Common use of University strategies Clause in Contracts

University strategies. La Trobe commissioned a review of Knowledge Transfer and Commercialisation in 2011 and the outcomes of this review have largely been implemented. A draft Knowledge Transfer and Commercialisation Strategy has been developed and externally reviewed by international consultancy company Battelle. The strategy, yet to be formally ratified, commits the University to better resourcing for commercialisation including patent filings, review of existing and emerging intellectual property, greater support for 'proof of concept' and commercialisation applications, and increasing leverage from the University’s Research and Development Park over a 10 year planning horizon. Reviews have commenced of existing products and technologies to ascertain market potential and stage of development that will inform future investments by the University. Resourcing to support researchers and commercialisation was doubled during 2012 and further increases in resources are planned for both 2013 and 2014. A pilot six month commercialisation training program has been completed in the Faculty of Health Sciences and a suite of commercialisation workshops for staff has been developed. As a multi-campus university with a strong regional base in Victoria and in northern Melbourne where urban growth is one of the fastest in Australia, La Trobe has a unique role to play in productivity and innovation, including knowledge transfer and commercialisation. We act as a major leader in Melbourne’s north and in regional communities and play an increasingly central role in the economic well-being and social vibrancy of those regions. Substantial investment has been made in building the University’s capacity to respond to the needs and demands of the regions in which we work. The University has a strong user-driven focus to research and extremely strong links into the communities with which we work. The University has collaborated with State and Commonwealth Governments in the designation of the Northern Biosciences Precinct. The Precinct draws on the Centre for AgriBioscience, a joint venture between La Trobe and the Victorian Department of Primary Industries, the La Trobe Institute for Molecular Science, and the University’s Research and Development Park. The emerging Northern Biosciences Precinct is a major initiative, based around La Trobe fields of research that are rated at ERA 5 which will drive significant investment and business activity in the north of Melbourne. Future Ready sets out key goals to incubate new businesses in Melbourne’s north, to increase the number of partnerships regionally, and with TAFE Institutes, and to redevelop the La Trobe hospital site (Bundoora) as a commercially sustainable hub. In the regions the Xxxxxx-Xxxxxxx Freshwater Research Centre and the La Trobe Rural Health School, together with our campus and research presence, bring innovation and productivity to regional areas and businesses. Mechanisms are in place to promote regional engagement including Regional Advisory boards which provide linkages between regional communities, business and the University, and active involvement in NORTHLink, a business network and regional development partnership representing Melbourne's northern region. The designation of five university-wide Research Focus Areas (RFAs) will facilitate resourcing and concentration of research into cross-disciplinary areas that are aimed at addressing the most pressing national or international issues facing communities in the coming decades. These RFAs will facilitate the development of stronger, 'game-changing' partnerships with business in particular. The University continues to be engaged with research partnering activities including government and Innovative Research Universities group trade missions and through the La Trobe China Small Grants Program. The Research Plan (2013-2017), together with Faculty Research Operational Plans, identify the priority actions that will be implemented to increase research quality and quantity Particular strategies are:

University strategies. La Trobe commissioned In line with its Strategic Plan 2012–2022, CQUniversity’s continuing aim is to be one of Australia’s most engaged universities – one that will undertake entrepreneurial research, knowledge development, and innovation which will provide benefits to our region, as well as internationally. In 2011 the University began a review collaborative program of Knowledge Transfer research and Commercialisation engagement activities, the Central Queensland Innovation Prospectus, (in 2011 association with Enterprise Connect, and with funding from DIISRTE) to explore and uncover innovation at all levels of the Central Queensland community (including schools, small to medium enterprises, the University) and examine opportunities and barriers to increase engagement and innovation between CQUniversity and regional business. Amongst other outcomes, the research program suggested a need to develop further training and professional development opportunities for both University researchers and regional industry in the processes of engagement to increase knowledge transfer and innovation. Consequently, CQUniversity commenced training opportunities in 2012 covering topics such as Intellectual Property Identification (workshops delivered to research higher degree candidates, and staff) and Engaging with Industry. CQUniversity will continue its professional development program into the future. CQUniversity strives to make its research relevant to the region (its industries, businesses and the community) and to its partners nationally and globally through increased engagement with industry, funding agencies, government, regional communities and other higher education institutions. CQUniversity’s applied research focus, led through its research institutes and centres, emphasises the translation and uptake of research findings to meet external stakeholder needs in areas as diverse as regional development, growth in resource industries, environmental management, issues associated with quality health care in rural and regional communities, and education delivery specifically through use of modern technology. One such example of industry- led applied research is that undertaken by the Centre for Environmental Management, which focusses on issues associated with sustainable regional development, biodiversity management, and ecosystem functional indicators of environmental performance and integrated regional monitoring. With the growing importance of the mining industry and associated export industries in the region, CQUniversity has developed important strategic relationships with coal seam gas (CSG), coal extraction and export companies who are developing major export facilities. These relationships build upon existing long-term collaborative engagement with other major industries such as the aluminium industry, shale oil and power generation, and port development. Several aspects of CQUniversity’s research are oriented towards multiple real-world outcomes including (1) provision of high quality outcomes through translation and application of current research findings (mental health nursing, family and domestic violence, population health, education practice); (2) influencing government policy and regulatory frameworks (fatigue management in fly-in/fly-out and drive-in/drive-out long-distance commuters; land management and biosecurity frameworks); (3) and developing greater understanding of contemporary social issues and contributing to decision-making through salient advice (“Economic considerations of conflict between agrarian and resource extraction uses”). For example, the Queensland Centre for Family and Domestic Violence (QCFDV), jointly funded by the Queensland Government and CQUniversity, supports the development of policy and practice in the field of domestic and family violence prevention. It has built relationships with government and community agencies, including in rural, regional and Indigenous communities; facilitated implementation of best practice; and, in collaboration with the government and community services, has established and maintains a state-wide database of non-identifying client data. Most recently, the Centre completed a Queensland state-wide study on intimate partner abuse of women and an evaluation of the Queensland Government’s Trial Integrated Response to Domestic and Family Violence in Rockhampton. QCFDV has provided specialist advice and support to 1283 agencies, policy development bodies or individuals, and contributed to the development of state and national level domestic and family violence policy. CQUniversity’s long-term partnership with the CRC for Rail Innovation and CAST CRC Rail Innovation Australia Pty Ltd (RIA), a CQUniversity Rockhampton-based company created to ‘house’ the intellectual property and to commercialise key technologies developed through the Rail CRC, is another example of the University’s approach to innovation. Through this review strategy, world-first train-related innovations have largely been implemented. A draft Knowledge Transfer and Commercialisation Strategy has been developed and externally reviewed by patented, with new patent applications pending in Australia and overseas. A further strategy CQUniversity will continue to adopt is in establishing partnerships with other universities that combine expertise and resources to achieve innovative outcomes in education, research and industry. To this end, CQUniversity and Xxxxxxx Xxxxxx University established the Tropical Energy and Engineering Alliance in late 2012 to align future developments in the liquefied natural gas industry. Through its long-term industry and community engagement agenda toward 2020, CQUniversity will continue to pursue mutually beneficial relationships such as these to benefit the region, the national and its international consultancy company Battellepartners. The To support this engagement agenda, CQUniversity will continue to overhaul its partnership framework and associated guidelines in 2013 and beyond to achieve a paradigm shift in the formulation, ongoing management and strategic benefit of relationships, aimed at building formal, quality alliances with key institutions. To build an innovation focus into the partnership strategy, yet to be formally ratified, commits the University to better resourcing for commercialisation including patent filings, review of existing and emerging intellectual property, greater support for 'proof of concept' and commercialisation applications, and increasing leverage from the University’s Research and Development Park over a 10 year planning horizon. Reviews have commenced of existing products and technologies to ascertain market potential and stage of development that will inform future investments by the University. Resourcing to support researchers and commercialisation was doubled during 2012 and further increases in resources are planned for both 2013 and 2014. A pilot six month commercialisation training program has been completed particularly in the Faculty of Health Sciences and a suite of commercialisation workshops for staff has been developed. As a multi-campus university with a strong regional base in Victoria and in northern Melbourne where urban growth is one of the fastest in Australia, La Trobe has a unique role to play in productivity and innovation, including knowledge transfer and commercialisation. We act as a major leader in Melbourne’s north and in regional communities and play an increasingly central role in the economic well-being and social vibrancy of those regions. Substantial investment has been made in building the University’s capacity to respond to the needs and demands of the regions in which we work. The University has a strong user-driven focus to research and extremely strong links into the communities with which we work. The University has collaborated with State and Commonwealth Governments in the designation of the Northern Biosciences Precinct. The Precinct draws on the Centre for AgriBiosciencePacific–Asia region, a joint venture between La Trobe and the Victorian Department of Primary Industries, the La Trobe Institute for Molecular Science, and the University’s Research and Development Park. The emerging Northern Biosciences Precinct is a major initiative, based around La Trobe fields of research that are rated at ERA 5 which will drive significant investment and business activity in the north of Melbourne. Future Ready sets out key goals to incubate new businesses in Melbourne’s north, to increase the number of partnerships regionally, and with TAFE Institutes, and to redevelop the La Trobe hospital site (Bundoora) as a commercially sustainable hub. In the regions the Xxxxxxthree-Xxxxxxx Freshwater Research Centre and the La Trobe Rural Health School, together with our campus and research presence, bring innovation and productivity to regional areas and businesses. Mechanisms are in place to promote regional engagement including Regional Advisory boards which provide linkages between regional communities, business and the University, and active involvement in NORTHLink, a business network and regional development partnership representing Melbourne's northern region. The designation of five university-wide Research Focus Areas (RFAs) will facilitate resourcing and concentration of research into cross-disciplinary areas that are aimed at addressing the most pressing national or international issues facing communities in the coming decades. These RFAs will facilitate the development of stronger, 'game-changing' partnerships with business in particular. The University continues to be engaged with research partnering activities including government and Innovative Research Universities group trade missions and through the La Trobe China Small Grants Program. The Research Plan (2013-2017), together with Faculty Research Operational Plans, identify the priority actions that fold approach will be implemented to increase research quality and quantity Particular strategies areemployed:

University strategies. La Trobe commissioned As noted in Part 1, Swinburne will focus research, development and deployment activities in five outcome areas: Future manufacturing: integrating materials and manufacturing technologies with design, automation and information technologies to create new business opportunities Sustainable futures: combining the engineering, social and environmental elements that address sustainability issues, informing public debate and influencing government policy Digital frontiers: changing the way people work, communicate and socialise through advances in information and communication technologies, business innovation and design Personal and societal well-being: improving health and psychological wellbeing, tackling quality of life and related social issues, and addressing the needs of socially disadvantaged groups and individuals Inspirational science and technology: capitalising on the University's strength in fundamental science and astrophysics to ignite the interest of the community and stimulate the next generation of leaders in science and technology While research capability will remain in faculties and research centres, a focus on outcomes will increase the impact of our research, facilitate knowledge transfer to industry, communities and other end-users, and improve the social and environmental dividend. In this context, commercialisation is viewed as a pathway from research output to industry and community impact. The effectiveness of this pathway will be enhanced by implementation of the recommendations of an external expert review of our commercialisation activities undertaken in 2012. We plan to: retain the core processes, capabilities and structure of Swinburne Knowledge Transfer and Commercialisation in 2011 our intellectual property trust, Swinburne Ventures Limited (SVL) focus Swinburne Knowledge work on core activities: the IP management and the outcomes commercialisation process, industry engagement, and supporting culture change renew our commitment to innovation and entrepreneurship by ensuring that priority is placed on complementary activities such as entrepreneurial education and that Swinburne Knowledge works closely with other parts of this review have largely been implemented. A draft Knowledge Transfer and Commercialisation Strategy has been developed and externally reviewed by international consultancy company Battelle. The strategy, yet to be formally ratified, commits the University to better resourcing for commercialisation including patent filings, review achieve its overall objectives. We are already seeing the benefits of existing and emerging intellectual property, greater support for 'proof engaging the commercial expertise of concept' the SVL Board in discussions on the potential development and commercialisation applicationspathways for research outputs prior to their formal disclosure as inventions. This has resulted in a more targeted approach to patent filing and early identification of potential licensees and investors. Programs to develop the innovation culture central to the 2020 Plan and to support a continuous improvement model for IP management include: internships offered by Swinburne Knowledge to PhD, MEI, MBA and increasing leverage from Masters students on a 3, 6 or 12 month basis establishment of the Swinburne Innovation Cup (in conjunction with the existing Swinburne Venture Cup) to raise the profile of commercialisation, develop the University’s Research 's research staff and Development Park over increase the potential deal flow delivery of an annual innovation program to equip research students and staff with the skills needed to manage and commercialise IP and to engage effectively with the wider community linking to relevant incubators, utilising Swinburne Knowledge capital as relevant As discussed in Part 3.3.2, a 10 year planning horizonkey component of our international engagement strategy is to establish strategic partnerships with highly-ranked universities in Asia-Pacific alliances that take advantage of our full education and research capability. Reviews have commenced The focus of existing products these alliances will be to increase both research intensity and technologies to ascertain market potential research impact by enhancing and stage of exploiting the development that will inform future investments by the University. Resourcing to support researchers and commercialisation was doubled during 2012 and further increases in resources are planned for both 2013 and 2014. A pilot six month commercialisation training program has been completed in the Faculty activities of Health Sciences and a suite of commercialisation workshops for staff has been developed. As a multi-campus university with a strong regional base in Victoria and in northern Melbourne where urban growth is one of the fastest in Australia, La Trobe has a unique role to play in productivity and innovation, including knowledge transfer and commercialisation. We act as a major leader in Melbourne’s north and in regional communities and play an increasingly central role in the economic well-being and social vibrancy of those regions. Substantial investment has been made in building the University’s capacity to respond to the needs and demands of the regions in which we work. The University has a strong user-driven focus to research and extremely strong links into the communities with which we work. The University has collaborated with State and Commonwealth Governments in the designation of the Northern Biosciences Precinct. The Precinct draws on the Centre for AgriBioscience, a joint venture between La Trobe and the Victorian Department of Primary Industries, the La Trobe Institute for Molecular Science, and the University’s Research and Development Park. The emerging Northern Biosciences Precinct is a major initiative, based around La Trobe fields of research that are rated at ERA 5 which will drive significant investment and business activity in the north of Melbourne. Future Ready sets out key goals to incubate new businesses in Melbourne’s north, to increase the number of partnerships regionally, and with TAFE Institutes, and to redevelop the La Trobe hospital site (Bundoora) as a commercially sustainable hub. In the regions the Xxxxxx-Xxxxxxx Freshwater Research Centre and the La Trobe Rural Health School, together with our campus and research presence, bring innovation and productivity to regional areas and businesses. Mechanisms are in place to promote regional engagement including Regional Advisory boards which provide linkages between regional communities, business and the University, and active involvement in NORTHLink, a business network and regional development partnership representing Melbourne's northern region. The designation of five university-wide Research Focus Areas (RFAs) will facilitate resourcing and concentration of research into cross-disciplinary areas that are aimed at addressing the most pressing national or international issues facing communities in the coming decades. These RFAs will facilitate the development of stronger, 'game-changing' partnerships with business in particular. The University continues to be engaged with research partnering activities including government and Innovative Research Universities group trade missions and through the La Trobe China Small Grants Program. The Research Plan (2013-2017), together with Faculty Research Operational Plans, identify the priority actions that will be implemented to increase research quality and quantity Particular strategies are:partners.