Committee of Deans Meeting 9-1996
Meeting No. 9/96 of the Committee of Deans will be held at 2.15 pm on
Tuesday, 23rd July 1996 in the Sir George Lush Room, Ground Floor,
University Offices 3.1, Clayton Campus.
Janice H Newham
Secretary
A G E N D A
1. Minutes
The Minutes of Meeting No. 8/96 have been circulated. For confirmation,
subject to alteration of the title of Dr O'Connor to Associate Professor
O'Connor (Item 2.2).
2. Matters arising from the Minutes not dealt with elsewhere in the
Agenda
2.1 Travel Policy 95/0585
At Meeting 8/96 (Item 8.2), following receipt of a memorandum from the
Dean of Medicine, the University's Travel Policy was discussed. It was
agreed that, due to the apparent difficulties in monitoring and policing the
policy, especially in consideration of new taxation rules applicable, the
Director, Financial Services be asked to provide the Committee with further
details. The following memoranda from Mr J Matthews, Director, Financial
Services, are attached: Travel Service Agreement between Monash University
and Qantas Airways D88/96 Limited, dated 17 July 1996. p5-6 Monash
University Frequent Flyer Points, dated 17 July 1996. D89/96 p7-10 For
information and discussion.
3. Vice-Chancellor's Report
3.1 Profiles
The Vice-Chancellor will speak to this item.
4. Urgent Matters
5. Research Matters
6. International Matters
7. Special Items
8. Matters Raised by Deans 8.1 Role of the Education Committee
95/1454
A Memorandum from Professor C R Williams, Dean of Law, dated 10 July
D90/96 1996 is attached. p11-16 A Memorandum from Professor R J Pargetter,
Deputy Vice-Chancellor, D91/96 dated 17 July 1996 in response to Professor
Williams' Memorandum, is p17-22 attached. For discussion.
9. Reports of Administrative Divisions / Departments 95/0094
9.1 Facilities and Services
A Report dated 23 July 1996 is attached.
D92/96 p23-36
Mr J R Trembath, Director, Facilities and Services Division, has been
invited to the meeting to speak to this report.
9.2 Alumni Relations and Fundraising
A Report from Ms J Beck, Director Alumni Relations and Fundraising,
D93/96 dated 15 July 1996, is attached.
Appendices A and B together with p37-40 Membership Form referred to in
the Report will be distributed to Deans separately. For information.
10. General Business
10.1 Critical Dates for 1997 96/0788
Attached is a draft document dated 3 July 1996 outlining the proposed
D94/96 schedule of meeting dates and submission deadlines for 1997. p41-42
Item for endorsement.
10.2 Student Representation on University-wide Committees 95/1270
This matter was considered by the Committee of Deans at Meeting 13/95 and
by Academic Board at Meeting 7/95.
Although further consideration of student representation matters was
still required, the Academic Board approved a proposal for undergraduate
student representation on senior University-wide committees.
Council was subsequently advised that the proposal would be brought
before it for consideration when issues concerning other aspects of student
representation had been finalised, enabling the drafting of a single set of
amendments to the statutes and legislation. A new proposal is now attached
for consideration and endorsement D95/96 prior to submission to Academic
Board and Council. p43-51
11. Next Meeting 87/0410
The next meeting of the Committee of Deans will be held at 2.15 pm on
Tuesday, 13 August 1996 in The Sir George Lush Room, Ground Floor,
University Offices 3.1, Clayton Campus.
Distribution
Vice-Chancellor
Deputy Vice-Chancellors
Pro Vice-Chancellors
Deans
General Manager
Executive Director, Marketing & Communications
Adviser to the Vice-Chancellor
Special Adviser, Information Systems
Head, Sub-faculty of Nursing
Director, Monash University College of Art and Design
Deputy General Manager General Manager, Monash International
Directors, Administrative Divisions Managing Director, Open Learning
Agency
University Librarian Director, Computer Centre
Director, Professional Development Centre Policy and Legal Counsel
Managers, Administrative Branches University Solicitor
Faculty Registrars SWAS 1994, 1995, 1996
c:a:(Deans96)Agenda\9agda96.doc
Committee of Deans 9/96
23rd July 1996
Item 2.1
D88/96
17 July, 1996
Memorandum to: All Deans
Memorandum from: Mr. John Matthews, Director , Financial Services
Division
Subject: Travel Service Agreement between Monash University and
Qantas Airways Limited
As I outlined to you in a report last November, the University completed
a tendering process to contract a supplier of total travel services after
inviting five travel providers to submit tenders. This process resulted in a
Travel Service Agreement entered into between Monash University and Qantas
Airways Limited on 1 November, 1995 for a period of three years, subject to
annual review.
Part of the Agreement which had been negotiated as a result of the
competitive tender process established in September 1995, included a
provision for additional incentives which were in the form of a fund in each
year the University reached an agreed target minimum for air fares over each
12 month period of the three year Agreement. According to the terms of the
Agreement, Qantas is to provide a Scholarship Fund for promising young
researchers in the order of $50,000, depending on the volume of air travel
on Qantas services booked through Qantas Travel Services. It was agreed that
these funds would be managed by the Research Training and Support Services
Branch.
As I outlined to you in my report last November and the General Manager
indicated at the Committee of Deans meeting held on 2 July, 1996, the
contract offered benefits for young academic staff who otherwise would not
have the opportunity to travel.
The funding provision in the Agreement will be available to Monash
University once the minimum threshold for domestic and international airfare
expenditure on Qantas services, including code share sector travel with
associated carriers, has been realised.
The recently released Travel Policy and Travel Procedures brochures
outlined the necessity to ensure that all travel expenses comply with policy
in order to improve the level of travel spend and the reporting of such. The
policy stipulated that reservations made through outside travel agents would
weaken the policy and reduce the efficiency of the University control
procedures; result in the loss of valuable management information, and
compromise certain preferential arrangements with the University's preferred
travel supplier, Qantas Airways Limited.
However, in order to further promote competitive pricing, the Travel
Procedures explicitly stated that staff are permitted to obtain competing
quotes for international travel, if they wish, bearing in mind that Qantas
has agreed to provide Monash staff with a quote which reflects the best fare
available for the travel required. Staff need to be reminded that if a
competing quote is sourced it must be comparable with the Qantas quote and
should be sourced on a "blind" quote basis. There have been instances
recently where differences in routing on the same itinerary, for example,
have not resulted in an "apples and apples" comparison between quotes.
Needless to say, the extent to which this practice of accepting quotes
from other travel agents occurs, will clearly jeopardise the ability of the
University to reach the minimum spending levels necessary to activate the
scholarship fund and reward young academic staff.
I would therefore seek your support in ensuring that staff are
encouraged, as much as possible, to book through Qantas Airways Limited at
the Travel Centres dedicated to the Monash account.
The University Travel Liaison Officer, Mrs. Sally Addison, is available
to answer any queries you may have in relation to the existing contractual
arrangements with Qantas Airways Limited. She is contactable on telephone
9905 6079, facsimile 9905 6033 or email sally.addison@adm.monash.edu.au. You
may also direct your enquiries to the Qantas Business Development Executive,
Mr. Lindsay Edwards on telephone 9274 2132 or facsimile 9274 2505.
John E. Matthews
Director, Financial Services Division
Committee of Deans 9/96
23rd July 1996
Item 2.1
D89/96
M O N A S H U N I V E R S I T Y
17 July 1996
Memorandum to: All Deans
From: Mr John Matthews
Director
Financial Services Division
Subject: Monash University Frequent Flyer Points
In response to Professor Bellamy's queries in relation to University
Policy on the use of Frequent Flyer Points raised at Meeting No. 8/96 held
on 2 July 1996, attached for your information is a report which confirms
current policy to encourage staff to use their frequent flyer points for
Monash University business travel, where practicable.
John E. Matthews
attach
ffpts.jm
REPORT TO THE COMMITTEE OF DEANS
MONASH UNIVERSITY FREQUENT FLYER POINTS
The University's recently released Travel Policy explicitly states that
frequent flyer points accumulated on University paid travel inclusive of
points from airfares, car hire, accommodation, food and beverages and any
additional use of the American Express Corporate Card should be used
wherever possible for Monash University business.
The University has consistently maintained that although frequent flyer
points are awarded to the individual, according to airline policy, they are
in essence the property of the University if the individual has accrued
these points whilst on University approved and funded travel. The current
arrangement with the University's preferred travel supplier, Qantas Airways
Limited, accrues frequent flyer points to the individual. Without the
authority to disclose an individual's frequent flyer points to an employer,
Qantas Airways Limited is unable to report on the points awarded to
individuals.
However, staff are encouraged to use these points wherever possible for
further University travel, thereby offsetting Departmental/Faculty travel
costs. In the current stringent financial circumstances and with
Commonwealth funding of approximately 80% representing the major proportion
of the University's operating budget, the University has at the very least a
moral obligation to ensure that frequent flyer points are used for the
conduct of University business, when earned on business trips.
In the past, under income tax law, frequent flyer points earned from
business travel, that is travel paid by the University, and then used for
personal use could create a tax liability for the individual staff member.
There has recently been an important case which changes the income tax law
as it relates to airline points. On 15 May, 1996, the Federal Court ruled
that travel benefits are not taxable and therefore could be assigned to any
eligible family member without any income tax penalty. The effect of this
ruling is to put greater onus on the individual to demonstrate
responsibility and integrity when redeeming their frequent flyer points for
travel.
Designated staff within the University receive the Qantas management
reports on a monthly basis which detail travel expenditure and the routing
used in domestic and international travel. The Qantas reports are generated
for the University by the provision of a profile number which identifies the
particular cost centre to which Qantas charges are to be made. From these
reports, staff can gauge the number of frequent flyer points available for
business travel use within their Department.
In addition to points earned via the Qantas Frequent Flyer Program, the
American Express Corporation operates a Membership Rewards Program, which
rewards purchases charged on the Card with points. One dollar on the Card is
equivalent to one point. These points are redeemable at certain minimum
threshold levels in any one year, either for merchandise or flight rewards:
when the cardholder has charged $3000 to the Card, membership rewards
points, that is, American Express merchandise may be claimed or when $5000
has been charged to the Card, the equivalent points may be transferred to
the Qantas Frequent Flyer Program for flight rewards. Should the minimum
threshold levels not be reached within the year, the accumulated points
lapse on the date of the Card's anniversary. Once the minimum threshold
levels have been met within a year, the points have no expiry date when
retained in the American Express system but on transfer to the Qantas
Frequent Flyer Program, they have a five year life time.
The American Express Corporation recognises that once points are
transferred to an individual's frequent flyer membership program, details of
the individual's accrued points may not be divulged to external sources due
to provisions contained in the Commonwealth Privacy Act (1988).
However, the latest version of the American Express software known as "Cardpower"
and soon to be made available to the University allows membership miles
accrued by Monash staff on the Corporate Card to be tracked and reported on
at a number of different levels : the individual cardmember level,
Departmental level, Faculty level and for Monash University as a whole. The
University has arranged with American Express to keep the reward points
earned on the Corporate Card separate from the individual's personal
American Express Card in order to differentiate private use from business
use. The University is therefore able to report on the reward points earned
on the Corporate Card.
As the Card was introduced this year specifically for travel and travel
related expenditure and the Travel Policy outlined to staff that Corporate
Cards may not be used for personal expenses, it will be assumed that points
earned on the Card will be available for further business travel use. In
time, as it is envisaged that the American Express Corporate Card will be
the principal payment method for all business travel and associated
expenses, the Card should capture data relating to the necessary American
Express rewards points information.
Reports will be made available on request to Faculties and Departments
throughout the year once the latest version of the "Cardpower" software is
available to the University. This will enable Faculty and Departmental staff
to monitor the availability of points earned by Corporate Card users to be
used for further business travel.
In the meantime, it is the intention of the University to encourage staff
to redeem their frequent flyer points, including those earned in the
American Express Membership Rewards Program for further Monash University
business travel when earned on University approved and funded travel.
Committee of Deans 9/96
23rd July 1996
Item 8.1
D90/96
TO: Mrs J H Newham, Secretary, Committee of Deans
FROM Professor C R Williams, Dean of Law
DATE: 10th July, 1996
Re; Role of the Education Committee
I would like the item Role of the Education Committee placed on the
Agenda for the next meeting of the Committee of Deans.
My understanding of the function of the Education Committee was that it
was to act so as to relieve Academic Board of the task of considering
matters of detail requiring the formal approval of Academic Board, to
provide a forum for discussion of policy matters and to provide a useful
sounding board for representatives of faculties in respect of items
involving the interaction of faculty matters and University policy. As such
its role was, on my understanding, intended to be facilitative and
supportive of faculties.
In my view there are questions to be addressed bearing on whether the
Education Committee has come to assume a role beyond its proper function,
and whether that role as it has evolved is properly regarded as appropriate.
I think the following matters should be considered.
In my view the Committee would appear to have become both unduly
bureaucractic and expensive. In the first half of this year it produced
l,658 pages of agenda papers. Its composition including all members and
those in attendance is 29 persons who, including oncosts, would in salaries
alone cost the University and Faculties in the vicinity of $50,000 per annum
merely for attendance at meetings. To this cost must be added the work
involved in writing, reading, considering and doing something about those
l,658 pages of papers together with the papers to be generated during the
remainder of the year.
A perusal of the papers and activities of the Committee over the past 18
months would suggest that it has come to regard itself as having a function
both more detailed and more encompassing than those of contributing to
general policy discussion, providing a service to Academic Board and
facilitating the work of faculties.
The Committee would appear to regard itself as free to take action giving
rise to what are coming to be regarded as inordinate amounts of work for the
faculties. Further, the nature of this work would seem at odds with the
devolved structure and philosophy of the University which is both
articulated and acted upon in other contexts.
Two illustrations may be sufficient by way of examples of this general
tendency.
The first relates to the obligation to report all minor changes in
subject details and assessment regimes. I attach a memo from the Associate
Dean of the Faculty of Law, Professor Richard Fox, in regard to this matter.
I share the view implicit in the question Professor Fox poses:
"The question you might wish to pose is for how long, and at what cost in
terms of diversion of academic time from teaching and research into
administration, this lack of trust of the Faculties is to continue? While it
is understandable that the genesis of the new involvement of the University
Education Committee lies in the process of amalgamation and a proper desire
by the University to improve teaching standards across all campuses, isn't
it time to change the underlying model from one of intensive policing to
that of auditing."
The second example relates to the set of 10 questions directed to deans
in Professor Pargetter's memo of 2 July headed "Subject Summaries and
Reports to Education Committee and Academic Board". It should be noted that
the questions asked are based upon information, which at least in relation
to the Faculty of Law, is factually quite incorrect. I have written to
central administration regarding this matter. Many of the questions require
considerable time and effort if a detailed response is to be provided, and
in my view are in many instances matters which should be regarded as purely
internal Faculty matters. I find it surprising, for example, that I should
be asked to spend time explaining to a large University committee the
position I adopt in relation to staff availability for consultation with
students in highenrolment subjects (question 9).
As Dean I am entrusted with, and generally left free to manage, crucial
matters relating to the future of my Faculty including the Faculty budget
and the careers and professional development of my academic and general
staff. If devolution means that deans are to be entrusted with these matters
which are of the most overriding significance, I have difficulty
understanding why we should be required to spend time reporting to a large
University committee on matters which may properly be regarded as the
minutiae of day to day management.
C R Williams
Dean of Law
Enc.
Distribution overleaf:-
cc: Professor M I Logan
Professor P LeP Darvall
Professor R J Pargetter
Professor J L C Chipman
Professor L H T West
Professor P C Chandler
Mr P B Wade
Ms E Anderson
Dr S Matchett
Professor M Quartly
Professor J A Rickard
Professor C J Bellamy
Professor R T White
Professor M L Brisk
Professor R Porter
Professor R W Davies
Professor C B Chapman
Miss C Jordon
Ms A Pilgrim
Mr K Hobbs
Mr P Yates
Mr D Secomb
Ms E Wilson
Mr B Ruck
Dr Paul Rodan
Mr M Watson
Professor R G Fox
Associate Professor S McNicol
Memorandum from Professor Richard G. Fox to Professor Bob Williams, Dean
of Law, dated 8 July 1996 Subject: University Education Committee,
referred to in D90/96, is not available electronically
Committee of Deans 9/96
23rd July 1996
Item 8.1
D91/96
MEMORANDUM
TO: Committee of Deans
FROM: Professor RJ Pargetter,
Deputy Vice-Chancellor
SUBJECT: The Role of the Education Committee
DATE: 17 July 1996
The Dean of the Faculty of Law has questioned the role and work of the
Education Committee suggesting that much of its work is either unnecessary
or could be handled in another way. Similar comments have been made by the
Dean of the Faculty of Medicine.
I regard myself as a person who does not favour either unnecessary
bureaucracy or unnecessary centralism. However, I find myself in total
disagreement with the views expressed. It seems to me that the views rest on
at least one of the following:
- ignorance of the work and functions of the Committee;
- an ideology where the university is little more than nine independent
fiefdoms;
- an impossible amount of additional work by other groups, particularly
the Committee of Deans and the Academic Board; and
- a view of the Faculties' ability to handle all these matters alone
which is in the realm of fantasy.
I will address each of these points.
I) Ignorance
As a point of history, the early days of the Education Committee saw it
used for a wide political agenda. It moved into areas which were often
beyond its legitimate scope (eg valedictory dinners, discipline reviews) and
was frequently in a confrontational mode with Faculties, Deans and others
responsible for Academic Developments.
However, in the last eighteen months the committee has functioned totally
by consensus, with extensive use of a system where the committee assists
faculties and others to achieve their desired educational outcomes with
minimum effort and delay, and has brought about a demonstrable improvement
in aspects of the teaching programs of the University.
It is the unanimous view of the Associate Deans (Teaching) that the
committee functions effectively, and the unanimous view of the committee
that the submissions and materials required from the Faculties are
absolutely necessary if the committee is to be able to assure the Academic
Board on matters pertaining to the quality of the teaching program of the
university.
The Education Committee meets for approximately two hours each six weeks.
Some members are involved in specific working parties of limited duration
(eg graduate studies, honours, discipline). A number of members work in the
preparation of papers within their faculties and assist with the academic
developments to be put before the committee to ensure the effective,
efficient and co-operative operation of the cooperative operation of the
committee and the delivery of the required outcomes and decisions to both
the Faculties and the Academic Board (the work of certain Associate Deans
(Teaching) has been of particular importance in this regard). The work of
the committee is handled primarily by one Executive Officer in the Academic
Registrar's department, in addition to Associate Deans (Teaching) and
Faculty Registrars at the Faculty level. I would judge this as an extremely
efficient use of person hours.
Looking to matters considered by the Education Committee this year, it
has been pointed out that this involved 1658 pages of Agenda papers. In
reality there would be almost 2000 additional pages of materials coming from
Faculties not circulated to all members.
The breakdown of the documentation presented is as follows:
1) Courses and subjects requiring approval of Academic Board
Amended Faculty / New Courses Courses New Subjects TOTAL Subfaculty/Colleg
# Pages # Pages # Pages # Pages e ARTS ART & DESIGN BUS &
ECO FCIT EDUCATION ENGINEERING LAW
MEDICINE NURSING PHARMACY SCIENCE
2) Matters requested from Education Committee by the Academic Board or
referred to the Committee by another body
Discipline
Monash Mt Eliza
Quantitative summary of subjects
Audit of Undergraduate Courses for 1996
3) Matters of dispute resolution
Psychology in Arts degrees
Revisions to the BNurs curriculum
MBA revisions
4) Other Matters
It should be noted that this material is not uniformly distributed across
all faculties, and noted that both Law and Medicine submit less information
to the Committee than other faculties. Each of these Faculties has a single
undergraduate degree program which varies little from year to year, Law has
an extremely small graduate program and Medicine's graduate program is
concentrated largely in the research area. Nonetheless, even in these
Faculties which can be seen to generate less work for the Committee than
others, the Committee has been required to consider matters which were not
cast in the usual mould. The Subfaculty of Nursing was unable to finalise
the structure of the BNurs curriculum revisions until the intervention of
impartial academics from outside the discipline area, despite the best
efforts of those within the Faculty and Subfaculty, while the Faculty of Law
required the Education Committee to approve for introduction in 1997 courses
which had not been considered by its own Faculty Board. As can be seen, even
these smaller faculties, generating less work than others, required
significant taction by the Education Committee. It should be noted that the
Education Committee related workload (in terms of preparation of submissions
for the Education Committee) of the Associate Deans (Teaching) from these
faculties is usually substantially less than that of the Associate Deans
(Teaching) of other faculties, although each has made an excellent general
contribution to the operation of the Committee, and the Associate Dean
(Teaching) of the Faculty of Law has played a major role in chairing the
Discipline Working Party.
II) Nine Fiefdoms
The Education Policy of the University is one of a relative few ways in
which a unity is created in the University. Its existence is widely accepted
within the University and has been commended by outside evaluation and
copied by others. It is essential that in some areas of teaching, principles
apply over the entire university and quality standards are laid down. It is
also essential that there is some monitoring of these principles and
standards.
For example, double degrees include students taken from more than one
Faculty. Workload and assessment issues for these courses are controversial
and require cross-faculty co-operation and monitoring.
The practice of differing point values for the same units in different
courses was another case in point where, after careful consideration, the
Education Committee was able to resolve a matter which was beginning to
create serious equity issues for the students enrolled in these different
courses.
University legislation requires central approval for the academic
programs of the University. This has now been devolved to be closer to the
point of origin than at any other time in the history of this University. Of
course, with the size and diversity of the University, the approval of
academic programs remains an incredible task. While some faculties have
changed little in the past five years, others have experienced massive
changes to their structure, to their degree programs and to their future
directions. The policy approved by Academic Board and Council is that some
general principles and standards should exist across the University. It is
impossible to see how this could be achieved without an Education Committee.
With reference to requests made by the central bodies for information
from faculties, and to the specific concern raised by the Dean of the
Faculty of Law that the questions raised in my memorandum dated 2 July were
based in factually incorrect information, I would like to make the following
points. Firstly, these are the 1996 reports of subjects offered, and each
faculty signed off on the format used when the 1995 reports were presented
to the Education Committee and to the Academic Board for information earlier
this year. Secondly, each faculty was at that time given the opportunity to
make comment regarding the presentation of the reports and to provide
further information which could assist in clarifying the information
presented; the Faculty of Law declined this opportunity. Thirdly, the
information presented was collated from information provided by the
Faculties in order to allow the University to make its twice annual
submission to DEETYA. And finally, the questions asked were raised by the
Academic Board in a number of different ways over the past year.
Cross Faculty disputes still are common. The placement of 'discipline'
subjects within professional programs (as Maths within Engineering), the
boundaries between disciplines and Faculties (as in the crossing of
boundaries every day in Science and Medicine), service teaching issues and
the place for disciplines from one faculty in the courses of another (eg
psychology in Arts courses) all illustrate recent matters raised for
discussion. The Academic Board has learned by bitter experience that these
matters require management from outside the Faculties concerned. The
Education Committee has this task, which it performs with surprising
success. Even difficulties as great as that posed by the revisions proposed
to the MBA earlier this year were handled to a consensus outcome.
In all the University, for integrity, must have some overlying cohesion
in its academic programs. It is the Academic Board that provides this, but
it is the Education Committee that empowers it to do so.
III) Impossibilities
The memorandum from the Dean of Law has provided us with a dilemma. We
may now either give up the legislative requirements, central academic
policies and standards and concede to the doctrine of the Nine Fiefdoms,
or enable the Academic Board , Council and the Committee of Deans to
fulfil the roles bestowed upon each respectively by the legislation and the
policies developed over time.
It would be impossible given the volume of work and the nature of the
negotiation and liaison required to progress new academic developments, for
this additional task to be undertaken by the Committee of Deans and the
Academic Board directly. The Education Committee is a facilitating and
empowering committee. The efficiency shown by this committee and the
relative swiftness of approval for each matter considered by this committee
is very high - far higher than if each matter was handled by the Academic
Board or the Committee of Deans directly.
Were the Academic Board to undertake these tasks, the minimum possible
consequence would be a return to the previous number of meetings (the
Academic Board now meets eight times per year, compared to ten in earlier
years) and an extension of the timespent by members of the Academic Board on
its business, in terms of a greater number of meetings, longer duration for
each meeting as the business of the Education Committee was absorbed, and
greater time spent on preparation as each member would need to more closely
scrutinise the paper presented to the Board. Given that the Academic Board
comprises some 140 members, this would seem to be a far greater expenditure
of valuable academic time than that currently expended on th4e Education
Committee.
IV) Fantasy
The question remains: Could Faculties do all this themselves?
The only way to answer that question is to consider the work of the
Education Committee as it is now, and the submissions presented by Faculties
to that committee.
There is not a single faculty that has not been asked for additional
information regarding a proposal made for a new course or subject; nor has
there been one which has fully complied in every case with the format or the
information requested.
Most faculties have required the external assistance on at least one
occasion provided by the presence of Associate Deans (Teaching) from other
faculties on the Committee.
Examples of the kinds of problems seen over the past several months
include the following:
- Inability to agree on structural amendment, requiring assistance from
two external AD(T)s - Nursing;
- Structure, workload of double degree program revision, and assistance
with legal implications of change - Education;
- Multiple credit point values for identical workload requirements
requiring amendment to workloads to prevent equity problems - All
faculties
- Adequate differentiation of graduate and undergraduate level subjects
- B & E, Arts, Law
There is no doubt that the workload of the Education Committee is large,
nor that the work is complex in nature. The issue here is whether the work
must be done. I believe it does, and it currently cannot be done by the
Faculties alone.
Robert J Pargetter
Deputy Vice-Chancellor
Committee of Deans 9/96
23rd July 1996
Item 9.1
D92/96
DIVISION OF FACILITIES AND SERVICES
REPORT TO COMMITTEE OF DEANS
TUESDAY, 23 JULY, 1996
1. OVERVIEW
The Facilities and Services Division was formed in March, 1994 and now
comprises the following Branches:-
- Major Projects and Planning
- Occupational Health, Safety and Environment
Since that time its operations have been under constant review, firstly
by the Senior Deputy Vice-Chancellor and secondly through a series of
internal investigations (with external input) which examined the
efficiencies and effectiveness of particular divisional functions.
The structure of the organisation continues to be rationalised and
significant reductions in operating costs have been achieved during 1995 and
so far in 1996. The divisional organisation structure (see attached) is now
relatively flat with some layers of supervision removed entirely, to enable
more efficient management of operations.
The next stage in implementing changes directed towards further cost
efficiencies is to analyse the various tasks carried out by in-house staff
and to determine those which should be outsourced. This is a delicate issue
and must be handled sensitively. The resources being made available for
Voluntary Early Retirement are welcomed as they provide the opportunity to
expedite agreed plans to outsource a number of activities performed by the
Maintenance Department.
The Facilities and Services Division in collaboration with other
departments and the Financial Services Division is currently leading the
development of a University purchasing policy which will provide for
consistent, effective and efficient buying power for the University. An
outcome of this will be the closure of the Central Stationery Store. A
tender specification has been prepared for a contract to enable a major
stationery supplier to purchase outstanding stores stock and establish
arrangements to deliver directly to departments through a direct order
system without the need for double handling through a central system. The
introduction of such a change will provide savings to each department of the
University as well as a significant saving centrally.
The Division's Budget in 1996 is:-
(a) Operating Budget $16.5M.
(b) Non-Operating Budget $50.5M
2. REPORTS OF BRANCHES WITHIN THE DIVISION
The following reports from each Branch provide a summary of activities:-
(a) WORKS AND SERVICES
Restructure
The functions of the former Works Branch and Services Branch have
recently been combined under the management of Noel Wootten, resulting in
the reduction of one senior position.
A revised structure has been developed which will enable all minor works,
maintenance and service functions to be more effectively managed and
monitored.
Monash Print Services
This is currently under review for a six month period commencing
February, 1996. A Printing Consultant has been appointed to review the
technical aspects of the service and an initial report has been received.
In co-operation with the Law faculty, a Docutech Model 135 printer has
been installed in the Law faculty print room. It creates digital masters
from hard copy originals, and provides tools for enhancing and revising
these masters. It can accept electronic documents and prints a variety of
paper stocks at up to 135 pages per minute. The final product can be stapled
or bound. This machine is capable of producing 1 million impressions per
month on a single shift and will be operated by a Works and Services
employee on secondment to the Faculty. It will replace two existing
operations at a much reduced cost. It is intended that the feasibility of
similar arrangements with other faculties will be investigated.
Mailroom Review
Don McKie, Mailroom Supervisor retired on 1st July, 1996.
Various changes are proposed including advice to departments on how to
reduce their postal charges using standard formats for mail costs and
reductions in internal mail.
PABX
Currently under review. Refer to the Vice-Chancellor's review into
Telecommunications and Computing Infrastructure.
Cleaning
The Cleaning consultant to Monash University was appointed to implement
various changes within the Cleaning Department approximately seven years
ago. The financial return from this engagement has largely been achieved and
accordingly the contract has been terminated.
Arthur Brent has been appointed as the Cleaning Co-Ordinator and any
enquiries or requests relating to cleaning matters and special requirements
should be phoned through on ext. 54079. Tenders have been called for the
cleaning of the Box Hill Hospital from a selected group of cleaning
companies and estimated savings will be $14,000 per annum.
Security and Traffic
An Emergency Manual for the Clayton Campus of the University is being
developed and will become an important source document within the University
in the event of an emergency. The Security contract for the Clayton Campus
is currently due for renewal. The Standing Orders have been revised to
combine a number of individual contracts, and tenders will be called in
July, 1996 for a 3 year period.
For 1996, 9,720 blue and 1,005 red parking permits were issued. It is
proposed that in 1997, permits be issued for the period 1st March to 31st
December, 1997 at a reduced cost for the 10 month period so that permits in
future will be issued for the calendar year.
Maintenance Consultative Committee
A consultative committee has been formed from all of the trade groups to
meet initially on a regular basis to assist in developing a core group of
personnel that would be responsible for maintenance on the Clayton Campus.
Separate contractors could be engaged on specific projects eg. roof
cleaning, replacement of light globes etc.
Following recent consultation with faculties and departments, a list of
tasks that could be undertaken by contractors is being prepared.
Minor Works
The procedures for reporting minor works are currently under review. It
is considered that the use of Pegasus Mail for Windows or the Web network
could be used with a pro-forma request form to report minor problems from
all Faculties/Departments.
(b) MAJOR PROJECTS AND PLANNING
Projects that are currently being managed by members of the Projects and
Planning Unit of the Division are as follows:-
Clayton campus
Extensions to the Sports and Recreation Centre commenced in November 1995
and are due for completion in January 1997. As part of the $9.2M development
an additional 25 metre swimming pool with a variable floor will be
constructed, new central control area incorporating sports medicine
facilities, open plan cafeteria and sports shop. A new indoor double sports
stadium is also being constructed at the southern end of the site
incorporating weight training gymnasium, aerobics centre and modern
amenities.
Extensions to the Union building are underway with stage one scheduled
for handover in October 1996. As part of the $8.5M works, new facilities
include a student bar, licensed bistro, performing arts area, new tenancies
and extra office space to house members of the Student Association.
Documentation has commenced on a $1.0M rework and facelift to the main
entry to the Sir Louis Matheson Library. The design will facilitate greater
ease of access for people with disabilities, as well as improved security
controls and total functioning of the area which handles thousands of
dealings every day.
Caulfield campus
The internal fitout of the Syme Business building is currently underway.
This seven storey building is located adjacent to Building K, and
incorporates the same external building elements. The anticipated completion
of the project is August 1996 with a project budget of $12.2M.
A client brief has been completed for the Art and Design building. At the
direction of the Vice-Chancellor's Campus Planning Committee this project
has been put on hold.
A Link Building (cost $3M) has been proposed between the new Building N
and the Tower building to provide extra teaching facilities, an extension to
Union facilities and extra accommodation for the Faculty of Business and
Economics.
Peninsula campus
Design of a new Library for the Peninsula campus is almost complete with
the envelope of the building being finalised with a project budget of $4.5M.
Documentation will commence shortly with construction anticipated to
commence on site in early 1997.
Construction of new student residences is underway on a site adjacent to
the campus proper. This $1.6M development includes the creation of 12 units,
both double and single storey, to accommodate 48 students. Construction
commenced in November 1995 and is due for completion in mid July 1996.
Parkville campus
Demolition to part of the Sissons building commenced in late April 1996
to make way for extensions to the building, incorporating a new conference
centre linked to the Scott building. Project cost $1.7M.
Gippsland campus
Construction is about 80% complete on a world class animal services
facility worth $3.2M. The building is situated approximately one kilometre
from the existing campus. Anticipated transfer of staff, animals and
equipment will be during August/September 1996.
Miscellaneous
Monash Medical Centre Institute of Reproduction and Development. The
project team has been appointed, with a project cost of $7M and construction
is scheduled to commence in 1997.
(c) EDUCATIONAL SERVICES
The units in the Educational Services Branch are:-
- Teaching Services Unit - Clayton
- Teaching Services Unit - Caulfield/Peninsula
- MUFCO (Facilities and Conference Office) - Clayton/Caulfield
- Videoconference Services
- Instructional Design Services
During 1995 the operations of the Educational Services Branch were the
subject of a detailed review to implement recommendations from the more
general review of the Facilities and Services Division conducted by the
Senior Deputy Vice-Chancellor in 1994. The outcomes of the review process
have led to a restructuring of TSU - Clayton operations during 1995/96 and a
significant increase in responsibility for the Branch in the provision of
teaching support services in lecture theatres on the Clayton campus.
A budget has been allocated to provide funds for the maintenance, repair
and replacement of equipment in lecture theatres. An annual allocation for
lecture refurbishment is made in the University budget in line with a plan
which has scheduled the refurbishment of all theatres to modern presentation
standards by the year 2001.
A lecture theatre advisory group (LTAG) has been established to assist
with the determination of needs and setting priorities for lecture theatre
refurbishments across all campuses. There are competing demands for audio
visual resources and the presentation effects required in different
disciplines can become a problem in teaching spaces which are used by a wide
section of the University. Sometimes these competing demands are
incompatible, however the LTAG will provide a forum in which some of these
issues can be addressed and subsequently resolved. The group is currently
undergoing a familiarisation tour of lecture theatre resources within the
University.
In addition the University's Video-Conferencing Service has been
incorporated as a unit of the Branch. This has resulted in a significant
increase in the quality of service to video-conference users and
consequently a significant rise in the use of the facility across and
outside the University.
The Branch has also been involved in the development and installation of
teleteaching and video conferencing facilities at the new Berwick campus,
and the communications infrastructure connecting Berwick with the other
campuses of the University.
Activity Highlights for 1995/96
Teaching Services Unit - Clayton
Lecture theatre support services - over 220 lectures per week are
serviced in the seven Rotunda theatres, a further 250 or so lectures are
serviced in the nine Humanities theatres and a further 60 plus lectures in
the South 1 and M1 theatres each week; ie a total of over 500 lectures per
week. Statistics of the services provided by technical staff indicate that
lectures are no longer mostly "chalk and talk" but are in fact supported
quite heavily by the use of a-v technology. Over 4000 lectures (150 per
week) were recorded in 1995 to assist student learning.
Consultation, advice, equipment services and installation -
related to new building projects including the lecture theatres, computer
laboratories and tutorial rooms at Berwick campus, the lecture theatres and
other teaching spaces in the Performing Arts complex; the video-conference
room at Clayton campus; refurbishment of 8 lecture theatres on the Clayton
campus, one theatre and three tutorial rooms at Peninsula, one telelecture
theatre at Gippsland campus; and significant installations in four Law
lecture theatres, 2 computer labs and a tutorial room in the Law school at
Clayton; multimedia-teaching labs in the Main, Hargrave and Caulfield
libraries and other teaching spaces including the Ecology lab and Room G76
in Earth Sciences. As well some 30 new data /video-projectors have been
commissioned across the university.
Teaching Services Unit - Caulfield/Peninsula
Video-production - 92 activities in all, showing a dramatic
increase from 1994. A major contributor to the increase has been the
involvement of the University with the Gifted Students - Schools for the
Future initiative of the Department of School Education. Other significant
video-productions have been related to the Transition from Secondary to
Tertiary study and for the University's Marketing and Communications Office.
The video-production load has become so great that up to three crews are
deployed at the same time on separate "shoots" on some occasions.
Graphics Design - has been a fast growing and successful new
component of TSU activities with major design projects in several University
centres and departments.
MUFCO
A major operation each semester is the allocation of teaching spaces on
the Clayton and Caulfield campuses in cooperation with Faculty timetable
officers. The popularity of the new and refurbished high-tech lecture
theatres and the shortage of space in the 90 - 120 seat room category makes
the process long and difficult, and requires much patience and genuine
cooperation between all parties.
1995 was a very busy year for major conferences at Clayton, with income
to the University from conferences improving on the previous year. MUFCO
continues to be a very effective window on the University for people from
outside the university community and an effective means of making University
resources available to the wider community. Each year MUFCO makes a
significant contribution to Open Day in the allocation of venues and
sourcing resources to assist with Open Day presentations.
Instructional Design Services
The major projects in 1995 were related to the design and development of
instructional materials for the Royal Australian College of Obstetricians
and Gynaecologists, and an Open Learning language unit; writing up of a
report and the preparation and presentation of papers relating to the
Committee for the Advancement of University Teaching (CAUT) Grant project in
Mechanical Engineering in 1994; assistance with CAUT Grant applications and
the development of a Teaching Improvement Projects project in Industrial
Engineering; considerable involvement in the development of teaching
facilities for the Berwick campus through the TeleTeaching Working Group
chaired by the Dean of the Faculty of Computing and Information Technology.
(d) OCCUPATIONAL HEALTH, SAFETY AND ENVIRONMENT
Activity Highlights for 1995/96
OHS Training
For the period 1 June 1995 to 30 April 1996, 39 OHS courses were held for
a total of 522 participants. Courses held, ranging in duration from 1 hour
to 3 days, covered the use of emergency breathing apparatus, first aid, fire
safety, cardiopulmonary resuscitation, incident reporting, recording and
investigation, zone OHS committees and radiation safety. In addition, 18
information sessions were held for a total of 371 participants and numerous
training sessions for emergency wardens were also held.
Emergency procedures
The preparation and posting of emergency procedures notices and floor
plans has proceeded but at a reduced rate due to the need to divert
resources toward urgent issues arising from the introduction of new
workplace legislation, (refer Item 6 in this report). Procedures and
plans have been generated for a number of buildings on the Caulfield and
Clayton campuses and for the Monash Medical School at the Alfred Hospital.
The Parkville campus buildings are on hold pending completion of the current
building works. The procedures notices for the service tunnels at Clayton
are complete and the floor plans are with a printing contractor for printing
and laminating.
A full report on the status of emergency procedures will be presented to
the Committee of Deans in August.
Fire Risk Management Information System (FRMIS)
The Fire Risk Management Information System computer model used to
calculate and evaluate the relative fire risk in University buildings was
upgraded to take account of a wider range of contributing factors. Work is
in progress to revise the calculations for all buildings on all campuses has
almost been finished and when complete the results will be used to determine
the allocation of the Fire Risk budget for 1996.
Plant Regulations and Machinery Safety Audits
In July 1995 the State government introduced a plant (ie. machinery and
powered equipment) safety package comprising Plant Regulations, a Code of
Practice for Plant, Certification for Plant Users and Operators Regulations
and an Equipment (Public Safety) Act and Regulations. These new laws have
important ramifications for all Victorian workplaces including the
University. Occupational Health, Safety and Environment have devoted much
time and energy to preparing and disseminating information about the
legislation and assisting departments to meet the requirements of the
regulations. Mr. Derek Viner, a consulting risk engineer was again engaged
to carry out machinery safety audits and to prepare reports which will
assist faculties and departments to identify plant safety deficiencies and
to comply with the provisions of the regulations.
Radiation
All of the new licensing laws promulgated under the Victorian Legislation
have now been complied with. The number of personal whole body exposures
above the University's Action Limit has significantly decreased. The main
reason for this decrease is believed to be improved work practices as a
result of the radiation courses provided by OHSE. An increased number of
radiation workers are taking advantage of the thyroid monitoring service
provided by OHSE. No over exposures to radioactive iodine were recorded
during the reporting period.
Occupational Hygiene
The asbestos surveys and risk assessments are nearing completion for
Clayton Campus. Reports will be prepared for each completed building over
the next two months. Parkville campus is complete and a report has been
issued.
OHSE had significant involvement in providing assistance to the Anatomy
department who had been issued with a number of notices for alleged breaches
of the OHS Act by the Victorian Health and Safety Organisation. These
notices related to chemical safety issues.
WorkCover
The number of WorkCover claims remains constant but the number of
difficult to resolve stress claims appears to be on the rise. These
generally have their origins in poor management practices or working with
difficult people, rather than being workload related, and they are consuming
a large proportion of OHSE's rehabilitation resources.
Environment
A draft Waste Management Plan for solid autoclaved waste at the Clayton
Campus has been prepared for the EPA's approval. The plan, which was
developed with the assistance of a number of departmental bio-safety
officers, provides a workable and secure system for the disposal of the
sterile autoclaved waste to sanitary landfill as an alternative to the EPA's
preferred, but more costly, option of high temperature incineration.
Implementation of the plan will enable Monash to track and source the waste
and verify our treatment processes. The draft plan has been submitted to the
EPA for consideration and comment. A final plan will subsequently be
submitted to the EPA for approval.
Other
OHSE made comments on eighty-four building projects ranging from minor
refurbishments to major construction works including the Union Building at
Clayton and alterations and extensions at Parkville.
At Caulfield and Peninsula the Zone Safety Committees were restructured
to facilitate more effective management of OHS matters.
The Policy with Respect to Smoking was revised and distributed to all
departments for implementation from January 1996.
(e) ANIMAL SERVICES
Activity highlights 1995/96
Animal Services provides both research animals and research services to
the animal researchers at Monash University and external clients from around
Australia.
The operation of Animal Services has extended in 1996 to include the
management of the two animal facilities based at Monash Medical Centre.
There are 23 full time tenured or contract employees and 14 casual employees
in Animal Services and they are all either fully trained or in the process
of obtaining an associate diploma or degree. There are five units centrally
with a senior technician supervising each Unit. There are two departmental
animal houses supervised by a senior technician. The animal facilities at
Monash Medical Centre are currently under review and final supervision has
yet to be determined.
Animal Services had a change of Manager in December 1995. The new Manager
is Dr Susan Maastricht who is a veterinarian with specialist
qualifications in Laboratory Animal Science and 20 years experience in the
research field. As would be expected with the introduction of a new Manager,
some of the practices of Animal Services have been modified and some new
ideas introduced. Position descriptions for all staff are being reviewed in
1996 and performance criteria established to enable effective appraisal in
1997.
Some staff changes have occurred in 1996 with the retirement of the Farm
Manager at Tooradin on 30 June 1996. Ms Joy Parker, current Mouse Supervisor
has assumed the position of Farm Manager as from 1 July 1996, based at
Tooradin initially, but moving to the Churchill facility as soon as it is in
operation.
Churchill Animal Facility
This facility is well advanced and the expected date of commissioning is
August 1996.. Some modifications to the plans have been requested to better
address the preservation of the health status of the animals that will be
produced. The issue of linking management practices will become critical
once clean animals are available from Churchill and need to be delivered to
Central or the departmental animal houses. These issues are currently being
examined. The use of the land has also been given considerable attention and
the security of the sheep that will be accommodated there. The staff members
moving to Churchill are currently undergoing extensive training.
Howley's Road
This site is now in the hands of Animal Services. As a matter of urgency
the block has been refurbished to provide secure holding for the sheep used
by the Institute of Reproduction and Development and the Department of
Physiology.
The use of Howley's Road permits accommodation of pregnant sheep in
suitable cohort groups that will minimise the stress associated with last
minute flock disruption, installation into experimental facilities and late
pregnancy transportation.
Minipig unit
This unit was established in 1995 and expanded in 1996. It provides
accommodation for animals which must be maintained in an urban quarantine
facility. A number of researchers associated with the Institute of
Reproduction and Development Unit at the Monash Medical Centre have
expressed interest in the future use of the pigs.
Pricing Structure
The Animal Services pricing structure for internal clients is currently
being reviewed and it is expected that prices will increase slightly in 1997
to reflect more realistically animal production costs. The current pricing
structure for Monash departments is based on recovery of consumables only.
External clients currently pay a full cost recovery price which includes
consumables, salaries, specialist technical costs plus a 3% levy. It is the
income generated by the external clients which substantially subsidises the
activities of the internal clients and allows us to keep the internal
pricing structure as low as possible.
(f) ESTATE MANAGEMENT
Estate Management Branch has continued to provide good service to its end
users who are: the university community, commercial tenants and students in
our residences. These facilities are run with a small core of staff and a
team of contractors whose numbers swell and shrink with demand.
The Branch has had a successful twelve months as is evident in the very
high occupancy rates in our commercial buildings and student residences.
Leasing
Despite an average CBD vacancy rate of 21 per cent, our city building at
30 Collins Street remains fully tenanted. The two tenants on the fourth
floor, JETRO and SYSCORP, have been replaced with new tenants paying equal
to or more than $100 per square metre net. The ninth floor tenant has agreed
to stay for an additional three years at the same rent as above.
There have been a large number of new 1ettings in the Caulfield East
Plaza Shopping Centre as the Centre readjusts itself to the effects of Coles
introducing its 24 hour licence. The most significant change has been the
Green Grocer who left as he was no longer able to compete with Coles. This
large tenancy has been replaced with a number of smaller tenancies providing
mostly food. Students and Staff at the Caulfield Campus will benefit from
the increased choices. The latest new outlet will sell Japanese cuisine.
After passing through the tender process, a contractor has been awarded
the right to run our food outlet at the Berwick Campus. Another tender is
almost complete for the right to run the new restaurant at Clayton to be
located in the throughway under the Sir Louis Matheson Library.
Negotiation to run cattle on the rear of the Berwick campus is now
complete and we are collecting rent via a contra deal relating to fencing.
The CSIRO has leased 700m2 on the ground floor of 700 Blackburn Road in
the University's Science and Technology Park.
The Branch has been engaged in a number of other projects that include
negotiations with the VATC for using their space at the end of each semester
for exams.
Student Accommodation
Demand for student accommodation remains high at both of the Branch's
student residences and at the houses around the Clayton and Caulfield
campuses.
The Branch has fitted out two new computer laboratories, one in each of
our student residences at Frank Tate House and Normanby House. Student
feedback has been very positive and we are planning to increase the numbers
of computers at each site.
The Branch is working with developers to encourage private investment in
student residences around the University's campuses.
Property purchases and sales
Staff of the Branch have attended a number of auctions and investigated
properties for sale near the campuses. These include a purchase of a section
of Princes Avenue. Princes Avenue runs through the middle of the Caulfield
Campus.
There have also been two property sales at Portsea leaving only one
remaining property in Portsea.
3. COMPARISONS WITH OTHER INSTITUTIONS
The University is a member of the Australasian Association of Physical
Plant Administrators and through this organisation we participate in a
Benchmarking Survey which provides comparative figures on costs relating to
the Works and Services areas. I believe there are flaws and inconsistencies
in the data collected but some useful comparisons are available which are
set out below:-
1995
Item Monash Australian Mean 1. Energy (Cost per M2) $11.41 $12.94 2.
Grounds Maintenance (cost per hectare) $7,033 $9,062 3. Security (cost per
M2) $2.34 $4.60 4. Building Maintenance (cost per M2) $17.99 $15.54 Building
Maintenance (% of Capital Replacement Value) 1.01% 0.99% 5. Cleaning (cost
per M2) $9.87 $12.36
In respect of other Branches in the Division we have not yet been able to
source reliable data but each of the Branches will continue to investigate.
4. BUDGET CUTS
The probability of budget cuts has been considered by the Division and
submissions were presented to the Central Budgets Committee on 20 June,
1996. The Director indicated that since its formation, the Division has made
significant budget savings and is already well advanced with further
proposals for reducing costs. These proposals are summarised as follows:-
3.1 Savings already achieved in 1996 (1.95%).
3.2 Savings which will result from applications for Voluntary Early
Retirements already received (1.78%).
3.3 Savings which are possible through changes to working arrangements
(2.32%).
3.4 Savings which may be possible through further rationalisation of the
organisation (1.26%).
3.5 Other savings which can only be achieved through further staff
reductions (involuntary redundancies) which will immediately be evident in a
reduction of services.
5. STRENGTHS OF THE DIVISION
- An ability to undertake constant review of the organisational
structure and to facilitate changes to improve the efficiency of the
Division.
- The Managers of each of the Branches are considered to be most
competent and have clear objectives. There is also a manager responsible
for Divisional business and client services and we consider the
relationships and general communications with the Division's clients to be
constantly improving. Visits to senior faculty staff, the establishment of
User Advisory Groups and the development of a Divisional Newsletter and
Information Brochure have assisted in this regard.
- The ability of the Division to resolve problems satisfactorily and
provide new levels of service through consultation with faculties and
departments is increasing significantly.
- Increasingly each Branch within the Division is adopting a more
"commercial" approach to its operations. The Animal Services area is
providing a quality service and product and is now the largest producer of
conventional laboratory animals in Australia.
6. WEAKNESSES OF THE DIVISION
- The master planning of space and facilities for each campus, while it
has improved significantly over the past three years, still requires
further development. Efforts in this direction are hampered by the lack of
clear academic plans for each campus.
- With the rapid rate of development and introduction of new
technologies, in the electronic media for teaching in particular, there is
a deficit in skilled staff within the TSU which will take time to redress.
- With an ever increasing volume of regulatory requirements in respect
of Occupational Health, Safety and Environment issues,the Branch is
finding it difficult to meet legislative compliance.
- CASMAC Physical Resources Module is urgently required to facilitate
physical resources management (expected delivery October, 1996 for "lead
site" implementation at University of Queensland; Monash early 1998).
7. DIVISIONAL OBJECTIVES AND OPPORTUNITIES 1996/97
The following objectives have been determined:-
- To be recognised within the Australian tertiary sector as one of the
leaders in the provision of University facilities and services. This would
be supported by reliable data to enable proper comparisons.
- A model will be fully developed for the staffing structure of the
Maintenance and Services functions. In-house staff will be utilised for
only those functions where it has been decided it is the most effective
option. The levels of core staff considered essential will be established.
- A realistic and achievable plan will be developed for the maintenance
of our facilities.
- To assist/foster the determining of academic plans for each campus and
then to finalise master plans for physical development and the calculation
of space entitlements.
- A fully developed purchasing policy will be in place which will
provide for consistent, effective and efficient buying power for the
University.
- Ongoing review and continual improvement in the Division's
organisation structure to assure provision of quality facilities and
services.
John R. Trembath
Director
Facilities and Services Division
Facilities and Services Division - Organisational Structure not available
electronically
Committee of Deans 9/96
23rd July 1996
Item 9.2
D93/96
MONASH UNIVERSITY
1996 REPORT TO COMMITTEE OF DEANS
ALUMNI RELATIONS AND FUNDRAISING
STRUCTURE
1996 saw the introduction of a three-legged structure :
Development
The Alumni Office
Monash Alumni Association Inc.
DEVELOPMENT
In June Ms Jenni Chandler was appointed Director of Development. She is
currently on a study visit to the US. On her return she will present a
blueprint for fundraising at Monash.
Although the office is still in the embroynic stage, it has given support
to a $10m capital raising campaign for the Monash Institute of Reproduction
and Development and to the planning phase for a campaign associated with the
Centre for Jewish Civilisation.
The Development Office is receiving seeding funds from Monash Foundation.
THE ALUMNI OFFICE
The primary functions of the office are to facilitate the work of the
various special interest groups and regional groups associated with the
university, and to maintain annual contact with all graduates of the
university. More particularly, the roles of the Alumni Office, headed by Ms
Jennifer Beck, include:
- maintenance of the database (which incorporates the university's roll
of graduate electors)
- support for special interest and regional alumni groups
- fostering heightened alumni awareness and activities
- preparation and despatch of the annual alumni magazine, Mosaic
- facilitating strengthened links with prominent alumni (including the
administration of the Distinguished Alumni Awards scheme).
As an indication of the support function performed for alumni groups in
the first six months of 1996, the office serviced requests for statistics,
labels, computer-generated letters and reply forms, surveys and
questionnaires and for specific alumni contacts as follows:
university departments, centres and alumni special interest 45 groups
regional and international groups and links 16 individual alumni/student
requests 36
Lists of the special interest group conveners/contact people and of the
alumni worldwide links are attached at Appendix A and B respectively.
In the first quarter of this year, following the annual despatch of the
alumni magazine, 3,900 alumni expressions of interest in various groups,
activities and services had been handled. An analysis of the areas of
interest is attached at Appendix C.
MONASH ALUMNI ASSOCIATION INC.
The Association is in its first full year of operation, with a 12-person
committee of management chaired by Mr Rob Gerrand, General Manager, Group
Public Affairs, ANZ Bank. Ms Bev Fryer is on a 12-month secondment from the
Alumni Office as Executive Officer of the Association.
The focus of the committee's work in its inaugural year is in building
the membership base and developing the benefits and range of services
available to members. This includes:
- 23 direct mails to new graduates inviting them to enjoy the benefits
of one year's free membership (funded initially through Monash Foundation)
- preparation and despatch of 1,970 alumni information kits to
cardholders, as at 30.6.1996
- preparation and despatch of three issues of the Association's
newsletter to members, Synergy
- fulfilment of 1,400 service requests from members resulting from the
despatch of the newsletters, as at 30.6.1996.
A copy of the membership form is enclosed for information.
Membership now stands at 19,000, with some 58,000 past graduates yet to
be attracted.
New and improved benefits either negotiated or in the course of
negotiation in 1996 include :
- travel concessions with QANTAS
- computer software and hardware at preferential rates
- club premises in the CBD
- preferential subscriptions to Australian Taxpayers' Associations
MAJOR ISSUES FOR 1996
Database
Since early 1996 investigative work has been undertaken to identify
suitable software packages to replace the current VAX-based alumni/donor
system. A new system, equal to the best used by US university alumni and
development offices, will bring the advantages of speedier updating and
reporting functions, in addition to superior report and analysis capability.
A recommendation on this is expected within a matter of weeks.
Annual Giving Program
It is anticipated that an annual giving program will be launched in 1997,
with planning to take place in the later part of this year. It is worth
noting that over the years donors have contributed $1,065,000.00 to the
annual library fund, with the amount contributed per person increasing from
$57.00 to $107.00 in the last seven years. US experience suggests that
regular donors making modest gifts can over time become major benefactors to
a university, particularly through bequests.
jb:et
15 July 1996
APPENDIX C
ANNUAL ALUMNI MAGAZINE MAILING
ANALYSIS OF EXPRESSIONS OF INTEREST RESPONSE LEVELS
As at 4 March 1996 response levels were as follows:
Monash Alumni Association 435 Classical Studies 25 Environmental Science
33 Geography 28 History 53 Japanese Studies 26 Librarianship 16 Music 32
Philosophy 19 Social Work 29 Accounting 81 Account/Computing 60 AIESEC 32
Banking/Finance 76 International Traders 58 Marketing 87 Network (MBA) 54
Computing/IT 126 Business Systems 83 Education 107 Chemical Engineering 9
Civil Engineering 22 Electrical/Comp Systems 29 Industrial Engineering 1
Materials Eng 5 Mechanical Engineering 12 MULA (Law) 66 Mannix Old
Collegians 12 AMMG (Medicine) 21 Nursing 21 Pharmacy 21 Science 126
Gearing for Success 161 Club 66 12 Jock Marshall Program 62
Cinema/Theatre 291 Concerts 280 Exhibitions 151 Library access 201 Wills and
Bequests 18 MCG Corporate Box 208 Sport & Rec 196 Flying Club 14 Monash Uni
Club 112 Publications (books) 13 Publications (courses) 376
15 July 1996
Committee of Deans 9/96
23rd July 1996
Item 10.1
D94/96
PROPOSED SCHEDULE OF MEETING DATES AND SUBMISSION DEADLINES FOR 1997
Revised 3 July 1996 Public Holidays 1997: New Years Day : Wed 1 Jan
Australia Day: Mon 27 Jan (in lieu)
Good Friday: Fri 28 Mar
Easter Monday: Mon 31 Mar
Easter Tuesday: Tues 1 April
Anzac Day: Fri 25 April
C:\WORK\WORD\DATES\2CRIT97.DOCCommittee of Deans 9/96
23rd July 1996
Item 10.2
D95/96
To: Janice Newham,
Manager, University Secretariat
From: Professor R.J. Pargetter
Deputy Vice-Chancellor
Date: 25th July 1996
Ref: Student Representation on Senior University Committees.
Please find attached for the next meeting of Committee of Deans, papers
containing a package of proposals related to student representation on
senior University committees.
Robert Pargetter.
Student Representation on Senior University Committees
Over the past twelve months or so, existing arrangements for
representation of students on senior University committees (University
Council, Academic Board, Education Committee and Faculty Boards) has been
reviewed in consultation with relevant student organisations and student
representatives. As a result of this review a package of proposals is
forwarded for consideration of the Deans Committee, Academic Board and
Council.
Three broad matters have been examined and reviewed;
- undergraduate student representation
- postgraduate student representation
- the classification of graduate diploma students for the purposes of
certain
elections
1. Undergraduate student representation
With the formation in late 1994 of the Monash University Federation of
Student Organisations (MUFSO), the University was approached to regularise
undergraduate student representation on senior committees. It was believed
that problems had arisen for the last few years because some University-wide
committees contain little or no student input from the Clayton campus (e.g.
University Council) while others, such as the Education Committee had
limited representation which, historically, had not permitted campuses other
than Clayton to be involved. It was noted that existing arrangements for
representation on Faculty Boards is highly diverse; and a view was expressed
that such Boards should include at least one student from the campus on
which the Faculty operates.
Extensive discussions took place with each of the campus-based student
organisations and with MUFSO on proposed modifications to the present
arrangements. These proposals, which are contained in Table 1, were
initially approved by a working party of MUFSO established for this purpose.
However one student organisation withdrew its support for the revisions to
existing arrangements as set out in Table 1. A further attempt to establish
a new working party of MUFSO to reconsider the proposals with a view to
obtaining consensus was made in April 1996 but a unanimous agreement was not
reached. The University has always viewed the proposals in Table 1 as an
indivisible package, and has therefore made changes to the composition of
the Education Committee in line with the attached Table contingent
upon final acceptance by Council of the other related proposals and
particularly those concerning the student composition of University Council.
The University has now been advised that all campus-based student
organisations other than MUSU Inc., support the proposals as set out in
Table 1. For this reason, it is recommended that these proposals be
endorsed.
2. Post-graduate student representation
Most recently a working party comprising student members nominated by the
member organisations of MUFSO was convened to meet with a University Officer
to consider the post-graduate membership and composition of senior
University committees. The working party reached consensus as to its
recommendations for change in this area and its proposal is attached as
Table 2. The working party recommended that the only variation which should
be made at this time is to the membership of Faculty Boards, to ensure at
least one research and one non-research post-graduate student is a member of
each such board with the maximum number to be at the discretion of the
relevant faculty. The working party also considered a range of related
measures designed to secure greater involvement of post-graduate students in
elections to all senior committees. Recommendations concerning these matters
are:
a) vacancies to be advertised in Magnet (the publication of MPA)
and circulated
to postgraduate students on all campuses
b) election to remain the primary and preferred method of filling
vacancies
c) MUFSO be requested to nominate students if the electoral process fails
to yield any candidates
d) MUFSO should forward nominations as per c) above via an official
notification
directed to the secretary of the committee concerned, and which shall
include
the name and contact address and telephone numbers of the nominee. Upon
receipt of the official notification the secretary of the committee shall
formally notify the nominee of his/or her appointment.
3. Re-classification of Diploma Students
The Academic Board, at its meeting on 30th August 1995, considered a
proposal which had the support of the Monash Postgraduate Association
concerning the re- classification of post-graduate diploma students for the
purposes of election. It was proposed that such students be defined as
graduate students rather than under- graduate students in elections to
University Council and Academic Board. At that time, two student members of
Council expressed reservations about the proposal, but with the benefit of
time and reflection, have now since endorsed the proposal. The proposal is,
therefore, resubmitted for consideration by relevant University committees.
The previous paper relating to this matter is attached as Appendix 1.
PROPOSAL FOR POSTGRADUATE STUDENT REPRESENTATION
EXISTING PROPOSED COMMENTS ARRANGEMENTS ARRANGEMENTS
UNIVERSITY 1 member elected for 2 year No change COUNCIL term;
electorate is all relevant students at the University ACADEMIC 2
members elected for annual No change BOARD year term; electorate is
all post-graduate students at the University. EDUCATION 2 members,
one Masters and one COMMITTEE Graduate Diploma student No change
appointed by MPA for annual 1 year term. FACULTY Number of
postgraduate students At least 1 research and 1 Variation from present
BOARDS varies considerably. non-research postgraduate student
arrangements which differs from with maximum number to be at the faculty to
faculty. discretion of the faculty.
PROPOSAL FOR UNDERGRADUATE STUDENT REPRESENTATION
EXISTING PROPOSED COMMENTS ARRANGEMENTS ARRANGEMENTS
UNIVERSITY 2 members elected for staggered 2 members elected for
staggered 2 No change in number of students. COUNCIL 2 year terms;
year terms; electorates to be Electorates altered based on electorate is all
students at Clayton/Parkville/Berwick & enrolments at each campus. the
University Gippsland/Caulfield/Peninsula ACADEMIC 4 members elected
for staggered 4 members elected for staggered 2 No change in number of
students. BOARD 2 year terms; year terms; electorates to be
Electorates altered to provide electorate is all students at each of: better
spread throughout the the University. Caulfield/Peninsula University.
Clayton Gippsland Parkville/Berwick EDUCATION 2 members appointed for
annual 1 one nominee of each of the Increase in number of students
COMMITTEE year terms; nominating bodies student organisations viz MSA,
from 2 to 6. are presently MSA & MUSU. MUGSU, Pharmacy Students
Organisations at each campus to Association, and the new Berwick be asked to
nominate Student Association. representatives. Two nominees from MUSU - one
from Caulfield and one from Peninsula. Term of office to be 1 year.
FACULTY Number of students on Faculty At least 1 student per campus on
Variation from present BOARDS Boards presently varies which faculty
operates with a arrangements which differs from considerably. Those students
are minimum of 4 & normally resulting faculty to faculty. normally elected
or nominated by in a total of 6 student members; and from all undergraduates
in however the maximum number is at relevant faculty. the discretion of the
faculty.
srosuc.doc
REVIEW OF LEGISLATION GOVERNING ELECTION OF MEMBERS OF COUNCIL AND
ACADEMIC BOARD (APPENDIX 1 OF DOCUMENT) NOT AVAILABLE ELECTRONICALLY
Committee of Deans 9/96
23rd July 1996
Tabled Paper
Item 3.1
D96/96
MONASH UNIVERSITY
Table 3
Total University Load 1991-1996
(DEETYA/State, Australian Fee-Paying, International Students,
Non-Award, Industry Sponsored)
1991 1992 1993 1994 1995 1996 Eftsu % Eftsu % Eftsu % Eftsu %
Eftsu % Eftsu % HDR 1,222 4.6 1,542 5.5 1,689
6.0 1,834 6.3 1,915 6.3 1,958 6.3 OPG 2,934 11.1 2,995
10.8 3,026 10.7 3,044 10.5 3,141 10.4 3,025 9.8 UG 22,206
84.2 23,315 83.7 23,599 83.3 24,056 83.1 25,134 83.3 25,855 83.8
Total 26,362 100.0 27,852 100.0 28,314 100.0 28,933 100.0
30,189 100.0 30,837 100.0
Budget and Statistical Services 23/07/96
Committee of Deans 9/96
23rd July 1996
Tabled Paper
Item 3.1
D97/96
The following tables are unavailable electronically:
Capital Management Plan - Table 1,
Equity Data Table 1A, 1B
Commonwealth Industry Places 1997-99
Various graphs
Education Profiles Data Collection Table P2A-P6
MONASH UNIVERSITY
1997 BUDGET PLANNING
1. Education Profiles Submission 1997-99
1.1 In accordance with Commonwealth guidelines, institutions are required
to submit initial educational profiles for the 1997 - 99 triennium prior to
the announcement of the budget.
Because of the uncertainty about the outcome of the federal budget, which
will not become clear until 22 August, universities are not required to
submit any data in respect of 1999.
1.2 However, for 1997 and 1998, institutions have been requested to
resubmit plans provided in the last profile or submit revised plans where
there are significant variations to previous profile submissions.
1.3 For Monash, it has been agreed that the preferred approach be to only
update our current profile documentation to reflect actual 1996 student load
performance. Decisions in respect of 1997-1999 cannot be made until the
impact of the federal budget is known. Accordingly, the profile
documentation relating to 1996 is consistent with the 31 March census
return, but student load estimates for 1997 and 1998 have been unchanged
from the 1996-1998 profile submission.
1.4 In all probability, the data for 1997 and 1998 will require revision
not only in the light of the new funding environment that will emerge, but
also to reflect the current load profile which suggests that previous plans
for more rapid growth in higher degree by research students will not be
achieved in the short term.
1.5 Details of the interim profile submission to DEETYA for the 1997-99
triennium are provided in attachment A.
2. Student load profile 1991-1996
2.1 Table 1 provides a breakdown by course level of the University's
actual DEETYA/State load (including APG feepaying students) for the period
1991-1996. While HDR numbers have increased by 2.4% in 1996, over 1995 the
1996 actual is 74 EFTSU below the University's planned load and represents
6.7% of total load. The previous profile submission was prepared on the
basis of the University's target of HDR students representing 10% of total
load by 1998.
2.2 Graphs 1 and 2 illustrate the overall movement in student load from
1991 to 1996 and highlight the decline in non-feepaying other post graduates
in each of the last five years (graph 2). This has been associated in part
with the movement of some graduate diplomas and masters by coursework
programs from a non-fee paying to a fee paying basis and an increase in
undergraduate load, particularly from 1994 (graph 1).
ATTACHMENT A
CAPITAL MANAGEMENT PLAN
The University continually reviews its Capital Management Plan and in the
last 12 months the master plans for each campus have been revised to reflect
current academic requirements.
The projects included in the program for the next five years are -
1. CLAYTON CAMPUS
(a) Union Building Extensions - this is funded on a shared basis
by the Union and the University. It is due for completion late 1996.
(b) Sports & Recreation Centre - this is funded on a shared basis
by the Union and the University. It is due for completion late 1996.
(c) Library Entrance - a new entrance to the Main Library (Sir
Louis Matheson Library) will provide increased circulation space and will
improve security.
(d) Relocation of Animal Services - the existing breeding and
holding facilities for animals are in very poor condition and are
inappropriately located. The proposal is to relocate the facilities to land
owned by the University just a few hundred metres north of the campus. The
new facilities will be designed for modern techniques for breeding, holding
and research on animals and would meet the stringent security requirements.
An additional benefit of the relocation is that land in a prime location on
the campus will be released for more appropriate development in the future.
(e) Vice-Chancellor's House Development - this building will be
converted for use by visiting academics and distinguished alumni.
(f) Extension of Gallery Building - this project will provide
increased accommodation for the Faculties of Arts and Business & Economics.
(g) Biological Science/Medical Developments - existing space for
some areas is now more than 3- years old and inadequate. A progressive
refurbishment/replacement program will be necessary.
(h) Engineering Relocation (Caulfield to Clayton) - this will
allow rationalisation of teaching of Engineering students and will release
space on the Caulfield Campus.
(i) New Gallery Building - this will allow the existing Gallery
Building to be released and expanded as per Item (f) above).
2. CAULFIELD CAMPUS
(a) 'N' Building - this building, which provides additional
accommodation for the Faculty of Business & Economics and Monash Mt Eliza
School of Business, is due for completion in August 1996.
(b) Art & Design - a new building is planned to replace inadequate
and unsuitable space currently used for Art & Design on both the Caulfield
and Peninsula campuses. This will release space for Faculties of Business,
Computing, Engineering and Arts.
(c) Library Expansion - the present Library facilities are
inadequate and it is planned to extend the existing building as far as is
possible within the site constraints.
(d) Refurbish & extend 'E' Building - this building, although
structurally sound, requires extensive renovation. These works will be
planned in conjunction with the reallocation of space vacated by Art &
Design in 'B' and 'C' Buildings.
(e) Roof Dorey Mall - this mall is a heavily used pedestrian link
between 'F' and 'K' buildings. Roofing of the area would protect students
from the elements and provide a comfortable centrally located space for
mingling and social interaction.
(f) Link Building - this building provides additional general
teaching space and facilitates rationalisation of existing space.
3. PENINSULA CAMPUS
(a) New Student Housing - this project provides additional
residential accommodation adjacent to the campus and is recently completed.
(b) Library Building - this will provide relief from the acute
shortages of library space.
4. GIPPSLAND CAMPUS
(a) Transfer of Animal Services - as part of the relocation of
Animal Services from the Clayton campus, described in 1(f) above, it is
proposed to provide 'farm' facilities at the Gippsland campus. This will
include breeding, holding and treatment areas. The project will be completed
in September 1996.
(b) Library expansion - the Library is required to service
approximately 2000 on-campus students and 5000 external students. A new
building with heavy emphasis on electronic delivery of library materials to
distance education students, study centres, networked campuses and as a
means of supporting present and future off-shore operations is proposed.
(c) Latrobe Valley Hospital - the University will fund space in a
new Hospital to be built in the Latrobe Valley to enable teaching of medical
students, particularly in the area of rural health.
5. PHARMACY COLLEGE
(a) Front Entrance & Conference Centre - this project will be
completed at the end of 1996.
6. BERWICK CAMPUS
(a) New Building - this was completed for commencement of the 1996
teaching year.
(b) Teleteaching & Microwave links - this was completed for
commencement of the 1996 teaching year.
7. MONASH MEDICAL CENTRE
(a) Institute of Reproduction & Development - this new building
will be partly funded by the University and is due for completion during
1998.
19 July, 1996.
capmp.doc
MONASH UNIVERSITY CAPITAL MANAGEMENT PLAN TABLE 2. Forecast
Cash Flow Requirements for Capital Projects ($'000) Total
Prior Project Stat UFA Project Years 1996 1997 1998 1999 2000 2001 us sq.
Cost m Building Projects: Union Building Extensions UC 2000 8,500.0
2,400.0 6,100.0 Sports and Recreation Centre UC 9,176.5 2,670.6 6,505.9
Extensions "N" Building, Caulfield UC 3200 11,500.0 5,500.0 6,000.0 New
Student Housing - Peninsula UC 1,000.0 400.0 600.0 Transfer of Animal
Services, UC 3,250.0 750.0 2,500.0 Gippsland Berwick Campus Development UC
5000 11,097.0 8,000.0 3,097.0 Berwick Campus Teleteaching and UC 1,418.0
1,418.0 Microwave Links Library Entrance, Clayton CD 1,000.0 800.0 200.0
Library Expansion, Gippsland CD 3200 6,250.0 750.0 3,500.0 2,000.0 Library
Building, Peninsula CD 3000 4,750.0 750.0 4,000.0 Parkville Front Entrance &
Conf. UC 1,700.0 1,700.0 Centre Art & Design Caulfield NC 6000 10,000.0
3,000.0 7,000.0 Relocate Animal Services/Research Facilities: Stage 1 NC
1500 3,000.0 1,000.0 2,000.0 Stage 2 NC 1500 1,000.0 1,000.0 Library
Expansion, Caulfield NC 550 1,200.0 1,200.0 Refurbish & Extend "E" Building,
NC 4,600.0 3,000.0 1,600.0 Caulfield General Teaching Bld. & D.E.C - NC 2055
6,700.0 6,700.0 Stage 2, Gippsland VC House Development NC 2,000.0 2,000.0
Extension of Gallery Building NC 2,000.0 1,000.0 1,000.0 Biological
Science/Medical NC 4300 10,000.0 2,500.0 4,500.0 3,000.0 Developments Roof
Dorey Mall, Caulfield NC 1,000.0 1,000.0 LaTrobe Valley Hospital, CU 3,500.0
3,500.0 Gippsland Monash Medical Centre - CU 5,000.0 5,000.0 Institute of
Repn & Devlpt Alfred Hospital NC 0.0 Engineering Relocation, NC 5,000.0
2,000.0 3,000.0 Caulfield to Clayton Link Building, Caulfield UC 3,000.0
3,000.0 Pharmacy College NC 0.0 New Gallery Building NC 3,000.0 2,000.0
1,000.0 Other Works 5,120.0 3,000.0 3,000.0 3,000.0 3,000.0 3,000.0 General
Maintenance, Refurbisht. 7,776.0 8,010.0 8,250.0 8,500.0 8,760.0 9,020.0 &
Renovations Other: Property Purchase 400.0 Total
120,641. 26,420. 43,516.9 26,710.0 22,750.0 29,200.0 24,260.0 18,620.0 5 6
Status Code: UC CU = = Committ Unde ed to r users Cons truc tion CD
NC = = No Comm Commitm itte ent d to desi gn MONASH UNIVERS
ITY CAPITAL MANAGEM ENT PLAN TABLE 3.
Forecast Cash Flow Statement ($'000) Item 1996 1997 1998 1999
2000 2001 Income: Commonwealth funds: Roll-in Funds 14,345.0
14,381.0 14,004.0 14,004.0 14,004.0 14,004.0 New Campus Developments 2,000.0
(CDP) Subtotal Commonwealth Funds 16,345.0 14,381.0 14,004.0 14,004.0
14,004.0 14,004.0 State Funds, Capital Component 456.7 390.0 150.0 External
Borrowings 1996 8,300.0 Student Fees - Capital Component 5,926.0 5,900.0
5,900.0 5,900.0 4,800.0 4,800.0 Allocation from Operating Grant 1,335.0
1,340.0 1,350.0 1,360.0 1,390.0 1,420.0 Net Earnings After allowing for
3,582.7 214.0 840.0 940.0 1,040.0 1,140.0 interest and other financial
charges) Contribution from Student Union 4,050.0 1,405.0 1,410.0 1,410.0
1,410.0 1,410.0 Internal Contributions 1,950.0 960.0 900.0 900.0 Income From
Rental / Property 1,857.1 1,692.1 1,692.1 1,692.1 1,692.1 1,692.1 Sales
Total Forecast Income 43,802.4 26,282.1 26,246.1 26,206.1 24,336.1
24,466.1 Total Forecast Expenditure (from 43,516.9 26,710.0 22,750.0
29,200.0 24,260.0 18,620.0 Table 2) Forecast Surplus/(Deficit)
285.5 (427.9) 3,496.1 (2,993.9 76.1 5,846.1 ) Cumulative
Surplus/(Deficit) 1995 2,114.3
2,399.8 1,971.9 5,468.0 2,474.1 2,550.1 8,396.2
b/f Notes: DEET Roll-in funds from 1997 onwards have been set
at the same level as in 1996 and assume that the Monash share will remain at
a constant share of total capital funding available. Internal Contributions
consist of contributions to projects from Faculties or other sources and
income from car parking
1996 HIGHER INSTITUTION: M EDUCATION O
STUDENT N COLLECTION A S H U
N I V E R S I T Y
TABLE P7B -LOAD STATE: V AND FEES FOR I
FEE-PAYING C OVERSEAS T STUDENTS O R I
A BY BROAD FIELD OF STUDY BROAD FIELD F E
E - P A Y I N G O
V E R S E A S COURSE
CODE COURSE NAME (ELEMENT 309) OF STUDY CODE ANNUAL
LOAD (EFTSU) (ELEMENT 307) TUITION FEE PER EFTSU
($) 0002 Bachelor of Arts 03 $10,000. 111.579 0003 Bachelor of Arts
(Honours) 03 $10,000. 3.484 0004 Bachelor of Social Work 03 $10,000. 2.081
0009 Graduate Diploma of Arts (Japanese 03 $9,500. 1.000 Studies) 0017C
Master of Arts - C 03 $10,000. 27.447 0017R Master of Arts - R 03 $10,000.
6.500 0018R Master of Librarianship - R 03 $11,500. .997 0019C Master of
Social Work - C 03 $10,000. .500 0020 Doctor of Philosophy - Arts 03
$11,000. 26.584 0023 Bachelor of Economics 04 $10,500. 30.292 0024 Bachelor
of Economics (Honours) 04 $10,500. 3.014 0027R Master of Economics - R 04
$12,500. 2.001 0028C Master of Business Administration - C 04 $13,500. 8.002
0029 Doctor of Philosophy - EcoMgt 04 $13,500. 19.250 0032 Bachelor of
Engineering 06 $14,500. 266.005 0036C Master of Engineering Science - C 06
$15,000. 1.603 0036R Master of Engineering Science - R 06 $15,000. .875 0037
Doctor of Philosophy - Engineering 06 $16,000. 20.167 0040 Bachelor of
Medicine and Bachelor of 07 $26,000. 61.071 Surgery 0042 Graduate Diploma in
Microbiology 09 $17,000. 1.000 0047 Doctor of Philosophy - Medicine 07
$17,000. 16.666 0050 Bachelor of Science 09 $13,500. 47.546 0051 Bachelor of
Science (Honours) 09 $13,500. 7.000 0054 Master of Science Preliminary 09
$13,500. 2.000 0055R Master of Science - R 09 $13,500. 6.999 0057 Doctor of
Philosophy - Science 09 $13,500. 22.667 0061 Bachelor of Laws 08 $10,000.
8.810 0068C Master of Laws - C 08 $10,000. 3.500 0068R Master of Laws - R 08
$10,000. 3.000 0072 Bachelor of Educational Studies 05 $9,500. .501 0073
Bachelor of Special Education 05 $9,500. 7.009 0074 Graduate Diploma in
Education 05 $9,500. 2.000 0077R Master of Education - R 05 $11,000. 1.000
0078C Master of Educational Studies - C 05 $11,000. 4.750 0079 Doctor of
Philosophy - Education 05 $11,000. 7.250 0080 Bachelor of Arts / Bachelor of
Laws 08 $10,000. 4.335 0085 Bachelor of Science / Bachelor of 06 $14,500.
29.228 Engineering 0086 Bachelor of Science / Bachelor of Laws 08 $13,500.
1.530 0087 Bachelor of Science (Hons) / Bachelor 08 $13,500. 1.000 of Laws
0088 Bachelor of Science (Hons) / Bachelor 06 $14,500. 1.960 of Engineering
0091 Bachelor of Economics / Bachelor of 08 $10,500. 12.362 Laws 0094
Bachelor of Engineering / Bachelor of 08 $14,500. 1.128 Laws 0099C Master of
Family Medicine - C 07 $9,250 3.585 0100C Master of Reproductive Sciences -
C 07 $17,000. .500 0101 Graduate Diploma in Reproductive 07 $17,000. 1.000
Sciences 0102 Bachelor of Business Systems 04 $13,600. 85.631 0103 Graduate
Diploma in Business Systems 04 $13,600. 35.083 0108 Graduate Diploma of Arts
(Applied 03 $9,500. 4.500 Japanese Linguistics) 0110 Graduate Diploma in
Accounting 04 $11,000. 6.000 0111 Graduate Diploma in Teach. English To 05
$9,500. 1.000 Speakers Other Lang. 0112C Master of Educational Policy and 05
$11,000. 3.000 Administration - C 0114 Graduate Diploma of Arts (Australian
04 $9,500. 2.295 Tourism) 0115 Graduate Diploma of Arts (Asian 03 $9,500.
2.000 Studies) 0116 Bachelor of Engineering / Bachelor of 06 $14,500. 4.769
Arts 0118 Cross Institution Course - Arts 03 $12,000. .834 0119 Non Award
Course - Arts 00 $3,500. .626 0122R Master of Bioethics - R 03 $10,000. .666
0125 Non Award Course - Engineering 00 $7,250 2.002 0140 Cross Institution
Course - Science 09 $13,500. .584 0144 Cross Institution Course - Bus & Eco
04 $10,500. .250 0155C Master of Teaching English to Speakers 05 $11,000.
.250 of Other Lang - C 0157 Bachelor of Computer Science and 09 $14,500.
16.170 Engineering 0166 Graduate Diploma of Arts (Art History 03 $9,500.
1.000 & Film Studies) 0167C Master of Business Administration 04 $13,500.
1.876 (International Bus - C 0170 Bachelor of Arts / Bachelor Economics 04
$10,500. 1.209 0171 Graduate Diploma in Economics 04 $11,000. 1.002 0172
Graduate Diploma in Economic Studies 04 $11,000. 3.000 0175R Master of
Business Systems - R 04 $13,600. 5.935 0176C Master of Computing - C 09
$13,600. 4.083 0176R Master of Computing - R 09 $13,600. 5.499 0177R Doctor
of Education - R 05 $12,000. 1.500 0179 Bachelor of Commerce 04 $10,500.
232.711 0181 Bachelor of Commerce (Honours) 04 $10,500. 2.004 0185R Master
of Applied Science - R 09 $13,500. 2.000 0188 Bachelor of Computing
(Computer 09 $13,600. 106.567 Science) 0189 Graduate Diploma of Arts 03
$9,500. 2.500 0190 Doctor of Philosophy - Computing 09 $13,600. 15.099 0191
Doctor of Philosophy - Business 04 $13,500. 3.583 0194 Bachelor of Computing
(Honours) 09 $13,600. 15.625 Computer Science 0195 Master of Business System
Preliminary 04 $13,600. .500 0201 Graduate Diploma in Industrial and 04
$11,000. 1.001 Employee Relations 0308 Bachelor of Arts (Fine Art) 03
$12,000. 7.002 0312 Bachelor of Business (Banking & 04 $10,500. 157.125
Finance) 0314 Bachelor of Business (Marketing) 04 $10,500. 132.000 0315
Bachelor of Business (Accounting) 04 $10,500. 336.125 0316 Bachelor of
Business (Management) 04 $10,500. 93.625 0330 Bachelor of Engineering -
(Common 06 $14,500. 141.161 First Year) 0333 Bachelor of Technology
(Computer 09 $13,000. 25.325 Studies) 0341 Graduate Diploma of Education 05
$9,000. 8.125 (Primary) 0355 Bachelor of Computing (Information 09 $13,600.
19.375 Systems) 0356 Bachelor of Computing (Digital 06 $13,600. 23.474
Technology) 0360 Graduate Diploma in Computing 09 $13,600. 2.750 0361
Graduate Diploma in Digital 06 $13,600. 4.250 Communications 0366 Graduate
Diploma in Information 09 $13,600. 4.125 Technology 0379 Bachelor of
Business (Manufacturing 04 $10,500 1.125 Management) 0389 Bachelor of
Business (International 04 $10,500. 116.502 Trade) 0391 Bachelor of Business
(Banking and 04 $10,500 101.875 Finance) 0396 Graduate Diploma in Banking &
Finance 04 $11,000. 5.375 0397 Graduate Diploma in International 04 $11,000.
9.500 Business 0406 Bachelor of Business (Accounting) / 09 $13,600. 13.228
Bachelor of Computing 0466 Bachelor of Arts (Craft ) 03 $12,000. 1.000 0470
Bachelor of Arts (Graphic Design) 03 $12,000. 16.220 0472 Bachelor of
Technology (Design) 06 $12,000. 12.270 0479 Bachelor of Business (Business
04 $10,500. 105.600 Administration) 0499 Bachelor of Arts (Graphic Design)
03 $12,000. 1.000 (Honours) 0501 Graduate Diploma in Financial 04 $11,000.
6.625 Management 0503C Master of Business (Accounting) - C 04 $12,500. 6.625
0504C Master of Business (Banking) - C 04 $12,500. 4.000 0504R Master of
Business (Banking) - R 04 $12,500. .500 0505C Master of Business (Marketing)
- C 04 $12,500. 1.500 0506R Master of Business - R 04 $12,500. 2.913 0508
Bachelor of Business (Honours) 04 $10,500. 6.113 0510 Bachelor of Business
(Accounting) 04 $10,500. 1.000 (Honours) 0511 Graduate Diploma in Marketing
04 $11,000. .500 0517 Bachelor of Business (Retail 04 $9,700 .250
Management) 0530 Bachelor of Arts/Bachelor of Science 09 $13,500. 4.334 0534
Graduate Diploma in Family Medicine 07 $9,250 10.592 0542 Bachelor of
Arts/Bachelor of Commerce 04 $10,500. 16.507 0546 Bachelor of Commerce /
Bachelor of 08 $10,500. 58.361 Laws 0548 Bachelor of Commerce / Bachelor of
04 $14,500. 11.876 Engineering 0550 Bachelor of Arts / Bachelor of 04
$10,500. 2.127 Business (Accounting) 0553 Bachelor of Arts / Bachelor of 04
$10,500. 9.113 Business (Banking & Finance) 0554 Bachelor of Arts / Bachelor
of 04 $10,500. 1.250 Business (International 0555 Bachelor of Arts /
Bachelor of 04 $10,500. 6.002 Business (Management) 0556 Bachelor of Arts /
Bachelor of 04 $10,500. 10.211 Business (Marketing) 0563 Bachelor of Arts
(Asian Studies) 03 $10,000. 2.920 0571C Master of Business (Banking) - C 04
$12,500. 3.500 0600 Master of Computing (Computer Science) 09 $13,600. 1.000
Preliminary 0614 Bachelor of Arts (Ceramic Design) 03 $12,000. 1.962 0640
Non Award Course - Comp & I T 00 $13,600. .375 0642 Cross Institution Course
- Comp & IT 09 $13,600. 12.209 0648 Non Award Course - Syme 00 $10,500. .500
0649 Cross Institution Course - Bus & Eco 04 $9,500 .875 0650C Master of
Arts (Librarianship) - C 03 $11,500. 1.084 0652C Master of Arts (Archives &
Records) - 03 $11,500. 2.752 C 0673 Bachelor of Business Systems (Honours)
04 $13,600. 3.000 0709 Bachelor of Teaching (Primary) 05 $9,500. 3.862 0710
Bachelor of Teaching (Early Childhood) 05 $9,500. 3.424 0727 Bachelor of
Nursing 07 $14,000. 1.562 0773C Master of Special Education - C 05 $11,000.
1.000 0790C Master of Practising Accounting - C 04 $12,500. 7.250 0816
Bachelor of Business (Banking & 08 $10,500. .500 Finance) / Bachelor of Law
0817 Bachelor of Business (Management) / 08 $10,500. 3.125 Bachelor of Laws
0821 Bachelor of Music 03 $12,500. 8.832 0826C Master of Professional
Accounting - C 04 $12,500. .875 0828 Graduate Diploma in Commerce 04
$11,000. 2.004 0835 Bachelor of Technology (Advanced 06 $13,000. 8.335
Manufacturing Technology) 0933 Cross Institution Course - Arts 03 $11,000.
7.778 0961 Bachelor of Computing 09 $13,600. 172.886 0962 Bachelor Computing
(Computer 09 $13,600. 121.731 Application Development) 0983 Graduate Diploma
in Library and 03 $11,500. .996 Information Studies 1000 Graduate Diploma in
Marketing 04 $11,000. 1.000 1005C Master of Busines Systems - C 04 $13,600.
31.625 1034 Bachelor of Commerce (Honours) / 08 $10,500. 1.002 Bachelor of
Laws 1065C Master of Public Policy and Management 04 $13,500. 1.000 - C
1065R Master of Public Policy and Management 04 $13,500. 1.500 - R 1067
Cross Institution Course - Syme UG 04 $10,500. 3.125 1090 Graduate Diploma
in Agribusiness 04 $11,000. .500 1096 Non Award Course - Syme PG 00 $10,000.
.750 1109 Bachelor of Science (Advance 09 $13,500. 2.999 Mathematics and
Computing) 1111 Bachelor of Science (Biomedical) 09 $13,500. 2.918 1112
Bachelor of Science (Environmental) 09 $13,500. 2.000 1131 Cross Institution
Course - Bus & Eco 04 $11,000. .875 1135 Bachelor of Science (Behavioural)
09 $13,500. 1.000 1144 Bachelor of Performing Arts 03 $12,500. 1.876 1154
Graduate Diploma in Information System 09 $13,600. 2.875 1158 Graduate
Diploma in Bioethics 03 $5,000 4.000 1167C Master of Information Systems - C
09 $13,600. 1.000 1174 Bachelor of Information Management 04 $13,600. 21.414
1185 Bachelor of Music / Bachelor of 03 $12,500. 6.082 Commerce 1197
Bachelor of Business (Accounting) / 04 $13,600. 76.825 Bachelor of Computing
1198 Bachelor of Business (Accounting) / 04 $13,600. 8.758 Bachelor of
Computing 1200 Bachelor of Digital Systems (Honours) 09 $13,600. 3.000 1226R
Master of Engineering Science - R 06 $16,000. 25.568 1234C Master of Digital
Communications - C 06 $13,600. 9.583 1240 Graduate Diploma of Midwifery 07
$10,500. 1.000 1253 Bachelor of Environmental Engineering 06 $14,500. .985
1256 Graduate Diploma of Arts (Foreign 03 $9,700. .572 Affairs and Trade)
1257C Master of Arts (Foreign Affairs and 03 $7,250. 13.360 Trade) - C 1275
Bachelor of Communications 03 $10,000 .250 1307 Graduate Diploma in Advanced
04 $11,000. 3.875 Accounting 1316 Bachelor of Commerce (Accounting and 04
$10,500. 112.625 Finance) 1317 Bachelor of Commerce (Business 04 $10,500.
5.500 Statistics) 1318 Bachelor of Commerce (Strategic 04 $10,500. 10.500
Management) 1319 Bachelor of Commerce / Bachelor of 04 $10,500. 9.000
Economics 1320 Bachelor of Commerce / Bachelor of 04 $13,600. 13.000
Business Systems 1333 Bachelor of Business (Accounting) / 04 $10,500. 7.125
Bachelor of Business (Banking and Fi 1334 Bachelor of Business (Accounting)
/ 04 $10,500. 5.000 Bachelor of Business (Management) 1335 Bachelor of
Business (International 04 $10,500. 3.000 Trade) / Bachelor of Business (Manag
1337 Bachelor of Business (Management) / 04 $10,500. 3.000 Bachelor of
Business (Marketing) 1339 Bachelor of Business (Banking and 04 $13,600.
6.993 Finance) / Bachelor of Computing 1366 Bachelor of Arts (Languages) 03
$10,000. 1.000 1398 Graduate Diploma of Arts 03 $9,500. 3.003
(Communications) 1411 Non Award Course - Bus & Eco 00 $3,400 .125 1421
Bachelor of Arts / Bachelor of 09 $13,500. 1.000 Science(Hons) 30 Bachelor
of Pharmacy 07 $16,800 36.454 40 Doctor of Philosophy - Pharmacy 07 $16,800
3.000 GABAB Bachelor of Applied Science / Bachelor 09 $13,500 .999 of
Business GABBS Bachelor of Behavioural Science 03 $11,000 1.625 GABSC
Bachelor of Applied Science 09 $13,500 6.869 GAHSC Bachelor of Science
(Honours) 09 $13,500 1.000 GBBBU Bachelor of Business (Multidiscipline) 04
$10,500 153.863 GBBBUFH Bachelor of Business (Multidiscipline) 04 $2,280
171.625 GBBBUFS Bachelor of Business (Multidiscipline) 04 $8,800 31.750
GBCMN Graduate Certificate of Business 04 $10,500 .250 (Management) GBGAC
Graduate Diploma of Business 04 $10,500 .500 (Accounting) GBGMN Graduate
Diploma of Business 04 $10,500 .500 (Management) GBHBU Bachelor of Business
(Honours) 04 $10,500 2.750 GBNNA Non Award Course - School of Business 00
$10,500 2.625 GBNNAFH Non Award Course - Business 00 $2,200 2.000 GBSCS
Cross Institution Course - Business 04 $10,500 .375 GCBCO Bachelor of
Computing 09 $13,600 51.500 GCBCOFS Bachelor of Computing 09 $10,000 52.536
GCGBS Graduate Diploma in Business Systems 04 $13,600 .568 GCGBSFS Graduate
Diploma in Business Systems 04 $10,500 2.130 GCHCO Bachelor of Computing
(Honours) 09 $13,600 3.000 GCRCO Master of Computing 09 $13,000 1.500 GEBSE
Bachelor of Education (Secondary) 05 $9,000 .874 GEBTE Bachelor of Teaching
05 $9,000 .830 GHBHSFH Bachelor of Health Science (Nursing) 07 $7,000 43.250
GHBNU Bachelor of Nursing 07 $12,000 1.091 GHBPRFH Bachelor of Nursing (Post
07 $7,000 60.625 Registration) GHBPRFS Bachelor of Nursing (Post 07 $6,400
29.875 Registration) GHMNUFH Master of Health Science (Nursing) 07 $7,000
8.000 GHPGE Graduate Diploma of Health Science 07 $10,500 .500 (Gerontics)
GNBCI Bachelor of Engineering (Civil) 06 $14,500 4.414 GNBCY Common Year
Engineering 06 $14,000 3.619 GNBEC Bachelor of Engineering (Electronic & 06
$14,500 3.758 Computer) GNBEM Bachelor of Engineering 06 $14,500 .332
(Electro-Mechanical) GNBME Bachelor of Engineering (Mechanical) 06 $14,500
3.915 GNNNA Non Award Course - Engineering 00 $14,500 .124 GSBCN Bachelor of
Arts (Communication) 03 $10,000 11.322 GSBCNFS Bachelor of Arts
(Communication) 03 $8,000 14.437 GSBHB Bachelor of Arts (Hum & Soc Sci) / 03
$10,500 1.455 Bachelor of Business (Multi) GSBHS Bachelor of Arts
(Humanities and 03 $10,000 28.813 Social Sciences) GSBJO Bachelor of Arts
(Journalism and 03 $12,000 4.033 Communication) GSBPH Bachelor of Arts
(Psychology and 03 $10,000 3.246 Humanities) GSBSS Bachelor of Arts (Social
Science) 03 $9,650 .498 GSHHS Bachelor of Arts (Honours) (Hum&SocSc) 03
$10,000 1.250 GVBVA Bachelor of Arts (Visual Arts) 03 $12,000 1.000 IBBT
Bachelor of Business / Bachelor of 04 $10,500 1.125 Tourism IBCB Bachelor of
Arts (Communications) / 03 $10,500 .500 Bachelor of Business IBTO Bachelor
of Tourism 04 $10,500 1.250 LMAL Master of Arts (Applied Linguistics) 03
$11,000 .250 TBACFS Bachelor of Business (Accounting) 04 $8,800 13.375
TSCSFS Cross Institution Course - Accounting 04 $8,800 .125
Committee of Deans 9/96
23rd July 1996
Tabled Paper
Item 7.1
D98/96
THIS IS A CONFIDENTIAL DOCUMENT AVAILABLE TO MEMBERS ONLY
Committee of Deans 9/96
23rd July 1996
Tabled Paper
Item 10.3
D99/96
MONASH UNIVERSITY
ABORIGINAL & TORRES STRAIT ISLANDER EMPLOYMENT AND CAREER DEVELOPMENT
INFORMATION FOR COMMITTEE OF DEANS
Introduction
In 1994 the University approved a policy on the employment and career
development of Aboriginal and Torres Strait Islander people within the
university staffing structure. This policy is noted in "Directions For The
Future" (p14).
The Policy
"The University is committed to the positive inclusion of Aboriginal and
Torres Strait Islander people in the life of the University and, being aware
of the additional barriers faced by Aboriginal and Torres Strait Islander
people in gaining employment and pursuing careers will therefore provide
employment and career opportunities through the implementation of an
employment strategy which will provide a minimum of twenty staff positions
by the year 1998."
The Contract
Within this context the University entered into a contractual arrangement
with the Department of Employment Education Training and Youth Affairs (DEETYA)
whereby the University will receive approximately $650,000.00 to meet the
employment targets set out in the Aboriginal and Torres Strait Islander
Employment and Career Development Strategy.
Implementation
In order for the University to meet its contractual obligations with the
employment strategy requires the University to meet employment targets over
a range of occupations including apprenticeships, traineeships, cadetships,
technical, management and academic positions. The targets for the first year
of the strategy are: 2 Apprenticeships, 2 Cadetships, 2 Administrative
Traineeships and 1 Technical Traineeship, with similar positions coming
on-line over the period of the Strategy. These positions will are supported
and co-ordinated through the Aboriginal Employment Office within the Equal
Opportunity Unit.
The Unit will be holding a briefing session for all Department Managers
at 4pm on 30 July 1996. At
this briefing managers will be advised on how the Aboriginal Employment
Strategy can provide cost
effective staffing to Departments within current budget constraints.
The support of the Committee of Deans and the individual promotion of the
Strategy to department managers will ensure that our endeavours to enhance
the opportunities for Aboriginal and Torres Strait Islander people within
the University are successful, while at the same time, meeting the
University's contractual obligations with DEETYA.
Lauchlan Chipman
Deputy Vice Chancellor
Convenor Aboriginal Employment & Career Development Committee
22 July, 1996
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