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Review of JCU Cairns

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Review of JCU Cairns. Conducted by Emeritus Professor Barry Conyngham AM. JCU'S Response ... It is imperative for JCU to be the University for the whole of ... – PowerPoint PPT presentation

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Title: Review of JCU Cairns


1
Review of JCU Cairns
  • Conducted by Emeritus Professor Barry Conyngham
    AM
  • JCUS Response

2
Review of JCU Cairns
  • Four key imperatives
  • It is imperative for JCU to be the University for
    the whole of North and Far North Queensland and
    to continually inform, engage and be responsive
    to its community.
  • The imperative to investigate ways to distinguish
    the curriculum and educational strategy of JCU
    Cairns.
  • The imperative to demonstrate that research
    contributes to the economic and social wellbeing
    of the region.
  • The imperative for substantial changes to be made
    to the distribution of management and
    decision-making structures so as to reflect the
    growing size and importance of JCU Cairns.

3
Review of JCU Cairns
  • GOVERNANCE
  • Recommendation 14
  • That given the imperative for JCU to be the
    University for the whole of North and Far North
    Queensland, JCU Cairns be given maximum freedom
    to respond to specific local opportunity not with
    progress towards an autonomous campus in mind,
    but rather by becoming a more integrated part of
    an efficient and responsive single university for
    northern Queensland.
  • Council welcomes this recommendation and
    endorses the comments of the Consultant on the
    need for JCU in Cairns to become a more
    integrated part of an efficient and responsive
    single university for northern Qld, and to have
    the freedom to respond to specific local
    opportunity. The Universitys responses to
    recommendations 1, 3, 8, 9 and 10 will enable
    this to occur.
  • Governance

4
Review of JCU Cairns
  • Recommendation 21
  • That the challenges posed by the Research
    Quality Framework process are best met by a
    single large integrated University that continues
    to bring together the combined forces of North
    and Far North Queensland.
  • Council especially welcomes and endorses this
    recommendation as it acknowledges that scale and
    capacity are essential in the current funding
    climate. Also, that industry linkages,
    collaboration and co-location are essential
    elements of any leveraging of Federal and State
    level funding. JCU is actively pursuing new
    collaborative research partnerships in Cairns as
    a mechanism to build critical mass. The
    establishment of ATFI marks a major step forward
    as do the new associated research partnerships
    with CSIRO (TLJV), Qld DPIF (including the Rapid
    Assessment Unit) and the Dept of Environment
    Heritage (MTSRF). These new research initiatives
    on the Cairns campus give further substance to
    the standing of the campus as a world leader in
    tropical environment science and management.
  • Governance

5
Review of JCU Cairns
  • Recommendation 1
  • Acting through appropriate channels and within
    the context of the Millennium Document the
    University should create a Five Year Plan for JCU
    Cairns. Where appropriate the planning process
    should take into account the findings of this
    Review.
  • Council welcomes and endorses this principal
    finding and the imperative which underpins it.
    JCU commits to a continuing and developing
    presence in both Cairns and Townsville in
    perpetuity. The plan will be a dynamic document
    responsive to external and internal drivers for
    change, and each campus/regional plan will be a
    subset of the ongoing University wide planning
    process.
  • Governance

6
Review of JCU Cairns
  • Recommendation 2
  • The Vice Chancellor should establish a JCU
    Business and Research Liaison Taskforce at JCU
    Cairns with the purpose of advising him how best
    to inform, engage and liaise with appropriate
    business and research leaders, and determine and
    respond to opportunities for the University in
    the Far North Coast Region. It is envisaged that
    the taskforce would have members drawn from the
    business and research communities as well as the
    University itself.
  • The University accepts and would welcome active
    involvement of the community in its support for a
    University Business and Research Liaison
    Taskforce. This initiative will require broad
    community as well as University investment in
    time and resources to drive the Terms of
    Reference for this Taskforce.
  • Governance

7
Review of JCU Cairns
  • Recommendation 5
  • That the University through the appropriate
    processes establish a new School of Tourism and
    Hospitality Management based at JCU Cairns. Many
    undergraduate and post-graduate courses will
    continue to be offered across the University but
    specialisations, particularly in the
    post-graduate and research areas, should be made
    over the next three years at appropriate
    campuses.
  • JCU will establish the James Cook University
    Centre for Tourism and Hospitality Management in
    Cairns in late 2006.
  • Governance

8
Review of JCU Cairns
  • Recommendation 6
  • Investigate the establishment of a FNQ Research
    Centre for Sustainable Regional Development at
    JCU Cairns. A unique feature of the Centre would
    be its capacity to bring together
    cross-disciplinary research teams including
    socio-economic and biophysical researchers to
    address the longer-term challenges facing the FNQ
    region.
  • The establishment of new research centres is
    integral to the further development of the Cairns
    campus and as a matter of priority JCU will
    identify and explore what research themes (eg
    hospitality tourism, sustainable regional
    development, agri-forestry) might provide the
    basis for a new research centre. Council is also
    pleased that the importance of research in
    driving the business of the University has been
    increasingly recognised by the regional
    community. In 2006, the University will open
    ATFI, which will consolidate the standing of the
    Cairns campus as a world-leading centre for
    tropical rainforest research. ATFI will be the
    base for the Cairns node of the MTSRF as well as
    for a new research partnership with CSIRO, the
    TLJV. The MTSRF and TLJV will add significantly
    to the research profile of the Cairns campus.
  • Governance

9
Review of JCU Cairns
  • Recommendation 20
  • That the University continue to encourage and
    monitor research undertaken by staff at JCU
    Cairns. Further, that a FNQ Research Centre for
    Sustainable Regional Development be established
    at JCU Cairns (see Recommendation 6).
  • Regionally-focussed research based in JCU Cairns
    is an integral part of the Universitys research
    portfolio and this is reflected in staff and
    capital infrastructure planning. The
    establishment of a research centre was addressed
    under recommendation 6, as well as other
    significant investments in research development
    in Cairns.
  • Governance

10
Review of JCU Cairns
  • Recommendation 7
  • That the University consider establishing a
    Tropical Public Policy Institute or Think Tank
    based in Cairns. This would be an exercise of
    focus and leadership to facilitate discussion and
    publication by university, regional, state and
    international thinkers capable of contributing to
    the development of public policy in relation to
    issues dealing with living in the tropics.
  • Council will investigate the extent to which the
    Universitys resources are able to establish such
    an institute. There is potential that the
    development of the Tropical Public Policy
    Institute could be a task incorporated in the
    Terms of Reference for the Business and Research
    Liaison Taskforce. Any Institute or Think Tank
    would include fundraising activities for topical
    research, community consultation, conferences and
    papers as required.
  • Governance

11
Review of JCU Cairns
  • Recommendation 16
  • That the University establish an International
    Marketing Strategy and Implementation Group at
    JCU Cairns.
  • The University will establish such a group in
    Cairns to provide input to the University wide
    international marketing strategy.
  • Governance

12
Review of JCU Cairns
  • Recommendation 17
  • That the University investigate a separate JCU
    Cairns Study Abroad package. Further, that the
    University investigate future needs for
    accommodation on or near JCU Cairns.
  • In line with Priority Objective 4
    Internationalisation articulated in the
    Millennium document, JCU seeks every opportunity
    to market attractive Cairns based programs, not
    just Study Abroad, to international students.
    Student Accommodation is acknowledged as one of
    the attractions for overseas students and our
    capacity to meet the demand is under continual
    review.
  • Governance

13
Review of JCU Cairns
  • MANAGEMENT
  • Recommendation 3
  • That the University through the appropriate
    processes ensure that, while many courses and
    degrees are available at both locations, there is
    significant difference in the courses originating
    from JCU Cairns and JCU Townsville.
  • Recognising that many of our courses will be
    common to both, we acknowledge the value of
    differentiation and specialisation at each
    campus. JCU now offers several unique courses in
    Cairns including Creative Industries, Hospitality
    Management and Multimedia Gaming. In line with
    the recommendation, we will continue to actively
    pursue differentiation and specialisation of
    course offerings at each campus. In particular we
    will look at the possibility of increasing our
    suite of health related programs in areas
    currently not available and will be seeking
    Government support for such initiatives.
  • Management

14
Review of JCU Cairns
  • Recommendation 4
  • That the Vice Chancellor allocate a proportion
    of Cairns EFTSL load to the PVC (Cairns
    Academic Planning and Development) who will then,
    after negotiation, reallocate load to the
    Faculties, with the intention of encouraging
    differentiated or new course offerings at that
    campus. Some of the criteria for allocation would
    be that these programs focus on interdisciplinary
    or cross-disciplinary studies connect to the
    distinguishing characteristics of the region and
    seek to increase the size of classes at JCU
    Cairns.
  • Strategically this would be difficult to
    implement given the lack of demand, and appears
    to be based on a misunderstanding about the
    relationship between demand and EFTSL. Enrolments
    are demand driven, and reallocation of Student
    Load between Townsville and Cairns will not
    impact the demand for courses. JCU obtained extra
    DEST allocated places in the last round, but has
    had great difficulty in filling these. Whilst JCU
    is currently under enrolled, the University
    agrees that when the demand in Cairns determines
    an increase in load that this would be done.
  • Management

15
Review of JCU Cairns
  • Recommendation 8
  • That the University acting through the
    appropriate channels and within a reasonable
    period should ensure that the proportion of the
    Senior Management Group (possibly in time
    including the DVC) based at JCU Cairns, reflects
    the proportion of the University student load at
    that campus.
  • Recommendation 9
  • That the Vice-Chancellor ensure that the
    proportion of the Office Directors and School
    Heads based at JCU Cairns reflects the proportion
    of the University student load at that campus.
  • JCU has 26 Professorial positions in Cairns.
    Council believes that SMG positions should be
    located where they would be most effective, and
    would move staff accordingly. JCU will ensure
    that the proportion of staff - including senior
    staff at JCU Cairns is appropriate to the scale
    of activities.
  • Management

16
Review of JCU Cairns
  • Recommendation 10
  • That the Vice Chancellor establish a
    Decision-Making Taskforce to review all
    mid-management and low-level decision-making,
    particularly that directly affecting students and
    staff on a day-to-day basis, with a view to
    consolidating responsibility upwards and then
    either delegating downwards or creating parallel
    responsibilities on a campus basis.
  • This is a welcome recommendation and follows on
    the work already initiated by SMG in 2004 and
    2005 including the University wide Review of
    Administrative Processes conducted by an external
    consultant, and the review of administrative
    procedures and authorities in an effort to
    provide more more autonomy and effective, timely
    service for Cairns staff.
  • Management

17
Review of JCU Cairns
  • Recommendation 13
  • That the Vice Chancellor establish a
    Decision-Making Taskforce (see recommendation
    10).
  • SMGs response to this recommendation is stated
    in response to Recommendation 10.
  • Management

18
Review of JCU Cairns
  • Recommendation 11
  • That the University consider commissioning an
    in-depth study into university participation
    rates for FNQ with a view to increasing the
    number of people attending university in general
    and JCU in particular. It is assumed that such a
    study would look at issues of demographics, work
    patterns and age distribution.
  • A study has been funded through Strategic
    Initiatives for 2006. This will provide the
    necessary information to the University. This
    study will be managed by PVC (CID).
  • Management

19
Review of JCU Cairns
  • Recommendation 15
  • University commission an in-depth study into
    university participation rates for FNQ (see
    Recommendation 11).
  • Councils response to this recommendation is
    stated in response to Recommendation 11.
  • Management

20
Review of JCU Cairns
  • Recommendation 12
  • That a formal Office of the Vice-Chancellor be
    established at JCU Cairns. This would house
    members of the Senior Management group if based
    at Cairns and contain facilities for other
    members of the SMG when at JCU Cairns.
  • These facilities already exist near the
    Pro-Vice-Chancellors office in Cairns. More
    formal recognition of these facilities will be
    made.
  • Management

21
Review of JCU Cairns
  • Recommendation 18
  • That the University through the work of the JCU
    Business and Liaison Task Force and other
    consultative and university processes continue to
    investigate and appropriately introduce new and
    responsive disciplines and programs for delivery
    from JCU Cairns.
  • The Terms of Reference for the Business and
    Research Liaison Taskforce will incorporate this
    recommendation, which is also supported by the
    University through recommendation 3.
  • Management

22
Review of JCU Cairns
  • Recommendation 19
  • That the University investigate ways to develop
    different and more innovative learning techniques
    appropriate for cross-campus delivery. Further,
    to facilitate this, the University review the
    continuing development of video-aided teaching at
    the University. Finally as part of its ongoing
    review of teaching the University examine the
    teaching preparedness of all casual Tutors at JCU
    Cairns.
  • The University is now undertaking reviews each
    Semester of its students feedback on teaching,
    and commits to the further development of
    innovative teaching techniques and delivery of
    its programs. The Academic Induction program was
    introduced in 2004 to assure the quality of JCU
    teaching and provide guidance on resources
    available.
  • Management

23
Review of JCU Cairns
  • Recommendation 22
  • That the University
  • (a) (given that on balance there is not a case
    for establishing an independent CBD presence)
    investigate the possibility of a joint CBD
    facility with FNQ TAFE.
  • (b) investigate ways of increasing further
    collaboration and cooperation with FNQ TAFE and
    public and private schools in FNQ.
  • (c) in relation to the ELC, investigate future
    needs for accommodation on or near JCU Cairns.
  • The University will investigate further
    collaboration with FNQ TAFE, public and private
    schools, and the business community and agrees
    that it would be very useful to have clear and
    rational assessment of use of future
    accommodation requirements in Cairns.
  • Management

24
Review of JCU Cairns
  • Recommendation 23
  • That the University establish a Local Marketing
    Strategy Task Force at JCU Cairns to examine and
    make suggestions to appropriate existing bodies
    within the University regarding increasing the
    entry level and graduate performance on
    completion of studies, and lowering the attrition
    rates of students at JCU Cairns.
  • This recommendation is endorsed by the
    University which is actively reviewing ways to
    recruit and retain students at JCU, especially in
    the current trend of a decline in domestic demand
    for tertiary education.
  • Management

25
Review of JCU Cairns
  • Recommendation 24
  • That the University improve the mechanisms for
    media liaison (e.g. wider distribution of press
    releases to say business, community and political
    offices) and improve awareness of the activities
    and location of JCU Cairns (e.g. improved signage
    on main highways and at the airport).
  • The suggestions made in this recommendation are
    good ones and will be implemented. We have
    broadened our electronic releases to
    parliamentary representatives and members of
    Councils, local Government and the business
    community. Any person interested in receiving
    these releases will be added to the list.
    Management sees a major potential role for the
    Business and Research Liaison Taskforce referred
    to in recommendation 2, in improving local
    awareness of the activities of JCU Cairns.
  • Management

26
Review of JCU Cairns
  • Recommendation 25
  • That the University continue to respond to the
    views and aspirations of its staff and students
    on the future of James Cook University.
  • The University is committed to this
    recommendation.
  • Management
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