School of Music Strategic Plan 2009 – 2014

Comments

Transcription

School of Music Strategic Plan 2009 – 2014
Attachment 6A
ANU COLLEGE OF ARTS AND SOCIAL SCIENCES
SCHOOL OF MUSIC
_________________________________________________________________________________________________________________________________
Overview
School of Music Strategic Plan
2009 – 2014
During a period of time when the national tertiary music sector is in a state of flux there are significant
opportunities for the ANU School of Music to reposition itself so as to ensure its future role as a
leading tertiary music provider in Australia.
Pivotal to realizing these opportunities is the development of a five year strategic and operational plan
through which the School will be able to establish:
•
•
•
•
•
•
•
•
A clearly defined mission statement
A clear understanding of the cost of its annual operations
Diversified revenue streams
Priority targeted areas of growth
Agreed KPI’s
A rigorous process of review and evaluation
Productive internal and external partnerships
Clear areas of differentiation
This will ensure the School has the capacity to grow and develop into the future, strategically position
itself strongly and sustainably within the sector and continue to meet the needs of its stakeholders
locally, regionally and nationally.
Key strategic documents:
Documents and initiatives that link to and inform this budget including:
•
•
•
•
•
•
•
Five year Strategic plan
Five year budget plan
Five year funding proposal to artsACT to secure $7M over the next five years
Integrated School workload models
SoM Governance Structure
Artist level video conferencing initiative
Centre of Music Outreach
Areas of growth
Undergraduate and postgraduate targets have been set to enable the School to reach a positive
operating position over the next five years. Postgraduate growth is of primary importance in relation to
Attachment 6A
2
ANU’s strategic direction and in terms of its revenue generating capacity. Building staffing capacity is
key to achieving growth in this area across the School.
ANU Promotion
The School of Music offers a valuable opportunity for ANU to market itself broadly to the community.
Each year some 20,000 members of the ACT community attend events at the School of Music. This
presents a unique and valuable targeted marketing opportunity for ANU. While on the campus these
community members could be exposed to high level ANU marketing material such as flat screen audio
visual presentations on key research initiatives of ANU, educational programs etc. No costing has yet
been done on the value of this marketing opportunity.
Artist Level Video Conferencing
The School of Music is positioning itself as a sector leader in teaching and research in the area of
distance education and collaborative research through the use of artist level video conferencing. A
partnership with the Manhattan School of Music and strong links with Polycom and AARNet have
enabled the School to gain a significant strategic advantage in access to IP and potential research
partnerships. Funds invested in 2009 enabled the School to realise stage 1 of its implementation plan
that will allow trials to commence in 2010 with partners regionally, nationally and internationally. This
year the SoM ran its first live streamed event from Llewellyn Hall ‘Streaming Sounds’ drawing an
audience from twenty countries. A business model for this initiative identifying revenue streams is still
to be fully developed. This model will include potential revenue from the SoM acting as the distributor
of Manhattan School of Music distance education programs. This business model will be developed to
support planned MEC grant and LIEF applications.
Niche areas if activity
Along with the necessity to deliver core courses within its programs the School needs to establish a
range of niche areas in which it can make a valuable contribution to the sector, build its revenue base
and give the School a unique identity. Areas identified for specific development include:
•
Professional Practice
Preparing graduates for a career as 21st century music professionals will underpin all the School’s
educational programs; this is most strongly expressed in the School’s new Bachelor of Professional
Music Practice. All such courses will engage leading practitioners from the music profession.
•
Elite Performance
Maintain an elite performance stream that meets the ANU’s vision to achieve a level of excellence that
is benchmarked against leading international tertiary institutions and that produces world class
performers.
•
Chamber music
Chamber music will become a major area of development within the School and is well suited to the
size of the School, the development of future postgraduate programs and outreach activities.
2
Attachment 6A
3
•
Jazz @ ANU
To further develop the reputation of the Jazz area as a national leader in jazz education and whose staff
are recognized as leaders in their fields.
•
Ethnomusicology
Ethnomusicology, with a focus on the music of Indigenous Australia, will become a major focus of the
School of Music’s research activity and will draw on the existing areas of strength across ANU. There
is also an opportunity for the School to build similar capacity in the areas of South East Asian and
Japanese traditional music.
•
Australian Music
While not unique within the sector Australian music will inform all other activities of the School and
will be strongly reflected in the academic, performance and research activities of the School.
•
Historically Informed Performance (HIP)
To be built on the nationally and internationally regarded work of Geoffrey Lancaster in the music of
the Classical period, HIP will become a major postgraduate offering for the School
•
Artist Level Videoconferencing
This will give the School of Music a unique mode of delivery that will enable significant research
partnerships to be established and enhance the School’s outreach activities and regional engagement.
The planned developments in this area will make the School of Music a sector leader in this mode of
delivery in Australia and a significant international player. This is reflected in the developing teaching
and research partnerships with the Manhattan School of Music in New York and AARNet.
Teaching and Learning
The School will review all of its course offerings to ensure they are relevant to the needs of its students
and attract agreed minimum levels of enrolments. All courses will be reviewed to ensure they meet all
quality benchmarks including curriculum design and assessment. The number of courses will be
reviewed to ensure the School’s ongoing capacity to deliver and that staff have the necessary time to
commit to research and service.
Research
To build its capacity in research the School will need to make a number of strategic senior academic
appointments. This will provide the necessary leadership to meet the University’s and the College’s
requirements for excellence in research and also the required levels of publications and grant income.
Practice led research and research in the creative arts, as defined by ERA, will be integrated into the
work of all performance based academics within the School.
3
Attachment 6A
4
Service and Outreach
The School will establish strong links with key community and educational partners in the region and
develop strategically targeted international partnerships. To date developing partnerships include:
•
Manhattan School of Music (New York)
•
Indiana University (Jacobs School of Music)
•
National Cultural Institutions
•
Embassies
•
artsACT
•
NSW Regional Conservatoriums
•
Canberra International Music Festival
•
Music Viva
•
Canberra Symphony Orchestra
•
Canberra Youth Music
•
ACT Feeder Schools
Operational Drivers
Fundamental to the School’s operations will be the establishment of a transparent and equitable
workload model that embraces the College’s productivity model and accommodates the School’s one
to one mode of delivery in the area of instrumental and vocal studies. This will be complimented by a
governance structure that will engage all staff in the operational and planning activities of the School.
Five year targets:
UG load (EFTSL)
HDR load (EFTSL)
Masters load (EFTSL)
Grants
Publications (points)
Total Expenditure
Total revenue
CGS
RTS
RIBG & IGS
Academic staff profile (FTE)
General staff profile
1
2009
178
13
13
$111,000
2
$4,302,608
$4,377,148
$815,145
$268,969
$181,465
24
8.9
2014
244
31
58
$350,000
15
$6,656,138
$6,657,220
$1,230,665
$753,197
$189,3151
29.5
10.5
This figure includes CPI indexing only; new RIBG/IGS revenue from grants and publications not yet calculated.
4
Attachment 6A
Strategic Planning Document
School of Music, College of Arts and Social Sciences
ANU College of Arts and Social Sciences Strategic Plan 2006 - 2010
The mission of CASS is:
globally, to be recognised by its academic excellence across the humanities, creative arts and social sciences, while bringing its expertise to bear
on key social, cultural, and political problems facing the contemporary world;
nationally, in partnership with the public, the private sector, and government, to shape Australia as an innovative knowledge-based society; and
locally, to engage with, and enrich the community.
In fulfilling its mission CASS will –
• promote multi-disciplinary scholarly endeavours across and beyond the humanities, creative arts and social sciences for the public good;
• take advantage of our location in Australia’s national capital with its cultural institutions, key organisations and government departments.
CASS is committed to innovative modes of education and research meeting the highest international standards, and to values and practices that
build strong links between CASS and the ANU as a whole, and between CASS and the international research and education community. CASS
is, furthermore, committed to a process of continual assessment of its research and teaching strengths and performance.
ANU School of Music 2009 – 2014
(2009 Preparatory Year)
Mission Statement
To be recognised as a leading international music school committed to the training of high quality music professionals for the 21st century. To
be differentiated by strategic positioning within innovative niche markets in teaching and research, with strong, established and productive
partnerships - locally, nationally and internationally and to play a key role as a cultural catalyst within its local and regional communities.
HoS School of Music
Page 1
2/02/2010 last updated
Attachment 6A
Strategic Areas of Differentiation and Growth - The need for impact
Teaching and Learning
•
•
•
•
•
•
•
Innovative professional curriculum design incorporating ‘Professional Practice’ streams
Professional training in instrumental and vocal pedagogy
Elite Chamber Music training
Elite instrumental and vocal training
Focus on Australian Music – research, composition, performance
[email protected] – flagship program
Specialist niche Masters programs
Research
•
•
•
•
Ethnomusicology (Indigenous Australia & Asia)
Historically Informed Performance
Practice Led Research
Artist Level Video Conferencing Research Collaborations
Outreach
•
•
•
•
•
•
•
•
ANU Centre for Music Outreach
Promoting equity and access and increasing enrolment of low SES students
Programs and training delivered by Artist-Level videoconferencing
Virtual campus and virtual residencies
Strategically targeted national and international partnerships
Alumni data base and engagement plan
Effective and active Friends of the School of Music
Effective and active School of Music Foundation
HoS School of Music
Page 2
2/02/2010 last updated
Attachment 6A
Operational
• Representational and inclusive governance structure
• Transparent and equitable workload models
• Strategic staffing plan
• Managed succession plan
• Established five year strategic and business plan
HoS School of Music
Page 3
2/02/2010 last updated
Attachment 6A
TEACHING & LEARNING
Student Load
Growth Targets
2010
2011
2012
2013
2014
Under Graduate
188
210
232
244
244
Post Graduate
26
39
50
66
89
Full Fee Domestic
10
20
25
35
55
Full Fee International
11
14
17
20
20
See Five Year Budget Plan for revenue information (see attached)
Learning & Teaching Aims:
Priorities
Actions
Responsibility &
Implementation
Timeframe
Performance Measure
KPIs
Meet the needs of the
21st Century Music
Profession through
effectively designed
degrees and courses
Introduce a new professionally focused degree
– Bachelor of Professional Music Practice with
Professional Practice majors
HoS, Program
Conveners
2009 / 2010
New degree and Professional Practice Courses
approved by College and University Education
Committees
Embed graduate attributes, employability skills,
and professional practice within all programs
All unit and course outlines highlight relevant
ANU Graduate Attributes
Implement Professional Practice Committee
S1 2009
Run trial Professional Practice Projects
S1 / S2 2009
Run student focus groups
2009/2010
Review Bachelor of Music (Jazz and Classical)
2010 / 2011
HoS School of Music
Page 4
Revised degrees to be introduced in 2011
2/02/2010 last updated
Attachment 6A
Review course offerings
Improve capacity to
deliver flexible
on-line programs
(See attached plan)
Develop stage 1 of Artist-Level video
conferencing facility
2011 - 2014
HoS, School Manger,
School Executive.
Development Officers,
CEDAM
Throughout 2009
Revised and strategically focused suite of
courses in place by the end of 2011 and
updated on a regular basis
Stage 1 infrastructure scoped and installed by
S1 2010
Develop stages 2 – 5 of implementation plan
2010 for
implementation 2010
– 2013
2010 – 2013 implementation plan in place by
end 2010
Submit MEC and LIEF applications
2010
Applications submitted
Staff development programs on use of video
conferencing for distance delivery and effective
use of instructional design strategies
All School staff attended at least one relevant
professional development program
PD identified in all staff performance
management reviews
Exchange visits of key staff, establish a
partnership plan
Establish partnerships with international sector
leading providers (inc. Manhattan School of
Music)
HoS, Development
Officer
Workshops by sector leaders in distance
education
Increase capacity by
establishing new
partnerships
Identify new partners that match and potentially
enhance our existing key areas of strength
HoS, Development
Officers, Outreach
Convener
S1 / S2 2009 –
continuing 2010 –
2014
Formal agreement signed with MSM
2010
All SoM staff attend training workshops
Throughout 2009 2014
Production of report demonstrating servicing
and maintenance of existing partnerships by the
end of 2010
2010/2011
Partner programs identified
Identify partners who enable us to develop new
areas of activity
Establish partnership with Indiana University
Jacob School of Music
HoS School of Music
Page 5
2/02/2010 last updated
Attachment 6A
Scope partnerships with leading EU institutions
Ensure all School
Engage School staff with key external drivers
initiatives are informed as appropriate e.g.
by sector wide
developments
Practice led Research
HoS / DHoS
2009 - 2011
Key EU partners identified 2010, first
partnership in place 2011
2010 - 2013
Three new external productive partnerships
established
• NFSA
• NLA
• Regional Conservatoriums
• CDU
2009 / 2010
Excellence in Research for Australia
New internal productive partnerships
established
• School of Marketing and International
Management 2010
• School of Asian Studies 2011
Links to all key documents established on
School intranet as part of revision of website
Complete SoM submission for ERA
ANU Teaching and Learning initiatives
National Review of Music Education
Establish links with major review agencies inc
DET, BSSS
Australian Learning and Teaching Council
Implement new Governance Structure that
includes a School Education Committee
(see attached Governance Structure)
HoS
2009
Establish a governance structure that enables
effective communication within the School
which includes Education and Research
Committees
Schedule series of meetings with all SoM
students (breakfast meetings)
HoS
2009
Feedback from meetings provided to students,
discussion forums occurred
HoS School of Music
Page 6
2/02/2010 last updated
Attachment 6A
Implement effective
student feedback
processes
Increase use of ANUSET process
HoS / HOA
2010 – 2014
All staff use ANUSET process by 2011
Hold semester student representative meetings
HoS / DHoS
2010 - 2014
Reports generated, discussions and review with
all staff, feedback provided to students.
RESEARCH
Research Output
Key Growth Targets
2010
2011
2012
2013
2014
HDR numbers
13
30
32
34
33
Competitive Grants
$50,000
$200,000
$300,000
$450,000
$675,000
Publications HERDC
points
4 journal (1pt)
8 journals (8pts)
$4,000
17 journals (17 pts)
1 book (5pts)
$50,000
20 journals (20 pts)
$64,000
25 journals (25pts)
See Five Year Budget Plan for revenue information (see attached)
Research Aims:
Priorities
Actions
Responsibility &
Implementation
Timeframe
Performance Measure
Build academic &
governance capacity
in research
Support excellence in
research outputs in
areas of relevance to
the School of Music
that attract national
and international
recognition
Prepare plan for establishment of Deputy Head
of School (Director of Music Research)
HoS
Research Committee
2009 / 2010
Submit proposal to CASS Executive
Identify key areas of research activity
Identify external funding opportunities
School research page to include a highly visible
focus on these key projects
HoS
2009 / 2010
Clarity of research focus established
Increased levels of external funding
Increased research output
Production of web based material
Develop and maintain a research output profile
that maps onto the ERA and Research in the
Performing Arts
Research Committee
2010 - 2014
Production of annual research report
HoS School of Music
Deputy Head of
School / Director
Music Research
Page 7
2/02/2010 last updated
Attachment 6A
Develop sustainable
national and
international research
collaborations
Build on established partnerships
To improve
engagement in
research activity
across the School
engaging both staff
and students
Develop sustainable
national and
international research
collaborations
HoS
2010 - 2014
1 new partnership established annually
Quantifiable outcome from each established
partnership
Hold semester based research workshop
Hold annual student research focus groups
2010 - 2014
Introduce annual Research Retreat
2011
Improve levels of student satisfaction
All staff to meet minimum national research
output for discipline areas
Research Retreat Outcomes implemented
Maintain and develop partnership arrangements
with Manhattan School of Music, Jacob’s
School of Music (Indiana University)
2009 - 2014
Successful joint conference, joint publications.
2010 - 2014
Meet targets established in Business Plan
Deputy Head of
School / Director
Music Research
Increase enrolments
in Post Graduate
Programs
DHoS, Director of
Music research
COMMUNITY OUTREACH
Community Outreach and Engagement Aims and Objectives
Priorities
Actions
Responsibility &
Implementation
Timeframe
Performance Measure
Improve engagement
with local, regional
and remote centres of
music activity and
educational clients
through enhanced
quality of service
Establish ANU Centre
for Music Outreach
Develop and implement a five year regional
delivery plan
HoS, Development
Officers
2009 - 20143
Establishment of collaborative activities that
enhance pathways to ANU.
Engage on a regular basis with profession and
feeder groups
Increase numbers of regional students entering
courses at ANU with focus on low SES
Establish advisory group in 2009
HoS School of Music
Page 8
2009
Convene first meeting of Advisory Group in
2009
2010
Centre operational by end of 2010
2/02/2010 last updated
Attachment 6A
Build effective
partnerships
Build new relationships with key community
organisations e.g.
• Rotary
• Floriade
• Canberra International Music Festival
• Musica Viva
• CYM
• CSO
Develop existing links and build new links to
key local and regional arts organizations,
educators and business sector
Outreach Convener
Throughout 2009 –
2013
Demonstrated productive partnerships
established with at least three external
community arts organisations established /
maintained
2010 - 2014
Minimum of 10 public performances and
exhibitions annually
Link to Professional Practice courses
Relationships
management
Productively manage existing partnerships
Build effective and
active ANU School of
Music Alumni
association
Alumni recruitment and management plan put
in place
Increase number of
low SES students
from regional areas
2009
Development Officer
2010 - 2014
One new productive partnership established
each year
Indentified productive outcomes from existing
partnerships (at least one from each
partnership)
Agreements with partner organisations signed.
Alumni database established
Establish an Alumni database and management
system
Ongoing relationship established with leading
alumni
Build relationships with regional feeder schools
and regional conservatoriums
Alumni visiting artist program implemented
Convener Outreach
Establish low SES recruitment target
HoS School of Music
Page 9
2009 – 2011
Increased presentations by staff and students in
the regions
2010
Increased number of low SES students to meet
established targets
2/02/2010 last updated
Attachment 6A
Review artsACT
funding to establish
multiyear funding
agreement
Ensure an effective
and productive
relationships with the
Friends of the School
of Music
Ensure an active and
productive School of
Music Foundation
Review concert
program
Negotiate new funding agreement with artsACT
HoS, School Manager
2009
Submit revised multiyear funding proposal and
plan
Develop five year strategic plan for artsACT
Community Outreach Program
2009
Revised program outline submitted to ArtsACT
(See attached)
Review existing programs and allocation of
funds
2010
Align funding with new ANU Centre for Music
Outreach
Attend Friends meetings and engage in
School’s strategic vision
2010 - 2014
Devleopment Officer
2009 - 2013
Friends continue to organise concerts and fund
raising activities strategically aligned to SoM
Work with the Chair of the Foundation to ensure
regular meetings are scheduled
HoS, DHoS
Devlelopment Officer
2009 - 2013
Increase in level of support achieved, one major
donor successfully recruited each year
strategically aligned to SoM
Set strategic fund and friend raising goals
Establish School Concert Committee
HoS
2009
Ensure strategic focus of concert series
HoS / Concert
Committee
2010 – 2014
Production of revised concert series brochure
Build audience base
Development Officer,
Concert Coordinator
2009 - 2014
Increased attendance at concerts
HoS School of Music
Page 10
2/02/2010 last updated
Attachment 6A
STAFFING PROFILE & MANAGEMENT
Staff Profile Growth
2010
Level D
2 (1 + FF) – 2 FTE
Level B/C
2 Level C – 2 FTE (Jazz, Violin)
1 Level B – 1 FTE (Voice)
Administration
1 ANUO3 – 1 FTE (Concerts)
1 ANUO4 – .6 FTE (Graphic D)
2011
2012
2013
2014
1 Level C – .5 FTE
(Cello)
Staffing Aims and Objectives:
Workforce
Creation of a strategic staff profile
Management
matrix’identifying specific staffing needs
2009 / 2010
Demonstrable mapping of staff profile to
strategic needs
All new staff employed in 2009 / 2010 map onto
strategic staff profile matrix
Develop effective casual staff management and
engagement strategies and processes within
Governance Structure
Engaged, satisfied and productive casual staff.
Seamless transition between outgoing and
incoming staff
Implement effective staff succession processes
Reflected in staff profile matrix
Support ECRs through effective use of
performance review process
Improved support and recruitment of young
academic staff
HoS School of Music
Page 11
2/02/2010 last updated
Attachment 6A
OPERATIONAL ACTIVITY
Operational Aims:
Improve strategic
planning process
Develop a five year strategic plan with clearly
defined targets and milestones
HoS, DHoS, School
Manager
Improve business
planning process
Develop a business plan with clearly defined
targets
HoS, DHoS, School
Manager
2009
Annual review 2010 2013
2009 for 2010 – 2013
Plan developed and implemented by end 2009
Annual review 2010 - 2013
Plan submitted with 2009 Strategic Plan
Annual report acquitted against budget plan
Continue to enhance
overall efficiency of
School
Develop a workload
management strategy
Ensure the School
meets process
deadlines
Maintain and further
develop the School
website to become a
‘one stop info shop’
for academic staff
and as an important
public interface
Marketing
Develop integrated harmonised individual area
five year plans
Review School Governance Structure
Reduce number of course offerings
Hold planning sessions
HOA
2009 - 2010
HoS, SoM staff
2009
School Education
Committee
HoS
2010 / 2011
Plans produced and incorporated into strategic
plan
Restructure degree and course offerings
2009 / 2010
Workload management plan developed
2010 - 2013
Agreed workload template rolled out
(see attached)
Use plan in staff review process (Statement of
Expectations)
All process deadlines met
School to embed process management
practices within operational plans including:
• identification of responsible officers
• effective implementation mechanisms
• effective review mechanisms
Consult with stakeholders
Identify SoM officer to develop website
Ensure information on the School website is
accurate and current
HoS, School Manager
HoS, School
Manager,
Development Officers
During 2009 for full
implementation 2010
Availability of website
Develop a marketing strategy
HoS, School Manager
2009 - 2014
Enhanced visibility of SoM and its programs
HoS School of Music
Page 12
2/02/2010 last updated
Attachment 6A
Scholarships
Review existing Scholarships to give them a
strategic focus
HoS, Manager
2009 / 2010
Visibility of scholarships enhanced. Increased
effectiveness in use as part of recruitment
program
2011 - 2013
Two new Masters Scholarships established
each year 2011 - 2013
Develop strategic marketing plan for
scholarships
Create new strategically aligned Masters
Scholarships
HoS School of Music
Page 13
2/02/2010 last updated
Attachment 6A
SCHOOL OF MUSIC
Performance Indicators
2010 variance 2009-2010
2011 variance 2010-2011
2012 variance 2011-2012
2013 variance 2012-2013
2014 variance 2013-2014
24
8.9
29
10.5
29.5
10.5
40
40
0
0
0
0
29.5
10.5
40
0
0
0
0
29.5
10.5
39.5
0.5
0
0
0.5
29.5
10.5
32.9
5
1.6
0
6.6
40
0
0
0
0
Students
Undergraduate
177.875
Postgraduate
25.792
Non Award
0.375
Number of students (EFTSL) 204.042
187.875
25.792
0.375
214.042
10.000
0.000
0.000
10.000
220.875
40.792
0.375
262.042
33.000
15.000
0.000
48.000
249.875
50.792
0.375
301.042
29.000
10.000
0.000
39.000
263.875
65.792
0.375
330.042
14.000
15.000
0.000
29.000
264.875
90.792
0.375
356.042
1.000
25.000
0.000
26.000
International
11.250
Domestic - Full Fees
9.979
Domestic - Commonwealth Funded
182.813
204.042
11.250
9.979
192.813
214.042
0.000
0.000
10.000
10.000
25.250
19.979
216.813
262.042
14.000
10.000
24.000
48.000
35.250
24.979
240.813
301.042
10.000
5.000
24.000
39.000
40.250
34.979
254.813
330.042
5.000
10.000
14.000
29.000
41.250
54.979
259.813
356.042
1.000
20.000
5.000
26.000
2009
Staff
Academic
General (School of Music)
Sessionals
Number of staff (FTE)
Students per academic
Student Mix
Undergraduate
Postgraduate
Non Award
8.50
7.38 -
87.2%
12.6%
0.2%
Student Mix
International
5.5%
Domestic - Full Fees
4.9%
Domestic - Commonwealth Funded
UG
89.6%
1.12
8.88
1.50
10.20
1.32
11.19
0.98
12.07
0.88
87.8%
12.0%
0.2%
0.6%
-0.6%
0.0%
84.3%
15.6%
0.1%
-3.5%
3.5%
0.0%
83.0%
16.9%
0.1%
-1.3%
1.3%
0.0%
80.0%
19.9%
0.1%
-3.1%
3.1%
0.0%
74.4%
25.5%
0.1%
-5.6%
5.6%
0.0%
5.3%
4.7%
90.1%
-0.3%
-0.2%
0.5%
9.6%
7.6%
82.7%
4.4%
3.0%
-7.3%
11.7%
8.3%
80.0%
2.1%
0.7%
-2.7%
12.2%
10.6%
77.2%
0.5%
2.3%
-2.8%
11.6%
15.4%
73.0%
-0.6%
4.8%
-4.2%
Revenues
Fee Revenue
HECS
$
656,403.89
CGS
$
815,145.19
NITA
$ 1,418,969.00
RTS
$
268,969.00
Other (IGS, RIBG, etc)
$
56,465.00
International Student$ Fees140,675.00
Domestic Tuition Fees
$
91,443.78
Net Fee Revenue $ 3,448,070.86
$
714,984.93 $
$
880,023.87 $
$ 1,448,412.75 $
$
274,550.13 $
$
25,265.00 -$
$
144,895.25 $
$
94,657.86 $
$ 3,582,789.80 $
Fee Revenue per student
$
16,898.85
Net Fees excluding $
other and NITA
-
$
$
58,581.04
64,878.69
29,443.75
5,581.13
31,200.00
4,220.25
3,214.08
134,718.94
$
$
$
$
$
$
$
$
16,738.75 -$
$
160.11
-
12,879.58
9,485.54
$
$
HECS/CGS per U/G$Student8,662.54 $
8,867.32 $
RTS per Student $
20,789.81 $
21,221.20 $
HECS/CGS/RTS per$ Commonwealth
9,520.78 Student
$
9,696.25 $
`
Other Revenues
Grants
$
111,666.00 $
50,000.00 -$
ISF per international$student
12,504.44 $
DTF per domestic fee
student $
$ paying
9,163.47
808,172.58
991,662.94
1,479,090.30
393,953.07
101,060.00
340,608.76
195,976.84
4,310,524.50
$
$
$
$
$
$
$
$
93,187.65
111,639.07
30,677.55
119,402.94
75,795.00
195,713.51
101,318.98
727,734.70
$
$
$
$
$
$
$
$
903,985.15
1,115,043.98
1,523,463.01
522,767.24
151,590.00
493,559.40
254,005.87
4,964,414.65
$
$
$
$
$
$
$
$
95,812.57
123,381.04
44,372.71
128,814.16
50,530.00
152,950.63
58,029.03
653,890.15
$
$
$
$
$
$
$
$
966,119.38
1,194,820.36
1,569,166.90
658,955.69
227,385.00
585,860.29
370,702.30
5,573,009.93
$
$
$
$
$
$
$
$
62,134.23
79,776.38
45,703.89
136,188.46
75,795.00
92,300.90
116,696.43
608,595.28
$
$
$
$
$
$
$
$
995,102.96
1,230,664.97
1,616,241.91
802,844.97
341,078.00
623,348.47
608,742.47
6,218,023.74
$
$
$
$
$
$
$
$
28,983.58
35,844.61
47,075.01
143,889.27
113,693.00
37,488.17
238,040.17
645,013.81
$
$
16,449.76 -$
$
288.98
-
$
$
16,490.79
-
$
$
41.02
-
$
$
16,885.77
-
$
$
394.99
-
$
$
17,464.31
-
$
$
578.54
-
375.13
322.08
$
$
13,489.46
9,809.06
$
$
609.88
323.51
$
$
14,001.68
10,168.71
$
$
512.23
359.65
$
$
14,555.54
10,597.80
$
$
553.85
429.09
$
$
15,111.48
11,072.24
$
$
555.94
474.44
204.78
431.39
175.47
$
$
$
9,050.08
21,962.49
10,118.37
$
$
$
182.77
741.29
422.11
$
$
$
9,266.92
22,790.90
10,555.08
$
$
$
216.83
828.41
436.72
$
$
$
9,524.80
23,586.75
11,066.55
$
$
$
257.89
795.84
511.47
$
$
$
9,810.55
24,374.77
11,656.92
$
$
$
285.74
788.02
590.37
61,666.00
$
200,000.00
$
150,000.00
$
300,000.00
$
100,000.00
$
450,000.00
$
150,000.00
$
675,000.00
$
225,000.00
Attachment 6A
ACT Govt
$
132,000.00
Contracts & Consultancy
$
11,911.00
Donations
$
139,500.00
Continuing Education
$
135,000.00
Other Income
$
174,000.00
$
704,077.00
$
$
$
$
$
$
132,000.00 $
12,211.00 $
140,145.00 $
139,050.00 $
179,405.00 $
652,811.00 -$
300.00
645.00
4,050.00
5,405.00
51,266.00
$
$
$
$
$
$
132,000.00 $
12,520.00 $
170,809.35 $
143,221.50 $
131,427.15 -$
789,978.00 $
309.00
30,664.35
4,171.50
47,977.85
137,167.00
$
$
$
$
$
$
Other revenues per $student 3,450.65
$
3,049.92 -$
400.73
$
3,014.70 -$
35.22
$
Net Fee Revenue $
Other Revenues
$
Net Revenue
$
$ 3,582,789.80 $
$
652,811.00 -$
$ 4,235,600.80 $
134,718.94
51,266.00
83,452.94
$
$
$
$
$
$
727,734.70
137,167.00
864,901.70
$
$
$
4,964,414.65
897,360.01
5,861,774.66
560.84
$
19,464.47 -$
324.20
$
560.84) ($
$
$
400.73) ($
160.11) ($
324.20) $
$
$
35.22) $
288.98) ($
236.63 $
$
$
365.51 ($
128.87) $
3,448,070.86
704,077.00
4,152,147.86
Net Revenue per student
$
20,349.51
Change in net revenue rate
Change due to NITA fixed funding
Change due to other student fees
Change due to other revenues
Change in student fees
Expenditures
Salaries
Academic
General
Total Salaries
$
$
$
2,899,540.82
757,765.61
3,657,306.43
$
19,788.67 -$
($
$
$
($
($
560.84) ($
$
$
400.73) ($
160.11) ($
$ 3,357,407.89
$
863,997.03
$ 4,221,404.92
4,310,524.50
789,978.00
5,100,502.50
$
$
$
457,867.07
106,231.42
564,098.49
$
$
$
3,561,568.30 $
799,437.53 -$
4,361,005.83 $
204,160.41
64,559.50
139,600.91
$
$
$
132,000.00
12,838.27
171,493.63
147,518.15
133,509.96
897,360.01
$
$
$
$
$
$
318.27
684.28
4,296.64
2,082.81
107,382.01
$
$
$
$
$
$
132,000.00
13,166.09
172,198.44
151,943.69
135,655.26
1,054,963.48
$
$
$
$
$
$
327.82
704.81
4,425.54
2,145.30
157,603.47
$
$
$
$
$
$
132,000.00
13,503.74
172,924.39
156,502.00
137,864.92
1,287,795.05
$
$
$
$
$
$
337.65
725.95
4,558.31
2,209.66
232,831.57
2,980.85 -$
33.85
$
3,196.46
$
215.61
$
3,616.98
$
420.52
$
$
$
653,890.15
107,382.01
761,272.16
$
$
$
5,573,009.93
1,054,963.48
6,627,973.41
$
$
$
608,595.28
157,603.47
766,198.75
$
$
$
6,218,023.74
1,287,795.05
7,505,818.80
$
$
$
645,013.81
232,831.57
877,845.39
19,471.64
$
7.17
$
20,082.23
$
610.59
$
21,081.29
$
999.06
7.17
33.85)
41.02
$
$
$
$
$
331.37
1.37
330.00
$
$
$
$
$
610.59
215.61
394.99
$
$
$
$
$
603.43
249.46
353.97
$
$
$
$
$
999.06
420.52
578.54
$
$
$
$
$
388.47
204.92
183.55
3,684,747.08
807,340.85
4,492,087.93
$
$
$
123,178.78
7,903.32
131,082.10
$
$
$
3,796,685.57
831,561.08
4,628,246.65
$
$
$
111,938.49
24,220.23
136,158.72
$
$
$
4,051,193.22
856,507.91
4,907,701.13
$
$
$
254,507.65
24,946.83
279,454.48
124,906.68 $
12,239.99 -$
4,175.55
1,351.62
$
$
128,701.21 $
11,503.65 -$
3,794.53
736.33
$
$
137,328.58 $
11,378.42 -$
8,627.38
125.23
Cost per academic $
120,814.20
Academic cost per student
$
14,210.53
$
$
115,772.69 -$
15,685.76 $
5,041.51
1,475.23
$
$
120,731.13 $
13,591.61 -$
4,958.44
2,094.16
$
$
Cost per general staff
$ member
85,142.20
$
82,285.43 -$
2,856.77
$
76,136.91 -$
6,148.52
$
76,889.60
$
752.70
$
79,196.29
$
2,306.69
$
81,572.18
$
2,375.89
Total staff cost per student
$
17,924.31
$
19,722.35
$
1,798.04
$
16,642.41 -$
3,079.94
$
14,921.81 -$
1,720.60
$
14,023.22 -$
898.60
$
13,784.06 -$
239.16
Non salary costs
Site administration costs
$
3,200.00
Consumables
$
287,000.00
Travel
$
124,600.00
Scholarships
$
54,000.00
Misc Operating Expenditure
$
66,250.00
Overheads 20% from
$ 201085,251.42
Total non salary costs
$
620,301.42
Non salary costs per$student3,040.07
$
3,296.00
$
513,510.00
$
193,338.00
$
55,620.00
$
82,937.50
$
656,536.68
$ 1,505,238.18
$
7,032.45
$
$
$
$
$
$
$
$
96.00
226,510.00
68,738.00
1,620.00
16,687.50
571,285.27
884,936.77
3,992.38
$
$
$
$
$
$
$
$
3,394.88 $
557,342.30 $
199,138.14 $
87,288.60 $
80,125.63 -$
670,442.21 $
1,597,731.75 $
6,097.24 -$
98.88
43,832.30
5,800.14
31,668.60
2,811.88
13,905.52
92,493.57
935.21
$
$
$
$
$
$
$
$
3,496.73 $
566,662.57 $
205,112.28 $
89,907.26 $
82,379.39 $
690,555.47 $
1,638,113.70 $
5,441.48 -$
101.85
9,320.27
5,974.14
2,618.66
2,253.77
20,113.27
40,381.95
655.76
$
$
$
$
$
$
$
$
3,601.63 $
586,412.45 $
211,265.65 $
92,604.48 $
84,700.78 $
711,272.14 $
1,689,857.12 $
5,120.13 -$
104.90
19,749.88
6,153.37
2,697.22
2,321.38
20,716.66
51,743.41
321.35
$
$
$
$
$
$
$
$
3,709.68 $
546,604.82 -$
217,603.62 $
95,382.61 $
87,091.80 $
732,610.30 $
1,683,002.83 -$
4,726.98 -$
108.05
39,807.63
6,337.97
2,778.13
2,391.02
21,338.16
6,854.29
393.15
Salary expenditure $ 3,657,306.43
Non salary expenditure
$
620,301.42
Total expenditure $ 4,277,607.85
$ 4,221,404.92
$ 1,505,238.18
$ 5,726,643.10
$
$
$
564,098.49
884,936.77
1,449,035.26
$
$
$
4,361,005.83
1,597,731.75
5,958,737.58
$
$
$
139,600.91
92,493.57
232,094.48
$
$
$
4,492,087.93
1,638,113.70
6,130,201.63
$
$
$
131,082.10
40,381.95
171,464.05
$
$
$
4,628,246.65
1,689,857.12
6,318,103.76
$
$
$
136,158.72
51,743.41
187,902.13
$
$
$
4,907,701.13 $
1,683,002.83 -$
6,590,703.96 $
279,454.48
6,854.29
272,600.19
Total costs per student
$
$
$
5,790.42
$
22,739.65 -$
4,015.15
$
20,363.30 -$
2,376.36
$
19,143.35 -$
1,219.95
$
18,511.04 -$
632.30
20,964.38
26,754.80
Operating Surplus/(deficit)
($
125,459.98) ($ 1,491,042.30) ($ 1,365,582.32) ($
Operating surplus/(deficit)
per614.87)
student ($
($
6,966.13) ($
6,351.26) ($
858,235.09)
$
632,807.22 ($
268,426.98)
$
589,808.11
$
309,869.64
$
578,296.62
$
915,114.84
$
605,245.20
3,275.19)
$
3,690.94 ($
891.66)
$
2,383.52
$
938.88
$
1,830.54
$
2,570.25
$
1,631.37