That a grand challenges framework should be developed as a means to elaborate on the four themes embedded in the University’s Strategic Intent.
That the further development of signature programs, responding to grand challenges facing the tropics, be considered.
That the Resource Allocation Model be reviewed in terms of its suitability to facilitate the development and delivery of interdisciplinary learning programs.
That subject and course offerings be assessed in regard to their alignment with the Strategic Intent, student demand, community interests, and link to quality research with a view that:
Courses and programs that are not adequately aligned will be disestablished;
The policy in respect of low enrolment subjects will be strengthened and enforced;
Areas where existing learning opportunities might be expanded will be considered; and
Course offerings in terms of their spread across campuses will be considered.
That a culture of research excellence be strengthened and given effect through the following strategies:
Invest in staff and infrastructure to support the research agenda for the long term;
Remove structural and financial barriers that hinder inter-disciplinary, multi-disciplinary or trans-disciplinary research;
Introduce more explicit and ambitious performance expectations in respect of research;
Assist staff in the ‘translation’ of their research, including the commercialisation of research outcomes;
Identify areas of existing or potential research strength and develop and recruit staff to further build capacity in these areas;
Discontinue investments in research areas which do not align with the Strategic Intent and where existing research is below world standard;
Adopt a default standard that staff appointed at Level B and above have completed their PhD at time of appointment; and
Revise workload models to encourage staff participation in research.
That additional resources be allocated to increase the amount of HDR stipend scholarships available to students who wish to pursue a PhD on a topic aligned to the Strategic Intent.
That our doctoral education program be redesigned to strengthen graduate skills sets, improve completion rates and times, and establish exit pathways for underachieving HDR candidates. Consideration should also be given to potential changes to entry pathways to a PhD.
That specific proposals be developed to strengthen research-informed learning and to increase the exposure of students to our active research.
That we strengthen our focus on students through the following initiatives:
review traditional course structures and sequencing of subjects;
assess the net benefits of moving to trimesters;
explore opportunities for more customisation of degree programs;
establish a standard definition of a major;
simplify course structures for all degree programs and joint degree programs;
consolidate preparatory programs and learning support available to students; and
develop programs to cater to high performing students, including specifically the establishment of an Honours College.
That we consider technology-based approaches to enhance course delivery, improve flexibility for students and assist academic staff with the delivery of course content.
That a University-wide strategy be developed to provide a coordinated approach to supporting Aboriginal and Torres Strait Islander students from recruitment and transition, through their course of study and on to graduation and alumni relations.
That there is an ongoing investment in the delivery of a high quality on-campus experience, that is flexible and technology enabled.
That a University-wide engagement strategy be developed to provide a framework for engagement across our core business
That work-integrated and practice-based learning opportunities for students be consolidated and extended.
That research which is impactful, relevant and translatable be fostered through engagement with industry, professions, community end-users and policy makers.
That an internationalisation strategy be developed that carefully integrates internationalisation across all aspects of our core business.
That a more deliberative approach to international engagement be adopted that acknowledges existing relationships and looks to establish ‘deep partnerships’ with a select number of institutions with shared interests in the tropics.
That exchange and mobility opportunities for staff and students between our Australian and Singapore campuses and other partner institutions be encouraged and supported.
That the National Best Practice Framework for Indigenous Cultural Competency in Australian Universities be embedded.
That more programs to develop cultural competence be established and made accessible to staff and students.