ECM Strategic Review 2009

Senior Leadership Day

10 February 2009

Professor Alan Robson

Achieving International Excellence Shanghai Jiao Tong Rankings

University World Rank Total Score Adjusted for size

ANU 59 30.0 32.2

University of Melbourne

73 27.7 26.7

University of Sydney

97 24.1 26.8

University of Queensland

118 22.5 26.3

UWA 127 21.5 26.7

UNSW 164 18.6 22.3

University of Adelaide

210 16.3 24.6

Monash University 213 16.1 20.1

Achieving International Excellence Shanghai Jiao Tong Rankings

Top 100 by Centenary

2013

The UWA Goal: Top 100 2013, Top 50 by 2050

We need to achieve the following:

• Very high quality students

• Very high quality staff

• Unrelenting commitment to high quality student experience

• Greater commitment to international linkages and funding

• Focus research activities within a matrix structure

Teaching and Learning

• Teaching and Learning Performance Fund

UWA 1st in Australia

3A1, 1A2 for Excellence

4A2 for Improvement

Per capita funding – 1st in Australia

• Carrick Awards

UWA 2nd in Australia

3 Awards

6

Participation

Participation Ratio

Low Socio-Economic Status 0.14

Non English Speaking Background 1.11

Indigenous 0.30

Rural and Isolated 0.34

Students with disabilities 0.50

Ratio of proportion of equity group in student population to the proportion of equity group in general State population

7

UWA Strategic Objectives Operational Priorities Plan (OPP)

• To improve the quality of the student learning experience

• To improve the quality and impact and productivity of research and research training

• To improve the University’s positioning and reputation, and to develop strategic relationships and community engagement

• To develop our people and resources

8

UWA and Faculty Challenges

• Course structure review

• Research improvement

• Performance management

• Financial management

9

Strategic Review 2009

• Internal review facilitated by senior staff

• Wide-ranging—encompassing all aspects

• Open and Consultative involving all Faculty staff

• Outputs will be a vision, a strategic plan, guiding principles for the future

Goals of Strategic Review

• To put the Faculty into the top 50 engineering, computing and mathematics faculties in the world by 2020

• Have a Faculty that is best practice, innovative, excellent, sustainable, adaptive and responsive.

• Enable the creativity, innovation and talent of our staff and students, so that they may achieve their personal potential

• Want a great working environment

Why do we need a Strategic Review?

• Changes in the environment we operate in:

– Changes and challenges at the University, State, National and International levels

– UWA goal of being top 50 universities in the world, and in the top 100 in the next four years

– Excellence in Research Australia

– Bradley and Cutler Reviews

Why do we need a Strategic Review continued

• Financial challenges for the faculty

– Weak income growth– Rapidly increasing expenditure– Strategic carry forward reserves in ECM exhausted

• Current Faculty Operational Priorities Plan and Strategic Plan expire in 2009

Strategic Review Areas

• Education

• Research

• Community and Industry Engagement, Foundation and Alumni

• Physical, Information, Communication and Computing Infrastructure

• Governance and Management

Review Area: Research

Co-Chairs: Professor Cheryl PraegerProfessor Mark Randolph

Overview of Review Area

• Look at current research performance in the context of University, state, national and international benchmarks

• Investigate and critically analyse potential research models that would achieve top 50 status by 2020

Review Area: Research

• How could we organize our research and development activities to ensure a vibrant, responsive and self-sustaining model for the future?

• How do we respond to the Excellence in Research for Australia initiative?

• What are the values and principles that would underpin research and development?

• What performance standards are required?

Research Models

Centres of Excellence (Commonwealth & State)

• Offshore Foundation Systems; Ecohydrology

Research Groups in Schools

• Group Theory in Maths; Microelectronics Research Group in EECE, and many more

Multidisciplinary Institutes

• Oceans Institute; Centre for Microscopy, Characterisation and Analysis

Research Models continued

Industry Focused Research Centres

• WA Energy Research Alliance, ACG, Centre for Software Practice, Asset Management CRC

Student Focused Research Projects

• REV Electric car, Formula-1 car, Engineers Without Borders

Review Area: Education

Co-Chairs: Professor James TrevelyanAssociate Professor Gordon Royle

Overview of Review Area

• Look at current teaching and learning performance in the context of University, state, national and international benchmarks

• Investigate and critically analyse potential teaching and learning models that create a leading, best practice Faculty teaching model(s)

Education Models

Degree structures:

• 4 + 1 degree structure

• 3 + 2 degree structure

Educational principles:

• Teacher-centred based learning

• Student-centred learning

• Online learning

Review Area: Education

• How could we organize out teaching and learning activities to ensure a leading, best practice, responsive and self-sustaining model for the future?

• What are the values and principles that would underpin teaching and learning?

• How do we position ourselves for the Course Structure Review’s Future Framework?

• How can we best respond to the teaching and learning aspects of the Cutler and Bradley reviews?

Community and Industry Engagement, Foundation and Alumni

Co-Chairs: Professor Mark CassidyMr Tim Shanahan

Overview of Review Area

• Look at our current networks and partnerships with the community, industry and our alumni and out foundation activities in the context of University, state, national and international benchmarks

• Investigate and critically analyse potential partnership models to maximise the value of these partnerships for the future

Review Area: Community and Industry Engagement, Foundation and Alumni

• How would we organize our community and industry partnerships, foundation and alumni activities to maximize the value of these partnerships?

• What values and principles would underpin this engagement?

• How do we use industry involvement and how do we maximise this involvement?

• How can the Faculty best capitalize on increasing private contributions to Australian universities?

Review Area: Physical, Information, Communications and Computing InfrastructureCo-Chairs: Professor David Sampson

Associate Professor Mark Reynolds

Overview of Review Area

• Look at our infrastructure and support services, including space IT and computing facilities in the context of University, state, national and international benchmarks

• Investigate and critically analyse potential models to provide the required levels of infrastructure and support that will enable the Faculty to achieve top 50 status

Review Area: Physical, Information, Communications and Computing Infrastructure• How would we organize our infrastructure and

support services so they are efficient, flexible, self-sustaining and support the Faculty’s activities?

• What levels and types of infrastructure and support are required across the Faculty for students and staff?

• How do we best take advantage of funding distributed through the Higher Education Endowment Fund?

Review Area: Governance and Management

Co-Chairs: Professor Greg IveyDr Nick Spadaccini

Overview of Review Area

• Look at the way the Faculty is organised, how it makes decisions, and implements decisions within the University context

• Investigate and critically evaluate different governance and management models to create an efficient, productive and financially sustainable way to support our staff and students, and enable us to achieve top 50 status

Review Area: Governance and Management

• What is the most effective structure for the Faculty to support its operations in a financially viable and sustainable manner?

• How do we make decisions in the future

• How does the Faculty achieve appropriate scale and focus in its activities to achieve international excellence?

• How do we create a model to maximise the Faculty’s efficiency gain, while maintaining a high level of services and support to the Faculty?

Review ProcessFebruary – July 2009

1. Open Faculty Workshops to identify issues and current performance

2. Co-Chairs prepare Scoping Paper for Faculty

3. Open Faculty Workshops to discuss potential models

4. Co-Chairs prepare Options Paper for Faculty

5. Open Faculty Workshops to determine most appropriate model for Faculty

6. Formulation of a recommended plan for the Faculty

Review Process continued

7. Recommendations presented to Full Faculty

8. Opportunity for final feedback from Faculty on Recommendations

August – December 2009

9. Recommendations finalised and presented to Dean, Vice-Chancellor

10. Operationalisation of recommendations

11. Implementation from 2010

Communication and Consultation

The Faculty is committed to open communication and consultation throughout this review

A Communications Plan has been developed to guide communication and consultation on this project. It details the way the Faculty will communicate with you, and what consultation opportunities will be offered

Strategic Review 2009 Website

www.ecm.uwa.edu.au/staffnet/review

All review documents, meeting dates, opportunities for feedback will be advertised through this website

This is the central portal to information and developments on the Strategic Review 2009

Questions, Comments and Suggestions

• Attend the Forums, Workshops, Meetings and other review activities (advertised on the website)

• Send them to strategicreview-ecm@uwa.edu.au

• Feedback form on the website

• Send via internal mail to M017 marked “Confidential” and directed to Manager, Special Projects

• Submissions, when requested by the Co-Chairs

First Steps in the Review Process

Hold workshops for each Strategic Review Area open to the Faculty to:

• Define the current performance of the Faculty

• Provide indication of the Faculty’s SWOT position

• Begin discussion on what makes a top 50 engineering, computing and mathematics faculty

Questions?

All questions are important.

Start asking them and keep asking them…

Vice-Chancellor

Senior Deputy Vice-Chancellor

Dean

Strategic Review 2009

Thank you for joining us today.

We encourage you to participate fully in this review, and ensure that our collective talent and innovation is incorporated into the future of the Faculty of Engineering, Computing and Mathematics.