CELEBRATING 25 YEARS AS A UNIVERSITY PUBLIC AVAILABILITY 28 February 2018 CQUniversity’s Annual Report 2017 is available for download from the CQUniversity website, or by contacting CQUniversity by email The Honourable Grace Grace MP or telephone to request a hard copy. Minister for Education and Minister for Industrial Relations CQUniversity website: www.cqu.edu.au Department of Education Annual Report website: PO Box 15033 www.cqu.edu.au/about-us/structure/governance/annual‑report CITY EAST QLD 4002 CONTACT OFFICER Dear Minister Mrs Joanne Perry Deputy Vice-Chancellor (Student Experience and Governance) I am pleased to submit for presentation to the Parliament the CQUniversity Australia Bruce Highway Annual Report 2017 and financial statements for Central Queensland Rockhampton Qld 4702 University. I certify that this annual report complies with: Australia Email: [email protected] »» the prescribed requirements of the Financial Accountability Act 2009 Telephone: +61 7 4923 2856 and the Financial and Performance Management Standard 2009, and ISSN 1839-2636 »» the detailed requirements set out in the Annual report requirements for Queensland Government agencies. INTERPRETER A checklist outlining the annual reporting requirements can be found at CQUniversity is committed to providing accessible services to people from culturally and linguistically pages 136 and 137 of this annual report. diverse backgrounds. If you have difficulty in understanding the Annual Report, contact CQUniversity Yours sincerely on +61 7 4930 9777 and arrangements will be made for an interpreter to effectively communicate the report to you.

Mr John Abbott COPYRIGHT Chancellor © Central Queensland University 2018

OBJECTIVES OF CQUNIVERSITY'S ANNUAL REPORT This report describes the University’s performance, achievements, outlook and financial position for the calendar year 2017. The report CONTENTS is also of interest to Members of Parliament, CQUniversity staff, students, prospective students, key stakeholders, other universities, researchers and other members of the community. From the Chancellor ���������������������� 1 CQUniversity contributes to the Queensland Government’s objectives for the community through academic excellence, skills About CQUniversity ���������������������� 2 training, career pathways/development, community relationships, fiscal responsibility and new infrastructure. At a Glance ����������������������������� 3 OPEN DATA Vice-Chancellor and President’s Report ����� 4 Open data information on CQUniversity’s consultancies and overseas travel (staff and student) is accessible from the Queensland Highlights ������������������������������� 5 Government Open Data website https://data.qld.gov.au/ or CQUniversity’s Annual Report website: www.cqu.edu.au/about‑us/ Organisational Structure ������������������ 6 structure/governance/annual‑report.

Governance �����������������������������17 ACKNOWLEDGEMENT CQUniversity recognises that its campuses are situated on Country Workforce People and Culture �������������30 for which Aboriginal people have been custodians for many centuries. In acknowledging this, the University pays its respects Strategic Intent and Values ����������������33 to the Elders, past, present and future, for they hold the memories, the traditions, the cultures and hopes of Indigenous Australia. Strategic Plan 2016–2021 �����������������34

Performance Review ���������������������36 CONNECT

Financial Performance ��������������������66 @CQUniversityAustralia /CQUni

Statistics �������������������������������68 @CQUni cqunilife.com Financial Statements ���������������������71 /company/CQUniversity /CQUniversity Glossary �������������������������������135 @CQUniversity vc-cquniversity Compliance Checklist �������������������136

CRICOS: 00219C | RTO: 40939 FROM THE CHANCELLOR

On behalf of the Central Queensland University Council, I am pleased to present the 2017 Annual Report for CQUniversity. This year, in my second year as Chancellor, I was proud to celebrate the University’s 25th anniversary. It was an exciting opportunity to reflect on CQUniversity’s positive contribution to the Central Queensland region over this time, and to the nation, now that we are the only university with a campus presence in every mainland state of Australia. Sustainable regional development is critical for the region and I firmly believe CQUniversity sets the standard for regional advancement and collaboration with community and industry to bring about beneficial economic and social outcomes. This is extremely important and something that everyone connected to CQUniversity should be very proud of. In a rapidly changing world, all universities play a critical role in addressing future challenges and leveraging opportunities as they arise. Over the past 25 years CQUniversity has done just that and will continue to do so over the next 25. That is why CQUniversity is recognised as one of world’s best ‘young universities’. This year, CQUniversity continued on its successful path of growth with increased student numbers, new courses, and continued investment in campus infrastructure and people. CQUniversity’s reputation continued to grow, along with its strong engagement, social innovation and research agendas, further strengthening its position as Australia’s most inclusive university. CQUniversity finished 2017 in a strong financial position, achieved through good financial management and implementing proven business efficiencies. While always aiming to achieve strong financial results, CQUniversity also remains committed to reinvesting surpluses into the communities it serves rather than reporting exceptionally high year-end results. This commitment has contributed to the University’s success and will continue to define it as a university that not only engages with its communities, but also one that creates opportunities and supports regional development. The vocational education and training market remains a challenge for the University; however, we are committed to providing high-quality vocational education and training to Central Queensland, and in the past year we have begun to see positive signs in VET course delivery and student recruitment. FROM THE CHANCELLOR With Council’s commitment and support, and the talent, drive and enthusiasm of the Vice-Chancellor and President and all CQUniversity staff, the University is assured to continue its amazing journey. I very much look forward to witnessing where CQUniversity is in another 25 years! Mr John Abbott Chancellor

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 1 ABOUT CQUNIVERSITY

WHO WE ARE AND WHAT WE DO CQUniversity is proud to be recognised as Australia’s most inclusive university with the highest ratio CQUniversity Australia began its journey 50 years ago of students from disadvantaged, mature age, in 1967 as the Queensland Institute of Technology Aboriginal and Torres Strait Islander, and first-in-family (QIT) Capricornia based in Rockhampton. It has since backgrounds. Graduates from CQUniversity achieve emerged as one of Australia’s truly great universities some of the best employment outcomes, with recent with campuses or study centres in 24 locations across Graduate Careers Australia data showing 80.6 per five mainland states. In recent years, CQUniversity has cent of domestic undergraduate students find full-time achieved remarkable growth in student numbers, new employment within three months of graduation, over courses, new campuses, infrastructure and reputation. 10 per cent higher than the national average at 69.5 Since becoming a university in 1992, initially as the per cent. Data from the Quality Indicators for Learning University of Central Queensland, CQUniversity has and Teaching website also shows that CQUniversity become a comprehensive dual sector institution outperforms most Australian universities delivering offering vocational and higher education to over 30 000 study support, graduate employment and graduate students. CQUniversity’s merger with CQ TAFE in 2014 salary outcomes. brought together more than 175 years of combined CQUniversity is strongly focussed on social innovation experience in delivering education and training, firmly and global outreach, and fosters key partnerships with establishing CQUniversity as one of the largest communities, industry and government in Australia and universities based in regional Australia. The University overseas. Its commitment to engagement and social now has campuses in Adelaide, Brisbane, Bundaberg, advancement led CQUniversity to become Australia’s Cairns, Emerald, Gladstone, Mackay, Melbourne, first and only Ashoka U-recognised changemaker Noosa, Perth, Rockhampton, Sydney and Townsville. campus, part of a global social innovation network. CQUniversity also operates study centres in Biloela, Broome, Busselton, Charters Towers, Karratha and Yeppoon, and delivers courses in Cooma and CELEBRATING 25 YEARS AS A Geraldton in partnership with the university centres in UNIVERSITY those communities. The year 2017 marked 25 years since CQUniversity was granted full university status by the Queensland CQUniversity delivers over 300 education and Government. Although a ‘young university’, training offerings, from short courses and certificates, CQUniversity has a distinguished history back to through to undergraduate, postgraduate and research 1889 when a subcommittee was first convened degrees. Study areas include apprenticeships, trades to establish a technical college in Rockhampton. A and training; business, accounting and law; creative, significant milestone for the University and the many performing and visual arts; education and humanities; communities it has served, it is now captured in engineering and built environment; health; information CQUniversity’s commemorative 25th anniversary book. technology and digital media; psychology, social work and community services; science and environment; Establishing a university in Central Queensland has and work and study preparation. As a pioneer in had a tremendous impact on many regional and delivering distance education, CQUniversity continues remote communities in Queensland. Students in to be a leader in this area with almost half its current these communities no longer had to leave their home students studying off campus, many of whom are in to gain a university education, and those without rural and remote areas. the means to leave their community to study could access higher education locally and continue to live After 50 years of collaborating with stakeholders in and work in the region. Now, 25 years on, many regional Australia, CQUniversity is now a renowned former students continue to serve their communities research institution in several key disciplines, and a in Central Queensland and beyond, running companies leader in community and industry engagement. Its or small businesses, providing local jobs and services, applied research is oriented to achieve positive real- delivering healthcare in hospitals and teaching the world outcomes for the communities we serve. next generation. Australia’s Excellence in Research for Australia CQUniversity’s unique vision for diversity, inclusiveness, evaluation has rated CQUniversity’s research as at, outreach, engagement, research, learning and teaching above or well above world standard in 14 categories of has always been its central driving force. As a ‘young research. These include mathematical sciences, applied university’, CQUniversity has certainly made a great mathematics, psychological and cognitive sciences, contribution to the Australian higher education sector nursing, medical and health sciences, agriculture, and Queensland’s regional communities. environmental science, and mechanical engineering.

2 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT AT A GLANCE »»With 24 campuses and »»2830 students enrolled »»80.6 per cent full-time centres, CQUniversity in a university pathway domestic graduate has the largest or enabling program employment rate (within geographical footprint of the first three months of any Australian university »»Over $3 million worth graduation), exceeding with a presence in of donor and equity the sector average of every mainland state of scholarships available to 69.5 per cent Australia students »»3683 staff members »»More than 300 courses »»1241 students received across Australia, of are available to study, a scholarship or financial whom 2500 are full‑time from professional support development and »»Researchers awarded »»More than $130 000 over $11.2 million in enabling courses, VET raised in the CQUniCares and higher education competitive research fundraising campaign (25 grant funding courses, through to scholarships in 25 days) doctorate degrees to help students in need »»$18.265 million »»CQUniversity welcomed invested in facilities »»More than 680 000 and infrastructure, and 11 568 new students, hardcopy and expanding the total $9.450 million invested online resources in in new technology student cohort to 30 171 CQUniversity’s library »»17 416 students study on network of 13 libraries »»49 artworks acquired

campus, while another across Australia for CQUniversity’s art ABOUT CQUNIVERSITY 13 102 study online collection, comprising »»455 785 visits to campus 952 pieces valued at »»5990 first-in-family libraries more than $2.1 million students »»Over 200 students

travelled abroad as | »»6336 international AT A GLANCE students part of a CQUGlobal Outbound study »»17 299 students from experience regional, rural and remote areas »»6881 students graduated at 14 graduation »»993 Indigenous students ceremonies

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 3 VICE-CHANCELLOR AND PRESIDENT’S REPORT

When the Queensland Government legislated to enact the University of Central Queensland Act in 1992, the Central Queensland region was finally given its own university. The then University College of Central Queensland, based in Rockhampton, was granted full university status. In 25 years, we have since dropped the ‘college’ and have become CQUniversity, a great regional university with a physical presence in 24 locations across the nation. This was not just a significant milestone in the University’s history, but so too for the communities of the Central Queensland region. Establishing a fully- fledged university based in Australia’s beef capital, with satellite campuses in Bundaberg, Emerald, Gladstone and Mackay, signalled the region’s ‘coming of age’ alongside our city counterparts. Young people no longer had to leave home to get a university education, and those who didn’t have the means to move to Brisbane were able to access higher education locally. Students who would have otherwise stayed in the city after graduating instead remained in Central Queensland to start their careers or new businesses, contributing to the local economy and regional development. Now, 25 years on, many of those students who were with us at the beginning continue their success in Central Queensland, running successful businesses, managing large companies, providing care in our hospitals and teaching our children. Some have witnessed their own children follow in their footsteps and graduate from this University. I have worked at a number of universities, but CQUniversity’s connection with its diverse communities is exemplary. I continue to be inspired by our talented staff and students who routinely engage with and serve their communities. It is difficult to imagine what Central Queensland would look like without its university, as it has truly established itself as part of the region’s identity—the lives it has changed and opportunities it has provided are immeasurable. In 2017, our 25th year as a university, we celebrated this success and continued our vision to make CQUniversity one of Australia’s great universities. CQUniversity is setting benchmarks and attracting recognition of our success in education, training and research. How we engage with our communities, deliver research with a direct impact on those we serve, include and embrace people from all backgrounds, and have taken a lead in becoming Australia’s most socially innovative university, are hallmarks of CQUniversity’s values in action. Over the next 10 years, CQUniversity will ‘Dare to be Different’, through a new strategic approach from 2018. We will dare to be different, drawing on our values of engagement and social innovation, leadership, and being a can-do, open, transparent and inclusive organisation to drive positive change, making a difference to all those we serve in Central Queensland and beyond. I am very proud of what this University has contributed to Queensland and Australia over the last quarter of a century—very few universities have achieved as much in that time. It is truly exciting to imagine what the next 25 years will hold for CQUniversity. Professor Scott Bowman Vice-Chancellor and President

4 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT HIGHLIGHTS

CQUniversity celebrated Provost, Professor Helen Bundaberg-based 1. its 25th anniversary as a 7. Huntly, was awarded a 12. Professor Tony Schneiders, university, and 50 years Medal of the Order of named President of the since it was established Australia for ‘services International Federation of in Rockhampton as the to tertiary education in Sports Physical Therapy, Queensland Institute of Central Queensland’ in will lead the global Technology (Capricornia) the Queen’s Birthday collective to promote in 1967. Honours List. sports physiotherapy worldwide alongside his Making reconciliation CQUniversity’s Professor role as CQUniversity’s Head 2. a major priority, 8. Denise Wood, Lecturer of Department for Exercise CQUniversity launched Ms Ann Tonks, and and Health Sciences. its two-year Innovate Alumnus Mr Peter Milne, Reconciliation Action were recognised for their For their ‘outstanding Plan, receiving individual contributions, 13. contributions to student Reconciliation Australia’s each receiving a Member learning’, CQUniversity’s full endorsement. of the Order of Australia Associate Professor Anita award in the Queen’s Bowman and Dr Celeste Recognising three Birthday Honours List. Lawson were awarded 3. decades of work national citations in the protecting Indigenous CQUniversity was 2017 Australian Awards cultural heritage, 9. recognised among the for University Teaching. Associate Professor world’s top two per cent Henrietta Marrie of universities by the CQUniversity Council

was appointed to Times Higher Education 14. Member and Alumnus, VICE-CHANCELLOR AND PRESIDENT’S REPORT the National Cultural and QS World University Ms Patrice Brown Heritage Committee. Rankings, also placing won the Owner/ CQUniversity in the world’s Entrepreneur category CQUniversity education top 100 universities under in the State Finals of the 4. infrastructure expanded, 50 years. Australian Leadership investing $4.4 million in Excellence Awards. the new Perth campus; Times Higher Education $4.5 million in the growing 10. also ranked CQUniversity CQUniversity hosted the Townsville campus; and as a top 100 Asia– 15. successful 2017 Northern establishing a new $1.6 Pacific university and University Games, million chiropractic clinic CQUniversity’s engineering attracting hundreds at the Sydney campus. and technology courses of student athletes in the top 300 in the from Queensland and

A new $850 000 creative | subject rankings. northern New South HIGHLIGHTS 5. arts studio was installed Wales to compete in in Cairns, and a new Australian Financial sporting competitions CQUniversity study centre 11. Review’s BOSS Magazine across Rockhampton opened in Busselton, rankings placed our and Yeppoon. Western Australia. MBA course in the Top 10 of all MBAs across Supporting its Australia, and the number 6. international operations, one regional university CQUniversity opened in Australia offering an a new South East Asia MBA course. office in Delhi, India.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 5 ORGANISATIONAL STRUCTURE

REGIONS CQUniversity is a national university, with 24 locations grouped into 13 distinct regions across five Australian states. These regions feature CAIRNS BROOME a combination of one or more NORTHERN TERRITORY TOWNSVILLE campuses, study centres or CHARTERS TOWERS 2 KARRATHA MACKAY QUEENSLAND hubs, all of which have EMERALD 2 YEPPOON ROCKHAMPTON 2 GLADSTONE unique characteristics. BILOELA

WESTERN AUSTRALIA BUNDABERG Led by an Associate NOOSA BRISBANE Vice‑Chancellor, each SOUTH AUSTRALIA region contributes GERALDTON to the University’s PERTH NEW SOUTH WALES growth, development and ADELAIDE BUSSELTON SYDNEY sustainability, and to achieving VICTORIA ACT university‑wide strategic and MELBOURNE COOMA Campus operational objectives. CQUniversity’s Study Centre/Hub regions promote a positive and Multiple locations per city collaborative culture while seeking out are indicated with a number. TASMANIA and maximising ‘local’ opportunities.

Townsville’s newest campus opened in October to service the growing number of students enrolled at CQUniversity in the Townsville region. State‑of-the-art tutorial rooms, clinical labs and student breakout spaces are among the new facilities.

6 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT CAIRNS AND FAR NORTH ROCKHAMPTON REGION VICTORIA REGION QUEENSLAND REGION CQUniversity Rockhampton City CQUniversity Melbourne CQUniversity Cairns Canning Street, 120 Spencer Street, Cnr Abbott and Shields Street, Rockhampton QLD 4700 Melbourne VIC 3000 Cairns QLD 4870 Phone: +61 7 4930 9000 Phone: +61 3 9616 0555 Phone: +61 7 4037 4777 CQUniversity Rockhampton North WESTERN AUSTRALIA CENTRAL HIGHLANDS Bruce Highway, REGION REGION North Rockhampton QLD 4702 CQUniversity Perth CQUniversity Emerald Phone: +61 7 4930 9000 10 William Street, Perth WA 6000 Capricorn Highway, CQUniversity Yeppoon Phone: +61 8 9260 4000 Emerald QLD 4720 Study Centre Phone: +61 7 4980 4111 26 Tabone Street, CQUniversity Broome Study Hub Yeppoon QLD 4703 Room 4, North Regional TAFE GLADSTONE REGION Phone: +61 7 4930 6200 68 Cable Beach Road, CQUniversity Gladstone City Broome WA 6725 Derby Street, Gladstone QLD 4680 SOUTH AUSTRALIA REGION Phone: +61 408 974 911 Phone: +61 7 4970 7709 CQUniversity Adelaide CQUniversity Busselton CQUniversity Gladstone Marina 44 Greenhill Road, Study Hub Bryan Jordan Drive, Wayville SA 5034 38 Peel Terrace, Gladstone QLD 4680 Phone: +61 8 8378 4523 Busselton WA 6280 Phone: +61 7 4970 7277 Phone: +61 8 9260 4075 CQUniversity Biloela SOUTH EAST QUEENSLAND CQUniversity Geraldton Study Centre REGION Study Centre 64 Valentine Plains Road, CQUniversity Brisbane Geraldton Universities Centre Biloela QLD 4715 160 Ann Street, 33 Onslow Street, Phone: +61 7 4992 4477 Brisbane QLD 4000 Geraldton WA 6530 Phone: +61 7 3295 1188 Phone: +61 8 9920 4400 MACKAY–WHITSUNDAY CQUniversity Karratha Study Hub REGION SUNSHINE COAST REGION Room 701, North Regional TAFE CQUniversity Mackay City CQUniversity Noosa Dampier Highway, Sydney Street, 90 Goodchap Street, Karratha WA 6714 Mackay QLD 4740 Noosaville QLD 4566 Phone: +61 429 007 118 Phone: +61 7 4940 7577 Phone: +61 7 5440 7000

WIDE BAY BURNETT REGION ORGANISATIONAL STRUCTURE CQUniversity Mackay Ooralea TOWNSVILLE AND NORTH Boundary Road, CQUniversity Bundaberg Mackay QLD 4740 WEST QUEENSLAND REGION University Drive (off Isis Highway), Phone: +61 7 4940 7577 CQUniversity Townsville Bundaberg QLD 4670 Level 1, 538 Flinders Street West, Phone: +61 7 4150 7177 NEW SOUTH WALES REGION and 6 Finsbury Place, Townsville QLD 4810 CQUniversity Sydney Phone: +61 7 4726 5300 400 Kent Street, Sydney NSW 2000 CQUniversity Charters Towers Phone: +61 2 9324 5000 Study Hub Charters Towers School of Cooma Study Service Centre Distance Education Cooma Universities Centre 15–23 Brisk Street, 38 Bombala Street, Charters Towers QLD 4820 Cooma NSW 2630 Phone: +61 7 4754 6888 Phone: +61 2 6452 3368

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 7 DIVISIONS key relationships with universities, industry and community organisations. These visits sought to secure VICE-CHANCELLOR AND PRESIDENT’S new opportunities for staff and student exchanges, DIVISION establish new partnerships and academic and research collaborations, review international recruitment activities The Vice-Chancellor and President’s Division comprises and opportunities for expansion, and to join important a broad portfolio of responsibilities, undertaken by the student exchange programs in India and Nepal. Director and University Secretary, the Development and Alumni Relations Directorate, and senior advisory In late 2017, the Governance Directorate moved to the and executive support staff. The Division also supports Division, under the Director and University Secretary’s the Student Representative Council and offers student portfolio, following the departure of Ms Jenny Roberts, assistance through the Student Advocacy Officer role. former Deputy Vice-Chancellor (Student Experience and Governance). The former portfolio was split across The Director and University Secretary’s portfolio includes three areas: student residences moved to International Corporate Governance, Corporate Communications, the and Services; student experience moved to Strategic University Art Collection, Events and Graduation, Internal Development; and governance, events and graduations Audit, Legal, and an administrative team providing moved to this Division. guidance to the University’s Student Representative Council. The University’s Student Ombudsman The Governance Directorate comprises CQUniversity’s reports to the Director and University Secretary for corporate, student and vocational governance administrative purposes but functions separately functions and ensures appropriate support of its formal as an objective and independent review officer. The governance structure, policy framework, the issuing Director and University Secretary is also responsible for of awards, and a range of compliance and service managing the University Council’s operations. obligations. The Directorate also manages processes related to student complaints, grievances, appeals and The Development and Alumni Relations Directorate behavioural misconduct. was transferred to the Vice-Chancellor and President’s Division in early 2017 to more closely Events and Graduation facilitates engagement with align development and alumni engagement with stakeholders, manages core University events and the University’s strategic direction, placing a greater delivers 14 graduation ceremonies across Australia focus on philanthropic activity and engagement. The to celebrate student commitment and success. Directorate manages all stakeholder relationships and Graduation ceremonies are the most significant events communication related to fundraising, partnerships, on the CQUniversity calendar, and are well attended large donations and bequests, and with CQUniversity’s by the senior executive, the University community, almost 100 000 alumni across the globe. graduating students, and their families and friends. Reporting to the Vice-Chancellor and President, the The Internal Audit and Advisory team play an essential specialist government relations officer manages University-wide role in providing audit and advisory official government communications with local, state services as part of CQUniversity’s governance and federal governments, informing politicians on framework. Further details are in the Governance CQUniversity’s strategic developments and activities, section of this report. and lobbying government for support and funding. As CQUniversity's official ‘voice’, Corporate Through 2017, the Division advocated and supported Communications informs the University community University-wide activities aligned with CQUniversity’s about key activities, such as the University’s 25th year ‘Dare to be Different’ strategic vision and values, and anniversary events; achievements in education, training, continued to drive CQUniversity’s strong engagement, research and social innovation; staff, students and social innovation and inclusiveness agendas. The alumni success; CQUniversity’s positive impacts in the Division promotes the University to local, national community; and strategic direction, partnerships and and international audiences, facilitaties key events, investments. Through various communication channels identifies and nurtures partnerships, ensures and media, including BE Magazine, CQUniversity good governance and identifies new opportunities reaches people locally and across the globe. for growth, engagement and giving back to the CQUniversity supports the visual arts created by communities CQUniversity serves. students, staff and artists in the region by exhibiting In 2017, the Vice-Chancellor and President visited and acquiring their artworks. Activities associated various countries, including Bangladesh, China, with the University Art Collection contribute to India, Indonesia, Nepal and Singapore, to nurture CQUniversity’s engagement agenda and cultural life.

8 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT This year, 78 artworks were acquired, including 15 in the professional development of its teaching and works from the touring CQU Creates 2017 exhibition. research staff to attract and retain more students and By December, the Art Collection comprised 952 works improve performance outcomes. valued at over $2.1 million, with many displayed in facilities across CQUniversity’s centres. INTERNATIONAL AND SERVICES DIVISION The Campus Canvas project, launched in 2016, The International and Services Division helps continued to transform Rockhampton North campus CQUniversity to maintain its position as one of the buildings into striking artworks by local artist, Mr Bill largest, highly service-oriented and engagement-driven Gannon. Ranging in size from tiny possums to portraits universities in Australia through its diverse corporate adorning entire external building walls, these murals service functions. Directorates in this portfolio have added vibrancy to the campus and proved popular influence and support the entire University operation with the local community and tourists. in partnership with internal colleagues and external organisations. The Division comprises: TERTIARY EDUCATION DIVISION »» Marketing From early 2017, the Tertiary Education Division (TED) »» International commenced operations providing a fully-integrated »» Facilities Management tertiary education experience for students, after »» Information and Technology (including Library amalgamating the former Vocational Education and Services) Training (VET) and Higher Education Divisions. The »» Procurement Division now functions within a holistic structure, »» Student Residences supporting students through their entire learning »» People and Culture, and journey from enabling and preparatory courses through »» various overseas recruitment offices, commercial and to certificate, diploma, degree and postgraduate retail functions. coursework studies. This structural and functional integration offers students the opportunity and choice The International portfolio manages CQUniversity’s to study in and move seamlessly between enabling, global operations, including recruitment, education vocational, degree and research higher degree delivery, compliance, and government relations learning pathways. through embassies across the globe. Recruitment offices are located in India, China and Singapore to The Division focuses on enhancing the quality of assist international students to enrol at CQUniversity. teaching and learning across CQUniversity, with an emphasis on inclusive education to maximise Through its Facilities Management team, the student success. TED also supports the University’s Division plans and manages major capital works and social innovation and reconciliation agendas through infrastructure developments to meet growing demands professional development and curriculum initiatives, on CQUniversity’s facilities. The Division’s Information and staff and student mobility activities. and Technology team manages multiple information technology projects, installing new or integrating TED comprises eight areas, including Learning and existing IT systems to upgrade ICT infrastructure that ORGANISATIONAL STRUCTURE Teaching Services, VET Operations and Growth, and six supports learning, teaching and research. integrated schools: »» Access Education (incorporating the Academic The Procurement Advice team supports CQUniversity Learning Support Unit, and enabling and VET general to control costs, mitigate procurement-related risk education courses) and achieve the best value for the University and the »» Business and Law communities it serves. »» Education and the Arts The Division also plans and implements growth »» Engineering and Technology opportunities within and for CQUniversity, while the »» Health, Medical and Applied Sciences, and Marketing Directorate provides whole-of-university »» Nursing, Midwifery and Social Sciences. marketing services that contribute to CQUniversity’s strong growth in domestic and international markets. The Division works with other divisions to achieve the University’s goals of promoting a quality student study Responsible for attracting CQUniversity’s workforce, experience, supporting educational pathways, providing enhancing its capability, and creating a positive flexible education opportunities, and supporting workplace culture, the People and Culture Directorate industry and community stakeholders through social implements the full spectrum of human resource innovation. The Division also takes a leadership role management programs and staff support services.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 9 Late in 2017, the Division expanded its portfolio, functions to meet the unique needs of each region. assuming responsibility for the University’s Student With 13 Associate Vice-Chancellors overseeing the Residences, which provide student accommodation University’s 24 locations across five Australian states, in Rockhampton and Mackay. The Division promotes the Division has a strong impact on organisation‑wide these facilities to potential students and manages the engagement, staff and student experience, as well as residences’ day‑to-day operations. growth, development and innovation. The Office of Indigenous Engagement engages with RESEARCH DIVISION University staff, students, community members and CQUniversity’s Research Division was established industry to provide support, opportunities and improve in 2016 with a mission to grow engaged research outcomes for Aboriginal and Torres Strait Islander and foster a research culture. It is responsible for people and communities. The team play a pivotal role in implementing CQUniversity’s vision of excellence in providing advice on educational pathways for Indigenous research and innovation and facilitating researcher students, promoting and leading quality Indigenous productivity and high-quality research higher degree research, providing Indigenous engagement advice student completions. and resources for CQUniversity staff, and stimulating Working in partnership with other divisions, the regional, national and international partnerships that Research Division has a specific focus on research enhance opportunities for First Nations Peoples. growth, engagement and stakeholder linkages, Through its emerging ‘Dare to be Different’ strategy, research higher degrees, and research support and CQUniversity strives to empower its staff and environment. The Division plays a fundamental role students to make a real difference in society, and in supporting the University to engage with regional, work together with communities to draw out the national, and international research communities and social innovation required to address some of the industry partners to increase research activity and offer world’s most difficult social challenges. The Office of outstanding research programs for staff and students. Social Innovation provides leadership and expertise in The Division’s main responsibilities include research higher realising the University’s social innovation aspirations degrees, project development, research grants, research through strategies such as curriculum redevelopment, partnerships, research contracts and commercialisation, education and orientation programs, research research performance and reporting, and research ethics. partnerships and grants, change champions, and Responsible for enabling growth in research excellence stakeholder engagement. and impact, the Division takes a leadership role in supporting and strengthening a research environment STUDENT EXPERIENCE AND STRATEGIC that will inspire staff and students to grow their research DEVELOPMENT DIVISION portfolio and exceed research performance expectations. As its name suggests, the Student Experience and Strategic Development Division comprises two core ENGAGEMENT AND CAMPUSES DIVISION areas of responsibility that significantly contribute to The Engagement and Campuses Division includes CQUniversity and student outcomes. CQUniversity’s Associate Vice-Chancellors, each Committed to leading the way in growing student responsible for leading their region within the regional numbers and contributing to the success of students network. The Division also comprises the Engagement and the University as a whole, the Division embraces Office, the Office of Indigenous Engagement, and the continuous development of customer services and Office of Social Innovation. systems, and strives to deliver outstanding service and Changes of note during the year included the a great university experience for students. introduction of CQUniversity’s 13th region (and The Student Experience Directorate oversees student appointment of its Associate Vice-Chancellor) for the advice and services, admissions and enrolments, Sunshine Coast area, relocation of the Development equity and access (including management of and Alumni Relations Office to the Vice-Chancellor and CQUniversity’s widening student participation strategy), President’s Division, and brief oversight of the Business student communications, student retention and Development and Industry Engagement Directorate. Indigenous student support. The Directorate manages Responsible for leading the University’s engagement CQUniversity’s VET in Schools and CQUni Connect and social innovation agendas, as well as its regional programs, and provides a compelling and positive structure, the Engagement and Campuses Division plays student experience through initiatives that contribute to a fundamental role in working collaboratively across the student success. organisation, linking the critical academic and operational

10 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT High school students from across the Rockhampton region collaborated on an art tile project to commemorate CQUniversity’s 50th year anniversary.

The Strategic Development Directorate focuses on major In 2017, the Division focused on enhancing the development projects, nationally and internationally, University’s business intelligence function, and taking the lead on key strategies driving growth, the this will continue into 2018 when the ‘DataSmart’ development of new products and new locations, system is established. This new system will enhance employer engagement, reputation management and reporting by increasing the number of data sources and impact. These projects include applications of technology integration to improve the University’s cross-system to innovative ways of delivering learning; expanding analytical capability. North Queensland campuses in Cairns and Townsville; CQUniversity’s planning and risk system was also developing short course and professional development overhauled in 2017, following the appointment of a new education products; and leveraging relationships Strategic Planning and Risk Manager. The new process with universities in the sister cities of CQUniversity’s achieves better integration between strategic and ORGANISATIONAL STRUCTURE Queensland locations. operational plans, and the budget. FINANCE AND PLANNING DIVISION The Corporate Budget team also reviewed the capital budget process, resulting in system improvements. The The Finance and Planning Division comprises five rollout of ‘Smart Publisher’ in the FinanceOne system main functions: financial accounting and operations, also produced improvements in the monthly reporting corporate budget, strategic planning, risk management, process. Ongoing enhancement to FinanceOne will and business intelligence and analytics. A key continue, including the introduction of Smart Publisher, responsibility is to generate reports on CQUniversity’s the Financial Management Dashboards, interfacing performance, as well as predictive reports on its for student scholarships and prizes, and major process future strategic and financial directions for the Council improvements through digital automation. and executive management, using strong business intelligence. The Division also provides reports to external stakeholders, ensures compliance with the University’s statutory authority obligations, sets the strategic direction in conjunction with the Council, and manages risk as an integrated process in conjunction with the other divisions.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 11 Seated (from left): Ms Narelle Pearse, Professor Helen Huntly OAM. Standing (from left): Professor Andy Bridges, Professor Grant Stanley, Professor Pierre Viljoen, Mr Alastair Dawson, Professor Scott Bowman, Mrs Joanne Perry.

EXECUTIVE MANAGEMENT

VICE‑CHANCELLOR AND PRESIDENT Professor Scott Bowman

SENIOR DEPUTY PROVOST DEPUTY DEPUTY DEPUTY DEPUTY DIRECTOR, VICE‑CHANCELLOR VICE‑CHANCELLOR VICE‑CHANCELLOR VICE‑CHANCELLOR VICE‑CHANCELLOR VICE‑CHANCELLOR AND (INTERNATIONAL AND (ENGAGEMENT, (FINANCE AND (RESEARCH) (STUDENT EXPERIENCE PRESIDENT’S DIVISION SERVICES) CAMPUSES AND PLANNING) AND STRATEGIC AND UNIVERSITY MACKAY–WHITSUNDAY DEVELOPMENT) SECRETARY REGION) Mr Alastair Professor Professor Professor Professor Ms Narelle Pearse Mrs Joanne Perry Dawson Helen Huntly OAM Pierre Viljoen Grant Stanley Andy Bridges

Student Experience Vice-Chancellor International and Tertiary Education Engagement and Finance and Research Division and Strategic and President’s Services Division Division Campuses Division Planning Division Development Division Division

12 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT VICE-CHANCELLOR AND PRESIDENT Brisbane City Council, and executive roles in Brisbane Water and Coliban Water in Victoria. Mr Dawson is a Professor Scott Bowman business turnaround and execution specialist, having TDCR, DCR, HDCR CollRadiog, FAETC City&Guilds, MA successfully rebuilt numerous businesses across the GuildHall, MBA USC, PhD OpenUK, FAIM, FQAAS country in the public and private sectors. Professor Bowman began his professional life as a Mr Dawson held the roles of Chief Executive Officer radiographer. Along with professional qualifications of the Victorian Farmers’ Federation, the Beaudesert in this area, he also holds masters degrees in politics Shire Council and the Rockhampton Regional Council, and business administration and a PhD in clinical before taking on the then Deputy Vice-Chancellor decision‑making. Since moving to Australia, he has held (International and Services) role at CQUniversity. senior positions at Charles Sturt University, the University Mr Dawson has a Bachelor of Arts (Communication and of South Australia, and James Cook University. Media) from the University of Southern Queensland, a In August 2009 Professor Bowman was appointed Masters in Business Administration from the University as Vice‑Chancellor and President of CQUniversity, of Central Queensland, and has completed several and has since led an ambitious program of renewal courses at Harvard University. He is also a fellow of the and growth aimed at making CQUniversity Australia’s Australian Institute of Management and a member of most engaged university. Professor Bowman also led the Australian Institute of Company Directors. CQUniversity through its successful 2014 merger with CQ TAFE, establishing Queensland’s first dual sector, PROVOST comprehensive university. Professor Helen Huntly OAM Under Professor Bowman’s leadership, the University DipT(HlthPhysEd) KGCAE, BEd BCAE, MEdSt, EdD CQU has been ranked among the world’s top 600 universities, As Provost, Professor Huntly is responsible for and one of the world’s best ‘young’ universities, featuring leading and supporting CQUniversity’s strategic and in the top 100 rankings of the Times Higher Education operational academic agendas for the Tertiary Education and QS World University Rankings. Division portfolio. Professor Huntly provides executive Professor Bowman has a strong vision for social leadership to whole-of-university strategy, operational innovation at CQUniversity and is committed to plans and policy, together with their associated ensuring social innovation principles become leadership, planning, implementation and management embedded in the University’s culture and curriculum, responsibilities. through its role as an Ashoka U-recognised The role leads the design and delivery of an changemaker campus. integrated portfolio of vocational and higher education Professor Bowman is a board member of the Northern qualifications enabling CQUniversity to become a Australia Advisory Committee and is Universities fully comprehensive (dual sector) university. It also Australia’s Lead Vice-Chancellor for Indigenous Education. drives the development of new courses, qualifications and growth in student load, as well as engagement with industry and the wider community in terms of

SENIOR DEPUTY VICE-CHANCELLOR ORGANISATIONAL STRUCTURE (INTERNATIONAL AND SERVICES) teaching, accessibility and educational quality. Mr Alastair Dawson Professor Huntly was appointed to her role as Provost in BA DDIAE, MBA CQU, MAICD, FAIM December, 2016. Before her current appointment, she was Deputy Vice-Chancellor (Industry, Vocational Training Mr Dawson is responsible for oversight and strategic and Access Education Division), the Dean of the School management of the facilities and services that support of Education and the Arts, and held senior academic the University’s overall operations. As a member of the and management roles in the Division. Professor Executive Management team, he undertakes strategic Huntly’s distinguished career in education began in the planning, oversees various commercial operations, Queensland State schooling sector as a teacher. and leads key University business services across the international and services portfolios. Most recently, Professor Huntly was awarded a Medal of the Order of Australia in the 2016 Queen’s Birthday Before his appointment to CQUniversity, Mr Dawson Honours List for services to tertiary education in Central had extensive experience in leading capital-intensive, Queensland. Her qualifications include Doctor of complex community-linked organisations, with more Education (CQU 2004), Master of Education Studies (CQU than 10 years in senior roles in some of Australia’s 1999), Bachelor of Education (BCAE1980), and a Diploma largest councils and water utilities, including the of Teaching Health and Physical Education (KGCAE 1980).

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 13 DEPUTY VICE-CHANCELLOR (ENGAGEMENT, CAMPUSES AND MACKAY–WHITSUNDAY REGION) Professor Pierre Viljoen BA(Hons), MA PU for CHE, PhD (Industrial Psychology) NWU, Psychologist (QLD), MAPS As Deputy Vice-Chancellor of the Engagement and Campuses Division, Professor Viljoen leads the University’s engagement and campuses agenda and has executive responsibility for the University’s 13 Associate Vice-Chancellors and the Engagement portfolio comprising the Engagement Office, the Office of Social Innovation and the Office of Indigenous Engagement. His role extends across CQUniversity’s national footprint, and is aimed at supporting the development of sustainable communities and an equally sustainable university. Professor Viljoen is also the Associate Vice-Chancellor CQUniversity Provost, Professor Helen Huntly, was awarded a responsible for the Mackay–Whitsunday region, Medal of the Order of Australia for ‘services to tertiary education overseeing and supporting local engagement and in Central Queensland’ in the Queen’s Birthday Honours List. social innovation, growth and development, the student experience and campus culture across the region’s two sites. monitoring, business intelligence and analytics, and financial reporting. Ms Pearse places strong emphasis Professor Viljoen moved to Gladstone from South on keeping internal stakeholders well informed of the Africa in 2006 where he initially served as Head of University’s financial position and reports regularly to Campus for three years before commencing the the University Council and its subcommittees. She dual role of leading the Mackay campus and the also oversees the University’s reporting obligations engagement agenda from 2010. He was appointed to to external stakeholders and regulatory authorities his current role in July 2014. including the State and Federal Governments. Professor Viljoen serves on a variety of internal and Ms Pearse commenced in this role in February 2014, after external boards, including Reef Catchments and serving three years on the CQUniversity Council. She Ministerial appointments to the Mackay Hospital has a range of qualifications in commerce and business, Foundation and Regional Development Australia including a Master of Commerce, an Executive Master Mackay–Isaac–Whitsunday. He holds a doctorate of Business Administration, and a Graduate Diploma in degree in industrial psychology, has a passion for Economic Development. Ms Pearse is a fellow of the organisational development, and is highly committed Australian Institute of Chartered Accountants and an to CQUniversity as a vehicle to support development alumnus of the University, having successfully completed of sustainable communities through engagement, a Graduate Diploma in Psychology. In addition to her social innovation and giving back. qualifications, Ms Pearse has served as a registered tax agent and has over two decades of experience in a range DEPUTY VICE-CHANCELLOR (FINANCE of public and corporate account roles in the private sector. AND PLANNING) Ms Narelle Pearse DEPUTY VICE-CHANCELLOR (RESEARCH) BComm JCU, GradDipPsych CQU, EMBA, MComm Professor Grant Stanley QUT, FCA BEng (Chem), PhD Melb Ms Pearse has executive responsibility for the As Deputy Vice-Chancellor (Research) and a member University’s financial, planning, risk management, and of the Executive Management team, Professor business intelligence activities. As the University’s Chief Stanley leads CQUniversity’s future research direction Financial Officer, she is also responsible for executing and performance. Professor Stanley’s focus is on the University’s external financial reporting requirements strategic planning, capacity-building, quality assurance, as a statutory authority and oversees the financial excellence, and evaluation to achieve the University’s cycle, from planning through to budget, performance

14 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT research and innovation goals. Chair of the Research In 2013, Professor Bridges was appointed Head of Committee of Academic Board and a member of Bundaberg campus, a role which evolved to become the Research Higher Degrees Committee, he is also Associate Vice-Chancellor (Wide Bay Burnett). In responsible for developing and implementing policies, this role, he led extensive growth in taught courses, regulatory compliance, and reporting and responding to facilities and research outputs in the Wide Bay sector changes that affect research and the University. Burnett region. Professor Stanley commenced at CQUniversity in 2010 Professor Bridges became acting Provost in April 2016, as Dean of Medical and Applied Sciences. He was while continuing as the Associate Vice-Chancellor appointed as Pro Vice-Chancellor (Research) in 2013 (Wide Bay Burnett). As Provost, he oversaw the and appointed as Deputy Vice-Chancellor (Research) in Higher Education Division restructure, resulting in 2016 to lead the Research Division. Professor Stanley consolidation of the higher education and VET schools holds undergraduate and postgraduate degrees from into one division. From November 2016, he was the University of Melbourne and has a background in appointed to his current position, a new role expanding applied microbiology and biochemical engineering. in late 2017 to include responsibility for the former Student Experience portfolio. Professor Bridges Professor Stanley has ongoing research interests in also continues in his leadership of the Wide Bay biofuels and experience in researching and teaching Burnett region. microbial metabolism, fermentation systems, bioreactor design, and bioremediation. Through his career, he has been awarded Australian Competitive Category 1 DIRECTOR, VICE-CHANCELLOR AND funding grants and has supervised 15 PhD students to PRESIDENT’S DIVISION AND UNIVERSITY completion. Professor Stanley also holds an international SECRETARY patent, has published more than 110 refereed and non- Mrs Joanne Perry refereed articles, and has an h-index of 21. AssDipBus(HospMgt) CQTAFE, MTEdMgt Melb Professor Stanley has been on the organising committee Following an early career in the hospitality industry, of national and international conferences and is currently Mrs Joanne Perry worked at several organisations a Director on the Rail Manufacturing CRC Board and a in Mackay, during and after completing an Associate member of the Advance Queensland Expert Panel. He Diploma of Business (Hospitality Management) at is also an Associate Editor of the journal Biotechnology Central Queensland TAFE (CQ TAFE). Later relocating for Biofuels. to Rockhampton, she completed further study at CQ TAFE in business administration, then moved into a DEPUTY VICE-CHANCELLOR (STUDENT role at Rockhampton-based Swanwick, Murray and EXPERIENCE AND STRATEGIC DEVELOPMENT) Roche Lawyers. Professor Andy Bridges After working as a Legal Secretary for several years, BSc(Hons)(AppPsych), PhD Wales, CPsychol AFBPsS Mrs Perry began her career at CQUniversity in 1996 Professor Bridges graduated in 1991 from the with the Finance Department. Since then she has undertaken many projects and roles at the University University of Cardiff, Wales with an honours degree ORGANISATIONAL STRUCTURE in applied psychology and the Hywel Murrell prize for including positions in the Chancellery, Corporate the highest marks in his year. Following graduation, he Communications, and the Vice‑Chancellor and spent two years researching applications of psychology President’s Division. For much of her CQUniversity after which he returned to Cardiff to complete his PhD. career, Mrs Perry has supported the Vice‑Chancellor and President and Deputy Vice‑Chancellors in various Professor Bridges worked at metropolitan and roles, including her current position as Director, regional universities in the United Kingdom, his Vice‑Chancellor and President’s Division and University last appointment as Associate Dean (International Secretary. In 2014, Mrs Perry completed a Masters and Development) in the Faculty of Health and Life of Tertiary Education Management at the University Sciences at Coventry University. He then joined of Melbourne. CQUniversity in August 2010 as Dean of the School of Health and Human Services, based in Bundaberg. Mrs Perry took up her current position in late 2017. In this role he led extensive growth in taught courses In addition to her ongoing responsibility for the and research in the School, which became the School Student Representative Council, Audit and Advisory, of Human, Health and Social Sciences, making major Corporate Communications, Student Ombudsman, contributions to CQUniversity’s research income and its and the University Art Collection, she has assumed 2015 Excellence in Research for Australia outcomes. responsibility for managing University Council operations and the Governance Directorate.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 15 CQUniversity alumnus, Ms Susan Head, won the CQU Creates 2017 Award with this colour linocut print depicting corals, fish, jelly fish and shells.A diver’s view, 2017 Linocut 67 x 61 cm. Purchased by CQUniversity, 2017.

Former student, Ms Veronika Zeil, won the CQU 2017 Anniversary Award with this acrylic painting depicting the iconic landmarks, structures, artworks and logo of the Rockhampton campus, from 1967 to today. Milestones at home campus, 2017 Synthetic polymer paint on canvas 92 x 91.5 cm. Purchased by CQUniversity, 2017.

16 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT GOVERNANCE

CQUNIVERSITY COUNCIL

As CQUniversity’s governing body, the Council is responsible for managing and controlling the University’s affairs, property and finances, and promoting its interests and aspirations. The Council’s functions, powers and membership responsibilities are set out in the Central Queensland University Act 1998. Council members are duty-bound to act honestly and with integrity; exercise due care, skill and diligence in their duties; make appropriately informed decisions; and to act always in CQUniversity’s interests. The University’s Council members as at 31 December 2017 are listed below.

CHANCELLOR (CHAIR) Mr John Abbott Ms Helen Motti (second from left), construction management VICE-CHANCELLOR AND PRESIDENT graduate, and her Aunt Trina Motti (far right), who completed an Professor Scott Bowman accounting degree, met Vice-Chancellor and President Professor Scott Bowman and Deputy Chancellor Dr Robyn Minchinton at PRESIDENT, ACADEMIC BOARD CQUniversity’s Townsville graduation ceremony, where Helen Professor Bronwyn Fredericks delivered the graduate response address.

MEMBERS APPOINTED BY THE GOVERNOR‑IN‑COUNCIL Table 1: Council members’ meeting attendance Mr Graham Carpenter Meetings Total Ms Mary Carroll Members attended meetings Emeritus Professor Robert Castle Mr John Abbott 6 6 Mr Peter Corones AM Dr Robyn Minchinton (Deputy Chancellor) Professor Scott Bowman 5 6

ADDITIONAL MEMBERS APPOINTED BY COUNCIL Professor Bronwyn Fredericks 6 6 Ms Patrice Brown Mr Graham Carpenter 6 6 Mr Joel Buchholz Ms Mary Carroll 3 6 Mr Mark Peters Emeritus Professor Robert Castle 6 6

ELECTED MEMBERS Mr Peter Corones AM 6 6 Mr Shirish Pandey (Student member) Dr Robyn Minchinton 6 6 Mr Bruce Young (Professional staff member) Ms Patrice Brown 5 6 SECRETARY TO COUNCIL Mr Joel Buchholz 6 6

Director, Vice-Chancellor and President’s Division GOVERNANCE and University Secretary Mr Mark Peters 5 6 Ms Joanne Perry, AssDipBus(HospMgt) CQTAFE, Mr Benjamin Brown (term of office 5 5 MTertEdMgt Melb concluded 27 October 2017)

Dr John Fitzsimmons (resigned 7 MINUTES SECRETARY 5 5 November 2017) Director, Governance Mr Shirish Pandey (appointed 1 Ms Kylie White, BMmSt CQU, GradCertQualAss 0 0 Melb, GAICD December 2017) Mr Bruce Young 6 6

Council meetings were held on 17 February, 3 May, 12 July, 25 August, 25 October and 24 November 2017.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 17 MR JOHN ABBOTT MR GRAHAM CARPENTER BEng(Mech) QIT, LLB QUT, CPEng, RPEQ, GradDipMgt CIAE, MBA CQU, FCA, FAICD FIEAust, MAICD Mr Carpenter is a Chartered Mr Abbott has had a long career Accountant and former partner in operations and business of BDO Australia. He is a board management in power generation, member and also chairs a number of oil and gas, chemicals and minerals audit/compliance/risk committees. processing. He has engineering and law qualifications, Mr Carpenter’s experience includes senior positions and is a fellow of the Institution of Engineers with Queensland and Victorian Treasuries, and as the Australia. Mr Abbott has had a long association with Northern Territory Auditor-General. Mr Carpenter brings CQUniversity through its development of postgraduate financial management, audit and risk expertise as well courses in engineering. as experience in corporate governance.

PROFESSOR SCOTT BOWMAN MS MARY CARROLL TDCR, DCR, HDCR CollRadiog, FAETC MAICD City&Guilds, MA GuildHall, MBA USC, PhD OpenUK, FAIM, FQAAS As Chief Executive Officer of Capricorn Enterprise, Ms Carroll In his role as Vice-Chancellor and is responsible for its overall President, Professor Bowman drives management including marketing, the strategic planning, financial and economic development, events and external affairs of the University across its network visitor servicing. Ms Carroll also represents the region of campuses and study locations. He is the force and industry on a number of committees. She brings behind CQUniversity’s renewal and transformation destination marketing, corporate governance and strong into a comprehensive education, training and research relationship-building skills to her many roles, and has institution, and its continuing growth as a strong received industry recognition for her contributions with regional university. Professor Bowman’s background is numerous awards. Ms Carroll’s career has included a in the fields of radiography and imaging. broad range of private and public sector roles, through PROFESSOR BRONWYN her work in the hospitality and tourism industry, a mining FREDERICKS engineering firm, a union and a political party. CertIVComCult Creative Connections, CertIVTrainAssess GladTrainServ, EMERITUS PROFESSOR DipTeach(Sec) BCAE, BEd, MEd QUT, ROBERT CASTLE MEdSt UTas, PhD CQU MEc Syd, DLett(hon causa) UOW, Fellow Professor Fredericks is the President UOWD of Academic Board, and leads the Office of Indigenous Emeritus Professor Castle is an Engagement in her roles as Pro Vice-Chancellor economist with extensive experience (Indigenous Engagement) and BHP Billiton Mitsubishi in international education and Alliance Chair in Indigenous Engagement. She holds academic administration. He was Deputy Vice‑Chancellor qualifications in education and health, is a recipient of (Academic) at the University of Wollongong and has several highly competitive awards, and has worked served in many advisory roles in higher education. in Australian and New Zealand universities. Professor Fredericks also has experience in the Australian and MR PETER CORONES AM state government healthcare and human service Mr Corones is a business proprietor sectors, as well as non-government and community- with a strong business background. based health and human service organisations. Much of his working life was spent in community involvement and local government, including 14 years as Mayor of Gladstone City. Mr Corones has a wealth of experience and knowledge in industrial development, tourism, education and training, and environmental responsibility. His civic duties include membership of a number of key private and government boards across three decades. Mr Corones was appointed a Member of the Order of Australia in 2009 for his service to the Gladstone region community.

18 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT DR ROBYN MINCHINTON MR MARK PETERS BAppSc(MLS) RMIT, GradDipScsComm BA Macq, LLB Sydney, MSc Oxf, FAICD, CQU, PhD London FIML Dr Minchinton is a medical scientist; Mr Peters has practised as a lawyer her career has spanned over 40 for over 30 years in the United years in the public health sector in Kingdom, New South Wales and diagnostics and research in hospitals, Queensland. Mr Peters has a strong the Red Cross Blood Service and higher education. She background in commercial litigation and now practises is experienced in executive and laboratory management, solely in employment law and workplace relations. He and corporate and research governance, and is a has a passion for good corporate governance, particularly consumer representative on several Cancer Australia in education, having held board positions in one of committees. Dr Minchinton is dedicated to mentoring Queensland’s largest group training apprenticeship students and early-career scientists, supports research schemes, and in a leading independent school in North collaborations and real community involvement in Queensland where he was Chairman for over 12 years. research, and champions lifelong learning for everyone. MR SHIRISH PANDEY MS PATRICE BROWN BBusAdmin Pokhara CertSugarTech TAFE, CertMaritimeEnvMgt Mr Pandey was a class representative Lloyds, DipBus AICD, BAppSc(Chem) CQU, in his college while completing MEng(Civil) UNSW, MEIANZ his bachelor degree at Pokhara Ms Brown is an entrepreneur University, and was committed to and business owner with assisting the students in his college qualifications and experience in to address students’ issues. He was also a banker at science, engineering and business. She established Siddhartha Bank Limited in Nepal. Mr Pandey is currently CQG Consulting almost 15 years ago, providing the Council’s elected student member, and is studying environmental, planning and engineering services a Master of Professional Accounting at the University’s throughout regional Queensland and South East Sydney campus, where he also works as a student Asia. Ms Brown has a rural background and is a Peer Advisor. CQUniversity graduate. MR BRUCE YOUNG MR JOEL BUCHHOLZ BAppSc(Math&Comp) UCQ, APESMA, BEd(Sec)(Hons) CQU, GradCertCS PNUE, ITPA FRSA, MACEL, MACE Mr Young is the elected Mr Buchholz is the Principal of professional staff member on Pimlico State High School in Council. Currently Senior Systems Townsville. He has taught and Engineer in the Information and held leadership roles in a range Technology Directorate, Mr Young is an alumnus and of public schools in rural, regional and metropolitan long-standing staff member of CQUniversity, who settings and in remote Indigenous communities. has been part of the University’s journey from its Mr Buchholz has also held advisory and board days as the Capricornia Institute roles with a focus on youth, education and regional development. Mr Buchholz is one of 12 Queensland Plan Ambassadors appointed by the Premier to

lead community engagement and provide strategic GOVERNANCE advice on the State’s 30‑year strategic plan, and has served on several high‑level committees.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 19 COUNCIL HIGHLIGHTS a self-reflection process reviewed the Council’s 2017 Council’s 2017 highlights include: operations finding the Council was performing very well. The Council will continue to improve its operations. »» approving the 10-year ‘Dare to be Different’ Strategic Intent, the Strategic Plan 2018–2022, and the Council member professional development is University’s key performance indicators undertaken as a continuous improvement measure, »» approving budget forecasts and the 2018 budget supported by an annual professional development plan »» monitoring CQUniversity’s finances and and budget. Professional development consists of major projects regular ‘in house’ briefings on key issues before each »» considering CQUniversity’s footprint and meeting, focus item discussions during meetings, and campus directions, future major projects attendance at conferences and other events. and blue sky opportunities In 2017, Council members were briefed on several »» approving CQUniversity’s new Risk key issues relevant to CQUniversity’s current and Appetite Statement future operations. Topics included growing vocational »» revising the Chancellor’s Committee Terms education and training; the Emerald campus; social of Reference innovation; the fundraising strategy; CQUniversity’s »» approving the Council member appointment budget and the Federal Government’s budget process and updated member selection criteria. implications; the University’s commissioned External Review of Corporate and Academic Governance Council's May planning and strategy session Report; the University Re-registration Project; and considered CQUniversity’s current situation and CQUniversity’s research. operational assumptions, explored the University's long-term vision, and began developing the next Council members attended CQUniversity’s official 10-year plan to be implemented after the renewal induction as a changemaker campus at the 2017 plan concludes. Focus items in the session included Ashoka U Exchange in Miami, USA. Members also feedback received on the next 10-year plan; the participated in the Company Directors Course through University’s strategic pillars, and its values and the Australian Institute of Company Directors, and caring culture; engagement and social innovation; CQUniversity’s annual Senior Leadership Conference. vocational education and training; and the future operating environment. COUNCIL REMUNERATION Council members may elect to be remunerated, COUNCIL COMMITTEES which must comply with CQUniversity’s Council Council has five subcommittees, each with a Remuneration Policy. Remuneration is in recognition specialist function that supports the Council to of all activities and functions related to Council oversee CQUniversity’s operations: membership. The University also covers out-of-pocket »» Academic Board expenses related to Council meeting attendance. Full details of remuneration and expenses paid to members »» Audit, Risk and Finance Committee are available on CQUniversity’s website (www.cqu.edu. »» Ceremonial and Honorary Awards Committee au/about-us/structure/governance/annual-report). »» Chancellor’s Committee (an executive appointments committee, a Council membership committee, and executive committee of Council), and »» Strategic Planning and Projects Committee.

COUNCIL EVALUATION AND PROFESSIONAL DEVELOPMENT In line with best practice corporate governance, CQUniversity conducts coordinated committee performance evaluations. When each meeting concludes, a Council member evaluates the meeting by reviewing its quality and effectiveness and the documents provided. Online self-evaluation surveys have been conducted after the final meeting each year CQUniversity Council member and alumnus, Ms Patrice Brown, for over a decade, and have consistently found the won the 2017 Owner/Entrepreneur category of the Queensland Council’s operations to be successful. In November, State Finals of the Australian Leadership Excellence Awards.

20 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT GOVERNANCE Further amendments, removing CQUniversity’s ability to make statutes and requiring it to create an elections UNIVERSITY ESTABLISHMENT policy, will take effect on proclamation in 2018. AND FUNCTIONS The University was established and derives its UNIVERSITY GOVERNANCE CODE OF functions and powers from the Central Queensland BEST PRACTICE University Act 1998 (the Act). The Act establishes the The University Council adopted the Voluntary Code University as a body corporate, with a seal, that may of Best Practice for the Governance of Australian sue and be sued in its corporate name. Section 5 of the Universities in September 2011. It’s purpose is to Act outlines the University’s functions: ensure Council members understand their roles and a. to provide education at university standard duties, and to foster transparency and accountability b. to provide facilities for, and encourage, study in CQUniversity’s governance arrangements by and research strengthening performance evaluation practices. The c. to encourage the advancement and development University undertakes an annual review of its compliance of knowledge, and its application to government, with the Code to ensure ongoing compliance and industry, commerce and the community to further strengthen governance practices. As at 31 December 2017, the University continued to meet the d. to provide courses of study or instruction (at Code’s requirements. the levels of achievement the council considers appropriate) to meet the needs of the community TERTIARY EDUCATION e. to confer higher education awards REGULATORY OVERSIGHT f. to disseminate knowledge and promote scholarship As a dual sector university, CQUniversity delivers g. to provide facilities and resources for the wellbeing higher education and vocational education and training of the university’s staff, students and other persons (VET). The University’s operations and education undertaking courses at the university delivery are regulated by two national bodies, the h. to exploit commercially, for the university’s benefit, Tertiary Education Quality and Standards Agency a facility or resource of the university, including, (TEQSA) and the Australian Skills Quality Authority for example, study, research or knowledge, or the (ASQA). CQUniversity maintains its status as a practical application of study, research or knowledge, self‑accrediting higher education university with belonging to the university, whether alone or with TEQSA through ongoing compliance with national someone else, and legislation and standards, including the Higher i. to perform other functions given to the university Education Standards Framework 2015. The University under this or another Act. also maintains its status with ASQA as a registered The Act was amended by the University Legislation training organisation by complying with the Standards Amendment Bill 2017, receiving royal assent on 13 for Registered Training Organisations 2015. To ensure October 2017. Amendments include: CQUniversity’s qualifications are of the highest »» Council ability to delegate its authority to approve possible standard, they are accredited through expenditure of funds available to the University by University and ASQA governance processes to meet way of bequest, donation or special grant Australian Qualifications Framework requirements. »» powers delegated by Council to the Vice‑Chancellor In 2017, CQUniversity’s registration was due for and President could be further delegated by the Vice- renewal with TEQSA and ASQA, including registration Chancellor to an appropriately qualified CQUniversity as a course provider to international students with the GOVERNANCE staff member Commonwealth Register of Institutions and Courses »» the definition of indictable offence was amended for Overseas Students (CRICOS). The University to align with the definition applicable to most other accepted an invitation from TEQSA and ASQA to statutory bodies in education and training portfolios, undertake joint re-registration, rather than two obliging Council members to disclose criminal separate processes. conviction details and changes in these circumstances CQUniversity implemented the Joint Re-Registration »» the requirement of the Deputy Chancellor to act Project to prepare for registration renewal and ensure as Chancellor when the Chancellor is absent from compliance with the relevant standards, including the State was replaced with a requirement to act new higher education standards introduced from as Chancellor if that office is vacant and during all January 2017. The project involved a range of activities, periods when the Chancellor is absent from duty. including a gap analysis to identify and address any

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 21 non-compliance and areas for improvement; policy/ COMMITTEE STRUCTURE process reviews and enhancements; submission of re-registration applications documenting evidence of compliance; and hosting ASQA audit site visits COUNCIL late in the year. Re-registration applications were Ceremonial and submitted in September. ASQA and TEQSA will advise Vice-Chancellor and Honorary Awards CQUniversity of re-registration outcomes in early 2018, President Committee and provide an opportunity to respond and implement improvements if required. Vice‑Chancellor's Chancellor's Committee Advisory Committee GOVERNANCE HIGHLIGHTS CQUniversity promotes good governance practices, and Executive Audit, Risk and Finance these are supported by a range of policy documents. These Management Committee practices are adopted by Council and all CQUniversity Committee decision-making committees, resulting in enhanced business efficiencies, accountability and transparency. Strategic Planning and Projects Committee External scrutiny of the University’s student-related Reconciliation Action activities occurred throughout the year by the Plan Committee Queensland Ombudsman, who investigated student Academic Board complaints. The most common outcome was that the Student Representative University followed its processes appropriately, with Council occasional suggestions for continuous improvement. Continuous improvement activities in regard to Academic Appeals governance practices in 2017 included: Committee »» an external review of CQUniversity’s corporate and academic governance arrangements, resulting in a positive report with minor recommendations Education Committee for improvement »» constitution of the Student Participation and Retention Committee, responsible for Learning and Teaching University‑wide planning, direction and Committee implementation of all projects and activities aimed at improving student participation, retention and completion Research Committee »» greater delegation of policy approval to Council and Academic Board subcommittees »» development of a framework and associated Research Higher Degrees Committee templates to effectively manage right to information and information privacy applications Social Innovation »» commencement of a register of legislative Engagement compliance obligations, identifying the corresponding Committee University policy document approved to administer the legislation and associated reporting cycles Student Participation »» implementation of a new committee website, and Retention streamlining the meeting documentation Committee publishing process »» development, feedback and testing of CQUniversity’s new academic governance enterprise system, and »» an investigation to review CQUniversity’s committee system, structures and operations.

22 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT STATUTORY OBLIGATIONS The Code of Conduct provides guidance on the conduct of all staff members and embodies the ethical WORKING WITH CHILDREN values of integrity and impartiality, accountability (RISK MANAGEMENT AND SCREENING) ACT and transparency, commitment to the system of The Working with Children (Risk Management and government, participating as a community of scholars, Screening) Act 2000 aims to promote and protect the and promoting the public good. The Code details “the rights, interests and wellbeing of children and young standards we live by” and is to be read in conjunction people in Queensland and requires all employees and with the University’s policies and procedures. The volunteers working with children and young people to requirement to comply with the Code, and the rights have a current positive notice (known as a Blue Card). and obligations of staff and individuals affiliated with CQUniversity requires all staff in certain categories the University in relation to contraventions of the Code, (such as student counsellors) to hold Blue Cards as a are detailed in the University’s Enterprise Agreement. condition of their employment. The University’s Zero Tolerance program covers EDUCATION SERVICES FOR OVERSEAS the requirements of the Code of Conduct and staff STUDENTS (ESOS) ACT obligations under the Act. All new staff members are required to attend a Zero Tolerance training session The Commonwealth’s ESOS Act 2000 and upon commencement; current staff members must the National Code of Practice for Registration attend refresher training every two years. Authorities and Providers of Education and Training to Overseas Students 2007 (National Code) provide TAFE QUEENSLAND ACT nationally‑consistent standards for registered higher The TAFE Queensland Act 2013 established TAFE education providers in their provision of education to Queensland and provisions for establishing dual sector international students and the registration of courses. entities. The Act also prescribes the requirements for CQUniversity maintains a range of policy documents to entities to provide an operational plan including its comply with the Act and the National Code. contents, when the draft must be submitted, and the FINANCIAL ACCOUNTABILITY ACT requirement to comply with the agreed operational plan. This legislation reflects machinery-of-government The University continued to monitor compliance with changes resulting in the transfer of Central Queensland the Financial Accountability Act 2009 and the Financial TAFE, a Queensland Government public sector entity, and Performance Management Standard 2009. The to CQUniversity to become a dual sector university Audit and Advisory team performs financial compliance from 1 July 2014. reviews each year as part of its annual Internal Audit Plan to assure Council’s Audit, Risk and Finance WORK HEALTH AND SAFETY ACT Committee that the University is compliant with CQUniversity provides a safe and healthy environment the legislation. for its staff, students, visitors and contractors as is PUBLIC INTEREST DISCLOSURE ACT required by the Queensland Work Health and Safety Act 2011. The University’s Occupational Health and The Public Interest Disclosure Act 2010 encourages the Safety Unit and policy framework provides direction disclosure of information about suspected wrongdoing to all levels of management and operations to foster in the public sector to ensure it can be properly a positive and proactive organisation-wide health and evaluated and, if necessary, appropriately investigated. safety culture. As part of this framework, CQUniversity CQUniversity’s Public Interest Disclosure Management implements risk management, emergency response and Policy and Procedure provides information on the process wellness at work strategies, and adopts a ‘zero tolerance’ of disclosures, which are first made to the University and GOVERNANCE approach to bullying, sexual harassment and unlawful then reported to the Queensland Ombudsman. discrimination. PUBLIC SECTOR ETHICS ACT INFORMATION SYSTEMS AND RECORDKEEPING The CQUniversity Code of Conduct reaffirms the The University is required to make and keep full and University’s commitment to the ethical principles accurate records of its activities and have regard to set out in the Queensland Public Sector Ethics Act any relevant policy, standards and guidelines made by 1994. The Code goes beyond the Act’s emphasis the State Archivist about making and keeping public on good public administration to demonstrate how records in compliance with Queensland’s Public ethical principles are fundamental to the operations Records Act 2002. Accordingly, CQUniversity retains of the University; and these are also reflected in the records as long as required in compliance with its University’s value of ‘openness’. retention and disposal schedules.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 23 CQUniversity applies whole-of-government information terms of reference are reviewed every second year, policies and standards, including Information Standard with the review informed by the annual committee 40 and Recordkeeping and Information Standard 31 self‑evaluation process. to ensure CQUniversity’s records are accountable, As at 31 December 2017, CQUniversity had 459 policy reliable and secure. The University’s systems are also documents and committee terms of reference, with supported by internal guidelines, procedures and 114 documents published that were new or reviewed policies for managing information and records. and 27 documents that were expired. During 2017, CQUniversity conducted targeted recordkeeping training tailored to each business area’s DELEGATIONS OF AUTHORITY needs, including their interpretation and use of the The Delegations of Authority Policy details the University’s business classification scheme. In October authorities within CQUniversity to exercise powers and 2017, a revised Records Management Policy and carry out certain actions for which University staff and Procedure introduced the digitisation and early disposal officers are accountable. The delegation of authority and of paper source records and reinforced the ‘born digital’ powers is accompanied by appropriate internal control paperless office concept in practice. The University’s structures and systems to enable efficient but controlled central archive facility is consistently managed, and the operation of the business. The policy and its schedules decentralised archive facilities disposed of 1400 archive are updated as required and reviewed in accordance boxes of records in line with the approved retention with the University’s policy review schedule. and disposal schedule. EXTERNAL SCRUTINY POLICIES AND PROCEDURES In June 2017, the Queensland Audit Office tabled CQUniversity’s policy documents (including policies, its report, ‘Universities and grammar schools: 2016 procedures, plans, and codes along with related forms results of financial audits (Report 18: 2016–17)’ in and templates) are published online for ease of access the Queensland Legislative Assembly. This report by staff, students and the general public. The Policy summarises the results of financial audits by the Document Development and Review Procedure and Queensland Audit Office of the seven Queensland public associated templates set out the requirements for universities and their controlled entities with a financial developing, reviewing and approving University policy year end of 31 December 2016. It provides an overview documents, and includes a three-yearly review cycle. of the universities’ finances as at 31 December 2016 and A University-wide template for committee terms of of the financial accounting issues that arose during the reference includes a number of mandatory sections audits. The report is available on the Queensland Audit to support good governance practices. Committee Office website (www.qao.qld.gov.au).

As exemplars of CQUniversity’s ‘giving back’ culture, Townsville campus staff and students swapped notepads and pens for gloves and bags to participate in the national Clean Up Australia Day activity.

24 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT RISK MANAGEMENT AUDIT COMMITTEE AND ACCOUNTABILITY The University Council has an established Audit, Risk and Finance Committee (previously known as Audit, RISK MANAGEMENT FUNCTION Compliance and Risk Committee). This committee Risk management is a core component of CQUniversity assists the Council to discharge its responsibilities governance, integrating strategy and planning, prescribed in the Financial Accountability Act 2009, management, reporting processes, values and culture. the Financial and Performance Management The University’s Enterprise Risk Management policies Standard 2009, and other relevant legislation and and procedures, oversight structures, and systems form prescribed requirements. a holistic framework for managing risks effectively. This The committee assists the University Council to fulfil framework aims to maximise opportunities and minimise its oversight responsibilities in regard to: adverse risks as CQUniversity strives to implement its »» CQUniversity’s frameworks for performance strategic plan. The plan’s strategic intent and objectives management, risk management and internal control requires CQUniversity to continue its rapid expansion which in turn demands a risk appetite that embraces the »» performance of the internal audit and external taking and effective management of risks. audit functions »» the integrity of CQUniversity’s financial and budget The University’s risk management framework information, systems and reporting, including those documents management’s support for well- of the University’s subsidiary companies managed risk-taking to exploit opportunities to »» ensuring a healthy and safe workplace improve outcomes and outputs. The University’s risk »» applying good corporate governance principles, and registers outline risks to the achievement of strategic and University plan goals, and demonstrates how »» ensuring strong compliance with legislative CQUniversity has integrated risk management into its requirements. planning process. External committee members may elect to be CQUniversity’s ‘risk appetite’, i.e. the amount and type remunerated in accordance with CQUniversity's of risk it is willing to take to meet strategic objectives, Council Remuneration Policy. Full details are available establishes the benchmark for monitoring risks and on CQUniversity's website (www.cqu.edu.au/about-us/ sets the boundaries of acceptable business conduct. structure/governance/annual-report). In August, the Audit, Risk and Finance Committee The committee meets six times throughout the year endorsed the University’s Risk Appetite Statement and and is responsible for reviewing, discussing and Risk Hierarchy, which has since been articulated to staff promptly reporting to the University Council in relation and will undergo annual review by the University Council. to the above areas. An additional special meeting was The Risk Appetite Statement guides strategic and held in October. Meeting attendance for 2017 is shown operational decision-making by the University Council, in Table 2. management and staff, and although the University has limited appetite for risk in many of its activities Table 2: Audit, Risk and Finance Committee meeting attendance it acknowledges the need at times to undertake Meetings Total Members activities that inherently carry greater risks. As such, attended meetings the University’s risk appetite will vary depending on the activity and the associated potential risks and impact. Mr Graham Carpenter (Chair) 7 7 In 2017, CQUniversity updated its Risk Management Dr Robyn Minchinton 7 7 GOVERNANCE Policy and Procedure and introduced a new staff Mr Mark Peters 6 7 intranet, known as StaffNet. This system has vastly Ms Mary Carroll 2 6 improved staff access to essential information to guide decision-making and includes an interactive ‘risk Dr John Fitzsimmons (resigned 7 5 5 dashboard’, which graphically presents information November 2017) about the organisation's strategic, university, Mr Peter Maundrell 1 1 operational and project risks.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 25 University management representatives regularly committee. The team conducts audits and reports on attend committee meetings to provide members with the University’s financial and operational systems and necessary reports and briefings. Representatives controls, reporting processes, and activities, designed include the Vice-Chancellor and President, members of to manage risks and achieve CQUniversity’s objectives. the Executive Management team, and the Manager, Through its work, CQUniversity is able to ensure it is Internal Audit. External auditors have a standing operating efficiently, effectively and ethically. In turn, invitation to discuss any matters regarding their audit of the internal audit function assists management to CQUniversity’s financial statements with the committee. continuously improve business performance. During 2017, a review of the Council and its Audit and Advisory’s work is guided by an approved subcommittees’ terms of reference and reporting multi-year strategy, which defines the vision, purpose, schedules was undertaken to ensure effective values, priorities and challenges for the internal audit governance and oversight of the Council and delegated function over the next three years. Operationally, a risk- powers. The committee operated within the framework based annual plan guides the scope of audit coverage established by its terms of reference with due in the University and is used to deploy resources in the regard to the Audit Committee Guidelines issued by most effective and efficient manner. The annual plan Queensland Treasury and Trade. strives to achieve the dual objectives of assuring audit coverage of the areas identified as representing the The committee undertook annual self-evaluation greatest current risk, while assuring broad coverage of and reporting to the University Council. To ensure its the University’s business operations over time. evaluation was comprehensive, the survey instrument was aligned with the committee’s terms of reference Audit and Advisory staff apply their combined and informed by better practice guidance previously experience and judgment, consideration of the published by the Queensland Audit Office. In University’s documented or identified risks, and addition, the committee continued to sustain strong extensive consultation with CQUniversity’s executive committee practice. management, other stakeholders, and external auditors to assess the overall level of risk for each area within The committee continued to focus on high priority the audit scope of responsibility. Strategic and annual areas with considerable success, receiving information plans are submitted for review to the Audit, Risk on key risks, considering all Queensland Audit Office and Finance Committee, and recommended to the audit recommendations and resolving any outstanding University Council for approval. Both the audit scope external and internal audit recommendations, and and the annual plan are reviewed on a quarterly basis undertaking private sessions with the external and to ensure currency and effective coverage of escalating internal audit functions as required. or emerging risks. INTERNAL AUDIT FUNCTION In 2017, planning, monitoring, reporting, and review The University Council has established the internal processes occurred to ensure Audit and Advisory audit function as a key component of CQUniversity’s operated effectively, efficiently and economically. The governance framework. The function’s responsibilities Audit, Risk and Finance Committee, which provides are defined in a charter, approved by the Council. guidance, ongoing monitoring and regular reviews of The function is required to govern itself by adhering audit operations, received regular reports from Audit to mandatory professional guidance, published by and Advisory on performance to plan and any additional the Institute of Internal Auditors: the Core Principles, special audit requests completed during the year. Definition of Internal Auditing, Code of Ethics and The Audit and Advisory team is also responsible International Standards. Adherence to the University’s for supporting the committee, liaising with external policies and procedures, Code of Conduct, and defined auditors to ensure a properly coordinated overall values is also mandated. assurance framework, and submitting an annual report The Audit and Advisory team operates independently to the committee on Audit and Advisory’s performance. of University management, structures and systems In its support for the committee’s operations, the Audit to assist the Council and the Audit, Compliance and Advisory team gives due regard to Queensland and Finance Committee to effectively discharge Treasury and Trade’s Audit Committee Guidelines. their oversight responsibilities. Although the Audit and Advisory team reports administratively to the Director, Vice-Chancellor and President’s Division and University Secretary, it reports functionally to the

26 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT UNIVERSITY-CONTROLLED ENTITIES CQU DEVELOPMENT PTE LTD The University has formed a number of entities that On 3 May 2017, the University Council approved the further the functions of the University in accordance establishment of a subsidiary company to be based in with the Central Queensland University Act 1998. The Singapore for the purposes of student recruitment and University Council monitors the entities’ performance international business administration for CQUniversity through its Audit, Risk and Finance Committee, which in the South East Asia region. The entity is wholly- receives quarterly financial statements, an annual owned by the University and the Board comprises the report on progress, and an annual business plan. Each following members: of the following controlled entities prepares a set of financial statements for audit by the Queensland CHAIR Audit Office. Once certified, the financial information Professor Scott Bowman, TDCR, DCR, HDCR is combined with that of the University to produce a CollRadiog, FAETC City&Guilds, MA GuildHall, MBA consolidated financial position (refer to the financial USC, PhD OpenUK, FAIM, FQAAS statements in this report). BOARD MEMBERS AUSTRALIAN INTERNATIONAL CAMPUSES Associate Professor Vincent Wee, DipNautSt Singapore TRUST AND AUSTRALIAN INTERNATIONAL Polytechnic, MBA CSU, DProf(TransSt) CQU CAMPUSES PTY LTD Mr Alastair Dawson, BA DDIAE, MBA CQU, MAICD, The Australian International Campuses Trust is a FAIM unit trust and was established to hold the shares Ms Narelle Pearse, BComm JCU, GradDipPsych CQU, of C Management Services Pty Ltd on behalf of EMBA, MComm QUT, FCA CQUniversity. The Australian International Campuses Pty Ltd is the trustee for the trust and CQUniversity is COMPANY SECRETARY the sole beneficiary of the trust and holds all units on Mr Oliver Quek, Oliver Quek & Associates, Singapore issue. The Board comprises the following members: CQU TRAVEL CENTRE PTY LTD CHAIR This company provides travel agency services and Mr Graham Carpenter, GradDipMgt CIAE, MBA CQU, educational travel programs for University staff and FCA, FAICD students as well as the general public. The entity COMPANY SECRETARY is wholly-owned by the University and the Board comprises the following members: Mrs Joanne Perry, AssDipBus(HospMgt) CQTAFE, MTertEdMgt Melb CHAIR Professor Scott Bowman, TDCR, DCR, HDCR C MANAGEMENT SERVICES PTY LTD CollRadiog, FAETC City&Guilds, MA GuildHall, MBA C Management Services Pty Ltd is a wholly-owned USC, PhD OpenUK, FAIM, FQAAS subsidiary of CQUniversity that is currently not trading. The Chair of the Board was not paid a fee. The Board BOARD MEMBERS comprises the following members: Mr Alastair Dawson, BA DDIAE, MBA CQU, MAICD, FAIM CHAIR Ms Narelle Pearse, BComm JCU, GradDipPsych CQU, Professor Scott Bowman, TDCR, DCR, HDCR EMBA, MComm QUT, FCA GOVERNANCE CollRadiog, FAETC City&Guilds, MA GuildHall, MBA USC, PhD OpenUK, FAIM, FQAAS Mrs Joanne Perry, AssDipBus(HospMgt) CQTAFE, MTertEdMgt Melb COMPANY SECRETARY Mr Alastair Dawson, BA DDIAE, MBA CQU, COMPANY SECRETARY MAICD, FAIM Mrs Joanne Perry, AssDipBus(HospMgt) CQTAFE, MTertEdMgt Melb

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 27 HEALTH TRAIN EDUCATION SERVICES PTY LTD OTHER BODIES Health Train Education Services Pty Ltd, trading (NON‑CONTROLLED ENTITIES) as Train@ CQUniversity, was a registered training organisation (RTO ID 4017) registered under the HORTICAL PTY LTD national regulator, Australian Skills Quality Authority This venture was initiated as a joint venture between (ASQA). The RTO was acquired by CQUniversity on 1 CQUniversity and Colour Vision Systems (CVS) June 2012. The company delivered vocational education to commercialise their respective interests in and training services online and on campus as per its non-invasive fruit sorting technology. To this end, ASQA Scope of Registration and Scope of Delivery. In CQUniversity and CVS granted HortiCal a licence on 2015 the Directors resolved to wind up the operations. the intellectual property relating to the use of near During 2016 students were transferred to another infrared spectroscopy. HortiCal’s business is to support provider or taught out. The company ceased trading research and development and to commercialise the on 26 August 2016. In 2018 the Directors will apply to intellectual property it holds. the Australian Securities and Investment Commission for voluntary deregistration of the company. The Board RAIL INNOVATION AUSTRALIA PTY LTD comprises the following members: This company was established to hold the intellectual CHAIR property generated by the previous cooperative research centre, the CRC for Railway Engineering and Professor Scott Bowman, TDCR, DCR, HDCR Technologies, which closed in 2007. CollRadiog, FAETC City&Guilds, MA GuildHall, MBA USC, PhD OpenUK, FAIM, FQAAS

BOARD MEMBERS Ms Narelle Pearse, BComm JCU, GradDipPsych CQU, EMBA, MComm QUT, FCA

MASK-ED INTERNATIONAL PTY LTD Mask-ED International Pty Ltd aims to commercialise intellectual property developed through the University’s undergraduate nursing qualification. The intellectual property is a novel experiential learning process that provides a realistic and humanistic simulation experience. In May 2017, Council approved the addition of Professors Helen Huntly and Kerry Reid-Searl as MASK-ED Board members. The entity is wholly- owned by the University and the Board comprises the following members:

CHAIR Professor Helen Huntly OAM, DipT(HlthPhysEd) KGCAE, BEd BCAE, MEdSt, EdD CQU

BOARD MEMBERS Ms Narelle Pearse, BComm JCU, GradDipPsych CQU, EMBA, MComm QUT, FCA Professor Kerry Reid-Searl, RN, RM, BHlthSc UCQ, MClinEd UNSW, PhD CQU, MRCNA Former Deputy Vice-Chancellor (Student Experience and COMPANY SECRETARY Governance), Ms Jenny Roberts, left CQUniversity in October Mrs Joanne Perry, AssDipBus(HospMgt) CQTAFE, 2017 following a successful 22-year career from 1995. MTertEdMgt Melb Ms Roberts was a passionate advocate of ethical corporate governance, inclusive tertiary education and providing the best possible student experience. Ms Roberts was Secretary to the University Council and served on CQUniversity’s subsidiary company boards.

28 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT The mural on Building 7 at CQUniversity’s Rockhampton North campus captures the likenesses of Aunty Ollie, custodian of the Darumbal people, and CQUniversity Indigenous CQUni Connect Officer, alumnus and Darumbal traditional owner, Mr Malcolm Mann.

The mural was created by artist Mr Bill Gannon and his sons Luke and Jon Watson as part of the ‘Canvas on Campus’ project.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 29 WORKFORCE PEOPLE AND CULTURE

PEOPLE AND CULTURE CQUniversity’s professional development review and CQUniversity must attract, develop, reward and retain staff leadership development programs. Recognised as a of the highest quality and provide a working environment best practice activity, the Performance Enhancement that enables them to maximise their capacity to contribute Program was again showcased at the Annual AHEIA to the University in achieving its mission. The People and Benchmarking Conference and is being introduced in Culture Directorate implemented actions and plans to other universities. move the University forward in the areas of workplace health and safety, employee and industrial relations, INDUCTION AND PROFESSIONAL Indigenous employment, equity, salaries, superannuation, DEVELOPMENT systems and professional development. Increasing the CQUniversity enhanced its corporate induction Directorate’s capacity and ability to meet the current and program in response to staff feedback, resulting in a future needs of the organisation is the primary focus. new corporate induction refresher ‘Fall in love again with CQUni’, conducted in February. All staff were WORKFORCE PLANNING FRAMEWORK required to complete the refresher to meet compliance The University’s Workforce Planning Framework includes obligations and update staff about the University. the following key components: accessing planning CQUniversity continued to focus on staff professional data and plans, analysing current operations, scenario development, including its Outside Studies program and planning and forecasting, identifying planning initiatives a number of conferences and development activities. and strategies, approving and implementing plans, and The annual CQUniversity Staff Conference was held, post-implementation review and evaluation. In 2017, attracting 250 staff from across every campus. The workforce planning was embedded into the strategic University also hosted its annual Senior Leadership planning cycle with all divisions given the opportunity to Conference, bringing together over 80 senior staff review and update school and directorate plans. members to discuss leadership development, strategic initiatives and the University’s future direction. WORKFORCE ATTRACTION AND Academic and professional staff members without a RETENTION STRATEGIES teaching qualification in higher education participated in The University’s introduction of the Recruit for the Graduate Certificate in Tertiary Education to prepare Success program in previous years is accomplishing for a teaching role. To date, 52 staff have graduated from its goal through better hiring decisions, with feedback this program. from applicants and panel members indicating the improvements achieved. CQUniversity’s People CQUniversity’s leadership programs, ‘Enhancing the Capability Framework provided the foundation to Leader in You’ and ‘Interpersonal Intelligence’, along reinforce the behavioural characteristics required to with a specific customer service development program support the University’s values and to inform selection continued, attracting 209 staff. A new senior leadership of appropriate candidates. Also, position descriptions course was also piloted in 2017. The Graduate for University roles are continuously reviewed to Certificate in Authentic Leadership, comprising ensure consistency across new and existing positions. postgraduate units in leadership and management, was delivered intensively to staff over 12 months. The University also undertook negotiations for a new Launched in June, the pilot drew positive feedback Enterprise Agreement that will provide terms and from participants and will be continued in 2018. conditions for all staff in a single agreement and be used as an attraction and retention tool. The University’s Zero Tolerance Refresher program requires all staff to refresh their knowledge of PERFORMANCE MANAGEMENT FRAMEWORK workplace harassment (including the issues of bullying, sexual harassment and unlawful discrimination) every The Performance Enhancement program continues two years. to reinforce the importance of ongoing meaningful two-way conversations for staff and supervisors. STAFF RECOGNITION Designed and co-facilitated in cooperation with the Australian Higher Education Industrial Association, the CQUniversity recognises outstanding staff achievements Managing for Success program provides opportunities through its Staff Award program. Award categories for CQUniversity’s supervisors to develop their skills in include learning and teaching, research, research effective and ongoing performance discussions. This higher degree supervision, service, engagement program aligns with other activities, including Recruit and professional staff contribution. Details of staff for Success, the People Capability Framework, and recognition are in the Performance Review section.

30 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT In 2017, 19 academics were promoted: CQUniversity’s Employee Assistance program »» Professor (Academic Level E): 2 staff (2 female) continued for all staff and their immediate families. This »» Associate Professor / Senior Research Fellow service included access to free counselling sessions (Academic Level D): 3 staff (2 female, 1 male) via face-to-face meetings, email and telephone. »» Senior Lecturer / Research Fellow (Academic Level C): 8 staff (7 female, 1 male) INDUSTRIAL AND EMPLOYEE RELATIONS »» Lecturer / Senior Research Officer / Senior FRAMEWORK Postdoctoral Research Fellow (Academic Level B): The University’s Joint Consultative Committee is an 6 staff (4 female, 2 male). active, robust and productive forum, which contributed to the effective management of industrial relations INDIGENOUS EMPLOYMENT issues. The committee, comprised of management and As at 27 November 2017, 49 staff self-identified staff unions, met bi-monthly to discuss industrial and as Indigenous Australians. CQUniversity adopts a human resource issues. six-monthly monitoring and reporting approach to inform employment and development strategy. The VOLUNTARY EARLY RETIREMENT, VOLUNTARY Indigenous Employment Reference Group continues to SEPARATION AND REDUNDANCY identify strategies to promote employment and career No offers for voluntary early retirement were paid development opportunities for staff, students and during this period; however, 13 employees received potential staff. redundancy packages at a cost of $1 540 927.

FLEXIBLE WORKING ARRANGEMENTS AND SAFETY WORK–LIFE BALANCE The Occupational Health and Safety Unit worked The University encouraged flexible working arrangements with internal stakeholders to implement system and the achievement of work–life balance, allowing staff improvements to ensure the health and safety of staff, to work flexible work hours according to their work area’s students, contractors and the public. CQUniversity’s operational needs and Enterprise Agreement provisions. Health and Wellness strategy was launched in 2017. Informed by 2016 health survey results, the strategy Staff members were able to work off campus in has been popular with staff, and included health and certain circumstances, and part-time and job-sharing fitness activities, advice, and participation in the RU opportunities were encouraged. In addition to 52 weeks OK Day? program. From 2018 all University campuses parental leave, including 26 weeks paid maternity leave, will become smoke free, following a policy change in CQUniversity offered staff up to 20 weeks primary late 2017. The Share Clean Air initiative will promote the care-givers leave; up to a further 52 weeks child-rearing QUIT program to help staff and students. leave for staff to care for preschool-aged children; the option of an additional four weeks annual leave (flexible The high level of health and safety compliance and work year scheme 48/52); annualised hours, flexi-time, proactive safety culture is reflected in the University WORKFORCE PEOPLE AND CULTURE job share, part-time work, and 5.4 weeks annual leave WorkCover premium rate of 0.248, significantly less for all staff covered by the agreement. Two weeks than the industry average of 0.401. domestic violence leave was introduced in the 2017 Enterprise Agreement for staff experiencing the impact STAFF PROFILE of domestic violence. Awareness raising and support For 2017, the University’s permanent retention rate was programs were also provided for staff. 92 per cent and its permanent separation rate was CQUniversity’s Rehabilitation program continued to eight per cent. Details of CQUniversity’s staff profile as proactively manage work and non-work related injuries at 27 November 2017 are available in Table 3. and illness, although the University experienced a slight increase in the Queensland insurance premium. The number of claims lodged with our Queensland insurer, WorkCover, reduced slightly from 37 claims in the 2015/2016 period to 32 claims in the 2016/2017 period. However, the cost of one long-term claim from the 2014/2015 period has significantly increased the total claims cost impacting the policy.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 31 Table 3: Staff profile 2017 FEMALE MALE TOTAL FTE FTE Per cent FTE Per cent Fixed-Term Category B: ELICOS 1. 0 33.3 2.0 66.7 3.0 Level A or Equivalent 5.4 60.8 3.5 39.2 8.9 Level B or Equivalent 6.7 47.2 7. 5 52.8 14.2 Level C or Equivalent 3.0 42.9 4.0 57.1 7. 0 Level D or Equivalent 0.9 47.4 1. 0 52.6 1.9 Level E or Equivalent 2.9 40.6 4.3 59.4 7. 2 Academic Salary Package 8.0 47.1 9.0 52.9 1 7. 0 Fixed-Term Total 27.9 47.2 31.3 52.8 59.2 Continuing Category B: ELICOS 0.0 0.0 2.0 100.0 2.0 Level A or Equivalent 43.1 84.3 8.0 15.7 51.1

ACADEMIC Level B or Equivalent 121.0 57.9 87.8 42.1 208.8 Level C or Equivalent 82.8 53.1 73.0 46.9 155.8 Level D or Equivalent 22.2 43.7 28.6 56.3 50.8 Level E or Equivalent 8.8 28.6 22.0 71.4 30.8 Academic Salary Package 0.0 0.0 2.0 100.0 2.0 Continuing Total 277.9 55.4 223.4 44.6 501.3 Academic Total 305.8 54.6 254.7 45.4 560.5 Fixed-Term Level A or Equivalent 6.4 48.7 6.8 51.3 13.2 Level B or Equivalent 9.3 59.4 6.4 40.6 15.7 Level C or Equivalent 1. 8 64.3 1. 0 35.7 2.8 Level D or Equivalent 4.8 53.9 4.1 46.1 8.9 Level E or Equivalent 0.0 0.0 2.0 100.0 2.0 Research Worker Level 1 0.0 0.0 1. 0 100.0 1.0 Research Worker Level 4 0.2 100.0 0.0 0.0 0.2 Research Worker Level 5 1. 8 42.9 2.4 57.1 4.2 Research Worker Level 6 3.7 78.7 1. 0 21.3 4.7 Research Worker Level 7 0.4 100.0 0.0 0.0 0.4

RESEARCH Fixed-Term Total 28.4 53.6 24.6 46.4 53.0 Continuing Level A or Equivalent 0.8 100.0 0.0 0.0 0.8 Level B or Equivalent 0.5 33.3 1. 0 66.7 1.5 Level C or Equivalent 0.0 0.0 2.0 100.0 2.0 Level E or Equivalent 0.0 0.0 1. 0 100.0 1.0 Continuing Total 1.3 24.5 4.0 75.5 5.3 Research Total 29.7 50.9 28.6 49.1 58.3 Fixed-Term Teacher 11. 2 87.5 1. 6 12.5 12.8 Leading Vocational Teacher 1. 0 100.0 0.0 0.0 1.0 Fixed-Term Total 12.2 88.4 1.6 11.6 13.8 Continuing Tutor 1. 1 100.0 0.0 0.0 1.1 Teacher 47.4 47.2 53.0 52.8 100.4

TEACHER Leading Vocational Teacher 16.0 37.4 26.8 62.6 42.8 Continuing Total 64.5 44.7 79.8 55.3 144.3 Teacher Total 76.7 48.5 81.4 51.5 158.1 Fixed-Term Trainee 0.0 0.0 0.4 100.0 0.4 Higher Education Worker Level 1 1. 0 100.0 0.0 0.0 1. 0 Higher Education Worker Level 3 3.8 100.0 0.0 0.0 3.8 Higher Education Worker Level 4 20.8 83.5 4.1 16.5 24.9 Higher Education Worker Level 5 19.2 86.5 3.0 13.5 22.2 Higher Education Worker Level 6 21.2 87.6 3.0 12.4 24.2 Higher Education Worker Level 7 13.3 71.2 5.4 28.8 18.7 Higher Education Worker Level 8 5.9 69.4 2.6 30.6 8.5 Higher Education Worker Level 9 2.0 50.0 2.0 50.0 4.0 Management Salary Package 26.0 50.0 26.0 50.0 52.0 Fixed-Term Total 113.2 70.9 46.5 29.1 159.8 Continuing Higher Education Worker Level 1 5.2 72.4 2.0 27.6 7. 2 Higher Education Worker Level 2 4.0 42.6 5.4 57.4 9.4 Higher Education Worker Level 3 21.4 42.4 29.0 57.6 50.4 Higher Education Worker Level 4 132.6 84.0 25.3 16.0 157.9 PROFESSIONAL Higher Education Worker Level 5 152.7 83.9 29.3 16.1 182.0 Higher Education Worker Level 6 134.8 71.8 53.0 28.2 187.8 Higher Education Worker Level 7 88.5 69.4 39.0 30.6 127.5 Higher Education Worker Level 8 40.3 62.3 24.4 37.7 64.7 Higher Education Worker Level 9 24.2 64.1 13.5 35.9 37.7 Higher Education Worker Level 10 1. 0 50.0 1. 0 50.0 2.0 Management Salary Package 0.0 0.0 1. 5 100.0 1. 5 Continuing Total 604.6 73.0 223.4 27.0 828.0 Professional Total 717.8 72.7 269.9 27.3 987.8 REPORT TOTAL 1130.1 64.0 634.6 36.0 1764.7 Notes: FTE means full-time equivalent; Data does not include casuals; Report run as at 31 December 2017.

32 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT STRATEGIC INTENT AND VALUES

OUR STRATEGIC INTENT Our strategic intent is to go from ‘strong to great’ through engagement by focussing on: »» growing our engagement and reputation »» growing higher education and vocational education and training »» providing a great student experience »» undertaking great research, and »» expanding our presence and reach

OUR VALUES ENGAGEMENT We connect to our stakeholders and communities by having strong relationships and productive partnerships which deliver mutually beneficial outcomes.

LEADERSHIP We lead by consistently demonstrating excellence in learning,

research, engagement and governance. WORKFORCE PEOPLE AND CULTURE

A CAN-DO APPROACH We focus on and achieve our goals, we ‘think big’, aspire to greatness and apply innovation in everything we do.

INCLUSIVENESS We respect and seek full participation from, and engagement with, all staff, students and the community without discrimination toward any individual or group.

OPENNESS | STRATEGIC INTENT AND VALUES We promote transparency in processes, procedures and decision‑making and emphasise consistency, fairness and probity as integral to our relationships, individual and collective, with all stakeholders.

OUR FUTURE By 2021, CQUniversity will be a much larger university. We will be delivering courses and research through distance learning and physical locations across Australia. We will be a unique university that has gained its strength through its power of place and will use this strength to export quality education far beyond the reach of its traditional boundaries. We will support all those who have an involvement with the University regardless of where they come from or where they reside.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 33 STRATEGIC PLAN 2016–2021 FOCUS GOALS OUTCOMES GROWING OUR ENGAGEMENT AND REPUTATION Engagement is the driving Work with our diverse communities to build deep and Return the equivalent of 1 force that directs the activities enduring relationships which will strengthen as we take on a per cent of our turnover and of the University to fulfil its more active role in promoting educational, social, cultural and be valued by the people and vision to enable our partners, economic wellbeing. communities we serve. communities, industries, Value and engage with our stakeholders; draw on Have in place five-year alumni, students and staff to community and industry expertise and knowledge; stakeholder engagement ‘be what they want to be’. commit to the active participation of key stakeholders; and plans for 100 per cent We are committed to acknowledge their contributions. of CQUniversity’s high academic standards organisational units. Apply our diverse range of knowledge, skills, and abilities, as and governance. well as leverage our relationships and resources to support our diverse range of students, staff and communities. Invest in our staff to provide learning outcomes and experiences, training and assessment that reflects academic quality and integrity and current industry practice. We promote and protect free intellectual inquiry and expression in our learning, teaching, and research activities. GROWING HIGHER EDUCATION AND VOCATIONAL EDUCATION AND TRAINING We will attract and retain Offer a range of pathways that will assist prospective and Have over 50 000 higher more students through current domestic and international students to map a study education and VET domestic high-quality educational plan that will enable them to meet their career aspirations and international students. offerings and pathways and to select from a diverse range of disciplines with Have increased our market which are flexible, adaptable study options that span across all areas of the Australian share of school leavers on and responsive to the Qualifications Framework (AQF). the regional campuses by needs of our domestic and Offer a clear pathway for students to progress from a VET 33 per cent. (QTAC data) international students and qualification through to a postgraduate level qualification. informed through consultation Have increased the number of with communities and Expand into other disciplines in the VET sector and establish students studying on campus future employers. ourselves as one of the leaders in providing vocational by 35 per cent. education and training. Engage our students through active and collaborative learning activities, based on authentic design and delivery of courses. Support our staff to engage in the scholarship of learning and teaching, develop innovative educational skills and assessment practices and build capacity in curriculum design. PROVIDING A GREAT STUDENT EXPERIENCE We will develop a culture that Provide engaged education, training and research in a Be in the top quartile of fosters a positive student supportive manner which is responsive to student needs and Australian universities experience which enables study preferences, on campus and distance. for student and graduate our students to be what satisfaction. (Student Graduate career-ready individuals by providing they want to be. We are Experience Survey) work‑integrated learning and outbound mobility opportunities committed to the principles that develop the knowledge, skills, understanding and Be in the top three Australian of social innovation, inclusion aptitude for full participation in society and the economy. universities for the inclusion of and widening participation. student equity target groups. Our staff and students Increase the representation and success of our students no (individually and collectively) matter what their educational, cultural and family background Have a student retention will engage with the world to or their country of origin. rate above 75 per cent for make it a better place. higher education and vocation Optimise students’ learning journey by providing a education training. stimulating and engaging environment that fosters their different learning styles. Have the highest percentage of graduates in full-time work. (Graduate Outlook Survey)

34 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT FOCUS GOALS OUTCOMES UNDERTAKING GREAT RESEARCH We will be known for our Engage with regional, national and international research Be ranked in the top three engaged research in priority communities and industry partners to increase our research RUN universities for research areas which is informed by activity and offer outstanding research programs for staff excellence. (HERDC‑weighted the needs and aspirations and students. publications) of our stakeholders and our Develop world-class researchers who collaborate across a Achieve a total research communities. range of broad fields of education. income of $17 million. Support and improve the wellbeing of regions and communities by collaborating in research projects, developing knowledge, promoting innovation and being entrepreneurial. Invest in defined research areas that are aligned to CQUniversity and national research priorities. EXPANDING OUR PRESENCE AND REACH We will become a great Provide tertiary education, training and research Have a campus or study university by meeting the opportunities across all our campuses and study centres. centre/hub within 200 km needs of our students and of at least 85 per cent of Continue to expand our reach into other areas of Australia their communities, through our students. by establishing additional campuses and study centres, the expansion of our physical especially in those areas where access to tertiary education presence where there is a is limited and where there is a demonstrated need. demonstrated need. Provide innovative facilities, systems and equipment that compare highly with other organisations in the tertiary sector. Our physical infrastructure and systems for information and communication technology will provide an interactive learning and research experience for our students and staff.

GROWTH TARGETS SUSTAINABILITY TARGETS By 2021, CQUniversity’s growth targets are to: By 2021, CQUniversity’s sustainability will be evident when it achieves: »» achieve over 50 000 students »» increase our market share of school leavers on the »» a current ratio of 1.5 regional campuses by 33 per cent »» a target of $50 million in unencumbered funds STRATEGIC PLAN 2016–2021 »» increase the number of students studying on »» a 50 per cent asset utilisation ratio, and campus by 35 per cent, and »» improvements in energy efficiency by 15 per cent »» achieve a total external research income of (Gj/m2). $17 million.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 35 PERFORMANCE REVIEW

GROWING OUR ENGAGEMENT of its students to address entrenched social issues AND REPUTATION in Australia and overseas. By developing the next generation of employees, business owners, leaders and philanthropists, CQUniversity aims to achieve »»Our focus: Engagement is the continuing positive change in Australia and globally into the future. driving force that directs the activities of the University to fulfil STUDENT-LED SOCIAL INNOVATION its vision to enable our partners, Students contributed their time and energy as ‘change champions’ to encourage greater participation in social communities, industries, alumni, innovation activities across CQUniversity campuses. students and staff to ‘be what they The Change Champion program began in August 2017 with five students working across regional Queensland, want to be’. We are committed Brisbane, Sydney and Melbourne to develop to high academic standards student‑led initiatives to increase other students’ awareness of local social issues and how they can and governance. contribute to a better world. The #Thinkaboutit social action campaign encouraged students to consider their role in conscious consumerism, health and wellbeing, »»CQUniversity worked with diverse social isolation and food waste. Social innovation communities to build relationships to student clubs were also formed on the Melbourne and promote educational, social, cultural and Mackay campuses aiming to design and implement clever ways to encourage fellow students to make a economic wellbeing. genuine positive impact. FOCUSSING ENGAGEMENT ACTIVITY CQUniversity student teams again participated in The Big Issue’s ‘Big Idea’ competition, a social enterprise, Engagement and social innovation are pivotal in driving business plan competition. This year, CQUniversity CQUniversity’s interaction with its many communities Diploma of Nursing student, Ms Chelsea Xu, was joint locally, nationally and internationally. It is critical that all winner of the national competition, with the Burwarra University areas plan, record and review their efforts to Foundation team from Macquarie University. Ms maximise partnership benefits, understand and manage Xu’s winning enterprise proposal was using assistive stakeholder expectations, and focus their efforts to technology for people with a disability, designing and achieve the greatest impact. This year, CQUniversity manufacturing 3D-printed tables for wheelchairs that met its goal to implement stakeholder engagement are multi-use, flexible, affordable and easy to store. planning across 100 per cent of its 32 identified units. These plans articulate each unit’s current and future stakeholder interactions aligned to strategic objectives, INDIGENOUS ENGAGEMENT and are reviewed and updated annually. CQUniversity’s Office of Indigenous Engagement (OIE) works in partnership with government, industry, ENGAGEMENT THROUGH SOCIAL INNOVATION corporate sector, Indigenous community and international institutions to build cultural capital by CQUniversity students, staff, and communities are sharing and exchanging knowledge and progressing driving transformation through social innovation, Indigenous cultural competency. Office staff were defined as ‘engaging with communities to address key drivers in bringing CQUniversity’s Innovate entrenched social issues’. Accredited in 2016 with Reconciliation Action Plan (RAP) to fruition in June when global social innovation leader, Ashoka U, CQUniversity the plan was endorsed by Reconciliation Australia. received official recognition of its ‘changemaker campus’ status in 2017 at the Ashoka U annual To progress its implementation, a RAP working exchange conference in Miami, Florida. group was formed of staff, student and community representatives, with Professor Bronwyn Fredericks As a changemaker campus, CQUniversity joins leading as Chair and Professor Scott Bowman in the around 40 other universities worldwide, striving to role of RAP Champion. The group engages with staff create a better world through a socially innovative and stakeholders, reviews action and reports outcomes approach to learning and teaching, research and to the University Council and Reconciliation Australia. university operations. CQUniversity has committed The RAP includes 92 actions, with over half of these to developing the skills, attitudes and capabilities completed or underway by the end of the year.

36 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT Office of Indigenous Engagement staff serve on regarding joint research, supervision of research higher various boards and committees, internally and degree students, and to develop a joint degree. Staff externally. In 2017, University Council member and also worked on developing executive education and President of Academic Board, Professor Bronwyn short courses for the Ministry of Public Administration, Fredericks, was appointed part-time Commissioner to the Bangladesh Public Administration Training the Queensland Productivity Commission’s inquiry into Centre, and the Bangladesh Police Force. In addition, service delivery in Queensland’s remote Indigenous CQUniversity began working with local government communities. Professor Fredericks undertook extensive ministries to review their training needs as they consultation with Aboriginal and Torres Strait Islander develop new power stations. communities, resulting in a report proposing reforms to Through CQUGlobal Outbound programs and change future policy and decision-making. regular staff visits, CQUniversity developed a strong CQUniversity’s Associate Professor Henrietta Marrie relationship with the city of Pokhara in Nepal. was appointed to the National Cultural Heritage CQUniversity worked closely with Pokhara University, Committee for a two-year period. The committee helps Fishtail Hospital and other key stakeholders to develop to ensure that movable cultural material, which is a social innovation impact hub. Such hubs are part part of Australia’s identity, is properly protected when of the Impact Hub global network of people seeking considered for trade or exchange. The committee also to realise enterprising ideas and sustainable impact advises the Minister for the Arts on issues relating to through collaboration. cultural heritage. CQUEnglish staff collaborated with ‘inlingua Mongolia’ CQUniversity led or hosted a broad range of to develop a six-week university preparation program. engagement initiatives in 2017. For example, in The program prepares students for postgraduate study partnership with the Development and Alumni at Australian universities by raising cultural awareness Relations Directorate, an Indigenous alumni network and developing academic skills, and was delivered in and a regular newsletter to all Indigenous alumni was late 2017 in Mongolia’s capital, Ulaanbaatar. established. The OIE and the Cairns, Townsville and Bundaberg campuses hosted special events, including »»CQUniversity engaged with key the National Sorry Day commemoration and NAIDOC stakeholders, drew on community celebration events in Cairns. and industry expertise and knowledge INTERNATIONAL ENGAGEMENT through their active participation, and CQUniversity signed a number of agreements in acknowledged their contributions. 2017. Agreements with top Chinese universities were primarily to enable student articulation into COMMUNITY PARTICIPATION Australian courses, although some will also explore CQUniversity’s community-based engagement research opportunities. The University also signed a continued to strengthen in 2017 through its region memorandum of understanding (MOU) with the China engagement committees (RECs) in 12 of the National Gene Bank (CNGB) to conduct joint research University’s 13 regions across Australia, an increase into the effect of climate change on the ecological from the six committees active in 2016. These

genomics of Australia’s koala populations. This is the first collaborative university–community groups, each led by PERFORMANCE REVIEW time CNGB, the world’s largest bio‑repository and omics a community member, enable the University to support database, has collaborated with an Australian partner. development of sustainable local communities. Through CQUniversity’s regional campuses engaged with their growth of the REC network, CQUniversity was able sister cities across China in 2017. Representatives to draw on the collective expertise and connections visited Zhenjiang, a sister city of Rockhampton, of 76 community leaders, 11 University Council resulting in an MOU with the prestigious Jiangsu members and numerous internal staff in building and University. Also, New Colombo Plan funding was strengthening relationships with local communities secured to enable student groups from across and linking CQUniversity to local issues. Community- CQUniversity’s regional campuses to visit institutions based priority areas addressed by RECs included health in sister cities in China in the coming year as part of the and wellbeing, education and social entrepreneurship, CQUGlobal program. engagement with schools, and opportunities to develop university–community infrastructure and partnerships. Staff from CQUniversity’s business and engineering disciplines engaged with Bangladesh’s most prestigious university, the University of Dhaka,

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 37 During 2017, RECs hosted ‘indabas’ across its RECOGNISING STAFF AND regions, events through which the University and STUDENT ENGAGEMENT communities collaborate to address local challenges. In its eighth consecutive year, CQUniversity’s Opal Through CQUniversity’s Social Innovation Engagement Awards for Excellence in Engagement recognised Committee, the University also draws on the expertise 54 staff and eight students for their outstanding of sector leaders such as Mr Jim Mullan (SecondBite), engagement and volunteer work with internal and Mr Mark Daniels (Social Traders) and CQUniversity external communities. In recognition of achievement alumnus Mr Kumar Parakala (GHD) to support and in social innovation, CQUniversity presented the direct its social innovation strategy and initiatives. inaugural staff Opal Award for Social Innovation to The University continued its successful Social Project Booyah. Awarded the student Social Innovation Innovation Lecture Series, expanding beyond Opal Award was the LIVIN Strong Mental Health Melbourne to include events at most CQUniversity Program Evaluation project. Full details of all winning campuses. Over the year, experts in public transport, projects, recipients, and nominees are accessible on food rescue, social services, social enterprise, CQUniversity’s website. governance and corporate social responsibility and Previous Opal Award recipient, CQUniversity’s public policy inspired CQUniversity students, staff and Choices Applied Theatre Project, won the Community community stakeholders in a series of ten lectures. Engagement Category of the Australian Financial CQUniversity also hosted representatives from Review Higher Education Awards 2017. The award industry at events held in Gladstone, Rockhampton, recognised Choices for bringing together students and and Emerald. Around 70 representatives from a broad external communities in a way that delivers significant range of industries attended, discussing with staff benefits to both, and contributes meaningfully current vocational education and training offerings, to the educational and social goals of the higher industry demand, and ways to improve future education sector. collaboration industry to meet expectations. RECOGNISING OUR ALUMNI AND STAKEHOLDERS CQUniversity has over 96 000 alumni, including over 5500 new graduates in 2017. Across many areas of human endeavour, the University’s alumni are making a significant impact in their communities and regions. Some notable achievements of the year are in Table 4.

CQUniversity’s ‘Innovate Reconciliation Action Plan 2016–2018’, was officially launched on the International Day of the World’s Indigenous Peoples and the 10th anniversary of the UN Declaration on the Rights of Indigenous Peoples. Presenting at the launch, (left) Professor Bronwyn Fredericks, Pro Vice-Chancellor (Indigenous Engagement) and BHP Mitsubishi Alliance Chair in Indigenous Engagement, and former Deputy Vice-Chancellor (Student Experience and Governance), Ms Jenny Roberts.

38 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT Table 4: CQUniversity alumni achievements in 2017 Name Achievement Ms Sonia Barber BBus, 2008 Mr Samuel Farley As the ‘Capricorn Rising’ team, joint winners of the ABS Censational Hack Award. BBus, 2017 Mr James Jephcott BIT, 2012

Ms Patrice Brown Appointed to the Queensland Premier’s Business Advisory Council and recipient of a BAppSc (Chem), 1992 Leader of the Year Award from the Institute of Managers and Leaders Awards (Qld).

Ms Natalie Butler BProp, 2011 For the SciSearch project, joint winners of the STEM Hack category of the Mr David Guinane International GovHack Innovation Challenge. BEng(Co-op) / DipProfPrac(Eng), 2014

Mr Glenn Churchill Recipient of a Leader of the Year Award from the Institute of Managers and Leaders GradDipMgt, 2005 Awards (Qld).

Received the Indigenous Digital Excellence Award for Learnings and Education at Mr Wayne Denning the inaugural National Indigenous Digital Excellence Awards (IDX) for his innovative BA, 1993 STEM.I.AM program.

Mr Beresford Domic Led a program to improve school attendance rates in Woorabinda and achieved a DipTeach, 1990 national top five result for schools based in Indigenous communities. BEd (Inservice), 1998

Professor Bronwyn Fredericks Appointed a Productivity Commissioner, delivering comprehensive recommendations PhD, 2004 to improve services in remote Aboriginal communities.

Mr Peter Milne AM Recognised on the Queen’s Birthday Honours List for service to primary industries, AssDipBus, 1986 animal health and biosecurity.

Dr Craig Murison Recipient of a Leader of the Year Award from the Institute of Managers and Leaders BEd, 1993; MLM, 2004; DProf(TransSt), Awards (Qld). 2011

CQUniversity’s alumni contributed to the University During 2017, the Vice-Chancellor and President travelled community with their expertise and participation to India, South East Asia and China to connect with as members of the University Council or region alumni and other stakeholders. Alumnus, Mr Jasjit engagement committees, as key note speakers, and Kang (MBusAdmin, 1993), was presented with the through their role as mentors from among a network 2016 Outstanding Alumnus Award for his commitment of 250. and leadership of his organisation on a number of vital humanitarian projects. The University’s Alumni Awards underwent changes PERFORMANCE REVIEW in 2017 to allow more lead-time for nomination, Ms Praveen Nair was awarded a CQUniversity Honorary awards preparation and communications. Alumni Doctorate in Social Innovation at the Australian awards for 2017 will be announced and presented High Commission in New Delhi, recognising her in 2018 throughout the year at graduation commitment to driving life-changing opportunities for ceremonies or by Executive Team members during street children in India. Ms Nair is Chair and Founding international delegations. Trustee of the Salaam Baalak Trust (SBT), a long-term CQUniversity partner. This relationship exemplifies At various events across its campuses, CQUniversity CQUniversity’s commitment to social innovation and its celebrated its 25th anniversary as a university with values of engagement and giving back. staff, students, stakeholders and alumni. Many of the very first graduates from 1968 to 1971 also attended celebrations marking CQUniversity’s 50 years as a tertiary education institution in Rockhampton.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 39 »»CQUniversity applied its knowledge, OUR ‘GIVING BACK’ ETHOS AND CULTURE skills and abilities, and leveraged CQUniversity continued to support its staff, students, relationships and resources to support and communities through its ‘giving back’ agenda, investing one per cent of its annual turnover in a range the University’s diverse student, staff of programs, including its engaged service leave and community profile. provision. Each year, staff access up to 7.25 hours of paid leave, volunteering their services to benefit the BUILDING ENGAGEMENT CAPABILITY community. In 2017, staff supported a range of charities, community groups and events such as Clean Up CQUniversity actively supports development of Australia Day, the Red Shield Appeal, Queensland State economic, social and cultural sustainability within its Emergency Services, the Red Cross Volunteer Visitor many communities. Through 2017, CQUniversity staff Service, Harmony Day, the Victorian Government’s partnered with individuals, industries and businesses inaugural Youth Summit, Edmund Rice Education to create and exchange knowledge, find solutions, Australia, and RACQ’s Helicopter Rescue Service. and deliver services. To support and equip staff to engage effectively, staff were provided professional As part of celebrations marking the Mackay campus’ development focused on stakeholder engagement 30th anniversary, the University’s Community Grant planning, engagement strategy and philosophy, and initiative awarded $1000 to each of 10 Mackay clubs and capturing and reporting engagement activity using groups, and $205 to a further 11 clubs. In September, E-DNA, CQUniversity’s custom-built database. CQUniversity Noosa partnered with Sunshine Butterflies to host Options Day as part of Disability Action Week. Engagement activities recorded in E-DNA grew from The event promoted pathways to education and around 6500 entries early in the year to over 9000 employment for young adults with a disability by activities across education and training, research and bringing them together with carers and disability service innovation, and service by late 2017. As in previous providers to develop strategies to overcome barriers, years, E-DNA data reflected a trend towards high improve accessibility and ensure inclusion. participation in service-related engagement activities, including committee/board membership, guest CQUniversity also contributed to communities by speaking roles, hosting community events, charity opening its many campuses and facilities for events fundraising support, and volunteer service. Each and activities. Various stakeholder and community month, CQUniversity featured an E-DNA activity in its events were hosted on CQUniversity’s campuses staff newsletter to recognise staff for their ongoing throughout the year. In addition to its own annual open commitment to engagement and to share knowledge days, university experience and information sessions, and ideas to encourage others to further their CQUniversity supported events hosted by local, state engagement endeavours. and federal government, not-for-profit organisations, industry bodies, and professional associations. ENHANCING CAMPUS COMMUNITY LIFE Through a range of service-learning initiatives, CQUniversity has a flourishing network of campus CQUniversity encourages students and staff to apply life committees operating across its footprint to their skills to support people from diverse backgrounds, enhance the university experience of staff and in Australia and internationally, particularly those students through a range of activities, events, experiencing disadvantage. CQUniversity recruits services, and social opportunities. These committees thousands of students from India each year to study in contribute to an interactive and enjoyable campus Australia, and through this connection has partnered atmosphere and improved staff and student health with the Salaam Baalak Trust (SBT) for six years to and wellbeing, through hosting a variety of social, provide financial aid and support from CQUniversity learning, physical activity and charity fundraising student groups to further develop the Trust’s work. events. With membership drawn from the staff and SBT is a non-profit, non-government organisation that student community, they offer opportunities for direct provides care, protection and support to street and involvement in formal discussion and submission of working children. proposals for student amenities fee-funded initiatives that further contribute to student engagement in the learning journey.

40 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT The University’s financial commitment in recent years ‘GIVING BACK’ THROUGH has resulted in increased employment opportunities COMMUNITY GENEROSITY for Salaam Baalak residents as tour guides in Delhi In 2017 CQUniversity launched a new philanthropic and sponsorship of SBT’s City Walk, a guided tour identity, CQUniCares, to address key priority areas through New Delhi slums led by former street children. of need for its students and communities. With This social enterprise initiative offers the Trust’s young the generous support of philanthropic donors and people opportunities for independence and connection partners, the University provided financial assistance to mainstream employment. Each year, education and to over 250 students through scholarships, academic nursing students are supported by the University to prizes and emergency grants (from the CQUniCares travel to India to experience the Trust’s work first-hand Student Success Fund) and research support (from the and to provide a range of education programs, and CQUniCares Community Impact Fund). Through the health education classes for children. CQUniCares Industry and Growth Fund, CQUniversity Students, staff and registered professionals at also supported Indigenous community capacity-building CQUniversity’s public access health clinics in programs, such as AIME, the annual Indigenous Rockhampton, Mackay, and Sydney provided affordable Youth Sport Camp and Academic and Talent Aspiration chiropractic, physiotherapy, oral health, podiatry, Program Challenge. speech pathology, and psychology services to the community. In partnership with Queensland Health SUPPORTING INDIGENOUS and the Townsville Women’s Correctional Centre, a STUDENT ASPIRATIONS new program to enhance the quality of pregnancy CQUniversity secured Australian Government higher and birth experiences for incarcerated women, education participation and partnerships program which will also offer students valuable learning (HEPPP) funding to host the Australian Indigenous experiences, was launched in 2017. If successful, this Mentoring Experience (AIME) across Rockhampton, program may be implemented across CQUniversity Yeppoon, Gladstone and Mackay. AIME staff worked campuses nationally. with 668 students from 17 schools and engaged 67 As in previous years, students continued to apply their volunteer mentors. A three-day program was run in knowledge and skills to support their communities in Woorabinda with over 30 students undertaking activities 2017. In Rockhampton, construction students built a at school and on the Rockhampton North campus. bus shelter for patients, visitors and staff commuting The University’s Mackay and Rockhampton campuses to and from the region’s general hospital, while also hosted the Year 12 graduation of Queensland oral health students delivered oral health education Aboriginal and Torres Strait Islander Foundation classes to people with a disability at the Endeavour Scholarship recipients. Twenty state, Catholic and Foundation. A team of paramedical science students independent schools were represented, with 103 Year attended to injuries and illnesses in a volunteer capacity 12 scholarship recipients graduating. Through generous at the Warba Wangarunya Rugby League Carnival donors such as BMA, Arrow Energy and Wangan (formerly the Reconciliation Carnival) in Rockhampton. Jagalingou Clermont Aboriginal Community Development Paramedical science students in Queensland and New Fund, Aboriginal and Torres Strait Islander students South Wales also teamed up with LIVIN to evaluate the received scholarships to support their education. effectiveness of their ‘LIVIN Strong’ mental health pilot program for Year 9 students. The Office of Indigenous Engagement continued its PERFORMANCE REVIEW support for Indigenous student success, undertaking roles as scholarship selection panel members, coordinating scholarships, supporting postgraduate research students to attend the 2017 National Indigenous Research Conference, and actively participating in CQUniversity graduation and sashing ceremonies. More than 10 Indigenous students were presented with their degrees in 2017, including Mr Kerry Blackman, Managing Director of Gidarjil Development Corporation (a leading Indigenous organisation in the Bundaberg and Gladstone regions), who received an honorary doctorate.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 41 ACADEMIC QUALITY, INTEGRITY AND INTELLECTUAL INQUIRY As a comprehensive university, offering the full range of AQF qualification levels across higher education and VET, CQUniversity must continue to achieve high standards of academic quality, integrity and promote intellectual enquiry to maintain its registration as a university, registered training organisation, and to deliver courses to international students. In 2017, TEQSA’s new higher education standards took effect from January and CQUniversity’s registration was due for renewal with TEQSA and ASQA. From late 2016 through 2017, CQUniversity took extensive measures to ensure compliance with education standards, including review of its academic governance CQUniversity academics, Associate Professor Anita Bowman committees and their processes, course governance (right) and Associate Professor Celeste Lawson, were awarded practices, and academic policies. The University national citations for their ‘outstanding contribution to student also continued to enhance its learning and teaching learning’ in higher education at the 2017 Australia Awards for by responding to feedback from staff and students University Teaching. and benchmarking its courses against national and international comparators. Further details about registration renewal are in the Governance section. »»CQUniversity’s investment in staff The quality of CQUniversity courses is also dependent provided learning outcomes and on their industry relevance. To achieve this, the experiences, training, and assessment University implements various measures, including provision of at least 10 days professional development that reflected academic quality, integrity for vocational teaching staff each year. VET staff also and current industry practice. To achieve engage with industry in annual training product review this, CQUniversity promoted and meetings, on course quality (validation) panels, and in events such as WorldSkills Australia and National Skills protected free intellectual inquiry and Week. Similarly, higher education academics connect expression in learning, teaching, and with professional bodies, industry and communities research activities. through various activities, including course development, review and external accreditation, and as part of funded collaborative research projects. REPUTATION FOR QUALITY Each year, CQUniversity strives to improve its national To promote ethical academic practice among and international reputation through its education, staff and students, CQUniversity’s Learning and training and research. In 2017, CQUniversity was ranked Teaching Services implemented a staff professional by Times Higher Education magazine at 90, within the development program and a pilot module for students world’s top 100 young universities, and in the top 600 in Term 3 to raise awareness about academic integrity. universities worldwide. Times Higher Education also Each year, CQUniversity’s culture of academic scholarship recognised CQUniversity in the top 100 Asia–Pacific is nurtured through various initiatives, including funded universities, in 77th place. study support, professional development, project CQUniversity’s Master of Business Administration funding, awards, and participation in events and (MBA) performed well in 2017, increasing its ranking challenges. Professional development includes formal from 13th to 9th from among Australia’s MBAs in AQF courses of study, such as the Graduate Certificate in the Australian Financial Review's BOSS Magazine Tertiary and Adult Education, and informal sessions that biennial rankings, and achieved a Tier 1 position in support learning and teaching practice. CEO Magazine’s global MBA rankings. Also this year, CQUniversity’s engineering and technology disciplines were ranked within the top 300 universities worldwide in Times Higher Education’s university subject rankings.

42 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT The Learning and Teaching Grants Scheme provided GROWING HIGHER EDUCATION staff with needed funding to undertake high priority AND VOCATIONAL EDUCATION AND projects focused on enhancing learning and teaching TRAINING practice, while the Learning and Teaching Awards program promoted academic excellence through recognition of staff achievement. Details of award Our focus: We will attract and recipients, including the national citation winners, are in »» the Growing Higher Education and Vocational Education retain more students through and Training section. high-quality educational offerings Through 2017, nearly 200 staff participated in professional and pathways which are flexible, development to enhance their understanding of social innovation and social impact, and how to incorporate adaptable and responsive to these concepts into their work. Among these the needs of our domestic staff, almost 50 completed the postgraduate unit, ‘Contemporary Issues in Social Innovation’, learning and international students and techniques including human‑centred design, systems informed through consultation with thinking and strength‑based approaches to addressing social issues. Academic staff also attended lectures by communities and future employers. the Office of Social Innovation to develop pedagogical strategies linking social innovation with discipline-specific content in ways will better engage students. »»CQUniversity offered a range of pathways assisting students to map CQUniversity also develops student’s skills through its research training program and participation in a study plan to meet their career challenges, such as the 3 Minute Thesis competition, aspirations and select from a diverse the 5 Minute Research Pitch competition, and the range of disciplines, with study options 3 Day Startup event. These competitive events offer students opportunities to promote their spanning all levels of the Australian research, enhance their communication skills, and Qualifications Framework. showcase research among other students as a worthwhile pursuit. COMPREHENSIVE EDUCATION AND TRAINING As CQUniversity matures as a dual sector university, it continues to prioritise innovative approaches to offer students a fully integrated suite of AQF-accredited qualifications. In addition, CQUniversity offers enabling and English language courses to prepare students for further study, and professional development short courses to enhance graduate’s professional skills. Together, these courses provide a comprehensive

range of options that enhance the employability of PERFORMANCE REVIEW CQUniversity’s graduates. CQUniversity’s VET revitalisation agenda, a major priority, continued in 2017 with implementation of the VET 10 Point Plan and VET Growth Plan. These plans are intrinsically linked, with both focused on revitalising vocational education and training through a range of measures to enhance existing courses, develop new courses, and grow revenue in response to community and industry demand.

DIVERSE LEARNING PATHWAYS Ms Jamillah Cheung, pictured moments before crossing the stage at graduation, was one of 12 students from Bougainville, CQUniversity offers all students, domestic and Papua New Guinea, who completed a CQUniversity Certificate international, on campus and those studying by IV in Business. distance, a comprehensive range of study options to

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 43 access vocational and higher education. Study options program was activity promoted at TAFE careers expo include early-start programs for school students, days, CQUniversity open days, high school forums, enabling courses for domestic students, and English career expos and student experience events. As a language courses for domestic and international result, CQUniversity experienced an increase in the students aiming to improve their language skills for number of secondary school students enrolling in a VET university entry. qualification from 47 in 2016 to 102 in 2017. The University’s School of Access Education, CQUniversity’s VETiS footprint covers most of CQUniversity continued to offer direct entry into Queensland, from Cairns in the north, west to its enabling courses. Skills for Tertiary Education Winton and south to Brisbane. In total, 809 students Preparatory Studies (STEPS) and the Tertiary Entrance from 65 secondary schools and other education Program (TEP) prepare students, many from providers enrolled in a VETiS course in 2017. The disadvantaged backgrounds and with limited education most popular VETiS courses included the Cert II in opportunities, for success in tertiary studies. TEP is Automotive Vocational Preparation, Cert III in Early specifically designed to encourage Aboriginal and Childhood Education, and Cert I in Construction. Torres Strait Islander students to access university Significant successes included delivery of the Cert II in and are supported throughout their studies with Electrotechnology (Career Start) to Biloela high school funded tutorial assistance. For international students, students at the Biloela Study Centre; launch of the CQUniversity also provided learning pathways new distance-based Cert II in Animal Studies across into university study through its four CQUEnglish the State; and supporting delivery of the Cert I in language centres in Brisbane, Sydney, Melbourne and Hospitality to disengaged youth participants of Project Rockhampton North. Booyah across multiple locations in Queensland. Early-start programs, Start Uni Now (SUN) and VET in CQUniversity offered clear pathways Schools (VETiS), continued to inspire school students »» to consider a future tertiary education by allowing them for students to progress from a VET to enrol in first-year units and experience university qualification through to a postgraduate- life first-hand. Throughout 2017, outreach endeavours level qualification. included school presentations, educator conferences, and community forums across 11 CQUniversity regions PATHWAYS THROUGH ARTICULATION AND RPL reaching more than 4600 students, parents and other stakeholders. A total of 221 enrolments were made CQUniversity continued to offer defined qualification into SUN units with a significant number of students pathways for domestic and international students to enrolling in more than one unit. The SUN geographic move into and between VET and higher education footprint is broad, encompassing regions from qualifications. Through articulation agreements with Cooktown in North Queensland across to Landsdale in external partners in Australia and overseas, students Western Australia and Castle Hill in New South Wales, gain entry to higher level courses or receive recognition as well as international students from The Green of their prior learning (RPL), reducing the time taken to School in Bali, Indonesia. complete their qualification. In 2017, external articulation agreements were finalised with TAFE Queensland In total, 164 students from 71 schools studied a (22 courses across all disciplines) and with the Rural combination of 47 different SUN units with a pass rate Industries Skill Training Centre for the Diploma of of 87 per cent, a five per cent increase on the previous Agriculture into CQUniversity’s Bachelor of Agriculture. year reinforcing the success of the program. The most popular units studied were in nursing, human body Through policy changes, website redesign, improved systems and law. Significant partnership arrangements systems and establishment of the new Academic were reached with TEC-NQ and the Sunshine Coast Pathways team, CQUniversity implemented a more Trade Training Centre. In early 2018 SUN will feature a student-oriented approach to building pathways into ‘first unit free’ offer to high school students to remain CQUniversity. The redesigned Credit Calculator system competitive with similar programs in the market and allows students to make quicker, informed decisions facilitate further growth of the program. about course choice, and offers administrators enhanced data capture, reporting, search, and system The VETiS program enabled students in their senior functions to help improve service delivery. To provide secondary years to get a head start on their future by more clarity for students applying for recognised prior undertaking vocational studies at school. CQUniversity’s learning towards their chosen vocational and higher VETiS footprint expanded statewide along with an education courses, the website was also redesigned. increased number of qualifications offered. The VETiS

44 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT PATHWAYS THROUGH CURRICULUM DESIGN CQUniversity’s hospitality training partnership with CQUniversity also offers seamless pathways for the Queensland Police Service led to an expansion of students to move between VET and higher education Project Booyah across Queensland from Rockhampton courses through its approach to curriculum design to Cairns, Townsville, Logan, Gold Coast, Redlands, and delivery. In addition to embedding diplomas in its Redcliffe and Pine Rivers. Project Booyah is an early degree courses, the University offers students the intervention and education program to help ‘at risk’ choice to exit early from their course with a completed youth to reintegrate into employment, re-engage with qualification and to study on campus or by distance. education, and develop healthy life choices. Fifty-five students graduated from eight cohorts, each with In 2017, CQUniversity Bundaberg established its first around 10 students. on-campus cohort for the Diploma of Nursing course, complementing the existing distance diploma and »»CQUniversity engaged students Bachelor of Nursing. Students can now qualify as through active and collaborative learning enrolled nurses or continue their study to become a registered nurse all on one campus, with the activities, based on authentic design and opportunity for reverse articulation for students from delivery of courses. the bachelor degree into the diploma. AUTHENTIC LEARNING OPPORTUNITIES CQUniversity expanded its VET offerings »» To equip graduates with the knowledge and the into other disciplines, aiming to establish work‑ready skills graduates need to succeed in itself as a leading VET provider. their career, CQUniversity offered authentic learning opportunities in diverse work-related settings through Through 2017, CQUniversity continued to expand its work-integrated learning (WIL) in Australia and overseas. VET disciplines in Central Queensland. In addition to WIL is embedded as core or elective components developing a new VET delivery model, the University in VET and higher education courses, some courses expanded its courses in beauty, retail, sport and requiring practical work experience as a prerequisite for recreation, community services, conservation and land accreditation by professional bodies and postgraduate management, crime and justice, and warehousing and registration to practice in their profession. logistics. These initiatives, combined with partnerships CQUniversity offered WIL across many disciplines, and articulations, contributed to additional offerings in including engineering, nursing and midwifery, business vocational education across Queensland campuses in and law, paramedic science, health, education, childcare the five discipline areas of health, community services, and many more. Through work placements, internships, hospitality, tourism, and trades. as well as community-based placements and projects New markets and new clients are crucial to growing overseas as part of the CQUGlobal program, the VET at CQUniversity, and this has been nurtured University engaged students in authentic, real-world through collaboration within each of the six schools, learning. For example, in 2017, students undertook WIL and with the Business Development Unit and the in Australian classrooms, childcare centres, hospitals, International Directorate. In 2017, a key focus for VET dental practices, legal firms, engineering companies business development in the domestic market was and a variety of small, medium and large businesses. transport and logistics. Students also undertook placements, study tours or PERFORMANCE REVIEW projects overseas in Nepal, India, Cambodia and the Through a training and education partnership with United States. the Australian Defence Force (ADF), CQUniversity is now the sole provider of logistics training to the ADF, delivering courses such as the Diploma of Logistics and INDUSTRY-INFORMED CURRICULUM DESIGN the Bachelor of Logistics, and enabling ADF personnel The University’s schools actively engaged with industry, to fast-track their qualifications through recognising employers and professional bodies in a variety of ways their prior learning. CQUniversity also offered 12 as part of its course design and review processes to students from Bougainville in Papua New Guinea, ensure courses reflect the workplace context and an opportunity to graduate with a Certificate IV in skills in demand. These groups were represented on Business. All 12 students intend to progress from their course review and validation panels, and their expertise VET qualification into a CQUniversity degree in 2018, was drawn on through seminars, conferences, joint and will receive credit for studies already completed. projects, and teaching staff undertaking industry-based professional development.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 45 CQUniversity also collaborated with industry to »»CQUniversity supported staff to engage generate and support initiatives to deliver innovative in the scholarship of learning and learning outcomes in diverse locations. An example of this is the partnership between CQUniversity (in teaching, develop innovative educational its capacity as a registered training organisation) and skills and assessment practices, and Reds Hairdressing Salons in Cairns and Townsville, in build capacity in curriculum design. which Reds Hairdressing delivered ‘in house’ training to 40 apprentices. STAFF DEVELOPMENT FLEXIBLE LEARNING DELIVERY Several strategies are used to support and engage staff in the scholarship of learning and teaching and to Using its online learning system, Moodle, and onsite develop their educational skills in curriculum design delivery or learning support, CQUniversity offered and assessment practices. One such strategy is study opportunities to students in urban, regional CQUniversity’s longstanding Scholarship of Learning and remote locations to overcome the barriers of and Teaching Grants scheme. The funding scheme distance and engage students in learning where they encourages staff to undertake innovative learning and live and work. One such example is in early childhood teaching research to develop, test and implement education, where teachers regularly travelled to enhanced practices, and serves as a springboard support isolated childcare facilities and students for external national grant applications to further undertaking the Certificate II and Diploma qualifications their scholarship. in Western Queensland. Another example is the Certificate II in Visual Arts, from which 24 students Academic and teaching staff also develop education from socially disadvantaged backgrounds graduated skills through University-supported schemes, such as in 2017. This innovative digital arts qualification boosts Staff Study Support, the Outside Studies program, study opportunities for young people with disabilities, and CQUniversity’s Graduate Certificate in Tertiary and those from regional and remote areas, including and Adult Education. New staff without a teaching Indigenous students. The course was delivered online qualification are required to complete the ‘Adult in conjunction with learning support at drop-in centres Learning in Practice’ unit during their probation period. in South Australia, Victoria and the Northern Territory. In 2017, 57 staff completed the unit, with almost half electing to continue to complete the qualification. For staff intending to deliver vocational education, staff are supported to complete the Certificate IV in Training and Assessment.

Table 5: Scholarship of Learning and Teaching Grants awarded in 2017 Project title Chief Investigator(s) Towards equity: Enabling successful transitions for non Dr Jenny McDougall English‑speaking background students at CQUniversity. School of Access Education

Examining the technological preparedness of CQUniversity exercise Dr Robert Stanton and sport science students. School of Health, Medical and Applied Sciences

An investigation of safety and quality of student experiences at work Dr Betul Sekendiz placements. School of Health, Medical and Applied Sciences

Improving the transition of agricultural students between vocational Associate Professor Daniel Cozzolino and higher education. School of Health, Medical and Applied Sciences

Ms Christina Maurer-Smolder An investigation into the educational and support needs of students School of Access Education with characteristics of dyslexia. Ms Susan Hunt School of Nursing, Midwifery and Social Sciences

46 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT In addition to formal study, CQUniversity delivered AWARDS AND RECOGNITION just-in-time professional development sessions each CQUniversity has several schemes that encourage, term to provide ongoing support for unit coordinators recognise and reward excellence in learning and and academics across all schools. In 2017, over 680 teaching practice or projects. Each year, the Vice- staff participated in sessions to equip them with skills Chancellor and President presents awards staff for in using a range of digital technologies essential to exemplary practice in learning and teaching (Tier 1 their role. Sessions were also delivered to enhance Awards) and for outstanding contributions to learning their practice in relation to academic integrity and and teaching (Tier 2 Awards). As part of these awards, managing assessment. recipients receive funds to undertake professional While the Learning and Teaching Services Office development or similar activities to enhance their provided development support for higher education academic practice. Tier 2 awards are aligned with the academics, the Language, Literacy and Numeracy Australian Awards for University Teaching to maximise team and the VET Educational Support Unit delivered staff opportunities to gain national and international ongoing support to VET teaching staff. recognition for their achievements. The University also encouraged enhanced learning and teaching practice through its support of communities Table 6: Vice-Chancellor’s Awards for Exemplary Practice in of practice. Through these groups, staff with common Learning and Teaching (Tier 1) interests in particular areas of academic and teaching Award recipients School practice collaborate by sharing their expertise to Mackay team: exchange knowledge, address challenges, and develop Dr Natasja Steenkamp plans to enhance practice. In 2017, a new community Ms Maree Franettovich Business and Law of practice for VET Qualification Coordinators was Dr Maria Tyler established. Across all of these groups, 751 staff were Dr Paul Waight registered as active participants. Ms Robyn Collins

Engagement with employers, small business Ms Anna Farmer Business and Law and industry also enables staff to build innovative curriculum to meet workplace and graduate needs. Mr Frank Armstrong Access Education As part of their continuing professional development, Dr Tania van den Ancker Access Education VET teachers engage with industry through release- to-industry secondments. This is to gain experience of industry innovations and developments, and to Table 7: Vice-Chancellor’s Awards for Outstanding Contributions maintain the currency of their qualifications. Staff also to Learning and Teaching (Tier 2) attend industry and careers expos, program launches, Award recipients School and participate in industry-sponsored events, such as National Skills Week and WorldSkills Australia activities. Mackay team: Dr Natasja Steenkamp Ms Maree Franettovich Business and Law Dr Maria Tyler Dr Paul Waight Ms Robyn Collins PERFORMANCE REVIEW

Dr Ramadas Narayanan Engineering and Technology

Nursing, Midwifery and Ms Davina Taylor Social Sciences

Gladstone Construction Teacher, Mr Richard Lane, was named the CQ Training Awards VET Teacher or Trainer of the Year at the Queensland Training Awards ceremony on 15 July. Richard has worked tirelessly to implement a new online training module and onsite delivery methods in the construction industry.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 47 NATIONAL CITATION FOR OUTSTANDING PROVIDING A GREAT CONTRIBUTIONS TO STUDENT LEARNING STUDENT EXPERIENCE Associate Professor Anita Bowman School of Health, Medical and Applied Sciences Our focus: We will develop a For developing landmark curriculum for sonographer »» education, which engages, empowers and enables culture that fosters a positive undergraduate students to apply practical skills in the student experience which enables clinical context. our students to be what they Associate Professor Celeste Lawson School of Education and the Arts want to be. We are committed For producing work-ready graduates by developing to the principles of social and implementing innovative best practice teamwork innovation, inclusion and widening assessments that motivate, inspire and retain students. participation. Our staff and students QUEENSLAND TRAINING AWARDS (individually and collectively) will Mr Richard Lane School of Engineering and Technology engage with the world to make it a Winner of the Central Queensland VET Teacher or better place. Trainer of the Year (Gladstone-based construction teacher, Mr Lane was also a State finalist.) »»CQUniversity provided engaged CQUniversity education, training and research in a State finalist in the Large Training Provider of the Year category supportive and responsive way to meet student needs and study preferences, on STUDENT VOICE AWARDS campus and by distance. CQUniversity’s Student Voice Awards recognise the achievements of educators annually using student feedback to gauge the quality of teaching. More FLEXIBILITY AND DIVERSITY IN LEARNING than 130 unit coordinators were commended for CQUniversity strives to ensure all students have their achievements and three unit coordinators were an opportunity to reach their potential. By providing awarded Student Voice Awards: diverse, engaging learning experiences using a variety of teaching strategies, CQUniversity assists students Educator of the Year to develop discipline-specific skills as well as generic Mr Peter McKenzie, Lecturer transferable skills for employment and lifelong learning. School of Education and the Arts To achieve this, CQUniversity offers courses across Distance Educator of the Year a broad range of disciplines, using teaching and Ms Tanya Capper, Lecturer delivery methods to suit the many different locations, School of Nursing, Midwifery and Social Sciences circumstances, and study preferences of its students. Opportunities are also provided to enable students to On-Campus Educator of the Year study at other institutions in Australia and overseas as Mr David Lapere, Lecturer credit towards their CQUniversity qualification. School of Education and the Arts Across a national network of 24 campuses and study centres, CQUniversity delivered its courses on campus, online, and through a blend of both, using state‑of‑the‑art technologies and learning support. These services include electronic library resources, online study material, study groups and online discussion forums, weekend or online orientation sessions, and access to facilities at all CQUniversity locations across the country.

48 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT DIVERSE STUDENT SUPPORT SERVICES enabling courses. The team extended its support to Through 2017, CQUniversity delivered a wide range of 290 vocational education students later in the year by learning and other support services to meet students’ providing advice, pastoral care, mentoring, financial needs and provide a positive university experience. advice and referral to other appropriate services. These services included personal counselling, multi‑faith To improve services for international students, chaplaincy, advocacy and advice for students with a International Arrival Officers were appointed to the disability, advocacy through the Student Representative Brisbane, Melbourne and Sydney campuses. During Council, mentoring, and financial assistance through loans term enrolments, these officers inform new students and scholarships. The University also provided affordable about accommodation, setting up bank accounts, healthcare through its health clinics and connected using public transportation and other fundamental students with childcare services and student networks. information students need to adjust to living in The University’s longstanding Academic Learning Centre Australia. Through this hands-on personalised support, supports students to become independent learners by students are made to feel welcome and part of the providing group sessions, course-specific workshops, CQUniversity community. individual academic counselling and resources, on Student communications also underwent significant campus and by distance. The centre assists students redesign and improvement in 2017. CQUniversity’s to gain skills in science, mathematics and statistics, official student e-newsletter, theStudent Broadcast, was computing and academic communication as a foundation updated in line with current digital communication trends, for successful tertiary study. enabling students to better access and share essential CQUniversity’s career advice service, CQUni Careers, student news across social media platforms. The updated continued to be in demand, with 971 students seeking Student Portal, featuring a modern design compatible career counselling or employment assistance. CQUni with mobile devices, was also rolled out to students. Careers also hosted 68 careers events, including the CQUniversity graduated career-ready annual Careers Fair across multiple locations, attracting »» more than 1000 students. Services at the Melbourne, individuals by providing work-integrated Brisbane and Sydney campuses this year, resulted in learning and outbound mobility significant increases in careers appointments at these opportunities to develop the knowledge, locations. To meet increased demand elsewhere, ‘pop- up’ career services were also offered on the Cairns, skills, understanding and aptitude for full Townsville, Mackay, Gladstone, Emerald, Biloela, participation in society and economy. Bundaberg and Perth campuses. WORK-INTEGRATED LEARNING ENHANCING STUDENT SERVICES CQUniversity continued to incorporate work-integrated CQUniversity aims to create a positive organisational learning (WIL) into units and courses. Through work culture that encourages responsiveness to students placements, internships, study tours and community and continuous improvement in service delivery. and industry-based projects, WIL enables students to Student feedback about their CQUniversity experience consolidate learning in an authentic work environment is actively sought through measures such as student and to develop sought-after, practical skills for future representation on Academic Board, the Student employment. WIL is often combined with socially PERFORMANCE REVIEW Representative Council and campus life committees, innovative projects that have a real and significant impact and through formal feedback and complaint processes. on local communities in Australia and overseas. As part Feedback is also gained from surveys that enable of the CQUGlobal program, students can undertake WIL CQUniversity to evaluate and enhance its services. In by participating in humanitarian visits to other countries 2017, iPads were installed at point-of-service campus where they can use the skills and abilities acquired in locations for students to complete a survey and provide engineering, nursing or education to assist those in need. immediate feedback about their experience in receiving For example, 17 CQUniversity engineering students advice or assistance from the Student Success team. In travelled to Nepal where they participated in an immersive response to this feedback, the team has since adapted project to create engineering design solutions for a range its approach to frontline customer service. of community organisations. Supported by Engineers Aboriginal and Torres Strait Islander students were Without Borders facilitators, the group completed assisted by the Indigenous Student Support team, human‑centred design workshops in Kathmandu, then through its support of 565 undergraduate students later met with community organisations in remote with services such as tutoring in undergraduate and villages to understand and develop innovative engineering solutions to address local challenges.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 49 Eight paramedic students also travelled to participate in »»CQUniversity increased student a clinical placement and clinical course in Oregon, USA. representation and success regardless All students were allocated a personal mentor from American Medical Response and spent over 96 hours of their educational, cultural and family together treating patients, undertook an eight-hour shift background or their country of origin. rotation through a Level 1 trauma hospital in Portland, and successfully completed an advanced wilderness INCLUSION THROUGH life support course. WIDENING PARTICIPATION CQUNIVERSITY GLOBAL With the highest ratio of students from mature age, Aboriginal and Torres Strait Islander, first-in-family The University’s student mobility program, CQUGlobal, and low socio-economic backgrounds, CQUniversity grew dramatically in 2017, having secured $891 500 has a reputation as Australia’s most inclusive to support over 200 students to undertake a mobility university, and continues to expand student diversity program to an overseas country. Students from a range through its inclusion agenda. Student participation of disciplines participated in programs across Asia, has increased in recent years, however, student Europe and North America. retention and completion rates remain a challenge. Through the year, three hubs have emerged for Although CQUniversity is proud of its inclusive CQUGlobal programs with a social innovation focus: and diverse demographic, conversely it’s one of a Pokhara in Nepal; Delhi and Ahmedabad in India; and number of factors contributing to student attrition and Phnom Penh in Cambodia. In Pokhara, engineering, non‑completions. nursing, allied health, education and vocational In recent years, CQUniversity has worked to improve students have travelled to undertake humanitarian its participation outcomes through a variety of projects, nursing and healthcare clinics, and educational measures, some funded by the University and others workshops. The University also established a link through the Commonwealth’s Higher Education with Seven Women, a non-government organisation Participation and Partnerships Program (HEPPP). in Kathmandu. Seven Women aims to socially and In 2017, the Student Participation and Retention economically empower women, and is set to become a Committee was created to drive strategic leadership strong partner in creating future projects for our students. and more effective coordination of these measures, Digital media, business, education, engineering and many of which have already positively impacted the nursing students travelled to India to participate in a student experience and are expected over time to number of projects from sustainability education through translate into improved retention and completions. to cultural programs designed to re-imagine India as a CQUniversity received $4.68 million in HEPPP hub of interdisciplinary innovation and opportunity. In funding to deliver diverse initiatives aimed at assisting Cambodia, education, law and nursing students have students from low socio-economic status (low SES) been working with local schools and legal institutions, backgrounds. The program’s primary aim is firstly to support organisations, and healthcare clinics. encourage and inspire participation in higher education These outbound mobility activities not only allows among students from disadvantaged backgrounds, and CQUniversity to support local communities, but secondly to ensure their continued involvement and also provides invaluable experiences for students success following enrolment. Many of the projects and staff, a broader view of the world, a revaluation being managed have been running for at least two of their own culture and circumstances, as well as years and have a long-term view to achieve increased a drive to become global changemakers for social participation among this demographic. good. Through this program, students gain valuable problem‑solving and intercultural communication WIDENING PARTICIPATION PROJECTS skills and competencies often cited by employers as HEPPP projects delivered in 2017 covered a variety essential attributes in the workplace. CQUniversity of student-focused initiatives including financial plans to continue CQUGlobal in 2018 following success assistance and scholarships, schools outreach in lower in securing over $1.5 million in program funding. socio-economic communities, early intervention with at-risk commencing students, alumni mentoring, Indigenous student support and community aspirations programs, improved online curriculum delivery, student assessment success, return to study, and support for students with English as a second language.

50 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT HEPPP-funded projects/programs this year included: »»CQUniversity optimised students’ »» over $1.5 million allocated to scholarships for 372 low learning journey by providing a SES undergraduate domestic students »» direct support provided to 164 low SES stimulating and engaging environment undergraduate students living with a disability that fosters their different learning styles »» proactive contact with 455 students who had previously withdrawn from CQUniversity study, LEARNING THROUGH SOCIAL INNOVATION resulting in 88 low SES students returning to study, Through its social innovation agenda and role as an six of whom completed their studies Ashoka U changemaker campus, CQUniversity offers »» more than 740 Indigenous community members students engaging, life-changing learning experiences. engaged by the Community Aspirations Program Elective and extracurricular opportunities enable to encourage participation in university study, with students to develop practical skills through initiatives 15 participants successfully transitioning into VET, such as the Social Innovation Studio and participation enabling or higher education courses at CQUniversity in The Big Idea competition, CQUGlobal Outbound »» over 50 outreach programs delivered to more than program, and the University’s change champion 10 000 primary and secondary school students initiative. Students can also attend the University’s across North and Central Queensland through social innovation lecture series and gain a postgraduate CQUniConnect, a program focused on raising the qualification to support their changemaking aspirations aspirations of low SES students to attend university through the Graduate Certificate in Social Innovation. »» over 260 ‘new to course’ domestic undergraduate Embedding social innovation principles across its schools, students from low SES backgrounds contacted in campuses and study centres, CQUniversity works with Term 2, 2017 via the Student Readiness Program. The government, industry and communities as partners to program identifies potential issues that may affect empower students to solve real-life challenges locally and their studies, and connects students with relevant internationally. The Office of Social Innovation helps to support services to assist them with addressing drive the University’s social innovation agenda by nurturing these issues, and strong partnerships with social innovators, such as the »» more than 660 students from Years 7 to 12 Salaam Baalak Trust, The Big Issue, and Seven Women. engaged by the Australian Indigenous Mentoring Through these partnerships, WIL and the CQUGlobal, Experience (AIME) program, at 17 schools across the students help to change the lives of disadvantaged Rockhampton, Mackay and Gladstone regions, aided communities in Australia and overseas. From 2018, by 67 CQUniversity student volunteers. new and current students will be invited to participate in iChange, an orientation program designed to encourage students to become social innovators of the future.

RECOGNISING STUDENT ACHIEVEMENT GRADUATIONS A total of 6881 graduates were conferred with awards in 2017, comprising 47 doctoral awards, 3677 higher education awards and 3157 vocational PERFORMANCE REVIEW education and training awards. Additional award-related documentation generated in 2017 comprised 5337 official transcripts, and 637 statements of attainment.

UNIVERSITY MEDALLIST The University awards University Medals to students who have achieved an exceptionally high level of Salaam Baalak Trust founder, Ms Praveen Nair, was awarded performance in their First Class Honours Degree. The an Honorary Doctor of Social Innovation by CQUniversity for recipient for 2017 was: her tireless work across India’s cities to ensure street children could grow up in safe and nurturing environments, with School of Engineering and Technology opportunities for education, creativity, and future employment. Mr Robert Charles Bachelor of Construction Management (Honours) CQUniversity is a proud sponsor of Salaam Baalak Trust’s City GPA 6.923 Walk, a guided tour though New Delhi slums led by former street children who have benefited from the Trust’s support.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 51 SCHOOL MEDALLISTS School of Nursing and Midwifery School Medals are awarded to the graduating student, Ms Ruth Collie in each school in the Tertiary Education Division, with Bachelor of Nursing GPA 6.917 the highest academic achievement in a bachelor degree. To be eligible for a School Medal, graduates 2017 QUEENSLAND TRAINING AWARDS must have achieved a Distinction level in a three-year Harry Hauenschild, Apprentice of the Year (CQ degree or a First Class Honours level in a four-year Finalist) degree. The recipients for 2017 were: Mr Dallas Brown School of Business and Law Bob Marshman Trainee of the Year (CQ Finalist) Ms Debbie Carson Ms Helene Schmidt Bachelor of Accounting/Bachelor of Business GPA 6.83 Vocational Student of the Year (CQ Finalist) School of Education and the Arts Ms Kylie Medlin Ms Paula McDonald Equity VET Student of the Year (CQ Finalist) Bachelor of Learning Management (Primary Education) Mr Hamish Ross GPA 6.917 School of Engineering and Technology INSPIRING STUDENT ACHIEVEMENT Mr Warren Metz During graduations each year, CQUniversity confers Bachelor of Engineering (Honours) and Diploma of honorary awards on notable individuals to recognise Professional Practice (Co-op Engineering) GPA 6.97 their outstanding contribution to the Australian School of Human, Health and Social Sciences community and to acknowledge them as role models Ms Sarah Han for CQUniversity’s graduands. Also, individuals of Bachelor of Social Work (Honours) GPA 6.84 substantial achievement who support the University and are high-calibre public speakers are invited to School of Medical and Applied Sciences address, encourage and inspire CQUniversity’s Ms Danielle Bowles graduating students. Honorary awards conferred and Bachelor of Medical Sonography/Graduate Diploma of invited guest speakers in 2017 are in shown in Tables 8 Medical Sonography GPA 7.0 and 9.

Table 8: Honorary awards conferred and titles awarded in 2017 Awards / Titles Recipient Mr Rennie Fritschy AM, BE(Chem) Syd, BEc WAust, FIEAust, FAICD Emeritus Chancellor of the University The Hon. Justice Stanley Jones AO, QC, LLB Qld

Professor Hilary Winchester, MA, PhD Oxon, FAICD Emeritus Professor of the University Professor Steve McKillup, BSc(Hons), PhD Adel

Mrs Deirdre Comerford, MAICD Companion of the University Sergeant Nigel Dalton Mr Peter Byrne, DipPubHInsp, GradDipMgt CQU, MLGMA, FAIM, FEHA

Mr Kerry Blackman, ADipAE(TLPD) UTS, MIRAC, MCAR Ms Jacqueline Huggins AM, DipPubHlth InspQld, DipEd FUSA, BA(Hons) UQ, Doctor of the University GradDipMgt CQU Dr Michael John, BA(Hons), MPsych, PhD CQU, MAPS, MCCLP, MCFP

Honorary Doctor of Business Administration Mr Graham Carpenter, GradDipMgt CCAE, MBA CQU, FCA, FAICD

Honorary Doctor of Digital Media Mr Stuart Campbell, AdvDipGD CATC

Honorary Doctor of Education Ms Lynne Foley OAM, DipEd, BEcon UQ, AMusA

Honorary Doctor of Literature Mrs Isabel Hoch

Honorary Doctor of Science Mr David Holmgren, BA(EnvDes) TCAE

Honorary Doctor of Social Innovation Ms Praveen Nair, DipChildDev LIC

52 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT Table 9: Graduation ceremony guest speakers in 2017 Location / Date Guest speaker Gladstone Mr Robert Gibb, BComm, GradCertComRel 30 March Manager, Communities and Sustainable Development, ConocoPhillips

Mr Jordan Miller, LLB , BBusMgt(RE&Devt) , MUDIA, AAPI Principal, We Speak Property / Director, Mackay QUT Qld Greater Whitsunday Alliance / Director, Mackay Community Foundation / Founder, Young Professionals 4 May Mackay

Perth Mr Jeff Gunningham, BScMechEng(Hons) USW, GradDipMgt UWA, MBA UNE, FIMechE, SHFLHMI 12 July Consultant

Townsville Cr Jenny Hill, BSc LTU, MPHTM JCU 9 August Mayor of the City of Townsville

Cairns Ms Linda Murry, ADipAppSc CQ TAFE, BSc(AppChem) CQU, MMineEng(MineMgt) UNSW 10 August Manager, East Weipa Operations, Rio Tinto, Weipa

Rockhampton Senator Matthew Canavan, BEc(Hons), BA UQ 24 August Senator for Queensland

Mr Richard Batterley, DipCAM CDT, BA(Photo) RSP Sydney Photographic Artist / Former Asia Pacific Regional Strategy and Planning Director, Carlson Marketing Group 12 September / Chair, CQUniversity NSW Regional Engagement Committee

Bundaberg Mr John McLean, DipTeach(Geog), BEd QUT, MIMAG 26 September CEO, Bundaberg Brewed Drinks

Noosa Ms Cilla Slack, BMusTheatre CQU, PGradCertMus QCM 28 September Producer / Songwriter / Performer of Blue Gum Farm TV (online/video/live program)

Rockhampton Mr Bevan Slattery, BBus CQU 5 December Owner/Founder, CapitalB

Ms Jessica Christiansen-Franks, GradDipEnv, BBltEnv QUT Melbourne Co-Founder and CEO, Neighbourlytics / Vice Chair, Centre for Civic Innovation (Smart Cities Council AusNZ) 11 December / Senior Program Advisor, CoDesign Studio

Sydney Mr Kumar Parakala, MBA, MIS(Mgt) CQU, MSc(Econ)(Hons) BITS 13 December Global Digital Leader, GHD

Brisbane Ms Jacqueline Huggins AM, DipPubHlth InspQld, DipEd FUSA, BA(Hons) UQ, GradDipMgt CQU 15 December Co-Chair, National Congress of Australia’s First People (morning)

Brisbane Mr Graham Carpenter, GradDipMgt CCAE, MBA CQU, FCA, FAICD 15 December Chartered Accountant and Company Director (afternoon) PERFORMANCE REVIEW

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 53 UNDERTAKING GREAT RESEARCH RESEARCH COLLABORATION AND PARTNERSHIPS CQUniversity continued to collaborate with local, »»Our focus: We will be known for national, and international communities and our engaged research in priority industry partners to strengthen research leadership, capability and impact. The following collaborations areas which is informed by the and partnerships exemplify CQUniversity’s research needs and aspirations of our strategy and achievements in 2017: stakeholders and our communities. »» CQUniversity became an official partner at the Australian Facility for Taphonomic Experimental Research. The first of its kind outside the USA, »»CQUniversity engaged with regional, this facility investigates decomposition of human cadavers in a natural setting, and will enable national and international research CQUniversity staff and research students to conduct communities and industry partners to future research. increase its research activity and offer »» Professor Phil Brown and Dr Talitha Best (School of outstanding research programs for staff Health, Medical and Applied Sciences) began leading a four-year project funded by the Australian Centre and students. for International Agricultural Research, ‘Integrating protected cropping systems into high value RESEARCH STRENGTHS AND PRIORITIES vegetable value chains in the Pacific and Australia’. CQUniversity aims to become one of Australia’s most The $1.3 million project is being undertaken in engaged universities undertaking globally relevant collaboration with ministries in Fiji, Samoa, and Tonga. research that benefits regions and communities. »» Associate Professor Anjum Naweed (School of Health, To achieve this, the University builds strong links Medical and Applied Sciences) led a multi‑university with industry, government, and the community, and research team awarded funding from the Australasian collaborates with national and international researchers Railway Association to investigate and identify accident and research networks. precursor behaviours to predict and prevent trains Specifically, CQUniversity focuses on research that going past red signals. Ten companies across Australia explores regional development, growth in resource and New Zealand contributed funding to this project. industries, environmental management issues, quality »» Dr Linda Colley (School of Business and Law) healthcare in rural and regional communities, and successfully secured an Australia and New Zealand delivering education using modern technology. School of Government grant to lead a team from the University of New South Wales, CQUniversity, and the Our research strengths and corresponding research University of Sydney. The project will investigate ‘The foci are grouped under the following areas: role of middle managers in progressing gender equity »» applied medical health; agricultural systems; in the public sector’, in conjunction with Queensland, environmental systems; exercise and sports New South Wales, South Australian, and Tasmanian sciences government partners. »» health behaviours at work, rest and play; psychology »» CQUniversity signed a memorandum of and wellbeing; public health and health promotion understanding with the China National GeneBank »» creative arts; learning, equity, access and (CNGB) in an agreement to conduct joint research participation into the effect of climate change on the ecological »» domestic violence; nursing workforce, education and geonomics of Australia’s koala populations. health service delivery; mental health »» Professor Kevin Ronan (School of Health, Medical »» automation; clean energy; railway engineering; smart and Applied Sciences) joined the official Australian systems delegation to the United Nations International »» economics; management. Strategy for Disaster Reduction (UNISDR) Global These priorities are in existing and emerging areas of Platform on Disaster Risk Reduction in Cancun in strength, provide direction for the research agenda and May. Professor Ronan played a key role with the areas of engagement, and highlight the diverse range UNISDR and in developing the Sendai framework, of research conducted at CQUniversity. specifically in child-centred disaster risk reduction. Professor Ronan also advised the Australian

54 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT negotiation team on disaster risk reduction and »» Following its win in the 2016 national finals of the resilience. In addition, funding was secured to 5 Minute Research Pitch (5RP) competition by continue Professor Ronan’s research in this area, Dr Melanie Hayman (School of Health, Medical through a grant of over $860 000 from the Bushfire and Applied Sciences), CQUniversity hosted the and Natural Hazards Cooperative Research Centre for national finals at its Melbourne campus in 2017. the project, ‘Extension to the child-centred disaster The 5RP, a competition that challenges early and risk reduction program’. mid-career researchers to describe their research »» Dr Joshua Guy (School of Health, Medical and to a general audience within five minutes, brought Applied Sciences) and Dr Grace Vincent (Appleton together 14 finalists from seven universities across Institute, School of Health, Medical and Applied diverse disciplines. Sciences), along with researchers from CSIRO and Swinburne University, were awarded over $1.5 EXPANDING CQUNIVERSITY’S million in funding from the Healthy Living Design RESEARCH FOCUS Hub. Funding was through the MTPConnect A new research centre focusing on Indigenous health Project Fund Program for research into cutting-edge equity was officially launched in Cairns in 2017. The first of sports technology, such as wearable garments its kind in North Queensland, the Centre for Indigenous that monitor player performance. The researchers Health Equity Research will pursue an interdisciplinary have been working with Cairns Taipans basketball and cross-cultural approach to improving health outcomes players, who used the garments to collect data on for Aboriginal and Torres Strait Islander people through training load, fatigue, and player activity. Additional public health research, research impact assessment, industry partners include the Richmond Football Club research education and training, policy, advocacy and Ltd, Thermal Hyperformance Pty Ltd, and Planet international relations, and economic assessment. Innovation Pty Ltd. »» The CQUniversity Choices Applied Theatre Project INCREASING RESEARCH ACTIVITY is an initiative delivered by performing arts students Through its focus on areas of research strength at the Central Queensland Conservatorium of Music and collaborations with industry and government, in conjunction with Queensland Police, Queensland CQUniversity has achieved success in increasing its Health, and high schools throughout Central and research activity. As data for 2017 is not yet available, Northern Queensland. The Choices program was 2016 data is reported to indicate CQUniversity’s awarded the 2017 Australian Financial Review Higher performance. The University’s 2016 target of $10.1 Education Award for Community Engagement, million in external research grant income was exceeded, recognised for its outstanding impact and research with the University attracting $10.9 million in external translation. The program has been performed for 17 research income, an increase of 43 per cent on the consecutive years to over 26 000 Year 12 students, previous year. CQUniversity also reported an increase in and is credited with helping to reduce illicit drug-taking weighted publications of 18 per cent in 2016. and other risk behaviours by schoolies, who had participated in the program, by more than 50 per cent. CQUniversity continued to strengthen its research »» Almost 300 of the world’s best researchers, performance throughout 2016. Initiatives implemented in scientists, and engineers in the field of road and rail previous years were continued, including its commitment

vehicle system dynamics gathered at CQUniversity to performance-based management for research delivery, PERFORMANCE REVIEW in Rockhampton from Europe, America, Asia, and the continued provision of a strong research training around Australia to attend the 25th International platform, and the growth of research higher degree (RHD) Symposium on Dynamics of Vehicles on Roads and enrolments and on-time completions. In terms of total Tracks in August. CQUniversity’s Centre for Railway income, CQUniversity’s research revenue has increased Engineering (School of Engineering and Technology) through success in securing collaborative research income. organised and hosted the event, held for the first time in Australia, only the second time the event has been hosted in the southern hemisphere. The symposium highlighted CQUniversity leadership in this field and attracted experts from around the world to exchange their latest ideas. The event also had a positive impact on Rockhampton’s economy and tourist industry.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 55 Table 10: Research income 2016 Rockhampton and Brisbane campuses. The program ran across four days each with up to four streams of HERDC Category External $ Amount workshops running daily. More than 130 candidates Research Grants (Reported in 2016) attended the face-to-face intensives, with the 1 Australian Competitive 2 901 304 opportunity to attend over 80 presentations and training 2 Other Public Sector 3 791 991 workshops across each four-day intensive.

3 Industry and Other 3 604 309 In addition, the Research Division facilitated training workshops throughout 2017, where students from all 4 Cooperative Research Centre 572 268 CQUniversity campuses attended face-to-face and Total 10 869 872 online training, and delivered two RHD Accelerate Supervision programs designed to advance associate Source: Higher Education Research Data Collection (HERDC) in 2016. supervisors to principle status. Each program ran Table 11: Research performance 2016 across five months, resulting in 24 RHD supervisors successfully completing the program in 2017. Number HERDC Category (Reported in 2016) CQUniversity also continued its support of RHD candidates through scholarships to fund living Weighted Research Publications 458 allowances and tuition fees. A number of prestigious Total HDR Student Load (EFTSL) 215.5 externally-funded scholarships were awarded in 2017, some of which were through partnerships with Total HDR Award Completions 58 Telstra, the Rail Manufacturing Cooperative Research Source: Publication data from the HERDC in 2016 and CQUniversity Centre, the Australian Research Council, the Port student data. Curtis Integrated Monitoring Program, and the Fitzroy Partnership for River Health. In addition, CQUniversity Table 12: Commonwealth Research Block Grant Funding 2016 funded 11 Summer Research Scholarships across a Research Block Grant Categories $ Amount range of discipline areas. These awards include a living stipend and dedicated project resourcing to encourage Research Training Scheme 2 366 600 individuals with research aspirations to undertake a Research Infrastructure Block Grant 219 641 short-term, supervised research project in one of the Australian Postgraduate Awards 1 107 364 University’s priority research areas.

International Postgraduate Research 68 599 INDIGENOUS STUDENTS: ‘CLOSING THE GAP’ Scholarship Scheme IN RESEARCH Sustainable Research Excellence 495 936 The Office of Indigenous Engagement undertook a Joint Research Engagement 1 667 057 HEPPP-funded project titled, ‘The positive impacts of AIME on Indigenous education outcomes: a case Joint Research Engagement: Cadetships 29 351 study of Indigenous student retention and transition Total 5 954 548 in Central Queensland’, which was finalised in 2017.

Source: CQUniversity data 2016. The project explored factors that influence the success of the Australian Indigenous Mentoring Experience OUTSTANDING RESEARCH PROGRAMS FOR (AIME) and the impact it has on individuals’ lives. This STAFF AND STUDENTS research found the AIME program was instrumental in building positive futures for Indigenous students In 2017, CQUniversity continued to invest significant through its mentors, presenters and the module resources to support RHD candidates. The University content, which helped Indigenous high school students allocated a further $325 000 to support new RHD to aspire to higher education and employment, candidates with project costs and provide them with improved their understanding of the importance of opportunities to present their research results at education, built self-confidence and increased their national and international conferences. motivation to study. AIME’s positive impacts were Through its Research Division, CQUniversity funds also found to extend to mentees’ families, schools, and delivers a University-wide research training and communities, and on the lives of volunteer program, which offers participants diverse learning mentors. The AIME final report was published by the opportunities around thesis writing and development Analysis and Policy Observatory the day after it was and communication. In 2017, the University offered available online. a new RHD Intensive Training program, held on the

56 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT Professor Bronwyn Fredericks, Office of Indigenous »»CQUniversity developed world-class Engagement, was awarded funding from the National researchers who collaborated across a Indigenous Research and Knowledges Network (NIRAKN) to undertake several projects, including range of broad fields of education. a youth social and emotional wellbeing project titled, ‘Aboriginal and Torres Strait Islander youth, The Excellence in Research for Australia (ERA) Initiative health and wellbeing project: Queensland study’. conducted across the Australian higher education Collaboration with young people from Woorabinda sector by the Australian Research Council in 2015 found about the data collection workshop produced the that CQUniversity is conducting research rated at, workshop name, ‘Youth Yarning Up’. The project above, or well above world standard across 14 research provides valuable information about the types of categories, a remarkable improvement on past services and support that could best contribute to performance. The University’s research performance is improved health and wellbeing for Indigenous young underpinned by investment in people and facilities, an people in rural, regional and remote locations. Two innovative and engaged research strategy, and success other NIRAKN funded projects were finalised in 2017, in securing highly competitive national research grants. which were ‘What did you do with the experience?’: CQUniversity has established itself as a research leader The Community Aid Abroad Indigenous study tours in areas including psychology, agriculture and veterinary 20 years on’ and ‘For all our mobs: Understanding science, environmental science, mathematics, medical the experiences of Indigenous artists in working and health sciences such as nursing, engineering, together internationally for the now and the future of artificial intelligence, and public health and health Indigenous cultures, knowledges and arts practices’. sciences. In 2017, the University awarded research grants to 15 recent academic appointees to help A project funded by Red Cross Australia, John establish their research profile. Villiers Trust, and CQUniversity Pilot Linkage grant is currently being undertaken by researchers in the The University is committed to increasing its research Office of Indigenous Engagement. The project is intensity through programs that encourage and support titled, ‘Optimising place-based services: building researchers, such as the Early-Career Researcher evidence for community-driven impact evaluation’. The program led by Professor Drew Dawson. Early-career research seeks to understand the impact of service researchers are given mentoring and support to delivery across the Woorabinda community, from the develop their skills in research career planning, grant perspective of the residents. This project is underway applications, writing publications, and developing and will be completed in 2018. collaboration opportunities. Since 2012, the 100 alumni from this innovative program have submitted over Office of Indigenous Engagement researchers continue 1500 manuscripts for publication and are named chief to collaborate on other projects with researchers across investigators on more than $11.5 million in external CQUniversity and in other institutions, for example, a funding, including $5.3 million in national competitive national Digital Arts project and a national project funded Category 1 grant funding. through the Office of Learning and Teaching. They also received Centre for Tourism and Regional Opportunity In 2017, CQUniversity collaborated with Southern grants to complete two projects to assist the Office Cross University to develop and pilot a Mid-Career of Indigenous Engagement to disseminate research Researcher program. Also led by Professor Drew outcomes to Aboriginal and Torres Strait Islander Dawson, this program provides emerging research PERFORMANCE REVIEW communities, the broader research community and to leaders with mentoring, support, and development policy decision-makers working towards ‘closing the in research leadership and building and managing gap’ in Indigenous health and educational outcomes. research teams.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 57 CQUNIVERSITY’S RESEARCHERS RECOGNISED In 2017, CQUniversity successfully participated in CQUniversity has for many years produced the Advance Queensland Knowledge Partnerships outstanding researchers in their field of expertise. In program, collaborating with small businesses to place 2017, the following researchers were recognised for CQUniversity graduates into innovative projects. their achievements: Two successful partnerships were Professor Carolyn Unsworth and Dr Prasad Gudimetla partnering with »» Professor John Rolfe (School of Business and Law) Community Lifestyle Solutions Inc. in Bundaberg, and was elected a Fellow of the Academy of the Social Dr Linda Pfeiffer and Gai Sypher partnering with the Sciences in Australia. Professor Rolfe is the first Central Highlands Science Centre. person from CQUniversity to be recognised as a Fellow of the Academy, and the only economist from Dr Kym Paterson (School of Health, Medical and a regional area in Australia to be included. Applied Sciences) was one of 11 young innovators »» Professor Carolyn Unsworth (School of Health, across Australia’s primary industries who received a Medical and Applied Sciences) was conferred as 2017 Science and Innovation Award for Young People a Fellow of the Occupational Therapy Australia in Agriculture, Fisheries, and Forestry. These awards Research Academy. Professor Unsworth is one of recognise talented researchers and scientists, and were 15 inaugural Fellows. presented at the gala evening of the Australian Bureau »» Professor Brijesh Verma (School of Engineering of Agricultural and Resource Economics and Sciences and Technology) was appointed to the Outlook 2017 conference, Australia’s pre-eminent Australian Research Council College of Experts. agricultural and economic conference. Professor Verma is the first appointment to CQUniversity was a co-sponsor of three startup represent CQUniversity. weekends during 2017 in Rockhampton. The intensive »» Professor Chris Doran (School of Health, Medical and 54-hour bootcamps brought together teams with Applied Sciences) was invited to Chair the Clinical diverse skill sets to develop startup ideas through to a Research Panel for the National Health and Medical working model or prototype to pitch to investors. Research Council Centres of Research Excellence. Dr Malcolm Johnson (School of Business and Law) »» ‘10,000 Steps’, the popular eHealth physical activity was a member of the Ignite Far North Queensland promotion program, available nationwide, was (FNQ) team awarded a Queensland Government profiled by theBritish Journal of Sports Medicine Advancing Regional Innovation Program grant to spur during 2017 in a series of articles highlighting health innovation-led economic growth and future jobs in promotion initiatives from around the world that work. Far North Queensland. Ignite FNQ, a special purpose CQUniversity supported and improved company supported by partners across the region, »» targets youth, residents, startups, and innovative small regional and community wellbeing businesses, Aboriginal and Torres Strait Islander people, by collaborating in research projects, and smaller communities across the region. developing knowledge, promoting CQUniversity sponsored the Capricorn Node of innovation and being entrepreneurial. GovHack 2017. Sixteen competitors forming three teams worked over 46 hours in Rockhampton in July The University partnered with organisations throughout to submit three entries in the Queensland category the year to collaboratively promote research more of the national competition. Two Rockhampton broadly among stakeholders and the community. teams were shortlisted for national awards, and the Dr Jay Deagon (School of Education and the Arts) led SciSearch Team were awarded 1st prize in the Amazing a CQUniversity‑funded research project, partnering Science Category. with Seven Women, a non-profit organisation in Nepal. The project aims to research and develop high-quality cookery training courses to be used within the Nepalese hospitality industry, and directly contribute to the empowerment and employability of local Nepalese women.

58 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT »»CQUniversity invested in defined »» In addition to the University’s excellent ERA results, the research areas that are aligned to its own 2017 Times Higher Education World University Rankings for universities under 50 years placed CQUniversity at and national research priorities. 90 in the top 100. The metrics underpinning this result shows CQUniversity has an excellent citation result, our By developing strategic partnerships in priority research highest ranked metric out of the six used to determine areas and investing in critical areas of growth to rank. Our citation score (which Times Higher Education improve research ranking against other Australian and regards as an indicator of research influence) was the international universities, CQUniversity has improved highest in the Regional University Network group. its research funding and performance outcomes. CQUniversity participated in the Commonwealth’s Centres leading CQUniversity’s research in priority Engagement and Impact Assessment Pilot in 2017, areas are: with seven case studies successfully submitted to the »» Appleton Institute (Adelaide) Impact Pilot, and one submission to the Engagement »» Centre for Tourism and Regional Opportunities (Cairns) Pilot. Feedback from the Australian Research Council »» Centre for Indigenous Health Equity Research (Cairns) proved very useful and will inform development of case »» Queensland Centre for Domestic and Family Violence studies for the national assessment to be conducted Research (Mackay) triennially from 2018. »» Institute for Future Farming Systems (Rockhampton) CQUniversity supports research excellence in those »» Centre for Railway Engineering (Rockhampton) areas that contribute to industry and community needs »» Centre for Intelligent Systems (Rockhampton) and national research priorities. To achieve this, the »» Centre of Regional Advancement of Learning, Equity, University encourages a culture of research by identifying Access and Participation (Rockhampton). and rewarding research leaders, promoting scholarly activities, mentoring emerging researchers, and fostering CQUniversity continued to invest resources and funding to an environment of active enquiry and innovation. Two support designated research priority areas and growth in ways CQUniversity achieves this is through its award research excellence. This growth investment strategy was and grants schemes. In 2017, excellence in research rewarded with further improvements in the University’s was formally recognised at the annual Vice-Chancellor’s research income, overall field-weighted citation impact Awards in the following categories: (citations relative to discipline averages), and the number »» CQUniversity Excellence in Research Higher Degree of papers published in high-quality journals. Examples of Supervision high‑quality outputs included: »» Vice-Chancellor’s Award for Excellence in Research »» Dr Alison Payne, Professor Kerry Walsh, Dr Phul »» Vice-Chancellor’s Award for Outstanding Researcher: Subedi and Associate Professor Dennis Jarvis Early Career (School of Health, Medical and Applied Sciences, »» School of Engineering and Technology) were CQUniversity Opal Award for Engaged Research congratulated by Elsevier in January for publishing and Innovation. one of the five most highly cited papers for the In 2017, CQUniversity assisted its researchers to period 2013–2016 in Computers and Electronics develop skills in submitting competitive research grant in Agriculture. applications by funding professional development »» A case study by Professor Sarah Blunden (School of and mentoring opportunities, including formal PERFORMANCE REVIEW Health, Medical and Applied Sciences) was published programs for early-career researchers and a program in the prestigious British Medical Journal. The study, for developing grant and fellowship applications for ‘Reducing bedtime tantrums and fear without tears: nationally-competitive Category 1 funding. Although The Boss of My Sleep Book© in a toddler with the impact of these programs may not be apparent trauma’, is of a mother who successfully applied the for a number of funding cycles, the programs have step‑by‑step procedures and information in the Boss delivered immediate benefits in supporting staff to of My Sleep Book (by Professor Sarah Blunden and develop improved research track records and assisting Associate Professor Kirrilly Thompson). their competitiveness for future funding proposals. »» Researchers in the School of Health, Medical and Researchers in these programs have so far secured Applied Sciences had manuscripts accepted for more than $6.3 million in Category 1 funding. publication in highly prestigious journals including More than 77 new research projects were awarded to Nature Climate Change, Nature Immunology and The the University in 2017 from a variety of funding sources, Lancet Psychiatry. including a number of nationally-competitive grants shown in Table 13.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 59 CQUniversity researcher, Dr Qing Wu, was awarded the 2017 Fund for Accessing Potential Expertise Research Prize for Academic Excellence. Qing’s PhD study has advanced the modelling of draft gears and the capability of finding better draft gear designs to improve rolling stock designs and economies in commodity transport.

Table 13: National Competitive Grant-funded projects awarded and/or launched in 2017 Grant recipient $ Amount Details

Professor John Rolfe A Reef and Rainforest Research Centre for the National Environment Science Program Tropical Water Centre Hub grant for the project, Dr Megan Star 30 000 ‘Innovative economic levers: a system for underwriting risk of practice Dr Jeremy De Valck changes in cane farming’.

An Australian Centre for International Agricultural Research grant for the Professor Phil Brown 1 325 082 project, ‘Integrating protected cropping systems into high value vegetable Dr Talitha Best value chains in the Pacific and Australia’.

Dr Nerilee Hing Dr Erika Langham An Australian National Research Organisation for Women’s Safety grant for Associate Professor Annabel Taylor 230 848 the project, ‘The relationship between gambling and domestic violence’. Dr Catherine O’Mullan Ms Lydia Mainey

An Early Career fellowship from the NHMRC for the project, ‘Increasing Dr Stephanie Shoeppe 322 950 physical activity and reducing sedentary time in children through a family- based smartphone intervention’.

A Rural Industries Research and Development Corporation grant for the Dr Surya Bhattarai 60 000 project, ‘Identification of heat tolerance traits and their control of inheritance on rice in a tropical rainfed aerobic system’.

60 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT EXPANDING OUR PRESENCE AND REACH In 2017, the region achieved a balance in the number of students studying trade-based and higher education qualifications. CQUniversity expanded its Bachelor of »»Our focus: We will become a great Agriculture, added a range of certificate to diploma level courses in health and horticulture, and established several university by meeting the needs of research projects. The demand and uptake for higher our students and their communities, education courses is expected to grow in the region. through the expansion of our GLADSTONE REGION physical presence where there is a Professor Owen Nevin demonstrated need. Associate Vice-Chancellor In the Gladstone region, education and training continues across a comprehensive range of qualifications from »»CQUniversity provided tertiary education, certificate to postgraduate level, through two campuses training and research opportunities in Gladstone and a study centre in Biloela. The region across its campuses and study centres. offers excellent student facilities, including support and access to study spaces, and resources and technology CAIRNS AND FAR NORTH QUEENSLAND REGION for students. Construction has begun on a new engineering trades training centre and hair and beauty Ms Jodie Duignan-George training salons on the Gladstone Marina campus to meet Associate Vice-Chancellor demand for growth. Also, demand for non-traditional After transitioning from a distance education study pathways into university remains high. CQUniversity centre to a full campus in late 2015, the Cairns campus offered a range of opportunities for diverse learners has achieved continued growth in student enrolments, through the Australian Migrant English Program, the Skills course offerings and teaching space. The new creative for Education and Employment program, and its STEPS arts degree was launched in early 2017, opening enabling course. exciting new partnership opportunities and significant As a centre for innovative, industry-engaged research, engagement with the region’s creative industries. CQUniversity continues to expand Gladstone Paramedic science and STEPS courses experienced Marina’s postdoctoral research team, whose focus high student enrolments in 2017. Nursing also is on marine and environmental research to meet dominated enrolments resulting in further expansion of industry and community needs. The region is also a courses. Planning for a second nursing lab is underway Science, Technology, Engineering and Mathematics to manage growth in 2018. (STEM) Education Excellence Hub. The hub combines Numerous residential schools were held at the campus, established strengths and emerging technologies to along with professional development opportunities for develop activities and facilities tailored to inspire and students and public seminars for the community. In equip a new generation of teachers and students in July, the campus launched a community impact plan meeting the region’s emerging and future industries. outlining five shovel-ready projects to enable growth for regional impact. These include plans for a new campus MACKAY–WHITSUNDAY REGION PERFORMANCE REVIEW and new performing arts and research facilities, for which CQUniversity aims to attract funding support. Professor Pierre Viljoen Associate Vice-Chancellor CENTRAL HIGHLANDS REGION Mackay’s Ooralea and City campuses offer students Mr Blake Repine state-of-the-art education and training facilities and Associate Vice-Chancellor resources and interactive social spaces, including an extensive trades training centre, an engineering faculty CQUniversity’s Central Highlands region is large building at Ooralea, a student-led chiropractic clinic, hair and diverse, with a population of around 90 000. and beauty training salons, a training restaurant at City, The region’s Emerald campus is a popular choice for and gym facilities at both locations. The region is also students studying qualifications in areas such as trades, home to the Central Queensland Conservatorium of engineering, agriculture, health, business and education. Music and an onsite residential college. Through distance education, CQUniversity provides the region’s students with flexible study options and a At Ooralea, CQUniversity Mackay enjoys a strategic place to seek support, form study groups, and access alliance with the Resource Industry Network, a resources and technology. partnership connecting CQUniversity with over 300

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 61 companies actively engaged in or aligned to the ROCKHAMPTON REGION resources sector. CQUniversity’s partnership with Split Ms Kim Harrington Spaces, a collaboration of Mackay’s entrepreneurial Associate Vice-Chancellor community, led to a co-working incubator and accelerator space for local business on the Mackay City campus. From its two campuses in Rockhampton and a study centre in Yeppoon, the region delivers a comprehensive Phases 1A and 1B of the Mackay Regional Sports range of study options, including work preparatory Precinct, a project co-funded by CQUniversity, and enabling courses, higher and vocational education the Federal Government and Mackay Regional qualifications from certificate to postgraduate level, Council worth $20 million, are underway and due including research and professional development. The for completion in late 2018. This project will install a region’s school leaver enrolment numbers increased in world‑class aquatics facility and synthetic athletics track 2017, as did English language student numbers through at Ooralea campus, enabling CQUniversity to expand a customised twelve‑week English language study its teaching and research capabilities. course for Chinese students. Health services also increased to the wider community and opportunities for NEW SOUTH WALES REGION hands-on student learning experiences were provided Mr Phillip Cenere through a new partnership tele-hub centre operating Associate Vice-Chancellor from the Rockhampton Health Clinic. In a first for CQUniversity and any registered training organisation CQUniversity Sydney is located in the city centre, outside South East Queensland, veterinary nursing providing easy access for international and domestic courses were developed for the Rockhampton region, students to learn and socialise on campus. The Sydney with enrolments to begin at Certificate II level as a campus offers many qualifications across a range of pathway to Certificate IV courses. disciplines including accounting, business, information technology, podiatry, chiropractic, echocardiography Rockhampton City extended its international reach, and sonography. These courses are supported by a attracting students from China for customised western new public access health clinic with state-of-the-art cuisine professional development workshops through facilities for students and a range of health services Willby’s, CQUniversity’s commercial training kitchen for staff, students and the general public. With the and licenced restaurant. CQUniversity also delivered presence of a distance education study centre and a customised business and English language course regional study hubs, the Sydney campus also supports specifically tailored for students from Papua New Guinea. students in greater Sydney and across New South Wales. The campus is truly multicultural, providing SOUTH AUSTRALIA REGION education to students from more than 50 nationalities Professor Drew Dawson worldwide and housing the well-established Sydney Associate Vice-Chancellor CQUEnglish Language Centre and the Pearson Test of English Academic Testing Centre. The region’s research activities continued strongly in 2017, winning grants in a variety of areas related to sleep The Sydney campus offers executive education health and wellbeing. CQUniversity continued developing and open learning courses, events, conferences its strategic partnership with the State Government’s and workshops, providing industry and community Wellbeing and Resilience Centre and the establishment engagement opportunities for staff and students, of an international positive psychology masters degree. and is undertaking significant refurbishment to meet CQUniversity Adelaide launched its ‘partnership these needs. Students studying in Sydney also have program’ with local high schools, where talented access to industry leaders via the Pathways to Success psychology students are awarded a cash scholarship and program, featuring guest talks; workshops on goal- research internship to be part of the next generation of setting, career development, and networking; and CQUniversity’s dynamic research culture. Also in 2017, executive coaches in residence. CQUniversity awarded Dr David Holmgren an honorary doctorate for his contribution to the environmental movement and launched the new Graduate Diploma of Permaculture Design. CQUniversity’s South Australia region also began consolidating its regional presence in the State, partnering with the Upper Spencer Gulf councils to apply for Commonwealth funding that will help to establish study hubs in Port Pirie, Port Augusta, and eventually Whyalla.

62 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT SOUTH EAST QUEENSLAND REGION TOWNSVILLE AND NORTH WEST Mr Graham Black QUEENSLAND REGION Associate Vice-Chancellor Ms Kari Arbouin Situated in Brisbane’s CBD and close to all forms of Associate Vice-Chancellor public transport, CQUniversity’s Brisbane campus Opened officially in October 2017, a new purpose-built supports around 1500 on-campus students and 2300 three-storey Townsville campus was completed in distance education students in the State’s south east. March, welcoming students from Term 1. With student The campus offers its domestic and international access to improved study areas and facilities in the students undergraduate and postgraduate courses new campus building, CQUniversity finalised its lease across multiple disciplines including chiropractic, medical and closed the adjacent study centre in July. sonography, business, information technology, digital Student enrolments continued to grow, in distance media, and accident forensics, as well as enabling and education and the new on-campus or flexibly English language courses. During late 2016 and early delivered courses, to well over 1000 students. The 2017, CQUniversity invested $4.5 million to support paramedic science course experienced increased growth in demand, expanding and upgrading the campus enrolments, as did nursing, with access to a state-of- with an additional two floors, and public and staff areas the-art nursing simulation laboratory and availability on all other floors. Infrastructure developments included of the nursing course on campus—the Diploma of a new digital media production studio and an upgraded Nursing commencing from Term 2. Psychology also chiropractic clinical teaching space. attracted a rapidly increasing cohort and is predicted to The campus is also developing its research strengths, strengthen to become a flagship course for Townsville. and is home to the University’s Centre for Intelligent CQUniversity also maintained its presence in Charters Systems. Other research areas include family and Towers, providing a range of services to students in the domestic violence, health economics, nursing, law, area through the Charters Towers Study Hub. After its business, health and safety and psychology. lease expired in July, the study hub relocated from the Dalrymple Trade Training Centre to the Charters Towers SUNSHINE COAST REGION School of Distance Education. Ms Teressa Schmidt Community engagement was a strong focus, with Associate Vice-Chancellor several partnerships resulting in new study opportunities, Newly established in 2017 with a footprint spanning including an agreement between the Townsville City from Gympie to Caloundra, CQUniversity’s Sunshine Council and CQUniversity to use Townsville’s Civic Coast Region is in one of Queensland’s fastest Theatre as a delivery site for the University’s Bachelor growing corridors and supports an increasing number of Creative Arts from 2018. Also, a memorandum of of on‑campus and distance students. A popular understanding signed between CQUniversity and the residential workshop location for students enrolled Australian Defence Force in Townsville recognised in nursing, midwifery and social work disciplines, the ADF training in logistics for entry into CQUniversity’s Noosa campus is also recognised for its high-quality associated diploma and bachelor courses. education, creative industries and STEPS courses. VICTORIA REGION CQUniversity Noosa has a reputation for producing PERFORMANCE REVIEW significant research outputs and highly successful and Ms Lara Carton supportive supervision of postgraduate and research Associate Vice-Chancellor students. It’s also a popular venue for national and Through 2017, the Melbourne campus’ total international international conferences, particularly in the areas of student population grew by 35 per cent and by 67 per narrative writing, mental health and resilience. cent for new-to-university commencements, making In 2017, the region offered VET courses in nursing and it CQUniversity’s campus with the largest number of individual support for the first time, and continued to international students. By late 2017, the campus was develop its capacity in the emerging disciplines of virtual hosting nearly 2000 on‑campus students and supporting and augmented reality through collaborative relationships distance learners from across Victoria and through the with local industry, internationally renowned discipline Rural Industries Skills Training Centre in Hamilton. leaders, and the region’s schools. Noosa has developed a CQUniversity’s Master of Engineering has grown unique campus culture, and its inclusive, supportive and in popularity, prompting work to develop two new welcoming approach earned it recognition as a finalist in engineering labs on campus. CQUEnglish in Melbourne the 2017 Sunshine Coast Business Awards. also experienced significant growth in student

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 63 numbers, and will continue to attract enrolments after WESTERN AUSTRALIA REGION receiving quality endorsement for a further two years. Professor Trevor Davison Following installation of the new chiropractic lab on Associate Vice-Chancellor campus, CQUniversity Melbourne began delivering the Bachelor of Science (Chiropractic). The campus also CQUniversity’s Western Australia region has been hosted the first residential schools for the Graduate some years in the making, beginning with distance Certificate in Sonography over Term 3. education students and a partnership with the Geraldton University Centre. More recently, study CQUniversity Melbourne continued its partnership with hubs have been established in Karratha, Broome and Ballarat Health Services, providing training to support Busselton. These centres have delivered much-needed delivery of Victoria’s State-wide Equipment Program, education support for distance education students in which assists the aged and those with a disability to live regional Western Australia. independently. The campus also hosted several research teams and individuals who are providing outcomes‑based In mid 2015, CQUniversity appointed the region’s first research to a variety of industries. In partnership with the Associate Vice-Chancellor, then later opened a new Social Innovation Network in Victoria, Melbourne launched campus in the Perth CBD in March 2017. The campus a series of social innovation public lectures in 2017 to provides a range of undergraduate and postgraduate promote CQUniversity’s social innovation values and courses to domestic and international students in a agenda. Lectures covering various subjects such as using fully-equipped, state-of-the-art city campus. By late, data for change, addressing mobility issues on public 2017, CQUniversity Western Australia had over 28 staff transport and food sustainability were well attended by supporting around 500 students, on the Perth campus many organisations and individuals from across the State. and throughout the State.

WIDE BAY BURNETT REGION »»CQUniversity provided innovative Professor Andy Bridges facilities, systems and equipment Associate Vice-Chancellor comparable with other tertiary sector The Wide Bay Burnett region experienced continued organisations. This included physical growth in student enrolments during 2017. In infrastructure and information and addition, the region’s first cohorts of allied health communication technology systems, and engineering students graduated, and vocational courses were offered from the Bundaberg campus for which delivered an interactive learning the first time, with the Diploma of Nursing available and research experience for students from Term 1. The region also continued its success in and staff. research, attracting funding worth around $3.5 million for two projects by Bundaberg research staff into problem gambling and socially innovative horticulture. SYSTEMS INNOVATIONS CQUniversity is the leading university in implementing In 2017, CQUniversity’s acquisition of rolling stock to the StudentOne’s new CIAnywhere mobile-friendly platform rail corridor of the accident forensics laboratory increased for admissions and enrolments. During 2017 a number the lab’s capability to conduct accident scenarios for of systems increased productivity and useability for students and external exercises involving the Queensland staff and students. StudentOne enabled CQUniversity Ambulance Service, Queensland Fire Service and to complete 80 per cent of 110 000 applications through the State Emergency Services. New allied health MyCentre self-service, release 95 500 grades in Terms laboratories were completed early in the year, and the 1 and 2, process 500 exams, generate 62 000 fee new engineering building, officially opened in September, notices, process 5000 international and 3800 tertiary received significant investment in new equipment. admissions applications, and process 186 000 forms Engagement with local schools continued with the across 24 key functional areas. CQUni Connect program now in its 8th year on the The University’s new Agent Commission Portal has Bundaberg campus. Since 2010, this program has also increased the management capability of its reached over 5000 school students in the region. international agents, and the new ‘MyCredit’ credit The campus also continued to host study tours with calculator is recognised in the sector for its innovative students from Guangxi University in Bundaberg’s sister approach, enabling prospective students to apply for city, Nanning China. credit and proceed with their application for admission to CQUniversity.

64 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT CQUniversity’s digital automation and publishing INFRASTRUCTURE IMPROVEMENTS tool assists the University to generate financial In 2017, CQUniversity implemented a range of other management reports. By reducing management initiatives and infrastructure improvements to better accountants’ processes by 40 per cent, the tool support education, training and research: enables the CQUniversity’s executive to quickly identify »» The Rockhampton library was refurbished to create changing financial risks. a video-enabled research collaboration space, CQUniversity expanded its data centre capabilities to collaborative computer lab, private study rooms and improve ICT infrastructure resilience and performance capability for after-hours access. The Emerald library also across its national footprint. A new commercial data expanded its self-study space and after-hours access. centre was commissioned and new capabilities in hybrid »» At a cost of over $4.6 million, the new CBD-based cloud services adopted to complement the Rockhampton Perth campus includes contemporary teaching Centre. The University now has industry-leading business spaces and specialised spaces for masters degrees continuity and disaster recovery capabilities, with the new in engineering, sonography and echocardiography. Sydney Data Centre supporting CQUniversity’s expansion »» The new Townsville campus expanded to include a into Western Australia and overseas. new 3000m2 building costing around $5 million, and In 2017, CQUniversity invested in the latest Microsoft featuring nursing labs and multi‑function spaces to technologies to develop new platforms to improve complement existing facilities. business intelligence, data management and operational »» The Brisbane campus was expanded with the reporting across enterprise systems. Operational reports addition of two floors, larger breakout spaces for will be expanded in 2018 in areas such as analytic student recreation and informal study, spaces reports, dashboards for key performance indicators, and for digital media and echocardiography, and performance monitoring. a multifunction space for exams, orientation and events. This year the University launched StaffNet, the »» In the Cairns CBD campus, a modern creative University’s intranet. StaffNet provides easy search arts space was developed for performing arts to functions, fast access to University information, news, support music and dance, comprising sound studios, policies, procedures and systems. In 2018, StaffNet control rooms, breakout space and a multipurpose will be integrated with digital workspace tools such as rehearsal space. Office360 and SharePoint and will automate business »» processes with electronic forms (eForms). The Mackay City campus received a new specialised exercise and sports science lab, renovations CQUniversity maintains a strong focus on extending and additions to the beauty teaching space, and the digital reach of library services, which facilitates refurbishment of the heritage building to accommodate student access to library support and resources from CQUniversity’s Domestic Violence research team. any location. In 2017 the University experienced growth »» The Bundaberg, Rockhampton and Emerald campuses in demand for its (electronic) eBook collection, with underwent minor works and facility upgrades. 217 513 new eBooks acquired. This has increased the »» Major investment of $12.5 million is underway in availability of resources and provides immediate online Gladstone to relocate CQUniversity’s VET courses access to information for students. CQUniversity also to the Marina campus where they will occupy two increased deployment and use of video kiosks and

new buildings. Designs are progressing, minor works PERFORMANCE REVIEW videoconferencing to deliver remote access to expert have begun, and the major works package will begin assistance. Implementation of the new library system in 2018. has improved access to library resources and increased »» The Sydney campus received a $1.1 million fit out student’s self-serve options. for the podiatry and chiropractic clinic, providing new Introduced in 2016, the University’s FinanceOne clinic space to meet growing student numbers. system processed 8500 fully electronic transactions, over »» The Melbourne campus acquired additional twice the number of paper-based transactions processed engineering labs to support growing student in 2015, which has vastly improved CQUniversity’s numbers in the Master of Engineering degree. capability and control over the procurement expenditure. »» In Western Australia, the City of Busselton Council supported CQUniversity to establish the Busselton study centre, as a solid location to support the region.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 65 FINANCIAL PERFORMANCE

RESULTS FOR 2017 REVENUE PERFORMANCE: FEE‑PAYING CQUniversity is reporting a surplus of $21.514 million at STUDENTS AUSTRALIAN AND the conclusion of 2017, which was again well in excess INTERNATIONAL (HIGHER EDUCATION) of the forecasted position for the year. The University Revenue from fees and charges show a significant continues to drive a focus on conservative budgets and increase since 2016. Student numbers increased by strong cost control. The cash flow remains in a strong 799.1 EFTSL, representing a 19.7 per cent increase. position ending the year with just over $130 million This was due to an increase in domestic full-fee‑paying in working capital, an increase of 9 per cent from the students and international students, although previous year. The University carried no debt at the end international students increased significantly by 742.9 of 2017. EFTSL. The overall result was an additional $26.747 Overall revenue increased by 10.3 per cent, with million in revenue, and a total revenue of $113.846 expenditure increasing by 9.9 per cent. This can be million, representing an increase of 30.7 per cent (see further broken down to an increase in higher education Table 15). revenue of 7.4 per cent, and a revenue contribution by vocational education and training (VET) of $53.3 million, VET REVENUE which included the cash loss recovery from the Revenue for VET continued to decline in 2017 due to a State Government. This increase in revenue was also continued declining VET market in Central Queensland. affected by early termination of the current lease for Total operational revenue for VET during 2017 was the Sydney campus with additional floors obtained $34.845 million (excluding a one-off receipt of $18.466 under a new lease. million for cash loss recovery), representing an 11.91 per cent decline from 2016. A focus on growth and REVENUE PERFORMANCE: DOMESTIC LOAD retention of student numbers continues to be a priority (HIGHER EDUCATION) for the University. Commonwealth Grant Scheme income increased by 3.3 per cent to $181.423 million, reflecting a continued increase in domestic student load. Domestic student enrolments increased by 136.1 EFTSL from 2016, representing growth of 1.4 per cent. The result was an additional $5.859 million in revenue, and total revenue of $181.423 million (see Table 14).

Table 14: Comparison of actual Australian funded load EFTSL and dollars (excluding research students) Percentage Funding 2016 Actual 2017 Actual Variance Variance Australia funded load EFTSL 9496.0 9632.1 136.1 1. 4

Australia funded load revenue ($m) $175 563 936 $181 422 860 $5 858 924 3.3

Table 15: Comparison of actual fee‐paying student load EFTSL and dollars (excluding research students) Percentage Funding 2016 Actual 2017 Actual Variance Variance Fee-paying student load EFTSL 4051.4 4850.5 799.1 19.7

Fee-paying load revenue ($m) $87 099 352 $113 846 267 $26 746 916 30.7

66 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT EXPENDITURE PERFORMANCE Total expenditure increased by 9.85 per cent in 2017, which was under budget expectations for the period. Extracting the VET operations, the expenditure increased by 12.12 per cent due to investment in new campuses and new courses. VET expenses reduced by 3.41 per cent. Employee expenses increased by 9.56 per cent. Extracting VET salaries, the change was 12.62 per cent. VET employee expenses reduced by 6.0 per cent. Cost control continues to be a major focus of the University.

BALANCE SHEET The University held a strong position throughout the year, with a cash-at-bank balance of $130 million at the end of 2017, plus an additional $13.8 million in cash investments. All investments have been funded from working capital, and the University holds no debt at year end. The $3 million in VET working capital transferred from the State Government as part of the merger was repaid in 2017. Assets increased by 9.03 per cent, going from $721.801 million in 2016 to $786.965 million in 2017. Liabilities increased by 2.58 per cent, with total net assets increasing by 10.3 per cent to $665.063 million at the end of 2017.

OTHER MATTERS The new Perth campus opened in early 2017 and a focus on building student numbers in Perth will continue in 2018. The Sydney campus experienced continued growth, and additional floor space was leased to accommodate increased demand. Gladstone campus consolidation is progressing and expected to be finalised during 2018. CQUniversity will continue to budget conservatively and manage costs responsibly, particularly in light of FINANCIAL PERFORMANCE the proposed Federal Government funding changes After serving distance education students in currently under consideration. Growing the VET the Western Australia region for many years, operations and bringing this area to a long-term CQUniversity established a campus presence in sustainable position remains a high priority for 2018. Perth’s CBD, officially opening its doors on 12 July.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 67 STATISTICS

Statistics notes: Table 16: Number of students by education sector, liability category and year »» Data in the following tables are drawn from CQUniversity’s data warehouse as at Year Education sector Liability category 19 January 2018. 2015 2016 2017 »» Totals do not always match precisely Government Subsidy: the sum of the columns due to students Higher Education 12 398 13 475 13 878 studying at multiple locations in a calendar Award Degrees year. Domestic Full Fee 1 212 1 111 1 262 »» Unless otherwise stated, vocational education Government Subsidy: and training (VET) student/enrolment figures 1 982 2 239 1 940 are based on the year students commenced Enabling in their unit. Figures for the same period published in previous years may differ, for International 4 833 5 098 6 261 example, as a result of student enrolments Government Subsidy: 316 303 347 across multiple years and students later Research (RTS/RTP) withdrawing from their course. Reported figures may also vary due to data corrections Total 20 467 21 917 23 400 arising from AVETMISS data integrity errors, particularly in 2015, resulting in VET Certificate 3 Guarantee 1 715 1 967 1 496 some adjustments. Fee for Service 3 617 3 850 3 312 »» RTS means Research Training Scheme High Level Subsidy 606 544 557 (2015/2016) »» RTP means Research Training Program International 134 80 128 (commenced 2017) Other 438 465 347 »» AVETMISS means Australian Vocational Education and Training Management User Choice 2 591 2 141 2 074 Information Statistical Standard. VET in Schools 942 835 805 »» References to equivalent full‑time student load is expressed as EFTSL. VET Revenue General 201 39 10 Total 9 709 9 452 8 344 Grand total 30 033 31 014 31 399

Table 17: Student load (EFTSL) by education sector, liability category and year Year Education sector Liability category 2015 2016 2017 Government Subsidy: Higher Education 7 905.6 8 588.6 8 817.1 Award Degrees Domestic Full Fee 368.7 313.1 367.3 Government Subsidy: 824.9 907.4 815.0 Enabling International 3 777.9 3 787.9 4 526.8 Government Subsidy: 172.0 169.8 175.1 Research (RTS/RTP) Total 13 049.0 13 766.8 14 701.4 VET Certificate 3 Guarantee 588.2 669.4 441.2 Fee for Service 764.2 730.6 725.2 High Level Subsidy 237.2 249.4 283.0 International 190.3 127.5 135.8 Other 125.6 86.3 69.0 User Choice 914.4 736.6 743.9 VET in Schools 318.9 244.3 233.7 VET Revenue General 33.8 5.8 1. 1 Total 3 172.6 2 849.8 2 633.0 Grand total 16 221.7 16 616.6 17 334.3

68 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT Table 18: Number of students by location, education sector and year Total Higher Education VET Location Year Year Year 2015 2016 2017 2015 2016 2017 2015 2016 2017 Adelaide 110 133 139 110 133 139 Brisbane 3 333 3 360 3 482 3 333 3 338 3 309 74 241 Bundaberg 1 712 1 867 1 882 1 712 1 860 1 858 7 27 Cairns 642 900 1108 642 900 1 079 31 Distance (Non‑Locality) 2 224 2 287 2 294 2 224 2 287 2 294 Emerald 930 817 788 331 350 297 604 470 493 Geraldton 184 215 228 184 215 228 Gladstone* 2 215 2 250 2 328 806 870 835 1426 1404 1509 Mackay* 4 952 5 000 4 676 1 827 2 034 2 143 3 159 3 014 2 589 Melbourne 2 180 2 335 3 156 2 180 2 335 3 156 Noosa 969 923 869 969 921 850 2 19 Perth 114 136 255 114 136 255 Rockhampton* 7 780 7 829 6 688 3 151 3 298 3 190 4 672 4 653 3 593 Sydney 2 790 2 997 3 409 2 790 2 997 3 409 Townsville 624 812 988 624 812 957 32 Grand total 30 033 31 014 31 399 20 467 21 917 23 400 9 709 9 452 8 344 Notes: * Multiple locations grouped together.

Table 19: Student load (EFTSL) by location, education sector and year Total Higher Education VET Location Year Year Year 2015 2016 2017 2015 2016 2017 2015 2016 2017 Adelaide 57.6 68.3 74.6 57.6 68.3 74.6 Brisbane 2 046.8 1 987.0 1 967.0 2 046.8 1 982.2 1 935.5 4.8 31.5 Bundaberg 1 075.8 1 188.4 1 177.2 1 075.8 1 185.0 1 155.3 3.4 21.9 Cairns 325.7 469.6 623.2 325.7 469.6 611.3 11. 9 Distance (Non‑Locality) 1 103.5 1 091.3 1 110.4 1 103.5 1 091.3 1 110.4 Emerald 493.4 414.2 405.5 145.4 161.4 137.3 348.0 252.8 268.2 Geraldton 106.4 144.3 151.6 106.4 144.3 151.6 Gladstone* 786.6 829.5 861.6 394.8 424.4 423.2 391.7 405.1 438.4 Mackay* 2 135.1 2 189.8 2 113.9 1 146.7 1 308.7 1 386.9 988.4 881.1 727.0 STATISTICS Melbourne 1 628.1 1 634.5 2 183.1 1 628.1 1 634.5 2 183.1 Noosa 552.9 502.5 473.7 552.9 502.4 458.2 0.1 15.5 Perth 48.7 61.4 119.3 48.7 61.4 119.3 Rockhampton* 3 533.1 3 468.4 3 190.6 2 088.7 2 165.9 2 076.7 1 444.4 1 302.5 1 113.8 Sydney 2 019.5 2 148.6 2 365.3 2 019.5 2 148.6 2 365.3 Townsville 308.5 418.9 517.5 308.5 418.9 512.7 4.7 Grand total 16 221.7 16 616.6 17 334.3 13 049.0 13 766.8 14 701.4 3 172.6 2 849.8 2 633.0 Notes: * Multiple locations grouped together.

STATISTICS | 69 Table 20: Number of students by gender, education sector and year Total Higher Education VET Gender Year Year Year 2015 2016 2017 2015 2016 2017 2015 2016 2017 Female 15 827 17 182 17 411 11 735 12 486 13 080 4 178 4 956 4 576 Male 14 199 13 822 13 956 8 730 9 428 10 305 5 526 4 489 3 751 Unspecified 7 10 32 2 3 15 5 7 17 Grand total 30 033 31 014 31 399 20 467 21 917 23 400 9 709 9 452 8 344

Table 21: Number of students by course category and year Table 22: Student load (EFTSL) by course category and year Year Year Course category Course category 2015 2016 2017 2015 2016 2017 Non Award 2 314 2 629 2 315 Non Award 887.0 977.7 889.3 Postgraduate Postgraduate 4 985 5 280 6 684 3 509.1 3 577.1 4 426.5 (Coursework) (Coursework) Postgraduate (Research) 428 384 408 Postgraduate (Research) 244.8 218.5 217.9 Undergraduate 13 012 13 933 14 283 Undergraduate 8 408.2 8 993.3 9 167.5 VET 9 709 9 452 8 344 VET 3 172.6 2 849.8 2 632.9 Grand total 30 033 31 014 31 399 Grand total 16 221.7 16 616.6 17 334.3

Table 23: Student load (EFTSL) by course category and year Year Course category Course level 2015 2016 2017 Postgraduate (Coursework) Graduate Diploma/Postgraduate Diploma Extend 57 60 63 Graduate Diploma/Postgraduate Diploma New area 414 233 242 Graduate Certificate 293 249 288 Masters 1 252 1 333 1 245 Total 2 016 1 875 1 838 Postgraduate (Research) Doctorate 30 55 49 Masters 12 5 8 Total 42 60 57 Undergraduate Advanced Diploma 151 56 50 Associate Degree 89 106 112 Bachelor Honours 156 217 227 Bachelors Pass 1 531 1 545 1 526 Diploma (Undergraduate) 37 28 43 Total 1 964 1 952 1 958 VET Advanced Diploma 3 0 0 Certificate I 87 155 163 Certificate II 885 794 554 Certificate III 1 516 1 346 944 Certificate IV 287 153 99 Diploma 324 250 254 Education not elsewhere classified 621 1 242 732 Non-award course 492 581 348 Skill Set 7 1 271 Statement of attainment not identifiable by level 31 77 3 Total 4 253 4 599 3 368 Grand total 8 275 8 486 7 221

70 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT FINANCIAL STATEMENTS

COUNCIL MEMBER’S REPORT

The members of the Council of Central Queensland University present their report on the consolidated entity consisting of Central Queensland University and the entities it controlled at the end of, or during, the year ended 31 December 2017.

GOVERNING BODY MEMBERS

The following persons were members of the Council of Central Queensland University during 2017 and up to the date of this report:

Chancellor Mr John Abbott, BEng(Mech) QIT, LLB QUT, CPEng, RPEQ, FIEAust, MAICD

Vice-Chancellor and President Professor Scott Bowman, TDCR, DCR, HDCR CollRadiog, FAETC City&Guilds, MA GuildHall, MBA USC, PhD OpenUK, FAIM, FQAAS

President, Academic Board Professor Bronwyn Fredericks, CertIVComCult Creative Connections, CertIVTrainAssess GladTrainServ, DipTeach(Sec) BCAE, BEd, MEd QUT, MEdSt UTas, PhD CQU

Members appointed by the Governor-in-Council Mr Graham Carpenter, GradDipMgt CIAE, MBA CQU, FCA, FAICD (appointed 21 September 2017) Ms Mary Carroll, MAICD Emeritus Professor Robert Castle, MEc Syd, DLett(hon causa) UOW, Fellow UOWD Mr Peter Corones AM Dr Robyn Minchinton, BAppSc(MLS) RMIT, GradDipScsComm CQU, PhD London

Additional members appointed by Council Ms Patrice Brown, CertSugarTech TAFE, CertMaritimeEnvMgt Lloyds, DipBus AICD, BAppSc(Chem) CQU, MEng(Civil) UNSW, MEIANZ STATISTICS Mr Joel Buchholz, BEd(Sec)(Hons) CQU, GradCertCS PNUE, FRSA, MACEL, MACE Mr Graham Carpenter, GradDipMgt CIAE, MBA CQU, FCA, FAICD (concluded 20 September 2017) Mr Mark Peters, BA Macq, LLB Sydney, MSc Oxf, FAICD, FIML | FINANCIAL STATEMENTS

Elected members Dr John Fitzsimmons, BA(Hons), PhD Adel, GradCertOnlineLearn ECU (resigned 7 November 2017) Mr Bruce Young, BAppSc(Math&Comp) UCQ, APESMA, ITPA (term commenced 5 January 2017) Mr Benjamin Brown (term concluded 27 October 2017) Mr Shirish Pandey (term commenced 1 December 2017)

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 71 MEETINGS OF MEMBERS

The number of meetings of the Central Queensland University Council and each Council sub-committee held during the year ended 31 December 2017, and the number of meetings attended by each Council member are provided below.

A = number of meetings attended B = number of meetings held (including special meetings) during the time the member held office or was a member of the committee

Committee abbreviations Council Council (Governing Body) SPPC Strategic Planning and Projects Committee (Planning and Resources Committee until 15 March 2017) ARFC Audit, Risk and Finance Committee (Audit, Compliance and Risk Committee until 15 March 2017) AB Academic Board CHAC Ceremonial and Honorary Awards Committee CC Chancellor’s Committee

Committee Member Council SPPC ARFC AB CHAC CC

A B A B A B A B A B A B

John Abbott 6 6 5 7 4 7 3 3 2 2

Scott Bowman 5 6 7 7 3 5 3 3 2 2

Bronwyn Fredericks 6 6 5 5 3 3

Graham Carpenter 6 6 7 7 7 7 2 2

Mary Carroll 3 6 2 6

Robert Castle 6 6 4 5

Peter Corones AM 6 6 7 7 2 2

Robyn Minchinton 6 6 7 7 7 7 2 2

Patrice Brown 5 6 0 6

Joel Buchholz 6 6

Mark Peters 5 6 5 6 6 7 1 1

John Fitzsimmons 5 5 5 5

Bruce Young 6 6

Benjamin Brown 5 5

Shirish Pandey 0 0

72 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT Review of operations

The 2017 year ended in a very strong financial position reporting a surplus of $21.514 million. The result was in excess of the forecasted position for the year. The University continues to drive conservative budgets, focussing on growth and strong cost control.

The University continued its investment in new campuses, as well as additions and refurbishments to existing campuses. The new Perth campus opened in early 2017 and Gladstone campus consolidation works commenced.

Student numbers continued to grow strongly in Higher Education for both domestic and international students, whilst the VET market remained stagnant, reflecting the current national trends.

Expenditure increases related primarily to staffing costs. New staff appointments were necessary due to increased load, new/ expanded campuses, and continued strong results in new research grants.

The major capital works included:

• Finalisation of the new Perth Campus • Brisbane Chiropractic Clinic fit out • Commencement of Gladstone Campus Consolidation works • Melbourne Engineering expansion • Refurbishment of building 7 in Rockhampton • Sydney level 2 fit out

The University’s focus remains on growth and supporting our communities.

Matters subsequent to the end of the financial year

There are no matters which have arisen subsequent to year end that significantly impact upon the operations of the University as disclosed at 31 December 2017.

Insurance of officers

Central Queensland University indemnifies to the extent permitted by law, each councillor, secretary, executive officer or individuals who formerly held one of those positions, against liability incurred in, or arising out of, the conduct of the business of the University or the discharge of the duties of the councillor, secretary or executive officer. The University as a general rule will support and hold harmless an employee who, while acting in good faith, incurs personal liability to others as a result of working for the University.

Central Queensland University has paid premiums for a “Directors and Officers liability Insurance & Employment Practices Liability Insurance Policy”, with Zurich Australian Insurance Limited covering the insured person which by definition under the policy shall mean any chancellor, vice-chancellor, deputy vice-chancellor, provost, pro vice-chancellor, dean, risk manager, facility member, volunteer, committee or council member, coach, consultant, contactor, assistant trainer, teacher or academic, researcher, supervisor or student and any other person for whose acts the institution is legally responsible.

This report is made in accordance with a resolution of the members of the Council of Central Queensland University. FINANCIAL STATEMENTS Dr Robyn Minchinton Acting Chancellor Rockhampton Date: 19 February 2018

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 73 CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES ABN 39 181 103 288

General Purpose Financial Report for the year ended 31 December 2017

Contents Income Statements Statements of Comprehensive Income Statements of Financial Position Statements of Changes in Equity Statements of Cash Flows Notes to the financial statements Management Certificate

74 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

INCOME STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

CONSOLIDATED PARENT

NOTES 2017 2016 2017 2016 $'000 $'000 $'000 $'000

INCOME FROM CONTINUING OPERATIONS Australian Government financial assistance Australian Government grants 3 133,185 131,258 133,185 131,258 HELP - Australian Government payments 3 77,539 73,969 77,539 73,850 HECS-HELP - Student payments 4,442 5,430 4,442 5,430 State and Local Government financial assistance 4 35,727 16,093 35,727 15,981 Fees and charges 5 136,232 120,933 136,191 120,870 Investment and rental income 6 5,008 4,847 5,020 4,803 Consultancy and contracts 7 11,693 10,039 11,693 10,039 Other revenue 8 9,718 12,473 9,448 12,400 Total revenue from continuing operations 413,544 375,042 413,245 374,631 Gain on assets acquired at less than fair value - 8 - - Other income 7,782 4,688 7,782 4,688 Total income from continuing operations 421,326 379,738 421,027 379,319

EXPENSES FROM CONTINUING OPERATIONS Employee related expenses 9 240,038 219,379 239,430 218,539 Depreciation and amortisation 17,18 21,443 21,156 21,443 21,155 Repairs and maintenance 10 13,278 10,939 13,278 10,936 Finance costs 90 228 90 228 Management and other fees 11 33,094 28,265 33,579 28,869 Minimum lease payments on operating leases 21,111 21,410 21,067 21,248 Other expenses 12 70,681 62,511 70,802 62,487 Total expenses from continuing operations 399,735 363,888 399,689 363,462 Share of profit / (loss) on equity accounted investments (net of tax) (6) (32) - - Net result from continuing operations before income tax 21,585 15,818 21,338 15,857 Income tax benefit / (expense) (71) (290) - - Net result from continuing operations after income tax 21,514 15,528 21,338 15,857

Net result attributable to members of Central Queensland University from continuing operations 21,514 15,528 21,338 15,857 FINANCIAL STATEMENTS

THE ABOVE INCOME STATEMENTS SHOULD BE READ IN CONJUNCTION WITH THE ACCOMPANYING NOTES.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 75 CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

STATEMENTS OF COMPREHENSIVE INCOME CENTRAL QUEENSLAND UNIVERSITY FOR THE YEARAND CONTROLLEDENDED 31 ENTITIESDECEMBER 2017

STATEMENTS OF COMPREHENSIVE INCOMECONSOLIDATED PARENT NOTES 2017 2016 2017 2016 FOR THE YEAR ENDED 31 DECEMBER 2017$'000 $'000 $'000 $'000

Net result from continuing operations after income tax CONSOLIDATED21,514 15,528 21,338PARENT 15,857 NOTES 2017 2016 2017 2016 Other comprehensive income $'000 $'000 $'000 $'000

Items that may be reclassified to profit or loss Net result from continuing operations after income tax 21,514 15,528 21,338 15,857 Gain / (loss) on value of available for sale financial assets 23(A) 5,729 2,506 5,947 2,615 5,729 2,506 5,947 2,615 Other comprehensive income

Items that will not be reclassified to profit or loss Items that may be reclassified to profit or loss Gain / (loss) on revaluation of land and buildings 23(A) 32,276 (40) 32,276 (40) Gain / (loss) on value of available for sale financial assets 23(A) 5,729 2,506 5,947 2,615 Gain / (loss) on revaluation of infrastructure 23(A) 2,583 - 2,583 - 5,729 2,506 5,947 2,615 Gain / (loss) on revaluation of artwork collection 23(A) - (4) - (4) Gain / (loss) on foreign exchange reserve 23(A) 1 - - - Items that will not be reclassified to profit or loss 34,860 (44) 34,859 (44) Gain / (loss) on revaluation of land and buildings 23(A) 32,276 (40) 32,276 (40) Total other comprehensive income 40,589 2,462 40,806 2,571 Gain / (loss) on revaluation of infrastructure 23(A) 2,583 - 2,583 - Total comprehensive income attributable to members of Central Queensland UniversityGain / (loss) on revaluation of artwork collection 23(A) 62,103- 17,990(4) 62,144- 18,428(4) Gain / (loss) on foreign exchange reserve 23(A) 1 - - - 34,860 (44) 34,859 (44) Total other comprehensive income 40,589 2,462 40,806 2,571 Total comprehensive income attributable to members of Central Queensland University 62,103 17,990 62,144 18,428

THE ABOVE STATEMENTS OF COMPREHENSIVE INCOME SHOULD BE READ IN CONJUNCTION WITH THE ACCOMPANYING NOTES.

76 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT

THE ABOVE STATEMENTS OF COMPREHENSIVE INCOME SHOULD BE READ IN CONJUNCTION WITH THE ACCOMPANYING NOTES. CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

STATEMENTS OF COMPREHENSIVE INCOME CENTRAL QUEENSLAND UNIVERSITY FOR THE YEARAND CONTROLLED ENDED 31 ENTITIES DECEMBER 2017

CONSOLIDATED PARENT STATEMENTS OF FINANCIAL POSITION NOTES 2017 2016 2017 2016 $'000 $'000 $'000 $'000 AS AT 31 DECEMBER 2017

Net result from continuing operations after income tax 21,514 15,528 21,338 15,857 CONSOLIDATED PARENT Other comprehensive income NOTES 2017 2016 2017 2016 $'000 $'000 $'000 $'000 Items that may be reclassified to profit or loss Gain / (loss) on value of available for sale financial assets 23(A) 5,729 2,506 5,947 2,615 CURRENT ASSETS 5,729 2,506 5,947 2,615 Cash and cash equivalents 13 130,341 119,389 128,412 117,640 Receivables 14 24,654 21,956 24,644 21,956 Items that will not be reclassified to profit or loss Inventories 1,097 1,203 1,097 1,203 Gain / (loss) on revaluation of land and buildings 23(A) 32,276 (40) 32,276 (40) Available for sale financial assets 15 - 12,332 - 12,332 Gain / (loss) on revaluation of infrastructure 23(A) 2,583 - 2,583 - Other non-financial assets 588 325 580 324 Gain / (loss) on revaluation of artwork collection 23(A) - (4) - (4) Total current assets 156,680 155,205 154,733 153,455 Gain / (loss) on foreign exchange reserve 23(A) 1 - - - 34,860 (44) 34,859 (44) NON-CURRENT ASSETS Total other comprehensive income 40,589 2,462 40,806 2,571 Available for sale financial assets 15 30,728 12,124 31,699 12,877 Total comprehensive income attributable to members of Central Queensland InvestmentsUniversity accounted for using the equity method 62,10388 17,99094 62,144- 18,428- Investment properties 16 2,085 2,708 2,085 2,708 Property, plant and equipment 17 582,674 539,592 582,662 539,592 Intangible assets 18 14,663 12,032 14,663 12,032 Deferred tax assets 47 46 - - Total non-current assets 630,285 566,596 631,109 567,209 TOTAL ASSETS 786,965 721,801 785,842 720,664

CURRENT LIABILITIES Trade and other payables 19 17,698 19,218 17,576 19,095 Provisions 20 48,256 43,633 48,196 43,578 Borrowings 21 - 3,000 - 3,000 Current tax liabilities 22 38 - - Other liabilities 22 32,154 25,770 32,112 25,762 Total current liabilities 98,130 91,659 97,884 91,435

NON-CURRENT LIABILITIES Provisions 20 10,550 11,719 10,542 11,716 Other liabilities 22 13,222 15,463 13,222 15,463 Total non-current liabilities 23,772 27,182 23,764 27,179 TOTAL LIABILITIES 121,902 118,841 121,648 118,614

NET ASSETS 665,063 602,960 664,194 602,050 FINANCIAL STATEMENTS

EQUITY Parent entity interest Reserves 23(A) 259,473 218,884 260,349 219,543 Retained surplus 23(B) 405,590 384,076 403,845 382,507 TOTAL EQUITY 665,063 602,960 664,194 602,050

THE ABOVE STATEMENTS OF COMPREHENSIVE INCOME SHOULD BE READ IN CONJUNCTION WITH THE ACCOMPANYING NOTES.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 77

THE ABOVE STATEMENTS OF FINANCIAL POSITION SHOULD BE READ IN CONJUNCTION WITH THE ACCOMPANYING NOTES. CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES 78

STATEMENTS OF CHANGES IN EQUITY |

CQUNIVERSITY AUSTRALIA FOR THE YEAR ENDED 31 DECEMBER 2017

CONSOLIDATED PARENT

RETAINED RETAINED NOTES RESERVES TOTAL RESERVES TOTAL EARNINGS EARNINGS

$'000 $'000 $'000 $'000 $'000 $'000

Balance at 1 January 2016 216,422 368,548 584,970 216,972 366,650 583,622 2017ANNUAL REPORT

Net result from continuing operations - 15,528 15,528 - 15,857 15,857

Gain / (loss) on revaluation of land and buildings, net of tax 23(A) (40) - (40) (40) - (40) Gain / (loss) on revaluation of infrastructure 23(A) ------Gain / (loss) on revaluation of artwork 23(A) (4) - (4) (4) - (4) Gain / (loss) on revaluation of available-for-sale financial assets 23(A) 2,506 - 2,506 2,615 - 2,615 Gain / (loss) on foreign exchange 23(A) ------Balance at 31 December 2016 218,884 384,076 602,960 219,543 382,507 602,050

Balance at 1 January 2017 218,884 384,076 602,960 219,543 382,507 602,050

Net result from continuing operations - 21,514 21,514 - 21,338 21,338

Gain / (loss) on revaluation of land and buildings, net of tax 23(A) 32,276 - 32,276 32,276 - 32,276 Gain / (loss) on revaluation of infrastructure 23(A) 2,583 - 2,583 2,583 - 2,583 Gain / (loss) on revaluation of artwork 23(A) ------Gain / (loss) on revaluation of available-for-sale financial assets 23(A) 5,729 - 5,729 5,947 - 5,947 Gain / (loss) on foreign exchange 23(A) 1 - 1 - - - Balance at 31 December 2017 259,473 405,590 665,063 260,349 403,845 664,194

THE ABOVE STATEMENTS OF CHANGES IN EQUITY SHOULD BE READ IN CONJUNCTION WITH THE ACCOMPANYING NOTES. CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

STATEMENTS OF CASH FLOWS

FOR THECENTRAL YEAR ENDEDQUEENSLAND 31 DECEMBERUNIVERSITY 2017 AND CONTROLLED ENTITIES

CONSOLIDATED PARENT STATEMENTS OF CASH FLOWS NOTES 2017 2016 2017 2016 FOR THE YEAR ENDED 31 DECEMBER 2017$'000 $'000 $'000 $'000

CASH FLOWS FROM OPERATING ACTIVITIES Australian Government grants CONSOLIDATED206,831 202,681 206,831PARENT 202,681 State and local government grants received 35,725 16,062 35,725 15,950 NOTES 2017 2016 2017 2016 HECS-HELP - Student payments 4,674 5,043 4,674 5,150 $'000 $'000 $'000 $'000 OS-HELP (net) 34.8 472 (273) 472 (273) Receipts from student fees and other customers 176,107 134,565 174,988 134,713 CASH FLOWS FROM OPERATING ACTIVITIES Dividends received 1,143 471 1,143 471 Australian Government grants 206,831 202,681 206,831 202,681 Interest received 3,519 3,580 3,481 3,534 State and local government grants received 35,725 16,062 35,725 15,950 Payments to suppliers and employees (inclusive of GST) (390,704) (332,074) (389,897) (331,433) HECS-HELP - Student payments 4,674 5,043 4,674 5,150 Interest and other costs of finance (90) (228) (90) (228) OS-HELP (net) 34.8 472 (273) 472 (273) GST recovered / (paid) 10,114 8,240 10,190 8,317 Receipts from student fees and other customers 176,107 134,565 174,988 134,713 Income taxes paid (89) (16) - - Dividends received 1,143 471 1,143 471 Net cash provided by / (used in) operating activities 31 47,702 38,051 47,517 38,882 Interest received 3,519 3,580 3,481 3,534 Payments to suppliers and employees (inclusive of GST) (390,704) (332,074) (389,897) (331,433) CASH FLOWS FROM INVESTING ACTIVITIES Interest and other costs of finance (90) (228) (90) (228) Proceeds from sale of property, plant and equipment - 75 - 63 GST recovered / (paid) 10,114 8,240 10,190 8,317 Proceeds from sale of investment property 613 - 613 - Income taxes paid (89) (16) - - Proceeds from sale of financial assets 50 - 50 - Net cash provided by / (used in) operating activities 31 47,702 38,051 47,517 38,882 Payments for property, plant and equipment (28,926) (23,328) (28,914) (23,336) Payments for financial assets (588) (367) (589) (392) CASH FLOWS FROM INVESTING ACTIVITIES Payments for intangibles (4,951) (5,619) (4,951) (5,619) Proceeds from sale of property, plant and equipment - 75 - 63 Net cash provided by / (used in) investing activities (33,802) (29,239) (33,791) (29,284) Proceeds from sale of investment property 613 - 613 - Proceeds from sale of financial assets 50 - 50 - CASH FLOWS FROM FINANCING ACTIVITIES Payments for property, plant and equipment (28,926) (23,328) (28,914) (23,336) Proceeds from / (repayments of) borrowings (3,000) - (3,000) - Payments for financial assets (588) (367) (589) (392) Payments for shares 6 - - - Payments for intangibles (4,951) (5,619) (4,951) (5,619) Net cash provided by / (used in) financing activities (2,994) - (3,000) - Net cash provided by / (used in) investing activities (33,802) (29,239) (33,791) (29,284)

Net increase / (decrease) in cash and cash equivalents 10,906 8,812 10,726 9,598 CASH FLOWS FROM FINANCING ACTIVITIES Cash and cash equivalents at the beginning of the financial year 119,389 110,589 117,640 108,054 Proceeds from / (repayments of) borrowings (3,000) - (3,000) - Effects of exchange rate changes on cash and cash equivalents 46 (12) 46 (12) Payments for shares 6 - - - Cash and cash equivalents at the end of the period 13 130,341 119,389 128,412 117,640 Net cash provided by / (used in) financing activities (2,994) - (3,000) -

Net increase / (decrease) in cash and cash equivalents 10,906 8,812 10,726 9,598 Cash and cash equivalents at the beginning of the financial year 119,389 110,589 117,640 108,054 Effects of exchange rate changes on cash and cash equivalents 46 (12) 46 (12) Cash and cash equivalents at the end of the period 13 130,341 119,389 128,412 117,640 FINANCIAL STATEMENTS

THE ABOVE STATEMENTS OF CASH FLOWS SHOULD BE READ IN CONJUNCTION WITH THE ACCOMPANYING NOTES.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 79 THE ABOVE STATEMENTS OF CASH FLOWS SHOULD BE READ IN CONJUNCTION WITH THE ACCOMPANYING NOTES. CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

OBJECTIVES AND PRINCIPAL ACTIVITIES

The principal activities of the Group are listed in the Council Members’ Report.

NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

The principal accounting policies adopted in the preparation of these financial statements are set out below. These policies have been consistently applied for all years reported unless otherwise stated. The financial statements include separate statements for Central Queensland University as the parent entity and the consolidated entity consisting of Central Queensland University and its subsidiaries.

The principal address of Central Queensland University is Bruce Highway, North Rockhampton, Queensland.

(A) Basis of preparation Central Queensland University is a statutory body established under the Central Queensland University Act 1998, and domiciled in Australia.

The annual financial statements represent the audited general purpose financial statements of Central Queensland University. They have been prepared on an accrual basis and comply with the Australian Accounting Standards.

Central Queensland University applies Tier 1 reporting requirements.

Additionally, the statements have been prepared in accordance with the following statutory requirements: • Higher Education Support Act 2003 (Financial Statement Guidelines) (Cwlth) • Central Queensland University Act 1998 (Qld) • Financial and Performance Management Standard 2009 made under the Financial Accountability Act 2009 (QLD).

Central Queensland University is a not-for-profit entity and these statements have been prepared on that basis. Some of the Australian Accounting Standards requirements for not-for-profit entities are inconsistent with the IFRS requirements.

Date of authorisation for issue The financial statements were authorised for issue by the Council members of Central Queensland University on 19 February 2018.

Historical cost convention These financial statements have been prepared under the historical cost convention, except for available-for-sale financial assets, land, buildings and infrastructure, artworks, heritage collection and investment properties.

Critical accounting estimates The preparation of financial statements in conformity with Australian Accounting Standards requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying Central Queensland University and subsidiaries’ accounting policies. The estimates and underlying assumptions are reviewed on an ongoing basis. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements, are disclosed below and are outlined in the following financial statement notes: • available-for-sale financial assets – Note 15 • property, plant and equipment – Note 17 • provisions – Note 20 • contingencies – Note 26.

(B) Foreign currency translation (i) Functional and presentation currency Items included in the financial statements of each of the Group’s entities are measured using the currency of the primary economic environment in which the entity operates (‘the functional currency’). The consolidated financial statements are presented in Australian dollars, which is Central Queensland University’s functional and presentation currency.

(ii) Transactions and balances Foreign currency transactions are translated into the functional currency using the exchange rates prevailing at the dates of the transactions. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at year-end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognised in the income statement.

If gains or losses on non-monetary items are recognised in other comprehensive income, translation gains or losses are also recognised in other comprehensive income. Similarly, if gains or losses on non-monetary items are recognised in profit or loss, translation gains or losses are also recognised in profit or loss.

(iii) Group companies The results and financial position of all the Group entities (none of which has the currency of a hyperinflationary economy) that have a functional currency different from the presentation currency are translated into the presentation currency as follows: • assets and liabilities for each statement of financial position presented are translated at the closing rate at the end of the reporting period; • income and expenses for each income statement are translated at average exchange rates (unless this is not a reasonable approximation of the cumulative effect of the rates prevailing on the transaction dates, in which case income and expenses are translated at the dates of the transactions); and • all resulting exchange differences are recognised as separate components of equity.

80 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (cont.)

(C) Acquisition of assets The acquisition method of accounting is used for all acquisitions of assets regardless of whether equity instruments or other assets are acquired. Cost is measured as the fair value of the assets given or liabilities incurred or assumed at the date of exchange plus incidental costs directly attributable to the acquisition.

Costs incurred on assets subsequent to initial acquisition are capitalised when it is probable that future economic benefits in excess of the originally assessed performance of the asset will flow to the consolidated entity in future years, otherwise, the costs are expensed as incurred.

Acquisition of assets with a cost or other value equal to or in excess of the following thresholds are recognised for financial reporting purposes in the year of acquisition:

Buildings $10,000 Land $1 Infrastructure $10,000 Shares $1 Plant and equipment $5,000 Other (including artworks and heritage) $1 Computer software $100,000

Where settlement of any part of cash consideration is deferred, the amounts payable in the future are discounted to their present value as at the date of exchange. The discount rate used is the entity’s incremental borrowing rate, being the rate at which a similar borrowing could be obtained from an independent financier under comparable terms and conditions.

(D) Impairment of assets The carrying amounts of the consolidated entity’s assets, other than inventories and deferred tax assets, are assessed on an annual basis to determine whether there is any indication of impairment. If any such indication exists, the asset’s recoverable amount is estimated.

Intangible assets that have an indefinite useful life are not subject to amortisation and are tested annually for impairment, or more frequently if events or changes in circumstances indicate that they might be impaired. Other assets are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs of disposal and value in use. For the purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable cash flows, which are largely independent of the cash inflows from other assets or groups of assets (cash generating units). Non-financial assets that suffered impairment are reviewed for possible reversal of the impairment at each reporting date.

(E) Investments and other financial assets Classification The Group classifies its investments in the following categories: loans and receivables, held to maturity investments and available-for-sale financial assets. The classification depends on the purpose for which the investments were acquired. Management determines the classification of its investments at initial recognition and, in the case of assets classifed as held-to-maturity, re-evaluates this designation at each reporting date.

(F) Financial instruments Recognition Financial assets and financial liabilities are recognised in the statement of financial position when the Group becomes party to the contractual provisions of the financial instrument.

Classification Financial instruments are classified and measured as follows:

• receivables – held at amortised cost FINANCIAL STATEMENTS • available-for-sale financial assets – fair value and cost (Note 15) • payables – held at amortised cost • borrowings – held at amortised cost.

The Group does not enter into transactions for speculative purposes, nor for hedging. Apart from cash and cash equivalents, the Group holds no financial assets classified at fair value through profit or loss.

(G) Rounding of amounts Amounts in the financial statements have been rounded off to the nearest thousand dollars.

(H) Goods and services tax (GST) Revenues, expenses and assets are recognised net of the amount of associated GST, unless the amount of GST incurred is not recoverable from the Australian Taxation Office (ATO). In this case it is recognised as part of the cost of acquisition of an asset or as part of an item of expense.

Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from or payable to the ATO is included with receivables or payables in the statement of financial position.

Cash flows are presented on a gross basis. The GST component of the cash flows arising from investing or financing activities, which are recoverable from or payable to the ATO, are presented as operating cash flows.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 81 CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (cont.)

(I) Income Tax Expense Central Queensland University is exempt from Income tax by virtue of Division 50 of the Income Tax Assessment Act 1997.

The University’s controlled entities, CQU Travel Centre Pty Ltd, Australian International Campuses Pty Ltd, C Management Services Pty Ltd, and Health Train Education Services Pty Ltd are subject to income tax and these companies apply AASB 112 Income Taxes. CQU Development Pte Ltd, a controlled entity of the University based in Singapore is subject to income tax under Singapore tax law.

The income tax expense or income for the period is the tax payable/receivable on the current period’s taxable income. This is based on the national income tax rate adjusted by changes in deferred tax assets and liabilities attributable to temporary differences between the tax bases of assets and liabilities and their carrying amounts in the financial statements, and to unused tax losses.

Deferred tax assets and liabilities are recognised for temporary differences at the tax rates expected to apply when the assets are recovered or liabilities are settled. The relevant tax rates are applied to the cumulative amounts of deductible and taxable temporary differences to measure the deferred tax asset or liability.

Deferred tax assets are recognised for deductible temporary differences and unused tax losses only if it is probable that future taxable amounts will be available to utilise those temporary differences and losses.

(J) Comparative amounts Where necessary, comparative information has been reclassified to enhance comparability in respect of changes in presentation adopted in the current year.

(K) Operating leases and rental expenses Leases in which a significant portion of the risks and rewards of ownership are retained by the lessor are classified as operating leases.

Payments made under operating leases (net of any incentives received from the lessor) are charged to the income statement on a straight-line basis, over the period of the lease.

(L) New Accounting Standards and Interpretations issued but not yet operative as at 31 December 2017

The following Australian Accounting Standards and Interpretations issued or amended are applicable to the University but are not yet effective for the 2017 financial year and have not been adopted in the preparation of these financial statements at reporting date. A number of amending standards have also been issued by the AASB but are not yet effective.

All other Australian accounting standards and interpretations with future effective dates are either not applicable to the University’s activities, or have no material impact.

Applies to Standard Title Issue date periods after AASB 9 Financial Instruments December 2014 01/01/2018

AASB 15 Revenue from contracts with customers December 2014 01/01/2019

AASB 16 Leases February 2016 01/01/2019

AASB 1058 Income of Not-for-Profit entities December 2016 01/01/2019

AASB 9 Financial Instruments

The standard will first apply to the University financial statements for year ended 31 December 2018. The main impacts of the standard on the University are that they will change the requirements for the classification, measurement, impairment and disclosures associated with the University’s financial assets. AASB 9 will introduce different criteria for whether financial assets can be measured at amortised cost or fair value.

The University has commenced reviewing the measurement of its financial assets against the new AASB 9 classification and measurement requirements. However, the classification of financial assets at the date of initial application of the new standard will depend on the facts and circumstances existing at that date. At this stage, and assuming no change in the types of transactions the University enters into, all of the University's financial assets are expected to be required to be measured at fair value. In the case of the University’s current receivables, as they are short-term in nature, the carrying amount is expected to be a reasonable approximation of fair value. Changes in the fair value of those assets will be reflected in the University’s operating result.

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NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017 NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (cont.)

(L) New Accounting Standards and Interpretations issued but not yet operative as at 31 December 2017 (cont.)

Another impact of AASB 9 relates to calculating impairment losses for the University's receivables. Assuming no substantial change in the nature of the University's receivables, as they don't include a significant financing component, impairment losses will be determined according to the amount of lifetime expected credit losses. On initial adoption of AASB 9, the University will need to determine the expected credit losses for its receivables by comparing the credit risk at that time to the credit risk that existed when those receivables were initially recognised.

The University will not need to restate comparative figures for financial instruments on adopting AASB 9 as from 2018. However, changed disclosure requirements will apply from that time. A number of one-off disclosures will be required in the 2018 financial statements to explain the impact of adopting AASB 9. Assuming no change in the types of financial instruments that the University enters into, the most likely ongoing disclosure impacts are expected to relate to the credit risk of financial assets subject to impairment, and investments in unquoted equity instruments measured at fair value through other comprehensive income and de-recognition of these items.

AASB 1058 Income of Not-for-Profit Entities and AASB 15 Revenue from Contracts with Customers

These standards will first apply to the University financial statements for the year ended 31 December 2019.

The University has commenced analysing the new revenue recognition requirements under these standards and is yet to form conclusions about significant impacts. Potential future impacts identifiable at the date of this report are as follows:

• Grants received to construct non-financial assets controlled by the University will be recognised as a liability, and subsequently recognised progressively as revenue as the University satisfies its performance obligations under the grant. At present, such grants are recognised as revenue upfront.

• Under the new standards, other grants presently recognised as revenue upfront may be eligible to be recognised as revenue progressively as the associated performance obligations are satisfied, but only if the associated performance obligations are enforceable and sufficiently specific. The University is evaluating existing grant arrangements as to whether revenue from those grants could be deferred under the new requirements.

• Grants that are not enforceable and/or not sufficiently specific will not qualify for deferral, and continue to be recognised as revenue as soon as they are controlled. The University receives grants for which there are no sufficiently specific performance obligations - these grants are expected to continue being recognised as revenue upfront assuming no change to the current grant arrangements.

• Depending on the respective contractual terms, the new requirements of AASB 15 may potentially result in a change to the timing of revenue such that some revenue may need to be deferred to a later reporting period to the extent that the university has received cash but has not met its associated performance obligations (such amounts would be reported as a liability in the meantime).

• A range of new disclosures will also be required by the new standards in respect of the University’s revenue.

The University intends to adopt the ‘modified retrospective’ approach to the initial application of AASB 15 and AASB 1058. That approach applies the new standards from the date of initial application on 1 January 2019 and will not result in the restatement of financial year 2018 comparative financial information. FINANCIAL STATEMENTS AASB 16 Leases

This standard will first apply to the University financial statements for the year ended 31 December 2019. When applied, the standard supersedes AASB 117 Leases, AASB Interpretation 4 Determining whether an Arrangement contains a Lease, AASB Interpretation 115 Operating Leases – Incentives and AASB Interpretation 127 Evaluating the Substance of Transactions Involving the Legal Form of a Lease.

Unlike AASB 117 Leases, AASB 16 introduces a single lease accounting model for lessees. Lessees will be required to recognise a right- of-use asset (representing rights to use the underlying leased asset) and a liability (representing the obligation to make lease payments) for all leases with a term of more than 12 months, unless the underlying assets are of low value.

In effect, the majority of operating leases (as defined by the current AASB 117) will be reported on the statement of financial position under AASB 16. There will be a significant increase in assets and liabilities for entities that lease assets. The impact on the reported assets and liabilities would be largely in proportion to the scale of the entity’s leasing activities.

The right-of-use asset will be initially recognised at cost, consisting of the initial amount of the associated lease liability, plus any lease payments made to the lessor at or before the effective date, less any lease incentive received, the initial estimate of restoration costs and any initial direct costs incurred by the lessee. The right-of-use asset will give rise to a depreciation expense.

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NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (cont.)

(L) New Accounting Standards and Interpretations issued but not yet operative as at 31 December 2017 (cont.)

AASB 16 Leases (cont.)

The lease liability will be initially recognised at an amount equal to the present value of the lease payments during the lease term that are not yet paid. Current operating lease rental payments will no longer be expensed in the Statement of Comprehensive Income. They will be apportioned between a reduction in the recognised lease liability and the implicit finance charge (the effective rate of interest) in the lease. The finance cost will also be recognised as an expense.

AASB 16 allows a ‘cumulative approach’ rather than full retrospective application to recognising existing operating leases. If a lessee chooses to apply the ‘cumulative approach’, it does not need to restate comparative information. Instead, the cumulative effect of applying the standard is recognised as an adjustment to the opening balance of accumulated surplus (or other component of equity, as appropriate) at the date of initial application.

The University has a number of operating leases that will be impacted by the introduction of AASB 16 however, has not yet quantified the impact on the Statement of Comprehensive Income or the Statement of Financial Position of applying AASB 16 to its current operating leases, including the extent of additional disclosure required.

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NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 2. DISAGGREGATED INFORMATION (dual sector and operations outside Australia)

(A) INDUSTRY - PARENT ENTITY INCOME STATEMENT HIGHER ED- TOTAL HIGHER ED- TOTAL VET VET UCATION PARENT UCATION PARENT NOTES 2017 2017 2017 2016 2016 2016 $'000 $'000 $'000 $'000 $'000 $'000

INCOME FROM CONTINUING OPERATIONS Australian Government financial assistance Australian Government grants 3 133,185 - 133,185 131,258 - 131,258 HELP - Australian Government payments 3 74,989 2,550 77,539 70,989 2,861 73,850 HECS-HELP - Student payments 4,442 - 4,442 5,430 - 5,430 State and Local Government financial assistance 4 265 35,462 35,727 33 15,948 15,981 Fees and charges 5 121,282 14,909 136,191 100,871 19,999 120,870 Investment and rental income 6 4,972 48 5,020 4,612 191 4,803 Consultancy and contracts 7 11,693 - 11,693 10,026 13 10,039 Other revenue 8 9,106 342 9,448 11,857 543 12,400 Total revenue from continuing operations 359,934 53,311 413,245 335,076 39,555 374,631 Other income 7,782 - 7,782 4,688 - 4,688 Total income from continuing operations 367,716 53,311 421,027 339,764 39,555 379,319

EXPENSES FROM CONTINUING OPERATIONS Employee related expenses 9 205,671 33,759 239,430 182,626 35,913 218,539 Depreciation and amortisation 17,18 18,014 3,429 21,443 17,726 3,429 21,155 Repairs and maintenance 10 10,446 2,832 13,278 8,926 2,010 10,936 Finance costs 90 - 90 228 - 228 Management and other fees 11 32,140 1,439 33,579 26,685 2,184 28,869 Minimum lease payments on operating leases 21,017 50 21,067 21,145 103 21,248 Other expenses 12 63,558 7,244 70,802 55,654 6,833 62,487 Total expenses from continuing operations 350,936 48,753 399,689 312,990 50,472 363,462 Net result from continuing operations 16,780 4,558 21,338 26,774 (10,917) 15,857

STATEMENT OF COMPREHENSIVE INCOME Items that may be reclassified to profit or loss Gain / (loss) on value of available for sale financial 23(A) assets 5,947 - 5,947 2,615 - 2,615 5,947 - 5,947 2,615 - 2,615 FINANCIAL STATEMENTS

Items that will not be reclassified to profit or loss Gain / (loss) on revaluation of land and buildings 23(A) 15,945 16,331 32,276 (40) - (40) Gain / (loss) on revaluation of infrastructure 23(A) 1,621 962 2,583 - - - Gain / (loss) on revaluation of artwork collection 23(A) - - - (4) - (4) 17,566 17,293 34,859 (44) - (44) Total other comprehensive income 23,513 17,293 40,806 2,571 - 2,571 Total comprehensive income 40,293 21,851 62,144 29,345 (10,917) 18,428

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 85 CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 2. DISAGGREGATED INFORMATION (dual sector and operations outside Australia) (cont.)

(A) INDUSTRY - PARENT ENTITY (cont.) STATEMENT OF FINANCIAL POSITION HIGHER ED- TOTAL HIGHER ED- TOTAL VET VET UCATION PARENT UCATION PARENT NOTES 2017 2017 2017 2016 2016 2016 $'000 $'000 $'000 $'000 $'000 $'000

CURRENT ASSETS Cash and cash equivalents 13 131,666 (3,254) 128,412 122,761 (5,121) 117,640 Receivables 14 21,113 3,531 24,644 18,046 3,910 21,956 Inventories 1,094 3 1,097 1,203 - 1,203 Available for sale financial assets 15 - - - 12,332 - 12,332 Other non-financial assets 580 - 580 324 - 324 Total current assets 154,453 280 154,733 154,666 (1,211) 153,455

NON-CURRENT ASSETS Available for sale financial assets 15 31,699 - 31,699 12,877 - 12,877 Investment properties 16 - 2,085 2,085 613 2,095 2,708 Property, plant and equipment 17 403,542 179,120 582,662 377,742 161,850 539,592 Intangible assets 18 14,663 - 14,663 12,032 - 12,032 Total non-current assets 449,904 181,205 631,109 403,264 163,945 567,209 TOTAL ASSETS 604,357 181,485 785,842 557,930 162,734 720,664

CURRENT LIABILITIES Trade and other payables 19 16,765 811 17,576 17,915 1,180 19,095 Provisions 20 40,890 7,306 48,196 36,319 7,259 43,578 Borrowings 21 - - - - 3,000 3,000 Other liabilities 22 31,257 855 32,112 25,102 660 25,762 Total current liabilities 88,912 8,972 97,884 79,336 12,099 91,435

NON-CURRENT LIABILITIES Provisions 20 9,652 890 10,542 10,853 863 11,716 Other liabilities 22 13,222 - 13,222 15,463 - 15,463 Total non-current liabilities 22,874 890 23,764 26,316 863 27,179 TOTAL LIABILITIES 111,786 9,862 121,648 105,652 12,962 118,614

NET ASSETS 492,571 171,623 664,194 452,278 149,772 602,050

EQUITY Parent entity interest Reserves 23(A) 188,409 71,940 260,349 164,896 54,647 219,543 Retained surplus 23(B) 304,162 99,683 403,845 287,382 95,125 382,507 TOTAL EQUITY 492,571 171,623 664,194 452,278 149,772 602,050

The allocation of assets and liabilities to the Higher Education or VET division is made on the following basis: Cash and cash equivalents: All bank account balances are allocated on a proportional basis. Receivables: Receivables directly attributable to either Higher Education or VET division have been applied on that basis.

86 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 2. DISAGGREGATED INFORMATION (dual sector and operations outside Australia) (cont.)

(A) INDUSTRY - PARENT ENTITY (cont.) STATEMENT OF FINANCIAL POSITION (cont.) Investment properties: The allocation of investment properties is based on whether these assets are used solely for the VET division only. Other financial assets: These are allocated between Higher Education or VET Division based on their direct relationship to the Division established at the time of acquisition of the asset. Other assets: These are allocated between Higher Education or VET Division based on the nature of the asset and its relevance to the Division. Trade and other payables: Trade payables directly attributable to either Higher Education or VET Division have been applied on that basis. Borrowings: The current loan facility relates to the VET Division. This was an interest free loan from the Department of Education and Training (formally the Department of Employment, Training and Education) to the University. Provisions: Provisions have been directly attributed to either the Higher Education or the VET Division as appropriate in relation to the teaching and administrative staff operating within each Division. Other liabilities: Revenue in advance included in other liabilities is directly attributable to either Higher Education or VET Division.

STATEMENT OF CHANGES IN EQUITY TOTAL HIGHER EDUCATION VET PARENT TOTAL RETAINED RETAINED RESERVES HIGHER RESERVES TOTAL VET EARNINGS EARNINGS EDUCATION $'000 $'000 $'000 $'000 $'000 $'000 $'000

Balance at 1 January 2016 162,325 260,608 422,933 54,647 106,042 160,689 583,622

Net result from continuing operations after tax - 26,774 26,774 - (10,917) (10,917) 15,857

Gain / (loss) on revaluation of land and buildings, net of tax (40) - (40) - - - (40) Gain / (loss) on revaluation of infrastructure, net of tax ------

Gain / (loss) on revaluation of artwork, net of tax (4) - (4) - - - (4) Gain / (loss) on value of available for sale asset, net of tax 2,615 - 2,615 - - - 2,615 Balance at 31 December 2016 164,896 287,382 452,278 54,647 95,125 149,772 602,050

Balance at 1 January 2017 164,896 287,382 452,278 54,647 95,125 149,772 602,050 Net result from continuing operations after tax - 16,780 16,780 - 4,558 4,558 21,338

Gain / (loss) on revaluation of land and buildings, net of tax 15,945 - 15,945 16,331 - 16,331 32,276 Gain / (loss) on revaluation of infrastructure, net of FINANCIAL STATEMENTS tax 1,621 - 1,621 962 - 962 2,583 Gain / (loss) on revaluation of artwork, net of tax ------Gain / (loss) on value of available for sale asset, net of tax 5,947 - 5,947 - - - 5,947 Balance at 31 December 2017 188,409 304,162 492,571 71,940 99,683 171,623 664,194

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 87 CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 2. DISAGGREGATED INFORMATION (dual sector and operations outside Australia) (cont.)

(A) INDUSTRY - PARENT ENTITY (cont.) STATEMENT OF CASH FLOWS HIGHER ED- TOTAL HIGHER ED- TOTAL NOTES VET VET UCATION PARENT UCATION PARENT 2017 2017 2017 2016 2016 2016 $'000 $'000 $'000 $'000 $'000 $'000

CASH FLOWS FROM OPERATING ACTIVITIES Australian Government grants 204,683 2,148 206,831 200,159 2,522 202,681 State and local government grants received 263 35,462 35,725 33 15,917 15,950 HECS-HELP - Student payments 4,674 - 4,674 5,150 - 5,150 OS-HELP (net) 34.8 472 - 472 (273) - (273) Receipts from student fees and other customers 157,496 17,492 174,988 115,187 19,526 134,713 Dividends received 1,143 - 1,143 471 - 471 Interest received 3,481 - 3,481 3,482 52 3,534 Payments to suppliers and employees (inclusive of GST) (342,257) (47,640) (389,897) (284,298) (47,135) (331,433) Interest and other costs of finance (90) - (90) (228) - (228) GST recovered / (paid) 9,038 1,152 10,190 7,655 662 8,317 Net cash provided by / (used in) operating activities 31 38,903 8,614 47,517 47,338 (8,456) 38,882

CASH FLOWS FROM INVESTING ACTIVITIES Proceeds from sale of property, plant and equipment - - - 21 42 63 Proceeds from sale of investment property 613 - 613 - - - Proceeds from sale of financial assets 50 - 50 - - - Payments for property, plant and equipment (25,166) (3,748) (28,914) (20,928) (2,408) (23,336) Payments for financial assets (589) - (589) (392) - (392) Payments for intangibles (4,951) - (4,951) (5,619) - (5,619) Net cash provided by / (used in) investing activities (30,043) (3,748) (33,791) (26,918) (2,366) (29,284)

CASH FLOWS FROM FINANCING ACTIVITIES Proceeds from / (repayments of) borrowings - (3,000) (3,000) - - - Net cash provided by / (used in) financing activities - (3,000) (3,000) - - -

Net increase / (decrease) in cash and cash equivalents 8,860 1,866 10,726 20,420 (10,822) 9,598 Cash and cash equivalents at the beginning of the financial year 122,761 (5,121) 117,640 102,354 5,700 108,054 Effects of exchange rate changes on cash and cash equivalents 45 1 46 (12) - (12) Cash and cash equivalents at the end of the period 13 131,666 (3,254) 128,412 122,762 (5,122) 117,640

(B) GEOGRAPHICAL - CONSOLIDATED ENTITY University courses are delivered in Indonesia through a partnering arrangement. The Group commenced operations in Singapore to recruit students from South-East Asia to study at the University's Australian campuses.

NET RESULTS BEFORE TOTAL REVENUE TAX TOTAL ASSETS 2017 2016 2017 2016 2017 2016 $'000 $'000 $'000 $'000 $'000 $'000 Australia 421,296 379,697 21,836 15,834 786,836 721,801 Overseas 30 41 (251) (16) 129 - Total 421,326 379,738 21,585 15,818 786,965 721,801

88 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTES CONSOLIDATED PARENT

2017 2016 2017 2016 $'000 $'000 $'000 $'000 NOTE 3. AUSTRALIAN GOVERNMENT FINANCIAL ASSISTANCE INCLUDING AUSTRALIAN GOVERNMENT LOAN PROGRAMS (HELP)

(A) COMMONWEALTH GRANTS SCHEME AND OTHER GRANTS 34.1 Commonwealth Grant Scheme #1 118,941 116,897 118,941 116,897 Access and Participation Fund 4,683 5,662 4,683 5,662 Promotion of Excellence in Learning and Teaching 20 116 20 116 Disability Performance Funding #2 62 81 62 81 Indigenous Student Success Program #3 1,669 1,732 1,669 1,732 Total Commonwealth Grants Scheme and Other Grants 125,375 124,488 125,375 124,488

(B) HIGHER EDUCATION LOAN PROGRAMS (HELP) 34.2 HECS-HELP 68,613 65,555 68,613 65,555 FEE-HELP #4 4,196 2,866 4,196 2,866 VET FEE-HELP - 2,980 - 2,861 SA-HELP 2,181 2,568 2,181 2,568 VET Student Loan Program 2,549 - 2,549 - Total Higher Education Loan Programs 77,539 73,969 77,539 73,850

(C) SCHOLARSHIPS 34.3

Research Training Program #5 3,344 3,543 3,344 3,543 Total Scholarships 3,344 3,543 3,344 3,543

(D) EDUCATION RESEARCH 34.3 Research Support Program #6 2,464 2,412 2,464 2,412 Total Education Research Grants 2,464 2,412 2,464 2,412

(E) AUSTRALIAN RESEARCH COUNCIL 34.6 Discovery 513 547 513 547 Linkages 48 200 48 200 Total ARC 561 747 561 747 FINANCIAL STATEMENTS (F) OTHER AUSTRALIAN GOVERNMENT FINANCIAL ASSISTANCE 34.7 Non-Capital New Colombo Plan Mobility Programme 1,429 - 1,429 - Other non-capital 11 68 11 68 Total non-capital 1,441 68 1,441 68 Total Other Australian Government financial assistance 1,441 68 1,441 68

Total Australian Government financial assistance 210,724 205,227 210,724 205,108

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 89 CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTES CONSOLIDATED PARENT

2017 2016 2017 2016 $'000 $'000 $'000 $'000 NOTE 3. AUSTRALIAN GOVERNMENT FINANCIAL ASSISTANCE INCLUDING AUSTRALIAN GOVERNMENT LOAN PROGRAMS (HELP) (cont.)

#1 Includes the basic CGS grant amount, Regional Loading, Enable Loading, Allocated Places and Non Designated Courses. #2 Disability Performance Funding includes Additional Support for Students with Disabilities and Australian Disability Clearinghouse on Education & Training.

#3 Indigenous Student Success Program has replaced the Indigenous Commonwealth Scholarships Program and the Indigenous Support Program as of 1 January 2017. Prior year programs have been combined and are reported in Indigenous Student Success Program for 2016.

#4 Program is in respect of FEE-HELP for Higher Education only and excludes funds received in respect of VET FEE-HELP. #5 Research Training Program has replaced Australian Postgraduate Awards, International Postgraduate Research Scholarships and Research Training Scheme as of 1 January 2017. #6 Research Support Program has replaced Joint Research Engagement, Research Block Grants and Sustainable Research Excellence in Universities as of January 2017.

Accounting Policy Revenue is measured at the fair value of the consideration received or receivable. Amounts disclosed as revenue are net of returns, trade allowances, rebates and amounts collected on behalf of third parties. The Group recognises revenue when the amount of revenue can be reliably measured, it is probable that future economic benefits will flow to the Group and specific criteria have been met for each of the Group's activities. The amount of revenue is not considered to be reliably measurable until all contingencies relating to the sale have been resolved. The Group bases its estimates on historical results, taking into consideration the type of customer, the type of transaction and the specifics of each arrangement. This applies to revenue items recognised in notes 3 through 5.

Central Queensland University treats operating grants received from Australian Government entities as income in the year of receipt. A provision is recognised where there is an obligation that the University will be required to return the funds to the government in a future period.

Revenue from HELP is categorised into those received from the Australian Government and those received directly from students. Revenue is recognised and measure in accordance with the above disclosure.

NOTE 4. STATE AND LOCAL GOVERNMENT FINANCIAL ASSISTANCE

NON-CAPITAL Higher Education Regional Arts fund - 3 - 3

VET VET purchaser's grant and corporate operating grant 16,142 15,132 16,142 15,132 VET cash losses grant 18,466 - 18,466 - Other 871 928 871 816 Total Non-capital 35,479 16,063 35,479 15,951

CAPITAL Higher Education Cairns Engineering laboratory 248 30 248 30 Total Capital 248 30 248 30 Total State and Local Government financial assistance 35,727 16,093 35,727 15,981

In accordance with the terms of the Merger and Transfer Agreement that governs the University’s merger with the former Central Queensland Institute of TAFE, the State Government agreed to fund, subject to certain conditions, the cash losses of the VET business of CQU for a three year period, that concluded on 30 June 2017. As a result, the Queensland Department of Education has provided a $18.466m grant to the University in 2017.

90 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTES CONSOLIDATED PARENT

2017 2016 2017 2016 $'000 $'000 $'000 $'000

NOTE 5. FEES AND CHARGES

COURSE FEES AND CHARGES Fee-paying onshore overseas students 108,072 84,526 108,072 84,526 Fee-paying offshore overseas students 310 2 310 2 Continuing education 619 684 619 681 Fee-paying domestic postgraduate students 2,408 2,271 2,408 2,271 Fee-paying domestic undergraduate students 455 40 455 40 Fee-paying domestic non-award students 55 805 55 805 Other domestic course fees and charges 2,531 3,054 2,531 3,054 Student subsidies 9,785 14,743 9,785 14,743 Training services 2,483 2,037 2,483 2,037 Total course fees and charges 126,718 108,162 126,718 108,159

NON-COURSE FEES AND CHARGES Student service and amenities fees from students 34.9 2,032 2,161 2,032 2,161 Lease fees and charges 1,774 5,447 1,791 5,447 Student accommodation 2,328 2,409 2,328 2,409 Other fees and charges 3,380 2,754 3,322 2,694 Total non-course fees and charges 9,514 12,771 9,473 12,711 Total fees and charges 136,232 120,933 136,191 120,870

Accounting Policy Fees and charges are recognised as income in the year of receipt, except to the extent that fees and charges relate to courses to be held in future periods. Such receipts (or portion thereof) are treated as income in advance in liabilities. Conversely, fees and charges relating to debtors are recognised as revenue in the year to which the prescribed course relates.

Lease income from operating leases is recognised in income on a straight-line basis over the lease term.

Revenue received prior to the delivery of goods to the customer or the delivery of services to the customer is recognised as a liability. FINANCIAL STATEMENTS NOTE 6. INVESTMENT AND RENTAL INCOME

Interest income 3,549 3,821 3,511 3,777 Rental 49 491 49 491 Dividends 764 44 764 44 Trust distribution 646 491 646 491 Gain on disposal of investments - - 50 - Total investment and rental income 5,008 4,847 5,020 4,803

Accounting Policy Investment income is recognised as it accrues based on the interest rate applicable to the asset and distributions received. Dividend revenue is recognised once the right to receive the dividend is established.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 91 CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTES CONSOLIDATED PARENT

2017 2016 2017 2016 $'000 $'000 $'000 $'000

NOTE 7. CONSULTANCY AND CONTRACTS

Research Consultancy - 11 - 11 Contracts 11,421 10,024 11,421 10,024 11,421 10,035 11,421 10,035 Other Consultancy 272 4 272 4 272 4 272 4 Total consultancy and contracts 11,693 10,039 11,693 10,039

Accounting Policy Consultancy and contract revenue is recognised when the service is provided in accordance with the percentage of completion method, where applicable.

NOTE 8. OTHER REVENUE

Donations and bequests 662 427 662 427 Scholarships and prizes 1,565 1,702 1,565 1,702 Non-government grants 139 1,040 139 1,040 Sales of books and related student materials 3,399 4,091 3,400 4,091 Subsidies 168 443 168 443 Royalties, trademarks and licences 29 5 29 5 Other 3,756 4,765 3,485 4,692 Total other revenue 9,718 12,473 9,448 12,400

Accounting Policy Sale of goods is recognised upon delivery of goods to the customer. Revenue from royalties, trademarks and licences is recognised on receipt.

NOTE 9. EMPLOYEE RELATED EXPENSES

ACADEMIC Salaries 97,895 88,015 97,895 87,898 Contribution to funded superannuation and pension schemes 15,377 13,706 15,377 13,695 Payroll tax 6,288 5,205 6,288 5,193 Worker's compensation 332 276 332 276 Long service leave expense 2,749 1,019 2,749 1,019 Annual leave 10,125 9,356 10,125 9,367 FBT expense 108 99 108 99 Total academic 132,874 117,676 132,874 117,547

92 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTES CONSOLIDATED PARENT

2017 2016 2017 2016 $'000 $'000 $'000 $'000 NOTE 9. EMPLOYEE RELATED EXPENSES (cont.)

NON-ACADEMIC Salaries 77,824 75,961 77,293 75,335 Contribution to funded superannuation and pension schemes 12,529 11,523 12,479 11,468 Payroll tax 4,888 4,336 4,867 4,294 Worker's compensation 250 222 249 221 Long service leave expense 2,463 866 2,459 862 Annual leave 9,073 8,669 9,072 8,686 FBT expense 137 126 137 126 Total non-academic 107,164 101,703 106,556 100,992 Total employee related expenses 240,038 219,379 239,430 218,539

Superannuation plans Central Queensland University contributes to UniSuper and QSuper under arrangements where employees are entitled to defined benefits and accumulated plan benefits on resignation, retirement, disability or death. Continuing employees may contribute to the relevant plan an amount of between 0% and 7% of their wages and salaries. The University contributes to the plan at the applicable rate for each fund ranging from 3% to a maximum of 17%. Minimum amounts of 9.50% are paid on behalf of each eligible employee in accordance with the Superannuation Guarantee Administration Act 1992 (Cwlth).

The University’s share of the superannuation plans’ assets and accrued vested benefits are not recognised in the financial statements.

The UniSuper Defined Benefit Division (DBD), which is the predominant plan within the University, is a defined benefit plan under superannuation law but is considered to be a defined contribution plan under Accounting Standard AASB 119 Employee Benefits . The DBD receives fixed contributions from the consolidated entity and the consolidated entity’s legal or constructive obligation is limited to these contributions. Additionally, any actuarial risk and investment risk falls on the consolidated entity’s employees.

The University also contributes to QSuper (the Trustee for State Public Sector Superannuation Scheme) in respect of certain employees; however, the University’s obligation is considered immaterial.

NOTE 10. REPAIRS AND MAINTENANCE Buildings and grounds 3,004 2,697 3,004 2,697 Cleaning and service contracts 2,757 2,649 2,757 2,649 Repairs and maintenance general 2,545 1,431 2,545 1,428 IT maintenance 3,244 2,736 3,244 2,736 Other operating expenses 1,728 1,426 1,728 1,426 FINANCIAL STATEMENTS Total repairs and maintenance 13,278 10,939 13,278 10,936

NOTE 11. MANAGEMENT AND OTHER FEES Management and consultant fees 1,362 2,242 1,864 2,894 Commission 10,302 7,074 10,302 7,074 Copyright, royalties and patents 587 494 587 494 Membership fees and subscriptions 2,415 1,744 2,409 1,738 Labour services fees 8,965 9,209 8,965 9,186 Other fees 9,463 7,502 9,452 7,483 Total management and other fees 33,094 28,265 33,579 28,869

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 93 CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTES CONSOLIDATED PARENT

2017 2016 2017 2016 $'000 $'000 $'000 $'000

NOTE 12. OTHER EXPENSES Scholarships, grants and prizes 14,377 6,538 14,377 6,538 Minor acquisitions and consumables 10,126 8,537 10,115 8,523 Advertising, marketing and promotional expenses 6,076 5,515 6,115 5,484 Audit fees, bank charges, legal costs, insurance and taxes 2,484 2,154 2,432 2,117 Telecommunications 2,453 3,660 2,452 3,657 Staff development, training and related travel 10,430 9,476 10,575 9,590 Inventories 2,240 2,775 2,240 2,775 Printing, stationery, postages and freight 1,411 1,536 1,405 1,524 Books and subscriptions 3,355 3,159 3,355 3,159 Recovery of grants 5,012 4,964 5,012 4,946 Services and utility costs 8,062 6,984 8,070 6,977 Waivers 672 4,352 672 4,352 Special payments (ex gratia) 104 - 104 - Loss on disposal of assets 448 37 448 38 Impairment of assets 279 465 279 457 Other expenses 3,152 2,359 3,151 2,350 Total other expenses 70,681 62,511 70,802 62,487

94 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

CONSOLIDATED PARENT

2017 2016 2017 2016 $'000 $'000 $'000 $'000 NOTE 13. CASH AND CASH EQUIVALENTS

Cash at bank and on hand 4,389 2,868 2,630 1,291 Deposits at call 125,782 116,349 125,782 116,349 Other - trust fund 170 172 - - Total cash and cash equivalents 130,341 119,389 128,412 117,640

(A) CASH AT BANK AND ON HAND Cash on hand is non-interest bearing. Cash at bank amounts are bearing a weighted average interest rate of 2.0% (2016: 2.0%).

(B) DEPOSITS AT CALL The deposits are bearing floating interest rates between 1.50% and 2.49% (2016: 1.50% and 2.43%). These deposits are held in "on-call" accounts and available daily.

(C) CASH AND CASH EQUIVALENTS DEFINITION For statement of cash flows presentation purposes, cash and cash equivalents include cash on hand, deposits held at call with financial institutions, other short-term, highly liquid investments with original maturities of three months or less that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value.

NOTE 14. RECEIVABLES

CURRENT GENERAL AND STUDENT RECEIVABLES General debtors 3,551 3,727 3,542 3,723 Student debtors 5,312 4,533 5,312 4,533 Total general and student receivables 8,863 8,260 8,854 8,256

LESS: IMPAIRED RECEIVABLES General debtors (104) (103) (104) (103) Student debtors (541) (578) (541) (578) Total impaired receivables (645) (681) (645) (681) Total general and student receivables less impaired receivables 8,218 7,579 8,209 7,575

OTHER RECEIVABLES Accrued revenue 848 2,578 843 2,572 Prepayments 11,588 8,231 11,587 8,231 Goods and Services Tax 4,000 3,568 4,005 3,578 FINANCIAL STATEMENTS Total other receivables 16,436 14,377 16,435 14,381 Total current receivables 24,654 21,956 24,644 21,956

Accounting Policy General and student receivables are initially recognised at fair value and subsequently less impairment losses, and are generally due for settlement within 14 days.

Collectability of receivables is reviewed on an ongoing basis. A provision for impaired receivables is established when there is objective evidence that the Group may not be able to collect all amounts due according to the original terms of receivables. Debts that are known to be uncollectible, when formally approved for write off, are written off against the provision for impaired receivables to the extent that the expense has previously been provided for.

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. They are included in current assets, except for those with maturities greater than 12 months after the end of the reporting period, which are classified as non- current assets. Loans and receivables are included in receivables in the statement of financial position.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 95 CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

CONSOLIDATED PARENT

2017 2016 2017 2016 $'000 $'000 $'000 $'000 NOTE 14. RECEIVABLES (cont.) IMPAIRED RECEIVABLES As at 31 December 2017 current receivables of the Group with a nominal value of $0.645m (2016: $0.681m) were considered impaired and form the value of the allowance.

Trade receivables with a value of $6.033m (2016: $5.213m) for the Group and $6.029m (2016: $5.211m) for the Parent entity were past due but not impaired. These relate to a number of independent customers for whom there is no recent history of default. The ageing analysis of these receivables is as follows:

Up to 3 months 3,589 3,280 3,588 3,277 3 to 6 months 713 756 710 757 Over 6 months 1,731 1,177 1,731 1,177 Total past due but not impaired current receivables 6,033 5,213 6,029 5,211

Movements in the allowance for impaired receivables are as follows: At 1 January 681 1,580 681 1,570 Allowance for impairment recognised during the year 252 (555) 252 (545) Receivables written off during the year as uncollectable (288) (344) (288) (344) Unused amount reversed - - - - 645 681 645 681

The creation and release of the allowance for impaired receivables has been included in 'impairment of assets' in the income statement under other expenses. Amounts charged to the allowance account are generally written off when there is no expectation of recovering additional cash.

The other amounts within receivables do not contain impaired assets and are not past due. Based on credit history, it is expected that these amounts will be received when due.

NOTE 15. AVAILABLE FOR SALE FINANCIAL ASSETS CURRENT QIC - Unit trust - 12,332 - 12,332 Total current available for sale financial assets - 12,332 - 12,332

NON-CURRENT QIC - Unit trust 13,884 - 13,884 - Shares in subsidiaries - - 981 760 Shares in listed companies 1,120 992 1,110 985 Shares in unlisted companies 15,724 11,132 15,724 11,132 Total non-current available for sale financial assets 30,728 12,124 31,699 12,877 Total available for sale financial assets 30,728 24,456 31,699 25,209

Accounting Policy Available-for-sale financial assets, comprising principally marketable equity securities, are non-derivatives that are either designated in this category or not classified in any of the other categories. They are included in non-current assets unless management intends to dispose of the investment within 12 months of the end of the reporting period. During the 2017 year, the University reclassified the QIC Unit Trust from current assets to non- current assets as there is no intention to dispose of this asset within 12 months of the end of the reporting period.

Purchases and sales of financial assets are recognised on trade date - the date on which the Group commits to purchase or sell the asset. Investments are initially recognised at fair value plus transaction costs for all financial assets not carried at fair value through profit or loss.

Financial assets are de-recognised when the rights to receive cash flows from the financial assets have expired or have been transferred and the Group has transferred substantially all the risks and rewards of ownership.

Changes in fair values of available for sale assets are recorded in other comprehensive income.

96 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

CONSOLIDATED PARENT

2017 2016 2017 2016 $'000 $'000 $'000 $'000 NOTE 15. AVAILABLE FOR SALE FINANCIAL ASSETS (cont.)

When securities classified as available-for-sale are sold, the accumulated fair value adjustments recognised in other comprehensive income are included in the income statement as gains and losses from investment securities.

Available-for-sale financial assets are subsequently carried at fair value.

The fair values of investments and other financial assets are based on quoted prices in active market. If the market for a financial asset is not active (and for unlisted securities), the Group establishes fair value by using valuation techniques that maximise the use of relevant data. These include reference to the estimated price in an orderly transaction that would take place between market participants at the measurement date. Other valuation techniques used are the cost approach and the income approach based on the characteristics of the asset and the assumptions made by market participants.

The Group assesses annually whether there is objective evidence that a financial asset or a group of financial assets is impaired. If any such evidence exists an impairment loss is recognised in the income statement.

Investment funds The investment funds in the unit trust with Queensland Investment Corporation (QIC) were established to provide the University with short term funding capabilities.

Subsidiaries Details of subsidiaries are set out in Note 29. Shares in subsidiaries have been valued using the net asset method when applicable.

Listed securities The University was bequeathed a significant share portfolio from a donor. The portfolio comprised of shares in Australian listed companies, options, a public unlisted company and some public unit trusts. These shares are valued using closing market value on the last day of trade for the year.

Unlisted securities Education Australia Ltd is owned by 38 Australian Universities and holds a 50% interest in the publicly listed company, IDP Education Ltd. IDP Education Ltd is a company offering student placement and English language testing services. The University holds less than 3% of the shareholding in Education Australia Ltd. The shares were independently valued on 31 December 2017 by ShineWing Australia Pty Ltd at a discounted market value as there is no active market for these shares.

The University has holdings in other entities and where applicable, applies a management valuation as there is no active market for these shares. FINANCIAL STATEMENTS

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 97 CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

CONSOLIDATED PARENT

2017 2016 2017 2016 $'000 $'000 $'000 $'000 NOTE 16. INVESTMENT PROPERTIES

At fair value Opening balance at 1 January 2,708 3,100 2,708 3,100 Change in fair value (10) (392) (10) (392) Disposals (613) - (613) - Closing balance at 31 December 2,085 2,708 2,085 2,708

Accounting Policy Investment properties are initially recognised at cost. Costs incurred subsequent to initial acquisition are capitalised when it is probable that future economic benefits in excess of the originally assessed performance of the asset will flow to Central Queensland University. Where an investment property is acquired at no cost or for nominal consideration, its cost shall be deemed to be its fair value as at the date of acquisition.

Subsequent to initial recognition at cost, investment property is carried at fair value, which is based on active market prices of similar properties, adjusted if necessary for any difference in the nature, location or condition of the specific asset. If this information is not available, the Group uses alternative valuation methods such as recent prices in less active markets or discounted cash flow projections. These valuations are reviewed annually by a registered valuer. Changes in fair values are recorded in the income statement as part of other income.

Rental revenue from the leasing of investment properties is recognised in the income statement in the periods in which it is receivable, as this represents the pattern of service rendered through the provision of the properties.

(A) AMOUNTS RECOGNISED IN PROFIT OR LOSS FOR INVESTMENT PROPERTIES Rental income 49 47 49 47 Direct operating expenses (rent generating properties) (46) (63) (46) (63) Total recognised in profit and loss 3 (16) 3 (16)

(B) VALUATION BASIS

Investment properties at Emerald were comprehensively valued at fair value as at 9 October 2017 by A Smith (Registered Valuer No. 2304) from Taylor Byrne, Emerald. These valuations were based on publicly available data on recent rentals and sales of similar buildings in nearby localities. Such valuations were also influenced by details supplied by the University in respect of the age, internal features/design and physical condition of each building.

(C) LEASING ARRANGEMENTS Investment properties consist of properties that are leased to third parties under individually negotiated lease terms.

Investment properties exclude properties held to meet service delivery objectives of Central Queensland University and are held to earn rental income and/or for capital appreciation.

98 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 17. PROPERTY, PLANT AND EQUIPMENT CONSOLIDATED ENTITY CONSTRUCTION INFRA- PLANT AND LEASEHOLD OTHER WORK LIBRARY & LAND BUILDINGS TOTAL IN PROGRESS STRUCTURE EQUIPMENT IMPROVEMENTS IN PROGRESS COLLECTIONS $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 As at 1 January 2016 Cost 3,044 - - - 56,999 29,128 2,044 - 91,215 Valuation - 38,290 482,896 34,908 - - - 3,503 559,597 Less: Accumulated depreciation - - (62,421) (8,994) (30,298) (10,896) - - (112,609) Net book amount 3,044 38,290 420,475 25,914 26,701 18,232 2,044 3,503 538,203 Year ended 31 December 2016 Opening net book amount 3,044 38,290 420,475 25,914 26,701 18,232 2,044 3,503 538,203 Adjustment - - (40) - - - - - (40) Revaluation increment / (decrement) ------(4) (4) Additions 7,010 - - - 2,582 (842) 12,041 49 20,840 Disposals - - - - (102) - - - (102) Depreciation charge - - (7,915) (654) (6,840) (3,896) - - (19,305) CQUNIVERSITY AUSTRALIA Capitalisation (7,158) - 5,626 1,404 3,555 379 (3,806) - - Closing net book amount 2,896 38,290 418,146 26,664 25,896 13,873 10,279 3,548 539,592 At 31 December 2016 Cost 2,896 - - - 59,384 28,387 10,279 - 100,946 Valuation - 38,290 488,451 36,313 - - - 3,548 566,602 Less: Accumulated depreciation - - (70,305) (9,649) (33,488) (14,514) - - (127,956) Net book amount 2,896 38,290 418,146 26,664 25,896 13,873 10,279 3,548 539,592 As at 1 January 2017 Cost 2,896 - - - 59,384 28,387 10,279 - 100,946 Valuation - 38,290 488,451 36,313 - - - 3,548 566,602 Less: Accumulated depreciation - - (70,305) (9,649) (33,488) (14,514) - - (127,956) Net book amount 2,896 38,290 418,146 26,664 25,896 13,873 10,279 3,548 539,592 2017ANNUAL REPORT Year ended 31 December 2017 Opening net book amount 2,896 38,290 418,146 26,664 25,896 13,873 10,279 3,548 539,592 Adjustment - - - - 90 - - 90 Revaluation increment / (decrement) - (2,444) 34,720 2,582 - - - - 34,858 Additions 9,344 - 42 - 3,702 708 13,849 305 27,950 Disposals - - (117) - (283) (293) - - (693) Depreciation charge - - (8,092) (747) (6,954) (3,330) - - (19,123) Capitalisation (5,735) - 3,549 1,796 6,165 13,513 (19,288) - - Closing net book amount 6,505 35,846 448,248 30,295 28,526 24,561 4,840 3,853 582,674 At 31 December 2017 Cost 6,505 - - - 63,604 39,256 4,840 - 114,205 | Valuation - 35,846 521,798 39,674 - - - 3,853 601,171 99 Less: Accumulated depreciation - - (73,550) (9,379) (35,078) (14,695) - - (132,702)

Net book amount 6,505 35,846 448,248 30,295 28,526 24,561 4,840 3,853 582,674 FINANCIAL STATEMENTS FINANCIAL 100 CENTRAL QUEENSLAND UNIVERSITY

AND CONTROLLED ENTITIES |

CQUNIVERSITY AUSTRALIA NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 17. PROPERTY, PLANT AND EQUIPMENT (cont.) PARENT ENTITY CONSTRUCTION INFRA- PLANT AND LEASEHOLD OTHER WORK LIBRARY & LAND BUILDINGS TOTAL IN PROGRESS STRUCTURE EQUIPMENT IMPROVEMENTS IN PROGRESS COLLECTIONS $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 As at 1 January 2016 Cost 3,044 - - - 56,925 28,994 2,044 - 91,007 2017ANNUAL REPORT Valuation - 38,290 482,897 34,908 - - - 3,503 559,598 Less: Accumulated depreciation - - (62,421) (8,995) (30,236) (10,762) - - (112,414) Net book amount 3,044 38,290 420,476 25,913 26,689 18,232 2,044 3,503 538,191 Year ended 31 December 2016 Opening net book amount 3,044 38,290 420,476 25,913 26,689 18,232 2,044 3,503 538,191 Adjustment - - (40) - - - - - (40) Revaluation increment / (decrement) ------(4) (4) Additions 7,010 - - - 2,582 (842) 12,041 49 20,840 Disposals - - - - (91) - - - (91) Depreciation charge - - (7,915) (654) (6,839) (3,896) - - (19,304) Capitalisation (7,158) - 5,625 1,405 3,555 379 (3,806) - - Closing net book amount 2,896 38,290 418,146 26,664 25,896 13,873 10,279 3,548 539,592 At 31 December 2016 Cost 2,896 - - - 59,376 28,387 10,279 - 100,938 Valuation - 38,290 488,451 36,313 - - - 3,548 566,602 Less: Accumulated depreciation - - (70,305) (9,649) (33,480) (14,514) - - (127,948) Net book amount 2,896 38,290 418,146 26,664 25,896 13,873 10,279 3,548 539,592 As at 1 January 2017 Cost 2,896 - - - 59,376 28,387 10,279 - 100,938 Valuation - 38,290 488,451 36,313 - - - 3,548 566,602 Less: Accumulated depreciation - - (70,305) (9,649) (33,480) (14,514) - - (127,948) Net book amount 2,896 38,290 418,146 26,664 25,896 13,873 10,279 3,548 539,592 Year ended 31 December 2017 Opening net book amount 2,896 38,290 418,146 26,664 25,896 13,873 10,279 3,548 539,592 Adjustment - - - - 90 - - 90 Revaluation increment / (decrement) - (2,444) 34,720 2,582 - - - 34,858 Additions 9,344 - 42 - 3,702 708 13,837 305 27,938 Disposals - - (117) - (283) (293) - - (693) Depreciation charge - - (8,092) (747) (6,954) (3,330) - - (19,123) Capitalisation (5,735) - 3,549 1,796 6,165 13,501 (19,276) - - Closing net book amount 6,505 35,846 448,248 30,295 28,526 24,549 4,840 3,853 582,662 At 31 December 2017 Cost 6,505 - - - 63,595 39,244 4,840 - 114,184 Valuation - 35,846 521,798 39,674 - - - 3,853 601,171 Less: Accumulated depreciation - - (73,550) (9,379) (35,069) (14,695) - - (132,693) Net book amount 6,505 35,846 448,248 30,295 28,526 24,549 4,840 3,853 582,662 CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 17. PROPERTY, PLANT AND EQUIPMENT

Accounting Policy Land and buildings (except for investment properties), infrastructure, library heritage and art collections are shown at fair value, based on periodic, but at least triennial, valuations by external independent valuers less subsequent depreciation for buildings and infrastructure. During intervening years a management assessment of fair value using indices supplied by external valuers is undertaken. This is a specifically tailored assessment of market trends occurring at the time.

The valuation of existing land, buildings and infrastructure was last independently revalued as at 31 December 2015 by APV Valuers and Asset Management, with a desktop valuation as at 31 December 2017 and management assessment. Artworks and the University Heritage Collection assessments were provided as at 31 October 2017 by J Harbeck, an Australian Government Cultural Gifts Program Valuer.

Any accumulated depreciation at the date of revaluation is restated proportionately with the change in the gross carrying amount of the asset so that the carrying amount of the asset after valuation equals its revalued amount. All other property, plant and equipment are stated at historical cost less depreciation. Historical cost includes expenditure that is directly attributable to the acquisition of the items.

Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to the Group and the cost of the item can be measured reliably. All other repairs and maintenance expenses are charged to the income statement during the financial period in which they are incurred.

Increases in the carrying amounts arising on revaluation of land, buildings, infrastructure, library heritage and art collections are credited to reserves in equity. To the extent that the increase reverses a decrease for that class previously recognised in profit or loss, the increase is first recognised in profit or loss. Decreases that reverse previous increases of the same asset class are first charged against revaluation reserves directly in equity of the remaining reserve attributable to the asset class; all other decreases are charged to the income statement.

Asset classes land, library heritage and art collections are not depreciated. Depreciation on other assets is calculated using the straight-line method to allocate their cost or revalued amounts, net of their residual values, over their remaining useful lives as follows:

ASSETS 2017 2016 WEIGHTED AVERAGE WEIGHTED AVERAGE USEFUL LIFE USEFUL LIFE Freehold buildings 17 to 131 years 17 to 131 years Infrastructure 13 to 163 years 13 to 163 years

USEFUL LIFE USEFUL LIFE Leasehold improvements 3 to 16 years 1 to 17 years Plant and equipment 1 to 25 years 1 to 25 years

The useful lives of leasehold improvements and plant and equipment assets are reviewed annually, and adjusted if appropriate.

An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater than its estimated recoverable amount. Gains and losses on disposal are determined by comparing proceeds with carrying amount. These are included in the income statement. Where revalued assets are sold, it is Group policy to transfer the amounts included in other reserves in respect of those assets to retained earnings. FINANCIAL STATEMENTS

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NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 18. INTANGIBLE ASSETS CONSOLIDATED ENTITY PARENT ENTITY

SOFTWARE SOFTWARE SOFTWARE TOTAL SOFTWARE TOTAL DEVELOPMENT DEVELOPMENT $'000 $'000 $'000 $'000 $'000 $'000 At 1 January 2016 Cost 25,579 2,568 28,147 25,579 2,568 28,147 Less: Accumulated amortisation (19,883) - (19,883) (19,883) - (19,883) Net book amount 5,696 2,568 8,264 5,696 2,568 8,264

Year ended 31 December 2016 Opening net book amount 5,696 2,568 8,264 5,696 2,568 8,264 Additions 109 5,510 5,619 109 5,510 5,619 Disposals ------Impairment write off ------Amortisation charge (1,851) - (1,851) (1,851) - (1,851) Capitalisation 8,078 (8,078) - 8,078 (8,078) - Closing net book amount 12,032 - 12,032 12,032 - 12,032

At 31 December 2016 Cost 33,766 - 33,766 33,766 - 33,766 Less: Accumulated amortisation (21,734) - (21,734) (21,734) - (21,734) Net book amount 12,032 - 12,032 12,032 - 12,032

At 1 January 2017 Cost 33,766 - 33,766 33,766 - 33,766 Less: Accumulated amortisation (21,734) - (21,734) (21,734) - (21,734) Net book amount 12,032 - 12,032 12,032 - 12,032

Year ended 31 December 2017 Opening net book amount 12,032 - 12,032 12,032 - 12,032 Additions (74) 5,025 4,951 (74) 5,025 4,951 Disposals ------Amortisation charge (2,320) - (2,320) (2,320) - (2,320) Capitalisation 3,258 (3,258) - 3,258 (3,258) - Closing net book amount 12,896 1,767 14,663 12,896 1,767 14,663

At 31 December 2017 Cost 36,950 1,767 38,717 36,950 1,767 38,717 Less: Accumulated amortisation (24,054) - (24,054) (24,054) - (24,054) Net book amount 12,896 1,767 14,663 12,896 1,767 14,663

Accounting Policy Intangible assets with a cost or other value equal to or greater than $100,000 are recognised in the financial statements; items with a lesser value are expensed. Each intangible asset is amortised over its estimated useful life to the Group. The residual value is zero for all the Group’s intangible assets. It has been determined that there is no active market for any of the Group's intangible assets. As such, the assets are recognised and carried at cost less accumulated amortisation and accumulated impairment losses. No intangible assets have been classified as held for sale or form part of the disposal group held for sale.

Software development costs in excess of $100,000 are recognised as assets on acquisition only when the consolidated entity controls future economic benefits as a result of the costs incurred that are probable and can be measured reliably. Costs attributable to feasibility assessments are expensed as incurred. The costs capitalised include the cost of purchased software and any materials, direct labour, directly attributable overheads and other incidental costs incurred. The purchase cost of this software is amortised on a straight-line basis over the period of the expected benefit to the University, namely two to ten years.

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NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

CONSOLIDATED PARENT

2017 2016 2017 2016 $'000 $'000 $'000 $'000 NOTE 19. TRADE AND OTHER PAYABLES

CURRENT OS-HELP liability to Australian Government 668 196 668 196 Trade creditors 12,183 13,899 12,061 13,776 Other creditors 4,847 5,123 4,847 5,123 Total current trade and other payables 17,698 19,218 17,576 19,095 Total trade and other payables 17,698 19,218 17,576 19,095

These amounts represent liabilities for goods and services provided to the Group prior to the end of the financial year, which are unpaid. The amounts are unsecured and are usually paid within 30 days of recognition.

NOTE 20. PROVISIONS

CURRENT PROVISIONS Current provisions expected to be settled within 12 months Grant recovery 4,901 3,843 4,901 3,843 Make good - 850 - 850 Employee benefits Annual leave 21,929 20,483 21,906 20,467 Long service leave 3,450 3,361 3,413 3,322 Total current provisions expected to be settled within 12 months 30,280 28,537 30,220 28,482 Current provisions expected to be settled after 12 months Employee benefits Annual leave 1,806 778 1,806 778 Long service leave 16,170 14,318 16,170 14,318 Total current provisions expected to be settled after 12 months 17,976 15,096 17,976 15,096 Total current provisions 48,256 43,633 48,196 43,578

NON-CURRENT PROVISIONS Make good 4,260 6,217 4,260 6,217 Employee benefits Long service leave 6,290 5,502 6,282 5,499 Total non-current provisions 10,550 11,719 10,542 11,716 FINANCIAL STATEMENTS Total provisions 58,806 55,352 58,738 55,293

(A) Movements in provisions Movements in each class of provision during the financial year, other than employee benefits, are set out below:

GRANT RECOVERY Provision is made for estimated recovery of Australian Government financial assistance in particular Commonwealth Grants Scheme, HECS-HELP, SA-HELP and VET FEE-HELP. Carrying amount at start of year 3,843 2,484 Additional provisions required 4,888 4,434 Amounts used (3,830) (3,075) Carrying amount at end of year 4,901 3,843

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NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

CONSOLIDATED PARENT

2017 2016 2017 2016 $'000 $'000 $'000 $'000 NOTE 20. PROVISIONS (cont.) MAKE GOOD Provision is made for estimated make good expenses in accordance with the terms of the lease agreements for premises at 160 Ann Street Brisbane, 120 Spencer Street Melbourne, 240 Quay Street Rockhampton, 1 Finsbury Place Townsville, 6 Finsbury Place Townsville, 400 Kent Street Sydney, 44 Greenhill Road Adelaide, 90 Goodchap Street Noosaville, Corner of Abbott and Shields Streets Cairns, 10 William Street Perth and 38 Peel Terrace Busselton. The leases have termination dates of 2032, 2031, 2027, 2024, 2022, 2021, 2020 and 2018 when it is expected that these obligations will be realised. Carrying amount at start of year 7,067 7,789 Additional provisions required 642 - Change in estimated cashflows (28) (945) Increase/(decrease) in discounted amount 122 305 Amounts used (308) (10) Unused amounts reversed (3,235) (72) Carrying amount at end of year 4,260 7,067

Accounting Policy Provisions for grant recovery and lease make good are recognised when the Group has a present legal or constructive obligation as a result of past events, it is probable that an outflow of resources will be required to settle the obligation, and the amount can be reliably estimated. Provisions are not recognised for future operating losses.

Provisions are measured at the present value of management’s best estimate of the expenditure required to settle the present obligation at the end of the reporting period. The discount rate used to determine the present value reflects current market assessments of the time value of money and the risks specific to the liability. The increase in the provision due to the passage of time is recognised as a finance cost.

Employee benefits (i) Short-term obligations Liabilities for short-term employee benefits including wages, salaries and non-monetary benefits are measured at the amount expected to be paid when the liabilities are settled, if they are expected to be settled wholly before 12 months after the end of the reporting period, and are recognised in other payables.

(ii) Other long-term obligations The liability for other long-term employee benefits is recognised in non-current provisions if it is not expected to be settled wholly before 12 months after the end of the reporting period. Other long-term employee benefits include annual leave and long service leave liabilities.

It is measured at the present value of expected future payments to be made in respect of services provided by employees up to the reporting date using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted using market yields at the reporting date on national government bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows.

Regardless of the expected timing of settlements, provisions made in respect of employee benefits are classified as a current liability, unless there is an unconditional right to defer the settlement of the liability for at least 12 months after the reporting date, in which case it would be classified as a non- current liability.

(iii) Sick leave No provision has been made for sick leave as all sick leave is non-vesting and the average sick leave taken in future years by employees is estimated to be less than the annual entitlement of sick leave.

(iv) Time off in lieu Time off in lieu accrued is not recorded as a liability as it is considered immaterial, and any payment of time in lieu is recognised as an expense.

(v) Termination benefits Termination benefits are payable when employment is terminated before the normal retirement date, or when an employee accepts an offer of benefits in exchange for the termination of employment. The Group recognises termination benefits either when it can no longer withdraw the offer of those benefits or when it has recognised costs for restructuring within the scope of AASB 137 that involves the payment of termination benefits. Benefits falling due more than 12 months after the balance date are discounted to present value.

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NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

CONSOLIDATED PARENT

2017 2016 2017 2016 $'000 $'000 $'000 $'000 NOTE 21. BORROWINGS

CURRENT Unsecured (Queensland State Government loan) - 3,000 - 3,000 Total current borrowings - 3,000 - 3,000 Total borrowings - 3,000 - 3,000

Accounting Policy Borrowings are initially recognised at fair value. Borrowings are subsequently measured at amortised cost. Any difference between the proceeds (net of transaction costs incurred) and the redemption amount is recognised in the income statement over the period of the borrowings using the effective interest method.

Borrowings are removed from the statement of financial position when the obligation specified in the contract is discharged, cancelled or expired. The difference between the carrying amount of a financial liability that has been extinguished or transferred to another party and the consideration paid, including any non-cash assets transferred or liabilities assumed, is recognised in other income or other expenses.

Borrowings are classified as current liabilities unless the Group has an unconditional right to defer settlement of the liability for at least 12 months after the end of the reporting period and does not expect to settle the liability for at least 12 months after the end of the reporting period.

CARRYING AMOUNT FAIR VALUE 2017 2016 2017 2016 $'000 $'000 $'000 $'000 (A) Fair value Non-traded financial liabilities Queensland State Government loan - 3,000 - 3,000 - 3,000 - 3,000

(B) Risk exposures The exposure of the Group's and parent entity's borrowings to interest rate changes is considered minimal as the Queensland State Government loan is interest free. The carrying amounts of the Group's and parent entity's borrowings are in Australian dollars. For an analysis of the sensitivity of borrowings to interest rate risk refer to Note 32.

(C) Reconciliation of liabilities arising from financing activities CONSOLIDATED Changes 2016 Cash flows Non-cash 2017 $'000 $'000 $'000 $'000 Short-term borrowings 3,000 (3,000) - - FINANCIAL STATEMENTS Total liabilities from financing activities 3,000 (3,000) - -

CONSOLIDATED PARENT 2017 2016 2017 2016 $'000 $'000 $'000 $'000 NOTE 22. OTHER LIABILITIES

CURRENT Revenue received in advance 29,220 23,675 29,187 23,675 Building lease liability 1,355 650 1,355 650 Other 1,579 1,445 1,570 1,437 Total current other liabilities 32,154 25,770 32,112 25,762

NON-CURRENT Building lease liability 13,222 15,463 13,222 15,463 Total non-current other liabilities 13,222 15,463 13,222 15,463 Total other liabilities 45,376 41,233 45,334 41,225

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NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

CONSOLIDATED PARENT

2017 2016 2017 2016 $'000 $'000 $'000 $'000 NOTE 22. OTHER LIABILITIES (cont.) Accounting Policy Revenue received prior to the delivery of goods to the customer or delivery of the service to the customer is recognised as a liability.

The building lease liability relates to the University's operating leases for the leased premises which are expensed on a straight-line basis over the terms of the individual leases in accordance with AASB 117. This liability is over the remaining life of the leases.

NOTE 23. RESERVES AND RETAINED SURPLUSES

(A) RESERVES Property, plant and equipment revaluation surplus 236,251 201,392 236,251 201,392 Available for sale financial assets 23,221 17,492 24,098 18,151 Foreign currency translation reserve 1 - - - Total reserves 259,473 218,884 260,349 219,543

MOVEMENTS Property, plant and equipment revaluation surplus Balance 1 January 201,392 201,436 201,392 201,436 Revaluation increment / (decrement) Buildings 34,720 (40) 34,720 (40) Land (2,444) - (2,444) - Infrastructure 2,583 - 2,583 - Artwork - (4) - (4) Balance 31 December 236,251 201,392 236,251 201,392

Available for sale financial assets reserve Balance 1 January 17,492 14,986 18,151 15,536 Fair value increment/(decrement) 5,729 2,506 5,947 2,615 Balance 31 December 23,221 17,492 24,098 18,151

Foreign currency translation reserve Balance 1 January - - - - Fair value increment/(decrement) 1 - - - Balance 31 December 1 - - -

(B) RETAINED SURPLUS Movements in retained surplus were as follows Retained surplus at 1 January 384,076 368,548 382,507 366,650 Net operating result for the period end 21,514 15,528 21,338 15,857 Retained surplus at 31 December 405,590 384,076 403,845 382,507

(C) NATURE AND PURPOSE OF RESERVES The property, plant and equipment revaluation surplus includes the net revaluation increments and decrements arising from the revaluation. Available for sale financial assets reserve represents fair value movements in financial assets. The foreign currency revaluation reserve relates to the translation of the results and position of CQU Development Ptd Ltd whose functional and presentation currency is Singapore dollars into the group accounts which are presented in Australian dollars.

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NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 24. KEY MANAGEMENT PERSONNEL DISCLOSURES The following details for key executive management personnel include those positions that had authority and responsibility for planning, directing and controlling the activities of the University during 2017. Further information on these positions can be found in the body of the annual report.

(A) Names of responsible persons and executive officers Appointed / (Ceased)

Mr John ABBOTT Ms Patrice BROWN Dr Robyn MINCHINTON Mr Joel BUCHHOLZ Professor Scott BOWMAN Mr Mark PETERS Professor Bronwyn FREDERICKS Mr Benjamin BROWN (27 October 2017) Mr Graham CARPENTER Dr John FITZSIMMONS (7 November 2017) Ms Mary CARROLL Mr Shirish PANDEY 1 December 2017 Emeritus Professor Robert CASTLE Mr Bruce YOUNG 5 January 2017 Mr Peter CORONES AM

Key Executive Management Personnel (Executive Officers) Appointed / (Ceased) Professor Scott BOWMAN Professor Andrew BRIDGES Mr Alastair DAWSON Professor Helen HUNTLY Ms Narelle PEARSE Ms Joanne PERRY 9 October 2017 Ms Jenny ROBERTS (19 November 2017) Professor Grant STANLEY Professor Pierre VILJOEN Professor Hilary WINCHESTER (25 January 2017)

(B) Remuneration of council members, executives and key management personnel

Council members of Central Queensland University receive remuneration in accordance with the University's Council Remuneration Policy. For council members who are also staff, their remuneration payments for their substantive position have been excluded.

Remuneration policies for key executive management personnel are set by the University Council. The remuneration and other terms of employment for the key executive management personnel are specified in individual employment contracts. The contracts provide for the provision of other benefits where applicable.

Performance payments are made on achievement of pre-determined individual performance targets as agreed and approved by the FINANCIAL STATEMENTS relevant approving authority. CONSOLIDATED PARENT 2017 2016 2017 2016 $'000 $'000 $'000 Short term employee benefits Base salary 2,991 2,463 2,991 2,463 Non-monetary benefits 75 185 75 185 Long term employee benefits 113 67 113 67 Post employment benefits 445 433 445 433 Performance payments 183 - 183 - Termination benefits - - - - Total remuneration 3,807 3,148 3,807 3,148

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NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 24. KEY MANAGEMENT PERSONNEL DISCLOSURES (cont.) CONSOLIDATED PARENT 2017 2016 2017 2016 Remuneration of council members No. No. No. No. nil to $14,999 6 17 6 17 $15,000 - $29,999 1 - 1 - $30,000 - $44,999 5 - 5 - $45,000 - $59,999 1 - 1 - $75,000 - $89,999 1 - 1 -

Remuneration of executives and key management personnel $30,000 - $44,999 1 - 1 - $60,000 - $74,999 1 - 1 - $195,000 - $209,999 - 1 - 1 $255,000 - $269,999 - 1 - 1 $300,000 - $314,999 2 1 2 1 $330,000 - $344,999 1 - 1 - $345,000 - $359,999 1 2 1 2 $360,000 - $374,999 1 1 1 1 $375,000 - $389,999 - 1 - 1 $390,000 - $404,999 1 1 1 1 $435,000 - $449,999 1 - 1 - $540,000 - $554,999 - 1 - 1 $825,000 - $839,999 1 - 1 -

(C) Performance payments A performance payment of $0.183m was paid during the year (2016: nil). No further performance payments were paid or payable during the period (2016: nil).

(D) Loans to key management personnel No loans were made to any key management personnel during the period.

108 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

CONSOLIDATED PARENT

2017 2016 2017 2016 $'000 $'000 $'000 $'000 NOTE 25. REMUNERATION OF AUDITORS During the year the following fees were paid for services provided by the auditor of the parent entity and its controlled entities.

Assurance services 1. Audit services Fees paid to the Auditor General of Queensland: Audit and review of financial reports under the Financial Accountability Act 2009 252 305 231 286 Total remuneration for audit services 252 305 231 286

NOTE 26. CONTINGENCIES Contingent liabilities (A) Consultation with the University's staff and insurers has indicated nine (9) pending issues which may result in a claim against the University. These relate to one possible personal injury claim against the University and eight other potential claims against the University covering a variety of issues. It is difficult to quantify the financial impact of these potential claims, as the amount payable for these claims, if any, would be reduced by any payout received from the University's insurers. No material amounts are expected to be paid in relation to these matters as at 31 December 2017.

(B) A company is seeking payment from the University of $9,100,000 for alleged non-compliance by the University regarding its contractual obligations to this company. It is unsure whether this matter will proceed to court at this stage.

NOTE 27. COMMITMENTS (A) CAPITAL COMMITMENTS Capital expenditure contracted for at the reporting date but not recognised as liabilities is as follows:

Property, plant and equipment Payable: Within one year 10,531 3,782 10,531 3,782 10,531 3,782 10,531 3,782 Total capital commitments 10,531 3,782 10,531 3,782

(B) LEASE COMMITMENTS Operating leases Commitments in relation to non-property leases contracted for at the reporting date but not recognised in liabilities: Payable:

Within one year 70 144 70 144 FINANCIAL STATEMENTS Later than one year but not later than five years 23 44 23 44 93 188 93 188

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NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

CONSOLIDATED PARENT 2017 2016 2017 2016 $'000 $'000 $'000 $'000 NOTE 27. COMMITMENTS (cont.) (B) LEASE COMMITMENTS (cont.) Commitments for operating leases for leased campus buildings in existence at the reporting date but not recognised as liabilities. Payable: Within one year 20,095 21,065 20,095 21,065 Later than one year but not later than five years 75,885 74,995 75,885 74,995 Later than five years 91,976 100,075 91,976 100,075 187,956 196,135 187,956 196,135 Receivable: Within one year - 1,812 - 1,812 - 1,812 - 1,812 Total operating lease commitments 187,956 194,323 187,956 194,323

(C) OTHER EXPENDITURE COMMITMENTS Payable: Within one year 30,289 20,623 30,289 20,623 30,289 20,623 30,289 20,623

Accounting Policy Leases in which a significant portion of the risks and rewards of ownership are retained by the lessor are classified as operating leases. Payments made under operating leases (net of any incentives received from the lessor) are charged to the income statement on a straight-line basis over the period of the lease.

Incentives received on entering into operating leases are recognised as liabilities. Lease payments are allocated between rental expense and reduction of the liability.

Operating lease payments are representative of the pattern of benefits derived from the leased assets and are expensed in the periods in which they are incurred.

The consolidated entity leases plant and equipment under non-cancellable operating leases expiring from 1 to 5 years. There are no provisions for contingent rentals within the existing operating leases. There are no provisions within the agreements for additional debt.

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NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

CONSOLIDATED PARENT

2017 2016 2017 2016 $'000 $'000 $'000 $'000 NOTE 28. RELATED PARTIES (A) PARENT ENTITY The parent entity is Central Queensland University which at 31 December 2017 owns 100% of Australian International Campuses Pty Ltd, Australian International Campuses Trust, C Management Services Pty Ltd, CQU Travel Centre Pty Ltd, Health Train Education Services Pty Ltd, Mask-Ed International Pty Ltd and CQU Development Pte Ltd. At 31 December 2016, Central Queensland University owned 100% of the same related parties mentioned above except for CQU Development Pte Ltd which was incorporated during 2017.

(B) SUBSIDIARIES Interest in subsidiaries are set out in Note 29.

(C) KEY MANAGEMENT PERSONNEL Disclosures relating to council members and specified executives are set out in Note 24.

(D) TRANSACTIONS WITH RELATED PARTIES The following transactions occurred with related parties:

Revenue received from controlled entities General - - 66 272 Return of capital - - 50 -

Revenue received from other related parties Contract research 319 319 Training revenue 43 43 General 54 54

Expenses paid to controlled entities Commission - - 158 137 Booking fee - - 292 262 General - - 292 253

Expenses paid to other related parties Operating lease expense 85 85 FINANCIAL STATEMENTS Grants expense 41 41 General 56 56

(E) OUTSTANDING BALANCES The following balances are outstanding at the reporting date in relation to transactions with related parties:

Non-current receivables Associates 85 85 - -

Current payables Controlled entities - - 27 9

(F) GUARANTEES No guarantees have been granted in relation to any party.

(G) TERMS AND CONDITIONS

Transactions were made on normal commercial terms and conditions and at market rates.

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NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 29. SUBSIDIARIES

The consolidated financial statements incorporate the assets, liabilities and results of the following subsidiaries in accordance with the accounting policy noted below.

COUNTRY CLASS OF NAME OF ENTITY AND PRINCIPAL ACTIVITIES OF INCOR- EQUITY HOLDING SHARES PORATION 2017 2016 % %

AUSTRALIAN INTERNATIONAL CAMPUSES PTY LTD Australia Ord 100 100 The principal activity of the company is to act as "Trustee" for the Australian International Campuses Trust

AUSTRALIAN INTERNATIONAL CAMPUSES TRUST Australia Ord 100 100 The trust was established for the benefit of the Unitholder being, Central Queensland University, to hold in trust the shareholdings in the companies that ran the Central Queensland University Australian International Campuses.

C MANAGEMENT SERVICES PTY LTD Australia Ord 100 100

This company ceased trading as at the end of October 2013. The principal activity of the Company was to deliver Central Queensland University academic product to international students at the Sydney, Melbourne, Brisbane and Gold Coast international campuses.

CQU TRAVEL CENTRE PTY LTD Australia Ord 100 100 The principal activity of the company during the financial year was a licenced international travel agency and provider of education travel in Australia.

HEALTH TRAIN EDUCATION SERVICES PTY LTD Australia Ord 100 100 This company ceased trading in August 2016. The company was a Registered Training Organisation in Victoria. The principal activity of the company was to deliver vocational education and training services.

MASK-ED INTERNATIONAL PTY LTD Australia Ord 100 100 The company was established for the purpose of commercialising Intellectual Property developed by a member of staff. The company was incorporated during 2011. It has not yet commenced commercial operations.

CQU DEVELOPMENT PTE LTD Singapore Ord 100 -

The company is domiciled in Singapore. The principle activity is the recruitment of international students from the South East Asia region to study at Central Queensland University in Australia.

112 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 29. SUBSIDIARIES (cont.)

Accounting Policy

(i) Subsidiaries The consolidated financial statements incorporate the assets and liabilities of all subsidiaries of Central Queensland University ('parent entity') as at 31 December 2017 and all the results of all subsidiaries for the year then ended. Central Queensland University and its subsidiaries together are referred to in these financial statements as the Group or the consolidated entity.

Subsidiaries are those entities (including structured entities) over which the Group has control. The Group has control over an investee when it is exposed, or has rights, to variable returns from its involvement with the investee and has the ability to affect those returns through its power over the investee. Power over the investee exists when the Group has existing rights that give it current ability to direct the relevant activities of the investee. The existence and effect of potential voting rights that are currently exercisable or convertible are considered when assessing whether the Group controls another entity. Returns are not necessarily monetary and can be only positive, only negative or both positive and negative.

Subsidiaries are fully consolidated from the date on which control is transferred to the Group. They are de-consolidated from the date that control ceases.

The acquisition method of accounting is used to account for the acquisition of subsidiaries by the Group.

Intercompany transactions, balances and unrealised gains on transactions between Group companies are eliminated. Unrealised losses are also eliminated unless the transaction provides evidence of the impairment of the asset transferred. Accounting policies of subsidiaries have been changed where necessary to ensure consistency with the policies adopted by the Group.

NOTE 30. EVENTS OCCURRING AFTER THE BALANCE SHEET DATE

There are no material matters which have arised subsequent to year end that significantly impact upon the operations of the University. FINANCIAL STATEMENTS

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NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTES CONSOLIDATED PARENT

2017 2016 2017 2016 $'000 $'000 $'000 $'000 NOTE 31. RECONCILIATION OF NET RESULT AFTER INCOME TAX TO NET CASH PROVIDED BY / (USED IN) OPERATING ACTIVITIES

Net result for the year 21,514 15,528 21,338 15,857

Depreciation and amortisation 17,18 21,443 21,156 21,443 21,155 Investment related adjustments 46 21 46 21 Revaluation decrement / (increment) 10 393 10 393 Net (gain) / loss on sale of non-current assets 396 29 396 38 Net (gain) / loss on sale of investment properties 53 - 53 - Net exchange differences (46) 12 (46) 12 Share of profits of associates not received as dividends or distributions 6 32 - - Change in operating assets and liabilities: (Increase) / decrease in trade debtors (1,035) (128) (1,026) (147) (Increase) / decrease in inventories 106 (206) 106 (206) (Increase) / decrease in other operating assets (2,450) 36 (2,436) 71 Increase / (decrease) in trade creditors (1,717) 4,301 (1,716) 4,367 Increase / (decrease) in other operating liabilities 4,340 (5,141) 4,306 (4,985) Increase / (decrease) in other provisions 5,075 1,744 5,043 2,306 Increase / (decrease) in provision for income tax payable (39) 274 - - Net cash inflow / (outflow) from operating activities 47,702 38,051 47,517 38,882

NOTE 32. FINANCIAL RISK MANAGEMENT

The Group's activities expose it to a variety of financial risks, as follows:

(A) MARKET RISK (i) Foreign exchange risk Foreign currency risk arises when commercial transactions and recognised assets and liabilities are denominated in a currency that is not the entity's functional currency. The consolidated entity operates internationally and is exposed to foreign exchange risk arising from currency exposure to the Singapore dollar.

Fees charged to overseas students are denominated in Australian dollars.

(ii) Price risk Price risk arises when the value of a financial instrument fluctuates as a result of changes in market prices. The Group prices goods and services based on a combination of cost recovery, or market forces depending on the type of item supplied. The Group's two biggest exposures to competitive market movements in price levels are for (a) its market based investment with QIC where funds are invested in the QIC Growth Fund and (b) its shareholdings in Education Australia Ltd. The Group monitors its investments and provides regular reports to management and University Council for high level review and action as required.

(iii) Cash flow and fair value interest rate risk. Interest rate risk is the risk (variability in value) borne by an interest-bearing asset due to the variability of interest rates. The Group minimises its exposure to fluctuating market interest rates by diversifying its investments in both cash and short term funding with Queensland Treasury Corporation (QTC). It regularly reviews its investments and markets to obtain best interest rates. The Group does not have any borrowings which are subject to interest rate risk.

(iv) Summarised sensitivity analysis The following tables summarise the sensitivity of the Group's financial assets and financial liabilities to interest rate risk and other price risk. The consolidated entity is operating in Singapore which may result in a minimal increase in foreign exchange risk. However, as the Group continues to be subject to negligible foreign exchange risk, sensitivity analysis of this risk has been excluded.

114 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 32. FINANCIAL RISK MANAGEMENT (cont.) CONSOLIDATED INTEREST RATE RISK OTHER PRICE RISK -1% 1% -10% 10% CARRYING AMOUNT RESULT EQUITY RESULT EQUITY RESULT EQUITY RESULT EQUITY 31 DECEMBER 2017 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 FINANCIAL ASSETS Cash and cash equivalents 130,341 (1,303) (1,303) 1,303 1,303 - - - - Receivables 24,654 ------Available for sale assets 30,728 - - - - (1,561) (1,561) 1,561 1,561 Investments using the equity method 88 ------TOTAL FINANCIAL ASSETS 185,811 (1,303) (1,303) 1,303 1,303 (1,561) (1,561) 1,561 1,561 FINANCIAL LIABILITIES Payables 17,698 ------CQUNIVERSITY AUSTRALIA Borrowings ------TOTAL FINANCIAL LIABILITIES 17,698 ------Total increase / (decrease) 168,113 (1,303) (1,303) 1,303 1,303 (1,561) (1,561) 1,561 1,561

CONSOLIDATED INTEREST RATE RISK OTHER PRICE RISK -1% 1% -10% 10% CARRYING AMOUNT RESULT EQUITY RESULT EQUITY RESULT EQUITY RESULT EQUITY 31 DECEMBER 2016 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 FINANCIAL ASSETS Cash and cash equivalents 119,389 (1,194) (1,194) 1,194 1,194 - - - - 2017ANNUAL REPORT Receivables 21,956 ------Available for sale assets 24,456 - - - - (1,103) (1,103) 1,103 1,103 Investments using the equity method 94 ------TOTAL FINANCIAL ASSETS 165,895 (1,194) (1,194) 1,194 1,194 (1,103) (1,103) 1,103 1,103 FINANCIAL LIABILITIES Payables 19,218 ------Borrowings 3,000 ------TOTAL FINANCIAL LIABILITIES 22,218 ------143,677 (1,194) (1,194) 1,194 1,194 (1,103) (1,103) 1,103 1,103 | Total increase / (decrease)

115 FINANCIAL STATEMENTS FINANCIAL CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 32. FINANCIAL RISK MANAGEMENT (cont.)

(B) CREDIT RISK Credit risk arises from the potential failure of students, other customers and other contractual counterparties to meet their obligations under the respective contracts. The Group has a collections policy in place to manage the collection of accounts receivable. A provision for impaired receivables has been established. Detailed information on the Group's impaired receivables is contained in Note 14.

(C) LIQUIDITY RISK The following tables summarise the maturity of the Group's financial assets and financial liabilities.

FIXED INTEREST MATURING IN: CONSOLIDATED AVERAGE FLOATING NON- 1 YEAR OR 1 TO 5 OVER 5 INTEREST INTEREST INTEREST TOTAL LESS YEARS YEARS RATE RATE BEARING 31 DECEMBER 2017 % $'000 $'000 $'000 $'000 $'000 $'000 FINANCIAL ASSETS Cash and cash equivalents 2.00% 130,183 - - - 158 130,341 Receivables - - - - 24,654 24,654 Available for sale assets: QIC Unit trust - - - - 13,884 13,884 Unlisted shares - - - - 15,724 15,724 Listed shares - - - - 1,120 1,120 Investments using the equity method - - - - 88 88 TOTAL FINANCIAL ASSETS 130,183 - - - 55,628 185,811 FINANCIAL LIABILITIES Payables - - - - 17,698 17,698 Borrowings ------TOTAL FINANCIAL LIABILITIES - - - - 17,698 17,698 Net financial assets / (liabilities) 130,183 - - - 37,929 168,113

FIXED INTEREST MATURING IN: CONSOLIDATED AVERAGE FLOATING NON- 1 YEAR OR 1 TO 5 OVER 5 INTEREST INTEREST INTEREST TOTAL LESS YEARS YEARS RATE RATE BEARING 31 DECEMBER 2016 % $'000 $'000 $'000 $'000 $'000 $'000 FINANCIAL ASSETS Cash and cash equivalents 2.00% 119,356 - - - 33 119,389 Receivables - - - - 21,956 21,956 Available for sale assets: QIC Unit trust - - - - 12,332 12,332 Unlisted shares - - - - 11,132 11,132 Listed shares - - - - 992 992 Investments using the equity method - - - - 94 94 TOTAL FINANCIAL ASSETS 119,356 - - - 46,539 165,895 FINANCIAL LIABILITIES Payables - - - - 19,218 19,218 Borrowings - - - - 3,000 3,000 TOTAL FINANCIAL LIABILITIES - - - - 22,218 22,218 Net financial assets / (liabilities) 119,356 - - - 24,321 143,677

116 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 33. FAIR VALUE MEASUREMENTS

(A) FAIR VALUE MEASUREMENTS The fair value of financial assets and financial liabilities must be estimated for recognition and measurement or for disclosure purposes.

Due to the short-term nature of the current receivables, their carrying value is assumed to approximate their fair value and based on credit history it is expected that the receivables that are neither past due nor impaired will be received when due.

The carrying amounts and aggregate net fair values of financial assets and liabilities at balance date are:

CONSOLIDATED CARRYING AMOUNT FAIR VALUE 2017 2016 2017 2016 NOTES $'000 $'000 $'000 $'000 FINANCIAL ASSETS Cash and cash equivalents 13 130,341 119,389 130,341 119,389 Receivables 14 24,654 21,956 24,654 21,956 Available for sale financial assets 15 QIC Unit trust 13,884 12,332 13,884 12,332 Unlisted shares 15,724 11,132 15,724 11,132 Listed shares 1,120 992 1,120 992 Investments using the equity method 88 94 88 94 Total financial assets 185,811 165,895 185,811 165,895

FINANCIAL LIABILITIES Payables 19 17,698 19,218 17,698 19,218 Borrowings 21 - 3,000 - 3,000 Total financial liabilities 17,698 22,218 17,698 22,218

The Group measures and recognises the following assets and liabilities at fair value on a recurring basis: ▪ Land and buildings ▪ Infrastructure ▪ Library and collections ▪ Available for sale financial assets ▪ Investments using the equity method ▪ Investment properties

(B) FAIR VALUE HIERARCHY The Group categorises assets and liabilities measured at fair value into a hierarchy based on the level of inputs used in measurement.

LEVEL 1 - quoted prices (unadjusted) in active markets for identical assets or liabilities FINANCIAL STATEMENTS LEVEL 2 - inputs other than quoted prices within level 1 that are observable for the asset or liability either directly or indirectly LEVEL 3 - inputs for the asset or liability that are not based on observable market data (unobservable inputs)

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 117 CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 33. FAIR VALUE MEASUREMENTS (cont.)

(B) FAIR VALUE HIERARCHY (cont.) (i) Recognised fair value measurements Fair value measurements recognised in the statement of financial position are categorised into the following levels at 31 December 2017.

CONSOLIDATED Fair value measurement at 31 December 2017 Recurring fair value measurements 2017 LEVEL 1 LEVEL 2 LEVEL 3 NOTES $'000 $'000 $'000 $'000 FINANCIAL ASSETS Available for sale financial assets 15 QIC Unit trust 13,884 13,884 - - Unlisted shares 15,724 - - 15,724 Listed shares 1,120 1,120 - - Investments using the equity method 88 - - 88 Total financial assets 30,816 15,004 - 15,812

NON-FINANCIAL ASSETS Land and buildings 17 484,094 - - 484,094 Infrastructure 17 30,295 - - 30,295 Library and collections 17 3,853 - - 3,853 Investment properties 16 2,085 - - 2,085 Total non-financial assets 520,326 - - 520,326

Fair value measurement at 31 December 2016 Recurring fair value measurements 2016 LEVEL 1 LEVEL 2 LEVEL 3 NOTES $'000 $'000 $'000 $'000 FINANCIAL ASSETS Available for sale financial assets 15 QIC Unit trust 12,332 12,332 - - Unlisted shares 11,132 - - 11,132 Listed shares 992 992 - - Investments using the equity method 94 - - 94 Total financial assets 24,551 13,325 - 11,226

NON-FINANCIAL ASSETS Land and buildings 17 456,436 - - 456,436 Infrastructure 17 26,664 - - 26,664 Library and collections 17 3,548 - - 3,548 Investment properties 16 2,708 - - 2,708 Total non-financial assets 489,356 - - 489,356

118 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 33. FAIR VALUE MEASUREMENTS (cont.)

(B) FAIR VALUE HIERARCHY (cont.) There were no transfers between levels 1 and 2 for recurring fair value measurements during the year. For transfers in and out of level 3 measurements see (D) below.

The Group's policy is to recognise transfers into and transfers out of fair value hierarchy levels as at the end of the reporting period.

(ii) Disclosed fair values The Group has a number of assets and liabilities which are not measured at fair value, but for which the fair values are disclosed in the notes.

The fair value of assets or liabilities traded in active markets (such as publicly traded derivatives, and trading and available-for-sale securities) is based on quoted market prices for identical assets or liabilities at the end of the reporting period (level 1). This is the most representative of fair value in the circumstances.

The fair value of QIC investments as disclosed in Note 15 was determined by reference to published price quotations in an active market (level 1). In the absence of observable market data, the fair value of unlisted shares that are disclosed in Note 15 were determined by management valuation (level 3).

The carrying value less impairment provision of trade receivables and payables is a reasonable approximation of their fair values due to the short-term nature of trade receivables. The fair value of financial liabilities for disclosure purposes is estimated by discounting the future contractual cash flows at the current market interest rates that is available to the Group for similar financial instruments (level 3).

The prior year borrowing was with the Queensland Department of Education in accordance with the Merger and Transfer Agreement between the department and Central Queensland University and was an interest free capital loan. The loan was repaid in full to the department on 4 July 2017.

(C) VALUATION TECHNIQUES USED TO DERIVE LEVEL 2 AND LEVEL 3 FAIR VALUES (i) Recurring fair value measurements The fair value of financial instruments that are not traded in an active market (for example, over-the-counter derivatives) is determined using valuation techniques. These valuation techniques maximise the use of observable market data where it is available and rely as little as possible on entity specific estimates. If all significant inputs required to fair value an instrument are observable, the instrument is included in level 2.

If one or more of the significant inputs is not based on observable market data, the instrument is included in level 3. This is the case for unlisted securities.

Land, buildings and infrastructure are valued independently at least every three years (comprehensive) and every year (desktop) in between comprehensive valuations. Investment properties are valued independently each year. At the end of each reporting period, the Group updates its assessment of the fair value of each property, taking into account the most recent independent valuations. The Group determines the property's value within a range of reasonable fair value estimates. FINANCIAL STATEMENTS The best evidence of fair value is current prices in an active market for similar properties. Where such information is not available the University considers information from a variety of sources, including:

- Current prices in an active market for properties of different nature or recent prices of similar properties in less active markets, adjusted to reflect those differences.

- Discounted cash flow projections based on reliable estimates of future cash flows.

- Capitalised income projections based on a property's estimated net market income, and a capitalisation rate derived from an analysis of market evidence.

All resulting fair value estimates for properties are included in level 3.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 119 CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 33. FAIR VALUE MEASUREMENTS (cont.)

(C) VALUATION TECHNIQUES USED TO DERIVE LEVEL 2 AND LEVEL 3 FAIR VALUES (cont.) (i) Recurring fair value measurements (cont.) Valuations of the residential properties in Emerald included sales data comparisons and adjustments to reflect each property's conditions and location. Inputs for these properties have been assigned as Level 3.

Specialised buildings were valued using the cost approach using professionally qualified Registered Valuers. The approach estimated replacement cost for each building, componentising the buildings into significant parts with different useful lives and taking into account a range of factors. While the unit rates based on square metres could be supported from market evidence (level 2) other inputs (such as useful life, pattern of consumption and asset condition) required extensive professional judgement and impacted significantly on the final determination of fair value. As such these assets were classified as having been valued using level 3 valuation inputs.

The Group's major infrastructure assets are unique in design or there was insufficient observable market evidence to support the valuation. As a result the valuation was performed using the cost approach. The approach estimated the replacement cost for each asset by componentising the assets into significant parts with different useful lives and taking into account a range of factors. While the unit rates based on similar capacity could be supported from market evidence (level 2) other inputs (such as estimates of residual value, useful life, pattern of consumption and asset condition) required extensive professional judgement and impacted significantly on the final determination of fair value. As such these assets were classified as having been valued using level 3 valuation inputs.

(ii) Non-recurring fair value measurements The University did not measure any financial assets at fair value on a non-recurring basis as at the end of the reporting period.

(D) FAIR VALUE MEASUREMENTS USING SIGNIFICANT UNOBSERVABLE INPUTS (LEVEL 3)

The following table is a reconciliation of level 3 items for the periods ended 31 December 2017 and 2016:

LAND SHARES IN OTHER BUILDINGS EDUCATION LEVEL 3 TOTAL AND INFRA- AUSTRALIA ASSETS STRUCTURE LTD $'000 $'000 $'000 $'000 LEVEL 3 FAIR VALUE MEASUREMENTS 2017 Opening balance 483,101 11,027 6,455 500,583 Acquisitions 5,387 - 306 5,693 Sales / Disposals (117) - (613) (730) Recognised in profit or loss (8,839) - - (8,839) Recognised in other comprehensive income 34,859 4,583 (7) 39,435 Closing balance 514,391 15,610 6,141 536,142

LEVEL 3 FAIR VALUE MEASUREMENTS 2016 Opening balance 484,679 9,198 4,463 498,340 Transfer from Level 2 - - 2,375 2,375 Acquisitions 7,031 - 49 7,080 Sales / Disposals - - - - Recognised in profit or loss (8,569) - - (8,569) Recognised in other comprehensive income (40) 1,829 (432) 1,357 Closing balance 483,101 11,027 6,455 500,583

120 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 33. FAIR VALUE MEASUREMENTS (cont.)

(D) FAIR VALUE MEASUREMENTS USING SIGNIFICANT UNOBSERVABLE INPUTS (LEVEL 3) (cont.)

(i) Valuation inputs and relationships to fair value The following table summarises the quantitative information about the significant unobservable inputs used in level 3 fair value measurements. See (C) above for the valuation techniques adopted.

RANGE OF INPUTS RELATIONSHIP OF FAIR VALUE AT (PROBABILITY UNOBSERVABLE 31 DEC 2017 WEIGHTED AVERAGE DESCRIPTION UNOBSERVABLE INPUTS* INPUTS TO FAIR VALUE ETC.) $'000 LOWER UPPER LOWER UPPER

Relationship between asset consumption rating scale and the Buildings 448,248 -2.50% 2.50% (11,206) 11,206 level of consumed service potential.

Value derived by depreciating replacement cost taking into Infrastructure 30,295 account age, construction, -2.50% 2.50% (757) 757 condition and estimated residual life.

Net asset of unlisted Education Australia Ltd, adjusted for the listed share price of IDP Australia Ltd as at 31 December 2017. Unlisted shares - A 30% discount has been applied Education Australia Ltd 15,610 to shares held by Education -2.50% 2.50% (390) 390 (included in Other Australia Ltd in listed equity IDP Financial Assets) Australia Ltd to reflect the restrictive shareholder agreement and liquidity of the market should a significant number of Universities sell their shareholdings.

*There were no significant inter-relationships between unobservable inputs that materially affects fair value.

(ii) Valuation processes The valuation process is managed by a team in the Group's Finance and Planning Division which engages external valuers to perform the valuations of assets required for reporting purposes. The finance team reports to the Deputy-Vice Chancellor (Finance and FINANCIAL STATEMENTS Planning). Discussion on valuation processes are held every 12 months including changes in level 2 and 3 fair values.

The Group engages external, independent and qualified valuers to determine the fair value of university land, buildings, infrastructure and investment properties on a regular basis (minimum three years). An annual assessment is undertaken to determine whether the carrying amount of the assets is materially different from the fair value. If any variation is considered material a revaluation is undertaken either by comprehensive revaluation of by applying interim revaluation using appropriate indicies.

Buildings, infrastructure and land were last independently valued to fair value as at 31 December 2015 by L Black (Registered Valuer No. 2913) from APV Valuers & Asset Management and a desktop valuation as at 31 December 2017 and management assessment. Library heritage collection and artworks were last independently valued (desktop valuation) to fair value as at 31 October 2017 by J Harbeck, Australian Government Cultural Gifts Program Valuer and management assessment. Assets acquired after the comprehensive revaluation by independent valuer are not revalued and are carried at cost. Therefore fair value of these additional assets are based on management assessment.

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 121 CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 33. FAIR VALUE MEASUREMENTS (cont.)

(D) FAIR VALUE MEASUREMENTS USING SIGNIFICANT UNOBSERVABLE INPUTS (LEVEL 3) (cont.) (ii) Valuation processes (cont.)

The three main level 3 inputs used are derived and evaluated as follows:

Relationship between asset consumption rating scale and the level of consumed service potential - under the cost approach, the estimated cost to replace the asset is calculated and then adjusted to take account of an accumulated depreciation. In order to achieve this, the valuer determines an asset consumption rating scale for each asset type based on the inter-relationship between a range of factors. These factors and their relationship to the fair value require professional judgement and include asset condition, legal and commercial obsolescence and the determination of key depreciation related assumptions such as useful life and pattern of consumption of the future economic benefit.

The consumption rating scales were based initially on the past experience of the valuation firm and industry guides and were then updated to take into account the experience and understanding of the Group's own asset management and finance staff. The results of the valuation were further evaluated by confirmation against the Group's own understanding of the assets and the level of remaining service potential.

Asset condition - the nature of infrastructure assets is that there are a very large number of assets which comprise the network and as a result it is not physically possible to inspect every asset for the purposes of completing a valuation. As a consequence reliance is placed on the accuracy of data held in the asset management system and its associated internal controls. This includes regular planning inspections and updates to the system following maintenance activities and renewal treatments.

122 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 34. ACQUITTAL OF AUSTRALIAN GOVERNMENT FINANCIAL ASSISTANCE 34.1 Education - CGS and Other Education Grants PARENT ENTITY

PROMOTION OF HIGHER EDUCATION DISABILITY COMMONWEALTH EXCELLENCE IN INDIGENOUS STUDENT PARTICIPATION PERFORMANCE GRANT SCHEME #1 LEARNING AND SUCCESS PROGRAM #3 FUNDING FUNDING #2 TEACHING NOTES 2017 2016 2017 2016 2017 2016 2017 2016 2017 2016 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000

Financial assistance received in cash during the reporting period (total cash received from the Australian Government for the program) 117,302 116,068 20 116 4,683 5,662 62 81 1,669 1,732 Net accrual adjustment 1,639 829 ------CQUNIVERSITY AUSTRALIA Revenue for the period 3(A) 118,941 116,897 20 116 4,683 5,662 62 81 1,669 1,732

Surplus / (deficit) from the previous year - - 632 629 224 39 - - - Total revenue including accrued revenue 118,941 116,897 652 745 4,907 5,701 62 81 1,669 1,732

Less: expenses including accrued expenses (118,941) (116,897) (381) (113) (4,788) (5,477) (62) (81) (1,656) (1,732) Surplus / (deficit) for reporting period - - 271 632 119 224 - - 13 -

#1 Includes the basic CGS grant amount, CGS - Regional Loading, CGS - Enabling Loading, Allocated Places and Non Designated Courses. #2 Disability Performance Funding includes Additional Support for Students with Disabilities 2017ANNUAL REPORT #3 Indigenous Student Success Program has replaced the Indigenous Commonwealth Scholarships Program and the Indigenous Support Program as of 1 January 2017. Prior year programs should be combined and reported in Indigenous Student Success Program for 2016. |

123 FINANCIAL STATEMENTS FINANCIAL 124 CENTRAL QUEENSLAND UNIVERSITY

AND CONTROLLED ENTITIES |

CQUNIVERSITY AUSTRALIA

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 34. ACQUITTAL OF AUSTRALIAN GOVERNMENT FINANCIAL ASSISTANCE (cont.) 34.1 Education - CGS and Other Education Grants (cont.)

OTHER TOTAL 2017ANNUAL REPORT NOTES 2017 2016 2017 2016 $'000 $'000 $'000 $'000

Financial assistance received in cash during the reporting period (total cash received from the Australian Government for the program) - - 123,736 123,659 Net accrual adjustment - - 1,639 829 Revenue for the period 3(A) - - 125,375 124,488

Surplus / (deficit) from the previous year (16) (16) 840 652 Total revenue including accrued revenue (16) (16) 126,215 125,140

Less: expenses including accrued expenses 16 (125,812) (124,300) Surplus / (deficit) for reporting period - (16) 403 840 CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 34. ACQUITTAL OF AUSTRALIAN GOVERNMENT FINANCIAL ASSISTANCE (cont.) 34.2 Higher Education Loan Programs (excl OS-HELP) PARENT ENTITY

HECS-HELP (Australian Government FEE-HELP #4 VET FEE-HELP SA-HELP TOTAL payments only)

NOTES 2017 2016 2017 2016 2017 2016 2017 2016 2017 2016 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000

Cash payable / (receivable) at beginning of year 1,766 3,018 - - 338 661 5 12 2,109 3,691 Financial assistance received in cash during the reporting period 68,683 64,303 4,196 2,866 - 2,538 2,198 2,561 75,077 72,268 Cash available for period 70,449 67,321 4,196 2,866 338 3,199 2,203 2,574 77,186 75,959 CQUNIVERSITY AUSTRALIA

Revenue earned 3(B) 68,613 65,555 4,196 2,866 338 2,861 2,181 2,568 75,327 73,851

Cash payable / (receivable) at the end of year 1,836 1,766 - - - 338 22 5 1,859 2,109

#4 Program is in respect of FEE-HELP for Higher Education only and excludes funds received in respect of VET FEE-HELP. 2017ANNUAL REPORT |

125 FINANCIAL STATEMENTS FINANCIAL 126 CENTRAL QUEENSLAND UNIVERSITY

AND CONTROLLED ENTITIES |

CQUNIVERSITY AUSTRALIA

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 3. ACQUITTAL OF AUSTRALIAN GOVERNMENT FINANCIAL ASSISTANCE (cont.) 34.3 Department of Education and Training Research #5 PARENT ENTITY

RESEARCH TRAINING RESEARCH SUPPORT TOTAL PROGRAM #6 PROGRAM #7 2017ANNUAL REPORT NOTES 2017 2016 2017 2016 2017 2016 $'000 $'000 $'000 $'000 $'000 $'000

Financial assistance received in cash during the reporting period (total cash received from the Australian Government for the program) 3,344 3,543 2,464 2,412 5,808 5,955 Net accrual adjustment ------Revenue for the period 3(C) / 3(D) 3,344 3,543 2,464 2,412 5,808 5,955

Surplus / (deficit) from the previous year 1,169 27 - 95 1,169 122 Total revenue including accrued revenue 4,513 3,570 2,464 2,507 6,977 6,077

Less: expenses including accrued expenses (2,821) (2,400) (2,464) (2,507) (5,285) (4,907) Surplus / (deficit) for reporting period 1,692 1,169 - - 1,692 1,169

#5 The reported surpluses for Research Training Program of $1.692 million for 2017 are expected to be rolled over for future use by the University. #6 Research Training Program has replaced Australian Postgraduate Awards, International Postgraduate Research Scholarships and Research Training Scheme in 2017. 2016 data for the programs that have been replaced should be reported in the Research Training Program comparatives. #7 Research Support Program has replaced Joint Research Engagement, JRE Engineering Cadetships, Research Block Grants and Sustainable Research Excellence in Universities in 2017. 2016 data for the programs that have been replaced should be reported in the Research Support Program comparatives.

34.4 Total Higher Education Provider Research Training Program expenditure #8 Total domestic students Total overseas students $'000 $'000 Research Training Program Fees offsets 4,113 972 Research Training Proram Stipends 124 - Research training Program Allowances 240 92 Total for all types of support 4,477 1,064

#8 Please refer to the Commonwealth Scholarship Guidelines for expenditure definitions for the Research Training Program. CENTRAL CENTRALQUEENSLAND QUEENSLAND UNIVERSITY UNIVERSITY AND CONTROLLEDAND CONTROLLED ENTITIES ENTITIES

NOTESNOTES TO THE TO FINANCIAL THE FINANCIAL STATEMENTS STATEMENTS

FOR THEFOR YEAR THE ENDED YEAR ENDED31 DECEMBER 31 DECEMBER 2017 2017

NOTE 34.NOTE ACQUITTAL 34. ACQUITTAL OF AUSTRALIAN OF AUSTRALIAN GOVERNMENT GOVERNMENT FINANCIAL FINANCIAL ASSISTANCE ASSISTANCE (cont.) (cont.) 34.5 Other34.5 Capital Other Funding Capital Funding PARENT PARENTENTITY ENTITY

EDUCATIONEDUCATION TOTAL TOTAL INVESTMENTINVESTMENT FUND FUND

NOTES NOTES2017 20172016 20162017 20172016 2016 $'000 $'000$'000 $'000$'000 $'000$'000 $'000

Financial assistanceFinancial assistance received inreceived cash during in cash the during reporting the periodreporting (total period cash (total cash received fromreceived the Australian from the Australian Government Government for the program) for the program) - - - - Net accrualNet adjustments accrual adjustments - -

CQUNIVERSITY AUSTRALIA - - - - Revenue Revenuefor the period for the period ------

Surplus / (deficit)Surplus from/ (deficit) the previous from the yearprevious year - -787 787 - -787 787 Total revenueTotal includingrevenue including accrued revenueaccrued revenue - -787 787 - -787 787

Less: expensesLess: expensesincluding accruedincluding expenses accrued expenses - (787)- (787) - (787)- (787) Surplus / Surplus(deficit) /for (deficit) reporting for reporting period period ------2017ANNUAL REPORT |

127 FINANCIAL STATEMENTS FINANCIAL 128 CENTRAL QUEENSLAND UNIVERSITY

AND CONTROLLED ENTITIES |

CQUNIVERSITY AUSTRALIA

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 34. ACQUITTAL OF AUSTRALIAN GOVERNMENT FINANCIAL ASSISTANCE (cont.) 34.6 Australian Research Council Grants PARENT ENTITY DISCOVERY LINKAGES TOTAL NOTES 2017 2016 2017 2016 2017 2016 $'000 $'000 $'000 $'000 $'000 $'000 2017ANNUAL REPORT

Financial assistance received in cash during the reporting period (total cash received from the Australian Government for the program) 513 547 48 200 561 747 Net accrual adjustments ------Revenue for the period 3(E) 513 547 48 200 561 747

Surplus / (deficit) from the previous year 356 161 306 321 662 482 Total revenue including accrued revenue 869 708 354 521 1,223 1,229

Less: expenses including accrued expenses (432) (352) (281) (215) (713) (567) Surplus / (deficit) for reporting period 437 356 73 306 510 662 CENTRAL QUEENSLAND UNIVERSITY AND CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2017

NOTE 34. ACQUITTAL OF AUSTRALIAN GOVERNMENT FINANCIAL ASSISTANCE (cont.)

PARENT ENTITY

NOTES 2017 2016 $'000 $'000 34.7 Other Australian Government Financial Assistance

Cash received during the reporting period 3(F) 1,441 68 Cash spent during the reporting period (667) - Net cash received 774 68 Cash surplus / (deficit) from the previous period 68 - Cash surplus / (deficit) for the reporting period 842 68

34.8 OS-HELP

Cash received during the reporting period 958 146 Cash spent during the reporting period (486) (419) Net cash received 472 (273) Cash surplus / (deficit) from the previous period 196 469 Cash surplus / (deficit) for the reporting period 19 668 196

34.9 Student Services and Amenities Fee

Unspent / (overspent) revenue from previous period 7,730 5,314 SA-HELP revenue earned 3(B) 2,181 2,568 Student Services and Amenities Fees direct from students 5 2,032 2,161 Total revenue expendable in period 11,943 10,043 Student services expenses during the period (3,624) (2,313) Unspent / (overspent) student services revenue 8,319 7,730 FINANCIAL STATEMENTS

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 129 CENTRAL QUEENSLAND UNIVERSITY

MANAGEMENT CERTIFICATE

We have prepared the annual financial statements pursuant to the provisions of the Financial AccountabilityAct 2009 and other prescribed requirements and we certify that -

(a) The financial statements are in agreement with the accounts and records of the Central Queensland University; and

(b) In our opinion -

i. The prescribed requirements in respect of the establishment and keeping of accounts have been compiled with in all material respects;

ii. The financial statements have been drawn up to present a true and fair value of the transactions of Central Queensland University for the period 1 January 2017 to 31 December 2017, and the financial position as at 31 December 2017 in accordance with prescribed accounting standards and conform with the Guidelines for the Preparation of Annual Financial Statements issued by the Department of Education;

iii. At the time of this Certificate there are reasonable grounds to believe that the University will be able to pay its debts as and when they fall due;

iv. The amount of Australian government financial assistance expended during the year was for the purposes for which it was provided;

v. The requirements of applicable legislation, contracts, agreements and programme guidelines that apply to the Australian government financial assistance identified in these financial statements have been complied with; and

vi. Student Services and Amenities Fees have been charged strictly in accordance with the Higher Education Support Act 2003 and the Administration Guidelines made under the Act. Revenue from the fee was spent strictly in accordance with the Act and only on services and amenities specified in subsection 19-38(4) of the Act.

Dr R. Minchinton Acting Chancellor Date: 19 February2018

N. Pearse Deputy Vice-Chancellor (Finance and Planning) Date: 19 February 2018

130 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT FINANCIAL STATEMENTS

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 131 132 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT FINANCIAL STATEMENTS

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 133 134 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT GLOSSARY

5RP Five-minute research pitch ICT Information and communication technology

AC Companion of the Order of Australia IT Information technology

AHEIA Australian Higher Education Industrial Association MASK-ED A trade-marked teaching method using silicone props AIME Australian Indigenous Mentoring Experience program MBA Master of Business Administration

AM Member of the Order of Australia MOU Memorandum of understanding

AO Officer of the Order of Australia NAIDOC National Aborigines and Islanders Day Observance Committee AQF Australian Qualifications Framework NHMRC National Health and Medical Research Council ASQA Australian Skills Quality Authority NIRAKN National Indigenous Research and AVETMISS Australian Vocational Education and Training Knowledge Network Management Information Statistical Standard NSW New South Wales BHP Broken Hill Proprietary Company Limited OAM Medal of the Order of Australia BMA Billiton Mitsubishi Alliance OIE Office of Indigenous Engagement CBD Central business district PhD Doctor of Philosophy, doctoral degree CNGB China National Gene Bank QAO Queensland Audit Office CQ Central Queensland QLD Queensland CQIRP Central Queensland Innovation and Research Precinct QS Quacquarelli Symonds (QS) World University Rankings CQ TAFE Central Queensland TAFE QTAC Queensland Tertiary Admissions Centre CQU CQUniversity RAP Reconciliation Action Plan CRC Cooperative research centre REC Region engagement committee CRICOS Commonwealth Register of Institutions and Courses for Overseas Students RHD Research higher degree

CSIRO Commonwealth Scientific and Industrial Research RPL Recognition of prior learning Organisation RTO Registered training organisation CVS Colour Vision Systems

SA South Australia FINANCIAL STATEMENTS DESC Distance education study centre SBT Salaam Baalak Trust E-DNA CQUniversity’s engagement database STEPS Skills for Tertiary Education Preparatory Studies EFTSL Equivalent full-time student load SUN Start Uni Now ELICOS English language intensive courses for overseas students TAFE Technical and Further Education

ERA Excellence in Research for Australia TED Tertiary Education Division | ESOS Education Services for Overseas Students TEP Tertiary Entry Program GLOSSARY Act 2000 TEQSA Tertiary Education Quality and Standards Agency FNQ Far North Queensland UNISDR United Nations Office for Disaster Risk Reduction FTE Full-time equivalent VET Vocational education and training GCTE Graduate Certificate in Tertiary Education VETiS VET in Schools GPA Grade point average VIC Victoria HEPPP Higher Education Participation and WA Western Australia Partnerships Program WIL Work-integrated learning HERDC Higher Education Research Data Collection

CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT | 135 COMPLIANCE CHECKLIST

BASIS FOR SUMMARY OF REQUIREMENT ANNUAL REPORT REFERENCE REQUIREMENT Letter of • A letter of compliance from the ARRs – section 7 Inside front cover compliance accountable officer or statutory body to the relevant Minister/s Accessibility • Table of contents ARRs – section 9.1 Inside front cover • Glossary Page 135 • Public availability ARRs – section 9.2 Inside front cover • Interpreter service statement Queensland Government Inside front cover Language Services Policy ARRs – section 9.3 • Copyright notice Copyright Act 1968 Inside front cover ARRs – section 9.4 • Information Licensing QGEA – Information Inside front cover Licensing ARRs – section 9.5 General • Introductory Information ARRs – section 10.1 Objectives of our Annual Report – Inside front cover information From the Chancellor – page 1 About CQUniversity – page 2 At a Glance – page 3 Vice-Chancellor and President’s Report – page 4 Highlights – page 5 Statistics – pages 68 to 70 • Agency role and main functions ARRs – section 10.2 About CQUniversity – page 2 Organisational Structure – pages 6 to 15 Governance – pages 17 to 28 Strategic Intent and Values – page 33 Strategic Plan 2016–2012 – pages 34 to 35 Performance Review – pages 36 to 65 • Operating environment ARRs – section 10.3 Vice-Chancellor and President’s Report – page 4 Governance – pages 17 to 28 Performance Review – pages 36 to 65 Non-financial • Government’s objectives for the ARRs – section 11.1 Inside front cover performance community • Other whole-of-government plans/ ARRs – section 11.2 N/A specific initiatives • Agency objectives and performance ARRs – section 11.3 Strategic Plan 2016–2021 – pages 34 to 35 indicators Performance Review – pages 36 to 65 • Agency service areas and service ARRs – section 11.4 Strategic Plan 2016–2021 – pages 34 to 35 standards Financial • Summary of financial performance ARRs – section 12.1 Financial Performance – pages 66 to 67 performance Governance – • Organisational structure ARRs – section 13.1 Organisational Structure – pages 6 to 15 management and structure • Executive management ARRs – section 13.2 Organisational Structure – pages 6 to 15 – refer to pages 12, 13, 14, 15 • Government bodies (statutory bodies ARRs – section 13.3 Governance – pages 17 to 28 and other entities) • Public Sector Ethics Act 1994 Public Sector Ethics Act Governance – pages 17 to 28 – refer to page 23 1994 ARRs – section 13.4 • Queensland public service values ARRs – section 13.5 N/A

136 | CQUNIVERSITY AUSTRALIA 2017 ANNUAL REPORT BASIS FOR SUMMARY OF REQUIREMENT ANNUAL REPORT REFERENCE REQUIREMENT Governance – risk • Risk management ARRs – section 14.1 Governance – pages 17 to 28 – refer to page 25 management and accountability • Audit committee ARRs – section 14.2 Governance – pages 17 to 28 – refer to pages 25 to 26 • Internal audit ARRs – section 14.3 Governance – pages 17 to 28 – refer to page 26 University-controlled entities – pages 27 to 28 Other bodies (Non-controlled entities) – page 28 • External scrutiny ARRs – section 14.4 Governance – pages 17 to 28 – refer to page 24 • Information systems and ARRs – section 14.5 Governance – pages 17 to 28 – refer to pages 23 recordkeeping to 24 Governance – • Workforce planning and performance ARRs – section 15.1 Workforce People and Culture – pages 30 to 32 human resources • Early retirement, redundancy and Directive No.11/12 Early Workforce People and Culture – pages 30 to 32 – retrenchment Retirement, Redundancy refer to page 31 and Retrenchment Directive No.16/16 Early Retirement, Redundancy and Retrenchment (from 20 May 2016) ARRs – section 15.2 Open Data • Statement advising publication of ARRs – section 16 Inside front cover information • Consultancies ARRs – section 33.1 Open Data Website • Overseas travel ARRs – section 33.2 Open Data Website • Queensland Language Services Policy ARRs – section 33.3 Open Data Website Financial • Certification of financial statements FAA – section 62 Financial Statements – pages 71 to 134 – refer to statements FPMS – sections 42, 43 page 130 and 50 ARRs – section 17.1 • Independent Auditor’s Report FAA – section 62 Financial Statements – pages 71 to 134 – refer to FPMS – section 50 pages 131 to 134 ARRs – section 17.2 COMPLIANCE CHECKLIST

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