State of the University Academic Heads Conference Professor Ed Byrne AO Vice-Chancellor and President November 2011.

State of the University

Academic Heads Conference

Professor Ed Byrne AO

Vice-Chancellor and President

November 2011

• We are experiencing a period of massive change in higher education globally

• Monash is underway with an ambitious change agenda

• Our challenge is to build our global intellectual capacity and financial base to make sure we can compete and thrive in this changing environment

Long Term Objectives

Directions 2025 top line goals:

• Ranked inside the top 50 worldwide

• Recognised for excellence in research

• Institution of choice for the best and brightest students

• A truly international university

The journey so far…

• The Matheson/Martin Years

• The Logan/Robinson Years

• The Larkins Years

Summary P&L and Cash outcomes 2011-2014

Item 2011 2012 2013 2014

$m $m $m $mRevenue 1,514 1,571 1,620 1,689Expenses 1,437 1,509 1,558 1,624Operating result 78 62 62 65Operating margin 5.1% 3.9% 3.8% 3.8%Net cash flow for the year (28) (1) 4 15

Ending cash balance 9 8 12 27

Provisional Capital Budget 2012-2015

2012 2013 2014 2015

$m $m $m $m

Provisional allowance 100 90 90 90

Green Chemistry 9 49 21 -

New Horizons 61 - - -

Infrastructure Projects 9 3 3 1

Other Minor Projects 16 1 1 1Allowance for new Projects* 5 37 65 88

* New projects could include the Caulfield library refurbishment, Matheson library refurbishment, Education building upgrade, Science teaching and learning spaces, landscaping, etc.

Goals for the next 3 years:

Goals for the next 3 years:

• Achieve a zero “net cash flow” each year

• Invest in Monash Futures

• Self generation of cash to fund capital investment

• Constrain expenditure to enable priority investments

• Grow and diversify profitable revenue streams

• Each significant part of the university to achieve its budget and contribute to overall strategy

Risks

• International student numbers

• Commonwealth funded student load target

• Investment in education related activity

• Projected staff growth

• Controlled entity cash expectations

• Insufficient funding for growth in research infrastructure

• Level of change and impact on staff morale

Opportunities

• Generate more domestic margin

• Secure savings from course and unit consolidation

• Revenue streams from curriculum partnerships (e.g. Fatima College)

• Savings from shared services (Finance, HR and IT)

• Large research and other grants

• Fundraising and donations

• Maintain and grow the international market

Models for Progress

National University of Singapore: THE: 34th ARWU: 102-150

37,000 students, $500m in research income

University of Manchester: THE: 87th ARWU: 38th

39,000 students, $440m in research income*

University of British Columbia: THE: 30th ARWU: 37th


University of Michigan: THE: 15th ARWU: 22nd


* Monash Research Income $264m

Academic Strengthening

Ranking Scales Time Frame

Monash Futures

Top 200 2011

Top 50

2015


• Education Focused Roles: 102

• Talent Enhancement Strategy has given rise to:

– 13 senior researchers recruited through the Monash Professorial

Fellowship (MPF) and Research Leaders Programs;

– 15 future leaders recruited through the Larkins Fellowship Program;

– 71 top performing current staff selected in Dec 2010 for the two year

Monash Researcher Accelerator (MRA) program; and.

– development of the Fellowships Incubator Program

Academic Strengthening: Outcomes

• Monash's success rate in the 2011 Future Fellowships round was 33.9%

(21 out of 62 applicants). This was above the national average of 30.7%,

and a significant proportion of this can be attributed to Talent Enhancement

Strategy-supported researchers, of whom 11 (10 MRA/1 Larkins) were

successful – a 73.3% success rate.

• 18 ARC Discovery grants, 6 ARC Linkage grants, 5 NHMRC Career

Development Awards/Fellowships, 21 NHMRC Project Grants and 6 ARC

Future Fellowships awarded so far to researchers who are in the MRA

program

2004 2005 2006 2007 2008 2009 2010 20110

50

100

150

200

250

221 224 226 223214

207

171159

Wor

ld R

ank

Year

Monash’s Performance in ARWU 2004 – 2011

Process Improvement



Monash Futures

2011 Top 200

Top 50

2015

Process Improvement - Finance Key Changes and Achievements:

• Moved finance activity from being spread over more than 900 people to less than 300 specialist roles (introduced transactional service hubs)

• Centralised automated purchasing, invoicing and debt collecting system

• 85,000 invoices processed – on par with last year with half the FTE staffing

Challenges:

• Training of staff moved from generalist roles into finance hubs

• Faculties letting go of finance activity and removing double handling

Priorities for the coming year:

• New credit card and expense claim tool/process

• Review of budget methodology and investment in budgeting and reporting tool

Process Improvement - HR

Key Changes and Achievements

• Roll out of HR Service Hubs

• In-house visa management system

• Automation of timesheets on track

• Commenced roll-out of the online Staff Performance Development system.

Challenges faced

• Change management associated with the automation agenda of 10 major projects

Priorities for the coming year

• Progressing the automation agenda

• Transition to ‘business as usual’

Process Improvement – eSolutions

Key Changes and Achievements

• July Service Level Targets for both low and medium priority incident resolution exceeded for the first time (over 90% resolution within agreed times)

• Faster ESS interface - the web-based "self service" access used by all staff for approvals, leave, personal details update etc

• ‘Go live’ of new Monash web presence – University-wide impact

• 87% reduction in problems with desktop environment for users migrated to Standard Operating Environment (over 1000 users)

• Email for all staff migrated to a "common" system

Forward Priorities

• Development of a 5 year strategic investment plan

• Consolidation of new governance approaches

Process Improvement

Academic Strengthening Campus Differentiation


2011 Top 200

Monash Futures

Top 50

2015

Campus Differentiation

• An internal steering committee is consulting on the principles for a new strategy to ensure all Monash campuses are fit for purpose into the future

• The concept of Campus Differentiation has been approved by Council and the draft strategy will be prepared for the first half of next year

• There is early consideration of what a Differentiated Testamur for campuses might look like

• State Government reviews in Gippsland and the South East are underway

Campus Differentiation

Gippsland Berwick

Malaysia South Africa

Process Improvement

Research Strategy



2011 Top 200

Monash Futures

Top 50

2015

Research Strategy

Six Pillars

Talent Enhancement

Building Interdisciplinary

Teams

Research Training

Translating Research to

Deliver Impact

Professional Research

management

World Class Infrastructure

Six Pillars to support

GOAL:

Generating impact through excellent

and relevant research

Strategy impact on research revenue

Research Income: 2006-2010

224219233

186

0

50

100

150

200

250

2006 2007 2008 2009

Mill

ion

s ($

)

264

2010

300Projected Research Income: 2011-2016

0

200

250

300

350

400

Mill

ion

s ($

)

2012 20152013 201620142011

With Academic Strengthening

Without Academic

Strengthening

Process Improvement

Research Strategy Education Strategy



2011 Top 200

Monash Futures

Top 50

2015

Education Strategy

Embrace rapid development in cutting edge ICT

Develop and deliver a new and novel pedagogy

Utilise the competitive advantage of our global footprint

Principles for strategy development:

Process Improvement




2011 Top 200

Monash Futures

India

Top 50

2015

IITB-Monash Research Academy• Not-for-profit set up between Monash University and the Indian Institute of

Technology Bombay (IITB) is now in its 4th year of operation

• Dual-badged PhD program through collaborations between IITB and Monash and external industry partners

• Student cohort has now grown to 72 – target of 130 students in 2012

• 20 students have spent at least 6 months at Monash working with supervisors

• Strong culture of research collaboration - 12 publications produced to date in highly rated journals and several conference presentations and posters

IITB-Monash Research Academy cont....

• The 3rd Annual symposium in Mumbai during November 2011 with a focus on ‘Energy’

• Over $15M in Government and Industry funding raised including $1.5m from DIISR and $1.75m from DST, India

• Industry sponsorship received from BHBP, CSIRO, ORICA Mining Services, Infosys, Reliance Industries, Tata Consulting Services

• New building design is complete and approved by IITB - construction likely to commence by end of 2011

Process Improvement




2011 Top 200

Monash Futures

India China

Top 50

2015

Monash – SEU China Collaboration

• Monash invited to establish a Graduate School and Research Institute in partnership with South East University (SEU), located in the Suzhou Industrial Park (SIP)

• Chinese Ministry of Education review panel visited Monash and SEU– critical for approval of Graduate School . Outcome pending, however we have received positive feedback to date

• Support in the form of building and facilities in SIP at no cost and up to RMB 50m funding support for facilities, equipment and non-staff operating costs

• Design work for the building is in progress and scheduled for completion in the first half of 2012

Monash – SEU China Collaboration cont....

• Masters Program to be rolled out in September 2011 - 32 students offered places for this first cohort

• Discussions underway with SEU academics on future Masters offerings

• Planning for development of the Research Institute is progressing between Monash and SEU academics in areas of mutual research strength

• Research focus areas include biological engineering, clean energy, nanotechnology, stem cell and transport

• Investigation of industry value proposition/funding has commenced - key stakeholders of the project have been building rapport with industry in China

Process Improvement




2011 Top 200

Monash Futures

India China

Warwick

Top 50

2015

Warwick

"a beacon among British universities for its dynamism, quality and entrepreneurial zeal”

- Tony Blair

2010 Guardian University League Table

1 Oxford

2 Cambridge

3 St Andrews

4 Warwick

5 London School of Economics

Process Improvement



The New Monash


2011 Top 200

Top 50

2015

Monash Futures

India

Warwick

China

The New Monash

• Every student an ‘international’ student

• Global, intellectual and physical footprint

• Minimum of one strategic alliance with a like-minded institution

• Flourishing research campuses in China and India

• Highest Ranking University in Australia

Questions and discussion…..

State of the University Academic Heads Conference Professor Ed Byrne AO Vice-Chancellor and President November 2011.

Documents

international university

monash research income

international market

large research

staff morale slide

overall strategy slide

th arwu

changing environment