURE gROwTH and sUCCEss by implEmEnTing fiVe Key strategies

1Develop a culture of excellence and innovation

Curtin will recruit and retain quality staff, and provide them with an environment where they excel. From this, our reputation for delivering applied, industry-relevant teaching and research will continue to grow. To achieve this we will:

• improve leadership and accountability. We will achieve this by setting clear objectives, implementing plans, and monitoring performance and progress.

• optimise performance and innovation. This will be done through staff development and recognition and reward programs, and by improving communication throughout the University.

• clarify and improve business processes. We will ensure continuous improvement of the University’s business processes through rigorous self-examination and benchmarking.

• improve the quality of the university environment. Curtin must do this to make the environment in which learning takes place more satisfying for both students and staff.

2Focus on high-quality courses in areas of strength

Curtin will deliver courses that meet students’ and employers’ needs. Building on existing work, the University will offer financially viable, quality programs in our areas of strength. To achieve this we will:

• improve the quality of the learning experience. We will address the student experience of courses and subjects offered, and achieve consistent standards in service delivery.

• strengthen teaching quality. This initiative will realise continuous improvement of our teaching quality, and recognition and professional development for teaching staff.

• consolidate on teaching strengths. Continuing the work of our Comprehensive Course Review will see a consolidation and improved financial viability of teaching units offered.

3Strengthen research capability and performance

Curtin’s existing research strengths – Resources and Energy, Health, Sustainable Development and ICT and Emerging Technologies – remain central to our activities. These will be further strengthened through activities that respond to emerging global and community challenges. The following initiatives will advance this strategy:

• acquire high-quality research capability. Curtin must attract the quality research capability that builds the University’s reputation.

• leverage international partnerships. We also need to leverage the resources and capabilities of partner organisations to achieve international leadership.

• build research culture and performance expectations. By further developing activity in our established areas of research focus we will accelerate and expand Curtin’s research achievements.

• align research incentives with international indicators. Our aim here is to improve our research performance ranking.

4Drive international excellence

Curtin is an international Australian university with a sound reputation in Asia. To build on Curtin’s achievements, and exploit opportunities for Curtin to become a leading university, we have identified the following initiatives:

• build partnerships that enhance international reputation. We will review and implement the international footprint for activities that enable us to access valuable partnerships.

• optimise international outcomes. We will increase the University’s activity in targeted markets, and review our activity in areas of low return.

• continuously improve internationalisation quality. Through this initiative we will further develop the internationalisation of the University, and ensure that Curtin awards have a consistent quality across national and international locations.

5Enhance capacity and financial sustainability

We are a financially secure university. However, in times of both solid and uncertain economic climates, we need to improve Curtin’s financial position, and leverage the resources and capability of the University. We must have financial sustainability to allow us to undertake strategies and projects with long-term returns, and to withstand adverse conditions. So the following initiatives have been identified to strengthen this strategy:

• improve efficiency and productivity. We must continuously improve the efficiency and productivity of our operations.

• diversify profit streams. We can improve financial sustainability by diversifying Curtin’s profit streams.

• optimise the use of university buildings and land. This strategy will see us continue with developments that improve utilisation of existing buildings and land.

• focus on core activities. Improving Curtin’s financial sustainability means we must review our non-core activities.

Monitoring Progress TOwaRds OUR VisiOn

FOCUsing On ourfuture