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

BINDING THE
stRANDS TOGETHER
$18 million on a number of new initiatives
to promote the Melbourne Model. These
include:
> construction of new student centres
- $3.8 million
> change management $1.1 million
> curriculum design $3.0 million
> marketing $7.3 million
Growing Esteem Transition Funds provided
a significant aid in assisting the University
and its divisions in meeting the challenge
of the Growing Esteem Strategy. A further
$30 million fund for Strategic Research has
been announced from 2008.
The 2009 budget will see further reform,
in response to the KPMG Review of
Strategic Business Processes and other
developments internal and external to the
University.
University Administration
2007 was a year of significant transition
in the University’s administrative
arrangements. With the support of federal
funding from the Workplace Productivity
Fund, a major project was undertaken
to revolutionise both undergraduate and
postgraduate education through the
creation of a student-centric administration.
Increase efficiency of
University administration
through academic
and IT shared services
implementation
Student Focussed
Administration
Strategic Priorities
> Make necessary changes to academic
administration, including process mapping
and reform and the implementation of
new service delivery model
> Implement the Critical Path Plan
developed by MM08 in conjunction with
Boston Consulting in late 2006
Achievements
Towards the end of 2006, the Boston
Consulting Group (BCG) worked with the
University to develop a Critical Path Plan for
implementing the Melbourne Model, which
covered the milestones and timelines
required in order for the University to be
ready to introduce a new curriculum and
student support services in 2008. BCG
returned in 2007 to work intensively with
University staff to develop a new system
for delivery of student services.
All student support services were
reviewed in 2007 with the overarching
aim of producing a student-centric model
improving students’ Melbourne Experience
through the availibility of co-ordinated,
flexible, equitable and accessible. The
resulting Melbourne Student Services
Model (MSSM) radically changes the
manner in which student support services,
are delivered.
The new model recommends that
students access services either online or
through one-stop shop student centres
in faculties and graduate schools. The
New Generation undergraduate degree
structure requires student advisors to have
a broad understanding of all undergraduate
programs in the University. Each centre
will also provide enrichment services such
as language support and careers advice
tailored by discipline and degree type
(undergraduate or research higher degree).
Centres are supported by strong systems
and centres policy. Accountabilities, budgets
and incentives have been aligned to produce
an efficient and adaptable model.
By the start of the 2008 academic year,
interim student centres will have been
created in existing faculty office spaces
for the New Generation undergraduate
degrees and for the faculties which are to
become graduate schools.
Plans are also progressing to create
permanent student centres focussing,
particularly in the first instance, on the
Eastern Precinct for Science (for details
refer to page 41) and the Brownless for
Medicine, Dentistry and Health Science.
Most faculties have created new staffing
arrangements to service their student
centre, and a student advisor training
program has been rolled out to provide staff
with the skills and information to undertake
new roles.
Coordination of academic and student
support rested with a newly created
organisational unit, the Office of the
Provost, with staff members responsible
for delivery of student services reporting
to that Office. Organisationally, student
centres remain within faculties/graduate
schools, with overall responsibility for
performance standards and coordination
resting with the Office of the Provost.
Re-conceptualisation of policies and
the organisation and location of work
was overseen by the Melbourne Model
Implementation Taskforce, and involved
a large number of staff from across the
University in subsidiary working groups.
This group also developed processes
for managing change and monitored
implementation. Staff morale was regularly
monitored through the process, and overall
the commitment to the outcomes of the
PROFILE
Dr Rachel Caruso
Dr Rachel Caruso, University of
Melbourne materials chemist and ARC
Australian Research Fellow, has won
a 2007 Cosmos Bright Sparks Award,
placing her among Australia’s top
10 scientists under 40 as judged by
Cosmos science magazine.
Dr Caruso specialises in developing
new techniques to fabricate
nanomaterials. These can be used
for a startling array of applications,
from manufacturing solar panels
to building substances that help
degrade contaminants found in
industrial wastewater. Her ultimate
goal is to help minimise human
impacts on the environment.
Dr Caruso is currently engaged in
research investigating the potential
of gold nanoparticles to enhance the
efficiency of existing water purification
techniques based on the sponge-like
features of titanium dioxide materials.
Titanium dioxide materials that have
applications in producing electricity
from sunlight are also being fabricated.
As a recipient of the Victorian Young
Tall Poppy Science Award in 2006 Dr
Caruso has presented her research and
discussed her scientific career with
high school students throughout 2007.
The University of Melbourne Annual Report 2007 67