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

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Presentation on theme: "State of the University Academic Heads Conference Professor Ed Byrne AO Vice-Chancellor and President November 2011."— Presentation transcript:

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

2 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

3 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

4 The journey so far… The Matheson/Martin Years The Logan/Robinson Years The Larkins Years

5 Summary P&L and Cash outcomes 2011-2014 Item2011201220132014 $m Revenue 1,5141,5711,6201,689 Expenses 1,4371,5091,5581,624 Operating result 7862 65 Operating margin 5.1%3.9%3.8% Net cash flow for the year (28)(1)415 Ending cash balance 981227

6 Provisional Capital Budget 2012-2015 2012201320142015 $m Provisional allowance 10090 Green Chemistry 94921- New Horizons 61--- Infrastructure Projects 9331 Other Minor Projects 16111 Allowance for new Projects* 5376588 * New projects could include the Caulfield library refurbishment, Matheson library refurbishment, Education building upgrade, Science teaching and learning spaces, landscaping, etc.

7 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

8 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

9 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

10 Models for Progress National University of Singapore: THE: 34 th ARWU: 102-150 37,000 students, $500m in research income University of Manchester: THE: 87 th ARWU: 38 th 39,000 students, $440m in research income* University of British Columbia: THE: 30 th ARWU: 37 th 54,000 students, $540m in research income University of Michigan: THE: 15 th ARWU: 22 nd 59,000 students, $800m in research income * Monash Research Income $264m

11 Academic Strengthening Academic Strengthening Ranking Scales Time Frame Monash Futures Top 200 2011 Top 50 2015

12 Academic Strengthening 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

13 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

14 Monash’s Performance in ARWU 2004 – 2011

15 Process Improvement Academic Strengthening Academic Strengthening Ranking Scales Time Frame Monash Futures 2011 Top 200 Top 50 2015

16 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

17 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’

18 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

19 Process Improvement Academic Strengthening Academic Strengthening Campus Differentiation Ranking Scales Time Frame 2011 Top 200 Monash Futures Top 50 2015

20 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

21 Campus Differentiation GippslandBerwick MalaysiaSouth Africa

22 Process Improvement Research Strategy Academic Strengthening Academic Strengthening Campus Differentiation Ranking Scales Time Frame 2011 Top 200 Monash Futures Top 50 2015

23 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

24 Strategy impact on research revenue Research Income: 2006-2010 224 219 233 186 0 50 100 150 200 250 2006200720082009 Millions ($) 264 2010 300 Projected Research Income: 2011-2016 0 200 250 300 350 400 Millions ($) 201220152013201620142011 With Academic Strengthening Without Academic Strengthening

25 Process Improvement Research Strategy Education Strategy Academic Strengthening Academic Strengthening Campus Differentiation Ranking Scales Time Frame 2011 Top 200 Monash Futures Top 50 2015

26 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:

27 Process Improvement Research Strategy Education Strategy Academic Strengthening Academic Strengthening Campus Differentiation Ranking Scales Time Frame 2011 Top 200 Monash Futures India Top 50 2015

28 IITB-Monash Research Academy Not-for-profit set up between Monash University and the Indian Institute of Technology Bombay (IITB) is now in its 4 th 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

29 IITB-Monash Research Academy cont.... The 3 rd 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

30 Process Improvement Research Strategy Education Strategy Academic Strengthening Academic Strengthening Campus Differentiation Ranking Scales Time Frame 2011 Top 200 Monash Futures India China Top 50 2015

31 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

32 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

33 Process Improvement Research Strategy Education Strategy Academic Strengthening Academic Strengthening Campus Differentiation Ranking Scales Time Frame 2011 Top 200 Monash Futures India China Warwick Top 50 2015

34 Warwick "a beacon among British universities for its dynamism, quality and entrepreneurial zeal” - Tony Blair

35 Process Improvement Research Strategy Education Strategy Academic Strengthening Academic Strengthening Campus Differentiation The New Monash Ranking Scales Time Frame 2011 Top 200 Top 50 2015 Monash Futures India Warwick China

36 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

37 Questions and discussion…..


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