Deans Discussion Group Meeting 2-2003

• double degrees – noting the importance and popularity of double degrees, members were reminded that any suggestions to alter the program mix of a campus would need to ensure that the ability to offer/deliver double degree programs was not adversely affected;

• health sciences – it was noted that the demand for health professionals was expected to continue to increase resulting in unmet demand. Commenting on the proposal to establish a health science precinct, members were informed that such a precinct could be established at either Peninsula or Berwick campuses provided new programs (such as physiotherapy) were established with an appropriate allocation of load;

• Berwick Campus – members commented that Berwick was different from other metropolitan campuses in that it was located in a growth corridor where population growth, over the coming years, would result in a need to offer a broad range of programs to satisfy the needs of prospective students;

• demographics – further analysis of the "postcodes" of existing students in order to identify the "catchment versus travel to location of preferred course", was suggested;

• research – all campus planning should be informed by an overlay of research activities. Further, developments such as the STRIP and synchrotron would also be significant drivers in campus planning;

• market research – members were informed that appropriate market research could be undertaken on matters where there was an hypothesis to test. Further, campus planning would need to be informed by a wide range of statistics and other data in order to form appropriate hypothesis;

• a member suggested that a research project be established on demographic projections over the next 20 to 30 years;

• it was noted that development could be achieved via enrolling greater numbers of students, by targeting high ENTER school leavers or a mix of the two options – giantism versus quality (elitism);

• off-shore campuses and programs – matters discussed included resource independence versus transfers of resources (Leading the Way: Monash 2020 was ambiguous on the issue), that establishing 1^st and 2^nd class universities/campuses was not an option and the need to clearly articulate the synergy between commercial return and the strategy of establishing a global network;

• core business – What was it that Monash would not surrender? What was our core business and how would we support that core business? Was there a need to separately brand some aspects of our business and if so, how would funds flow between the different entities?

• partnering programs – members were informed that while partnerships were an important aspect of our offshore operations, some alumni suggested that our brand might be "damaged" by entering into some of these agreements;

• it was suggested that all faculties be requested to identify where they would like to be in 10 years time. Would they pursue giantism or elitism? It was suggested that a campus dimension be included;

• a member noted that Monash must ensure that its fee levels were appropriately set; particularly in comparison to its major competitors; and

• the importance of planning, informed by the University’s overarching planning documents, at the faculty and school/department level, was raised.

• the vision should include the objective of the campus aspiring to be the preferred campus of choice for those disciplines taught which would include attracting a high number of the top 5% of students;

• the architecture of much of the campus needed to be revisited in order to enhance the character of the campus and improve the student experience. Members were informed that once the discipline/student cohort was clearly identified, then a master plan for the campus would be developed;

• professional service-related postgraduate coursework should be a feature of all campuses. Graduate/postgraduate programs contributed to a vibrant campus environment, post 5.00 pm;

• it was noted that it would be possible to create a vibrant environment on all campuses particularly if, on the larger campuses, amenities were concentrated in a particular precinct;

• there was a need to complete the mission statements for all campuses before progressing one in isolation to the rest;

• the projected growth in postgraduate numbers would influence how particular campuses develop;

• in order to relocate some medical/ancillary teaching and research departments/centres to Caulfield, clinical service rooms would be required;

• a member queried whether the breakdown of student numbers at Caulfield Campus – 50% undergraduate, 28% postgraduate, meant that the remainder were Higher Degree by Research students. A clarification on the matter was requested;

• members noted the need for improved dining and entertainment facilities;

• in response to comments that the campuses were not planned or designed in a coherent manner, members were informed that master plans would be developed for all campuses; and

• it was suggested that a small theatre, doubling as a lecture room, be included in the planning for Caulfield Campus.

Director, Major Projects