School Operational Plan 2016 - 2018
| Strategic Goals | No | Key Objectives | Measures | Targets | Accountability |
|---|---|---|---|---|---|
Excellent | 1 | Continue to Build Capability to Deliver Education Excellence | Appoint education leaders at Level D or Level E | 1 | HOS |
| Strategic appointments to enhance education excellence. | Ensure staff participate in staff mobility/exchange program. | 1 staff per discipline | HODs | ||
| Effective staff management and performance management. | Ensure academic staff and professional staff involved in teaching activities have GCHE qualification or equivalent qualification or teaching experience. | 100% | DHOS-E, HODs | ||
| Joint academic appointments between Monash Malaysia and Monash Australia. | Encourage staff who scored less than 3.8 for SETU Q5,take part in the Continuing Education Excellence Development Framework (CEED), which underpins the Better Teaching, Better Learning (BTBL) Agenda. | 25% | HODs | ||
| Enhance staff teaching practice and support their professional development | Encourage staff to get fellowship in Monash Education Academy | 1 staff | DHOS-E | ||
| 2 | Improve Quality of Education and Student Outcomes | Increase the number of commencing students | 5% p.a | DHOS-E, HODs, Academcis involved in marketing | |
| Academic performance standards applied in the Annual Performance Development Plan. | Ensure academic staff (EFT) meet University-wide performance standards for education as per the Monash Malaysia Operational and Key Risks Plan 2016-2018. | 100% | DHOS-E, HODs, Course Coordinators | ||
| Implement the Better Teaching and Better Learning (BTBL) Agenda. | School’s overall SETU score is comparable Faculty’s SETU score. | On par or better the Faculty | DHOS-E, HODs, Course Coordinators | ||
| Enable research and learning skills development across all Monash undergraduate and postgraduate programs. | Students’ academic outcomes, as measured by progression, retention and average marks, are comparable to Faculty’s measures. | On par or better the Faculty | DHOS-E, HODs, Course Coordinators | ||
| Timely completion rates for undergraduate and postgraduate coursework programs are comparable to respective Faculties. | On par or better the Faculty | DHOS-E, HODs, MAE coordinator | |||
| Maintain EAC/EA accreditation | All programs | DHOS-E, HODs, Course Coordinators | |||
| Maintain quality OBE/CQI system in place. | OBE system comparable to best local and public universities | DHOS-E, HODs | |||
| Achieve success in external design competitions | 1 international, 1 national competition award per discipline | DHOS-E, HODs | |||
| Deploy research skills development framework in curriculum review and design | 1 unit per program | DHOS-E, First Year Coordinator | |||
| 3 | Increase Educational Innovation, Development and Research | Incorporate innovative teaching methods, pedagogies or case studies that are contextualised to the local and regional environment. | 100% units | DHOS-E, HODs, Course Coordinators | |
| Allocate seed funding via Schools and Platforms for education innovation, development and research. | Enhance blended learning delivery in selected units. | 10% units | DHOS-E, Course Coordinators | ||
| Support for external grant writing and applications. | Increase external education grant applications | 10% p.a | DHOS-E, VITAL Education Strength Members | ||
| Organise workshops and establish peer review mechanisms for grant applications. | Increase educational innovation and development initiatives | 10% p.a | DHOS-E, Course Coordinators, VITAL Education Strength Members, BTBL Coordinator | ||
| Increase education based research through increase in top-tiered publications | 10% p.a | DHOS-E, VITAL Education Strength Members | |||
| 4 | Expand the Masters Coursework Portfolio | Develop new Masters programs | 1 in ECSE, MEC and TRC | DHOS-E, HODs | |
| Develop and deliver coursework Masters programs that meet the needs of region. | Ensure sufficient enrolment in existing Masters programs | 20 per intake | MAE Coordinator | ||
| 5 | Excellence in Research | Core performance indicators CPI'123 |
Overall composite CPI'123 > 75% CPI'1 > 80% CPI'2 > 80% CPI'3 >70% |
DHOS-R DHOS-R, HODs DHOS-R, HODs AHOS-GR, DHOS-R, HODs | |
| Increase number of active external grants |
Number of external grants applications Number of successful awarded grants Grants awarded amount % staff holding an external grant |
> 70 > 25 > RM3.5 million > 80% | DHOS-R, HODs | ||
| Increase number of large grants (>RM500k) (e.g. TRGS, LRGS, flagship programs, TechnoFund, CREST, Horizon, NF) | Number of submission for large grant applications | ≥ 1 grant application per discipline | DHOS-R, HODs, RM | ||
| Increase number of industry, private and international funding | Number of successful awarded grants | ≥ 1 successful industry / international grant per discipline | DHOS-R, HODs, RM | ||
| Increase quantity, quality and high impact publications | Number of ISI-publications in Q1 journals and journal with IF above 10 |
> 2 ISI-papers per staff > 1.2 Q1-paper per staff ≥ 4 papers published in journals IF above 10 | DHOS-R, HODs | ||
| Increase quantity and quality of graduate research students | Number of postgraduate students enrolled, externally support, on-time completion, and research output |
Maintain full capacity 130 GRS > 50% on-time completion < 5 withdrawals > 50 ISI journal papers contributed by students > 30% of GRS funded externally (MyBrain / industry support) > 10% increase in high quality (H1 or first class) admissions | AHOS-GR, DHOS-R, RM | ||
| 6 | Strategic Research Infrastructure Support multidisciplinary research and industries for priority research areas | Further enhance the capability of infrastructure platforms hosted by School | Improve/expand existing infrastructure (Nano-Analytic Platform, Intelligent Lighting Lab, and High-Performance-Computing infrastructure | Infrastructure directors, DHOS-R | |
| Obtain accreditation for the campus research facilities and laboratories to meet industry needs for testing and service quality | Lab accreditation | At least 1 infrastructure platform obtains international accreditation by 2018 | Infrastructure directors, DHOS-R, RM, LM | ||
| 7 | Talent Enhancement High calibre research active staff in key research focused areas |
100% Research and Teaching staff (EFT) meet research performance standards approved by campus | Achieve 90% target by 2018 | DHOS-R, HODs | |
| Identify and recruit Level D/E staff to provide leadership | To fill up available vacancies in Level D/E | HOS, HODs | |||
| 8 | Interdisciplinary and Multidisciplinary Research Review schools’ research priority and identify priority areas that require re-focusing and refinement | MyRA rating | Contribute to achieving MyRA 5-star rating by 2018 | DHOS-R, HODs, RM | |
| 9 | Marketing and Recruitment for Coursework Masters | Work with ERDA to promote MAE program to the relevant authorities (SEDA, BEM) for special recognition/accreditation | Mid of 2017 | DHOS(E), SSM, MAE Coordinator | |
| Develop and strategise plan to target the right markets | Offer bursaries to qualified MAE students/applicants | Extend 20% bursaries to IEM members/children | DHOS(E), SSM, MAE Coordinator | ||
| 10 | Robust Quality Management Systems | Collect and analyze quality data for education, research and professional services | Through SQMC meeting twice a year | HOS, DHOSs, HODs, SSM | |
| Develop and deliver excellence services to key stakeholders. | Ensure academic staff complete administrative tasks on time (non-conformance, NCR) | NCR target > 80% | DHOSs, HODs, SSM, Academic staff | ||
| 11 | Excellent Career Development Environment | Encourage active staff engagement through transparent policies and communication channels | SMC meetings, School meetings, Disciplines meetings, committees, etc | HOS, DHOSs, HODs, SSM | |
| Develop and deliver excellence career development opportunities to academic and professional staff | Provide staff development opportunities for academic and professional staff | OSP, conferences, attachment, workshop, training, etc. | HOS, DHOSs, HODs, SSM | ||
International | 1 | Strengthen the Monash Student Mobility Program | Increase number of inbound study abroad students | 20% p.a | DHOS-E |
| Increase Opportunities for Inbound and Outbound Student Mobility, including International Internships | Identify, develop, establish and promote articulation agreements at the undergraduate and postgraduate levels with like- minded local or international partner institutions | 1 per school | DHOS-E | ||
| 2 | Strengthen Engagement with the Greater Monash and Partner institutions | Increase the international student enrolments and further diversify the source country. | 30% p.a | DHOS-E, HODs, Academcis involved in marketing | |
| Deepen School and Platform Engagements with the Monash network of campuses, alliances and international Alumni | Support high quality academics from leading universities to spend time at Monash Malaysia and interact with academic staff and students. | 1 per school | HOS, DHOS-E, HODs | ||
| Encourage multi-disciplinary final year projects offered with joint supervision in Australia and Malaysia | 1 in ECSE, MEC and TRC | FYP Coordinators | |||
| 3 | International Networks and Partnerships Increase international research income | International research income | Increase by 20% by 2018 | DHOS-R, HODs, RM | |
| Fosten collaboration between Faculty of Engineering and School of Engineering | Research travel grants | Introduce in 2017 | DHOS-R, RM | ||
Enterprising | 1 | Increase Involvement of Industry in Education programs | Increase industry engagement and alumni in education related initiatives, including guest lectures, industry projects, seminars, joint supervision of theses/projects and mentorship programs | 10% p.a | HODs, External Engagement Coordinator, FYP Coordinators, Academics |
| Introduce a scheme to enrich student learning via strong government, industry and alumni engagement. | Establish industry partner programs with at least five top movers and shakers per discipline. | 5 companies per discipline | HODs, External Engagement Coordinator | ||
| Identify industry-based opportunities that expand and enrich educational outcomes. | Increase industry sponsorship funds | 10% p.a | DHOS-E, HODs, External Engagement Coordinator | ||
| 2 | Increase Opportunities for Leadership and Enterprising Skills Development | Increase number of staff with PEng/CEng status | 40% | External Engagement Coordinator | |
| Scale up existing leadership program to enable students to enhance their leadership and enterprising skills. | Establish Industry Team Internship project | 1 per school | DHOS-E, Industry Training Advisors | ||
| Maintain student-led club/societies with industry linkages | 1 club/society per discipline | External Engagement Committee | |||
| Enhance learning through leadership program | Top 5% of students | External Engagement Committee | |||
| Enhance learning through mentor-mentee program | 100% of students called for APC hearings | HODs, CM | |||
| Enhance learning through Undergraduate Research Opportunity Program (UROP) | 5 students per discipline | UROP Committee | |||
| Engage with community through Engineering Without Borders (EWB) student chapter | 2 projects | DHOS-E, EWB Representative | |||
| 3 |
Innovation, Commercialisation Effort, Industry Collaborations Support and increase commercialisation effort | IP / Patents | 3 IP filings per year | DHOS-R | |
| Increase industry grants and contract research projects | Industry research income | Increase by 10% per annum | DHOS-R, HODs | ||
Inclusive | 1 | Develop an Alumni Engagement Plan for Education | Ensure Alumni are included in the industry advisory panel | 1 alumni per discipline | DHOS-E, HODs |
| Work with ERDA to obtain philanthropic support for scholarships, mobility travel support, education research & infrastructure development and participation in education and students programs. | Engage with Alumni through networking activities | Annual Alumni and Industry networking reception | DHOSs, HODs, SSM | ||
| 2 | Improve Gender Balance of Academic Staff and Students | Increase the proportion of female teaching and research staff | 30% | DHOS-E, HODs | |
| Encourage more female students and staff in the School | Increase the percentage of female students | 25% | DHOS-E, HODs, Academcis involved in marketing | ||
| 3 | Connection and Belonging Mentorship and support for early career researcher (ECR) | Provide adequete resources and support for ECR | Establish school based ECR working group | DHOS-R, RM | |
| 4 | Improve Student Involvement in Extra-Curricular Activities | Allocate sufficient budget to support student groups | Through the annual budget plan | SSM, ROM | |
| Provide additional resources and financial support to student groups | Create and allocate sufficient resources (activity room, information boards, etc) to student groups | Through the 3 years space plan | SSM, LM, ROM |