Murdoch University and the Community

Senate

Murdoch University and the Community

Report to Senate, October 2002

Context

The University’s relationships with the community are both dynamic and multi-faceted and operate simultaneously ‘top down’ and ‘bottom up’. Interaction occurs at many levels: individuals, programs, schools, research centres, campuses and university. Unlike many other organisations, it is not always possible for the University to mandate the way in which those interactions occur - academic freedom is a fundamental aspect of university life.

Core functions within the Community Service portfolio include – International and Domestic student marketing, Fundraising, Alumni relations, Media Communications and Public Event Management.

Current situation

An overview of all the Community Relations activities undertaken across the University would be beyond the scope of a Senate report.

Murdoch has grown during a period where regular increases in funded load have been provided by DEST, but increasingly the University will be required to operate in a deregulated domestic environment in which it will be more reliant on effective marketing and recruitment to grow student numbers. International student recruitment is already more competitive.

Domestic and international marketing are managed separately in the University. Although a central marketing coordinating committee has existed, Divisions have prepared marketing plans and strategies in a relatively independent manner and co-ordination has been difficult.

Similarly, the fundraising efforts of Murdoch have been sporadic with the main efforts undertaken in the Law and Veterinary Schools.

Alumni activities have not been integrated with University development. Comprehensive databases integrating alumni, fundraising and public relations imperatives have not been established.

Strategic Importance

The environment for Australian universities has changed radically since Murdoch was established. There are many more universities, some extremely large. The University now operates in highly competitive markets. It must fight fiercely for new students against local and interstate competition, and must work especially hard to recruit those who are identified as being most likely to succeed at tertiary level. Research funds are in very limited supply. Operating grants from government are hard won against strong competition for other claims on the public purse.

Internationally, it must compete against a rapidly growing number of countries and institutions entering the market for overseas students, and must attempt to position itself as a contender for research funds available from international sources – no easy task for a small university situated in a remote corner of an isolated continent.

Thus, the University has recognised that attention must be paid to the three pillars of an effective community relations strategy, namely:

Building, communicating and reinforcing its reputation (marketing and public relations);

Attracting high-calibre students and staff (recruitment); and

Mechanisms for maximising government and non-government support for its activities (development).

Arrangements have been put into place to address those issues. A member of the senior executive has now been given responsibility for a ‘whole of university’ marketing strategy following two reports during the year. The first report identified a willingness by the University community to embrace the centralised marketing concept, and the second reviewed current arrangements, identified significant discontinuities between various sections of the University and recommended an overall, integrated approach. An early outcome will be increased coordination of domestic and international student recruitment, the development and maintenance of an effective ‘brand’ and an effective rationalization of resources.

Similarly, the selection process for a Director of Development is at an advanced stage. This person will coordinate and manage all aspects of fundraising at local and national levels and will be responsible for matters relating to the University’s Alumni, particularly working with international Alumni chapters. The Director will also be responsible for management of the University’s public affairs and events.

Performance

In this arena, measures of performance are difficult, in that the ultimate outcomes are generally reflected elsewhere and are the result of input from more than one operational unit, for example, larger numbers of well-qualified students recruited and retained, more research grants gained, improved quality of applicants for employment, increased awareness of the qualities of Murdoch graduates amongst employers and the community, and greater knowledge of the University’s research capacity. Success is dependent on all areas performing well, not just the marketing section.

Recommendations on future directions

The University should be, where possible, increasingly involved in community relations programs at all levels in furtherance of its aims and objectives.
Establish the Murdoch University Foundation and expand development activities. Where appropriate these will involve Alumni. Events will be planned with sensitivity to the need to articulate external and internal events with development objectives.
Progress a coordinated marketing plan for the whole University.
For Senate to consider what individual senators (or groups of senators), particularly the lay members, can do to contribute to the community relations process as members of the external community?

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Murdoch University Senate