RESEARCH AND RESEARCH TRAINING AND INNOVATION Sample Clauses

RESEARCH AND RESEARCH TRAINING AND INNOVATION. In this section the University should refer to or provide information on: strategies to ensure excellence in research and the strengthening of research capability strategies for the provision of high quality research training, including measures to encourage PhD industry placements. This information should identify the expected number of industry placements. strategies to encourage research translation and commercialisation, including collaboration and engagement with industry and other end users, and the measures of success that the university monitors in this area strategies to promote open access to research publications and data.
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RESEARCH AND RESEARCH TRAINING AND INNOVATION. Over the last ten years the University has grown its research endeavour, performance has lifted at a very strong pace and it is evident that high quality research and a stronger research culture is now embedded across most areas of the University. The University of Canberra Research & Innovation Plan 2018-2022 sets out a number of core goals and associated actions that underpin the University’s strategic plan, Distinctive by Design 2018 - 2022. It includes indicators of success and key performance targets that can be used year on year to track improvement and progress towards the University’s research and innovation – related objectives. Reaching these targets will see University of Canberra build on its achievements to date and be ranked in the top 50 young universities in the world within a decade. The four goals of the Research & Innovation Plan are:
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RESEARCH AND RESEARCH TRAINING AND INNOVATION. Xxxxxxx University’s Research and Innovation Plan 2018-2023 builds on current research strengths and immediate opportunities. Research activities at Murdoch are shaped toward consolidation and xxxxxxxx xxxx in key research areas to make a contribution at the local, national and global level. Our research is translational in nature and substance, with inspiration coming from our local community and industry-based partnerships, as well as from national and international collaborators with whom we tackle some of the major challenges of our time. The research strategy seeks to deliver an annual increase in research quality, research and income and PhD student completions. Research is focused across three inter-related core interdisciplinary themes – food security, health futures and sustainable development. We have established three interdisciplinary research institutes aligning with these core research themes. Research and research active staff are organised around three research institutes: • Health Futures Institute; • The Xxxxx Xxxxxx Institute for Sustainable Development; and • Food Futures Institute. The Institutes ensure that strong partnerships are built, and xxxxxxxx xxxx developed to strengthen research reputation and profile, with areas of multi-disciplinary focus brought together into Centres within the Institutes. The institutes provide a strong platform for increasing the number and scope of our strategic research partnerships with local, national and international industry partners and universities and research institutes. A major area of focus is the Australian National Phenome Centre, within the Health Futures Institute, that will accelerate better health outcomes and health care for Australian people, by building a world- class platform for transforming how we prevent, identify and treat disease; which will also be a platform for study and translation to address other significant health-related global challenges, including in relation to agriculture and food; linked to a global network of phenome centres. The Health Futures Institute also includes other health-related research Centres, including the Ngangk Xxxx Research Centre for Aboriginal Health and Social Equity, immunology and infectious disease, and neurological and translational science. The Xxxxx Xxxxxx Institute for Sustainable Development will enhance environmentally-focussed teaching and research, including in biodiversity, biosecurity, bioeconomics, sustainable aquatic systems and...
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RESEARCH AND RESEARCH TRAINING AND INNOVATION. Following approval of the University's new Strategic Plan in September 2019, the research portfolio has embarked on a 'whole of university' research capacity building program, embedding mentoring and leadership as core behaviours and the foundation of SCU research culture. All University research centres are under review, with a view to strengthening research capability and developing emerging areas of excellence. A research excellence framework will set standards of performance for academics at all levels across the university and will feed into promotion and performance management processes. Strong engagement with industry partnerships continues through Southern Cross Plant Science; and is growing at both the Environmental Analysis Lab and the Analytical Research Lab. Industry is also co- located at the Coffs Harbour based National Marine Science Centre, with a focus on commercial aquaculture. The University's innovative co-funded Industry HDR program is designed to encourage HDR candidates and supervisors to engage with industry. Currently, 21 HDR students are working on doctorates formed in partnership with industry. Southern Cross promotes open access and data management. All key researchers have Scopus and ORCID identifiers and the University is piloting Esploro to ensure that we have maximum exposure and impact for our research outputs. To comply with the ARC and NHMRC mandates the accepted manuscripts must be submitted to ePublications@SCU and made available on Open Access within 12 months of publishing. ( xxxxx://xxx.xxx.xxx.xx/xxxxxxx/xxxxxxxx/xxxxxxx/xxxx-xxxxxx) EQUITY Southern Cross University exceeds the sector average for student access and participation rates for low socio-economic (SES), Indigenous, regional and students with a disability. Academic and non- academic support to students attend to this diversity. The Gnibi Wandarahn Innovate Reconciliation Action Plan 2019 — 2021 sets out Gnibi Elders' Principles and provides a set of Reconciliation Actions with associated Deliverables, Responsibilities and Timelines across the themes of Country, Respect, Positive Engagement, Opportunities and Governance. The A boriginal and Xxxxxx Xxxxxx Islander Employment Strategy 2017 — 2020 and the Aboriginal and Xxxxxx Xxxxxx Islander Education Strategy 2017 — 2020 each have Performance Indicators against specific focus areas and identified responsibilities with allocated accountability. The Education Strategy includes performance targets for Indigenou...
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RESEARCH AND RESEARCH TRAINING AND INNOVATION. In this section the University should refer to or provide information on:  strategies to ensure excellence in research and the strengthening of research capability  strategies for the provision of high quality research training, including measures to encourage PhD industry placements. This information should identify the expected number of industry placements.  strategies to encourage research translation and commercialisation, including collaboration and engagement with industry and other end users, and the measures of success that the university monitors in this area  strategies to promote open access to research publications and data. - The University has developed a research strategy 2019 – 2023 which is designed to improve the quality of its research from an average across the board which is at the world standard (externally reviewed by CWTS) to above the world standard. At the same time the University’s research capability will be enhanced by targeted investment in its research priority areas to improve research income incrementally to ~$20M by 2023. The strategy will include investment in emerging research areas to ensure that 50% of the disciplines in which we teach are at a world standard in research by 2030. - The research strategy 2019 – 2023 will include a focus on high quality research training through investment in a combination of online tools (Epigeum, Vitae, Springer Nature) which will cover research integrity, researcher development frameworks and best practice in publishing, as well as masterclasses in grant writing, publishing and working with Industry. The University has also successfully applied for Australian Post-graduate Research Internship awards which will provide opportunities for up to 50 current post-graduate students to have Industry placements. - The strategy will include the development of: (1) an engagement team led by the PVC Engagement that will identify partnership opportunities with Industry and build multidisciplinary teams to carry out a wide range of applied research with Government and Industry partners; (2) in collaboration with Runway Ballarat and through staff development programs to build an innovation pathway for the successful commercialisation of research. Measures of success will include high profile partnerships with local, national and multi-national companies, well developed Impact case studies in all of our world standard discipline areas and the successful licensing of University IP either to Indus...
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RESEARCH AND RESEARCH TRAINING AND INNOVATION. Research at Melbourne (R@M) continues to be the University's formal research and research training strategy as the University transitions from Growing Esteem to Advancing Melbourne 2030 institutional strategies. Throughout 2020 and as part of its overall research and research training strategy the University continues to:  Focus on how to best support its researchers, including graduate researchers, through the COVID-19 global pandemic. The University’s research, research training and innovation activities were significantly impacted by the pandemic and recovery will take many years.  Drive research excellence though research performance expectations which are set at faculty and discipline levels, calibrated against career stage, disciplinary norms and relative to opportunity considerations. Annual performance discussions and triennial review processes are the communication forums for expectation setting. Critical to these, and the strengthening of research capability, is the range of support, provided locally and centrally, with attention to gender, early career and key funding schemes. The University’s commitment to responsible use of research metrics has been further signalled by becoming a signatory to the San Francisco Declaration on Research Assessment (XXXX).  Focus on strategies to encourage research translation, impact and commercialisation through engagement with industry and other end-users. The University’s new institutional strategy Advancing Melbourne has a renewed emphasis on research translation. Included in this are initiatives, support structures and targeted investments to facilitate academy/external interaction and to reduce barriers to collaboration. The University is also developing industry-embedded innovation precincts intended to drive more effective and impactful collaborations, with the Melbourne Connect development due to be completed in the first part of 2021.  Develop and implement inter-disciplinary partnerships and initiatives, including the Melbourne Indigenous Knowledge Institute.
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RESEARCH AND RESEARCH TRAINING AND INNOVATION. UniSA's research is inspired by challenges and opportunities, partnered with industry, end-users and communities, and underpinned by excellence. http://www.unisa.edu.au/PageFiles/174315/Research%20and%220Innovation%20Strateqic%20Plan% 202016-2020.pdf Highlights from UniSA's Research and Innovation Strategic Plan 2016-2020 Inspired Partnered Excellence include: bringing to together interdisciplinary teams to link research strengths to significant real-world challenges, responding to the needs of industry by focusing research on delivering innovative and sustainable solutions and ensuring intellectual property principles facilitate partnerships with industry and lower the barriers to commercialisation. Research performance against University KPI's is monitored by Council and includes: research income with end users; commercialisation activities; researchers teaching into UniSA's programs; HDR completions; and PhD candidates with industry advisors (the latter has a target to achieve 40% by 2020). Annual visits to each academic unit by the Deputy Vice Chancellor: Research and Innovation monitor research translation and commercialisation, research outputs, and open access compliance (xxxxx://x.xxxxx.xxx.xx/xxxxxxxx-xxx-xxxxxxxxxx/xxxxxxxxxx-xxxxxxxx/xxxxxxxx/xxx-00/). Individual academic staff development and performance is supported through the University's Research Benchmark Framework. UniSA has taken a leadership role in transforming the PhD to improve graduates' employment opportunities outside academia and into industry with expertise and skills that will meet the needs of industry. The Transformed PhD ( xxxxx://xxx.xxxxx.xxx.xx/xxxxxxxx/xxxxxxx/xxxx/) will continue to:  integrate industry in the scoping PhD research projects and in taking active roles in supervision, advising, and mentoring;  develop employability of students via a portfolio of business and transferable skills of relevance to our knowledge-based enterprise economy;  broaden students' focus on entrepreneurship, innovation and connection to research that reflects state and national priorities. Under the Transformed PhD, approximately 15% of UniSA's PhD students have a formal (XXXXX XXX definition) placement in industry. This is in addition to increasing the number of industry representatives on student supervisory panels enabling students to spend time in industry with their supervisor, or who are undertaking an industry-based PhD through, for example, the various CRC's associated with U...
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RESEARCH AND RESEARCH TRAINING AND INNOVATION. Throughout the period of this Compact, the University will be focused on undertaking excellent, high-impact scholarship and research that is aligned to the University's Objects and mission and will make a positive contribution to local, national and international communities. Specific means of achieving this are detailed in the University's Research Strategic Plan (2018 — 2021). The key strategic focus areas are: a) Building research capacity and capability; b) Continued improvement in research quality, and c) Strengthening Research Engagement and Impact. Specific measures and progress indicators are detailed in the Research Strategic Plan at this link: xxxxx://xxx.xxxxxxxxx.xxx_xx/research/research-at-notre-dame/about-us Key amongst the institutional strategies includes: a) Appointment of world class researchers in target broad research areas to enhance the achievement of "At World Standard" or better in at least these areas by the next Excellence in Research for Australia (ERA) Assessment (2023); and
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RESEARCH AND RESEARCH TRAINING AND INNOVATION. In this section the University should refer to or provide information on: strategies to ensure excellence in research and the strengthening of research capability  A significant injection of new, world-class academic talent aligned with priorities o The 'Investing in Top Talent' scheme will attract a cohort of new high-performing researchers over a period of 12-18 months (2019-2020), with a focus on Level D and E appointments. o Various domains have been selected where recruitment can have a transformational impact in driving a culture of research excellence, maximising sustainable research revenue uplift, and boosting internal capacity in high-priority areas for external engagement. o As of October 2019, 4 new academics have been appointed and recruitment is being finalised for another 12 appointments. o These new academic leaders will create and/or boost research teams which will be able to attract the more competitive, larger-scale funding that is shared across multiple investigators, multiple institutions and multiple years. o Current areas of appointment include Health Equity, Cyber Security, Wine Business, Business Analytics, Critical Minerals, Quantum Materials, Machine Learning and Drylands Agriculture.  Increased research investment driving scale and focus o Continued support for the six existing University Research Institutes which showcase and strategically support some of the finest talent in pursuit of multi- disciplinary, large-scale research and innovation outcomes. Contestable funding will be increased commensurate with KPIs (and performance reviews occurring in the second half of 2019). A business case is also under development for the potential creation, in 2020, of a seventh Research Institute in the general Social Sciences area. o New University Research Centres will be created in areas of emerging challenges and compelling strategic value. Thus far, 2019 has seen the approval of: o Centre for Radiation Research, Education and Innovation: focused on delivery to industry of radiation-related services, notably to the mining and medical sectors, and of tertiary courses in radiation biology and chemistry, engineering and management; o Centre for Sustainable Planetary and Space Resources: focused on meeting the challenge of finding a sustainable way to use resources, and make long-term space exploration viable with In-Situ Resource Utilisation. The Centre will work with the Australian Space Agency.  New international research partnership...
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