annual report/2006 - University of Melbourne

“
Research considerations and student
exchange opportunities remain the main drivers
in establishing partnerships.
”
Professor
Performance Against 2006 Targets
Frank Larkins
Deputy Vice-Chancellor
(International Relations)
Enhancing the University’s international perspective
Target
Outcome
Articulate a clear internationalisation strategy and make progress towards its goals.
A new International Plan has been adopted by Council for implementation in 2007. The University is strengthening its
profile in strategically important regions overseas. New offshore offices in Singapore and Kuala Lumpur have opened,
providing an important interface between University representatives, their key markets and alumni. The offices will
enhance institutional linkages and collaborations. In November 2006 a high level University delegation travelled to
Malaysia, Hong Kong and Singapore to highlight the benefits of the Melbourne Model to international recruitment
agencies and alumni.
Protecting and building international student demand in the context of
Melbourne Model implementation
Target
Outcome
Target
Outcome
Renew international student marketing and recruiting.
Following a review of marketing and international student recruitment, the University will introduce centralised
undergraduate selection with a single agency responsible for selection for all the new Melbourne Model undergraduate
degrees. The management of international postgraduate applications will continue in the short term to follow the
existing model where central International Admissions manages applications, and faculties administer selection
procedures. However, further reviews in 2007 may lead to a more centralised selection model. What the University
aims to achieve with these procedural changes is a more responsive selection process.
Increase research higher degree applications from international students.
Increases in both applications and acceptances from international postgraduate students for coursework and research
higher degree programs were recorded in 2006. Applications from prospective international postgraduate students
increased by over 16 percent from 2005. International postgraduate acceptances increased by close to 28 percent.
International engagement is integral
to the University retaining its position
as one of the finest universities in
the world. In each of the three stands
of the Growing Esteem triple helix,
international engagement continues to
be a driving force. In Research, the focus
has been on continuing to build the
University’s international research profile
by producing world-significant research
and attracting increased international
research funding. In Learning and
Teaching, the priority has been to make
the Melbourne Experience a truly
international one by internationalising
the curriculum, introducing strategies
to meet the different needs of our
culturally diverse international student
population and producing globally aware
graduates with a rich understanding
of other cultures. Knowledge Transfer
activities have concentrated on
revitalising international alumni networks
and developing our global profile through
strengthened engagement with major
international companies.
Rankings
Strategic Priority
• Build the University’s international
research profile
Achievements
The strength of the University’s
international standing was affirmed
during the year with the overall ranking
of Melbourne at No 22 in the world by
the Times Higher Education Supplement
(THES) 2006 World University Rankings.
In terms of peer review, the University
ranked even higher, as one of the top
10 universities in the world, putting it
in company with Harvard, Cambridge
and Oxford Universities. The University
was again ranked among the top 100
universities in the world in the Shanghai
Jiao Tong University Academic Rankings
of World Universities 2006. Melbourne
was one of only two Australian
universities in the top 100, ranked at
No 78, up from No 82 in 2005.
Restructure
Strategic Priorities
• Strengthen international marketing
and recruitment
• Embed an international perspective
into each of the three Growing
Esteem Strands
Achievements
In 2006 the University took a more
systematic approach to governance
of its international agenda. Overall
responsibility for the strategic and policy
direction for international activities now
resides with the newly created position
of Deputy Vice-Chancellor
(DVC) (International).
The DVC (International) is supported
by the International Committee,
established during the year as the
key policy and advisory body to Council
and management on coordination of
international activities across
the University.
The University of Melbourne Annual Report 2006
43