School Plan
SCHOOL OF MARKETING
March 2004
School Plan-School of Marketing Page 1 of 20
MAIN PRIORITIES FOR THE SCHOOL
Priority / Target(s)Teaching and Learning / Improve the delivery of programs to students with quality improvement initiatives / Improvement plans developed for all undergrad degrees based on CEQ and other student feedback; staff development completed in key aspects of T&L related to improvement plans
Capability curriculum developments in all core courses in the specialist streams of the 5 B Bus degrees; initial preparation for full renewal in 2005 of B Bus degrees in Marketing and Transport and Logistics management / 35% of all specialist stream courses with capability focus for 2005 start (100% by 2006)
Review and improve the Cooperative education program / Review completed and actioned by Dec 2004.
Research and Innovation / Increased inputs (i.e., research income) and outputs (i.e., publications) involving increased number of staff involved in research activities linked to research concentrations and industry:
The overall research umbrella statement for the School is: Organizational Policy, Practice, and Market Effect. / Academics are fully cognizant of these areas and have begun to incorporate into research practice by Dec 2004.
Organisation and Management / Strength relationships with industry and build a stronger profile with industry through dialogue, research and consultation. / Increase Industry participation in Program Advisory Committees and enable greater input into curriculum revisions from industry advisors
Strengthen the leadership within the school and provide change management assistance to staff. / Establish Executive team for all on and offshore offerings; Recruit change manager and complete plans for admin review implementation
Develop a workforce plan that will provide a sustainable academic workforce with an optimal balance of fulltime and sessional academic staff that allows the growth of research activities within the school. / Assess staff capabilities against T&L needs of School and areas of excellence into which we aim to grow as per RMIT framework
Improve the efficiency and effectiveness of the administrative processes within the School. / Significantly reduced number of student complaints and reduced error rates in enrolments forms
Submitted byAssoc Prof Eveline FallshawAuthorised by: Prof Chris Whitaker
HOSPVC
School Plan—School of Marketing March 2004Page 1 of 20
HIGHER EDUCATION PROFILE
Commonwealth Operating Grant / Australian Fee Paying / International Onshore2003 / 2003 / 2004 / 2005 / 2006 / 2003 / 2003 / 2004 / 2005 / 2006 / 2003 / 2003 / 2004 / 2005 / 2006
Actual* / Profile
Target / Profile
Target / Profile
Target / Profile Target / Actual / Profile Target / Profile Target / Profile Target / Profile Target / Actual / Profile Target / Profile Target / Profile Target / Profile Target
PG Res / 4.0 / 4.0 / 2.25 / 1.20 / 0.57 / 0.0 / 0.0 / 0.0 / 0.00 / 0.00 / 4.0 / 0.5 / 5.47 / 5.18 / 4.61
PG CWK / 1.9 / 0.7 / 0.04 / 0.01 / 0.002 / 127.5 / 126.4 / 97.108 / 118.83 / 124.56 / 24.2 / 32.00 / 31.67 / 42.52 / 48.22
UG / 1024.6 / 1055.3 / 853.34 / 792.54 / 753.66 / 86.6 / 63.6 / 53.12 / 63.05 / 76.72 / 382.1 / 429.2 / 422.17 / 431.26 / 503.87
Total / 1030.4 / 1060.0 / 855.90 / 793.75 / 754.18 / 214.10 / 190.0 / 151.02 / 181.88 / 201.28 / 410.3 / 461.7 / 459.32 / 478.96 / 556.69
International Offshore / Other / Total
2003 / 2003 / 2004 / 2005 / 2006 / 2003 / 2003 / 2004 / 2005 / 2006 / 2003 / 2003 / 2004 / 2005 / 2006
Actual* / Profile Target / Profile Target / Profile Target / Profile Target / Actual / Profile Target / Profile Target / Profile Target / Profile Target / Actual* / Profile Target / Profile Target / Profile Target / Profile Target
PG Res / 0.0 / 0.0 / 0.0 / 0.0 / 0.0 / 0.8 / 0.0 / 0.45 / 0.23 / 0.0 / 8.7 / 4.4 / 8.45 / 6.61 / 5.41
PG CWK / 85.6 / 33.5 / 43.18 / 35.42 / 33.86 / 0.0 / 0.0 / 0.0 / 0.0 / 0.0 / 239.2 / 192.5 / 172.00 / 196.78 / 206.64
UG / 279.00 / 228.2 / 281.42 / 328.15 / 356.19 / 0.0 / 0.0 / 0.0 / 0.0 / 0.0 / 1772.3 / 1776.3 / 1610.05 / 1615.0 / 1690.44
Total / 364.6 / 261.6 / 324.6 / 363.57 / 390.05 / 0.8 / 0.0 / 0.45 / 0.23 / 0.0 / 2020.2 / 1973.3 / 1790.50 / 1818.39 / 1902.49
School Plan—School of Marketing March 2004Page 1 of 20
School of Marketing -Projections.2003 / 2003 / 2004 / 2005 / 2006
ACT / PROFILE / PROFILE / PROFILE / PROFILE
Fund source / TARGET / TARGET / TARGET / TARGET
COG
PG RES
B BUS(Tourism) / 0.00 / 0.00 / 0.00 / 0.00 / 0.00
B BUS(Hospitality) / 0.00 / 0.00 / 0.00 / 0.00 / 0.00
B BUS (International Bus) / 0.00 / 0.00 / 0.00 / 0.00 / 0.00
B BUS (Trans& Log) / 1.60 / 1.32 / 0.64 / 0.27 / 0.12
B BUS (Marketing) / 2.40 / 2.68 / 1.89 / 0.92 / 0.45
4.00 / 4.00 / 2.52 / 1.20 / 0.57
PG CWK
B BUS(Tourism) / 0.00 / 0.00 / 0.00 / 0.00 / 0.00
B BUS(Hospitality) / 0.00 / 0.00 / 0.00 / 0.00 / 0.00
B BUS (International Bus) / 0.00 / 0.00 / 0.00 / 0.00 / 0.00
B BUS (Trans& Log) / 0.00 / 0.00 / 0.00 / 0.00 / 0.00
B BUS (Marketing) / 0.40 / 0.23 / 0.04 / 0.01 / 0.00
B BUS (Property) / 1.50 / 0.40 / 0.00 / 0.00 / 0.00
1.90 / 0.70 / 0.04 / 0.01 / 0.00
UG
B BUS(Tourism) / 142.49 / 140.79 / 125.75 / 106.98 / 94.78
B BUS(Hospitality) / 127.86 / 141.83 / 147.21 / 114.72 / 96.83
B BUS (International Bus) / 117.72 / 126.31 / 132.42 / 138.40 / 142.42
B BUS (Trans& Log) / 145.37 / 152.05 / 146.04 / 142.77 / 139.52
B BUS (Marketing) / 304.11 / 308.73 / 300.92 / 289.68 / 280.07
B BUS (Property) / 187.02 / 185.32 / 0.00 / 0.00 / 0.00
1,024.60 / 1,055.03 / 852.34 / 792.54 / 753.61
Aus Full fee
PG RES
B BUS(Tourism) / 0.00 / 0.00 / 0.00
B BUS(Hospitality) / 0.00 / 0.00 / 0.00
B BUS (International Bus) / 0.00 / 0.00 / 0.00
B BUS (Trans& Log) / 0.00 / 0.00 / 0.00
B BUS (Marketing) / 0.00 / 0.00 / 0.00
0.00 / 0.00 / 0.00 / 0.00 / 0.00
PG CWK
B BUS(Tourism) / 0.00 / 0.00 / 0.00 / 0.00 / 0.00
B BUS(Hospitality) / 0.00 / 0.00 / 0.00 / 0.00 / 0.00
B BUS (International Bus) / 0.00 / 0.00 / 0.00 / 0.00 / 0.00
B BUS (Trans& Log) / 41.87 / 14.26 / 42.49 / 54.31 / 57.82
B BUS (Marketing) / 57.75 / 98.00 / 55.42 / 64.51 / 66.64
B BUS (Property) / 27.52 / 13.21
127.14 / 125.47 / 97.91 / 118.83 / 124.46
UG
B BUS(Tourism) / 0.00 / 0.01 / 0.00 / 0.00 / 0.00
B BUS(Hospitality) / 1.00 / 1.65 / 0.11 / 2.00 / 3.31
B BUS (International Bus) / 17.19 / 12.64 / 16.27 / 20.21 / 25.27
B BUS (Trans& Log) / 6.75 / 3.90 / 5.56 / 3.81 / 3.42
B BUS (Marketing) / 31.68 / 17.73 / 31.18 / 37.02 / 44.73
B BUS (Property) / 27.65 / 29.95
86.60 / 63.05 / 53.12 / 63.04 / 76.72
International on shore
PG RES
B BUS(Tourism) / 1.30 / 1.86 / 1.86
B BUS(Hospitality) / 0.00 / 0.00 / 0.00
B BUS (International Bus) / 0.00 / 0.00 / 0.00
B BUS (Trans& Log) / 0.00 / 0.00 / 0.00
B BUS (Marketing) / 4.00 / 0.50 / 4.18 / 3.32 / 2.74
4.00 / 0.50 / 5.48 / 5.18 / 4.60
PG CWK
B BUS(Tourism) / 0.00 / 0.00 / 0.00 / 0.00 / 0.00
B BUS(Hospitality) / 0.00 / 0.00 / 0.00 / 0.00 / 0.00
B BUS (International Bus) / 0.00 / 0.00 / 0.00 / 0.00 / 0.00
B BUS (Trans& Log) / 6.00 / 3.00 / 4.00 / 4.00 / 4.00
B BUS (Marketing) / 17.13 / 22.37 / 27.07 / 38.52 / 44.22
B BUS (Property) / 2.19 / 6.58
24.20 / 32.00 / 31.07 / 42.52 / 48.22
UG
B BUS(Tourism) / 14.50 / 23.93 / 16.66 / 8.44 / 32.58
B BUS(Hospitality) / 72.44 / 70.81 / 53.86 / 25.35 / 34.30
B BUS (International Bus) / 59.82 / 79.93 / 82.72 / 95.31 / 100.46
B BUS (Trans& Log) / 104.85 / 93.82 / 130.67 / 140.61 / 151.73
B BUS (Marketing) / 112.54 / 143.41 / 138.26 / 161.56 / 184.80
B BUS (Prpoerty) / 17.98 / 17.52
382.10 / 429.20 / 422.17 / 431.26 / 503.87
International OFF shore
PG RES
B BUS(Tourism)
B BUS(Hospitality)
B BUS (International Bus)
B BUS (Trans& Log)
B BUS (Marketing) / 0.00 / 0.00 / 0.00 / 0.00 / 0.00
PG CWK
B BUS(Tourism)
B BUS(Hospitality)
B BUS (International Bus)
B BUS (Trans& Log) / 85.60 / 33.50 / 43.18 / 35.42 / 33.86
B BUS (Marketing)
85.60 / 33.50 / 43.18 / 35.42 / 33.86
UG
B BUS(Tourism) / 0.00
B BUS(Hospitality) / 0.00
B BUS (International Bus) / 60.00 / 102.00 / 127.20
B BUS (Trans& Log) / 279.00 / 228.20 / 221.43 / 226.15 / 228.99
B BUS (Marketing) / 0.00 / 0.00 / 0.00
279.00 / 228.20 / 281.43 / 328.15 / 356.19
OPERATING BUDGET 2004-2006
School Plan—School of Marketing March 2004Page 1 of 20
LEARNING AND TEACHING
Key Result Area(Dot points provide example issues for consideration) / 2004 Target (Outcome)
* Mandatory to complete / Strategies (What)
(Broad actions to achieve the outcomes) / Timeframe
(By When) / Overall Responsibility (Who)
(note where others involved) /
Resources Required
(Note whether Additional or Within existing Budget and Staff resources)Core Operational and Change Activities
Commercial Activity / Development of industry links which have generated research income (at least $50,000) and scholarly publications (at least 4). / Establishing and foster sustainable research relationships with Industry Partners, particularly in marketing, supply chain management, transport and logistics, and international business, with the aim of developing relevant courses and undertaking research. / Strategies, timelines and accountabilities to emerge from School research Planning Day scheduled for early April 2004 / Director of Research, in conjunction with SoM Research Committee, to coordinate Contract Consultancies with industry partners /Within existing Budget and Staff resources, as indicated in work plans
Assistance and advice requested from Business Direct, RDU and OPVCDissolving the Boundaries
TAFE/HE articulation pathways and Equity Program targets met / University targets met 100% / Meet Equity targets for Equity Groups and TAFE articulation on all programs / Completion of mid year admission cycle / Selection Officers /
Training and updates and advice from Portfolio Admissions Manager and OPS and VTAC training
Student SupportStudent experience and Learning skills support / 50% of staff in School to have attended workshops and briefings by 12/04 / Learning skills to be embedded into curriculum as appropriate
All “at risk” students to be referred to LSU (and DLU if appropriate) / By end of year / Program coordinators / LSU staff support required; workshops for staff on embedding Learning Skills within the curriculum of each course
Student Services to provide briefings on assisting At Risk students
International students’ support / 25% of staff in School to have attended workshops by 12/04 / Academic and Admin staff to be assisted in understanding approaches to dealing with large classes and significant numbers of international students / Workshops to be held by August 04 / HoS /
Heather Bigelow and LSU and ADU and CID staff support required; workshops for staff on dealing with large numbers of international students to be provided
Student complaints / Develop a range of improvement processes to reduce the number of complaints to the SchoolAppoint a Student Complaints coordinator to develop an improvement plan to better manage the complaints process within the School
Measure types of complaints and develop quality improvement plans as a response to complaints.
Advise staff on the types of complaints received and quality improvements on a monthly basis, until the number and types of complaints is reduced to a minimal number / Standardised admin processes in pace by end 04
Admin staff training and adjustment to duties complete by 12/04
Complaints reports to staff meetings monthly / School Admin Manager and School Complaints Liaison Officer (to be determined if this is an admin or an academic role) /
Workshops from University Complaints Officer and Registrar’s Office on appropriate ways to provide student support
Training on complaints handling requested from OPVCRegional and International Activity
Offshore offerings in Singapore, Hong Kong, and Shanghai / Quality improvement plans under way for all offshore offerings by 12/04 / Conduct a review of the quality of all offshore programs delivered by the School and develop quality improvement plans for the improvement of these programs as a matter of priority. / Action plan agreed with partners by July 04 / Relevant on and offshore coordinators and Dir T&L /
Associate Deans International and RMIT International to support necessary liaison with partners
Viability / All offshore offerings to be covered by valid contracts / Viability of all offshore offerings to be scrutinised / Valid contracts by 7/04 / HoS and relevant program coordinators to provide information to relevant Assoc Deans International /Associate Deans International to work with Office of PVC IECD to ensure contracts are agreed at a price which allows appropriate revenue returns to the School
Key Result Area(Dot points provide example issues for consideration) / 2004 Target (Outcome)
* Mandatory to complete / Strategies (What)
(Broad actions to achieve the outcomes) / Timeframe
(By When) / Overall Responsibility (Who)
(note where others involved) /
Resources Required
(Note whether Additional or Within existing Budget and Staff resources)Viability and relevance
Initiate planning to offer one degree within the School with multiple major and minor specialisms wef 2006 / Planning sufficiently advanced to be confident of implementation in 2006 / Commence discussions in School to determine vision and key milestones to achieving this for 2006 / Outline plan to PVC for approval in principle by Sep 2004 / Director T&L and program coordinators / Assoc Dean Academic development to provide advice and assistance
CEQ improvement and adoption of capability focus within each course
B Bus in Marketing and B Bus in Transport and Logistics / 35% of UG HE courses offered as core to School’s UG degrees implementing capability based assessment by end 2004 / Both the undergraduate Marketing and Transport and Logistics programs to commence a program renewal process, and that these renewal processes to include the feedback of students and consideration of the methods of teaching students who have completed the cooperative year of equivalent experience. / Renewal of assessment in all courses completed in 2004 with full renewal of programs by 2005 for the 2006 intakes / Program coordinators – Michael Schwarz and Charles Lau together with Dir T&L Booi Kam / Assistance from ADU and CID on implementing capability based assessment on a course by course basis; workshops, one to one assistance, facilitation of interpretation of student survey results and development of appropriate improvement strategies –Essential this is provided in Semester 1
B Bus in International Business / 35% of UG HE courses offered as core to School’s UG degrees implementing capability based assessment by 2005 / Expand quality review for the Bachelor of Business (International Business) to consider, how this program is meeting student perceptions on an international business program, and how the program could better meet student perceptions of an international business program. Consider the academic resourcing to support this program. / Renewal of assessment in all courses completed in 2004 with full renewal of programs by 2005 for the 2006 intakes / Program coordinator – Hernan Riquelme together with Dir T&L Booi Kam /
As above
B Bus in Hospitality and B Bus in Tourism / University approval of final year curriculum of both degrees / Review of current approved version of final year of B Bus degrees in Hospitality and in Tourism / To be approved by Programs Committee July meeting / Coordination by Program Leader with participation and contribution by all H&T staffCo-op review / Co-op to be an exemplar of industry oriented applied research founded on strong industry partnerships in determining appropriate outcomes / Review the management of the cooperative year. Ensure adequate resourcing of the program by academics and administrative follow up. Students and industry are to be consulted in the development of an improved program. / Review recommendations by July 04 as part also of change management process / HoS and relevant academic and admin staff /
Support and advice required from OPVC, WIL Unit and advice also required from relevant staff in other Schools
Co-op conference / Pilot Co-op Conference in September 2004 / Run a one-day conference for co-op students to present their reflections on their placements to employers, year 2 students about to commence co-op, and academic staff. Conference to be organised professionally eg call for papers, selections of abstracts, poster sessions etcInvestigate potential to implement peer review procedures / Pilot Co-op Conference in September 2004 / Director of research, Director of T&L, Manager WIL Unit, Reps from each undergrad program /
Support and advice required from OPVC, WIL Unit and advice also required from relevant staff in other Schools
Support from Marketing Unit for use of web site for promotion and from WIL Unit for generic brochure2.RESEARCH AND DEVELOPMENT
Key Result Area(Dot points provide example issues for consideration) / 2004 Target (Outcome)
* Mandatory to complete / Strategies (What)
(Broad actions to achieve the outcomes) / Timeframe
(By When) / Overall Responsibility (Who)
(note where others involved) /
Resources Required
(Note whether Additional or Within existing Budget and Staff resources)Core Operational and Change Activities
Research Growth- New Grants (domestic, international)
- Commercialisation initiatives
- Research consultancies
Rigorous and ethical scholarly research which results in publishable findings (0.5-1 publication/academic).
Applied and theoretical research inputs, such as at least 2 ARC (Link & Disc) grant applications.
Establishment of a culture of research aligned to the School’s Research strategy.
Ensuring that the School’s research is in line with the University’s and Faculties Research Concentrations.
Undertaking more funded collaborative projects with industry partners. / The hospitality and tourism disciplines to develop an action plan to build and develop both the profile and research and commercial profile to a surplus position, and that this action plan consider the future growth areas within the disciplines and how these can be developed.
Raised publishable outputs and inputs of HE academics, and increased opportunities afforded via the supervision of PhD, Postgrad Masters, and Honours students.
The development of research teams which inform the thematic research areas of the School, and introduction of research seminars program. / Ongoing process for 2004-2006 / Director of Research, in conjunction with SoM Research Committee /
Support from the Portfolio RDU
Professorial Appointments and academics with PhDsCore Operational Activities
Research Management- Research completions
- Supervisor training
- HDR support
- Progress
- Internal reviews
Academics to be informed of and encouraged to attend Supervisor training sessions / Increased numbers of high calibre postgraduate (by research) candidates, aligned to research concentration areas.
Providing necessary support to academics and postgrads to ensure timely completions of higher degrees.
Undertaking regular reviews of progress and rigorous assessment of postgraduate research students.
Encouraging postgraduate students to present their work at seminars and conferences.
Ensuring that staff attends supervisor training programs and conferences.
Developing strong research programs in areas that will attract postgraduate students / Ongoing process for 2004-2006 / Director of Research, in conjunction with SoM Research Committee
Postgraduate supervisors /
Support from the Portfolio RDU, SoM academics holding PhD and related doctoral qualifications.
Research Income- Grants Management
- Publications
- Income generation
Develop a strategy that addresses the School’s relationship with industry and how this can be improved.
Industry connectedness to be a key measure in the School’s strategic planning process to be reported on annually over the next two years. / Research Planning Day to be held in Mid semester break with strategy to be implemented by mid year
Teaching/Research Nexus
- Research into teaching and learning
Links with research publications and reflective practice to be explored in pilot of co-op conference with a view to publishing a monograph or similar in 2005 / Strategy to be implemented by mid year
See attached model of application of Boyer scholarships to research/teaching relationship / Director of Research, in conjunction with SoM Research Committee /
Within existing Budget and Staff resources
ORGANISATION AND MANAGEMENT
Key Result Area(Dot points provide example issues for consideration) / 2004 Target (Outcome) / Strategies (What)
(Broad actions to achieve the outcomes) / Timeframe
(By When) / Overall Responsibility (Who)
(note where others involved) /
Resources Required
(Note whether Additional or Within existing Budget and Staff resources)Change Activities
Staff Capabilities- Staff Development initiatives (including upgrading qualifications)
- Research/Teaching Appointments
- Staff Planning (refer to Workforce Profile)
Staff development integral part of all staff work plans
Workplan model agreed in School and reviewed mid year 2004
Work Force management plan developed by 12/04 / Develop a senior leadership team with responsibility for the management and delivery of quality improvements within the School.
Improve and focus on relevant staff development opportunities for all staff.
Develop relevant School policies to ensure that all staff have equitable access to staff development funds and all staff development is linked to work plan activity.
Monitor staff development across the School and produce an annual report on staff development activity and expenditure to promote transparency.
The Acting Head of School to review the current arrangements in regard to work planning processes within the School to ensure consistency with University guidelines and to ensure activity such as the Cooperative year and commercial activity is adequately represented in work plans.
Develop a Work Force management plan to underpin the activities and key performance indicators within the School’s Strategic Plan, and that human resources planning form a key component of the Schools’ strategic planning and quality improvement cycle.
Appoint a Change Manager to work closely with the Head of School, senior management team and administrative staff to develop and streamline the School’s administrative systems and, develop the skills and capabilities of staff to support and administrative structure with greater synergies between discipline areas. / Senior leadership team appointed for 2004
Focus on staff development integral to work planning process to be completed by end March 04
Staff development guidelines to be published by 3/04 and appropriate budget provision allocated
Staff development to be reviewed in mid year work planning review cycle
Academic staff to be appointed to fill gaps identified in comparing teaching commitments with current staff capacity by end of 2004
Change Manager to be appointed by March 04 to coordinate revamp of admin systems / HoS, Program Coordinators, Director of Research, Change Manager
Revenue Growth
- Refer to research growth and program development/ commercialisation initiatives
Developing Strategic Industry Collaboration and Applied Research.
Leveraging links with business and industry partners in order to develop applied research projects of mutual value. / Ongoing process for 2004-2006 / Director of Research, in conjunction with SoM Research Committee
Postgraduate supervisors /
Support from the Portfolio RDU, SoM academics holding PhD and related doctoral qualifications.