Realising our best future
Deakin’s strategic plan sets out an optimistic future powered by ideas and framed by five Impact Themes that act as our compass for navigating opportunities and decisions.
Deakin 2030: Ideas to Impact demonstrates a commitment to lifelong learning and employability, discovery and creativity, digital capability, social justice, inclusivity and the strength of diversity. Through our balanced excellence in education and research, we create a rich and complex ideas ecosystem that delivers lasting value for our students, partners and communities.
Learn more about our strategic plan (PDF, 12.8MB)
Our innovation and excellence in both education and research generate ideas that transform lives and communities. We will be Australia’s most progressive and responsive university, leading in blending digital capability with our distinctive campus precincts. We will leverage strong partnerships to maximise the social, cultural and economic impact we deliver regionally, nationally and globally.
These five Impact themes are our compass, helping us navigate opportunities and decisions.
- Advancing society, culture and the economy
- Building safe and secure communities
- Creating smarter technologies
- Enabling a sustainable world
- Improving health and wellbeing
Commitment to Indigenous Australians
Deakin is committed to Reconciliation and Treaty, advancing the educational aspirations of Aboriginal and Torres Strait Islander Peoples, and moving Indigenous Knowledges into the mainstream of Australian life. All our endeavours aim to reflect Australia’s full history and seek to build an inclusive future.
Our annual report addresses statutory requirements and updates the community on our activities and outcomes.
Deakin’s Business School was the first in Australia to develop a focus on integrated reporting to improve transparency and trust in reporting. We've put this research into practice by using integrated reporting principles for our annual report. We're the first Australian university to do so and one of few in the world. Our annual report has been designed and formatted to meet the ISO standard for a universally accessible PDF.
The 2021 report shows the continuing impact of the COVID-19 pandemic, but also the first full year of the implementation of our strategic plan Deakin 2030: Ideas to Impact. The report details how Deakin creates value for our students, communities and stakeholders, acknowledging that we rely on more than financial capital to create long-term value. Deakin uses the term ‘enablers’ rather than 'capitals' (a term often used to describe the key pillars of integrated reporting).
The Deakin Enablers are:
- Students – the heart of Deakin and our partners to create successful learning, rewarding experiences and engaging and inclusive communities
- Staff – our knowledge creators empowered to learn, develop, excel and inspire others
- Friends and alumni – our relationships with our friends and alumni are integral to our success now and in the future
- Partnerships – our relationships with academic, community and industry partners and with government
- Digital technology – our innovative digital capabilities that seamlessly connect blended online and on-campus activities
- Campus infrastructure – our welcoming and contemporary campuses that practise and promote sustainability
- Smart and efficient working – our processes enable our staff and students to achieve their best and support our partnerships
- Financial sustainability – our funding, grants, fees and donations and sound financial management.
We invite readers’ comments by emailing firstname.lastname@example.org. Does the report give you a clear picture of Deakin’s work? Is there other information you would like to see? Do you get an understanding of how Deakin is responding to the major challenges facing our community?
We welcome your feedback.
Download the 2021 Annual Report (PDF, 4.6MB)
Previous annual reports
2020 Annual Report (PDF, 5.6MB)
2019 Annual Report (PDF, 6.3MB)
2018 Annual Report (PDF, 15.3MB)
2017 Annual Report (PDF, 8.3MB)
2016 Annual Report (PDF, 5.1MB)
2015 Annual Report (PDF, 3.8MB)
2014 Annual Report (PDF 4.5MB)
2013 Annual Report (PDF, 5.1MB)
2012 Annual Report (PDF, 2.5MB)
2009 Annual Report (PDF, 4.9MB)
2008 Annual Report (PDF, 4.3MB)
2007 Annual Report (PDF, 9.9MB)
2006 Annual Report (PDF, 8.9MB)
2004 Annual Report (PDF, 2.6MB)
2003 Annual Report (PDF, 3.5MB)
2002 Annual Report (PDF, 7.6MB)
Previous consultant payment details
Our quality and standards
We're committed to quality and accountability in all our operations. This ensures there are appropriate processes in place to maintain and enhance the quality and integrity of our research, our teaching and learning and how we engage with the communities we serve.
Academic study programs and integrity
We maintain the quality, standard and integrity of our academic programs through our policies, as well as by planning, conducting surveys, analysing business intelligence data and ensuring we comply with Tertiary Education Quality and Standards Agency (TEQSA) requirements.
Research integrity and safety
We provide our researchers with induction, training and support in: research integrity; human research and animal ethics; and biosafety, biosecurity and radiation safety.
University information and publications
Indigenous Student Success Program
The Department of the Prime Minister and Cabinet provides supplementary funding to universities to support Aboriginal and Torres Strait Islander university students to take on the demands of university and succeed. This supplementary funding is provided through the Indigenous Student Success Program (ISSP), which commenced on 1 January 2017.
The Department requires universities to report on the performance and expenditure of the Indigenous Student Success Program, and to publish report documents on the University’s website.
Download the 2020 ISSP Acquittal (PDF, 1.9 MB)
Download the 2020 ISSP Performance Report (PDF, 442.9KB)
Download the 2019 ISSP Acquittal (PDF, 1.7 MB)
Indigenous Education Statement
The Department of the Prime Minister and Cabinet (PM&C) requires information from Universities relating to outcomes and future plans to meet their ongoing responsibilities for Aboriginal and Torres Strait Islander student achievement in higher education.
These responsibilities include assessing and reporting on progress towards improved educational outcomes for Aboriginal and Torres Strait Islander peoples as set out in the goals of the National Aboriginal and Torres Strait Islander Education Policy.
Aboriginal and Torres Strait Islander Agenda
This Agenda is a framework for cultural change. It has been developed to align with Deakin’s LIVE the Future Agenda and profiles the University's initiatives to embrace improved outcomes for Aboriginal and Torres Strait Islander students, staff and communities and to meet existing and, as yet, unknown challenges. It will inform the University's developing strategic plan, Aboriginal and Torres Strait Islander Employment Strategy and ongoing work with Universities Australia to implement the Indigenous Cultural Competency Framework. It also responds to Australian Government Higher Education Standards 2.2.2 and 6.2.1.g.
Aboriginal and Torres Strait Islander Employment Strategy
The Strategy represents Deakin's long-term goal to significantly improve Aboriginal and Torres Strait Islander employment at Deakin. We are committed to improving the education and employment outcomes of Aboriginal and Torres Strait Islander Peoples and to building stronger relationships between Aboriginal and Torres Strait Islander Peoples and non-Indigenous Australians. Every manager shares the responsibility for helping Deakin University to deliver on this commitment.
Deakin is required by the Tertiary Education Quality and Standards Agency to provide a repository of information about its operations.