Diversity Versus Specialisation

Diversity versus Specialisation

A Background paper for the joint meeting of Senate and Academic Council

October 2002

The Murdoch University Mission

To extend knowledge, stimulate learning, and promote understanding, for the benefit of the community.

Murdoch University is a medium-sized, research intensive University in a competitive environment. In the context of the current ‘Crossroads’ review of higher education being conducted by the Federal Minister for Education, Science and Technology and the likely changes following from this, it is incumbent on us to ask:

What is the role of Universities in the 21st Century in Australia?

The Federal Government view of the purposes of higher education is as follows[1]:

‘The Government regards higher education as contributing to the fulfilment of human and societal potential, the advancement of knowledge and social and economic progress. The main purposes of higher education are to:

• Inspire and enable individuals to develop their capabilities to the highest potential throughout their lives (for personal growth and fulfilment, for effective participation in the workforce and for constructive contributions to society);
• Advance knowledge and understanding;
• Aid the application of knowledge and understanding to the benefit of the economy and society;
• Enable individuals to adapt and learn, consistent with the needs of an adaptable knowledge-based economy at local, regional and national level; and
• Enable individuals to contribute to a democratic, civilised society and promote the tolerance and debate that underpins it.”

The role of Universities and their ability to achieve their goals will be influenced by the environment in which they operate. Some of the characteristics of this environment over the next decade are:

• A continuing reduction in the share of total university revenue consisting of Commonwealth payments due to growth in non-government revenue. (DEST forecasts that this will be 61% in 2004, compared to 69% in 1996)
• Only small increases in Commonwealth funded undergraduate places (see Table 1 in Appendix)
• Reduced postgraduate research student funded places.
• Continued commitment by the Commonwealth to improving access for rural and isolated students through measures such as new places targeted to regional universities and campuses and the development of educational precincts in rural areas.
• Increased focus on quality assurance through the Australian Quality Assurance Agency (AUQA).
• Increasing numbers of international students providing increased revenue to universities.

The appendix to the University Draft Strategic Plan (attached) provides a further detailed analysis of international, national and local issues which are likely impact on the University in the next 5 years.

How does Murdoch University see itself fitting into this future?

The broad framework guiding Murdoch’s vision and future is stated in the Vision statement, the Statement of Intent and the Statement of Guiding Values in the Draft Strategic Plan (attached).

How would Murdoch University like to distinguish itself, nationally and locally, from other Universities?

The Draft Strategic Plan[2] sets out the broad view of how the University will differentiate itself:

“Murdoch University is differentiated from other research-led universities by the way we pursue our mission. It lies in the emphasis that we place on diversity, on human values, and on sustainable solutions. These features taken together define the ‘Murdoch ethos’, and are encapsulated in our Vision and Values.”

Aspects such as the following are a component of this:

• Flexibility;
• Interdisciplinarity;
• A practical education well founded on a solid theoretical base; and
• The level of student support.

• What will distinguish a Murdoch graduate from the graduates of other Universities?

The Draft Strategic Plan in its present form provides little guidance on this.

• Will Murdoch graduates be generalists, with a broad-based quality education making them more able to operate in a complex and rapidly-changing environment?

One option for differentiation is to specialise more.

Do we provide a broad range of offerings or concentrate on certain strengths and specialisations?

Areas of specialisation might be in specific programs or in overall approach or reach (for example teaching or research or e-learning).

There has been ongoing debate at Senate, Academic Council and the University as a whole concerning course size and whether there should be rationalisation with a focus on larger courses. The discussions have focussed around the questions of cost-effectiveness and the need for diversity to be able to provide a balanced educational and research environment worthy of the name of University. Analysis of costs through the course costing model has shown that there is no direct relationship between course size and cost effectiveness. This suggests that the debate should refocus on the question of how the University can most effectively structure its offerings to capitalise on new opportunities and areas where it has a distinct competitive advantage whilst maintaining breadth, standards of high quality and longer-term flexibility. Furthermore, what opportunities exist in developing collaborative arrangements with other universities (and possibly industry) in continuing to provide a broad range of offerings and to provide new courses?

One potential risk of too much specialisation is that Murdoch is seen as a ‘boutique’ university. Overspecialisation can also lead to an inability to adapt to future changing demand and ‘fashions’ rapidly enough.

If we concentrate on our strengths should we maintain breadth by collaborative offerings with other Universities?

There are two related aspects of this question.

Firstly, what kinds of policy and funding frameworks best encourage a good balance between specialisation and diversity and therefore encourage appropriate inter-institutional collaboration.

Secondly, how will this affect the University’s offerings at its regional campuses. In particular, how do we ensure that we best serve the economic, social and cultural development of their regional communities?

In the area of research there is no longer any option but to collaborate.

What are our target markets (local versus overseas)?

• Have we neglected the local market (still the largest part of our student numbers) while focussing too much on full-fee paying overseas students?
• How much should we focus on the international market for research students and research development?

How can Senate and Academic Council best support this vision?

Appendix – Background Data

Table 1. Commonwealth Fully funded places (from ‘Higher Education report for the 2002 to 2004 Triennium, DEST, 2002)

Student Placesa / Undergraduateb
2002 / 2003 / 2004 / 2002 / 2003 / 2004
Murdoch / 6045 / 6075 / 6095 / 5755 / 5800 / 5830

aTotal Commonwealth funded places excluding research training scheme places

bTotal Commonwealth funded undergraduate places.

Table 2 Comparison Murdoch University with other WA universities and similar size interstate universities (Data from ‘Higher Education report for the 2002 to 2004 Triennium, DEST, 2002)

Total number of students 2001 / Overseas students as % of total students
2001 / Higher deg. Research students as % of total students
2001 / Ratio of undergraduate students to postgraduate students / Diversity of course offering
2001 / Earned income as % total revenue
2000 / Financial equity
2000 ($m) / Debt to equity ratio
2000 (%)
Murdoch / 10736 / 16.8 / 6.0 / 4.9 / 18 / 36.3 / 266 / 4.1
UWA / 13768 / 11.7 / 11.9 / 4.4 / 20 / 44.6 / 1098 / 0.0
Curtin / 22649 / 20.1 / 5.2 / 4.6 / 20 / 45.7 / 396 / 7.4
Edith Cowan / 19092 / 12.1 / 3.7 / 5.5 / 18 / 25.6 / 309 / 1.1
Wollongong / 13662 / 24.1 / 5.8 / 3.0 / 18 / 33.5 / 297 / 2.1
James Cook / 10927 / 7.3 / 5.4 / 7.8 / 20 / 26.8 / 309 / 6.9
Flinders / 11684 / 9.6 / 6.1 / 4.1 / 20 / 24.1 / 182 / 0.0

Draft 1.5

Murdoch University

Strategic Plan

2003 – 2007

The Murdoch University Mission

To extend knowledge, stimulate learning, and promote understanding, for the benefit of the community.

Like universities throughout the world and in all ages, the basic mission of Murdoch University is to add to the store of human knowledge and to inspire future generations to continue the quest for truth and wisdom.
Murdoch University is differentiated from other research-led universities by the way that we pursue our mission. It lies in the emphasis that we place on diversity, on human values, and on sustainable solutions. These features taken together define the ‘Murdoch ethos’, and are encapsulated in our Vision and Values.

OUR VISION

The greatest challenge of our time is to find ways in which human talent and natural resources can be released to create a just and sustainable society.
Through responding to this challenge in an innovative and entrepreneurial way, Murdoch University will be acknowledged nationally and internationally as a high quality, research-intensive University. It will embrace the concepts of sustainable development, global responsibility, and social justice in conducting high quality research; in advancing and championing learning; in engaging the community; and in managing its operations.

OUR VALUES
The University is committed to providing an educational environment that fosters an open, equitable, and participatory approach to teaching and learning, and thus promotes the best civic attributes in its graduates.
A holistic approach to the various forms of knowledge will be encouraged through interdisciplinary programs of study, sound scholarship, and high quality research that is sensitive to contemporary issues.

The University community will abide by the general values of integrity, tolerance, and mutual respect in dealing with others, and in so doing the University itself will function as a good citizen in society.

Our Defining Themes

During the period of this strategic plan four major themes will guide our thinking across all areas of operation:

Equity and Social Justice

We will provide equity of access to study and employment at the university for persons who have the ability to succeed; we will promote a better understanding of social justice issues wherever relevant in course offerings; and will conduct research into social justice issues of importance to our communities.

Sustainable development
We will focus on sustainable long-term solutions. Our aim is to advance economic, environmental and social objectives simultaneously, rather than one objective at the expense of another.

Global Responsibility

We are aware of the interconnections between economic, environmental and social activities in different parts of the world. At a local level we will manage our community and our resources in a globally responsible way.

Innovation and Entrepreneurship

The challenges of the future will require new ways of thinking and acting, and a willingness to take informed risks. Our approach will therefore be characterised by a spirit of innovation and entrepreneurship.

OUR GOALS

By pursuing the following goals the University will take advantage of opportunities in the emerging environment to move towards its Vision.

The key factors in the environment that will affect the University are summarised in Appendix 1.

Advancing towards our Vision

Goal 1: To educate students today to live and work in the complex world of tomorrow.

In welcoming Australian and International students from diverse backgrounds we recognize that individual students may be seeking different things from their university experience. However, all students will require the basic knowledge and skills of their craft; a high level of literacy, numeracy, and communication skills; self-motivation to learn; ethical values; effective teamwork; an understanding of contemporary problems; and future-preparedness. These are expressed in the University’s statement of graduate attributes.

Students must also understand the essential features of sustainable development, global responsibility, social justice, innovation and entrepreneurship because these domains are increasingly important in the workplace, and in the general community.The difficulty in integrating conflicting goals from these domains is what will make the world of tomorrow more complex than it is today.

Students with disabilities or from disadvantaged backgrounds who have the capacity to succeed in university study will be supported and encouraged.

As further evidence of its commitment to equity and social justice, the University will take responsibility for providing better access to university education for students from the Kwinana, Rockingham, Peel region south of Perth.

Goal 2: To contribute to the wellbeing of society by conducting high quality multidisciplinary research and consultancy into contemporary issues.

Many aspects of the Australian natural and social environment are unique, and therefore require unique solutions. The University will conduct research in areas that are aligned with national priorities. The research will not only be of high quality, as expected in a research-led organization, but it will be innovative and enterprising in its approach. Our defining themes lead us to think holistically and to collaborate across academic disciplines inside and outside the university.

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Practising our Values

Goal 3: To use our values and defining themes to develop and manage the University-its people, campuses, equipment, and materials, and thereby be a model for other organisations in the community.

The University itself is in many ways a microcosm of the wider society or indeed, the world. We have an opportunity to apply our values and principles for sustainable developmentto our own operations. In so doing we can provide examples of innovative solutions for local economic, environmental and social problems that have wider implications for the society in which we live.

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Operational Plans

The University will implement strategies to achieve its Goals via the following Operational plans.

Education Plan

To educate students todayto live and work in the complex world of tomorrow
(Goal 1).

Key Strategies
-Ensure that all courses address the need for graduates to develop generic skills, specific skills and knowledge, problem solving skills, independent learning, teamwork, and an understanding of sustainability, global responsibility, social justice, innovation and entrepreneurship

-Offer a range of undergraduate courses that are in high demand, with a wide choice of specialisations and electives

-Offer postgraduate coursework modules and qualifications that meet the needs of graduates
- Implement effective quality assurance processes, and practice quality improvement in the delivery of all courses

-Provide a variety of pathways for entry to university studies

-Deliver courses flexibly, at a time, place, and mode of study that meets the needs of diverse segments of the student population

-Increase participation rates in the Kwinana/Rockingham/Peel region

-Provide friendly and responsive support for distance and on-line study

-Provide a pleasant physical environment and a stimulating on-campus experience for students

-Collaborate in offering courses for mutual advantage

-Agree on targets for access by designated student equity groups, actively recruit those students, and provide appropriate support
-Develop close relationships with feeder colleges and high schools co-located with University facilities

-Involve alumni in the life of the University

-Foster good relationships with major employers and professional bodies

Research and Postgraduate Training Plan

To contribute to the wellbeing of Australian society by conducting high quality multidisciplinary research and consultancy into contemporary issues
(Goal 2).

Key Strategies

-Research will be conducted to the highest ethical standards and will be consistent with the University’ s defining themes of sustainability, global responsibility, social justice, innovation an entrepreneurship

- Maintain a productive research culture, with particular areas of national and international strength that address national priorities.
-Attract talented postgraduate research students and provide high quality research training and supervision

-Maximise external funding for research, consultancies and commercialisation

Management Plan

To use our values and defining themes to develop and manage the University -its people, campuses, equipment, and materials and thereby be a model for other organisations in the community.
(Goal 3).

Key Strategies

-Manage the physical, financial, and material resources of the University in a way that demonstrates the University’s defining themes of sustainability, global responsibility, social justice, innovation and entrepreneurship

- Maximise income from government sources and increase income from non-government sources, particularly discretionary income
- Utilise modern administrative and management systems that enable the University to discharge its accountability functions to Government and other external agencies efficiently and effectively

- Adopt innovative improvements in business processes and practices that minimise cost and maximise the effectiveness and quality of services for the University’s stakeholders

- Recruit, support, and develop high quality staff
-Agree on targets for access by designated staff equity groups, actively recruit those staff and provide appropriate support
- Provide staff with a work environment, refreshment facilities and recreational facilities that are pleasant and safe
- Negotiate and actively manage contracts that provide for a commercial return to the University and effective risk management and quality control
-Attract members of the public to University events and make university facilities available to the public
- Consult community groups, local councils and neighbours on University plans that may affect them
-Market courses, research projects, and services effectively and promote the achievements of University staff and students
-Provide services that exceed the expectations of the University’s stakeholders

Appendix 1

THE FUTURE ENVIRONMENT

The University needs to take account of the following key factors over the next 5 years. Although the extent of change is uncertain, in most cases the trends are already apparent.

International

The opening of world markets has accelerated in recent years, facilitated by rapid improvements in telecommunications and transport. Higher education is not immune to these changes, and universities will experience an environment in which:

• globalisation of the world's markets will cause an increased rate of change in the technology, communications, commercial and societal arenas. The impact of these changes on national and international boundaries will generate considerable discord and unrest. The international environment for universities will be characterised by increasing levels of uncertainty, unrest, and polarization.
  
• international demand for high quality university education will accelerate as the demand for skilled ‘knowledge workers’ in westernised economies and developing nations increases.

• economic pragmatism, in which Governments expect universities to serve national interests in the marketplace and the practical, technical value of higher education will be emphasised.