Strategic Imperatives for the University of Otago, Christchurch
Achieving Research Excellence
Observation:
The Christchurch campus has a long tradition of research excellence with internationally renowned clinical, biomedical, epidemiologic and longitudinal research groups. However, there are no grounds for complacency, and to achieve our vision we need to significantly improve our research achievements.
Response:
University of Otago, Christchurch will take decisive steps to strengthen its research culture and ethos, and to maintain and develop its national and international research profile.
The Christchurch campus will seek to attract and retain high quality clinical academic, academic and research staff, and provide support and encouragement to such staff. This will include the development of a secure career structure for top quality research staff.
Existing areas of research strength will provide a foundation for promoting research excellence, and these will be nurtured and supported. These include the four existing Health Research Council Programmes, in Heart Health (Cardio-Endocrine Research Group), Free Radical Research, Mental Health Clinical Research and the Christchurch Health and Development Study. Further potential Health Research Council Programmes will be identified, nurtured and supported.
Departments will be encouraged to nurture and support a diversity of research, and to promote the research involvement of all staff, and assist new staff to become research active by PBRF criteria.
Additional opportunities for research funding will be actively pursued through Centres of Research Excellence, Partnerships for Excellence, Leading Thinkers, the Foundation for Research, Science and Technology and other sources.
Christchurch will work to enhance relationships with research funding organisations; locally, nationally and internationally.
A high quality research infrastructure will underpin the enhancement of research performance.
We will collaborate locally, nationally and internationally with other research Universities, Institutes and Industries.
In 2012 we will seek to retain our position as the Leading School of Medicine in the country, when the Performance Based Research Funding evaluation is next completed.
Achieving Excellence in Medical Student Teaching
Observation:
The Christchurch campus has a tradition of excellence in medical student teaching, with many outstanding clinical teachers and attachments. However, our current curriculum was essentially designed nearly forty years ago, yet our students will be practising medicine for another forty years. The current increase in medical student numbers from about 60 to 80 students per year has placed additional pressure on staff, Departments and the School.
Response:
Christchurch will contribute positively to a high quality MB, ChB (Otago), which has common objectives and equivalent assessments across all campuses. Within this framework we will provide the Christchurch experience which reflects the research and clinical strengths of our campus and allied health services. We aim to graduate doctors with outstanding knowledge, clinical skills and professional behaviour ready to serve as leaders in the community, hospital or research. We will review our current curriculum and explore options for diversifying experiences and place of learning. This will include exploring greater use of rural placements.
Innovative approaches will be encouraged in the delivery of research-informed teaching. National leadership in this will be achieved by fostering research-active academic staff within an institution that also supports their development and excellence in teaching.
While supporting strong and innovative Departmental based clinical teaching, the School will develop a Medical Education Unit and support teaching in areas such as professional development, medical ethics and clinical skills. Research into medical education will be fostered. The School will nurture and support MIHI (Maori Indigenous Health Institute). The School will continue to strive to create a positive learning environment for all students.
Achieving Excellence in Post Graduate Health Sciences Teaching
Observation:
Over the past ten years our greatest growth has occurred in Post Graduate Health Science student numbers, especially in Nursing, Public Health, Mental Health and Musculoskeletal Medicine. Nevertheless, there remains scope to increase the numbers of Post Graduate Health Science Students and to improve the quality of their learning experiences.
Response:
Innovative approaches to Post Graduate Health Sciences Teaching will be encouraged. National leadership will be achieved by fostering excellence in research informed teaching, and by innovative methods of course delivery including block courses and distance learning.
By collaboration with the Canterbury District Health Board and other health service providers we will consistently consider needs of the health workforce.
In Post Graduate Nursing Education we will explore our role within a broader South Island and national context.
Achieving Excellence for Research Students
Observation:
Christchurch has a tradition of attracting and supporting Doctorate and Masters thesis students. Our numbers have grown over the past decade and exceed 10% of our student numbers. However, to achieve our vision we need to increase the number of research students and to nurture and support their development.
Response:
The wider University has recently proposed the establishment of a Graduate Research School. Within this framework we will explore the establishment of a Christchurch Graduate Research School. This will include close evaluation of the research infra-structure which supports our research and students.
Staff will be encouraged to maintain and improve supervision skills, and the time and costs involved with research student supervision will be better recognised.
Graduate students will be encouraged to develop a stronger and more effective voice to enhance their participation in the life of the Christchurch campus and wider University.
Contributing to Excellence in Health Care
Observation:
Our ongoing development as a research-led campu in health sciences requires a strong and positive partnership with the Canterbury District Health Board (CDHB), and other health service providers, who are responsible for health service delivery.
Response:
To teach students about excellence in research informed health care requires that our staff actively participate in health services committed to excellence. Excellence includes consideration of the cost effectiveness of all health interventions. The University of Otago, Christchurch may have an important role in measuring health outcomes.
In conjunction with the CDHB we will explore innovative approaches to health care delivery, and will actively and positively contribute to CDHB planning of health services for the future. The University of Otago, Christchurch may have an important role in the evaluation of new services. We will be responsive to CDHB and Government needs in terms of research and education.
The Christchurch campus has a vital role in the delivery of postgraduate training, including for non University qualifications such as College Fellowships. In a changing environment for the funding of Post Graduate Medical training we will need to work with the CDHB and funding providers to ensure that adequate resources are available to contribute to registrar teaching programmes.
We will strengthen our role in the provision of research informed continuing medical and professional education.
With the Canterbury District Health Board we will explore the development of a Joint Resources Committee to oversee the development, financing and functioning of the Canterbury Medical Library (managed by the University) and the Clinical Skills Unit (managed by the CDHB).
Contributing to a Healthy Environment, the National Good and to International Progress
Observation:
New Zealand is in the midst of major demographic, social, economic and environmental changes which, over the course of the next few decades will transform the country. Key elements underlying these changes include the ageing of the population, advances in knowledge, the growing size and voice of Maori people, the increasing aspirations of the Pacific community, the rise of the Asia-Pacific rim, greater global connectivity, global warming and the need for sustainable environments.
Response:
University of Otago, Christchurch will embrace a role that includes contributing to the regional and national good, being active in national debate about the future direction of the country, and being fully engaged internationally.
We will train medical and health professionals to better understand the health needs of older people and will engage in research that enhances health care delivery to this group.
We will build on our relationships with Ngai Tahu and will extend our partnership with Maori. This partnership will include collaboration in research, as well as efforts to increase the recruitment, retention and achievements of Maori students and staff.
We will strengthen links with Pacific communities both within New Zealand and in the Pacific region.
We will undertake a wide range of community service activities, embrace our role as a critic and conscience of society, and act in an ethically and socially responsible manner.
We will continue to be an active supporter of Healthy Christchurch.
We will support and advocate for sustainable healthy environments locally, nationally and globally. Environments include families, communities and schools, as well as the physical environment.
Building and Sustaining Capability
Observation:
To achieve our vision, the University of Otago, Christchurch must secure sufficient resources and use those resources effectively and efficiently.
Given that staff are our most important asset, resources in this context include clinical academic, research, and general staff; as well as physical and financial assets. Staff primarily employed by the Canterbury District Health Board and other health care providers are also important assets. The vital role that departments play in sustaining our capability is acknowledged.
Effectiveness and efficiency depend on minimising excessive bureaucracy, and a participative and consultative approach to decision making.
Response:
The Christchurch campus will seek and advocate for an appropriate and transparent allocation of funding from the Division of Health Sciences and the Central University. This will require an appropriate acknowledgement of teaching, research and campus costs, and will reflect our value within the larger University. The Christchurch campus will also seek to diversify its funding base through other appropriate activities, such as external research grants, trusts, entrepreneurial and enterprise based activities.
In recruiting new staff we will be aware of the need to plan for the future. This will include investing in tomorrows research and educational leaders.
With the recent completion of the extensions to the main School building we will need to develop a building plan for the future.
Internal structures and processes will be scrutinised to promote equity and transparency, and to reduce bureaucracy.
Care will be taken to sustain the Christchurch campus as a vibrant and diverse community, with members who are engaged in their own academic and professional callings, but who also have an effective voice within the wider organisation of the campus and University and are supportive of its development and broader goals.