School Operational Plan 2022 - 2024
| Strategic Goals | Key Objectives | Measures | Targets | Accountability |
|---|---|---|---|---|
Excellent | 1. Improve Quality of Education and Student Outcomes | Increase the number of commencing students |
5% p.a (UG) 20 EFTSL (GPG) | DHOS-E, HODs, MAppE Course Director, Academics involved in marketing |
| Maintain SETARA Tier 6 | Inline with University | DHOS-E, EM, HODs | ||
| 2. Increase Educational Innovation | Increase the percentage of units offered at Monash Malaysia meet University-wide SETU standards | 90% units with SETU Q8 of at least 3.8 for each discipline and the School | DHOS-E, HODs, Course Directors | |
| Ensure all units participate in ESSFS | 95% agreement with statements in all units | DHOS-E, Course Directors | ||
| Ensure education reform agenda (learning experience, use of diverse education resources, authentic assessments etc.) implemented | One or more strategically selected fully online units per School One unit per program use diverse and open education resources All units with lectures presented as pre-recorded smaller sized videos | DHOS-E, HODs, Course Directors | ||
| 3. Outstanding Student Experience | Enhance learning through various student engagement programs (leadership, UROP, EWB, study tour etc.) | 20% of students | DHOS-E, HODs, SEEM | |
| Achieve success in external design competitions | 1 international, 1 national competition award per discipline | DHOS-E, SEEM, HODs | ||
4. Excellence in Research Increase number of active external grants Increase number of large grants (e.g. TRGS, LRGS, flagship programs, TechnoFund, CREST, Horizon, Newton Fund) Increase quantity, quality and high impact publications Increase quantity and quality of graduate research students Improve campus MyRA scores | Core performance indicators CPI'123+ | Overall composite CPI'123 > 75% CPI'1 external grant > 80% CPI'2 ISI-Q1> 80% CPI'3 GRS students >70% | DHOS-R DHOS-R, HODs DHOS-R, HODs AHOS-GR, HODs | |
| i) Number of external grant applications ii) Grants awarded amount | ≥ 80% T&R staff submitted grant application Follow the annual agreed school and discipline disaggregated targets | DHOS-R, HODs, RM | ||
| Number of submission for large grant application (>RM500K) | ≥ 1 large grant application per discipline p.a. | DHOS-R, HODs, RM | ||
| Number of high quality publications | ≥2 ISI Q1-papers per staff Percentage papers published in T10% journals (Citescore index) 2022: ≥45% 2023: ≥50% 2024: ≥50% Annual publication output* will be the number of academic FTE x 2 (follow the agreed school and discipline disaggregated targets) | DHOS-R, HODs, RM | ||
| Number of postgraduate students enrolled, externally support, on-time completion, and research output | > 50% on-time completion < 5 withdrawals > 50 ISI journal papers contributed by students > 30% of GRS funded externally (Ext grants/industry support) > 10% increase in high quality (H1 or first class) admissions Timely submission of thesis by 10% p.a. | AHOS-GR, DHOS-R, RM | ||
| By December 2024, our MyRA score (based on the current glossary) will be above 90. | 2022: 85 2023: 87 2024: 90 | DHOS-R, AHOS-GR, HODs, RM | ||
5. Talent Enhancement High calibre research active staff in key research focused areas | i) Attract world class research fellows under eRAP ii) Attract very high quality HDR students under school-specific scholarship scheme | Maintain and review yearly | DHOS-R, AHOS-GR | |
6. Robust Quality Management Systems 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, Academics | |
7. Excellent Career Development Environment Develop and deliver excellence career development opportunities to academic and professional staff | Encourage active staff engagement through transparent policies and communication channels | SMC meetings, School meetings, Disciplines meetings, committees, etc | HOS, DHOSs, HODs, SSM | |
| 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 Opportunities for Inbound and Outbound Student Mobility, including International Internships | Ensure students to have international study experience | 50% of UG students | DHOS-E, SEEM, Education Manager, HODs |
2. International Networks and Partnerships Fosten collaboration between Faculty of Engineering and School of Engineering Undertake outstanding fundamental research and translational research that contribute to nation building in the ASEAN region. | i) Global Monash Engineering travel grants (MUA-MUM-Suzhou) ii) Cross-campus Joint Research Centre / Hub | Yearly 1 JRC/H by 2023 | DHOS-R, RM | |
| MoU and research collaboration activities | Establish collaboration with top universities in ASEAN countries and world's class top universities | DHOS-R, HODs | ||
Enterprising | 1. Increase Involvement of Industry in Education programs 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, EEM |
2. Increase Opportunities for Leadership and Enterprising Skills Development | Increase number of staff with PEng status | At least 30% PEng per discipline | HODs | |
3. Innovation, Commercialisation Effort, Industry Collaborations Support and increase commercialisation effort Increase industry grants and contract research projects | Generation of IPs, commercialisation activities | 1 successful commercialisation (start-up or spin-off) by 2022 | EEM, DHOS-R | |
| Industry / private research grants | At least 5 contracted research by industry p.a.. | EEM, DHOS-R | ||
Inclusive | 1. Improve Gender Balance of Academic Staff and Students Encourage more female students and staff in the School | Increase the proportion of female teaching and research staff | 30% | HOS, HODs |
| Increase the percentage of female students | 25% | DHOS-E, HODs, Academcis involved in marketing | ||
2. Connection and Belonging Advancing ECR research career Increase diversity | Mentorship and support for early career researcher (ECR) | Provide adequete resources and support for ECR | DHOS-R, RM | |
| Identify champions to contribute to campus diversity strategy. | 1 per discipline | HODs |
Abbreviation:
| HOS | Head of School |
|---|---|
| DHoS-E | Deputy Head of School (Education) |
| DHoS-R | Deputy Head of School (Research) |
| AHOS-GR | Associate Head of School (Graduate Research) |
| HOD | Head of Discipline |
| SSM | Senior School Manager |
| EM | Education Manager |
| RM | Research Manager |
| LM | Lab Manager |
| EEM | External Engagement Manager |
| SEEM | Student Experience and Engagement Manager |
| EAC | Engineering Accreditation Council Malaysia |
| EA | Engineers Australia |
| OBE | Outcome Based Education |
| CQI | Continuous Quality Improvement |
| UROP | Undergraduate Research Opportunity Program |
| EWB | Engineers Without Borders |
| MAppE | Master of Applied Engineering |
| ECR | Early Career Researcher |