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

HIGHLIGHTS
Knowledge Transfer
> Inaugural Vice-Chancellor’s Knowledge Transfer Awards and Symposium publicly recognised
outstanding achievements in Knowledge Transfer across the University, highlighting interaction
with external partners. 45
> Knowledge Transfer was incorporated as a criterion in the new Academic Promotions Guidelines. 45
> The new Knowledge Transfer publication, Knowledge Transfer: Connecting Melbourne
was launched. 44
> A Cultural Strategic Plan was adopted, setting priorities for management of the University’s
cultural resources and maximising their impact for the coming years. 46
> A single management and governance structure was introduced for commercialisation activities. 48
> A new Business Melbourne portal at www.business.unimelb.edu.au provides a central access
point for enquiries regarding commercial activities. 49
International Engagement
> Melbourne remained one of two Australian universities in the top 100 universities in the world
in the Shanghai Jiao Tong university rankings with a ranking of 79. The University was ranked
no. 27 in the world by the Times Higher Education Supplement Study 2007. 10
> The University was an active member of the Association of Pacific Rim Universities an
organisation whose membership is based on academic excellence, research intensity,
global outlook and innovation. 54
> International student load increased, with international student numbers exceeding 11,000 and
representing 27 per cent of student load. 52
> The Confucius Institute was established with support from the Victorian and Chinese
governments. It is one of only two Confucius Institutes in the world with a major focus on
business with China. 53
Binding the Strands Together
> Consolidated income of $1.43 billion was up by 11.7 per cent on 2006. 66
> Donations to the University’s Annual Appeal increased significantly, with the number of
Chancellor’s Circle donors more than doubling and donations to the University Fund up by
21 per cent from 2006 to $795,800. 63
> Academic and professional leaders were supported to manage change through organisational
and leadership programs. 59
> The Melbourne Student Services Model was developed, establishing a student-centric model
for delivery of student services through ‘one-stop shop’ student centres. 67
> Student centres have been established for all New Generation undergraduate degrees and
faculties which are to become graduate schools. 67
> The Office of the Provost has been created to coordinate academic and student support. 68
> Design and development of the first learning precinct was completed with project completion
scheduled for 2008. 67
> Wireless connection has been extended to all high-use areas of the University. 62
The University of Melbourne Annual Report 2007