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Vice-Chancellor's Statement on Strategic Planning
The Australian Catholic University represents the accumulated achievements of one hundred and fifty years of Catholic tertiary education. Growing from an historic base in teacher education, it now educates over 18,400 students across a variety of disciplines.
It is Australia’s only university with a profoundly national dimension, operating major campuses in three State capitals – Sydney, Melbourne and Brisbane – as well as in the national capital in Canberra, and a regional campus in Ballarat.
The University’s teaching operations are closely focussed on disciplines classically falling within the great Catholic intellectual tradition. These include theology, philosophy, education, health, the liberal arts, and business. As a unifying theme, all are centred around human relationships.
Correspondingly, the University’s research is specialised in the areas of theology and philosophy, health (with a particular emphasis on care of the vulnerable); education; and the multi-disciplinary field of the common good and social justice.
Over the period of the University's Strategic Plan, the University will face some key challenges. These will include further embedding its essential character as Australia’s leading Catholic University; securing a dramatic increase in its research productivity; major expansions of campus operations in Melbourne, Sydney and Brisbane; establishment of a comprehensive planning culture; improving levels of student satisfaction and life; and successfully establishing new faculties and major degree programmes.
The Plan itself is preceded by a Vision Statement which expresses in summary form the University, its educational philosophy and its research strategy. This will be used to guide the University’s directions and operations in the widest sense within an increasingly diversified higher education sector.
It is intended that the Strategic Plan will closely drive the operation of the University over the next three years, through a cascading series of subsidiary plans which will in turn drive individual key performance indicators and work plans. To assist in this process, the Strategic Plan consciously has been drafted in terms that are clear, concise and directive.
Greg Craven
Vice-Chancellor
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