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:
TEACHERS AND RESEARCHERS 1. An individual who is a resident of a Contracting State immediately before making a visit to the other Contracting State, and who, at the invitation of any university, college, school or other similar educational institution, visits that other State for a period not exceeding two years solely for the purpose of teaching or research or both at such educational institution shall be exempt from tax in that other State on any remuneration for such teaching or research.
Professional Development Funds 23.1.1 Two Professional Development Funds, a Professional Development Support Fund and an Education Leave Fund, shall be established to support professional development activities as defined in 23.2. On April 1st of each year, the College will allocate an amount equal to no less than 0.9% of total faculty salary (exclusive of severance payments) to the Professional Development Support Fund, and an amount equal to no less than 0.6% of total faculty salary to the Educational Leave Fund. Any unused balances in these funds shall carry over to the next budget year.
Professional Development; Adverse Consequences of School Exclusion; Student Behavior The Board President or Superintendent, or their designees, will make reasonable efforts to provide ongoing professional development to Board members about the adverse consequences of school exclusion and justice-system involvement, effective classroom management strategies, culturally responsive discipline, appropriate and available supportive services for the promotion of student attendance and engagement, and developmentally appropriate disciplinary methods that promote positive and healthy school climates, i.e., Senate Bill 100 training topics. Board Self-Evaluation The Board will conduct periodic self-evaluations with the goal of continuous improvement. New Board Member Orientation The orientation process for newly elected or appointed Board members includes:
