OPERATIONAL PRIORITIES 2005
The University of Auckland
Reported to Senate: 7 March 2005 Council: 21 March 2005
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People To attract and retain staff of the highest quality, to create an environment for students and staff that is conducive to learning, and to engage all members of the University community fully in the academic activities and aspirations of the community. Objectives •
Recruit nationally and internationally staff who are excellent teachers and leading scholars and researchers in their fields.
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Maintain an environment that is supportive of learning and students’ wider intellectual and cultural development and provide the opportunity for their full participation in the intellectual, cultural and recreational life of the University.
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Develop academic and general staff with strong managerial, leadership, and technical abilities. Value the participation of all staff in academic and institutional life and empower all members of the University community to exercise initiative and responsibility.
2005 Operational Priorities • Ensure that structures and processes for the delivery of student-related services support the vision for the student experience set out by the Student Life Commission. > Director of Administration • Implement the agreed recommendations of the Heads of Department Task Force, particularly concerning Head’s roles, delegations and responsibilities (appropriate to the faculty), alleviation of unnecessary or duplicative administrative procedures and monitoring of leadership and management training. > Chair HOD Task Force • Complete the principal recommendations of the Student Life Commission, particularly concerning student orientation and welcome, student activities and communications, career advice, and graduation. > Chair, Student Life • Initiate a recruitment programme for high quality post-graduate students. > Dean of Graduate Studies, Deans
Operational Priorities 2005
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Teaching and Learning To provide quality undergraduate and postgraduate programmes benchmarked to high international standards in an intellectually rich and diverse learning environment, and to attract students who have the potential to succeed in an international, research-led University. Objectives • •
Attract a diverse, cosmopolitan and academically able student body.
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Review regularly the academic curriculum, qualifications portfolio, modes of delivery and assessment practices, to ensure that the University sustains an academic programme of high quality, benchmarked to international standards, taught by leading scholars, responsive to community and professional needs, and efficient in its use of resources.
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Retain a core commitment to research-based teaching and enhancing scholarship by linking research, professional practice, creative work and teaching.
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Place a high priority on excellence in curriculum development and teaching in the recognition and rewards systems of the University.
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Provide high quality professional development and support to assist staff to enhance the effectiveness of teaching and the links between teaching and research.
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Evaluate, in appropriate and dependable ways, the quality of teaching, supervision and assessment of student work.
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Promote strong disciplinary studies and encourage innovative inter-disciplinary programmes.
Provide a student-focussed teaching and learning environment which encourages academic excellence, enjoyment of learning, critical reasoning and inquiry.
Encourage and promote the development of flexible modes of teaching and learning, the use of new teaching technologies, and computer-assisted course management systems.
2005 Operational Priorities Revise and gain approval of the Academic Plan, 2005-08. > Deputy V-C (Academic) • Complete the restructuring of University qualifications, including general education, for 2006; delivery of advice to students; smooth operation of transition arrangements. > Deputy V-C (Academic) • Develop admissions policies and procedures that recognise the range of student abilities and produce a diverse cohort of students capable of success in an internationally competitive research University. > Deputy V-C (Academic), Pro V-C (Equal Opportunity) • Monitor the impact of NCEA on student applications for admission, enrolments and performance. > Deputy V-C (Academic) • Develop improved procedures for programme advice involving both Student Administration and Faculties, to advise entering as well as returning students as to course requirements, completion requirements for qualifications, and course scheduling. > Deputy V-C (Academic) • Integration into the University of the academic programmes, services and staff of the Faculty of Education. > Deputy V-C (Academic), Dean, Faculty of Education
Operational Priorities 2005
4 • Full consideration and implementation, as appropriate, of the recommendations of the Academic Audit Report, and the teaching and learning enhancement initiatives identified by the University. > Deputy V-C (Academic) • Gain approval for a process for Programme Reviews and prepare first five year rolling review plan. > Deputy V-C (Academic) • Implement a programme of enhanced academic support and improve access to resources for doctoral students. > Dean of Graduate Studies, Deans • Implement strategies for improving retention and success rates for doctoral students. > Dean of Graduate Studies, Deans
Operational Priorities 2005
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Research and Creative Work To carry out research and creative work of a consistently high international standard which will contribute to the advancement of knowledge and the national goals of innovation, economic development, social development, and environmental sustainability. Objectives •
Fully engage the skills and capabilities of the staff to meet the research goals of the University and assist the nation in meeting its strategic goals.
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Develop portfolios of research that enhance the University’s capacity to carry out research of regional, national and international relevance and of relevance to Māori and Pacific peoples.
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Protect, develop and exploit the intellectual property developed in the University.
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Promote research alliances and collaborative partnerships with other tertiary institutions, research institutions, public agencies and the private sector.
Work to increase external funding and support for research and creative work. Recruit increased numbers of postgraduate research and post-doctoral students and provide them with research supervision, infrastructure and support of the highest possible quality.
2005 Operational Priorities • Revise and gain approval of the Research Plan, 2005-08. > Deputy V-C (Research) • Continue the programme to influence the shape of the New Zealand research structure, particularly engagement with CRIs, the development of Institutes and Centres, and the co-location of research centres. > Vice-Chancellor, Deputy V-C (Research) • Create a co-ordinated programme to attract research and development links with private enterprise and with international research sponsors. > Deputy V-C (Research) • Increase revenue through the Research Office from $65 to $80 – $100 million and increase revenue through UniServices from $63 to $70 million over the next two years > Deputy V-C (Research) • Co-ordinate and develop University-wide research programmes centred on major themes, such as biotechnology, creative industries, food science, information technology, and earth sciences with the aim of creating research institutes. > Deputy V-C (Research) • Review protocols and processes for the creation, operation, governance, and monitoring of research institutes. > Deputy V-C (Research), Director of Student Administration • Implement the first phase of the Research Information Management System. > Deputy V-C (Research) • Put in place the systems and mechanisms required for the 2006 PBRF evaluation. > Deputy V-C (Research)
Operational Priorities 2005
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Treaty of Waitangi To observe and fulfil the responsibilities of The University of Auckland under the Treaty of Waitangi. Objectives • •
To recognise that all members of the University community are encompassed by the Treaty.
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To enhance initiatives to increase, retain and support the access to and successful participation of Māori students in all the academic programmes of the University.
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To increase the number of academic and general Māori staff.
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To identify and support innovative and excellent Māori initiatives.
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To increase the levels of Māori staff participation in research and publication.
To maintain the principles of partnership in University management and governance structures, and institutional life.
To increase the numbers and improve the qualifications of Māori academic and general staff by targeted recruitment, development and retention plans. To develop quality academic structures and innovative programmes which support Māori language, knowledge and culture. To develop national and international collaborative relationships with educational and cultural institutions and indigenous groups.
2005 Operational Priorities • Increase the number of young Maori entering the University in 2005 and improve the retention rates of undergraduate Maori students from 2005 to 2006 using 2003/4 as a baseline. > Pro V-C (Maori), Pro V-C (Equal Opportunity) • Increase the number of Maori postgraduate students. > Pro V-C (Maori), Deans • Review undergraduate Maori participation in special access and support programmes to ensure that each programme is effective in providing Maori access to the University and emphasizes individual achievement and ability. > Pro V-C (Maori), Pro V-C (Equal Opportunity) • Develop strategic relationships with mana whenua. > Pro V-C (Maori)
Operational Priorities 2005
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Equal Opportunity To fulfil the University’s equal opportunity responsibilities and to continue to give high priority to the principles and practices of equity in respect of both equal education and equal employment, as set out in the Equal Opportunities Plan. Objectives •
Maintain fair, open and consistent recruitment and promotion practices and procedures, and provide opportunities for all staff to participate in appropriate staff development programmes.
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Place high priority on the principles and practices of equity in all areas of staff policy and management.
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Recruit and retain a diverse student body, providing research and curricular activities relevant to their needs.
Recruit diverse staff, foster their abilities, and ensure employment procedures that are effective in achieving equity goals. Ensure that the teaching and learning needs of under-represented groups of staff and students are identified (including the targeted groups of Māori and Pacific students and students with disabilities) and met in ways that uphold the Treaty of Waitangi and equity responsibilities of the University.
2005 Operational Priorities • Evaluate and develop the Tuakana programmes across all Faculties, to ensure that these are consistently high quality, evidence-based and effective. > Pro V-C (Equal Opportunity), Director, Centre for Professional Development • Ensure a successful first year for the Starpath Partnership for Excellence, in strategic planning, research and research reports, collaboration with partners and fund-raising. > Pro V-C (Equal Opportunity) • Plan and organise one EEdO/EEO conference during the year to review the University’s aspirations and initiatives in respect of equal educational opportunity programmes for disadvantaged and under-represented students, and EEO programmes for academic and general staff. > Pro V-C (Equal Opportunity) • Review of campus childcare provision. > Pro V-C (Equal Opportunity), Director of Student Administration
Operational Priorities 2005
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Pacific Peoples To satisfy the clear commitment of the University community to the Pacific people of New Zealand and the Pacific for equitable Pacific student access to, and success at, higher education; to support equitable Pacific staff promotion and participation in the academic and administrative affairs of the University; to encourage the greatest possible participation by the Pacific communities served by the institution; and to enhance the University’s research in the Pacific. Objectives •
To enhance initiatives to increase, retain and support the access to and successful participation of Pacific students in all the academic programmes of the University.
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To increase the number of academic and non-academic Pacific staff.
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To identify and support innovative and excellent Pacific academic initiatives.
To increase the numbers and improve the qualifications of Pacific academic and general staff by targeted recruitment development and retention plans. To increase the levels of Pacific staff participation in research and publication and support innovative research. To develop national and international relationships as appropriate with educational and cultural institutions and indigenous groups in the Pacific region.
2005 Operational Priorities • Actively seek to increase the number of young Pacific students entering the University in 2006, and improve the retention rates of undergraduate Pacific students from 2005 to 2006, using 2003/4 as a baseline. > Pro V-C (Equal Opportunity)
Operational Priorities 2005
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Internationalisation To maintain and develop international relationships and ensure that the University contributes to intellectual and academic development in the wider international arena. Objectives •
Develop integrated policies and programmes that embed an international/cross-cultural dimension into the institutional culture of the University.
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Enhance the relationship with Universitas 21 and the Association of Pacific Rim Universities. Enable staff and students to engage more actively in the global community. Promote the international recognition of the strengths of the University specifically, and the higher education sector of New Zealand in general, through international collaboration.
2005 Operational Priorities • To strengthen engagement in U21 and APRU projects and collegial activities and further advance regional strategies and bilateral relations in target regions. > Pro V-C (International), Deans • Recruit first-year undergraduates from top-achieving foreign students drawing from a broad range of countries and regions, so that no single country or group exceeds 25 per cent of the total of international students by 2007/08. > Pro V-C (International) • Increase the number of University of Auckland students participating in the 360° study abroad programme to 500 in 2006, emphasising particularly the links with U21 and APRU. > Pro V-C (International), Deans • Organise a series of monthly forums leading to a University forum on the University’s obligations and responsibilities toward international students, particularly those of Asian ethnicity, focusing on academic and career advice, language support, and pastoral care (based on the Code of Practice). > Pro V-C (International)
Operational Priorities 2005
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National and Community Relations To maintain and develop national relationships and participate in collaboration with other New Zealand institutions. To maintain community relationships in ways that enhance the knowledge base, social and economic well being and future development of these communities Objectives •
Encourage the development of links with other tertiary and research institutions nationally in order to further the academic aims and activities of the University, and to respond to Government desires for collaborative, rather than competitive, models.
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Contribute in a leadership role to the scientific, cultural, social, environmental and economic debates and life of our communities and of the nation, with particular regard to the statutory role of the University as critic and conscience of society and to the formation of public policy.
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Build an active and responsive relationship with local iwi and Māori communities and with Pacific communities within and external to the University.
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Enhance the active participation of alumni in the University community.
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Engage actively and constructively with the pre-University education system throughout the country.
Provide opportunities for lifelong learning that support adults throughout their lives and careers and enables them to contribute to and influence our developing cultural, social and economic society.
2005 Operational Priorities • Intensify the University’s engagement with the development of higher education policy at the national level, particularly in respect of teaching and research policy and funding. > Vice-Chancellor, Deputy V-C (Academic), Deputy V-C (Research) • Enhance the University’s relationships with local government in respect of local and regional issues. > Registrar, Director of External Relations • Develop a programme of engagement with local and national business, industry, professional and media leaders so as to raise awareness of the University’s work and aspirations. > Vice-Chancellor, Director of External Relations • In partnership with Manukau Institute of Technology, work to achieve the University’s strategic goals in Manukau and to assist in raising levels of tertiary participation and success in the region. > Deputy V-C (Academic) • Develop a comprehensive Alumni Relations Strategic Plan. > Director of External Relations
Operational Priorities 2005
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Organisation, Management and Infrastructure To ensure that the academic aims and activities of the University are enabled and supported by the highest quality management and administrative policies, processes and practices; to develop and use the University’s resources and infrastructure in ways which fully support its teaching and learning and research and creative activities. Objectives •
Maintain and develop quality scientific, artistic and cultural collections, libraries, archives, equipment, technology and information services to support the teaching, learning, research and creative work of the University.
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Maintain a University-wide plan for the physical development of all campuses, which provides for growth and is consistent with the University’s environmental policy.
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Maintain an up-to-date Capital Management Plan that reflects agreed capital development priorities for the provision, repair, modernisation and utilisation of capital assets.
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Maintain and constantly improve a budget cycle that allocates resources in a way that advances the strategic interests and priorities of the University.
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Ensure accurate, timely and efficient collection, reporting and dissemination of information to meet statutory requirements and to support decision-making.
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Develop the physical infrastructure and services in ways that do not impact negatively on the environment, that ensure safety and effective utilisation, and that meet all external regulatory and safety standards.
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Seek to provide student amenities and facilities that enrich the quality of student life. Develop academic and general staff with strong managerial, leadership and technical abilities. Value the participation of all staff in academic and institutional life and empower all members of the University community to exercise initiative and responsibility.
2005 Operational Priorities • Develop and gain approval for a University Strategic Plan for 2005 – 2012 > Vice-Chancellor • Develop and gain approval for the University’s Profile for 2006-08. > Deputy V-C (Academic), Director, Planning • Review the integration of University planning, budgeting and reporting processes. > Vice-Chancellor • Implement changes to nDeva and associated processes necessary to support academic restructuring. > Director of Student Administration • Complete the review of HR policies and processes. > Director of Human Resources • Complete and implement the review of the Academic Staff Performance Review processes. > Director of Human Resources • Complete plans to double student accommodation on a self-financing basis, providing a mix of accommodation options for both undergraduate and postgraduate students, and to provide a vibrant student life in all halls of residence. > Director of Administration • Maintain emphasis on cost containment measures, including measures to improve processes, to identify activities which no longer justify the resources expended upon them, and to improve procurement efficiency. > Director of Administration, Budget Committee
Operational Priorities 2005
12 • Progress the Business School Complex development, consistent with the approved budget, scope and programme. > Director of Administration, Directory of Property Services • Complete the fund-raising for the “Partnership of Excellence” projects (Institute for Innovation in Technology, StarPath and any projects approved in 2005). > Vice-Chancellor • Identify a long term strategy for the future of nDeva. > Director of Administration • Implement parking and transportation options for University staff and students as agreed with the Capital Planning and Budgeting Committee. > Chair of Transportation Task Force
Operational Priorities 2005
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Financial To meet or exceed the TAMU guideline criteria for financial stability. Objectives •
Improve the net and gross revenues of the University, increasing and diversifying revenue streams and develop potential revenue streams.
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Meet or exceed the key financial performance measures as agreed with the Ministry of Education.
2005 Operational Priorities • Ensure University reporting and control processes are in place to monitor revenue and expenditure in 2005 to give confidence that Budget estimates will be met or bettered. > Vice-Chancellor, Director of Administration • Ensure that the University and its stakeholders are kept full apprised of the consequences and implications of changes to funding arising from new policies such as the fees maxima, the funding category review and funding formula initiatives, the PBRF, overhead cost recovery on research grants, and the changing mix of students. > Vice-Chancellor
Operational Priorities 2005
