Strategic Plan and Future Horizon 2017-2027
A five year plan with a ten year horizon STRATEGIC PLAN AND FUTURE HORIZON
Table of Contents
The only education out Vice Chancellor’s Message 2 of which good can Strategic Plan at a Glance 4 come is the education Our Guiding Principles and Values 6 which teaches you to 1 Purpose 7 think for yourself, instead of swallowing 2 Core Goals whatever the fashion Goal 1: Students and Education 8 of the moment may Goal 2: Research and Innovation 10 prescribe
Lenses for Focus Sir Walter Murdoch, 1926 3 Lens 1: Service to Society 12
Lens 2: Collaborative Partnerships with Business, Industry and Government 14
Lens 3: Global Outlook: Gateway to Asia and the Indo-Pacific Region 16
4 Supporting Pillars Pillar 1: People, Values and Culture 18
Pillar 2: Physical and Digital Environment 19
Pillar 3: Financial Strength 20
Pillar 4: Value-add Services and Operations 21
Our 5 year Progress 22
Our 10 year Horizon 23
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Vice Murdoch’s strategy Chancellor’s will position us to be Message ready to adapt and evolve as critical, unpredictable opportunities and challenges arise
The place of universities in the modern We are clear about our two core goals: to educate free “The only education out of which good can come is the Our future is created by people who are committed and world is rapidly evolving and Murdoch thinkers who thrive in society and are sought after by education which teaches you to think for yourself, instead passionate about Murdoch University’s success. We offer employers; and to provide life changing solutions for the of swallowing whatever the fashion of the moment may our staff a stake in that success, opportunities to excel University is determined to adapt and world’s big challenges through our outstanding translational prescribe”. professionally, space for personal growth and room to grow in the free thinking tradition from research and innovative practice. innovate and try new things. We will celebrate and reward which it was born. Sir Walter Murdoch This is as true now, as it was in 1926. It is the guiding a culture of collaborative ‘can do’, high performance and Three lenses guide our endeavours and help us prioritise. We principle for our academic strategy. alignment with our strategic direction. noted that if the institution was to be strive to be of service to society through education, research associated with him it had ‘better be and community engagement. We seek deep collaborations We cannot predict the opportunities and challenges that Continual monitoring of our progress against strategic goals a good one’ and our renewed 5 year with other education institutions, business, industry and lie ahead, however Murdoch’s strategy will position us to will underpin our capacity to evolve, adapt and thrive. We governments in our common pursuit of excellence. We be ready to adapt and evolve as critical, unpredictable have specified some of the indicators here in our strategy strategy, with a 10 year horizon, commits aim to expand our global presence and impact, by being a opportunities and challenges arise. and these are carried into our operational and individual us to honouring our promise to the man gateway to the Asian and Indo-Pacific regions. staff plans. These will be living, evolving documents that will who lent us his name. We will be agile, courageous and ready to respond, guide our actions and define our priorities. Our activities are supported and enabled by four pillars: drawing on our select areas of research expertise: Our 5 year plan is to build on our significant strengths, We focus on one purpose: Our people and culture; Our financial strength; Human and Animal Health, Sustainable Development and Our physical and digital environments; and Our ‘value-add’ Environment; Agriculture and Food; and Public Policy and to grow a strong and vibrant university community. Our to be a creative force for current services and operations. the international affairs of Asia. 10 year horizon is to be recognised as a world changing and future generations. university through the impact of our free-thinking Graduating with a university degree opens many doors that Modern day challenges and those of the future are complex graduates, our life-changing research and our innovative would otherwise remain closed. Some of those are sliding and we must collaborate to maximise success and impact. We campus developments in Western Australia and in strategic doors and our graduates will have the knowledge, skills and can do more together than we can do on our own and our global locations. confidence to step through them, if only to learn whether collaborations with business, industry, governments and other that path is the right one for them. University graduates external partners will be critical for our reach and impact. This is our strategy. This is a strategy that will make a bring many benefits not just for themselves but for society at difference. large, as contributors to the economic and social well-being We will have a key role to play in the future of Western of our world. Australia through our Knowledge and Health Precinct, 44 hectares of land on our Perth Campus. We will create a We are a university for all, irrespective of background and vibrant place for local and global business, industry, start- social standing with a focus on social equity, self-direction ups and investors, researchers, students, alumni and the Professor Eeva Leinonen and freedom of thought and belief. We will follow the broader community, a place where we come together to Vice Chancellor Murdoch University wisdom of the man whose name we have the privilege to learn, innovate, and collaborate. hold, Sir Walter Murdoch:
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Strategic Plan at a glance 2017–2027
To be a creative Research Global Value-add force for current and Outlook: services and Purpose and future Innovation gateway to operations 1 generations Asia and the Indo-Pacific Region Students and Core Education 2 Goals
Financial Service to society: Collaborative strength contributing to partnerships: business, Lenses economic and industry and government 3 social wellbeing
People, values Physical and digital 4 Pillars and culture environment
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Our Guiding Our Purpose: Principles To be a creative force and Values for current and future generations
The founding principles upon These Murdoch principles come to life through our culture as Universities have for generations shaped the world we live in which Murdoch University evidenced by being an institution where the following are clear: was established continue through the creative force of education and research. unabated today. We continue to be guided Integrity by the principles of: • We act with integrity and trust in the best interests of the Across Murdoch University there is a shared belief that the academic University endeavours we engage in are undertaken to bring benefit to current • We defend and express academic freedom at all times Equity and with civility and responsibility generations and for those in years ahead. Recognising that we social justice are only temporary custodians of the world we inhabit the many Respect and Diversity discipline areas and professional teams at Murdoch work to create Opportunity • We are about people and for people, irrespective of background positive futures for Western Australian, national and international • We embrace and value the many individuals and organisations Sustainability that support our endeavours communities. Purpose Global Our purpose is to be of service to our communities and apply our • ‘Everything we do must matter’ responsibility • We are responding assertively to the changing higher creativity, knowledge and determination to making a sustainable education sector difference for current and future generations. • We are performance based, accountable and empowered Excellence and Future-focus • We promote the highest standards of intellectual inquiry and rigour • We are future-focused and active in creating our success • We embrace continuous improvement • We value, celebrate and reward the success of our people
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Our Core Goal: Students and Education
In an ever-changing world, universities play Students as change agents Inclusive education and student support Digital experience a critical role in developing free-thinking We recognise the power of the student voice by embracing We are a university for all who can benefit irrespective We will extend our reach by offering high quality, flagship ideas and actions through welcoming our students as of background and social standing and we remain courses and units for students who wish to study online and enterprising graduates, with skills change agents. We provide opportunities and support for committed to providing high quality education that makes or in a combination of campus-based and online study. needed for success or simply, for living a our students to lead on learning and teaching innovations a difference to the individual and society. Our already We will enable more global learning opportunities for good, productive life. As a University, we that will contribute to their success. successful enabling pathways will be strengthened through students both on our campuses and virtually. We will take collaboration and partnerships thus providing opportunities our outstanding expertise to the world stage by partnering have a pivotal role in helping to prepare Innovative Curriculum for more people in our communities. All our students will with a global online learning platform, which will enable our graduates for a future in which passion Our curriculum will be designed to offer all our students be supported to transition into higher education study more students to benefit from our teaching and research and commitment to learning will stand the opportunity to learn both disciplinary knowledge and and to succeed whatever their starting point. Our Kulbardi excellence. transferrable skills. All our undergraduate courses will have a Aboriginal Centre is one key cornerstone of this support, them in good stead as they navigate ‘career learning spine’ which will from the first year of study by providing a positive, vibrant and transformative space their futures, often characterised by enhance our students’ understanding of the external world for Aboriginal and Torres Strait Islander students and multiple careers and change, where agility, and develop their capabilities to take advantage of the many broader communities. opportunities ahead of them. adaptability and creativity will be essential for success. We partner with students, employers and professional bodies, innovators and entrepreneurs, in the design and delivery of our courses. We will develop new courses that will To provide an outstanding education experience for every student leading to our resonate with future career opportunities. This will include a Our Goal is: graduates being innovators fully prepared for their future careers. new minor in Innovative and Creative Thinking.
Academic leaders We will continue to develop our staff to be first rate We will achieve Innovative Academic leaders: Inclusive education Digital experience: curriculum: Implementing a and student support: Enhancing the digital this through: educators, building on research to inform our teaching. Including a ‘career learning and Widening opportunities experience across the Many of our academics have substantial professional learning spine‘ in teaching professional through enabling entire student lifecycle experience which informs their teaching practice and all undergraduate development pathways and support enhances student learning. courses programme for staff for students to succeed.
Our progress Student satisfaction Retention rate for Domestic graduates in will be with overall students1 full-time employment measured by: experience1 or further study1
1These are Key Performance Indicators (KPIs) used with the Murdoch University Senate.
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Our Core Goal: Research and Innovation
As the global population grows to 10 Our Areas of Focus Innovative and collaborative ecosystem billion citizens over the next 30 years we In the first instance, we will focus our efforts on our As a translational research university, we place high value on We will invest in postgraduate students, early current strengths in Human and Animal Health; Sustainable long-term external partnerships. Our Knowledge and Health career researchers and future innovators. We will also will apply our world-class translational Development and Environment; Food and Agriculture; and Precinct will provide a fertile intellectual ecosystem that will invest in established world-renowned researchers and research and our capacity to innovate Asia related research. We will focus our resources and energy bring together researchers, health professionals, business, distinguished international collaborators to help us to some of the world’s greatest to make these world class research areas even stronger and industry, investors and entrepreneurs. Joint industry/Murdoch achieve our strategic goals. This will be facilitated by more influential. funded research appointments, across many of our discipline a new distinguished collaborator program launched to challenges. Our 5 year plan is a selective areas, are a key feature of our research agenda. Our staff and connect with international research talent and approach to building on our current We will also strengthen the world class expertise in our students will be part of creating the innovation culture and industry partners. strengths and immediate opportunities. Asia Research Centre and reinforce our position as one of ‘can do’ attitude in which ideas flourish and create impact. Australia’s leading centres for understanding and analysing We will particularly strengthen our the Asian context. We will develop further our capacity for interdisciplinary capacity and prepare research in ‘One Health’, the interface of human, animal for a longer term 10 year horizon to and environmental health. Our research in Aboriginal health and social equity will be strengthened through an position Murdoch to be recognised as interdisciplinary research centre. an internationally networked research collaborator of choice in selected areas of Murdoch Research Institutes Three interdisciplinary research institutes will be launched to global significance. align with our major research strengths and local, national Our Goal is: To provide life changing solutions to complex world challenges and global priorities. Murdoch has strengths in the full translational pipeline that takes new knowledge from the laboratory to real life, or from a public policy debate to We will achieve Murdoch Research Institutes: Australian National Innovative and changed policy and practice. Launch three interdisciplinary Phenome Centre: collaborative ecosystem: this through: research institutes Establishment at Murdoch Our distinguished collaborator Australian National Phenome Centre of the Australian National program, development of joint We will invest in a world-renowned research centre in Phenome Centre research appointments with industry and industry linked metabolic phenotyping through which individual metabolic PhD students signatures enable the guiding of bespoke treatments. Phenotyping is a method that can be applied to many other areas of human endeavour, bringing value to such Our progress Total HERDC Engagement HDR student Percentage of 1 1 1 diverse applications as food nutrition and security, animal will be income Income completions research publications in the top 10%1 production and biodiversity. Murdoch University will be measured by: instrumental in creating a metabolic phenotyping centre in Australia with external collaborations world-wide operating from the centre. 1These are Key Performance Indicators (KPIs) used with the Murdoch University Senate.
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Our Lenses for Focus: Lens 1: Service to society: contributing to economic and social wellbeing
Murdoch University plays a key role in Islander people to realise a collaborative vision for society partners, individuals with deep connections with government Our Banksia Association supports the University the economic and social wellbeing of the that is harmonious, equitable and truly reconciled. Most departments, industry and business organisations, social through activities and scholarships, as do our esteemed importantly, we recognise how integral Aboriginal and enterprises, community groups, schools, colleges, sports philanthropic donors who enhance the lives of our many communities we are part of, and as a Torres Strait Islander leadership, innovation, scholarship and organisations, hospitals and health care organisations. We students and the vibrancy of our university. The Art Board university we have a mandate to be in the entrepreneurship are in achieving this vision. Establishment share our Perth location with two major hospitals and a TAFE is the guardian of our extensive visual art collection, some service of society. Murdoch University was of the Ngangk Yiri Research Centre for Aboriginal Health and College. We have an aged care facility on our Perth campus. of it displayed in our Art Gallery and most of it across the Social Equity is a key initiative in this strategy. We are closely embedded in Singapore, Dubai and other campus for all to enjoy. We hold a regular art exhibition at established in 1975 for this very purpose, world locations. We are well positioned to build on the many our Singapore campus. as the second university in Western Professional services for our community. collaborations with our communities into the future. Australia, to provide inclusive education to Our students and some 70,000 alumni across the world serve the societies they are part of in many ways. The all who can benefit, irrespective of social Southern Communities Advocacy Legal and Education standing and background. Service (SCALES), run by our law students and staff, provides To meet the responsibility of being a university in the service of society and to We continue to honour this founding pro-bono legal advice in Rockingham for those who couldn’t Our Goal is: otherwise access such advice. Our alumni continue to make play a key role in the economic and social wellbeing of our communities. principle into our future. a difference, making contributions such as bringing safe water and fertile soil to developing communities. We will achieve Education pathways: Kulbardi Aboriginal Community Professional services Education pathways. development of Centre and the engagement: for our community: The Animal Hospital at Murdoch University is a key part of our this through: Our enabling pathway programs, such as OnTrack, have proven enabling programs to Ngangk Yiri Research nurturing and delivery of veterinary, service to society with the facility offering 24/7 emergency to be successful in assisting many people, some of whom reach more students. Centre for Aboriginal growing our diverse legal, professional and critical care for small and large animals, a specialty Health and Social connections across development for missed out on the opportunity at school-leaving age, to start referral service for other veterinary practices and a Primary Equity: strengthened community groups, teachers and allied their journey in higher education. These programs will continue Care and General Practice for public clients. Our Chiropractic support for Kulbardi social enterprises, health services to our to be an important aspect of our work in the coming years. and establishment of sports organisations, communities. and Psychology Clinics will continue to offer services to local a research centre to philanthropic partners people and our communities benefit from the professional Kulbardi Aboriginal Centre and the focus on Aboriginal and alumni. placements of many of our students including those studying needs and aspirations. Ngangk Yiri Research Centre for education and nursing. Aboriginal Health and Social Equity. The work of the Kulbardi Aboriginal Centre has been Community engagement. Our progress Number of commencing Demonstrable societal Client satisfaction fundamental to Murdoch University’s ability to meet the domestic undergraduate and economic impact in with service delivery. Through our Knowledge and Health Precinct we will create will be needs and aspirations of Aboriginal and Torres Strait Islander students from low SES, WA, Australia and Asia and a place where our local communities can come to innovate measured by: people. These efforts have laid strong foundations for the and regional or remote Indo-Pacific region. with business, industry and academia, access community areas1 or that self-identify ongoing meaningful engagement with Aboriginal and health services, have access to our university library, play as Aboriginal or Torres Torres Strait Islander communities. As an institution we Strait Islander1 sport, enjoy art and the beautiful natural environment. commit to walking alongside Aboriginal and Torres Strait Murdoch University has many committed supporters and
1These are Key Performance Indicators (KPIs) used with the Murdoch University Senate.
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Lens 2: Collaborative partnerships: business, industry and government
We can do more together than we can The development of diverse, deep partnerships with We aim to be open, transparent, easy to work with and add Knowledge and Health Precinct Partnerships do on our own and our collaborative external organisations is one of the focus areas for strategic value to our many partners through our extensive networks. Our Knowledge and Health Precinct will be underpinned development at Murdoch. To achieve this goal we will We will create an obvious ‘front door’ so that the world with strong partnerships with industry, business, community partnerships are vital to enabling us to be be taking a fresh approach to establishing, nurturing and external to us will find its way to the right partnerships within organisations, health sector, other educational institutions, a creative force addressing the questions growing our relationships with like-minded organisations Murdoch. Our collaborations with external partners are to be philanthropists and local/global investors. about the future that we do not even know from across industry, business, government, not-for-profit knitted across the academic courses to ensure our students and the education sector. build the skills and networks valued by employers and External Strategic Advisory Board yet how to ask. external stakeholders. An external Advisory Board of thought leaders with high level Innovation in business education expertise in diverse fields will be established to advise the One of our first priorities is to develop a strong business and Vice Chancellor on key strategic matters pertaining to the industry facing Business School, which will integrate industry future positioning of Murdoch University. experts and entrepreneurs into delivering an up-to-date and innovative curriculum and learning experience for our students. We will strive to obtain funding for research that has real-world relevance and is undertaken in partnership with others. We will seek external partnerships with the commercial sector to partner in creating a truly 21st century global centre of excellence for business education. To grow and leverage our collaborative partnerships to enable achievement Through our academic endeavours, and particularly the Sir Our Goal is: of our core goals for Education and Research. Walter Murdoch School of Public Policy and International Affairs, we will be partnering with governments and decision makers to explore solutions to dilemmas that face the Business education: A clear ‘front door’: Knowledge and External Strategic modern world, from looking at local health policy issues to We will achieve focus on building a establishment of a Health Precinct Advisory Board: this through: tackling challenges in counter-terrorism and global security. business school with ‘front door’ to connect partnerships: establishment of strong business and the external world building strong the board to advise A clear ‘front door’ industry engagement. with Murdoch staff and relationships with the Vice Chancellor students. external partners to on key strategic ‘Porous borders’ at Murdoch will be a key concept where we develop the K&HP. developments. will strive to make it easy for people outside our organisation to move into our environment. Our focus on being a ‘global university’ flows through to the partnership spaces as we need to engage across the world and seek to identify Our progress Number of commencing Engagement income1 % of publications with partners who share our purpose and vision and with whom will be students studying with the external collaboration1 we can work to excel in the domains in which Murdoch is measured by: Business School. recognised as a world leader.
1These are Key Performance Indicators (KPIs) used with the Murdoch University Senate.
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Lens 3: Global Outlook: gateway to Asia and the Indo-Pacific region.
We consider internationalisation as a The academic future of universities in the modern world is Asia and the Indo-Pacific region Strategic partnerships whole-of-university enterprise, informing critically dependent on global connectedness. Big global We will enable our students and staff to be mobile to Our Knowledge and Health Precinct development in Perth research challenges are investigated by multinational teams, enhance their international experience and global identities will bring many opportunities for further connecting with and transforming what we do and who we bringing together academia, industry, business and other through the numerous global partnerships Murdoch has global and Asia /Indo-Pacific partners as we build a vibrant are. International experience is invaluable organisations. World rankings of universities are important with overseas universities and organisations. Through our hub for study, research, innovation and business. Strategic to all our students and staff, irrespective of for our stakeholders, prospective students, and future academic activities we are a globally connected university, appointments will be made to ensure we are able to action employees and rankings facilitate collaborations with like- whilst being situated in, and particularly engaged within the goal to be a truly global university. their location, and informs our academic minded universities. the Asia and Indo-Pacific zones. Western Australia is located and operational excellence. in the most highly populated global zone, with growing Australian experience for economic and educational strength. Within this context we international students will seek to impact in Asia and the Indo-Pacific region and Our global outlook extends to welcoming international to strengthen our existing deep connections through both students and staff to study and work on our Western research and education. Australian campuses and to strengthen significantly our onshore international student population.
Offshore international activities We are already recognised as one of the most international universities in Australia, and in the top 1 percent of the Our Goal is: To extend our impact as a global university. most globalised universities in the world. We have a large and highly regarded campus in Singapore and a smaller education centre in Dubai. Our plan is to strengthen our Australian experience Offshore Asia and the Strategic transnational education footprint and reach. We will achieve this through: for international international Indo-Pacific region: appointments: students: activities: strengthening our building international growth and provision of offshore connectedness to Asia collaborative diversification of international and the Indo-Pacific partnerships and onshore international education through region. making key strategic student cohort. new partnerships appointments. and locations.
Our progress International onshore Total offshore Number of domestic students will be student commencements1 student load1 in student exchange or in 1 measured by: country experience
1These are Key Performance Indicators (KPIs) used with the Murdoch University Senate.
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Four Supporting Pillar 2: Pillars: Physical Pillar 1: and Digital People, Values Environment and Culture
It is the people of Murdoch University We will reward and recognise staff behaviour and outcomes Developing our physical campuses Our campus in Perth is one of the largest campuses of any and their commitment that will bring this that advance our strategy and support our values. to be porous environments where university in Australia, 240hectares of vibrant bushland with ancient banksia forests, wetlands and farms. It is located in strategy to success. Our core values and We will launch a ‘small steps of innovation’ program to the University, its staff and students, a rapidly developing residential and transport hub only 15 guiding principles come to life through our support new ways of working and cross-unit collaboration. seamlessly interact and live side by side minutes from the Perth Central Business District. actions. These are the key to our future. Staff suggestions regarding improvements to Murdoch with the world beyond is a focus for activities will attract funding to enable continuous We are positioned to have a profound impact on the We will continue to be community-focused and collegial, improvement and agile responses to innovations. this strategy and our further horizon. economic prosperity and social wellbeing of Western whilst respecting and valuing the unique contributions each Universities are key contributors to Australia through our Knowledge and Health Precinct, 44 person makes to our collective good. We strive to ensure We strive to be recognised as the employer for high economic and social wellbeing of hectares of land on our Perth South Street Campus. We all our interactions with students, colleagues, research and achieving and ambitious staff who want to be part of will create a vibrant place for business, industry, start-ups, collaboration partners are respectful and professional. creating the Murdoch success story. We will attract, reward communities and co-location, co-working health sectors, local and global investors, researchers, and celebrate success and support all our staff to be the best and co-employment are key elements for students, alumni and the broader community to come In order to thrive in the constantly evolving higher education they can be. advancing common goals. together to learn, innovate, and collaborate. Located in the and external environments we will embrace a culture Perth Southern Corridor, adjacent to two major hospitals, of working that is proactive and agile. We will focus on We will ensure that staff have the support they need to Equally, being connected digitally enables new ways of rapid transport links to Perth CBD, research institutes, TAFE, outcomes and strive for high standards in both performance thrive and that they will have an opportunity to share in the collaborating, learning, working and living. Our strategy will schools, as well as the fast developing Peel region, our and conduct. success of their university. In particular, initiatives to support embed new technologies to advance our strategic goals. Precinct will create over 20,000 jobs, bring $7.7b worth the careers of female academics through Science Australia A quantum step change in digital technologies underpins of economic benefit to local communities and nearly $3b Recognising the importance of outstanding leadership Gender Equity (SAGE)/Athena Swan accreditation will be a our strategy. The pervasive exploitation of a truly digital of investment opportunities. We are committed to working across our University we will introduce a differentiated and focus area. experience across the complete student lifecycle and with all key stakeholders to bring major benefit to the accountable leadership strategy and development model adoption of big data driven analytics in research, teaching, communities we are here to serve. that is aligned with our strategy to guide our investment in The success of this strategy is the success of engagement and operations is a key feature of the next organisational leaders. Murdoch people. decade at Murdoch.
Strategic 1 2 3 4 Strategic 1 2 3 4 objectives for objectives Implement a Reward and Improve gender Facilitate innovation Deliver a Make major capital Deliver economic Pursue a more ‘porous’ people, values differentiated recognise staff and Indigenous and cross unit for physical pervasive, investment in prosperity and environment with and culture and accountable behaviour and equity across our collaboration across and digital truly digital research and student social wellbeing seamless interaction leadership strategy outcomes that workforce. the whole Institution. environment experience facilities aligned with through the between Murdoch and development advance our strategy across the entire our education and Knowledge and staff, students and model. and support our student lifecycle. research priorities. Health Precinct. local communities. values.
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Pillar 3: Pillar 4: Financial Value-add Services Strength and Operations
Building a strong financial platform This strategic pillar is operationalised through the University’s Supporting the core education and Close alignment between the services delivered and the is a critical objective for the next five Finance Strategy Framework. This is focused on ensuring research goals relies on our professional needs of the academic areas will be achieved through the that our long term strategic priorities can be achieved refreshed approach to operational planning, budgeting, years. In order to have a strong future, sustainably. service teams providing both basic performance monitoring and outcome reporting. Through we will have a clear focus on growth in business and differentiating capabilities. this pillar the University will maximise value whilst student numbers, student retention and To achieve the goals of the finance strategy, we will have a Our strategy around basic business managing risk and costs. clear focus on a range of areas including: completion, strategic management of • expanding international education through onshore and capabilities is to create efficiencies A close partnering model between professional services our costs and strategic investment in transnational opportunities of scale, to adopt streamlining of and academic areas of the University will be enabled in high value initiatives. • diversification of revenue sources transactional processes and to control order to create a seamless and aligned operating model • growth in philanthropic funding in support of collaborative working and jointly owned • capital investments linked to growth costs strategically. outcomes.
The business model underpinning our activities will be We will pursue value-add operations in all of our functions Differentiating capabilities will align the University continuously evaluated to ensure we have a resilient path and activities. services to achieving our core strategic goals with a focus ahead. Risk management and a preparedness to engender an on cross-functional innovations to deliver an outstanding organisational culture of ‘agile and courageous innovation’ is experience for our students, research partners, external important for the growth and evolution of our university that communities and academic staff. These differentiating will support our financial viability agenda. capabilities add high value to our operations and we will strive to have ‘fit for purpose’ solutions across all areas of professional services.
Strategic Strategic objectives 1 2 3 4 1 2 3 4 objectives for for financial Strengthen our Make strategic Build a culture that Focus advancement Improve efficiency Develop cross- Pursue economies Enhance alignment value-add strength business model investments in high not only demands attention on building of our basic unit, high value of scale and value- between core academic through close value initiatives. a strong financial alumni and philanthropic services and business capability. differentiating add operations in goals and value-add alignment between platform, but one relationships and operations capabilities unique all our activities. service delivery. strategy, planning, that incentivises it. associated support for to Murdoch. risk appetite Murdoch students and evaluation and research. accountability.
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Our Five Our Ten Year Progress Year Horizon
During the five year period we will measure our progress through Key Our expectation is to be: Performance Indicators (KPIs) that cascade from the high level Senate KPIs through the university via operational planning and periodic monitoring.
1 Improvement in overall student satisfaction and graduate outcomes. 1 in the top 300 universities in world university rankings.
recognised as a leader in global engagement, ranked in the top 1% of universities on Improvement in student retention and completion. 2 2 internationalisation and be known as a gateway to the Asia and Indo-Pacific regions.
known for quality and innovation in education with strong domestic and Inclusion of real world and career learning in all undergraduate courses. 3 3 international brands and through collaboration with global and domestic partners.
4 Increased number of international students studying with Murdoch. 4 known as a university for innovative thinking and problem solving.
in the top quartile for student satisfaction in Australia, leading to above Annual increase in research quality and income. 5 5 sector average retention and strong student performance.
6 Three interdisciplinary research institutes established. 6 in the top quartile for graduate employability in Australia.
recognised as a leader in the development of Perth through the Knowledge and 7 Completion of Phase 1 of the Knowledge and Health Precinct. 7 Health Precinct, with major government, industry and community partners.
known as a university for innovative, ambitious and creative staff, and for a culture that Positive trend in staff satisfaction. 8 8 fosters a ‘can do’ attitude and values individual contributions for collective goals.
known as the university where education is made available for everyone who Demonstrable revenue source diversification. 9 9 has the capacity to succeed irrespective of background.
known as a university of deep engagement with many external communities, Increased number of engaged alumni and philanthropic donors. 10 10 alumni and supporters, building on mutual interests for common benefits.
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