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2009 University Plan |
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Research, Research Training ManagementPriority A: Fully embed a high performance culture | Instil an expectation of high achievement in students and staff, and provide the means for this high achievement. |
| | | 7 | Ensure that recognition and reward systems encourage and celebrate excellence at both the individual and group levels.
| | |
| 1 | |
| Revise the internal budget distribution algorithm to reward publications of peer reviewed articles in high quality international journals and books/monographs with top quality international publishing houses | | Target: | Increased citations |
| M | PVCR and Deans | A
| 2009 | | 2 | |
| Provide increased resources to encourage staff to deposit their publications in a UTAS digital repository (such as ePrints). | | Target: | Entry of all HERDC 2007 publications will be completed by 31 December 2008.
Following 2008, entry of all DEEWR-reportable publications in a UTAS digital repository will be completed by 31 December of the year following. |
| H1 | PVCR and Manager, Library Services | A
$200k per year | 2009 | | 3 | |
| Increase internal funding for research through IRGS with 50% for Early Career Researchers (ECR) and establishing a competitive fund to support attendance at international conferences. Establish more rigorous reporting from grant recipients to ensure and monitor value from investment. | | Target: | • ECRs better supported in developing their research profile.
• Will lead to more successful applications for external funding.
• Engender greater accountability.
• Will assist in positioning UTAS for ERA
• Greater international profile and networking for UTAS through showcasing research at international conferences. |
| H1 | PVCR | A
$1M per annum | 2009 onwards | | 4 | |
| Strengthen areas of research excellence through strategic appointments of New Stars and funding support for Rising Stars. | | Target: |
• $12.5 M for New Stars
• $2.5M for Rising Stars
• Increased research performance of exiting star researchers and improved retention of key staff.
|
| H | Vice-Chancellor, PVCR | A
$15M | 2009 | | 5 | |
| Position UTAS for the ERA to enable high scores and increased reputation. | | Target: | • Anticipate what metrics will be used in each discipline and address areas that require support.
• Areas of research excellence identified in RQF to be further supported and strengthen via points 1- 8 above.
|
| H1 | 100k | A
PVCR, DVCP, Deans | 2008 and ongoing |
Priority B: Create and implement a distinctive UTAS teaching and learning model | Develop a UTAS student experience, learning outcomes and graduate profile that ensure contemporary knowledge and skills, generic capabilities and an experience of place, environment and community that is distinctly Tasmanian. |
| | | 12 | Ensure that academic, personal and administrative support services are responsive to student needs.
| | |
| 1 | |
| Grow the support staff in the Graduate Research Office to bring it closer to the national average. | | Target: | Improved services to students, and improved completion rate for postgraduate students. |
| H1 | Dean, Graduate Research | A
$590k | 2009 and ongoing | | 2 | |
| Living allowance for 9 international students. |
| H1 | Dean, Graduate Research | A
$190k | 2009 and ongoing |
| | | 13 | Restructure and streamline the course profile to provide: common course structures, multidisciplinary and interdisciplinary learning opportunities; and flexible delivery options that are responsive to students' needs and the University's academic strategic priorities.
| | |
| 1 | |
| Develop a structured programme of compulsory generic training for RHD students. | | Target: | • Better equip RHD graduates for the job market.
• Improved quality of the RHD experience.
|
| H1 | Dean of Graduate Research | A
$50k | 2009 |
| | | 17 | Provide a high quality, distinctive and energising student experience that develops life-long learning skills, generic graduate attributes and a global perspective that lead to satisfying and rewarding employment, career and personal development outcomes for students.
| | |
| 1 | |
| Increase RHD load and successful completions by strategic targeting of areas of excellence in research and the provision of good pastoral care and generic training for RHD students. | | Target: | All RHD students will complete a course of compulsory generic training. |
| H | Dean, Graduate Research | A
$50k | 2009 | | 2 | |
| Establish a competitive conference fund for RHD students to enable them to make one presentation at a national or international conference during their training. Schools will be expected to provide matching funding. | | Target: | During their candidature, every RHD student will make one presentation at a national or international conference. |
| H1 | Dean of Graduate Research;
Supervisors | A
$25k | 2009 | | 3 | |
| Introduce viva voce examination of Ph.D.s across the University. |
| H | Dean of Graduate Research | A
?? | 2008 | | 4 | |
| Review procedures for student progression, supervisor performance and quality assurance in the Graduate Research Office. |
| H | PVCR | A
| 2008 and ongoing |
Priority C: Further strengthen existing UTAS institutes, centres and groups and identify new flagship opportunities | Reassess and renew the focus of UTAS' research strengths and opportunities; Develop the opportunities that arise as a result of the integration of UTAS and the Australian Maritime College. |
| | | 18 | Develop current and identify new areas of research strength.
| | |
| 1 | |
| Continue support and research growth (income, publications, esteem) in the following key areas:
• Australian Centre for Research on Separation Science.
• Tasmanian Institute for Law Enforcement Studies.
• Riawunna
• Community, Place and Change
• Centre for Clinical Research
• Corporate Governance
• Australian Innovation Research Centre
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| H | PVCR and Directors of Centres/Institutes, and Deans | A
| 2008 and ongoing | | 2 | |
| Increase grant income, publications and Rhd load in the following Institutes as follows: | | Target: | CODES to achieve refunding and to increase grant income from all sources by 15% and publication output from an average of 1.64 per head (2004-2006) to 2.5 per head by 2010.
MENZIES INSTITUTE to increase grant income from all sources by 15% and to maintain publication output of around 3.00 per head by 2010.
TIAR to increase grant income from all sources by 15% and to increase publication output from an average of 1.1 per head (2004-2006) to 2.5 per head by 2010.
TAFI to increase grant income from all sources by 15% and to maintain publication output at around 3.25 per head by 2010.
IASOS to increase grant income by 15% and increase publication to 3.0 per head by 2010
|
| H | PVCR and Directors of Institutes | A
| 2010 | | 3 | |
| Explore potential for substantive flagship institutes with a cross-disciplinary focus in research and teaching, for example in conservation and natural resource management, forensic science, tourism. | | Target: | • Establish at least one Institute by 2010. |
| M | PVCR and PVCTL | A
| 2010 |
| | | 19 | Develop key areas of strength in the AMC institute as part of completing the integration process.
| | |
| 1 | |
| Explore opportunities for collaborative and cross-disciplinary research with staff at AMC and staff in SET. | | Target: | Increased grant income and publication output for AMC.
Integration of AMC into the research community of UTAS.
|
| M | PVCR, Dean of SET, Director of AMC | A
| 2008 and ongoing |
| | | 20 | Develop a next-generation marine and Antarctic institute.
| | |
| 1 | |
| Establish and grow an Institute for Marine and Antarctic Studies (IMAS). |
| H | PVCR | A
$500 per year for 3 years | 2009 |
| | | 22 | Increase the scale and focus of research to achieve critical mass by clustering activity into groups, centres and institutes.
| | |
| 1 | |
| Explore potential for substantive flagship institutes with a cross-disciplinary focus in research and teaching, for example in conservation and natural resource management, forensic science, tourism. | | Target: | Establish at least one new research Institute by 2010. |
| M | PVCR & PVCT&L | A
| 2010 |
Priority D: Strengthen relationships with UTAS' communities, including the Tasmanian State Government| Further develop relationships with the Tasmanian State Government and UTAS' communities of interest; Seek collaborations that enhance UTAS' distinctiveness and provide unique opportunities for all stakeholders. |
| | | 24 | Renew major partnerships with State Government and industry and develop new partnerships with the private sector.
| | |
| 1 | |
| Implement commercialisation initiatives outlined in the Partnership Agreement signed in 2008. | | Target: | A commercialisation process that has the confidence of the UTAS community, tested by Client Satisfaction Survey every 2 years. |
| H | PVCR | A
| 2008 and ongoing | | 2 | |
| Through the Menzies Research Institute and the Faculty of Health Science, further develop relationships with Health Authorities in Tasmania. | | Target: | Increased UTAS contribution to policy in Tasmania;
Enhanced research outputs. |
| H | PVCR; Dean of Health;
Director of Menzies Research Institute | A
| 2008 and ongoing | | 3 | |
| Enhance relationship with Housing Tasmania and the Australian Housing and Urban Research Institute (AHURI). |
| H | PVCR | A
$30k | 2008 and ongoing | | 4 | |
| Through TIAR and TAFI build further on good relationships with agricultural and fisheries industries in Tasmania. |
| H | Directors of TIAR and TAFI | A
| 2008 and ongoing |
Priority E: Maximise support for core activities by aligning resources and improving business services| Optimise financial resources and physical infrastructure to support core activities and strategic priorities; Optimise human resources and support systems and staff infrastructure to support core activities and strategic priorities; Achieve efficiency gains and the best use of strategic and operational resources. |
| | | 30 | Review and reform business processes to achieve efficiency and effectiveness.
| | |
| 1 | |
| Review procedures for student progression, supervisor performance and quality assurance in the Graduate Research Office. |
| M | Dean of Graduate Research | A
| 2008 and ongoing |
| | | 33 | Maintain a coherent business planning system that supports this strategic plan and area-specific strategic and operational plans.
| | |
| 1 | |
| Build on existing system for external review of University institutes and centres. Reviews should occur triennially | | Target: | • Provides international and national perspective and benchmarking of institute or centre.
• Research College Board to receive reports every two years on prospective plans of institutes and centres.
|
| H1 | PVCR; Institute/Centre Directors | A
$10k | 2008 and ongoing |
| | | 35 | Introduce a suite of customer service assessments of all administrative and support services.
| | |
| 1 | |
| Establish a digital repository and encourage staff to deposit their publications. Initially for 2007 and then ongoing and retrospective. | | Target: | • Increased citations.
• Positions UTAS for ERA.
|
| H | PVCR; Deans; HoSs | A
| 2010 |
| | | 36 | Further diversify funding sources, particularly from the non-government sector.
| | |
| 1 | |
| Increase competitive grant income from ARC/NH&MRC and other sources through internal peer review processes, development of grantmanship and incentives. | | Target: | • Comparability in grant income per capita with the GO8.
• By 2010 competitive grant income should be comparable to GO8.
|
| H | PVCR;
Deans;
HoSs | A
| 2010 | | 2 | |
| Increase income from commercial sources supporting high quality research through increased interface with industry and more informative and encouraging procedures for staff, for example UTAS Business Competition. | | Target: | • Establish a commercial income portfolio with a dominance of contract research versus consultancy.
• Increase commercial income to a level comparable with the GO8 by 2010.
• Enhanced knowledge transfer and enterprise.
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| H1 | PVCR; Deans; HoSs | A
| 2010 |
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