annual report/2006 - University of Melbourne
annual report/2006 - University of Melbourne
annual report/2006 - University of Melbourne
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growing in the esteem <strong>of</strong><br />
future generations<br />
<strong>annual</strong> <strong>report</strong>/<strong>2006</strong>
Growing Esteem/<br />
In December 2005 Council approved a new strategic direction for the <strong>University</strong><br />
– Growing Esteem. While affirming the aspiration to be one <strong>of</strong> the finest<br />
universities in the world, the new strategic direction sets three priorities for<br />
the <strong>University</strong> – research and research training, learning and teaching and<br />
knowledge transfer. The <strong>University</strong> adopted the metaphor <strong>of</strong> a triple helix, an<br />
image intended to capture the three strands <strong>of</strong> the Growing Esteem strategy<br />
intertwined, each reinforcing the others.<br />
Introducing the <strong>Melbourne</strong> Model<br />
Central to the Growing Esteem strategy is the introduction<br />
<strong>of</strong> the `<strong>Melbourne</strong> Model’, a pioneering model in Australia<br />
and the most significant change to the <strong>University</strong>’s<br />
curriculum in its 154-year history. Over time, pr<strong>of</strong>essional<br />
education will move to the postgraduate level, adopting<br />
a familiar international approach. Graduate pr<strong>of</strong>essional<br />
study or research Masters and PhD degrees will follow<br />
three-year undergraduate degrees which stress both depth<br />
and breadth – equipping students for lives and careers<br />
in which knowledge boundaries are more permeable,<br />
pr<strong>of</strong>essional practice requires multidisciplinary<br />
understanding and knowledge is rapidly renewed.<br />
As the decade-long transfer to this <strong>Melbourne</strong> Model<br />
begins in 2008, there will be changes to the student<br />
pr<strong>of</strong>ile. Undergraduate numbers will decline modestly,<br />
allowing a shift to more graduate education, better<br />
student and staff ratios over time, and an eventual easing<br />
<strong>of</strong> overcrowding on campus.<br />
As a research institution, <strong>Melbourne</strong> will open new paths<br />
to scientific understanding, support critical and creative<br />
endeavour and provide an outstanding research training<br />
experience for future leaders in academia, government<br />
and industry.<br />
<strong>Melbourne</strong> will continue to support a comprehensive<br />
array <strong>of</strong> disciplines, while also directing additional funding<br />
towards disciplines <strong>of</strong> strategic importance in which the<br />
<strong>University</strong> is currently or potentially a world-leader.<br />
The third strand <strong>of</strong> the helix, knowledge transfer,<br />
articulates the goal <strong>of</strong> dynamic exchange and partnerships<br />
with the broader community. As a public institution,<br />
the <strong>University</strong> must ensure that core research and<br />
teaching activities contribute to, and absorb lessons<br />
from communities beyond campus boundaries.<br />
Provision <strong>of</strong> higher education is now an international<br />
enterprise. The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> has been<br />
fortunate in finding an early audience for Australian<br />
higher education, but must assume the global race<br />
will get tougher. New competitors are opening in its<br />
traditional markets.
<strong>Melbourne</strong> has set itself the difficult task<br />
<strong>of</strong> providing the best undergraduate and<br />
graduate education in Australia.<br />
“<br />
”<br />
In this setting, <strong>Melbourne</strong> has set itself the difficult task<br />
<strong>of</strong> providing the best undergraduate and graduate<br />
education in Australia, underpinned by brilliant research<br />
and a sustained exchange <strong>of</strong> knowledge.<br />
<strong>2006</strong> – The Year <strong>of</strong> Detail<br />
Key processes to implement Growing Esteem began<br />
early in <strong>2006</strong>, with fundamental reviews <strong>of</strong> learning<br />
and teaching, research and research training and<br />
knowledge transfer.<br />
Asked to think from first principles about the curricula to<br />
be <strong>of</strong>fered by the <strong>University</strong>, the Curriculum Commission<br />
delivered a 10-year Transition Plan adopted unanimously<br />
by Academic Board in September. The Plan details the<br />
actions required to produce undergraduate education<br />
equivalent to the best anywhere in the world. It<br />
recommends that the <strong>Melbourne</strong> Model comprise six<br />
new generation undergraduate degrees, and proposes<br />
prerequisites, core principles and pathways to pr<strong>of</strong>essional<br />
graduate programs and research.<br />
Meanwhile, a Research and Research Training Quality<br />
Taskforce was busy testing research performance against<br />
aspiration. Growing Esteem calls for the <strong>University</strong> to<br />
invest more in areas <strong>of</strong> strong performance and potential,<br />
where there is scope for significant contribution and<br />
the greatest impact. Data from the 2005 AUQA audit,<br />
competitive grant outcomes, world rankings and an<br />
independent review commissioned from the <strong>Melbourne</strong><br />
Institute, revealed an overwhelmingly positive picture<br />
<strong>of</strong> research at <strong>Melbourne</strong>. Over 90 percent <strong>of</strong> the<br />
<strong>University</strong>’s departments were found to be in the top<br />
three in Australia and, <strong>of</strong> those, more than half were<br />
first in the nation. Important recommendations from<br />
the Taskforce will help to strengthen further <strong>Melbourne</strong>’s<br />
research pr<strong>of</strong>ile as the <strong>University</strong> prepares to face<br />
the Commonwealth’s Research Quality Framework<br />
assessment in 2007.<br />
Throughout <strong>2006</strong> the Knowledge Transfer Taskforce<br />
worked to develop a uniquely <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong><br />
definition and framework for knowledge transfer. Taskforce<br />
recommendations, endorsed by Council in December,<br />
emphasise the need to develop intellectual capital through<br />
a ‘two-way mutually beneficial interaction between the<br />
<strong>University</strong> and the community sectors, with direct links<br />
to teaching and research, informed by social and global<br />
issues’. Knowledge transfer is not just a future aspiration<br />
but a current practice: the Taskforce collected some 366<br />
examples <strong>of</strong> existing projects across the campus, detailing<br />
interaction with more than 1,200 community, industry<br />
and government partners.<br />
To support the Growing Esteem changes, a Policy and<br />
Advocacy Taskforce identified key public policy changes<br />
required to ensure the widest possible access and<br />
support for students under the new <strong>Melbourne</strong> Model.<br />
The <strong>University</strong> has won government support for the<br />
transfer <strong>of</strong> some <strong>of</strong> its Commonwealth Supported<br />
Places to graduate study and continues to advocate<br />
the extension <strong>of</strong> Austudy and Youth Allowance to<br />
postgraduate degree students.<br />
In each <strong>of</strong> the three stands <strong>of</strong> the Growing Esteem triple<br />
helix, international engagement continues to be a driving<br />
force. In <strong>2006</strong> the <strong>University</strong> took a more systematic<br />
approach to governance <strong>of</strong> its international agenda, with<br />
overall responsibility for strategic and policy direction<br />
for international activities now residing with the newly<br />
created position <strong>of</strong> Deputy Vice-Chancellor (DVC)<br />
(International). An International Plan was adopted by<br />
Council in December.<br />
Towards 2007 – The Year <strong>of</strong> Transition<br />
If <strong>2006</strong> was the year <strong>of</strong> detail, the months ahead <strong>of</strong>fer the<br />
crucial process <strong>of</strong> transition – <strong>of</strong> finalising new generation<br />
curricula, developing graduate programs and schools,<br />
expanding the range <strong>of</strong> scholarships and entry pathways<br />
to enable wider access to these programs, building<br />
new support services and facilities, and showcasing the<br />
<strong>Melbourne</strong> Model for the wider community.<br />
The goal is unprecedented in Australia – significant<br />
restructuring to anticipate the future while already one<br />
<strong>of</strong> Australia’s leading universities. It will take quite some<br />
time to see the results, as a ‘new’ <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong><br />
emerges, familiar in goals but fresh in approach. This<br />
is an important moment in the long journey <strong>of</strong> the<br />
<strong>University</strong>, a period <strong>of</strong> change to pursue an enduring<br />
goal – to build a <strong>University</strong> which grows in the esteem<br />
<strong>of</strong> future generations.<br />
Pr<strong>of</strong>essor Glyn Davis AC<br />
Vice-Chancellor
Quick Index<br />
p12<br />
Quality People<br />
p34<br />
Knowledge Transfer<br />
p16<br />
Research and Research Training<br />
p42<br />
International Engagement<br />
p26<br />
Learning and Teaching<br />
p48<br />
Binding the Strands Together<br />
Contents<br />
Chancellor’s Letter 01<br />
Council 02<br />
Senior Officers 03<br />
Highlights 04<br />
Introduction and Overview 06<br />
Quality People 12<br />
Research and Research Training 16<br />
Learning and Teaching 26<br />
Knowledge Transfer 34<br />
International Engagement 42<br />
Binding the Strands Together 48<br />
<strong>University</strong> Governance and Statutory Reporting 62<br />
Our Objectives 63<br />
The <strong>University</strong> and its Controlled Entities 65<br />
<strong>2006</strong> Council Members’ Attendance at Council 66<br />
Audit and Risk Committee 66<br />
Principal Council Committees and<br />
Academic and <strong>University</strong> Committees 67<br />
Faculties, Departments and Schools 68<br />
Statutory Reporting 69<br />
Environmental Sustainability:<br />
The <strong>University</strong>’s Position 69<br />
Freedom <strong>of</strong> Information 70<br />
Whistleblower’s Protection Act 2001 71<br />
Complaints made to and investigated<br />
by the Ombudsman 72<br />
lift<br />
Statement on the <strong>University</strong>’s Risk Management Strategy 72<br />
– <strong>University</strong> Controlled Entities 74<br />
– <strong>University</strong> Business Operations 75<br />
– External Investments 76<br />
Statement on Occupational Health<br />
and Safety Matters 77<br />
Occupational Health and Safety Performance 79<br />
Summary <strong>of</strong> Regulations 80<br />
National Competition Policy and Competitive<br />
Neutrality Requirements 80<br />
Compliance with the Educational Services for<br />
Overseas Students Act (ESOS Act) 2000 80<br />
Conformity with the Building Act 1993 81<br />
Statement Concerning Compulsory Non-Academic<br />
Fees, Subscriptions and Charges 82<br />
Further Information 85<br />
Financials 86-153<br />
Five Year Financial Summary 89<br />
Financial Statements Contents 91<br />
Statement by <strong>University</strong> Officers 154<br />
Auditor General’s Report 155<br />
Compliance Index to Disclosure<br />
Requirements <strong>2006</strong> 157<br />
Useful Websites 160<br />
‡<br />
Our Cover<br />
Christina Giavris is studying<br />
for a Bachelor <strong>of</strong> Commerce<br />
degree within the Faculty<br />
<strong>of</strong> Economics and Commerce
Letter to the Minister<br />
The Hon Jacinta Allan MP<br />
Minister for Skills, Education Services and Employment<br />
Level 1, 2 Treasury Place<br />
East <strong>Melbourne</strong> VIC 3002<br />
26 March 2007<br />
Dear Minister,<br />
In accordance with the requirements <strong>of</strong> regulations under the<br />
Financial Management Act 1994, it gives me great pleasure<br />
to submit for your information and presentation to Parliament<br />
the Annual Report <strong>of</strong> the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> for the<br />
year ending 31 December <strong>2006</strong>. The <strong>report</strong> was approved<br />
by the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Council at its meeting on<br />
26 March 2007.<br />
Planning for the implementation <strong>of</strong> the many elements <strong>of</strong><br />
our strategy Growing Esteem proceeded with the active<br />
involvement <strong>of</strong> large numbers <strong>of</strong> staff, students and alumni.<br />
The <strong>Melbourne</strong> Model, which embodies our new approach to<br />
teaching, research and knowledge transfer, is <strong>of</strong> fundamental<br />
long-term importance and has been well received by present<br />
and past students, staff and community leaders.<br />
Implementation <strong>of</strong> the amalgamation with the VCA has gone<br />
smoothly and the VCA became a faculty <strong>of</strong> the <strong>University</strong> on<br />
1 January 2007. A restructure <strong>of</strong> the Faculty <strong>of</strong> Arts into a<br />
more focussed group <strong>of</strong> schools rather than departments also<br />
took effect at the same time.<br />
The financial results for the year were satisfactory, and the<br />
high international standing <strong>of</strong> the <strong>University</strong> was affirmed by<br />
a number <strong>of</strong> independent assessments.<br />
In my view the Council worked hard and effectively and I wish<br />
to express my gratitude to the members <strong>of</strong> Council for the<br />
very effective contribution they have made to the <strong>University</strong>.<br />
Yours sincerely,<br />
Mr Ian Renard<br />
Chancellor<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
council/<br />
Council membership <strong>2006</strong><br />
Ex-Officio Members:<br />
Chancellor<br />
MR IAN ANDREW RENARD<br />
BA Melb LLM Melb<br />
Appointed to Council 1 January 1994.<br />
Re-appointed 1 January 2004.<br />
Elected Chancellor 1 January 2005.<br />
Vice-Chancellor<br />
PROFESSOR GLYN CONRAD DAVIS<br />
AC BA NSW PhD ANU FASSA FIPAA<br />
Appointed 10 January 2005.<br />
President <strong>of</strong> the Academic Board<br />
PROFESSOR LOANE SKENE<br />
LLB Melb LLM Monash<br />
Appointed 1 August 2004.<br />
One person appointed by the<br />
Minister for Education:<br />
Term expiring 31 December <strong>2006</strong> –<br />
MR GRANT HEHIR<br />
Appointed 9 February 2004.<br />
Six persons appointed by the<br />
Governor-in-Council:<br />
Term expiring 31 December 2008 –<br />
MS MELANIE SLOSS<br />
SC B Juris LLB WA LLM Syd<br />
Appointed 29 March <strong>2006</strong>.<br />
Term expiring 31 December <strong>2006</strong> –<br />
DR MEREDITH DOIG<br />
BA MEd Stud Monash PhD RMIT<br />
Dip Ed Melb Grad Dip Mgt RMIT<br />
Appointed 23 October 2001.<br />
Re-appointed 3 February 2004.<br />
MR EVAN WILLIAM THORNLEY<br />
BCom LLB Melb (previously a student<br />
member from 1987 to 1991)<br />
Appointed 3 February 2004.<br />
Term expiring 31 December 2007 –<br />
MS ELIZABETH ALEXANDER<br />
AM BCom Melb FAICD FCA FCPA<br />
Appointed 2 October 2004.<br />
Re-appointed 1 January 2005.<br />
JUDGE IRENE ELIZABETH LAWSON<br />
LLB Melb<br />
Appointed 23 October 2001.<br />
Re-appointed 16 February 2005.<br />
MR PAUL ANTHONY BRIGGS OAM<br />
Appointed 10 May 2005.<br />
Six persons appointed by the Council:<br />
Term expiring 31 December <strong>2006</strong> –<br />
PROFESSOR ARTHUR K C LI<br />
GBS; BA(Cantab); MA(Cantab); MB BChir(Cantab)<br />
MD(Cantab); HonDSc(Hull); HonDLitt(HKUST);<br />
HonDoc(Soka); HonLLD(CUHK); FRCS; FRCSEd;<br />
FRACS; FCSHK; FHKAM(Surgery); HonFPCS;<br />
HonFRCSGlas; HonFRSM; HonFRCSI; HonFACS;<br />
HonFRCP(Lon); JP; Emeritus Pr<strong>of</strong>essor <strong>of</strong> Surgery.<br />
Appointed 6 June 2005.<br />
DR BERNARD HENDRIK LOCHTENBERG<br />
BEng (Hons) WA DPhil Oxf FTSE<br />
Appointed 1 January 1996.<br />
Re-appointed 23 January 2004.<br />
Term expiring 31 December 2007 –<br />
THE HON JUSTICE ALEX CHERNOV<br />
BCom LLB (Hons) Melb<br />
Appointed 1 January 1992.<br />
Re-appointed 1 January 2005.<br />
MS ROSA STORELLI<br />
BEd Adel CAE Grad Dip Student Welfare Hawthorn<br />
MEduc Studies Monash MACE FACEA AFAIM<br />
Appointed 1 January 2001.<br />
Re-appointed 1 January 2005.<br />
Term expiring 31 December 2008 –<br />
THE HON MR DAVID RONALD WHITE<br />
BCom BA MBA Melb FCPA<br />
Appointed 1 March 2000.<br />
Re-appointed 1 January 2003.<br />
MS EDA NATALIE SANDFORD RITCHIE<br />
GradDipBus Monash AMusA<br />
Appointed 13 September 2004.<br />
Three persons elected by, and from,<br />
the staff <strong>of</strong> the <strong>University</strong>:<br />
Pr<strong>of</strong>essors:<br />
Term expiring 31 December 2007 –<br />
PROFESSOR MARK ADRIAN ELGAR<br />
BSc Griff PhD Camb<br />
Elected 1 January <strong>2006</strong>.<br />
Academic Staff, other than Pr<strong>of</strong>essors:<br />
Term expiring 31 December 2007 –<br />
ASSOCIATE PROFESSOR<br />
LESLIE JOHN ALLEN<br />
MSc P.Elizabeth PhD S.Af.<br />
Elected 21 September 2005.<br />
General Staff Members:<br />
Term expiring 31 December <strong>2006</strong> –<br />
MR TIMOTHY LYLE ANNING<br />
BSc Melb<br />
Elected 1 March 1995.<br />
Re-elected 1 January 2005.<br />
Two persons elected by, and from, the<br />
students enrolled at the <strong>University</strong>:<br />
Term expiring 31 December <strong>2006</strong> –<br />
MS LYDIA OOI<br />
BSc Well PostgradDipEd Mon<br />
PostgradCertSpEd Deakin MEd Melb<br />
Elected 11 August 2005.<br />
MR PAUL ERICKSON<br />
Elected 1 January <strong>2006</strong>.<br />
<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
senior <strong>of</strong>ficers/<br />
President, Academic Board &<br />
Pro Vice-Chancellor<br />
Pr<strong>of</strong>essor Loane Skene<br />
LLB Melb LLM Monash<br />
Pro Vice-Chancellor (Academic)<br />
Pr<strong>of</strong>essor Philippa Pattison<br />
BSc PhD Melb FASSA<br />
COUNCIL<br />
Vice - Chancellor & Principal<br />
Pr<strong>of</strong>essor Glyn Davis<br />
AC BA NSW PhD ANU<br />
<strong>University</strong> Secretary<br />
Mr Lennard Currie<br />
BA (Hons) Melb DipEd Melb<br />
Deans<br />
Architecture, Building and Planning<br />
Economics and Commerce<br />
Education<br />
Engineering<br />
Graduate Studies<br />
Land and Food Resources<br />
Law<br />
Medicine, Dentistry and Health<br />
Sciences<br />
Music<br />
Science<br />
Veterinary Science<br />
Faculty General Managers<br />
Deputy Vice-<br />
Chancellor<br />
(Academic)<br />
Pr<strong>of</strong>essor<br />
Peter McPhee<br />
BA (Hons) DipEd MA<br />
PhD Melb FAHA<br />
Pro Vice-<br />
Chancellor,<br />
Teaching, Learning<br />
& Equity<br />
Associate Pr<strong>of</strong>essor<br />
Susan Elliott<br />
MB BS Melb MD<br />
Melb FRACP<br />
Deputy Vice-<br />
Chancellor<br />
(Research)<br />
Pr<strong>of</strong>essor<br />
John McKenzie<br />
BSC PhD La Trobe FAA<br />
Pro Vice-<br />
Chancellor,<br />
Research &<br />
Research<br />
Training<br />
Pr<strong>of</strong>essor<br />
Barbara Evans<br />
BSc PhD Dip<br />
PhEd TSTC<br />
Pro Vice-<br />
Chancellor,<br />
Research<br />
Pr<strong>of</strong>essor Joy<br />
Damousi<br />
BA La Trobe<br />
PhD ANU<br />
FAHA FASSA<br />
Deputy Vice-<br />
Chancellor<br />
(Innovation &<br />
Development)<br />
Pr<strong>of</strong>essor Vijoleta<br />
Braach-Maksvytis<br />
BSc NSW PhD Syd<br />
Pro Vice-Chancellor,<br />
<strong>University</strong> Relations<br />
Pr<strong>of</strong>essor Warren<br />
Bebbington<br />
MA Queens MMUS<br />
MPhil PhD CUNY<br />
Vice-Chancellor and Principal<br />
The Vice-Chancellor and Principal, as Chief Executive Officer <strong>of</strong> the <strong>University</strong>, exercises general<br />
superintendence over the education and administrative affairs <strong>of</strong> the <strong>University</strong>.<br />
Deputy Vice-Chancellors, Pro Vice-Chancellors<br />
Deputy Vice-Chancellors and Pro Vice-Chancellors exercise a general superintendence with the<br />
particular areas <strong>of</strong> the <strong>University</strong>'s affairs indicated by their titles.<br />
The elected President and Vice-President <strong>of</strong> Academic Board are also as Pro Vice-Chancellors to<br />
perform duties in relation to the academic affairs <strong>of</strong> the <strong>University</strong>.<br />
Vice-Principals and <strong>University</strong> Secretary<br />
The Vice-Principals and the <strong>University</strong> Secretary have responsibilities for particular areas <strong>of</strong> the<br />
administrative services <strong>of</strong> the <strong>University</strong> indicated by their titles. Their duties are performed in<br />
coordination, under the general direction <strong>of</strong> the Senior Vice-Principal.<br />
Deans<br />
The Deans are responsible for particular academic divisions <strong>of</strong> the <strong>University</strong>.<br />
Deputy Vice-<br />
Chancellor<br />
(International)<br />
Pr<strong>of</strong>essor<br />
Francis Larkins<br />
AM BEd DSC Melb<br />
DPhil DipAdvMath Oxf<br />
FAA FRCI FAIE FAIP<br />
Senior Vice-Principal<br />
Mr Ian Marshman<br />
BA (Hons) Melb LLB ANU<br />
Vice-Principal &<br />
Academic Registrar<br />
Ms Gillian Luck<br />
Bus USQ M PuPol Griff DipComp<br />
Dir AICDA<br />
Vice-Principal & Chief<br />
Financial Officer<br />
Mr David Percival<br />
BEc Adel MBA Adel FCPA FCIS FAICD<br />
Vice-Principal & General Counsel<br />
Mr Christopher Penman<br />
LLB Syd LLM Lond GDipNatRes Melb<br />
Vice-Principal, Human Resources<br />
Ms Elisabeth Baré<br />
BA Melb DipLib NSW GDipBus<br />
Admin Swinburne<br />
Vice-Principal, Information<br />
Ms Linda O'Brien<br />
BEd Syd MPA Canberra<br />
Vice-Principal, Property & Buildings<br />
Mr Russell Elliot<br />
BSc Melb Med Melb<br />
Vice-Principal (Commercialisation)<br />
Allan Tait<br />
Vice-Principal<br />
(International Development)<br />
Bruce Bayley<br />
BE Melb MBA Melb<br />
Vice-Principal (Marketing and<br />
Communications)<br />
Patrick Freeland-Small<br />
BA Monash GDipAppPsych Monash<br />
Vice-Principal (Research)<br />
Dr Glenn Swafford<br />
BA Ell MPolLaw La Trobe PhD Flin. MACE<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
highlights/<br />
<br />
quality people/<br />
• The quality <strong>of</strong> student intake remained very high with a median ENTER<br />
score <strong>of</strong> 94.30. 13<br />
• The quality <strong>of</strong> <strong>University</strong> staff is recognised through prestigious awards and<br />
the election <strong>of</strong> 11 staff as fellows <strong>of</strong> learned societies. 14<br />
• Staff receive recognition for excellence in teaching through Carrick Citations<br />
and Awards. 13<br />
<br />
research and<br />
research training/<br />
• Since 1996 <strong>Melbourne</strong> has ranked first or second on national research<br />
indicators <strong>of</strong> total research income, research publications, RHD student load<br />
and completions. 19,21<br />
• <strong>Melbourne</strong> recorded the largest number <strong>of</strong> research higher degree<br />
enrolments and completions nationally with continued improvement in the<br />
completion rate. 23<br />
• Assessments <strong>of</strong> all faculties and departments placed more than 90 percent<br />
<strong>of</strong> academic units in the top three in Australia, with around half ranked as<br />
number 1. 19<br />
• Seven internationally outstanding researchers were awarded Federation<br />
Fellowships at the <strong>University</strong>. 13<br />
• Australia’s largest biopharmaceutical company, CSL, entered into an<br />
innovation partnership providing for 50 <strong>of</strong> its scientists to relocate to<br />
the <strong>University</strong>’s Bio21 Institute. 41<br />
• The <strong>University</strong> joined an elite international group <strong>of</strong> universities teaching<br />
Veterinary Science after winning accreditation by the American Veterinary<br />
Medicine Association. 46<br />
learning<br />
and teaching/<br />
• The <strong>Melbourne</strong> Model was adopted, providing for three year undergraduate<br />
degrees, followed by a pr<strong>of</strong>essional or research masters degree, and the<br />
option <strong>of</strong> a PhD. Core principles for the <strong>Melbourne</strong> Model degrees were<br />
established. 28<br />
• Six new <strong>Melbourne</strong> Model undergraduate degrees in Arts, Biomedicine,<br />
Commerce, Environments, Music and Science will be <strong>of</strong>fered from 2008.<br />
Graduate degrees will be phased in from 2008. 28<br />
• <strong>Melbourne</strong> achieved a top ranking and the highest grant <strong>of</strong> $8.9m in the<br />
Commonwealth Learning and Teaching Performance Fund. 28<br />
• Staff received an exceptional nine Carrick citations for Outstanding<br />
Contribution to Student Learning and two Carrick Awards for Australian<br />
<strong>University</strong> Teaching. 30,13<br />
• Design and development <strong>of</strong> collaborative learning spaces and multi-purpose<br />
student learning hubs is underway to enhance student experience. 33,55<br />
<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
highlights/<br />
knowledge<br />
transfer/<br />
• A framework for the <strong>University</strong>’s knowledge transfer activities was developed,<br />
with initiatives underway to ensure that knowledge transfer activities are<br />
embedded in all aspects <strong>of</strong> <strong>University</strong> life. 36,37<br />
• A more focussed alumni program was introduced with targeted events, new<br />
publications and an upgraded database tripling increase in alumni contacts. 38,57<br />
• An extensive program <strong>of</strong> well-attended events included lectures, open days,<br />
collection exhibitions and concerts. 39,40<br />
• A new Commercialisation Strategy established objectives, policies<br />
and initiatives. 40<br />
• The <strong>University</strong> revised its approach to intellectual property. 41<br />
international<br />
engagement/<br />
• The international standing <strong>of</strong> the <strong>University</strong> as judged by the Shanghai<br />
Jiao Tong <strong>University</strong> institutional rankings continued to improve with<br />
a ranking <strong>of</strong> 78. The <strong>University</strong> was ranked No 22 in the world by the Times<br />
Higher Education Supplement Study <strong>2006</strong>. 43<br />
• The <strong>University</strong> was admitted as a member <strong>of</strong> the Association <strong>of</strong> Pacific Rim<br />
Universities. Membership is based on academic excellence, research<br />
intensity, global outlook and innovation. 46<br />
• International student load increased, with international student numbers<br />
exceeding 10, 000 and representing 25.9 percent <strong>of</strong> student load. 44<br />
• The Confucius Institute was established with support from both the Victorian<br />
and Chinese governments. It is part <strong>of</strong> a global network facilitating the<br />
teaching <strong>of</strong> the Chinese language and culture. 46<br />
binding the<br />
strands together/<br />
• Standard and Poor’s Rating Services affirmed the <strong>University</strong>’s AA+<br />
credit rating. 8<br />
• Consolidated income <strong>of</strong> $1.28 billion was up by 5.8 percent on 2005. 59<br />
• The <strong>University</strong> developed an Advancement Plan detailing strategies for a<br />
major, campus-wide fundraising campaign. Total donations to the <strong>University</strong>’s<br />
Annual Appeal increased significantly, with the number <strong>of</strong> donors doubling<br />
and amount raised trebling. 57<br />
• The new $125 million Economics and Commerce Building project has been<br />
tendered, with completion due December 2008. 55<br />
• Major information technology advances were achieved with development <strong>of</strong><br />
an e-research strategy, a web research portal, expanded digital repositories<br />
for scholarly output, and a ‘one-stop shop’ student portal. 56,30<br />
• A replacement student system has been approved for implementation by 2008. 61<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
More than 50,000 prospective students<br />
and their families visited the <strong>University</strong>’s<br />
Parkville campus on Open Day, with<br />
many attending special presentations<br />
explaining the <strong>Melbourne</strong> Model.<br />
introduction<br />
and overview/<br />
<strong>2006</strong> has been the year <strong>of</strong> detail in the<br />
implementation <strong>of</strong> Growing Esteem.<br />
<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
“<br />
<strong>Melbourne</strong> has a great educational vision,<br />
closely integrated with bold aspirations<br />
in research and knowledge transfer.<br />
”<br />
Pr<strong>of</strong>essor<br />
Glyn Davis AC<br />
Vice-Chancellor<br />
<strong>2006</strong> – the Year <strong>of</strong> Detail<br />
One year ago the <strong>University</strong> <strong>of</strong><br />
<strong>Melbourne</strong> affirmed its aspiration to<br />
be one <strong>of</strong> the finest universities in the<br />
world through a strategy called Growing<br />
Esteem. Along with great scholarship<br />
and research, <strong>Melbourne</strong> embraced<br />
‘knowledge transfer’, the idea <strong>of</strong> a<br />
continuous exchange <strong>of</strong> knowledge<br />
between the <strong>University</strong> and the many<br />
communities <strong>of</strong> which it is part.<br />
<strong>2006</strong> has been the ‘Year <strong>of</strong> Detail’ in the<br />
implementation <strong>of</strong> Growing Esteem.<br />
Dedicated review bodies focussed<br />
on curriculum, research and research<br />
training and knowledge transfer, working<br />
from first principles to establish the way<br />
forward for each <strong>of</strong> the three strands <strong>of</strong><br />
the strategy.<br />
Learning and Teaching<br />
In Learning and Teaching the focus has<br />
been on curriculum reform to create<br />
the <strong>Melbourne</strong> Model. Under the new<br />
model, the <strong>University</strong> will <strong>of</strong>fer six<br />
three-year undergraduate degrees in<br />
the humanities, social sciences and<br />
sciences characterised by both depth<br />
and breadth, followed by a pr<strong>of</strong>essional<br />
or research Masters degree, and the<br />
option <strong>of</strong> a PhD program. The new<br />
generation undergraduate degrees<br />
will be introduced in 2008, with the<br />
last courses shifting to the <strong>Melbourne</strong><br />
Model in 2011 – though it will be 2016<br />
before only new generation degrees<br />
are taught.<br />
Achieving integration and consistency<br />
<strong>of</strong> degrees across faculties requires<br />
a fresh approach to administration<br />
<strong>of</strong> undergraduate degrees. Course<br />
Standing Committees have been<br />
established for each <strong>of</strong> the six new<br />
<strong>Melbourne</strong> Model undergraduate<br />
degrees, coordinated by a Board <strong>of</strong><br />
Undergraduate Studies with crossfaculty<br />
reach.<br />
Research and<br />
Research Training<br />
In Research and Research Training a<br />
comprehensive audit <strong>of</strong> research activity<br />
and staff capabilities has given the<br />
<strong>University</strong> accurate information on its<br />
research pr<strong>of</strong>ile. Under the Growing<br />
Esteem strategy <strong>Melbourne</strong> will invest<br />
more in areas <strong>of</strong> strong performance<br />
and potential, where there is scope for<br />
significant contribution and the greatest<br />
impact. With a detailed picture <strong>of</strong><br />
research by discipline and department,<br />
the <strong>University</strong> is well-placed to<br />
strengthen its research pr<strong>of</strong>ile ahead<br />
<strong>of</strong> the Federal Government’s Research<br />
Quality Framework (RQF) exercise<br />
in 2007.<br />
Knowledge Transfer<br />
While many examples <strong>of</strong> knowledge<br />
transfer already exist at <strong>Melbourne</strong><br />
many <strong>of</strong> them are not recognised<br />
as such. During <strong>2006</strong> the <strong>University</strong><br />
worked to develop a definition and<br />
framework for knowledge transfer,<br />
ensuring that the concept was widely<br />
understood inside and outside the<br />
<strong>University</strong>. Measures have been<br />
introduced to embed knowledge<br />
transfer as an integral part <strong>of</strong> staff<br />
activity and the student learning<br />
experience at both undergraduate and<br />
postgraduate level.<br />
<strong>Melbourne</strong> Model<br />
Implementation<br />
Meanwhile, <strong>University</strong> Administration<br />
has progressed development <strong>of</strong> a<br />
system <strong>of</strong> shared services which will be<br />
essential once degrees span faculties.<br />
Moving from 96 specialist degrees<br />
to six new generalist degrees has<br />
far-reaching consequences for every<br />
faculty, division, department, service<br />
and work unit. With the assistance <strong>of</strong><br />
a Workplace Productivity Grant from<br />
the Department <strong>of</strong> Education Science<br />
and Training, the Boston Consulting<br />
Group has been employed to assist in<br />
developing a critical path for <strong>Melbourne</strong><br />
Model implementation and in creating<br />
a student-centred administration which<br />
will support the <strong>Melbourne</strong> Experience<br />
for all students.<br />
Expanded Advancement Office<br />
Generous philanthropic support for<br />
a strong endowment will help the<br />
<strong>University</strong> achieve its aims. During<br />
the year, an expanded <strong>University</strong><br />
Advancement Office has worked to<br />
ensure that the goals <strong>of</strong> Growing<br />
Esteem will be supported by fundraising<br />
activities, improved alumni relations,<br />
and other philanthropic activities to<br />
finance undergraduate and postgraduate<br />
scholarships. Results from the<br />
restructured Annual Appeal exceeded all<br />
expectations with the number <strong>of</strong> donors<br />
more than doubling in <strong>2006</strong> and the<br />
amount raised trebling.<br />
It is testament to the commitment and<br />
pr<strong>of</strong>essionalism <strong>of</strong> the <strong>University</strong>’s staff<br />
that implementation <strong>of</strong> Growing Esteem<br />
has not detracted from the <strong>University</strong>’s<br />
performance as a leading Australian<br />
<strong>University</strong> in <strong>2006</strong>.<br />
Rankings<br />
Internationally, the <strong>University</strong>’s standing<br />
was affirmed during the year when it<br />
was ranked at No 22 in the world by the<br />
Times Higher Education Supplement.<br />
<strong>Melbourne</strong>’s international research<br />
pre-eminence was also acknowledged<br />
with a top 100 ranking in the Shanghai<br />
Jiao Tong rankings. Ranked No 78<br />
in <strong>2006</strong>, the <strong>University</strong> has climbed<br />
steadily in the rankings since first<br />
appearing at No 92 in 2003.<br />
Within Australia, <strong>Melbourne</strong>’s position<br />
is secure as the leading teaching and<br />
research <strong>University</strong>.<br />
The strength <strong>of</strong> <strong>Melbourne</strong>’s<br />
learning and teaching programs<br />
was acknowledged and rewarded<br />
with a top ranking and the<br />
largest grant <strong>of</strong> $8.9 million in<br />
the Commonwealth Learning and<br />
Teaching Performance Fund.<br />
Since 1996 the <strong>University</strong> has been<br />
placed first or second in the national<br />
rankings in all key research parameters<br />
used to allocate Commonwealth<br />
Government funding. <strong>Melbourne</strong> remains<br />
one <strong>of</strong> Australia’s largest universities<br />
in terms <strong>of</strong> both research income and<br />
expenditure.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
Bio21 Institute<br />
Our support <strong>of</strong> world-class<br />
multidisciplinary research continues to<br />
increase. Now almost fully operational,<br />
the visionary Bio21 Molecular Science<br />
and Biotechnology Institute brings<br />
together over 400 scientists from<br />
the <strong>University</strong>, biomedical research<br />
institutes and industry. In <strong>2006</strong><br />
Australia’s largest biopharmaceutical<br />
company, CSL Limited, agreed to<br />
relocate up to 50 scientists to the<br />
Institute under a research innovation<br />
partnership with the <strong>University</strong>.<br />
During the year a high-level working<br />
group set priorities for future crossdisciplinary<br />
research at the <strong>University</strong>,<br />
to be boosted by funding from a newly<br />
established Future Generation Fund.<br />
Outstanding<br />
Undergraduate Intake<br />
In <strong>2006</strong> <strong>Melbourne</strong> again experienced<br />
high demand for its undergraduate<br />
places from outstanding students,<br />
resulting in a median ENTER score<br />
for Victorian school leavers <strong>of</strong> 94.30,<br />
5.45 points higher than the closest<br />
Victorian university.<br />
Under the guidance <strong>of</strong> the <strong>Melbourne</strong><br />
Experience Committee, plans for<br />
development <strong>of</strong> new types <strong>of</strong> learning<br />
spaces throughout the <strong>University</strong><br />
are well under way. A prototype <strong>of</strong> a<br />
new collaborative learning classroom<br />
located in the Chemistry building was<br />
completed in <strong>2006</strong> featuring advanced<br />
information technology, audiovisual<br />
equipment and virtual laboratories.<br />
Sites for multi-purpose ‘learning hubs’<br />
have been identified, a schedule for<br />
future development prepared and<br />
concept design for the first ‘Eastern<br />
Learning Hub’ approved. By combining<br />
resource centres, learning spaces and<br />
recreational areas in the one precinct,<br />
these hubs will promote an inclusive<br />
academic environment with increased<br />
opportunity for peer interaction.<br />
In a significant development expected to<br />
make day to day life easier for students,<br />
an online ‘one-stop shop’ student portal<br />
system was developed during <strong>2006</strong>.<br />
Students will be able to access email,<br />
timetables, online teaching and learning<br />
tools, academic advice and programs,<br />
library accounts and other essential<br />
<strong>University</strong> services through the portal.<br />
Public Funding<br />
The <strong>University</strong>’s consolidated income<br />
<strong>of</strong> $1.28 billion in <strong>2006</strong> was up by<br />
5.8 percent on 2005, due largely to<br />
continuing growth <strong>of</strong> fee-revenue<br />
and research and investment income.<br />
Commonwealth funding now represents<br />
only 40 percent <strong>of</strong> the <strong>University</strong>’s<br />
total income.<br />
Overall, <strong>Melbourne</strong> has been successful<br />
in achieving a 13.3 percent increase in<br />
unit-<strong>of</strong>-resource funding since 2003.<br />
The <strong>University</strong>’s financial strength has<br />
been confirmed by the continuation<br />
<strong>of</strong> its Standard and Poor’s credit-rating<br />
at AA+, the highest rating available to<br />
an Australian university.<br />
Global Opportunities<br />
<strong>Melbourne</strong> strengthened its engagement<br />
with the international community during<br />
<strong>2006</strong> under the leadership <strong>of</strong> the newly<br />
created position <strong>of</strong> Deputy Vice-Chancellor<br />
(International). The <strong>University</strong> participates<br />
in global opportunities and the sharing<br />
<strong>of</strong> knowledge in many ways – through<br />
Universitas 21, international partnerships<br />
and some 80 bilateral agreements with<br />
universities around the world.<br />
The <strong>Melbourne</strong> Community Gamelan, a set <strong>of</strong> bronze gongs and xylophones at the <strong>University</strong>, originating<br />
from central Java, are used for teaching music students and by Indonesian music enthusiasts from the<br />
community for public performances. Bachelor <strong>of</strong> Music student Lam Lut Hei is pictured on gongs with<br />
gamelan master Ki Poedijono and Dean <strong>of</strong> Music, Associate Pr<strong>of</strong>essor Cathy Falk.<br />
<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
introduction<br />
and overview/<br />
Five-Year Key Statistics<br />
Category 2002 2003 2004 2005 <strong>2006</strong><br />
Median Enters (Victorian School Leaver) 95.0 94.8 94.8 94.5 94.3<br />
Student Enrolments (EFTSL) (August)<br />
Total Load (EFTSL) 31,912 32,870 33,612 34,008 33,856<br />
Research Higher Degree 2,785 2,925 3,160 3,159 3,062<br />
Postgraduate Coursework 4,555 4,882.3 5,324 5,263 5,534<br />
Undergraduate 24,572 25,063 25,129 25,585 25,259<br />
% Female Enrolment 56.1% 56.7% 56.6% 56.5% 56.0%<br />
International Load (EFTSL) 6,701.1 7,619 8,021 8,335.4 8,752<br />
% International 21.0% 23.2% 23.9% 24.5% 25.9%<br />
Award Completions<br />
Research Higher Degree 663 694 734 750 747 (prelim)<br />
PG Coursework 3,417 3,736 4,045 3,968 4,068<br />
Undergraduate 7,174 7,902 7,809 8,133 8,052<br />
Total 11,254 12,332 12,588 12,851 12,852<br />
Staff (FTE) (March, including casuals<br />
& excluding TAFE)<br />
Academic (All) 2,672 2,829 2,971 3,168 3,283<br />
General (All) 3,016 3,164 3,330 3,517 3,667<br />
Total 5,688 5,993 6,301 6,685 6,950<br />
Student: Staff Ratio (August)<br />
T&R Faculty Staff 18 17.9 17.7 16.2 16.3<br />
All Academic Staff 12.1 11.7 11.4 10.8 10.4<br />
Research Expenditure ($ million) 363 408 (est) 429 469 (est) 499 (est)<br />
Research Performance Indicators<br />
Research Income ($ million) 158.8(1) 198.7(1) 208.3(1) 254.4(1) 279.7 (est)<br />
Research Publications 2,855(1) 2,857(1) 3,299(2) 3,878(1) 3,936 (est)<br />
Research Load (EFTSL) 2,785(1) 2,925(1) 3,160(1) 3,158(1) 3,231 (est)<br />
Research Completions (eligible) * 663(1) 694(1) 724(1) 750(1) 747 (prelim)<br />
Numbers in brackets are <strong>Melbourne</strong>’s national rank, based on the proportion <strong>of</strong> the national total for each category<br />
* Eligible completions means part <strong>of</strong> RTS formula, excludes Higher Doctorates by publication.<br />
Financial Data ($million)<br />
Consolidated Income 954.5 1,006.6 1,166.3 1,211.9 1,282.6<br />
Consolidated Expenditure 885.9 944.3 1,072.8 1,134.9 1,192.6<br />
Operating Result before Income Tax 68.6 62.3 93.5 77.0 90.0<br />
Operating Result after Income Tax 66.5 64.4 93.4 77.0 90.0<br />
Sources <strong>of</strong> Income (%)<br />
Australian Government Recurrent<br />
Financial Assistance 24.6 24.1 22.7 22.6 23.5<br />
Other Australian Government Financial<br />
Assistance ** 12.3 15.2 15.1 16.7 16.8<br />
HECS-HELP 9.2 8.8 7.7 7.9 7.9<br />
State Government Financial Assistance 5.4 3.3 3.2 3.2 3.7<br />
Investments, Fees and Charges 42.5 41.7 45.4 43.7 42.3<br />
Grants, Donations and Bequests 6.0 6.9 5.9 5.9 5.8<br />
Total 100.0 100.0 100.0 100.0 100.0<br />
** Includes FEE-HELP (formerly Post Graduate Loans Scheme). # See Note p 89.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
10<br />
Pr<strong>of</strong>essor David Boger demonstrating a Boger fluid – a class <strong>of</strong> fluids named after him in<br />
recognition <strong>of</strong> his work in defining their novel properties. Pr<strong>of</strong>essor Boger’s research has had<br />
a significant impact on the petroleum, food, polymer and minerals industries.<br />
The <strong>University</strong>’s international network<br />
was further extended in <strong>2006</strong> with<br />
its admission to membership <strong>of</strong> the<br />
Association <strong>of</strong> Pacific Rim Universities,<br />
a group that includes UC Berkeley,<br />
Stanford and other famous institutions.<br />
Pushing against the national trend<br />
<strong>of</strong> declining international student<br />
enrolments, the <strong>University</strong> was once<br />
again successful in attracting a large<br />
number <strong>of</strong> students from overseas.<br />
Of the 44,000 students enrolled at the<br />
<strong>University</strong>, over 10,000 (25.9 percent<br />
<strong>of</strong> the student cohort) are international<br />
students from more than 100 countries.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
These are exciting times for the<br />
<strong>University</strong>. <strong>Melbourne</strong> has a great<br />
educational vision, closely integrated<br />
with bold aspirations in research and<br />
knowledge transfer. The change to<br />
the <strong>Melbourne</strong> Model is not however<br />
without risk. It represents a major<br />
shift in curriculum and educational<br />
philosophy. The transformation <strong>of</strong> the<br />
<strong>University</strong> may see a fall in demand<br />
as the market adjusts to the ending<br />
<strong>of</strong> undergraduate double degrees and<br />
a changed student pr<strong>of</strong>ile. It may take<br />
some years for the <strong>University</strong> to regain<br />
its current market position and standing.<br />
But once the change is complete,<br />
<strong>Melbourne</strong> will be the leading university<br />
in Australia with a strong graduate<br />
school pr<strong>of</strong>ile, and be well positioned<br />
for the coming decades to compete<br />
for students from Asia, Europe and<br />
the Americas.<br />
The Finest Undergraduate<br />
Education in Australia by 2011<br />
By 2011 <strong>Melbourne</strong> will be <strong>of</strong>fering<br />
the finest undergraduate education in<br />
Australia. Coherent and well-crafted<br />
courses with depth and breadth will<br />
<strong>of</strong>fer majors allowing immersion<br />
in a discipline and <strong>University</strong>-wide<br />
subjects creating a number <strong>of</strong> common<br />
conversations across undergraduate<br />
degrees. Student load will be a stable<br />
population <strong>of</strong> around 40,000 students,<br />
moving towards a balance <strong>of</strong> half-andhalf<br />
undergraduate and postgraduate<br />
coursework and research students.<br />
By 2011 information technology systems<br />
will be integrated to produce seamless<br />
interaction across the <strong>University</strong>.<br />
Administrative resources will serve,<br />
effectively and efficiently, the needs <strong>of</strong><br />
students and staff. The <strong>University</strong> will<br />
be part-way through implementing a<br />
10-15 year plan for upgrading physical<br />
infrastructure with new building stock<br />
and renewal <strong>of</strong> existing facilities.<br />
Undergraduate students will have<br />
access to more innovative new learning<br />
spaces and student-centric services<br />
built around their needs, both on the<br />
web and in person, through new ‘onestop-shop’<br />
centres for administrative<br />
support. Responding to student demand,<br />
academic programs will make more<br />
flexible use <strong>of</strong> the 12-month calendar.<br />
By 2011 many students will stay on for<br />
a graduate education, taught with the<br />
rigour and to an intensive timetable<br />
appropriate for training the best and<br />
the brightest. Pr<strong>of</strong>essional graduate<br />
schools will be well-established across<br />
the <strong>University</strong>, building their own<br />
international reputations, drawing<br />
students from <strong>Melbourne</strong>’s own<br />
graduates, from other Australian<br />
universities, and from the region.<br />
Renowned for the quality and<br />
distinctiveness <strong>of</strong> its programs,<br />
<strong>Melbourne</strong> will have consolidated
introduction<br />
and overview/<br />
its position as Australia’s pre-eminent<br />
learning and teaching institution,<br />
a clear acknowledgement <strong>of</strong> the<br />
enormous depth and breadth in the<br />
performance <strong>of</strong> its teaching staff and<br />
the great pleasure they take in engaging<br />
with high-quality undergraduate and<br />
postgraduate students.<br />
In 2011 <strong>Melbourne</strong> will still be the<br />
strongest research university in<br />
Australia, capacity and outreach<br />
enhanced by two or three new institutes<br />
in emerging areas <strong>of</strong> cross-disciplinary<br />
<strong>Melbourne</strong> strengths – areas such<br />
as material sciences, sustainability,<br />
immunology, Middle Eastern and<br />
Asian interaction.<br />
We will know we are on track in 2011<br />
if we have maintained our national<br />
leadership on research higher degree<br />
completion, load and research training<br />
scheme funding, and if we are the<br />
<strong>University</strong> <strong>of</strong> choice for the brightest<br />
local and international research higher<br />
degree candidates.<br />
By 2011 knowledge transfer will be<br />
a familiar part <strong>of</strong> all the <strong>University</strong>’s<br />
work. Students will expect to be<br />
involved in volunteer work and<br />
for-credit placements, including<br />
international exchanges.<br />
This broader involvement will be<br />
reflected on their transcripts, to produce<br />
a more complete record <strong>of</strong> such<br />
opportunities within and beyond the<br />
classroom while at <strong>Melbourne</strong>.<br />
<strong>Melbourne</strong> will have built a pr<strong>of</strong>ile for<br />
knowledge transfer – and wider public<br />
engagement – by becoming prominent<br />
in tackling one or two major national<br />
or regional issues, with business and<br />
community support, in a way that only<br />
the <strong>University</strong>, with its disciplinary<br />
strengths, can do. <strong>Melbourne</strong> will be<br />
widely seen as a valued leader and<br />
contributor to high-level thought and<br />
debate in the community.<br />
And <strong>Melbourne</strong> will be more involved in<br />
the world <strong>of</strong> industry and business, as<br />
investment in commercialisation brings<br />
expanded opportunities for knowledge<br />
and technical transfer.<br />
In 2011 philanthropic income will play<br />
a larger role in <strong>University</strong> finances,<br />
reducing reliance on public funding,<br />
and providing more scholarships for<br />
students regardless <strong>of</strong> their financial<br />
circumstances, more opportunity to<br />
fund the long-term capital works the<br />
<strong>University</strong> needs.<br />
The foundations for realising this vision<br />
<strong>of</strong> the <strong>University</strong> in 2011 are in place,<br />
or being set down through decisions to<br />
be taken in 2007. Each <strong>of</strong> the elements<br />
is achievable.<br />
In 2011, <strong>Melbourne</strong> will <strong>of</strong>fer a standard<br />
<strong>of</strong> education, excellence in research and<br />
broader engagement consistent with<br />
this <strong>University</strong> being one <strong>of</strong> the finest<br />
in the world.<br />
Pr<strong>of</strong>essor Glyn Davis AC<br />
Vice-Chancellor<br />
In 2011, <strong>Melbourne</strong> will <strong>of</strong>fer a standard <strong>of</strong> education,<br />
excellence in research and broader engagement<br />
consistent with this <strong>University</strong> being one <strong>of</strong> the<br />
finest in the world.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
11
Director <strong>of</strong> the <strong>University</strong>’s Asia Pacific Centre<br />
for Military Law Pr<strong>of</strong>essor Tim McCormack and<br />
research student Ms Sarah Finin have been<br />
providing key assistance to US Guantanamo Bay<br />
defence lawyer Major Michael Mori.<br />
quality<br />
people/<br />
<strong>Melbourne</strong> continues to attract outstanding<br />
students and academics from around Australia<br />
and internationally.<br />
12<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
Table 1. Median undergraduate<br />
ENTERs, <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong><br />
Year<br />
Median ENTER<br />
2002 95.0<br />
2003 94.8<br />
2004 94.8<br />
2005 94.5<br />
<strong>2006</strong> 94.3<br />
Table 2. Percentage <strong>of</strong> Victorian<br />
school leaver commencing students<br />
with an ENTER <strong>of</strong> 99.0 or greater<br />
Year % with ENTER >99.0<br />
2002 72.4<br />
2003 67.4<br />
2004 69.9<br />
2005 69.8<br />
<strong>2006</strong> 66.9<br />
Academic and<br />
Pr<strong>of</strong>essional Leaders<br />
Senior staff appointments<br />
The <strong>University</strong> welcomed three new<br />
Deans during the year:<br />
Pr<strong>of</strong>essor Belinda Probert from the<br />
<strong>University</strong> <strong>of</strong> Western Australia as<br />
Dean <strong>of</strong> Arts;<br />
Pr<strong>of</strong>essor Peter Rathjen from the<br />
<strong>University</strong> <strong>of</strong> Adelaide as Dean <strong>of</strong><br />
Science; and<br />
Pr<strong>of</strong>essor Richard Roush from the<br />
<strong>University</strong> <strong>of</strong> California as Dean <strong>of</strong> the<br />
Faculty <strong>of</strong> Land and Food Resources.<br />
In 2005 the <strong>University</strong> began the<br />
transition to a new senior executive<br />
management structure designed to<br />
provide enhanced academic leadership<br />
and support in areas <strong>of</strong> strategic priority.<br />
Four Vice-Principals were appointed<br />
to augment administrative leadership<br />
in <strong>2006</strong>.<br />
Mr Pat Freeland-Small was appointed<br />
as Vice-Principal (VP) (Marketing and<br />
Communications), Mr Allan Tait as VP<br />
(Commercialisation), Mr Bruce Bayley<br />
as VP (International Development) and<br />
Dr Glenn Swafford as VP (Research).<br />
Renowned Scholars<br />
In <strong>2006</strong> seven internationally<br />
outstanding researchers, including three<br />
already at <strong>Melbourne</strong>, were awarded<br />
prestigious Federation Fellowships to<br />
conduct ground-breaking research at<br />
the <strong>University</strong>.<br />
The new Federation Fellows<br />
for <strong>Melbourne</strong> are:<br />
Mathematician Pr<strong>of</strong>essor Peter Hall<br />
(ANU), Meteorologist Pr<strong>of</strong>essor David<br />
Karoly (<strong>University</strong> <strong>of</strong> Oklahoma):<br />
Indonesian law expert Pr<strong>of</strong>essor Timothy<br />
Lindsey (<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>):<br />
Mechanical engineer, Dr Ivan Marusic<br />
(<strong>University</strong> <strong>of</strong> Minnesota): Plant<br />
biologist Pr<strong>of</strong>essor Ge<strong>of</strong>frey McFadden<br />
(<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>): Physicist<br />
Pr<strong>of</strong>essor Keith Nugent (<strong>University</strong> <strong>of</strong><br />
<strong>Melbourne</strong>) (Reappointed): Law and<br />
public health expert Associate Pr<strong>of</strong>essor<br />
David Studdert (Harvard <strong>University</strong>).<br />
Vice-Chancellor's Fellows:<br />
Three distinguished public intellectuals<br />
were named as Vice-Chancellor’s<br />
Fellows:<br />
Dr David Kemp (public policy expert);<br />
Pr<strong>of</strong>essor Brenton Broadstock<br />
(composer and musicologist); and<br />
Max Gillies (satirist and actor).<br />
The Fellowships allow the holders<br />
to engage in the public life <strong>of</strong> the<br />
<strong>University</strong>, providing a scholarly<br />
environment for research, writing,<br />
teaching and related activities.<br />
Dr Alice Garner completed her term<br />
as a Vice-Chancellor’s Fellow, having<br />
written the manuscript for ‘The Student<br />
Chronicles’, which was published later<br />
in the year.<br />
Quality Students<br />
The <strong>University</strong> continued to attract<br />
outstanding students in <strong>2006</strong>.<br />
<strong>Melbourne</strong> reinforced its position as<br />
the university <strong>of</strong> first choice for highperforming<br />
Victorian Year 12 students,<br />
attracting 80 percent <strong>of</strong> the Victorian<br />
Premier’s ‘top all round VCE highachievers’<br />
for <strong>2006</strong> (2005: 69.7 percent),<br />
The <strong>University</strong> attracted 68.8 percent<br />
<strong>of</strong> Victorian recipients <strong>of</strong> the Australian<br />
Students Prize (76.9 percent in 2005)<br />
and 8.6 percent <strong>of</strong> interstate recipients<br />
(6.8 percent in 2005). The increase in<br />
interstate numbers indicates Australian<br />
students are increasingly prepared<br />
to travel interstate to study in their<br />
preferred course and university.<br />
<strong>Melbourne</strong> saw an increase <strong>of</strong> 38.2<br />
percent in enrolment <strong>of</strong> undergraduate<br />
Australian fee students. The quality <strong>of</strong><br />
the student intake remained very high<br />
with a median ENTER <strong>of</strong> 94.30, 5.45<br />
points higher than the closest Victorian<br />
university, though slightly short<br />
<strong>of</strong> the targeted 95. The <strong>University</strong><br />
again had the highest proportion<br />
<strong>of</strong> enrolments <strong>of</strong> any institution for<br />
applicants with an ENTER <strong>of</strong> 99.00<br />
or above. 66.9 percent <strong>of</strong> applicants with<br />
an ENTER <strong>of</strong> 99.00 or above enrolled<br />
at <strong>Melbourne</strong>, close to the targeted 70<br />
percent. The nearest Victorian institution<br />
achieved 28.1 percent.<br />
The following staff were<br />
recognised in <strong>2006</strong> for<br />
excellence in teaching:<br />
Annual <strong>University</strong> Awards<br />
for Teaching Excellence:<br />
Dr Charles Schencking, Department <strong>of</strong><br />
History/Asia Institute, Faculty <strong>of</strong> Arts<br />
Dr Raoul Mulder, Department <strong>of</strong><br />
Zoology, Faculty <strong>of</strong> Science<br />
Pr<strong>of</strong>essor Jeff Borland, Department<br />
<strong>of</strong> Economics, Faculty <strong>of</strong> Economics<br />
and Commerce<br />
Carrick Citations for<br />
Teaching Excellence:<br />
Associate Pr<strong>of</strong>essor Philip Batterham<br />
(Genetics)<br />
Associate Pr<strong>of</strong>essor Jamie Evans<br />
(Electrical and Electronic Engineering)<br />
Ms Tammie Goates (IT User Services)<br />
Associate Pr<strong>of</strong>essor Robert Kemm<br />
(Physiology)<br />
Pr<strong>of</strong>essor Tim Lindsey (Law)<br />
Dr Kay Margetts (Education)<br />
Dr Patricia McLean (Equity, Language<br />
and Learning Programs)<br />
Pr<strong>of</strong>essor Alistair M<strong>of</strong>fat (Computer<br />
Science and S<strong>of</strong>tware Engineering)<br />
Ms Sandra Uren (Microbiology<br />
and Immunology)<br />
Carrick Awards for Australian<br />
<strong>University</strong> Teaching:<br />
Dr Charles Schencking ( History<br />
and the Asia Institute) – Award in<br />
the ‘Early Career’ category<br />
Pr<strong>of</strong>essor Nilss Olekalns, Associate<br />
Pr<strong>of</strong>essor Carol Johnston, Paul Andonov<br />
and Nahid Khan from the Teaching<br />
and Learning Unit in the Faculty <strong>of</strong><br />
Economics and Commerce – Award<br />
for Programs that Enhance Learning<br />
in the category <strong>of</strong> ‘Assessment<br />
and Feedback’<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
13
High-Achieving Staff<br />
14<br />
Pr<strong>of</strong>essor David Solomon,<br />
Inventor <strong>of</strong> Plastic Bank Note<br />
Wins <strong>2006</strong> Victoria Prize<br />
Eminent scientist and inventor <strong>of</strong><br />
the plastic bank note, Pr<strong>of</strong>essor David<br />
Solomon, Honorary Pr<strong>of</strong>essorial Fellow<br />
in the Department <strong>of</strong> Chemical and<br />
Biomolecular Engineering, was awarded<br />
the prestigious <strong>2006</strong> Victoria Prize.<br />
The <strong>University</strong> was also recognised for<br />
supporting Pr<strong>of</strong>essor Solomon’s work,<br />
receiving the $100,000 Anne and Eric<br />
Smorgon Memorial Award from the<br />
Jack and Robert Smorgon Families<br />
Foundation, which complements the<br />
Victoria Prize.<br />
<strong>University</strong> academics were<br />
awarded three <strong>of</strong> the six<br />
<strong>2006</strong> State Government<br />
Victoria Fellowships:<br />
• Dr Bryan Fry, Australian Venom<br />
Research Unit, for finding medical<br />
cures from Australia’s snakes and<br />
poisonous creatures;<br />
• Mr Mohammad Tabbara, Electrical and<br />
Electronic Engineering, for using next<br />
generational technology to produce<br />
safer and cleaner cars;<br />
• Hadi Lioe, Chemistry, for using mass<br />
spectrometry to help improve the<br />
detection <strong>of</strong> new diseases, biological<br />
warfare agents and toxic agents. Hadi<br />
Lioe is also the recipient <strong>of</strong> the <strong>2006</strong><br />
AFAS FEAST-France Fellowship.<br />
<strong>Melbourne</strong> eye researcher wins<br />
national award for excellence<br />
Predicting the risk <strong>of</strong> heart disease<br />
through an eye scan won Pr<strong>of</strong>essor Tien<br />
Wong the Federal Health Minister’s<br />
Award for Excellence in Health and<br />
Medical Research for <strong>2006</strong>.<br />
Urban planning paper wins<br />
AESOP Prize<br />
Dr Kate Shaw won the <strong>2006</strong> AESOP<br />
(Association <strong>of</strong> European Schools <strong>of</strong><br />
Planning) Prize for the best paper in<br />
the planning field published in 2005.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
In <strong>2006</strong> many staff won national and international recognition for achievements.<br />
Nine staff or honoraries were made fellows <strong>of</strong> learned societies.<br />
Academy<br />
2005 Fellows<br />
Fellow <strong>of</strong> the<br />
Australian Academy<br />
<strong>of</strong> the Social Sciences<br />
Fellow <strong>of</strong> the<br />
Australian Academy<br />
<strong>of</strong> Science<br />
Fellow <strong>of</strong> the<br />
Australian Academy<br />
<strong>of</strong> Humanities<br />
Fellow <strong>of</strong> the<br />
Australian Academy<br />
<strong>of</strong> Technological<br />
Sciences and<br />
Engineering<br />
Australian history <strong>of</strong><br />
psychoanalysis wins<br />
Ernest Scott Prize<br />
Pr<strong>of</strong>essor Joy Damousi’s book on<br />
the introduction and progress <strong>of</strong><br />
psychoanalysis in Australia has been<br />
awarded the <strong>2006</strong> Ernest Scott Prize<br />
for publications that contribute to the<br />
history <strong>of</strong> Australia or New Zealand.<br />
Pr<strong>of</strong>essor Arief Budiman receives<br />
Indonesian award<br />
Foundation Pr<strong>of</strong>essor <strong>of</strong> Indonesian,<br />
Arief Budiman, won a major Indonesian<br />
award, the Achmad Bakrie Award, in<br />
recognition <strong>of</strong> his contribution to the<br />
national debate on economics and<br />
politics.<br />
Lifetime achievement in<br />
Alzheimer’s research<br />
Medical scientist, Pr<strong>of</strong>essor Colin<br />
Masters, was presented with a Lifetime<br />
• Pr<strong>of</strong>essor Elizabeth Malcolm, Gerry Higgins<br />
Pr<strong>of</strong>essor <strong>of</strong> Irish Studies, Department <strong>of</strong> History<br />
• Pr<strong>of</strong>essor Patrick McGorry, Executive Director,<br />
ORYGEN Research Centre, and Pr<strong>of</strong>essor,<br />
Department <strong>of</strong> Psychiatry<br />
• Pr<strong>of</strong>essor Mark Burgman, Director Australian Centre<br />
<strong>of</strong> Excellence for Risk Analysis (ACERA), Pr<strong>of</strong>essor<br />
Environmental Science, School <strong>of</strong> Botany<br />
• Pr<strong>of</strong>essor Andrew Holmes, AM, Federation Fellow and<br />
VESKI Inaugural Fellow, Pr<strong>of</strong>essor, School <strong>of</strong> Chemistry<br />
and Bio21 Institute<br />
• Pr<strong>of</strong>essor Roger Powell, Department <strong>of</strong> Earth Sciences<br />
• Pr<strong>of</strong>essor Barbara Creed,<br />
Pr<strong>of</strong>essor <strong>of</strong> Film Studies, Department <strong>of</strong> Cinema<br />
• Pr<strong>of</strong>essor John Griffiths,<br />
Pr<strong>of</strong>essor <strong>of</strong> Music, Faculty <strong>of</strong> Music<br />
• Associate Pr<strong>of</strong>essor David Marshall, Associate Pr<strong>of</strong>essor<br />
in Art History, School <strong>of</strong> Art History, Cinema and Classical<br />
Archaeology<br />
• Pr<strong>of</strong>essor Stephanie Trigg, Pr<strong>of</strong>essor <strong>of</strong> English Literature,<br />
Department <strong>of</strong> English<br />
• Dr Calum Drummond, Federation Fellow and Pr<strong>of</strong>essorial<br />
Fellow, School <strong>of</strong> Chemistry and Bio21 Institute<br />
• Pr<strong>of</strong>essor Andrew Holmes,AM, Federation Fellow and<br />
VESKI Inaugural Fellow, Pr<strong>of</strong>essor, School <strong>of</strong> Chemistry<br />
and Bio21 Institute<br />
Achievement Award in Alzheimer’s<br />
Disease at the 10th International<br />
Conference on Alzheimer’s Disease<br />
in Madrid.<br />
<strong>Melbourne</strong> claims four new<br />
‘young tall poppies’<br />
Dr Rachel Caruso (School <strong>of</strong> Chemistry),<br />
Dr Rony Duncan (Murdoch Children’s<br />
Research Institute), Dr Andrew<br />
Hill (Bio21 Institute) and Dr Shane<br />
Huntington (School <strong>of</strong> Physics) were<br />
named Victorian Young Tall Poppies.<br />
Woodward Medals awarded to an<br />
economist and a cosmologist<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>’s <strong>2006</strong><br />
Woodward Medals, which honour<br />
outstanding research in the three years<br />
prior to presentation, were awarded<br />
to Pr<strong>of</strong>essor Joshua Gans, <strong>of</strong> the<br />
<strong>Melbourne</strong> Business School, and<br />
Dr Stuart Wyithe, School <strong>of</strong> Physics.
quality people/<br />
High-Achieving Students<br />
Rhodes Scholar<br />
Leng Lee, a <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong><br />
Commerce (Hons)/Law graduate has<br />
been awarded the <strong>2006</strong> Victorian<br />
Rhodes Scholarship and will commence<br />
a Doctorate in Economic Geography at<br />
Oxford <strong>University</strong> next year.<br />
Sir John Monash Award<br />
Science/Law graduate Mr Davis<br />
Clarke has won a General Sir John<br />
Monash Award. He will use the highly<br />
prestigious postgraduate scholarship<br />
to study for a Masters in Public<br />
Administration at Harvard <strong>University</strong>.<br />
Global leaders<br />
Jessica Rae(Commerce/Law),<br />
Georgina Dimopoulos (Media and<br />
Communications/Law), Ali al Amein<br />
(Engineering/Science) and Joe Clifford<br />
(Commerce/Law) are among six<br />
Australian students named as <strong>2006</strong><br />
Goldman Sachs Global Leaders. Ms Rae<br />
and Ms Dimopoulos were also invited to<br />
attend the Goldman Sachs international<br />
leadership forum in New York.<br />
Washington internships<br />
Clare Ashby (Law) Michael Ng<br />
(Law) Megan Bainbridge (Arts)<br />
and Sylvia Gaston (Law/Arts) have<br />
been awarded prestigious internships<br />
in Washington DC under the Uni-Capitol<br />
Washington Program.<br />
Prize PhDs on Star Trek,<br />
business, herpes, X-rays<br />
Work to analyse the mythology behind<br />
Star Trek, understand business cycles,<br />
enable more accurate synchrotron<br />
X-ray studies, and identify a cell that<br />
fights the herpes simplex virus, won the<br />
<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>’s Chancellor’s<br />
Prize for Excellence in PhD research.<br />
Recipients <strong>of</strong> the <strong>2006</strong> awards were<br />
Dr Djoymi Baker (Humanities and<br />
Creative Arts), Dr Penny Smith (Social<br />
Sciences), Dr Martin de Jonge (Science<br />
and Engineering), and Dr Christopher<br />
Smith (Medicine, Dentistry and<br />
Health Sciences).<br />
Dookie student wins<br />
<strong>2006</strong> National Red Angus<br />
Youth Award<br />
Associate Degree in Agriculture<br />
student, Melissa Spain, won a <strong>2006</strong><br />
National Red Angus Youth Award, to<br />
encourage the development <strong>of</strong> skills,<br />
knowledge, and networks in the<br />
Australian Beef Industry.<br />
Inaugural Dowd Foundation<br />
Research Scholarship<br />
PhD student Ryan Mills won one <strong>of</strong> two<br />
inaugural Dowd Foundation Research<br />
Scholarships in Neuroscience. The award<br />
recognises and supports outstanding<br />
students who have completed a<br />
medical, dental, veterinary or science<br />
degree and have been accepted into<br />
a PhD (or equivalent) program.<br />
Creative Writing<br />
postgraduate’s work wins<br />
Australia’s top poetry prize<br />
Creative writing PhD student Dan<br />
Disney was awarded Australia’s top<br />
poetry prize – the Broadway Poetry<br />
Prize <strong>2006</strong> – at the National Poetry<br />
Festival in Sydney. His winning work,<br />
which is part <strong>of</strong> his PhD, has been<br />
published in The Broadway Poetry<br />
Prize, <strong>2006</strong> (Picaro Press).<br />
VCA visual artist receives<br />
$10,000 tutorship award<br />
The Victorian College <strong>of</strong> the Arts (VCA)<br />
$10,000 KPMG Tutorship Award has<br />
been presented to Masters student<br />
Peter Daverington for Algorithmic – a<br />
painting that conjures up structures and<br />
aesthetics both <strong>of</strong> the computer screen<br />
and <strong>of</strong> scientific speculations <strong>of</strong> space<br />
and time.<br />
<strong>Melbourne</strong> music graduates<br />
give top note performances<br />
<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> graduates<br />
have won two top music performance<br />
honours. Classical violinist Cameron<br />
Hill (BMus 2005) received the <strong>2006</strong><br />
Symphony Australia Young Performer<br />
<strong>of</strong> the Year Award. Prominent solo<br />
pianist, associate artist and chamber<br />
musician Amir Farid (BMus Hons 2004)<br />
won first prize in the ANPA <strong>2006</strong> Grand<br />
Final Concert with second prize going<br />
to <strong>Melbourne</strong> graduate, Ke Lin (BCom<br />
(Hons) and DipMus 2004).<br />
Scholarship takes student<br />
to the British Museum<br />
Kathleen Kiernan was awarded the<br />
prestigious Harold Wright Scholarship<br />
to study the Collection <strong>of</strong> Prints and<br />
Drawings at the British Museum. Ms<br />
Kiernan is currently undertaking the<br />
Masters <strong>of</strong> Art Curatorship in the School<br />
<strong>of</strong> Culture and Communications.<br />
Dr Djoymi Baker’s thesis ‘Broadcast Space:<br />
TV Culture,Myth and Star Trek’, won her one<br />
<strong>of</strong> the four Chancellor’s Prizes for<br />
Excellence in the PhD. Dr Baker is pictured<br />
with Star Trek fans (left to right) Angelo Kene,<br />
Ben Kimberley and Scott Liston.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
15
Research scientists Dr Una Greferath and Dr Mark<br />
Murphy with neurobiology PhD student Ms Alison<br />
Canty shown snap-freezing brain tissues in liquid<br />
nitrogen in preparation for section analysis.<br />
research and<br />
research training/<br />
The <strong>University</strong>’s Growing Esteem Strategy<br />
has directed a sharper focus in <strong>2006</strong> on<br />
research priorities, quality and impact.<br />
16<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
The strength <strong>of</strong> the <strong>University</strong>’s research<br />
performance confirms <strong>Melbourne</strong>’s position as<br />
“a leading national research university.<br />
”<br />
Pr<strong>of</strong>essor<br />
John McKenzie<br />
Deputy Vice-Chancellor (Research)<br />
Performance Against <strong>2006</strong> Targets<br />
Move towards world-significant research<br />
Target<br />
Outcome<br />
Target<br />
Outcome<br />
Target<br />
Outcome<br />
Target<br />
Outcome<br />
Develop reliable information from the first round <strong>of</strong> research assessments, including strengths and weaknesses.<br />
Put plans in place to improve where required.<br />
Assessments have been made for all Faculties/Departments. More than 90 percent <strong>of</strong> academic units are in<br />
the top three in Australia, and <strong>of</strong> those more than half are first. Areas <strong>of</strong> strengths and weakness for all units<br />
have been identified. Every Faculty has developed a five-year research/research training improvement plan.<br />
Begin to see increased research impact, including increased citation rates.<br />
Mechanisms for increasing research impact and citation rates include a whole <strong>of</strong> university activity where staff<br />
identified their top publications for quality and impact, activities relating to the implementation <strong>of</strong> the RQF,<br />
workshops and budget incentive.<br />
Increase research funding, particularly from overseas, and diversify sources <strong>of</strong> funding.<br />
Research funding has increased from $208 million to $254 million. A Taskforce has been established to<br />
investigate measures to improve business investment in <strong>University</strong> research. An International Grants Officer<br />
has been appointed to assist in the generation <strong>of</strong> funds from international sources.<br />
Each Faculty is to have in place a five-year target and interim targets for increasing research funding.<br />
Each Faculty has identified <strong>annual</strong> targets for an overall five-year plan to ensure performance is on track.<br />
Strengthen cross-disciplinary and collaborative research<br />
Target<br />
Outcome<br />
Identify priority areas for cross-disciplinary investment and launch the Future Generation research campaign.<br />
The Research and Research Training Quality Taskforce has recommended five areas for priority internal research<br />
expenditure from the Strategic Research Initiatives Fund amounting to $12.5 million over three years. Three<br />
further areas that may require further significant research investment have also been identified. Guidelines for<br />
the Future Generation research campaign have been established and the selection process has begun.<br />
Build future research capacity<br />
Target Achieve satisfaction levels <strong>of</strong> research students in the QRF are at least 4.0.<br />
Outcome An overall satisfaction score <strong>of</strong> 4.0 was obtained in the QRF.<br />
Target Increase Research Higher Degree completion rates by 10 percent.<br />
Outcome An increase <strong>of</strong> 10 percent in research higher degree completion rates has been achieved.<br />
Target Put in place measures to address barriers to progression for women and staff in other equity groups.<br />
Outcome Research opportunities have been included in the Staff Equity and Diversity Framework.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
17
Research and<br />
Research Training<br />
The <strong>University</strong>’s Growing Esteem<br />
strategy has directed a sharper focus<br />
in <strong>2006</strong> on research priorities, quality<br />
and impact. Meanwhile, the strength <strong>of</strong><br />
the <strong>University</strong>’s research performance<br />
confirms <strong>Melbourne</strong>’s position as a<br />
leading national research university.<br />
Internationally, the <strong>University</strong>’s research<br />
standing as judged by the Shanghai<br />
Jiao Tong <strong>University</strong> institutional<br />
rankings has continued to improve with<br />
a ranking <strong>of</strong> 78 for <strong>2006</strong>, compared<br />
with 82 in 2005. The <strong>University</strong> also<br />
improved its international rankings in all<br />
the disciplines surveyed by The Times<br />
Higher Education Supplement, namely,<br />
Biomedicine (7th), Arts and Humanities<br />
(7th), Social Sciences (10th), Technology<br />
(16th) and Science (27th).<br />
Research Centres<br />
In <strong>2006</strong>, the <strong>University</strong> was involved in over 125 centres providing a focus for research<br />
and research training including:<br />
• Nineteen Cooperative Research<br />
Centres (CRCs) (including the<br />
outcomes <strong>of</strong> the <strong>2006</strong> Selection<br />
Round), 15 as a core participant,<br />
from a total <strong>of</strong> approximately 60<br />
CRCs serving six Federal Governmenttargeted<br />
industry sectors.<br />
• The Australasian Centre for the<br />
Governance and Management <strong>of</strong><br />
Urban Transport (the GAMUT Centre),<br />
funded with a grant <strong>of</strong> $4.3 million<br />
(over five years) from the Volvo<br />
Education and Research Foundation.<br />
GAMUT is a collaborative research<br />
centre dedicated to promoting and<br />
supporting sustainable urban transport<br />
in Australia and the Asia-Pacific region.<br />
Based at the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong><br />
in the Faculty <strong>of</strong> Architecture, Building<br />
and Planning, GAMUT draws together<br />
a series <strong>of</strong> international institutions<br />
– Hitotsubashi <strong>University</strong>, Tokyo, Tongji<br />
<strong>University</strong>, Shanghai, and the National<br />
<strong>University</strong> <strong>of</strong> Singapore – with national<br />
research hubs at Griffith <strong>University</strong><br />
and Curtin <strong>University</strong>.<br />
• Fourteen ARC Centres (including eight<br />
ARC Centres <strong>of</strong> Excellence and four<br />
ARC Special Research Centres), three<br />
NHMRC Centres <strong>of</strong> Clinical Research<br />
Excellence, two Grains Research and<br />
Development Corporation Centres<br />
(one jointly with the ARC) and the<br />
Intellectual Property Research<br />
Institute <strong>of</strong> Australia.<br />
• A number <strong>of</strong> national and State<br />
institutes and centres in the<br />
mathematical, chemical, oral and<br />
vision health, and plant sciences, and<br />
tissue engineering established with<br />
support from Victorian Government<br />
STI Infrastructure Grants including:<br />
– The Advanced Centre for Automotive<br />
Research and Testing – the biggest<br />
facility <strong>of</strong> its type in the Southern<br />
Hemisphere. This collaboration<br />
between the <strong>University</strong> and Ford<br />
Australia (with funding support<br />
<strong>of</strong> $6.7 million from a Victorian<br />
Government Science, Technology and<br />
Innovation (STI) Infrastructure Grant)<br />
is aimed at developing streamlined<br />
processes between researchers<br />
and Victorian car manufacturers to<br />
create fuel efficient cars. Based in<br />
the Department <strong>of</strong> Mechanical and<br />
Manufacturing Engineering, the<br />
multidisciplinary research will also<br />
involve the Departments <strong>of</strong> Electrical<br />
and Electronic Engineering, Chemistry<br />
and Physics.<br />
• The Australia-China Centre on Water<br />
Resources Research, an initiative <strong>of</strong><br />
the <strong>Melbourne</strong> Water Research Centre<br />
<strong>of</strong> the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> and<br />
the Institute <strong>of</strong> Geographic Sciences<br />
and Natural Resources Research <strong>of</strong><br />
the Chinese Academy <strong>of</strong> Sciences.<br />
• The UNESCO Observatory Multidisciplinary<br />
Research in the Arts,<br />
involving nationally and internationally<br />
recognised researchers in the areas<br />
<strong>of</strong> architecture; the physical, natural,<br />
social and health sciences; wellbeing,<br />
culture, heritage, arts practice,<br />
education in the arts, community<br />
arts practice, research methodology,<br />
philosophy, ethics and program<br />
evaluation across pure, strategic,<br />
applied and action research, across<br />
the Asian and Pacific region.<br />
18<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
esearch and<br />
research training/<br />
Research Performance<br />
Since 1996, the <strong>University</strong> has<br />
consistently ranked first or second on<br />
all major national research indicators,<br />
namely, total income, publications,<br />
research higher degree (RHD) load and<br />
RHD completions. These indicators are<br />
used by the Department <strong>of</strong> Education,<br />
Science and Training (DEST) to allocate<br />
government funding for research and<br />
research training infrastructure. As<br />
indicated in Table 3, for 2005 (the latest<br />
data available), the <strong>University</strong> was<br />
ranked first in all <strong>of</strong> these key research<br />
performance parameters.<br />
Based on this research performance,<br />
the <strong>University</strong> was successful in gaining<br />
the highest allocation nationally <strong>of</strong><br />
the research block grant ($120 million<br />
representing an increase <strong>of</strong> 4.6 percent<br />
from 2005) comprised <strong>of</strong>:<br />
• Institutional Grants Scheme (IGS)<br />
funding ($34 million),<br />
• Research Training Scheme (RTS)<br />
funding ($59.9 million) and<br />
• Research Infrastructure Block<br />
Grants Scheme (RIBGS) funding<br />
($26.1 million).<br />
Based on 2005 (the latest available<br />
comparative data), the <strong>University</strong>’s<br />
research income totalled $254.4 million<br />
(an increase <strong>of</strong> 22 percent), with<br />
$106.7 million <strong>of</strong> Australian Competitive<br />
Grants, $53.5 million from other public<br />
sector funding and $94.2 million<br />
in industry (including CRCs) and<br />
international support.<br />
In <strong>2006</strong>, for commencement in 2007,<br />
the <strong>University</strong> was awarded the highest<br />
amount <strong>of</strong> combined National Health<br />
and Medical Research Council (NHMRC)<br />
and ARC five-year funding.<br />
NHMRC performance was strong,<br />
with the <strong>University</strong> maintaining its top<br />
ranking for both NHMRC Project and<br />
Program Grants combined margin <strong>of</strong><br />
$35.5 million. Success in the Project<br />
Scheme (27 percent) was the highest<br />
in the Go8 (average 22 percent) and<br />
nationally (average 21 percent). New<br />
multi-year NHMRC project grants (85)<br />
and funding ($34.5 million) increased by<br />
20 percent and 12 percent respectively.<br />
Three NHMRC Program Grants were<br />
awarded to the <strong>University</strong> for 2007 with<br />
a total value <strong>of</strong> $32.4 million, compared<br />
with two grants and $23 million<br />
respectively for <strong>2006</strong>.<br />
Results in the ARC schemes were<br />
mixed. New multi-year ARC project grant<br />
funding <strong>of</strong> $28.6 million represented<br />
an increase <strong>of</strong> 13 percent (the second<br />
highest GO8 percentage increase)<br />
and $3.4 million on the previous year<br />
and resulted in an improved fourthplace<br />
ranking. Although the number<br />
<strong>of</strong> successful project grants increased<br />
slightly to 92, the success rate <strong>of</strong> 20.9<br />
percent was below the GO8 average<br />
<strong>of</strong> 23.7 percent. With regard to ARC<br />
infrastructure funding, the <strong>University</strong><br />
obtained the highest GO8 Linkage<br />
Infrastructure funding as administering<br />
institution <strong>of</strong> $4.6 million (more than<br />
double the 2005 total) but performed<br />
poorly in relation to ARC Linkage<br />
Project Grants (Round One) receiving<br />
$3.2 million resulting in a decrease <strong>of</strong> 29<br />
percent and a sixth place ranking. Across<br />
the schemes, there were considerable<br />
differences between faculties.<br />
To address this varied success in<br />
relation to ARC funding, an Action Plan<br />
providing for mentoring and target<br />
setting strategies was developed and<br />
implemented in late <strong>2006</strong>.<br />
The Veterinary Clinic and Hospital student teaching laboratory at the <strong>University</strong>’s Werribee campus is used for the demonstration <strong>of</strong> minor procedures. The high<br />
quality <strong>of</strong> the Werribee facilities was an important factor in the Faculty <strong>of</strong> Veterinary Science being granted accreditation by the American Veterinary Medical<br />
Association in <strong>2006</strong>.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
19
Research Highlights<br />
• The prediction <strong>of</strong> the risk <strong>of</strong> heart<br />
disease through a simple eye test.<br />
• The discovery determining that a<br />
piece <strong>of</strong> sacred vocal music found in<br />
the Saxon State Library in Dresden<br />
(Germany) was the work <strong>of</strong> the<br />
composer Vivaldi.<br />
• The first isolation <strong>of</strong> crystals that<br />
form when silicon is used to cause<br />
chemical reactions in the manufacture<br />
<strong>of</strong> pharmaceuticals, the better<br />
understanding <strong>of</strong> which could lead<br />
ultimately to the development <strong>of</strong><br />
new drugs.<br />
• The first confirmation <strong>of</strong> the theory<br />
that the formation <strong>of</strong> dwarf galaxies<br />
was sabotaged a billion years after<br />
the Big Bang.<br />
• The use <strong>of</strong> space technology to<br />
enable Australian farmers to predict<br />
crop yield and soil moisture.<br />
• The first successful use <strong>of</strong> brain<br />
scanning to predict whether a<br />
patient’s initial psychotic episode<br />
is an isolated experience or the<br />
start <strong>of</strong> a lifelong mental illness.<br />
• Results indicating that organisations<br />
without in-house auditing systems<br />
were failing to detect significant<br />
levels <strong>of</strong> corporate fraud.<br />
• The discovery <strong>of</strong> the oldest preserved<br />
human foot prints in Australia, the<br />
largest known collection <strong>of</strong> fossil<br />
tracks made by humans in the world.<br />
• The development <strong>of</strong> a new<br />
statistical formula to predict<br />
the likelihood <strong>of</strong> women with<br />
osteoporosis fracturing bones.<br />
20<br />
Research Funding<br />
Strategic Priority<br />
• Increase overall research funding<br />
levels and diversify funding sources<br />
As part <strong>of</strong> its strategy to diversify<br />
funding sources, a taskforce was<br />
established to investigate measures<br />
to improve business investment<br />
in <strong>University</strong> research. The<br />
recommendations <strong>of</strong> the taskforce will<br />
be considered and implemented in 2007.<br />
In addition, the <strong>University</strong> is actively<br />
pursuing funding from international<br />
sources. To this end, an International<br />
Grants Officer has been appointed<br />
to liaise with the International Office<br />
in the promotion <strong>of</strong> Australian and<br />
overseas competitive schemes that<br />
support international collaboration.<br />
Some <strong>of</strong> the larger international funding<br />
grants received this year include:<br />
• $950,000 from the National Institute<br />
<strong>of</strong> Health in the United States for<br />
a joint project with the US-based<br />
Institute for Genomic Research to<br />
sequence and analyse the genome<br />
<strong>of</strong> the usually fatal fungal pathogen<br />
Penicellium marneffei;<br />
• $820,000 over three years from<br />
the US-based Michael J Fox<br />
Foundation for Parkinson’s Research<br />
for research to help prevent falls<br />
and improve walking in people with<br />
Parkinson’s disease;<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
• $579,300 from the Susan G Komen<br />
Breast Cancer Foundation (USA);<br />
• $516,800 from the Volkswagen<br />
Stiftung Foundation (Germany).<br />
National funding obtained for<br />
international purposes in <strong>2006</strong><br />
includes $2.1 million DEST International<br />
Science Linkages funding and two<br />
ARC International Fellowships awarded<br />
for 2007.<br />
In <strong>2006</strong>, the <strong>University</strong> maintained its<br />
position as one <strong>of</strong> the largest research<br />
and development providers in Australia.<br />
Expenditure on research and research<br />
training from all sources was an<br />
estimated $499 million representing<br />
42 percent <strong>of</strong> total <strong>University</strong><br />
expenditure. The <strong>University</strong>’s research<br />
expenditure has more than doubled<br />
over a 10-year period.<br />
Move Towards World-<br />
Significant Research<br />
Under <strong>Melbourne</strong>’s Growing Esteem<br />
strategy the <strong>University</strong> will invest more<br />
in areas <strong>of</strong> strong performance and<br />
potential, where there is scope for<br />
significant contribution and the greatest<br />
impact. This new focus has coincided<br />
with the Federal Government’s Research<br />
Quality Framework (RQF) exercise – an<br />
initiative designed to assess the quality<br />
and impact <strong>of</strong> research in Australia as a<br />
basis for allocating a proportion <strong>of</strong> future<br />
infrastructure funding.<br />
Research and Research<br />
Training Quality Taskforce<br />
Strategic Priorities<br />
• Set criteria for assessing research<br />
quality and conduct first round <strong>of</strong><br />
assessments<br />
• Where required, develop plans to<br />
improve research quality and impact<br />
Achievements<br />
As a means <strong>of</strong> implementing Growing<br />
Esteem and preparing for the RQF, a<br />
Research and Research Training Quality<br />
(RRTQ) Taskforce was established<br />
early in <strong>2006</strong> to investigate and make<br />
recommendations to improve the quality<br />
and impact <strong>of</strong> <strong>University</strong> research and<br />
research training. The RRTQ Taskforce<br />
was also charged with responding to<br />
the 2005 Australian Universities Quality<br />
Agency recommendation that the<br />
<strong>University</strong> refine its research priorities.<br />
The Taskforce Report, delivered late in<br />
<strong>2006</strong>, <strong>of</strong>fers a comprehensive review <strong>of</strong><br />
research performance at <strong>Melbourne</strong> by<br />
department and discipline. In carrying<br />
out its assessment, the RRTQ Taskforce<br />
audited departments utilising two sets <strong>of</strong><br />
benchmarking studies which collectively<br />
employed both quality and impact<br />
research indicators, mediated for size.<br />
Overall the results were most<br />
encouraging with more than 90 percent<br />
<strong>of</strong> the <strong>University</strong>’s departments or<br />
disciplines ranked in the top three in
esearch and<br />
research training/<br />
the nation, and within that group around<br />
half being the disciplinary leader.<br />
Nonetheless, the RRTQ Taskforce<br />
<strong>report</strong> identified some important<br />
weaknesses in research performance.<br />
Various areas for improvement identified<br />
by the Taskforce will be addressed by<br />
Faculty Improvement Plans for ongoing<br />
implementation from 2007.<br />
The findings <strong>of</strong> the Taskforce have<br />
provided the <strong>University</strong> with a clearer<br />
understanding <strong>of</strong> future research<br />
priorities. Measurement <strong>of</strong> research<br />
activity at the <strong>University</strong> will be enhanced<br />
through new faculty and staff-level<br />
specific research-active definitions.<br />
Potential new research areas for additional<br />
investment have been identified.<br />
<strong>University</strong> Research Expenditure<br />
$ Million<br />
500<br />
400<br />
300<br />
200<br />
100<br />
0<br />
2000 2001 2002 2003 2004 2005 <strong>2006</strong><br />
Citations<br />
Strategic Priority<br />
• Increase citations by raising the<br />
pr<strong>of</strong>ile and accessibility <strong>of</strong><br />
<strong>Melbourne</strong> research<br />
Achievements<br />
As part <strong>of</strong> its focus on the citation<br />
pr<strong>of</strong>ile <strong>of</strong> the <strong>University</strong>, the RRTQ<br />
Taskforce benchmarked various research<br />
publications for both quality and impact.<br />
In June high-achieving research staff led<br />
a workshop emphasising the increasing<br />
importance <strong>of</strong> citations as a research<br />
indicator and the need to enhance<br />
the publication and citation pr<strong>of</strong>ile <strong>of</strong><br />
the <strong>University</strong>.<br />
<strong>University</strong> Research Income<br />
$ Million<br />
300<br />
250<br />
200<br />
150<br />
100<br />
50<br />
0<br />
2000 2001 2002 2003 2004 2005 <strong>2006</strong><br />
A subsequent workshop focussed<br />
on publication strategies for early<br />
career researchers.<br />
In addition, in a move to make<br />
<strong>Melbourne</strong> research more readily<br />
accessible, the RRTQ Taskforce<br />
recommended that the <strong>University</strong> <strong>of</strong><br />
<strong>Melbourne</strong> Eprint Repository (UMER),<br />
an open access publishing tool, be<br />
upgraded and expanded. UMER is<br />
already well established but is being<br />
converted to DigiTool for management<br />
<strong>of</strong> the digital resources. UMER will<br />
provide ready global access to the<br />
<strong>University</strong>’s research output. A 118<br />
percent growth in the number <strong>of</strong> items<br />
added to the Repository was achieved<br />
in <strong>2006</strong> with the repository now housing<br />
1,533 publications. Over the year there<br />
was an 82 percent increase in usage <strong>of</strong><br />
UMER, with the highest usage from the<br />
United States.<br />
Research Infrastructure<br />
World-significant research is facilitated<br />
by internationally competitive research<br />
infrastructure.<br />
Particular emphasis was placed in <strong>2006</strong><br />
on development <strong>of</strong> comprehensive<br />
electronic research information databases<br />
through Themis Research, the research<br />
component <strong>of</strong> Themis – the <strong>University</strong><br />
integrated information management<br />
system – and through more<br />
sophisticated e-research capabilities.<br />
Note: As formal analysis is undertaken biennially for the Australian Bureau <strong>of</strong> Statistics data<br />
collection, results for odd years are estimates.<br />
Table 3. <strong>Melbourne</strong>’s performance against key national research indicators<br />
Research Income<br />
$m National<br />
Rank<br />
% <strong>of</strong><br />
Total<br />
Research Publications<br />
(DEST Weighted Score)<br />
DEST<br />
Weighted<br />
Score<br />
National<br />
Rank<br />
% <strong>of</strong><br />
Total<br />
Research HD Load<br />
EFTSL<br />
National<br />
Rank<br />
Research HD<br />
Completions<br />
Number<br />
National<br />
Rank<br />
2002 158.1 1 12.4 2,855 1 9.0 2,785 1 663 1<br />
2003 198.7 1 13.4 2,857 1 8.1 2,925 1 694 1<br />
2004 208.8 1 13.0 3,299 2 8.2 3,160 1 724 1<br />
2005 254.4 1 13.9 3,878 1 8.8 3,159 1 750 n/a<br />
<strong>2006</strong> 279.7 n/a n/a 3,936 (est) n/a n/a 3,231 n/a 747 (prelim) n/a<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
21
22<br />
Of particular significance, the Themis<br />
Researcher Pr<strong>of</strong>ile module was<br />
developed, enabling the <strong>University</strong><br />
research community to pr<strong>of</strong>ile their<br />
research with all relevant information<br />
stored in a central location, providing<br />
easy access and management from a<br />
single repository. The Themis Research<br />
Pr<strong>of</strong>ile (http://www.findanexpert.<br />
unimelb.edu.au) provides an invaluable<br />
resource in the identification <strong>of</strong> staff<br />
with specific expertise and linkages,<br />
creating enhanced opportunities for<br />
academic staff to form multidisciplinary,<br />
collaborative research relationships<br />
and improving exposure to media,<br />
sponsors, potential Research Higher<br />
Degree students and other external<br />
stakeholders. Further details <strong>of</strong> the<br />
portal are discussed in the Infrastucture<br />
and Knowledge Management section<br />
on p 55.<br />
<strong>2006</strong> also saw the development and<br />
implementation <strong>of</strong> all other core<br />
Themis Research Modules, namely,<br />
Grants, Contracts and Consultancies<br />
(Submissions, Proposals and<br />
Agreements), Human Ethics, Animal<br />
Ethics and Publications, with the latter<br />
three modules also available for use<br />
by RHD students.<br />
E-research developments include:<br />
• at the national level:<br />
– as part <strong>of</strong> the DEST funded<br />
project Australian Partnerships<br />
for Sustainable Repositories, the<br />
audit by the Information Services<br />
division <strong>of</strong> 11 data-intensive research<br />
communities from diverse disciplines<br />
at the <strong>University</strong>. The audit outcomes<br />
highlighted important information<br />
about general sustainability issues <strong>of</strong><br />
research data management policies<br />
and practices at the <strong>University</strong> and<br />
will be used to establish plans for<br />
2007 and beyond, and<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
– the bringing together <strong>of</strong> national<br />
experts for a facilitated series <strong>of</strong><br />
workshops on the issue <strong>of</strong> research<br />
data management (ownership,<br />
re-use, curation and custodianship)<br />
for the Platforms for Collaboration<br />
Working Group <strong>of</strong> the National<br />
Collaborative Research Infrastructure<br />
Strategy (NCRIS). The deliberations<br />
<strong>of</strong> these workshops will inform<br />
the distribution <strong>of</strong> more than $70<br />
million <strong>of</strong> NCRIS funding for further<br />
development <strong>of</strong> national collaborative<br />
research infrastructure over the<br />
coming years.<br />
• At the state level, involvement in<br />
a successful bid for Stage 1 ($4.75<br />
million) <strong>of</strong> the Victorian e-Research<br />
Strategic Initiative – a new<br />
($10 million) State Government<br />
initiative to accelerate Victoria’s<br />
e-research capability in order to<br />
facilitate collaboration and crossdisciplinary<br />
research efforts<br />
using advanced information and<br />
communication technology.<br />
Research infrastructure at the<br />
<strong>University</strong> was boosted with the<br />
opening <strong>of</strong> the National Information<br />
Communications Technology Australia<br />
(NICTA) Victoria Research Laboratory<br />
(VRL). NICTA is a collaborative<br />
government-funded research initiative<br />
in ICT to which the <strong>University</strong> is<br />
a significant contributor with a<br />
commitment <strong>of</strong> $37 million in a total<br />
investment <strong>of</strong> $137 million. The primary<br />
research areas being explored by the<br />
<strong>University</strong> in the VRL include network<br />
information processing, network<br />
technologies and sensor networks.<br />
Other major investments in<br />
research infrastructure were made<br />
through the NCRIS, Bio21 Institute,<br />
Australian Synchrotron Project,<br />
Victorian and Australian Partnerships<br />
in Advanced Computing, <strong>University</strong><br />
Square and a number <strong>of</strong> specialised<br />
research centres.<br />
Regulatory Environment<br />
The <strong>University</strong> continues to<br />
strive to provide the best possible<br />
research environment through<br />
adherence to the highest ethical<br />
and compliance standards.<br />
Developments in <strong>2006</strong> included:<br />
• A new Biosafety Management<br />
Strategy for implementation<br />
in 2007;<br />
• The undertaking <strong>of</strong> a Biological Risk<br />
Survey <strong>of</strong> all <strong>University</strong> research and<br />
work areas using biological agents.<br />
The results <strong>of</strong> the survey will be<br />
used to align new biosafety policies<br />
with the type <strong>of</strong> work conducted,<br />
placing the <strong>University</strong> in an excellent<br />
position to respond to forthcoming<br />
changes in the regulation <strong>of</strong> research<br />
involving biological agents;<br />
• The recognition <strong>of</strong> <strong>University</strong><br />
expertise in the ‘Three Rs’<br />
(Replacement, Refinement and<br />
Reduction) <strong>of</strong> animal welfare research<br />
through invited speaker roles at the<br />
<strong>2006</strong> Conference <strong>of</strong> the Australian<br />
and New Zealand Council for the<br />
Care <strong>of</strong> Animals in Research and<br />
Teaching and through the award <strong>of</strong><br />
the Victorian Government Minister’s<br />
(Student) Prize to a RHD student for<br />
application <strong>of</strong> the ‘Three Rs’;<br />
• The successful relocation<br />
<strong>of</strong> the colony <strong>of</strong> the National<br />
Macaque Facility.<br />
Strengthen Cross-<br />
Disciplinary and<br />
Collaborative Research<br />
Strategic Priority<br />
• Identify emerging strategic,<br />
cross-disciplinary priority areas<br />
for investment<br />
Achievements<br />
Central support for areas <strong>of</strong> strategic<br />
research importance was provided<br />
for the first time in <strong>2006</strong> through<br />
the Strategic Research Initiatives<br />
Fund (SRIF). The SRIF represents<br />
a major commitment <strong>of</strong> $12.5<br />
million over three years to enable<br />
the <strong>University</strong> to become more<br />
competitive in bidding for regional,<br />
national and international funding<br />
with a particular focus on cross<br />
disciplinary opportunities.
esearch and<br />
research training/<br />
The initiative has proven immediately<br />
successful, with SRIF funding helping to<br />
secure the Australasian Research Centre<br />
for the Governance and Management <strong>of</strong><br />
Urban Transport (GAMUT) (highlighted<br />
in the Research Centres Section)<br />
and the renewal for four years <strong>of</strong> the<br />
Intellectual Property Research Institute<br />
<strong>of</strong> Australia. In addition, the SRIF has<br />
provided support to seven faculties for<br />
involvement in new cross-disciplinary<br />
initiatives. The SRIF supplements the<br />
Major Research Equipment Fund,<br />
another means by which the faculties<br />
are supported in their quest to remain<br />
research competitive through the<br />
provision <strong>of</strong> matching funds for major<br />
items <strong>of</strong> research equipment.<br />
Independently <strong>of</strong> the SRIF, the<br />
<strong>University</strong> is also providing central<br />
support for the Nossal Institute for<br />
Global Health during the initial phases<br />
<strong>of</strong> its establishment.<br />
In <strong>2006</strong> a Future Generation Research<br />
Fund was launched to complement the<br />
SRIF. This Fund is targeted specifically<br />
at recruiting world-class researchers<br />
(at pr<strong>of</strong>essorial and post-doctoral levels)<br />
to lead the <strong>University</strong> in emerging and<br />
cross-disciplinary research areas and<br />
to act as a conduit for more intense<br />
collaboration across networks <strong>of</strong><br />
academic departments, industry and<br />
other research institutions. The Fund<br />
will enhance significantly more modest<br />
existing <strong>University</strong> schemes supporting<br />
collaborative research with overseas<br />
and Australian partners. A crossdisciplinary<br />
Research Working Group<br />
(chaired by the Vice-Chancellor) was<br />
established to develop the criteria<br />
and processes for the use and<br />
administration <strong>of</strong> the Fund, leading<br />
to the appointment in the humanities<br />
<strong>of</strong> the first Future Generation Pr<strong>of</strong>essor.<br />
A number <strong>of</strong> Future Generation Fellows<br />
will be appointed during 2007.<br />
The Future Generation Fund also<br />
complements the ongoing <strong>University</strong>’s<br />
Eminent Scholars Incentive Fund, which<br />
supports the appointment <strong>of</strong> Nobel<br />
Laureates and Laureate Pr<strong>of</strong>essors<br />
(distinguished pr<strong>of</strong>essors from within<br />
the <strong>University</strong>) as a concerted means<br />
<strong>of</strong> providing leadership and building<br />
teams in world-class strategic research.<br />
The recruitment <strong>of</strong> Federation Fellows<br />
was exceptional in <strong>2006</strong> with the seven<br />
new appointments bringing the number<br />
<strong>of</strong> Federation Fellowships awarded for<br />
research at the <strong>University</strong> to 16.<br />
Build Future<br />
Research Capacity<br />
Research Training<br />
Strategic Priority<br />
• Increase focus on research training<br />
Achievements<br />
With a Research Higher Degree student<br />
load <strong>of</strong> over 3,000, the <strong>University</strong> has<br />
the largest cohort <strong>of</strong> research students<br />
in Australia.<br />
<strong>Melbourne</strong> research completions<br />
comprise 11 percent <strong>of</strong> Australian<br />
research completions. The <strong>University</strong><br />
seeks to nurture this next generation <strong>of</strong><br />
researchers by providing students with<br />
the highest possible quality supervision,<br />
support and resources to create an<br />
environment where they can best<br />
realise their abilities. In recognition <strong>of</strong><br />
the significance <strong>of</strong> research training,<br />
the <strong>University</strong> Council appointed the<br />
Dean <strong>of</strong> Graduate Studies to the<br />
new position <strong>of</strong> Pro Vice-Chancellor<br />
(Research Training) in <strong>2006</strong> to<br />
lead the enhancement <strong>of</strong> the<br />
quality <strong>of</strong> postgraduate research<br />
education with a particular focus on<br />
innovative and internationally relevant<br />
RHD programs.<br />
The School <strong>of</strong> Graduate Studies<br />
(SGS) coordinates the postgraduate<br />
experience at <strong>Melbourne</strong>. Focussing<br />
particularly on RHD students and their<br />
supervisors, it <strong>of</strong>fers a comprehensive<br />
range <strong>of</strong> programs that aim to assist<br />
and extend postgraduate teaching<br />
and learning. The programs focus on<br />
developing leadership and pr<strong>of</strong>essional<br />
skills <strong>of</strong> postgraduates and fostering<br />
a broad range <strong>of</strong> graduate attributes,<br />
particularly among doctoral students.<br />
Building on these current programs in<br />
<strong>2006</strong>, SGS:<br />
pr<strong>of</strong>ile<br />
Pr<strong>of</strong>essor Patrick McGorry<br />
Psychiatrist Pr<strong>of</strong>essor Patrick<br />
McGorry has been a driving force<br />
in research on early psychosis<br />
since the 1980s. He is the founding<br />
member and Executive Director <strong>of</strong><br />
the <strong>University</strong> affiliated ORYGEN<br />
Youth Health and Research Centre,<br />
the lead agency in a new National<br />
Youth Mental Health Foundation,<br />
awarded $54 million in Federal<br />
funding over four years to deliver<br />
major improvements in the mental<br />
health, social wellbeing and<br />
economic participation <strong>of</strong> young<br />
Australians affected by mental<br />
health illness.<br />
Pr<strong>of</strong>essor McGorry has played a<br />
pivotal role in the development <strong>of</strong><br />
service structures and treatments<br />
specifically targeting the needs <strong>of</strong><br />
young people with emerging or firstepisode<br />
psychosis. His extraordinary<br />
contributions to education, research<br />
and clinical psychiatry have been<br />
recognised through many national<br />
and international grants. He has<br />
published over 200 journal articles,<br />
chapters and books and was elected<br />
as a Fellow <strong>of</strong> the Academy <strong>of</strong> Social<br />
Sciences in Australia in <strong>2006</strong>.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
23
• Took primary responsibility for the<br />
development <strong>of</strong> the framework<br />
and policies for RHD pathways in<br />
the <strong>Melbourne</strong> Model and Growing<br />
Esteem, under the leadership <strong>of</strong><br />
the Dean;<br />
• Established and implemented a<br />
program <strong>of</strong> activities for the Writing<br />
Centre for Scholars and Researchers,<br />
including public events, workshops,<br />
master classes and individual creative<br />
supervision and encouragement;<br />
• Conducted a comprehensive<br />
review <strong>of</strong> the PhD Program at<br />
which interalia recommended that<br />
Advisory Committees replace the<br />
Confirmation Committee and be<br />
required to meet at least <strong>annual</strong>ly to<br />
assess the progress <strong>of</strong> candidates;<br />
• Developed a cohort-based<br />
postgraduate research supervision<br />
pr<strong>of</strong>essional development program;<br />
• Commenced the development and<br />
trialling <strong>of</strong> Postgraduate Essentials<br />
II, the second <strong>of</strong> a series <strong>of</strong> online<br />
interactive learning modules, aimed<br />
specifically to support students in the<br />
latter stages <strong>of</strong> their candidature with<br />
the academic skills and management<br />
tools essential for their candidature<br />
and beyond.<br />
Student feedback from these programs<br />
(and during the supervisory process) is<br />
highly positive. In the <strong>2006</strong> Quality <strong>of</strong><br />
Research Supervision and Academic<br />
Support Survey student satisfaction with<br />
supervision remained high at 4.0 on a<br />
scale <strong>of</strong> 1–5. Results <strong>of</strong> the survey are<br />
used to inform the quality assurance and<br />
further development <strong>of</strong> research training<br />
at the <strong>University</strong>. Completion rates at<br />
the <strong>University</strong> continued to improve<br />
with the proportion <strong>of</strong> PhD students<br />
completing their research within a<br />
timely period increasing by 10 percent.<br />
The average research completion rate<br />
for the 1996-1999 cohort is 66.7 percent<br />
with five faculties above the 70 percent<br />
<strong>University</strong> target.<br />
In <strong>2006</strong>, the <strong>University</strong> obtained<br />
the largest number <strong>of</strong> Australian<br />
Postgraduate Awards (178) and<br />
Endeavour International Postgraduate<br />
Research Scholarships (38) <strong>of</strong> any<br />
university nationally. These allocations<br />
are based on competitive research<br />
outcomes and research training<br />
performance. In <strong>2006</strong>, the <strong>University</strong><br />
also strengthened its position nationally<br />
and internationally as a leader in<br />
doctoral education as evidenced by:<br />
• The Dean <strong>of</strong> Graduate Studies<br />
being the invited speaker at several<br />
international conferences on doctoral<br />
education and SGS hosting many<br />
international visitors;<br />
• A <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> guide for<br />
supervisors (11 Practices <strong>of</strong> Effective<br />
Postgraduate Supervision) having<br />
been published and distributed<br />
within Australia and Canada and<br />
New Zealand;<br />
• The SGS Leadership and Pr<strong>of</strong>essional<br />
Development Program being cited as<br />
best practice by the Canada-California<br />
Strategic Innovation Partnership Group<br />
in relation to ‘developing highly<br />
qualified personnel’;<br />
• SGS being invited to host Forms<br />
& Forces <strong>of</strong> Change in Doctoral<br />
Education II in 2007 – with 45<br />
invited participants from 16 countries,<br />
supported by the Ford Foundation and<br />
the US National Science Foundation;<br />
• SGS leading a Universitas 21<br />
consortium <strong>of</strong> nine institutions from<br />
six countries, which is developing<br />
an online learning module on global<br />
research integrity and ethics.<br />
Despite the <strong>University</strong>’s leadership in<br />
research training, growth in RHD load<br />
appears to have plateaued and the<br />
<strong>2006</strong> figures were below target. To<br />
help maintain its lead in this area, the<br />
<strong>University</strong> will develop and implement<br />
an RHD Marketing, Recruitment,<br />
Retention and Completion Strategy<br />
in 2007.<br />
24<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
Major platform technologies such as nuclear magnetic resonance (NMR) spectroscopy<br />
underpin contemporary biotechnology. The Bio21 Institute’s NMR Facility houses nine NMR<br />
spectrometers including the 800MHz spectrometer pictured, one <strong>of</strong> the largest in Australia.
esearch and<br />
research training/<br />
Recruiting and Retaining<br />
Researchers<br />
Strategic Priorities<br />
• Develop the next generation <strong>of</strong><br />
leaders from among early and<br />
mid-career researchers<br />
• Continue to recruit and retain<br />
high calibre researchers<br />
Achievements<br />
The nurturing <strong>of</strong> early and mid-career<br />
researchers is a major responsibility<br />
for the <strong>University</strong>. Attracting, developing<br />
and retaining the best young researchers<br />
is crucial for future research growth<br />
and performance.<br />
In <strong>2006</strong>, the <strong>University</strong> increased<br />
substantially its efforts to assist early<br />
and mid-career researchers. Under a<br />
new Grant Mentoring Program for major<br />
funding schemes, faculty coordinators<br />
were appointed to work with researchers<br />
in their bid applications. Faculty-specific<br />
discussion fora also provided guidance.<br />
<strong>University</strong>-wide information sessions,<br />
a new two-day workshop for mid-career<br />
researchers, the second pilot <strong>of</strong> an<br />
early-career researcher program and<br />
an ongoing internal funding scheme<br />
available only to early-career researchers,<br />
have also significantly expanded the<br />
available support. Feedback on the<br />
programs has been extremely positive.<br />
The Staff Equity and Diversity Framework<br />
2007-2012 developed during <strong>2006</strong><br />
addresses barriers to progression in<br />
research for all equity groups, especially<br />
women. Overcoming one such barrier<br />
(the inability to complete a doctoral<br />
degree due to circumstances relating<br />
to equity grounds) has been aided by<br />
the introduction in <strong>2006</strong> <strong>of</strong> the Staff<br />
Equity Research Fellowship Program.<br />
This new Program supplements the<br />
<strong>Melbourne</strong> Research Fellowships (Career<br />
Interruptions) Program, which is designed<br />
to enable researchers whose careers<br />
have been severely interrupted, delayed<br />
or otherwise constrained due to family<br />
responsibilities to enhance or re-establish<br />
their careers. The <strong>University</strong>’s Human<br />
Resources framework is discussed<br />
further at Binding the Strands Together–<br />
People on p 48.<br />
Outlook<br />
A number <strong>of</strong> major research and<br />
research training issues will need to<br />
be addressed by the <strong>University</strong> in 2007.<br />
• Preparation for the RQF will continue<br />
to be a significant focus. The<br />
<strong>University</strong> will establish committees<br />
and teams to respond to the details<br />
<strong>of</strong> the RQF as they emerge from<br />
DEST, to communicate these details<br />
to the <strong>University</strong> community, to<br />
participate in further consultations<br />
with DEST and to collaborate with<br />
the GO8 and other bodies to develop<br />
the best possible RQF.<br />
• Examining the means by which<br />
the <strong>University</strong> can gain access to<br />
additional funding to enable the<br />
<strong>University</strong> to take advantage <strong>of</strong><br />
significant research opportunities<br />
as they arise is an urgent priority.<br />
• To help maintain its lead in the RHD<br />
student market, the <strong>University</strong> will<br />
develop and implement an RHD<br />
Marketing, Recruitment, Retention<br />
and Completion Strategy focussed<br />
on setting appropriate levels <strong>of</strong> RHD<br />
Load and a targeted promotion <strong>of</strong><br />
<strong>University</strong> research programs.<br />
• The Research Infrastructure<br />
Committee will plan an overview<br />
exercise <strong>of</strong> research facilities<br />
and significant items <strong>of</strong> research<br />
equipment at the <strong>University</strong> to<br />
inform future <strong>University</strong> investment<br />
in research and facilitate successful<br />
applications to NCRIS.<br />
• To complete the set <strong>of</strong> Themis<br />
research modules, the Invention<br />
Disclosure Module will be finalised<br />
and implemented in 2007. Current<br />
research modules will be developed<br />
and refined.<br />
pr<strong>of</strong>ile<br />
Pr<strong>of</strong>essor Rachel Webster<br />
Internationally renowned<br />
astrophysicist Pr<strong>of</strong>essor<br />
Rachel Webster is the winner <strong>of</strong><br />
the inaugural mid-career award<br />
from Nature.<br />
Since her appointment 10 years ago,<br />
Pr<strong>of</strong>essor Webster has fostered a<br />
thriving astrophysics community<br />
at the <strong>University</strong>. She has served<br />
as an inspirational role model for<br />
women in phsyics and played a key<br />
role in introducing the Women in<br />
Physics program at the <strong>University</strong><br />
<strong>of</strong> <strong>Melbourne</strong>. Both the program<br />
and her active mentoring have<br />
successfully bolstered the numbers<br />
<strong>of</strong> female physics graduates at the<br />
<strong>University</strong>.<br />
Pr<strong>of</strong>essor Webster has active<br />
research interests in gravitational<br />
lensing, quasars, clusters <strong>of</strong> galaxies<br />
and large-scale structure.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
25
(Physiology) recieved a citation from the<br />
Carrick Institute for outstanding contribution<br />
to student learning. His award recognised<br />
excellence in teaching through over<br />
one decade <strong>of</strong> sustained innovation and<br />
evaluation <strong>of</strong> computer-assisted learning for<br />
small group collaborative student activities.<br />
Associate Pr<strong>of</strong>essor Robert Kemm<br />
learning<br />
and teaching/<br />
As part <strong>of</strong> the development <strong>of</strong> the new<br />
<strong>Melbourne</strong> Model in <strong>2006</strong>, the <strong>University</strong><br />
embarked on the most comprehensive<br />
review <strong>of</strong> its programs since its foundation.<br />
26 The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
Our goal is to provide high-quality programs within<br />
a supportive environment so that students gain<br />
“maximum benefit from their learning experience.<br />
”<br />
Pr<strong>of</strong>essor<br />
Peter McPhee<br />
Deputy Vice-Chancellor (Academic)<br />
Performance Against <strong>2006</strong> Targets<br />
The <strong>Melbourne</strong> Model: planning the transition<br />
Target<br />
Outcome<br />
Each Faculty to put in place a detailed plan for transition to the <strong>Melbourne</strong> Model.<br />
Core principles for six <strong>Melbourne</strong> Model undergraduate degrees have been approved, including cross-faculty content.<br />
To assist faculties to restructure courses in collaboration with each other, Course Standing Committees (CSCs) have<br />
been established for each <strong>of</strong> the six new degrees, coordinated by a new Board <strong>of</strong> Undergraduate Studies (BUGS).<br />
Each faculty has prepared a business plan which articulates its strategies in implementing Growing Esteem, including<br />
transition to the <strong>Melbourne</strong> Model.<br />
Target Be ready to launch graduate schools, and to start recruiting pioneer cohorts to enrol in 2008.<br />
Outcome<br />
Key graduate programs that will be available from 2008 include Juris Doctor, Master <strong>of</strong> Architecture, Master <strong>of</strong> Property,<br />
Master <strong>of</strong> Construction Management, Master <strong>of</strong> Landscape Architecture, Master <strong>of</strong> Nursing Science, Master <strong>of</strong> Social<br />
Work, Master <strong>of</strong> Teaching and Master <strong>of</strong> Forest Ecosystem Science.<br />
Enhancing the Student’s <strong>Melbourne</strong> Experience<br />
Target<br />
Outcome<br />
Maintain or improve our ranking in the Learning and Teaching Performance Fund applications.<br />
<strong>Melbourne</strong> received a top ranking and the highest grant <strong>of</strong> $8.9 million in the Commonwealth Learning and Teaching<br />
Performance Fund for 2007.<br />
Target<br />
Outcome<br />
Target<br />
Outcome<br />
Progressively renew physical infrastructure to support learning.<br />
Focus has been on improving classroom and library infrastructure and designing multi-purpose learning hubs.<br />
Enhancements to the Student Portal and Learning Management System are underway.<br />
Implement improvements to the student experience.<br />
Focus has been on strengthening the first-year student experience, addressing the consequence <strong>of</strong> Voluntary Student<br />
Unionism and activities to achieve better integration <strong>of</strong> domestic and international students.<br />
Ensuring access for the best and brightest<br />
Target<br />
Outcome<br />
Rework undergraduate and graduate admissions policies. Make progress on government policy change.<br />
Government approval has been received for the transfer <strong>of</strong> a significant number <strong>of</strong> undergraduate CSP to graduate level.<br />
A minimum <strong>of</strong> 50 percent <strong>of</strong> places for Australian students in each <strong>Melbourne</strong> Model pr<strong>of</strong>essional graduate program<br />
will be CSPs. A review <strong>of</strong> selection procedures and prerequisites for entry into programs under the <strong>Melbourne</strong> Model<br />
has commenced. Guaranteed pathways from undergraduate to graduate programs have been developed for very highachieving<br />
school leavers.<br />
Learning and Teaching<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> seeks<br />
to create outstanding learning<br />
environments for students, fostering<br />
academic excellence and encouraging<br />
students to engage in meaningful ways<br />
with their learning communities.<br />
The <strong>University</strong> emphasises the quality <strong>of</strong><br />
the overall ‘<strong>Melbourne</strong> Experience’. Our<br />
goal is to provide high-quality programs<br />
within a supportive environment so that<br />
students gain maximum benefit from<br />
their learning experience. The Learning<br />
and Teaching Plan – prepared <strong>annual</strong>ly by<br />
the Deputy Vice-Chancellor (Academic)<br />
– sets out detailed actions to ensure<br />
progress towards these goals.<br />
In 2002, the <strong>University</strong>’s Centre<br />
for the Study <strong>of</strong> Higher Education<br />
(CSHE) produced a statement on the<br />
scholarship <strong>of</strong> learning and teaching<br />
in a research-led <strong>University</strong> entitled<br />
The Nine Principles Guiding Teaching<br />
and Learning. The Nine Principles<br />
continue to provide the framework<br />
for a first-class learning and teaching<br />
environment at the <strong>University</strong>. In<br />
addition to encouraging, assessing and<br />
recognising good teaching practice, the<br />
<strong>2006</strong> learning and teaching priorities<br />
placed greater emphasis on planning the<br />
transition to the <strong>Melbourne</strong> Model, and<br />
on expanding the range <strong>of</strong> scholarships<br />
and entry pathways to enable access to<br />
programs under the new Model. Further<br />
information on the <strong>Melbourne</strong> Model<br />
can be found on p7 <strong>of</strong> this Report.<br />
Initiatives to make best use <strong>of</strong> online<br />
facilities, improvements to the<br />
<strong>University</strong>’s physical infrastructure to<br />
support learning, recognising greater<br />
diversity in curricula and teaching, and<br />
the internationalisation <strong>of</strong> academic<br />
programs were also key strategic aims<br />
for <strong>2006</strong>.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
27
Load by course level<br />
35000<br />
30000<br />
25000<br />
20000<br />
15000<br />
10000<br />
5000<br />
The <strong>Melbourne</strong> Model:<br />
Planning the Transition<br />
28<br />
0<br />
Strategic Priorities<br />
• Reviewing all courses, and planning<br />
the transition to the <strong>Melbourne</strong><br />
Model over 10 years<br />
• Ensuring that the best and brightest<br />
are attracted to the new Model<br />
•<br />
35000<br />
Preparing to manage the transition,<br />
with particular regard to workloads<br />
30000<br />
Achievements<br />
25000<br />
2000 2001 2002 2003 2004 2005 <strong>2006</strong><br />
Research Higher Degree<br />
Postgraduate Coursework<br />
Undergraduate<br />
Total<br />
As part <strong>of</strong> the development <strong>of</strong> the<br />
20000<br />
new <strong>Melbourne</strong> Model in <strong>2006</strong> the<br />
<strong>University</strong> 15000 embarked on the most<br />
comprehensive review <strong>of</strong> its programs<br />
since 10000 its foundation. Charged with the<br />
responsibility <strong>of</strong> developing a 10-year<br />
5000<br />
plan for the transition to the <strong>Melbourne</strong><br />
Model, 0 the <strong>University</strong>’s Curriculum<br />
Commission worked closely with<br />
faculties to review current programs<br />
and plan the future pr<strong>of</strong>ile <strong>of</strong> their<br />
undergraduate and graduate <strong>of</strong>ferings.<br />
This process was a case-by-case one:<br />
while moving toward a common degree<br />
structure the Commission needed to<br />
take account <strong>of</strong> disciplinary differences<br />
and the requirements <strong>of</strong> Australian<br />
pr<strong>of</strong>essional standards.<br />
Over the period from February-<br />
September the Commission examined<br />
the 96 undergraduate degrees now<br />
<strong>of</strong>fered at <strong>Melbourne</strong>, and devised a<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
set <strong>of</strong> core principles for introduction<br />
<strong>of</strong> six stand-alone ‘new generation’<br />
undergraduate degrees, pr<strong>of</strong>essional<br />
graduate programs, and for Research<br />
Higher Degree (RHD) pathways.<br />
The Commission’s 10-year Transition<br />
Plan provides for new generation<br />
Bachelors degrees to be <strong>of</strong>fered<br />
in Arts, Biomedicine, Commerce,<br />
Environments, Music, and Science.<br />
The new degrees will <strong>of</strong>fer discipline<br />
content with both depth, achieved<br />
through discipline majors, and breadth,<br />
achieved by requiring students to take<br />
a minimum <strong>of</strong> 25 percent <strong>of</strong> subjects in<br />
disciplines which are outside students’<br />
core programs and by ensuring that all<br />
degrees include a capstone experience,<br />
industry/community experience<br />
(knowledge transfer experience),<br />
research experience, online learning<br />
experience and international experience.<br />
The degrees will lead to employment,<br />
specialist pr<strong>of</strong>essional graduate<br />
courses or research training. The aim<br />
is to produce exceptional graduates,<br />
with both specialised knowledge and<br />
understanding across a broad range<br />
<strong>of</strong> disciplines.<br />
Under the Transition Plan the first<br />
cohorts <strong>of</strong> students will be enrolled<br />
in the new undergraduate programs<br />
in 2008. New Pr<strong>of</strong>essional Graduate<br />
Programs, including Law, Architecture,<br />
Property, Construction Management,<br />
Landscape Architecture, Music, Nursing,<br />
Social Work, Education and Forest<br />
Sciences will be <strong>of</strong>fered in 2008, with<br />
other programs implemented year by<br />
year, over a 10-year transition period.<br />
The recommendations and Transition<br />
Plan <strong>of</strong> the Curriculum Commission<br />
have been endorsed by Academic<br />
Board and Council.<br />
Based on the recommendations <strong>of</strong> the<br />
Curriculum Commission, in December<br />
<strong>2006</strong>, the Planning and Budget<br />
Committee approved a set <strong>of</strong> principles<br />
for the establishment <strong>of</strong> graduate<br />
schools under the <strong>Melbourne</strong> Model.<br />
The principles require all faculties to<br />
review their postgraduate coursework<br />
<strong>of</strong>ferings during 2007 focussing on<br />
entry criteria, coherence, viability and<br />
pathways from and into other programs.<br />
A new approach to administration <strong>of</strong><br />
academic programs will be needed<br />
to complement the new generation<br />
undergraduate degrees. To assist faculties<br />
with the complex task <strong>of</strong> restructuring<br />
courses in collaboration with each other,<br />
Course Standing Committees (CSCs)<br />
have been established for each <strong>of</strong> the<br />
six new degrees, coordinated by a new<br />
Board <strong>of</strong> Undergraduate Studies (BUGS).<br />
BUGS will monitor the development,<br />
academic management, resourcing and<br />
continuous improvement <strong>of</strong> the new<br />
generation undergraduate degrees,<br />
providing <strong>University</strong>-wide leadership<br />
for undergraduate education.<br />
In the context <strong>of</strong> the strategic direction<br />
established by Growing Esteem, in<br />
<strong>2006</strong> the <strong>University</strong> defined a new<br />
set <strong>of</strong> graduate attributes which will<br />
distinguish <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong><br />
graduates under the <strong>Melbourne</strong> Model.<br />
The new attributes emphasise discipline<br />
competence, the grasp <strong>of</strong> core<br />
knowledge within a broader context,<br />
environmental awareness and the<br />
need for broad, global understanding.<br />
The <strong>University</strong> aims to implement and<br />
monitor the revised graduate attributes<br />
statement in 2007.<br />
The <strong>Melbourne</strong><br />
Experience<br />
Teaching Excellence<br />
Strategic Priority<br />
• Encouraging, assessing and<br />
recognising good teaching practice<br />
Achievements<br />
The <strong>University</strong>’s excellence in learning<br />
and teaching performance was<br />
acknowledged during <strong>2006</strong> when the<br />
<strong>University</strong> was ranked first overall in the<br />
Commonwealth Learning and Teaching<br />
Performance Fund (LTPF). The <strong>University</strong><br />
received LTPF recognition across<br />
all four discipline groups – science,<br />
computing, engineering, architecture<br />
and agriculture; business, law and<br />
economics; humanities, arts and<br />
education; and health. The $8.9 million<br />
awarded to the <strong>University</strong> from the<br />
Commonwealth’s 2007 allocation will<br />
be distributed directly to faculties.
learning<br />
and teaching/<br />
The <strong>University</strong>’s 2007 LTPF performance<br />
follows its success in the inaugural<br />
round <strong>of</strong> LTPF funding in <strong>2006</strong>, when it<br />
was awarded $9.85 million. The <strong>2006</strong><br />
funding has been applied to assisting<br />
with the <strong>University</strong>’s curriculum review<br />
as well as toward projects to enhance<br />
learning and teaching.<br />
Funds were also designated for the<br />
improvement <strong>of</strong> facilities for students<br />
through development and refurbishment<br />
<strong>of</strong> teaching spaces, especially in the<br />
Faculty <strong>of</strong> Engineering.<br />
Student perception <strong>of</strong> teaching is<br />
measured by responses to the Quality<br />
<strong>of</strong> Teaching (QoT) surveys each<br />
semester and the graduate Course<br />
Experience Questionnaires (CEQs). QoT<br />
surveys for Semester 1, <strong>2006</strong>, revealed<br />
that students are largely satisfied with<br />
most aspects <strong>of</strong> their course<br />
experience. Results from the QoT<br />
surveys have shown gradual<br />
improvement from 2002 to 2005 on<br />
the questions <strong>of</strong> whether subjects<br />
are well-taught. In Semester 1, <strong>2006</strong>,<br />
outcomes in areas including overall<br />
satisfaction and the quality <strong>of</strong> teaching<br />
remained steady or were marginally<br />
lower compared to the previous<br />
semester. The undergraduate mean<br />
score for Question 2 (subject ‘welltaught’),<br />
decreased to 3.9 (compared<br />
to 4 in Semester 2, 2005) while the<br />
mean rating for postgraduate subjects<br />
remained unchanged at 4.1 (using a<br />
scale <strong>of</strong> 1-5).<br />
Quality <strong>of</strong> Teaching Survey<br />
Course Experience Questionnaires are<br />
provided <strong>annual</strong>ly to recent graduates<br />
to obtain feedback on whether they<br />
were satisfied with their courses and<br />
course experiences. The 2005 CEQ<br />
results showed that overall satisfaction<br />
and good teaching figures in relation to<br />
Bachelor and Postgraduate Coursework<br />
programs completed in 2004 have<br />
remained steady. With greater emphasis<br />
on the student experience under the<br />
<strong>Melbourne</strong> Model and continued<br />
monitoring <strong>of</strong> these outcomes, the<br />
<strong>University</strong> aims to continually increase<br />
student satisfaction.<br />
Each year the <strong>University</strong> sets targets<br />
aimed at recognising, developing and<br />
promoting excellence in teaching.<br />
These include:<br />
• Intensive programs <strong>of</strong>fered by the<br />
Centre for the Study <strong>of</strong> Higher<br />
Education (CSHE) to assist academic<br />
staff in developing the fundamentals<br />
<strong>of</strong> effective <strong>University</strong> teaching. The<br />
Graduate Certificate <strong>of</strong> <strong>University</strong><br />
Teaching is a two-year, part-time<br />
course for academics wishing to<br />
develop advanced skills in university<br />
teaching. Thirty-five staff members<br />
enrolled in the Graduate Certificate<br />
in <strong>2006</strong>. The CSHE also administers<br />
a series <strong>of</strong> learning and teaching<br />
workshops aimed at enhancing<br />
teaching expertise. Enrolments<br />
remained strong in <strong>2006</strong> with a total<br />
<strong>of</strong> 148 staff attending workshops,<br />
and 299 registrations recorded for<br />
individual sessions.<br />
• The Vice-Chancellor’s Colloquium<br />
on Teaching and Learning<br />
Approximately 360 academic and<br />
general staff from all faculties<br />
attended the Vice-Chancellor’s sixth<br />
<strong>annual</strong> Colloquium on Teaching and<br />
Learning. The Colloquium showcases<br />
best practice in learning and teaching<br />
and featured presentations by winners<br />
<strong>of</strong> the <strong>University</strong>’s Teaching Awards<br />
and national Carrick Teaching Awards<br />
recipients. A keynote address by<br />
international scholar, Pr<strong>of</strong>essor<br />
Dai Hounsell (<strong>University</strong> <strong>of</strong> Edinburgh),<br />
examined research-led approaches to<br />
assessment in different disciplines.<br />
Graduates in full-time<br />
employment<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
2000 2001 2002 2003 2004 2005<br />
<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong><br />
Other Victorian institutions (average)<br />
Other Australian institutions (average)<br />
Graduates in full-time study<br />
40<br />
Percent <strong>of</strong> undergraduate subjects with a mean rating 3.0 or higher on Question 2<br />
('This subject was well taught'), Semester 2, 2000-<strong>2006</strong><br />
100%<br />
99%<br />
98%<br />
97%<br />
96%<br />
95%<br />
94%<br />
93%<br />
92%<br />
91%<br />
90%<br />
2000 2001 2002 2003 2004 2005 <strong>2006</strong><br />
35<br />
30<br />
25<br />
20<br />
15<br />
10<br />
5<br />
0<br />
2000 2001 2002 2003 2004 2005<br />
<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong><br />
Other Victorian institutions (average)<br />
Other Australian institutions (average)<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
40<br />
35<br />
29
30<br />
• <strong>University</strong> and Commonwealth prizes<br />
for excellence in teaching<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Awards<br />
for Teaching Excellence, administered<br />
by the CSHE, are issued <strong>annual</strong>ly in<br />
three discipline groups. A <strong>University</strong><br />
prize for excellence in supervision was<br />
awarded for the first time in <strong>2006</strong>.<br />
Prize winners are listed in ‘High-<br />
Achieving Staff’ on p 14.<br />
The Excellence Awards also include<br />
an award for Innovation and Excellence<br />
in Support and Service to Teaching and<br />
Learning. In <strong>2006</strong> the award was made<br />
to the Arts Transition Program, led by<br />
Ms Sanchia Draper and Associate<br />
Pr<strong>of</strong>essor Steven James in the Faculty<br />
<strong>of</strong> Arts, for a program including<br />
accessible and enjoyable transition<br />
activities for first-year students.<br />
Carrick Citations were awarded for<br />
the first time in <strong>2006</strong> as part <strong>of</strong> the<br />
Australian Government’s expanded<br />
program <strong>of</strong> national awards designed<br />
to recognise and reward teaching<br />
excellence in higher education. The<br />
<strong>University</strong> exceeded its targeted<br />
number <strong>of</strong> grants under the scheme,<br />
receiving an exceptional nine Carrick<br />
Citations for Outstanding Contribution<br />
to Student Learning and two prestigious<br />
Carrick Awards for Australian <strong>University</strong><br />
Teaching recognising the nation’s most<br />
outstanding teachers in their fields.<br />
The recipients, including both<br />
pr<strong>of</strong>essional and academic staff from<br />
diverse disciplines, are listed among<br />
the ‘High-Achieving Staff’ on p 14.<br />
E-Strategy<br />
Strategic Priority<br />
• Designing courses and methods to<br />
make best use <strong>of</strong> online facilities<br />
Achievements<br />
The new position <strong>of</strong> Pro Vice-Chancellor<br />
(Teaching, Learning and Equity) was<br />
created in 2005 to provide leadership<br />
and to promote the development<br />
<strong>of</strong> teaching strategies in line with<br />
new technologies. The Pro Vice-<br />
Chancellor worked with the Information<br />
Division and with the Teaching and<br />
Learning (Multimedia and Educational<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
Technologies) [T&L (M&ET)] Committee<br />
throughout <strong>2006</strong> to build on existing<br />
e-learning policies and to define the<br />
role <strong>of</strong> new technologies and learning<br />
environments under the Growing<br />
Esteem strategy.<br />
An e-learning policy working group,<br />
including academics engaged in e-<br />
research, was established to ensure<br />
that learning and teaching, and research<br />
‘e-goals’ are aligned and make optimal<br />
uses <strong>of</strong> available resources. The<br />
<strong>University</strong> aims to achieve optimal use<br />
<strong>of</strong> online facilities to support flexible<br />
and/or fast-track learning.<br />
A revised e-learning strategy launched<br />
in <strong>2006</strong> outlines a series <strong>of</strong> core<br />
e-learning principles which will form<br />
the basis for the further development<br />
<strong>of</strong> the <strong>University</strong>’s e-learning strategy.<br />
Meanwhile T&L (M&ET), faculties<br />
and departments monitored the<br />
impact <strong>of</strong> e-learning technologies on<br />
learning and teaching and undertook<br />
40 new curriculum and courseware<br />
development projects using online and<br />
other technologies to students across<br />
all faculties. Of particular note was<br />
the Cultural Diversity project with the<br />
Education Faculty, which won the<br />
Victorian Multicultural Commission’s<br />
Victoria Awards for Excellence in<br />
Multicultural Affairs. More than 25<br />
individual academics were supported<br />
in the innovative use <strong>of</strong> educational<br />
technologies through collaborative<br />
project-based development.<br />
In other developments:<br />
• Wireless internet connection was<br />
expanded in 17 new buildings<br />
including a range <strong>of</strong> lecture theatres,<br />
seminar rooms and the ICT building;<br />
• Five additional shared learning<br />
spaces were enabled for Lectopia,<br />
the <strong>University</strong>’s automated system<br />
for capturing and online publishing<br />
<strong>of</strong> class audio recordings;<br />
• Over 250 general purpose desktop<br />
student computers in all the libraries<br />
at all campuses were upgraded<br />
and replaced with highly functional,<br />
current model PCs;<br />
• SuperSearch was launched, providing<br />
keyword, title, author or subject<br />
searches across all or selected<br />
resources, including the library<br />
catalogue. Links in search results<br />
give direct access to <strong>University</strong> <strong>of</strong><br />
<strong>Melbourne</strong> electronic subscriptions.<br />
SuperSearch also facilitates<br />
permanent article-level links to<br />
electronic journals and books from<br />
within the Learning Management<br />
System or other locations;<br />
• A successful trial was conducted<br />
allowing library users the option <strong>of</strong><br />
sending reference queries to library<br />
staff via SMS and/or Chat;<br />
• The application <strong>of</strong> using RSS feeds<br />
for accessing new library materials<br />
was made available in late <strong>2006</strong>. The<br />
use <strong>of</strong> such web-enabled technology<br />
is particularly useful for ‘news’-based<br />
web sites, or any site with constantly<br />
changing information.<br />
Various forums throughout the year<br />
provided staff with access to the<br />
latest international developments in<br />
pedagogy and learning environments.<br />
Two hundred and forty people attended<br />
the <strong>annual</strong> Multimedia and Educational<br />
Technologies for Teaching and Learning<br />
Enhancement (METTLE) Forum<br />
showcasing best practice in teaching,<br />
research, knowledge transfer and<br />
support activities. This year the Forum<br />
focussed on the development <strong>of</strong> an<br />
e-learning strategy for the <strong>University</strong>,<br />
and the e-learning needs <strong>of</strong> the students<br />
<strong>of</strong> the future.<br />
In particular the Forum explored the<br />
‘learning hub’ concept.<br />
In a development expected to have a<br />
significant positive impact on student<br />
life, a student portal system was<br />
developed during <strong>2006</strong> to provide<br />
students with information in an efficient<br />
and accessible manner. An online ‘onestop-shop’,<br />
students are able to access<br />
email, timetables, online teaching and<br />
learning tools, academic advice and<br />
programs, library accounts and other<br />
essential <strong>University</strong> services through<br />
the portal. A s<strong>of</strong>t launch <strong>of</strong> the Student<br />
Portal has taken place, with the formal<br />
launch on schedule for Semester 1, 2007.
learning<br />
and teaching/<br />
A working group <strong>of</strong> the <strong>Melbourne</strong><br />
Experience Committee has been<br />
established to ensure that an effective<br />
student-centred communication strategy<br />
is implemented to support the portal.<br />
Staged implementation <strong>of</strong> the<br />
Blackboard Learning Management<br />
System (LMS) continued throughout<br />
<strong>2006</strong>, with the <strong>University</strong> achieving<br />
its planned enrolment <strong>of</strong> 25,000<br />
students in 600 Blackboard-delivered<br />
subjects in Semester 2, <strong>2006</strong>. The<br />
observations <strong>of</strong> staff and students who<br />
participated in the 2005 pilot program<br />
were reflected in strategies to improve<br />
the LMS throughout <strong>2006</strong>. In further<br />
LMS developments, Readings Online<br />
established a library-run service for<br />
managing online teaching and learning<br />
objects through the LMS. Materials<br />
will be managed so that they are<br />
copyright compliant, pr<strong>of</strong>essionally<br />
‘catalogued’ for efficient retrieval, and<br />
stored systematically to allow multiple<br />
reuses as required. A Disaster Recovery<br />
System was also implemented for<br />
the LMS.<br />
Internationalisation<br />
Strategic Priority<br />
• Ensuring that the <strong>Melbourne</strong><br />
Experience is an international one<br />
Achievements<br />
Over the last four years, the <strong>University</strong><br />
has responded to the increasing<br />
diversification <strong>of</strong> its student population<br />
by implementing measures to<br />
internationalise the curriculum and<br />
by ensuring that the different needs<br />
<strong>of</strong> students are met across a range<br />
<strong>of</strong> activities.<br />
Teaching innovations are guided by<br />
the 2004 Report, Students from Asia:<br />
Issues in Learning and Teaching.<br />
The <strong>report</strong> makes recommendations<br />
promoting culturally sensitive and<br />
student-centred teaching practices for<br />
Australian and international students.<br />
Since 2004 all faculties have, with the<br />
assistance <strong>of</strong> resources and programs<br />
developed by the CSHE, implemented<br />
initiatives to encourage cultural diversity<br />
in curricula, learning, teaching, and<br />
assessment.<br />
In <strong>2006</strong> a summit held by the DVC<br />
(Academic) focussed further attention<br />
on these issues and, in particular,<br />
considered culturally inclusive practices<br />
in learning, teaching and assessment,<br />
the implications <strong>of</strong> learning in a different<br />
culture and learning while developing<br />
English language pr<strong>of</strong>iciency.<br />
Curriculum initiatives in <strong>2006</strong> include:<br />
• The U21 Certificate in Global Issues,<br />
a multidisciplinary award which<br />
focuses on contemporary global<br />
issues, <strong>of</strong>fered in conjunction with<br />
four other member institutions <strong>of</strong><br />
the Universitas 21 Consortium.<br />
Feedback from students undertaking<br />
online modules has been very<br />
positive. Following the launch <strong>of</strong><br />
the pilot program in 2005, various<br />
administrative issues have been<br />
addressed. A new business model,<br />
to be developed in 2007, will ensure<br />
that the program remains viable on<br />
a larger scale.<br />
• The Faculty <strong>of</strong> Veterinary Science<br />
established the Postgraduate<br />
Certificate in Avian Health and the<br />
Master <strong>of</strong> Avian Health and Medicine<br />
as jointly-badged courses to be<br />
<strong>of</strong>fered in collaboration with the<br />
<strong>University</strong> <strong>of</strong> Georgia, USA.<br />
• Continued budget incentives providing<br />
faculties with a bonus based on the<br />
number <strong>of</strong> students enrolled in Asiaoriented<br />
subjects.<br />
The <strong>University</strong> has significantly<br />
improved English language testing<br />
and language support services for<br />
international students in recent years.<br />
During <strong>2006</strong> a Task Force on English<br />
Language Bridging and Support<br />
Programs was set up to review and<br />
provide further advice to the Academic<br />
Board on English language entry<br />
pathways and support mechanisms<br />
in the context <strong>of</strong> the new generation<br />
undergraduate degrees. Further<br />
English language support programs<br />
will be developed in accordance with<br />
the Taskforce’s recommendations, in<br />
consultation with BUGS.<br />
The effectiveness <strong>of</strong> services<br />
provided to international students is<br />
monitored each year by the <strong>Melbourne</strong><br />
pr<strong>of</strong>ile<br />
Pr<strong>of</strong>essor Belinda Probert<br />
Dean <strong>of</strong> Faculty <strong>of</strong> Arts<br />
Leading sociologist Pr<strong>of</strong>essor<br />
Belinda Probert commenced as<br />
Dean <strong>of</strong> the Faculty <strong>of</strong> Arts<br />
during <strong>2006</strong>. Formerly Pro<br />
Vice-Chancellor (Academic) at<br />
the <strong>University</strong> <strong>of</strong> Western<br />
Australia, Pr<strong>of</strong>essor Probert has an<br />
impressive background in university<br />
administration as well as in her area<br />
<strong>of</strong> academic expertise.<br />
Under her guidance the Faculty<br />
<strong>of</strong> Arts has been restructured to<br />
promote greater interdisciplinary<br />
collaboration in teaching and<br />
research and more streamlined<br />
administrative and decision-making<br />
processes. From 1 January 2007<br />
the Faculty will comprise seven new<br />
Schools – the Asia Institute, Culture<br />
and Communication, Historical<br />
Studies, Languages and Linguistics,<br />
Philosophy, Political Science,<br />
Criminology and Sociology and<br />
Social and Environmental Inquiry.<br />
Pr<strong>of</strong>essor Probert’s teaching and<br />
research expertise has been<br />
built in the area <strong>of</strong> politics and<br />
sociology where she has researched<br />
and published extensively on<br />
employment policy, gender, equity,<br />
and work and welfare reform. She<br />
is a Fellow <strong>of</strong> the Academy <strong>of</strong> Social<br />
Sciences in Australia.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
31
Experience Committee (MEC), which<br />
was established in 2005 to advise<br />
on processes to improve the overall<br />
student experience at <strong>Melbourne</strong>.<br />
A particular interest <strong>of</strong> MEC has<br />
been, and will continue to be, the<br />
improvement <strong>of</strong> the social integration<br />
<strong>of</strong> international and local students.<br />
In <strong>2006</strong>, there were encouraging<br />
indications that strategies addressing<br />
the needs <strong>of</strong> international students have<br />
been successful, with a survey <strong>of</strong> 980<br />
international students finding that the<br />
vast majority <strong>of</strong> students regard the<br />
<strong>Melbourne</strong> Experience positively.<br />
With the assistance <strong>of</strong> the Universitas<br />
21 Mobility Project and the OS-HELP<br />
loans, the number <strong>of</strong> outgoing exchange<br />
students increased from 442 in 2005 to<br />
454 in <strong>2006</strong>, incoming exchange students<br />
rose from 136 in 2005 to 198 in <strong>2006</strong>.<br />
Over the same period outgoing U21<br />
mobility increased from 128 to 148, with<br />
incoming U21 mobility increasing from 99<br />
to 144. Statistics indicate that the number<br />
<strong>of</strong> institutions receiving <strong>Melbourne</strong><br />
students also increased in <strong>2006</strong>.<br />
32<br />
Student Support<br />
Strategic Priority<br />
• Building student support<br />
services, including transition<br />
support to employment<br />
Achievements<br />
The <strong>Melbourne</strong> Experience Committee<br />
(MEC) is charged with enhancing the<br />
<strong>University</strong>’s student support services.<br />
The Committee’s focus in <strong>2006</strong> on<br />
improving classroom and library<br />
infrastructure, the student portal<br />
and LMS, the first-year experience<br />
and the integration <strong>of</strong> domestic and<br />
international students are discussed<br />
earlier in this section. In <strong>2006</strong> the MEC<br />
also considered measures to address<br />
the consequences <strong>of</strong> Voluntary Student<br />
Unionism, discussed in the Management<br />
section <strong>of</strong> this Report on p 59.<br />
Student satisfaction with the level <strong>of</strong><br />
<strong>University</strong> support services is measured<br />
by a biennial Evaluation Cycle Survey.<br />
Feedback from the survey is used to<br />
adjust and improve systems.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
The most recent survey <strong>of</strong> the Quality<br />
<strong>of</strong> Administrative and Support Services<br />
for Students, which was conducted in<br />
late 2005, was consistent with previous<br />
years. Students are, in most cases,<br />
satisfied with the administrative and<br />
support services provided to them<br />
by the <strong>University</strong> though some key<br />
services, such as course planning<br />
advice and student administrative<br />
systems, have been identified as<br />
areas for further improvement. It is<br />
expected that the introduction <strong>of</strong><br />
the student portal and new studentcentred<br />
administrative systems,<br />
devised to support implementation <strong>of</strong><br />
the <strong>Melbourne</strong> Model, will result in<br />
improved student experience.<br />
It was decided that a questionnaire<br />
on the <strong>Melbourne</strong> Experience will be<br />
developed in 2007 as an additional<br />
tool for measuring student satisfaction.<br />
The questionnaire will form part <strong>of</strong><br />
the <strong>University</strong> Planning Office’s <strong>annual</strong><br />
cycle <strong>of</strong> student evaluations.<br />
The <strong>University</strong> aims for continual<br />
improvement in the levels <strong>of</strong> student<br />
satisfaction with support services,<br />
particularly for students in the ‘transition’<br />
to <strong>University</strong> and to employment. In<br />
<strong>2006</strong> the MEC completed an audit<br />
<strong>of</strong> the range <strong>of</strong> ‘capstone’ activities<br />
available to students across the<br />
<strong>University</strong>. Capstone experiences serve<br />
two main functions: 1) the integration,<br />
examination and application <strong>of</strong><br />
knowledge gained during a degree, and<br />
2) the further development <strong>of</strong> skills that<br />
are necessary for both further study and<br />
the commencement <strong>of</strong> pr<strong>of</strong>essional life.<br />
The findings <strong>of</strong> MEC’s <strong>report</strong> showed<br />
that whilst most faculties <strong>of</strong>fer capstone<br />
experiences within their courses,<br />
Table 4. International<br />
student enrolments<br />
International<br />
Load (EFTSL)<br />
%<br />
International<br />
2000 4,892.0 16.9%<br />
2001 5,550.4 18.4%<br />
2002 6,701.1 21.0%<br />
2003 7,619.0 23.2%<br />
2004 8,021.0 23.9%<br />
2005 8,335.4 24.5%<br />
<strong>2006</strong> 8,752.1 25.9%<br />
programs for the ‘transition out’ <strong>of</strong><br />
<strong>University</strong> need further development.<br />
To this end a number <strong>of</strong> internal papers<br />
were prepared during the year to<br />
examine the need for the extended<br />
availability <strong>of</strong> careers advice, reasons<br />
for poor Graduate Destination Survey<br />
outcomes and enhanced liaison with<br />
domestic and international employers.<br />
The TALQAC Course advice committee<br />
also made recommendations on<br />
policies to improve the nexus between<br />
student course advice and careers and<br />
employment advice and services.<br />
Plans are underway for extending<br />
student volunteer opportunities. Steps<br />
are being taken to adjust programs<br />
and services in the light <strong>of</strong> the policy<br />
advice, which will also inform planning<br />
<strong>of</strong> service delivery under the <strong>Melbourne</strong><br />
Model. Careful planning will be required<br />
to ensure the approach to ‘transition<br />
out’ <strong>of</strong> <strong>University</strong> takes into account the<br />
increased cross-disciplinary experiences<br />
which students will experience under<br />
the <strong>Melbourne</strong> Model new generation<br />
degrees. An integrated, cross-faculty<br />
approach will be crucial.<br />
Infrastructure<br />
Strategic Priority<br />
• Progressively renewing physical<br />
infrastructure to support learning<br />
Achievements<br />
The scoping and development <strong>of</strong> the<br />
multi-purpose student learning hubs<br />
in precincts around the <strong>University</strong> was<br />
a priority project for the MEC in <strong>2006</strong>.<br />
A Policy Adviser to the Deputy Vice-<br />
Chancellor (Academic) was appointed to<br />
work with faculty and other <strong>University</strong><br />
staff in the design and development <strong>of</strong><br />
improved learning and teaching facilities.<br />
Details <strong>of</strong> learning hub developments,<br />
collaborative learning centres and other<br />
enhancements to the <strong>University</strong>’s<br />
physical infrastructure are discussed<br />
further under the ‘Infrastructure’ section<br />
<strong>of</strong> ‘Binding the Strands Together’ on p 55.<br />
As the new-style spaces become<br />
operational, the <strong>University</strong>’s Teaching<br />
and Learning Support Services (TLSS)<br />
will conduct pr<strong>of</strong>essional development
learning<br />
and teaching/<br />
programs, training staff in how to<br />
optimise their teaching potential.<br />
Ensuring Access for the<br />
Best and the Brightest<br />
Strategic Priorities<br />
• Continuing to attract the best<br />
and the brightest students<br />
• Addressing the financial barriers,<br />
including expanding scholarships for<br />
undergraduate and graduate students<br />
through a scholarships fund<br />
Achievements<br />
The Policy and Advocacy Taskforce<br />
(PAT), chaired by the Vice-Chancellor,<br />
was created in <strong>2006</strong> to develop policy<br />
options to ensure equity and access<br />
to <strong>University</strong> programs for capable<br />
students under the <strong>Melbourne</strong> Model.<br />
In the early part <strong>of</strong> <strong>2006</strong> the advice<br />
<strong>of</strong> PAT helped the <strong>University</strong> secure<br />
in-principle agreement from the Federal<br />
Minister for Education, Science and<br />
Training for the transfer <strong>of</strong> a significant<br />
number <strong>of</strong> Commonwealth Supported<br />
Places (CSPs) to the <strong>University</strong>’s new<br />
graduate programs. The <strong>University</strong><br />
is continuing to lobby the Federal<br />
Government to extend Youth Allowance<br />
and Austudy to graduate study and to<br />
increase the amount that students can<br />
borrow through FEE-HELP.<br />
From 2008 the <strong>University</strong> is proposing<br />
to extend the highly-successful Access<br />
<strong>Melbourne</strong> program to include graduate<br />
study. In <strong>2006</strong>, following consultation<br />
with the Scholarships Office, PAT<br />
developed draft criteria for a graduate<br />
Access <strong>Melbourne</strong> scheme. It is<br />
proposed that selection will be based<br />
on financial and social disadvantage<br />
and that a select number <strong>of</strong> access<br />
places will be reserved for students<br />
from Indigenous backgrounds.<br />
Another issue discussed by PAT in<br />
<strong>2006</strong> was the importance <strong>of</strong> ensuring<br />
that students from disadvantaged<br />
backgrounds who gain access to the<br />
<strong>University</strong> are in a position to meet their<br />
academic potential. PAT is investigating<br />
a range <strong>of</strong> financial support options<br />
for non-tuition expenses, including<br />
discounted sports memberships, book<br />
and housing bursaries and casual<br />
employment opportunities.<br />
Other access and equity policy options<br />
examined by PAT in <strong>2006</strong> include a<br />
new scholarship for high-achieving<br />
school-leavers based on a combination<br />
<strong>of</strong> academic excellence, leadership<br />
potential and community contribution.<br />
During the year the <strong>University</strong><br />
Advancement Office, the Curriculum<br />
Commission and the other taskforces<br />
worked closely to ensure that the<br />
educational goals <strong>of</strong> the <strong>Melbourne</strong><br />
Model will be supported by fundraising<br />
activities, improved alumni relations,<br />
and other philanthropic activities<br />
to finance undergraduate and<br />
postgraduate scholarships.<br />
Strategic Priority<br />
• Rethinking admissions processes at<br />
undergraduate and graduate levels<br />
Achievements<br />
In <strong>2006</strong> the Selections Procedures<br />
Committee (SPC) commenced a review<br />
<strong>of</strong> selection procedures and prerequisites<br />
for entry into programs under the<br />
<strong>Melbourne</strong> Model. The review will also<br />
aim to establish appropriate pathways<br />
for guaranteed entry to pr<strong>of</strong>essional<br />
graduate programs, for applicants<br />
returning to study, and for undergraduate<br />
to postgraduate study. Prerequisites and<br />
selection criteria for high-achieving school<br />
leavers for the new <strong>Melbourne</strong> Model<br />
undergraduate and postgraduate degrees<br />
to be <strong>of</strong>fered in 2008 were approved by<br />
the Academic Board.<br />
Outlook<br />
2007 will see the implementation <strong>of</strong><br />
the <strong>Melbourne</strong> Model in preparation<br />
for the delivery <strong>of</strong> new undergraduate<br />
and postgraduate programs from 2008.<br />
The <strong>University</strong> will continue to focus, in<br />
particular, on the quality <strong>of</strong> its programs<br />
as it commences the transition to the<br />
Model. It will establish the detail <strong>of</strong><br />
the structure and content <strong>of</strong> the new<br />
generation undergraduate degrees and<br />
the pr<strong>of</strong>essional graduate courses to<br />
be <strong>of</strong>fered in 2008; continue to define<br />
the content and criteria for the breadth<br />
component and for majors in the new<br />
generation undergraduate degrees;<br />
and develop a high-quality, studentcentred<br />
and consistent approach to<br />
curriculum development and course<br />
advice under the <strong>Melbourne</strong> Model<br />
to ensure a distinctive and excellent<br />
<strong>Melbourne</strong> Experience.<br />
Improving the quality <strong>of</strong> learning and<br />
teaching across all faculties will remain<br />
a major objective for 2007. The<br />
<strong>University</strong> will continue to take all the<br />
actions necessary to improve outcomes<br />
in order to maintain its position as a<br />
leader on all indicators for the Learning<br />
and Teaching Performance Fund,<br />
especially in relation to the Course<br />
Experience Questionnaire.<br />
Another priority for 2007 will be to<br />
maximise use <strong>of</strong> the student portal<br />
communication option by staff and<br />
students and to ensure implementation<br />
<strong>of</strong> the Student Communications Policy,<br />
which aims to reduce duplication <strong>of</strong><br />
messages, and to improve the quality<br />
and clarity <strong>of</strong> messages. Close attention<br />
will also be paid to the process <strong>of</strong><br />
implementing the LMS and training<br />
staff to use the system effectively.<br />
Expansion <strong>of</strong> wireless internet<br />
connection will continue.<br />
Development <strong>of</strong> the proposed network<br />
<strong>of</strong> precinct ‘learning hubs’ will also<br />
continue. A particular focus will be to<br />
provide student service centres for the<br />
new undergraduate degrees, and on<br />
the necessary classroom and laboratory<br />
changes resulting from implementation<br />
<strong>of</strong> the <strong>Melbourne</strong> Model.<br />
Finally, the <strong>University</strong> will aim to<br />
further improve its national and<br />
international standing through improved<br />
benchmarking <strong>of</strong> learning and teaching.<br />
To assist in achieving this, the focus<br />
will remain on increasing the number <strong>of</strong><br />
students participating in formal student<br />
exchange programs, particularly to U21<br />
institutions, and on providing more<br />
jointly-badged programs. The objective<br />
will be to provide for all students an<br />
enriched experience from their studies,<br />
based on an international awareness<br />
and openness to cultural diversity.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
33
<strong>of</strong> Australian-born concert pianist and composer,<br />
Percy Aldridge Grainger (1882–1961). The exhibition<br />
Facing Percy Grainger ran at The National Library<br />
in Canberra during <strong>2006</strong>, drawing chiefly<br />
on the <strong>University</strong>’s Grainger collection.<br />
Ms Astrid Krautschneider with memorabilia<br />
knowledge<br />
transfer/<br />
During <strong>2006</strong> the <strong>University</strong> focussed on ensuring<br />
that the concept <strong>of</strong> Knowledge Transfer is widely<br />
understood inside and outside the <strong>University</strong>.<br />
34 The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
<strong>Melbourne</strong> has embraced ‘knowledge transfer’,<br />
the idea <strong>of</strong> a continuous exchange <strong>of</strong> knowledge<br />
between the <strong>University</strong> and the many<br />
communities <strong>of</strong> which it is part.<br />
“<br />
”<br />
Performance Against <strong>2006</strong> Targets<br />
Pr<strong>of</strong>essor Vijoleta Braach-Maksvytis<br />
Deputy Vice-Chancellor<br />
(Innovation and Development)<br />
Develop a strategic framework for a new approach to knowledge transfer<br />
Target<br />
Outcome<br />
Knowledge transfer is widely understood both inside and outside the <strong>University</strong>.<br />
The Knowledge Transfer Taskforce (KTT) has developed a definition <strong>of</strong> Knowledge Transfer. Communication <strong>of</strong> the<br />
concept will continue.<br />
Target<br />
Outcome<br />
Launch a coherent portfolio <strong>of</strong> knowledge transfer activities.<br />
An audit <strong>of</strong> current knowledge transfer activities surveyed by the KTT identified 366 examples <strong>of</strong> projects involving<br />
interaction with 1,200 community, industry and government partners, estimated to represent less than 20 percent <strong>of</strong><br />
<strong>University</strong> activity. The KTT recommended that the <strong>University</strong> focus on four knowledge transfer outcomes: generating<br />
public debate; enriching communities; enhancing productivity for business and industry; and leading policy development<br />
and providing independent advice.<br />
Embed knowledge transfer in the core <strong>of</strong> the <strong>University</strong><br />
Target<br />
Outcome<br />
Student involvement in knowledge transfer is evident across the <strong>University</strong>.<br />
The KTT identified a wide range <strong>of</strong> current student involvement in knowledge transfer programs. New <strong>Melbourne</strong> Model<br />
degrees are to include a knowledge transfer component.<br />
Target<br />
Outcome<br />
Build recognition <strong>of</strong> staff involvement in knowledge transfer into recruitment, performance, and promotion criteria.<br />
Academic Promotions Guidelines have been drafted to incorporate knowledge transfer benchmarks as criteria<br />
for promotion. Knowledge transfer activity will also be recognised and rewarded and will be taken into account in<br />
recruitment in accordance with Human Resources guidelines developed during <strong>2006</strong>.<br />
Transform <strong>Melbourne</strong>’s social and economic engagement<br />
Target<br />
Outcome<br />
Significantly improve contact rates with alumni and organise more focussed events for alumni in <strong>Melbourne</strong>,<br />
across Australia and overseas.<br />
Alumni staff was doubled, the ADVANCE database for Alumni was upgraded and corrected, and more regular contact<br />
began. 163,000 alumni received the new Alumni Resource Guide, a Growing Esteem brochure and The <strong>University</strong><br />
Fund brochure as well as the <strong>annual</strong> <strong>Melbourne</strong> <strong>University</strong> Magazine. Five new overseas events began a more<br />
focussed alumni program. Contact via the email newsletter GradNet lifted from 8,500 to 26,793.<br />
Target<br />
Outcome<br />
Target<br />
Outcome<br />
Target<br />
Outcome<br />
Target<br />
Outcome<br />
Develop a more focussed portfolio <strong>of</strong> community engagement activities, and ensure that they are <strong>of</strong> benefit<br />
to the communities concerned, as well as to the <strong>University</strong>.<br />
The new position <strong>of</strong> Pro Vice-Chancellor (<strong>University</strong> Relations) has been appointed to oversee community engagement<br />
activities. The <strong>University</strong>’s Cultural and Community Relations Fund made grants totalling $260,109 towards 22 projects<br />
involving the community. A commissioned market survey has highlighted aspects <strong>of</strong> interaction with<br />
external partners that can be strengthened.<br />
Articulate how our arts and cultural activities fit with the <strong>University</strong>’s aims.<br />
A Cultural Policy Statement was agreed, and published, defining principles for how arts and cultural activities fit into<br />
the <strong>University</strong>’s aims.<br />
Increase the number <strong>of</strong> staff appearing with significant impact in the media and other public forums.<br />
The <strong>University</strong>’s academics are in constant demand as authoritative and independent commentators on significant<br />
public issues.<br />
Recast commercialisation aims and targets, and implement successfully the new Intellectual Property policy.<br />
The Commercialisation Strategy Paper adopted by Council sets out objectives and policies and outlines operational<br />
improvements and new initiatives. A revised approach to Intellectual Property (IP) was agreed in principle by Council,<br />
with complementary IP principles and an Invention Disclosure policy adopted. As a general principle, the <strong>University</strong><br />
asserts ownership <strong>of</strong> intellectual property, other than scholarly works, created by its academic staff.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
35
Knowledge Transfer<br />
The introduction in <strong>2006</strong> <strong>of</strong> knowledge<br />
transfer as the third strand <strong>of</strong> the<br />
<strong>University</strong>’s ‘triple helix’ required<br />
the development <strong>of</strong> a definition<br />
and framework for the <strong>University</strong>’s<br />
knowledge transfer. This was particularly<br />
challenging given the ‘green field’ stage<br />
<strong>of</strong> development <strong>of</strong> the concept both<br />
nationally and internationally. During<br />
<strong>2006</strong> the <strong>University</strong> focussed on<br />
ensuring that the concept <strong>of</strong> knowledge<br />
transfer was widely understood inside<br />
and outside the <strong>University</strong>. While many<br />
examples <strong>of</strong> knowledge transfer already<br />
exist at <strong>Melbourne</strong>, many <strong>of</strong> them were<br />
not recognised as such.<br />
Develop a Strategic<br />
Framework for<br />
Knowledge Transfer<br />
Strategic Priority<br />
• Audit the <strong>University</strong>’s resources<br />
for knowledge transfer<br />
Achievements<br />
A Knowledge Transfer Taskforce (KTT)<br />
was established in March <strong>2006</strong>.<br />
One <strong>of</strong> its first tasks was to audit<br />
the <strong>University</strong>’s current portfolio<br />
<strong>of</strong> activities, assessing their social/<br />
economic contribution and relevance<br />
to teaching and research priorities.<br />
A scoping study was carried out to<br />
gauge the range and strength <strong>of</strong><br />
knowledge transfer activity across<br />
the <strong>University</strong>. Three hundred and<br />
sixty-six examples <strong>of</strong> knowledge<br />
transfer activities were identified by<br />
64 areas <strong>of</strong> the <strong>University</strong>.<br />
The study found that the <strong>University</strong><br />
has worked with more than 1200<br />
partners beyond the campus, with<br />
activities spanning local to international<br />
projects. The strongest knowledge<br />
transfer activities were characterised<br />
by engagement that was sustained and<br />
two-way, delivering ongoing benefits,<br />
and <strong>of</strong>ten catalysing the involvement<br />
<strong>of</strong> a number <strong>of</strong> external partners. Of the<br />
examples provided for the scoping study:<br />
• 70 percent showed shared benefits<br />
for both the <strong>University</strong> and partner(s);<br />
• 69 percent delivered ongoing<br />
benefits, rather than being a<br />
‘one-<strong>of</strong>f’ interaction;<br />
• 55 percent <strong>of</strong> activities involved<br />
sustained engagement with<br />
<strong>University</strong> partners; and<br />
• 79 percent involved two or more<br />
partners.<br />
The range <strong>of</strong> benefits to partners<br />
involved in the <strong>University</strong>’s knowledge<br />
transfer portfolio included:<br />
• Improved business performance;<br />
• Contribution to policy development<br />
and improved programs for<br />
government;<br />
• Generation <strong>of</strong> debate on<br />
significant issues;<br />
• Improved mental and physical<br />
wellbeing;<br />
• The development <strong>of</strong> practitioners;<br />
• Enriched cultural life; and<br />
• Environmental improvement.<br />
Strategic Priorities<br />
• Survey external needs and identify<br />
issues the <strong>University</strong> can help address<br />
• Develop a new more focussed<br />
approach to knowledge transfer<br />
activities<br />
Achievements<br />
<strong>Melbourne</strong> focusses its knowledge<br />
transfer on activities where the<br />
communities involved derive clear<br />
benefit from their engagement with<br />
the <strong>University</strong>. To this end the KTT<br />
commissioned a market research study<br />
<strong>of</strong> community groups and businesses<br />
to understand how the <strong>University</strong> is<br />
perceived by those beyond the campus,<br />
to understand the needs <strong>of</strong> the different<br />
communities, to ascertain the ways<br />
in which those outside the academy<br />
perceive the <strong>University</strong>, and how the<br />
<strong>University</strong> may be able to contribute to<br />
meeting the needs <strong>of</strong> individuals, nonpr<strong>of</strong>it<br />
groups, business, and government.<br />
The data revealed a strong desire for<br />
the <strong>University</strong> to use its knowledge<br />
capabilities to generate tangible<br />
outcomes for business, industry,<br />
government and local communities<br />
through intellectual leadership, debate,<br />
and as a source <strong>of</strong> independent<br />
excellence. On this basis, the KTT<br />
recommended that the <strong>University</strong> focus<br />
on four knowledge transfer outcomes:<br />
• Generating public debate for broad<br />
and deep engagement with issues<br />
<strong>of</strong> significance;<br />
• Enriching communities;<br />
• Enhancing productivity for business<br />
and industry; and<br />
• Leading policy development and<br />
providing independent advice.<br />
Drawing on the survey findings as well<br />
as international experience and public<br />
policy trends in Australia, the KTT<br />
recommended that knowledge transfer<br />
at the <strong>University</strong> be defined in the<br />
following terms:<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>’s<br />
knowledge transfer develops intellectual<br />
capital through a two-way mutually<br />
beneficial interaction between the<br />
<strong>University</strong> and the non-academic<br />
sectors, with direct links to teaching<br />
and research, and informed by social<br />
and global issues. The <strong>University</strong> <strong>of</strong><br />
<strong>Melbourne</strong>’s knowledge transfer is<br />
anchored in its intellectual capital,<br />
history and tradition, and a reputation<br />
for independent world-class expertise.<br />
The recommendations <strong>of</strong> the KTT were<br />
adopted by Council late in <strong>2006</strong>.<br />
36<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
knowledge transfer/<br />
Embed Knowledge<br />
Transfer in the Core<br />
Work <strong>of</strong> the <strong>University</strong><br />
Student Knowledge<br />
Transfer Activities<br />
Strategic Priority<br />
• Develop curricular and extracurricular<br />
knowledge transfer<br />
activities for students<br />
Achievements<br />
Knowledge transfer experiences<br />
benefit students in many ways. They<br />
underpin the development <strong>of</strong> high<br />
levels <strong>of</strong> skill and flexibility in problemsolving.<br />
They encourage creative<br />
contributions in the workplace and<br />
assist students in understanding,<br />
assessing and initiating innovative<br />
contributions to community needs.<br />
They also promote social, civic,<br />
ethical and environmental responsibility<br />
in students.<br />
In the process <strong>of</strong> its audit, the KTT<br />
identified a wide range <strong>of</strong> current<br />
student involvement in knowledge<br />
transfer programs. These include<br />
for-credit subjects in which students<br />
are placed in external organisations,<br />
subjects taught by current practitioners,<br />
co-supervision <strong>of</strong> research students<br />
by industry, co-location <strong>of</strong> research<br />
and honours in facilities with external<br />
organisations, featuring students’ work in<br />
performances and exhibitions, and extracurricular<br />
activities such as the Student<br />
Ambassador Leadership Program and<br />
contribution to student magazines.<br />
With the move to the <strong>Melbourne</strong><br />
Model in 2008, student involvement in<br />
knowledge transfer will be significantly<br />
enhanced. To support transition to the<br />
<strong>Melbourne</strong> Model, the KTT prepared<br />
for the Curriculum Commission a paper<br />
detailing how knowledge transfer might<br />
be incorporated into a student’s learning<br />
experience. The Curriculum Commission<br />
has adopted the recommendation<br />
that all ‘new generation’ degrees<br />
be characterised by a knowledge<br />
transfer component.<br />
The Taskforce <strong>report</strong> to the Curriculum<br />
Commission also included a focus<br />
on knowledge transfer needs at the<br />
postgraduate level, acknowledging<br />
that different types <strong>of</strong> postgraduate<br />
programs may have quite distinctive<br />
knowledge transfer objectives. The<br />
<strong>University</strong> is investigating whether<br />
skills developed in knowledge transfer<br />
activities outside <strong>of</strong> the curriculum<br />
might be formally recognised by<br />
the <strong>University</strong> through, for instance,<br />
inclusion on academic transcripts.<br />
Staff Knowledge<br />
Transfer Activities<br />
Strategic Priorities<br />
• For staff, develop reward<br />
mechanisms for engaging in<br />
knowledge transfer activities<br />
• Expand the role <strong>of</strong> external<br />
community representatives<br />
in the work <strong>of</strong> the <strong>University</strong><br />
Achievements<br />
In order to ensure that knowledge<br />
transfer is properly embedded as a<br />
core activity <strong>of</strong> the <strong>University</strong>,<br />
excellence must be captured and<br />
recognised. Methodologies developed<br />
during the scoping study procedures<br />
will be useful tools to guide the ongoing<br />
collection <strong>of</strong> data capturing knowledge<br />
transfer activity. Evaluation is a more<br />
difficult issue, with measurement <strong>of</strong> the<br />
quality <strong>of</strong> mutually beneficial outcomes<br />
for both the <strong>University</strong> and partners,<br />
across a diverse range <strong>of</strong> activities,<br />
consistently noted in the relevant<br />
literature as a fundamental challenge.<br />
In designing a well-developed set <strong>of</strong><br />
indicators for knowledge transfer, the<br />
KTT has recommended evaluation<br />
according to the criteria <strong>of</strong>: significance,<br />
impact, scholarship and innovation.<br />
These measures will allow different<br />
disciplines to set their own priorities<br />
in knowledge transfer, reflecting their<br />
specific strengths.<br />
pr<strong>of</strong>ile<br />
Pr<strong>of</strong>essor Stuart<br />
Macintyre<br />
Laureate Pr<strong>of</strong>essor Stuart Macintyre<br />
from the Department <strong>of</strong> History<br />
has been appointed to the Chair<br />
<strong>of</strong> Australian Studies at Harvard<br />
<strong>University</strong> for 2007-2008.<br />
Formerly Dean <strong>of</strong> Arts at the<br />
<strong>University</strong>, Pr<strong>of</strong>essor Macintyre is<br />
one <strong>of</strong> Australia’s most prolific and<br />
influential historians. He has written<br />
12 books, including the widely<br />
read The History Wars, and edited<br />
another 18 concerned mainly with<br />
Australian and British history.<br />
From 1999-2000 Pr<strong>of</strong>essor<br />
Macintyre chaired an inquiry<br />
into school history for the<br />
Commonwealth Department <strong>of</strong><br />
Education, Science and Training.<br />
Amongst his many appointments,<br />
he has served as President <strong>of</strong> the<br />
Australian Historical Association and<br />
Chair <strong>of</strong> the Australian Academy<br />
<strong>of</strong> Humanities. He was elected as<br />
President <strong>of</strong> the ASAA in <strong>2006</strong>.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
37
Further development <strong>of</strong> the framework,<br />
rationale and operation <strong>of</strong> these<br />
measurement tools will take place in<br />
2007, informed by valuable feedback<br />
from faculties concerning the issues<br />
they face as they seek to extend and<br />
strengthen knowledge transfer aspects<br />
<strong>of</strong> their research and teaching.<br />
The development in <strong>2006</strong> <strong>of</strong> new<br />
Academic Promotions Guidelines<br />
incorporating knowledge transfer<br />
benchmarks as criteria for promotion<br />
will serve to reinforce knowledge<br />
transfer as a core aspect <strong>of</strong> the<br />
<strong>University</strong>’s work. A further initiative<br />
will see knowledge transfer activity<br />
formally recognised and rewarded in<br />
accordance with Human Resources<br />
guidelines developed during <strong>2006</strong>.<br />
The guidelines will be developed<br />
further during 2007 for implementation<br />
in 2008. These new initiatives are<br />
discussed further in the Human<br />
Resources section <strong>of</strong> this Report on<br />
p 53.<br />
Transform <strong>Melbourne</strong>’s<br />
Social and Economic<br />
Engagement<br />
38<br />
Alumni<br />
Strategic Priority<br />
• Transforming alumni relations<br />
Achievements<br />
The <strong>University</strong>’s interaction with the<br />
community was strengthened in<br />
<strong>2006</strong> with the creation <strong>of</strong> several<br />
senior leadership positions. The Pro<br />
Vice-Chancellor (<strong>University</strong> Relations)<br />
has responsibility for oversight and<br />
development <strong>of</strong> the <strong>University</strong>’s<br />
marketing, alumni, cultural and<br />
community relations programs while<br />
a General Manager (Alumni Relations)<br />
will focus specifically on enhancing<br />
the <strong>University</strong>’s service to alumni.<br />
With a doubled number <strong>of</strong> alumni staff,<br />
significant progress was made during<br />
the year to expand contact with the<br />
<strong>University</strong>’s alumni.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
Improving the ADVANCE data base<br />
system to enable reconnection with<br />
more alumni in Australia and abroad<br />
was a key priority. Through newspaper<br />
advertising abroad and through back<br />
page lists in faculty alumni newsletters,<br />
a regular program to increase the<br />
percentage <strong>of</strong> contactable alumni<br />
and to trace lost graduates began.<br />
The number <strong>of</strong> contactable alumni<br />
has increased greatly, with a<br />
considerable improvement in the<br />
quality <strong>of</strong> information held. An Alumni<br />
Web Community (AWC) module was<br />
developed to build the platform for<br />
a lifelong email service for alumni,<br />
which will be launched at the March<br />
2007 graduations.<br />
Under a new program for more regular<br />
contact with alumni:<br />
• The <strong>University</strong>’s first Alumni Resource<br />
Guide was produced, outlining the<br />
wealth <strong>of</strong> services, publications and<br />
contacts available to alumni. The guide<br />
was distributed to 153,000<br />
alumni worldwide.<br />
• An ‘Alumni and Friends’ webpage<br />
was launched, and contact via our<br />
email newsletter GradNet lifted from<br />
8,500 to 26,793.<br />
• Beginning a series <strong>of</strong> more focussed<br />
alumni events, senior executives <strong>of</strong><br />
the <strong>University</strong> hosted functions in<br />
London, Hong Kong, Bangkok, Los<br />
Angeles and New York, together<br />
reaching over 450 alumni abroad.<br />
• Plans were made and staff<br />
recruited to establish <strong>University</strong><br />
<strong>of</strong>fices in Singapore, Kuala Lumpur<br />
and Bangalore.<br />
Community Engagement<br />
Strategic Priority<br />
• Focussing community engagement<br />
Achievements<br />
The <strong>University</strong>’s Cultural and Community<br />
Relations Fund made grants totalling<br />
$260,109 towards 22 projects involving<br />
the community. Support was provided<br />
to conferences, forums, publications,<br />
exhibitions, performances and festivals.<br />
Campus venues were provided without<br />
charge to more than 30 community<br />
groups.<br />
Encouraging high-level participation<br />
in external events, student groups<br />
such as the <strong>University</strong> Debating Team<br />
were assisted to attend international<br />
competitions, sponsorship was<br />
provided for internships under the<br />
Uni-Capitol Washington Program and<br />
20 elite student athletes were assisted<br />
to compete in international sporting<br />
competitions. More than 100 staff and<br />
students had volunteer or pr<strong>of</strong>essional<br />
roles at the <strong>Melbourne</strong> Commonwealth<br />
Games in March.<br />
One <strong>of</strong> the <strong>University</strong>’s most important<br />
links with future students and the<br />
community is through the <strong>annual</strong> Open<br />
Day. In August, the <strong>University</strong> opened<br />
its doors to over 50,000 school students<br />
and their parents, a 20 percent increase<br />
on previous years, as curiosity about<br />
the <strong>University</strong>’s curriculum changes<br />
ran high.<br />
Dr Jane Goodall DBE, United Nations<br />
Messenger <strong>of</strong> Peace – an inspirational<br />
speaker during <strong>2006</strong>.
knowledge transfer/<br />
The <strong>University</strong> continued its<br />
engagement with regional Victoria<br />
during the year. Outreach activities<br />
included an exhibition by the <strong>University</strong><br />
Archives <strong>of</strong> photographs from the 1920s<br />
for the Benalla Family History project<br />
at the Benalla Art Gallery, continuing<br />
sponsorship <strong>of</strong> the Shepparton Arts<br />
Festival and events at the <strong>University</strong>’s<br />
Dookie campus.<br />
The Arts<br />
Strategic Priority<br />
• Engaging society through the Arts<br />
Achievements<br />
During the year the <strong>University</strong><br />
reviewed and developed policies for<br />
making outstanding collections and<br />
other cultural resources, such as the<br />
<strong>Melbourne</strong> Theatre Company and<br />
Asialink accessible to wider audiences.<br />
Council approved a Cultural Policy<br />
Statement, clarifying how arts and<br />
cultural activities fit with the <strong>University</strong>’s<br />
aims, and setting out principles that,<br />
in future, will be used to ensure the<br />
<strong>University</strong>’s resources for cultural<br />
activities are more focussed on its<br />
objectives and used more explicitly<br />
for extending the <strong>University</strong>’s work<br />
to the community.<br />
Council also adopted the Policy and<br />
Minimum Requirements for the<br />
Management <strong>of</strong> Cultural Collections to<br />
set a strong framework for improved<br />
management <strong>of</strong> its collections. The<br />
Management Policy sets out guiding<br />
principles which assist the <strong>University</strong><br />
to configure its many collections and<br />
cultural programs to best serve the<br />
whole community.<br />
In a move to make the collections<br />
more accessible, two new web sites<br />
were created. An overview <strong>of</strong> all the<br />
Cultural Collections is now presented<br />
at (http://www.unimelb.edu.au/<br />
culturalcollections/), while a discrete<br />
site at(http://www.unimelb.edu.au/<br />
malcolmfraser/highlights the Malcolm<br />
Fraser collection.<br />
The <strong>University</strong>’s collections exhibited for<br />
the first time an outstanding gift <strong>of</strong> rare<br />
early music scores, manuscripts and<br />
treatises. In honour <strong>of</strong> the generosity<br />
to the <strong>University</strong> <strong>of</strong> the late Louise<br />
Hanson-Dyer who had amassed the<br />
collection, the <strong>University</strong>’s Music Library<br />
was renamed the Louise Hanson-Dyer<br />
Music Library, to mark the occasion and<br />
a catalogue <strong>of</strong> the collection published.<br />
In <strong>2006</strong>, the <strong>University</strong> continued to<br />
provide access to theatre, music and<br />
visual arts that enrich and add to the<br />
diversity <strong>of</strong> Australian culture. The<br />
Faculty <strong>of</strong> Music and the Victorian<br />
College <strong>of</strong> the Arts <strong>of</strong>fered an extensive<br />
program <strong>of</strong> performances and<br />
exhibitions to the public, drawing on<br />
their extensive staff and student talent.<br />
Particularly notable was the world<br />
premiere performance by the Faculty<br />
<strong>of</strong> Music in April <strong>of</strong> Vivaldi’s Dixit<br />
Dominus, a work discovered at Dresden<br />
by Faculty musicologist Dr Jan Stockigt.<br />
The <strong>University</strong>’s engagement with<br />
partner arts organisations continues<br />
to be intensive and extensive.<br />
Among these:<br />
• With the National Library <strong>of</strong> Australia,<br />
the exhibition, Facing Percy Grainger,<br />
ran at the National Library, Canberra,<br />
drawing chiefly on the <strong>University</strong>’s<br />
Grainger Museum collection;<br />
• The Australian Literary Review was<br />
launched to explore the work <strong>of</strong> the<br />
country’s leading writers and thinkers<br />
across a wide range <strong>of</strong> disciplines.<br />
Published monthly in The Australian,<br />
the Review is co-sponsored by the<br />
<strong>University</strong>, <strong>Melbourne</strong> <strong>University</strong><br />
Publishing, the Australia Council<br />
and News;<br />
• <strong>Melbourne</strong> <strong>University</strong> Publishing<br />
published 73 titles, continuing to build<br />
its business and its publishing list.<br />
Notable successes under the MUP<br />
imprint included The Wayward Tourist<br />
by Mark Twain (introduction by Don<br />
Watson), A Conga line <strong>of</strong> Suckholes<br />
by Mark Latham and My Israel<br />
Question by Antony Lowenstein,<br />
and, under the Miegunyah Press,<br />
imprint books included The Student<br />
Chronicles by Alice Garner,<br />
Botanical Riches by Richard<br />
Aitken and The New McCulloch’s<br />
Encyclopaedia <strong>of</strong> Australian Art;<br />
• The <strong>Melbourne</strong> Theatre Company<br />
maintained its commitment to new<br />
Australian work by including in its<br />
season plays by Joanna Murray-<br />
Smith (Female <strong>of</strong> the Species),<br />
Tony McNamara (The Give and Take),<br />
Steven Rogers (Ray’s Tempest) and,<br />
Jane Bodie (A Single Act). The <strong>2006</strong><br />
Season had subscriber numbers at<br />
record levels for the sixth season in<br />
a row;<br />
• The Ian Potter Museum <strong>of</strong> Art, which<br />
houses one <strong>of</strong> the largest collections<br />
<strong>of</strong> art in Victoria, hosted a diverse<br />
and exciting program <strong>of</strong> exhibitions,<br />
<strong>of</strong>ten linked closely with City <strong>of</strong><br />
<strong>Melbourne</strong> events. Game on!: Sport<br />
and Contemporary Art was part <strong>of</strong><br />
the <strong>2006</strong> Commonwealth Games arts<br />
festival, while Under the Burning Sun<br />
<strong>of</strong> the Colony was an integral part <strong>of</strong><br />
celebrations for the 150th Anniversary<br />
<strong>of</strong> the eight-hour day movement.<br />
Other notable exhibitions included:<br />
Norman Lindsay: Selected works<br />
from the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong><br />
Art Collection and Creation Tracks<br />
and Trade Winds: Groote Eylandt<br />
bark paintings from the <strong>University</strong> <strong>of</strong><br />
<strong>Melbourne</strong> Art Collection, funded by<br />
the Gordon Darling Foundation;<br />
• The <strong>University</strong> became a founding<br />
member <strong>of</strong> the new Victorian Opera<br />
Company, providing $200,000 towards<br />
its inaugural season in <strong>2006</strong>;<br />
• With the <strong>Melbourne</strong> Symphony, the<br />
Sidney Myer Free Orchestral Concerts<br />
in February again attracted crowds<br />
<strong>of</strong> over 40,000 to the Sidney Myer<br />
Music Bowl;<br />
• Meanjin, restyled as ‘The <strong>University</strong> <strong>of</strong><br />
<strong>Melbourne</strong>’s Quarterly’, was assisted<br />
to lift its circulation.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
39
40<br />
Intellectual Leadership<br />
Strategic Priority<br />
• Promoting intellectual leadership<br />
Achievements<br />
Participation by the <strong>University</strong> <strong>of</strong><br />
<strong>Melbourne</strong>’s staff in public debates<br />
increased during <strong>2006</strong>. The <strong>University</strong>’s<br />
academics are in constant demand<br />
as authoritative and independent<br />
commentators on significant public<br />
issues. <strong>University</strong>-sponsored lectures<br />
and seminars help to raise public<br />
awareness and promote community<br />
debate on a range <strong>of</strong> issues <strong>of</strong> local and<br />
global, academic and social significance.<br />
Innovative and high pr<strong>of</strong>ile contributions<br />
to debate during <strong>2006</strong> included:<br />
• A wide range <strong>of</strong> staff writing opinion<br />
pieces and being invited to provide<br />
comment for news media outlets;<br />
• 187 public lectures presented on<br />
campus by prominent local, national<br />
and international speakers. Highlights<br />
amongst the lectures were:<br />
The <strong>2006</strong> Chancellor’s Human<br />
Rights Lecture ‘Human Rights in<br />
Tough Terrain’ by Ms Kate Gilmore,<br />
Executive, Deputy Secretary General,<br />
Amnesty International;<br />
‘Does Religion Cause Violence?: The<br />
Struggle for Peace’ by<br />
Dr William Cavanaugh, <strong>University</strong><br />
<strong>of</strong> St Paul-Minneapolis, USA;<br />
‘Hope for Youth Around the World’<br />
by Dr Jane Goodall DBE, Founder <strong>of</strong><br />
the Jane Goodall Institute and United<br />
Nations Messenger <strong>of</strong> Peace;<br />
‘Why David Hicks will not receive a<br />
Fair Trial Come His Day in Court‘ by<br />
Major Michael Mori, Defence Lawyer<br />
for David Hicks (US Marine Corps);<br />
‘Food: Why Our Choices Matter’<br />
by Peter Singer, <strong>University</strong> <strong>of</strong><br />
<strong>Melbourne</strong>; and<br />
‘Thinking about Torture’ by Pr<strong>of</strong>essor<br />
Raimond Gaita, King’s College,<br />
London;<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
• The Miegunyah Distinguished<br />
Fellowship Program <strong>of</strong> public and<br />
specialist lectures on topics <strong>of</strong><br />
general interest to the <strong>University</strong><br />
by internationally distinguished<br />
academics;<br />
• <strong>Melbourne</strong> Up Close podcasts:<br />
these and other public lectures<br />
from the Dean’s Lecture series are<br />
available in podcast format from<br />
faculty web sites;<br />
• Major public fora such as<br />
The Economic & Social Outlook<br />
Conference with The Australian,<br />
Future <strong>Melbourne</strong> with Museum<br />
Victoria, the Critical Issues Business<br />
and Public Policy Conference and<br />
SecureCON, one <strong>of</strong> Australia’s leading<br />
IT Security conferences.<br />
Commercialisation<br />
Strategic Priority<br />
• Generating income from knowledge<br />
Achievements<br />
In <strong>2006</strong> the <strong>University</strong> recast its<br />
commercialisation aims and targets.<br />
In three key changes the <strong>University</strong><br />
separated its commercialisation<br />
activities from research, a new approach<br />
to intellectual property (IP) was<br />
introduced and a new Commercialisation<br />
Strategy was adopted by Council<br />
for implementation in 2007.<br />
Overall responsibility for the<br />
strategic and policy direction for<br />
commercialisation now resides with the<br />
Deputy Vice-Chancellor (Innovation and<br />
Development). Operational responsibility<br />
has devolved to the new position <strong>of</strong><br />
Vice-Principal (Commercialisation). This<br />
role provides a single point <strong>of</strong> contact<br />
for commercialisation issues internal<br />
and external to the <strong>University</strong>.<br />
Support services for commercialisation<br />
activities during the year were<br />
predominantly provided through<br />
<strong>Melbourne</strong> Ventures Pty Ltd (technology<br />
transfer), Multimedia Licensing &<br />
Technology Contracts Unit (courseware<br />
and s<strong>of</strong>tware technologies distribution)<br />
and School <strong>of</strong> Enterprise (education<br />
programmes and consulting).<br />
<strong>Melbourne</strong> Ventures<br />
In <strong>2006</strong> the <strong>University</strong>’s<br />
commercialisation vehicle <strong>Melbourne</strong><br />
Ventures continued to build its<br />
technology commercialisation<br />
capabilities and activities, adding to<br />
its team through the appointment <strong>of</strong> a<br />
specialist Intellectual Property manager<br />
and commercialisation executives.<br />
Technologies developed at the<br />
<strong>University</strong> continued to find use in a<br />
wide range <strong>of</strong> markets, from medical<br />
devices and human health to animal<br />
biotechnology. Royalty income from<br />
licensees for the year was $5.4 million,<br />
an increase <strong>of</strong> 25 percent over 2005.<br />
The <strong>University</strong>’s start-up activity was<br />
maintained with the creation <strong>of</strong> three<br />
new companies. More than $4 million<br />
<strong>of</strong> Venture Capital was raised from<br />
a broad and diverse investor base.<br />
Highlights included the establishment<br />
<strong>of</strong> Igavax, a company formed to develop<br />
a novel technology for nasal delivery<br />
<strong>of</strong> important vaccines, and a major<br />
investment into Intelliguard, which<br />
is developing an innovative approach<br />
to securing internet sites against<br />
malicious traffic.<br />
<strong>University</strong>-based start-up Hatchtech<br />
achieved recognition with the award<br />
<strong>of</strong> the Biotechnology/Life Sciences<br />
Prize and State <strong>of</strong> Victoria Prize at the<br />
Knowledge Commercialisation Australia<br />
Expo <strong>2006</strong> for its development <strong>of</strong> a<br />
breakthrough treatment for human<br />
headlice.<br />
Laureate Pr<strong>of</strong>essor at the <strong>University</strong>’s Centre<br />
for Applied Philosophy and Public Ethics,<br />
Peter Singer’s public lecture on ‘Food: Why<br />
Our Choices Matter’ was a <strong>2006</strong> highlight.
knowledge transfer/<br />
Multimedia Licensing &<br />
Technology Contracts Unit<br />
(MLTCU)<br />
During the year MLTCU continued to<br />
be responsible for the management <strong>of</strong><br />
intellectual property issues, contractual<br />
negotiations and agreements relating to<br />
educational courseware and specialised<br />
s<strong>of</strong>tware technologies including<br />
multimedia, and for their showcasing<br />
and commercial distribution.<br />
The <strong>University</strong> now has a strong<br />
reputation and global presence for its<br />
courseware materials and s<strong>of</strong>tware<br />
technologies, with product reach<br />
extending though Europe to South and<br />
North America, to South-East Asia, and<br />
to the Middle East. <strong>University</strong> s<strong>of</strong>tware<br />
products featured prominently at the<br />
<strong>2006</strong> UK BETT Educational Technologies<br />
Show in London.<br />
Licensees <strong>of</strong> educational courseware<br />
and s<strong>of</strong>tware products include major<br />
Australian and international private and<br />
public sector organisations.<br />
School <strong>of</strong> Enterprise<br />
The School <strong>of</strong> Enterprise provides<br />
customised education to the business<br />
sector. In <strong>2006</strong> the School’s academic<br />
and business operations were<br />
consolidated into the <strong>University</strong>’s<br />
processes, enabling the School to<br />
capitalise on the increasing demand<br />
nationally and internationally for tailored<br />
corporate programs.<br />
During the year the School expanded<br />
its programs and services to involve<br />
individual staff and departments from all<br />
faculties <strong>of</strong> the <strong>University</strong>. Activity in the<br />
Malaysian corporate market increased<br />
and there was flow on to Indonesia.<br />
Activity in association with specific<br />
industry associations in the health<br />
education sector also increased, as did<br />
success in customised education and<br />
other service contracts with State and<br />
Federal government departments.<br />
More than 500 postgraduate students<br />
enrolled in courses during the year,<br />
55 percent domestic and 45 percent<br />
international.<br />
Positioning for the Future<br />
Growing Esteem recognises that the<br />
<strong>University</strong> must improve its capacity<br />
to commercialise. During the year<br />
a comprehensive review <strong>of</strong> the<br />
<strong>University</strong>’s commercialisation activities<br />
resulted in the development <strong>of</strong> a<br />
comprehensive new Commercialisation<br />
Strategy containing recommendations<br />
with respect to:<br />
• Objectives the <strong>University</strong> should set<br />
for commercialisation;<br />
• Structures, policies and processes to<br />
improve the efficiency, effectiveness<br />
and governance <strong>of</strong> commercialisation<br />
activities;<br />
• Operational improvements, including<br />
potential new initiatives to enhance<br />
commercialisation activities; and<br />
• Performance and funding targets.<br />
The Strategy was approved by Council<br />
for implementation in 2007.<br />
Moreover, in late <strong>2006</strong>, after<br />
extensive consultation, Council<br />
adopted a new approach to the<br />
management <strong>of</strong> intellectual property,<br />
aimed at simplifying the process <strong>of</strong><br />
commercialisation whilst retaining<br />
strong incentives for academic staff<br />
to get involved. Through a revised<br />
Intellectual Property statute, the<br />
<strong>University</strong> asserts ownership <strong>of</strong><br />
all intellectual property, other than<br />
scholarly works, created by academic<br />
staff. The benefits <strong>of</strong> exploiting IP are<br />
shared between the <strong>University</strong> and the<br />
creator. This change is congruent with<br />
Commonwealth law, and reflects the<br />
expectations <strong>of</strong> national granting bodies.<br />
A revised Invention Disclosure policy<br />
was also adopted.<br />
External Partnerships<br />
Strategic Priorities<br />
• Developing partnerships with<br />
business, government and<br />
international bodies<br />
• Investing in development<br />
and fundraising<br />
Achievements<br />
A strategic rethink about partnerships<br />
with business, government and external<br />
groups was explored throughout <strong>2006</strong>.<br />
The <strong>University</strong> seeks to build strong<br />
partnerships with business and the<br />
community, based on a shared vision<br />
where the <strong>University</strong> can add its<br />
intellectual base, expertise, and energy<br />
to the strengths <strong>of</strong> its partners in order<br />
to address significant community<br />
outcomes. The <strong>University</strong> began <strong>2006</strong><br />
by redefining relationships, connecting<br />
with external groups in a more strategic<br />
and systematic manner. The <strong>University</strong>’s<br />
long-standing relationship with<br />
Australia’s largest biopharmaceutical<br />
company, CSL Limited, was<br />
strengthened during the year when<br />
CSL entered into a research innovation<br />
partnership agreement providing for<br />
up to 50 <strong>of</strong> its scientists to relocate<br />
to the Bio21 Institute. Two-way, mutually<br />
beneficial interaction will be a major<br />
focus for 2007.<br />
Investments in development and<br />
fundraising are discussed in Section 7<br />
<strong>of</strong> Binding the Strands Together on p 57.<br />
Outlook<br />
Coming to terms with what knowledge<br />
transfer means for the <strong>University</strong> has<br />
led to the development <strong>of</strong> a first broad<br />
framework which will guide progress<br />
in 2007. Embedding knowledge transfer<br />
will be the focus for 2007. This will<br />
involve not just changes in <strong>University</strong><br />
curriculum to build a knowledge transfer<br />
component into new generation degrees,<br />
research, processes and operations, but<br />
also launching a new set <strong>of</strong> knowledge<br />
transfer programs. Commercialisation<br />
investment and outcomes will be<br />
boosted through operational<br />
improvements and new initiatives under<br />
the Commercialisation Strategy.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
41
students Sennye Mogale and Maxwell Nhlatho with<br />
the ‘father and mother, <strong>of</strong> the program,<br />
Pr<strong>of</strong>essor Roger Short and Ms Margot Collins.<br />
Eight Botswanan students study medicine at the<br />
<strong>University</strong> each year before before returning<br />
home to do their internships.<br />
The Botswana Aids <strong>Melbourne</strong> (BAM) Medical<br />
international<br />
engagement/<br />
International engagement is integral to the<br />
<strong>University</strong> retaining its position as one <strong>of</strong><br />
the finest universities in the world.<br />
42 The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
“<br />
Research considerations and student<br />
exchange opportunities remain the main drivers<br />
in establishing partnerships.<br />
”<br />
Pr<strong>of</strong>essor<br />
Performance Against <strong>2006</strong> Targets<br />
Frank Larkins<br />
Deputy Vice-Chancellor<br />
(International Relations)<br />
Enhancing the <strong>University</strong>’s international perspective<br />
Target<br />
Outcome<br />
Articulate a clear internationalisation strategy and make progress towards its goals.<br />
A new International Plan has been adopted by Council for implementation in 2007. The <strong>University</strong> is strengthening its<br />
pr<strong>of</strong>ile in strategically important regions overseas. New <strong>of</strong>fshore <strong>of</strong>fices in Singapore and Kuala Lumpur have opened,<br />
providing an important interface between <strong>University</strong> representatives, their key markets and alumni. The <strong>of</strong>fices will<br />
enhance institutional linkages and collaborations. In November <strong>2006</strong> a high level <strong>University</strong> delegation travelled to<br />
Malaysia, Hong Kong and Singapore to highlight the benefits <strong>of</strong> the <strong>Melbourne</strong> Model to international recruitment<br />
agencies and alumni.<br />
Protecting and building international student demand in the context <strong>of</strong><br />
<strong>Melbourne</strong> Model implementation<br />
Target<br />
Outcome<br />
Target<br />
Outcome<br />
Renew international student marketing and recruiting.<br />
Following a review <strong>of</strong> marketing and international student recruitment, the <strong>University</strong> will introduce centralised<br />
undergraduate selection with a single agency responsible for selection for all the new <strong>Melbourne</strong> Model undergraduate<br />
degrees. The management <strong>of</strong> international postgraduate applications will continue in the short term to follow the<br />
existing model where central International Admissions manages applications, and faculties administer selection<br />
procedures. However, further reviews in 2007 may lead to a more centralised selection model. What the <strong>University</strong><br />
aims to achieve with these procedural changes is a more responsive selection process.<br />
Increase research higher degree applications from international students.<br />
Increases in both applications and acceptances from international postgraduate students for coursework and research<br />
higher degree programs were recorded in <strong>2006</strong>. Applications from prospective international postgraduate students<br />
increased by over 16 percent from 2005. International postgraduate acceptances increased by close to 28 percent.<br />
International engagement is integral<br />
to the <strong>University</strong> retaining its position<br />
as one <strong>of</strong> the finest universities in<br />
the world. In each <strong>of</strong> the three stands<br />
<strong>of</strong> the Growing Esteem triple helix,<br />
international engagement continues to<br />
be a driving force. In Research, the focus<br />
has been on continuing to build the<br />
<strong>University</strong>’s international research pr<strong>of</strong>ile<br />
by producing world-significant research<br />
and attracting increased international<br />
research funding. In Learning and<br />
Teaching, the priority has been to make<br />
the <strong>Melbourne</strong> Experience a truly<br />
international one by internationalising<br />
the curriculum, introducing strategies<br />
to meet the different needs <strong>of</strong> our<br />
culturally diverse international student<br />
population and producing globally aware<br />
graduates with a rich understanding<br />
<strong>of</strong> other cultures. Knowledge Transfer<br />
activities have concentrated on<br />
revitalising international alumni networks<br />
and developing our global pr<strong>of</strong>ile through<br />
strengthened engagement with major<br />
international companies.<br />
Rankings<br />
Strategic Priority<br />
• Build the <strong>University</strong>’s international<br />
research pr<strong>of</strong>ile<br />
Achievements<br />
The strength <strong>of</strong> the <strong>University</strong>’s<br />
international standing was affirmed<br />
during the year with the overall ranking<br />
<strong>of</strong> <strong>Melbourne</strong> at No 22 in the world by<br />
the Times Higher Education Supplement<br />
(THES) <strong>2006</strong> World <strong>University</strong> Rankings.<br />
In terms <strong>of</strong> peer review, the <strong>University</strong><br />
ranked even higher, as one <strong>of</strong> the top<br />
10 universities in the world, putting it<br />
in company with Harvard, Cambridge<br />
and Oxford Universities. The <strong>University</strong><br />
was again ranked among the top 100<br />
universities in the world in the Shanghai<br />
Jiao Tong <strong>University</strong> Academic Rankings<br />
<strong>of</strong> World Universities <strong>2006</strong>. <strong>Melbourne</strong><br />
was one <strong>of</strong> only two Australian<br />
universities in the top 100, ranked at<br />
No 78, up from No 82 in 2005.<br />
Restructure<br />
Strategic Priorities<br />
• Strengthen international marketing<br />
and recruitment<br />
• Embed an international perspective<br />
into each <strong>of</strong> the three Growing<br />
Esteem Strands<br />
Achievements<br />
In <strong>2006</strong> the <strong>University</strong> took a more<br />
systematic approach to governance<br />
<strong>of</strong> its international agenda. Overall<br />
responsibility for the strategic and policy<br />
direction for international activities now<br />
resides with the newly created position<br />
<strong>of</strong> Deputy Vice-Chancellor<br />
(DVC) (International).<br />
The DVC (International) is supported<br />
by the International Committee,<br />
established during the year as the<br />
key policy and advisory body to Council<br />
and management on coordination <strong>of</strong><br />
international activities across<br />
the <strong>University</strong>.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
43
Operational support is provided by<br />
the new International Development<br />
Division, vested with responsibility<br />
for International Markets, National<br />
Markets and the ongoing linkage with<br />
Asialink. The new leadership will drive<br />
the <strong>University</strong>’s overall international<br />
recruiting, <strong>of</strong>fshore <strong>of</strong>fices, international<br />
admissions and international relations<br />
agenda. The Director is mandated with<br />
developing an integrated approach<br />
to these activities and seeking to<br />
ensure the effective management<br />
<strong>of</strong> international students during the<br />
transition to the <strong>Melbourne</strong> Model.<br />
A number <strong>of</strong> initiatives are already<br />
underway to strengthen our pr<strong>of</strong>ile in<br />
strategically important regions overseas.<br />
New <strong>of</strong>fshore <strong>of</strong>fices in Singapore and<br />
Kuala Lumpur are open for business<br />
with arrangements for a Bangalore<br />
<strong>of</strong>fice well underway. Local and<br />
Australian staff are being appointed to<br />
the <strong>of</strong>fices. Along with existing <strong>of</strong>fices<br />
in Jakarta and Bangkok, they will play an<br />
important role in supporting education<br />
agents to coordinate in-country<br />
marketing and recruitment, in particular<br />
by communicating the Growing Esteem<br />
strategy and the new generation<br />
undergraduate courses under the<br />
<strong>Melbourne</strong> Model to local stakeholders.<br />
These <strong>of</strong>fices provide an important<br />
interface between the central and<br />
faculty <strong>University</strong> representatives and<br />
their key markets. They will also work<br />
to enhance institutional linkages and<br />
collaborations, increase engagement<br />
with alumni, find new opportunities<br />
for fundraising activities, raise the<br />
<strong>University</strong>’s pr<strong>of</strong>ile and provide policy<br />
advice for focussed engagement.<br />
Following a review during the year<br />
<strong>of</strong> the <strong>University</strong>’s administration <strong>of</strong><br />
international student applications,<br />
the <strong>University</strong> is moving towards<br />
a more centralised undergraduate<br />
selection process. A single agency,<br />
International Admissions, will have<br />
selection responsibility for all <strong>of</strong> the new<br />
generation undergraduate degrees.<br />
44<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
The management <strong>of</strong> international<br />
postgraduate applications will continue<br />
to follow the existing successful model<br />
where responsibility is shared between<br />
central International Admissions,<br />
which manages applications, and<br />
faculties, which administer international<br />
postgraduate selection procedures.<br />
During the year an International Plan<br />
was developed in consultation with<br />
faculty, administration and other<br />
<strong>University</strong>-affiliated stakeholders. The<br />
Plan integrates the international agenda<br />
into the three strands <strong>of</strong> the triple helix,<br />
attending to international standards,<br />
rankings, shifting market conditions<br />
and emerging players in international<br />
education. The Plan will be updated<br />
<strong>annual</strong>ly by the DVC (International).<br />
Meanwhile, an International Strategic<br />
Engagement Fund has been established<br />
to support priority projects for regional<br />
engagement, bilateral and network<br />
relationships, international humanitarian<br />
and community-based knowledge<br />
transfer activities and joint study centres.<br />
International Students<br />
Strategic Priority<br />
• Increase international postgraduate<br />
student enrolments<br />
Achievements<br />
Pushing against the national trend<br />
<strong>of</strong> declining international student<br />
enrolments, the <strong>University</strong> was again<br />
successful in attracting a large number<br />
<strong>of</strong> well-qualified students from overseas<br />
to its programs. Of the 44,000 students<br />
enrolled at the <strong>University</strong>, over 10,000<br />
(25.9 percent <strong>of</strong> the student cohort) are<br />
international students from more than<br />
100 countries throughout the world. The<br />
large majority <strong>of</strong> international students<br />
come from Asian countries, with China,<br />
Malaysia and Singapore the most<br />
strongly represented.<br />
<strong>2006</strong> recorded increases in both<br />
applications and acceptances from<br />
international postgraduate students for<br />
coursework and research higher degree<br />
programs. A total <strong>of</strong> 6,121 applications<br />
were received from prospective<br />
international postgraduate students (872<br />
more than in 2005). Of these, 4,676 were<br />
applications for postgraduate coursework<br />
(504 more than in 2005) and 1,445 were<br />
applications for research higher degrees<br />
(368 more than in 2005). International<br />
postgraduate acceptances also increased<br />
to 1,413 for coursework (up from 1,064<br />
in 2005) and 243 for research higher<br />
degree (up from 222 in 2005).<br />
Bilateral and<br />
Network Engagement<br />
Strategic Priority<br />
• Develop the <strong>University</strong>’s<br />
international engagement<br />
Achievements<br />
The <strong>University</strong> continued in <strong>2006</strong> to<br />
take a strategic approach to its bilateral<br />
and network engagement, building<br />
enduring partnerships with highly<br />
ranked academic institutions in a variety<br />
<strong>of</strong> countries. Research considerations<br />
and student exchange opportunities<br />
remain the main drivers in establishing<br />
partnerships.<br />
The <strong>University</strong> has established over<br />
80 formal bilateral relationships for<br />
academic cooperation and exchange at<br />
university level. Eight new <strong>University</strong>level<br />
agreements for academic<br />
cooperation and exchange were signed<br />
in <strong>2006</strong> with: the Technical <strong>University</strong> <strong>of</strong><br />
Berlin, <strong>University</strong> <strong>of</strong> Vienna, <strong>University</strong><br />
Ca’ Foscari, <strong>University</strong> <strong>of</strong> Granada,<br />
<strong>University</strong> <strong>of</strong> Salamanca, <strong>University</strong> <strong>of</strong><br />
Latvia, <strong>University</strong> <strong>of</strong> Helsinki and Sultan<br />
Qaboos <strong>University</strong>.<br />
The <strong>University</strong>‘s bilateral relationships<br />
provide the framework for the<br />
development <strong>of</strong> a wide range <strong>of</strong><br />
activities including joint degree<br />
programs with the National <strong>University</strong> <strong>of</strong><br />
Singapore, China Agricultural <strong>University</strong><br />
and the Nanjing Agricultural <strong>University</strong>,<br />
and joint research projects such as<br />
the Australia-China Centre on Water<br />
Resources Research. Details <strong>of</strong> the<br />
new Centre can be found in the<br />
Research section <strong>of</strong> this Report on p 18.
international<br />
engagement/<br />
Universitas 21 continues to expand its network and activites<br />
<strong>Melbourne</strong> was a founding member in the establishment <strong>of</strong> Universitas 21, an international<br />
network <strong>of</strong> research-intensive universities from the People’s Republic <strong>of</strong> China, Canada, the United<br />
Kingdom, Europe, Singapore, New Zealand, the USA and Australia. <strong>University</strong> College Dublin and<br />
Tecnológico de Monterrey were admitted as members during <strong>2006</strong>, bringing the total number <strong>of</strong><br />
members to 19. Now in its ninth year, the network provides a framework for member universities<br />
to pursue collaborative and entrepreneurial activities.<br />
As a collegial network, U21 continues to<br />
promote international collaboration in a<br />
number <strong>of</strong> areas. The <strong>University</strong> has taken<br />
a leading role in increasing and enhancing<br />
student mobility across the network.<br />
The U21 Student Mobility Network<br />
continued in <strong>2006</strong> to work towards<br />
achieving ambitious targets. The numbers<br />
<strong>of</strong> students participating in U21 student<br />
exchanges are predicted to increase<br />
from 1166 in 2004 to 2411 by 2008.<br />
At <strong>Melbourne</strong> the number <strong>of</strong> students<br />
undertaking a period <strong>of</strong> exchange at U21<br />
partner universities increased from 85<br />
in 2004 to 146 in <strong>2006</strong>.<br />
The U21 Summer School program is<br />
now an established and successful<br />
part <strong>of</strong> U21 collaboration. <strong>Melbourne</strong><br />
students participated in the third U21<br />
Summer School, which was held at<br />
the <strong>University</strong> <strong>of</strong> Hong Kong with the<br />
theme <strong>of</strong> ‘Asia as the Global Future’.<br />
The aim <strong>of</strong> the school was to enhance<br />
an awareness <strong>of</strong> the importance <strong>of</strong> Asia<br />
in world affairs, through knowledge<br />
acquired from lectures and seminars<br />
combined with an understanding <strong>of</strong><br />
real-world problems through field trips<br />
in Hong Kong, Macau and Beijing.<br />
The Universitas 21 Undergraduate<br />
Research Conference was attended by<br />
33 delegates, from all over the world,<br />
with <strong>Melbourne</strong> represented by three<br />
undergraduate students.<br />
The U21 Program in Global Issues<br />
entered its second pilot year<br />
in <strong>2006</strong>. This multi-disciplinary,<br />
undergraduate award, is <strong>of</strong>fered jointly<br />
by five Universitas 21 institutions<br />
– the Universities <strong>of</strong> Auckland, British<br />
Columbia, Hong Kong, <strong>Melbourne</strong> and<br />
Nottingham. Students are encouraged<br />
to develop globally relevant knowledge<br />
and skills through a formal course <strong>of</strong><br />
study in the form a certificate, diploma,<br />
or as a minor component <strong>of</strong> the main<br />
degree while completing a standard<br />
undergraduate degree. Students are<br />
expected to complete half <strong>of</strong> the<br />
Program through at least one other<br />
partner university, by either undertaking<br />
online modules or by studying overseas<br />
on exchange.<br />
Significant progress was made in<br />
<strong>2006</strong> on the U21 Water Network<br />
Collaborative Research Project led by<br />
<strong>Melbourne</strong>’s Pr<strong>of</strong>essor John Langford<br />
and involving <strong>Melbourne</strong>, Hong Kong<br />
<strong>University</strong>, Nottingham, Birmingham,<br />
Glasgow and the <strong>University</strong> <strong>of</strong> Virginia.<br />
Seed funding <strong>of</strong> $US135,000 over<br />
two years was allocated by U21 to<br />
support this group, whose aim is to<br />
provide an independent international<br />
forum for government, industry and<br />
the community to address the complex<br />
issues <strong>of</strong> water sustainability.<br />
The seventh <strong>annual</strong> meeting <strong>of</strong> the<br />
U21 Health Sciences group was<br />
attended by 90 delegates from 15<br />
member universities. At this meeting<br />
U21 entered into a Memorandum<br />
<strong>of</strong> Understanding with the Swinfen<br />
Charitable Trust to foster collaboration<br />
between U21 Faculties <strong>of</strong> Medicine and<br />
Health Sciences and hospitals operated<br />
by the Trust in a number <strong>of</strong> developing<br />
countries. This will assist health science<br />
students to undertake placements in<br />
trust-supported hospitals in developing<br />
countries to provide medical expertise<br />
to remote and <strong>of</strong>ten understaffed<br />
hospitals around the world. A workshop<br />
on global e-health updated members on<br />
U21 activities, such as telehealth for the<br />
underserved initiative, e-health policy;<br />
and a proposed e-book.<br />
Other collaborative initiatives<br />
progressed in <strong>2006</strong> include:<br />
• A U21 conference hosted by<br />
Tecnologico de Monterrey on Online<br />
Learning: Practice, Challenges and<br />
Prospects at which the U21 Centre<br />
for Research on Online Learning and<br />
Pedagogy was also launched with<br />
a view to providing international<br />
leadership in research in online<br />
learning and pedagogy.<br />
• The U21 Museums Group, headed<br />
by <strong>Melbourne</strong>’s Pr<strong>of</strong>essor Jaynie<br />
Anderson, developing a web presence<br />
for the collections and museums in<br />
Universitas 21. The first phase <strong>of</strong> the<br />
project undertaken in <strong>2006</strong> created<br />
an online exhibition – Museums<br />
Gateway – A Hidden Heritage via the<br />
Universitas 21 web site, with links<br />
to mini-exhibition pages for each<br />
participating institution. Each miniexhibition<br />
includes a discussion <strong>of</strong> the<br />
pieces gathered from museums at the<br />
represented institution, depicted by<br />
high-quality images and descriptions,<br />
text and other specialised<br />
technologies such as a program that<br />
enlarges details.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
45
Of particular significance, in <strong>2006</strong><br />
<strong>Melbourne</strong> entered into a partnership<br />
with Nanjing <strong>University</strong> to establish The<br />
Confucius Institute at the <strong>University</strong><br />
<strong>of</strong> <strong>Melbourne</strong>. This is one <strong>of</strong> a global<br />
network <strong>of</strong> 100 such institutes to<br />
be established world wide by the<br />
Government <strong>of</strong> the People’s Republic<br />
<strong>of</strong> China to spearhead the teaching<br />
<strong>of</strong> the Chinese language and culture<br />
worldwide, and to act as a vehicle<br />
through which to strengthen economic<br />
and business ties. The Chinese<br />
Government will provide substantial<br />
funding for three years for language and<br />
cultural exchange and training programs,<br />
with the Victorian State Government<br />
also providing substantial funding for<br />
three years for advanced programs<br />
to enhance business and trade<br />
relations between the State and China.<br />
Academic programs will be overseen<br />
by co-directors from the <strong>University</strong> <strong>of</strong><br />
<strong>Melbourne</strong> and Nanjing <strong>University</strong>. A<br />
Co-Director <strong>of</strong> Corporate Engagement<br />
has been appointed to supervise<br />
business and trade programs.<br />
The <strong>University</strong> also seeks to establish<br />
strategic relationships with international<br />
business and industry. In <strong>2006</strong> the<br />
<strong>University</strong> signed an agreement with<br />
Satyam Computer Services Ltd, a major<br />
Indian IT company and leading global<br />
consulting and information technology<br />
services company. The agreement<br />
provides for <strong>Melbourne</strong> Information<br />
and Communication Technology<br />
students to undertake a s<strong>of</strong>tware<br />
development internship with Satyam<br />
each year, <strong>of</strong>fering students global<br />
opportunities for real-world experience.<br />
The new agreement also provides<br />
opportunities for collaborative research<br />
on cutting-edge IT solutions such as grid<br />
computing.<br />
International Visits<br />
and Visitors<br />
Increasing international activity was<br />
reflected in the 596 international<br />
visitors hosted by the <strong>University</strong> during<br />
the course <strong>of</strong> the year and the many<br />
international academics researching<br />
at the <strong>University</strong>. Over 100 visiting<br />
academics representing 28 different<br />
countries attended a reception for<br />
international visitors hosted by the<br />
Vice-Chancellor during the year.<br />
Distinguished international visitors<br />
during <strong>2006</strong> included the Minister<br />
<strong>of</strong> Science and Technology from<br />
the People’s Republic <strong>of</strong> China, the<br />
President <strong>of</strong> the Chinese Academy <strong>of</strong><br />
Science, Ministers from Malaysia, Sri<br />
Lanka and Turkey, the Secretary General<br />
<strong>of</strong> the Association <strong>of</strong> Pacific Rim<br />
Universities, representatives from many<br />
<strong>of</strong> <strong>Melbourne</strong>’s partner universities and<br />
Ambassadors, High Commissioners and<br />
Consul-Generals representing diplomatic<br />
missions from many countries around<br />
the world.<br />
The international visits <strong>of</strong> the Vice-<br />
Chancellor and the Deputy Vice-<br />
Chancellor (International) during the<br />
year reflect the <strong>University</strong>’s shift to a<br />
more systematic and regional focus to<br />
international engagement.<br />
In March the Vice-Chancellor<br />
accompanied the Prime Minister on<br />
a visit to India with the Australian<br />
Business Delegation. This was followed<br />
by a visit in June to the People’s<br />
Republic <strong>of</strong> China. The Vice-Chancellor<br />
spoke at the opening <strong>of</strong> the Free Trade<br />
Agreement Conference in Shenzhen, a<br />
collaboration between the <strong>University</strong>’s<br />
Asian Economics Centre and the China<br />
Development Institute. In October, the<br />
Vice-Chancellor made a special visit<br />
to the Sultanate <strong>of</strong> Oman to formally<br />
thank the Sultanate, on behalf <strong>of</strong> the<br />
<strong>University</strong>, for endowing the Sultan <strong>of</strong><br />
Oman Chair in Arab and Islamic Studies.<br />
The Deputy Vice-Chancellor<br />
(International) visited Singapore,<br />
Malaysia, Thailand, South America and<br />
the Middle East to gauge developments<br />
in the international student market<br />
and to assess new opportunities<br />
for postgraduate and research<br />
collaborations with local universities,<br />
research bodies and government<br />
departments.<br />
The visit to South America represented<br />
the first major visit by a delegation<br />
from the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> to<br />
that region. The Deputy Vice-Chancellor<br />
was accompanied by a number <strong>of</strong><br />
Faculty representatives. On the basis<br />
<strong>of</strong> this visit, the <strong>University</strong> will develop<br />
a strategy for enhanced engagement<br />
between the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong><br />
and South America.<br />
Association <strong>of</strong><br />
Pacific Rim Universities<br />
The <strong>University</strong> was admitted as the<br />
37th member <strong>of</strong> the Association<br />
<strong>of</strong> Pacific Rim Universities (APRU)<br />
during <strong>2006</strong>. Membership is based on<br />
academic excellence, research intensity,<br />
global outlook and innovation and will<br />
create considerable opportunities<br />
through a variety <strong>of</strong> programs available<br />
to students, researchers and academic<br />
fellows, as well as entrepreneurial<br />
programs focusing on knowledge and<br />
technology transfer. The Vice-Chancellor<br />
has been appointed to the APRU World<br />
Institute Governing Board.<br />
International Accreditation<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> has<br />
joined an elite international group <strong>of</strong><br />
37 universities teaching Veterinary<br />
Science after being granted prestigious<br />
accreditation by the American Veterinary<br />
Medicine Association (AVMA). The<br />
<strong>University</strong> is one <strong>of</strong> only seven AVMA<br />
accredited veterinary schools outside<br />
North America.<br />
46<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
international<br />
engagement/<br />
Asialink<br />
Asialink, a non-academic Department <strong>of</strong><br />
the <strong>University</strong>, continued to strengthen<br />
its reputation as Australia’s leading<br />
centre for the promotion <strong>of</strong> public<br />
understanding <strong>of</strong> Asia and <strong>of</strong> Australia’s<br />
role in the Asian region. Through an<br />
active program <strong>of</strong> events within Australia<br />
and Asia, it significantly increases the<br />
<strong>University</strong>’s reputation as an Asiafocussed<br />
and engaged institution.<br />
Asialink also strengthens coordination <strong>of</strong><br />
<strong>University</strong>-wide programs and activities<br />
under the banner ‘<strong>Melbourne</strong> Asia’,<br />
helping to raise community awareness<br />
<strong>of</strong> the initiative.<br />
In <strong>2006</strong> Asialink:<br />
• Held the prestigious ‘Asialink<br />
Conversations’ in Vietnam to coincide<br />
with the APEC Leaders’ Meeting.<br />
Sponsored by the <strong>University</strong>, BHP<br />
Biliton and Singapore Airlines,<br />
the initiative brought 30 leaders<br />
from ASEAN together to discuss<br />
contemporary issues facing the region.<br />
• With the <strong>University</strong>’s Asia Insitute,<br />
launched the ‘<strong>Melbourne</strong> Asia’ web<br />
site (www.unimelb.edu.au/asia)<br />
providing links and information<br />
about the <strong>University</strong>’s Asia initiatives,<br />
research expertise and activities.<br />
The web site will be utilised by<br />
current students, possible future<br />
local and international students,<br />
staff, and by the general community<br />
interested in Asia issues.<br />
• Held an extensive program <strong>of</strong> public<br />
events at the <strong>University</strong> including:<br />
- 85 Asia-focussed public events<br />
such as public lectures, conferences,<br />
private roundtables and private<br />
dinners and lunches, with almost<br />
8,000 attendees.<br />
- 37 partner collaborations (including<br />
ANZ, Australia Council <strong>of</strong> the<br />
Arts Friendship Society, Islamic<br />
Council <strong>of</strong> Victoria, the Vietnamese<br />
Community <strong>of</strong> Australia, ACTU,<br />
Lowy Institute for Public Policy,<br />
The Age, Multimedia Victoria and<br />
PricewaterhouseCoopers.)<br />
- 20 presentations from Ambassadors,<br />
Ministers and Members <strong>of</strong> Parliament<br />
• Published ‘Access Asialink’<br />
e-newsletters and ‘Asialink News’<br />
highlighting Asia-focussed events<br />
and initiatives at the <strong>University</strong> and<br />
in the community to 4000 readers.<br />
In programs aimed at engaging the<br />
Australian community with Asia:<br />
• Asialink’s Arts Program sent 36<br />
artists on residencies (in literature,<br />
performing arts, visual arts and<br />
literature) to the Asian region; held<br />
six visual arts exhibitions across Asia<br />
with over 28,000 visitors and took<br />
10 Australian authors to Asia for its<br />
Literature Touring program.<br />
• Asialink’s Education Program sent<br />
over 200 Australian teachers to China,<br />
India, Korea, Japan, France, Germany,<br />
Italy and Mexico on its Access Asia<br />
and Endeavour Language Programs.<br />
One hundred and forty-five Australian<br />
teachers travelled to China, India,<br />
Korea, Vietnam and Cambodia, while<br />
32 teachers from Korea, India and<br />
Indonesia visited Australia on Asialink<br />
programs.<br />
In <strong>2006</strong> over 100 external (non Asialink,<br />
but Asia focussed) events were held<br />
at the <strong>University</strong>’s Sidney Myer Asia<br />
Centre, attracting more than12,000<br />
attendees. The events involved 30<br />
external event partners ranging from<br />
the Japan Foundation to the Royal<br />
Australian Institute <strong>of</strong> Architects.<br />
Regional Initiatives<br />
Through the <strong>University</strong>’s Department <strong>of</strong><br />
Psychiatry, the Centre for International<br />
Mental Health, the Australian<br />
International Health Institute (AIHI)<br />
and Asialink, the <strong>University</strong> has for<br />
many years worked in collaboration<br />
with St Vincents Mental Health Service<br />
as partners in the Asia – Australia<br />
Mental Health Consortium (AAMH)<br />
to strengthen mental health in the<br />
Asia-Pacific region.<br />
In <strong>2006</strong> the AAMH worked with senior<br />
mental health leaders including hospital<br />
directors and senior government leaders<br />
in China, Malaysia. Korea, Japan and<br />
Thailand on various projects including:<br />
• The innovative ‘686’ community<br />
based mental health service program<br />
involving 60 sites in both urban and<br />
provincial areas throughout China.<br />
• A three stage training program<br />
for Mental Health pr<strong>of</strong>essionals<br />
in Malaysia.<br />
• A delegation <strong>of</strong> Seoul government<br />
administrators to the <strong>University</strong> for<br />
training in community mental health<br />
service delivery.<br />
In another regional initiative, the<br />
<strong>University</strong>’s Asia Institute is leading a<br />
consortium <strong>of</strong> eight Australian and four<br />
Indonesian universities in a collaborative<br />
program to help re-build research<br />
capacities in the devastated Indonesian<br />
province <strong>of</strong> Aceh. This three-year<br />
research program is supported by grants<br />
<strong>of</strong> $3 million from AusAID and the Myer<br />
Foundation, and involves staff from a<br />
wide range <strong>of</strong> disciplines.<br />
Outlook<br />
During 2007 the <strong>University</strong> will<br />
implement the strategies set out in the<br />
new International Plan. In particular,<br />
strategic engagement frameworks will<br />
be prepared for regional sectors. These<br />
will include promoting Research Higher<br />
Degree opportunities in Malaysia,<br />
finalising establishment <strong>of</strong> the <strong>of</strong>fshore<br />
<strong>of</strong>fice in Bangalore, India and working to<br />
improve the benefits <strong>of</strong> the Go8 Berlin<br />
<strong>of</strong>fice to <strong>Melbourne</strong>. The <strong>University</strong><br />
will become actively engaged with its<br />
partners in the APRU and will develop<br />
strategies to increase study abroad<br />
and student exchange opportunities.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
47
inding the<br />
strands together/<br />
Binding the three strands <strong>of</strong> <strong>Melbourne</strong>’s<br />
academic activities under the Growing Esteem<br />
strategy requires a cohesive effort from all areas<br />
<strong>of</strong> the <strong>University</strong>’s operations.<br />
48<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
“<br />
The <strong>Melbourne</strong> Model <strong>of</strong> undergraduate<br />
programs and specialist graduate training will<br />
provide two separate entry points at which<br />
students can qualify for admission.<br />
”<br />
Mr Ian Marshman<br />
Senior Vice-Principal (Administration)<br />
Performance Against <strong>2006</strong> Targets<br />
Develop policy options to ensure affordability and the widest possible access and support for<br />
talented students, regardless <strong>of</strong> their circumstances<br />
Target<br />
Outcome<br />
Target<br />
Outcome<br />
Renew student equity and access policies.<br />
The <strong>Melbourne</strong> Access program <strong>of</strong> up to 20 percent CSP places for students meeting access and equity criteria<br />
will be continued at undergraduate level and will be expanded to pr<strong>of</strong>essional graduate programs. An expanded<br />
program <strong>of</strong> access and equity scholarships is under development.<br />
Make progress on government policy change.<br />
Government approval has been received for the transfer <strong>of</strong> undergraduate CSP places to graduate CSP places.<br />
The <strong>University</strong> continues to lobby for changes to the Youth Allowance program.<br />
Target<br />
Outcome<br />
Launch a major fundraising campaign with a focus on scholarships.<br />
The Advancement Strategic Plan adopted in <strong>2006</strong> sets priorities to be addressed in preparation for coordinated,<br />
campus-wide fundraising, and lays the groundwork for the launch <strong>of</strong> a major campaign coordinated by the newly<br />
created position <strong>of</strong> Director (Advancement). Development <strong>of</strong> an expanded scholarships program, to be supported<br />
by the campaign, is in progress.<br />
Alignment between administrative capacities and Growing Esteem priorities<br />
Target<br />
Outcome<br />
Launch a coherent brand identity for the <strong>University</strong>.<br />
Brand architecture was put in place during the year, with refined logo and signage formats and the development<br />
and articulation <strong>of</strong> the <strong>University</strong> Brand Plan. A Brand Guidelines manual, Brand Extranet and Brand Compliance<br />
system is at an advanced stage for launch in March 2007.<br />
Target<br />
Outcome<br />
Target<br />
Outcome<br />
Target<br />
Outcome<br />
Ensure that the <strong>2006</strong> Enterprise Bargaining Agreement supports Growing Esteem.<br />
The <strong>2006</strong> Enterprise Bargaining Agreement supports Growing Esteem by linking salary increases to the<br />
achievement <strong>of</strong> targets in relation to teaching and learning, research performance and student load and providing<br />
for increased flexibility in the nature <strong>of</strong> engagement <strong>of</strong> staff and staff classifications. It establishes a Workload<br />
Management Framework for the planning, allocation and management <strong>of</strong> staff workload during transition to the<br />
<strong>Melbourne</strong> Model.<br />
Revise recruitment, performance management, reward and promotions criteria to reflect Growing Esteem priorities.<br />
Development <strong>of</strong> the Reward, Recognition and Retention for Pr<strong>of</strong>essional Staff policy is underway to ensure<br />
that recruitment, performance management and promotion criteria reflect Growing Esteem priorities, with<br />
links between reward, promotion, remuneration and workloads. Revised academic promotion criteria have<br />
been drafted, with knowledge transfer contributions included in the re-worked academic reward structure.<br />
Begin to develop a new Masterplan to support Growing Esteem, agree on a new learning centre model and<br />
commence work on the first centre.<br />
A new Masterplan to support Growing Esteem is currently under development and priorities and funding options<br />
will be considered in 2007. Sites for the first student learning hubs have been identified, and a schedule for future<br />
development formulated.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
49
Performance Against <strong>2006</strong> Targets continued<br />
Cost-effective alignment <strong>of</strong> services with evolving <strong>University</strong> management structures and<br />
strategic priorities<br />
Target<br />
Outcome<br />
Target<br />
Outcome<br />
Meet financial targets.<br />
<strong>2006</strong> results show an operating surplus after tax for the <strong>University</strong> and its subsidiaries <strong>of</strong> $90 million and<br />
combined operating income <strong>of</strong> $1.28 billion. Total fee revenue target <strong>of</strong> $246 million set for <strong>2006</strong> was exceeded<br />
by $11 million. Income from Fees and Charges increased by $20.68 million from 2005 and Investment Income<br />
by $15.31 million.<br />
Improved management systems.<br />
Improved management systems became operational in <strong>2006</strong>. Themis (Research), the Content Management<br />
System and the Student Portal will enhance the <strong>University</strong>’s capacity to capture and manage data in an effective<br />
manner and enable students to interact with the <strong>University</strong> administration at a central and faculty level online.<br />
Approval was given to purchase and implement a new student system which will be operational in 2009.<br />
Implementation <strong>of</strong> the Shared Services initiative continued, considering the optimal structures for delivery <strong>of</strong><br />
information technology, financial operations, marketing, international and academic support services.<br />
Target<br />
Outcome<br />
Consolidate and simplify <strong>University</strong> planning processes.<br />
<strong>University</strong> planning processes were simplified and accountability cycles reviewed. From 2007 the <strong>University</strong><br />
will have a single <strong>annual</strong> plan containing goals and targets, supplemented by more detailed plans in areas <strong>of</strong> key<br />
strategic significance. Operational planning will be managed centrally through the Budget and Capital Plans, and<br />
at faculty level, through Business Plans.<br />
50<br />
1. Equity and Access<br />
The <strong>University</strong>’s strong commitment to<br />
increasing accessibility is a core concern<br />
as the <strong>Melbourne</strong> Model is developed.<br />
Students from low-income families<br />
and other equity groups currently face<br />
two obstacles – academic and financial<br />
– as they seek to gain admission to the<br />
<strong>University</strong>. The <strong>Melbourne</strong> Model <strong>of</strong><br />
undergraduate programs and specialist<br />
graduate training will provide two<br />
separate entry points at which students<br />
can qualify for admission. Admission to<br />
pr<strong>of</strong>essional degrees at the graduate<br />
level means that performance as an<br />
undergraduate – whether at <strong>Melbourne</strong><br />
or elsewhere – and not just Year 12<br />
ENTER, will govern access.<br />
Access <strong>Melbourne</strong><br />
Meanwhile, the <strong>University</strong>’s Access<br />
<strong>Melbourne</strong> program already commits<br />
up to 20 percent <strong>of</strong> the <strong>University</strong>’s<br />
total Commonwealth supported<br />
undergraduate intake to students who<br />
experienced disadvantage during their<br />
secondary schooling and provides one in<br />
five <strong>of</strong> these students with a scholarship<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
under the most generous scholarship<br />
scheme in Australia.<br />
<strong>2006</strong> saw the second year <strong>of</strong> the Access<br />
<strong>Melbourne</strong> program. Access <strong>Melbourne</strong><br />
enrolments in <strong>2006</strong> totalled 964,<br />
representing 19.5 percent <strong>of</strong> CSP intake.<br />
Of these, 198 were awarded <strong>Melbourne</strong><br />
Access Scholarships. Applicants were<br />
eligible to apply under <strong>Melbourne</strong><br />
Access in one or more <strong>of</strong> seven<br />
categories <strong>of</strong> disadvantage: English<br />
as a Second Language; Indigenous;<br />
Difficult Family Circumstances;<br />
Socio-economic Disadvantage;<br />
Rurality; Under-represented School;<br />
and, Disability or Long-term Medical<br />
Condition. Guaranteed ENTERs and<br />
Clearly-in Ranks do not apply to Access<br />
<strong>Melbourne</strong> applicants, in recognition<br />
that structural disadvantage impacts<br />
on some students’ capacity to attain<br />
very high scores in Year 12. The<br />
academic progress <strong>of</strong> these students is<br />
monitored, with early signs indicating<br />
that they are performing at levels<br />
commensurate with regular cohorts.<br />
Other programs designed to increase<br />
the participation rates <strong>of</strong> students from<br />
disadvantaged backgrounds continued in<br />
<strong>2006</strong>. In particular:<br />
• the <strong>Melbourne</strong> Access Schools<br />
Program for Schools (MAP) for<br />
Year 10–12 students maintained a<br />
program to engage students with<br />
the <strong>University</strong> and foster ambitions<br />
for tertiary study. Two hundred and<br />
ten students participated in the MAP<br />
activities during the year, including<br />
students from the Goulburn Valley.<br />
Fifteen graduating MAP students<br />
were <strong>of</strong>fered places at the <strong>University</strong><br />
in <strong>2006</strong>.<br />
• the Uni Book, a widely-distributed<br />
booklet for early secondary students<br />
from under-represented schools.<br />
• <strong>Melbourne</strong> provided a university<br />
‘taster’ experience for students<br />
from both metropolitan and regional<br />
secondary schools.<br />
During the year the <strong>University</strong><br />
announced a $500,000 Drought<br />
Recovery Scholarships Program to<br />
assist regional and rural students whose<br />
families have been hit by drought.
inding the<br />
strands together/<br />
Student Support<br />
Aware that providing access is only<br />
one step in successful participation for<br />
students from equity backgrounds, the<br />
<strong>University</strong> has continued to develop<br />
its suite <strong>of</strong> resources and support<br />
programs for these students once they<br />
are on campus. Feedback indicates<br />
that these programs have assisted their<br />
social and academic transition to<br />
the <strong>University</strong>.<br />
Most faculties designate specific<br />
contact <strong>of</strong>ficers in each <strong>of</strong> the equity,<br />
disability and mental health areas to<br />
assist students, as well as <strong>of</strong>fering<br />
targeted programs to facilitate equity<br />
students’ integration into the academic<br />
community. Throughout <strong>2006</strong> the<br />
<strong>University</strong> continued to monitor faculty<br />
processes for rigorous and systematic<br />
identification <strong>of</strong> first-year students at<br />
risk academically. All faculties undertook<br />
such processes in a systematic manner.<br />
In addition, every faculty implemented,<br />
and evaluated specific transition<br />
programs for new students at both<br />
undergraduate and postgraduate levels.<br />
In <strong>2006</strong>, the programs designed to<br />
improve the transition to university life<br />
for students from equity backgrounds<br />
included:<br />
• ‘Get an Edge’, a targeted orientation<br />
program which enables students from<br />
schools under-represented at the<br />
<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> to fit in and<br />
make contacts;<br />
• the Student Housing Access Program,<br />
which continued to successfully<br />
provide transitional and emergency<br />
accommodation to students, targeting<br />
those from the equity groups;<br />
• the ‘New to <strong>Melbourne</strong>’ web site;<br />
• a targeted newsletter program<br />
welcoming and supporting students<br />
from rural areas and underrepresented<br />
schools; and<br />
• the ‘First_Year@Unimelb’ blog, new<br />
in <strong>2006</strong>, which provided affirmation<br />
and a sense <strong>of</strong> community through<br />
the online diary <strong>of</strong> seven first-year<br />
students, four <strong>of</strong> whom were from<br />
under-represented backgrounds.<br />
Special attention is paid to the needs<br />
<strong>of</strong> disabled students under the 2004-07<br />
Disability Action Plan. The Pro Vice-<br />
Chancellor (Teaching, Learning and<br />
Equity) monitors and facilitates the<br />
work <strong>of</strong> the Disability Liaison Unit in<br />
implementing the disability standards<br />
set out in the Action Plan.<br />
Guidelines for Alternative Examination<br />
Arrangements (AEAs) for Students with<br />
Disabilities were approved in <strong>2006</strong>,<br />
providing important advice to staff on<br />
the procedures for applying, approving<br />
and implementing AEAs at the Parkville<br />
campus.<br />
2. Indigenous Australians<br />
<strong>Melbourne</strong> has a priority to advance<br />
Indigenous higher education student<br />
participation and completion rates.<br />
Table 5 shows that while enrolment<br />
rates are still down from 2004’s five-year<br />
high, completion rates are increasing.<br />
A number <strong>of</strong> programs have been put<br />
in place to redress enrolment figures<br />
in 2007.<br />
CIE<br />
The Centre for Indigenous Education<br />
(CIE), the key support organisation for<br />
Indigenous students on campus, has<br />
played a vital role in achieving the above<br />
average completion rates <strong>of</strong> <strong>Melbourne</strong><br />
Indigenous students.<br />
The CIE provides holistic services to<br />
Indigenous students, striving for a<br />
balance between academic, cultural<br />
and creative pursuits. The Centre<br />
has developed strong collaborative<br />
relationships with Aboriginal<br />
communities as well as Indigenous<br />
academic staff and units within<br />
the <strong>University</strong>. Thirty-five students<br />
participated in supplementary tuition<br />
provided through the Indigenous Tutorial<br />
Assistance Scheme in <strong>2006</strong>. The CIE<br />
also strengthened links with Trinity<br />
Residential College during the year, with<br />
the number <strong>of</strong> Indigenous students in<br />
residency increasing from two in 2001<br />
to six in <strong>2006</strong>.<br />
The Onemda VicHealth Koori Health<br />
Unit continued its successful mentoring<br />
program in Faculty <strong>of</strong> Medicine,<br />
Joseph Clifford, winner <strong>of</strong> an Access <strong>Melbourne</strong> Scholarship and the <strong>2006</strong> NAB<br />
Indigenous Economics Scholarship is studying Commerce/Law as well as taking a<br />
Diploma in Modern Languages in Mandarin Chinese.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
51
Table 5. Indigenous enrolments and completions<br />
Dentistry and Health Sciences (MDHS).<br />
Enrolment numbers have increased<br />
from two Indigenous undergraduate<br />
students in 2001 to six in <strong>2006</strong>, with<br />
19 Indigenous students engaged in<br />
various levels <strong>of</strong> study through the<br />
Faculty in <strong>2006</strong>.<br />
It is anticipated that an Indigenous<br />
Liaison Officer appointed to MDHS<br />
in <strong>2006</strong> will increase participation<br />
rates further.<br />
In another move to advance participation<br />
rates, the <strong>University</strong> has focussed on<br />
educational programs in the Goulburn<br />
Valley, home to one <strong>of</strong> the largest<br />
Indigenous populations.<br />
52<br />
ASHE<br />
ASHE, a joint initiative between the<br />
Faculty <strong>of</strong> Education and the Aboriginal<br />
community controlled Rumbalara<br />
Football Netball Club, has continued<br />
to thrive in its second full year <strong>of</strong><br />
operation. ASHE aims to create an<br />
attractive and culturally sensitive<br />
educational environment primarily for<br />
Indigenous people. The goal <strong>of</strong> the<br />
Academy is to use studies in sport as<br />
the catalyst for broad education and<br />
training that prepares people for work<br />
or further study.<br />
In <strong>2006</strong> ASHE welcomed two new<br />
full-time student support positions<br />
and further boosted employment<br />
opportunities for students through a<br />
successful work placement program<br />
with the Department <strong>of</strong> Sustainability<br />
and Environment. To celebrate NAIDOC<br />
Week ASHE students ran the ‘ASHE’<br />
LETICS traditional games carnival,<br />
bringing together over 200 Indigenous<br />
primary school students to learn<br />
traditional sporting games. The ASHE<br />
Program Coordinator and four ASHE<br />
students joined staff from the CIE at the<br />
<strong>2006</strong> Croc Fest. Held in Swan Hill, the<br />
Croc festival is designed to encourage<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
2002 2003 2004 2005 <strong>2006</strong><br />
Enrolments 231 239 276 245 242<br />
Completions 65 63 67 55 58<br />
young Indigenous students to engage in<br />
further education.<br />
The number <strong>of</strong> Indigenous staff in the<br />
<strong>University</strong> increased from 28 in 2005 to<br />
33 in <strong>2006</strong>.<br />
Onemda<br />
In <strong>2006</strong> Onemda VicHealth Koori Health<br />
Unit continued to build collaborations<br />
and partnerships with the Aboriginal<br />
community through organisations such<br />
as the Victorian Aboriginal Community<br />
Controlled Heath Organisation, with<br />
whom it has a Memorandum <strong>of</strong><br />
Understanding; the Victorian Aboriginal<br />
Heath Service; the Koorie Heritage Trust;<br />
the Maya Healing Centre along with a<br />
number <strong>of</strong> other Aboriginal controlled<br />
organisations.<br />
Onemda has also strengthened<br />
its international relationships with<br />
Indigenous colleagues in New Zealand,<br />
North America and countries in Europe<br />
and the Pacific.<br />
Onemda was established in 1999<br />
to foster an academic environment<br />
that values Aboriginal knowledge<br />
and methodologies, and supports<br />
ethical practice and Aboriginal selfdetermination.<br />
In <strong>2006</strong> the Unit<br />
developed curriculum for both trainee<br />
doctors and public health students, with<br />
an aim to increase Aboriginal content in<br />
university courses across Australia.<br />
3. Communication<br />
Communicating the full range <strong>of</strong> the<br />
<strong>University</strong>’s academic and cultural<br />
activities and its new strategic direction<br />
to internal and external constituencies<br />
is <strong>of</strong> critical importance at a time<br />
<strong>of</strong> great change. The new position<br />
<strong>of</strong> Vice-Principal (Marketing and<br />
Communications) was created early in<br />
<strong>2006</strong> to reconfigure the <strong>University</strong>’s<br />
marketing and media relations capability<br />
to support the Growing Esteem<br />
strategy and to align and coordinate<br />
the <strong>University</strong>’s marketing strategies.<br />
A substantial restructure was achieved<br />
during the year and a marketing and<br />
communication strategy devised<br />
to engage the <strong>University</strong>’s multiple<br />
stakeholders.<br />
Brand<br />
The strategy involves an integrated<br />
approach to marketing and<br />
communications designed to build<br />
awareness <strong>of</strong> the <strong>University</strong> and its<br />
activities and develop the <strong>University</strong>’s<br />
brand. The <strong>University</strong> aims to connect<br />
with key audiences through consistent<br />
and clearly branded communication<br />
which serves to develop a distinctive<br />
<strong>University</strong> identity that becomes<br />
associated with a rich contribution to<br />
the community and for its hallmarks<br />
<strong>of</strong> international renown, quality and<br />
excellence.<br />
Brand architecture was put in place<br />
during the year, with refined logo and<br />
signage formats and the development<br />
and articulation <strong>of</strong> the <strong>University</strong> Brand<br />
Plan. A Brand Guidelines manual, Brand<br />
Extranet and Brand Compliance system<br />
is at an advanced stage for launch in<br />
March 2007.<br />
Throughout <strong>2006</strong> the Marketing and<br />
Communications Division worked<br />
closely with the Growing Esteem<br />
Strategy Office and faculties to ensure<br />
effective communication <strong>of</strong> the<br />
<strong>Melbourne</strong> Model and the <strong>University</strong>’s<br />
2008 course <strong>of</strong>ferings both within<br />
the <strong>University</strong> as well as to local and<br />
international prospective students and<br />
other stakeholders, including careers<br />
advisors and alumni groups. The visibility<br />
<strong>of</strong> the <strong>University</strong> in media publications<br />
around the country has increased since<br />
distribution <strong>of</strong> media releases via AAP<br />
(Australian Associated Press) newswire.
The <strong>University</strong> continues to take steps to<br />
increase the number and proportion <strong>of</strong> women<br />
“at all academic and pr<strong>of</strong>essional levels.<br />
”<br />
Liz Baré<br />
Vice-Principal (Human Resources)<br />
Publications<br />
A suite <strong>of</strong> <strong>University</strong> publications<br />
also assisted internal and external<br />
communications throughout the year:<br />
• Uni News provided a fortnightly<br />
review <strong>of</strong> news, scholarship and<br />
events at the <strong>University</strong>;<br />
• <strong>Melbourne</strong> Update, a monthly<br />
newsletter, kept external stakeholders<br />
abreast <strong>of</strong> developments and issues<br />
affecting the <strong>University</strong> as well as<br />
<strong>University</strong> achievements;<br />
• <strong>Melbourne</strong> <strong>University</strong> Magazine, a<br />
news stand quality bi<strong>annual</strong> <strong>of</strong> ideas<br />
and opinion, was sent to more than<br />
150,000 alumni around the world and<br />
the broader community;<br />
• Research Review showcased the<br />
best <strong>of</strong> the <strong>University</strong>’s research each<br />
quarter through a high quality print<br />
and online magazine;<br />
• Staff News, a compendium <strong>of</strong> notices<br />
and information, was sent weekly<br />
by email to 6,000 <strong>University</strong> staff<br />
members;<br />
• <strong>Melbourne</strong> Up Close podcasts,<br />
fortnightly downloadable discussions<br />
with academics about their research<br />
into current issues facing the wider<br />
community, were made available at<br />
http://upclose.unimelb.edu.au<br />
4. Human Resources<br />
Staff Numbers at 31 March<br />
Full-Time Equivalent 2005 <strong>2006</strong><br />
Academic 3,168 3,283<br />
Pr<strong>of</strong>essional 3,517 3,667<br />
Total 6,685 6,950<br />
<strong>Melbourne</strong> has the highest number <strong>of</strong><br />
staff compared to other universities,<br />
with academic staff full-time-equivalents<br />
(FTE) growing by 3.6 percent from<br />
2004-2005 (national staff data is not yet<br />
available for <strong>2006</strong>). This compares with<br />
growth <strong>of</strong> 2 percent for Sydney, UNSW<br />
<strong>of</strong> 2.3 percent and Monash <strong>of</strong> 4 percent.<br />
Benchmarking staff data shows that<br />
<strong>Melbourne</strong> has a total staff turnover <strong>of</strong><br />
16.9 percent, less than the Australian<br />
average <strong>of</strong> 18.25 percent and the Go8<br />
average <strong>of</strong> 18.97 percent.<br />
HR Management<br />
The <strong>University</strong> has employment<br />
processes which comply with Section 8<br />
<strong>of</strong> the Public Sector Administration Act,<br />
2005.<br />
The <strong>University</strong>’s human resources<br />
framework Making <strong>Melbourne</strong> a Great<br />
Place to Work guides staff planning and<br />
management, setting out <strong>University</strong> and<br />
Faculty/Department policy targets for<br />
areas such as recruitment, retention,<br />
pr<strong>of</strong>essional development, leadership<br />
and management.<br />
In accordance with <strong>2006</strong> targets, the<br />
<strong>University</strong> successfully reviewed and<br />
modified recruitment policies and<br />
processes to ensure they reflect good<br />
practice and align with Growing Esteem<br />
priorities. Innovations include the<br />
introduction <strong>of</strong> an online recruitment<br />
system and the creation <strong>of</strong> a ‘Careers at<br />
<strong>Melbourne</strong>’ web site.<br />
Sustained high levels <strong>of</strong> participation<br />
in the Performance Development<br />
Framework were achieved and policies<br />
were formalised, linking rewards such<br />
as bonuses, loadings, reclassification<br />
and promotion to performance<br />
appraisal outcomes. Development<br />
<strong>of</strong> the Reward, Recognition and<br />
Retention for Pr<strong>of</strong>essional Staff policy<br />
is underway to ensure that that<br />
recruitment, performance management<br />
and promotion criteria reflect Growing<br />
Esteem priorities, with links between<br />
reward, promotion, remuneration<br />
and workloads.<br />
Revised academic promotion criteria<br />
have been drafted, with knowledge<br />
transfer contributions included in the<br />
re-worked academic reward structure.<br />
<strong>2006</strong> Enterprise<br />
Bargaining Agreement<br />
The <strong>University</strong>’s fifth round Enterprise<br />
Bargaining Agreement (EBA) was<br />
negotiated by staff representatives,<br />
unions and the <strong>University</strong> during <strong>2006</strong>.<br />
The <strong>2006</strong> EBA provides a guaranteed<br />
13.69 percent salary increase between<br />
April <strong>2006</strong> and April 2008, with an<br />
additional 1 percent Earning Esteem<br />
incentive payable in September<br />
2007 and 2008, dependent on the<br />
achievement <strong>of</strong> <strong>University</strong> targets<br />
consistent with the teaching and<br />
learning, research performance and<br />
student load goals <strong>of</strong> Growing Esteem.<br />
The EBA lays the groundwork for new<br />
employment arrangements to ensure<br />
that the <strong>University</strong> complies with<br />
the Commonwealth Government’s<br />
Higher Education Workplace Relations<br />
Requirements (HEWRRs). Compliance<br />
is essential to gain an additional<br />
funding <strong>of</strong> 5 percent in <strong>2006</strong> and 7.5<br />
percent in 2007 <strong>of</strong> the Commonwealth<br />
Grant Scheme. These arrangements<br />
include <strong>of</strong>fering Australian Workplace<br />
Agreements (AWAs).<br />
The EBA also provides increased<br />
flexibility in employment arrangements,<br />
in particular the nature <strong>of</strong> engagement<br />
<strong>of</strong> staff and staff classifications and<br />
develops the Workload Management<br />
Framework for planning, managing<br />
and allocating staff workloads during<br />
transition to the <strong>Melbourne</strong> Model.<br />
Agreement has also been reached<br />
to eliminate differentiation in the<br />
employment conditions between<br />
Research Only and Teaching and<br />
Research staff.<br />
No time was lost through industrial<br />
action in <strong>2006</strong>.<br />
Pr<strong>of</strong>essional Development<br />
Programs<br />
Each year a suite <strong>of</strong> development<br />
programs and short courses are<br />
provided to meet <strong>University</strong>-wide needs.<br />
In <strong>2006</strong>, the main areas <strong>of</strong> focus were:<br />
building leadership and management<br />
capability; strengthening the<br />
Performance Development Framework;<br />
building the career resilience <strong>of</strong><br />
individuals; providing a suite <strong>of</strong> short<br />
courses to support the <strong>University</strong>’s<br />
new agenda; and engaging staff in<br />
Growing Esteem.<br />
Highly regarded programs for specific<br />
staff groups continued to support the<br />
specific needs <strong>of</strong> Heads <strong>of</strong> Academic<br />
Departments, Department Managers<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
53
in academic departments, and senior<br />
academic women. Of particular<br />
note, the Heads’ Development and<br />
Support Program continued as an<br />
important initiative for the development<br />
<strong>of</strong> effective academic leaders. A<br />
comprehensive evaluation <strong>of</strong> the Head<br />
Start program (2001-2004) was finalised<br />
in <strong>2006</strong>, with outcomes indicating a high<br />
level <strong>of</strong> satisfaction with the program<br />
and confirming its continued relevance<br />
and importance to the <strong>University</strong>.<br />
Two further initiatives for specific staff<br />
groups were introduced in <strong>2006</strong>. The<br />
Leadership Challenge Breakfast Series<br />
<strong>of</strong> four seminars for Vice-Principals,<br />
Directors and Faculty General Managers<br />
and Managers provided opportunities<br />
to discuss issues around leadership,<br />
culture and performance with academic<br />
leaders, consultants and practitioners<br />
from other sectors. A series <strong>of</strong> four<br />
Brown Bag forums provided an<br />
opportunity for up to 60 <strong>University</strong><br />
managers to discuss topics relevant to<br />
the <strong>University</strong>’s strategic agenda with<br />
senior university leaders.<br />
In <strong>2006</strong>, a new integrated suite <strong>of</strong><br />
leadership programs was developed<br />
for both academic and pr<strong>of</strong>essional<br />
staff. The programs were designed<br />
to cater for all levels <strong>of</strong> staff and to<br />
build capabilities in: shaping strategic<br />
thinking, achieving results, cultivating<br />
productive working relationships;<br />
demonstrating personal effectiveness,<br />
communicating with influence and<br />
managing and developing others.<br />
A particular focus in <strong>2006</strong> was providing<br />
career support. Measures included online<br />
careers advice modules, workshops and<br />
external career counselling.<br />
In <strong>2006</strong>, consultants were engaged to<br />
facilitate courses in Communication,<br />
Planning, Pr<strong>of</strong>essional Effectiveness<br />
and Personal Wellbeing and EHS Injury<br />
Management (First Aid). Training was<br />
provided to support the introduction<br />
<strong>of</strong> the new E- Recruitment System.<br />
Where work units had specific training,<br />
development or facilitation needs,<br />
support was provided to engage a<br />
suitable external consultant.<br />
54<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
The implementation <strong>of</strong> Themis HR<br />
(TTA) in 2005 enabled staff to enrol in<br />
most programs and courses online.<br />
During <strong>2006</strong>, 6,705 staff attended 631<br />
courses <strong>of</strong>fered by <strong>University</strong> training<br />
providers. These providers include<br />
Environment Health and Safety Unit,<br />
Equity and Organisational Development,<br />
Financial Operations, Information<br />
Services, Legal Services, Marketing and<br />
Communications, <strong>Melbourne</strong> Research<br />
Office, Student Administration and<br />
Systems and the Vice-Chancellor’s<br />
Office. Evaluations <strong>of</strong> these programs<br />
indicate a consistently high level <strong>of</strong><br />
satisfaction by participants.<br />
Organisational Change<br />
Decisions taken by the <strong>University</strong> during<br />
the year to bring about organisational<br />
change impacted on various groups <strong>of</strong><br />
staff. In particular:<br />
• The decision by the Faculty <strong>of</strong> Arts<br />
to restructure its departments<br />
into a smaller number <strong>of</strong> Schools<br />
necessitated the review <strong>of</strong><br />
administrative support structures<br />
in the Faculty. Human Resources<br />
supported Faculty management and<br />
staff to manage these changes during<br />
the latter half <strong>of</strong> <strong>2006</strong>.<br />
• Integration <strong>of</strong> the Victorian College<br />
<strong>of</strong> the Arts (VCA) as a new Faculty<br />
<strong>of</strong> the <strong>University</strong> from 1 January<br />
2007 necessitated planning for<br />
integration <strong>of</strong> VCA staff. Human<br />
Resources staff assisted negotiation<br />
<strong>of</strong> a Memorandum <strong>of</strong> Understanding<br />
between the <strong>University</strong>, the VCA and<br />
VCA staff and their representatives<br />
on terms acceptable to all parties.<br />
• Implementing the <strong>Melbourne</strong> Model<br />
with its planned transition from<br />
96 specialist degrees to six new<br />
generalist degrees has consequences<br />
for every faculty, division, department,<br />
service and work unit. Support in<br />
managing change was provided on<br />
request. External consultants with<br />
specialised expertise held workshops<br />
dealing with the impact <strong>of</strong> change,<br />
communication and planning forums<br />
were organised across the <strong>University</strong><br />
and individual counselling provided<br />
where necessary.<br />
Equal Opportunity<br />
The <strong>University</strong> seeks to build a diverse<br />
workforce supported by fair and<br />
equitable staffing policies. Measures<br />
introduced in <strong>2006</strong> included:<br />
• A Staff Equity Research Fellowship<br />
scheme, discussed in the Research<br />
section on p 25 <strong>of</strong> this Report.<br />
• The guide Employing People with<br />
Disabilities: A Guide for Managers<br />
and Supervisors to support the<br />
development <strong>of</strong> an inclusive and<br />
flexible work culture for all staff.<br />
• The Best HR Practice Guide, produced<br />
with input from managers and staff<br />
with disabilities.<br />
The <strong>University</strong> continues to take<br />
steps to increase the number and<br />
proportion <strong>of</strong> women at all academic<br />
and pr<strong>of</strong>essional levels. A Staff Equity<br />
and Diversity Framework developed in<br />
<strong>2006</strong> includes strategies for supporting<br />
the development and progression <strong>of</strong><br />
women and staff in other equity groups.<br />
The <strong>University</strong> has once again been<br />
successful in meeting the stringent<br />
requirements for the Employer <strong>of</strong><br />
Choice for Women award for <strong>2006</strong>/7.<br />
The <strong>University</strong> aims to increase the<br />
representation <strong>of</strong> women at Associate<br />
Pr<strong>of</strong>essor (Level D) and Pr<strong>of</strong>essor (Level<br />
E) and at pr<strong>of</strong>essional staff level HEW<br />
10 and above. In <strong>2006</strong>, the proportion<br />
<strong>of</strong> teaching and research positions<br />
held by women at Level D increased<br />
slightly from 26.7 percent (2005) to 27.4<br />
percent. The proportion <strong>of</strong> positions held<br />
by women at Level E increased slightly<br />
from 18.6 percent to 19.5 percent. While<br />
increasing the proportion <strong>of</strong> women in<br />
the pr<strong>of</strong>essoriate is an ongoing challenge,<br />
the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> continues<br />
to have a higher proportion <strong>of</strong> women<br />
teaching and research staff at pr<strong>of</strong>essorial<br />
level than any other university in the<br />
Group <strong>of</strong> Eight.
inding the<br />
strands together/<br />
Table 6. Representation <strong>of</strong> female staff (FTE) in total staff population<br />
2003 % Women 2004 % Women 2005 % Women <strong>2006</strong> % Women<br />
Academic staff 2829 41.6% 2971 42.4% 3168 42.7% 3283 42.8%<br />
Teaching & Reseach staff 1,847.28 36.7% 1,916.19 37.4% 2,113.24 39.0% 2,096.42 39.3%<br />
Staff at Level E 255.65 16.0% 272.95 18.7% 277.25 18.6% 292.9 19.5%<br />
Staff at level D 329.64 24.0% 348.75 25.6% 341.6 26.7% 361.95 27.4%<br />
Staff at HEW Level 10 105.3 46.5% 116.8 46.8% 118.5 47.3% 159.8 45.8%<br />
5. Infrastructure<br />
Masterplan<br />
A new Masterplan to support Growing<br />
Esteem is currently under development<br />
with the dual aim <strong>of</strong> providing a better<br />
learning environment for students<br />
and a better teaching and research<br />
environment for staff. The Masterplan<br />
takes into account both the pace<br />
and sequence <strong>of</strong> transition to the<br />
<strong>Melbourne</strong> Model, as mapped out by<br />
the Curriculum Commission, and the<br />
agendas set by the various Faculty<br />
Business Plans. Current physical<br />
and IT infrastructure projects will be<br />
modified where necessary and new<br />
projects defined to meet <strong>Melbourne</strong><br />
Model requirements. The Masterplan is<br />
expected to be finalised in 2007.<br />
In the meantime detailed planning work<br />
is proceeding on key initiatives such as<br />
the location and form <strong>of</strong> new course<br />
administration and student support<br />
<strong>of</strong>fices to facilitate the introduction<br />
<strong>of</strong> <strong>Melbourne</strong> Model undergraduate<br />
courses in 2008 and to develop new<br />
research facilities and learning spaces.<br />
Collaborative Learning Spaces<br />
Among the most significant<br />
achievements in <strong>2006</strong> has been<br />
progress toward the development <strong>of</strong><br />
collaborative learning spaces. The first<br />
sites for the hubs have been identified,<br />
architects appointed, and a schedule<br />
for future development <strong>of</strong> the hubs<br />
formulated.<br />
A new collaborative learning classroom<br />
for Chemistry was completed late in<br />
<strong>2006</strong> and will be ready for teaching in<br />
2007. Designed in consultation with<br />
the <strong>University</strong>’s Teaching and Learning<br />
Support Services (TLSS), the leadingedge<br />
classroom is an exemplar <strong>of</strong> the<br />
new style <strong>of</strong> teaching space articulated in<br />
the Curriculum Commission <strong>report</strong>. The<br />
facility features advanced informational<br />
technology, audiovisual equipment<br />
and virtual laboratories. It has already<br />
attracted attention from academics and<br />
architects outside the <strong>University</strong>.<br />
Plans are well underway for other<br />
collaborative learning spaces. TLSS is<br />
currently consulting on establishing<br />
design work for two 60-seat problembased<br />
learning rooms in Engineering,<br />
as well as ancillary informal learning<br />
areas, intended to enhance<br />
undergraduate engineering teaching<br />
from 2008. Concept design was<br />
approved late in <strong>2006</strong> for the Eastern<br />
Learning Hub in the Education precinct.<br />
The area will provide informal and group<br />
learning environments with a focus on<br />
access to technology.<br />
<strong>2006</strong> saw continued progress with a<br />
program <strong>of</strong> capital works to refurbish<br />
and provide new amenities that enhance<br />
and support teaching and academic and<br />
research activities.<br />
New Buildings<br />
The design for the new Economics and<br />
Commerce Building to be located at<br />
198 Berkeley Street was finalised during<br />
<strong>2006</strong>. The project has been tendered,<br />
a major works contract approved and<br />
preliminary site works commenced. The<br />
new building will provide state-<strong>of</strong>-theart<br />
teaching and learning facilities and<br />
is one <strong>of</strong> the first educational buildings<br />
designed to achieve Five Star Green<br />
Star rating. The project is scheduled<br />
for completion in December 2008 with<br />
the building to be fully operational for<br />
teaching from the start <strong>of</strong> first semester<br />
2009. The total approved budget for the<br />
project is $124.7 million.<br />
Fit-out <strong>of</strong> the David Penington Bio21<br />
Molecular Science and Biotechnology<br />
Institute Building proceeded, providing<br />
specialist custom-designed areas<br />
for researchers. Facilities were<br />
completed for the CRC for Oral Health<br />
Science and Neurosciences Victoria.<br />
Research laboratories and amenities<br />
for Federation Fellows Pr<strong>of</strong>essor Ary<br />
H<strong>of</strong>fmann and Pr<strong>of</strong>essor Paul Mulvaney<br />
are underway, with completion<br />
scheduled for early 2007.<br />
Refurbishment<br />
Refurbishments during <strong>2006</strong> include:<br />
• Construction <strong>of</strong> a five-level extension<br />
to the Electrical and Electronic<br />
Engineering Building and the<br />
associated refurbishment <strong>of</strong> the<br />
two lower levels <strong>of</strong> the building<br />
was completed to accommodate<br />
the Victorian Node <strong>of</strong> the National<br />
Information Communication<br />
Technology Australia Ltd (NICTA). The<br />
new research facilities were <strong>of</strong>ficially<br />
opened in October <strong>2006</strong>.<br />
• Completion <strong>of</strong> a major works<br />
program to upgrade facilities at the<br />
Werribee Veterinary campus to the<br />
standards required for accreditation<br />
by the American Veterinary Medicine<br />
Association.<br />
• Refurbishment <strong>of</strong> the ground floor and<br />
levels one and two <strong>of</strong> the Architecture<br />
Building to provide new student<br />
and staff facilities, including new<br />
collaborative learning spaces.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
55
56<br />
• New collaborative learning spaces<br />
for Education postgraduate and<br />
pr<strong>of</strong>essional programs in the Alice<br />
Hoy Building.<br />
• Completion <strong>of</strong> stonework restoration<br />
works on the north façade <strong>of</strong> the<br />
Old Quadrangle Building as part <strong>of</strong><br />
the Masterplan to enhance historical<br />
sites on campus. The last stage <strong>of</strong> the<br />
Old Quadrangle restoration program<br />
on the Hearn Court façade was<br />
commenced.<br />
• Completion <strong>of</strong> landscaping works<br />
for the 1888 Building Precinct. The<br />
Building is listed on the Victorian<br />
Heritage Register and the precinct<br />
is a significant landscape area for<br />
the <strong>University</strong>.<br />
• Upgrade <strong>of</strong> audio visual and other<br />
services in various teaching facilities<br />
and the major upgrade <strong>of</strong> two<br />
theatres on the Parkville campus<br />
under the Teaching Spaces Renewal<br />
Program.<br />
• Fit-out <strong>of</strong> an additional <strong>Melbourne</strong><br />
<strong>University</strong> Bookshop in the Alan<br />
Gilbert Building, specialising in<br />
medical and law display.<br />
• Construction <strong>of</strong> a new Data Centre,<br />
meeting relevant US and Australian<br />
standards for Type 1 / Tier 3 computer<br />
accommodation.<br />
• Commencement <strong>of</strong> works in the<br />
Triradiate Medical Building to provide<br />
new mortuary facilities.<br />
• Commencement <strong>of</strong> an extension<br />
to the Economics and Commerce<br />
Student Access Computer Facility in<br />
Bouverie Street.<br />
Maintenance<br />
Maintenance backlog at the <strong>University</strong><br />
is significant. Prioritising maintenance<br />
demands and determining a strategy to<br />
address the backlog is a key element<br />
<strong>of</strong> the <strong>University</strong>’s space planning<br />
processes. To this end, early in <strong>2006</strong>,<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
Property & Campus Services<br />
commenced a comprehensive audit<br />
<strong>of</strong> the condition <strong>of</strong> the <strong>University</strong>’s<br />
property assets and related<br />
infrastructure.<br />
On the recommendations <strong>of</strong> the Planning<br />
and Budget Committee, <strong>University</strong><br />
Council has approved substantial<br />
additional funds for asset protection<br />
and maintenance. $61.0 million will be<br />
applied from reserves to address these<br />
needs over the next five years, as seen<br />
in Table 7.<br />
To date an in-house Asset Protection<br />
Team has identified building backlog<br />
maintenance costs <strong>of</strong> $53.1 million.<br />
By February 2007 an assessment<br />
<strong>of</strong> every floor <strong>of</strong> every building is<br />
scheduled to have been completed and<br />
comprehensive data on condition and<br />
risk will be available. The Asset Condition<br />
Audit Program will be extended to<br />
include the non-Parkville campuses<br />
(Dookie, Creswick, etc) in 2008.<br />
6. Knowledge<br />
Management<br />
Table 7. Asset protection and maintenance funding<br />
Information technology is the<br />
backbone <strong>of</strong> the <strong>University</strong>’s<br />
knowledge management capability,<br />
critical to developing closer links<br />
between teaching, research and<br />
knowledge transfer.<br />
Major developments in <strong>2006</strong> have<br />
increased the accessibility <strong>of</strong> the<br />
<strong>University</strong>’s research and will make<br />
it substantially easier for students in<br />
the future to interact with <strong>University</strong><br />
administration at a central and faculty<br />
level online.<br />
Progress made in developing an<br />
e-Research strategy, a web-enabled<br />
research portal and expanding digital<br />
repositories for scholarly output are<br />
discussed on p 21 and p 22 <strong>of</strong> the<br />
Research section <strong>of</strong> this Report). The<br />
innovative ‘one-stop-shop’ student portal<br />
is described on p 30 <strong>of</strong> the Teaching<br />
2007 2008 2009 2010 2011<br />
Asset Protection $5m $8m $12m $16m $20m<br />
and Learning section. The <strong>University</strong><br />
also made the landmark decision during<br />
the year to replace the existing Merlin<br />
student system with the Technology One<br />
Student One system by Semester 2<br />
2008. Implementation will begin in 2007.<br />
In other achievements during <strong>2006</strong>:<br />
• IT has been used to promote wider<br />
use <strong>of</strong> the <strong>University</strong>’s cultural<br />
collections, (detailled on p 39 in the<br />
discussion <strong>of</strong> Knowledge Transfer.)<br />
• The <strong>University</strong> connected to<br />
the new generation AARNet3<br />
(Australian Academic and Research<br />
Network) enabled higher speed<br />
communications to the increasing<br />
number <strong>of</strong> international networks to<br />
which AARNet is partnered.<br />
• The Content Management System<br />
Pilot was successfully trialled with<br />
partners including the Faculty <strong>of</strong><br />
Science, Faculty <strong>of</strong> Medicine,<br />
Dentistry and Health Sciences,<br />
Human Resources, and several areas<br />
<strong>of</strong> Academic Services. A rollout to<br />
the broader <strong>University</strong> will commence<br />
in 2007.<br />
• A Council Portal was developed and<br />
went live in September, providing<br />
Council members with online access to<br />
committee-meeting-related documents<br />
in a secure environment.<br />
• Major works in IT infrastructure<br />
included new data centres and<br />
replacement <strong>of</strong> local area network<br />
infrastructure in key buildings.<br />
• Standardisation <strong>of</strong> email, calendaring<br />
and document storage system<br />
commenced across the <strong>University</strong><br />
through the eXchange Project.<br />
Fourteen hundred staff users<br />
have been moved to Outlook (or<br />
‘Entourage’ for Macintosh) with<br />
further faculties and divisions to<br />
move to the new system in controlled<br />
rollouts during 2007-08.<br />
• Integration <strong>of</strong> VCA into the main<br />
<strong>University</strong> IT systems and upgrades<br />
<strong>of</strong> its facilities.<br />
There has been continued<br />
implementation <strong>of</strong> the three-year IT<br />
Shared Services project, which aims
inding the<br />
strands together/<br />
to improve effectiveness and efficiency<br />
in IT. In <strong>2006</strong> the model to guide<br />
implementation, the Service Catalogue<br />
and Charter, and the first Service<br />
Prospectus were developed. A key<br />
milestone was reached when the eight<br />
Administration IT units were transitioned<br />
in August.<br />
7. Fundraising<br />
The <strong>University</strong>’s endowment and the<br />
generosity <strong>of</strong> its community in giving<br />
is significant by Australian standards,<br />
but nevertheless small compared to<br />
first-class universities internationally.<br />
Greater investment in fundraising is<br />
critical to the success <strong>of</strong> Growing<br />
Esteem, both for scholarships and for<br />
research. In <strong>2006</strong> the <strong>University</strong> took its<br />
first decisive steps towards coordinated,<br />
campus-wide fundraising, and laid the<br />
groundwork for the launch <strong>of</strong> a major<br />
campaign.<br />
The Advancement Strategic Plan<br />
adopted in <strong>2006</strong> sets priorities to be<br />
addressed as the <strong>University</strong> prepares<br />
for a major fundraising campaign. A<br />
Director (Advancement) was appointed<br />
to lead a greatly enlarged Development<br />
Office (renamed the ‘Advancement<br />
Office’) in implementing the Plan.<br />
Staff have been recruited during the<br />
year, with numbers increasing from<br />
12 to 26.<br />
Table 8. <strong>University</strong> <strong>annual</strong> appeal results<br />
UniFund/<strong>University</strong><br />
Fund<br />
Number<br />
<strong>of</strong> Donors<br />
To embed the strategy across the<br />
<strong>University</strong>, staff training in Advancement<br />
was introduced, with intensive short<br />
courses for deans and faculty external<br />
relations staff conducted by the Indiana<br />
Centre for Philanthropy.<br />
Donor prospect research has<br />
commenced, with systematic<br />
management <strong>of</strong> donor contacts<br />
introduced. A parallel stewardship<br />
program had been introduced for<br />
existing major donors, with each<br />
assigned a ‘relationship manager’ to<br />
cultivate their relationship with the<br />
<strong>University</strong>.<br />
A recognition program ‘The Heritage<br />
Society’, was established for existing<br />
bequestors to enhance the <strong>University</strong>’s<br />
contact with those who have already<br />
pledged support through their wills.<br />
The <strong>University</strong> also took the first steps<br />
down the path <strong>of</strong> a structured campuswide<br />
fundraising program. The <strong>annual</strong><br />
UniFund appeal to alumni was replaced<br />
with a direct mail appeal. The <strong>University</strong><br />
Fund, which included a Challenge Match<br />
to stimulate first-time donors with<br />
matching funds, and a reward program<br />
(The Chancellor’s Circle) to stimulate<br />
larger donations were introduced.<br />
Results exceeded all expectations with<br />
participation lifted from 921 to 1,906<br />
donors, giving trebled, and the cost kept<br />
to 32 cents per dollar raised.<br />
2005 <strong>2006</strong><br />
$ Number<br />
<strong>of</strong> Donors<br />
921 $180,511 1,810 $505,923<br />
Law Appeal 118 $22,453 2 $500<br />
Staff and Council<br />
Appeal<br />
$<br />
30 $165,230<br />
Student Appeal 60 $3,625<br />
USA Foundation 22 $2,600 106 $12,500<br />
TOTAL 1,061 $205,564 2,008 $687,778<br />
New Donors 276 $40,531 733 $120,570<br />
Chancellor’s Circle 309<br />
pr<strong>of</strong>ile<br />
Pr<strong>of</strong>essor Richard James<br />
Director <strong>of</strong> the <strong>University</strong>’s Centre<br />
for the Study <strong>of</strong> Higher Education<br />
(CSHE), Pr<strong>of</strong>essor Richard James,<br />
was appointed in <strong>2006</strong> to a Chair in<br />
Higher Education. Pr<strong>of</strong>essor James<br />
has a distinguished research record<br />
in access and equity,particularly on<br />
access for rural students and the<br />
effects <strong>of</strong> social class on higher<br />
education aspirations. His work also<br />
covers the transition <strong>of</strong> students<br />
to tertiary study and university life,<br />
the student experience, learning<br />
assessment and quality assurance in<br />
the higher education sector.<br />
The CSHE provides many <strong>of</strong> the<br />
tools and guiding principles used<br />
nationally and internationally for the<br />
improvement <strong>of</strong> higher education.<br />
In 2002 Pr<strong>of</strong>essor James<br />
coordinated the CSHE team that<br />
completed an extensive national<br />
review <strong>of</strong> higher education equity<br />
policy. In 2005 he led the CSHE<br />
project team that designed the<br />
Carrick Awards for Australian<br />
<strong>University</strong> Teaching, the national<br />
scheme for recognising excellence<br />
in teaching in higher education.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
57
Also notable was the generosity <strong>of</strong> the<br />
<strong>University</strong>’s staff. The Staff Appeal, led<br />
by a Staff Appeal Committee (the first<br />
such appeal in an Australian university)<br />
raised over $100,000. An equally<br />
significant component was the Student<br />
Appeal – another first in Australia,<br />
designed and run by a Student Appeal<br />
Committee. The object <strong>of</strong> the Student<br />
Appeal was educational rather than<br />
financial, aiming to inculcate in students<br />
a habit <strong>of</strong> giving from their earliest days.<br />
Alumni <strong>of</strong> the <strong>University</strong>’s former<br />
Mildura campus also launched an appeal<br />
for a Mildura Alumni Scholarship, with<br />
a target <strong>of</strong> $150,000; $92,000 had been<br />
pledged by the year end.<br />
58<br />
8. Resourcing<br />
The long-term strategy <strong>of</strong> increasing and<br />
diversifying the <strong>University</strong>’s revenue<br />
base remained unchanged with the<br />
adoption <strong>of</strong> Growing Esteem. In the<br />
period to 2011, it will be necessary<br />
to continue to maintain or grow feebased<br />
revenue from undergraduate and<br />
postgraduate programs, to continue<br />
to increase revenue from research<br />
bids and to diversify the revenue<br />
base through increased income from<br />
commercialisation <strong>of</strong> research and<br />
teaching and through philanthropy.<br />
Continued Pressure for<br />
Self-Reliance<br />
Increased financial self-reliance is<br />
central to the <strong>University</strong>’s approach<br />
to building a sustainable future. While<br />
governments continue to be important<br />
contributors in the <strong>University</strong>’s funding<br />
mix, in <strong>2006</strong> funding from governments,<br />
excluding research funding, constituted<br />
only 29.4 percent <strong>of</strong> the total revenue.<br />
Commonwealth funding from all<br />
sources other than Higher Education<br />
Contribution Scheme has diminished<br />
from 56 percent in 1996 to 40.3 percent<br />
in <strong>2006</strong>.<br />
In <strong>2006</strong>, the <strong>University</strong>’s financial<br />
position was bolstered by $8.9 million<br />
from the Commonwealth Government’s<br />
Learning and Teaching Performance<br />
Fund. Further funding <strong>of</strong> $1.5 million<br />
was provided from the Workplace<br />
Productivity Programme (WPP) for<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
achievement <strong>of</strong> workplace relations<br />
and governance requirements, and<br />
amounts <strong>of</strong> $0.5 million from the same<br />
Program were provided to support<br />
the implementation <strong>of</strong> the <strong>Melbourne</strong><br />
Model.<br />
Nevertheless, the availability <strong>of</strong> funding<br />
from such sources varies from year<br />
to year. For instance, Commonwealth<br />
funding tied to governance and<br />
workplace relations reforms is still to<br />
be confirmed beyond 2007. Managing<br />
a funding base where elements <strong>of</strong><br />
government funding vary from year to<br />
year, and with much <strong>of</strong> the government<br />
income tied to specific purposes,<br />
reinforces developing reliable external<br />
sources <strong>of</strong> income and having access<br />
to cost-effective loans as key strategic<br />
priorities.<br />
In December 2005, the Federal<br />
Government passed the Higher<br />
Education Support Amendment<br />
(Abolition <strong>of</strong> Compulsory Up-front<br />
Student Union fees) Act, which meant<br />
that from mid <strong>2006</strong> it was unlawful for<br />
universities to collect the amenities<br />
and services fee which supported a<br />
broad range <strong>of</strong> student support services<br />
and recreational and cultural activities.<br />
While the impact <strong>of</strong> the changed<br />
legislation will occur in 2007, leading to<br />
a $12 million reduction in revenue for<br />
these services, during <strong>2006</strong> extensive<br />
planning was undertaken in conjunction<br />
with student organisations to develop<br />
processes to ensure continuation <strong>of</strong><br />
core student support services.<br />
Increased Fee Income<br />
Generation<br />
Despite a flattening <strong>of</strong> the market<br />
nationally, the <strong>University</strong> continued<br />
to perform strongly in the area <strong>of</strong> fee<br />
paying income from international and<br />
domestic students.<br />
A total fee revenue target <strong>of</strong> $246 million<br />
set for <strong>2006</strong> was exceeded by $11 million,<br />
with the <strong>University</strong> achieving a total <strong>of</strong><br />
$257 million. For the first time, the income<br />
from fee-paying students exceeded<br />
the funding from the Commonwealth<br />
Government for the Commonwealth<br />
Supported Place students.<br />
Fee income from international feepaying<br />
students now represents core<br />
funding for <strong>University</strong> activities. <strong>2006</strong><br />
fee income placed the <strong>University</strong><br />
as the leading international student<br />
fee revenue earner in the fiercely<br />
competitive Australian higher education<br />
sector. <strong>Melbourne</strong>’s fee income from<br />
over 10,000 international students at<br />
the <strong>University</strong> reached $191.6 million,<br />
an increase <strong>of</strong> $23.5 million over 2005.<br />
Continued building <strong>of</strong> fee revenue targets<br />
in 2007 and 2008, with targets <strong>of</strong> $270<br />
million and $299 million respectively, is<br />
a key to future financial stability.<br />
Australian Government financial<br />
assistance and fee income<br />
$ MILLION<br />
350<br />
300<br />
250<br />
200<br />
150<br />
100<br />
50<br />
0<br />
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 <strong>2006</strong><br />
Australian Government Financial Assistance<br />
(Incl CGS & HECS-HELP)<br />
Fee Income<br />
Government subsidised and<br />
fee-based students at <strong>Melbourne</strong><br />
100%<br />
80%<br />
60%<br />
40%<br />
20%<br />
1997<br />
1998<br />
1999<br />
2000<br />
2001<br />
2002<br />
2003<br />
2004<br />
2005<br />
<strong>2006</strong><br />
2007 projected<br />
Government Subsidised (CGS & RTS)<br />
Fee Paying
inding the<br />
strands together/<br />
Sources <strong>of</strong> income<br />
Total Operating Revenue <strong>2006</strong> $1,282,566<br />
50%<br />
45%<br />
40%<br />
35%<br />
30%<br />
25%<br />
20%<br />
15%<br />
10%<br />
5%<br />
0<br />
Australian<br />
Government<br />
Recurrent Financial<br />
Assistance<br />
Other Australian<br />
Government<br />
Financial Assistance<br />
HECS-HELP<br />
Improving Investment Returns<br />
Strong returns on the <strong>University</strong>’s<br />
investment portfolio were a highlight<br />
<strong>of</strong> <strong>2006</strong>. Investment income <strong>of</strong> $104.3<br />
million represented an increase over<br />
the 2005 result <strong>of</strong> $82.0 million. Funds<br />
under investment increased by 20.2<br />
percent over the same period from<br />
$1,056.8 million to $1,270.6 million.<br />
A substantial portion <strong>of</strong> the <strong>University</strong>’s<br />
investments, which are overseen by the<br />
Investment Management Committee,<br />
support various trusts which in turn<br />
support aspects <strong>of</strong> the <strong>University</strong>’s<br />
teaching and research programs.<br />
Additionally, an amount ($27.5 million in<br />
<strong>2006</strong>) is made available to the Planning<br />
and Budget Committee budget for<br />
recurrent purposes.<br />
The strong investment returns<br />
contributed to the <strong>University</strong>’s operating<br />
surplus <strong>of</strong> $84.4 milion in <strong>2006</strong>.<br />
Looking to the Broader<br />
Community for Support<br />
In <strong>2006</strong>, the <strong>University</strong> received $22.6<br />
million from donations and bequests,<br />
broadly comparable to the level received<br />
in 2005 and reflecting a 95 percent<br />
increase over the amount received in<br />
2000.<br />
Income from donations and bequests<br />
is expected to increase in coming years<br />
as the <strong>University</strong> implements its new<br />
State Government<br />
Financial Assistance<br />
Investments, Fees<br />
and Charges<br />
Grants, Donations<br />
and Bequests<br />
1998<br />
2000<br />
2002<br />
2004<br />
<strong>2006</strong><br />
Advancement Plan. Details <strong>of</strong> the Plan<br />
and giving programs are discussed in<br />
on p 57 <strong>of</strong> this Report.<br />
Maximising Returns on<br />
the <strong>University</strong>’s Research<br />
and Teaching<br />
Although income from consultancies,<br />
royalties and licenses increased from<br />
$27.4 million to $29.1 million between<br />
2005 and <strong>2006</strong>, the <strong>University</strong> receives<br />
significantly less income from these<br />
sources than some other major<br />
Australian universities. Strategies for<br />
improving performance are described in<br />
the discussion <strong>of</strong> the <strong>University</strong>’s new<br />
Commercialisation Strategy on p 40 <strong>of</strong><br />
this Report. Revision <strong>of</strong> the <strong>University</strong>’s<br />
approach to Intellectual Property,<br />
described on p 41 <strong>of</strong> this Report is<br />
also expected to play a major role.<br />
Implementing the recommendations <strong>of</strong><br />
the Commercialisation Strategy will be a<br />
high priority in 2007.<br />
Managing Resource Allocation<br />
In <strong>2006</strong>, a revised budget allocation<br />
model was introduced. It estimates<br />
income earned by each Faculty and then<br />
deducts an amount calculated on the<br />
basis <strong>of</strong> a limited number <strong>of</strong> cost-drivers<br />
which represent the contribution each<br />
faculty makes as a charge for overhead<br />
expenses or to support <strong>University</strong><br />
activities.<br />
Certain direct charges are taken <strong>of</strong>f the<br />
top before the allocation <strong>of</strong> funds, but<br />
each remaining category <strong>of</strong> income is<br />
allocated to faculties on the basis on<br />
which funds are received. The aim is to<br />
reduce the overlay <strong>of</strong> budget incentives<br />
which previously applied.<br />
In the new model, space usage is<br />
a significant driver, but a significant<br />
incentive is provided by retention by<br />
faculties <strong>of</strong> funding received above<br />
budget for enrolment in fee-based places.<br />
The model is modified to the extent<br />
that there are cross subsidies and<br />
transitional provisions to <strong>of</strong>fset financial<br />
disadvantage which may occur at times<br />
<strong>of</strong> significant change. Despite the overall<br />
positive financial outcome, four faculties<br />
ended <strong>2006</strong> with an operating deficit,<br />
which was <strong>of</strong>fset by funds drawn from<br />
their operating reserves.<br />
Voluntary Student Unionism<br />
In <strong>2006</strong>, the <strong>University</strong> allocated $5.96<br />
million in its 2007 budget to support<br />
the various bodies that will be impacted<br />
by Voluntary Student Unionism,<br />
particularly from the beginning <strong>of</strong> 2007.<br />
This allocation and new infrastructure<br />
within student associations to support<br />
membership, such as membership<br />
incentive cards <strong>of</strong>fering loyalty reward<br />
programs, are intended to ensure the<br />
ongoing viability <strong>of</strong> student associations<br />
and core services previously funded<br />
through the Amenities and Services<br />
Fee. Notwithstanding these initiatives<br />
the legislative prohibition on the<br />
collection <strong>of</strong> compulsory student<br />
amenities fees will have a deleterious<br />
effect on services and student life.<br />
Resourcing the Implementation<br />
<strong>of</strong> Growing Esteem<br />
To support faculties and administration<br />
achieve the major transformational<br />
activities required to give effect to<br />
Growing Esteem, Council approved the<br />
establishment <strong>of</strong> the Growing Esteem<br />
Transition Fund, it is anticipated that up<br />
to $65 million will be provided from the<br />
<strong>University</strong> reserves from 2007-2012,<br />
supplemented by $20 million from<br />
Faculty reserves.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
59
Business Planning during <strong>2006</strong> was also<br />
supported by a WPP grant <strong>of</strong> $1.5 million<br />
which funded two important projects:<br />
• the first iteration <strong>of</strong> a student scenario<br />
modelling tool, designed to improve<br />
the <strong>University</strong>’s capacity to forecast<br />
the financial and other impacts <strong>of</strong><br />
changes in student demand and<br />
shifts in the student pr<strong>of</strong>ile under<br />
the <strong>Melbourne</strong> Model, and<br />
• a critical path plan for the<br />
<strong>Melbourne</strong> Model developed by<br />
Boston Consulting Group (BCG) in<br />
consultation with the <strong>University</strong>.<br />
9. Managing<br />
Administration,<br />
Planning Process<br />
and Compliance<br />
Implementation <strong>of</strong><br />
Growing Esteem<br />
During <strong>2006</strong> the <strong>University</strong> responded<br />
quickly to design and establish the<br />
governance structures necessary for<br />
implementation <strong>of</strong> Growing Esteem.<br />
A Growing Esteem Strategy Office<br />
(GESO) was set up early in the year<br />
as part <strong>of</strong> the Vice-Chancellor’s <strong>of</strong>fice<br />
to manage the Growing Esteem<br />
process across the <strong>University</strong>. Its<br />
role was to support the five Growing<br />
Esteem taskforces and committees,<br />
departments and faculties as they<br />
implemented the strategy. Managing<br />
internal and external communications<br />
is one <strong>of</strong> GESO’s primary and ongoing<br />
functions. GESO has provided regular<br />
updates to staff throughout the year and<br />
has coordinated an extensive program<br />
<strong>of</strong> briefings by senior <strong>University</strong> staff to<br />
explain the Growing Esteem strategy<br />
to the <strong>University</strong>’s many communities.<br />
Discrete briefings have targeted staff,<br />
schools, alumni, industry and business<br />
groups. In particular, an extensive<br />
web site has communicated details<br />
<strong>of</strong> the <strong>Melbourne</strong> Model as they have<br />
developed during the year.<br />
Introduction <strong>of</strong> the <strong>Melbourne</strong> Model<br />
undergraduate degrees requires a fresh<br />
approach to administration <strong>of</strong> academic<br />
programs. To assist faculties with the<br />
complex task <strong>of</strong> restructuring courses<br />
in collaboration with each other, Course<br />
Standing Committees (CSCs) have<br />
been created for each <strong>of</strong> the six new<br />
degrees. The role <strong>of</strong> the CSCs is to<br />
oversee the development and design <strong>of</strong><br />
the new generation degrees, including<br />
breadth subjects, majors, capstone<br />
subjects, research and knowledge<br />
transfer components, pathways to<br />
further study and employment. The<br />
CSC are coordinated by a new Board <strong>of</strong><br />
Undergraduate Studies (BUGS).<br />
An interim BUGS has been established,<br />
ensuring faculties act in concert to<br />
oversee the whole new generation<br />
undergraduate curriculum, and that<br />
proposals relating to individual courses<br />
are properly coordinated.<br />
Finally, a <strong>Melbourne</strong> Model 08 (MM08)<br />
taskforce set up in November <strong>2006</strong><br />
will oversee implementation <strong>of</strong> the<br />
<strong>Melbourne</strong> Model in accordance with<br />
the BCG critical path. Chaired jointly by<br />
the Deputy Vice-Chancellor (Academic)<br />
and the Senior Vice-Principal, the<br />
taskforce has established working<br />
groups in particular areas to undertake<br />
the detailed work necessary ahead<br />
<strong>of</strong> the launch in 2008.<br />
Reshaping<br />
Several other areas <strong>of</strong> the <strong>University</strong><br />
have been reshaped during the year.<br />
The Faculty <strong>of</strong> Arts has been<br />
restructured to promote greater<br />
interdisciplinary collaboration in teaching<br />
and research and more streamlined and<br />
effective administrative and decisionmaking<br />
processes. From 1 January 2007<br />
the Faculty will be reshaped into seven<br />
new Schools – the Asia Institute,<br />
Culture and Communication, Historical<br />
Studies, Languages and Linguistics,<br />
Philosophy, Political Science,<br />
Criminology and Sociology and Social<br />
and Environmental Inquiry.<br />
The Academic Services Division has<br />
worked with the Victorian College <strong>of</strong><br />
the Arts to identify the best partnership<br />
arrangement to provide student service<br />
delivery to the College, following its<br />
integration as a faculty <strong>of</strong> the <strong>University</strong><br />
from 1 January 2007.<br />
Following a review <strong>of</strong> marketing and<br />
international student recruitment, the<br />
<strong>University</strong> has restructured provision<br />
<strong>of</strong> those services, adopting a ‘hub<br />
and spoke’ approach. <strong>University</strong><br />
Administration will have responsibility<br />
for overall coordination, with service<br />
delivery and recruitment undertaken<br />
at Faculty level.<br />
An extensive review <strong>of</strong> business<br />
education during the year has resulted<br />
in recommendations for closer working<br />
relationships across the business<br />
education entities at the <strong>University</strong>.<br />
The <strong>Melbourne</strong> Business School and<br />
the Faculty <strong>of</strong> Economics and<br />
Commerce will meet regularly on a<br />
new Business@<strong>Melbourne</strong> Coordinating<br />
Committee, develop a joint portal<br />
detailing the <strong>University</strong>’s business<br />
education <strong>of</strong>ferings, and work towards<br />
creation <strong>of</strong> a world-class business/law<br />
precinct in <strong>University</strong> Square.<br />
Shared Services<br />
In 2005, the <strong>University</strong> embarked on<br />
a series <strong>of</strong> reforms <strong>of</strong> administrative<br />
service delivery known as the Shared<br />
Services Initiatives, focussing on five<br />
areas – information technology, financial<br />
operations, marketing, international and<br />
academic support services – with the<br />
aim <strong>of</strong> identifying the optimal structures<br />
for service delivery. During <strong>2006</strong>, the<br />
Shared Service Review Implementation<br />
Group chaired by the Senior Vice-<br />
Principal commenced the process<br />
<strong>of</strong> actioning the recommendations,<br />
laying the foundations for a ‘whole <strong>of</strong><br />
<strong>University</strong>’ approach to administration<br />
which ensures alignment between<br />
administrative capacities and Growing<br />
Esteem priorities.<br />
The first stage <strong>of</strong> the Information<br />
Technology Shared Services Project,<br />
the completion <strong>of</strong> a common IT support<br />
infrastructure for the Administration,<br />
was completed. Valuable lessons learnt<br />
from the exercise will be used in the<br />
further roll out <strong>of</strong> the project in 2007.<br />
60<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
inding the<br />
strands together/<br />
Improving Effectiveness<br />
and Efficiency<br />
The <strong>annual</strong> Quality <strong>of</strong> <strong>University</strong><br />
Management and Administration<br />
(QUMA) survey assesses perceptions<br />
<strong>of</strong> the Administration’s service delivery<br />
across the <strong>University</strong>. The <strong>2006</strong> QUMA<br />
survey shows general improvement in<br />
satisfaction with central administrative<br />
services. Areas <strong>of</strong> best performance<br />
included communications, public<br />
affairs, <strong>Melbourne</strong> Research Office<br />
services, leadership programs for<br />
staff and Access <strong>Melbourne</strong>. Areas<br />
nominated for further improvement<br />
were knowledge transfer, shared<br />
services implementation, development<br />
<strong>of</strong> commercialisation strategies, the<br />
<strong>University</strong>’s enterprise systems and<br />
space planning and infrastructure. Only<br />
three services <strong>of</strong> the 111 surveyed<br />
ranked less than four on a five-point<br />
scale <strong>of</strong> importance.<br />
Further administrative efficiencies<br />
were gained as improved management<br />
systems came on-stream in <strong>2006</strong>.<br />
Significant progress was made in<br />
implementing new IT systems,<br />
discussed in the Information Services<br />
section on p 56 <strong>of</strong> this Report. In<br />
particular Themis (Research), the<br />
Content Management System and<br />
the Student Portal, will enhance the<br />
<strong>University</strong>’s capacity to capture and<br />
manage data in an effective manner.<br />
Approval was given to purchase and<br />
implement a new student system to<br />
replace the in-house developed Merlin.<br />
Simplifying Planning<br />
In <strong>2006</strong> the <strong>University</strong> adopted<br />
a proposal for streamlining and<br />
simplifying the <strong>University</strong>’s planning<br />
and accountability cycles. From 2007<br />
the <strong>University</strong> will have a single <strong>annual</strong><br />
plan containing goals and targets,<br />
supplemented by more detailed plans<br />
in areas <strong>of</strong> key strategic significance.<br />
Underpinning policy statements will<br />
provide detailed guidance in areas such<br />
as equity and capital planning.<br />
Operational planning will be managed<br />
centrally through the Budget and<br />
Capital Plans, and at faculty level,<br />
through Business Plans. Annual quality<br />
assurance processes will also be<br />
consolidated and streamlined.<br />
Managing Risk and Compliance<br />
In <strong>2006</strong> the Victorian Workcover<br />
Authority noted a series <strong>of</strong> occupational<br />
health and safety risks in the <strong>University</strong>.<br />
While all were resolved, the Authority<br />
expressed concern at the level <strong>of</strong><br />
understanding and support <strong>of</strong> the<br />
issues from managers. Responding<br />
to the concern, the <strong>University</strong><br />
allocated $80,000 to improve training<br />
and understanding <strong>of</strong> staff <strong>of</strong> their<br />
occupational health and safety<br />
responsibilities and obligations.<br />
A new approach has seen responsibility<br />
for risk assessment and development<br />
<strong>of</strong> mitigation strategies increasingly<br />
devolved from the central <strong>University</strong><br />
administration during the year. Faculties<br />
and divisions now incorporate risk<br />
analysis into their business planning.<br />
A Crisis Management Plan, designed<br />
to establish a framework for business<br />
operations continuity during a sustained<br />
emergency, was developed and will be<br />
tested in 2007.<br />
Outlook<br />
In 2007 the <strong>University</strong> will continue<br />
to respond to restructuring needed for<br />
optimal implementation <strong>of</strong> Growing<br />
Esteem with a particular emphasis on<br />
providing high level administrative and<br />
program support for students. This<br />
will be underpinned by a substantial<br />
initiative to support training for the<br />
staff involved in delivering those<br />
services. Implementation <strong>of</strong> the<br />
recommendations <strong>of</strong> the Shared<br />
Services Review will continue.<br />
pr<strong>of</strong>ile<br />
Dr Janice Stockigt<br />
<strong>University</strong> musicologist Dr Janice<br />
Stockigt discovered Antonio Vivaldi’s<br />
‘lost’ work Dixit Dominus, while<br />
researching in the Saxon State<br />
Library on Dresden last year. It is<br />
regarded as the finest Vivaldi work<br />
to have emerged since the 1920s<br />
and had for some centuries been<br />
misattributed to the composer<br />
Baldassarre Galuppi.<br />
The <strong>University</strong>’s Faculty <strong>of</strong><br />
Music presented the Australian<br />
premiere <strong>of</strong> Dixit Dominus at a<br />
recital in April.<br />
Dr Stockigt was previously awarded<br />
the <strong>University</strong>’s inaugural Woodward<br />
Medal for a significant contribution<br />
in the area <strong>of</strong> humanities at the<br />
<strong>University</strong>. She has also received<br />
the Derek Allen Prize from the<br />
British Academy for her book Jan<br />
Dismas Zelenka (1679-1745) and a<br />
Queen Elizabeth II Fellowship from<br />
the Australian Research Council.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
61
university<br />
governance/<br />
62<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
university<br />
governance/<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> was<br />
established by an Act <strong>of</strong> the Victorian<br />
Parliament in 1853. The responsible<br />
Minister in the current Victorian<br />
Government is the Minister for Skills,<br />
Education Services and Employment.<br />
Our Objectives<br />
(a) to provide and maintain a teaching<br />
and learning environment <strong>of</strong><br />
excellent quality <strong>of</strong>fering higher<br />
education at an international<br />
standard;<br />
(b) to undertake scholarship, research<br />
and research training <strong>of</strong> international<br />
standing and to apply that<br />
scholarship and research to the<br />
advancement <strong>of</strong> knowledge and to<br />
the benefit <strong>of</strong> the well-being <strong>of</strong><br />
the Victorian, Australian and<br />
international communities;<br />
(c) to equip graduates <strong>of</strong> the <strong>University</strong><br />
to excel in their chosen careers<br />
and to contribute to the life <strong>of</strong> the<br />
community;<br />
(d) to serve the Victorian, Australian and<br />
international communities and the<br />
public interest by:<br />
(i) enriching cultural and<br />
community life;<br />
(ii) elevating public awareness <strong>of</strong><br />
educational, scientific and<br />
artistic developments;<br />
(iii) promoting critical enquiry,<br />
informed intellectual discourse and<br />
public debate within the <strong>University</strong><br />
and in the wider society;<br />
(e) to confer degrees and grant<br />
diplomas, certificates and<br />
other awards.<br />
Undergraduate degrees <strong>of</strong>fered<br />
ARCHITECTURE, BUILDING<br />
AND PLANNING<br />
- Landscape Architecture<br />
- Planning and Design<br />
- Urban Planning and Development<br />
ARTS<br />
- Arts<br />
- Arts and Sciences<br />
- Creative Arts<br />
- Letters<br />
- Public Policy and Management<br />
ECONOMICS AND COMMERCE<br />
- Commerce<br />
EDUCATION<br />
- Early Childhood Education<br />
- Early Childhood Studies<br />
- Education (Primary)<br />
- Education and Training<br />
- Learning Development and Training<br />
ENGINEERING<br />
- Computer Science<br />
- Engineering<br />
- Geographic Information Technology<br />
- Geomatic Engineering<br />
LAND AND FOOD RESOURCES<br />
- Agriculture<br />
- Agricultural Science<br />
- Animal Science and Management<br />
- Applied Science<br />
- Food Science<br />
- Forestry<br />
- Forest Science<br />
- Horticulture<br />
- Natural Resource Management<br />
- Rural Business<br />
LAW<br />
- Laws<br />
MEDICINE, DENTISTRY AND<br />
HEALTH SCIENCES<br />
- Dental Science<br />
- Dental Studies<br />
- Medical Science<br />
- Medicine and Surgery<br />
- Nursing Science<br />
- Oral Health<br />
- Physiotherapy<br />
MUSIC<br />
- Music<br />
SCIENCE<br />
- Biomedical Science<br />
- Information Systems<br />
- Optometry<br />
- Science<br />
VETERINARY SCIENCE<br />
- Animal Science<br />
- Veterinary Science<br />
VICTORIAN COLLEGE OF THE ARTS<br />
- Contemporary Dance Teaching<br />
- Dance<br />
- Dramatic Art<br />
- Film and Television<br />
- Fine Art<br />
- Music Performance<br />
- Music Theatre<br />
In most disciplines in which there is a<br />
degree <strong>of</strong> Bachelor, degrees <strong>of</strong> Master<br />
and the degree <strong>of</strong> Doctor <strong>of</strong> Philosophy<br />
are also available. The <strong>University</strong> also<br />
<strong>of</strong>fers Juris Doctor courses.<br />
In addition, the following bachelor<br />
degree courses are also available for<br />
graduate entry: Architecture, Building,<br />
Property and Construction, Medicine,<br />
Social Work, Teaching.<br />
Graduate Certificates and Diplomas<br />
leading to a wide range <strong>of</strong> Masters<br />
degrees are <strong>of</strong>fered in all Faculties.<br />
Postgraduate Certificates and Diplomas<br />
are also <strong>of</strong>fered.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
63
At its inception, and for many years<br />
afterward, the <strong>University</strong> received<br />
grants from the Victorian Government<br />
and income from fees and benefactions.<br />
Since the Second World War the<br />
Australian Government has provided<br />
financial support for teaching and<br />
research activities.<br />
In the last decade <strong>of</strong> the 20th century<br />
the structure <strong>of</strong> the <strong>University</strong><br />
underwent pr<strong>of</strong>ound change. An<br />
amalgamation between the <strong>University</strong><br />
and the adjacent <strong>Melbourne</strong> College <strong>of</strong><br />
Advanced Education came into effect<br />
in 1989. This resulted in a merger<br />
between the College and the<br />
<strong>University</strong>’s Faculty <strong>of</strong> Education.<br />
The Hawthorn Institute <strong>of</strong> Education,<br />
affiliated with the <strong>University</strong> in 1991, is<br />
now fully amalgamated and integrated<br />
with the Faculty <strong>of</strong> Education.<br />
Also in 1991, the Victorian College <strong>of</strong><br />
the Arts affiliated with the <strong>University</strong><br />
and its higher education programs<br />
were then <strong>of</strong>fered through the School<br />
<strong>of</strong> the Victorian College <strong>of</strong> the Arts.<br />
The College remained largely an<br />
autonomous institution with its own<br />
Act <strong>of</strong> Parliament, Council and Director<br />
(Chief Executive), although its students<br />
enrolled in courses approved by the<br />
<strong>University</strong>’s Academic Board and<br />
received degrees <strong>of</strong> the <strong>University</strong>.<br />
Late in 2005, the <strong>University</strong> and the<br />
VCA signed Heads <strong>of</strong> Agreement under<br />
which the VCA became a Faculty <strong>of</strong> the<br />
<strong>University</strong> from 1 January 2007.<br />
The Victorian College <strong>of</strong> Agriculture and<br />
Horticulture affiliated with the <strong>University</strong><br />
in 1992, becoming a part <strong>of</strong> the new<br />
Faculty <strong>of</strong> Agriculture, Forestry and<br />
Horticulture in 1995. The Faculty was<br />
reconstituted as the Institute <strong>of</strong> Land<br />
and Food Resources in July 1997 and<br />
then as the Faculty <strong>of</strong> Land and Food<br />
Resources at the end <strong>of</strong> 2004. Over the<br />
course <strong>of</strong> 2005, the <strong>University</strong> finalised<br />
arrangements to relinquish the teaching<br />
<strong>of</strong> Vocational Education and Training<br />
courses previously <strong>of</strong>fered through the<br />
Institute and Faculty to specialist TAFE<br />
providers, leaving the <strong>University</strong> Faculty<br />
free to concentrate on higher education<br />
teaching and research.<br />
64<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
Faculties<br />
The <strong>University</strong> has 11 faculties and a School <strong>of</strong> Graduate Studies<br />
which has faculty status.<br />
Faculty Teaching Load – <strong>2006</strong> estimates<br />
LOAD<br />
(EFTSL)<br />
%<br />
Female<br />
Architecture, Building and Planning 1,519 49.8%<br />
Arts 6,097 66.4%<br />
Economics and Commerce 5,076 50.1%<br />
Education 2,705 77.3%<br />
Engineering 2,935 22.2%<br />
Land and Food Resources 951 50.7%<br />
Law 2,031 52.6%<br />
Medicine, Dentistry and Health Sciences 5,912 64.3%<br />
Music 482 65.5%<br />
Science 3,850 47.8%<br />
Veterinary Science 456 77.3%<br />
School <strong>of</strong> Enterprise 142 24.5%<br />
Other 271 59.8%<br />
Affiliated teaching institutions<br />
<strong>Melbourne</strong> Business School 494 29.8%<br />
Victorian College <strong>of</strong> the Arts 935 56.2%<br />
Total 33,856 56.0%<br />
Other includes School <strong>of</strong> Graduate Studies and unallocated load.<br />
Total includes load at 31 October <strong>2006</strong> and includes Study Abroad<br />
student load.<br />
In 1998 the <strong>University</strong> established a<br />
private arm, <strong>Melbourne</strong> <strong>University</strong><br />
Private Ltd, which <strong>of</strong>fered its first<br />
courses in 1999. During 2001 <strong>Melbourne</strong><br />
Enterprises International Limited<br />
became a subsidiary <strong>of</strong> <strong>Melbourne</strong><br />
<strong>University</strong> Private Ltd. As from July<br />
2003 <strong>Melbourne</strong> <strong>University</strong> Private Ltd<br />
became a self-accrediting institution<br />
but the <strong>University</strong>’s Academic Board<br />
continued to review courses accredited<br />
by <strong>Melbourne</strong> <strong>University</strong> Private Ltd<br />
on a periodic basis to ensure that they<br />
remained <strong>of</strong> a quality comparable to<br />
award courses at the same level at the<br />
<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>. On 6 June<br />
2005 the academic operations <strong>of</strong> the<br />
two bodies were merged, with students<br />
<strong>of</strong> <strong>Melbourne</strong> <strong>University</strong> Private<br />
becoming students <strong>of</strong> the <strong>University</strong> <strong>of</strong><br />
<strong>Melbourne</strong> from that date. <strong>Melbourne</strong><br />
<strong>University</strong> Private Limited, while<br />
continuing as a subsidiary company <strong>of</strong><br />
the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>, has been<br />
renamed UMEE Ltd and has ceased to<br />
operate as a university.<br />
Over the past two decades public<br />
funding per student has fallen steadily<br />
and the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>, like<br />
most other Australian universities, is<br />
increasingly reliant on student fees<br />
and other earned income to finance<br />
its operations.
university<br />
governance/<br />
The <strong>University</strong> and its Controlled Entities<br />
Committee <strong>of</strong> Convocation<br />
COUNCIL<br />
<strong>Melbourne</strong><br />
Business School Ltd<br />
Academic Board<br />
Senior Executive 1<br />
Vice-Chancellor<br />
and Principal<br />
Asialink<br />
Victorian College<br />
<strong>of</strong> the Arts<br />
Ian Potter Museum<br />
<strong>of</strong> Art<br />
<strong>Melbourne</strong> Theatre<br />
Company<br />
Subsidiary Companies<br />
Australian International<br />
Health Institute Ltd<br />
Australian Music<br />
Examinations Board<br />
(Vic) Ltd<br />
Faculties, School<br />
<strong>of</strong> Graduate Studies,<br />
Bio21 Molecular<br />
Science and<br />
Biotechnology Institute<br />
Deans 2<br />
<strong>Melbourne</strong> <strong>University</strong><br />
Bookshop<br />
Australian National<br />
Academy <strong>of</strong> Music Ltd<br />
Meanjin Company Ltd<br />
Academic Departments<br />
Heads <strong>of</strong><br />
Departments<br />
Administrative<br />
Departments<br />
UMEE Ltd<br />
<strong>Melbourne</strong> <strong>University</strong><br />
Publishing Ltd<br />
<strong>Melbourne</strong> Ventures<br />
Pty Ltd<br />
MU Student Union Ltd<br />
1 The Senior Executive includes the Vice-Chancellor and Principal,<br />
the Deputy Vice-Chancellors and the Vice-Principals<br />
(refer to page 3, Senior Officers).<br />
2 For full details <strong>of</strong> Deans, refer to page 68.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
65
<strong>2006</strong> Council Members attendance at Council and<br />
Council Committees during the year<br />
COUNCIL MEMBERS<br />
COUNCIL<br />
BUILDING<br />
& ESTATES<br />
COMMITTEE<br />
FINANCE<br />
COMMITTEE<br />
REMUNERATION<br />
& EMPLOYEE<br />
CONDITIONS<br />
COMMITTEE<br />
HONOURS<br />
COMMITTEE<br />
LEGISLATION<br />
& TRUSTS<br />
COMMITTEE<br />
COUNCIL<br />
NOMINATIONS<br />
& GOVERNANCE<br />
COMMITTEE<br />
AUDIT &<br />
RISK<br />
COMMITTEE<br />
UNIVERSITY<br />
RELATIONS<br />
COMMITTEE<br />
ELIGIBLE ATTENDED ELIGIBLE ATTENDED ELIGIBLE ATTENDED ELIGIBLE ATTENDED ELIBIBLE ATTENDED ELIGIBLE ATTENDED ELIGIBLE ATTENDED ELIGIBLE ATTENDED ELIGIBLE ATTENDED<br />
Alexander, Ms E 12 10 11 10 5 3<br />
Allen, Associate Pr<strong>of</strong>essor L 12 11 5 5 3 3<br />
Anning, Mr T L 12 12 6 5 9 9<br />
Briggs, Mr P 12 7 3 1<br />
Chernov, The Hon Justice A † 12 11 6 6 11 4 4 2 4 1 5 5<br />
Davis, Pr<strong>of</strong>essor G 12 10 6 0 11 9 4 4 5 3 3 0<br />
Doig, Dr M 12 12 4 1 5 3 4 3 3 3<br />
Elgar, Pr<strong>of</strong>essor M A 12 12 11 7 4 4 4 4<br />
Erickson, Mr P 12 12 9 3<br />
Hehir, Mr G 12 9 4 1<br />
Lawson, Judge I † 12 10<br />
Li, Pr<strong>of</strong>essor A * 12 1 4 0<br />
Lochtenberg, Dr B 12 9 6 4 4 4 4 2 5 4<br />
Ooi, Ms Lydia 12 11 5 4<br />
Renard, Mr I A 12 10 4 4 4 4 5 5 3 3<br />
Ritchie, Ms E N S 12 12 3 3<br />
Sloss, Ms M 9 9 6 5 9 9 5 4<br />
Skene, Pr<strong>of</strong>essor L 12 11 6 4 11 8 4 4 9 7 5 2<br />
Storelli, Ms R 12 10 4 3<br />
Thornley, Mr E 12 10 11 2 4 1<br />
White, The Hon Mr D R 12 12 6 3 11 10 4 4<br />
* Pr<strong>of</strong>essor Li is located overseas and communicates directly with the Chancellor and Vice-Chancellor in relation to Council matters.<br />
† At its April meeting Council noted that its judicial members might be prevented from attending some meetings<br />
or parts <strong>of</strong> meetings during the year through their obligations to complete court sittings, and resolved to grant<br />
them leave <strong>of</strong> absence on those occasions.<br />
Audit and<br />
Risk Committee<br />
The Audit and Risk Committee consists<br />
<strong>of</strong> six members appointed by Council<br />
at least three <strong>of</strong> whom are members<br />
<strong>of</strong> Council. At least five <strong>of</strong> the six<br />
members must be external members.<br />
The Chairperson is appointed by Council<br />
from among the members <strong>of</strong> Council.<br />
In making these appointments Council<br />
must ensure that at least one member<br />
is a member <strong>of</strong> the Finance Committee,<br />
and that any non-Council members are<br />
selected for their expertise in Audit<br />
and/or Risk Management.<br />
66<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
Membership at 31 December <strong>2006</strong><br />
comprised:<br />
THE HON DAVID WHITE (Chairperson)<br />
BCom LLB Melb FCA FCPA<br />
DR MEREDITH DOIG BA MEdStud Monash<br />
PhD RMIT DipEd Melb GradDipMgt RMIT<br />
PROFESSOR MARK ELGAR<br />
BSc Griff PhD Camb<br />
MR PAUL BARKER<br />
BBus RMIT DipAccounting Swinburne FCA ACIS<br />
MS MARGARET CROSSLEY FCA CPA<br />
MS ALISON KITCHEN<br />
BA (Hons) Sheff FCA CPA<br />
Representatives <strong>of</strong> the Victorian<br />
Auditor General’s Office are invited<br />
to attend meetings.<br />
Indemnity<br />
Pursuant to Section 16A <strong>of</strong> the<br />
<strong>Melbourne</strong> <strong>University</strong> Act, 1958, the<br />
<strong>University</strong> indemnifies Council members<br />
and members <strong>of</strong> Council and <strong>University</strong><br />
committees in respect <strong>of</strong> acts or<br />
omissions in good faith in the exercise<br />
<strong>of</strong> their powers or duties.
university<br />
governance/<br />
Principal Council Committees<br />
COUNCIL<br />
Audit and Risk<br />
Committee<br />
Building and<br />
Estates Committee<br />
Finance Committee<br />
Honours Committee<br />
Hon David While<br />
(Chairperson)<br />
Hon Justice A Chernov<br />
Deputy Chancellor<br />
(Chairperson)<br />
Ms E Alexander<br />
Member <strong>of</strong> Council<br />
(Chairperson)<br />
Mr I Renard<br />
Chancellor<br />
(Chairperson)<br />
Committee on<br />
Remmuneration<br />
and Employment<br />
Conditions<br />
Legislation and<br />
Trusts Committee<br />
Council<br />
Nominations<br />
and Governance<br />
Committee<br />
<strong>University</strong> Relations<br />
Committee<br />
Mr I Renard Chancellor<br />
(Chairperson)<br />
Ms M Sloss SC<br />
(Chairperson)<br />
Mr I Renard<br />
Chancellor<br />
(Chairperson)<br />
Mr I Renard<br />
Chancellor<br />
(Chairperson)<br />
Academic and Planning Committees<br />
COUNCIL<br />
Office <strong>of</strong> the<br />
Vice-Chancellor<br />
Academic Board<br />
Academic Programs Committee<br />
Teaching & Learning<br />
Quality Assurance Committee<br />
Selection Procedures Committee<br />
Libraries Committee<br />
Teaching & Learning<br />
(Multimedia & Educational<br />
Technologies) Committee<br />
(TaLMET)<br />
Other Academic Committees<br />
Planning and<br />
Budget Committee<br />
Advancement Committee<br />
Human Resources<br />
Advisory Committee<br />
International Committee<br />
<strong>Melbourne</strong> Experience<br />
Committee<br />
Equity and Diversity Committee<br />
Risk Management Committee<br />
<strong>University</strong> Infrastructure<br />
Committee<br />
Research and Research Training Committee<br />
As at 31 December <strong>2006</strong>.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
67
Faculties, Departments and Schools<br />
Architecture, Building<br />
and Planning<br />
Pr<strong>of</strong>essor Ruth Fincher<br />
BA MA McM PhD Clark FASSA<br />
Arts<br />
Pr<strong>of</strong>essor Belinda Probert<br />
BSc London PhD Lancs<br />
Anthropology, Geography<br />
and Environmental Studies<br />
Art History, Cinema, Classics and<br />
Archeology<br />
Criminology<br />
English<br />
History<br />
History and Philosophy and Science<br />
Philosophy<br />
Political Science<br />
Social Work<br />
School <strong>of</strong> Creative Arts<br />
School <strong>of</strong> Languages:<br />
• Horwood Language Centre<br />
• Language Studies<br />
Economics and Commerce<br />
Pr<strong>of</strong>essor Margaret Abernethy<br />
BEc PhD La Trobe<br />
Accounting and Business<br />
Information Systems<br />
Economics<br />
Finance<br />
Management and Marketing<br />
<strong>Melbourne</strong> Institute <strong>of</strong> Applied<br />
Economic and Social Research<br />
Education<br />
Pr<strong>of</strong>essor Field Rickards<br />
BSc Med Manc PhD Melb<br />
Engineering<br />
Pr<strong>of</strong>essor Jan Van Deventer<br />
B Eng PhD Deng Stell BCom DCom S Afr<br />
Chemical and<br />
Biomolecular Engineering<br />
Civil and Environmental Engineering<br />
Mechanical and Manufacturing<br />
Engineering<br />
Geomatics<br />
School <strong>of</strong> Electrical Engineering and<br />
Computer Science:<br />
• Computer Science<br />
• Electrical and Electronic Engineering<br />
Land and Food Resources<br />
Dr Rick Roush<br />
PhD UCal<br />
School <strong>of</strong> Agriculture and<br />
Food Systems<br />
School <strong>of</strong> Forest and<br />
Ecosystem Science<br />
School <strong>of</strong> Resource Management<br />
Law<br />
Pr<strong>of</strong>essor Michael Crommelin<br />
BA LLB Qld LLM PhD BrColl<br />
Medicine, Dentistry<br />
and Health Sciences<br />
Pr<strong>of</strong>essor James Angus<br />
BSc PhD Sydney FAA<br />
Nossal Institute for Global Health<br />
School <strong>of</strong> Behavioural Science:<br />
• Psychology<br />
School <strong>of</strong> Dental Science<br />
School <strong>of</strong> Medicine:<br />
Pre-clinical and Para-clinical<br />
Departments<br />
• Anatomy and cell biology<br />
• Biochemistry and molecular biology<br />
• Medical biology<br />
• Microbiology and immunology<br />
• Pathology<br />
• Pharmacology<br />
• Physiology<br />
Clinical Departments:<br />
• General practice<br />
• Medicine (Austin Health and<br />
Northern Health)<br />
• Medicine (Royal <strong>Melbourne</strong> Hospital<br />
and Western Hospital)<br />
• Medicine (St Vincent’s Hospital)<br />
• Obstetrics and gynaecology<br />
• Ophthalmology<br />
• Otolaryngology<br />
• Paediatrics<br />
• Psychiatry<br />
• Radiology<br />
• Surgery (Austin Health and<br />
Northern Health)<br />
• Surgery (Royal <strong>Melbourne</strong> Hospital<br />
and Western Hospital)<br />
• Surgery (St Vincent’s Hospital)<br />
School <strong>of</strong> Nursing<br />
School <strong>of</strong> Physiotherapy<br />
School <strong>of</strong> Population Health<br />
School <strong>of</strong> Rural Health<br />
Music<br />
Associate Pr<strong>of</strong>essor Cathy Falk<br />
BA PhD Monash<br />
Science<br />
Pr<strong>of</strong>essor Peter Rathjen<br />
BSc Adelaide PhD Oxon<br />
Botany<br />
Genetics<br />
Information Systems<br />
Mathematics and Statistics<br />
Optometry and Vision Sciences<br />
Zoology<br />
School <strong>of</strong> Chemistry<br />
School <strong>of</strong> Earth Sciences<br />
School <strong>of</strong> Physics<br />
Veterinary Science<br />
Pr<strong>of</strong>essor Ivan Caple<br />
BVSc Melb PhD NSW MCVSc<br />
School <strong>of</strong> Veterinary Science:<br />
• Veterinary Science<br />
• Veterinary Clinic and Hospital<br />
Graduate Studies<br />
Pr<strong>of</strong>essor Barbara Evans<br />
BSc PhD DipPhEd TSTC<br />
<strong>Melbourne</strong> Business School<br />
Pr<strong>of</strong>essor John Seybolt<br />
BA Yale MBA Utah PhD Cornell<br />
Victorian College <strong>of</strong> the Arts<br />
Pr<strong>of</strong>essor Andrea Hull AO<br />
BA DipEd Sydney FAIM<br />
Asia Institute<br />
Pr<strong>of</strong>essor Michael Leigh<br />
BA Melb PhD Cornell<br />
Bio21 Molecular Science and<br />
Biotechnology Institute<br />
Pr<strong>of</strong>essor Dick Wettenhall<br />
BSc Melb PhD Monash<br />
School <strong>of</strong> Enterprise<br />
Ms Mariann Fee<br />
BA Grad Dip<br />
Academic units listed within Faculties are departments unless otherwise indicated.<br />
Faculty and departmental titles are as at 31 December <strong>2006</strong>.<br />
68<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
statutory <strong>report</strong>ing/<br />
Statutory Reporting<br />
1. Environmental Sustainability<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> is<br />
committed to improving environmental<br />
sustainability, both through its role as an<br />
educational institution and as one <strong>of</strong> the<br />
largest public organisations in Victoria.<br />
<strong>University</strong> Environmental Policy<br />
Throughout <strong>2006</strong> the <strong>University</strong><br />
continued to implement the <strong>University</strong><br />
Environmental Policy. The principal<br />
environmental challenges recognised<br />
in the policy include improved efficiency<br />
<strong>of</strong> resource use, minimising waste<br />
generation and reducing discharges<br />
to the environment from <strong>University</strong><br />
activities.<br />
Ongoing sustainability activities<br />
undertaken during <strong>2006</strong> included:<br />
• Recycling programs for <strong>of</strong>fice<br />
waste, cardboard, aluminium, toner<br />
cartridges, batteries, overhead<br />
transparencies and CDs.<br />
• Hazardous waste collection with<br />
recycling <strong>of</strong> the hazardous waste, or<br />
if necessary, disposal in accordance<br />
with Environment Protection Authority<br />
requirements.<br />
• Purchase <strong>of</strong> green energy electricity<br />
sourced from renewable generators.<br />
• Engagement <strong>of</strong> all faculties and<br />
divisions <strong>of</strong> the <strong>University</strong> in achieving<br />
the goals <strong>of</strong> the Environmental Policy,<br />
strategic objectives and legislative<br />
compliance.<br />
• The <strong>University</strong>’s Environmental<br />
Advisory Committee established<br />
sustainability objectives and targets<br />
for <strong>2006</strong>. Significant achievements in<br />
meeting the objectives and targets<br />
are summarised in Table 1.<br />
Talloires Declaration<br />
As a signatory to the internationallyrecognised<br />
Talloires Declaration:<br />
<strong>University</strong> Presidents for a Sustainable<br />
Future, the <strong>University</strong> again <strong>report</strong>ed<br />
against its obligations under the<br />
Declaration’s Ten Point Plan. The <strong>2006</strong><br />
<strong>report</strong> provides a detailed overview<br />
<strong>of</strong> the range <strong>of</strong> campus initiatives,<br />
academic programs, and research<br />
Table 1. Sustainability Objectives & Achievements <strong>2006</strong> (summary)<br />
Objective<br />
1. Manage and reduce trade<br />
waste disposal<br />
2. Material Safety Data Sheet<br />
(MSDS) Management<br />
Systems<br />
3. Computer and Polystyrene<br />
Recycling Trial<br />
4. Establish environment<br />
web site publicising the<br />
<strong>University</strong>’s recycling<br />
streams<br />
Achievement<br />
A major review <strong>of</strong> trade waste arrangements<br />
was undertaken for the Parkville campus.<br />
New trade waste applications with improved<br />
monitoring arrangements were implemented.<br />
A MSDS management system was established.<br />
Inventories for laboratory chemicals were<br />
progressively added to the system throughout<br />
the year.<br />
A Computer and Polystyrene Recycling Program<br />
was established and implemented.<br />
A new dedicated web page for publicising the<br />
<strong>University</strong>’s recycling streams was established<br />
as part <strong>of</strong> EHS web site.<br />
5. Reduction <strong>of</strong> energy use An extensive energy audit was conducted.<br />
The energy audit identified potential energy<br />
consumption savings that can be made and<br />
which will reduce CO 2<br />
emissions.<br />
6. Reduction in water use Achieved 34 percent reduction in water<br />
consumption at Parkville campus during<br />
<strong>2006</strong>, compared to 2004 consumption.<br />
A draft Sustainability Strategic Plan for 2007-2010 was developed in <strong>2006</strong><br />
and is scheduled for consultation, endorsement and publication during 2007.<br />
activities which support environmentally<br />
responsible citizenship across the<br />
<strong>University</strong>, the wider community and<br />
internationally.<br />
Environmental Management<br />
System (EMS)<br />
The <strong>University</strong>’s EMS, encompassing<br />
the Environment Health and Safety<br />
(EHS) Manual, was subject to a major<br />
review in 2005. Further revision <strong>of</strong> the<br />
EHS Manual procedures are discussed<br />
in the Statement on Occupational<br />
Health and Safety (OHS) on p 77 <strong>of</strong><br />
this <strong>report</strong>.<br />
Regulatory Activity<br />
• There was no regulatory activity from<br />
the Environment Protection Authority<br />
Victoria or any other environmental<br />
regulator during <strong>2006</strong>.<br />
External Environmental<br />
Management System (EMS) Audits<br />
• Lloyds Register Quality Assurance<br />
conducted a surveillance audit in<br />
April and May <strong>2006</strong> to verify that the<br />
<strong>University</strong>’s EMS conforms to the<br />
requirements <strong>of</strong> the ISO14001:2004<br />
Environmental Management<br />
Standard. The <strong>University</strong>’s ISO<br />
14001:2004 certification demonstrates<br />
the <strong>University</strong>’s commitment to<br />
environmentally sustainable operations.<br />
The audit noted one major nonconformance<br />
resulting from inconsistent<br />
trade waste monitoring throughout<br />
the <strong>University</strong>’s Parkville campus and<br />
sampling <strong>of</strong> emissions at the Werribee<br />
campus. Corrective actions to date have<br />
resulted in its downgrading to a minor<br />
non-conformance. Further corrective<br />
action is in progress. The one minor<br />
non-conformance noted was remedied<br />
during the year.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
69
Internal Environmental<br />
Management System<br />
(EMS) Audits<br />
70<br />
• A program <strong>of</strong> internal audits <strong>of</strong><br />
the <strong>University</strong>’s EMS continued<br />
throughout <strong>2006</strong>. The local EMS is<br />
internally audited against the criteria<br />
<strong>of</strong> ISO 14001:2004 in all academic<br />
and administrative divisions <strong>of</strong><br />
the <strong>University</strong> and a number <strong>of</strong> its<br />
controlled entities. During <strong>2006</strong> over<br />
450 criteria were audited across the<br />
<strong>University</strong>. Overall the <strong>University</strong><br />
achieved less than three percent nonconformances.<br />
Auditees are required<br />
to develop action plans to address all<br />
adverse audit findings and the internal<br />
audit program reviews the auditees’<br />
progress in addressing the<br />
non-conformances.<br />
Educating the <strong>University</strong> and<br />
the Wider Community<br />
• The <strong>University</strong>’s environmental<br />
communication and education<br />
initiatives include celebrating World<br />
Environment Day. This breakfast<br />
event was well attended in <strong>2006</strong><br />
and the keynote speaker was the<br />
Honourable Tom Roper, Board<br />
Member <strong>of</strong> the Climate Institute and<br />
Greenfleet Australia, and Project<br />
Leader for the Global Sustainable<br />
Energy Islands Initiative.<br />
• The <strong>University</strong> <strong>of</strong>fers major courses in<br />
postgraduate environmental studies<br />
through the Office for Environmental<br />
Programs (OEP), which coordinates<br />
the Graduate Environmental Program<br />
(GEP). The GEP comprises six<br />
postgraduate coursework programs<br />
on environmental sustainability<br />
across 10 faculties. International<br />
benchmarking indicates the<br />
interdisciplinary program is highly<br />
innovative in its field. In <strong>2006</strong>,<br />
162 students were enrolled in the<br />
OEP program and enrolments<br />
are increasing. The OEP also has<br />
ongoing arrangements to collaborate<br />
with Parks Victoria on a number <strong>of</strong><br />
environmental research topics.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
• The <strong>University</strong> hosted a number<br />
<strong>of</strong> guest lectures and conferences<br />
related to the environment in <strong>2006</strong>,<br />
including the Australian Institute <strong>of</strong><br />
Energy (AIE) National Conference.<br />
2. Freedom <strong>of</strong> Information<br />
In the period from 1 July 2005 to 30<br />
June <strong>2006</strong> eight new requests for<br />
documents were received. These<br />
comprised four requests for personal<br />
documents and four requests for nonpersonal<br />
documents. Access in full was<br />
given to two requests, partial access<br />
to two requests, ‘no documents found’<br />
was advised in three cases and one was<br />
unresolved within the <strong>report</strong>ing period.<br />
The Principal Officer <strong>of</strong> the <strong>University</strong><br />
is the Vice-Chancellor. The Senior-Vice<br />
Principal is the formally designated<br />
Freedom <strong>of</strong> Information Manager <strong>of</strong> the<br />
<strong>University</strong>.<br />
All formal requests for access to<br />
documents <strong>of</strong> the <strong>University</strong>, under<br />
the provisions <strong>of</strong> the Freedom <strong>of</strong><br />
Information Act, are to be made in<br />
writing to:<br />
The Senior Vice-Principal<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong><br />
PARKVILLE VIC 3010<br />
Where access is granted to inspect,<br />
obtain or purchase material,<br />
arrangements will be made during<br />
normal <strong>of</strong>fice hours, Monday – Friday,<br />
8.45am to 5.00pm.<br />
Enquiries on any aspect <strong>of</strong> the Freedom<br />
<strong>of</strong> Information legislation, or assistance<br />
that may be required to identify<br />
documents <strong>of</strong> the <strong>University</strong> available<br />
under Freedom <strong>of</strong> Information, should<br />
be directed to:<br />
Mr Len Currie<br />
<strong>University</strong> Secretary<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong><br />
PARKVILLE VIC 3010<br />
Telephone: (03) 8344 4000<br />
A request for access to a document<br />
<strong>of</strong> the <strong>University</strong> should include<br />
sufficient information about that<br />
document to enable it to be identified.<br />
Assistance will be provided by an<br />
<strong>of</strong>ficer <strong>of</strong> the <strong>University</strong> in cases<br />
where details supplied about a<br />
document are not sufficiently clear to<br />
identify that document.<br />
Charges for access to documents <strong>of</strong> the<br />
<strong>University</strong> under the provisions <strong>of</strong> the<br />
Freedom <strong>of</strong> Information Act will be in<br />
accordance with the standard provisions<br />
<strong>of</strong> the Freedom <strong>of</strong> Information (Access<br />
Charges) Regulation 1993.<br />
A: Categories <strong>of</strong> Documents<br />
Major Information Series:<br />
1. <strong>University</strong> Council Minutes 1853–<br />
2. Academic Board (formerly Pr<strong>of</strong>essorial<br />
Board) Minutes 1853–<br />
3. Central Administration<br />
Correspondence<br />
4. Staff Correspondence Files<br />
5. Faculty Records<br />
6. Academic Department Records<br />
7. Computer Records and Systems<br />
Computer-based systems have been<br />
developed to assist the <strong>University</strong>’s<br />
administrative processes in the<br />
following major areas <strong>of</strong> activity:<br />
• Student Administration<br />
• Human Resources<br />
• Financial Accounting<br />
• Budgeting<br />
• Research Administration<br />
A wide range <strong>of</strong> smaller systems has<br />
also been developed. Within this overall<br />
structure, a vast range <strong>of</strong> individual<br />
computer <strong>report</strong>s is produced to meet<br />
the needs <strong>of</strong> <strong>University</strong> Administration,<br />
faculties, academic departments and<br />
students.
statutory <strong>report</strong>ing/<br />
B: Documents Containing<br />
Policies, Procedures and<br />
Guidelines<br />
Documents listed within this section<br />
cover <strong>University</strong> publications that<br />
include details <strong>of</strong> policies, operating<br />
procedures and/or guidelines that may<br />
have an effect or impact on members<br />
<strong>of</strong> the public in their dealings with<br />
the <strong>University</strong>. All documents listed<br />
may be inspected on application to<br />
the <strong>University</strong> Secretary, where not<br />
otherwise available in the <strong>Melbourne</strong><br />
<strong>University</strong> Bookshop or other public<br />
venues. Many documents are available<br />
on the web at: www.unimelb.edu.<br />
au/policyprocs/<br />
1. <strong>University</strong> Act, Statutes<br />
and Regulations<br />
The <strong>University</strong> Act, Statutes and<br />
Regulations are detailed in the Calendar.<br />
Regulations dealing with courses,<br />
scholarships and endowments are<br />
available on the web at: http://www.<br />
unimelb.edu.au/ExecServ/calendar/<br />
2. Standing Resolutions<br />
<strong>of</strong> Council<br />
Standing Resolutions <strong>of</strong> Council codify<br />
the terms <strong>of</strong> reference, membership<br />
and functions <strong>of</strong> committees <strong>of</strong><br />
Council and collect together all Council<br />
resolutions on meeting procedures etc.<br />
and are available on the web at: www.<br />
unimelb.edu.au/unisec/Srvol1/<br />
3. Manuals/Rules <strong>of</strong> Procedure<br />
Rules and practices affecting members<br />
<strong>of</strong> the public in their dealings with the<br />
<strong>University</strong> will be found, in the first<br />
instance, in the following online or<br />
paper publications:<br />
• Calendar<br />
weblink: http://www.unimelb.edu.<br />
au/ExecServ/calendar/<br />
• PhD Handbook – Guide to Rules and<br />
Regulations<br />
weblink: http://www.gradstudies.<br />
unimelb.edu.au/phd/enrolcandid/<br />
phdhbk/<br />
• Undergraduate Studies Handbook<br />
weblink: http://www.unimelb.edu.<br />
au/HB/index.html<br />
• Student Diary<br />
• Personnel Policy and Procedures<br />
weblink: http://www.unimelb.edu.<br />
au/ppp/docs/<br />
• Finance Policy and Procedures<br />
weblink: http://www.unimelb.edu.<br />
au/FinPPM/FPP0home.htm<br />
• Environmental Health and<br />
Safety Manual<br />
weblink: http://www.unimelb.edu.<br />
au/ehsm/<br />
• IT Policy Strategies and Procedures<br />
Guide<br />
weblink: http://www.infodiv.unimelb.<br />
edu.au/itpp/<br />
• Management Policy &<br />
Procedures Manual<br />
weblink: http://www.unimelb.edu.<br />
au/records/manual.html<br />
• Compliance Manual<br />
weblink: http://www.unimelb.edu.<br />
au/compliance/manual/index.html<br />
C: Publicity Services<br />
The <strong>University</strong> issues a large number<br />
and range <strong>of</strong> publications. A list <strong>of</strong><br />
<strong>of</strong>ficial publications is available on the<br />
web at: www.unimelb.edu.au/unisec/<br />
foipart2.html<br />
D: Report Literature<br />
• Growing Esteem: The <strong>University</strong> <strong>of</strong><br />
<strong>Melbourne</strong> Strategic Plan <strong>2006</strong><br />
• The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual<br />
Report <strong>2006</strong><br />
• The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual<br />
Budget <strong>2006</strong><br />
• Towards Environmental Sustainability<br />
• Learning and Teaching Management<br />
Plan <strong>2006</strong><br />
• Research and Research Training<br />
Plan <strong>2006</strong><br />
• The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong><br />
Research Report<br />
• The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong><br />
Research Performance<br />
3. Whistleblowers<br />
Protection Act 2001<br />
<strong>University</strong> Procedures<br />
The <strong>University</strong> is committed to ensuring<br />
full compliance with the aims and<br />
objectives <strong>of</strong> the Whistleblowers<br />
Protection Act 2001 (The Act). It<br />
tolerates neither improper conduct by<br />
<strong>University</strong> staff and Council members<br />
nor the taking <strong>of</strong> reprisals against those<br />
who come forward to disclose<br />
such conduct.<br />
The <strong>University</strong> recognises the value<br />
<strong>of</strong> transparency and accountability in<br />
its administrative and management<br />
practices and supports the making<br />
<strong>of</strong> disclosures that reveal corrupt<br />
conduct, conduct involving a substantial<br />
mismanagement <strong>of</strong> public resources,<br />
or conduct involving a substantial<br />
risk to public health and safety or the<br />
environment.<br />
The <strong>University</strong> will take all reasonable<br />
steps to protect people who make such<br />
disclosures from any detrimental action<br />
in reprisal for making the disclosure.<br />
It will also afford natural justice to<br />
any person who is the subject <strong>of</strong> the<br />
disclosure.<br />
The <strong>University</strong>’s procedures for<br />
<strong>report</strong>ing disclosures <strong>of</strong> improper<br />
conduct or detrimental action by the<br />
<strong>University</strong>, its staff or members <strong>of</strong><br />
Council were updated in June <strong>2006</strong> and<br />
can be viewed at http://www.hr.unimelb.<br />
edu.au/advicesupport/whistleblowers<br />
The procedures enable disclosures to<br />
be made to the protected disclosure<br />
coordinator or to one <strong>of</strong> the nominated<br />
protected disclosure <strong>of</strong>ficers.<br />
Disclosures may be made by students,<br />
staff member or by members <strong>of</strong><br />
the public.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
71
Disclosures<br />
Two protected disclosures on a<br />
common issue were made in 2005.<br />
The Ombudsman determined them<br />
to be public interest disclosures. The<br />
<strong>University</strong> investigated the matters in<br />
<strong>2006</strong> and <strong>report</strong>ed its finding to the<br />
Ombudsman together with a series <strong>of</strong><br />
recommendations as to actions it would<br />
take. The <strong>University</strong> <strong>report</strong>ed to the<br />
Ombudsman on the outcome <strong>of</strong> those<br />
measures and the Ombudsman advised<br />
that the matter had been finalised.<br />
In <strong>2006</strong>, a staff member made a<br />
protected disclosure based on the<br />
alleged misconduct <strong>of</strong> another staff<br />
member. The Ombudsman determined<br />
it to be a public interest disclosure.<br />
The matter was investigated, and the<br />
<strong>University</strong> advised the Ombudsman <strong>of</strong> a<br />
series <strong>of</strong> recommendations as to future<br />
action. Most <strong>of</strong> the recommendations<br />
have been implemented, but the matter<br />
has yet to be finalised. Advice on the<br />
outcome <strong>of</strong> this complaint will be<br />
<strong>report</strong>ed in the year that the matter is<br />
concluded.<br />
In February <strong>2006</strong>, a staff member<br />
made a complaint about a range <strong>of</strong><br />
matters which he subsequently stated<br />
was a whistleblower complaint. The<br />
Ombudsman was advised <strong>of</strong> the<br />
complaint. The staff member later made<br />
a complaint <strong>of</strong> detrimental action by the<br />
<strong>University</strong> directly to the Ombudsman.<br />
The Ombudsman has determined that<br />
the complaint is a protected disclosure,<br />
sought <strong>University</strong> advice as to whether<br />
the matters complained about constitute<br />
a public interest disclosure, and<br />
indicated his intention to investigate<br />
the allegation <strong>of</strong> detrimental action.<br />
The outcome <strong>of</strong> that investigation and<br />
any consequent actions, either by the<br />
Ombudsman or the <strong>University</strong>, will<br />
be <strong>report</strong>ed in the year in which the<br />
investigation is concluded.<br />
4: Complaints Made<br />
to and Investigated by<br />
the Ombudsman<br />
Two students lodged complaints<br />
with the Ombudsman in <strong>2006</strong>, one<br />
concerning retrospective alteration<br />
<strong>of</strong> a marking guide after it had been<br />
used to mark students’ papers, and the<br />
other concerning the processes used<br />
to determine a student’s assessment<br />
and the handling <strong>of</strong> her appeal against<br />
the result. In the first matter the<br />
Ombudsman found that the marking<br />
guide had been amended after results<br />
had been finalised, and recommended<br />
that the <strong>University</strong> review its processes<br />
in relation to the content and use <strong>of</strong><br />
such guides. He also recommended<br />
that the <strong>University</strong> consult with the<br />
Public Records Office to ensure its<br />
policy as it relates to the destruction <strong>of</strong><br />
examination script books complies with<br />
its obligations under the Public Records<br />
Act 1973. The <strong>University</strong> accepted both<br />
recommendations. In the matter related<br />
to a student’s assessment and her<br />
subsequent appeal, the Ombudsman<br />
found that the <strong>University</strong>’s actions were<br />
reasonable in the circumstances and<br />
made no recommendations.<br />
No staff member lodged a grievance<br />
with the Ombudsman in <strong>2006</strong>.<br />
Grievance Procedures and<br />
Complaints to the Ombudsman<br />
The <strong>University</strong> developed a set <strong>of</strong><br />
student grievance procedures in 2003,<br />
taking into account comments from<br />
the Victorian Government review<br />
<strong>of</strong> governance in universities. The<br />
procedures were reviewed again in early<br />
2004 in the light <strong>of</strong> some experience<br />
at using them and were amended<br />
to include some clarification about<br />
further processes <strong>of</strong> appeal to outside<br />
bodies. The current student grievance<br />
procedures are on the <strong>University</strong>’s web<br />
site at: www.services.unimelb.edu.<br />
au/grievances/<br />
The grievance procedures in the<br />
<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> <strong>2006</strong><br />
Enterprise Bargaining Agreement apply<br />
to all staff grievances, except where<br />
specific procedures exist. Specific<br />
processes exist for handling grievances<br />
relating to sexual harassment or<br />
unlawful discrimination. Staff members<br />
may also be aggrieved by decisions<br />
made by the <strong>University</strong> in relation<br />
to promotion, reclassification <strong>of</strong> general<br />
staff positions and disciplinary penalties<br />
for misconduct and unsatisfactory<br />
performance. Specific review<br />
committees exist to handle each <strong>of</strong><br />
these issues. Current staff grievance<br />
procedures are on the <strong>University</strong>’s<br />
web site at: www.hr.unimelb.edu.<br />
au/advicesupport/grievance<br />
The <strong>University</strong>’s grievance web sites<br />
have been further developed to provide<br />
greater assistance to staff and students<br />
wishing to utilise grievance procedures.<br />
5. Statement on the<br />
<strong>University</strong>’s Risk<br />
Management Strategy<br />
The management <strong>of</strong> risk is a core<br />
framework component <strong>of</strong> the<br />
<strong>University</strong>’s Accountability Structure<br />
which integrates <strong>annual</strong> cycles <strong>of</strong><br />
strategic and operational planning,<br />
<strong>report</strong>ing and quality assurance. The<br />
<strong>University</strong> seeks to alert staff to the<br />
ongoing importance <strong>of</strong> monitoring<br />
and addressing risk in all areas <strong>of</strong><br />
<strong>University</strong> activity.<br />
A number <strong>of</strong> structures and processes<br />
are in place for identifying and managing<br />
risk. Senior Officers are assigned<br />
accountability for designated areas<br />
<strong>of</strong> risk. The Risk Management<br />
Committee has responsibility for<br />
monitoring the performance <strong>of</strong><br />
<strong>University</strong> Officers in managing risk<br />
and for ensuring risk is managed in a<br />
coordinated manner. Several Council<br />
Committees exercise a governance<br />
role on behalf <strong>of</strong> Council in ensuring<br />
that designated risk accountabilities are<br />
being properly exercised.<br />
72<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
statutory <strong>report</strong>ing/<br />
The Audit and Risk Committee which<br />
<strong>report</strong>s directly to both the <strong>University</strong>’s<br />
Finance Committee and Council,<br />
continues to encompass the governance<br />
responsibility for broad monitoring<br />
<strong>of</strong> the handling <strong>of</strong> <strong>University</strong> risk.<br />
The membership <strong>of</strong> this committee<br />
comprises external members <strong>of</strong> Council<br />
and other external appointees with<br />
expertise in audit and risk management.<br />
In carrying out its oversight role over<br />
<strong>University</strong> subsidiary companies and<br />
controlled entities, the Subsidiaries Sub-<br />
Committee, a Committee <strong>report</strong>ing to<br />
the Finance Committee, reviews <strong>annual</strong><br />
budgets and business plans, including<br />
risk management plans, and regularly<br />
monitors performance against budget<br />
and plan.<br />
Two other <strong>University</strong> Committees<br />
exercising significant risk management<br />
accountabilities are:<br />
• Finance Committee<br />
- oversight <strong>of</strong> financial risks <strong>of</strong><br />
the <strong>University</strong><br />
- oversight <strong>of</strong> <strong>University</strong> Companies<br />
and other major incorporated<br />
entities; and<br />
• Investment Management Committee<br />
- oversight <strong>of</strong> the external placement <strong>of</strong><br />
the <strong>University</strong>’s investment portfolio<br />
A number <strong>of</strong> operational units have<br />
specific risk mitigation programs – for<br />
instance Property and Campus Services,<br />
which oversees the <strong>University</strong>’s<br />
Environment Health and Safety<br />
Program. The <strong>University</strong>’s Compliance<br />
Officer <strong>report</strong>s regularly to the<br />
<strong>University</strong> Council on matters relevant<br />
to compliance with the <strong>University</strong>’s<br />
statutory obligations.<br />
The <strong>University</strong> has an integrated<br />
strategic risk assessment model to<br />
address <strong>University</strong> risks in addition<br />
to those identified by the academic and<br />
administrative departments. This now<br />
forms part <strong>of</strong> the Annual Planning Cycle.<br />
The <strong>University</strong>’s Risk Management<br />
Committee monitors the<br />
implementation <strong>of</strong> action plans<br />
developed to address risks with a high<br />
residual risk rating.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
73
<strong>University</strong> Controlled Entities – levels <strong>of</strong> financial and reputational risk<br />
PRINCIPAL OBJECTIVES<br />
LEVEL OF<br />
FINANCIAL RISK<br />
(HIGH, MEDIUM<br />
OR LOW)<br />
LEVEL OF<br />
REPUTATIONAL RISK<br />
(HIGH, MEDIUM OR<br />
LOW)<br />
Corporate Vehicles<br />
Australian International<br />
Health Institute (The<br />
<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>)<br />
Limited<br />
To undertake research, development, education, training,<br />
consultancy and other activities in regard to medicine, dentistry,<br />
health, health science and related areas.<br />
To provide facilities for study, research and education.<br />
Medium<br />
Low<br />
Australian Music<br />
Examinations<br />
Board (Vic) Limited<br />
To represent in Victoria the Australian Music Examinations Board<br />
as the State Committee for the purposes <strong>of</strong> the conduct within<br />
the State <strong>of</strong> Victoria and elsewhere <strong>of</strong> music examinations.<br />
To aid, promote and assist music, music education and the<br />
appreciation <strong>of</strong> music.<br />
Low<br />
Low<br />
Australian National<br />
Academy <strong>of</strong> Music Limited<br />
To operate as a national centre <strong>of</strong> excellence in practical music<br />
education and training.<br />
To provide practical music education and training for<br />
outstandingly talented music students.<br />
Low<br />
Low<br />
UMEE Limited (formerly<br />
<strong>Melbourne</strong> <strong>University</strong><br />
Private Limited)<br />
To commercialise educational services.<br />
To conduct English Language teaching.<br />
Medium<br />
Medium<br />
<strong>Melbourne</strong> Business School<br />
Limited<br />
To undertake the education <strong>of</strong> <strong>University</strong> graduates,<br />
undergraduates and others in management studies.<br />
To conduct post-experience courses for practising managers.<br />
To conduct postgraduate research programs into<br />
management and related areas, and to promote, licence,<br />
develop and apply the results <strong>of</strong> research activities.<br />
Low<br />
Low<br />
<strong>Melbourne</strong> <strong>University</strong><br />
Publishing Limited<br />
To publish the best scholarly writing from Australia<br />
and overseas, both within and independent <strong>of</strong> the<br />
tertiary sector.<br />
To develop and disseminate text and image-based intellectual<br />
property in a variety <strong>of</strong> formats and media.<br />
To retain and develop <strong>Melbourne</strong> <strong>University</strong> Press and the<br />
Miegunyah Press as imprints <strong>of</strong> the company.<br />
Medium<br />
Low<br />
<strong>Melbourne</strong> Ventures Pty<br />
Limited<br />
To create a valuable portfolio <strong>of</strong> successfully<br />
commercialised <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> technologies by<br />
making available to <strong>University</strong> staff the requisite skills and<br />
resources to ensure that technologies developed by the<br />
<strong>University</strong> are given the best possible opportunity<br />
to succeed in the commercial marketplace.<br />
Low<br />
Low<br />
MU Student Union Limited<br />
To advance the education <strong>of</strong> students <strong>of</strong> the <strong>University</strong> by<br />
providing amenities, services and facilities for the benefit <strong>of</strong><br />
students, utilising the Amenities and Services Fee funding and<br />
such other revenue or reserves <strong>of</strong> the company as may be<br />
appropriate in the circumstances.<br />
Low<br />
Low<br />
The Meanjin Company<br />
Limited<br />
To publish Meanjin, a quarterly literary magazine reflecting the<br />
breadth <strong>of</strong> contemporary thinking in literature and other art<br />
forms or broader issues <strong>of</strong> the times.<br />
Low<br />
Low<br />
Victorian Institute for<br />
Chemical Sciences Limited<br />
To advance chemical sciences in Victoria Low Low<br />
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The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
statutory <strong>report</strong>ing/<br />
<strong>University</strong> Business Operations – levels <strong>of</strong> financial and reputational risk<br />
PRINCIPAL OBJECTIVES<br />
LEVEL OF<br />
FINANCIAL RISK<br />
LEVEL OF<br />
REPUTATIONAL RISK<br />
(HIGH, MEDIUM<br />
OR LOW)<br />
(HIGH, MEDIUM OR<br />
LOW )<br />
<strong>Melbourne</strong> <strong>University</strong><br />
Bookshop<br />
To work closely with departments to supply<br />
students with teaching and text materials to meet<br />
course and research requirements at affordable<br />
prices.<br />
To maintain a high quality campus bookstore web<br />
site and provide new services electronically as<br />
they evolve.<br />
To operate on a commercial basis and return a<br />
pr<strong>of</strong>it to the <strong>University</strong>.<br />
Low<br />
Low<br />
<strong>Melbourne</strong> Theatre<br />
Company<br />
To develop new Australian writing by the<br />
presentation <strong>of</strong> first-rate productions <strong>of</strong> new<br />
work, as well as by a program <strong>of</strong> commissions,<br />
workshops and dramaturgy.<br />
To promote the development <strong>of</strong> an<br />
Australian repertoire.<br />
To present first class and original productions <strong>of</strong><br />
classic works from the past.<br />
To operate on a commercial basis and as a<br />
pr<strong>of</strong>essional theatre company.<br />
Low<br />
Low<br />
Veterinary Clinic and<br />
Hospital<br />
To provide teaching material for undergraduate<br />
and postgraduate students in veterinary science.<br />
Medium<br />
Low<br />
International House<br />
To be a place <strong>of</strong> residence, education and<br />
corporate life for students and for the purpose<br />
<strong>of</strong> encouraging international understanding and<br />
friendship among students.<br />
Low<br />
Low<br />
Medley Hall<br />
To be a place <strong>of</strong> residence, education and<br />
corporate life for students and for the purpose <strong>of</strong><br />
encouraging understanding and friendship among<br />
students.<br />
Low<br />
Low<br />
W T Kendall Hall<br />
To be a residence for students in the third and<br />
fourth years <strong>of</strong> Veterinary Science.<br />
Low<br />
Low<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
75
External Investments – levels <strong>of</strong> financial and reputational risk<br />
PRINCIPAL OBJECTIVES<br />
LEVEL OF<br />
FINANCIAL<br />
RISK<br />
LEVEL OF<br />
REPUTATIONAL<br />
RISK<br />
(HIGH,<br />
MEDIUM<br />
OR LOW)<br />
(HIGH, MEDIUM<br />
OR LOW )<br />
Universitas 21 LBG<br />
To provide a pre-eminent brand for educational services<br />
supported by a strong quality assurance framework.<br />
To allow member universities to pursue significant<br />
global initiatives that would be beyond their individual<br />
capabilities.<br />
Low<br />
Low<br />
Universitas 21 Global Pte<br />
Ltd (Joint venture between<br />
Universitas 21 LBG and<br />
Thomson Learning)<br />
To be an e-<strong>University</strong> that provides leading-edge access<br />
to educational programs designed to meet the needs <strong>of</strong><br />
individuals and corporations in the information economy<br />
<strong>of</strong> the 21st century.<br />
To build academic programs that incorporate the<br />
traditions and strengths <strong>of</strong> its founders and add the value<br />
<strong>of</strong> the internet as a powerful educational medium.<br />
Medium<br />
Medium<br />
Universitas 21 Equity Ltd<br />
To hold part <strong>of</strong> the issued share capital <strong>of</strong> Universitas<br />
21 Global.<br />
Medium<br />
Medium<br />
Bio21 Australia Limited<br />
To develop and enhance the reputation <strong>of</strong> Victoria as a<br />
leading academic centre for the advancement <strong>of</strong><br />
knowledge in fundamental areas <strong>of</strong> biology, medicine,<br />
science and technology. In cooperation with other<br />
universities, other educational and scientific institutions<br />
and other persons to conduct world class training,<br />
financially viable biotechnology research and to facilitate<br />
the development and commercialisation <strong>of</strong> the results <strong>of</strong><br />
that research.<br />
Low<br />
Low<br />
NeuroSciences Victoria Ltd<br />
To organise and focus neuroscience research so that<br />
the social and economic potential <strong>of</strong>fered by Australian<br />
neuroscience is realised.<br />
To promote and mediate large-scale collaborative<br />
research programs that will result in discoveries and<br />
technologies for the management <strong>of</strong> neurological and<br />
psychiatric disorders.<br />
Low<br />
Medium<br />
UIIT Pty Ltd<br />
To provide seed funding to further develop promising<br />
research outcomes.<br />
To assist with the commercialisation <strong>of</strong> such research<br />
outcomes.<br />
Low<br />
Low<br />
UniSeed Management<br />
Pty Ltd<br />
To provide management services to UIIT Pty Limited. Low Low<br />
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The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
statutory <strong>report</strong>ing/<br />
Table 2. Occupational Health and Safety Strategic Plan 2004-<strong>2006</strong><br />
Objective<br />
1. Establish and maintain an OHS management<br />
system that facilitates a structured approach to<br />
the management <strong>of</strong> OHS risk.<br />
2. Provide adequate human, financial and time<br />
resources to ensure the effectiveness and<br />
sustainability <strong>of</strong> the system.<br />
3. Keep up-to-date with relevant health and<br />
safety legislative obligations. Achieve and<br />
maintain compliance with these obligations.<br />
4. Promote a culture that encourages people<br />
to proactively manage health and safety risk<br />
through education, instruction, information<br />
and supervision.<br />
5. Clearly define and communicate staff, student<br />
and contractor responsibilities in relation to<br />
health and safety.<br />
6. Proactively identify and manage health and<br />
safety via a documented hazard identification,<br />
risk assessment, risk control and monitoring<br />
process.<br />
7. Improve processes that ensure that incidents<br />
and hazards are promptly investigated where<br />
appropriate, and control measures are put in<br />
place to eliminate or minimise the chance <strong>of</strong> a<br />
repeat event.<br />
8. Maintain building infrastructure, plant and<br />
equipment in a safe condition with documented<br />
safe systems <strong>of</strong> work.<br />
9. Routinely monitor and review OHS<br />
performance to achieve continual improvement.<br />
Achievement<br />
A major review <strong>of</strong> the OHS Management System was undertaken in 2005<br />
and resulted in the revision and publication <strong>of</strong> some new/revised OHS<br />
procedures in the EHS Manual in <strong>2006</strong>. The revision <strong>of</strong> the EHS Manual is<br />
scheduled for completion in 2007.<br />
Additional human resources, including one EHS Manager, two EHS<br />
advisers and one administration position, were added to the EHS<br />
Unit in <strong>2006</strong>. In addition, various local faculties, departments and<br />
schools employed additional human resources to implement the OHS<br />
Management System.<br />
Additional financial resources were approved for the recruitment <strong>of</strong> four<br />
faculty-based EHS staff for high-risk faculties.<br />
The EHS unit staff continued to monitor health and safety legalisation,<br />
regulations, codes and relevant Australian Standards and amended the<br />
university’s EHS Manual and other guidance materials where necessary.<br />
The <strong>University</strong> continued to provide Health and Safety information<br />
to all staff through the local induction program, the staff orientation<br />
program and various formal training programs including EHS Roles and<br />
Responsibilities. <strong>University</strong> publications were also used to promote and<br />
publicise health and safety procedures and programs.<br />
New/revised health and safety procedures in the EHS clearly define the<br />
responsibilities for staff, students and contractors.<br />
The EHS Contractor Management system used in Property and Campus<br />
Services clearly defines and communicates contractors’ responsibilities.<br />
Additional information included in the <strong>2006</strong> student diary communicates<br />
key student health and safety responsibilities.<br />
During <strong>2006</strong> a new EHS Risk Management procedure providing for<br />
improved health and safety risk assessments was launched and<br />
published.<br />
During <strong>2006</strong> an improved EHS Incident Reporting and Investigation<br />
procedure with an accompanying electronic incident <strong>report</strong>ing system<br />
was developed.<br />
Increased financial resources were allocated to building infrastructure<br />
maintenance during <strong>2006</strong>.<br />
Safe Operating Procedures (SOP) continued to be reviewed or developed<br />
and implemented in many areas <strong>of</strong> the university.<br />
In particular, SOP were developed and implemented for Dookie campus<br />
operations during <strong>2006</strong>.<br />
The OHS performance <strong>of</strong> the <strong>University</strong> continued to be monitored by<br />
OHS Committee, Risk Management Committee and Risk and Audit<br />
Committee throughout <strong>2006</strong>. The performance measures include External<br />
Audit results, Internal Audit results, Regulatory Activity, Claims and<br />
Incident statistics.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
77
6. Statement On Occupational<br />
Health and Safety<br />
(OHS) Matters<br />
The <strong>University</strong> has a broad OHS<br />
risk pr<strong>of</strong>ile, including specific risks<br />
associated with laboratory operations,<br />
workshop operations, chemical storage<br />
handling and use, radiation sources and<br />
biological agents.<br />
The <strong>University</strong>’s OHS Policy requires<br />
the university to take all reasonable<br />
precautions to provide and maintain, so<br />
far as is practicable, an environment that<br />
is safe and without risks to health for<br />
employees, students and visitors.<br />
The <strong>University</strong> OHS strategic plan 2004-<br />
<strong>2006</strong> set OHS goals by detailing nine<br />
strategic objectives. Table two (p 77)<br />
details significant achievements during<br />
<strong>2006</strong> towards meeting these objectives.<br />
A draft OHS strategic plan for 2007-<br />
2010 developed in <strong>2006</strong> is scheduled<br />
for consultation, endorsement and<br />
publication during 2007.<br />
Occupational Health and Safety<br />
Management System (OHSMS)<br />
The <strong>University</strong>’s OHSMS encompassing<br />
the Environmental Health and Safety<br />
(EHS) Manual was subject to a major<br />
review in 2005. Revision <strong>of</strong> the EHS<br />
Manual procedures continued<br />
during <strong>2006</strong>.<br />
New or revised procedures published<br />
in the EHS Manual in <strong>2006</strong> include EHS<br />
Risk Management, EHS Procedure<br />
Writing and EHS Incident Reporting<br />
& Investigation:<br />
New or revised health and safety<br />
procedures developed during<br />
<strong>2006</strong> include:<br />
Emergency Preparedness Response,<br />
First Aid, and EHSMS Audit Procedure.<br />
These procedures are awaiting<br />
endorsement by the Risk Management<br />
Committee prior to publication in the<br />
EHS Manual.<br />
Environment Health and Safety<br />
Unit Resources<br />
During <strong>2006</strong> EHS advisers commenced<br />
providing services to faculties and<br />
budget divisions for all EHS matters,<br />
rather than, as previously, having<br />
responsibility for particular hazard types<br />
across the <strong>University</strong>. The employment<br />
<strong>of</strong> two additional EHS Advisers and one<br />
additional EHS Manager has facilitated<br />
an improved level <strong>of</strong> service.<br />
Table 3. Training Provided During <strong>2006</strong><br />
Training Course<br />
No <strong>of</strong> Attendees<br />
Roles and Responsibilities for Employees 286<br />
Roles and Responsibilities for Supervisors 223<br />
Risk Management & Incident Investigation 41<br />
Risk Management 177<br />
Manual Handling 690<br />
Individual Ergonomic Training & Assessment<br />
270 (approx)<br />
Gas Safety 100<br />
Chemical Management 253<br />
ChemWatch MSDS Database 38<br />
Personal Protective Equipment 218<br />
Radiation Safety 39<br />
Building Emergency Controller & Warden 146<br />
Health and Safety Representative Refresher (one Day) 20<br />
Action<br />
Number<br />
Visits to <strong>University</strong> Workplaces by WorkSafe 35<br />
Occupational Health and Safety Convictions<br />
Prohibition Notices issued by WorkSafe<br />
Training<br />
Over 2000 attendees underwent OHS<br />
related training throughout <strong>2006</strong>.<br />
Table three lists the types <strong>of</strong> training<br />
and the number <strong>of</strong> attendees for each<br />
type <strong>of</strong> training provided.<br />
Table 4. WorkSafe Victoria Activity at the <strong>University</strong> During <strong>2006</strong><br />
Improvement Notices issued by WorkSafe 5<br />
Nil<br />
Nil<br />
WorkSafe Intervention Programs 2<br />
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The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
statutory <strong>report</strong>ing/<br />
Regulatory Activity<br />
The <strong>University</strong> continued to work<br />
cooperatively with OHS regulators.<br />
WorkSafe Victoria was the most active<br />
OHS regulator at the <strong>University</strong> during<br />
<strong>2006</strong>. Table four provides a summary<br />
<strong>of</strong> WorkSafe Victoria activity at the<br />
<strong>University</strong><br />
Improvement Notices:<br />
The improvement notices, which have<br />
since been complied with, related to:<br />
• Inadequate maintenance records for<br />
an air receiver, Dookie<br />
• Inadequate guarding to a belt drive<br />
associated with the air receiver, Dookie<br />
• Inadequate guarding to a belt drive<br />
These improvement notices have been<br />
complied with.<br />
An improvement notice issued to the<br />
Northern Hospital concerning training<br />
<strong>of</strong> students undertaking venous blood<br />
collection was later set aside through<br />
the WorkSafe internal review process.<br />
The <strong>University</strong> participated in the<br />
WorkSafe programs:<br />
• High-risk Plant (Pressure Vessels)<br />
Intervention Program pursuant to<br />
which the <strong>University</strong> has:<br />
- implemented a plan that identifies all<br />
registerable pressure vessels<br />
- developed a hazard identification, risk<br />
assessment and control strategy<br />
- put in place an inspection plan for all<br />
<strong>University</strong> pressure vessels<br />
WorkSafe continues to monitor and<br />
verify that the program is effective in<br />
controlling risk and conforms to legal<br />
requirements.<br />
• High-risk Plant (Lifts) Intervention<br />
Program pursuant to which the<br />
<strong>University</strong><br />
- completed an extensive project<br />
performing detailed risk assessments<br />
<strong>of</strong> all <strong>of</strong> the <strong>University</strong>’s 145 lifts.<br />
Property & Campus Services,<br />
Maintenance section developed and<br />
commenced implementation <strong>of</strong> a<br />
strategy to carry out upgrades to the<br />
lifts over the next four years.<br />
Occupational Health and<br />
Safety Performance<br />
As part <strong>of</strong> an overall objective to provide<br />
a safer work environment Occupational<br />
Health and Safety performance<br />
<strong>report</strong>s are provided to Deans and<br />
Vice-Principals twice yearly to assist<br />
managers to identify problem areas,<br />
resource requirements and training<br />
needs in their workplace.<br />
Table five below sets out the indicators<br />
the <strong>University</strong> uses to monitor OHS<br />
performance. All significant incidents<br />
are reviewed in detail and, where<br />
appropriate, action plans are put in place<br />
to minimise the risk <strong>of</strong> recurrence.<br />
The table indicates a pleasing<br />
improvement in all areas during <strong>2006</strong><br />
with a particularly significant 44<br />
percent reduction in the time lost injury<br />
frequency rate (lost time injuries per one<br />
million hours worked).<br />
Incidents Requiring Notification<br />
to WorkSafe<br />
The <strong>University</strong> <strong>report</strong>ed two dangerous<br />
occurrences and eight serious injuries<br />
to WorkSafe Victoria in accordance with<br />
the incident notification requirements <strong>of</strong><br />
the Occupational Health and Safety Act<br />
2004. These incidents involved:<br />
• Dangerous occurrences<br />
- Small fire in an instrument room<br />
(Zoology Building)<br />
- Small fire in lift motor room (Redmond<br />
Barry Building)<br />
• Serious injuries<br />
- Immediate medical treatment resulting<br />
from a loss <strong>of</strong> a bodily function (use <strong>of</strong><br />
arm) due to a fall down stairs (Property<br />
and Campus Services)<br />
- Immediate medical treatment<br />
resulting from a serious laceration<br />
(Academic Services)<br />
- Immediate medical treatment<br />
resulting from a serious laceration<br />
(Faculty <strong>of</strong> Engineering)<br />
- Immediate medical treatment<br />
resulting from electric shock<br />
(<strong>Melbourne</strong> Theatre Company)<br />
- Immediate medical treatment<br />
resulting from loss <strong>of</strong> bodily function<br />
(use <strong>of</strong> foot) due to a trip on footpath<br />
(Faculty <strong>of</strong> Arts)<br />
- Medical treatment within 48<br />
hours resulting from exposure to<br />
a substance (Faculty <strong>of</strong> Medicine<br />
Dentistry and Health Sciences)<br />
- Medical treatment within 48 hours,<br />
possibly resulting from exposure to<br />
a substance (Information Services)<br />
- Treatment as an inpatient in hospital<br />
due to a trip on footpath (Faculty <strong>of</strong><br />
Arts)<br />
These incidents have been investigated<br />
and corrective and preventative actions<br />
have been instigated to prevent or<br />
reduce the risk <strong>of</strong> reoccurrence.<br />
Table five indicates a pleasing<br />
improvement in all areas during<br />
<strong>2006</strong> with a particularly significant 44<br />
percent reduction in the time lost injury<br />
frequency rate (lost time injuries per<br />
one million hours worked).<br />
Table 5. Occupational Health and Safety Incident Statistics<br />
Performance indicator 2003 2004 2005 <strong>2006</strong><br />
Reported Incidents (including Injury<br />
and Illness)<br />
775 922 1,066 1,063<br />
Incidence Rate 12.47 14.84 14.65 14.02<br />
Number <strong>of</strong> WorkCover Claims 155 130 135 110<br />
Number <strong>of</strong> Lost Time Incidents 53 52 44 26<br />
Lost Time Incident Rate 0.86 0.84 0.61 0.34<br />
Days lost due to Reported Injuries - 947 829 800<br />
Fatalities 0 0 0 0<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
79
External Occupational Health<br />
and Safety Management System<br />
(OHSMS) Audits<br />
Lloyds Register Quality Assurance<br />
conducted a surveillance audit in<br />
April and May <strong>2006</strong> to verify that<br />
the <strong>University</strong>’s OHSMS conforms<br />
to the requirements <strong>of</strong> Initial Level<br />
SafetyMAP (4th edition). Certification<br />
<strong>of</strong> the <strong>University</strong>’s SafetyMAP is one<br />
<strong>of</strong> the requirements <strong>of</strong> the <strong>University</strong>’s<br />
workers’ compensation self-insurance<br />
license provided through the Victorian<br />
WorkCover Authority.<br />
One <strong>University</strong>-wide non-conformance<br />
assessment and two non-conformance<br />
assessments relating to the Dookie<br />
campus have since been addressed,<br />
with the audit criteria brought back into<br />
conformance in October <strong>2006</strong>.<br />
Internal Occupational Health<br />
and Safety Management System<br />
(OHSMS) Audits<br />
A program <strong>of</strong> Internal Audits <strong>of</strong> the<br />
<strong>University</strong>’s OHSMS against the criteria<br />
<strong>of</strong> Initial Level SafetyMAP (4th edition)<br />
continued throughout <strong>2006</strong>. During<br />
2007 over 1000 criteria were audited in<br />
all academic and administrative divisions<br />
<strong>of</strong> the <strong>University</strong> and a number <strong>of</strong> its<br />
controlled entities. Overall the <strong>University</strong><br />
achieved less than five percent nonconformances.<br />
Auditees were required to develop<br />
action plans to address all adverse audit<br />
findings, with progress monitored.<br />
Consultative Framework<br />
Employees continue to be represented<br />
by elected and trained employee<br />
Health and Safety Representatives<br />
in designated workgroups across the<br />
<strong>University</strong>.There were approximately<br />
50 elected employee Health and<br />
Safety Representatives holding <strong>of</strong>fice<br />
during <strong>2006</strong>.<br />
Each Faculty and Budget Division<br />
has an established Environment<br />
Health and Safety (EHS) Committee.<br />
Membership <strong>of</strong> these committees<br />
includes both employer and employee<br />
representatives. The employee<br />
representatives on Faculty and<br />
Budget Division EHS Committees are<br />
generally elected Health and Safety<br />
Representatives.<br />
The <strong>University</strong>-wide Occupational<br />
Health and Safety Committee (OHSC)<br />
membership consists <strong>of</strong> equal numbers<br />
employer and employee representatives<br />
elected from the <strong>University</strong>’s Health<br />
and Safety Representatives. Four new<br />
(and one re-elected) Health and Safety<br />
Representatives were elected to the<br />
OHSC during <strong>2006</strong>. The OHSC met<br />
four times during <strong>2006</strong>, with minutes<br />
<strong>of</strong> the meetings published on the<br />
<strong>University</strong>’s Web site.<br />
7. Summary <strong>of</strong> Regulations<br />
The <strong>University</strong> administers Statutes<br />
and Regulations <strong>of</strong> the <strong>University</strong><br />
and Resolutions <strong>of</strong> the Council, in<br />
accordance with the provisions <strong>of</strong> the<br />
<strong>Melbourne</strong> <strong>University</strong> Act 1958. The<br />
Statutes, Regulations and Resolutions<br />
are substantial and varied and too<br />
numerous to summarise. They are<br />
recorded in three volumes <strong>of</strong> <strong>University</strong><br />
publications. A copy <strong>of</strong> the Statutes,<br />
Regulations and Resolutions may be<br />
inspected in the Baillieu Library <strong>of</strong> the<br />
<strong>University</strong>, or may be viewed on the<br />
world wide web at www.unimelb.edu.au<br />
8. National Competition Policy<br />
and Competitive Neutrality<br />
Requirements<br />
The <strong>University</strong> has established policies<br />
and procedures to ensure adherence to<br />
its obligations under the Trade Practices<br />
Act 1974 and to practise competitive<br />
neutrality in relation to relevant<br />
significant business activities.<br />
Detailed information and guidelines<br />
may be obtained online from web sites<br />
<strong>of</strong> the <strong>Melbourne</strong> Research Office,<br />
Financial Operations Department<br />
and the <strong>University</strong>’s Compliance<br />
Management Program. Advice on<br />
the law <strong>of</strong> trade practices and<br />
competitive neutrality is provided by<br />
each <strong>of</strong> these areas.<br />
9. Compliance with the<br />
Educational Services for<br />
Overseas Students Act<br />
(ESOS Act) 2000<br />
The <strong>University</strong> has established policies,<br />
procedures and student support<br />
services to ensure that it is compliant<br />
with the Educational Services for<br />
Overseas Students Act 2000 and the<br />
National Code <strong>of</strong> Practice for Registration<br />
Authorities and Providers <strong>of</strong> Education<br />
and Training for Overseas Students.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>, as a<br />
requirement <strong>of</strong> the ESOS Act, has<br />
met DEST enrolment variation <strong>report</strong>ing<br />
responsibilities and time lines in <strong>2006</strong>.<br />
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The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
statutory <strong>report</strong>ing/<br />
Statutes enacted, repealed and amended during <strong>2006</strong><br />
Statute 1.1 Preliminary Amended<br />
Statute 2.1 Elections to Council Amended<br />
Statute 9.14<br />
10. Conformity with the<br />
Building Act 1993<br />
Major projects (new and existing<br />
building works)<br />
The following mechanisms have<br />
been implemented to ensure that<br />
new buildings and works on existing<br />
buildings conform with building<br />
standards:<br />
• Property and Campus Services closely<br />
examine each major project prior to<br />
the selection <strong>of</strong> a project team.<br />
• The selected design consultants for<br />
each project are <strong>University</strong>-registered<br />
or Department <strong>of</strong> Infrastructureregistered<br />
consultants.<br />
The Howard Florey Institute <strong>of</strong><br />
Experimental Physiology and Medicine<br />
Amended<br />
Statute 9.17 Murdoch Children’s Research Institute Amended<br />
Statute 9.27 Hawthorn Institute <strong>of</strong> Education Limited Repealed<br />
Statute 9.52<br />
The Australia and New Zealand School<br />
<strong>of</strong> Government Limited<br />
Enacted<br />
Statute 9.53 The Brain Research Institute Enacted<br />
Statute 9.54 The Austin Research Institute Enacted<br />
Statute 10.4 Foundations Repealed<br />
Statute 11.2 Enrolment – General Provisions Amended<br />
Statute 11.5 Unsatisfactory Progress Repealed and<br />
re-enacted<br />
Statute 12.1 Examiners Amended<br />
Statute 13.1 Student Discipline Amended<br />
Statute 14.1 Intellectual Property Amended<br />
• All design and management <strong>of</strong> project<br />
works is undertaken in accordance<br />
with the <strong>University</strong>’s Project<br />
Management and Design Manual.<br />
The Manual has been developed<br />
to advise consultants <strong>of</strong> the<br />
management procedures and design<br />
standards required by the <strong>University</strong><br />
and includes procedures covering<br />
environmental and ccupational health<br />
and safety matters.<br />
• The <strong>University</strong> has promulgated<br />
procedures similar to those required<br />
by the private sector for the issue <strong>of</strong><br />
building permits.<br />
• Where required by the Building Code<br />
<strong>of</strong> Australia, an external building<br />
surveyor is appointed for each project<br />
to give advice regarding planning and<br />
building permits, certification <strong>of</strong> final<br />
inspection and occupancy permits.<br />
• The <strong>University</strong> ensures that an<br />
asbestos audit is carried out for each<br />
project prior to the commencement <strong>of</strong><br />
construction work.<br />
• All projects are monitored by the<br />
<strong>University</strong> project managers and<br />
appointed consultants, in order to<br />
ensure that the projects comply<br />
with current building regulations and<br />
statutory requirements.<br />
• The Project Management Procedures<br />
Manual is used by <strong>University</strong> project<br />
managers to ensure that <strong>University</strong><br />
policy and procedures are followed<br />
in relation to works.<br />
• Sixty-seven projects, each<br />
with a value <strong>of</strong> more than $50,000,<br />
were completed in <strong>2006</strong>. Each project<br />
was carried out in accordance with<br />
building regulations and statutory<br />
requirements.<br />
• An Occupancy Permit or certificate<br />
<strong>of</strong> Final Inspection is obtained for<br />
every project for which there is a<br />
building permit.<br />
In addition, 21 projects were not<br />
subject to Certification <strong>of</strong> Plans or<br />
Building Surveyor involvement during<br />
construction.<br />
These included:<br />
• Infrastructure upgrades (nine)<br />
• Equipment upgrades (two)<br />
• Minor works (10)<br />
None <strong>of</strong> these projects come within the<br />
jurisdiction <strong>of</strong> the conformity with the<br />
Building Act 1993 or required structural<br />
change necessitating building surveyor<br />
inspections.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
81
82<br />
11. Statement Concerning Compulsory Non-Academic Fees,<br />
Subscriptions and Charges<br />
Amendments to the Tertiary Education Act 1993, enacted in 2000, require the <strong>University</strong> to publish as part <strong>of</strong> its Annual Report<br />
details <strong>of</strong> compulsory non-academic fees collected and the purposes to which these have been applied. The amendment also<br />
requires details <strong>of</strong> moneys provided to student organisations and the manner in which those student organisations spent the funds.<br />
Following the introduction <strong>of</strong> the Higher Education Support Amendment (Abolition <strong>of</strong> Compulsory Up-Front Student Union<br />
Fees) Act 2005, effective 1 July <strong>2006</strong>, the <strong>University</strong> is no longer able to charge a compulsory Amenities and Services Fee to<br />
students. To maintain essential services, the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> will provide transitional funding to <strong>University</strong> associations<br />
for a period <strong>of</strong> three years.<br />
A. Fees Collected by the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong><br />
The amount <strong>of</strong> compulsory non-academic fees (referred to as the Amenities and Services Fees) collected by the <strong>University</strong><br />
<strong>of</strong> <strong>Melbourne</strong> from students and prospective students during the year ended 31 December <strong>2006</strong> is shown in the following<br />
statement. This statement also shows the purposes for which the <strong>University</strong> distributed these fees and the amounts <strong>of</strong> money<br />
made available to <strong>University</strong> operations and student related organisations. Following the abolition <strong>of</strong> compulsory Amenities and<br />
Services Fees in <strong>2006</strong>, the retained earnings <strong>of</strong> the fund were distributed to student organisations.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Amenities and Services Fee Fund Statement<br />
For the year ended 31 December <strong>2006</strong><br />
Fee Collections<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
<strong>2006</strong> $ 2005 $<br />
Fees Collected from Students (excluding Land Food Resources (LFR) Higher Education Students) 11,700,611 11,872,346<br />
Fees Collected from Land Food Resources Higher Education Students 148,689 161,846<br />
Other Income<br />
Interest Earned 533,269 314,167<br />
12,382,569 12,348,359<br />
Less Disbursements<br />
Student Organisations –<br />
MU Student Union Ltd (MUSUL) 7,610,642 7,588,011<br />
<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Student Union Inc (UMSU Inc) 135,000 -<br />
<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Postgraduate Association Inc 1,524,990 1,446,779<br />
Land Food Resources Student Associations 201,312 286,712<br />
Victorian College <strong>of</strong> the Arts Student Union 115,000 -<br />
<strong>University</strong> Operations and Expenses –<br />
Sport and Physical Recreation Centre 3,088,428 2,942,115<br />
Child Care Services 207,194 202,140<br />
Administration <strong>of</strong> Fund 84,474 82,414<br />
Consultant Fee - 10,423<br />
Student Personal Accident Insurance 100,424 95,721<br />
13,067,464 12,654,315<br />
Pr<strong>of</strong>it/(Loss) for the Year (684,895) (305,956)<br />
Retained Surplus at Start <strong>of</strong> Year 684,895 990,852<br />
Retained Surplus at End <strong>of</strong> Year - 684,896<br />
These funds are represented by:<br />
Cash 111,393 2,682,645<br />
Sundry Debtors – Fees 3,607 -<br />
Prepaid Expenses - 78,649<br />
115,000 2,761,294<br />
Less:<br />
Amount owing to <strong>Melbourne</strong> <strong>University</strong> Student Union Incorporated (MUSUI) - 1,846,210<br />
Amount owing to Victorian College <strong>of</strong> the Arts Student Union 115,000 230,188<br />
115,000 2,076,398<br />
- 684,896
statutory <strong>report</strong>ing/<br />
In accordance with audited financial statements received from the <strong>University</strong>’s student organisations the purposes for which<br />
these organisations spent the money made available to them and the names <strong>of</strong> other bodies to which they made money<br />
available and their respective amounts were as follows:<br />
1. MU Student Union Limited (MUSUL)<br />
<strong>2006</strong> $ 2005 $<br />
Amenities and Services Fees received 7,691,006 7,588,011<br />
Less Operating Expenditures<br />
Student Representative Groups, Advocacy, Club and Societies and Media 2,268,662 1,596,018<br />
Student Computing Centre 188,367 161,363<br />
Legal Advice 61,858 81,435<br />
Health Care 140,383 116,385<br />
Visual and Performing Arts 493,915 573,263<br />
Libraries and Reading Rooms 389,145 330,175<br />
Funding to Other Student Bodies 95,473 126,210<br />
Information Centre 199,723 152,501<br />
Orientation Information 60,086 82,504<br />
Support for Overseas Students 194,592 133,891<br />
Building Services to Support 989,096 943,072<br />
Administrative Services to Support 3,250,383 2,553,278<br />
8,331,683 6,850,095<br />
Less Capital Expenditures<br />
Furniture and Fittings 206,376 98,793<br />
Computer Equipment 73,132 81,973<br />
Motor Vehicles - 11,155<br />
Building Refurbishment 306,671 626,020<br />
General Equipment 6,192 11,237<br />
Theatre Equipment 10,446 4,832<br />
Library Books 47,402 43,362<br />
650,219 877,372<br />
Net Result from Application <strong>of</strong> Amenities and Services Fee Income (1,290,896) 1,441,510<br />
Funding made available to other bodies from Amenities and Services Fee Revenue<br />
Funding to Non Politically Affiliated Clubs and Societies * - 71,905<br />
Funding to Politically Affiliated Clubs and Societies * - 9,319<br />
Outstations 95,473 126,210<br />
UMSU Inc <strong>2006</strong> Funding 1,790,119 -<br />
UMSU Inc Balance <strong>of</strong> 2005 Unspent Fees paid in <strong>2006</strong> 327,509 -<br />
* All clubs and societies were funded by UMSU Inc in <strong>2006</strong>.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
83
<strong>2006</strong> $ 2005 $<br />
2. <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Postgraduate Association Inc.<br />
Amenities and Services Fees received 1,524,990 1,446,779<br />
Less Operating and Capital Expenditures<br />
Representation and Education Activities 453,331 783,715<br />
Administrative Services to Support 602,170 902,006<br />
Capital Expenditure 134,963 17,471<br />
1,190,464 1,703,192<br />
Net Result from Application <strong>of</strong> Amenities and Services Fee Income 334,526 (256,413)<br />
Funding made available to other bodies from Amenities and Services Fee Revenue<br />
Council <strong>of</strong> Australian Postgraduate Associations Inc 12,727 54,409<br />
3. Land and Food Resources (LFR) Student Associations (Consolidated)<br />
Amenities and Services Fees received * 82,033 273,316<br />
Less Operating and Capital Expenditures<br />
Food and Beverages 3,123 10,271<br />
Sport and Physical Recreation 19,388 41,570<br />
Health Care 932 2,987<br />
Visual and Performing Arts 5,537 10,864<br />
Libraries and Reading Rooms - 977<br />
Academic Support 11,416 29,972<br />
Orientation Information 2,686 6,277<br />
Publications and Web site - 744<br />
Personnel Expenses - 63,131<br />
Building Services - 9,091<br />
Administrative Services 94,124 127,846<br />
Inter Campus Social Functions 1,512 -<br />
Legal Advice 3,782 -<br />
Liquidation Costs ** - 25,403<br />
142,500 329,133<br />
Net Result from Application <strong>of</strong> Amenities and Services Fee Income (60,467) (55,817)<br />
Funding made available to other bodies from Amenities and Services Fee Revenue - -<br />
* As at 31 December <strong>2006</strong>, the Gilbert Chandler Postgraduate Student Association had yet to invoice MU Student Union Ltd<br />
for the final instalment <strong>of</strong> funding for <strong>2006</strong>. An amount <strong>of</strong> $6,855 is owed and will be claimed in 2007.<br />
** The Burnley Student Association Inc was placed into a members’ voluntary liquidation on 12 April 2005.
statutory <strong>report</strong>ing/<br />
B. Fees Collected by the Victorian College <strong>of</strong> the Arts<br />
The amount <strong>of</strong> compulsory non-academic fees (referred to as the Amenities and Services Fees) collected by the Victorian<br />
College <strong>of</strong> the Arts from students and prospective students during the year ended 31 December <strong>2006</strong> is shown in the following<br />
statement. This statement also shows the purposes for which the College distributed these fees and the amounts <strong>of</strong> money<br />
made available to College operations and the student organisation.<br />
<strong>2006</strong> $ 2005 $<br />
Victorian College <strong>of</strong> the Arts Amenities and Services Fee Fund Statement<br />
For the year ended 31 December <strong>2006</strong><br />
Fee Collections<br />
Fees Collected from Students 402,799 429,055<br />
Less Disbursements<br />
Student Organisation<br />
Victorian College <strong>of</strong> the Arts Student Union Inc (incl. GST) 361,099 285,455<br />
College Operations<br />
Health Services 29,000 47,000<br />
Student Welfare Services (including Employment, Financial Aid and Housing) 12,700 96,600<br />
402,799 429,055<br />
In accordance with audited financial statements received from the College’s student organisation the purposes for which it<br />
spent the money made available and the names <strong>of</strong> other bodies to which they made money available and their respective<br />
amounts were as follows:<br />
<strong>2006</strong> $ 2005 $<br />
Amenities and Services Fees received 285,454 285,505<br />
Less Operating and Capital Expenditures<br />
Legal and Dental Services 7,500 7,500<br />
Visual and Performing Arts 5,186 6,923<br />
Personal Accident Insurance for Students 11,246 12,681<br />
Orientation Information 6,288 -<br />
Administrative Services 270,930 250,424<br />
301,150 277,528<br />
Net Result from Application <strong>of</strong> Amenities and Services Fee Income 15,696 7,977<br />
Funding made available to other bodies:<br />
National Union <strong>of</strong> Students Inc 935 4,250<br />
Australian Campus Union Managers Association Inc - 530<br />
<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Postgraduate Association Inc 3,000 3,000<br />
MU Student Union Limited 7,500 7,500<br />
12. Further Information<br />
The <strong>University</strong> has the following information available<br />
on request:<br />
• Declarations <strong>of</strong> pecuniary interests;<br />
• Details <strong>of</strong> shares held beneficially by senior <strong>of</strong>ficers as<br />
nominees <strong>of</strong> a statutory authority or subsidiary;<br />
• Details <strong>of</strong> publications produced;<br />
• Details <strong>of</strong> major promotional, public relations and<br />
marketing activities;<br />
• Details <strong>of</strong> changes in prices, fees, charges, rates and<br />
levies charged;<br />
• Details <strong>of</strong> major external reviews;<br />
• Details <strong>of</strong> overseas visits;<br />
• Occupational health and safety assessments and<br />
measures; and<br />
• A list <strong>of</strong> major committees.<br />
Enquiries regarding the above should be addressed to:<br />
Mr Len Currie<br />
<strong>University</strong> Secretary<br />
<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong><br />
VICTORIA 3010<br />
Telephone: (03) 8344 4000<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
85
Financials<br />
Auditor-General’s Qualification<br />
The Auditor-General has qualified the <strong>University</strong>’s financial <strong>report</strong> on the grounds that the payments from the National Health<br />
and Medical Research Council and the Australian Research Council received in advance as at 31 December <strong>2006</strong> have been<br />
treated as Income in Advance and recognised as a liability in the Balance Sheet.<br />
The <strong>University</strong>’s treatment <strong>of</strong> these payments is in accordance with the Australian equivalents to International Financial<br />
Reporting Standard AASB 118 Revenue. Both the National Health and Research Council and the Australian Research Council<br />
are Commonwealth Government agencies.<br />
The <strong>University</strong> regards the receipt <strong>of</strong> these payments from the National Health and Medical Research Council and from the<br />
Australian Research Council as a reciprocal transfer, as the <strong>University</strong> is required to undertake specific research in return for<br />
the research grants. Where the <strong>University</strong> fails to undertake the specific research, or to fully expend the research grant, the<br />
research grant or part there<strong>of</strong> is required to be returned to the Commonwealth.<br />
Under these conditions the payment received in advance may not be recognised until the <strong>University</strong> meets its obligations in<br />
the relevant year.<br />
The Auditor-General has taken the view that these payments should be treated as income in the actual year <strong>of</strong> receipt and for<br />
that reason has qualified the <strong>University</strong>’s financial <strong>report</strong>. The <strong>University</strong> does not agree with the interpretation <strong>of</strong> the nature<br />
<strong>of</strong> the income.<br />
The <strong>University</strong> has sought external advice which confirms the <strong>University</strong>’s interpretation <strong>of</strong> the standards.<br />
Consolidated Results<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> and its subsidiaries recorded an operating surplus after tax <strong>of</strong> $90.007 million for the year<br />
ended 31 December <strong>2006</strong>. The consolidated results include the operations <strong>of</strong> a group which, apart from the <strong>University</strong> itself,<br />
comprises 11 subsidiaries. The major entities in the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Group are the Victorian College <strong>of</strong> the Arts,<br />
<strong>Melbourne</strong> Business School Limited and UMEE Ltd.<br />
86<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
financials/<br />
Sources <strong>of</strong> Income<br />
Combined operating income at $1.283 billion increased by $70.659 million or 5.8% on 2005 with the most significant<br />
improvements being recorded in income from Australian Government Financial Assistance ($44.196 million), Fees and Charges<br />
($21.250 million) and Investment Income ($15.314 million).<br />
Australian Government Recurrent Financial Assistance* 23.5%<br />
Other Australian Government Financial Assistance 14.6%<br />
HECS-HELP 7.9%<br />
FEE-HELP 2.2%<br />
State Government Financial Assistance 3.7%<br />
Investments, Fees and Charges and Other Income 42.3%<br />
Grants, Donations and Bequests 5.8%<br />
* Australian Government Recurrent Financial Assistance includes funding for the Commonwealth Grants Scheme,<br />
Institutional Grants Scheme, Research Training Scheme and Research Infrastructure Block Grants.<br />
Expenditures<br />
Operating expenditure <strong>of</strong> the combined <strong>University</strong> for <strong>2006</strong> totalled $1.193 million, full details <strong>of</strong> which appear in the supporting<br />
notes to the Income Statement and in Note 46. Of these expenditures 53.2% was spent on salaries and other staff costs<br />
(52.3% in 2005).<br />
Employee Benefits and On Costs 53.2%<br />
Depreciation and Amortisation 6.3%<br />
Repairs and Maintenance 3.7%<br />
Scholarships 4.3%<br />
Other Expenses 32.5%<br />
Financial Position<br />
There was no significant change in the financial position <strong>of</strong> the <strong>University</strong> and its subsidiaries.<br />
Event occurring after Reporting Date<br />
On 29 August <strong>2006</strong> the Victorian Governor in Council assented to the <strong>Melbourne</strong> <strong>University</strong> (Victorian College <strong>of</strong> the Arts) Act<br />
<strong>2006</strong> which enacted the integration <strong>of</strong> the Victorian College <strong>of</strong> the Arts (VCA) as a faculty <strong>of</strong> the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> with<br />
effect from 1 January 2007. This legislation was gazetted and proclaimed on 31 August <strong>2006</strong>. As a result, all assets and liabilities<br />
<strong>of</strong> the Victorian College <strong>of</strong> the Arts (VCA) were assumed by the <strong>University</strong> from 1 January 2007, and the VCA ceased to exist as<br />
a separate <strong>report</strong>ing entity from that date.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong><br />
This represents the <strong>University</strong>’s teaching, research and administrative activities, but excludes the activities conducted by its<br />
subsidiaries. The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> recorded an operating surplus <strong>of</strong> $84.431 million.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
87
Trust Funds<br />
The <strong>University</strong>’s activities are supported by funds from endowments, bequests and the income earned on these funds. A<br />
substantial portion <strong>of</strong> these Trust Funds is held to provide scholarships and to fund specific purposes. These funds generally<br />
are not available to meet the normal operating cost <strong>of</strong> the <strong>University</strong>. Income received during the year included $26.672 million<br />
earned from investments. Total assets <strong>of</strong> the Trust Funds amounted to $479.204 million as at 31 December <strong>2006</strong>.<br />
Auxiliary Operations<br />
The following operations encompass activities related to the <strong>University</strong> which are managed as business operations. The<br />
operating surplus for the year <strong>of</strong> $0.934 million is represented by:<br />
Auxiliary Operations<br />
Surplus/(Deficit)<br />
$’000<br />
Child Care Services (11)<br />
Halls <strong>of</strong> Residence<br />
- International House 14<br />
- Kendall Hall 53<br />
- Medley Hall (77)<br />
<strong>Melbourne</strong> Theatre Company 628<br />
<strong>Melbourne</strong> <strong>University</strong> Bookshop 722<br />
Sport and Physical Recreation Centre 41<br />
The Ian Potter Museum <strong>of</strong> Art 239<br />
Veterinary Clinic and Hospital (675)<br />
934<br />
Subsidiaries<br />
These are statutory entities which are either formed under a specific Act <strong>of</strong> Parliament or incorporated under the Corporations<br />
Act. The activities <strong>of</strong> these entities are represented in the consolidated <strong>University</strong>. Additional financial information for each<br />
subsidiary is contained in Notes 42 and 43. The operating result after tax for the year <strong>of</strong> $3.645 million is represented by:<br />
Subsidiary<br />
Surplus/(Deficit)<br />
$’000<br />
Australian International Health Institute (<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>) Limited 76<br />
Australian Music Examinations Board (Victoria) Limited 219<br />
Australian National Academy <strong>of</strong> Music Limited 73<br />
Meanjin Company Limited 33<br />
<strong>Melbourne</strong> Business School Limited Group 1,310<br />
<strong>Melbourne</strong> <strong>University</strong> Publishing Limited 2,366<br />
<strong>Melbourne</strong> Ventures Pty Ltd (1)<br />
MU Student Union Limited 1,509<br />
UMEE Ltd Group (888)<br />
Victorian College <strong>of</strong> the Arts 588<br />
The Victorian Institute for Chemical Sciences Limited (1,640)<br />
3,645<br />
88<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
financials/<br />
Five Year Financial Summary<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> and Its Subsidiaries<br />
<strong>2006</strong> 2005 2004 2003# 2002#<br />
REVENUE AND EXPENSE ($’000)<br />
Income 1,282,566 1,211,907 1,166,332 1,006,646 954,452<br />
Expenses 1,192,560 1,134,934 1,072,845 944,305 885,912<br />
Pr<strong>of</strong>it/(Loss) Before Income Tax 90,006 76,973 93,487 62,341 68,540<br />
Income Tax (Expense)/Benefit 1 17 (51) 2,015 (2,066)<br />
PROFIT/(LOSS) AFTER TAX 90,007 76,990 93,436 64,356 66,474<br />
BALANCE SHEET ($’000)<br />
Reserves 2,553,953 2,422,438 2,321,596 2,237,905 2,029,976<br />
Retained Surplus/(Deficit) 1,034,332 742,867 683,136 601,060 550,414<br />
TOTAL EQUITY 3,588,285 3,165,305 3,004,732 2,838,965 2,580,390<br />
Current Liabilities* 285,530 249,530 159,031 167,039 151,459<br />
Non-Current Liabilities 273,600 268,861 311,410 284,190 289,958<br />
EQUITY AND LIABILITIES 4,147,415 3,683,696 3,475,173 3,290,194 3,021,807<br />
Current Assets 261,993 237,307 254,504 189,859 196,602<br />
Non-Current Assets 3,885,422 3,446,389 3,220,670 3,100,334 2,825,205<br />
TOTAL ASSETS 4,147,415 3,683,696 3,475,174 3,290,193 3,021,807<br />
CASH FLOWS ($’000)<br />
Cash Flows from Operating<br />
Activities including<br />
Government Funding:<br />
- Inflows 1,259,935 1,217,986 1,148,556 987,848 934,780<br />
- Outflows 1,087,023 1,020,549 977,254 859,062 796,006<br />
NET CASH INFLOW FROM<br />
OPERATING ACTIVITIES 172,912 197,437 171,302 128,786 138,774<br />
* A change in accounting standards has required certain employee entitlements previously categorised as<br />
non-current liabilities, to be classified as current liabilities. This change has been applied to 2005 and <strong>2006</strong> only.<br />
# From 1 January 2005 the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> was required to prepare Financial Statements using Australian equivalents<br />
to International Financial Reporting Standards (AIFRS). Financial Statements <strong>of</strong> the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong><br />
until 31 December 2004 had been prepared in accordance with previous Generally Accepted Accounting Principles<br />
(AGAAP). AGAAP differs in certain respects from AIFRS as such certain accounting, valuation and consolidation methods<br />
applied using AGAAP were amended to comply with AIFRS. The comparative figures in respect <strong>of</strong> 2004 have been restated<br />
to reflect these adjustments, however the years 2003-2002 stated here have not been adjusted and therefore represent<br />
the treatment under AGAAP.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
89
Five Year Financial Summary<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> and Its Subsidiaries<br />
<strong>2006</strong> 2005 2004 2003# 2002#<br />
SOURCES OF INCOME ($’000)<br />
Australian Government Recurrent Financial 301,153 274,818 265,102 242,255 234,418<br />
Assistance<br />
Other Australian Government Financial<br />
187,134 178,534 153,150 137,030 107,512<br />
Assistance<br />
HECS-HELP:<br />
- HECS-HELP Australian Government<br />
75,655 70,445 69,204 69,635 70,939<br />
Payments<br />
- HECS-HELP Student Payments 25,272 24,703 20,477 19,011 16,973<br />
FEE-HELP 28,171 24,120 21,801 16,129 9,946<br />
State Government Financial Assistance 48,098 39,031 37,598 33,533 51,689<br />
Investments, Fees and Charges 543,184 529,134 529,780 419,674 405,562<br />
Grants, Donations and Bequests 73,899 71,122 69,220 69,379 57,413<br />
TOTAL INCOME 1,282,566 1,211,907 1,166,332 1,006,646 954,452<br />
EXPENDITURES ($’000) -<br />
Employee Benefits and On Costs 634,916 593,607 555,340 489,210 457,498<br />
Depreciation and Amortisation 75,360 75,959 72,786 74,365 64,741<br />
Repairs and Maintenance 44,233 38,513 37,280 41,841 39,135<br />
Scholarships 50,768 47,899 43,393 38,352 31,895<br />
Other Expenses 387,283 378,956 364,046 300,537 292,643<br />
TOTAL EXPENDITURE 1,192,560 1,134,934 1,072,845 944,305 885,912<br />
KEY RATIOS -<br />
Australian Government Recurrent Grants<br />
including payments from HECS-HELP and<br />
HECS-HELP Student Payments 402,080 369,966 354,783 330,901 322,330<br />
Other <strong>University</strong> Income 880,486 841,941 811,549 675,745 632,122<br />
TOTAL UNIVERSITY INCOME ($’000) 1,282,566 1,211,907 1,166,332 1,006,646 954,452<br />
Australian Government Recurrent Grants<br />
and HECS-HELP as a % <strong>of</strong> Total<br />
<strong>University</strong> Income 31 31 30 33 34<br />
Number <strong>of</strong> Students (EFTSL) 33,856 34,008 33,612 32,870 31,913<br />
Average Australian Government Recurrent<br />
Grants per Student $<br />
11,876 10,879 10,555 10,067 10,100<br />
DEST Funded Student Load 21,175 21,379 20,942 21,199 21,689<br />
Average Australian Government Recurrent<br />
Grants ** – per DEST funded position $<br />
14,222 12,855 12,659 11,428 10,808<br />
** Includes funding for the Commonwealth Grants Scheme, Institutional Grants Scheme, Research Training Scheme<br />
and Research Infrastructure Block Grants.<br />
# From 1 January 2005 the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> was required to prepare Financial Statements using Australian equivalents<br />
to International Financial Reporting Standards (AIFRS). Financial Statements <strong>of</strong> the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> until<br />
31 December 2004 had been prepared in accordance with previous Generally Accepted Accounting Principles (AGAAP).<br />
AGAAP differs in certain respects from AIFRS as such certain accounting, valuation and consolidation methods applied<br />
using AGAAP were amended to comply with AIFRS. The comparative figures in respect <strong>of</strong> 2004 have been restated to reflect<br />
these adjustments, however the years 2003-2002 stated here have not been adjusted and therefore represent the treatment<br />
under AGAAP.
quality people/<br />
financial<br />
statements/<br />
Contents<br />
Income Statement 92<br />
Balance Sheet 93<br />
Statement <strong>of</strong> Changes in Equity 94<br />
Cash Flow Statement 95<br />
Notes to and forming part <strong>of</strong> the Financial Statements 96<br />
1. Statement <strong>of</strong> Significant Accounting Policies 96<br />
2. Australian Government Financial Assistance 105<br />
3. State Government Financial Assistance 107<br />
4. Fees and Charges 107<br />
5. Investment Income 108<br />
6. Royalties, Trademarks and Licences 108<br />
7. Consultancy and Contract Research 108<br />
8. Other Income 108<br />
9. Employee Benefits and On Costs 109<br />
10. Depreciation and Amortisation 110<br />
11. Repairs and Maintenance 110<br />
12. Finance Costs 110<br />
13. Bad and Doubtful Debts 110<br />
14. Accounting and Auditing Services 111<br />
15. Other Expenses 111<br />
16. Sale <strong>of</strong> Assets 111<br />
17. Income Tax Expense/(Benefit) 112<br />
18. Receivables 112<br />
19. Inventories 113<br />
20. Other Financial Assets at Fair Value 113<br />
21. Non-Current Investments 113<br />
22. Assets Classified as Held for Sale 114<br />
23. Other Financial Assets at Fair Value 114<br />
24. Other Non-Financial Assets (Current) 114<br />
25. Property, Plant and Equipment 115<br />
26. Intangible Assets 122<br />
27. Payables 122<br />
28. Interest Bearing Liabilities 122<br />
29. Provisions 123<br />
30. Other Current Liabilities 124<br />
31. Reserves and Retained Surplus 125<br />
32. Financial Instruments 127<br />
33. Responsible Persons and Executive Officers 132<br />
34. Contingent Assets and Contingent Liabilities 134<br />
35. Commitments 135<br />
36. Superannuation Commitments 136<br />
37. WorkCover – Self Insurance 137<br />
38. Related Party Transactions 138<br />
39. Consultants 139<br />
40. Investments in Subsidiaries 140<br />
41. Particulars In Relation to Each Consolidated Entity 141<br />
42. Subsidiaries – Income Statement Analysis 142<br />
43. Subsidiaries – Balance Sheet Analysis 143<br />
44. Events Occuring after Reporting Date 144<br />
45. Notes to the Statement <strong>of</strong> Cash Flows 144<br />
46. Detailed Income Statement – <strong>University</strong> 145<br />
47. Detailed Balance Sheet – <strong>University</strong> 147<br />
48. Detailed Cash Flow Statement – <strong>University</strong> 148<br />
49. Aquittal <strong>of</strong> Australian Government Financial Assistance<br />
(<strong>University</strong> only) 149<br />
Statement by <strong>University</strong> Officers 154<br />
Auditor-General’s Report 155<br />
Compliance Index to Disclosure Requirements <strong>2006</strong> 157<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
91
Income Statement<br />
for the year ended 31 December <strong>2006</strong><br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTE $’000 $’000 $’000 $’000<br />
Income from Continuing Operations<br />
Australian Government Financial Assistance -<br />
Australian Government Grants 2 488,287 453,352 485,213 448,596<br />
HECS-HELP Australian Government Payments 2 75,655 70,445 75,655 70,445<br />
FEE-HELP 2 28,171 24,120 27,076 23,285<br />
State Government Financial Assistance 3 48,098 39,031 47,725 38,864<br />
HECS-HELP Student Payments 25,272 24,703 24,372 24,316<br />
Superannuation - Deferred Government Contributions (5,433) 12,610 (4,667) 9,162<br />
Fees and Charges 4 363,368 342,118 295,413 269,914<br />
Investment Income 5 114,025 98,711 104,304 82,046<br />
Royalties, Trademarks and Licences 6 5,066 3,015 5,054 3,015<br />
Consultancy and Contract Research 7 24,388 24,700 24,040 24,345<br />
Other Income 8 115,669 119,102 102,025 103,191<br />
Total Income from Continuing Operations 1,282,566 1,211,907 1,186,210 1,097,179<br />
Expenses from Continuing Operations<br />
Employee Benefits and On Costs 9 634,916 593,607 574,063 529,353<br />
Depreciation and Amortisation 10 75,362 75,959 68,628 68,598<br />
Repairs and Maintenance 11 44,233 38,513 41,437 35,322<br />
Finance Costs 12 10,887 10,727 10,767 10,610<br />
Bad and Doubtful Debts 13 546 613 517 422<br />
Accounting and Auditing Services 14 755 1,524 390 398<br />
Other Expenses 15 431,294 401,381 410,644 367,220<br />
Superannuation - Deferred Employee Benefits (5,433) 12,610 (4,667) 9,162<br />
Total Expenditure from Continuing Operations 1,192,560 1,134,934 1,101,779 1,021,084<br />
Operating Result from Continuing Operations<br />
before related Income Tax Expense 90,006 76,973 84,431 76,095<br />
Income Tax (Expense)/Benefit 17 1 17 - -<br />
Net Operating Result for the Year 90,007 76,990 84,431 76,095<br />
The above Income Statement should be read in conjunction with the accompanying notes.<br />
92<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
financial statements/<br />
Balance Sheet<br />
as at 31 December <strong>2006</strong><br />
Current Assets<br />
Equity<br />
CONSOLIDATED<br />
Statutory Funds - - - -<br />
Reserves 31(a) 2,553,953 2,422,438 2,360,939 2,249,705<br />
Retained Surplus 31(b) 1,034,332 742,867 936,525 649,550<br />
Total Equity 3,588,285 3,165,305 3,297,464 2,899,255<br />
The above Balance Sheet should be read in conjunction with the accompanying notes.<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTE $’000 $’000 $’000 $’000<br />
Cash and Cash Equivalents 45(a) 68,435 72,576 36,494 50,826<br />
Receivables 18 75,189 72,173 63,338 58,240<br />
Inventories 19 7,083 6,458 5,501 5,230<br />
Other Financial Assets at Fair Value 20 101,900 69,869 84,458 52,631<br />
Other Non-Financial Assets 24 9,386 12,731 7,620 11,203<br />
Assets Classified as Held for Sale 22 - 3,500 - -<br />
Total Current Assets 261,993 237,307 197,411 178,130<br />
Non-Current Assets<br />
Receivables 18 148,626 103,815 134,825 90,515<br />
Available-for-Sale Financial Assets 21 1,266,499 1,062,221 1,186,107 1,004,215<br />
Held-to-Maturity Investments 21 - 20,220 - -<br />
Other Financial Assets at Fair Value 23 4,145 4,145 23,674 23,674<br />
Property, Plant and Equipment 25 2,465,606 2,255,355 2,268,460 2,072,329<br />
Intangible Assets 26 475 587 50 -<br />
Other Non-Financial Assets 71 46 - -<br />
Total Non-Current Assets 3,885,422 3,446,389 3,613,116 3,190,733<br />
Total Assets 4,147,415 3,683,696 3,810,527 3,368,863<br />
Current Liabilities<br />
Payables 27 69,120 68,180 59,890 56,228<br />
Interest Bearing Liabilities 28 3,317 2,867 2,448 2,354<br />
Provisions 29 111,587 105,015 103,655 96,608<br />
Other Current Liabilities 30 101,506 72,191 90,283 63,933<br />
Liabilities Associated with Assets Classified as<br />
Held for-Sale 22 - 1,277 - -<br />
Total Current Liabilities 285,530 249,530 256,276 219,123<br />
Non-Current Liabilities<br />
Payables 27 12,000 - 12,000 -<br />
Interest Bearing Liabilities 28 138,796 141,127 137,365 139,813<br />
Provisions 29 122,720 127,677 107,422 110,672<br />
Other Non-Current Liabilities 84 57 - -<br />
Total Non-Current Liabilities 273,600 268,861 256,787 250,485<br />
Total Liabilities 559,130 518,391 513,063 469,608<br />
Net Assets 3,588,285 3,165,305 3,297,464 2,899,255<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
93
Statement <strong>of</strong> Changes in Equity<br />
for the year ended 31 December <strong>2006</strong><br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000<br />
Total Equity at the Beginning <strong>of</strong> the Financial Year 3,165,305 3,004,732 2,899,255 2,745,117<br />
Impairment Gains/(Losses) on Land and Buildings<br />
Taken to Equity, Net <strong>of</strong> Tax 31(a) 6,088 (22,626) 6,088 (22,626)<br />
Gain/(Loss) on Revaluation <strong>of</strong> Land and Buildings, Net<br />
<strong>of</strong> Tax 31(a) 191,601 6,925 177,380 -<br />
Gain/(Loss) on Revaluation <strong>of</strong> Works <strong>of</strong> Art, Net <strong>of</strong> Tax 31(a) 10,310 - 9,603 -<br />
Gain/(Loss) on Revaluation <strong>of</strong> Other Collections,<br />
Net <strong>of</strong> Tax 31(a) 6,225 - 6,225 -<br />
Available-for-Sale Investments:<br />
- Valuation Gains/(Losses) Taken to Equity, Net <strong>of</strong> Tax 31(a) 119,155 99,416 114,482 100,670<br />
- Transferred to Pr<strong>of</strong>it and Loss on sale, Net <strong>of</strong> Tax 31(a) (512) - - -<br />
Exchange Differences on Translation <strong>of</strong> Foreign<br />
Operations 31(a) 106 (132) - -<br />
Net Income Recognised Directly in Equity 332,973 83,583 313,778 78,044<br />
Operating Result for the Year after Related Income<br />
Tax Expense 90,007 76,990 84,431 76,094<br />
Total Recognised Income and Expense for the Year 422,980 160,573 398,209 154,138<br />
Total Equity at the End <strong>of</strong> the Financial Year 31 3,588,285 3,165,305 3,297,464 2,899,255<br />
The above Statement <strong>of</strong> Changes in Equity should be read in conjunction with the accompanying notes.<br />
94<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
financial statements/<br />
Cash Flow Statement<br />
for the year ended 31 December <strong>2006</strong><br />
Cash Flows from Operating Activities -<br />
CONSOLIDATED UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000<br />
Inflows:<br />
Australian Government -<br />
- CGS, Research and Other DEST Grants 509,998 460,403 510,206 460,403<br />
- Higher Education Loan Programmes 103,826 94,565 102,731 93,730<br />
- Other Australian Government Grants 4,061 4,399 731 1,278<br />
State Government Grants 30,098 29,645 29,724 29,528<br />
HECS-HELP - Student Payments 25,272 24,703 24,372 24,316<br />
Dividends Received 96,831 82,010 93,560 77,443<br />
Interest Received 18,259 18,014 15,040 14,165<br />
Fee-for-Service Revenue 337,347 341,039 266,301 255,064<br />
Other Income 134,243 163,203 120,098 148,703<br />
Outflows:<br />
Payments to Employees (627,914) (592,200) (564,024) (529,735)<br />
Payments to Suppliers (inclusive <strong>of</strong> Goods and Services Tax (GST)) (307,344) (302,900) (265,571) (240,548)<br />
Interest Paid (10,860) (10,692) (10,767) (10,610)<br />
GST - Net Payment to Australian Taxation Office (5,992) (5,423) (5,101) (4,326)<br />
Other Outflows (134,913) (109,329) (152,460) (124,828)<br />
Net Cash Inflow (Outflow) from Operating Activities 45(b) 172,912 197,437 164,840 194,585<br />
Cash Flows from Investing Activities -<br />
Inflows:<br />
Proceeds from Sale <strong>of</strong> Property, Plant and Equipment 2,218 2,223 1,412 2,030<br />
Proceeds from Sale <strong>of</strong> Available-for-Sale and Other Investments 855,941 1,203,283 800,420 1,145,578<br />
Outflows:<br />
Purchase <strong>of</strong> Property, Plant and Equipment (90,020) (87,589) (84,773) (81,208)<br />
Purchase <strong>of</strong> Available-for-Sale and Other Investments (942,236) (1,285,135) (895,239) (1,231,033)<br />
Purchase <strong>of</strong> Intangible Assets (129) - (32) -<br />
Net Cash Inflow (Outflow) from Investing Activities (174,226) (167,218) (178,212) (164,633)<br />
Cash Flows from Financing Activities -<br />
Inflows:<br />
Loans Repaid 1,040 1,447 2,290 1,547<br />
Other Inflows 25 - - -<br />
Outflows:<br />
Loans Granted (802) (1,694) (802) (1,694)<br />
Repayment <strong>of</strong> Interest Bearing Liabilities (3,196) (2,148) (2,448) (2,148)<br />
Net Cash Inflow (Outflow) from Financing Activities (2,933) (2,395) (960) (2,295)<br />
Net Increase/(Decrease) in Cash and Cash Equivalents (4,247) 27,824 (14,332) 27,656<br />
Cash and Cash Equivalents at the Beginning <strong>of</strong> the Year 72,576 44,803 50,826 23,170<br />
Effect <strong>of</strong> Foreign Exchange Rate on Cash and Cash Equivalents 106 (51) - -<br />
Cash and Cash Equivalents at the End <strong>of</strong> the Year 45(a) 68,435 72,576 36,494 50,826<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
95
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 1 Statement <strong>of</strong> Significant Accounting Policies<br />
The principal accounting policies adopted by The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> in the preparation <strong>of</strong> the financial <strong>report</strong> for the year<br />
ended 31 December <strong>2006</strong> are set out below. These policies have been consistently applied to all the years presented, unless<br />
otherwise stated. The financial <strong>report</strong> includes separate financial statements for the <strong>University</strong> as an individual entity and the<br />
consolidated entity consisting <strong>of</strong> the <strong>University</strong> and its subsidiaries. The <strong>University</strong> and its subsidiaries are referred to in this<br />
financial <strong>report</strong> as the Group or the consolidated entity.<br />
1.1 Basis <strong>of</strong> Preparation<br />
This general purpose financial <strong>report</strong> has been prepared in accordance with Australian equivalents to International Financial<br />
Reporting Standards (AIFRS), the Financial Management Act 1994, Urgent Issues Group Interpretations and other authoritative<br />
pronouncements <strong>of</strong> the Australian Accounting Standards Board. The financial statements have also been prepared in<br />
accordance with the guidelines issued by the Department <strong>of</strong> Education, Science and Training (DEST) applicable to the <strong>2006</strong> year.<br />
Compliance with IFRS<br />
Australian Accounting Standards include Australian equivalents to International Financial Reporting Standards (AIFRS). The<br />
<strong>University</strong> and its subsidiaries are considered to be not-for-pr<strong>of</strong>it entities, as such the financial <strong>report</strong> has been prepared in<br />
accordance with the not-for-pr<strong>of</strong>it requirements <strong>of</strong> AIFRS. In some cases these requirements are inconsistent with International<br />
Financial Reporting Standards (IFRS).<br />
Reporting Basis and Conventions<br />
The financial statements have been prepared on an accruals basis and are based on the historical cost convention as modified<br />
by the revaluation <strong>of</strong> available-for-sale financial assets, financial assets and liabilities at fair value through pr<strong>of</strong>it or loss and<br />
certain classes <strong>of</strong> property, plant and equipment.<br />
Critical Accounting Estimates<br />
The preparation <strong>of</strong> financial statements in conformity with AIFRS requires the use <strong>of</strong> certain critical accounting estimates.<br />
The resulting accounting estimates will, by definition, seldom equal the related actual results. Estimates and judgments are<br />
continually evaluated and are based on historical experience and other factors, including expectations <strong>of</strong> future events that are<br />
believed to be reasonable under the circumstances. The estimates and assumptions that have a higher risk <strong>of</strong> causing a material<br />
adjustment to the carrying amounts <strong>of</strong> assets and liabilities within the next financial year include:<br />
(i)<br />
Key Estimates - Impairment<br />
The group assesses impairment at each <strong>report</strong>ing date by evaluating conditions specific to the group that may lead<br />
to impairment <strong>of</strong> assets. Where an impairment trigger exists, the recoverable amount <strong>of</strong> the assets is determined.<br />
(ii) Key Estimates – Determination <strong>of</strong> Fair Values<br />
The determination <strong>of</strong> fair values for financial assets and liabilities for which there is no observable market price requires the<br />
use <strong>of</strong> valuation techniques as described in note 1.8. For financial instruments that trade infrequently and have little price<br />
transparency, fair value is less objective, and requires varying degrees <strong>of</strong> judgement depending on liquidity, concentration,<br />
uncertainty <strong>of</strong> market factors, pricing assumptions and other risks affecting the specific instrument.<br />
(iii) Key Judgements – Financial Asset and Liability Classification<br />
The group’s accounting policies provide scope for assets and liabilities to be designated on inception into different<br />
accounting categories in certain circumstances:<br />
a) In designating financial assets at fair value through pr<strong>of</strong>it and loss, the group has determined that it has met one <strong>of</strong> the<br />
criteria for this designation set out in accounting policy 1.8.<br />
b) In classifying financial assets as held-to-maturity, the Group has determined that it has both the positive intention and<br />
ability to hold the assets until their maturity date as required in accounting policy 1.8.<br />
1.2 Principles <strong>of</strong> Consolidation<br />
The Financial Statements consist <strong>of</strong> a consolidated Income Statement, Balance Sheet, Statement <strong>of</strong> Changes in Equity<br />
and a Cash Flow Statement. The consolidated financial statements incorporate the assets and liabilities <strong>of</strong> all subsidiaries <strong>of</strong><br />
the <strong>University</strong> as at 31 December <strong>2006</strong> and their results for the year then ended.<br />
Subsidiaries are all those entities over which the <strong>University</strong> has the power to govern the financial and operating policies,<br />
generally accompanying a shareholding <strong>of</strong> more than one-half <strong>of</strong> the voting rights. The existence and effect <strong>of</strong> potential<br />
voting rights that are currently exercisable or convertible are considered when assessing whether the <strong>University</strong> controls<br />
another entity.<br />
Subsidiaries are fully consolidated from the date on which control is transferred to the <strong>University</strong>. They are de-consolidated from<br />
the date that control ceases.<br />
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Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 1 Statement <strong>of</strong> Significant Accounting Policies (continued)<br />
Intercompany transactions, balances and unrealised gains on transactions between consolidated entities are eliminated.<br />
Unrealised losses are also eliminated unless the transaction provides evidence <strong>of</strong> the impairment <strong>of</strong> the asset transferred.<br />
Accounting policies <strong>of</strong> subsidiaries have been changed where necessary to ensure consistency with the policies adopted by<br />
the <strong>University</strong>.<br />
The Financial Statements show “<strong>University</strong>” in addition to “Consolidated” information. The term “<strong>University</strong>” in this context<br />
covers all aspects <strong>of</strong> total operations with the exclusion <strong>of</strong> the subsidiaries (see (5) below).<br />
In order to provide further information on the <strong>University</strong>, an additional Income Statement, Balance Sheet and Cash Flow<br />
Statement (see Notes 46, 47 and 48) have been prepared in columnar form.<br />
The activities and entities that make up the <strong>University</strong> and Consolidated information are as follows:<br />
<strong>University</strong><br />
(1) <strong>University</strong> General Activities<br />
A summary <strong>of</strong> the <strong>University</strong>’s Teaching, Research and Administrative activities.<br />
(2) <strong>University</strong> Trust Activities<br />
A summary <strong>of</strong> <strong>University</strong> activities supported by funds derived from endowments and bequests and income earned<br />
thereon. A major part <strong>of</strong> trust monies is received for, and can only be applied to, restricted purposes. For this reason<br />
Trust Funds are separately identified.<br />
(3) <strong>University</strong> Auxiliary Operations<br />
A summary <strong>of</strong> the activities <strong>of</strong> the <strong>University</strong>’s Auxiliary Operations Group which encompasses the <strong>University</strong>’s<br />
semi-independent enterprises that operate on a commercial basis in support <strong>of</strong> core <strong>University</strong> activities. This group<br />
comprises the following organisations:<br />
Child Care Services<br />
Halls <strong>of</strong> Residence:<br />
- International House<br />
- Kendall Hall<br />
- Medley Hall<br />
<strong>Melbourne</strong> Theatre Company<br />
<strong>Melbourne</strong> <strong>University</strong> Bookshop<br />
Sport and Physical Recreation Centre<br />
The Ian Potter Museum <strong>of</strong> Art<br />
Veterinary Clinic and Hospital<br />
(4) <strong>University</strong> [being the aggregation <strong>of</strong> (1), (2) and (3)]<br />
Consolidated (<strong>University</strong> and its Subsidiaries)<br />
(5) Subsidiaries<br />
The subsidiaries <strong>of</strong> the <strong>University</strong> are:<br />
Australian International Health Institute Ltd ACN 084 268 655<br />
Australian Music Examinations Board (Vic) Ltd ACN 050 464 634<br />
Australian National Academy <strong>of</strong> Music Ltd ACN 067 405 190 and its subsidiary:<br />
- ANAM Foundation Ltd ACN 110 698 550<br />
UMEE Ltd ACN 081 182 685 and its subsidiaries:<br />
- <strong>Melbourne</strong> Enterprises International Ltd ACN 073 950 062 *<br />
- MUP Services Pty Ltd ACN 082 978 578 *<br />
- MU Private (NZ) Ltd<br />
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Notes to and forming part <strong>of</strong> the Financial Statements<br />
(5) Subsidiaries (continued)<br />
- <strong>Melbourne</strong> Information Management Pty Ltd ACN 087 644 595*<br />
- UMEE UK Ltd (formerly Hawthorn Edinburgh Ltd) **<br />
- Hawthorn English Language Centres (Canada) Ltd **<br />
<strong>Melbourne</strong> Business School Ltd ACN 007 268 233 and its subsidiaries:<br />
- The <strong>Melbourne</strong> Business School Foundation<br />
- The <strong>Melbourne</strong> Business School Foundation Ltd ACN 057 776 711<br />
- Mt Eliza Graduate School <strong>of</strong> Business and Government Limited ACN 008 394 732<br />
- <strong>Melbourne</strong> Business School Building Fund<br />
<strong>Melbourne</strong> <strong>University</strong> Publishing Ltd ACN 103 214 713<br />
<strong>Melbourne</strong> Ventures Pty Ltd ACN 106 845 783 and its subsidiary:<br />
- UM Commercialisation Pty Ltd ACN 122 930 269<br />
MU Student Union Ltd ACN 107 286 706<br />
The Meanjin Company Ltd ACN 005 097 325<br />
The Victorian College <strong>of</strong> the Arts ***<br />
The Victorian Institute for Chemical Sciences Limited ACN 107 013 936 #<br />
* Not Operational during the year.<br />
** On 31 May <strong>2006</strong>, the business and assets <strong>of</strong> UMEE UK Ltd and Hawthorn English Language Centres (Canada) Ltd were<br />
sold. From 1 June <strong>2006</strong> the companies became non-operational.<br />
*** The Victorian College <strong>of</strong> the Arts (VCA) is a body politic and corporate established under the Victorian College <strong>of</strong> the Arts<br />
Act 1981. Under the current accounting standards, the <strong>University</strong> is deemed to have a <strong>report</strong>ing responsibility for the VCA which<br />
is treated as a subsidiary for consolidation purposes. On 15 November 2005, the VCA Council signed a Heads <strong>of</strong> Agreement<br />
with the <strong>University</strong> which has led to the establishment <strong>of</strong> VCA as a faculty <strong>of</strong> the <strong>University</strong> from 1 January 2007. On 29 August<br />
<strong>2006</strong> the <strong>Melbourne</strong> <strong>University</strong> (Victorian College <strong>of</strong> the Arts) Act <strong>2006</strong> was enacted. The Act dissolved the VCA and its Council<br />
and provided for the integration <strong>of</strong> the VCA as a Faculty within the <strong>University</strong>. On 1 January 2007, the <strong>University</strong> became the<br />
successor in law to the VCA and all assets and liabilities <strong>of</strong> the VCA were transferred to the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>. Further<br />
details are included in Note 44 to the Financial Statements.<br />
# The Victorian Institute for Chemical Sciences Limited operates on a June financial year-end in order to align its <strong>report</strong>ing to<br />
the Department <strong>of</strong> Innovation, Industry and Regional Development.<br />
The companies listed, with exception <strong>of</strong> the overseas subsidiaries in UMEE Ltd, are all incorporated in the State <strong>of</strong> Victoria.<br />
The <strong>University</strong> has more than 50% <strong>of</strong> the voting rights in each <strong>of</strong> these companies with the exception <strong>of</strong> <strong>Melbourne</strong> Business<br />
School Ltd where the <strong>University</strong> holds 45% <strong>of</strong> the voting rights. The <strong>Melbourne</strong> Business School Ltd is deemed to be a<br />
subsidiary for the purpose <strong>of</strong> this <strong>report</strong>.<br />
In accordance with AASB 127 Consolidated and Separate Financial Statements the financial statements <strong>of</strong> each <strong>of</strong> the above<br />
subsidiaries have been included in the Consolidated Statements. However, summary information is provided in notes 42 and 43.<br />
1.3 Foreign Currency Translation<br />
(i) Functional and Presentational Currency<br />
Items included in the financial statements <strong>of</strong> each <strong>of</strong> the Group’s entities are measured using the currency <strong>of</strong> the primary<br />
economic environment in which the entity operates (‘the functional currency’). The consolidated financial statements are<br />
presented in Australian dollars, which is the <strong>University</strong>’s functional and presentational currency.<br />
(ii) Transactions and Balances<br />
Foreign currency transactions are translated into the functional currency using the exchange rates prevailing at the dates <strong>of</strong><br />
the transactions. The assets and liabilities <strong>of</strong> overseas subsidiaries are translated at year-end rates and operating results are<br />
translated at the rates ruling at the date <strong>of</strong> transactions.<br />
Transactions in foreign currencies which are carried out by the library for book purchases are converted to Australian currency<br />
at the rate <strong>of</strong> exchange on the date on which the currency is purchased. The <strong>University</strong> hedges its foreign currency exposure in<br />
respect <strong>of</strong> major purchases <strong>of</strong> equipment from overseas countries. At the <strong>report</strong>ing date there were no such hedges in place<br />
(2005 nil).<br />
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Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 1 Statement <strong>of</strong> Significant Accounting Policies (Continued)<br />
1.4 Income Recognition<br />
Income is measured at the fair value <strong>of</strong> the consideration received or receivable. Income is recognised for the major business<br />
activities as follows:<br />
(i) Government Financial Assistance<br />
Government grants are recognised at their fair value when there is reasonable assurance that the grant will be received<br />
and the Group has complied with the attached conditions. Such grants are treated as non-reciprocal transfers in accordance<br />
with AASB 1004 Contributions.<br />
Government grants which have outstanding performance or return conditions are recognised in accordance with AASB<br />
118 Revenue with reference to the percentage <strong>of</strong> completion method. Australian Government Research Project income<br />
is recognised in accordance with this standard. The stage <strong>of</strong> completion is measured by reference to total expenditure<br />
incurred to date compared with the funding provided. The <strong>University</strong> regards the receipt <strong>of</strong> such income as a reciprocal<br />
transfer as the <strong>University</strong> is required to provide the necessary services in return for grant funding. A liability is recognised<br />
in the Balance Sheet in respect <strong>of</strong> Research Project Income which is unearned at the balance date. AASB 118 Revenue<br />
requires revenue to be recognised in the <strong>report</strong>ing periods in which the services are rendered.<br />
(ii) Fees and Charges<br />
Fee for service revenue is recognised upon the delivery <strong>of</strong> the service. Where revenue <strong>of</strong> a reciprocal nature has been<br />
clearly received in respect <strong>of</strong> programs or services to be delivered in the following year, such amounts are deferred and<br />
disclosed as revenue in advance in accordance with AASB 118 Revenue.<br />
(iii) Investment Income<br />
Dividends are taken into income when the shares are declared ex dividend. Interest income is recognised on an accruals<br />
basis taking into account the interest rates applicable to the financial assets.<br />
(iv) Other<br />
Income from the sale <strong>of</strong> goods is recognised upon the delivery <strong>of</strong> goods to customers.<br />
Income in the form <strong>of</strong> endowments and bequests is brought to account as revenue when received.<br />
All income is stated net <strong>of</strong> Goods and Services Tax (GST).<br />
1.5 Income Taxation<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> and its subsidiaries, with the exception <strong>of</strong> <strong>Melbourne</strong> Ventures Pty Ltd and some <strong>of</strong> the wholly<br />
owned subsidiaries <strong>of</strong> UMEE Ltd, are exempt from income tax pursuant to Part 50.1 <strong>of</strong> the Income Tax Assessment Act<br />
1997. The overseas subsidiaries <strong>of</strong> UMEE Ltd are subject to income tax in the relevant tax jurisdictions.<br />
<strong>Melbourne</strong> Ventures Pty Ltd and the wholly owned subsidiaries <strong>of</strong> UMEE Ltd adopt the balance sheet method <strong>of</strong><br />
tax-effect accounting.<br />
1.6 Cash and Cash Equivalents<br />
For the purpose <strong>of</strong> the Cash Flow Statement, cash and cash equivalents include cash on hand and at bank, at-call deposits and<br />
bank bills with a maturity <strong>of</strong> 90 days or less.<br />
1.7 Inventories<br />
Annual stocktakes <strong>of</strong> inventories are undertaken at all locations.<br />
Inventories comprising Finished Goods, Raw Materials, Work in Progress, Fodder and Hay stocks are measured at the lower <strong>of</strong><br />
cost and net realisable value, with adjustments made to take account <strong>of</strong> obsolescence.<br />
The Group’s livestock, orchards and picked fruit are measured at their fair value less estimated point-<strong>of</strong>-sale costs in accordance<br />
with AASB 141 Agriculture. The fair value <strong>of</strong> these items is determined based on market prices in the local area.<br />
Costs are assigned to individual items <strong>of</strong> inventory on the basis <strong>of</strong> the first-in, first-out method.<br />
1.8 Financial Instruments<br />
AASB 139 Financial Instruments: Recognition and Measurement has four categories <strong>of</strong> financial instruments including: financial<br />
assets at fair value through pr<strong>of</strong>it or loss, loans and receivables, held-to-maturity investments, and available-for-sale financial<br />
assets. The classification depends on the purpose for which the investments were acquired. The classification <strong>of</strong> investments is<br />
determined by management at initial recognition and is re-evaluated at each <strong>report</strong>ing date.<br />
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Notes to and forming part <strong>of</strong> the Financial Statements<br />
(i)<br />
100<br />
Financial Assets at Fair Value through Pr<strong>of</strong>it or Loss<br />
This category has two sub-categories: financial assets held for trading, and those designated at fair value through pr<strong>of</strong>it<br />
or loss on initial recognition. A financial asset is classified in this category if acquired principally for the purpose <strong>of</strong> selling<br />
in the short term or if so designated by management. Derivatives are categorised as held for trading unless they are<br />
designated as hedges. Assets in this category are classified as current assets if they are either held for trading or are<br />
expected to be realised within 12 months <strong>of</strong> the balance sheet date. Realised and unrealised gains and losses are included<br />
in the Income Statement in the period in which they arise.<br />
Commercial paper, floating rate notes and corporate securities were designated at the date <strong>of</strong> transition as financial assets<br />
at fair value through pr<strong>of</strong>it or loss. Realised and unrealised gains and losses arising from changes in the fair value <strong>of</strong> the<br />
‘financial assets at fair value through pr<strong>of</strong>it or loss’ category are included in the Income Statement in the period in which<br />
they arise.<br />
(ii) Loans and Receivables<br />
Loans and receivables are non derivative financial assets with fixed or determinable payments that are not quoted in an<br />
active market. They arise when an entity provides money, goods or services directly to a debtor with no intention <strong>of</strong> selling<br />
the receivable. They are included in current assets, except for those with maturities greater than 12 months after the<br />
balance sheet date which are classified as non-current assets. Loans and receivables are carried at amortised cost using<br />
the effective interest method.<br />
(iii) Held-to-Maturity Investments<br />
Held-to-maturity investments are non-derivative financial assets with fixed or determinable payments and fixed maturities<br />
where management has the positive intention and ability to hold to maturity. Held-to-maturity investments are carried at<br />
amortised cost using the effective interest method.<br />
(iv) Available-for-Sale Financial Assets<br />
Available-for-sale financial assets, comprising principally marketable equity securities, are non-derivatives that are either<br />
designated in this category or not classified in any <strong>of</strong> the other categories. They are included in non-current assets unless<br />
management intends to dispose <strong>of</strong> the investment within 12 months <strong>of</strong> the balance sheet date.<br />
Shares, convertible notes, listed income securities were designated at the date <strong>of</strong> transition as available-for-sale financial<br />
assets. Unrealised gains and losses arising from changes in the fair value are recognised in equity in the available-for-sale<br />
investments revaluation reserve. When securities classified as available-for-sale are sold or impaired, the accumulated fair<br />
value adjustments are included in the Income Statement as gains and losses from investment securities.<br />
Purchases and sales <strong>of</strong> investments are recognised on the trade date, the date on which the Group commits to purchase<br />
or sell the asset. Investments are initially recognised at fair value plus transaction costs for all financial assets not carried<br />
at fair value through pr<strong>of</strong>it or loss. Financial assets are derecognised when the rights to receive cash flows from the financial<br />
assets have expired or have been transferred and the Group has transferred substantially all the risks and rewards <strong>of</strong> ownership.<br />
1.9 Other Financial Assets<br />
Investments in other entities are in the main carried at fair value. Where a fair value is not readily available investments are<br />
carried at the lower <strong>of</strong> cost or recoverable amount.<br />
1.10 Property, Plant and Equipment<br />
Each class <strong>of</strong> property, plant and equipment is carried at cost or fair value less, where applicable, any accumulated depreciation<br />
and impairment losses.<br />
The <strong>University</strong> has a policy <strong>of</strong> only recording property, plant and equipment costing $10,000 or more. Items under $10,000 are<br />
expensed. Some subsidiaries have lower capitalisation thresholds. The overall effect <strong>of</strong> these is considered to be immaterial in<br />
accordance with AASB 1031 Materiality. There has been no change to the capitalisation rate from the prior year.<br />
(i)<br />
Freehold Land and Buildings<br />
Freehold Land and Buildings are recorded in the Balance Sheet at fair value being either:<br />
Independent Valuation<br />
Land and Buildings shown at fair value are valued by an external valuer on a cyclical basis unless there is a material<br />
movement between valuations. At the date <strong>of</strong> revaluation any accumulated depreciation is eliminated against the gross<br />
carrying amount <strong>of</strong> the asset. The net value is then restated to the revalued amount <strong>of</strong> the asset.<br />
An independent valuation <strong>of</strong> Land and Buildings belonging to the <strong>University</strong>, Victorian College <strong>of</strong> the Arts and <strong>Melbourne</strong><br />
Business School Ltd was carried out as at 31 December <strong>2006</strong> by Cunningham Property Consultants Pty Ltd.<br />
A Director’s valuation <strong>of</strong> Land and Buildings belonging to UMEE Ltd was carried out as at 31 December <strong>2006</strong> by the<br />
directors <strong>of</strong> the company.<br />
The current value <strong>of</strong> Land and Buildings is disclosed in Note 25. The amount <strong>of</strong> revaluation is disclosed in Note 31.<br />
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financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 1 Statement <strong>of</strong> Significant Accounting Policies (Continued)<br />
Cost<br />
On initial recognition Land and Buildings are measured at cost. Capital expenditure on refurbishment <strong>of</strong> buildings which<br />
adds to their value rather than maintaining their value is recorded in the Balance Sheet at cost.<br />
(ii) Library Collection<br />
The <strong>University</strong>’s general collection which excludes the rare book collection is recorded at cost less any accumulated<br />
depreciation and, where applicable, any impairment losses.<br />
(iii) Other Collections<br />
Other collections include the <strong>University</strong>’s Rare Book Collection, Archives and the Percy Grainger Collection. Other<br />
Collections are measured on a fair value basis and are valued on a cyclical basis unless there is a material movement<br />
between valuations. Collections are valued by management relying on both internal and independent valuations.<br />
A valuation <strong>of</strong> Other Collections was carried out as at 31 December <strong>2006</strong>. Valuations were undertaken by management<br />
based on both internal and independent expertise provided by Leonard Joel Australia (Valuers) and Kenneth Hince Old and<br />
Fine Books.<br />
(iv) Works <strong>of</strong> Art<br />
The <strong>University</strong>’s Art Collection is measured on a fair value basis and is valued on a cyclical basis unless there is a material<br />
movement between valuations. Collections are valued by management relying on both internal and independent valuations.<br />
A valuation <strong>of</strong> Works <strong>of</strong> Art held by the <strong>University</strong> was carried out as at 31 December <strong>2006</strong>. Valuations were undertaken<br />
by management based on both internal and independent expertise provided by Leonard Joel Australia (Valuers), Deutcher-<br />
Menzies Pty Ltd, Joshua McClelland and Jan Martin.<br />
An independent valuation <strong>of</strong> Works <strong>of</strong> Art held by the Victorian College <strong>of</strong> the Arts was carried out as at 31 December <strong>2006</strong><br />
by Leonard Joel Australia (Valuers).<br />
The amount <strong>of</strong> revaluation is disclosed in Note 31.<br />
(v) Items <strong>of</strong> Cultural Significance<br />
The <strong>University</strong> has identified and is in the process <strong>of</strong> cataloguing items <strong>of</strong> cultural significance. These items are varied in<br />
nature. Apart from Other Collections and Works <strong>of</strong> Art (referred to above) these collections have not been valued as there is<br />
no ready market or reliable valuation basis for these items.<br />
(vi) Motor Vehicles<br />
Recorded in the Balance Sheet at cost less depreciation and, where applicable, any impairment losses. Gains or losses in<br />
respect <strong>of</strong> the sale or trade-in <strong>of</strong> motor vehicles are included in Notes 16 and 25 to the Financial Statements.<br />
(vii) Furniture and Equipment<br />
Recorded in the Balance Sheet at cost less depreciation and, where applicable, any impairment losses. Gains or losses in<br />
respect <strong>of</strong> disposals are included in Notes 16 and 25 to the Financial Statements.<br />
(viii) Leasehold Improvements<br />
Recorded in the Balance Sheet at cost less amortisation and, where applicable, any impairment losses. Improvements<br />
costing $10,000 or more are capitalised with expenditure less than $10,000 being expensed.<br />
(ix) Construction in Progress<br />
Recorded in the Balance Sheet at cost.<br />
(x) Depreciation<br />
Depreciation is provided on a straight line basis on all tangible fixed assets other than Freehold Land, Construction in<br />
Progress, Works <strong>of</strong> Art and Other Collections, none <strong>of</strong> which are depreciated.<br />
Major Depreciation Rates are:<br />
Buildings 3%<br />
Motor Vehicles 20%<br />
Furniture and Equipment<br />
- Furniture, Fixtures and Fittings 10%<br />
- Communications Equipment 12 1/2%<br />
- General Equipment 25%<br />
- Scientific and Computing Equipment 33 1/3%<br />
Leasehold Improvements (amortised over the term <strong>of</strong> the lease)<br />
Library Collection:<br />
- Monographs 2 1/2%<br />
- Periodicals 2%<br />
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Notes to and forming part <strong>of</strong> the Financial Statements<br />
These rates have been consistently maintained and there has been no change from rates applied in prior years.<br />
Depreciation rates used by some subsidiaries vary slightly from the rates stated above.<br />
Acquisitions are depreciated from the date <strong>of</strong> purchase; disposals are depreciated up to the date <strong>of</strong> sale or when classified<br />
as held-for-sale (refer to note 1.14).<br />
1.11 Intangible Assets<br />
(i)<br />
Research<br />
Expenditure on research activities, undertaken with the prospect <strong>of</strong> obtaining new scientific or technical knowledge and<br />
understanding, is recognised in the Income Statement as an expense when it is incurred.<br />
(ii) Goodwill<br />
Goodwill on acquisition is initially measured at cost being the excess <strong>of</strong> the cost <strong>of</strong> the business combination over the<br />
acquirer’s interest in the net fair value <strong>of</strong> the identifiable assets, liabilities and contingent liabilities.<br />
Following initial recognition, goodwill is measured at cost less any accumulated impairment losses.<br />
(iii) S<strong>of</strong>tware<br />
Major computer s<strong>of</strong>tware is recorded in the Balance Sheet at cost less amortisation and where applicable, any impairment<br />
losses. Only the cost <strong>of</strong> the s<strong>of</strong>tware is capitalised, installation costs are expensed in the Income Statement in the year<br />
they are incurred. Amortisation is provided on a straight line basis at the rate <strong>of</strong> 33 1/3%. There has been no change in the<br />
amortisation rate from the prior year.<br />
1.12 Revaluation <strong>of</strong> Non Current Assets<br />
Accounting Standard AASB 116 Property, Plant and Equipment requires <strong>report</strong>ing entities to measure assets within each class<br />
<strong>of</strong> non-current asset on either the cost basis or on a fair value basis. Subsequent to initial recognition, non-current physical<br />
assets, other than plant, equipment, vehicles, the library collection and intangible assets, are measured at fair value. Plant,<br />
equipment and vehicles are measured at cost.<br />
In accordance with the not-for-pr<strong>of</strong>it requirements <strong>of</strong> AASB 116, revaluation increments are credited directly to the asset<br />
revaluation reserve, except that, to the extent that an increment reverses a revaluation decrement in respect <strong>of</strong> that class <strong>of</strong><br />
asset previously recognised as an expense in the net result, the increment is recognised as revenue in the net result.<br />
Revaluation decrements are recognised immediately as expenses in the net result, except that, to the extent that a credit<br />
balance exists in the asset revaluation reserve in respect <strong>of</strong> the same class <strong>of</strong> assets, they are debited directly to the asset<br />
revaluation reserve.<br />
Revaluation increments and decrements relating to individual assets within a class <strong>of</strong> property, plant and equipment are <strong>of</strong>fset<br />
against one another within that class but are not <strong>of</strong>fset in respect <strong>of</strong> assets in different classes. Revaluation reserves are not<br />
transferred to retained earnings on derecognition <strong>of</strong> the relevant asset.<br />
1.13 Impairment <strong>of</strong> Assets<br />
At each <strong>report</strong>ing date, all assets except for those held at fair value including, inventories, assets arising from employee benefits<br />
and financial instrument assets are assessed to determine whether there is an indication <strong>of</strong> impairment. If there is an indication<br />
<strong>of</strong> impairment, the assets concerned are tested as to whether their carrying amount exceeds the recoverable amount, the<br />
difference is written-<strong>of</strong>f by a charge to the Income Statement except to the extent that the write-down can be debited to an<br />
asset revaluation reserve applicable to that class <strong>of</strong> asset.<br />
At each <strong>report</strong>ing date assets previously determined to be impaired are assessed for circumstances indicating that an<br />
impairment loss recognised in prior periods no longer exists or may have decreased. If there is an indication that the impairment<br />
loss has been reversed, the assets concerned are tested as to whether the recoverable amount exceeds the carrying amount,<br />
the difference not exceeding the original impairment is credited to the Income Statement except for revalued assets which are<br />
credited to an asset revaluation reserve.<br />
Impairment testing is performed <strong>annual</strong>ly for goodwill. Impairment losses are taken to the Income Statement and cannot<br />
be reversed.<br />
Where it is not possible to estimate the recoverable amount <strong>of</strong> an individual asset, the <strong>University</strong> estimates the recoverable<br />
amount <strong>of</strong> the cash-generating unit to which the asset belongs.<br />
102<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 1 Statement <strong>of</strong> Significant Accounting Policies (Continued)<br />
1.14 Non-Current Assets (or Disposal Groups) Held for Sale and Discontinued Operations<br />
In the event that the Group identified a non-current asset (or disposal group) to be classified as held for sale, the asset (or<br />
disposal group) would be stated at the lower <strong>of</strong> the carrying amount and fair value less costs to sell, if the carrying amount will<br />
be recovered principally through a sale transaction rather than through continuing use. This condition is regarded as met only<br />
when the sale is highly probable and the asset (or disposal group) is available for immediate sale in its present condition.<br />
An impairment loss is recognised for any initial or subsequent write down <strong>of</strong> the asset (or disposal group) to fair value less<br />
costs to sell. A gain is recognised for any subsequent increases in fair value less costs to sell <strong>of</strong> an asset (or disposal group), but<br />
not in excess <strong>of</strong> any cumulative impairment loss previously recognised. A gain or loss not previously recognised by the date <strong>of</strong><br />
the sale <strong>of</strong> the non-current asset (or disposal group) is recognised at the date <strong>of</strong> derecognition.<br />
Non-current assets (including those that are part <strong>of</strong> a disposal group) are not depreciated or amortised while they are classified<br />
as held for sale. Interest and other expenses attributable to the liabilities <strong>of</strong> a disposal group classified as held for sale continue<br />
to be recognised.<br />
Non-current assets classified as held for sale and the assets <strong>of</strong> a disposal group classified as held for sale are presented<br />
separately from the other assets in the balance sheet. The liabilities <strong>of</strong> a disposal group classified as held for sale are presented<br />
separately from other liabilities in the Balance Sheet.<br />
In June 2005 the <strong>University</strong> Council decided that it would cease the delivery <strong>of</strong> Vocational Education and Training (VET)<br />
programs. This involves the progressive withdrawal from the delivery <strong>of</strong> agriculture-related education on the campuses at<br />
Gilbert Chandler, Longerenong, Glenormiston and McMillan. The closure <strong>of</strong> these campus operations does not meet the<br />
definition <strong>of</strong> a discontinued operation under AASB 5 Non-current Assets Held for Sale and Discontinued Operations as the<br />
campuses are not considered to be a separate major line <strong>of</strong> business <strong>of</strong> the <strong>University</strong>. Land and Buildings associated with the<br />
campuses were impaired as it is likely that they will be returned to the State Government free <strong>of</strong> charge.<br />
1.15 Employee Benefits<br />
Provision is made for the liability for employee benefits arising from services rendered by employees at the <strong>report</strong>ing date.<br />
Employee benefits which are short term in nature and are expected to be settled within one year have been measured at the<br />
amounts expected to be paid when the liability is settled, plus related on costs. Employee benefits payable later than one year<br />
and which are long term in nature have been measured at the present value <strong>of</strong> the estimated future cash outflows to be made<br />
for those benefits.<br />
(i) Recreation Leave<br />
Liabilities for recreation leave have been determined in accordance with Australian Accounting Standard AASB 119<br />
Employee Benefits. The liability is broken down into the amount expected to be settled within twelve months <strong>of</strong> the<br />
<strong>report</strong>ing date and that which is expected to be settled after 12 months <strong>of</strong> the <strong>report</strong>ing date.<br />
(ii) Long Service Leave<br />
Liabilities for long service leave are measured using the projected unit credit method which measures the present value <strong>of</strong><br />
expected future payments to be made in respect <strong>of</strong> services provided by employees up to the <strong>report</strong>ing date. The current<br />
portion <strong>of</strong> the liability is the amount expected to be settled within 12 months <strong>of</strong> the <strong>report</strong>ing date plus the amount over<br />
which the <strong>University</strong> does not have a right <strong>of</strong> deferral.<br />
(iii) Superannuation<br />
Employee contributory superannuation funds managed outside <strong>of</strong> the <strong>University</strong> exist to provide benefits for the Group’s<br />
employees and their dependents on retirement, disability or death <strong>of</strong> the employee. The contributions made to these funds<br />
are recorded in the Income Statement. Further details are provided in Note 36.<br />
(iv) Unfunded Superannuation Liabilities<br />
In accordance with the 1998 instructions issued by the Department <strong>of</strong> Education, Training and Youth Affairs (DETYA), now<br />
known as the Department <strong>of</strong> Education, Science and Training (DEST), the effects <strong>of</strong> the unfunded superannuation liabilities<br />
<strong>of</strong> the <strong>University</strong> and its subsidiary, the Victorian College <strong>of</strong> the Arts, were recorded in the Income Statement and the<br />
Balance Sheet for the first time in 1998. Prior to this date, the practice had been to disclose the liabilities by way <strong>of</strong> a note<br />
to the financial statements.<br />
The unfunded liabilities recorded in the Balance Sheet under Provisions have been determined by the actuary <strong>of</strong> the<br />
Victorian Government Superannuation Office and relate to employees who transferred to the <strong>University</strong> from the<br />
former <strong>Melbourne</strong> College <strong>of</strong> Advanced Education (merged with the <strong>University</strong> on 1 January 1989) Hawthorn Institute<br />
<strong>of</strong> Education Ltd (merged with the <strong>University</strong> on 1 January 1997), the Victorian College <strong>of</strong> Agriculture and Horticulture<br />
Ltd (merged with the <strong>University</strong> on 1 July 1997) and the Victorian College <strong>of</strong> the Arts, who are members <strong>of</strong> the State<br />
Superannuation Scheme.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
103
Notes to and forming part <strong>of</strong> the Financial Statements<br />
An arrangement exists between the Australian Government and the State Government to meet the unfunded liability<br />
for the <strong>University</strong>’s beneficiaries <strong>of</strong> the State Superannuation Schemes on an emerging cost basis. This arrangement<br />
is evidenced by the State Grants (General Revenue) Amendment Act 1987, Higher Education Funding Act 1988 and<br />
subsequent amending legislation. Accordingly the unfunded liabilities have been recognised in the Balance Sheet under<br />
Provisions, with a corresponding asset recognised under Receivables. The recognition <strong>of</strong> both the asset and the liability<br />
consequently does not affect the year end net asset position <strong>of</strong> the <strong>University</strong> and its subsidiaries.<br />
1.16 Goods and Services Tax (GST)<br />
Income, expenses and assets are recognised net <strong>of</strong> the amount <strong>of</strong> Goods and Services Tax (GST), except where the amount <strong>of</strong><br />
GST incurred is not recoverable from the taxation authority. In these circumstances, the GST is recognised as part <strong>of</strong> the cost <strong>of</strong><br />
the acquisition <strong>of</strong> the asset or as part <strong>of</strong> the expense.<br />
Receivables and payables are stated with the amount <strong>of</strong> GST included. The net amount <strong>of</strong> GST recoverable from, or payable to,<br />
the Australian Taxation Office (ATO) is included as a current asset or liability in the Balance Sheet.<br />
Cash flows are presented on a gross basis. The GST components <strong>of</strong> cash flows arising from investing or financing activities<br />
which are recoverable from, or payable to the ATO, are presented as operating cash flows.<br />
1.17 Leases<br />
(i) Operating Leases as Lessee<br />
The <strong>University</strong> leases certain land and buildings. Leases where the lessor retains substantially all the risks and benefits <strong>of</strong><br />
ownership <strong>of</strong> the asset are classified as operating leases. Payments made under operating leases are charged to the Income<br />
Statement on a straight-line basis over the period <strong>of</strong> the lease.<br />
(ii) Operating Leases as Lessor<br />
Lease income from operating leases is recognised in the Income Statement on a straight-line basis over the lease term.<br />
(iii) Finance Leases<br />
Leases <strong>of</strong> property, plant and equipment where the Group has substantially all the risks and rewards <strong>of</strong> ownership are classified<br />
as finance leases. The assets acquired by way <strong>of</strong> a finance lease are stated at an amount equal to the lower <strong>of</strong> their fair value<br />
and the present value <strong>of</strong> the minimum lease payments at inception <strong>of</strong> the lease, less accumulated depreciation and impairment<br />
losses.<br />
Interest charged on finance leases is charged to the Income Statement on a straight-line basis over the lease term.<br />
1.18 Comparatives<br />
When required by Accounting Standards, comparative figures have been adjusted to conform to changes in presentation for the<br />
current financial year. Such changes are disclosed in accordance with AASB 101 Presentation <strong>of</strong> Financial Statements.<br />
1.19 Rounding<br />
All amounts shown in the financial statements are expressed by reference to the nearest thousand dollars unless<br />
otherwise specified.<br />
1.20 Changes in Accounting Policy<br />
In <strong>2006</strong>, the <strong>University</strong> changed its accounting policy in relation to the allocation and classification <strong>of</strong> employee benefits.<br />
Previously, the amount expected to be settled as long service leave in the following year was disclosed as a current liability and<br />
recorded at nominal value. The remaining balance <strong>of</strong> the provision (i.e. the portion not expected to be paid in the following year)<br />
was disclosed as non-current liability and recorded at present value.<br />
Under the new policy, as described in Note 1.15, the current portion <strong>of</strong> the liability now includes all amounts to which the<br />
<strong>University</strong>’s employees are presently entitled.<br />
The change in policy was applied retrospectively to the year ended 31 December 2005 in accordance with AASB 108<br />
Accounting Policies, Changes in Accounting Estimates and Errors. The change was deemed not to materially affect the overall<br />
balance <strong>of</strong> the provision for the year and is therefore only a reclassification <strong>of</strong> existing balances. The impact <strong>of</strong> the change<br />
resulted in an increase to consolidated current liabilities at 31 December 2005 <strong>of</strong> $52.447 million (<strong>University</strong> $52.423 million)<br />
There were no other changes to accounting policies during the year ended 31 December <strong>2006</strong>.<br />
104<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 2 Australian Government<br />
Financial Assistance<br />
Including HECS-HELP And Other Australian Government Loan Programmes<br />
(a) Commonwealth Grants Scheme and Other Grants 49.1<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000<br />
Commonwealth Grants Scheme # 158,555 149,753 158,555 149,753<br />
Indigenous Support Fund 905 728 905 728<br />
Equity Programmes + 494 524 494 524<br />
Workplace Reform Programme 2,082 2,044 2,082 2,044<br />
Workplace Productivity Programme 1,500 - 1,500 -<br />
Learning and Teaching Performance Fund 9,853 - 9,853 -<br />
Capital Development Pool 583 - 583 -<br />
Superannuation Programme 7,029 7,107 7,029 7,107<br />
Collaboration & Structural Reform Programme 208 - 208 -<br />
Total Commonwealth Grants Scheme and Other Grants 181,209 160,156 181,209 160,156<br />
(b) Higher Education Loan Programmes 49.2<br />
HECS-HELP 75,655 70,445 75,655 70,445<br />
FEE-HELP * 28,171 24,120 27,076 23,285<br />
Total Higher Education Loan Programmes 103,826 94,565 102,731 93,730<br />
(c) Scholarships 49.3<br />
Australian Postgraduate Awards 10,560 10,827 10,560 10,827<br />
International Postgraduate Research Scholarship 2,388 2,275 2,388 2,275<br />
Commonwealth Education Costs Scholarships 786 474 786 474<br />
Commonwealth Accommodation Scholarships 1,365 952 1,365 952<br />
Total Scholarships 15,099 14,528 15,099 14,528<br />
(d) DEST - Research 49.4<br />
Institutional Grants Scheme 33,985 32,772 33,985 32,772<br />
Research Training Scheme 59,907 56,851 59,907 56,851<br />
Systemic Infrastructure Initiative 2,016 2,355 2,016 2,355<br />
Research Infrastructure Block Grants 26,052 25,038 26,052 25,038<br />
Total DEST - Research Grants 121,960 117,016 121,960 117,016<br />
# Includes the basic Commonwealth Grants Scheme (CGS), CGS-Regional Loading and CGS-Enabling Loading.<br />
+ Includes amounts for Higher Education Equity Support Programme and Students with Disabilities Programme.<br />
* For 2005, FEE-HELP would include the Postgraduate Education Loans Scheme (PELS) and the Bridging for Overseas Trained<br />
Pr<strong>of</strong>essionals Loan Scheme (BOTPLS).<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
105
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 2 Australian Government<br />
Financial Assistance<br />
Including HECS-HELP And Other Australian Government Loan Programmes<br />
(continued)<br />
(e) Australian Research Council 49.5<br />
(e)(i) Discovery<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000<br />
49.5(a)<br />
Project 30,483 23,983 30,483 23,983<br />
Fellowships 2,934 2,484 2,934 2,484<br />
Indigenous Researchers Development 170 108 170 108<br />
Total Discovery 33,587 26,575 33,587 26,575<br />
(e)(ii) Linkages<br />
49.5(b)<br />
Special Research Initiatives 447 - 447 -<br />
Infrastructure 1,765 1,504 1,765 1,504<br />
International 154 197 154 197<br />
Projects 5,025 6,325 5,025 6,325<br />
Total Linkages 7,391 8,026 7,391 8,026<br />
(e)(iii) Networks and Centres<br />
49.5(c)<br />
Research Networks 1,329 1,164 1,329 1,164<br />
Centres 6,882 4,139 6,882 4,139<br />
Total Networks and Centres 8,211 5,303 8,211 5,303<br />
(f) Other Australian Government Financial Assistance<br />
Department <strong>of</strong> Agriculture, Fishery and Forestry 1,404 460 1,404 460<br />
Co-operative Research Centres 8,324 4,730 8,324 4,730<br />
National Health & Medical Research Council 61,372 52,363 61,372 52,363<br />
Other Commonwealth Research 28,067 23,440 28,067 23,440<br />
Other Funding 21,663 40,755 18,589 35,999<br />
Total Other Australian Government Financial Assistance 120,830 121,748 117,756 116,992<br />
Total Australian Government Financial Assistance 592,113 547,917 587,944 542,326<br />
Reconciliation<br />
Australian Government Grants [a + c + d + e + f] 488,287 453,352 485,213 448,596<br />
HECS-HELP - Australian Government Payments 75,655 70,445 75,655 70,445<br />
Other Australian Government Loan Programmes<br />
[FEE-HELP] 28,171 24,120 27,076 23,285<br />
Total Australian Government Financial Assistance 592,113 547,917 587,944 542,326<br />
106<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 3 State Government<br />
Financial Assistance<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000<br />
Recurrent Funding 2,930 9,101 2,891 9,084<br />
Research Funding 17,510 8,400 17,510 8,400<br />
Microbiological Diagnostic Unit 4,389 4,734 4,389 4,734<br />
Support to the Arts (Arts Victoria) 411 439 411 429<br />
Assets Received Free <strong>of</strong> Charge - 9,336 - 9,336<br />
MTC Theatre Development Funding 18,000 - 18,000 -<br />
Miscellaneous Purposes 4,858 7,021 4,524 6,881<br />
Total State and Local Government Financial Assistance 48,098 39,031 47,725 38,864<br />
Note 4 Fees and Charges<br />
Course Fees and Charges<br />
Fee-Paying Overseas Students 203,857 185,003 191,638 168,099<br />
Continuing Education 8,275 8,639 2,188 1,996<br />
Fee-Paying Domestic Postgraduate Students * 24,675 23,430 11,835 10,436<br />
Fee-Paying Domestic Undergraduate Students * 19,218 21,478 19,218 21,478<br />
Course Charges - External (Local Students) 24,971 23,904 1,459 1,853<br />
Sundry Fees 3,681 1,542 3,603 1,441<br />
Total Course Fees and Charges 284,677 263,996 229,941 205,303<br />
TAFE Tuition 303 1,370 303 1,370<br />
Other Non-Course Fees and Charges<br />
Amenities and Service Fees 12,212 12,094 12,212 12,094<br />
Examination Fees 1,949 2,115 95 109<br />
Library Fees 366 356 366 356<br />
Excursions 1,001 1,141 1,001 1,141<br />
Rent/Use <strong>of</strong> Facilities Charges 7,840 6,976 3,408 2,692<br />
Student Accommodation Charges 5,890 6,339 5,890 6,339<br />
Parking Fees 3,441 3,254 3,440 3,237<br />
Seminar, Conference and Course Fees 4,304 4,212 4,026 3,946<br />
Copying Charges 81 192 61 179<br />
Testing and Servicing 11,031 8,701 11,031 8,701<br />
Hire <strong>of</strong> Apparatus and Laboratory Fees 52 63 - -<br />
Fines 51 48 51 39<br />
Membership Fees 3,027 2,572 201 193<br />
Other Fees and Charges for Services Provided 27,143 28,689 23,387 24,215<br />
Total Other Non-Course Fees and Charges 78,388 76,752 65,169 63,241<br />
Total Fees and Charges 363,368 342,118 295,413 269,914<br />
* Domestic Course Fees and charges are net <strong>of</strong> FEE-HELP payments as disclosed in<br />
Note 2 (b) <strong>of</strong> the Financial Statements<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
107
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 5 Investment Income<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000<br />
Interest Received and Receivable 17,884 18,026 14,632 14,256<br />
Dividends 97,296 72,993 94,025 68,427<br />
Realised Gains (Losses)* (2,098) 7,499 (5,296) (851)<br />
Other 943 193 943 214<br />
Total Investment Income 114,025 98,711 104,304 82,046<br />
*Losses for <strong>2006</strong> resulted from trading activities and included the <strong>University</strong>’s participation in Share Buyback schemes.<br />
These are <strong>of</strong>fset by gains in dividends and imputation credits.<br />
Note 6 Royalties, Trademarks and Licences<br />
Copyright and Royalty 5,066 3,015 5,054 3,015<br />
Total Royalties, Trademarks and Licences 5,066 3,015 5,054 3,015<br />
Note 7 Consultancy and Contract Research<br />
Consultancy 6,996 7,149 6,648 6,794<br />
Contract Research 17,392 17,551 17,392 17,551<br />
Total Consultancy and Contract Research 24,388 24,700 24,040 24,345<br />
Note 8 Other Income<br />
Donations and Bequests 23,722 21,815 22,643 21,119<br />
Publishing and Book Sales 15,196 14,802 12,319 11,920<br />
Box Office Receipts 9,744 9,623 9,609 9,493<br />
Computer Sales 7,285 8,026 2,640 3,991<br />
Subscriptions to <strong>University</strong> Societies 1,254 1,153 1,203 1,104<br />
Sale <strong>of</strong> Produce and Livestock 2,127 2,314 2,127 2,286<br />
Net Gain on Disposal <strong>of</strong> Property, Plant and Equipment 16 - - - 280<br />
Research/Project Income other than the Australian Government 5,311 4,257 - -<br />
Non-Government Grants 50,177 49,307 47,777 46,960<br />
Scholarships and Prizes 100 100 100 100<br />
Miscellaneous Income 753 7,705 3,607 5,938<br />
Total Other Income 115,669 119,102 102,025 103,191<br />
108<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 9 Employee Benefits and<br />
On Costs<br />
Academic<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000<br />
Salaries 272,757 262,421 260,035 248,154<br />
Contributions to Superannuation and Pension<br />
Schemes:<br />
Emerging Cost 7,894 7,877 7,120 7,038<br />
Funded 36,337 34,513 34,878 33,413<br />
Payroll Tax 16,280 16,056 15,587 15,339<br />
Worker’s Compensation 1,534 1,458 1,481 1,411<br />
Long Service Leave Expense 2,759 1,243 2,649 1,040<br />
Annual Leave 2,138 848 2,044 784<br />
Other 4,754 2,722 4,716 2,722<br />
Total Academic 344,453 327,138 328,510 309,901<br />
Non-Academic<br />
Salaries 235,402 218,239 197,154 176,462<br />
Contributions to Superannuation and Pension<br />
Schemes:<br />
Emerging Cost 231 242 - -<br />
Funded 30,970 26,151 27,378 23,580<br />
Provisions for Future Emerging Costs - 51 - 51<br />
Payroll Tax 13,062 11,414 11,494 9,906<br />
Worker’s Compensation 1,220 1,027 1,091 916<br />
Long Service Leave Expense 2,569 1,019 2,061 806<br />
Annual Leave 1,689 406 1,427 195<br />
Other 5,320 7,920 4,948 7,536<br />
Total Non-Academic 290,463 266,469 245,553 219,452<br />
Total Employee Benefits and On Costs 634,916 593,607 574,063 529,353<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
109
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 10 Depreciation and Amortisation<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000<br />
Depreciation and Amortisation by Class <strong>of</strong> Assets<br />
Depreciation<br />
Buildings 43,045 41,813 40,278 39,114<br />
Buildings - Fixtures and Fittings 15 95 15 95<br />
Leasehold Improvements 503 453 218 2<br />
Scientific and Computing Equipment 14,658 15,055 13,670 14,016<br />
Works <strong>of</strong> Art 2 3 - -<br />
General Equipment 5,166 5,720 4,232 4,487<br />
Communications Equipment 200 239 196 236<br />
Furniture 519 476 106 101<br />
Motor Vehicles 1,494 1,569 1,446 1,488<br />
Library Collection 8,808 7,775 8,466 7,487<br />
Assets Under Finance Lease 692 697 - -<br />
Total Depreciation 75,102 73,895 68,627 67,026<br />
Amortisation<br />
S<strong>of</strong>tware 260 2,064 1 1,572<br />
Total Amortisation 260 2,064 1 1,572<br />
Total Depreciation and Amortisation 75,362 75,959 68,628 68,598<br />
Note 11 Repairs and Maintenance<br />
Buildings 33,941 33,047 32,077 30,781<br />
Plant and Equipment 10,292 5,466 9,360 4,541<br />
Total Repairs and Maintenance 44,233 38,513 41,437 35,322<br />
Note 12 Finance Costs<br />
Interest Expense 10,767 10,727 10,767 10,610<br />
Finance Charges Payable under Finance Leases 120 - - -<br />
Total Finance Costs Expensed 10,887 10,727 10,767 10,610<br />
Note 13 Bad and Doubtful Debts<br />
Bad Debts Written Off 681 1,300 506 1,264<br />
Increase/(Decrease) in Provision for Doubtful Debts (135) (687) 11 (842)<br />
Total Bad and Doubtful Debts 546 613 517 422<br />
110<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 14 Accounting and Auditing Services<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000<br />
Auditing and Review <strong>of</strong> Financial Reports -<br />
Victorian Auditor-General 270 247 190 170<br />
Other Auditors 427 418 192 185<br />
Accounting Services 58 859 8 43<br />
Total Accounting and Auditing Services 755 1,524 390 398<br />
Note 15 Other Expenses<br />
Scholarships 50,768 47,899 49,511 45,963<br />
Equipment Purchases (items not capitalised) 14,440 15,102 13,982 14,826<br />
Consumable Materials 38,059 36,949 36,840 33,962<br />
Travel, Staff Development and Training 37,598 31,948 33,789 28,886<br />
Library Materials 7,257 3,435 6,914 3,082<br />
Grants 77,563 55,055 93,674 71,449<br />
Rent and Leasing Payments 11,477 14,856 8,765 8,440<br />
Utilities and Services 29,301 28,684 26,378 25,916<br />
Contracted and Pr<strong>of</strong>essional Services 59,458 56,305 62,873 60,288<br />
Printing, Publications and Stationary 13,050 13,337 9,273 8,512<br />
Insurance 5,326 4,868 5,032 4,777<br />
Net Loss on Disposal <strong>of</strong> Property, Plant and<br />
Equipment 16 1,691 47 1,718 -<br />
Other Expenses 63,264 57,998 48,822 41,807<br />
Program and Course Development, Preparation and<br />
Delivery Services 11,969 13,308 - -<br />
Course Fees Paid 5,103 3,973 5,103 3,973<br />
Impairment Losses * 4,970 17,617 7,970 15,339<br />
Total Other Expenses 431,294 401,381 410,644 367,220<br />
* Impairment losses for the year ended 31 December <strong>2006</strong> mainly comprise <strong>of</strong> a $3.0 million (2005 $15.3 million) impairment<br />
<strong>of</strong> the <strong>University</strong>’s investment in U21 Global.<br />
Note 16 Sale <strong>of</strong> Assets<br />
Proceeds from Sale <strong>of</strong> Assets<br />
Property, Plant and Equipment 23,343 2,166 22,412 1,973<br />
Total Proceeds from Sale <strong>of</strong> Assets 23,343 2,166 22,412 1,973<br />
Carrying Amount <strong>of</strong> Assets Sold/Scrapped<br />
Property, Plant and Equipment 25,034 2,213 24,130 1,693<br />
Total Carrying Amount <strong>of</strong> Assets Sold/Scrapped 25,034 2,213 24,130 1,693<br />
Net Gain/(Loss) on Sale <strong>of</strong> Assets (1,691) (47) (1,718) 280<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
111
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 17 Income Tax Expense/(Benefit)<br />
The prima facie tax on the operating result from<br />
continuing operations is reconciled to the income tax<br />
provided in the Financial Statements as follows:<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000<br />
Prima facie Tax Payable on Operating<br />
Pr<strong>of</strong>it/(Loss) <strong>of</strong> Tax Paying Subsidiaries before<br />
Income Tax: (55) (3,216) - -<br />
Income Tax effect <strong>of</strong> -<br />
Non-Deductible Expenditure 56 3,198 - -<br />
Other (2) 1 - -<br />
Income Tax Expense/(Benefit) (1) (17) - -<br />
Note 18 Receivables<br />
RECEIVABLES (CURRENT)<br />
Trade Receivables 40,105 40,170 35,211 34,086<br />
Sundry Debtors 24,642 22,141 19,253 15,625<br />
Less: Provision for Doubtful Receivables (540) (600) (398) (387)<br />
64,207 61,711 54,066 49,324<br />
Student Loans 1,735 1,934 1,735 1,914<br />
Less: Provision for Doubtful Receivables (50) (50) (50) (50)<br />
1,685 1,884 1,685 1,864<br />
Deferred Government Contributions for<br />
Superannuation 7,855 7,342 6,922 6,387<br />
Other 1,442 1,309 665 665<br />
Less: Provision for Doubtful Receivables - (73) - -<br />
Total Current Receivables 75,189 72,173 63,338 58,240<br />
RECEIVABLES (NON-CURRENT)<br />
Student Loans 1 5 - -<br />
Deferred Government Contributions for<br />
Superannuation 97,601 103,547 83,801 89,003<br />
State Government <strong>of</strong> Victoria (MTC Development) 51,000 - 51,000 -<br />
Other 2,282 2,521 2,282 3,770<br />
Less: Provision for Doubtful Receivables (2,258) (2,258) (2,258) (2,258)<br />
Total Non-Current Receivables 148,626 103,815 134,825 90,515<br />
(a) Government Contributions to Superannuation<br />
The <strong>University</strong> recognises a receivable for the amount expected to be received from the Australian Government in respect<br />
<strong>of</strong> unfunded superannuation schemes operated by the State Government. The total consolidated amount owing in respect <strong>of</strong><br />
these schemes at 30 June <strong>2006</strong> is recorded at $105.456 million (2005 $110.889 million). Refer Notes 1.15(iv), 29 and 36.<br />
(b) <strong>Melbourne</strong> Theatre Company Development<br />
The <strong>University</strong> has entered into an agreement with the State Government <strong>of</strong> Victoria for the development <strong>of</strong> a 500 seat theatre<br />
for the <strong>Melbourne</strong> Theatre Company. The $51.0 million receivable represents the total value <strong>of</strong> the theatre to be received by the<br />
<strong>University</strong> on completion.<br />
(c) Effective Interest Rates and Credit Risk<br />
Information concerning the effective interest rate and credit risk <strong>of</strong> both current and non-current receivables is set out in Note 32<br />
Financial Instruments.<br />
112<br />
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financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 19 Inventories<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000<br />
Finished Goods 5,260 4,682 3,855 3,584<br />
Raw Materials 180 186 180 186<br />
Work in Progress 177 129 - -<br />
Livestock and Other 1,466 1,461 1,466 1,460<br />
Total Inventories 7,083 6,458 5,501 5,230<br />
Note 20 Other Financial Assets at Fair Value<br />
Current<br />
Bank and Term Deposits 17,444 17,238 2 -<br />
Commercial Paper 27,343 41,590 27,343 41,590<br />
Debentures 35,866 11,041 35,866 11,041<br />
Unit Trusts 21,247 - 21,247 -<br />
Total Other Financial Assets at Fair Value 101,900 69,869 84,458 52,631<br />
Note 21 Non-Current Investments<br />
AVAILABLE-FOR-SALE FINANCIAL ASSETS<br />
Non-Current<br />
Shares, Equities and Convertible Notes 1,060,822 902,666 1,008,046 854,762<br />
Listed Income Securities/Unit Trusts 186,206 159,400 178,133 149,507<br />
International and Domestic Bonds 19,381 - - -<br />
Corporate Securities - 65 - -<br />
Mortgage Loans 90 90 90 90<br />
Units in Pool* - - (162) (144)<br />
Total Available-for-Sale Financial Assets 1,266,499 1,062,221 1,186,107 1,004,215<br />
*Represents the ownership <strong>of</strong> Units in the Investment<br />
Pool held by Subsidiaries<br />
HELD-TO-MATURITY INVESTMENTS<br />
Non-Current<br />
International Bonds - 6,138 - -<br />
Domestic Bonds - 14,082 - -<br />
Total Held-to-Maturity Investments - 20,220 - -<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
113
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 22 Assets Classified as Held for Sale<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000<br />
Assets<br />
Total Current Assets - 2,068 - -<br />
Total Non-Current Assets - 1,432 - -<br />
Total Assets Classified as Held for Sale - 3,500 - -<br />
Liabilities<br />
Total Current Liabilities - 1,277 - -<br />
Total Liabilities Attributable to Assets Classified as<br />
Held for Sale - 1,277 - -<br />
Pursuant to the decision in June 2005 for <strong>Melbourne</strong> <strong>University</strong> Private Ltd (now known as UMEE Ltd) to cease operating<br />
as a <strong>University</strong>, certain activities <strong>of</strong> the company were identified as held for sale. These activities were not specifically<br />
identified in the financial <strong>report</strong> as the Directors <strong>of</strong> UMEE Ltd believed that to do so would compromise the sale process.<br />
Note 23 Other Financial Assets at Fair Value<br />
Non-Current<br />
Investment in Subsidiary Companies - - 25,348 22,348<br />
Other Investments 27,170 22,200 27,170 22,200<br />
Provision for Accumulated Impairment (23,045) (18,075) (28,844) (20,874)<br />
Other 20 20 - -<br />
Total Other Financial Assets 4,145 4,145 23,674 23,674<br />
Note 24 Other Non-financial Assets (Current)<br />
Prepaid Expense 6,967 10,397 6,504 9,976<br />
Accrued Income/Other 2,419 2,334 1,116 1,227<br />
Total Other Non-Financial Assets 9,386 12,731 7,620 11,203<br />
114<br />
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financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 25 Property, Plant and Equipment<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000<br />
Freehold Land<br />
At Cost - 11,567 - 1,167<br />
At Fair Value 545,723 496,740 452,158 421,455<br />
545,723 508,307 452,158 422,622<br />
Buildings<br />
At Cost - 156,463 - 150,745<br />
At Fair Value 1,459,094 1,249,115 1,369,026 1,167,100<br />
Provision for and Depreciation and Impairment<br />
<strong>of</strong> Buildings<br />
1,459,094 1,405,578 1,369,026 1,317,845<br />
At Cost - (5,348) - (5,187)<br />
At Fair Value - (72,736) - (69,956)<br />
- (78,084) - (75,143)<br />
Total Buildings at Written-Down Value 1,459,094 1,327,494 1,369,026 1,242,702<br />
Library Collection<br />
At Cost 358,083 347,459 353,661 343,427<br />
Provision for Depreciation (108,521) (99,695) (105,466) (97,000)<br />
249,562 247,764 248,195 246,427<br />
Other Collections<br />
At Fair Value 58,830 52,605 58,830 52,605<br />
58,830 52,605 58,830 52,605<br />
Works <strong>of</strong> Art<br />
At Fair Value 56,027 45,485 53,266 43,618<br />
At Cost 36 36 - -<br />
Provision for Depreciation (29) (28) - -<br />
56,034 45,493 53,266 43,618<br />
Motor Vehicles<br />
At Cost 9,553 9,741 9,081 9,307<br />
Provision for Depreciation (5,027) (4,727) (4,675) (4,420)<br />
4,526 5,016 4,406 4,887<br />
Furniture, Fixtures & Fittings<br />
At Cost 5,759 4,475 1,233 1,200<br />
Provision for Depreciation (3,724) (2,060) (634) (528)<br />
2,035 2,415 599 672<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
115
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 25 Property, Plant and Equipment<br />
(Continued)<br />
Scientific and Computing Equipment<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000<br />
At Cost 165,864 147,612 158,185 141,566<br />
Provision for Depreciation (136,640) (122,579) (130,132) (118,342)<br />
Communications Equipment<br />
29,224 25,033 28,053 23,224<br />
At Cost 5,919 5,853 5,600 5,553<br />
Provision for Depreciation (5,377) (5,273) (5,084) (4,986)<br />
General Equipment<br />
542 580 516 567<br />
At Cost 64,009 58,050 49,730 45,902<br />
Provision for Depreciation (52,611) (46,754) (40,703) (37,297)<br />
Leasehold Improvements<br />
11,398 11,296 9,027 8,605<br />
At Cost 21,461 3,427 19,161 904<br />
Provision for Amortisation (2,202) (1,855) (1,433) (809)<br />
Assets Under Finance Lease<br />
19,259 1,572 17,729 95<br />
At Cost 3,901 3,202 - -<br />
Provision for Depreciation (2,172) (1,729) - -<br />
Construction in Progress<br />
1,729 1,473 - -<br />
At Cost 27,649 26,306 26,656 26,306<br />
Total Property, Plant & Equipment<br />
At Cost 662,235 774,194 623,308 726,078<br />
At Fair Value 2,119,674 1,843,944 1,933,280 1,684,778<br />
2,781,909 2,618,138 2,556,588 2,410,856<br />
Provision for Depreciation, Amortisation<br />
and Impairment<br />
At Cost (316,303) (290,047) (288,127) (268,570)<br />
At Valuation - (72,736) - (69,957)<br />
(316,303) (362,783) (288,128) (338,527)<br />
Total Written-Down Value 2,465,606 2,255,355 2,268,460 2,072,329<br />
116<br />
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financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 25 Property, Plant and Equipment (Continued)<br />
Movement in Carrying Amounts<br />
Movement in the carrying amount for each class <strong>of</strong> Property, Plant and Equipment between the beginning and end <strong>of</strong> the<br />
<strong>report</strong>ing period<br />
(A) CONSOLIDATED - <strong>2006</strong> Freehold Land Buildings Library<br />
Collection<br />
Other<br />
Collections<br />
Works <strong>of</strong><br />
Art<br />
$’000 $’000 $’000 $’000 $’000<br />
Balance at Beginning <strong>of</strong> Year 508,307 1,327,494 247,764 52,605 45,493<br />
Reclassification - (579) - - -<br />
Additions 12,575 7,917 10,606 - 233<br />
Disposals (21,000) (1,994) - - -<br />
Revaluation Increments/(Decrements) 45,889 145,712 - 6,225 10,310<br />
Depreciation Expense - (43,060) (8,808) - (2)<br />
Assets Classified as Held for Sale - - - - -<br />
Impairment Losses (48) 6,136 - - -<br />
Transfer from Construction in Progress - 17,468 - - -<br />
Write-Ups/Transfers/(Write-Offs) - - - - -<br />
Carrying Amount at End <strong>of</strong><br />
Reporting Period 545,723 1,459,094 249,562 58,830 56,034<br />
Motor Vehicles Furniture,<br />
Fixtures &<br />
Equipment<br />
Scientific &<br />
Equipment<br />
Communication<br />
Equipment<br />
General<br />
Fittings Computing<br />
$’000 $’000 $’000 $’000 $’000<br />
Balance at Beginning <strong>of</strong> Year 5,016 2,415 25,033 580 11,296<br />
Reclassification 21 26 (88) 75 22<br />
Additions 2,076 250 19,490 87 5,395<br />
Disposals (1,093) (137) (548) - (71)<br />
Revaluation Increments/(Decrements) - - - - -<br />
Depreciation Expense (1,494) (519) (14,658) (200) (5,166)<br />
Assets Classified as Held for Sale - - - - -<br />
Impairment Losses - - - - -<br />
Transfer from Construction in Progress - - - - (78)<br />
Write-Ups/Transfers/(Write-Offs) - - (6) - -<br />
Carrying Amount at End <strong>of</strong><br />
Reporting Period 4,526 2,035 29,224 542 11,398<br />
Leasehold<br />
Improvements<br />
Assets Under<br />
Finance<br />
Lease<br />
Construction<br />
In Progress<br />
Total <strong>2006</strong><br />
$’000 $’000 $’000 $’000<br />
Balance at Beginning <strong>of</strong> Year 1,572 1,473 26,306 2,255,355<br />
Reclassification 523 - - -<br />
Additions 1,748 1,139 34,652 96,169<br />
Disposals - (191) - (25,034)<br />
Revaluation Increments/(Decrements) - - - 208,136<br />
Depreciation Expense (503) (692) - (75,102)<br />
Assets Classified as Held for Sale - - - -<br />
Impairment Losses - - - 6,088<br />
Transfer from Construction in Progress 15,919 - (33,309) -<br />
Write-Ups/Transfers/(Write-Offs) - - - (6)<br />
Carrying Amount at End <strong>of</strong><br />
Reporting Period 19,259 1,729 27,649 2,465,606<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
117
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 25 Property, Plant and Equipment (Continued)<br />
(B) UNIVERSITY - <strong>2006</strong> Freehold Land Buildings Library<br />
Collection<br />
Other<br />
Collections<br />
Works <strong>of</strong><br />
Art<br />
$’000 $’000 $’000 $’000 $’000<br />
Balance at Beginning <strong>of</strong> Year 422,622 1,242,702 246,427 52,605 43,618<br />
Reclassification - (579) - - -<br />
Additions 12,574 6,216 10,234 - 45<br />
Disposals (21,000) (1,994) - - -<br />
Revaluation Increments/(Decrements) 38,010 139,370 - 6,225 9,603<br />
Depreciation Expense - (40,293) (8,466) - -<br />
Assets Classified as Held for Sale - - - - -<br />
Impairment Losses (48) 6,136 - - -<br />
Transfer from Construction in Progress - 17,468 - - -<br />
Write-Ups/Transfers/(Write-Offs) - - - - -<br />
Carrying Amount at End <strong>of</strong><br />
Reporting Period 452,158 1,369,026 248,195 58,830 53,266<br />
Motor Vehicles<br />
Furniture,<br />
Fixtures &<br />
Fittings<br />
Equipment<br />
Scientific &<br />
Computing<br />
Equipment<br />
Communication<br />
Equipment<br />
General<br />
$’000 $’000 $’000 $’000 $’000<br />
Balance at Beginning <strong>of</strong> Year 4,887 672 23,224 567 8,605<br />
Reclassification - - (18) 59 32<br />
Additions 2,039 33 18,534 86 4,751<br />
Disposals (1,074) - (11) - (51)<br />
Revaluation Increments/(Decrements) - - - - -<br />
Depreciation Expense (1,446) (106) (13,670) (196) (4,232)<br />
Assets Classified as Held for Sale - - - - -<br />
Impairment Losses - - - - -<br />
Transfer from Construction in Progress - - - - (78)<br />
Write-Ups/Transfers/(Write-Offs) - - (6) - -<br />
Carrying Amount at End <strong>of</strong><br />
Reporting Period 4,406 599 28,053 516 9,027<br />
Leasehold<br />
Improvements<br />
Assets<br />
Under<br />
Finance<br />
Lease<br />
Construction<br />
In Progress<br />
Total <strong>2006</strong><br />
$’000 $’000 $’000 $’000<br />
Balance at Beginning <strong>of</strong> Year 95 - 26,306 2,072,329<br />
Reclassification 506 - . -<br />
Additions 1,427 - 33,659 89,598<br />
Disposals - - - (24,130)<br />
Revaluation Increments/(Decrements) - - - 193,208<br />
Depreciation Expense (218) - - (68,627)<br />
Assets Classified as Held for Sale - - - -<br />
Impairment Losses - - - 6,088<br />
Transfer from Construction in Progress 15,919 - (33,309) -<br />
Write-Ups/Transfers/(Write-Offs) - - - (6)<br />
Carrying Amount at End <strong>of</strong><br />
Reporting Period 17,729 - 26,656 2,268,460<br />
118<br />
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financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 25 Property, Plant and Equipment (Continued)<br />
Movement in Carrying Amounts<br />
Movement in the carrying amount for each class <strong>of</strong> Property, Plant and Equipment between the beginning and end <strong>of</strong> the<br />
<strong>report</strong>ing period<br />
(C) CONSOLIDATED - 2005 Freehold Land Buildings Library<br />
Collection<br />
Other<br />
Collections<br />
Works <strong>of</strong><br />
Art<br />
$’000 $’000 $’000 $’000 $’000<br />
Balance at Beginning <strong>of</strong> Year 507,931 1,334,726 243,415 52,605 45,494<br />
Reclassification - 31 (28) - 2<br />
Additions - 23,962 12,152 - -<br />
Disposals (212) (170) - - -<br />
Revaluation Increments/(Decrements) 3,030 3,895 - - -<br />
Depreciation Expense - (41,908) (7,775) - (3)<br />
Assets Classified as Held for Sale - - - - -<br />
Impairment Losses (2,442) (20,184) - - -<br />
Transfer from Construction in Progress - 27,154 - - -<br />
Write-Ups/Transfers/(Write-Offs) - (12) - - -<br />
Carrying Amount at End <strong>of</strong><br />
Reporting Period 508,307 1,327,494 247,764 52,605 45,493<br />
Motor Vehicles<br />
Furniture,<br />
Fixtures &<br />
Fittings<br />
Equipment<br />
Scientific &<br />
Computing<br />
Equipment<br />
Communication<br />
Equipment<br />
General<br />
$’000 $’000 $’000 $’000 $’000<br />
Balance at Beginning <strong>of</strong> Year 5,325 2,907 22,467 785 12,886<br />
Reclassification - (375) (201) 15 (75)<br />
Additions 2,425 539 17,993 19 2,565<br />
Disposals (1,165) (19) (105) - (123)<br />
Revaluation Increments/(Decrements) - - - - -<br />
Depreciation Expense (1,569) (476) (15,055) (239) (5,720)<br />
Assets Classified as Held for Sale - (83) - - -<br />
Impairment Losses - - - - -<br />
Transfer from Construction in Progress - - - - 1,770<br />
Write-Ups/Transfers/(Write-Offs) - (78) (66) - (7)<br />
Carrying Amount at End <strong>of</strong><br />
Reporting Period 5,016 2,415 25,033 580 11,296<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
119
Notes to and forming part <strong>of</strong> the Financial Statements<br />
(C) CONSOLIDATED - 2005<br />
(Continued)<br />
Leasehold<br />
Improvements<br />
Assets<br />
Under<br />
Finance<br />
Lease<br />
Construction<br />
In Progress<br />
Total 2005<br />
$’000 $’000 $’000 $’000<br />
Balance at Beginning <strong>of</strong> Year 1,404 2,170 22,407 2,254,522<br />
Reclassification (24) - - (655) *<br />
Additions 810 - 32,823 93,289<br />
Disposals (94) - - (1,888)<br />
Revaluation Increments/(Decrements) - - - 6,925<br />
Depreciation Expense (454) (697) - (73,895)<br />
Assets Classified as Held for Sale (30) - - (114) **<br />
Impairment Losses - - - (22,626) ***<br />
Transfer from Construction in Progress - - (28,924) -<br />
Write-Ups/Transfers/(Write-Offs) (39) - - (203)<br />
Carrying Amount at End <strong>of</strong><br />
Reporting Period 1,572 1,473 26,306 2,255,355<br />
* Largely represents the reclassification <strong>of</strong> Computing Equipment to S<strong>of</strong>tware Intangible Assets. Refer to Note 26.<br />
** Represents the reclassification <strong>of</strong> Property, Plant and Equipment held by UMEE Ltd to Assets held for sale.<br />
Refer to Note 22.<br />
*** Relates to the Impairment <strong>of</strong> Land and Buildings associated with the decision to cease the delivery <strong>of</strong> Vocational Education<br />
and Training (VET) programs at the <strong>University</strong>’s rural campuses. Refer to note 1.14.<br />
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financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 25 Property, Plant and Equipment (Continued)<br />
(D) UNIVERSITY - 2005 Freehold Land Buildings Library<br />
Collection<br />
Other<br />
Collections<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
Works <strong>of</strong><br />
Art<br />
$’000 $’000 $’000 $’000 $’000<br />
Balance at Beginning <strong>of</strong> Year 425,275 1,252,811 242,118 52,605 43,618<br />
Reclassification - - (44) - -<br />
Additions - 22,229 11,840 - -<br />
Disposals (211) (99) - - -<br />
Revaluation Increments/(Decrements) - - - - -<br />
Depreciation Expense - (39,209) (7,487) - -<br />
Assets Classified as Held for Sale - - - - -<br />
Impairment Losses (2,442) (20,184) - - -<br />
Transfer from Construction in Progress - 27,154 - - -<br />
Write-Ups/Transfers/(Write-Offs) - - - - -<br />
Carrying Amount at End <strong>of</strong><br />
Reporting Period 422,622 1,242,702 246,427 52,605 43,618<br />
Motor Vehicles<br />
Furniture,<br />
Fixtures &<br />
Fittings<br />
Equipment<br />
Scientific &<br />
Computing<br />
Equipment<br />
Communication<br />
Equipment<br />
General<br />
$’000 $’000 $’000 $’000 $’000<br />
Balance at Beginning <strong>of</strong> Year 5,116 629 20,265 785 9,074<br />
Reclassification - - (7) - 51<br />
Additions 2,349 144 17,054 18 2,294<br />
Disposals (1,090) - (73) - (97)<br />
Revaluation Increments/(Decrements) - - - - -<br />
Depreciation Expense (1,488) (101) (14,016) (236) (4,487)<br />
Assets Classified as Held for Sale - - - - -<br />
Impairment Losses - - - - -<br />
Transfer from Construction in Progress - - - - 1,770<br />
Write-Ups/Transfers/(Write-Offs) - - - - -<br />
Carrying Amount at End <strong>of</strong><br />
Reporting Period 4,887 672 23,224 567 8,605<br />
Leasehold<br />
Improvements<br />
Assets<br />
Under<br />
Finance<br />
Lease<br />
Construction<br />
In Progress<br />
Total 2005<br />
$’000 $’000 $’000 $’000<br />
Balance at Beginning <strong>of</strong> Year 98 - 22,409 2,074,802<br />
Reclassification - - - -<br />
Additions - - 32,823 88,750<br />
Disposals - - - (1,570)<br />
Revaluation Increments/(Decrements) - - - -<br />
Depreciation Expense (3) - - (67,027)<br />
Assets Classified as Held for Sale - - - -<br />
Impairment Losses - - - (22,626)<br />
Transfer from Construction in Progress - - (28,924) -<br />
Write-Ups/Transfers/(Write-Offs) - - - -<br />
Carrying Amount at End <strong>of</strong><br />
Reporting Period 95 - 26,306 2,072,329<br />
121
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 26 Intangible Assets<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
$’000 $’000 $’000 $’000<br />
S<strong>of</strong>tware 6,859 6,569 4,907 4,715<br />
Provision for Amortisation (6,384) (5,982) (4,857) (4,715)<br />
Total Intangible Assets 475 587 50 -<br />
Note 27 Payables<br />
Current:<br />
Trade Creditors 36,715 30,178 33,514 26,111<br />
Sundry Creditors and Accrued Expenses 32,405 38,002 26,376 30,117<br />
Total Current Payables 69,120 68,180 59,890 56,228<br />
Non-Current:<br />
Sundry Creditors 12,000 - 12,000 -<br />
Total Non-Current Payables 12,000 - 12,000 -<br />
Total Payables 81,120 68,180 71,890 56,228<br />
Note 28 Interest Bearing Liabilities<br />
Current:<br />
Secured Bank Borrowings 2,448 2,354 2,448 2,354<br />
Finance Lease Liabilities 869 513 - -<br />
Total Current Interest Bearing Liabilities 3,317 2,867 2,448 2,354<br />
Non-Current:<br />
Secured Bank Borrowings 137,365 139,813 137,365 139,813<br />
Finance Lease Liabilities 1,431 1,314 - -<br />
Total Non-Current Interest Bearing Liabilities 138,796 141,127 137,365 139,813<br />
Total Interest Bearing Liabilities 142,113 143,994 139,813 142,167<br />
The Bank Borrowings are for the construction <strong>of</strong> a major educational facility at <strong>University</strong> Square comprising three academic<br />
buildings with a small retail component which was substantially completed in 2001. The loan is secured by registered first<br />
mortgage over certain freehold property and a registered equitable mortgage <strong>of</strong> securities held by the <strong>University</strong>.<br />
The total loan facility was initially for $150,000,000 with repayments extending until 2029.<br />
The <strong>University</strong> has also established a standby bill facility <strong>of</strong> $10 million with the National Australia Bank. This is to provide<br />
short term cash should the need arise. As at 31 December <strong>2006</strong>, this facility was not utilised.<br />
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financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 29 Provisions<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
$’000 $’000 $’000 $’000<br />
Current:<br />
Current provisions expected to be settled within 12 months<br />
Employee Benefits -<br />
Annual Leave 34,842 31,405 31,044 27,867<br />
Long Service Leave 10,151 9,884 9,143 8,605<br />
Deferred Government Benefits for Superannuation 7,855 7,342 6,922 6,387<br />
WorkCover Claims 1,273 1,261 1,273 1,261<br />
Taxation 30 - - -<br />
Other 1,041 2,676 68 65<br />
Current provision expected to be settled after more than 12 months<br />
Employee Benefits -<br />
55,192 52,568 48,450 44,185<br />
Annual Leave 12,513 12,065 12,513 12,041<br />
Long Service Leave 43,882 40,382 42,692 40,382<br />
56,395 52,447 55,205 52,423<br />
Total Current Provisions 111,587 105,015 103,655 96,608<br />
Non-Current:<br />
Employee Benefits -<br />
Long Service Leave 21,330 20,349 19,832 17,888<br />
Deferred Government Benefits for Superannuation 97,601 103,547 83,801 89,003<br />
WorkCover Claims 3,789 3,781 3,789 3,781<br />
Total Non-Current Provisions 122,720 127,677 107,422 110,672<br />
Total Provisions 234,307 232,692 211,077 207,280<br />
Employee Benefits<br />
Provision for Employee Benefits - Current 109,243 101,078 102,314 95,282<br />
Provision for Employee Benefits - Non-Current 118,931 123,896 103,633 106,891<br />
Aggregate Employee Benefits 228,174 224,974 205,947 202,173<br />
Employee Numbers<br />
Full-time Equivalent Academic and Non-Academic Staff 6,528 6,452 5,822 5,710<br />
State Superannuation Fund<br />
AASB 119 Employee Benefits requires that the estimated present value <strong>of</strong> superannuation obligations recognised in the<br />
financial statements be determined as at balance date. These financial statements recognise estimated superannuation<br />
obligations in respect <strong>of</strong> the State Superannuation Fund using an actuarial estimate as at 30 June <strong>2006</strong>. As there is no<br />
net impact on the Balance Sheet or Income Statement from these superannuation obligations (due to recognition <strong>of</strong> a<br />
corresponding receivable), the costs <strong>of</strong> providing an actuarial assessment at balance date (31 December <strong>2006</strong>) outweigh the<br />
benefits. The <strong>University</strong> has therefore elected not to obtain an estimate <strong>of</strong> its superannuation obligations as at balance date.<br />
Consequently superannuation obligations (and the corresponding receivable) are stated in the financial statements based on<br />
estimates prepared six months in arrears.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
123
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 30 Other Current Liabilities<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
$’000 $’000 $’000 $’000<br />
Income in Advance<br />
Australian Government Financial Assistance:<br />
National Youth Mental Health Foundation 13,993 - 13,993 -<br />
Other Australian Government Financial Assistance 9,174 7,336 9,106 7,061<br />
Research Project Income 40,261 36,729 40,261 36,386<br />
Student Fees 26,130 19,915 17,490 13,274<br />
Other 11,654 7,969 9,235 6,970<br />
101,212 71,949 90,085 63,691<br />
Deposits and Funds Lodged 294 242 198 242<br />
Total Other Current Liabilities 101,506 72,191 90,283 63,933<br />
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financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 31 Reserves and Retained Surplus<br />
Note 31(a)<br />
Reserves Reserves at End <strong>of</strong> Year Comprise<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
$’000 $’000 $’000 $’000<br />
Trust Fund Reserve 253,144 237,465 253,144 237,465<br />
General Reserve 39,556 39,411 39,316 39,312<br />
Land Asset Revaluation Reserve 487,893 442,052 394,341 356,379<br />
Building Asset Revaluation Reserve 1,118,896 967,048 1,088,457 942,951<br />
Other Collections Asset Revaluation Reserve 58,830 270,771 58,830 270,771<br />
Works <strong>of</strong> Art Asset Revaluation Reserve 55,387 45,077 53,173 43,570<br />
Available-for-Sale Revaluation Reserve 474,164 355,691 460,943 346,627<br />
Special Purpose Reserve 23,450 22,396 12,735 12,630<br />
Members Capital Reserve 30,130 30,130 - -<br />
Contributed Equity 12,339 12,339 - -<br />
Foreign Currency Translation Reserve 164 58 - -<br />
Total Reserves 2,553,953 2,422,438 2,360,939 2,249,705<br />
MOVEMENTS IN RESERVES<br />
Trust Fund Reserve<br />
Balance Beginning <strong>of</strong> Year 237,465 219,640 237,465 219,640<br />
Transfer from/(to) Trust Funds - 507 - 507<br />
Transfer from/(to) Available-for-Sale Revaluation Reserve 166 - 166 -<br />
Transfer from Retained Surplus 15,513 17,318 15,513 17,318<br />
Balance End <strong>of</strong> Year 253,144 237,465 253,144 237,465<br />
General Reserve<br />
Balance Beginning <strong>of</strong> Year 39,411 39,376 39,312 39,312<br />
Transfer from Retained Surplus 145 35 4 -<br />
Balance End <strong>of</strong> Year 39,556 39,411 39,316 39,312<br />
Land Asset Revaluation Reserve<br />
Balance Beginning <strong>of</strong> Year 442,052 438,159 356,379 359,411<br />
Changes due to Revaluation 45,889 6,925 38,010 -<br />
Impairment Losses on Revalued Assets (48) (2,442) (48) (2,442)<br />
Transfer to Special Purpose Reserve - (590) - (590)<br />
Balance End <strong>of</strong> Year 487,893 442,052 394,341 356,379<br />
Building Asset Revaluation Reserve<br />
Balance Beginning <strong>of</strong> Year 967,048 987,232 942,951 963,135<br />
Changes due to Revaluation 145,712 - 139,370 -<br />
Transfer from/(to) Retained Surplus - - - -<br />
Impairment Gains/(Losses) on Revalued Assets 6,136 (20,184) 6,136 (20,184)<br />
Balance End <strong>of</strong> Year 1,118,896 967,048 1,088,457 942,951<br />
Other Collections Asset Revaluation Reserve<br />
Balance Beginning <strong>of</strong> Year 270,771 270,771 270,771 270,771<br />
Changes due to Revaluation 6,225 - 6,225 -<br />
Transfer from/(to) Retained Surplus (218,166) - (218,166) -<br />
Balance End <strong>of</strong> Year 58,830 270,771 58,830 270,771<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
125
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 31(a) Reserves (Continued)<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
$’000 $’000 $’000 $’000<br />
Works <strong>of</strong> Art Asset Revaluation Reserve<br />
Balance Beginning <strong>of</strong> Year 45,077 45,077 43,570 43,570<br />
Changes due to Revaluation 10,310 - 9,603 -<br />
Balance End <strong>of</strong> Year 55,387 45,077 53,173 43,570<br />
Available-for-Sale Revaluation Reserve<br />
Balance Beginning <strong>of</strong> Year 355,691 257,987 346,627 246,465<br />
Transfer from/(to) Retained Surplus (4) (1,206) - -<br />
Transfer from/(to) Trust Funds (166) (507) (166) (507)<br />
Transfers to Pr<strong>of</strong>it and Loss on Sale (512) - - -<br />
Changes due to Revaluation <strong>of</strong> Investments 119,155 99,417 114,482 100,669<br />
Balance End <strong>of</strong> Year 474,164 355,691 460,943 346,627<br />
Special Purpose Reserve<br />
Balance Beginning <strong>of</strong> Year 22,396 20,694 12,630 11,941<br />
Transfer from/(to) Land Asset Revaluation Reserve - 590 - 590<br />
Transfer from/(to) Retained Surplus 1,054 1,112 105 99<br />
Balance End <strong>of</strong> Year 23,450 22,396 12,735 12,630<br />
Members Capital Reserve<br />
Balance Beginning <strong>of</strong> Year 30,130 30,130 - -<br />
Balance End <strong>of</strong> Year 30,130 30,130 - -<br />
Foreign Currency Translation Reserve<br />
Balance Beginning <strong>of</strong> Year 58 188 - -<br />
Movement for Year 106 (131) - -<br />
Balance End <strong>of</strong> Year 164 58 - -<br />
Summary <strong>of</strong> Transfers<br />
(excluding Members Capital Reserve)<br />
Land Asset Revaluation Reserve - (590) - (590)<br />
Other Collections Asset Revaluation Reserve (218,166) - (218,166) -<br />
Available-for-Sale Revaluation Reserve (170) (1,713) (166) (507)<br />
Trust Fund Reserve 15,679 17,824 15,679 17,825<br />
Special Purpose Reserve 1,054 1,703 105 689<br />
General Reserve 145 35 4 -<br />
(201,458) 17,259 (202,544) 17,417<br />
Note 31(b) Retained Surplus<br />
Balance at Beginning <strong>of</strong> Year 742,867 683,136 649,550 590,873<br />
Operating Result from Continuing Operations<br />
after related Income Tax Expense 90,007 76,990 84,431 76,095<br />
Transfers from/(to) Reserves 201,458 (17,259) 202,544 (17,417)<br />
Balance at End <strong>of</strong> Year 1,034,332 742,867 936,525 649,550<br />
126<br />
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financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 31(c) Nature and Purpose <strong>of</strong> Reserves<br />
Trust Fund Reserve - this reserve reflects net surpluses derived from endowments and bequests which can only be<br />
applied to restricted purposes.<br />
General Reserve - this reserve is maintained to cover a range <strong>of</strong> general purposes.<br />
Asset Revaluation Reserves - these reserves arise from the revaluation <strong>of</strong> the specific assets <strong>of</strong> Land, Buildings,<br />
Other Collections and Works <strong>of</strong> Art.<br />
Available-for-Sale Revaluation Reserve - this reserve arises from the revaluation <strong>of</strong> Available-for-Sale Investments.<br />
Special Purpose Reserve - this reserve is maintained to cover a range <strong>of</strong> special purposes. The major Special Purpose Reserve<br />
is maintained by the <strong>University</strong> against possible future claims that may arise under the <strong>University</strong>’s self insurance licence for<br />
WorkCover. This reserve is in addition to the <strong>University</strong>’s statutory obligation.<br />
Members Capital Reserve - this reserve is maintained by the <strong>Melbourne</strong> Business School Ltd, a deemed subsidiary,<br />
for the purpose <strong>of</strong> recording capital donations principally received from the <strong>University</strong> and other parties who have subscribed,<br />
or are invited to subscribe to the Memorandum <strong>of</strong> Association <strong>of</strong> the Company.<br />
Foreign Currency Translation Reserve - this reserve is maintained by UMEE Ltd, a subsidiary, for recording the effect <strong>of</strong><br />
foreign currency exchange rate movements at balance dates in respect <strong>of</strong> its non-hedged holdings <strong>of</strong> assets and liabilities <strong>of</strong><br />
its overseas subsidiaries.<br />
MBS Contributed Equity - represents the Net Fair Value <strong>of</strong> Assets identified upon acquisition <strong>of</strong> Mt Eliza Graduate School <strong>of</strong><br />
Business and Government Limited as at 5 March 2004.<br />
Note 32 Financial Instruments<br />
32.1 Financial Risk Management Objectives and Policies<br />
The consolidated entity’s principal financial instruments consist mainly <strong>of</strong> Listed and Unlisted Shares, Unit Trusts, Interest<br />
Bearing Liabilities. The main purpose <strong>of</strong> these financial instruments is to raise finance to support the Groups activities.<br />
The Group has various other financial instruments such as Accounts Receivable and Accounts Payable which arise directly<br />
from its operations.<br />
(i) Treasury Risk Management<br />
The Finance Committee meets regularly to monitor and evaluate the <strong>University</strong>’s financial management strategies in the<br />
context <strong>of</strong> the most recent economic conditions and forecasts.<br />
The Investment Management Committee meets to monitor and advise on the management <strong>of</strong> the <strong>University</strong>’s short term<br />
cash management and long term investments.<br />
All borrowings are subject to approval by Council.<br />
(ii) Financial Risks<br />
The main risks the Group is exposed to through its financial instruments are as follows:<br />
(a) Market Risk<br />
The <strong>University</strong> has a significant investment in marketable securities. This risk is addressed through investing in Fund<br />
Managers with investment policies aimed at diversification.<br />
(b) Foreign Currency Risk<br />
The Group has transactional currency exposures. Such exposure arises from the purchase in currencies other than the<br />
local currency. The Group also has exposure to International Shares as part <strong>of</strong> its long term investment portfolio.<br />
(c) Liquidity Risk<br />
Liquidity risk is managed by the <strong>University</strong>’s Finance Committee through the monitoring <strong>of</strong> current forecasts. The<br />
<strong>University</strong> has also established a standby bill facility <strong>of</strong> $10 million to provide short-term cash should the need arise.<br />
(d) Credit Risk<br />
The Group does not have any material credit risk exposure to any single receivable or group <strong>of</strong> receivables. Receivable<br />
balances are monitored on an ongoing basis to ensure that the exposure to bad debts is not significant.<br />
(e) Cash flow and Interest Rate Risk<br />
The interest rate on the Group’s long term debt obligations is fixed therefore the group is not exposed to any material<br />
interest rate risk.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
127
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 32 Financial Instruments (Continued)<br />
32.1 Financial Risk Management Objectives and Policies (Continued)<br />
The consolidated entity’s accounting policies, including the terms and conditions <strong>of</strong> each class <strong>of</strong> financial asset and financial<br />
liability, both recognised and unrecognised at balance date, are as follows:<br />
Recognised Financial<br />
Instruments<br />
Balance<br />
Sheet<br />
Note<br />
Accounting Policies<br />
Terms and Conditions<br />
(a) Financial Assets<br />
Receivables 18 Receivables are carried at amortised cost<br />
less any provision for doubtful debts.<br />
Student Loan Receivables 18 Loan Receivables are stated at the lower <strong>of</strong><br />
cost or recoverable amount.<br />
Accounts Receivable credit terms are<br />
30 Days.<br />
Repayment terms vary. Interest may<br />
be charged depending on the life <strong>of</strong><br />
the loan.<br />
Bank Deposits 20 Deposits at call are stated at cost. Bank Call Deposits interest rate is<br />
determined by the <strong>of</strong>ficial Money<br />
Market 11 am call rate.<br />
Term Deposits 20 Term Deposits are stated at cost. Term Deposits are for a period <strong>of</strong> up<br />
to 1 year. Interest rates are between<br />
5.50% and 6.32%<br />
Commercial Paper 20 Commercial Paper is carried at fair value<br />
through the Income Statement.<br />
Listed Income Securities 21 Listed Income Securities are carried at fair<br />
value through equity.<br />
Corporate Securities 21 Corporate Securities are stated at fair value<br />
through the Income Statement.<br />
Term <strong>of</strong> the Paper is less than<br />
60 days. Interest rates are in the<br />
range <strong>of</strong> 5.73% to 6.64%.<br />
Listed Income Securities are traded<br />
and issued in perpetuity subject to<br />
the right <strong>of</strong> the issuer to redeem<br />
them in certain circumstances.<br />
Interest rates are a margin over the<br />
90-day Bank Bill rate.<br />
Term <strong>of</strong> the Securities is<br />
6-12 months. Interest rates range<br />
between 6.55% and 6.56%.<br />
Mortgage Loans 21 First Mortgage Loans are carried at cost.<br />
Interest is recognised when received.<br />
Listed Shares 21 Listed Shares are carried at fair value<br />
through equity.<br />
Unlisted Shares 21 Unlisted Shares are carried at fair value<br />
through equity.<br />
Unit Trusts 21 Unit Trusts are carried at fair value<br />
through equity.<br />
(b) Financial Liabilities<br />
Creditors and Accruals 27 Liabilities are recognised for amounts to be<br />
paid in the future for goods and services<br />
received, whether or not invoiced to the<br />
economic entity.<br />
Creditors are normally settled on<br />
30 day terms.<br />
Bank Borrowing 28 Borrowings are carried at cost. The term <strong>of</strong> the Borrowing extends<br />
until 2029. Under a Bill Acceptance<br />
and Discount Facility the interest rate<br />
is capped at 7.32%.<br />
128<br />
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financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 32 Financial Instruments (Continued)<br />
32.2<br />
The consolidated entity’s exposure to interest rate risk, which is the risk that a financial instrument’s value will fluctuate as a<br />
result <strong>of</strong> changes in market interest rates and effective weighted average interest rates on those financial assets and financial<br />
liabilities at 31 December <strong>2006</strong> is as follows:<br />
Financial Instruments Interest earning maturing in Consolidated<br />
carrying<br />
Non- 1 year Over 1 More<br />
amount as per<br />
Interest or less year to 5 than 5<br />
Balance Sheet<br />
Bearing<br />
years years<br />
Weighted<br />
Average<br />
Effective<br />
Interest Rate<br />
$’000 $’000 $’000 $’000 $’000 %<br />
Financial Assets<br />
Price Risk<br />
Interest Rate Risk<br />
Term Deposits - 17,444 - - 17,444 5.75<br />
Floating Rate Notes - 2,404 - 8,749 11,153 6.80<br />
Corporate Securities - 34,128 45,169 20,088 99,385 6.56<br />
Commercial Paper - 27,342 - - 27,342 6.64<br />
Market Risk<br />
Listed Shares 993,918 - - - 993,918 -<br />
Unlisted Shares 4,145 - - - 4,145 -<br />
Listed Securities 294 - - - 294 -<br />
Unit Trusts 199,393 - - - 199,393 -<br />
Mortgage Loans 90 - - - 90 -<br />
International and Domestic Bonds 19,381 - - - 19,381 -<br />
Credit Risk<br />
Receivables 222,130 - - - 222,130 -<br />
Student Loans Receivable 1,686 - - - 1,686 -<br />
Cash Flow Risk<br />
Cash and Deposits 201 68,234 - - 68,435 5.60<br />
Total Financial Assets 1,441,238 149,552 45,169 28,837 1,664,796<br />
Financial Liabilities<br />
Credit Risk<br />
Creditors and Accruals 81,120 - - - 81,120 -<br />
Bank Borrowing - 2,448 12,230 125,135 139,813 7.32<br />
Finance Lease Liabilities - 869 1,431 - 2,300 8.05<br />
Total Financial Liabilities 81,120 3,317 13,661 25,135 223,233<br />
Net Financial Instruments 1,360,118 146,235 31,508 (96,298) 1,441,563<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
129
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 32 Financial Instruments (Continued)<br />
32.3<br />
The following table details the consolidated entity’s exposure to interest rate risk on financial assets and financial liabilities at<br />
31 December 2005.<br />
Financial Instruments Interest earning maturing in Consolidated<br />
carrying<br />
Non- 1 year Over 1 More<br />
amount as per<br />
Interest or less year to 5 than 5<br />
Balance Sheet<br />
Bearing<br />
years years<br />
Financial Assets<br />
Price Risk<br />
Interest Rate Risk<br />
Weighted<br />
Average<br />
Effective<br />
Interest Rate<br />
$’000 $’000 $’000 $’000 $’000 %<br />
Term Deposits - 17,238 - - 17,238 5.50<br />
Floating Rate Notes - - - - - 5.28<br />
Corporate Securities - 11,234 68,092 27,984 107,310 6.55<br />
Commercial Paper - 41,591 - - 41,591 5.73<br />
Market Risk<br />
Listed Shares 804,964 - - - 804,964 -<br />
Unlisted Shares 4,336 - - - 4,336 -<br />
Listed Securities 3,504 - - - 3,504 -<br />
Unit Trusts 157,204 - - - 157,204 -<br />
Mortgage Loans 90 - - - 90 -<br />
International and Domestic Bonds - - 20,220 - 20,220 -<br />
Credit Risk<br />
Receivables 174,124 - - - 174,124 -<br />
Student Loans Receivable 1,864 - - - 1,864 -<br />
Cash Flow Risk<br />
Cash and Deposits 118 72,458 - - 72,576 4.75<br />
Bank Call Deposits - - - - - -<br />
Total Financial Assets 1,146,203 142,521 88,312 27,984 1,405,021<br />
Financial Liabilities<br />
Credit Risk<br />
Creditors and Accruals 73,991 - - - 73,991 -<br />
Bank Borrowing - 2,354 11,309 128,504 142,167 7.32<br />
Finance Lease Liabilities - 514 1,313 - 1,827 7.00<br />
Total Financial Liabilities 73,991 2,868 12,622 128,504 217,985<br />
Net Financial Instruments 1,072,211 139,653 75,690 (100,520) 1,187,036<br />
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financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 32 Financial Instruments (Continued)<br />
32.4 Net Fair Values<br />
The carrying amounts and aggregate net fair values <strong>of</strong> financial assets and financial liabilities at balance date are as follows:<br />
Financial Assets<br />
Total consolidated<br />
carrying amount as per<br />
Balance Sheet<br />
Aggregate net fair value<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
$’000 $’000 $’000 $’000<br />
Cash and Cash Equivalents 68,435 72,576 68,435 72,576<br />
Loans and Receivables<br />
Receivables 222,129 174,124 222,129 174,124<br />
Student Loans Receivable 1,686 1,864 1,686 1,864<br />
Financial Assets at Fair Value through Pr<strong>of</strong>it or Loss<br />
Term Deposits 17,444 17,238 17,444 17,238<br />
Commercial Paper 27,343 41,590 27,343 41,590<br />
Debentures 35,866 11,041 35,866 11,041<br />
Unit Trusts 21,247 - 21,247 -<br />
Available-for-Sale Financial Assets<br />
Floating Rate Notes 11,152 - 11,152 -<br />
Corporate Securities Long Term 63,518 96,330 63,518 96,330<br />
Mortgage Loans 90 90 90 90<br />
Listed Shares / Securities 993,934 808,408 993,934 808,408<br />
Unlisted Shares 278 191 278 191<br />
Unit Trusts 178,146 157,204 178,146 157,204<br />
International and Domestic Bonds 19,381 - 19,381 -<br />
Held-to-Maturity Investments<br />
International and Domestic Bonds - 20,220 - 20,220<br />
Other Financial Assets 4,145 4,145 4,145 4,145<br />
Total Financial Assets 1,664,794 1,405,021 1,664,794 1,405,021<br />
Financial Liabilities<br />
Creditors and Accruals 81,120 73,991 81,120 73,991<br />
Bank Borrowings 139,813 142,167 139,813 142,167<br />
Finance Lease Liabilities 2,300 1,827 2,300 1,827<br />
Total Financial Liabilities 223,233 217,985 223,233 217,985<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
131
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 33 Responsible Persons and Executive Officers<br />
(a) Names <strong>of</strong> Responsible Persons and Executive Officers<br />
The names <strong>of</strong> each person holding the position <strong>of</strong> Member <strong>of</strong> Council during the year were:<br />
Mr I A Renard Pr<strong>of</strong>. A K C Li (term expired 31 December <strong>2006</strong>)<br />
Pr<strong>of</strong>. G C Davis Ms R Storelli (re-appointed 1 January 2005)<br />
Pr<strong>of</strong>. L Skene<br />
The Hon. Justice A Chernov<br />
Mr. G Hehir (term expired 31 December <strong>2006</strong>) The Hon. D R White (re-appointed 1 January <strong>2006</strong>)<br />
Dr M Doig Ms E N S Ritchie (re-appointed 1 January <strong>2006</strong>)<br />
Mr E W Thornley (term expired 31 December <strong>2006</strong>) Pr<strong>of</strong>. M Elgar (elected 1 January <strong>2006</strong>)<br />
Ms E Alexander Assoc. Pr<strong>of</strong> L J Allen (re-elected 1 January <strong>2006</strong>)<br />
Mr P A Briggs Mr T L Anning (term expired 31 December <strong>2006</strong>)<br />
Judge I E Lawson Ms L Ooi (term expired 31 December <strong>2006</strong>)<br />
Ms M Sloss (appointed 29 March <strong>2006</strong>)<br />
Dr B H Lochtenberg (term expired 31 December <strong>2006</strong>)<br />
Mr P Erickson (elected 1 January <strong>2006</strong>, term expired<br />
31 December <strong>2006</strong>)<br />
(b) Remuneration <strong>of</strong> Members <strong>of</strong> Council/Board Members CONSOLIDATED UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
$’000 $’000 $’000 $’000<br />
Income paid or payable, or otherwise made available, to Members <strong>of</strong> the<br />
<strong>University</strong> Council and to Board Members <strong>of</strong> Subsidiaries in the consolidated<br />
entity and related parties in connection with the management <strong>of</strong> affairs <strong>of</strong><br />
the <strong>University</strong> and its Subsidiaries 3,864 5,719 1,105 1,416<br />
NUMBER<br />
NUMBER<br />
The number <strong>of</strong> Council Members and Directors <strong>of</strong> Subsidiary companies<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
whose remuneration from the Group fell within the following bands:<br />
Nil 75 108 8 19<br />
$1-$10,000 8 - - -<br />
$10,001-$20,000 10 8 10 1<br />
$20,001-$30,000 2 2 - -<br />
$30,001-$40,000 2 6 - -<br />
$40,001-$50,000 1 - - -<br />
$50,001-$60,000 1 3 - -<br />
$60,001-$70,000 3 - - -<br />
$70,001-$80,000 - 1 - -<br />
$80,001-$90,000 1 - 1 -<br />
$100,001-$110,000 3 1 - -<br />
$130,001-$140,000 - 1 - -<br />
$140,001-$150,000 - 1 - -<br />
$150,001-$160,000 2 2 - -<br />
$160,001-$170,000 - 1 - 1<br />
$170,001-$180,000 - 1 - -<br />
$180,001-$190,000 2 1 - -<br />
$200,001-$210,000 2 - 1 -<br />
$210,001-$220,000 - 1 - -<br />
$220,001-$230,000 - 1 - -<br />
$240,001-$250,000 - 2 - -<br />
$260,001-$270,000 - 1 - -<br />
$270,001-$280,000 1 - - -<br />
$330,001-$340,000 1 - - -<br />
$520,001-$530,000 - 1 - 1<br />
$600,001-$610,000 - 2 - 1<br />
$670,001-$680,000 1 - 1 -<br />
$850,001-$860,000 - 1 - -<br />
115 145 21 23<br />
In <strong>2006</strong>, members <strong>of</strong> the <strong>University</strong> council were remunerated for their service. Certain members elected to donate part or all<br />
<strong>of</strong> this remuneration to the Univeristy.<br />
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financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 33 (B) Responsible Persons And Executive Officers (Continued)<br />
Remuneration <strong>of</strong> Executive Officers: CONSOLIDATED UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
$’000 $’000 $’000 $’000<br />
Total amounts received by Executives <strong>of</strong> the Group including<br />
Members <strong>of</strong> Council (including accumulated benefits due to<br />
Executives who retired during the year). 18,383 14,878 8,926 6,687<br />
The number <strong>of</strong> Executives whose remuneration fell within the<br />
NUMBER<br />
NUMBER<br />
following bands <strong>of</strong> remuneration was:<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
$100,001-$110,000 17 8 - 1<br />
$110,001-$120,000 6 6 - -<br />
$120,001-$130,000 8 4 - -<br />
$130,001-$140,000 4 6 - -<br />
$140,001-$150,000 - 3 - -<br />
$150,001-$160,000 6 3 1 -<br />
$160,001-$170,000 1 2 - 2<br />
$170,001-$180,000 3 - 1 -<br />
$180,001-$190,000 4 6 2 4<br />
$190,001-$200,000 2 4 1 3<br />
$200,001-$210,000 6 2 6 1<br />
$210,001-$220,000 6 1 2 -<br />
$220,001-$230,000 2 4 2 2<br />
$230,001-$240,000 - 2 - -<br />
$240,001-$250,000 2 4 2 1<br />
$250,001-$260,000 2 1 1 1<br />
$260,001-$270,000 1 2 1 1<br />
$270,001-$280,000 1 1 - 1<br />
$280,001-$290,000 2 4 1 3<br />
$300,001-$310,000 2 3 2 2<br />
$310,001-$320,000 - 2 - 2<br />
$320,001-$330,000 5 - 5 -<br />
$330,001-$340,000 2 - 1 -<br />
$340,001-$350,000 2 - 2 -<br />
$350,001-$360,000 - 1 - -<br />
$410,001-$420,000 1 - 1 -<br />
$470,001-$480,000 - 1 - 1<br />
$510,001-$520,000 1 - - -<br />
$600,001-$610,000 - 2 - 1<br />
$670,001-$680,000 1 - 1 -<br />
$740,001-$750,000 1 - - -<br />
$850,001-$860,000 - 1 - -<br />
88 73 32 26<br />
(c) Minister<br />
The responsible Minister is the Hon. Jacinta Allan MP. Remuneration <strong>of</strong> the Minister is disclosed in the financial <strong>report</strong> <strong>of</strong> the<br />
Department <strong>of</strong> Premier and Cabinet. Other relevant interests are declared in the Register <strong>of</strong> Member’s Interests which each<br />
member <strong>of</strong> Parliament completes.<br />
(d) Related Party Transactions<br />
Mr I A Renard and Ms E A Alexander are Directors <strong>of</strong> CSL Limited which has entered into a lease for space in the Bio21<br />
building and other contracts with the <strong>University</strong> on normal commercial terms and conditions.<br />
Other related party transactions requiring disclosure under the directions <strong>of</strong> the Minister for Finance have been considered<br />
and there are no matters to <strong>report</strong>.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
133
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 34 Contingent Assets and Contingent Liabilities<br />
The <strong>University</strong> and its subsidiaries have the following contingent assets and contingent liabilities as at 31 December <strong>2006</strong>.<br />
34.1 Contingent Assets<br />
34.1.1 As at 31 December <strong>2006</strong> The <strong>University</strong> did not have any contingent assets (Nil 2005).<br />
34.2 Contingent Liabilities<br />
34.2.1 Indemnity<br />
(a) The <strong>University</strong> has issued a Letter <strong>of</strong> Indemnity to the National Australia Bank to cover the Bank’s guarantee to the Victorian<br />
WorkCover Authority under the <strong>University</strong>’s WorkCover Self Insurance Scheme. The amount <strong>of</strong> the guarantee in place is<br />
$7,062,000 (2005 $7,156,500) and the actuarial assessment <strong>of</strong> claims liability as at 31 December <strong>2006</strong> is $5,062,000 (2005<br />
$5,042,000).<br />
(b) In addition, the <strong>University</strong> has provided an indemnity to cover National Australia Bank guarantee to the City <strong>of</strong> <strong>Melbourne</strong><br />
in respect <strong>of</strong> a 50-year lease (signed in 2000) over a site on which the <strong>University</strong> has constructed, and is operating, as a car<br />
park ($600,000).<br />
34.2.2 Student Accommodation<br />
(a) College Square on Swanston Street<br />
The <strong>University</strong> has agreed to provide a rental guarantee to the purchasers <strong>of</strong> student apartments in the College Square<br />
development on Swanston Street, Carlton. The rental guarantee is for a period <strong>of</strong> one year for the first year after settlement<br />
with a guarantee for the second year being provided by Becton (the developers). The <strong>University</strong>’s obligation applies over<br />
<strong>2006</strong>-2008 as the project is being delivered in two stages. Stage 1 was delivered in <strong>2006</strong> with settlements occurring from<br />
the end <strong>of</strong> May while Stage 2 was completed by January 2007 with settlements extending from that date. The maximum<br />
exposure for 2007 is estimated at $1,425,000 ($635,873 in <strong>2006</strong>).<br />
34.2.3 Tax Exempt Status – UMEE Ltd (formerly <strong>Melbourne</strong> <strong>University</strong> Private Ltd)<br />
Pursuant to the transfer <strong>of</strong> the activities <strong>of</strong> <strong>Melbourne</strong> Enterprises International Ltd to <strong>Melbourne</strong> <strong>University</strong> Private Ltd (now<br />
know as UMEE Ltd) in 2002, <strong>Melbourne</strong> Enterprises International Ltd lodged a tax ruling request with the Australian Tax Office<br />
with respect to confirming <strong>Melbourne</strong> Enterprises International Ltd’s tax exempt status. On 18 December 2003 the Australian<br />
Taxation Office provided the determination that, based on <strong>Melbourne</strong> Enterprises International Ltd’s making <strong>of</strong> donations<br />
<strong>of</strong> $51,000,000 to the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>, <strong>Melbourne</strong> Enterprises International Ltd was not entitled to an exemption<br />
from income tax from 1 July 1999. Based on the advice <strong>of</strong> Senior Counsel, <strong>Melbourne</strong> Enterprises International Ltd lodged a<br />
submission on the 30 June 2004 responding to the Australian Taxation Office’s (ATO) determination.<br />
The Australian Taxation Office responded to the submission on 3 April <strong>2006</strong>, reiterating its view that <strong>Melbourne</strong> Enterprises<br />
International Ltd was not entitled to an exemption from income tax. Based on further advice <strong>of</strong> Senior Counsel, <strong>Melbourne</strong><br />
Enterprises International Ltd lodged a further submission disagreeing with the ATO’s view. The submission is being considered<br />
by the ATO’s Senior tax Counsel, however at balance date no response has been received.<br />
As at the balance date the final outcome <strong>of</strong> this matter remains uncertain and it is not feasible to quantify with any certainty<br />
the potential financial impact on the consolidated entity <strong>of</strong> the possible loss <strong>of</strong> tax exempt status for <strong>Melbourne</strong> Enterprises<br />
International Ltd.<br />
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financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 35 Commitments<br />
Note 35.1 Capital Commitments<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
$’000 $’000 $’000 $’000<br />
Commitments for the acquisition <strong>of</strong> buildings, plant<br />
and equipment contracted for at the <strong>report</strong>ing date<br />
but not recognised as liabilities, payable:<br />
Within one year 58,695 34,455 58,149 33,811<br />
Later than one year but not later than five years 70,240 8,040 70,200 8,000<br />
Later than five years - - - -<br />
Total Capital Commitments 128,935 42,495 128,349 41,811<br />
Included in the above is the <strong>University</strong>’s<br />
commitment to contribute $10.5 million<br />
(2005 $11.5 million) to Uniseed with no specified<br />
payment plan.<br />
Note 35.2 Lease Commitments - As Lessee<br />
Commitments in relation to leases contracted<br />
for at the <strong>report</strong>ing date but not recognised as<br />
liabilities, payable:<br />
Within one year 4,828 5,615 4,041 3,586<br />
Later than one year but not later than five years 13,007 11,509 11,126 10,534<br />
Later than five years 26,581 29,884 26,106 29,219<br />
44,416 47,007 41,273 43,339<br />
Representing:<br />
Cancellable operating leases - - - -<br />
Non-cancellable operating leases 44,416 47,007 41,273 43,339<br />
Total Lease Commitments - as Lessee 44,416 47,007 41,273 43,339<br />
Note 35.3 Lease Commitments - as Lessor<br />
The <strong>University</strong> has entered into operating leases with various businesses as lessor to lease retail space at Union House and<br />
other areas controlled by the <strong>University</strong> for the purpose <strong>of</strong> providing services to students. Included below are the rentals<br />
receivable from these properties.<br />
Future minimum rentals receivable under noncancellable<br />
operating leases at the <strong>report</strong>ing date<br />
but not recognised as assets, receivable:<br />
Within one year 2,374 2,406 863 963<br />
Later than one year but not later than five years 2,590 3,842 1,380 1,612<br />
Later than five years 1,021 1,115 55 75<br />
Total Lease Commitments - as Lessor 5,985 7,363 2,298 2,650<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
135
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 35.4 Other Expenditure<br />
Commitments<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
$’000 $’000 $’000 $’000<br />
Within one year 2,043 3,000 2,000 3,000<br />
Later than one year but not later than five years 187 - - -<br />
Later than five years - - - -<br />
Total Other Expenditure Commitments 2,230 3,000 2,000 3,000<br />
Included in the above is the <strong>University</strong>’s commitment to contribute $2.0 million (2005 $3.0 million) for the Synchrotron Project.<br />
Note 36 Superannuation Commitments<br />
36.1 <strong>University</strong> employees are members <strong>of</strong> a range <strong>of</strong> superannuation funds, which are divided into the following categories:<br />
(i) Those operative and open to membership:<br />
- UniSuper (comprising the merged SSAU - Superannuation Scheme for Australian Universities and TESS -<br />
Tertiary Education Superannuation Scheme)<br />
(ii) State Government Schemes closed to future membership by <strong>University</strong> employees:<br />
- State Employees Retirement Benefits Scheme<br />
- State Superannuation Fund<br />
Some <strong>University</strong> employees receive superannuation benefits through the Superannuation Guarantee Scheme.<br />
36.2 UniSuper Plans<br />
UniSuper is a multi employer superannuation fund operated by UniSuper Limited as the Corporate Trustee and administered by<br />
UniSuper Management Pty Ltd, a wholly owned subsidiary <strong>of</strong> UniSuper Limited. The operations <strong>of</strong> UniSuper are regulated by<br />
the Superannuation Industry (Supervision) Act 1993.<br />
(i)<br />
UniSuper <strong>of</strong>fers eligible members the choice <strong>of</strong> two schemes known as the Defined Benefit Division (DBD) (previously<br />
referred to as the Defined Benefit Plan) or Accumulation Super (2) (previously referred to as the Investment Choice<br />
Plan). The contribution rate to the schemes is 21% <strong>of</strong> member’s salary <strong>of</strong> which the member contributes 7% and the<br />
<strong>University</strong> 14%. From 1 July <strong>2006</strong>, members can elect to reduce the level <strong>of</strong> member contributions with corresponding<br />
reductions in benefits.<br />
In 2005, UniSuper advised that the Defined Benefit Plan should be disclosed under the multi employer provisions <strong>of</strong> AASB<br />
119 Employee Benefits which allowed for defined benefit obligations to be <strong>report</strong>ed on a defined contribution basis with<br />
some additional information. AASB 119 Employee Benefits states that this is an appropriate solution for a Defined Benefit<br />
Plan where the employer does not have access to the information required and there is no reliable basis for allocating the<br />
benefits, liabilities, assets and costs between employers.<br />
As a consequence <strong>of</strong> changes to the UniSuper Trust Deed in December <strong>2006</strong>, UniSuper have advised that the foregoing no<br />
longer applies and that both the Defined Benefit Division and Accumulation Super (2) plans are defined as Multi Employer<br />
Defined Contribution Schemes in accordance with AASB 119 Employee Benefits.<br />
(ii) UniSuper also <strong>of</strong>fers a cash accumulation productivity scheme known as Accumulation Super (1) (previously referred to<br />
as the Award Plus Plan (APP)). <strong>University</strong> employees have no requirement to contribute to the scheme. The <strong>University</strong><br />
contributes the equivalent <strong>of</strong> 3% <strong>of</strong> base salary in respect <strong>of</strong> these employees who were members <strong>of</strong> the Defined Benefit<br />
Division or the Accumulation Super (2) Plan. Employees who do not qualify for membership <strong>of</strong> Defined Benefit Division<br />
or Accumulation Super (2) will have a minimum contribution 9% <strong>of</strong> their <strong>annual</strong> salary contributed by the <strong>University</strong> to<br />
Accumulation Super (1) prescribed under the Superannuation Guarantee Charge Act 1992.<br />
Casual and non-permanent employees who do not qualify for membership <strong>of</strong> the Defined Benefit Division or Accumulation<br />
(2) are eligible for Accumulation Super (1).<br />
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financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
36.3 State Government Schemes<br />
The <strong>University</strong> has a number <strong>of</strong> employees who are members <strong>of</strong> the State Employees Retirement Benefits Scheme and the<br />
State Superannuation Fund administered by the Government Superannuation Office. These schemes are defined benefits<br />
schemes and are closed to future <strong>University</strong> employees.<br />
At 30 June, the State Superannuation Fund was carrying total liabilities for member benefits greater than the value <strong>of</strong> the<br />
net market value <strong>of</strong> the plan’s assets. As a result an unfunded superannuation liability exists and is recognised in the financial<br />
statements <strong>of</strong> the Scheme. The <strong>University</strong>’s portion <strong>of</strong> the unfunded liability comprises <strong>of</strong> employees who transferred to<br />
the <strong>University</strong> from the former <strong>Melbourne</strong> College <strong>of</strong> Advanced Education together with those employees <strong>of</strong> the former<br />
subsidiaries Hawthorn Institute <strong>of</strong> Education Ltd and Victorian College <strong>of</strong> Agriculture and Horticulture Ltd and those employees<br />
<strong>of</strong> the Victorian College <strong>of</strong> the Arts.<br />
As at 30 June the unfunded superannuation liability determined by the Victorian Government Superannuation Office amounted to:<br />
<strong>2006</strong> 2005<br />
$’000 $’000<br />
<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> 90,723 95,390<br />
Victorian College <strong>of</strong> the Arts 14,733 15,499<br />
105,456 110,889<br />
The values as at 30 June <strong>2006</strong> are the values that have been included in the accounts. Funding to meet payments incurred will<br />
be provided to the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> by the Australian Government. The cost is shared between the State <strong>of</strong> Victoria and<br />
the Australian Government.<br />
36.4 The total superannuation contributions by the <strong>University</strong> during the year in respect <strong>of</strong> the above plans were:<br />
<strong>2006</strong> 2005<br />
$’000 $’000<br />
UniSuper - Defined Benefit Division, Accumulation Super (2) and Accumulation Super (1) 63,936 57,472<br />
State Government Schemes 419 756<br />
Other Superannuation Funds 7,818 7,960<br />
72,173 66,188<br />
Note 37 Workcover - Self Insurance<br />
As from 1 October 1990, the <strong>University</strong> became a Self Insurer for Workers’ Compensation and WorkCover. The actuarial<br />
assessment carried out as at 31 December <strong>2006</strong> assessed liabilities at $5,062,000 ($5,042,000 at 31 December 2005) which<br />
are projected to decrease to $5,014,000 by 31 December 2007.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
137
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 38 Related Party Transactions<br />
(a) Parent entities<br />
The ultimate parent entity within the Group is the <strong>University</strong>.<br />
(b) Subsidiaries<br />
Interests in subsidiaries are set out in note 40.<br />
(c) Members <strong>of</strong> Council and Specified Executives<br />
Disclosures relating to members <strong>of</strong> Council and specified executives are set out in note 33.<br />
(d) Transactions with Related Parties<br />
The following transactions occurred with related parties:<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
$’000 $’000 $’000 $’000<br />
Funding Provided to Subsidiaries - - 18,348 17,976<br />
Sale <strong>of</strong> Goods and Services to<br />
Subsidiaries - - 2,886 1,478<br />
Other Related Parties 87 78 87 78<br />
Purchase <strong>of</strong> Goods from Subsidiaries - - 18,087 14,851<br />
Loans to Related Parties<br />
Loan Repayments from Subsidiaries - - 1,250 100<br />
Interest Revenue from Subsidiaries - - 26 67<br />
Interest Expense to Subsidiaries - - 134 127<br />
(e) Outstanding Balances<br />
The following balances are outstanding at the <strong>report</strong>ing date in relation to transactions with related parties:<br />
Current Receivables (sale <strong>of</strong> goods and services)<br />
Subsidiaries - - 578 538<br />
Non-Current Receivables (loans)<br />
Subsidiaries - - - 1,250<br />
Current Payables (purchases <strong>of</strong> goods)<br />
Subsidiaries - - 1,081 524<br />
No provision for doubtful debts was raised in <strong>2006</strong> (2005 Nil) for the outstanding balances disclosed above.<br />
Therefore no expense was recognised for the period.<br />
(f) Guarantees<br />
No guarantees have been given to third parties in respect <strong>of</strong> related parties.<br />
(g) Terms and Conditions<br />
During the financial year, all transactions between the <strong>University</strong> and its subsidiaries were in the ordinary course <strong>of</strong> business<br />
and on normal arm’s length commercial terms and conditions.<br />
138<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 39 Consultants<br />
Details <strong>of</strong> consultants engaged by the <strong>University</strong> and their costs were as follows:<br />
<strong>2006</strong> 2005<br />
$’000 $’000<br />
Consultancies costing less than $100,000<br />
Payments to Consultants 2,337 521<br />
Number <strong>of</strong> Consultancies Engaged – 101 in <strong>2006</strong> (24 in 2005)<br />
Consultancies costing more than $100,000<br />
Equus Consulting Pty Ltd – <strong>University</strong> Systems Project implementation and operation - 344<br />
IBM Australia Ltd – <strong>University</strong> Systems Project HRMS Payroll implementation - 353<br />
Oracle Corporation Australia Pty Ltd – <strong>University</strong> Systems Project HRMS<br />
Payroll implementation - 1,172<br />
Acumen Alliance Vic Pty Ltd – Advice on Project Management - 138<br />
Bates Smart Pty Ltd – Space and Facility Master Plan and Implementation - 229<br />
Database Systems Consultancy Pty Ltd – Advice on Project Management - 232<br />
Phillips KPA Pty Ltd – Advice on restructuring in light <strong>of</strong> VSU Legislation - 265<br />
Red Rock Consulting Pty Ltd – <strong>University</strong> Systems Project Research Management<br />
System Implementation 205 310<br />
Zequor Pty Ltd – Advice on Project Management, Implementation and Operation - 152<br />
Oracle Corporation Australia Pty Ltd – <strong>University</strong> Systems Project Research Management<br />
System Implementation 245 -<br />
Juroko Pty Ltd – <strong>University</strong> Systems Project Research Management System<br />
152 -<br />
Implementation<br />
Beaton Consulting Pty Ltd – Advice on the <strong>Melbourne</strong> Model Curriculum Reform 327 -<br />
Jane Frances Kelly – Advice on the preparation <strong>of</strong> the Strategic Plan and Communications<br />
Strategy 130 -<br />
Pageup Pty Ltd – Pageup People System Implementation 122 -<br />
Total Consultancy Cost 3,518 3,716<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
139
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 40 Investments In Subsidiaries<br />
The current subsidiaries <strong>of</strong> the Group are outlined below. There were no changes to ownership during the year.<br />
Name <strong>of</strong> Entity Principal Activities Country <strong>of</strong><br />
Incorporation<br />
Class <strong>of</strong><br />
Shares<br />
Ownership<br />
Interest<br />
Australian International<br />
Health Institute<br />
(<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>) Ltd<br />
Undertake and provide research,<br />
development, education, training,<br />
consultancy and other activities in regard<br />
to medical and related areas.<br />
Australia<br />
Fully Paid<br />
Ordinary<br />
Shares<br />
100%<br />
Australian Music Examinations<br />
Board (Victoria) Limited<br />
Provide a system <strong>of</strong> graded examinations<br />
in relation to music and speech in Victoria<br />
and overseas.<br />
Australia<br />
Company<br />
Limited by<br />
Guarantee<br />
100%<br />
Australian National Academy <strong>of</strong><br />
Music<br />
Provide a national centre <strong>of</strong> excellence<br />
with practical music education and<br />
training.<br />
Australia<br />
Company<br />
Limited by<br />
Guarantee<br />
71%<br />
The Meanjin Company Limited<br />
The publication, promotion and distribution<br />
<strong>of</strong> the quarterly journal “Meanjin”.<br />
Australia<br />
Company<br />
Limited by<br />
Guarantee<br />
100%<br />
<strong>Melbourne</strong> Business School<br />
Limited Group<br />
Provision <strong>of</strong> educational services. Australia Company<br />
Limited by<br />
Guarantee<br />
45%<br />
<strong>Melbourne</strong> <strong>University</strong><br />
Publishing Limited<br />
To publish the best scholarly writing from<br />
Australia and Overseas, both within and<br />
independent <strong>of</strong> the tertiary sector.<br />
Australia<br />
Company<br />
Limited by<br />
Guarantee<br />
100%<br />
<strong>Melbourne</strong> Ventures Pty Ltd<br />
To support the commercialisation agenda<br />
<strong>of</strong> the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>.<br />
Australia<br />
Fully Paid<br />
Ordinary<br />
Shares<br />
100%<br />
MU Student Union Ltd<br />
Provision <strong>of</strong> amenities, services and<br />
facilities for the benefit <strong>of</strong> students.<br />
Australia<br />
Company<br />
Limited by<br />
Guarantee<br />
100%<br />
UMEE Ltd<br />
Commercialisation <strong>of</strong> educational services<br />
<strong>of</strong> the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> and the<br />
provision <strong>of</strong> English Language teaching.<br />
Australia<br />
Fully Paid<br />
Ordinary<br />
Shares<br />
100%<br />
Victorian College <strong>of</strong> the Arts*<br />
Provide education in the creative,<br />
performing and other arts and for general<br />
education <strong>of</strong> people undertaking courses<br />
in those arts.<br />
Australia N/A N/A<br />
The Victorian Institute for<br />
Chemical Sciences Limited +<br />
Provide teaching and research in chemical<br />
sciences.<br />
Australia<br />
Company<br />
Limited by<br />
Guarantee<br />
33%<br />
* The Victorian College <strong>of</strong> the Arts is a statutory authority <strong>of</strong> the State <strong>of</strong> Victoria having been established under the Victorian<br />
College <strong>of</strong> the Arts Act 1981. Under the current accounting standards, the <strong>University</strong> is deemed to have a <strong>report</strong>ing<br />
responsibility for the VCA. On 15 November 2005, the VCA Council signed a Heads <strong>of</strong> Agreement with the <strong>University</strong> which<br />
has led to the establishment <strong>of</strong> VCA as a faculty <strong>of</strong> the <strong>University</strong> from 1 January 2007. On 29 August <strong>2006</strong> the <strong>Melbourne</strong><br />
<strong>University</strong> (Victorian College <strong>of</strong> the Arts) Act <strong>2006</strong> was enacted. The Act dissolved the VCA and its Council and provided for<br />
the integration <strong>of</strong> the VCA as a Faculty within the <strong>University</strong>. On 1 January 2007 the <strong>University</strong> became the successor in<br />
law to the VCA and all assets and liabilities <strong>of</strong> the VCA were transferred to the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>. Further details are<br />
included in Note 44 to the Financial Statements.<br />
+ The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>, Monash <strong>University</strong> and RMIT are all equal members <strong>of</strong> the Victorian Institute for Chemical<br />
Sciences Limited. Under the terms <strong>of</strong> the Funding Agreement with the State Government, the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong><br />
has financial responsibility for the company and it is therefore considered to have control.<br />
140<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 41 Particulars In Relation to Each Consolidated Entity<br />
Net Operating Result<br />
After Income Tax<br />
<strong>2006</strong> 2005<br />
$’000 $’000<br />
<strong>University</strong> General<br />
- Pr<strong>of</strong>it/(Loss) from Continuing Operations 67,702 57,698<br />
Trust Funds 15,513 17,318<br />
Auxiliary Operations:<br />
Child Care Services (11) (100)<br />
Halls <strong>of</strong> Residence:<br />
- International House 14 33<br />
- Kendall Hall 53 10<br />
- Medley Hall (77) 57<br />
<strong>Melbourne</strong> Theatre Company 628 260<br />
<strong>Melbourne</strong> <strong>University</strong> Bookshop 722 344<br />
Sport and Physical Recreation Centre 41 269<br />
The Ian Potter Museum <strong>of</strong> Art 239 391<br />
Veterinary Clinic and Hospital (675) (127)<br />
Adjustments on Consolidation for Differences in Accounting Policies 282 (58)<br />
Sub-Total <strong>University</strong> 84,431 76,095<br />
Subsidiaries<br />
Australian International Health Institute (<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>) Limited 76 3<br />
Australian Music Examinations Board (Victoria) Limited 219 248<br />
Australian National Academy <strong>of</strong> Music Limited 73 334<br />
Meanjin Company Limited 33 (1)<br />
<strong>Melbourne</strong> Business School Limited Group 1,310 5,882<br />
<strong>Melbourne</strong> <strong>University</strong> Publishing Limited 2,366 (742)<br />
<strong>Melbourne</strong> Ventures Pty Ltd (1) (62)<br />
MU Student Union Ltd 1,509 2,124<br />
UMEE Ltd Group (888) (6,635)<br />
Victorian College <strong>of</strong> the Arts * 588 31<br />
Sub-Total Subsidiaries 5,285 1,182<br />
Adjustments on Consolidation for Differences in Accounting Policies 291 (287)<br />
Total 90,007 76,990<br />
* Included in the Victorian College <strong>of</strong> the Arts net operating result is a $5.0 million contribution from the<br />
<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
141
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 42 Subsidiaries - Income Statement Analysis<br />
With the exception <strong>of</strong> some subsidiaries in UMEE Ltd, all subsidiaries <strong>of</strong> the <strong>University</strong> are domiciled in Australia.<br />
Total<br />
Revenue<br />
<strong>2006</strong><br />
Total<br />
Revenue<br />
2005<br />
Total<br />
Expenditure<br />
<strong>2006</strong><br />
Total<br />
Expenditure<br />
2005<br />
Subsidiary $’000 $’000 $’000 $’000<br />
Victorian College <strong>of</strong> the Arts 28,946 32,929 28,358 32,898<br />
<strong>Melbourne</strong> Business School Limited Group 48,732 54,436 47,422 48,554<br />
UMEE Ltd Group 19,361 27,777 20,249 34,409<br />
Meanjin Company Limited 302 205 269 206<br />
Australian Music Examinations Board (Victoria) Limited 1,954 2,092 1,736 1,843<br />
Australian International Health Institute (<strong>University</strong> <strong>of</strong><br />
5,641 4,385 5,565 4,382<br />
<strong>Melbourne</strong>) Limited<br />
Australian National Academy <strong>of</strong> Music Limited 2,863 2,949 2,790 2,615<br />
MU Student Union Limited 17,822 13,247 16,313 11,124<br />
<strong>Melbourne</strong> Ventures Pty Ltd 2,304 1,796 2,306 1,878<br />
<strong>Melbourne</strong> <strong>University</strong> Publishing Limited 7,357 4,064 4,992 4,805<br />
The Victorian Institute for Chemical Sciences Limited * 1,743 4,956 3,383 3,696<br />
Total - <strong>University</strong> Subsidiaries 137,024 148,836 133,382 146,410<br />
Tax<br />
Tax Pr<strong>of</strong>it/(Loss) Pr<strong>of</strong>it/(Loss)<br />
(Expense)/<br />
Benefit<br />
(Expense)/<br />
Benefit<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
Subsidiary $’000 $’000 $’000 $’000<br />
Victorian College <strong>of</strong> the Arts - - 588 31<br />
<strong>Melbourne</strong> Business School Limited Group - - 1,310 5,882<br />
UMEE Ltd Group - (3) (888) (6,635)<br />
Meanjin Company Limited - - 33 (1)<br />
Australian Music Examinations Board (Victoria) Limited - - 218 248<br />
Australian International Health Institute (<strong>University</strong> <strong>of</strong><br />
- - 76 3<br />
<strong>Melbourne</strong>) Limited<br />
Australian National Academy <strong>of</strong> Music Limited - - 73 334<br />
MU Student Union Limited - - 1,509 2,124<br />
<strong>Melbourne</strong> Ventures Pty Ltd 1 20 (1) (62)<br />
<strong>Melbourne</strong> <strong>University</strong> Publishing Limited - - 2,366 (742)<br />
The Victorian Institute for Chemical Sciences Limited * - - (1,640) 1,260<br />
Total - <strong>University</strong> Subsidiaries 1 17 3,644 2,442<br />
Where applicable, the results <strong>of</strong> the above Subsidiaries include contributions from the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>.<br />
* The Victorian Institute for Chemical Sciences Limited operates on a June financial year-end in order to align its <strong>report</strong>ing to the<br />
Department <strong>of</strong> Innovation, Industry and Regional Development.<br />
142<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 43 Subsidiaries - Balance Sheet Analysis<br />
Working<br />
Capital<br />
Working<br />
Capital<br />
Property,<br />
Plant &<br />
Equipment<br />
Property,<br />
Plant &<br />
Equipment<br />
Total<br />
Assets<br />
Total<br />
Assets<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
Subsidiary $’000 $’000 $’000 $’000 $’000 $’000<br />
Victorian College <strong>of</strong> the Arts 11,364 8,796 92,571 83,159 123,290 114,618<br />
<strong>Melbourne</strong> Business School Limited Group 3,922 2,021 86,116 81,774 182,922 171,243<br />
UMEE Ltd Group 9,558 10,862 15,427 14,926 31,553 36,104<br />
Meanjin Company Limited 55 20 - - 140 84<br />
Australian Music Examinations Board<br />
(Victoria) Limited 685 430 406 484 1,314 1,093<br />
Australian International Health Institute<br />
(<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>) Limited 963 863 29 51 2,301 1,739<br />
Australian National Academy <strong>of</strong> Music<br />
Limited 1,300 1,082 418 557 1,849 1,753<br />
MU Student Union Limited 4,270 2,934 1,775 1,562 8,243 7,035<br />
<strong>Melbourne</strong> Ventures Pty Ltd (89) (102) 160 191 629 599<br />
<strong>Melbourne</strong> <strong>University</strong> Publishing Limited 3,461 784 242 323 5,855 2,594<br />
The Victorian Institute for Chemical Sciences<br />
Limited * 499 924 1,366 2,581 1,881 3,523<br />
Total - <strong>University</strong> Subsidiaries Entities 35,988 28,614 198,510 185,608 359,977 340,385<br />
Total<br />
Total<br />
Liabilities Liabilities Equity Equity<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
Subsidiary $’000 $’000 $’000 $’000<br />
Victorian College <strong>of</strong> the Arts 19,371 20,569 103,919 94,049<br />
<strong>Melbourne</strong> Business School Limited Group 15,216 14,717 167,706 156,526<br />
UMEE Ltd Group 6,617 10,386 24,936 25,717<br />
Meanjin Company Limited 92 69 48 15<br />
Australian Music Examinations Board<br />
(Victoria) Limited 182 179 1,132 914<br />
Australian International Health Institute<br />
(<strong>University</strong> <strong>of</strong> <strong>Melbourne</strong>) Limited 1,380 894 921 845<br />
Australian National Academy <strong>of</strong> Music<br />
Limited 144 119 1,705 1,414<br />
MU Student Union Limited 2,272 2,572 5,971 4,462<br />
<strong>Melbourne</strong> Ventures Pty Ltd 301 331 328 268<br />
<strong>Melbourne</strong> <strong>University</strong> Publishing Limited 2,152 1,422 3,703 1,172<br />
The Victorian Institute for Chemical Sciences<br />
Limited * 16 17 1,865 3,505<br />
Total - <strong>University</strong> Subsidiaries Entities 47,742 51,277 312,234 289,105<br />
* The Victorian Institute for Chemical Sciences Limited operates on a June financial year-end in order to align its <strong>report</strong>ing to the<br />
Department <strong>of</strong> Innovation, Industry and Regional Development.<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
143
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 44 Events Occurring after Reporting Date<br />
On 29 August <strong>2006</strong> the Victorian Governor in Council assented to the <strong>Melbourne</strong> <strong>University</strong> (Victorian College <strong>of</strong> the Arts) Act<br />
<strong>2006</strong> which enacted the integration <strong>of</strong> the Victorian College <strong>of</strong> the Arts (VCA) as a faculty <strong>of</strong> the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> with<br />
effect from 1 January 2007. This legislation was gazetted and proclaimed on 31 August <strong>2006</strong>. As a result all assets and liabilities<br />
<strong>of</strong> the Victorian College <strong>of</strong> the Arts (VCA) were assumed by the <strong>University</strong> from 1 January 2007, and the VCA ceased to exist as<br />
a separate <strong>report</strong>ing entity from that date.<br />
There are no other matters or circumstances that have arisen since the end <strong>of</strong> the financial year that have affected or may<br />
subsequently affect the financial position <strong>of</strong> the <strong>University</strong> or its subsidiaries.<br />
Note 45 Notes to the Statement <strong>of</strong> Cash Flows<br />
(a) Reconciliation <strong>of</strong> Cash<br />
CONSOLIDATED<br />
UNIVERSITY<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
$’000 $’000 $’000 $’000<br />
Cash/(Overdraft) 50,496 62,934 36,320 50,651<br />
Petty Cash Floats 201 185 174 175<br />
Deposits at Call/Term Deposits 6,613 857 - -<br />
Bank Bills (maturity < than 90 days) 11,125 8,600 - -<br />
68,435 72,576 36,494 50,826<br />
(b) Reconciliation <strong>of</strong> Operating Result from<br />
Continuing Operations after Income Tax to<br />
Net Cash from Operating Activities<br />
Operating Result from Continuing Operations after Related<br />
Income Tax Expense 90,007 76,990 84,431 76,095<br />
Add/(Less) Non-Cash Flows in Net Pr<strong>of</strong>it/(Loss)<br />
Depreciation and Amortisation 75,362 75,959 68,628 68,598<br />
Impairment Losses 4,970 17,617 7,970 15,339<br />
Net Transfers Received Free <strong>of</strong> Charge (189) (9,336) - (9,336)<br />
Bad and Doubtful Debts 680 1,300 506 1,264<br />
Revaluation Gains on Other Financial Assets at Fair Value (388) (753) (434) (707)<br />
Loss/(Gain) on Sale/Redemption <strong>of</strong> Investments 4,733 (8,468) 5,296 851<br />
Net (Gain)/Loss on Sale <strong>of</strong> Non-Current Assets 1,691 (47) 1,718 (280)<br />
Changes in Assets and Liabilities<br />
Decrease (Increase) in Receivables (45,131) (7,605) (49,153) (5,623)<br />
Decrease (Increase) in Prepayments 3,417 (213) 3,460 (116)<br />
Decrease (Increase) in Other Assets (2,253) 3,178 (1,302) 2<br />
Decrease (Increase) in Inventories (758) (174) (405) 131<br />
Increase (Decrease) in Provision for Doubtful Debts (134) (800) 11 (842)<br />
Increase (Decrease) in Provision for Income Taxes Payable 3 67 - -<br />
Increase (Decrease) in Payables 10,650 24,549 14,436 22,913<br />
Increase (Decrease) in Provisions for Employee Entitlements 3,911 14,436 3,802 12,117<br />
Increase (Decrease) in Income in Advance 34,945 8,542 32,161 11,988<br />
Increase (Decrease) in Other Provisions (8,604) 2,195 (6,285) 2,193<br />
Net Cash Inflow (Outflow) from Operating Activities 172,912 197,437 164,840 194,585<br />
144<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 46 Detailed Income Statement for the Year Ended 31 December <strong>2006</strong> - <strong>University</strong><br />
Income from Continuing Operations<br />
Australian Government Financial Assistance -<br />
UNIVERSITY<br />
GENERAL<br />
TRUST<br />
FUNDS<br />
AUXILIARY<br />
OPERATIONS<br />
UNIVERSITY<br />
TOTAL<br />
$’000 $’000 $’000 $’000<br />
Australian Government Grants 483,488 - 1,725 485,213<br />
HECS-HELP Australian Government Payments 75,655 - - 75,655<br />
FEE-HELP 27,076 - - 27,076<br />
Operating Funds Received from The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> - - 1,471 -<br />
HECS-HELP Student Payments 24,372 - - 24,372<br />
State Government Financial Assistance 47,227 - 497 47,725<br />
Fees and Charges 278,795 42 19,634 295,413<br />
Investment Income 76,697 26,672 1,270 104,304<br />
Royalties Trademarks and Licences 5,051 4 - 5,054<br />
Consultancy and Contract Research 23,950 19 72 24,040<br />
Other Income<br />
Donations and Bequests 18,064 2,828 1,751 22,643<br />
Publishing and Book Sales 2,467 - 9,852 12,319<br />
Box Office Receipts - - 9,609 9,609<br />
Computer Sales 2,583 5 51 2,640<br />
Subscriptions <strong>University</strong> Societies 961 - 242 1,203<br />
Sale <strong>of</strong> Produce and Livestock 2,116 10 - 2,127<br />
Net Gain on Sale <strong>of</strong> Assets - - 82 -<br />
Research/Project Income other than the<br />
Australian Government - - - -<br />
Non-Government Grants 47,735 - 42 47,777<br />
Scholarships and Prizes - - 100 100<br />
Deferred Income - Government Contributions<br />
for Superannuation (4,667) - - (4,667)<br />
Miscellaneous Income 5,004 7 3,226 3,607<br />
Total Income from Continuing Operations 1,116,574 29,587 49,624 1,186,210<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
145
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Less Expenses from Continuing Operations<br />
UNIVERSITY<br />
GENERAL<br />
TRUST<br />
FUNDS<br />
AUXILIARY<br />
OPERATIONS<br />
UNIVERSITY<br />
TOTAL<br />
$’000 $’000 $’000 $’000<br />
Employee Benefits and On Costs 550,285 3,000 20,778 574,063<br />
Depreciation and Amortisation 66,418 1 2,207 68,628<br />
Repairs and Maintenance 39,715 754 969 41,437<br />
Finance Costs 10,767 - 335 10,767<br />
Bad and Doubtful Debts 446 - 70 517<br />
Accounting and Auditing Services 387 - 242 390<br />
Other Expenses<br />
Scholarships 45,622 3,615 273 49,511<br />
Equipment Purchases (items not capitalised) 13,079 149 754 13,982<br />
Consumable Materials 35,135 64 1,641 36,840<br />
Travel, Staff Development and Training 32,565 190 1,035 33,789<br />
Library Materials 6,297 580 36 6,914<br />
Grants 93,902 1,222 21 93,674<br />
Rent and Leasing Payments 6,183 - 2,626 8,765<br />
Utilities and Services 25,175 15 1,188 26,378<br />
Contracted and Pr<strong>of</strong>essional Services 64,790 374 1,004 62,873<br />
Printing, Publications and Stationary 7,999 685 588 9,273<br />
Insurance 5,019 - 14 5,032<br />
Net Loss on Disposal <strong>of</strong> Property, Plant and Equipment 1,800 - - 1,718<br />
Other Expenses 35,234 3,071 14,910 48,822<br />
Course Fees Paid 4,751 354 - 5,103<br />
Impairment Losses 7,970 - - 7,970<br />
Superannuation - Deferred Employee Benefits (4,667) - - (4,667)<br />
Total Expenditure from Continuing Operations 1,048,872 14,074 48,691 1,101,779<br />
Operating Result from Continuing Operations<br />
before Related Income Tax Expense 67,702 15,513 933 84,431<br />
Income Tax Expense/(Benefit) - - - -<br />
Net Operating Result for the Year 67,702 15,513 933 84,431<br />
146<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 47 Detailed Balance Sheet as at 31 December <strong>2006</strong> - <strong>University</strong><br />
Current Assets<br />
UNIVERSITY<br />
GENERAL<br />
TRUST<br />
FUNDS<br />
AUXILIARY<br />
OPERATIONS<br />
UNIVERSITY<br />
TOTAL<br />
$’000 $’000 $’000 $’000<br />
Cash and Cash Equivalents (47,527) 65,637 18,384 36,494<br />
Receivables 63,938 42 1,646 63,338<br />
Inventories 2,581 - 2,920 5,501<br />
Other Financial Assets at Fair Value 84,458 - - 84,458<br />
Other Non Financial Assets 5,473 - 2,148 7,620<br />
Total Current Assets 108,923 65,679 25,098 197,411<br />
Non-Current Assets<br />
Receivables 144,470 24 - 134,825<br />
Available-for-Sale Financial Assets 773,181 410,980 1,944 1,186,106<br />
Other Financial Assets 23,674 - - 23,674<br />
Property, Plant and Equipment 2,200,051 2,521 69,613 2,268,460<br />
Intangible Assets 18 - 32 50<br />
Total Non-Current Assets 3,141,394 413,525 71,589 3,613,116<br />
Total Assets 3,250,317 479,204 96,687 3,810,527<br />
Current Liabilities<br />
Payables 53,527 826 7,827 59,890<br />
Interest Bearing Liabilities 2,448 - 383 2,448<br />
Provisions 101,790 - 1,865 103,655<br />
Other Current Liabilities 82,476 - 8,089 90,283<br />
Total Current Liabilities 240,241 826 18,164 256,276<br />
Non-Current Liabilities<br />
Payables 12,000 - 3,921 12,000<br />
Interest Bearing Liabilities 137,365 - 5,365 137,365<br />
Provisions 106,589 - 832 107,422<br />
Total Non-Current Liabilities 255,954 - 10,118 256,787<br />
Total Liabilities 496,195 826 28,282 513,063<br />
Net Assets 2,754,122 478,378 68,405 3,297,464<br />
Equity<br />
Statutory Funds - - - -<br />
Reserves 1,825,327 478,378 60,957 2,360,939<br />
Retained Surplus 928,795 - 7,448 936,525<br />
Total Equity 2,754,122 478,378 68,405 3,297,464<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
147
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 48 Detailed Cash Flow Statement for the Year Ended 31 December <strong>2006</strong> - <strong>University</strong><br />
Cash Flows from Operating Activities<br />
Inflows:<br />
UNIVERSITY<br />
GENERAL<br />
TRUST<br />
FUNDS<br />
AUXILIARY<br />
OPERATIONS<br />
UNIVERSITY<br />
TOTAL<br />
$’000 $’000 $’000 $’000<br />
Australian Government -<br />
- CGS, Research and Other DEST Grants 509,770 - 436 510,206<br />
- Higher Education Loan Programmes 102,732 - - 102,731<br />
- Other Australian Government Grants - - 731 731<br />
Operating Funds Received from the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> - - 1,471 -<br />
State Government Grants 29,227 - 497 29,724<br />
HECS-HELP - Student Payments 24,372 - - 24,372<br />
Dividends Received 93,560 - - 93,560<br />
Interest Received (12,466) 26,672 1,169 15,040<br />
Fee-for-Service Revenue 250,004 15 19,577 266,301<br />
Other Income 100,712 (16) 26,363 120,097<br />
Outflows:<br />
Payments to Employees (540,542) (3,000) (20,482) (564,024)<br />
Payments to Suppliers (Inclusive <strong>of</strong> Goods and<br />
Services Tax (GST)) (247,259) (3,131) (25,440) (265,571)<br />
Interest Paid (10,767) - (335) (10,767)<br />
GST - Net Payment to Australian Taxation Office (5,278) (8) 184 (5,101)<br />
Other Outflows (148,733) (5,197) - (152,460)<br />
Net Cash Inflow (Outflow) from Operating Activities 145,332 15,335 4,171 164,840<br />
Cash Flows from Investing Activities<br />
Inflows:<br />
Proceeds from Sale <strong>of</strong> Property, Plant and Equipment 1,227 - 185 1,412<br />
Proceeds from Sale <strong>of</strong> Available-for-Sale and Other Investments 800,394 - 27 800,421<br />
Outflows:<br />
Purchase <strong>of</strong> Property, Plant and Equipment (82,293) - (2,481) (84,773)<br />
Purchase <strong>of</strong> Available-for-Sale and Other Investments (891,571) (3,536) (131) (895,239)<br />
Purchase <strong>of</strong> Intangible Assets - - (32) (32)<br />
Net Cash Inflow (Outflow) from Investing Activities (172,243) (3,536) (2,432) (178,212)<br />
Cash Flows from Financing Activities<br />
Inflows:<br />
Loans Repaid 2,640 15 - 2,290<br />
Outflows:<br />
Loans Granted (773) (28) - (802)<br />
Repayment <strong>of</strong> Interest Bearing Liabilities (2,448) - (366) (2,448)<br />
Net Cash Inflow (Outflow) from Financing Activities (581) (13) (366) (960)<br />
Net Increase (Decrease) in Cash and Cash Equivalents (27,492) 11,786 1,373 (14,332)<br />
Cash and Cash Equivalents at the Beginning <strong>of</strong> the Year (20,035) 53,851 17,011 50,826<br />
Effects <strong>of</strong> Exchange Rate on Cash and Cash Equivalents - - - -<br />
Cash and Cash Equivalents at the End <strong>of</strong> the Year (47,527) 65,637 18,384 36,494<br />
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Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 49 Acquittal <strong>of</strong> Australian Government Financial Assistance (<strong>University</strong> Only)<br />
Note 49.1 CGS and Other DEST Grants<br />
Commonwealth Indigenous Equity<br />
Grants Scheme # Support Fund Programmes *<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000 $’000 $’000<br />
Financial Assistance Received in CASH during<br />
the Reporting Period<br />
(Total Cash Received from the Australian<br />
Government for the Programmes) 158,555 150,016 905 728 494 524<br />
Net Accrual Adjustments - (263) - - - -<br />
Revenue for the Period 2(a) 158,555 149,753 905 728 494 524<br />
Surplus/(Deficit) from the Previous Year - - - - - -<br />
Total Revenue Including Accrued Revenue 158,555 149,753 905 728 494 524<br />
Less Expenses Including Accrued Expenses (158,555) (149,753) (905) (728) (494) (524)<br />
Surplus/(Deficit) for Reporting Period - - - - - -<br />
# Includes the basic CGS grant amount, CGS Regional Loading and CGS-Enabling Loading.<br />
* Includes Higher Education Equity Programme and Students with Disabilities Programme.<br />
Workplace Reform<br />
Programme<br />
Workplace<br />
Productivity<br />
Programme<br />
Learning &<br />
Teaching<br />
Performance<br />
Fund<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000 $’000 $’000<br />
Financial Assistance Received in CASH during the<br />
Reporting Period<br />
(Total Cash Received from the Australian<br />
Government for the Programmes) 2,082 2,044 1,500 - 9,853 -<br />
Net Accrual Adjustments - - - - - -<br />
Revenue for the Period 2(a) 2,082 2,044 1,500 - 9,853 -<br />
Surplus/(Deficit) from the Previous Year - - - - - -<br />
Total Revenue Including Accrued Revenue 2,082 2,044 1,500 - 9,853 -<br />
Less Expenses Including Accrued Expenses (2,082) (2,044) (1,500) - (9,853) -<br />
Surplus/(Deficit) for Reporting Period - - - - - -<br />
Capital Superannuation<br />
Development Pool Programme<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000<br />
Financial Assistance Received in CASH during the<br />
Reporting Period<br />
(Total Cash Received from the Australian<br />
Government for the Programmes) - 692 7,373 7,107<br />
Net Accrual Adjustments 583 (692) (344) -<br />
Revenue for the Period 2(a) 583 - 7,029 7,107<br />
Surplus/(Deficit) from the Previous Year - 1,954 7,980 906<br />
Total Revenue Including Accrued Revenue 583 1,954 15,009 8,013<br />
Less Expenses Including Accrued Expenses (583) (1,954) (14,983) (33)<br />
Surplus/(Deficit) for Reporting Period - - 26 7,980<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
149
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 49.1 CGS and Other DEST Grants (Continued)<br />
Collaboration &<br />
Total<br />
Structural Reform<br />
Programme<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000<br />
Financial Assistance Received in CASH during the<br />
Reporting Period<br />
(Total Cash Received from the Australian Government<br />
for the Programmes) 208 - 180,970 161,111<br />
Net Accrual Adjustments - - 239 (955)<br />
Revenue for the Period 2(a) 208 - 181,209 160,156<br />
Surplus/(Deficit) from the Previous Year - - 7,980 2,860<br />
Total Revenue Including Accrued Revenue 208 - 189,189 163,016<br />
Less Expenses Including Accrued Expenses (208) - (189,163) (155,036)<br />
Surplus/(Deficit) for Reporting Period - - 26 7,980<br />
Note 49.2 Higher Education Loan Programmes<br />
HECS-HELP FEE-HELP^ OS-HELP**<br />
(Australian Govt<br />
payments only)<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000 $’000 $’000<br />
Financial Assistance Received in CASH during the<br />
Reporting Period<br />
(Total Cash Received from the Australian Government<br />
for the Programmes) 79,083 76,256 32,409 35,589 510 -<br />
Net Accrual Adjustments (3,428) (5,811) (5,333) (12,304) (510) -<br />
Revenue for the Period 2(b) 75,655 70,445 27,076 23,285 - -<br />
Surplus/(Deficit) from the Previous Year - - 41 - - -<br />
Total Revenue Including Accrued Revenue 75,655 70,445 27,117 23,285 - -<br />
Less Expenses Including Accrued Expenses (75,655) (70,445) (27,117) (23,244) - -<br />
Surplus/(Deficit) for Reporting Period - - - 41 - -<br />
^ For 2005, FEE-HELP figures include PELS and BOTPLS.<br />
** OS-HELP receipts from the Australian Government are not included in the Income Statement.<br />
The cash received by the <strong>University</strong> does not meet the definition <strong>of</strong> revenue in accordance with AASB 118 Revenue.<br />
Revenue for the period is therefore nil.<br />
Total<br />
<strong>2006</strong> 2005<br />
NOTES $’000 $’000<br />
Financial Assistance Received in CASH during the<br />
Reporting Period<br />
(Total Cash Received from the Australian Government<br />
for the Programmes) 112,002 111,845<br />
Net Accrual Adjustments (9,271) (18,115)<br />
Revenue for the Period 2(b) 102,731 93,730<br />
Surplus/(Deficit) from the Previous Year 41 -<br />
Total Revenue Including Accrued Revenue 102,772 93,730<br />
Less Expenses Including Accrued Expenses (102,772) (93,689)<br />
Surplus/(Deficit) for Reporting Period - 41<br />
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financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 49.3 Scholarships<br />
Australian<br />
Postgraduate<br />
Awards<br />
International<br />
Postgraduate<br />
Research<br />
Scholarships<br />
Commonwealth<br />
Education Costs<br />
Scholarships<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000 $’000 $’000<br />
Financial Assistance Received in CASH<br />
during the Reporting Period<br />
(Total Cash Received from the Australian<br />
Government for the Programmes) 10,560 10,827 2,388 2,275 786 474<br />
Net Accrual Adjustments - - - - - -<br />
Revenue for the Period 2(c) 10,560 10,827 2,388 2,275 786 474<br />
Surplus/(Deficit) from the Previous Year (378) (794) (649) (406) 33 -<br />
Total Revenue Including Accrued Revenue 10,182 10,033 1,739 1,869 819 474<br />
Less Expenses Including Accrued Expenses (11,091) (10,411) (3,002) (2,518) (685) (441)<br />
Surplus/(Deficit) for Reporting Period (909) (378) (1,263) (649) 134 33<br />
Commonwealth<br />
Total<br />
Accommodation<br />
Scholarships<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000<br />
Financial Assistance Received in CASH<br />
during the Reporting Period<br />
(Total Cash Received from the Australian<br />
Government for the Programmes) 1,365 952 15,099 14,528<br />
Net Accrual Adjustments - - - -<br />
Revenue for the Period 2(c) 1,365 952 15,099 14,528<br />
Surplus/(Deficit) from the Previous Year 82 - (912) (1,200)<br />
Total Revenue Including Accrued Revenue 1,447 952 14,187 13,328<br />
Less Expenses Including Accrued Expenses (1,184) (870) (15,962) (14,240)<br />
Surplus/(Deficit) for Reporting Period 263 82 (1,775) (912)<br />
Note 49.4 DEST - Research<br />
Institutional Grants<br />
Scheme<br />
Research Training<br />
Scheme<br />
Systemic<br />
Infrastructure<br />
Initiative<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000 $’000 $’000<br />
Financial Assistance Received in CASH<br />
during the Reporting Period<br />
(Total Cash Received from the Australian<br />
Government for the Programmes) 33,985 32,772 59,907 56,851 2,016 2,355<br />
Net Accrual Adjustments - - - - - -<br />
Revenue for the Period 2(d) 33,985 32,772 59,907 56,851 2,016 2,355<br />
Surplus/(Deficit) from the Previous Year - - - - - -<br />
Total Revenue Including Accrued Revenue 33,985 32,772 59,907 56,851 2,016 2,355<br />
Less Expenses Including Accrued Expenses (33,985) (32,772) (59,907) (56,851) (2,016) (2,355)<br />
Surplus/(Deficit) for Reporting Period - - - - - -<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
151
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 49.4 DEST - Research (Continued)<br />
Research<br />
Infrastructure<br />
Block Grants<br />
Regional Protection<br />
Scheme<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000 $’000 $’000<br />
Financial Assistance Received in CASH<br />
during the Reporting Period<br />
(Total Cash Received from the Australian<br />
Government for the Programmes) 26,052 25,038 - - 121,960 117,016<br />
Net Accrual Adjustments - - - - - -<br />
Revenue for the Period 2(d) 26,052 25,038 - - 121,960 117,016<br />
Surplus/(Deficit) from the Previous Year - - - - - -<br />
Total Revenue Including Accrued Revenue 26,052 25,038 - - 121,960 117,016<br />
Less Expenses Including Accrued Expenses (26,052) (25,038) - (121,960) (117,016)<br />
Surplus/(Deficit) for Reporting Period - - - - - -<br />
Note 49.5 Australian Research Council Grants<br />
Note 49.5(a) Discovery<br />
Projects<br />
Fellowships<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000<br />
Financial Assistance Received in CASH<br />
during the Reporting Period<br />
(Total Cash Received from the Australian<br />
Government for the Programmes) 29,982 29,198 3,748 3,123<br />
Net Accrual Adjustments 501 (5,215) (814) (639)<br />
Revenue for the Period 2(e)(i) 30,483 23,983 2,934 2,484<br />
Surplus/(Deficit) from the Previous Year 5,426 5,841 1,206 1,800<br />
Total Revenue Including Accrued Revenue 35,909 29,824 4,140 4,284<br />
Less Expenses Including Accrued Expenses (30,764) (24,398) (3,109) (3,078)<br />
Surplus/(Deficit) for Reporting Period 5,145 5,426 1,031 1,206<br />
Indigenous<br />
Total<br />
Researchers<br />
Development<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000<br />
Financial Assistance Received in CASH<br />
during the Reporting Period<br />
(Total Cash Received from the Australian<br />
Government for the Programmes) 175 174 33,905 32,495<br />
Net Accrual Adjustments (5) (66) (318) (5,920)<br />
Revenue for the Period 2(e)(i) 170 108 33,587 26,575<br />
Surplus/(Deficit) from the Previous Year - - 6,632 7,641<br />
Total Revenue Including Accrued Revenue 170 108 40,219 34,216<br />
Less Expenses Including Accrued Expenses (160) (108) (34,033) (27,584)<br />
Surplus/(Deficit) for Reporting Period 10 - 6,186 6,632<br />
Total<br />
152<br />
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financial statements/<br />
Notes to and forming part <strong>of</strong> the Financial Statements<br />
Note 49.5(b) Linkages<br />
Financial Assistance Received in CASH during the<br />
Reporting Period<br />
Special<br />
Research<br />
Initiatives<br />
Infrastructure<br />
International<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000 $’000 $’000<br />
(Total Cash Received from the Australian Government for<br />
the Programmes) 300 295 1,992 2,824 240 219<br />
Net Accrual Adjustments 147 (295) (227) (1,320) (86) (22)<br />
Revenue for the Period 2(e)(ii) 447 - 1,765 1,504 154 197<br />
Surplus/(Deficit) from the Previous Year 19 20 - 861 33 94<br />
Total Revenue Including Accrued Revenue 466 20 1,765 2,365 187 291<br />
Less Expenses Including Accrued Expenses (405) (1) (1,765) (2,365) (152) (258)<br />
Surplus/(Deficit) for Reporting Period 61 19 - - 35 33<br />
Learned<br />
Academics<br />
Projects<br />
Total<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000 $’000 $’000<br />
Financial Assistance Received in CASH during the<br />
Reporting Period<br />
(Total Cash Received from the Australian Government<br />
for the Programmes) - - 9,025 7,834 11,557 11,172<br />
Net Accrual Adjustments - - (4,000) (1,509) (4,166) (3,146)<br />
Revenue for the Period 2(e)(ii) - - 5,025 6,325 7,391 8,026<br />
Surplus/(Deficit) from the Previous Year - - 2,177 3,539 2,228 4,514<br />
Total Revenue Including Accrued Revenue - - 7,202 9,864 9,619 12,540<br />
Less Expenses Including Accrued Expenses - - (7,202) (7,687) (9,525) (10,312)<br />
Surplus/(Deficit) for Reporting Period - - - 2,177 94 2,228<br />
Note 49.5(c) Networks and Centres<br />
Research Centres<br />
Total<br />
Networks<br />
<strong>2006</strong> 2005 <strong>2006</strong> 2005 <strong>2006</strong> 2005<br />
NOTES $’000 $’000 $’000 $’000 $’000 $’000<br />
Financial Assistance Received in CASH during the<br />
Reporting Period<br />
(Total Cash Received from the Australian Government for<br />
the Programmes) 1,186 1,164 9,371 7,174 10,557 8,338<br />
Net Accrual Adjustments 143 - (2,489) (3,035) (2,346) (3,035)<br />
Revenue for the Period 2(e)(iii) 1,329 1,164 6,882 4,139 8,211 5,303<br />
Surplus/(Deficit) from the Previous Year 1,243 571 - 1,364 1,243 1,934<br />
Total Revenue Including Accrued Revenue 2,572 1,735 6,882 5,503 9,454 7,237<br />
Less Expenses Including Accrued Expenses (1,875) (492) (6,882) (5,503) (8,757) (5,994)<br />
Surplus/(Deficit) for Reporting Period 697 1,243 - - 697 1,243<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
153
THE UNIVERSITY OF MELBOURNE<br />
Statement by Principal Accounting Officer<br />
In my opinion:<br />
(a) i) the financial statements <strong>of</strong> the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> and the consolidated entity present a true and fair view <strong>of</strong> the<br />
financial transactions <strong>of</strong> the <strong>University</strong> and the consolidated entity during the financial year ended 31 December <strong>2006</strong><br />
and the financial position <strong>of</strong> its operations for the year ended on that date, and<br />
ii) the amount <strong>of</strong> Australian Government financial assistance received during the financial year ended 31 December <strong>2006</strong><br />
was expended for the purposes for which it was provided, and<br />
iii) the Institution has complied with all material requirements <strong>of</strong> applicable legislation, contracts, agreements and various<br />
programme guidelines that apply to the Australian Government financial assistance identified in these financial<br />
statements, and<br />
(b) the financial statements have been prepared in accordance with the Australian Equivalents to International Financial<br />
Reporting Standards (AIFRS), the Financial Management Act 1994, other mandatory pr<strong>of</strong>essional <strong>report</strong>ing requirements<br />
and the Guidelines for the Preparation <strong>of</strong> Annual Financial Reports for the <strong>2006</strong> Reporting Period by Australian Higher<br />
Education Institutions as issued by the Department <strong>of</strong> Education, Science and Training.<br />
In addition, I am not aware at the date <strong>of</strong> signing these statements <strong>of</strong> any circumstances which would render any particulars<br />
included in the statements to be misleading or inaccurate and there are reasonable grounds to believe that the <strong>University</strong><br />
<strong>of</strong> <strong>Melbourne</strong> and the consolidated entity will be able to pay its debts as and when they fall due.<br />
Bryan Rossi<br />
Deputy Principal and Director <strong>of</strong> Financial Operations<br />
26 March 2007<br />
Statement by the Vice-Chancellor and Chief Financial Officer<br />
At its meeting held on 16 March 2007 the <strong>University</strong>’s Finance Committee resolved to recommend to the <strong>University</strong>’s Council<br />
that the financial statements for the year ended 31 December <strong>2006</strong> be adopted. The <strong>University</strong> Council at its meeting held on<br />
26 March 2007 adopted the financial statements and authorised the Vice-Chancellor and Chief Financial Officer to sign<br />
the financial statements on behalf <strong>of</strong> the <strong>University</strong>.<br />
In our opinion:<br />
(a) i) the financial statements <strong>of</strong> the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> and the consolidated entity present a true and fair view <strong>of</strong> the<br />
financial transactions <strong>of</strong> the <strong>University</strong> and the consolidated entity during the financial year ended 31 December <strong>2006</strong><br />
and the financial position <strong>of</strong> its operations for the year ended on that date, and<br />
ii) the amount <strong>of</strong> Australian Government financial assistance received during the financial year ended 31 December <strong>2006</strong><br />
was expended for the purposes for which it was provided, and<br />
iii) the Institution has complied with all material requirements <strong>of</strong> applicable legislation, contracts, agreements and various<br />
programme guidelines that apply to the Australian Government financial assistance identified in these financial<br />
statements, and<br />
(b) the financial statements have been prepared in accordance with the Australian Equivalents to International Financial<br />
Reporting Standards (AIFRS), the Financial Management Act 1994, other mandatory pr<strong>of</strong>essional <strong>report</strong>ing requirements<br />
and the Guidelines for the Preparation <strong>of</strong> Annual Financial Reports for the <strong>2006</strong> Reporting Period by Australian Higher<br />
Education Institutions as issued by the Department <strong>of</strong> Education, Science and Training.<br />
In addition, we are not aware at the date <strong>of</strong> signing these statements <strong>of</strong> any circumstances which would render any particulars<br />
included in the statements to be misleading or inaccurate and there are reasonable grounds to believe that the <strong>University</strong> <strong>of</strong><br />
<strong>Melbourne</strong> and the consolidated entity will be able to pay its debts as and when they fall due.<br />
Glyn Davis<br />
David Percival<br />
Vice-Chancellor<br />
Vice-Principal and Chief Financial Officer<br />
26 March 2007 26 March 2007<br />
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The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
155
156<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
Compliance Index/<br />
to Disclosure Requirements <strong>2006</strong><br />
The Annual Report <strong>of</strong> the <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> is prepared in accordance with:<br />
FMA Financial Management Act 1994<br />
FRD Financial Reporting Directions<br />
SD Standing Directions <strong>of</strong> the Minister for Finance issued under the Financial Management Act 1994<br />
TEA 1993 Tertiary Education Act 1993<br />
PAEC Decision <strong>of</strong> Public Accounts and Estimates Committee <strong>of</strong> Parliament<br />
RUG Victorian Government response to the Review <strong>of</strong> <strong>University</strong> Governance<br />
ESOS Education Services for Overseas Students Act 2000<br />
DEST Department <strong>of</strong> Education, Science and Training<br />
This Index was prepared to facilitate identification <strong>of</strong> compliance with statutory disclosure requirements.<br />
Clause Disclosure Page<br />
Report <strong>of</strong> Operations<br />
FRD 10 Disclosure Index 157-159<br />
FRD 11 Disclosure <strong>of</strong> Ex-Gratia Payments N/A<br />
FRD 21A Responsible person-related disclosures 132-133<br />
SD 4.2 (g),(h) General and Financial Information 2-156<br />
SD 4.2 (j) Signature <strong>of</strong> Chancellor or nominee 1<br />
SD 4.2 (j) Date <strong>of</strong> meeting at which Council approved <strong>annual</strong> <strong>report</strong>, or date <strong>of</strong> delegated approval 1<br />
General Information<br />
FRD 22A Manner in which the <strong>University</strong> was established 63<br />
FRD 22A Relevant Minister 63<br />
FRD 22A Objectives, functions, powers and duties 63-64<br />
FRD 22A Nature and range <strong>of</strong> services, people and communities served 63-64<br />
FRD 22A Administrative structure 65<br />
FRD 22A Members <strong>of</strong> the Council and Indemnity 2,66,133<br />
FRD 22A Occupants <strong>of</strong> senior <strong>of</strong>fices and areas <strong>of</strong> responsibility 3,68<br />
FRD 22A Organisational chart 3,65,68<br />
FRD 22A<br />
Workforce data for current and previous year; statement on application <strong>of</strong> employment and<br />
conduct principles<br />
53<br />
FRD 22A Statement on Occupational Health and Safety matters 77-80<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
157
Clause Disclosure Page<br />
Financial Year Information<br />
FRD 22A Five-year summary <strong>of</strong> financial results 89-90<br />
FRD 22A Significant changes in financial position during the year 87<br />
FRD 22A Operational objectives and performance including significant activities and achievements 7-61<br />
FRD 22A Major changes or factors affecting the achievement <strong>of</strong> operational objectives 7-11<br />
FRD 22A Events occurring after balance date 87<br />
FRD 22A Details <strong>of</strong> consultancies over $100,000 139<br />
FRD 22A Details <strong>of</strong> consultancies under $100,000 139<br />
Other Relevant Information<br />
FRD 22A Application and operation <strong>of</strong> the Freedom <strong>of</strong> Information Act 1982 70-71<br />
FRD 22A Compliance with the Building Act 1993 81<br />
FRD 22A Compliance with the Whistleblowers Protection Act 2001 (section 104) 71-72<br />
FRD 22A Statement that information listed in Appendix 1 is available on request to the relevant Minister 85<br />
FRD 22A Implementation and compliance with National Competition Policy 80<br />
FRD 22A Summary <strong>of</strong> environmental performance 69-70<br />
Additional Information on Request Subject to the Provision <strong>of</strong> the FOI Act<br />
FRD 22A Declarations <strong>of</strong> pecuniary interests 85<br />
FRD 22A Shares held by senior <strong>of</strong>ficers 85<br />
FRD 22A Publications 85<br />
FRD 22A Changes in prices, fees, charges, rates and levies 85<br />
FRD 22A Major external reviews 85<br />
FRD 22A Major research and development activities 18-27, 85<br />
FRD 22A Overseas visits 85<br />
FRD 22A Promotional, public relations and marketing activities 85<br />
FRD 22A Occupational Health and Safety matters 77-80<br />
FRD 22A Industrial relations, accidents and disputes 53,79,80,85<br />
FRD 22A List <strong>of</strong> major committees sponsored by the <strong>University</strong> 67,85<br />
FRD112A Employee Superannuation Funds 136-137<br />
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The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
Clause Disclosure Page<br />
Additional Information<br />
s. 12I TEA 1993 Compulsory non-academic fees, subscriptions and charges 82-85<br />
PAEC<br />
(December 1997)<br />
International initiatives and strategies 42-47<br />
RUG<br />
Statement that public funds allocated to the purposes specified by the Government or other<br />
public funding body<br />
154<br />
RUG Council’s risk management strategy 72-76<br />
RUG Summary table <strong>of</strong> financial performance <strong>of</strong> the <strong>University</strong>’s Associates and commercial ventures. N/A<br />
ESOS Compliance with ESOS Act 2000 and National Code <strong>of</strong> Practice 81<br />
DEST<br />
Internal grievance and complaint procedures and complaints made to and investigated by<br />
the Ombudsman<br />
DEST Website address for the current and previous Annual Reports 160<br />
72<br />
FMA 49 (a), (b),<br />
(c), (d), (e)<br />
Financial Statements<br />
SD 4.2 (a), (c)<br />
Compliance with applicable Australian accounting standards and other authorative<br />
pronouncements<br />
SD 4.2 (b) Statement <strong>of</strong> Changes in Equity 94<br />
SD 4.2 (b) Income Statement 92<br />
SD 4.2 (b) Balance Sheet 93<br />
SD 4.2 (b) Cash Flow Statement 95<br />
SD 4.2 (b) Notes to the financial statements 96-153<br />
SD 4.2(c) Accountable Officer’s Declaration 154<br />
SD 4.2 (d) Amount expressed in the nearest dollar 104<br />
96<br />
SD 4.2 (e)<br />
Reviewed and recommended by the Audit Committee or Responsible body prior to finalisation<br />
and submission<br />
154<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong><br />
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Useful websites/<br />
Vice-Chancellor’s welcome<br />
Annual Reports 2005, 2004, 2003, 2002, 2001, 2000<br />
Operational Plan<br />
Strategic Plan<br />
Growing Esteem<br />
<strong>Melbourne</strong> Model<br />
Curriculum Commission<br />
Research and Research Training Taskforce<br />
Knowledge Transfer Taskforce<br />
Nine Principles Guiding Teaching and Learning<br />
in the <strong>University</strong> Teaching and Learning<br />
Management Plan <strong>2006</strong><br />
Sixteen Indicators <strong>of</strong> Effective<br />
Assessment in Higher Education<br />
Research and Research Training Plan <strong>2006</strong><br />
Uni News<br />
<strong>University</strong> Events<br />
Tsunami Taskforce<br />
Research Achievements<br />
Community Programs<br />
The Arts at <strong>Melbourne</strong><br />
Teaching and Learning<br />
Access Quality Education<br />
Living on Campus<br />
Historical and Summary Statistics<br />
www.unimelb.edu.au/vc/<br />
www.unimelb.edu.au/publications/<strong>annual</strong>rep/index.html<br />
www.unimelb.edu.au/publications/opplan/index.html<br />
www.unimelb.edu.au/publications/strategicplan/index.html<br />
http://growingesteem.unimelb.edu.au/<br />
http://www.futurestudents.unimelb.edu.au/courses/melbmodel/<br />
http://growingesteem.unimelb.edu.au/curriculum_commission/<br />
http://growingesteem.unimelb.edu.au/research_quality/<br />
http://growingesteem.unimelb.edu.au/knowledge_transfer/<br />
www.cshe.unimelb.edu.au/pdfs/9principles.pdf<br />
www.unimelb.edu.au/dvc-academic/responsibilities.html#a<br />
www.cshe.unimelb.edu.au/assessinglearning/<br />
www.unimelb.edu.au/publications/<br />
http://uninews.unimelb.edu.au/<br />
http://events.unimelb.edu.au/<br />
www.unimelb.edu.au/tsunami/index.html<br />
www.unimelb.edu.au/about/research/achievements.html<br />
www.unimelb.edu.au/community/programs.html<br />
www.unimelb.edu.au/community/arts.html<br />
www.unimelb.edu.au/student/teaching.html<br />
www.unimelb.edu.au/highereducationreforms/<br />
www.unimelb.edu.au/campuses/living.html<br />
www.upo.unimelb.edu.au/upo_historical_stats.html<br />
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The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Annual Report <strong>2006</strong>
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www.unimelb.edu.au<br />
The <strong>University</strong> <strong>of</strong> <strong>Melbourne</strong> Telephone +613 8344 4000<br />
Victoria 3010 Australia Facsimile +613 8344 5104