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 ▇▇▇▇▇▇-▇▇▇▇▇▇▇ 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 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 ▇▇▇▇▇▇-▇▇▇▇▇▇▇ 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.