Strategic Priorities 2009–2013

The ten values listed in the Strategic Framework 2004-2008 will continue to underpin the activities of Monash University for the next five years. Thus, although the University has made great progress towards achieving excellence in education, research and management, much remains to be done. The University will continue to have a strong international focus. It will continue to value fairness, innovation and creativity, diversity and integrity and to strive for increased engagement with governments, industry and the community and for a greater degree of financial self-reliance.

The recruitment, retention and development of the best possible staff and students will therefore remain absolute priorities because ultimately the University will only be as good as its human capital. Similarly, equity objectives and, particularly, strategies to increase the number and educational outcomes of Indigenous students will continue.

But within this framework a number of specific priorities can be identified for the next five years which if realised will help us to become one of the world's great universities.

1. Develop and badge an innovative approach to learning and teaching

A lot of time and effort has been invested in reviewing our coursework structure. We must now put this together to develop an innovative educational program built around the principles agreed during the review. We must be able to describe the principles on which our programs are based in terms which are simple and persuasive so that Monash degrees become synonymous with innovation and educational excellence. New educational technologies will be incorporated into all programs and will facilitate intercampus educational programs and a virtual international experience for all students.

2. Engage more effectively with business and industry

In both education and research, it is essential that Monash University enhances its relations with business and industry. In education, periods of work experience in relevant business and industry environments enable students to become more focused on their studies and to recognise the relevance of what they are learning. In research, Monash must become the most successful university at developing partnerships with industry that lead to substantial industry-funded research.

3. Develop the Clayton precinct around Monash, CSIRO and the Australian Synchrotron as a key centre for innovation

The Clayton campus of Monash University is strategically located adjacent to the largest division of CSIRO and the Australian Synchrotron in the heart of the light-manufacturing sector of Victoria. A nanofabrication facility is to be constructed adjoining the Synchrotron. This precinct should gradually be transformed by research and innovation emanating from Monash University and CSIRO and by investment by government and industry into an innovation precinct driving the economy of Victoria and Australia.

4. Consolidate the biomedical and health research being undertaken in Monash University, affiliated institutes and hospitals

Monash University now has the top-ranking biomedical research departments in the country and also houses the world-ranking Monash Institute of Medical Research, the Australian Regenerative Medicine Institute, clinical departments with diverse research interests and one of the leading public health and epidemiology departments in the country. Extensive research relevant to health also takes place in the faculties of Pharmacy and Pharmaceutical Sciences, Science, Engineering, Arts, Law, Information Technology and Business and Economics. There are a number of medical research institutes and teaching hospitals affiliated with Monash University. We must develop a governance structure that encourages sharing of research platforms, optimal research collaboration and effective translation of basic research into new approaches to disease prevention and treatment.

5. Develop research themes for all campuses

Monash University has a complex multi-campus structure. This provides opportunities to engage with local industries and communities taking advantage of the geographic location, while also being able to tap the research expertise of all of Monash University. We should not try to create eight campuses with identical research strengths. Each campus must conduct excellent research, taking advantage of its particular opportunities. A similar differentiation is occurring or has occurred in educational programs, responding to local needs.

6. Achieve university status for Monash South Africa with student numbers greater than 5000, a better than breakeven budget and a strong research focus

Monash South Africa has made stunning progress over the last four years with the number of students quadrupling to over 2100 and the budget deficit halving. New academic programs have been developed although emphasis has been placed on strengthening the existing disciplines rather than developing extensive new programs. The next five years are crucial for the campus. The growth in student numbers must be maintained, with a larger proportion of students from South Africa. Corporate support for student bursaries must be increased to ensure that able students from disadvantaged backgrounds continue to increase in number and the academic programs should diversify to include aspects of health sciences, education and science at undergraduate and graduate levels. The campus must develop a strong research program, relevant to the needs of Africa and building on the strengths at Monash in Australia.

7. Increase student numbers at Monash University Sunway to greater than 6000, complete stage 2 of campus development and create strong research and research training programs

The new campus of Monash University at Sunway provides a wonderful underpinning for the next phase of this exciting university. The campus must become a real flagship for Monash University, located strategically in South East Asia. The growth in student numbers must continue and the research program should be expanded so that Monash University at Sunway will be recognised as one of the research power houses of South East Asia with extensive collaborations with the leading research universities in Malaysia and Singapore and substantial support for research from industry and the Malaysian government.

8. Further develop our international strategy in India, China, Europe and North America

The proposed research academy with the Indian Institute of Technology Bombay must be successful in recruiting high quality PhD students and attracting sufficient industry support for research and PhD scholarships. Over the next five years we must take advantage of our opportunities in China by developing extensive student exchange and research collaborations with Sichuan University and other Chinese partner universities as well as developing industry-funded research with China. Monash University's Prato Centre has raised the profile of Monash University in Europe. We must continue to develop our academic programs at Prato so that it truly becomes a venue for international education and an avenue for research collaboration in Europe. We must also take advantage of Australia's associate membership of the European Molecular Biology Laboratory (EMBL) to develop the major node EMBL partner laboratory at Monash. We must leverage our international partnerships in North America and Europe to obtain more international research funding and international experience for our students.

9. Continue our capital development program and renewal of our facilities

Although the last decade has seen a major renewal of physical facilities at our campuses, much remains to be done. Priorities in our capital program for the next five years will be completion of the Menzies
refurbishment, the Caulfield Western Precinct redevelopment including a new Law faculty building, refurbishment and remodelling of the Matheson and Caulfield libraries and a major redevelopment of the science and engineering precincts at Clayton. There will also need to be further capital development to cope with increasing student numbers at Monash University Sunway and Monash South Africa. We have also made a commitment to reduce energy use and to work towards carbon neutrality for our campuses. This will require a major program of retrofitting existing buildings and of course ensuring that new buildings are built to the most demanding environmental standards. These developments will require major additional income and in some cases external funding schemes. They emphasise the need to increase the degree of philanthropic support, and the need to be successful in acquiring funds through the Higher Education Endowment Fund and other government sources.

10. Increase operating dollars per student in real terms

There has been a decrease in the funding available per Commonwealth supported place of about $1200 per student in 2008 terms since the early 1990s. To be internationally competitive in terms of the quality of our education and research we must increase the funding per student. We must continue to attract international students, increase the number of Australian postgraduate students and ensure that our fees represent the true cost of delivering world quality degrees. We must also ensure we are successful in the new funding environment of the "Education Revolution" of the Rudd Labor Government.

Conclusion

Monash University has been very successful in its first fifty years. It is wellplaced to become one of the world's great universities. This is not an end in its own right. Its importance lies in the benefits that will come to the Australian and international community from having the outcomes of principled, quality education and outstanding research addressing problems of national and global significance.