Performance Reporting & Benchmarking Performance Reporting & Benchmarking Financial Performance The Financial Administration and Audit Act 1977 requires the University to maintain a Financial Management Practice Manual (FMPM) to set out the particulars of financial systems and the practices and controls necessary to give effect to matters relative to financial management contained in the prescribed requirements of legislation. The CQU Financial Management Practice Manual states that the University shall establish systems to obtain information about operational performance to ensure that the Vice-Chancellor is informed on whether the University is: a. achieving its goals efficiently, effectively and economically; b. allocating its resources to produce best value for money; and c. delivering its outputs and meeting its output performance measures as stated in its operational plans. The University has established systems for obtaining information about financial performance to enable the Vice-Chancellor to be informed on whether the University is: maximising the yield of revenue from its available revenue base; operating within its budget and achieving reasonable value for money; maximising the benefits arising from its investments, including long and short term investments; maximising the use of, and the benefits available from, its assets, including for example, receivables, inventories and non-current physical assets; minimising its costs and risks in relation to its liabilities and contingent liabilities; and monitoring events or transactions that may have a material impact on the agency’s operations. The University has seen a significant turnaround in its financial position since receiving the Phillips Curran Financial Report in mid 2004, stating that ‘The financial position of the University is such that it has no option but to adopt a tough financial strategy as a core element of its reform agenda. The objective is to implement a financial strategy to bring the University quickly into a position from which it can confidently determine its own future and make the necessary investments to achieve its goals’. The Financial Strategy for the University in this first year since the Report has been that of consolidation and transition. The continued and substantial growth of the Australian International Campuses with the University’s joint venture partner C_Management Services Pty Ltd has provided the University with the financial opportunity to rethink its strategic direction in relation to its Central Queensland operations in 2006. A new strategic plan was approved by Council in August 2005. The University has made valuable investment in the area of capital infrastructure and maintenance, through the establishment of the 2005-2010 Capital Works Infrastructure Plan, which was approved by the University Council in 2005. Overall, 2005 has been a year of preparation and transition. The impending arrival of a new executive team early in 2006 will provide the vehicle by which Central Queensland University will continue implementation of the progress that has been achieved to this point, on its strategies, structures and operations. Corporate Systems The upgrade of the University’s Financial Management System to PeopleSoft Finance Version 8.8 was successfully completed in 2005. This was a significant project that commenced in 2004 with go- live taking place on the 26 April 2005. The upgraded
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Performance Reporting & Benchmarking
Performance Reporting & Benchmarking ��
FinancialPerformance
The Financial Administration and Audit Act
1977 requires the University to maintain a Financial
Management Practice Manual (FMPM) to set out the
particulars of financial systems and the practices and
controls necessary to give effect to matters relative
to financial management contained in the prescribed
requirements of legislation.
The CQU Financial Management Practice Manual
states that the University shall establish systems to
obtain information about operational performance
to ensure that the Vice-Chancellor is informed on
whether the University is:
a. achieving its goals efficiently, effectively
and economically;
b. allocating its resources to produce best value
for money; and
c. delivering its outputs and meeting its output
performance measures as stated in its
operational plans.
The University has established systems for
obtaining information about financial performance to
enable the Vice-Chancellor to be informed on whether
the University is:
maximising the yield of revenue from its available
revenue base;
operating within its budget and achieving
reasonable value for money;
maximising the benefits arising from its
investments, including long and short term
investments;
maximising the use of, and the benefits
available from, its assets, including for example,
receivables, inventories and non-current physical
assets;
minimising its costs and risks in relation to its
liabilities and contingent liabilities; and
monitoring events or transactions that may have a
material impact on the agency’s operations.
The University has seen a significant turnaround
in its financial position since receiving the Phillips
Curran Financial Report in mid 2004, stating that ‘The
financial position of the University is such that it has
no option but to adopt a tough financial strategy as a
core element of its reform agenda. The objective is to
implement a financial strategy to bring the University
quickly into a position from which it can confidently
determine its own future and make the necessary
investments to achieve its goals’.
The Financial Strategy for the University in this first
year since the Report has been that of consolidation
and transition. The continued and substantial growth
of the Australian International Campuses with the
University’s joint venture partner C_Management
Services Pty Ltd has provided the University with the
financial opportunity to rethink its strategic direction in
relation to its Central Queensland operations in 2006.
A new strategic plan was approved by Council in
August 2005.
The University has made valuable investment in
the area of capital infrastructure and maintenance,
through the establishment of the 2005-2010 Capital
Works Infrastructure Plan, which was approved by the
University Council in 2005.
Overall, 2005 has been a year of preparation and
transition. The impending arrival of a new executive
team early in 2006 will provide the vehicle by
which Central Queensland University will continue
implementation of the progress that has been achieved
to this point, on its strategies, structures and operations.
CorporateSystemsThe upgrade of the University’s Financial
Management System to PeopleSoft Finance Version
8.8 was successfully completed in 2005. This was a
significant project that commenced in 2004 with go-
live taking place on the 26 April 2005. The upgraded
Performance Reporting & Benchmarking
Performance Reporting & Benchmarking��
package delivered a number of improvements
upon the existing functionality and there are still
further improvements to be delivered in the future.
Enhancements included the introduction of requisition
processing and significant reduction in the number
of CQU customisations to the software, which had
been necessary in previous versions. Complementing
the systems enhancement, changes were made to the
University’s chart of accounts to allow for improved
reporting capabilities. In addition, version 8.8 is web
based and has delivered benefits by way of easier
maintenance of the system infrastructure.
During 2005 scoping began for the upgrade of the
PeopleSoft Student module. The upgraded version
is not likely to be available for use prior to the
commencement of 2007. The University also made
the decision to upgrade its existing payroll system to
Alesco Version 10. The upgrade will include a web
kiosk that allows staff members to check their leave
balances and submit timesheets and leave applications
on line. The University intends to enable the HR
modules of the Alesco Version 10 product as part
of the upgrade.
QualityPerformanceThe major activity for 2005 was the Australian
Universities Quality Agency (AUQA) audit of CQU.
AUQA is a national independent agency that conducts
audits of higher learning institutions to determine the
quality standard of activities in that organisation.
The Quality Working Party was formed in October
2004, chaired by the Registrar and Chief Compliance
Officer. The terms of reference of the Working Party
were to advise and assist the Quality Office in planning
and undertaking necessary activities during 2005 in
preparation of the AUQA audit of CQU.
The initial major preparation activity was the Self
Review which occurred in late 2004. The reports from
the Self Review informed the development of the Trial
Performance Portfolio, which was submitted to the
Trial Audit Panel.
The Trial Audit, which reflected the AUQA audit
processes, occurred in late March and early April 2005.
This was an important opportunity to assess the Trial
Performance Portfolio, and give staff and students a
rehearsal of the AUQA audit.
The report from the Trial Auditors provided
some valuable insight into the internal and external
impressions of the University, the adequacy of the
Trial Performance Portfolio and the logistics of
preparing for an audit. This report, together with other
organisational reports, and considerable input from
staff throughout the University, assisted the preparation
of the Performance Portfolio.
The Performance Portfolio is a document which
each University is required to submit to AUQA prior
to its audit. It outlines the University’s objectives,
plans, strategies, activities, measures and results. It
also includes some analysis and evaluation of activities
and identifies processes which may be particularly
efficient or deficient as well as improvements and
future challenges.
The Portfolio formed the basis for the Audit
visit, where its validity was checked and verified by
the panel through interviews with stakeholders or
requesting further written evidence or documentation
where necessary. The CQU Performance Portfolio was
submitted to AUQA in early July 2005.
AUQA Audits are a systematic and independent
examination to determine whether activities and related
results of CQU comply with planned arrangements. In
addition, whether these arrangements are implemented
effectively and are suitable to meet the University’s
objectives.
The Audit occurred in September and October
2005. The auditors conducted on-campus interviews
which encompassed offshore sites Hong Kong,
Shanghai and Singapore, the Fiji, Sydney and
Melbourne international campuses, and Mackay and
Rockhampton regional campuses.
Performance Reporting & Benchmarking
Performance Reporting & Benchmarking ��
During the Audit visits to CQU’s campuses, the
auditors conducted approximately 75 interviews,
involving in excess of 350 students, staff, external
partners and community representatives.
During the audit process, AUQA examined
the objectives, plans, actions and outcomes of the
University, and will report a finding on whether
these objectives are being achieved. The audit report
will be a public document and the outcomes will
influence the standing of the University nationally
and internationally. Therefore, the importance to CQU
of achieving a constructive audit outcome cannot be
underestimated. CQU anticipates that the University
will receive the audit report during the first quarter
of 2006.
Learning outcomes from the preparation
activities undertaken for the AUQA audit regarding
the efficiency and effectiveness of the University
to carry out its operations encompassed the
planning framework, partnership management and
organisational structure.
The AUQA audit was welcomed and timely for
CQU. The self review and contributions from the audit
will further inform the University’s thinking on the
significant change process currently underway, and
influence the ongoing tasks of restructuring CQU
and assuring quality across the University.
ResearchPerformanceCQU uses three generic performance indicators
to establish a broad view of its success in research
each calendar year. Those indicators, which are also
used by DEST in measuring performance, are income,
award completions in research higher degrees and
publications generated by the University as audited by
DEST.
In 2005, total candidate enrolments comprised
171.5 Equivalent Full Time Student Load (EFTSL)
which represents a modest decrease on 2004 in overall
research student load. The number of DEST certified
publications generated by CQU increased by more
than 93 full points, representing significant growth in
publishing activity by CQU researchers. Total research
external income increased in 2005 by approximately $2
million.
Improved performance in those key indicators
demonstrates a successful and continued effort to
develop the University’s research reputation and to
enable regionally relevant and globally significant
research activity.
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Performance Reporting & Benchmarking��
BenchmarkingVarious elements of CQU participated in formal
benchmarking exercises. At the faculty/division level,
examples of benchmarking included the participation
of the University Library in the Council of Australian
University Libraries survey, the participation of the
Division of Facilities Management in the annual
benchmarking exercise run by the Australasian
Association of Higher Education Facilities Officers and
The Faculty of Arts Health Sciences benchmarking of
Psychology projects.
FacilitiesManagementCQU again participated in the Tertiary Education
Facilities Management Association Annual
Benchmarking survey. In the 2004 survey 58
institutions participated reporting on 74 campuses and
comparing information in many categories. Three key
areas benchmarked were Strategic Asset Management,
Space Management and Environmentally Sustainable
Development.
CQU was rated in the ‘average practice’ range
for Strategic Asset Management and ‘below average
practice’ for Space Management, highlighting the
need to allocate additional resources to these areas in
future. CQU received a rating of ‘poor practice’ for
Environmentally Sustainable Development highlighting
the need for the university to make a commitment to
address environmental management issues. A goal of
the Division of Facilities Management Strategic Plan is
to achieve ‘good practice’ in all categories.
ProcessBenchmarkingThe Registrar and Chief Compliance Officer again
led the University to participate in the Association of
Commonwealth Universities Process Benchmarking
exercise which culminated in a workshop for
participants from across the Commonwealth to
Bloemfontein, South Africa in September 2005.
Processes benchmarked in 2005 were Branding;
Strategic Planning; and Recruitment and Retention of
Key Staff.
CQULibraryThe Library undertook its 3rd biennial Library
Client Survey in 2005. This survey is facilitated by
Rodski Survey Research and is benchmarked against
other Australian and New Zealand university libraries.
Overall, clients appear to be generally satisfied
with the Central Queensland University Library. In
particular, 49% percent of respondents identified their
level of satisfaction as extremely high, with a further
30% giving a rating of 5. Only 4% indicated their level
of satisfaction as extremely low (rating of 1 or 2).
The areas of highest importance to Central
Queensland University Library clients include the
friendliness, fairness and accuracy of library staff,
ease in accessing electronic databases, and usefulness
of information on the library web pages. Seven of the
variables overlap with the 2003 result, and importance
scores have remained generally stable since the
previous survey.
All of the highest performing areas, according
to library clients, relate to library staff. Specifically,
International StudentsBrisbane 1190Bundaberg 6Distance Education 325Emerald 0Fiji 502Gladstone 0Gold Coast 632Hong Kong 149Mackay 11Melbourne 4218Noosa Hub Delivery Site 2Rockhampton 333Shanghai 56Singapore 635Sydney 6444Uni Sunshine Cost Delivery Site 0Total 14 214
Note: The sum of the category total will not necessarily match the total count. This is due to students changing their enrolment during the year and appearing in more
than one category.
International Student Numbers by Campus, 1998-2004
* Internal and external load for multi modal students are combined and reported as a single figure. # Prior to 2004 Full/Part-Time (type of attendance) was extracted from the Enrolment Files Submitted to DEST. From 2004 Type Of Attendance is generated from the
sum of the load studied by the student. A student studying 75% or more of 1 EFTSL is classified as Full-Time while less than 75% is classified as Part-Time as per
Total Student Load (EFTSL) by Gender and Level of Program
2005 Full Year Preliminary Data
Male Female TotalDoctorate by Research 72.0 61.3 133.3Masters by Research 20.0 18.0 38.0Doctorate by Coursework 14.5 11.3 25.8Masters by Coursework 4306.5 1531.7 5838.3Other Postgraduate 714.5 336.0 1050.5Bachelor 5403.4 5772.5 11175.9Other Undergraduate 74.0 25.9 99.9Non Award 119.8 121.7 241.4Enabling 78.4 218.8 297.1Total 10803.1 8097.1 18900.2
Student Numbers by Gender and Level of Program, 1999-2004
Level of Program
1999 2000 20012002
Submission 1 2002 Full Year 2003 Full Year 2004 Full YearFemale Male All Female Male All Female Male All Female Male All Female Male All Female Male All Female Male All
*Consistent with DEST reporting, Australian cross institutional students have been included as Non Award
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Total Student Numbers by Level of Program
2005 Full Year Preliminary Data
TotalDoctorate by Research 213Masters by Research 70Doctorate by Coursework 39Masters by Coursework 7266Other Postgraduate 2143Bachelor 15208Other Undergraduate 258Non Award 1084Enabling 571Total 26116
Note: The sum of the category total will not necessarily match the total count. This is due to students changing their enrolment during the year and appearing in more
than one category. The students are counted once for every category in which they appear during the year.
class honours degree graduates where the student’s
performance in the second, third and fourth (if
applicable) years of their related bachelor degree
studies is taken into account. The recipients were
Luke Damien McArthur
Bachelor of Science (Applied Physics)
with First Class Honours
Faculty Medals are awarded to the graduating
students with the highest academic achievement in
the bachelor degree programs in each Faculty. The
recipients were:
Faculty of Arts, Health and Sciences
Trisha Suzette Kelly
Bachelor of Biomedical Science with Distinction
Faculty of Business and Law
Michael James Robbins
Bachelor of Business Accounting with Distinction
Faculty of Education and Creative Arts
Kathryn Joan Blyde
Bachelor of Learning Management (Primary)
with Distinction
Faculty of Informatics and Communication
Steven McIlvenna
Bachelor of Information Technology
with Distinction
James Goldston Faculty of Engineering and
Physical Systems
Lyle Stephen Brown
Bachelor of Engineering (Co-op)
with First Class Honours
Companion of the University
Ms Helene Jones, OAM
26 February 2005
The Honourable Vince Patrick Lester OAM
18 May 2005
Mr Hiroyuki Yamamoto
1 October 2005
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GraduateDestinationStatisticsAlmost 91% of CQU graduates with a bachelor
degree find full-time work within four months of
finishing university – well above the national average
of 80.9% (Graduate Careers Council of Australia).
Extract from the Graduate Careers Council of Australia’s Graduate Destination Survey. Figures show percentage of Australian citizen, permanent resident of Australia or New Zealand bachelor degree graduates gaining full-time employment within four months of completing their degree. Programs only those with 10 or more graduates have been used.
Employment rates (full-time)
Area of study National average CQU
Agriculture 70.5% 91.7%
Building 70.7% 82.4%
Humanities 70.7% 93.8%
Social Work 81.8% 88.9%
Business Studies 86.9% 89.7%
Accounting 77.9% 93.9%
Education 77.9% 93.9%
Engineering 86.9% 100%
Health 81.9% 78.9%
Nursing 96.2% 98.8%
Computer Science 73.7% 85.9%
Life Science 71.3% 71.4%
Breakdown of bachelor degree graduates available for full-time employment, 2005 (%) (Australian residents only)
In Full-Time Employment
Seeking Full-Time
Employment Not Working
Seeking Full-Time Employment, Working
Part-Time or Casual
Total Seeking Full-Time
Employment Total %† Total Cases
Males
National 81.4 8.2 10.4 18.6 100 17214
CQU 89.9 4.4 5.7 10.1 100 385
Females
National 80.5 6.1 13.4 19.5 100 27121
CQU 91.5 2.2 6.3 8.5 100 624
Persons
National 80.9 6.9 12.3 19.1 100 44347
CQU 90.9 3.1 6 9.1 100 1009
Total persons might not equal males plus females as some respondents did not identify sex.
† Total % may not add to 100.0 due to rounding. * Base figure is that group in Full-Time employment