Performance

Vision, Values and Strategic Plan

Murdoch University is at a turning point in its history. It must operate in an intensely competitive and dynamic environment.  In this context, the University recognised in 2012 that new strategies were needed to meet the challenges posed by the dramatic transformations underway in the higher education sector, both nationally and internally.

The University has set out and is following a new Strategic Plan 2012-2017 to help it to achieve its goal of enhancing and advancing the quality and reputation of the University.

Vision

An international research university pursuing excellence in select fields of knowledge.

Values

Murdoch’s values are an intrinsic part of the University culture. These values provide a sense of identity and a continuing context for all of our activities:

  • Scholarly integrity;
  • Equity;
  • Sustainability.

Strategic Plan 2012-2017

The University’s strategic plan specifies three core priorities that are expected to further advance the University’s vision for the years 2012 to 2017. These are:

  • Leading edge, blue sky and translational research. By 2017 the University will be research-led with a reputation for high quality international research in select areas of knowledge, engaging with significant social and scientific challenges of our time.
  • High quality teaching and learning. By 2017, the University will provide a rich and diverse academic learning experience with a curriculum integrally linked to quality research and up-to-date pedagogy, equipping students with lifelong learning skills and the capacities to successfully engage in a global world.
  • Strong societal engagement. By 2017, the University will continue to communicate and engage with its various communities at the local, regional and international levels, cultivating knowledge partnerships, participating in mutual endeavours and contributing to public debate and cultural enrichment.


Underpinning these priorities in the strategic plan is internationalisation, which is central to how Murdoch pursues its core priorities and how it goes about enabling them. From international research measures and teaching benchmarking, through the rejuvenation of its staff base via global recruitment and engagement, to international best practice in professional functions, the University has to ensure its academic and professional operations are working to the highest standards.

To achieve its goals in research the University will:

  1. Concentrate on a select number of existing research areas and maintain or attain international status in these areas;
  2. Establish a systematic and rigorous approach to internal and external auditing of research performance;
  3. Develop and support incentives to increase the number of competitive grant applications and their success rate;
  4. Encourage and enable the development of international research collaborations and partnerships;
  5. Provide a common framework for research mentoring and training.


To achieve its goals in teaching and learning the University will:

  1. Develop a relevant curriculum sensitive to contemporary societal needs and labour markets;
  2. Deliver a distinctive and rewarding student experience;
  3. Provide a high-quality courses that optimise graduate outcomes;
  4. Offer world-class postgraduate coursework programs;
  5. Continue to build on Murdoch’s commitment to access and equity.


To achieve its goals in engagement the University will:

  1. Intensify and diversify community partnership activities, particularly in Peel and Rockingham;
  2. Extend government and industry relationships through joint ventures and other collaborative projects statewide;
  3. Enhance current alumni programs, especially in terms of international networks and events;
  4. Promote and support faculty contribution to public debate and culture;
  5. Develop a strong institutional profile in the areas of translational research and applied public policy.


Enablers

In order to pursue our vision, the University requires talented and committed people who share the Murdoch vision and the means to support their efforts. Responsive governance structures, financial sustainability and up-to-date infrastructure are also crucial for the advancement of the vision.
As such, by 2017 the University will:

  1. Modernise staff recruitment, training, performance and evaluation processes so that high-performing academic and professional staff can be attracted and retained;
  2. Revamp and revitalise governance and management into a more responsive, effective and integrated set of processes and activities;
  3. Diversify the University’s income streams;
  4. Upgrade and update Murdoch infrastructures to meet the demands of a contemporary university.