JCU - The Future

Future Taskforce JCU - The Future

JCU - The Future

The project will give stronger expression and effect to JCU’s strategic intent, with the aim of establishing JCU as a great university, renowned for education and research relevant to the tropical world.

Leading off from the revised Statement of Strategic Intent and the new University Plan, the project will identify opportunities for innovation in learning and teaching, research, engagement, professional services and operations. The project will clarify the opportunities for excellent and distinctive learning programs and high quality, high impact research, engaging outstanding scholars and researchers in locations that reflect our unique place in the world.

Intellectual leadership, backed by efficient and effective processes and operations, will be essential elements in charting a sustainable future for the organisation. In concert with ongoing initiatives, the project will have special regard to effecting ‘One University, Two Countries, Three Tropical Campuses’.

The project will shape the architecture for the University that lends greater strength to our distinctiveness, lays the foundations for greatness, and provides for an institution that is resilient and sustainable.

These Terms of Reference may be revisited, informed by emerging issues, as the work of the Taskforce proceeds.

Terms of Reference

  1. Affirm JCU’s fields of intellectual excellence, represented in the domains of learning and teaching, research and innovation, and engagement.

  2. Develop a distinctive ‘JCU model’ for learning and teaching, building upon the outcomes and activities of the Curriculum Refresh project and giving account to both ‘content’ and ‘delivery’.

  3. Review and refresh the priorities and strategies in the JCU Research Plan as the basis for the further development and growth of JCU’s research and innovation portfolio.

  4. Strengthen the framework for engagement and partnerships, regionally, nationally, and internationally.

  5. Seek efficiencies and productivity improvements in the ‘enablers’ – professional services, capabilities and operations.

  6. Identify the opportunities for harmonisation of campuses, with a view to both the scholarly and service activities of the University.

  7. On the basis of 1-6, deliver recommendations as to which activities within the University might be enhanced (‘power up’), those that might be curtailed (‘power down’), those that might be refashioned and new areas in which we might invest.

Modus Operandi

The work will be led by a Taskforce with the mandate to review and evaluate, and to design new architecture that will realise the essential character of the institution. The Taskforce reports to the Vice-Chancellor and President.

The project will be consultative, maintaining close engagement with staff, students and other stakeholders through a variety of fora, media and mechanisms.

The Taskforce will work across four primary domains:

  • Learning and Teaching

  • Research

  • Engagement

  • Services and Operations

Acknowledging that the intent is to develop a strongly integrated architecture, spanning both our ‘core business’ and our ‘enablers’, the Taskforce will work closely together as a team. The Taskforce will be assisted by executive staff. The work of the Taskforce may also be assisted through the appointment of external advisors and consultants.

Members of the Taskforce will be:

  • SDVC, Professor Chris Cocklin (Chair)

  • DVC Academic, Professor Sally Kift

  • DVC University Services, Dr Stephen Weller

  • Executive Director, Finance and Resource Planning, Ms Tricia Brand

It is anticipated that the Task Force will deliver an interim report prior to EOY 2012, and a full set of recommendations by May 2013.

The work of the Taskforce will involve three, overlapping phases:

  1. Crystallising our purpose. The objective will be to improve the preciseness with which we define our fields of endeavour. JCU’s four strategic themes will be elaborated upon, delivering a sharper focus for our intellectual activities. This process will be informed by an analysis of global trends, a consideration of priority influences on the development of the tropics, and an evaluation of our existing strengths. A workshop involving members of the university community and thought leaders external to JCU will be part of the process. The outcomes will include:

    1. An enhanced expression of the four themes, which encapsulates the priority fields of endeavour which should be represented at JCU [ToR 1];

    2. A mapping of these priority fields to existing learning and research programs [ToR 2, 3, 4]; and

    3. Identification of areas that we might ‘power up, ‘power down’ and new fields of endeavour in which JCU might invest [ToR 2, 3, 7].

It is expected that this process will be complete by approximately October 2012.

  1. Redesigning. Working across the four domains (Learning & Teaching, Research, Engagement, Services & Operations), the objective will be to identify innovative approaches to ways of working. In Learning and Teaching, for example, the objective will be to define a distinctive ‘JCU model’ that is true to our Strategic Intent and the priorities expressed in the University Plan. In this domain, an important foundation will be the extensive work already carried out through the Curriculum Refresh project. In each domain, working groups will be established, and there will be consultation through established fora (e.g., Academic Board) and special purpose meetings. External consultants/advisors may be commissioned to provide advice and recommendations for redesign (e.g., in terms of service delivery). Expected outcomes include:

    1. An institution-level framing of learning and teaching – a ‘JCU model’ [ToR 2, 4, 6, 7];

    2. A refreshed research investment model [ToR 3, 4, 7];

    3. Strategies for significantly improved efficiencies and effectiveness in service delivery [ToR 5, 6, 7]; and

    4. A new business model to support the University’s success into the future.

This process will commence more or less simultaneously with the first phase of work and gain full momentum with the delivery of outcomes from first phase. Full draft proposals will be delivered by April 2013.

  1. Implementation. The objective will be to develop an implementation plan, with a focus on integrating the redesign to maximise gains. The plan will focus on process design and incorporate business plans, including risk assessments. This phase will commence early in 2013 and continue through until approximately mid-year. External consultants/advisors may be engaged to assist in aspects of the implementation [ToR 2-7].

3 July 2012