2015 -2020 ENGAGEMENT - AT MELBOURNE - The University of Melbourne
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Engagement at Melbourne 2015–2020 1 ENGAGEMENT AT MELBOURNE 2015 –2020
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.WWW.UNIMELB.EDU.AU
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