2015 -2020 ENGAGEMENT - AT MELBOURNE - The University of Melbourne
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2 Engagement at Melbourne 2015–2020 CONTENTS Preface 3 Engagement at Melbourne 4 Vision 6 Commitment 1 Public value 8 Commitment 2 Engaged students 11 Commitment 3 Engaged research 14 Enabling strategies 16 INNOVATION AND ENTREPRENEURSHIP Photographer: Andrew Curtis The Melbourne Accelerator Program is located at LAB-14, Carlton Connect, the innovation and entrepreneurship hub of the University. The program provides residency, entrepreneurship training, financial support and mentoring for startups such as Scann3d who, using the Oculus Rift device, developed a 3D visualisation service for real estate marketing content.
Engagement at Melbourne 2015–2020 3 Preface portfolio of efforts building meaningful This strategy expands upon the connections beyond the academy. This engagement elements set out in The University of focus guides contemporary responses the University’s overarching strategy, Melbourne’s enduring to the enduring question of how the University can best serve society, and Growing Esteem, detailing the commitments that will support its commitment to public live out its motto of ‘growing in the aspiration for engagement to become contribution has seen esteem of future generations’. a defining feature of its institutional character. The truly integrated nature its engagement with Fundamental changes are prompting of effective engagement is reflected universities globally to re-evaluate society evolve over their relationships beyond the academy, in the focus of this strategy, which applies the lens of engagement to the the generations. as universities move to a more central full breadth of the University’s endeavours. place in the intellectual, economic Our success in delivering this strategy and cultural life of their communities. depends vitally on the efforts of the The role and value of institutions entire University community. engaging with the wider world has Since its founding, the University has been emphatically affirmed, enriching By 2020, we envisage a university that held engagement as central to its values the academic mission while deepening stands as one of the finest in the world, and purpose, ensuring that its ethos as a the public value that universities create. distinguished by its demonstrated public spirited institution finds expression commitment to public value. through all of its endeavours. In 2015, the University sets its course for addressing the challenges and In recent years, the University has opportunities of engagement, and Mr Adrian Collette AM renewed its focus on the role and potential bringing about a sustained outward Vice-Principal (Engagement) of engagement. Its place as the ‘third shift to its institutional perspective. strand’ of our triple helix conception This will demand change to the Professor Ian Anderson of institutional strategy—albeit one University’s established ways of Pro Vice-Chancellor (Engagement) intimately bound with teaching and working, while retaining the values research—framed engagement as both and practices that make the University’s an institution-wide approach underpinning contribution uniquely valuable. the academic mission and as a distinct
4 Engagement at Melbourne 2015–2020 Engagement at Melbourne Once regarded as an unresolved question of its time, the relationship between universities and the communities they serve has shaped universities for each generation. An enduring commitment A changing context Since its establishment more than 160 the moral and intellectual life of the Engagement encompasses the interactions years ago, the University of Melbourne city. Many of the buildings on campus in between the academy and wider society, has forged an evolving public role. With 2015—the Chemistry Building, Wilson Hall, for the enrichment of both. For a decade, an aspiration of ‘growing in the esteem of the Grainger Museum, the Baillieu Library the University has positioned this ‘third future generations’, the University carried and the Beaurepaire Centre—reflect the strand’ as an explicit element of its the expectations of an emerging city to deep and wide-ranging scope of ongoing character and strategy, formalising educate the professionals it needed, as philanthropic support for the University. a public commitment made at the well as leading many domains of public life. University’s founding. The University’s first salaried To meet the city’s growing needs, the Vice-Chancellor, Raymond Priestley, As the concept and practice of University expanded from its original regarded the relationship between engagement have matured, so too has Bachelor of Arts to create new courses universities and communities as one recognition of its value to the University. in law, engineering and medicine. Beyond of the unresolved questions of the time. The broadening mission of universities, the campus, professors actively served He advocated passionately and publicly coupled with new expectations of the the community as public intellectuals, for the interests of the University, as an established roles of teaching and research, writing for newspapers, editing journals institution that develops ‘the men and has sharpened the focus on engagement and participating in civic life. The women who will lead the community as a quality that is fundamental to University’s sporting clubs established of the future, the ideas upon which its the public relevance and sustainability links with the wider community, while the future should be moulded, and the ideals of the academic enterprise. This focus campus gardens became a popular leisure by which its people shall be inspired’.1 will continue to grow and mature as destination for local residents. Some of expectations of engaged universities are Subsequent University leaders Melbourne’s enduring cultural institutions embedded in government policy, student emphasised the pursuit of knowledge can trace their origins to the University: choice and global rankings. and its dissemination, and the importance State Library Victoria, the foundation of contributing to a global academic As Growing Esteem observes, ‘Now, stone of which was laid on the same community. By the 1980s, the notion more than ever, a great university is global day as that of the University in 1854; the of a University with three roles was in impact and influence.’ Our institutional National Museum (the predecessor to established: provision of education; outlook is global, reflecting the diversity Museum Victoria), which was once housed the advancement of knowledge; and and ambitions of our students and staff, at the Parkville campus; and the National a contribution to the intellectual, cultural and the global platforms for leading Gallery Art School, now the Victorian and social development of the community. research and innovation. This need not College of the Arts, which was founded This concept was at the core of the imply a global presence, but extends to at Australia’s first public art museum. University’s 2005 strategy, Growing the reach of our ideas, the preparation of Benefaction has long supported the Esteem, which introduced the triple our graduates as ‘global citizens’, and the University’s development. Many generous helix metaphor of three tightly bound capacity to engage internationally with benefactors in the University’s early priorities: research, learning and universities, governments and industry. decades had little formal education teaching, and knowledge transfer themselves, but believed in the (later becoming ‘engagement’). University’s social role in advancing
Engagement at Melbourne 2015–2020 5 A new direction ABOVE: YOTHU YINDI Against new expectations of public The breadth of endeavour encompassed FOUNDATION PARTNERSHIP contribution has come an increasing within engagement has, at times, reliance of Australia’s public universities challenged the University’s established Photographer: James Mitchelhill on private and competitive funding. In this systems, structures and ways of working. Gumatj leader and Yothu Yindi context, engagement has become vital to Guided by a belief in the potential of Foundation chairman Galarrwuy connecting universities with non-academic engagement, and encouraged by its Yunupingu AM (left of picture) was partners that bring complementary skills, successes, the University is now strongly awarded an Honorary Doctor of Laws by resources and ambitions, enriching the placed to offer a contemporary response the University of Melbourne at the 2015 value of teaching and research. to Raymond Priestley’s question. Garma Festival. The award recognised and celebrated the significance of his In part, this reflects the changing As ever, the University’s academic work for Indigenous rights. role of universities in the digital age. mission must be central to our Universities that aspire to excellence engagement efforts, both in leading and public contribution are increasingly the agenda and being shaped by it. collaborators in wider systems, connecting Our engagement efforts will focus with minds and resources from a on where the University has distinctive LEFT: ADDRESSING THE range of sectors to apply and advance contributions to make and where the GRAND CHALLENGES knowledge. In an era marked by the benefits are compelling. These will democratisation of knowledge, those necessarily span the local, national and Photographer: Peter Casamento universities most ably equipped to engage global communities the University serves, The University of Melbourne is the lead in partnerships—adept at discovering, both in the focus and conduct of our work. organisation in the Victorian Organic sharing, and exploiting knowledge— Solar Cell Consortium (VICOSC), with This strategy builds upon an engagement the CSIRO and Monash University, will emerge as leaders. Engagement tradition that extends beyond 160 years. a project part-funded by the state is a valuable organisational capability, While acknowledging the value and government. David Jones (pictured) ensuring the University’s students, staff achievements of the University’s is working on developing flexible and systems have the agility, enterprise plastic-based solar cells which can established engagement practice, and direction to participate and thrive be printed directly onto roofing tiles. the focus of the strategy is on directions in a truly global endeavour. for change. These changes span new programs and initiatives, as well as systemic changes that can shift the orientation of the University towards a more engaged future. RE Priestley & RT Ridley, 1940–2002, The Diary of 1 a Vice-Chancellor: University of Melbourne 1935–1938, Melbourne University Press, Melbourne, p. 481.
6 Engagement at Melbourne 2015–2020 Vision By 2020, the University of Melbourne will shape its priorities, conduct its work and evaluate PUBLIC its success through VALUE the lens of engagement. ENABLERS ENGAGED ENGAGED STUDENTS ESEARCH R As engagement matures as an Public value: A commitment to public Our commitments to engagement institutional practice, it will become value underpins our academic mission, will be enabled by aligning our internal embedded within our structures, systems, shapes our operating practices, and environment with our ambition, investing culture and identity. Its purpose and guides our contributions to intellectual, in our people, facilitating rich exchanges value will be shared across the University cultural, social and economic life. with the wider world, engaging our and understood as part of our enduring community of alumni and supporters, Engaged students: A University commitment to relevance and public value. and positioning engagement distinctively of Melbourne education prepares within the University’s public profile. We will recognise engagement as graduates for lives of professional fundamental to our success as a contribution, leadership and active Our vision will only be achieved public university seeking to advance citizenship as engaged alumni. by recognising engagement as an and share knowledge in a context institutional ethos, shared throughout Engaged research: As a comprehensive, characterised by collaborative approaches the University community. An operating research-intensive and globally engaged to global challenges and punctuated plan will guide implementation across university, the University of Melbourne by disruption. We will evaluate our the institution, outlining accountabilities engages beyond the academy to enrich engagement performance and celebrate and coordinating roles within our operating its research and share advances that our successes alongside teaching and structures. An annual report will chart shape the world. research, recognising the value created our progress and capture the conversation by the alignment of all three. about engagement at the University of Melbourne. Our efforts to realise this vision will be guided by three commitments to deepening the relevance and impact of our academic mission across the local, national and global domains of our work.
Engagement at Melbourne 2015–2020 7 NGV LEARNING PARTNERSHIP Photographer: Lance Vun of Cameralance Learning Partnerships such as that established with the National Gallery of Victoria in 2015 for the Masterpieces from the Hermitage: The Legacy of Catherine the Great exhibition, strengthen the University’s commitment to cultural impact through the integration of publicly available education programs.
8 Engagement at Melbourne 2015–2020 Commitment 1 Public value PUBLIC VALUE A commitment to public value underpins our academic mission, shapes our operating practices, and guides our contributions to intellectual, cultural, social and economic life. INDIGENOUS RECOGNITION Photographer: Peter Casamento Respected Indigenous leader, Noel Pearson, has been appointed as the inaugural Dr Margaret Williams-Weir Vice-Chancellor’s Fellow in 2015. The fellowship program has been established in honour of the first Indigenous graduate of an Australian university, Dr Margaret Williams-Weir, to recognise Indigenous leaders and intellectuals. From its Victorian campuses, the University continues an established practice of global engagement. Much of this is through established channels for academic engagement: collaborating with international partners on global research programs and building an Our commitment to public value manifests We will pursue priorities that harness the increasingly bilateral flow of students. in the experiences and outlook of our full breadth of the University’s capabilities, Yet the University’s capabilities can graduates, and in the focus and ambition as well as creating environments that also support targeted international of our research. support academic divisions, staff and engagement, where our academic students in their efforts to initiate and contribution can serve particular While engagement is anchored in these expand contributions in their fields. Our communities abroad. established university roles, the notion contributions will vary in nature across of a distinct ‘third strand’ of endeavour, Our commitment to public value different geographies, reflecting our encompassing the interactions between must be reflected in how we work identity as an Australian institution the institution and wider society, brings as much as through the work we do. with a global outlook and aspiration. into focus a diverse complement of efforts Our operations must reflect our values that are fundamental to our public role and The University has a particular opportunity of fairness, diversity, environmental identity. These span our active institutional and expectation to enrich the life and sustainability and active citizenship. citizenship, cultural enterprise, outreach wellbeing of Melbourne and the regions Alongside engagement led by students, to communities of place and interest, and it serves. These communities are vital to staff and academic divisions, the University contribution to public policy and debate, sustaining the University as a vibrant and will invest in six keystone engagement and are united by a shared purpose enjoyable place to study, work and engage. programs (KEPs). These will bring a shared of public value and clear judgment We will continue investing in our cultural institutional focus to programs developed of the relevance and impact of the and public engagement programs and with our external constituents. Each University’s contribution. working with alliances of partners towards program will have a clear purpose and comprehensive place-based agendas. The concept of ‘public value’2 reflects evaluation criteria, with some building on the University’s public-spirited ethos. As an Australian public institution that established efforts and relationships while While this notion extends to our traditional is home to nationally significant academic others represent new endeavours. The teaching and research roles, its focus capabilities and cultural collections, the University will pursue at least one program on the value the University creates University has a responsibility to contribute for each of its public value objectives, with with and for the communities it serves to national priorities. This includes leading each program aligned to Growing Esteem. has a particular resonance with the policy conversations that are shaping ‘third strand’ of engagement. the nation: from policy responses to asylum seekers, to the sustainability This portfolio will evolve as needs challenge and closing the gap and expectations change and new 2 s articulated in MH Moore, 1995, Creating Public A on Indigenous disadvantage. Value: Strategic Management in Government, opportunities for contribution emerge. Harvard University Press, Cambridge, Mass.
Engagement at Melbourne 2015–2020 9 Commitment 1 Public value Meeting our commitment Lead and influence public conversations and policy development I. Support our academic community III. Facilitate policy discussions that KEP 01: An Influential and the wider public to understand bring together academic expertise, Public Policy Precinct and participate in global conversations policy makers and other stakeholders through our network of internationally to bring new insight to complex This program will position the focused institutes and initiatives, policy challenges, including through University at the centre of one including AsiaLink, the Australia India the Melbourne Economic Forum of Australia’s most influential policy Institute, the European Union Centre and leadership in higher education precincts. We will draw upon our on Shared Complex Challenges and policy fora. established academic capabilities, the Nossal Institute for Global Health. including the Melbourne School IV. Establish the Pathway to Politics of Government, the Centre for II. Establish a Melbourne global Program for Women, a non-partisan Advancing Journalism, the Melbourne health and development hub initiative that will develop an annual Institute for Applied Economic and of non-government organisations, cohort of female graduate students Social Research, our interdisciplinary research institutions and private and alumnae who aspire to elected Melbourne Research Institutes, many interests in the Melbourne precinct office at local, state and national levels. specialist research centres, as well who share a commitment to global as our partnerships with The health and development. Conversation, the Grattan Institute and the Australian and New Zealand School of Government. Contribute distinctively to the intellectual, economic, and social advancement of Victoria I. Engage our industry, government KEP 02: Engaging KEP 03: Engaged Campus and community partners in a shared- Melbourne’s West Neighbourhoods value agenda, recognising that the most complex public challenges The program aims to advance This program will strengthen can only be effectively addressed economic and social development our civic contribution to the by participating in, and leading, priorities in the west of Melbourne. communities in our immediate cooperative efforts harnessing This region has significant potential; precincts. It aims to engage contributions from institutions it comprises 20 per cent of constructively with campus in each sector. the population of metropolitan neighbourhoods and local Melbourne and is growing rapidly. governments, recognising that II. Articulate a social compact that However, it also faces pressing our locality is part of our appeal expresses the University’s commitment socio-economic challenges. as a place to learn, work and to developing relationships with The University will build upon engage. The University will develop communities of place and interest, its established presence and shared goals to align our efforts providing a framework for engagement relationships in the region, with community aspirations. and setting core principles for designing a program to support developing mutually beneficial, cooperative efforts to advance multilateral partnerships. prosperity, health and equity in the region. To shape this role, the KEP 04: Goulburn Valley University will work closely with This transformative, place-based established institutions, including program aims to advance our partner hospitals, tertiary education partnership with the Goulburn providers, governments and Valley to support social, cultural peak bodies. and economic development. With the Committee for Greater Shepparton, the Algabonyah Regional Indigenous Forum and other partners, the University shares a commitment to a long- term agenda to further education, research, workforce, health and cultural and creative industries in the region.
10 Engagement at Melbourne 2015–2020 Meeting our commitment (continued) Commitment 1 Public value Contribute distinctively to the cultural life of Melbourne and our regions I. Develop the Southbank campus V. Establish Cultural Collisions, a KEP 05: Cultural Impact to place the University at the centre biennial event that brings together of a dynamic cultural and performing scholarly symposia, research, visual The University has the potential arts precinct. and performing arts, to animate our to realise significant cultural impact campus and extend the reach and through our thought leadership, II. Partner with cultural institutions value of our University collections. research and education programs. such as Australian Centre for the We will embed a more strategic Moving Image, the National Gallery VI. Provide leadership on best-practice approach to cultural engagement, of Victoria, Museum Victoria and policies and procedures for the use, aligned with the University’s State Library Victoria to ensure care and management of Aboriginal vision for research excellence the University remains an integral and Torres Strait Islander cultural with impact and a transformative part of the city’s cultural life. heritage through the establishment of student experience. By building the Aboriginal and Torres Strait Islander III. Establish Science Gallery in an evidence base for cultural Cultural Heritage Oversight Committee. Australia, an international platform impact, the University will guide for engaging the public on the VII. Extend creative industries research and decision-making in the cultural collision of art and science and work-integrated learning opportunities and creative industries. stimulating research outcomes. through collaboration with international cultural organisations. IV. Establish the University of Melbourne Art Museums, including the Ian VIII. Extend our audiences and international Potter Museum of Art and the Michael reach through collaborative Buxton Centre of Contemporary programming with the Melbourne Art, engaging scholars and audiences Festival, Sydney Opera House, the through Australia’s finest university Wheeler Centre and venues overseas in art collection. collaboration with alumni and partners. Express our values through our operations I. Ensure our staff recruitment, III. Actively facilitate socially minded KEP 06: Reconciliation Action Plan development and progression organisational service by expanding policies and practices reflect our staff volunteering that aligns with The University will implement its active commitment to fairness institutional priorities and established second Reconciliation Action Plan and diversity, and publicly report partner organisations. (RAP). The plan will guide efforts and recognise our progress. to advance reconciliation across the institution, spanning the student II. Establish the University as a model experience, outreach and pathways, of sustainability, to be detailed student accommodation, research, in our first Sustainability Charter, cultural enterprise, operations canvassing our campus operations, and public engagement. Progress curriculum, research activities, towards the RAP will be publicly procurement and investment. reported each year.
Engagement at Melbourne 2015–2020 11 Commitment 2 Engaged students A University of Melbourne education prepares graduates for lives of professional contribution, leadership and active citizenship as engaged alumni. ENGAGED STUDENTS The University’s public contribution is shaped by the more than 17,000 students who graduate and join our alumni community each year. Over the past decade, the University has reshaped its curriculum to establish a distinctive model and ethos that prepares graduates to be professionals, leaders and citizens. The opportunity now is to further enrich the student experience through engagement, deepening professional preparation and developing students for lives of leadership and active citizenship. Our undergraduate programs develop graduates with both disciplinary knowledge and the capacity to evaluate issues from alternative perspectives. Rather than a diversion from professional preparation, this capacity develops the attributes of greatest professional value: understanding and awareness of self, critical and creative thinking, effective communication and demonstrated leadership and collaborative behaviours. Our graduate programs place a strong focus on professional preparation and research studies, underpinned by industry partnerships and a professionally minded cohort of graduate students. engagement programs—the University Over the next five years, the University is strongly placed to affirm active will build upon these established models OBJECT-BASED LEARNING citizenship as a distinctive attribute to achieve its ambition to lead the of Melbourne graduates. nation in the employment outcomes Photographer: Sophie Lewincamp of undergraduate and graduate students. Engagement also holds great potential Masters students from the University To achieve this, we will expand work- for enriching the learning experience of are engaged in restoring artefacts integrated learning experiences for our students. The expansion of object- belonging to the war museum collection students through internships, applied based learning, leveraging the University’s of the RSL LifeCare retirement village unique cultural collections, demonstrates in Narrabeen, on Sydney’s northern research projects and career placements. the learning opportunities created by beaches. Students work with the We will also invest in developing new innovative curriculum and pedagogy. residents and are overseen by academic curriculum, teaching capabilities and staff from the Grimwade Centre for delivery methods to ensure that the The growth in the number of students Cultural Materials Conservation. Melbourne experience is recognised as undertaking an experience abroad providing superior graduate preparation. as part of their degree will continue, recognising the value of cross-cultural As a public-spirited institution, the engagement to the student experience. University offers an experience that reflects a commitment to active Critically, the Melbourne experience citizenship. This recognises that active is one to be shared by the most citizenship is not a marginal endeavour, talented students, irrespective of their but a purpose best developed through background. Our commitment to social practice. Through its curriculum and wider equity is enacted through our outreach, student experience—encompassing the recruitment, admissions, scholarships and University’s cultural institutions, student student support, with our performance associations, sport, colleges and alumni publicly reported, evaluated and refined.
12 Engagement at Melbourne 2015–2020 Meeting our commitment Cultivate learning environments that support students to develop the attributes, insights and experiences to sustain successful professional lives I. Expand work-integrated II. Support professional advisory IV. Expand alumni–student mentorship learning experiences for students boards for every graduate school programs across the University including internships, volunteering, to ensure our programs offer to facilitate stronger employment university-based research projects superior professional preparation. outcomes and a greater understanding and graduate placement, particularly of the student–alumni journey. III. Foster the growth of a vibrant at graduate level. environment to inspire entrepreneurship around the University, providing curricular and extra-curricular opportunities for students to develop entrepreneurial skills and build new ventures. ENRICHED CURRICULUM Photographer: Paul Burston The Hon Al Gore, visiting the University in 2015 to present on impacts and solutions to the climate crisis, meets with a group of PhD students from the Australian–German Climate and Energy College, a partnership of the University of Melbourne and German universities.
Engagement at Melbourne 2015–2020 13 Commitment 2 Engaged students Develop graduates with a practised commitment to active citizenship and creating public value I. Improve student participation III. Embed in our programs engagement IV. Establish a Student Leaders in Sport in curricular and co-curricular with contemporary local, national program, developing leadership engagement opportunities, support and global issues, deepening capabilities across the University’s and expand the opportunities available, students’ understanding and sports clubs through a program of and align these with our institutional respect for Indigenous knowledge mentoring and societal engagement. public value initiatives where possible. and culture, the Asian region, and the sustainability imperative. II. Expand our support for student-led social entrepreneurship, through mentoring, student clubs and societies, grants, partnerships with residential colleges and a supportive campus environment. Enrich the learning experience and deepen our public relevance and impact by continuously innovating in our programs, curriculum, delivery and pedagogy I. Prepare and support our students III. Expand our offering of professionally IV. Explore the potential to introduce to undertake an international focused online programs and an advanced leadership program experience as part of their degree, continuing professional education, to support established professionals with graduate schools finding with content and structure designed who have a demonstrated commitment the best mix of domestic and to meet professional needs, as well to public service, assisting them international opportunities for as strengthening our community to transition their careers towards their particular cohorts. education offerings. public priorities. II. Enrich students’ experience and understanding of different cultures, eras and ideas by drawing upon our extensive collections in object- based learning. Align our efforts in outreach, admissions, scholarships, student support and alumni relations with our engagement agenda, realising our ambition to be the Australian university of choice for the most talented students, irrespective of their background I. Engage with students in equity III. Support our students from equity IV. Report the University’s progress priority groups and their communities priority groups and international towards achieving our staff and to build capacity, aspiration and students to participate more fully in student equity objectives through pathways for higher education. engagement experiences (including the Social Inclusion Barometer, a internationally) within and outside the public report prepared biennially. II. Establish an Indigenous student curriculum, recognising the particular accommodation program aligned needs and priorities of these cohorts. with the Reconciliation Action Plan to significantly enhance the residential options for our growing cohort of Indigenous students, supported by a program to enrich the academic and social experience of Indigenous students.
14 Engagement at Melbourne 2015–2020 Commitment 3 Engaged research As a comprehensive, research-intensive and globally engaged university, the University of Melbourne engages beyond the academy to enrich our research and share advances that shape the world. ENGAGED ESEARCH R UNEXPECTED CONNECTIONS THROUGH ENGAGEMENT Photo: supplied by Katie Mack An interview with The Economist about her Dark Matter research led to an unexpected offer for astrophysicist, Dr Katie Mack. Owners of a disused Victorian gold mine contacted Dr Mack to offer their mine as a research site after reading the interview. The mine now houses the first dark matter detector in the southern hemisphere. funders and end users. We will position the University as a valuable and effective research partner, capable of working within this broader knowledge system. A key measure of the extent of our engagement will be the scale of funding we receive from industry-focused and international sources, with the aim of doubling our performance by 2020. Achieving this deliberately bold aspiration will demand new approaches. To work effectively with industry, we Our research strategy to 2025, more deeply engaged research profile. must expand our cadre of researchers Research at Melbourne, sets a course The University has a firm foundation whose experiences bridge industry and for a more engaged research enterprise. from which to build. Our most established academic contexts, and build a culture This reflects changes in our research precinct, the Melbourne Biomedical that meaningfully connects our graduate context: collaborative approaches are and Biosciences Campus, is a renowned research students with industry. Our becoming standard for researching concentration of medical research professional support for research, complex, global challenges, while and clinical practice. Our collaboration innovation and commercialisation public funding for research is uncertain. with medical research institutes, must also adapt to this environment, The strategy also introduced the hospitals and commercial partners and be capable of facilitating engagement Grand Challenges, leveraging our demonstrates the potential of deep that positions the University as a disciplinary excellence through institutional and sustained engagement, enabling professional and valued partner. Our priorities that reflect social imperatives: shared appointments and access to capital developments will reflect this focus, understanding our place and purpose, critical infrastructure. The development with projects such as the Carlton Connect fostering health and wellbeing, and of the arts precinct at Southbank Initiative co-locating the University in supporting sustainability and resilience. similarly affirms the value of co-location, precincts with complementary partners. strengthening our ties with many of This research strategy continues to guide We will also engage the public more Melbourne’s cultural and performing investments to support interdisciplinary deeply with our research, recognising arts institutions, and enabling shared and collaborative research, including this as a critical element of our mission. approaches to staff appointments, developing the network of Melbourne Technological innovations are already student experiences, infrastructure Research Institutes and Hallmark Research deepening our engagement with the and programming. Initiatives. We have also strengthened public, facilitating rich exchanges that the professional capability that supports Much of our future research success enable the public to contribute directly our research effort, recognising the will depend on our capacity to engage to our research, including through distinct skills needed to deliver a with a diverse community of collaborators, citizen science.
Engagement at Melbourne 2015–2020 15 Meeting our commitment Commitment 3 Engaged research Pursue research that addresses the social, economic and environmental challenges of our time, where the University can lead global efforts in excellence, innovation, relevance and impact, and pursue research that advances priorities of local and national significance I. Cultivate an environment that enables III. Collaboratively develop research V. Stimulate innovative approaches us to leverage disciplinary excellence agendas that advance the issues to contemporary challenges and through innovative approaches, guided of those regions and communities opportunities by partnering with by the needs of the work and its where the University has established key organisations across the creative public purpose rather than traditional partnerships. industries to develop a centre for organisational structures. cultural impact. IV. Play a central role in creating new II. Develop our research priorities industries and revitalising established and programs, informed by sectors through the focus and conduct government, community and of our research, and shape policy that industry needs and insights. can sustain Australia’s prosperity and address the issues within its regions. Form partnerships and alliances with collaborators, supporters, industries and professions to focus, enrich and apply our research I. Commit to embedding public III. Implement a strengthened, V. Embed emerging means of engagement efforts within all scalable model of professional evaluating our research engagement University research proposals, support for research, innovation in established performance in order to inform, consult and and commercialisation, working measures, and actively contribute involve the public in research. alongside academic staff to facilitate to discussions on embedding these engagement that enriches our work means more widely. II. Establish and implement a and positions the University as a comprehensive professional VI. Establish new models to support professional and valued partner. development program to support our graduate students to engage our academic staff to develop IV. Introduce new mechanisms to with industry as a formal element their engagement capabilities. support and develop our intellectual of their programs, including through property, building a more robust mentoring, joint supervision and and commercially valuable portfolio collaborative research projects. and ensuring the substance and management of our research relationships are truly world-class. Be innovative in our approaches to engaging the public with our research I. Appoint, develop and recognise II. Support innovative approaches III. Embed new digital measures academic and honorary scholars to engaging the public more of the reach and engagement of with a demonstrated capacity deeply with our research mission our research into our evaluation to engage the wider public with through support for citizen research of public engagement efforts. research and scholarship. initiatives, digital platforms, access to publications, and demonstrations of our work through our campuses, public exhibits and partnerships.
16 Engagement at Melbourne 2015–2020 Enabling strategies Our commitments to engagement will be enabled by investing in our people, aligning our internal environment with our ambition, facilitating rich ENABLERS exchanges beyond the academy, and engaging our community of alumni and supporters. In pursuing our engagement agenda, we are making choices about our institutional character and our place within a wider higher education landscape. Aligning our systems of support, recognition and value with our ambitions are vital to sustaining a culture that attracts, develops and recognises the staff, students and partners that can advance our mission. In many ways, this reflects a maturing of the place and practice of engagement within the institution. Much of our focus must be on developing the capabilities of our people to support our ambition. In the same way that the University supports and develops academics’ research and teaching practice, we will introduce comprehensive professional development across the domains of engagement, including for our professional staff. Much of this work will be led through the Academic Careers and Capacity Program, ensuring that changes respect our institutional context and the full breadth of expectations of our academic staff. A focus on physical and digital avenues for engagement will ensure that our strategy as a campus-based, digitally engaged institution makes best use of both. Co-locating with partners and allied institutions will continue to shape the University’s future campus developments. A closer relationship with the city will reflect the University’s identity as a city-based institution. Opportunities to support more active engagement to enrich our campuses by digital of our alumni in the life of the University, means offer exciting potential for visitors. ENGAGEMENT THROUGH SPORT reflecting the strong enthusiasm for a Investment in our digital presence will deeper connection shown by students, continue to grow, with digital metrics Photographer: Tobias Titz staff and alumni. and analytics playing a greater role Marking the occasion with rainbow in the design and evaluation of our Over time, the University’s public jumpers, the University Blacks football engagement efforts. profile will evolve to reflect the centrality team and MU Sport supported the of engagement to our institutional launch of the Gay? That’s Ok! initiative The broader University community, mission, further supporting our in 2015. Developed by alumnus Lachlan comprising our alumni and supporters, engagement agenda. Beaton, the initiative encourages will continue to share in the University’s young people to feel more comfortable life and ambitions. Our focus will be with their sexuality and promotes greater recognition and tolerance within the community.
Engagement at Melbourne 2015–2020 17 Meeting our commitment Enabling strategies Create an environment that supports, recognises and values engagement as a distinctive and esteemed quality of our institutional character I. Review established models of IV. Support a more strategic VI. Develop and implement a framework recruitment, reward and progression contribution of our honorary fellows, to plan and evaluate the nature, extent to align performance expectations joint appointments and specialist and value of engagement for academic of academic staff with our ambitions academics to our engagement staff, keystone engagement programs, for engagement. agenda and Growing Esteem. academic divisions and the institution, and integrate these with our II. Support academic staff to develop V. Establish new role classifications— established systems for performance tailored engagement priorities, Melbourne Enterprise Professor, review, reporting and planning. which reinforce and leverage their Honorary Melbourne Enterprise academic interests, create value Professor, and Melbourne Enterprise VII. Renew the opportunities for student for our external constituents and Fellow—to enable the University to engagement within and beyond contribute to institutional priorities. appoint, and appropriately recognise, the curriculum, ensuring that we accomplished professionals and facilitate, support and recognise III. Expand the participation of academic leaders in industry, government student engagement across all staff in engagement-focused sabbaticals, and community. domains valued by students, staff secondments and exchanges to and our professional advisory boards. include working across industries and professions, with public policy, through media and communication, through arts and culture and with community organisations. Develop the capabilities of our academic and professional staff to realise the potential of engagement I. Develop and implement a II. Deepen research translation and III. Establish and support communities comprehensive professional communication capabilities in our of engagement practice to facilitate development program for academic academic and professional staff peer learning from across the and professional staff across the through professional development, University and share insights from domains of engagement, delivered innovation and entrepreneurship good practices in other institutions by the Melbourne Centre for programs and expert appointments. and sectors. the Study of Higher Education. PROFESSIONAL STAFF CONFERENCE Photographer: Hao Wong Providing an opportunity for the University’s professional staff to collaborate, innovate and share expertise, the annual Professional Staff Conference is a valuable forum for staff to share best practice models of engagement.
18 Engagement at Melbourne 2015–2020 Meeting our commitment (continued) Enabling strategies Facilitate rich exchanges with our communities through engaging physical and digital environments I. Invest in the development of III. Enliven the campus through digital VI. Apply digital metrics and analytics our precincts, including the avenues, supporting scholarly and to evaluate the reach, resonance established Melbourne Biomedical public events, engaging the University and impact of our engagement efforts, and Biosciences Campus and community in a shared conversation and use this information to support Southbank arts precinct, and in the about campus life and conveying fit-for-purpose design and improve emerging precincts of technology, the University’s heritage, mission user experience. innovation and sustainability at the and achievements, including the VII. Broaden access to our knowledge Carlton Connect Initiative and the Indigenous heritage of the land. at reduced cost through innovative public policy precinct at Carlton. IV. Harness the distinctive contribution channels, and build communities II. Embed engagement—encompassing of our colleges in our engagement of shared interest to foster exchange industry, and public and cultural agenda, including through a greater of material and resources. dimensions—as a foundation principle involvement in the design and VIII. Improve the visibility of our academic for the design of all future capital delivery of new teaching programs, staff and their work to external works and redevelopments, with and our outreach, alumni and stakeholders, enabling them to easily a particular focus on co-locating advancement efforts. understand and access our capabilities. with partners in new developments. V. Support the Victorian Government’s Parkville National Employment Cluster, coordinating efforts within the precinct and contributing to economic transformation and employment growth. Actively engage our community of alumni and supporters in the University’s life and ambitions I. Address alumni as one of our key III. Foster support for the University IV. Develop the University as a leading constituencies, recognising their and its work, achieving and building philanthropic partner, recognised investment in our success to engage upon the campaign target of $500m. for the relevance and impact of them as informed advocates. its endeavours, and reflected in our broadening appeal to donors II. Work with alumni and supporters to and maturing internal orientation enrich the student experience through towards advancement. mentoring, industry advisory boards, internships and scholarships, and deepen their understanding of our work and its impact. Establish engagement as a distinctive and valued attribute of the University’s public profile I. Establish a leading digital media II. Apply journey mapping as a strategic III. Integrate the University’s engagement platform to communicate insights tool to tell the story of the University’s capabilities, aspirations and from across the University via a constituent experience to guide achievements into its brand compelling and interactive medium. targeted improvements to enrich and external communications. the experience.
Engagement at Melbourne 2015–2020 19 FARMERS MARKET Photographer: David Hannah The weekly Farmers Market at the Parkville campus activates the campus and provides an opportunity to connect the academic mission of the institution with the wider community through sustainability presentations and activities.
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