2007 Annual report (PDF 8.1 Mb) - University of Melbourne

SECTION HEADING
APPEARS HERE
Performance Against
2007 Targets
Embed knowledge transfer in University processes and operations, curriculum and research
Knowledge transfer is now part of the promotion criteria for all staff and incorporated into the executive structure of the
faculties. Development of measures for knowledge transfer has commenced. A program of knowledge transfer awards and
grants was inaugurated, featuring awards for excellence, new project grants and grants for visiting scholars. Applications for
these awards demonstrated the breadth of impressive knowledge transfer activities across the University.
Knowledge transfer has been embedded in the University curriculum, with New Generation degrees all incorporating
knowledge transfer elements. Internal and external communication plans have been developed, with new initiatives including
a knowledge transfer website, the publication Knowledge Transfer: Connecting Melbourne and regular pieces on knowledge
transfer written for the University of Melbourne Voice. Knowledge Transfer was highlighted in the DreamLarge advertising
campaign as a distinctive feature of the University’s aspirations.
Identify and launch a new set of Knowledge Transfer programs
New University-level knowledge transfer initiatives include:
> The Confucius Institute
> The National Centre of Excellence for Islamic Studies
> The LH Martin Institute for Higher Education
> A major partnership with a leading information technology company; and
> Whole-of-University contribution to the City of Melbourne’s Future Melbourne project.
The Cultural Strategic Plan now sets priorities for management of the University’s cultural resources. The Cultural Renewal
Project completed the cataloguing and conservation of many items in the University’s collections.
Establish a strong basis for the next phase of commercialisation development through the
implementation of a coherent commercialisation strategy
All of the University’s commercialisation support services were consolidated under the University’s wholly owned subsidiary
UMEE Ltd. Non-commercialisation activities of UMEE Ltd were divested. Communication has been strengthened through
creation of the Business Melbourne portal for commercialisation activities and promotional materials entitled Doing
Business with Melbourne. Relationships with international investment groups were developed and our international profile
was highlighted through Austrade and events such as ANZAME, ASCILITE Singapore, Educause and the 2007 Vocational
Educational Technology Conference Bangalore.
Ensure that the University is a research leader in the field of knowledge transfer
Development of knowledge transfer measures for the University will attract significant attention and place the University as
an international leader in knowledge transfer. The Measurement Working Group’s report to Academic Board on measurement
and institutionalisation of knowledge transfer will form the basis of a scholarly work to be published in 2008. Scholarship of
knowledge transfer has been enriched by the appointment of an inaugural Knowledge Transfer Fellow to produce publicly
accessible material on knowledge transfer. The University initiated a course on writing op-ed pieces for newspapers, which
ran several times due to high demand. The Writing Centre for Scholars and Researchers assists young researchers developing
skills in communicate to a broad audience.
Left: Alison Carroll is the Director of the Arts Program at Asialink, a non-academic University department that promotes public understanding of the countries of
Asia and creates links with Asian counterparts.
“elevating knowledge transfer
to a ‘core activity’ is a first for
universities in australia”.
Professor Vijoleta Braach-Maksvytis
Deputy Vice-Chancellor (Innovation and Development)
The University of Melbourne Annual Report 2007 43