What universities can learn from Murdoch University’s values-first partnership approach

Murdoch University in Western Australia offers a compelling example of how to showcase your institution’s societal impact. Rather than treating engagement and partnerships as peripheral activities, Murdoch has embedded them at the core of its institutional identity, grounded firmly in three guiding principles: sustainability, social justice, and First Nations empowerment.

This values-first approach is not necessarily a recent shift but rather a natural evolution of the university’s founding ethos. Since opening its doors nearly 50 years ago, Murdoch has positioned itself as an institution for those historically excluded from higher education. Today, that commitment has matured into a strategic model that uses partnerships to expand academic influence, serve its communities, amplify regional innovation and build long-term resilience across sectors.

Embedding purpose through strategy

Murdoch’s institutional strategy, Building a Brighter Future, Together — Ngala Kwop Biddi, articulates this vision; every activity, from curriculum design to international partnerships, is expected to align with its three pillars.

We’re very intentional about how we engage. Our partnerships aren’t just about growth — they’re about cohesion, shared purpose, and delivering real outcomes for communities.

Susan Marie, Director of Strategic Partnerships and Global Engagement

We spoke with Susan Marie, Director of Strategic Partnerships and Global Engagement, whose role spans transnational education, international partnerships and industry collaboration, though she resists treating these as separate domains. Instead, she views her mission as “bringing people together across silos to create impact that no single area could achieve alone”.

Partnerships range from small-scale outreach programmes to major research collaborations and infrastructure investments. But whether it’s a school visit or a multi-million-dollar MOU, the same question is posed internally: Does this serve Murdoch’s values?

Turning collaboration into opportunity

One of Murdoch’s strengths lies in its ability to align partnerships with local priorities while also addressing broader structural challenges. A standout example is its collaboration with the West Australian Cricket Association (WACA), which has resulted in a diploma focused on the business of sport.

Rather than creating generic offerings, Murdoch looked at what drives the region’s culture and economy — sport —, and designed an academic pathway around it.

“It’s about meeting people where they are and building education that speaks to their passions,” says Susan. “If we can engage future students through what they love, we can open doors that might otherwise stay closed.” This mindset reflects Murdoch’s broader philosophy: Partnerships should reflect institutional strategy as well as community aspirations.

A deep commitment to First Nations engagement

Western Australia is home to one of the most culturally diverse and enduring First Nations populations in the world, and perhaps the most distinctive element of Murdoch’s approach is its deliberate and respectful work with Indigenous communities.

“Our work with Indigenous partners is never about extraction”, says Susan. “It’s about balance: Bringing modern research together with traditional knowledge in a way that empowers communities”.

One partnership she highlights involves collaborating with an Indigenous-led business to transition Shark Bay, a UNESCO World Heritage site, towards a circular economy. Rather than leading the project, Murdoch plays a facilitating role, contributing scientific expertise while ensuring Indigenous leadership remains central.

The human factor behind successful partnerships

While strategies and frameworks provide structure, Murdoch’s success ultimately comes down to how it builds relationships. At a time when many institutions rely on formal processes, Murdoch prioritises authenticity and personal connection.

People do business with people. You can’t build meaningful partnerships through paperwork alone. Trust comes from spending time together, understanding priorities and being honest about what you can and can’t deliver.

Susan Marie, Director of Strategic Partnerships and Global Engagement

This approach safeguards against purely transactional collaborations and ensures that partnerships evolve organically rather than being forced to fit a template.

Measuring success beyond metrics

While traditional measures remain important (e.g., grant income, consulting revenue and media recognition), Murdoch places equal weight on student impact and capacity building.

Progress is often measured through the opportunities created for students to engage directly with partners, whether through placements, joint research or co-designed programmes. Memorandums of understanding are valued not just when signed, but when they translate into hands-on collaboration.

At the same time, Murdoch remains conscious of its role as a publicly-funded institution with civic responsibility:

We want to make sure that what we do delivers real benefits for the people who fund us — directly or indirectly. That could mean restoring land, supporting economic growth or helping communities achieve self-determination.

Susan Marie, Director of Strategic Partnerships and Global Engagement

Lessons for other institutions

When asked what advice she would give to universities seeking to build deeper relationships with Indigenous or community partners, Susan does not hesitate:

Start with honesty. Don’t go in with a pre-packaged idea. Listen first. Find the people who are already leading change on the ground, and ask how you can help rather than how they can fit your agenda.

Susan Marie, Director of Strategic Partnerships and Global Engagement

She also stresses that partnerships based on values do not mean abandoning strategic focus — rather, it means aligning strategy with humanity. “You need structure, of course. But if partnerships are built only on systems rather than people, they fall apart the moment something gets difficult”.

Empowerment as the ultimate goal

Murdoch’s long-term vision is about self-sustaining empowerment. The university does not aim to be the permanent centre of every partnership. Instead, it strives to help communities become independent leaders of their own futures.

If, ten years from now, some of our partners no longer need us — that’s success. That’s when we know we’ve done our job.

Susan Marie, Director of Strategic Partnerships and Global Engagement

Join us in Perth — and hear directly from Murdoch’s leadership

If Murdoch University’s approach inspires you, there’s no better opportunity to learn from those shaping it.
Murdoch University is proudly co-hosting the upcoming UIIN Forum in Perth on November 26-27, where higher education leaders, industry innovators and policymakers across Australia and the Asia-Pacific will gather to explore how values-led partnerships can drive regional and global impact.

Across two days, you’ll gain:

• First-hand insights from Murdoch’s leadership and partners
• Practical strategies for embedding sustainability, social justice and Indigenous engagement
• Connections with peers committed to responsible, future-focused collaboration

Whether you represent a university, government agency or industry organisation, this forum is your chance to move beyond rhetoric toward actionable, meaningful engagement.

Join us in Perth — and be part of redefining what partnership in higher education can look like.

Elena Galan-Muros (author) is the Audiovisual Producer at UIIN.
Madeline Arkins (editor) is a Project Officer at UIIN. In her work, she focuses on topics relating to social impact and innovation in regional ecosystems.