Research and Research Management

2003 RESEARCH AND RESEARCH TRAINING MANAGEMENT
REPORT
ABBREVIATIONS AND ACRONYMS 3

EXECUTIVE SUMMARY 4
Part A 6
1 Research and Research Training Objectives 6
1.1 Mission 6
1.2 Vision 6
1.3 Focusing Research 6
1.4 Designated Areas of Research Strength 6
1.5 Introducing Strategies to Recognise and Develop Researchers 8
1.5.1 Recognition and reward for top researchers 9
1.5.2 Provision of support for early career researchers 9
1.5.3 Identification and support of potential research leaders of the future 9
1.5.4 Ensuring promotion regulations updated with respect to R&D 9
1.5.5 Provision of incentives for passive researchers to develop their research career 10
1.6 Provision of high quality and industry relevant research facilities 10
1.7 Providing a quality training experience for HDR students 11
1.8 Attributes expected of research graduates 11
2 Future Directions for Research and Research Training 12
2.1 Major Operational Priorities, Targets, Strategies and Outcomes 12
2.2 Plans to Enhance Future Research and Research Training Activities 13
2.2.1 Strategies for increasing completions 14
2.3 Enhancing Linkages between Research and Teaching 15
2.4 Allocation of Research Training Places 15
3 Managing Research Performance 15
3.1 Institutional Structure 16
3.2 Strategic and Quality Improvement Plan 17
3.3 Operational Research and Development Plan 17
3.4 Current and Future Internal Funding 18
3.4.1 2002 RIBG 18
3.4.2 2002 Institutional Grants Scheme 18
3.5 Benchmarking 19
4 Ensuring a Quality Research Training Experience 19
4.1 Ensuring a Quality Research Training Experience 19
4.2 Current Performance 20
4.3 Responses to Surveys on Research Training Experiences at Murdoch 21
5 Collaboration and Partnerships 22
5.1 Contributions to the National Research Priorities 23
5.1.1 An Environmentally Sustainable Australia 23
5.1.2 Promoting and Maintaining Good Health 23
5.1.3 Frontier Technologies for Building and Transforming Australian Industries 23
5.1.4 Safeguarding Australia 24
5.2 Cooperative Research Centres 24
5.2.1 The Parker Centre for Extractive Hydrometallurgy 24
5.2.2 The Australian Cooperative Research Centre for Renewable Energy (ACRE) 25
Pty Ltd
Murdoch University 1 2003 Research and Research Training Management Report

5.3 CRC – Murdoch Node Involvement 25
5.3.1 The CRC for Sustainable Tourism 25
5.3.2 The CRC for Molecular Plant Breeding (CRCMPB) 25
5.3.3 Australian Sheep Industry CRC 26
5.3.4 CRC for Cattle and Beef Quality 26
5.4 WA State Government Centres of Excellence for Industry-Focused R&D 26
5.5 Inter-institutional Centres Located at Murdoch or with Murdoch Participation 26
5.6 Collaborative Industry, Public Sector and Joint Funding of Research 27
5.6.1 Public Sector Funding 27
5.6.2 Industry and Other Funding 27
5.6.3 University – Industry SPIRT/Linkage Grants 27
5.6.4 Australian Research Council (ARC) LIEF Grants 27
5.7 International collaborative links and exchange programs 28
6 Intellectual Property, Contractual Arrangements and Commercialisation 29
6.1 Intellectual Property Commercialisation 29
6.2 Consultancy 33
Part B 34
Areas of Research Strength 34
Research Students (EFTSU) in 2002 34
Research Income in 2002 35
Research Active Staff in 2002 36
Characteristics of staff who supervised HDR students in 2002 37
Attachment 1 38
Areas of Research Strength 38
Attachment 2 43
Operational Research and Development Plan 43
Attachment 3 69
Functional Chart 69
Attachment 4 70
Organisational Chart 70
Attachment 5 71
2002 RIBG Expenditures 71
Attachment 6 73
2002 RIBG Expenditures by ARS 73
Attachment 7 75
History of the University Company Pty Ltd 75
Attachment 8 77
Commercialisation Strategy 77
Attachment 9 79
Intellectual Property Policy and Guidelines 79
Attachment 10 109
Opportunity Audit Plan/Description of the Process 109
Attachment 11 112
Vice-Chancellor’s Certification Statement 112

ABBREVIATIONS AND ACRONYMS
ARC Australian Research Council

ACRE Australian Research Cooperative for Renewable Energy
ARS Areas of Research Strength
CRC Cooperative Research Centre
DEST Department of Education, Science and Training
ECRG Early Career Researcher Grant
EFTSU Equivalent Full-time Student Unit
FTE Full-time Equivalent
HERD Higher Education Research and Development
HDR High Degree Research
ILO Industry Liaison Office
IP Intellectual Policy
KPI Key Performance Indicators
LEIF Linkage Equipment Infrastructure Fund
OPDP Operation Research and Development Plan
PVC(R) Pro Vice Chancellor (Research)
R&D Research and Development
RDSC Research Degrees and Scholarships
RIBG Research Infrastructure Block Grant
RQ Research Quantum
RTS Research Training Scheme
RRTMR Research and Research Training Management Report
SABC State Agricultural Biotechnology Centre
SPIRT Strategic Partnerships with Industry for Research and Training
SQIP Strategic Quality Improvement Plan
SS&E The Separation Science and Engineering Group
TLC Teaching and Learning Centre
UNEP United Nations Environmental Program
UNESCO United Nations Education, Scientific and Cultural Organisation

EXECUTIVE SUMMARY
Murdoch was created as a research university and since its establishment in 1975 has earned and
maintained a strong reputation for the excellence of its research work. In 2002 the University had nine
focused research areas of international merit that reflect its strengths and multi-disciplinary skills:
Established Areas of Research Strength

i. Agricultural and Veterinary Biotechnology;
ii. Contemporary Asia;
iii. Hydrometallurgy;
iv. Social Change and Social Equity;
v. Technologies and Policies for Sustainable Development;
vi. Terrestrial and Aquatic Ecosystems Management and Restoration
Emerging Areas of Research Strength

vii Bioinformatics and Biostatistics;
viii. Intelligent Systems and Software Development for Process Operations Management;
ix. Interactive Media.
Murdoch is a medium sized university by international standards. In 2002 (as at 31 August), the
University enrolled 13,018 students (9,013 EFTSU) of whom 625 (458 EFTSU) were doctoral research
students and 108 (54 EFTSU) masters by research students and employed 454 FTE academic teaching
and research staff. It had Operating Revenues of $100.71 million and Consolidated Revenues from all
sources of $159.16 million. In the competitive new research funding system introduced in 2002 that links
research funding directly to research performance, Murdoch has consolidated the strong position it
established in 2001 as one of Australia’s top performing research universities on a per capita basis.
Research income increased by 29% from $19.36m to $24.94m between 2001 and 2002 and virtually
doubled in the five years since 1998 (See Figure 1).
Figure 1. DEST Reportable Research Income: 1998 – 2002
$30,000,000
$25,000,000
$20,000,000
Grants
$15,000,000
$10,000,000
$5,000,000
$0
1998 1999 2000 2001 2002
CRC Income $902,023 $845,440 $1,482,613 $2,236,699 $3,873,441
Industry and Other Funding $4,625,829 $4,692,987 $5,002,285 $6,609,666 $7,131,167
Other Public Sector Funding $2,283,185 $2,256,300 $2,963,505 $3,586,364 $4,697,043
National Competitive Grants $4,939,970 $5,888,205 $6,643,244 $6,924,746 $9,242,680
Years

Murdoch has reached this strong research position through a process of continuous adaptation and
improvement in research and research training. Murdoch’s particular competitive advantages that will
ensure it continues to extend and improve on this research and research training performance include: a
high percentage of vigorous research active staff (91%); a high proportion of staff at academic level A
and above with PhD's (72%); a high proportion of Higher Degree Research (HDR) students indicating
continued overall satisfaction with their research training experience (92%); and a research effort that
spans a comprehensive range of fields but with concentration in a select few. In addition Murdoch has
long-standing and strategic linkages with the public and private sectors, which has facilitated significant
levels of business investment in R&D and the increasingly successful transfer of technology from
Murdoch to industry. Murdoch’s success in Round 8 of the Cooperative Research Centre (CRC) Program
is clear evidence that it has provided an environment that fosters supportive relationships and partnerships
with business, government and other organizations. In 2002, Murdoch’s core participation in Cooperative
Research Centres (CRCs) increased from two to five. These five Centres will receive some $90 million of
Commonwealth funding over their seven-year funding life and promote high quality collaborative
research between research providers and research users. In addition they will attract two to three times
matching funding support from industry and other sources.
In 2002, the allocation of the operational research and research training budget in support of direct costs
was driven significantly by the Key Performance Indicators (KPIs) in the Research Training Scheme
(RTS) and Institutional Grants Scheme (IGS): Research Income, HDR Completions, HDR Funded Load
and Publications. This method of distribution has been effective in signaling the importance of research
performance across the institution and in aligning resources with research productive individuals and
groups. In short, Murdoch’s focus on outcome driven research in partnership with industry and
government has enabled it to consolidate its position in Australia as one of the leading research
universities on a size adjusted basis. It is committed to a future of strongly focused research and quality
research training.
The challenge for Murdoch is to continue to achieve national and international research excellence in a
limited number of key areas that will shape the intellectual, economic, social and ethical aspects of its
future. Murdoch seeks to develop depth combined with a flexible, open and adaptive approach to its
research and research training priorities. The difficulties of achieving these goals simultaneously are
recognised but such an achievement will be necessary to achieve research and research training
excellence in the future.

PART A
1. RESEARCH AND RESEARCH TRAINING OBJECTIVES
1.1 Mission
In carrying out its mission “to extend knowledge, stimulate learning, and promote understanding, for the
benefit of the community”, Murdoch University aspires to be a world-class university, which is
distinguished for excellence in teaching and research, accessibility, interdisciplinary and international
outlook. The mission statement for excellence and teaching in research specifies that:
• Research will be conducted to the highest international standards and will address contemporary
problems and issues of significance to the community; and
• Teaching and learning will be informed by research, and by an understanding of how students
learn.
1.2 Vision
In pursuit of its vision to be “a stimulating and exciting place in which to work and study, and…be valued
as a good corporate citizen within the community”, the University community has been encouraged to
adopt values and guiding principles for high quality research that addresses contemporary problems and
issues of significance to the community.
This mission and vision will be achieved through the following Objectives for research:
1. To maintain a productive research culture with particular areas of national and international
strength;
2. To attract talented postgraduate research students and to provide high quality research training and
supervision;
3. To increase Murdoch’s external funding base for research.
1.3 Focusing Research

Murdoch’s vision for research and research training, is to retain its commitment to excellence across the
University. Murdoch recognises that structures for the conduct of successful research span a continuum
from individual or small group projects to large focussed groups working in Research Centres. Murdoch
has more than 30 specialist Research Centres representing a diverse range of research expertise (see
Section 5). However, it recognises that its limited strategic resources cannot be spread evenly. This was
encapsulated in the 1999 University Senate resolution “That the University should focus its research
effort into areas where it can achieve leadership and a sufficient concentration of resources, including
staff, to support a long term research program containing areas of national and international significance”.
This resolution was enacted in 2000 with the development of designated Areas of Research Strength
(ARS), and has continued to guide the management of research and research training at Murdoch in 2002.
The process has been further refined with the development of the Academy for Advanced Studies for
internationally recognised researchers and small research groups who do not ‘fit’ into the ARS, and the
introduction of mechanisms to direct more support to designated areas of strength.
1.4 Designated Areas of Research Strength

In 2002, Murdoch maintained its six areas of research strength and added an additional area of emerging
research strength, which is outlined below and detailed in Attachment 1. They provide the focal point for
Murdoch’s research and research training activities, incorporating prominent researchers. Together they
are responsible for attracting 80% of the University's reportable research income.

This focussing process commenced in 2000, with the PVC(R) calling for submissions from research
groups for designation as established or emerging ARS1. An advisory group from the R&D Board then
recommended the final areas. The Areas of Research Strength have been selected on criteria laid down in
the ORDP, based on KPIs and benchmarking criteria against appropriate groups nationally and
internationally. The KPIs for the previous five years, included: research staff involved, competitive
research funding gained, multidisciplinary, publications and other outputs, Honours and PhD
completions, international profile and significant contributions to the area.
These Areas of Research Strength provide substantial interdisciplinary teams of highly productive
researchers to address significant research problems from all perspectives. In 2002, the recognised areas
were:
Areas of Research Strength

Agricultural and Veterinary Includes the State Agricultural Biotechnology Centre unique in
Biotechnology Australia and the only WA Centre recognised in the top 50 national
centres of excellence, containing three state centres of excellence
programs.
Contemporary Asia This incorporates the Asia Research Centre (previously an ARC
special research centre funded since 1991), with research and
consultancy strengths. Areas include environmental science,
economics, law, biomedical and veterinary science.
Hydrometallurgy Mineral Processing and purification. Incorporates the internationally
leading Parker CRC in hydrometallurgy-established 1992. Major
collaboration and support from mining industry.
Social Change and Social Research into social and psychological issues following major
Equity external change. Positive ageing, social justice and educational
consultancies are key foci.
Technologies and Policies for Incorporates the UN Centre of Excellence in International
Sustainable Development Environmental Technology, the Australian CRC for Renewable
Energy (ACRE), the Institute for Sustainability and Technology
Policy, and the State Centre of Excellence for Organic Waste
Management.
Terrestrial and Aquatic This group working with many aspects of WA’s natural resources
Ecosystem Management and receives substantial funding from Fish Research and Development
Restoration Corporation, and the Grains Research and Development Corporation.
Emerging Areas of Research Strength
Bioinformatics and Incorporates the State Centre of Excellence in Bioinformatics and

Biostatistics Biostatistics, the Centre for Clinical Immunology and Biostatistics,
the Australian National Genomic Information Service (ANGIS) node
and multiple international collaborations.
Intelligent Systems and Has strong links to the State Centre of Excellence in Intelligent
Software Development for Processes for Operations Management.
Process Operation
Management
1
Process for Determining Murdoch University's Areas of Research Strength:
http://www.research.murdoch.edu.au/management/researchstrength.asp

Interactive Media Institute Incorporates the Interactive Television Research Institute (ITRI), the
Centre for Research in Culture and Communication (CRCC), and the
Centre for Electronic Commerce and Internet Studies (CECIS).
Explores consumer response, applied research and social impact
associated with the exciting interactive media technologies.
The ARS are to be reviewed every three years by a committee of the R&D Board–the Committee for the
Review of Centres and Areas of Research Strength. The Committee will use both generic and individual
KPIs and benchmarking criteria to review the ARS against appropriate groups (nationally and
internationally). The emerging ARS will be reviewed each year, and potential new areas will be assessed
every 2 years.
Table 1. 2001 Supporting Research in Areas of Research Strength
Areas of Research University Total % ARS/University

Strength (total)
Academic Staff (FTE) 162 454 35.7%
Research Students 515 698 73.8%

HDR Scholarships 237 296 80.0%
The identified ARS are theme driven and membership is highly restricted in terms of guaranteeing quality
research performance and focus. This leaves many highly active and excellent Murdoch researchers with
international reputations not included in profiled areas. The University has established the Academy for
Advanced Studies, which consists of single or small groups of researchers with an international research
reputation, who do not fit in the defined ARS. Although the Academy is not a unified or externally
recognised ARS, it will receive preferential strategic funding and scholarships in the new funding model.
Succession planning in Areas of Research Strength is vital as leading research academics approach the
end of their working career. The PVC(R) in conjunction with the relevant Executive Deans will ensure
that succession issues are dealt with in advance. Proactive identification and recruitment of external
academics, early identification of potential leaders, nurturing of current early and middle career
researchers and provision of postdoctoral fellowships will ensure continuity of research excellence in
these areas. The ORDP 2001 - 2003 specifically deals with this issue to ensure that there is a research
input into all academic appointments especially senior ones, so that vacant positions are not automatically
replaced in the same area but a more strategic approach taken.
1.5 Introducing strategies to recognise and develop researchers

The University recognises the need to develop definitions for different levels of research productivity
and/or status. Categories of researchers have been defined and a database has been set up to record each
researcher's performance individually on research income, HDR completions, HDR load, publications,
consultancies, patents, and commercialisations. The R&D Board has accepted the following definitions of
researchers:
• Active Researcher: a member of staff who has achieved two of the following research results over
a 3-year period.
♦ 1 publication (as defined in the DEST collection);
♦ 1 external research grant or consultancy of at least $5,000;
♦ 1 higher degree research student completion.

• Early Career Researcher (ECR): an 'Active Researcher' who completed their PhD or equivalent
final academic qualification in the last five years and is in the process of building their research
reputation. Staff who had been active researchers for more than five years before moving to
Murdoch may be regarded as an ECR (for targeted funding purposes), for a two-year period, while
they re-establish their research activities.
• Potential Research Leader: an individual who would be recruited from existing Active
Researchers who has demonstrated outstanding leadership potential by a growing international
research performance through publications, review writing, delivering theme lectures at
conferences, generating research income, and other research activities (including representing the
University on external committees and performing other professional services). In addition,
Potential Research Leaders must have proven themselves as initiators of team activities, as research
mentors, good communicators, and researchers who share their findings, encourage research
colleagues, and developed a public profile.
• Passive Researcher: an academic staff member who has been appointed to a teaching and research
position, but is involved in long-term projects that have not yet yielded results, as well as staff
whose research activities have been dormant for a certain period, or who have not yet fulfilled their
research potential.
• Non-researcher: an academic staff member who does not perform any research by virtue of their
contract.
1.5.1 Recognition and reward for top researchers

In 2000 Murdoch University instituted its first awards for excellence in research. A process was defined
for making annual awards in two categories: the first, to recognise achievements by an established,
distinguished researcher at the height of their career and the other for an early career researcher of
perceived great research potential.
1.5.2 Provision of support for early career researchers

The demands placed on early career academics to balance large workloads of teaching, research and
research training as well as administrative and community service aspects of their total work portfolio
have been recognised by the R&D Board. Early Career Researcher (ECR) Grants have been incorporated
within a new merit based Grants Scheme, the Research Excellence Grants Scheme (REGS)2, and provide
seed funding incentives for early career researchers. The new ECR support scheme is in place for 2002
funding.
1.5.3 Identification and support of potential research leaders of the future

The R&D Board will identify potential leaders in current and newly emerging research areas. They will
be given specialised opportunities for further development in management and also supported in their
research endeavours to assist them to develop quickly and broadly.
1.5.4 Ensuring promotion regulations updated with respect to R&D

Promotion criteria that relate to research have been biased towards scholarly work with National
Competitive grants and publications weighted heavily. With a broadening interpretation of R&D that
includes consultancies, tenders, patents and commercialisation, it is necessary to overtly recognise
research in all of these forms within the promotion process. The promotions criteria already include
consultancies and patents. Additional parameters will be added to the criteria to reflect the broader range
of research endeavours and the Promotions Committee will be able to take these additional activities into
account.
2 http://www.research.murdoch.edu.au/grants/regs.asp

1.5.5 Provision of incentives for passive researchers to develop their research career
There are some Murdoch academics with relatively low research track records in terms of producing
research income; supervising HDR students to completion, or publishing in peer reviewed journals or
books. Reasons for this may reflect heavy work overloads in other aspects of their portfolio or a part time
career. For those who wish to improve their research performance and possibly then qualify for entrance
into Areas of Research Strength, the R&D Board offers encouragement by provision of small research
grants, which are awarded and administered by the Academic Divisions. To be eligible there must be a
stated outcome such as an application for an external funding source, or provision of equipment to allow a
research project or HDR student to complete faster.
1.6 Provision of high quality and industry relevant research facilities

Murdoch appreciates that quality research facilities and equipment are essential for research excellence,
and that state of the art facilities support productive industrial collaborations. Murdoch has had strong
engagement with industry through research and consultancy activities. These interactions have typically
been built around or necessitated access to the University’s major research facilities and equipment. To
this end Murdoch has allocated significant resources for matching and directing funding to appropriate
facilities. These resources increased in 2002 with the new funding model that made available $300,000
for major research facilities and infrastructure. Murdoch is concentrating on providing such facilities for
the ARS and is active in promoting applications to the Linkage Infrastructure Equipment Fund, the
Systemic Infrastructure Initiative and other Backing Australia’s Ability initiatives as well as applications
to private funding bodies such as the Wellcome Foundation.
Murdoch currently hosts a number of high quality research facilities. In 2002, Murdoch University was
successful in attracting $600,000 from the Australian Research Council Linkage – Infrastructure
Equipment and Facilities Scheme for glasshouse facilities and growth chambers at the State Agricultural
Biotechnology Centre (SABC). Plant production is a major economic activity in Western Australia and
generates more than $4 billion per annum for national economy. To compete in world markets,
sustainable plant production is increasingly based on detailed scientific knowledge of plant genetics,
responses to pests, diseases, biotechnology and molecular biology. To support such knowledge, the plant
research community in Perth was in need of growth facilities for plant research and containment facilities.
In partnership with the University of Western Australia and with supplementary funding $496,000 this
facility was extended and commissioned as the “Joint Controlled Environment Facility for Research and
Development in Plant Biotechnology in Australia”.
Murdoch’s SABC will also house the first full proteomics facility in the State, and one of only four in
Australia. Proteomics is the study of the patterns of expression of proteins in cells, tissues, organs or
organisms in response to external stimuli. The facility enables research to go beyond genetic analysis, by
allowing researchers to look at the way a cell responds over time to environmental stresses and other
external influences such as non-genetic diseases. The SABC had some of the best genomics and
proteomics equipment in Western Australia, making it a central hub for biotechnology researchers.
Researchers from all four public universities will use the proteomics equipment, for a variety of projects
including testing the effect of changing pH levels on legumes and the patterns of protein expression in
Alzheimer's disease. The proteomics facility was funded by an Australian Research Council Linkage
grant in 2002.
Murdoch’s new United Nations Environmental Program (UNEP) Environmental Technology Centre will
enable WA to play a major role in the development and application of environmental technology. The
Asia Pacific UNEP Centre, will see Western Australia lead Australia in the field of environmental
technology - the fastest growing sector of the global economy. Murdoch’s Environmental Technology
Centre is the first of four global UNEP co-operation centres, with others based in Africa, Latin America
and West Asia. The UNEP will invest $1.2 million in the Centre, with the State Government putting in
$600,000, Murdoch University $150,000 and Alcoa $50,000. The environmental technology industry is

currently worth around $8 billion in Australia - a figure that is increasing by about 10 per cent a year. By
2011 the industry should be worth around $40 billion. The State should reap considerable benefits from
the UNEP Centre’s location. More than 50 environmental technologies have already been used in
building Murdoch’s existing Environmental Technology Centre
1.7 Providing a quality training experience for HDR students

Murdoch is committed to the recruitment of high quality Australian and international students and to
providing an exciting, vibrant, demanding, and excellent research training experience that takes place in
an environment of research active supervisors who have a good track record in successful and timely
completions. Murdoch is putting in place strategies to encourage more flexible research degrees as a joint
arrangement with industry or private sector partners so that the flow on of research graduates to
employment is augmented and that the diffusion of research and development outcomes is promoted to
the partners.
1.8 Attributes expected of research graduates

Murdoch has a well-defined set of expected attributes of research graduates, that extend those expected of
first-degree graduates. These are based on the ability to think, analyse, communicate clearly, and use
knowledge appropriately, to demonstrate good literacy and numeracy skills, and a commitment to
learning, leadership and social responsibility. Research graduates are expected to have: a higher level
capacity for critical, conceptual and reflective thought, greater intellectual curiosity, more technical
competencies, higher level knowledge in their field of specialisation, better research, discovery and
communication skills, more flexible problem solving skills and the capacity for team work and
independent work, and leadership.
The attributes can be summarised follows:
Generic Attributes of a Murdoch Graduate

Communication To demonstrate oral, aural, and writing skills of a high level, including
the ability to use electronic media and computers for report writing
and presentations.
Analysis and Problem Solving Ability to think clearly, critically and creatively when solving
problems to fuse experience, reason and training into considered
judgment.
Social Justice An acknowledgement of and respect for equality of opportunity, social
justice and social responsibility of the individual and the community,
in the light of awareness of one’s own values and the values of others
and the differences that exist.
Global Perspectives Ability to understand and respect the social, biological, cultural and
economic interdependence of global life.
Social Interaction A capacity for and understanding of teamwork, including the demands
of tolerance and mutual respect for others, resolving conflict and the
negotiation of outcomes.
In depth Professional Knowledge Use and maintain knowledge about a discipline, in terms of
theoretical, conceptual and methodological elements, striving
continually and independently to secure further knowledge and
understanding with appropriate ethical standards, and where
appropriate, defined professional skills.
Interdisciplinary To be aware of the interconnectedness of human knowledge and
acquire knowledge and understanding of fields of study beyond a
single discipline.

Research graduates are also expected to have an understanding of the importance of Intellectual Property
(IP) in the commercialisation process and to be aware of the relevance of IP in their own work. This is
fostered through annual commercialisation audits and training courses (See Section 6).
Graduate attributes have been reviewed by a working party of Academic Council and an implementation
plan is being devised. In the recent Academic Quality Audit by the NZ Universities Academic Audit Unit,
the University was specifically commended for the prompt attention paid by the Division of Science and
Engineering to implementing the seven graduate attributes.
2. FUTURE DIRECTIONS FOR RESEARCH AND RESEARCH TRAINING
2.1 Major Operational Priorities, Targets, Strategies and Outcomes

Murdoch’s overall approach is to bring about a broad change in its research culture. These priorities,
targets, strategies and expected outcomes to effect these changes are listed in the Operational Research
and Development Plan 2001 – 2003 (See Attachment 2). Whilst Murdoch encourages and supports
research excellence across the University, it has the following strategies to focus and suitably resource its
research efforts, some of which are already accomplished and some in train for future implementation.
These strategies aim to:
• Continue to assess and possibly amend recognised ARS (established and emerging) (responsible
for 80% of current research income) that will receive support from centralised strategic funds. The
ARS have strong research; large numbers of associated research active staff, research students and
postdoctoral fellows; significant external support from the academic, industrial, government or
commercial sectors; excellent prospects of employment for HDR graduates and significant
outcomes in terms of publications, reports and results of practical value to the community;
• Identify and support emerging areas of potential research on an ongoing basis. Other areas for
potential designation include atomic and surface physics and adaptive learning processes. There is
recognition that funding new or growing areas may be more cost effective than topping up our
current high profile areas capable of generating their own research funding, except where they
require seed funds for innovative projects that cannot be supported from other sources;
• Identify potential future research leaders and nurture these researchers;
• Support research active early career researchers;
• Encourage interdisciplinary strategic groupings of researchers, and assist collaborative research

across campus to form larger groups focussed on particular research issues. This will facilitate
sourcing large international funding agencies for R&D project grants that address complex
problems;
• Encourage collaboration in the focus areas with other quality R&D groups or individuals in
international or national tertiary institutions and the public and private sectors;
• Reward Murdoch’s internationally recognised researcher leaders. Some of these lead or are
members of Areas of Research Strength while others may work in small groups or largely alone
and be recognised in the Academy for Advanced Studies;
• Encourage the creation of an increasing number of research positions that are exclusively or
primarily for conduct of research;

• Provide incentives for passive researchers to improve their research profiles;
• Provide core financial support to major initiatives or applications for major infrastructure or
equipment by obtaining maximum leverage of University funds. Priority for University funds
provided to LEIF grants, Systemic grants, State government Centres of Excellence grants, Major
National Research Facilities grants and others is based on minimum return on investment of total
funds to the University. This ensures an optimal use of University funds;
• Ensure that research funding and resources are primarily distributed to ARS through the new
research-funding model. This model rewards research excellence, taking into account research
income and HDR completions as the major drivers and HDR load and publications as the minor
drivers in the resource allocation process;
• Provide a quality training experience for research students and to build our numbers gradually by
attracting quality applicants and providing the maximal number of scholarships. Careful selection
and matching of research students to supervisors with an excellent supervision record is in train.
Provision of separate professional development courses for research students and for supervisors
will continue;
• Diversify and increase discretionary income is a key strategic objective that will be facilitated by
increasing consultancies, increasing fee paying research students from overseas and managing
Murdoch’s significant IP base to bring projects to commercialisation. In addition commercial
ventures such as Murdoch College and the retirement complex of St Ives that form part of the
campus town plan will start to return discretionary funds to Murdoch within four years;
• Market Murdoch's research strengths thus improving its International and National profile;
• Ensure the promotions system for academics reflects the new emphasis on consultancies and
commercialisation;
• Continue to provide assistance for those HDR students and academic staff researchers from
identified equity groups that are prioritised by the University;
• Succession planning.
In short Murdoch is undergoing considerable and rapid change. It is committed to a future of strongly
focussed research and quality research training. The challenge for Murdoch is to achieve national and
international research excellence in a limited number of key areas that will shape the intellectual,
economic, social and ethical aspects of our future. Murdoch seeks to develop depth combined with a
flexible, open and adaptive approach to its research and research training priorities. The difficulties of
achieving these goals simultaneously are recognised, but such an achievement will be necessary to
achieve research and research training excellence in the future.
2.2 Plans to Enhance Future Research and Research Training Activities

As noted previously, the established ARS are to be reviewed by a committee every 3 years and emerging
ARS will be reviewed each year, with potential new areas assessed every 2 years. Likely future areas for
potential designation include atomic and surface physics and adaptive learning processes.
Murdoch University continues its strategy to grow the number of research students to 7% of total student
load by 2003 (new ORDP R16.5a). In 2002, the University enrolled 12,354 students (8,527 EFTSU) of
whom 603 (483 EFTSU) were doctoral research students and 95 (50 EFTSU) masters by research
students, representing 6.25% of the total student population. The emphasis during the HDR program is on

a high quality research experience with the production of theses to exacting international standards and
positive employment outcomes for students. Murdoch has produced a supervisor database to further
improve supervision matching for students.
The multi-disciplinary nature of Murdoch’s undergraduate and postgraduate programs, in conjunction

with its tailored supervision, has made Murdoch particularly attractive to mature aged students, many of
whom have considerable experience in the workforce. Demand for places from well-qualified applicants
continues to be high, however, the ability of the students to accept entry into a program of study is limited
by the availability of scholarships. Recognising this the University has strategies to assist students to
obtain financial support, which include providing additional, partial or fully funded scholarships from
internal and external sources. Murdoch actively seeks collaborative HDR training programs in which part
of the research experience is obtained externally in a commercial government or industrial setting with
joint supervision. The commitment to and success in improving the quality of HDR supervision and
research infrastructure for postgraduate students is monitored by surveys. These assess the satisfaction of
research experiences of postgraduate students (See Section 4).
2.2.1 Strategies for increasing completions

The funding framework for research and research training laid down by the Government in Knowledge
and Innovation reduced the importance of research student load and increased the importance of research
student completions as a driver of funding for research training. In response to this, and to studies that
show that there is a critical period (three to four years) after enrolment when students need special support
to ensure completion, Murdoch has undertaken a number of new initiatives to increase PhD completion
rates:
• Maximise the number of scholarships available. Murdoch’s surveys show that the completion rate
of full-time students is twice that of part-time students. If a good student who would otherwise
enrol part-time can be provided with a scholarship to enable that student to study full-time there is
twice the probability of the student completing the research degree. The R&D Board is therefore
endeavouring to increase the number of scholarships for HDR students. In 2002 Murdoch increased
scholarship awards by 13% compared to 2001, by the allocation of over 50% of the R&D Board's
strategic funding. In particular, 90% of scholarships were awarded in Areas of Research Strength,
and 89% of those with top up stipends. The total number of scholarships funded by DEST in the
form of an APA, APA (I) or IPRS was 38 in 2002. In addition Murdoch internal funding from the
R&D Board provided 45 scholarships;
• Provision of new “PhD Completion Scholarships” for up to 6 months, valued at up to $4,000 each.
The intention is to encourage students close to completion to work full time on their theses, and so
complete them earlier. 20 Completion Scholarships were offered in 2002;
• Murdoch intends to ensure that there is strong and active research training supervision. This will be
facilitated by “Supervisor Support Awards”, in which up to $2,000 per supervisor per year will be
awarded each year. These funds can be spent on any legitimate purpose that supports the research
student-supervisor relationship, including editorial support, buy-out of routine teaching or marking,
purchase of computers or software, etc;
• Murdoch will also run at least two professional development courses in research student
supervision per annum, and the above supervisor support awards will only be provided to
supervisors who have participated in a course within the previous three years;
• In order to encourage supervisors and students to approach business, government agencies and
other external organisations to help fund joint scholarships for research degrees, the R&D Board
has agreed to match funds raised on a dollar for dollar basis to a limit of $30,000.

2.3 Enhancing Linkages between Research and Teaching
Murdoch holds that the basis and quality of its undergraduate teaching is informed and improved by its
researchers either being teachers or interacting with undergraduate students in other ways. It provides
students with the message that knowledge acquisition and understanding is a continuing process and not
frozen at the time of their lectures. This is an important message for those undergraduates who then leave
to pursue futures that do not include further tertiary studies. In addition, however, such a knowledge of
Murdoch's research strengths may lead to the greater retention of students for honours years and then also
for research degrees.
A working group of the R&D Board addressed these issues and made a series of recommendations, which
were accepted by the Board. These recommendations are also incorporated into the ORDP 2001 – 2003
and include:
• The research of the University should be publicized more systematically to the undergraduate-level
students through the teaching curriculum;
• Our best undergraduate students who show an aptitude for scholarly work and research should be
nurtured. A letter of commendation should be sent to them pointing out the possibility of pursuing
further studies in a research area and the role of the honours degree in this process including
opportunities for summer vacation work in our research;
• The University should better emphasize its standing as a Research University in its promotional
material and advertising;
• The linkage between research and teaching and its importance is acknowledged formally by
enshrining it as part of the Strategic Plan’s research strategies;
• A series of awards has been established for excellence in research;
• The supervision of higher-degree research students to be properly acknowledged as a teaching

activity contributing to research training and due weighting of this activity to be taken into
formulation of teaching load;
• In discipline areas where a program-teaching load is marginal, but the discipline has a strong
research/research training capacity, and is contributing substantially to the research income of the
University, the University should consider the option of converting the discipline's role to one of
research/research training only.
2.4 Allocation of Research Training Places

Murdoch continues to attract high quality HDR students; it manages the allocation of research training
places principally through the application of rigorous merit-based admission standards and secondarily
through the strategic allocation of scholarships. The University had 28 gap places in 2002 and is
continuing to manage the distribution of these places so that they are phased out by 2004.
3. MANAGING RESEARCH PERFORMANCE

Murdoch has in place both a management structure and the financial controls to manage research
performance. Internal funding is allocated by a number of mechanisms and is primarily based on research
performance. (Mechanisms in place include planning processes, resource allocation mechanisms,
performance monitoring arrangements, benchmarking, incentives to reward research performance and

support for staff development). This area was extensively audited in the recent external quality audit3 that
concluded by noting:
"With its high reputation for teaching, MU's research strengths are sometimes
overlooked. For example, MU has a high percentage of staff with PhDs. Responding to
the research White Paper, MU carried out a thorough process for identifying major and
emerging research areas. Identified areas will receive more favourable attention for
internal funding and staff positions, and will attract differential support from federal
scholarship funds. MU is now considering how to continue to support researchers who do
not fall into either of these categories, and is contemplating the notion of an 'Academy'
for these staff. This is a creative idea, and MU is encouraged to work through it carefully
and to aim to be inclusive. Over time, some areas may wither, and/or the staff join other
groups, but it is essential for any institution to be selective in the areas it can support.".
3.1 Institutional Structure

Murdoch’s Senate and its subcommittees have the role of providing the policy framework and strategic
direction of the university and are ultimately responsible for the fiscal and financial management of the
university (See Attachment 3). On the practical level policy development, planning, monitoring and
revision are the remit of the Senior Executive with portfolio responsibility for the policy area (See
Attachment 4). The President of Academic Council has a management role in the development of
academic policy matters. Academic Council and its sub-committees have the role of developing,
planning, monitoring and revision of academic policy. To aid the monitoring process mechanisms and
audit procedures are put in place to ensure compliance. Revision of policy is either scheduled at the time
of approval or the need identified in the monitoring or audit processes. Murdoch’s structures and planning
processes in support of high quality research and research training are defined as follows:
• The key position for research and research training in the University is the Pro Vice-Chancellor
Research;
• The Division of Research & Development, reports to the PVC(R) and facilitates all aspects of
research administration including policy, grants, research degrees and scholarships, ethics,
intellectual property management, and the commercialisation of research;
• The R&D Board4, chaired by the PVC(R), is the senior policy-making body for research and
development. It also administers candidature for postgraduate research degrees and allocation of
postgraduate scholarships. It allocates research and development funds assigned to it by the Vice
Chancellor, (subject to any conditions the Vice Chancellor may specify). The Board’s purview
includes strategic, resource and academic matters related to research, and it has a strategically
framed budget (See Section 3.4);
• The Research Degrees and Scholarships Committee (RDSC), a standing committee of the Board, is
responsible for implementing policy on postgraduate student issues. The Chair is the Director of
Postgraduate Studies, who is Deputy Chair of the R&D Board and responsible to the PVC(R) for
research training;
3
http://www.murdoch.edu.au/vco/admin/reports/audit/section6.html
4
http://www.research.murdoch.edu.au/management/briefing.asp#3

• Each Academic Division has a Research Committee responsible to the Executive Dean for
Divisional responsibilities in research and research training, and a research coordinator responsible
for postgraduate support. Liaison processes between the R&D Board and Divisional Committees
have been strengthened and Chairpersons of the Divisional Research Committees attend R&D
Board meetings improving the two-way information flows;
• Executive Deans are responsible to the Vice Chancellor and Senate for fostering excellence in
teaching, learning and research throughout the Academic Divisions, including monitoring
performance outcomes and introducing strategies to improve performance, and oversight of the
development and performance appraisal stuff;
• The Office of Internal Audit provides independent review and appraisal of the adequacy and
effectiveness of the University’s managerial control of R&D, including the management of risk;
• The Academic Quality Audit Committee is responsible for ensuring the quality of the University's
academic offering including research and development.
3.2 Strategic and Quality Improvement Plan

The 1997-2002 Strategic Plan is consistent with the Knowledge and Innovation policy framework for
research and research training. This Plan seeks to provide an operating environment at Murdoch that
reflects its research oriented ethos and competitive advantages. The Strategic Plan provides the crucial
framework for the current and future operating environment for research within the University. It
provides: the institutional objectives for research and research training, arrangements to manage
intellectual property issues, and the commercialisation of research outcomes. Performances against the
objectives in the Plan are reviewed annually, and the University was commended in the Academic Audit
by the New Zealand Universities Academic Audit Unit for “compiling a coherent plan (Strategic Plan)
and related indicators”5.
3.3 Operational Research and Development Plan

In addition to the Strategic Plan, the Operational Research and Development Plan for 2001-2003 serves as
a comprehensive document for all research and development activities. It defines a new raft of KPIs
placed on each activity, and specifies the management level responsible for implementation, and the
reporting mechanisms as well as the management level ultimately responsible for the outcomes.
The ORDP 2001-2003 has identified clear areas of current research excellence, a process for identifying
emerging areas of research strength and methodology for continually monitoring and improving them.
The University was commended in the Academic Audit by the New Zealand Universities Academic Audit
Unit for its “research strengths in some areas, and MU’s identification of major and emerging research
areas”.
The ORDP provides for the detailed management of research and research training within the University,
which is a key component in achieving the University’s vision and mission.
5
Strategic Plan http://wwwadmin.murdoch.edu.au/planning/sqip/1997/

3.4 Current and Future Internal Funding
Murdoch devotes extensive resources to support its research effort. Total research related expenditure
(capital, labour, scholarships, etc.) in 2000, according to ABS returns, was in excess of $32 million.
The new funding model has been implemented in 2002. The University directed $8.1 million to the R&D
Board, in support of research and research training activities (inclusive of scholarships). In addition $4.3
million was allocated to the Academic Divisions on the basis of research performance. The distribution
(47% Research Income; 33% HDR completions; 10% HDR Funded Load; and 10% Publications) closely
reflects the weighted average of the Research Training Scheme and Institutional Grants Scheme factor
weightings. This method of distribution has been effective in signaling the importance of research
performance across the institution.
To facilitate the implementation of its strategic objectives, the R&D Board administers a small number of
programs in support of research ($3.5 million) that target:
• Research Excellence;
• Research collaborations and partnerships in Areas of Research Strength;
• Maintenance and development of key research facilities and infrastructure; and
• Seed funding for key strategic initiatives.
The University is required to report on the expenditure of its 2002 Research Infrastructure Block Grant
(RIBG) and the Infrastructure Grants Scheme (IGS) allocations.
3.4.1 2002 RIBG

Murdoch University received $1,507,000 under the RIBG scheme in 2002. The R&D Board (1998)
resolved that 12% of the Research Infrastructure Block Grant was to be provided to the Library.
The 2002 RIBG funds were allocated as follows:
Library $ 181,000
Academic Divisions $ 717,000
Research and Development Board $ 610,000
$1,508,000
The allocation to Academic Divisions was based on the research performance of each Division as
assessed by the Murdoch University Research Index (MURI), which closely mimics a composite of the
RTS and IGS . The Academic Divisions and the Library are required to report on expenditure against the
RIBG Guidelines to the Research and Development Board at the end of the year (See Attachment 5). The
Research and Development Board used RIBG funds to support strategic initiatives in the ARS (See
Attachment 6).
3.4.2 2002 Institutional Grants Scheme

Murdoch University received $3.96m in 2002 from the IGS in support of its research and research
training activities. In 2002, $1.05m was allocated to the Academic Divisions for general research
infrastructure support via a weighted index that reflected a composite of the IGS and RTS.
The remaining $2.91m was allocated to the Research and Development Board to support research and
research training initiatives on a competitive basis and in line with the University’s strategic objectives
for research centres, research scholarships, research grants and other research support.

3.5 Benchmarking
The University ensures high standards in research and research training by benchmarking its performance
against comparable Australian and international universities including Macquarie, Wollongong,
Newcastle, Tasmania, Flinders, Griffith, La Trobe and James Cook Universities. Murdoch has also
benchmarked its specific Areas of Research Strength against similar research areas both nationally and
internationally. For example, benchmarking of research in biology, biotechnology, and environmental
sciences against similar Schools at the University of Lancaster in the UK has been conducted since 1998.
Murdoch’s research productivity is also confirmed by its Australian rankings for KPIs, which show that
Murdoch outperforms other larger institutions. Although Murdoch ranks 28th in size based on academic
staff FTEs, when controlling for size, Murdoch’s ranking is 12th nationally. In terms of research outputs
there were 10 publications per 10 research staff FTE in 2001, and an average of 2 HDR student
completions per 10 academic staff FTE.
In 2002, a total of 1,083 commencing full fee-paying international students enrolled at Murdoch. This
figure included 249 postgraduate students, 232 of whom enrolled in postgraduate coursework degrees and
17 in research degrees. The average time to complete HDR students has decreased steadily from 5 years
in 1996 to 4 years in 1999, where it has remained relatively constant.
4. ENSURING A QUALITY RESEARCH TRAINING EXPERIENCE

Murdoch recognised the importance of quality assurance and the benefits of external verification through
external auditing of University performance. In April 2001, the New Zealand Academic Audit Unit6 was
invited to undertake an audit of the University. Murdoch was commended in many areas by the audit
team, and is actively implementing its recommendations.
4.1 Ensuring a Quality Research Training Experience

Murdoch University is strongly committed to ensuring quality in the research training experience by
mechanisms managed both by Academic Divisions and by the Division of R&D. The expectation is that
research students should be fully supported but challenged to adopt critical thinking, develop and test new
ideas and make a new and significant contribution to their field. They should be exposed to a range of
new concepts and challenges, and helped to adopt rigorous analysis and writing practices. On completion
of their studies, they should be fully equipped to carry out and lead research in their chosen fields.
Murdoch was commended in the Academic Audit by the New Zealand Universities Academic Audit Unit
for having in place “comprehensive and effective procedures…for postgraduate students,
particularly in relation to establishing research topics and appointing supervisors”.
The strategy for ensuring quality is detailed in the Strategic Plan. Murdoch aims to:
• attract and retain talented postgraduate research students and to provide high quality research
training and supervision;
• improve the quality of postgraduate supervision and the research infrastructure for postgraduate
research students.
Quality in the research training experience is based first on attracting high quality students into Honours
and PhD programs and then on supporting them in their studies; being responsive to their views and
needs; providing appropriate induction and training courses; providing top quality infrastructure, library
and computing facilities; monitoring progress of research; participating in seminar series; providing
opportunities to demonstrate in laboratory classes; providing training for research supervisors; providing
6
External Quality Audit Report http://www.murdoch.edu.au/vco/admin/reports/audit/

flexible and sensitive conflict resolution and counselling services; providing support for attendance at
national and international conferences and involvement in collaborative projects where possible; and
providing training in report writing. Special provision is made for International students in terms of
additional induction activities, assistance with accommodation, language and other personal support. The
operational strategies of the Strategic Plan in this area include:
• careful selection of students;
• careful matching of students, projects and supervisors;
• maintaining a register of supervisors;
• requiring a program of study, annual reports and milestones (substantial pieces of work) for each
student;
• clearly establishing responsibilities of students and supervisors;
• attract, retain and support students of high calibre;
• increase the number and value of internally and externally funded scholarships;
• preferential location of research students in areas of designated research strength;
• provide a University-wide induction for all new research students;
• provide training courses for supervisors;
• provide training courses for postgraduate research students;
• ensure that research students have access to adequate infrastructure and maintenance funds to
conduct approved programs of study;
• conduct surveys of postgraduate research student opinion;
• establish flexible and effective procedures to monitor, and where necessary intervene, to assist with
postgraduate research student progress;
• establish flexible conflict resolution procedures to resolve problems between research students and
staff;
• encourage every research student to present their research at a national or international conference
at least once during their candidature.
For each of these operational strategies the current performance is assessed against targets to maintain and
improve quality. All the Operational Strategies are monitored in annual performance reviews and have
targets set to maintain and improve the quality of research training at Murdoch University.
4.2 Current Performance

Current procedures incorporate the above Operational Strategies. In 2002, 49 internally funded and 25
externally funded research scholarships were offered. Of these, 90% of internally funded research
scholarships and 82% of externally funded research scholarships were concentrated in ARS. The high
level of industry involvement ensures that research is relevant to contemporary economic and social

needs. Up to three scholarships are awarded each year for entry for outstanding candidates without high
formal academic qualifications.
A University-wide induction for all new research students is conducted annually and complements
induction activities provided by the Academic Divisions. Murdoch International makes sure that
International research student needs are fully addressed, with a comprehensive induction program over 1-
2 weeks, depending on the students’ circumstances and time of arrival.
Academic Divisions are required to monitor and report on the resources provided to HDR students,
including maintenance funds, conference travel, access to research space, desks, computers,
communications, photocopiers, equipment and facilities, and other specific requirements.
Monitoring of research student progress is based on a constantly improving Annual Progress Report,
which includes reporting research progress, problems, planning and milestones.
All HDR students are surveyed about the quality of supervision. Surveys are conducted by the Teaching
and Learning Centre (TLC) and reported to Research Degrees and Scholarships Committee (RDSC)
(results of surveys are presented in the next section). Annual training courses are conducted for early
career supervisors and experienced supervisors. Annual generic skills training courses are conducted for
research students at no cost to the students. Courses are usually assessed. They include health and safety
courses, report and thesis writing courses, computing/word processing/PowerPoint/web courses,
specialised courses on specific topics (eg bioinformatics, molecular biology and gene mapping),
IP/patenting and commercialisation skills, and assistance to find employment.
The R&D Board provides travel funds up to $3,000 per student during their candidature to support
conference participation.
The University’s research training performance has steadily improved, with average completion times
decreasing from 54 months in 1997 to 47 months in 2002.
4.3 Responses to Surveys on Research Training Experiences at Murdoch

Surveys of existing students, non-completing students and focus groups are regularly conducted at
Murdoch. A major strength and competitive advantage of Murdoch University in research training is that
it encourages multidisciplinary research and intellectual freedom. The TLC survey of research students in
2002 shows that 85% of students consider that Murdoch University achieves its educational objectives.
The students know what is expected of them (88 %), are helped to follow their own independent ideas
(92%), interpretations (90%), new areas of knowledge (81%) and choose their own theoretical context
(90%). Murdoch University encourages professional development, including development of work-
related skills. Students opinion shows that their research training has developed their critical thinking
skills (88%), professional skills (92%) and extended them intellectually (93%). Regarding supervision of
research, 92% strongly agreed or agreed that they are satisfied with the quality of supervision for their
research.
A number of options are being considered for the collection and reporting of employment outcomes for
HDR students including the development of an employment survey and the reporting on performance in
School Reviews.
Divisions Report annually to the RDSC on their provision of resources to students. A creditable 68% of
students were satisfied that there was appropriate financial support for their research.

5. COLLABORATION AND PARTNERSHIPS
As articulated in the Strategic Plan, the University actively seeks to expand and promote strong and
vibrant links with industry, government and other research users and providers at the local, national and
international level. These objectives are summarised as follows:
• To increase Murdoch’s external funding base for research;
• To develop links with key external research funding agencies;
• To foster links with industry, commerce, government agencies and other universities in mutually
important research areas with a view to generating increased research funding;
• To increase the commercialisation of research and improve the management of consultancies (See
Section 6).
There is clear evidence that successful implementation of these strategies by Murdoch has provided an
environment that fosters supportive relationships and partnership with business, government and other
organisations. These relationships are expressed through a number of initiatives including the Cooperative
Research Centres (CRCs); cross-disciplinary and cross-institutional centres; collaborative grant
applications; and partnership with industry—including incubation of companies.
The University develops supportive relationships with strategies that include:
• development of relationships with key external research funding agencies;
• fostering partnership with industry, government agencies and other universities;
• making industry, commerce, government agencies and other universities more aware of Murdoch’s
research capacity;
• provision of space and facilities for major collaborative research centres;
• developing strategically important areas of research with the capacity to develop effective links
with industry, commerce, government agencies and other universities in Australia and overseas;
• enhancing the Murdoch University and Industry collaborations to encourage industry to provide
funding for collaborative research projects;
• provision of support and training to academic staff in preparation of applications for funding and
consultancies;
• effective management of a proposed dedicated commercial arm via the Industry Liaison Office for
managing and supporting research consultancies and commercialisation opportunities.
Murdoch’s early commitment to partnerships with industry and other institutions enabled it to take
immediate and early advantage of new government collaborative initiatives such as: the CRC Program,
The Australian Research Council Linkage Program, State Centres of Excellence and various technology
diffusion schemes. Murdoch University currently hosts a Co-operative Research Centre, and in 2002 was
a core partner in 4 others. Murdoch has been awarded seven State funded Centres of Excellence grants.
Further evidence of this approach to collaborative R&D is seen by Murdoch’s success in attracting 34
ARC Linkage grants in the last 3 years, increasing international funding by 95% and total research
income by 60% over the last five years.

5.1 Contributions to the National Research Priorities
Murdoch has identified nine ARS in line with Government Policy and need for the University to focus its
research effort into areas where it can achieve leadership and a sufficient concentration of resources,
including staff, to support long term collaborative research programs containing areas of national and
international significance. Many of Murdoch’s ARS fall naturally into the four national priority areas as
follows:
5.1.1 An Environmentally Sustainable Australia

Three of Murdoch’s nine areas of research strength contribute to its capabilities in this national priority
area. They include:
• Agricultural and Veterinary Biotechnology;

• Technologies and Policies for Sustainable Development;
• Terrestrial and Aquatic Ecosystems Management and Restoration.
This ARS area encompasses a number of nationally recognised research centres that address many of the
priority goals related to water, soil, transportation and biodiversity. This priority area includes the
following centres:
• The Environmental Biotechnology Cooperative Research Centre (EB CRC);

• The Australian Co-operative Research Centre for Renewable Energy (ACRE) and its proposed
successor Sustainable Energy Research Institute (SERC);
• The UNEP International Environmental Technology Centre (IETC);
• The Centre of Excellence in Organic Waste Management (COWM);
• The Murdoch University Energy Research Institute (MUERI);
• The Centre for Bioinformatics and Biological Computing; and
• The Institute for Sustainability and Technology Policy (ISTP).
5.1.2 Promoting and Maintaining Good Health

Murdoch researchers within and across a number of fields of study contribute to the goals of this priority
area as they relate to: (1) a healthy start to life; (2) ageing well; (3) preventative healthcare. Murdoch’s
interdisciplinary approach to health, and health related research is expressed primarily through two Areas
of Research Strength: (1) Agricultural and Veterinary Biotechnology; and (2) Social Change and Social
Equity.
The research centres and institutes in this national priority area are as follows:
• The Western Australian Biomedical Research Institute;

• The Centre for Biomolecular Control of Disease (CBCD);
• The Centre for Clinical Immunology and Biomedical Statistics (CCIBS);
• The Centre for Bioinformatics and Biological Computing (CBBC);
• The WA State Agricultural Biotechnology Centre (SABC);
• The Centre for Learning, Change and Development;
• The Institute for Social Programme Evaluation.
5.1.3 Frontier Technologies for Building and Transforming Australian Industries

With a history of industrially focused research and development in Western Australia, Murdoch’s ARS in
Hydrometallurgy and Agricultural and Veterinary Biotechnology have delivered significant technology
driven productivity gains to existing industries in Mining and Agriculture and delivered new and
innovative products to the high technology industries in, for example, Biotechnology and Renewable
Energy. The Research centres involved in this priority include:

• The A.J. Parker Co-operative Research Centre for Hydrometallurgy;
• The Australian Co-operative Research Centre for Renewable Energy;
• The Australian Sheep Industry Cooperative Research Centre (Node);
• The Cooperative Research Centre for Cattle and Beef Quality (Node);
• The WA State Agricultural Biotechnology Centre (SABC);
• The Western Australian Biomedical Research Institute (WABRI);
• The Centre for High-throughput Agricultural Genetic Analysis (CHAGA);
• The International Environmental Technology Centre (IETC).
5.1.4 Safeguarding Australia

Murdoch’s expertise in this area relates to the priority goal of protecting Australia from invasive diseases
and pests. In the Agricultural and Veterinary Biotechnology Area of Research Strength, the Parasitology
Research Section is actively engaged in the taxonomy, epidemiology and control of parasites of
significance to animal and human health, especially zoonotic and wildlife diseases, through the use of
molecular tools. Research centres involved in this priority area include:
• The World Health Organisation Collaborating Centre for the Molecular Epidemiology of Parasitic
Infections.
5.2 Cooperative Research Centres

A major aim of the Commonwealth funded CRCs is to promote high quality collaborative research
between Australian institutions and industry. In 2002 Murdoch hosted two of these prestigious centres:
5.2.1 The Parker Centre for Extractive Hydrometallurgy

The multiple award winning Parker Centre, established in 1992, has been supported for a second seven-
year period from 1999, with grant funds of $18.5 million. The Centre has a compliment of 75 full-time
equivalent (FTE) research staff and 44 HDR students. The total resources for the Centre over its grant life
total $109 million. It recently passed a successful second year review.
There are two approaches to the extraction of metals from minerals: hydrometallurgy (using solutions)
and pyrometallurgy (using high temperatures). Hydrometallurgy plays an essential role in the processing
of many mineral products including alumina, gold, zinc, nickel, copper, uranium, manganese dioxide (for
batteries), salt and titanium dioxide (for paints). The research needs of the different commodity areas vary
considerably. For this reason, the Centre has different research programs, devised in consultation with
industry, for the three main areas of alumina, gold and base and other metals. Hydrometallurgy plants are
very capital intensive and generally have a long life. The research focus of the Centre is, therefore, to
work collaboratively with industry in the optimisation of existing plants, rather than develop new
processes. The purpose of the optimisation is to maximise efficiency and yield, while minimising the
processing costs.
This CRC exemplifies the enthusiastic collaborative spirit with other universities, industry, State and
Federal Governments. The other university partners include Curtin University of Technology and The
University of Queensland. The government partners include the CSIRO Division of Minerals, and the
WA Department of Minerals and Energy. It is the leading Centre worldwide in this field and includes the
following industry partners: Acacia Resources Ltd, Australian Mineral Industries Research Association
Ltd, BHP Research & Technology Development, Comalco Aluminium Ltd, Nabalco Pty Ltd, Normandy
Mining Ltd, Pasminco Ltd, Queensland Alumina Ltd, Resolute Ltd, Technology Resources Pty Ltd,
WMC Corporation Ltd and Worsley Alumina Pty Ltd.

5.2.2 The Australian Cooperative Research Centre for Renewable Energy (ACRE) Pty Ltd
The Centre was established in 1996 with funding to 2003. It has an average CRC funding of $1.6 million
per annum, for a total of $10.3 million in total resources per annum. The Centre has a compliment of 50
FTE research staff and 16 HDR students.
ACRE does research in four clearly defined and linked programs: Power Generation, Energy Efficiency,
Energy Storage and Power Conditioning. These are all essential elements of efficient and cost-effective
renewable energy delivery systems. The research focuses on a number of sources of energy including:
photovoltaic, solar-thermal, electric windows and wind. These four research programs feed into a fifth
and unifying program, Systems Optimisation and Integration. Out of this program a Demonstration
Program was developed, which links research to commercialisation and marketing, specifically in the
Asia/Pacific Region. The Education and Training Program has a strong industry focus. A Strategic
Planning and Market Assessment Program provides ongoing feedback and monitoring of competing
technologies.
The Centre is widely supported by industry with partners including Integrated Technical Services Pty Ltd;
ZBB Technologies (Australia) Ltd; Westwind Turbines Ltd; Western Power Corporation; Silicon
Technologies Australia Ltd; Energy Australia; Australian Inland Energy; Powercorp Pty Ltd; Power
Search Ltd; Industrial Research Ltd (NZ); and ANUTECH Pty Ltd. The other university partners include
Northern Territory University; Curtin University of Technology; Queensland University of Technology;
University of Newcastle; The University of New South Wales; University of Technology, Sydney; and
The Australian National University. Government partners include the Power and Water Authority,
Northern Territory, and the CSIRO, Division of Applied Physics. It also includes the Centre of
Appropriate Technology (CAT) Inc.
5.3 CRC – Murdoch Node Involvement

Murdoch is also involved as a node in the following CRCs.
5.3.1 The CRC for Sustainable Tourism

This CRC is focused on developing a dynamic, internationally competitive and sustainable tourism
industry, through delivering innovation and strategic knowledge to business, community and government
to enhance the environmental, economic and social sustainability of tourism. It is a collaboration of 13
universities Australia wide; Tourism departments or authorities in Queensland, New South Wales,
Western Australia, the Australian Capital Territory, Victoria and Tasmania; and industry including
Tourism Council Australia Ltd, and the Australian Federation of Travel Agents Ltd. The Centre was
established in 1997 for 7 years with an average CRC funding of $2.1 million per annum, for a total of
$12.8 million in resources per annum. It has 30 FTE staff and 46 HDR students. The CRC for Sustainable
Tourism recently established a joint venture partnership with Green Globe Asia Pacific to deliver
sustainable tourism and expand research opportunities in the Asia Pacific region.
5.3.2 The CRC for Molecular Plant Breeding (CRCMPB)

The core partners of this CRC are the University of Adelaide, South Australian Research and
Development Institute (SARDI), Southern Cross University, Department of Natural Resources and
Environment (Victoria) and International Maize and Wheat Improvement Centre (Mexico). Murdoch
researchers, working in the SABC, form the major part of the Western Node of this CRC, together with
the University of Western Australia and WA Department of Agriculture. Murdoch researchers are the
major R&D research providers for development and implementation of molecular markers for the WA
wheat and barley improvement programs at the University’s State Agricultural Biotechnology Centre.
This work is part of the National Wheat and Barley Molecular Marker Programs (funded by GRDC).

The focus of this CRC is to develop and implement molecular tools for plant breeding to improve wheat,
barley and pasture crops. The CRCMPB was established in 1997 with an average CRC funding of $2.7
million per annum, with $10.6 million in total resources per annum. The major outcome of the Centre will
be to ensure that Australian cereal and pasture grass breeding is internationally competitive. The Centre
has 89 FTE research staff and 30 HDR students.
5.3.3 Australian Sheep Industry CRC

Murdoch University is a participant of the Australian Sheep CRC through strong researchers in the
School of Veterinary Science. This CRC is designed to have an immediate and ongoing impact on
profitability of the sheep industry. Consumer requirements for both sheep meat and wool will be defined
and strategies will be developed to help producers consistently provide quality products that are sought by
consumers. To achieve this the CRC has established four research, technology transfer and education
programs.
5.3.4 CRC for Cattle and Beef Quality

Murdoch University is a participant of this Centre with core partners from the University of New
England, CSIRO, NSW Agriculture and the Queensland Department of Primary Industries. The major
programs of this CRC are in Meat Science, Genetics, Growth and Nutrition, Health and Welfare, Feedlot
Waste Management and Education. The principle objectives are: to develop molecular and quantitative
genetic technologies to breed cattle suited to new markets; to design novel feeding and management
strategies to achieve meat quality objectives in Australia's difficult environments; to address and resolve
major constraints to intensive beef production by eliminating health and welfare concerns and reducing
environmental pollution; to develop an understanding of the economic relationships in the cattle and beef
industry, the predictive framework necessary to evaluate new beef technologies and to assess broad
community issues such as land and water use and long-term industry sustainability. The Centre was
established in 1999, the average funding for the CRC program is $2.5 million per annum, with $10.9
million per annum in total funding. The CRC has 90 FTE researchers and 70 FTE technical support
personnel. Murdoch’s primary involvement is through the SABC and the School of Veterinary Science.
5.4 WA State Government Centres of Excellence for Industry-Focused R&D

WA State Government funding from the Department of Industry and Technology supports seven Centres
of Excellence for Industry Focussed R&D.A condition of such funding is that the centres must be
collaborative, involving at least one other organisation, with identifiable practical benefits to the Western
Australian economy. The centres located at Murdoch in 2001 are as follows:
• WA State Agricultural Biotechnology Centre (SABC) -2 awards;

• The Western Australian Biomedical Research Institute (WABRI);
• The Centre for High-throughput Agricultural Genetic Analysis (CHAGA);
• The International Environmental Technology Centre (IETC);
• The Centre for Organic Waste Management (COWM);
• Intelligent Process Operations Management (iPOM);
• Australian Centre for Renewable Energy (ACRE-Lab).
5.5 Inter-institutional Centres Located at Murdoch or with Murdoch Participation
• Centre for Atomic, Molecular & Surface Physics (CAMSP);

• Centre for Labour Market Research (CLMR);
• Centre for Federal and Regional Studies;
• Centre for Research for Women (CROW);
• Centre for Clinical Immunology and Biomedical Statistics (CCIBS);
• Centre for Biomolecular Control of Disease (CBCD);
• Centre for Rhizobium Studies (CRS);

• Australian Centre for Necrotrophic Fungal Pathogens (ACNFP);
• Centre for Bioinformatics and Biological Computing (CBBC);
• WA State Agricultural Biotechnology Centre (SABC);
• Centre for Legumes in Mediterranean Agriculture (CLIMA);
• Housing and urban research Institute of Western Australia.
5.6 Collaborative Industry, Public Sector and Joint Funding of Research

All of the above CRCs and centres have collaborative links with industry. This increased involvement is
reflected by Murdoch University's steady increase in industry funding as a proportion of total income
from 22% in 1995 to 26% in 2001.
5.6.1 Public Sector Funding

Over the last five years the University has received more than $12 million of 'Public Sector' funding
through research consultancies and the WA Centre of Excellence Program.
5.6.2 Industry and Other Funding

The close collaboration with industry is demonstrated by the investment of 'Industry and Other' funding
of more than $25 million in the last five years.
5.6.3 University – Industry SPIRT/Linkage Grants

Murdoch strength has always been in SPIRT/Linkage Grants (See Section 6). Over the last three years
Murdoch has been successful in obtaining 27 SPIRT grants. Its strategy is to focus on strong research
projects with productive commercial outcomes. Murdoch’s target is to increase its number of Linkage
grants by 10 per cent and other industry projects by 20 per cent each year. This will provide both
researchers and research students with openings to further their experience in and knowledge of leading
edge and outcome-oriented projects.
5.6.4 Australian Research Council (ARC) LIEF Grants

ARC LIEF grants support major items of infrastructure, and must involve inter-institutional collaboration.
Murdoch has been a partner in 29 successful LIEF/RIEF applications, involving all four public
universities in WA, universities interstate and other organisations including the WA Department of
Agriculture, Biowest Pty Ltd and Biogenetics Pty Ltd. Interstate collaborations include the following
universities and organisations: Melbourne, La Trobe, Monash, Deakin, Macquarie, CSIRO, GRDC and
the Australian Institute for Nuclear Science and Engineering (AINSE). Areas of Research Strength at
Murdoch University that have been particularly successful in obtaining ARC RIEF funding include: the
Parker Centre, plant and animal groups in the SABC, Physical Sciences, Biological Sciences and
Environmental Sciences. The Asia Research Centre, the School of Education, and the Institute have
obtained other significant research income for Sustainable Technology and Policy.

Case Studies of Collaborative Research
• The State Agricultural Biotechnology Centre (SABC)

The State Agricultural Biotechnology Centre, based at Murdoch University, is the major centre for
agricultural biotechnology in WA. The SABC holds two State Centre of Excellence awards and is the
only centre in WA on the Federal Government’s list of top 50 research centres. The former Deputy
Premier, Mr Hendy Cowan, chairs its Management Committee. It provides $6.5 million state-of-the-art
facilities in molecular biology and was used by 145 researchers from 12 different organisations in 2001 as
a “research hotel” to provide high quality facilities to many different groups in a cost effective and
resource efficient manner. Researchers are involved with 2 CRCs, 3 national research programs and major
collaborative equipment applications. The SABC has attracted research groups to relocate from the
eastern states and funding from national bodies (eg Rumen Biotechnology Group, Australian Centre for
Necrotrophic Fungal Pathogens and the Centre for High Throughput Agricultural Genetic Analysis). The
SABC acts as an incubator for start-up companies, such as, Biowest Pty Ltd, Biotest Pty Ltd, Grain
Biotech Australia Pty Ltd, Saturn Biotech Pty Ltd, Proteomics International Pty Ltd and Paragen Pty Ltd.
Within Murdoch, the SABC has close collaborative ties and joint staff with the Centre for Bioinformatics
and Biological Computing. The SABC has been very positively reviewed by out of state experts and it
also received very favourable comment in the Technology and Industry Advisory Council Report
“Biotechnology West”, which noted the success and strategic importance of the SABC to WA.
• The Separation Science and Engineering Group (SS&E)

Linked to the SABC is the new chemical analysis instrumentation facility located at Murdoch’s
Rockingham campus. The SS&E Group was started at Murdoch in 2000. Through this Group, Murdoch is
the authorised Customer Education Providers for Agilent Technologies in Australia and New Zealand, for
state of the art chemical instrumentation. In addition the Group collaborates with Agilent on a range of
R&D activities. The SS&E Group is already heavily involved with a range of R&D projects with
companies and Murdoch research groups. For example the SS&E Group has initiated projects with SABC
researchers to develop biotechnology separation and fingerprinting techniques.
5.7 International collaborative links and exchange programs

Murdoch University, the WA State Government and the United Nations Environmental Program (UNEP)
have established the International Environmental Technology Centre at Murdoch. The Centre brings
together the wide range of expertise at Murdoch that can be harnessed for research, consulting and
training in this multidisciplinary area. Plans are in place for major international conferences under
UNESCO sponsorship together with high-level visits from UNESCO personnel to develop the detailed
cooperation program.
In 2002 Murdoch University entered into agreement to foster bilateral co-operation in Bio-informatics
and Biological Computing with the Multimedia Development Corporation, Malaysia.
Also in 2002, the university formed international collaborative links with the Sarawak Government,
Malaysia, valued at $800,000 to provide water management guidelines. The potential and commercial
“spin off” of this agreement will continue to strengthen its research and teaching capability in this region.
Research collaboration with countries in Europe, Asia, Southern Africa and USA continues to build with
a seven-fold increase in the last five years. Murdoch University has developed important links with 73
institutions throughout the world. Of these, 33 are for the purposes of student exchange, 32 for academic
and research collaboration and 8 for the teaching of Murdoch programs offshore. The academic and
research collaboration partners are located in Bangladesh, China, Germany, Hong Kong, Indonesia, Italy,
Japan, Kenya, Korea, Malaysia, South Africa, South Korea, Taiwan, Thailand, Turkey, USA Uruguay and
Vietnam. Many of these linkages also allow for HDR student and staff exchanges to occur. By continually

expanding its international links, Murdoch is developing an increasingly global outlook among its staff
and students.
6. INTELLECTUAL PROPERTY, CONTRACTUAL ARRANGEMENTS AND

COMMERCIALISATION
6.1 Intellectual Property Commercialisation

Murdoch has always been involved in commercialising its R&D. Since its inception in 1975, Murdoch
has worked to patent and exploit discoveries arising from its research (See Attachment 7). Moreover, the
University has been significantly more successful in conducting commercially oriented research than it
has in conducting basic research. Since 1998, the University has been twice as successful in attracting
ARC Strategic Partnerships with Industry—Research and Training Scheme Grants than it has with
attracting ARC Large Grants (See Figure 2).
Figure 2. ARC SPIRT versus LARGE Grants
3.00%
Proportion of Murdoch to Total Grants (%)
2.50%
2.00%
1.50%
1.00%
0.50%
0.00%
1999 2000 2001 2002
Proportion of Discovery Grants (No.) 1.13% 1.04% 1.18% 0.42%

Proportion of Discovery Grants ($) 0.95% 0.89% 1.07% 0.84%
Proportion of Linkage Grant s (No.) 1.56% 1.68% 2.05% 2.81%
Proportion of Linkage Grant s ($) 1.65% 1.91% 1.94% 2.17%
Murdoch has made a clear ongoing commitment to pursue the commercialisation of its R&D in the
Strategic Plan by the following strategies:
• To develop awareness of commercialisation and enhance skills needed for effective

commercialisation among researchers;
• Actively seek out commercial opportunities within the University by seeking licensing
opportunities arising from R&D and early stage opportunities requiring seed capital to facilitate
R&D;
• Develop incentives to commercialise R&D outcomes and for shifting focus of research into areas
that may deliver commercial outcomes;
• Develop structures which may provide internal support for commercial funding; and
• Allocate funding in support of commercialisation.

There are a number of routes by which the commercial sector can obtain access to, and benefits from the
intellectual assets created at Murdoch:
• Publications and the free interchange of ideas and information through seminars and other forms of
informal communication;
• Education and training for company personnel;
• People transfer, including the recruitment of former students, researchers and staff by companies
and the secondment of staff both into and out of the science base;
• Consulting, contract and collaborative research for industry;
• Assignment of intellectual property;
• Licensing of intellectual property, where the University retains ownership;
• Exploitation of IP through wholly owned or joint venture spin-out companies.
While there are many way of delivering economic benefits to industry, including joint ventures, informal
or semi formal cooperative arrangements and other non-proprietary agreements, two forms of
commercialisation—licensing and the creation of spin-off firms—provide the clearest path to the greatest
industry/economic benefit through new and established industries.
Murdoch’s Commercialisation Strategy attempts to match innovative commercialisation project

opportunities at various stages of development with the business and investment interests of the private
sector (See Attachment 8). This approach is characterized by three broad approaches: assignment;
licensing; joint-venture spin out companies. The risk to reward ratio changes through these models as
follows (See Figure 3). Murdoch seeks to maintain a balanced IP commercialisation portfolio, with the
most commercialization activities occurring through assignment and licensing with selective projects
moving through to spin-out joint venture companies.
Figure 3. IP Commercialisation Models: Risk versus Reward

REWARD RISK
IP in exchange for
equity in a
spin-off business
Licensed for some cash and

percentage returns in the future
Sold in return for research cash up-front

Further to the review of the University’s Intellectual Property (IP) policy and related guidelines noted in
the 2002 Report (See Attachment 9), the University is also currently reviewing its Intellectual Property
Statute (number 18). This will ensure full compliance of the University’s IP regime with the National
Principles, and the overarching legal framework. The review of both Policy and Statute together will
provide a more robust framework for managing and commercialising IP, ensure greater staff and student
certainty about IP ownership in the University context and provide a clearer range of incentives for
originators.
The University’s objective for Intellectual Property is: to facilitate the development, protection and
commercialisation of intellectual property from innovative research. Performance indicators with
annual reporting include: the number of commercial projects initiated, number of patents filed, number of
technologies licensed, number of spin-off companies registered, research income from Australian
business, and research income from Australian business as a percentage of total research income.
The University has established two bodies to achieve these objectives – the Industry Liaison Office (ILO)
within the Division of R&D, and The University Company Pty Ltd (ACN 009 171 386), or UNICO, as it
is known. The ILO has two key functions. The first of these is to link Murdoch University researchers
with industry partners to exploit commercial opportunities arising from research, while the second role of
the ILO is to provide legal and contract management support, for these commercial alliances as well as
for the University itself, particularly with regard to its research functions. As an incorporated entity,
UNICO is well placed to build on the University’s research strengths by entering into strategic
commercial partnerships with and thus sourcing funding from, industry. Together, these two areas are
responsible for maintaining links with industry, identification of potential commercial partners, provision
of business advice and strategic planning, legal support and drafting, IP protection advice and
management, and marketing assistance for the Division of R&D.
To assist in identifying potential areas for IP protection and research commercialisation, Murdoch has
employed independent consultants, to undertake a Commercial Opportunity Audit each year (See
Attachment 10). Further strategies to manage consultancy, collaborative research, subsidiary companies,
commercialisation and education and training are outlined below.
To develop awareness and enhance commercialisation skills an externally presented three-day course is
delivered annually to complement the regular in house presentations on good practice in IP protection and
commercialisation. These courses are targeted at both research students and academic staff. Additional
funds from the Division of R&D are being allocated to support commercialisation, retain expert advice,
fund these commercialisation courses and commercialisation audits, and support viable commercial
projects.
Notable commercialisation-based successes in 2003, include the University’s subscription to the

SciVentures pre-seed fund, and the entering into a Memorandum of Understanding with a Western
Australian superannuation fund. The terms of the latter will see the superannuation fund (via a trust
arrangement between the University and the fund) invest in selected University projects demonstrating
strong commercial potential over 10 years, for a return on the fund’s investment upon commercialisation
of the project. Both of these initiatives will secure ongoing sources of funding to help the University, via
the ILO, identify and then support its most promising research to commercial outcomes. Murdoch’s
involvement in these initiatives demonstrates a creative, and prudent, approach by the Division of R&D,
to secure funds for commercialisation of the University’s research.

Case Study: SciVentures Pre-Seed Fund
Under the Federal Government’s Pre-Seed Fund program, set up as part of its “Backing Australia’s
ability” initiative, Murdoch subscribed to SciVentures Pre-Seed Fund in September 2002. The Pre-Seed
Fund program provides venture capital to assist universities and other public sector research organisations
to commercialise their early stage discoveries and create new business opportunities. Murdoch has
committed $500,000 over 10 years to the Fund. This subscription will bring two main benefit streams to
the University. The first of these will be a return of revenue on that commitment over the life of the Fund
that can then be used to further resource the University’s R&D and commercialisation efforts. A second
benefit to Murdoch from its association with the Fund is that Murdoch can apply to SciVentures for
SciVentures to invest in Murdoch’s own “pre-proof of concept” research discoveries. The investment
funds provided by SciVentures will be used for further R&D of the project to “proof of concept stage”
and beyond, market assessments, patenting and legal fees. The three stages of funding offered by
SciVentures are designed to take a pre-proof of concept project to market, by way of spin-out company,
trade sale or licensing arrangement. To date, Murdoch has submitted one application to SciVentures
seeking investment funding for the Cryptosporidium diagnostic project. A second application (dealing
with a novel approach to overcome parasite resistance in livestock) will be submitted shortly.
Murdoch’s involvement with SciVentures both as an investor and investee will ensure a return of funds to
the University from its investment in Australian public sector research generally, and the
commercialisation of its own research.
Murdoch has formed 6 subsidiary research based companies:
• The University Company Pty Ltd (ACN 009 171 386), incorporated in 1973 to encourage and
commercialise research and innovation by the University;
• Am-Si Pty Ltd (ACN 009 443 047) incorporated in 1995 to research and develop amorphous
silicon solar cells for commercialisation;
• MS Biotechnology Pty Ltd (ACN 093 647 655) incorporated in 2000 to develop a diagnostic test
and vaccine against multiple sclerosis;
• Rumen Biotech Pty Ltd (ACN 095 735 863) incorporated in 2001 to develop a novel approach to
nematode control in sheep by using bacteria that produce toxins specific to these parasites;
• Botanical Resources Pty Ltd (ACN 009 244 160) incorporated in 1987 to develop and
commercialise a mallee plant variety for re-vegetation of marginalised regions that yields high
quality oil for pharmaceutical and industrial applications;
• Paragen Pty Ltd (ACN 101 213 405) incorporated in 2002 to develop and commercialise a vaccine
against fleas affecting domestic dogs and cats, and a diagnostic test for flea based allergic
conditions in companion animals.
The performance indicator target is to establish one subsidiary company every year. In addition to
companies in which Murdoch has equity, the University also hosts a cluster of companies that use its
facilities and pay a commercial rent for space at the SABC or elsewhere, some of which have been
established by former Murdoch researchers. These include Biotest Pty Ltd, Grain Biotech Australia Pty
Ltd, Saturn Biotech Pty Ltd, Proteomics International Pty Ltd and Ozgene Pty Ltd.

6.2 Consultancy
The major objective for consultancy is: to increase the contribution of Murdoch’ consulting activities to
the level of external research income and the level of external reliance on Murdoch expertise. During
2002, the University earned over $1.8 million from consultancy activities. Murdoch academics provide
consultancy services either through the University, UNICO or privately. The University has revised its
consultancy guidelines establishing a formal process to regulate these activities, to minimise potential
risks and set up a database record of all consultancies. In addition the Division of R&D has set up a
research capability database for external companies or organisations interested in using Murdoch
consultants to access. The aims are to increase consultancy activity and income, identify and record all
University-related consultancies. The performance indicators include: consulting income, research
consulting income, consulting income as a percentage of total research and consultancy income, research
income from Australian Business, and its percentage of research income.
Strategies to achieve the objective include regular seminars on consulting policy and guidelines, actively
seeking opportunities for research consultancies, promoting Murdoch’s capabilities in key areas via
targeted promotional material, and due recognition of researchers who mostly consult in the promotion
process and internal funding model. University Senate Approval has been granted, and funds have been
allocated to establish a dedicated company structure to provide administrative, financial, legal and
marketing support to the University’s consulting capabilities. Such an approach will further advance
Murdoch’s consulting capabilities, and income generation.

PART B
7. AREAS OF RESEARCH STRENGTH
Research Students (EFTSU) in 2002
HDR students
All HDR commencing2 in
students1 2002
(EFTSU) (EFTSU)
All research
- by research cluster3
Science & technology 156 34
Health & medical research 77 26
Arts, humanities & social sciences 300 76
Total - All research 533 136
Areas of research strength4
Agricultural and Veterinary Biotechnology 68 17
Contemporary Asia 23 4
Hydrometallurgy 15 1
Social Change and Social Equity 41 12
Technologies and Policies for Sustainable Development 65 15
Ecosystem Management and Restoration 48 11
Interactive Media 36 12
Total - Areas of research strength 296 72
REFERENCE INFORMATION FOR TABLE (i)

1. Include all categories of HDR students enrolled in HDR courses according to definitions in
DEST Higher Education Student Collection documentation. This can be accessed at
http://www.dest.gov.au/highered/statspec.htm.
2. Commencing students are to be counted in accordance with DEST Higher Education Student
Collection documentation at http://www.dest.gov.au/highered/statspec.htm.
3. For details on research clusters, see Part B Explanatory Notes paragraph B4 and B5.
4. Areas of research strength are those identified by the institution in Part A, see Part B Explanatory
Notes paragraph B6.
NOTES ON DATA PROVIDED IN TABLE (i)

Improved reporting mechanisms throughout 2002 have resulted in a reclassification of some students
from the research clusters of Science & technology AND Arts, Humanities & social sciences TO
Health & medical research from last years RRTM Report.

Research Income7 in 2002
Category 4
Category 1 Category 2 Category 3 2001-2002
($’000) ($’000) ($’000) ($’000)
All research
– by research cluster2
Science & technology 4,970 23274 4,981 3,556
Health & medical research 2,622 581 1,002 124
Arts, humanities & social sciences 1,020 1,473 1,148 193
Total - All research 8,612 5,328 7,132 3,873
Agricultural and Veterinary 3,588 740 836 124
Biotechnology
Contemporary Asia 280 71 0 0
Hydrometallurgy 69 30 274 3,041
Social Change and Social Equity 149 117 39 0
Technologies and Policies for 500 573 307 611
Sustainable Development
Ecosystem Management and 1,403 336 241 97
Restoration
Interactive Media 107 82 11 0
Total - Areas of research strength 6,096 1,949 1,708 3,873
REFERENCE INFORMATION FOR TABLE (ii)

1 Research income and research income categories ‘1, 2, 3 and 4’ are defined in accordance with the
DEST Higher Education Research Data Collection (HERDC). The guidelines can be accessed at
www.dest.gov.au/highered/research/herdc.htm.
2 For details on research clusters, see Part B Explanatory Notes paragraph B4 and B5.
3 Areas of research strength are those identified by the institution in Part A, see Part B Explanatory
Notes paragraph B6.
NOTES ON DATA PROVIDED IN TABLE (ii)

Improved reporting mechanisms throughout 2002 have resulted in a reclassification from the research
clusters of Science & technology AND Arts, Humanities & social sciences TO Health & medical research
from last years RRTM Report.
7
Research income, and source of research income categories ‘1, 2, 3 and 4’, are defined in accordance with the
DEST Higher Education Research Data Collection (HERDC). The guidelines can be accessed at
http://www.dest.gov.au/highered/research/herdc.htm.

Research Active Staff in 2002
Number Number of
of staff staff Number of
who Number of eligible to staff who
generated staff who supervise supervised
Number research generated HDR HDR
of staff1 income2 publications3 students4 students
All research –
by research cluster5
Science and technology 136 76 141* 109 87
Health & medical research 93 29 51 87 54
Arts, humanities & social sciences 207 63 138 198 145
Total - All research 436 168 330 394 286
Agricultural and Veterinary 38.5 33.5 30.5 35.5 37.5
Biotechnology
Contemporary Asia 14.5 7.5 8.5 9.5 9.5
Hydrometallurgy 17 8 8 8 10
Social Change and Social Equity 9 8 5 8 9
Technologies and Policies for 34.5 19.5 20.5 25.5 31.5
Sustainable Development
Ecosystem Management and 22 18 18 21 22
Restoration
Interactive Media 26.5 5.5 12.5 18.5 26.5
Total - Areas of research strength 162 100 103 126 146
REFERENCE INFORMATION FOR TABLE (iii)

1 Include staff in academic organisational units who are classified as ‘research only’ or ‘teaching and
research’ according to definitions in DEST Higher Education Staff Collection documentation. This can
be accessed at http://www.dest.gov.au/highered/statspec.htm.
2 Research income is defined in accordance with the DEST HERDC. The guidelines can be accessed at
3 Include publications in accordance with the DEST HERDC. The guidelines can be accessed at
4 Eligibility to supervise HDR students as defined by the institution.
5 For details on research clusters, see Part B Explanatory Notes paragraph B4 and B5.
6 Areas of research strength are those identified by the institution in Part A, see Part B Explanatory
Notes paragraph B6.
NOTES ON DATA PROVIDED IN TABLE (iii)

Improved reporting mechanisms throughout 2002 have resulted in a reclassification from the research
clusters of Science & technology AND Arts, Humanities & social sciences TO Health & medical research
from last years RRTM Report. Number of Staff (1) reported in EFTSU’s.
*An anomaly has occurred in Science and Technology where more staff have published papers than there are
staff in “Research Only” and “Teaching & Research” classifications. This has occurred due to the use of
EFTSU & some staff classified as “teaching only” publishing papers accepted in the DEST HERD collection.

Characteristics of staff who supervised HDR students in 2002
Share of
supervising
staff1 (%)
The share of supervisors who hold a higher degree qualification 92
The share of supervisors who undertook formal supervisor training2 in the year 22
The share of supervisors who have had at least one HDR student complete3 in the year 31
REFERENCE INFORMATION FOR TABLE (iv)

1 The denominator in working out the share is the total ‘Number of staff who supervised HDR students’
in the top part of table (iii) above.
2 Supervisor training includes workshops or courses of at least a half a day’s duration.
3 Students who have ‘completed’ in the sense of being eligible for the award of their higher degree by
research.
NOTES ON DATA PROVIDED IN TABLE (iv)

ATTACHMENT 1
Areas of Research Strength

Murdoch has identified six established and three emerging Areas of Research Strength that provide the
focal point for Murdoch’s research and research training activities. These areas incorporate researchers
who are also prominent in most of the research centres in the University.
1. Established
1.1 Hydrometallurgy
The Parker CRC for Hydrometallurgy (the Parker Centre) was established in Perth in 1992 under the
Australian Government's CRC Program and is sited at Murdoch. The Parker Centre was awarded a
second 7-year term in 1999 from the CRC Program (worth $18.5million in total) because of its innovative
research for the mining industry and remarkable technology transfer successes. Because it produces major
financial savings for the mining companies, the mining industry now outsources a large amount of its
relevant R&D to the Centre. The Centre has won several awards including the Research and Development
Award in the 1996 WA Industry and Export Awards, the Bank West Research Fellowship in Mineral
Science in 1996, one of the inaugural CRC Association Awards for Excellence in Technology Transfer,
and the 1999 Business/Higher Education Round Table (BHERT) Award for Outstanding Achievement in
Collaborative R&D involving a CRC. The Centre enjoys substantial industry support for its activities,
exemplified by the increase in cash income from industry-funded research from $350,000 in the first year
to $3.63 million in 1999/2000, which clearly demonstrates the growth in demand for the Centre's
expertise.
Twelve major mineral processing companies and the University of Queensland joined the original
partners (CSIRO Minerals, Curtin University, the Department of Minerals and Energy (WA), Murdoch
University and Australian Minerals Industry Research Association (AMIRA)) as core participants in the
Centre on 1 July 1999. From a small group of researchers working in different organisations with limited
collaboration in 1992, the Parker Centre has grown to become Australia's largest hydrometallurgical
research organisation. It is a world leader and a major asset for Australia.
The Murdoch component of the Centre brings together a world-class team of researchers with diverse yet
complementary skills and backgrounds who carry out research on behalf of the minerals industry, at the
laboratory-scale, pilot-scale and in industrial plants. Research at the Parker Centre saves the Australian
minerals industry $10-$20 million a year. The Centre's research aims to optimise the performance of
existing hydrometallurgical plants by increasing efficiency, yield and productivity, whilst minimising
costs. A new pilot plant has recently been funded and installed by one of Murdoch’s partners. Further
information at http://www.parkercentre.crc.org.au/ .
1.2 Agricultural and Veterinary Biotechnology

This highly topical research area is well established and generates internationally recognised research
outputs. It includes a unique combination of 25 world class scientists at Murdoch University,
encompassing major research groups in plant biotechnology, plant pathology, animal production and
disease control, disease transfer to humans, and veterinary and biomedical research. It also includes the
Centre for Bioinformatics and Biological Computing at Murdoch and links to the emerging area of
research strength of Bioinformatics and Biostatistics. These groups interact in the state-of-the-art facilities
in the Murdoch based WA State Agricultural Biotechnology Centre (SABC), which fosters productive
collaboration and efficient use of resources. The SABC is a major asset for this area of research strength.
It acts as a “research hotel” to provide a $6.5 million state-of-the-art facility in molecular biology for
many different groups. It is a recognised State Centre of Excellence and is the only WA based facility in
the top 50 research centres in Australia. It was used by 145 researchers from 12 different organisations in

2000. In addition to the SABC this Area of Research Strength also encompasses two other state Centres
of Excellence. These are the Western Australian Biomedical Research Institute (WABRI) held in
conjunction with Curtin University and the new Centre for High-throughput Genetic Analysis (CHAGA).
The activity that binds this area of research strength together is the application of generic molecular
technologies including molecular biology/genetics, genomics, proteomics, biochemistry, cell biology and
bioinformatics for both basic and applied research in biotechnology. Research areas include plant gene
mapping and marker assisted selection, plants engineered for pathogen resistance, and plant-microbe
interactions, including pathogenic and symbiotic bacteria, fungi, insect, nematodes and viruses; animal
production including the effects of nutrition on meat quality and disease, animal disease control including
oncology, bacteriology, virology and parasitology; animal diseases and their human consequences, and
biomedicine. It is associated with a series of start-up companies based in the SABC, including Biowest,
Biotest, Grain Biotech Australia, MS Biotechnologies, Saturn Biotech and Proteomics International. This
very substantial group has 25 Murdoch staff researchers and additional external researchers directly
involved (e.g. from WA Department of Agriculture, the University of Western Australia and Curtin
University of Technology), together with 122 HDR students and many local, national and international
collaborations.
1.3 Contemporary Asia

The Asia Research Centre is a focal point for research on contemporary Asia, and draws on scholars from
across the Murdoch campus. Since its inception in 1991 it has been one of only two federally funded
centres of excellence in Australia focusing on Asia. The Centre's research strengths have focused on the
study of emergent social forces (middle classes, labour and business) in Asia and their impact on the
region; the implications of these forces for Australian-Asian political, governance and economic relations;
and the effects of the Asian financial crisis on political, economic and social structures and the
environment. This focus has enabled the Centre to build an international reputation based on numerous
publications in internationally recognized journals. Recently, the Centre's Board has decided to broaden
its strategic vision to encompass other academic disciplines where Murdoch scholars were at the cutting
edge of research on Asia. The work of the Centre is now focused on seven key interdisciplinary research
projects. These include telecommunications in the region; reverse migration; governance and capacity-
building environment and population; culture, socialisation and national identity; community; and
environment and law. The Centre has a very active research consultancy arm, which has raised over
$1.3million from government and other sources since 1999. It runs the annual Hasluck lecture. The Board
of the Centre includes among its members the Premier, Dr Geoff Gallop, and has the additional benefit of
strong representation from prominent Perth business and government officials with interests in Asia.
There are 15 Murdoch researchers directly involved in this group, with another 12 external researchers
associated with it and 42 HDR students.
1.4 Social Change and Social Equity

This major research area is concerned with the social and psychological problems that follow major
social, economic and technological change. It focuses specifically on the processes whereby major
sections of society may be deprived of resources due to psychological and social biases, which may
interfere with the understanding and identification of problems associated with the adjustment of those
sections to change. Change effects the processes of distributing resources to significant and disparate
groups within the community, dealing with different priorities and justifications for allocation. This
research targets a number of specific issues. First, the social and psychological processes of
discrimination on the grounds of race and gender, together with aspects of equality and multiculturalism
and the act of changing cultural awareness of indigenous issues. This aspect also includes the issues
inherent to people with disabilities. Second, it is concerned with the identification of the changes in
community, which accompany ageing and the need to maintain such a health ageing population. Finally,
it focuses on the consequences for the community of the movement of permanent migrants due to social
and global change, together with the consequences for education of significant numbers of international

students in global economy. There are 26 Murdoch researchers directly involved in this group, with
another 3 external researchers associated with it and 76 HDR students. There is also a strong consultancy
program based in the School of Education that is associated with this group.
1.5 Technologies and Policies for Sustainable Development

Sustainable development involves research, development and implementation of new technologies to
meet the current needs of society without compromising the needs of future generations. This process
ensures that new technologies are economically viable and also that they simultaneously bring social and
environmental benefits. At Murdoch this area includes experts in renewable energy, alternative power
sources, sustainable policies and law, waste management and water purity especially in remote regions.
Murdoch University has a long history of involvement in this field and has four interactive research
groups working on various aspects of this Area. These groups include the Australian Cooperative
Research Centre for Renewable Energy (ACRE), two State Centres of Excellence for industry focused
R&D: the International Environmental Technology Centre (IETC), the Centre for Organic Waste
Management; and the Institute for Sustainability and Technology Policy. An important new development
is that the United Nations Environmental Program (UNEP) has cosponsored the IETC with the WA State
Government and Alcoa as the first of five global centers for sustainability research and development.
The groups in this area work closely together on major projects and interact regularly on research and
teaching projects. In the future these groups will formalise and coordinate their operations in order to
enhance the University's capacity to bid for major projects in the area of sustainable development, in the
international, national and local markets. This area has brought in $10.36 million of research funding in
the period 1996 - 2000. This area of research strength involves 36 Murdoch researchers, and 5 external
researchers, and 115 HDR students. The group plans to submit applications for about $3.58 million in
research funding from all sources in 2001.
1.6 Terrestrial and Aquatic Ecosystem Management and Restoration

The aim of the group is to generate basic and strategic science and technology relevant to the maintenance
and repair of ecosystems and their components, the sustainable development of natural resources in the
western regions of Australia, and their future application in other parts of the world.
Western Australia encompasses regions of the highest biodiversity on the continent and, indeed, on the
planet. It represents a unique natural laboratory, in which issues of development and sustainability come
into sharp focus against flora, fauna and other natural resources of global significance. The State also has
very extensive mining, petrochemical, agriculture, forestry and fishery industries that deliver a large
proportion of Australia's overseas earnings. Development of the region's renewable natural resources in a
sustainable way and the maintenance and repair of its natural and managed ecosystems is essential to the
long-term prosperity of the region. Lessons learned in WA can also be transferred or modified for
application in other regions of Australia and internationally. Murdoch University has a very substantial
research effort directed at supplying the basis and strategic science required for this endeavor, and its
work on diverse and unique ecosystems has both national and global significance. This research group
enables integration across systems and disciplines. There are 27 Murdoch researchers involved in its
activities and 57 HDR's. In addition there are 17 associated external researchers from government
departments, other universities and overseas institutions.

2. Emerging
2.1 Bioinformatics and Biostatistics

There have been rapid technological advances in molecular biology, including the areas of genomics,
micro arrays and proteomics, which have resulted in an explosion of genetic information that far
outweighs our ability to analyse and interpret this data. With major strengths in agricultural, veterinary
and biomedical biotechnology including the world-class facilities of the SABC, Murdoch University is
leading research in many of these areas in WA. This area incorporates the Centre for Bioinformatics and
Biological Computing (CBBC) that was established at Murdoch in 2000 to take advantage of computing
technologies that must now be used to capture, store, manage, analyse and interpret such data in a user-
friendly manner. There is also a need to undertake complex computational analyses to extract the most
information from experimental data. To carry out this function, the CBBC hosts the Western Node of
ANGIS, has over $300,000 of high-end computing equipment specific for bioinformatics, and provides
bioinformatics services to the wider scientific community.
The CBBC also conducts research and development in comparative genomic sequence analysis,
molecular evolution (specialising in primate evolution), information systems for genomic data, micro
array data analysis and the design of new computational tools and algorithms. It delivers undergraduate
courses and research training in bioinformatics. The CBBC has initiated strong links with strategic areas
of agricultural biotechnology, medical biotechnology and the computational sciences to develop
computational resources for discovery of novel genes and gene regulatory mechanisms. Collaborations
have been established with: Tokai University (Japan), the WA State Agricultural Biotechnology Centre
(SABC), the National Institute of Genetics (Japan), ANGIS (University of Sydney), the WA Micro array
Facility and Royal Perth Hospital. There are 4 staff and 6 research students in this new area.
2.2 Intelligent Systems and Software Development for Process Operation Management
This developing area of research strength has recently been awarded WA State Government funding as a
Centre of Excellence for Industry Focused R&D. It involves collaboration between experts from three
areas: Process Control, Pattern Recognition/Machine Learning/Computer Vision, and Software
Engineering, who pool their expertise to solve complex industrial problems. The group of 6 high level
Murdoch researchers includes early career female researchers, an unusual situation in Engineering,
postdoctoral researchers and 9 HDR students. The aim is to research and develop mechanisms to improve
their efficiency, detect problems and abnormal situations, the diagnosis of problems, prioritisation of
control problems, development of strategies for remedial action and visual sensors not yet used in process
plants.
2.3 Interactive Media Institute

The Institute aims to address the need for research into aspects of interactive media, which is at the heart
of the issues of convergence and the information economy. In the context of the Institute, interactive
media refers to the relationship between persons or objects, which act on each other via digital, electronic,
computer-based media. It relates not just to communication between people, or to the communication
between people and machines, but also extends to the interconnectedness of the mediums of
communication themselves as they meet in a converged environment. This presents opportunities for
research across a wide spectrum ranging from human behaviour and modes of communication, through to
the process of content production in all its permutations blending pictures, sound and print, and on to the
policies and regulatory processes by which society seeks to harness the powers of this emerging reality.
Thus, the Institute includes both the technical and societal aspects involved in the transition of Australia
from an industrial to a knowledge- based economy. In particular, establishment of an area of research
strength in Interactive Media represents a significant opportunity for Murdoch to lead the field in this
novel and fast growing area.

Projects and staff for the Institute are drawn both from across a range of areas including Business, IT,
Social Sciences and Education. The existing centres encompassed in the Institute include the Media Arts
Centre, the Centre for Research in Culture and Communication, the Interactive Television Research
Institute, and the Centre for Electronic Commerce and Internet Studies (BITL). The Institute has four
fundamental areas of operation. These are research, teaching and learning, consulting, and community
profile. It brings together extensive academic expertise and industry experience into one coherent group a
leading contributor to the theory of interactive media and their social implications.
By bringing together a critical mass of key researchers in a new and expanding area, which has a high
level of government and international interest, the Institute further satisfies the Strategies and Outcomes
identified in the Murdoch Strategic Plan for Research.

ATTACHMENT 2
Operational Research and Development Plan
Key Performance Indicators
Objective R.1 – R.14 To maintain research excellence based on a productive research culture, focused on selected areas of national and
international research strength
Publications Number of publications per 10 Research Staff FTE

Research Income % of FTE academic staff with research income
Completions % of FTE academic staff with completions
HDR Students % of FTE staff with HDR students
% of FTE academic staff with HDR students ‘overtime’
% of HDR students ‘overtime’
% of FTE academic staff with Publications and research funding
Publications and completions
Completions and research income
% of Academic staff with publications, research income and completions
Average completion time, ratio of completions to enrolments
Grants
Ranking of Murdoch against other universities for NCG’s, OPS, etc.

Proportion of academic staff holding NCG, OPS or industry research grant
Proportion of academic staff with direct involvement in research
Research income trends
Objective R.15-R19 To attract talented postgraduate research students and to provide high quality research training and supervision
Higher Degree by Research Completions per 10 Research Staff FTE.

Time to completion of Higher Degree by Research Students.
Objective R.20-R.22 Ensure that the University maintains high ethical standards in all its research activities
Number of permits with substantial research conduct problems as a percentage of total permits for both

Objective: R.23 – R.31 To facilitate the development, protection and commercialisation of intellectual property from innovative research
Research Consultancies
Total consultancy income – research and other
Total Research Consulting income
Proportion of research consulting income to total research and consultancy income
Ranking of Murdoch against other universities
Research consultancy income from business
Proportion of research consultancy income from research and other
Total consultancy income (research and other)
Tenders
Total major tender income
Proportion of successful major tenders
Commercialisation of Research
Number of commercial projects initiated
Proportion of successful commercialisations
Number of technologies licensed
Number of provisional patents filed
Proportion of provisional patents proceeding to full patents
Income from UNICO spin-off companies
Number of adjunct appointments from industry
It was noted that the information contained in some of these KPI’s might be sensitive and they should be used for internal planning only.
Objective R.1 – R.15 To maintain research excellence based on a productive research culture, focused on selected areas of national and
international research strength
Quality Assurance Processes

A Annual Review Process-Reporting on performance and planning future action.
• Annual Report (Research) to Academic Council and Senate by Pro Vice-Chancellor (Research).
• Annual Budget Report to Senate.
• Divisional Reports to Research and Development Board by Executive Deans.
B Annual Research and Development Board retreat to review research performance in relation to Operational Research and Development Plan
targets.

A.1 Publications - Number of publications per 10 Research Staff FTE
A.2 Research Income - % of FTE academic staff with research income
A.3 Completions - % of FTE academic staff with completions
A.4 HDR Students - % of FTE staff with HDR students
A.5 % of FTE academic staff with HDR students ‘overtime’
% of HDR students ‘overtime’
A.6 % of FTE academic staff with
Publications and research funding
Publications and completions
Completions and research income
A.7 % of Academic staff with publications, research income and completions
A.8 Average completion time, ratio of completions to enrolments
Grants
1.1 Ranking of Murdoch against other universities for NCG’s, OPS, etc.
1.2 Proportion of academic staff holding NCG, OPS or industry research grant
1.3 Proportion of academic staff with direct involvement in research
1.4 Research income trends
It was noted that the information contained in some of these KPI’s might be sensitive and they should be used for internal planning only.

Key Strategies Operational Strategies Performance Outcomes and Responsibility Accountability
Timeframe
R.1 To focus Murdoch’s R.1.1 Identify areas of research R.1.1a Areas of research focus Research and Pro Vice Chancellor –
research resources on strength and encourage the for 2001 have been identified and Development Board. Research.
outstanding teams and strengthening of substantial will be reviewed every 3 years
individuals interdisciplinary teams of research against KPI’s.
active researchers to address research
problems from all of the necessary
perspectives.
R.1.2 To define KPI’s, and R.1.2a KPI’s and benchmarking Research and Pro Vice Chancellor –
benchmarking criteria against details determined by March Development Board. Research.
appropriate groups (international or 2002.
national) for areas of research
strength.
R.1.3 Identify emerging areas of R.1.3a Emerging areas for 2001 Research and Pro Vice-Chancellor
potential research strength. have been identified and will be Development Board. Research.
reviewed every year. New areas
will be asked for expressions of
interest every two years.
R.1.4 To define KPI and R.1.4a KPI’s and benchmarking Research and Pro Vice-Chancellor
benchmarking criteria against details for emerging areas Development Board. Research.
appropriate groups for emerging determined by March 2002.
areas of research strength.
R.1.5 To ensure succession planning R.1.5a Liaise between Executive Executive Deans, Executive Deans.
in areas of research strength, liaison Deans, Heads of School, Director Heads of School ,
sought by Heads of Schools and of area of research strength and Director of Area of
Executive Deans prior to positions Pro Vice Chancellor – Research Research Strength.
being advertised. for strategic academic
appointments.

Timeframe
R.1.6 To ensure each area of R.1.6a Each area of RS provides Director of Area of Pro Vice Chancellor –
research strength reports to the a 2-page report (proforma) Research Strength, Research.
Research and Development Board defining outcomes against KPI’s Research and
annually. and strategic direction for the Development Board,
future by 30 September each year Division of Research
– commencing 2002. and Development.
R.1.7 To allocate Research and R.1.7a Review of performance Research and Pro Vice Chancellor –
Development Board funding for against relevant KPI’s for each Development Board, Research.
existing areas of research strength, area of research strength annually, Division of Research
with the amount to be reviewed each commencing 2002. and Development.
year.
R.1.8 Continue to require all R.1.8a Chairs of the selection Human Resources, Vice Chancellor.
academic staff appointments of level panels will normally be required Pro Vice Chancellor –
B-E to be externally refereed to have completed the University Research.
including where appropriate, an training course on staff selection
assessment of research performance and interviewing.
or potential. In the case of level E Selection committees to be
appointments, the position to be chaired by senior academic staff,
headhunted and advertised and with at least one member a
externally assessed; an interview to nominee of the PVCR.
be conducted either at Murdoch
University or by tele-conferencing. Selection committees for Level E Human Resources, Senate.
In the case of Level E appointments positions to be chaired by the Pro Vice Chancellor –
the interview will be at Murdoch. Vice Chancellor and to include Research.
PVCR.
R.1.9 Redraft and implement the R.1.9a Review all current Centres Research and Pro Vice Chancellor –
University guidelines and regulations under the new guidelines by mid Development Board, Research.
for the establishment, reporting 2003. Division of Research
mechanisms, reviewing mechanisms and Development.
and disestablishment of University
research centres (to include those
located in one Division and those
spanning several Divisions).

Timeframe
R.1.10 Set KPI’s for each University R.1.10a To be used as a basis for Research and Pro Vice Chancellor –
research centre. reviewing centres. Development Board. Research.
R.1.11 Develop forward planning R.1.11a Centre to develop plan in Director of the Pro Vice Chancellor –
for resourcing University Research accordance with policy and Centre, Research and Research.
Centres. guidelines for centres. Development Board.
R.2 To identify single or R.2.1 To nominate to the Academy R.2.1a Define criteria for being a Research and Pro Vice Chancellor –
small groups of researchers of Advanced Studies based on member of the Academy – to be Development Board. Research.
who have an international outstanding research performance, finalised March 2002.
reputation and locate them, individuals or small research groups
for funding purposes, in the not in profiled areas but having a
Academy of Advanced distinguished international
Studies. reputation.
R.2.2 To delegate to the Academy of R.2.2a The Academy of Management Board of Pro Vice Chancellor –
Advanced Studies authority to Advanced Studies to provide a 2- Academy of Research.
determine how to apportion its page report annually by 30 Advanced Studies and
research budget bearing in mind its September (proforma) defining Research and
own research needs and strategic outcomes against KPI’s and Development Board.
initiatives to improve Murdoch’s strategic directions for the future
research efforts. – commencing 2002.
R.3 To provide extra R.3.1 Research and Development R.3.1a Research and Research and Pro Vice Chancellor –
support for early career Board to allocate strategic funds for Development Board to allocate Development Board. Research.
researchers (ECR’s). ECR’s. extra resources to assist these
ECR’s.
R.3.1b Annual report (one page Individual researcher, Pro Vice Chancellor –
proforma) required from each of Research and Research.
these nominated researchers by 30 Development Board.
September – commencing 2002.
R.3.1c Research and Individual researcher, Pro Vice Chancellor –

Development Board to review Division of Research Research.
mechanisms of support annually. and Development.

Timeframe
R4 To identify researchers R.4.1 The Research and R.4.1a Research and Research and Pro Vice Chancellor –
who are potential leaders Development Board, in liaison with Development Board to allocate Development Board. Research.
and provide support for Directors of Areas of Research extra resources to assist these
their research and Strength and Executive Deans, to potential leaders.
leadership development. identify those individuals who could
potentially lead emerging areas or R.4.1b Annual report (one page Individual researcher. Pro Vice Chancellor –
provide succession in established proforma) required from each of Reports collated by Research.
areas of research strength. these nominated researchers by 30 secretary of Research
September – commencing 2002. and Development
Board and Board of
Research and
Development.
R.5 To strategically recruit R.5.1 Consider areas of current and R.5.1a Pro Vice Chancellor - Executive Deans, Vice Chancellor.
and retain research active emerging research strengths when Research to liaise with Executive Heads of School, and
staff of national and recruiting new staff both nationally Deans and Heads of School. Pro Vice Chancellor –
international standing and internationally. Research.
especially in areas of
research strength.
R.6 To ensure research R.6.1 To provide a new research R.6.1a Model to be in place for Deputy Vice Vice Chancellor.
funding and resources are funding model that rewards research 2002. Chancellor, Policy
primarily distributed to excellence in completions, research and Planning and Pro
areas of research strength. income and publications. Vice Chancellor,
Research.
R.7 To increase DETYA R.7.1 To increase DETYA reported R.7.1a By ensuring the funding Deputy Vice Vice Chancellor.
generated income. research and consultancy income, model rewards for those who Chancellor, Policy
completions and publications. generate DETYA income. and Planning and Pro
Vice Chancellor –
Research.
R.8 To increase non- R.8.1 Increase the number of R.8.1a Targeting specific Murdoch Vice Chancellor.
DETYA generated - international fee paying HDR countries, which need research in International and
discretionary income. students. our areas of strength. Research and
Development Board.

Timeframe
R.8.2 Commercialisation of our R.8.2a To perform an annual Director of Research Pro Vice Chancellor –
intellectual property. survey of IP within Murdoch. and Development. Research.
R.8.2b To provide training for Director of Research Pro Vice Chancellor –

researchers in IP issues, patenting and Development. Research.
and commercialisation.
R.8.2c Where appropriate, to Director of Research Pro Vice Chancellor –

commercialise Murdoch’s IP and Development. Research.
through the University company
UNICO.
R.8.2d UNICO to report to the Director of Research Vice Chancellor.

Senate annually on and Development,
commercialisation and when UNICO Chair of
appropriate, more frequently. Board.
R.8.3. To increase the income R.8.3a To encourage more Director of Research Executive Deans.
available from consultancies through accurate reporting of and Development
the research overhead. consultancies to the Research and and Executive Deans.
Development Division.
R.8.3b To ensure consultancies Director of Research Executive Deans.

budget for the University research and Development and
overhead. Executive Deans.
R.8.3c To encourage researchers Director of Research Pro Vice Chancellor –

to become consultants to the and Development and Research.
public and private sector where Executive Deans.
appropriate.
R.9 To effectively market R.9.1 To increase the international, R.9.1a To lobby for and Executive Deans and Pro Vice Chancellor –
Murdoch’s areas of national and local profiles of encourage research active Pro Vice Chancellor – Research.
research strength. Murdoch’s research strengths and academics to serve on external Research.
individual academics. bodies.

Timeframe
R.9.1b To engage with the public
and private sector on all possible
occasions to promote Murdoch’s
research strengths.
R.9.2 To provide marketing material R.9.2a Produce an annual Research and Pro Vice Chancellor –
on Murdoch’s research strengths in research booklet appropriate for Development Director Research and Vice
print and on the web pages. the international and domestic and Pro Vice Chancellor.
scene. Chancellor –
Research.
R.9.2b Regularly update web Director of Division Pro Vice Chancellor –

page. of Research and Research.
Development and
Information
Technology Services.
R.10 To provide assistance R.10.1 Equity Office to identify R.10.1a Equity Office to present Equity Office. Pro Vice Chancellor –
for those HDR students potential initiatives. collaborative opportunities. Research.
and academic staff
researchers from those
Equity groups currently
prioritised by the
University.
R.11 To provide Research R.11.1 To bring policy, R.11.1a Update web pages. Director of Research Pro Vice Chancellor –
and Development developments of relevant issues and and Development and Research.
information to the new initiatives to the attention of the Pro Vice Chancellor –
academic community, academic community. Research.
Academic Council and
Senate. R.11.1b Provide information and Director of Research Pro Vice Chancellor –
reports on Research & and Development and Research.
Development to Vice Chancellor Pro Vice Chancellor –
for reporting to Academic Research.
Council and Senate.

Timeframe
R.12 Enhance the linkage R.12.1 Teaching and research staff R.12.1a TLC to monitor Pro Vice Chancellor Pro Vice-Chancellor
between teaching and to make students aware of the references to University research (Research). (Research)
research. University’s research and research as part of annual teaching Annual Report
function as part of the undergraduate performance surveys and (Research) to
teaching process. evaluations. Academic Council
and Senate.
R.12.2 Establish process to identify R.12.2a Discipline areas to Heads of School and Executive Deans.
students with possible research nominate best students for letters Executive Deans.
potential midway through part II of commendation and information
studies. about the disciplines research
Letters of commendation to students opportunities, annually at the end
with aptitude for scholarly work and of September.
research. Letters to advise of summer
vacation work in research areas.
R.12.3 Divisions to establish R.12.3a Discipline areas Heads of School and Executive Deans.
vacation scholarships for part II nominate suitable vacation Executive Deans.
students to expose them to research projects and provide funds, mid
activities of the staff. September annually.
R.12.4 Training and supervision of R.12.4a Divisions to specify load Heads of School and Executive Deans.
postgraduate research students to be allocations formulae for higher Executive Deans.
formally acknowledged as a teaching degree supervision, annually.
activity. Supervision to be taken into
allocation of teaching load.
R.12.5 Schools to provide research R.12.5a Discipline areas to Heads of School and Executive Deans.
information sessions for final year coordinate a series of Executive Deans.
students. presentations on their research
annually.
R.13 Recognise research R.13.1 Annual University research R.13.1a The Research and Research and Vice Chancellor, Pro
excellence within the awards for excellence in research for Development Board to develop a Development Board. Vice-Chancellor
University. established and early career set of criteria and guidelines for (Research).
researchers. the awards, end 2001. Awards to
be made annually.

Timeframe
R.14 Inform the R.14.1 University to promote its R.14.1a University promotional Community Vice Chancellor.
community of the standing as a research university material to give increased status Relations, Director of
University’s research through its promotional material and to its research as befits a research Research and
excellence. advertising. university. General advertising to Development.
emphasise both teaching and
research as functions of the
University’s mission.

Objective R.15-R.19 To attract talented postgraduate research students and to provide high quality research training and
supervision

A Annual Review Process-Reporting on performance and planning future action
Annual Report (Research) to Academic Council and Senate by Pro Vice-Chancellor (Research)
targets)

A Higher Degree by Research Completions per 10 Research Staff FTE
B Time to completion of Higher Degree by Research Students

Timeframe
R.15 Develop programs R.15.1 Maintain a Web site to assist R.15.1a Report on number of Director of Research Pro Vice Chancellor –
for the recruitment of students to locate relevant research visits to the site and currency of and Development. Research.
Australian and recruitment information (research site information annually in a
international postgraduate staff, areas of research interest, areas report to the R&D Board.
research students. of research strength) by following
hypertext links.
R.15.2 Establish an annual R.15.2a Have the annual strategy Director of Research Vice Chancellor.
marketing strategy for advertising in place by April each year; and Development,
postgraduate research opportunities monitor impact by measuring Executive Deans and
at Murdoch in the press, including numbers of applicants for Community Relations
media presence, information postgraduate research.
brochures, the Research Prospectus
and via the Web.
R.15.3 To continue to recognise R.15.3a To continue to offer a Equity Office, Pro Vice Chancellor –
equity considerations in the award of MURS Scholarship for a qualified Director of Research Research.
research scholarships. Aboriginal and Torres Strait and Development.
Islander applicant.

Timeframe
R.15.4 Develop an International R.15.4a Increase the number of Research and Pro Vice Chancellor –
Recruitment Strategy targeting international postgraduate Development Board Research.
selected countries; allocate $20,000 research students by 30% by 2003 and Murdoch
per year to implement the strategy using 2000 as the base year. International.
including support for visits to foster
research postgraduate recruitment in
these targeted countries.
R.15.5 Increase the total number of R.15.5a Increase postgraduate Director of Area of Pro Vice Chancellor –
postgraduate research scholarships research student load to 6% of Research Strength, Research.
from all sources, including Murdoch total student load by 2003. Research and
University/Divisional research Development Board,
scholarships. Executive Deans and
Heads of Schools.
R.15.5b Increased ranking of Director of Area of Pro Vice Chancellor –

higher degree research load as a Research Strength, Research.
% of total load compared with Research and
other Australian Universities, Development Board,
using 2000 as the base year. Executive Deans and
Heads of Schools.
R.15.6 To increase the number of R.15.6a Increase the number of Director of Area of Pro Vice Chancellor –
applications for partnership partnership scholarships by 10% Research Strength, Research.
scholarships by publicising the per year from 2002. Research and
scheme, and encouraging Development Board,
applications to research partner Executive Deans and
organisations for funds. Heads of Schools.
R.15.7 To encourage the inclusion of R.15.7a The number of grant- Director of Area of Pro Vice Chancellor –
postgraduate research scholarships in linked scholarships to be Research Strength, Research.
external research grant applications. increased by 30% by 2003, using Research and
2000 as the base year. Development Board,
Executive Deans and
Heads of Schools.

Timeframe
R.15.8 To encourage by letter all R.15.8a Annual letter to be sent Executive Deans and Executive Deans.
honours students to consider to all current honours in June each Heads of School.
postgraduate research at Murdoch. year.
R.16 Improve the quality R.16.1 Further develop training R.16.1a Satisfactory attendance. Director of Director of
of postgraduate programs for both early career and Postgraduate Studies. Postgraduate Studies.
supervision, and the established academic staff in
research infrastructure for postgraduate research student R.16.1b Satisfactory course Director of Research Director of
postgraduate research supervision. assessment ratings of training and Development. Postgraduate Studies.
students. programs for both early career
and established academic staff in
postgraduate research student
supervision.
R.16.1c Achieve at least an 80% Director of Vice Chancellor.

satisfaction rating in postgraduate Postgraduate Studies,
research student assessment of the Executive Deans.
quality of supervision.
R.16.2 All postgraduate research R.16.2a A survey of all Director of Pro Vice Chancellor –
students to continue to be surveyed postgraduate research students Postgraduate Studies. Research.
every two years about the quality of conducted every two years.
the supervision they receive.
R.16.2b Reduction in the average Chairs of Divisional Pro Vice Chancellor –
time of candidature for a PhD Research Research.
from 48 months in 2000 to 45 Committees, Director
months in 2003. of Postgraduate
Studies.
R.16.3. Continue to strengthen the R.16.3a To monitor, by survey, Director of Director of
program to develop generic skills for the employability of postgraduate Postgraduate Studies. Postgraduate Studies.
research students and to improve students after completion of their
their potential for employment. degrees.

Timeframe
R.16.3b To continue to publish Director, Community Vice Chancellor.
the employment outcomes of Relations.
graduate students on an annual
basis as produced by DETYA.
R.16.4 To distribute adequate R.16.4a To continue to assess Research and Pro Vice Chancellor –
postgraduate research student every two years the adequacy of Development Board. Research.
funding to Divisions. University maintenance support
for postgraduate research, using
student assessments, and reports
from Executive Deans.
R.16.4b To assess the facilities Research and Research and

and infrastructure available to Development Board, Development Board
postgraduate research students OCG. and Pro Vice
annually. Chancellor – Research.
R.16.4c To review the level and Vice Chancellor.

operation of the Relative Funding
Model in providing support for
postgraduate student research by
2002.
R.16.5 Supervisors to identify and to R.16.5a To use feedback from Director of Research Director of
refer all students needing language surveys of postgraduate research and Development. Postgraduate Studies.
assistance in their first year of students to monitor the degree of
postgraduate study to the Teaching satisfaction with support.
and Learning Centre. To continue to
provide advice on thesis writing to
postgraduate students, with a
particular emphasis on the
development of written language
skills for overseas students whose
first language is not English.

Timeframe
R.16.6 To continue to encourage R.16.6a The Postgraduate Research and Pro Vice Chancellor –
postgraduate research students to Research Student Travel Fund to Development Board. Research.
present a paper or poster on their be maintained at levels to assist
work at a national or international all candidates to attend one
conference at least once in the course conference.
of their candidature.
R.16.7 To continue to review the R.16.7a Written comments from Director of Research Director of
annual progress of each postgraduate the student, supervisor, senior and Development. Postgraduate Studies
research student. academic and Executive Dean. and Executive Deans.
R.16.8 Divisions to continue to R.16.8a To continue to Executive Deans. Executive Deans.
provide or plan to provide, in all implement the Guidelines for
University academic buildings, Postgraduate Research Student
access to desks, computers, phones, Maintenance.
photocopiers, laboratory and such
other facilities as may be required to R.16.8b A line item is required in Executive Deans. Executive Deans.
carry out approved postgraduate the budget of each School and
programs of research. Division for postgraduate
maintenance and clear written
policies about access to facilities.
R.16.8c Annual reporting to the Executive Deans. Executive Deans.

R&D Board on minimum levels
of support in each discipline and
the amount of funding provided to
each equivalent full-time research
student annually.

Timeframe
R.16.9 All students engaged in R.16.9a To continue to offer Chair of Divisional Executive Deans.
laboratory research to be instructed training courses on laboratory Research Committee.
in the University’s safety procedures safety procedures to all
and in the appropriate handling postgraduate research students,
techniques. research workers and academic
staff; all students to have
completed such a course within
six months of commencing study.
R.16.10 To continue to provide R.16.10a The Research and Director of Pro Vice Chancellor –
University-wide induction for all new Development Board to provide Postgraduate Studies Research.
graduate research students, University induction for new
complemented by Divisional/ School graduate research students each
induction programs. year.
R.16.10b Divisional Chair of Division Executive Deans.

Research/Postgraduate Research
Committees to arrange Committees/Post-
appropriate induction to the graduate Research
discipline area each year for new Coordinators.
postgraduate research students.
R.16.10c University induction Director of Director of

courses for postgraduate students Postgraduate Studies. Postgraduate Studies.
to be evaluated annually, and
reviewed in detail every three
years.
R.16.11 To continue to improve R.16.11a Achieve a 75% Executive Deans, Vice Chancellor.
electronic communication and satisfaction level of I.T training Director of
information retrieval training for and facilities amongst Postgraduate Studies.
postgraduate research students. postgraduate research students.

Timeframe
R.16.12 To reduce the time for R.16.12a Average time for thesis Director of Director of
external studies examination of examination reduced from 13 Postgraduate Studies. Postgraduate Studies.
higher research degree theses by weeks in 2000 to 8 weeks in
streamlining existing procedures. 2003.
R.17 Increase the rate of R.17.1 Continue to strengthen R.17.1a Incorporation of Chair of Divisional Executive Deans.
completions and reduce the procedures for the selection of high appropriate selection procedures Research Committee,
time taken for completions. quality, motivated students for in to the admissions process. Postgraduate
admission, and the careful matching Research
of student research programs with Coordinator.
supervisors.
R.17.2 Continue to strengthen the R.17.2a To continue to monitor Director of Pro Vice Chancellor –
induction and Generic Skills program the assessment by postgraduate of Postgraduate Studies. Research.
to provide the generic skills needed the quality and relevance of the
by research students to complete induction and Generic Skills
their degrees. programs.
R.17.3 Further develop training R.17.3a Satisfactory attendance Director of Pro Vice Chancellor –
programs for both early career and and course assessment ratings of Postgraduate Studies. Research.
established academic staff in training programs for both early
postgraduate research student career and established academic
supervision. staff in postgraduate research
student supervision.
R.17.4 To improve the project R.17.4a Provide project planning Director of Pro Vice Chancellor –
planning conducted by students in and time management Postgraduate Studies. Research.
relation to their research programs. components in the Generic Skill
program.
R.17.4b Continue to ensure Director of Pro Vice Chancellor –

detailed Program of Study Postgraduate Studies. Research.
documents are prepared and
forwarded by students within six
months after commencement.

Timeframe
R 17.5 Monitor the progress of R.17.5a Continue to implement a Executive Deans and Vice Chancellor.
research students in meeting the program of requiring and Director of
milestones on their research monitoring the quality of Postgraduate Studies.
programs. milestone documents including
Annual Reports of Progress
prepared and forwarded by
students at agreed periods after
commencement.
R.17.6 Provide completion R.17.6a Award of 30 completion Director of Pro Vice Chancellor –
scholarships to assist students close scholarships per year to provide Postgraduate Studies. Research.
to completion to complete their PhDs an outcome of 75% of successful
full-time. applicants submitting PhD theses
within nine months of the
commencement of their
scholarship.
R.17.7 Provide supervision support R.17.7a Provision of supervisor Director of
to encourage and assist supervisors to support awards for completion of Postgraduate Studies,
provide support to students to a PhD. These will be available Research and
complete their PhDs. only to supervisors whom have Development Board.
completed the approved
supervisor training programs.
R.17.7b Increase annual number Director of Pro Vice Chancellor –

of completions from 72 in 2000 to Postgraduate Studies. Research.
an average of 80 in 2002-2003.
R.18 Encourage R 18.1 Encourage applications for R.18.1a Amend the scholarship Director of
interdisciplinary projects scholarships in interdisciplinary selection process to provide Postgraduate Studies.
and projects in areas of and/or areas of research strength. encouragement for applications
research strength. for scholarships in
interdisciplinary areas.

Timeframe
R 18.2 Reduce impediments to R.18.2a Provide support for co- Director of Pro Vice-Chancellor
supervision of students in supervision across Schools and Postgraduate Studies. (Research).
interdisciplinary and/or profiled Divisions, including EFTSU
areas. splits.
R.19 Establish R 19.1 Establish benchmarking of R.19.1a Implementation of a Director of Pro Vice-Chancellor
benchmarking of processes postgraduate student processes and program of benchmarking of Postgraduate Studies. (Research) and
and outcomes in outcomes across the University and processes and outcomes. Director of
postgraduate student in areas of research strength, in Postgraduate Studies.
performance areas. comparison with universities in WA
and those universities most
comparable to Murdoch in other
states.

Objective R.20-R.22 Ensure that the University maintains high ethical standards in all its research activities

A Annual Report on Ethics Office Functions to Pro Vice Chancellor - Research
B Annual Report on Human Ethics Committee functions to AHEC (Australian health Ethics Committee)
B Annual Report on Animal Usage Statistics to Health Department of WA

A No of permits with substantial research conduct problems as a percentage of total permits for both

Timeframe
R.20 Ensure that the R.20.1 Maintain Committees to R.20.1a Provide operational Director of Research Vice Chancellor.
University maintains high ensure that appropriate approval and funds for research ethics office. and Development.
ethical standards in all its monitoring procedures comply with
research activities. external regulations (and internal R.20.1b Continue to report on Associate Director Vice Chancellor.
codes of research practice). annual approval and renewal of Research Admin and
permits submitted to relevant Ethics, Animal
National and State Bodies and to Ethics Committee,
the Institution. Human Research
Ethics Committee.
R.20.1c Continue to monitor Associate Director Pro Vice Chancellor –

accessible animal projects and Research Admin and Research.
selected human projects. Ethics, Animal
Ethics Committee,
Human Research
Ethics Committee.
R.20.1d Ensure that standards are Associate Director

both being maintained and Research Admin and
rationalised via input into State's Ethics.
new laws and interaction with
professional organisations.

Timeframe
R.20.1e Benchmark against other Associate Director Pro Vice Chancellor –
National Institutions. Research Admin and Research.
Ethics.
R.21 Develop an R.21.1 Provide ongoing ethical R.21.1a Continue to provide Associate Director Pro Vice Chancellor –
increasing awareness of training for staff and students on seminars and workshops on Research Admin and Research.
ethics as an integral part of issues that are relevant to the fields existing and newly emerging Ethics.
the culture of the of research. issues. Circulate updated ethics
organization. information.
R.21.2 Provide ethical training for R.21.2a Incorporate ethics issues Chair of Divisional Executive Deans.
new staff and students. into School/Divisional induction Research Committee.
courses.
R.21.2b Set up induction course Animal Ethics Pro Vice Chancellor –

in animal handling for animal Committee, Research.
users by 2002 Associate Director
Conduct seminars and workshops Research Admin and
on human ethics. Ethics.
R.22 Support and R.22.1 Identify ways of achieving R.22.1a Continue to support the Assistant Director of
encourage/develop collaborative research with appointment of an indigenous Research and
research in areas of interest Aboriginal and Torres Strait Islander representative on the Human Development.
to Aboriginal and Torres people. Ethics Committee.
Strait Islander people.
Support the principles for the
conduct of research in appropriate
and agreed cultural context.

Objective: R.23 – R.31 To facilitate the development, protection and commercialisation of intellectual property from innovative
research

A Annual Review Process-Reporting on performance and planning future action.
Annual Report (Research) to Academic Council and Senate by Pro Vice-Chancellor (Research)
targets.
1. Research Consultancies
1.1 Total consultancy income – research and other
1.2 Total Research Consulting income
1.3 Proportion of research consulting income to total research and consultancy income
1.4 Ranking of Murdoch against other universities
1.5 Research consultancy income from business
1.6 Proportion of research consultancy income from research and other
1.7 Total consultancy income (research and other)
2. Tenders
2.1 Total major tender income
2.2 Proportion of successful major tenders
3. Commercialisation of Research
3.1 Number of commercial projects initiated
3.2 Proportion of successful commercialisations
3.3 Number of technologies licensed
3.4 Number of provisional patents filed
3.5 Proportion of provisional patents proceeding to full patents
3.6 Income from UNICO spin-off companies
3.7 Number of adjunct appointments from industry

Timeframe
R.23 Develop awareness R.23.1 Deliver externally provided R.23.1a Have 10 staff and Director of Research Pro Vice Chancellor –
of commercialisation and three-day commercialisation courses students complete the course each and Development. Research.
enhance skills needed for each year as required. year for three years.
effective
commercialisation amongst
researchers.
R.23.2 Conduct regular R.23.2a Presentations to be Director of Research Pro Vice Chancellor –
presentations to staff and students on delivered in form of seminar at and Development. Research.
good practice in the protection of IP. least quarterly.
R.24 Actively seek out R.24.1 Undertake commercial R.24.1a The need for scans to be Director of Research Pro Vice Chancellor –
commercial opportunities opportunity scans. Audits each year assessed in March and November and Development. Research.
within the University by as required which identify and each year with a report on each
seeking licensing prioritise opportunities for the scan provided to the Board of
opportunities arising from University to pursue and develop. R&D and UNICO on progress
R&D and early stage made on priority projects
opportunities requiring identified.
seed capital to facilitate
R&D.
R.25 Develop incentives R.25.1 Increase inventor share of R.25.1a Have new rates of Director of Research Pro Vice Chancellor –
for commercialisation of benefits from commercialisation of returned to inventors adopted in and Development. Research.
R&D outcomes and for IP to 50%. new University IP policy.
shifting focus of research
into areas which may
deliver commercial
outcomes.
R.26 Develop structures R.26.1 Promote UNICO as a vehicle R.26.1a Division of R&D to Director of Research Vice Chancellor.
which provide internal for commercialisation of University actively promote Unico internally and Development,
support for IP. and externally through the web Pro Vice Chancellor
commercialization. site and the production of written – Research.
material.

Timeframe
R.26.2 Review the composition of R.26.2a A number of UNICO Board. Vice Chancellor,
the UNICO Board with the view of independent Directors to be Senate.
bringing a greater degree of appointed by the beginning of
commercial experience to the Board 2002.
of UNICO through independent
Directors.
R.27 Allocate funding in R.27.1 Allocate funds to retain key R.27.1a Allocate funds in 2002 Director of Research Pro Vice Chancellor –
support of expert advice on commercialisation budget. and Development. Research.
commercialization. on a project by project basis.
Allocate funds to support
commercialisation courses.
R.27.2 Allocate funds to support R.27.2a Allocate funds in 2002 Director of Research Pro Vice Chancellor –
commercial opportunity scans. budget. and Development. Research.
R.27.3 Allocate research funds in R27.3a Allocate funds in 2002 Director of Research Pro Vice Chancellor –
ways that leverage early stage private budget. and Development. Research.
sector seed funding for innovation.
R.27.4 Assess personnel R.27.4a Possible allocation of Director of Research Pro Vice Chancellor –
requirements for Division of funds in 2002 budget to a and Development. Research.
Research and Development for ILO commercial research funding
and commercialization. scheme.
R.28 Monitor the R.28.1 Monitor A to F. R28.1a. Director of Research Pro Vice Chancellor –
indicators of success of A. Number commercial projects and Development. Research.
enhanced support for initiated = 4 p.a.
commercialisation. B. Number patents filed = 2 p.a.
C. Number of technologies
licensed = 1 p.a.
D. Number of Spin-off
Companies Registered = increase
by 10% p.a using 1999 as a base.
E. Research Income from
Australian Business maintained
above the 1999 base.

Timeframe
F. Research Income from
Australian Business as % of
Research inc = 22%.
R.29 Raise awareness of R.29.1 Conduct regular seminars R.29.1a Presentations to be Director of Research Pro Vice Chancellor –
University Consultancy and briefing sessions on the policy, delivered in form of seminar at and Development. Research.
Policy in order to provide guidelines and access to least quarterly.
encourage University proforma application forms and
Consultancies. contracts. R.29.1b Make Policy, guidelines Director of Research Pro Vice Chancellor –
and application forms available and Development. Research.
on CWIS by 2001.
R.29.1c Make draft proforma Director of Research Pro Vice Chancellor –

contracts available on the CWIS and Development. Research.
by 2001.
R.30 Actively seek out R.30.1 Evaluate key websites for R.30.1a Conduct weekly Director of Research Pro Vice Chancellor –
opportunities for research consulting information as well as evaluations. and Development. Research.
consultancies. press and pass on information to
research groups with an active
interest in consulting.
R.31 Assist Murdoch R.31.1 Allocate funds for the R.31.1a Funds allocated in 2002 Director of Research Pro Vice Chancellor –
researchers break into new purpose of engaging expert budget. and Development. Research.
or difficult markets for the assistance in tender preparation.
provision of consulting
services.

ATTACHMENT 3

ATTACHMENT 4

ATTACHMENT 5
2002 RIBG Expenditures
Division of Science and Engineering
Personnel Division
Forder/Hood 5% $ 2,000.00
Edge 20% 11,000.00
Roberts 10% 4,000.00
Harris 30% 31,000.00
Barker 100% 31,000.00
School of Biological Science and Biotechnology

Hubbard 80% 36,000.00
Howieson contract salary contrib. 5,900.00
Gurney 40% 18,500.00
Brooker/Butcher/Lendrum/Adams 50% 96,700.00
Dawson/McKenan/Tan 30% 51,600.00
Thompson 80% 24,200.00
Other tech 5% 24,200.00
School of Environmental Science

Salleo 20% 14,400.00
Gordon 30% 13,500.00
Flay 10% 5,000.00
School of Engineering Science

Osborne/Orton 50% 52,000.00
Equipment School of Biological Science and Biotechnology

Biosafety cabinet 5,826.00

Computer server room hardware 2,017.00

Voltammetry apparatus 6,500.00
Maintenance School of Biological Science and Biotechnology

Ultracentrifuge 2,573.00
Laminar flow cabinets 1,719.00
Consumables 11,250.00
Centre for Fish & Fish Res. Contrib 10,000.00
Internet 50% 5,393.00

Software/database 4,244.00
Internet 70% 12,216.00

NMR $ 4,000.00
Internet 30% 5,000.00
Facility refurbishment
School of Biological Science and Biotechnology
Admin office 50% 32,332.00
Postgrad student office 11,830.00
$ 535,900.00
Division of Arts
Personnel Faculty of Social Science, Humanities and Education

Flavio Campos $ 56,156.00
Timothy Morrison 47,151.00
Arthur Paul 47,307.00
Jill Sodestrom 27,846.00
Personnel Faculty of Business, IT, and Law

Damien Kuruckchi 17,498.00
Del Blakeway 16,728.00
Celia Cornwall 30,431.00
Library resources Funds used to purchase Library resources, references and 3,157.00
interlibrary loans.
Computer equipment and software for research 5,886.00

$ 252,160.00
Division of Veterinary Science

Technical research salaries $ 85,712.00
Consummables and small equipment 21,428.00
$ 107,140.00
TOTAL DIVISIONAL RIBG EXPENDITURE $ 895,200.00

Strategic allocations support 2002 for Areas of Research Strength (See Appendix 6) 1,430,225.00
Total RIBG expenditure for 2002 $2,325,425.00
RECONCILIATION RIBG
Balance carry forward 2001 $ 715,272.65
Add DEST allocation 2002 1,508,451.00
Total funds available 2,223,723.65
Less total RIBG expenditure for 2002 2,325,425.00
Deficit carry forward 2003 (FULLY EXPENDED) - $ 101,701.35

ATTACHMENT 6
2002 RIBG Expenditures by ARS
Area of Research Strength Description (salaries, equipment,

RIBG ALLOCATION consummables) 2002
Agricultural & Veterinary Biotechnology:
Strategic Allocations (Centres) Centre for High Throughput and Agricultural $ 50,000
Genetic Analysis
Centre for Legumes in Mediterranean 20,000
Agriculture
State Agricultural Biotechnology Centre 150,000
WA Biomedical Research Institute 60,955
Proposed Centres CRC for Infectious Disease Surveillance (0.5) 15,000
State Centre of Excellence in Natural Product 5,000

Development
CRC for Environmental Biotechnology (0.3) 5,000
CRC for Anti-microbial Resistance (0.3) 5,000
Centre of Excellence in Soil Health 1,000
ARC Linkage COE- Phytophthora 5,000
ARC COE- Functional Genomics for Crop 5,000
Protection
Sub-total $ 321,955
David Macey ARC Linkage $ 25,000

Graham Wilcox - ARC Linkage 90,000
Sub-total $ 115,000
Total $ 436,955
Contemporary Asia:
Strategic Allocations (Centres) Asia Research Centre $ 157,326
Total $ 157,326
Hydrometallurgy:
Strategic Allocations (Centres) CRC Parker Centre $ 150,000
Total $ 150,000
Social Change and Social Equity:

Strategic Allocations (Centres) Australian Housing and Urban Research Institut $ 25,000
MurdochLink 40,023
Total $ 65,023

Technologies and Policies for Sustainable Development:
Strategic Allocations (Centres) Australian Co-operative Centre for Re-newable $ 170,000
Energy
Australian Co-operative Centre for Re-newable 10,000
Energy2
Australian Housing and Urban Research Institut 31,117
Centre for Organic Waste Management 70,000
CRC Sustainable Tourism* P(0.3) 50,000
Environmental Technology Centre 64,000
Sub-total $ 395,117
Proposed Centres Transport Research Centre 5,000

ARC COE Solar Energy System 1,560
Global Centre for Sustainability 2,000
Sub-total $ 8,560
Total $ 403,677
Terrestrial and Aquatic Ecosystem Mgt & Restoration

Strategic Allocations (Centres) Fish and Fisheries $ 20,000
Total $ 20,000
Bioinformatics and Biostatistics

Strategic Allocations (Centres) Centre for Bioinformatics and Biological $ 90,000
Computing
Infrastructure Matt Belgard, Microarray Facility $ 26,244
Total $ 116,244
Interactive Media
Infrastructure -
Total $ -
Institute for Advanced Studies

Infrastructure -
Total $ -
Other not categorised Centre for Research on Women $ 15,000

Australian Research Centre for Medical 22,000
Engineering
Centre for Technological Citizenship 10,000
Centre for ISA* 34,000
Total $ 81,000
TOTAL $ 1,430,225

ATTACHMENT 7
History of the University Company Pty Ltd

(ACN 009 171 386)
Chronological Milestones
Feb 1975 A proposal was put forward to the University by the Mineral Chemistry Unit, to work
with Anumin Pty Ltd (a company established by ANU to exploit and patent discoveries
arising from university research) to exploit discoveries in the treatment of copper ore
made by the Unit.
Nov 1975 Murdoch and Anumin enter into an agreement to exploit the aforementioned patents. The
agreement was scheduled to continue until June 1976, subject to the continued existence
of the Mineral Chemistry Unit at Murdoch.
Jul 1976 The agreement was extended until 31 December 1976, after which, Murdoch would
assume management of the patents and the license agreement.
Oct 1976 The University deliberated over the idea of incorporating the Mineral Chemistry Unit as
a separate legal body named “Murmin Pty Ltd”.
Nov 1976 Senate approved the establishment of a limited liability company that would basically
incorporate the Mineral Chemistry Unit, similar to Anumin.
Mar 1977 Senate decided that instead of incorporating an entirely new body, the University would
instead acquire the shareholding of Anumin Pty Ltd from ANU, as this arrangement was
the simplest way of transferring responsibility of the project.
- The University acquired Anumin from ANU, with the primary purpose of Anumin
being to service the Mineral Chemistry Unit.
May 1981 Due to financial constraints at Anumin, Murdoch made a $2000 loan to Anumin.
Murdoch made a $30,000 loan to Anumin, whilst encouraging the Directors of the
Company to seek an additional $50,000 in outside funding to help fund the Company in
interesting its patented processes to industry.
Sept 1984 The name of Anumin was changed to Murmin Pty Ltd to better reflect the status of the
company. All references to ANU were also removed from the company’s structure.
Mar 1986 Murmin extended its areas of operation to include other areas of the University in
developing contract research, in addition to the Mineral Chemistry Unit.
Mar 1988 The University authorized Murmin to coordinate the consulting and contract research
activities of the academic and general staff of the University.
Oct 1989 The name of Murmin Pty Ltd was changed to The University Company Pty Ltd.
Apr 1991 A loan of $93,000 was made to Unico to help tide over Unico’s problems that had arisen
due to the failure of the Zinc Bromide Battery Project.
Oct 1991 The OAG was appointed as auditor of Unico.
May 1992 Unico became a shelf company. The University took over responsibility for the operation
of Unico and its various contractual arrangements as from July 1992. The Directors of
Unico were stood down, and senior executives of the University were appointed to the
Board. Unico’s role would be to act as an investment or licensing instrument for any
commercial agreements.
Jun 1992 A position was established in Research & Development to service the functions of
Unico.
Since Unico became a shelf company in 1992, several unsuccessful attempts were made
to re-establish Unico and appoint a business manager for the company.
Dec 2000 Unico entered into an agreement with Exodus Minerals Ltd to fund the MS Project.

Major Projects
The major commercialisation projects that Unico has been involved in to date are the Zinc Bromide
Project and the Multiple Sclerosis Project.
Major consultancies
The major consultancies that Unico has been involved in to date include consultancies for the
following bodies:
• GreenPeak Technologies Pty Ltd
• Office of Road Safety
• Ministry of Justice
• Solar Energy Systems Limited
• MS Biotechnology
• Conve Ltd
• Commonwealth of Australia
• Breesagen Ltd

ATTACHMENT 8
Commercialisation Strategy
Annual IP Opportunity Assessment or Invention Disclosure Databases
Detailed Review of Commercial Potential
Define Exploitation Route and Funding Option
LIKELY
STAGE PHASE CHARACTERISTICS COMMERCIALISATION
STRATEGY
• Research • Fundamental Research
• Applied Research
• Discovery
Joint Venture Strategic
• Technology • Proof of Concept Alliance with Early Stage
Idea
Investment Funds e.g., Sci
• Inventions Characterised
Ventures Pre Seed Fund.
• Applications Scoped
• Pathway strategy options
evaluated
• Opportunity • Potential markets and
Definition differentiation
• IP position
• Business options
• Opportunity • Defined options
Development
Development • Competition defined Licensing
• Capturing IP position
• Business • Tested business model
Definition
• Defined value proposition
• Executive staff
recruitment

LIKELY
STAGE PHASE CHARACTERISTICS COMMERCIALISATION
STRATEGY
• Investment • Winning business plan
Ready
Introduction • Differentiated IP position Start up
• Key executives in place
• Series A • Development milestones
investment
• Market testing
Growth
• Expanded Team/Org.
development
• Series B • Market/Sales investment
investment
• Manufacture/Distribution
• Next Generation
Products/Processes
Follow-on investment
• Series C • International growth
investment
• Global business plan
• Next Generation IP
position(s)
• IPO/trade • Public offering
sale
• Business sale or
acquisition
• Technology licensing

ATTACHMENT 9
INTELLECTUAL PROPERTY POLICY AND GUIDELINES
1. Introduction
Intellectual Property includes the legal rights relating to intangible property such as copyright,
registered designs, patents and trade marks. Intellectual Property laws protect the intangible aspects of
a product, For any product or process, its sales literature, software and promotional film may be
protected by copyright; its shape or pattern may be a registered design; its invention may be patented;
its name may be registered as a trademark; and confidential information about it may be protected by
action for breach of confidential information.
Unlike personal property, Intellectual Property cannot be possessed and unlike real property it cannot
be occupied. Yet, the intangible assets, which Intellectual Property laws protect, may be the most
valuable assets of a university. This is why best practice requires that Murdoch University has an
Intellectual Property Policy in place to protect the interests of its staff, students and the University
itself. In developing this policy and associated guidelines, the University seeks to set out the
framework by which the University will protect, develop and commercialise Intellectual Property
arising from University research, and enable the originators of discoveries and developments to
benefit from their commercial exploitation and be recognised for their work. In providing such
incentives for staff and students to actively pursue commercial opportunities, this policy forms part of
the University’s overall strategy to create an environment that fosters innovation and discovery. It is
of course understood by the University that protection of IP does reduce the academic freedom to
publish and transmit research outcomes.
Where this Policy is in conflict with Statute 18, Statute 18 will prevail until such time as the Statute is
amended to reflect the terms of this Policy. Application of this policy is administered by the Division
of Research and Development and Divisions, Schools and Offices of the University.
2. Policy Objectives
The objectives of this policy are to:
i. Provide certainty about the ownership of Intellectual Property created in the course of
university activity;
ii. outline the responsibilities and obligations of the University, its staff and students in the
management of Intellectual Property; and
iii. help facilitate the commercialisation of this Intellectual Property for the benefit of the
University, its staff and students, and the community.
3. Definitions used in this Policy
In this Policy:
a. Adjunct Appointee means a duly appointed adjunct to the University appointed according to
procedures and policies in place relating to adjunct appointments and as may vary from time to
time.
b. Commercialisation means the process of gaining financial benefit from University IP. This
includes protecting, managing and developing the commercial value of Intellectual Property
and research, most commonly through the creation of linkages with industry and the creation of
commercial enterprises linked by formal legal agreements to the University.

c. Computer Works means any software or computer code, whether in written or digital form,
including:
i. Human readable source code and executable object code (including program
applications, firmware and compiler code) and associated listings;
ii. Source materials that support and explain the items referred to in (i.) above, database
structures, object libraries and reference files, master files, and field descriptions and
record layouts;
iii. Embedded software tools, if any;
iv. Circuit diagrams, printed circuit board layouts, hardware and electronic components
listings, layout drawings and installation instructions; and
v. Any modifications to the foregoing.
d. Copyright Work means any work as defined in the Copyright Act 1968 (CWth) including
artistic, literary, dramatic, or musical work, sound recording, cinematograph film, television
broadcast, sound broadcast, published edition of a work, photograph, video recording, CD
ROM or Computer Works. For the purposes of this Policy, Copyright Work shall also include
monographs and scholarly works including manuscripts, lecture notes and other materials
prepared for educational or scholarly purposes.
e. Course Materials means:
i. any Copyright Work whether in electronic, written or any other form of media created by
a Staff Member specifically for use in, or in connection with a course, subject or unit
offered or to be offered by the University or by an affiliated open learning or distance
education agency; and/or
ii. any materials commissioned by the University specifically for use in, or in connection
with a course, subject or unit offered or to be offered by the University or by an affiliated
open learning or distance education agency unless there is an agreement to the contrary.
f. Course of their Duties, for a Staff Member, primarily refers to the scope of duties as a Staff
Member as set out in the contract of employment, duty statement or any other agreement
between the Staff Member and the University in effect at the time at which University IP or
other Intellectual Property was generated. This includes activities and creative thoughts
occurring outside of normal working hours or away from University premises provided that
they have a direct relationship to the Staff Member’s official duties at the University.
g. Indigenous Work means a work created predominantly by people of Aboriginal or Torres

Strait Island descent.
h. Intellectual Property includes information, ideas, inventions, innovations, art work, designs,
literary text and any other matter or thing whatsoever as may be capable of legal protection or
the subject of legal rights in any of the ways set out in this clause and includes the following
rights recognized by Australian and/or foreign law:
i. Patents;
ii. Information which is of a kind and which has been communicated in such a way as to
give rise to a duty of confidentiality;
iii. Information which is subject to an employee’s duty of fidelity to the employer;
iv. Copyright Works;
v. Registered trademarks;
vi. Registered Business Names;
vii. Registered company names;
viii. Domain names;
ix. Unregistered trademarks used or intended for use in business;
x. Registered designs or designs capable of being registered;

xi. Copyright in some unregistered or unregistrable designs (usually as artistic works);
xii. New plant varieties and the right of breeders of such varieties;
xiii. Circuit layouts (computer chips);
xiv. Trade secrets; and
xv. Other rights resulting from intellectual activity in the industrial, commercial, scientific,
literary and artistic fields.
i. Intellectual Property Registry means the registry of University IP .
j. Intellectual Property Rights means the rights to Intellectual Property.
k. Originator means any person who creates, whether or not in conjunction with another person,
any Intellectual Property.
l. Specific Contribution, in relation to the creation of Intellectual Property, means funding,

University Resources, facilities or apparatus which are contributed by the University, but
excludes a scholarship awarded by the University as a contribution to a specific University
Project.
m. Staff Members means any member of the full or part-time academic or general staff of
Murdoch University whether engaged in or holding a permanent post or not.
n. Students means a graduate student, an undergraduate student and/or any other person
designated or defined as a student in the Murdoch University Act 1973. Any reference to a
Student in this Policy shall also apply to a Visiting Academic, Scholar or other person in so far
as that person undertakes studies, scholarship or research with or at the University and in so
doing uses University resources, works as part of a University research team responsible for
developing the Intellectual Property, or develops Intellectual Property through the use of or
building on confidential information belonging to the University.
o. Supervisor means the supervisor of a postgraduate research student or person acting with the
authority of the University in such a capacity or the staff member (normally the Head of
School) supervising an undergraduate student or postgraduate coursework student in a course of
studies.
p. University IP means Intellectual Property which is owned by the University according to the
terms of this Policy or otherwise as a matter of law.
q. University Project means any program of work or research project administered by or on

behalf of the University which:
i. Is funded by the University; or

ii. Is funded by an external source (including both private and public sector); or
iii. Makes use of any University Resources; or
iv. Incorporates or uses pre-existing University IP.
r. University Resources means and includes the University’s physical infrastructure, equipment,
technical support and administrative, financial, human and legal resources.
s. Unico means the University Company Pty Ltd ACN 009 171 386 a company wholly owned by
Murdoch University, which is responsible for the commercialisation of University IP.

4. Persons covered by the policy
This policy governs the Intellectual Property Rights of the following persons:
i. Staff Members;
ii. Students; and
iii. Persons participating in a University Project whether as an external student, visitor, Adjunct
Appointee or contractor
Persons who do not fall under the above categories are not affected by this Policy
5. Ownership of Intellectual Property

The ownership of any Intellectual Property created by persons covered under this Policy will be
determined by the terms of this Policy, unless such persons have entered into a written agreement with
the University which specifically refers to and overrides this Policy.
5.1 Ownership of Intellectual Property created by Staff Members

Subject to clauses 5.4, 6.1, 6.2 and 7, the University owns all Intellectual Property in works created by
Staff Members within the Course of their Duties. If a Staff Member has created any Intellectual
Property that is unrelated to the work done by them in the Course of their Duties at the University and
without using any significant level of University Resources, then the University does not own such
Intellectual Property.
5.2 Ownership of Intellectual Property created by students

For a Student who is the Originator of any Intellectual Property generated during their course of
studies at the University, the following shall apply:
i. Subject to the provisions of this Policy and as a general rule, the University does not claim
ownership of Intellectual Property created by Students;
ii. The University will own any Intellectual Property arising from participation by the Student in a
University Project provided that where the program or research is termed a University Project
by virtue of the level of University Resources used, the University Resources used in that
instance was beyond that normally available to Students. It is a condition of the Student
participating in a University Project that the Student enter into a Deed of Assignment (Policy
Schedule B) with the University in respect of the Intellectual Property that is so generated.
University Project status may only be imposed on a student if the student is informed as such
prior to the approval of the student’s Program of Study;
iii. The University will own any Intellectual Property arising from the work of the Student
undertaken with a Specific Contribution beyond that normally available to research students by
the University;
iv. Where a Student participates in a University Project, the provisions of this Policy will bind that
student as if acting in the University Project as a Staff Member;
v. The University’s claim or ownership of Student generated Intellectual Property will not
interfere with the academic assessment of the Student.
5.3 Ownership of Intellectual Property created by Adjunct Appointees

The ownership of any Intellectual Property created by a visitor or person holding an adjunct
appointment during the course of any visit or adjunct appointment at the University shall be
determined by consultation between the University and the visitor or person holding an adjunct
appointment and recorded in writing. In the absence of any such written agreement, Intellectual
Property created by a visitor or person holding an adjunct appointment during the course of any visit
or adjunct appointment at the University will be owned jointly in equal share by the adjunct and the
University

5.4 Ownership of Intellectual Property and Agreements between Sponsors and the University
Where a Staff Member or Student at the University participates in a University Project that is fully or
partly funded by an external party, and an agreement has been entered into between the external party
and the University which governs the Intellectual Property, ownership of the Intellectual Property
produced during the course of that University Project will be governed by that agreement and such
arrangements will override the other terms of this Policy.
Where a Staff Member or Student of the University participates in an activity that is funded by the
University and an agreement has been entered into between the Staff Member or Student and the
University, then the ownership of Intellectual Property produced in the course of that activity will be
determined by that agreement.
5.5 Bringing Intellectual Property to the University

Where the owner or Originator of Intellectual Property which was created prior to enrolment in a
course of studies or the commencement of employment or research with the University brings or
intends to bring Intellectual Property to the University to be used in the course of studies or within the
Course of their Duties or otherwise, such persons will be required to assist the University in
determining whether that Intellectual Property is entirely owned by them by providing the University
with:
i. an inventory of that Intellectual Property;

ii. all documents relating to the ownership of such Intellectual property, including without
limitation any contract, agreement, licensing agreement, or another institution’s Intellectual
Property policy;
iii. written warranties that the use of such Intellectual Property does not infringe the rights of any
third parties.
6. Ownership of Copyright
6.1 Copyright owned by originator

Copyright is one of the many forms of Intellectual Property that this Policy covers. Subject to clauses
6.2 and 7.2, a Staff Member who is the Originator of a Copyright Work will be the owner of the
copyright in that work unless the provisions of this Policy specifically provide that the copyright is
owned by the University
6.2 Copyright owned by the University

If a Staff Member is the Originator of a Copyright Work and:
i. the University has specifically commissioned the Copyright Work; or

ii. the Copyright Work was created as a result of the Staff Member’s participation in a University
Project; or
iii. the University has contributed other University IP to the development of the Copyright Work;
or
iv. the University has made a Specific Contribution resulting in the creation of the Copyright
Work; or
v. substantial use was made of the University’s resources and/or services in the creation of the
Copyright Work; or
vi. the Copyright Work was created in by the Staff Member in the Course of their Duties
then the University shall own the copyright in the Copyright Work.

6.3 Student ownership of copyright in theses
Notwithstanding any other provision in this Policy:
i. Students shall own the Copyright in their theses, unless the Student agrees otherwise in writing.
ii. The University may require that the content of theses be regarded as confidential in certain
circumstances and will determine the extent and the term to which confidentiality requirements
are to be attached to each individual thesis. In any case, the requirement of confidentiality shall
be for no longer than two years, unless otherwise agreed between the parties.
iii. The examination of the thesis shall not be affected, although the University will give
consideration to the need for examiners to sign confidentiality agreements in substantially the
same form as that at Policy Schedule C.
6.4 University’s license to use Originator’s work

Where a Staff Member is the owner of the copyright in a Copyright Work created whilst in the
employment of the University, pursuant to this Policy:
i. The University retains a non-exclusive, perpetual and royalty-free license to publish and use the
Copyright Work for its educational and research purposes or those of any joint venture partner
where the joint venture is specifically established for educational or research purposes or in
relation to any contract for collaborative teaching arrangements entered into by the University
with external partners;
ii. The University is entitled to access to that Copyright Work in order to enable the University to
freely exercise the license granted to it under clause 6.4(i) above;
iii. The University’s license under this clause is terminated at the time that the Staff Member
assigns ownership in the Copyright Work to a Commercial Enterprise; and
iv. The Staff Member is required to notify the University immediately in writing on the date of the
assignment of copyright ownership in the Copyright Work to a Commercial Enterprise.
6.5 Ownership of Copyright in conventional scholarly output

A Staff Member or Student who is the Originator of a Copyright Work which is a conventional
scholarly output shall own the copyright in that work.
7. Intellectual Property and Copyright in Specific Circumstances
7.1 Artistic & Indigenous Works

The University recognises the emotional and spiritual link which may exist between the creator of an
artistic work or Indigenous work and the work itself. As such, the University claims no ownership of
copyright in such works.
In areas of doubt, the University will determine, after suitable consultation with relevant groups
within the University, what works are regarded as artistic works or Indigenous works for the purposes
of this clause.
The University will exercise its rights under clause 6.4 in a manner consistent with its recognition of
the emotional and spiritual sensitivity of such works
The University must consult with the Originator of an artistic work or Indigenous work before making
any use of the work under clause 6.4.
7.2 Course Materials

The University shall own the Intellectual Property in Course Materials created by Staff Members in
the normal Course of their Duties.

However, if:
i. a Staff Member creates Course Materials; and

ii. a substantial proportion of those Course Materials incorporate a Copyright Work that already
exists; and
iii. the Staff Member is the owner of the copyright in that Copyright work,
then the Staff Member owns the copyright in such Course Materials and the University will have a
licence to use the Copyright Work in those Course Materials upon the terms set forth in clause 6.4.
Course Materials may only be published on a web site with the prior written permission of the Head
of School.
Where a Staff Member leaves the employment of the University, the Staff Member may not use
Course Materials in which the University owns copyright without the prior written permission of the
Head of School.
Where a Staff Member leaves the employment of the University and owns the copyright in Course
Materials, the University will retain a licence to use the Copyright Work in those Course Materials
upon the terms set forth in clause 6.4.
Where a Staff Member creates Course Materials outside the normal Course of their Duties, ownership
of the copyright in such Course Materials shall vest in that Staff Member, and the University will
have a licence to use the Copyright Work in those Course Materials upon the terms set forth in clause
6.4.
7.3 Computer Works

The University shall own the Intellectual Property in any Computer Works developed by a Staff
Member within the Course of their Duties.
7.4 Moral Rights

The University will observe any obligations which it may have in relation to moral rights as may be
provided by the Copyright Act 1968 (CWth) from time to time. In any case, the University will seek
to protect the rights of attribution and integrity in relation to Copyright Works which it seeks to
commercialise.
8. Obligations of Staff, Students and Adjunct Appointees
8.1 Requirement to enter into an Intellectual Property Acknowledgement and Undertaking

and Deed of Intellectual Property Assignment
i. Staff Members will be required to enter into an Intellectual Property Acknowledgement and
Undertaking with the University (see Policy Schedule A)
ii. Subject to clause 9.1, Students undertaking or participating in a University Project will be
required to enter into a Deed of Intellectual Property Assignment (see Policy Schedule B) prior
to undertaking or participating in a University Project. For postgraduate Students this will be
the time they are enrolled or when the Student’s Program of Study is submitted. Where
Students are unwilling to enter into a Deed of Intellectual Property Assignment with the
University, the University may offer the Student an alternative program of study which does
not involve participation in a University Project.

8.2 Confidentiality requirements
In order to ensure that University IP is protected Staff Members and Students should not:
i. hold any discussions with any person external to the University concerning the University IP
before registering the University IP in accordance with clause 8.8 and receiving from such
external persons a signed confidentiality agreement (Policy Schedule C), unless otherwise
required by any funding or University Project agreement;
ii. present at conferences or publish any information about any University IP without the approval
of their Supervisor.
iii. Agree to sell or engage in any commercial use of University IP without the prior written
consent of the University.
iv. divulge any trade secrets without the prior written consent of the University.
These confidentiality requirements shall prevail for a period of two years from the date University IP
is registered in accordance with clause 8.8 unless otherwise agreed in writing by the relevant parties.
The Pro Vice Chancellor (Research) may exempt any Staff Member or Student from these
confidentiality requirements.
8.3 Reporting infringements of University IP

Any Staff Member or Student who becomes aware of the unauthorised use of University IP must
promptly inform the Pro Vice Chancellor (Research) in writing of the relevant details as soon as they
become aware of such unauthorised use.
8.4 Duty not to act contrary to the University’s rights

A Staff Member or Student who does not own the Intellectual Property vested in a particular work
must not:
i. apply for any form of protection for that Intellectual Property; or

ii. commercialise or otherwise deal with that Intellectual Property; or
iii. do any act or thing in a manner inconsistent with, or which would prejudice the University’s
rights under this policy.
8.5 Postgraduate Research Students

In the event that a postgraduate Student believes that he or she has created valuable Intellectual
Property; the following shall apply:
i. the Student shall consult their Supervisor regarding the ownership of the Intellectual Property
which the Student has created. The Intellectual Property may be owned by the Student or the
University in accordance with clause 5.2. The Supervisor will seek advice from the Division of
Research and Development on this matter where the issue of ownership is unclear;
ii. where the University is deemed to own Intellectual Property, the Student shall enter into an
agreement with the University as outlined in clause 8.1, subject to clause 9.1;
iii. where the Student is deemed to own Intellectual Property, the Student and the Supervisor will
be required to attest to an appropriate arrangement for the ownership of any rights related to
Intellectual Property developed by the Student and which is related to the work done by the
Student in the course of their studies. This is necessary in cases in which the University or the
Supervisor has contributed significantly to the generation of the Intellectual Property;
iv. the Student, in consultation with the Supervisor, shall also be required to register the
Intellectual Property with the University in accordance with clause 8.8.
v. the Student and the Supervisor will ensure that the Intellectual Property is adequately protected
and will act in accordance with clauses 6.3, 8.2, 8.3 and 8.4.
vi. where the Student is deemed to be the owner of the Intellectual Property, the University will
retain a non-exclusive, perpetual and royalty-free license to and utilise the Intellectual Property
for its educational and research purposes.

8.6 Assignments and confidentiality undertakings
Where the University enters into an agreement with an external party as contemplated in clause 5.4 or
otherwise, and:
i. the agreement contains obligations concerning the ownership of Intellectual Property or the
authorised use of or access to confidential information; and
ii. Staff Members, Students or other persons are involved in the activities or have obligations on
behalf of the University under that agreement; and
iii. As a result of those activities or obligations Intellectual Property or confidential information is
or may be created or disclosed,
then each Staff Member, Student or other person must assign the Intellectual Property to the
University and/or external party and/or sign a licence and/or confidentiality agreement as the
University may determine.
8.7 Obligations of Adjunct Appointees

If a visitor or person holding an adjunct appointment uses University IP, or participates in a
University Project the University will require such persons to sign a confidentiality agreement in
substantially the same form as that in Policy Schedule C. The obligations under the confidentiality
agreement shall continue to apply beyond the term or termination of the visit, adjunct appointment or
involvement with the University.
Persons holding an adjunct appointment should consult with the Division of Research and
Development at the time of appointment regarding access to and use of University IP under this
Policy.
If Intellectual Property with the potential for commercial exploitation is developed during the course
of an adjunct appointment then the provisions of Clause 5.3 shall apply.
Upon termination of any visit, appointment or involvement with the University Project, a visitor or
person holding an adjunct appointment should consult with the University if they wish to use or have
access to any University IP.
It is the responsibility of the person appointing the adjunct appointee to inform the adjunct appointee
of their obligations under this Policy. Each new adjunct appointee will then be required to sign a
written form of acknowledgment indicating that they have read and agree to the terms of this Policy.
8.8 Requirements and Procedures for notification

Where a Staff Member creates University IP, the Staff Member must register its existence on the
Intellectual Property Registry as soon as the Staff Member becomes aware the University IP has been
created.
Where a Staff Member creates University IP and that University IP may be capable of commercial
exploitation the Staff Member must report its existence to the Pro Vice Chancellor (Research) as soon
as the Staff Member becomes aware that the University IP may be capable of commercial
exploitation. The contents of the report should be as stated in clause 8.9 below.
Where a Student creates University IP and that University IP may be capable of commercial
exploitation, the Student must report its existence to their Supervisor as soon as the Student becomes
aware that the University IP may be capable of commercial exploitation. The Supervisor will then
report its existence to the Pro Vice Chancellor (Research). The contents of the report will be as stated
in clause 8.9 below.
8.9 Contents of Report Registering the Creation of University IP

A report registering the creation of University IP under clause 8.8 should contain the following
details:

i. a brief description of the Intellectual Property and its potential for application;
ii. the date upon which the Intellectual Property was created;
iii. the identity of any person or persons who contributed to the creation of the Intellectual
Property;
iv. the details of any pre-existing Intellectual Property which was used in creating the Intellectual
Property;
v. whether any person other than the originator claims any entitlement or interest in the
Intellectual Property;
vi. the details of any University facilities used to create the Intellectual Property (especially
including grant moneys or other research funding);
vii. the details of any known or existing or partial use, publishing or commercial exploitation of the
viii. the details of any provisional patent application that may have been filed with regard to the
ix. reference to the existence of any laboratory notebooks or other workbooks documenting the
development of the Intellectual Property;
x. an identification of the potential risks of commercialising and not commercialising the
Intellectual Property; and
xi. any information which would assist in evaluating, protecting or commercialising the
The University may ask the Originator to provide such additional information as is reasonably
required and the Originator must not withhold that information.
All the information provided in a report registering the creation of University IP will be treated as
confidential by the University
8.10 Sanctions for non-compliance
The University reserves the right to take appropriate action in the event that Staff or Students do not
comply with their obligations under this Policy.
9. University’s Obligations
9.1 Advising Staff and Students on their Rights and Obligations

The University will take reasonable steps to ensure that this Policy is communicated to Staff and
Students.
At the time of the promulgation of this Policy the University will:
i. Inform Staff Members and Students of their rights and responsibilities in relation to the
ownership, assignment and use of Intellectual Property under this Policy;
ii. Conduct educational seminars which will assist Staff and Students in furthering their
understanding of those rights and responsibilities;
iii. Require existing Staff Members to complete the Intellectual Property Acknowledgment and
Undertaking at Policy Schedule A acknowledging these rights and responsibilities.
At the time of a Student enrolment or when the Student’s Program of Study is submitted, the
University will:
i. inform Students of their rights and responsibilities in relation to the ownership, assignment and
use of Intellectual Property under this Policy;
ii. where appropriate, require the student to complete the Deed of Assignment at Policy Schedule
B acknowledging those rights and responsibilities;

iii. conduct educational seminars which will assist Students in furthering the understanding of
those rights and responsibilities; and
iv. Prior to any Student entering into a Deed of Assignment with the University, advise that
Student of their rights and that it may be in their best interests to obtain independent advice.
The University will provide assistance to the extent it deems appropriate to help the Student
obtain independent advice.
At the time of commencement of employment or within reasonable period thereafter, a new Staff
Member will be:
i. informed of their rights and responsibilities in relation to Intellectual Property under this
Policy;
ii. required to complete the Intellectual Property Acknowledgment and Undertaking at Policy
Schedule A acknowledging those rights and responsibilities; and
iii. provided with training which will assist in the understanding of those rights and
responsibilities.
9.2 University to consult where practicable

If the University wishes to enter into an agreement with an external party concerning the funding,
ownership and/or commercialisation of Intellectual Property produced in the course of a University
Project, the University will as far as practicable:
i. consult with the Staff Members and Students who will be affected by that agreement; and
ii. ensure that the agreement reflects, as far as is practicable, the terms of this Policy.
10. Commercialisation
10.1 Evaluation of commercialisable Intellectual Property

Following consideration of the report registering creation of IP in accordance with clause 8.8 and in
consultation with the Originator, the Pro Vice Chancellor (Research) will determine whether the
University wishes to become involved in the exploitation of the University IP. In such cases, the Pro
Vice Chancellor (Research) may consult an appropriate expert(s) in the relevant field in order to
obtain an independent evaluation of the University IP in relation to its protection and
commercialisation.
10.2 Procedures for commercialising IP

If the University wishes to commercially exploit the University IP, the Pro Vice Chancellor
(Research) will formulate a commercialisation plan/proposal in consultation with the Originator.
When complete, the proposal will be submitted to the Board of Unico for evaluation. The submission
will be made by the Pro-Vice Chancellor (Research) together with a recommendation to the Board.
The proposal will include the following types of information:
i. Title;
ii. Non technical/ non confidential summary of the technology/commercialisation opportunity;
iii. Introduction to the commercialisation opportunity including nature of commercial application,
potential market size and known competitors;
iv. Nature of IP protection planned or already in place;
v. Nature of any existing encumbrances on the IP;
vi. Type of commercialisation model proposed (eg. spin off company, licence agreement, etc);
vii. Details of any discussions or negotiations to date with potential partners;
viii. Details of any funds sought from University/Unico and/or commercialisation partner;
ix. Action/Decision list for commercialisation; and
x. Risk assessment and mitigation plan.

(a blank, pro forma example of a commercialisation plan/proposal should be included as a Schedule.
Again, this will help to provide guidance as to the formulation of such a plan/proposal.)
10.3 Registered Protection

If not already determined and acted upon, the commercialisation plan/proposal should outline any
necessary steps to be taken to protect the Intellectual Property through registration, and the funding
proposal should set out the funds required for effective searching and provisional lodging. In general
the University and/or Unico will support the costs leading up to the lodging of a provisional
application for registration. The commercialisation plan/proposal should outline future costs of full
registration protection and lodging. These will normally be sought from the commercial partner.
Prior to making an application for registration protection in cases where the University IP has been
created in conjunction with an outside partner where no written agreement exists outlining the share
of ownership of Intellectual Property or responsibility for Intellectual Property protection and
commercialisation it is essential that written agreements be entered into between the University and
any external party that has contributed to the creation of the University IP. Such agreements will
include the following issues:
i. the percentage share of the ownership of Intellectual Property between the University and the
other party;
ii. assignment to one of the parties (usually the University) by the other party of the responsibility
for protecting and commercialising the Intellectual Property;
iii. confidentiality provisions;
iv. warranties as to the originality and/or ownership of the relevant Intellectual Property;
v. the allocation of the costs of applications for registration and prosecution; and
vi. the allocation of any proceeds or royalties arising out of the commercialisation of the
The Division of Research and Development can provide advice on all issues related to Intellectual
Property registration and protection and if necessary will arrange for meetings with patent attorneys.
10.4 Duty to assist

Where the University decides to commercially exploit any University IP the Originator(s) of that
University IP must provide the University with reasonable assistance in the process of
Commercialisation including, but not limited to, making reasonable efforts to provide information
promptly, attending meetings with potential licensees or funding partners, and providing advice on
further developments.
(the Originator(s) of University IP should be obligated to enter into some form of “Consultation
Agreement” with the University, at the University’s discretion, so as to ensure that any required
assistance will be available)
11. Proceeds of Commercialisation of University IP
11.1 Money received from commercial exploitation of Intellectual Property

Where money is received by the University from Unico or a third party as a result of the
Commercialisation of University IP, the University will first deduct from that money the costs
incurred by it in the process of protecting and Commercialising the University IP (unless this was
done by Unico, in which case money received by the University from Unico will be net of any costs
incurred in the process of protecting and commercialising the University IP). The University shall
determine a schedule of reasonable costs which shall be applied in assessing any moneys to be
deducted from the gross proceeds of commercialisation. After these costs have been deducted, the
University may make an appropriate apportionment of that money between itself and the Originator(s)
pursuant to clause 11.2.

11.2 Distribution of Net Revenue
The payments to the Originator(s) referred to in clause 11.1 will be in accordance with the terms of
this clause unless a separate agreement has been entered into between the University and the
Originator(s).
The Originator of University IP which is commercialised by the University will be entitled to receive
the greater of either the amount provided for under clause 7.4 of Murdoch University Statute Number
18, as amended from time to time, or 50 percent of the total accumulated revenue from
Commercialisation, after deducting all direct costs associated with commercialising the IP,
registration costs and the University’s 15% overheads (“Net Revenue”), unless an agreement entered
into between the Originator and the University states otherwise.
Where there is more than one Originator involved in the creation or development of the relevant
University IP, each member of the group of Originators is entitled to receive an equal share of any
payment made under this clause unless an agreement entered into between the group of Originators
and made available to the University states otherwise.
If the members of the group are unable to agree on the apportionment of Net Revenue, the University
will determine the matter. The University will give consideration to the respective contributions of all
contributors to the creation and development of the University IP.
12. Assignment of Intellectual Property and Copyright
12.1 Assignment of Intellectual Property

University IP may only be assigned with the approval of the University. Authority for this is vested
with the Pro Vice Chancellor (Research).
Where the University wishes to commercialise University IP through Unico it may assign the
University IP to Unico. Where the University considers that the University should not be involved in
the commercial exploitation of some particular Intellectual Property or has determined that it has not
been successful in doing so, then the University may assign the rights of ownership in the Intellectual
Property to the Originator of the Intellectual Property under the provisions in this Policy. There is no
obligation for the University to assign Intellectual Property under any circumstance.
12.2 Assignment of copyright in Course Materials

When considering a request to assign ownership of copyright in Course Materials the University shall
have due regard to its commercial and educational interests in determining if such a request should be
granted. The University shall seek advice from the Head of School and other senior staff as required
in making such a determination.
If the University assigns to a Staff Member the copyright in any Computer Works or Course
Materials, the University retains a non-exclusive, perpetual and royalty-free licence to produce,
publish or use for its purposes those Course Materials or Computer Works until such time as the Staff
Member has the work published commercially.
When such Copyright Works become available for sale to Students the licence granted to the
University under this clause will cease.
If the above work is recommended for use by Students at the University in connection with any course
of study the work shall be purchased and sold by the University bookshop in the same manner as all
other prescribed textbooks. However, the University does not guarantee that a textbook produced and
published by a Staff Member will be prescribed or continue to be prescribed as a text for Students at
the University.

12.3 Procedure for assignment of Ownership of Intellectual Property
A Staff Member or Student who wishes to be assigned ownership of Intellectual Property created by
them, should advise the Pro Vice Chancellor (Research) in writing:
i. that the Intellectual Property is original and solely the work of the Staff Member or Student
concerned, or if produced jointly the names of other persons involved; and
ii. of the purpose for and the conditions under which the Intellectual Property was created, if
appropriate; and
iii. of the basis upon which the Staff Member or Student concerned claims ownership; and
iv. that assignment of ownership of the Intellectual Property is requested.
12.4 Conditions, fees and royalties applying to the assignment of University IP

The University reserves in its absolute discretion the right to impose any conditions it may determine
on the assignment of ownership of University IP to a Student or Staff Member. In particular the
University may subject any assignment to payment of a royalty or fee that is to be determined by the
University in the event that the Student or Staff Member commercially exploits University Intellectual
Property.
13. Dispute resolution
13.1 Staff Member Dispute Resolution

Where a Staff Member has a dispute with the University arising out of the operation of this Policy, the
parties will attempt to resolve the dispute in accordance with the following procedure:
i. In the first instance, an accredited representative(s) of the National Tertiary Education Union
(Murdoch Branch) and an appropriate representative(s) of the University shall discuss the
dispute and attempt to reach written agreement, subject to ratification by the parties.
ii. Where a dispute is not resolved under 13.1(i), at the request of either party, a Disputes
Committee shall be convened within one (1) working week unless otherwise agreed. The
Disputes Committee shall consist of:
a. Two (2) nominees of the University; and
b. Two (2) nominees of the National Tertiary Education Union (Murdoch Branch).
The Disputes Committee shall attempt to resolve the matter within one (1) working week of its
first meeting. Any resolution shall be in the form a written agreement subject, if necessary, to
ratification by the parties.
iii. Until the procedures described in clause 13.1(i)-(ii) have been exhausted:
a. Work shall continue in the normal manner and status quo shall remain; and
b. The subject matter of the dispute shall not be taken to the Australian Industrial Relations
Commission by the University or the National Tertiary Education Union (Murdoch
Branch).
iv. When the procedures described in clause 13.1(i)-(ii) have been exhausted, the matter may be
referred by either party to the Australian Industrial Relations Commission for conciliation or
arbitration. Where the Australian Industrial Relations Commission determines that it does not
have the jurisdiction to arbitrate, each party is entitled to seek a recommendation during
conciliation to resolve the dispute.
13.2 Student Dispute Resolution

Where a Student has a dispute with the University arising out of the operation of this Policy, the
parties will attempt to resolve the dispute in accordance with the Dispute Resolution Process for
Postgraduate Research Students.

14. Related Policies
This Policy must be read in conjunction with the University Consultancy Policy and Guidelines, Risk
Management Policy, and any other relevant policies and regulations. Staff Members and Students
carrying out consulting activities under the University Consultancy Policy and Guidelines should be
mindful of and take precautions against disclosing University IP to consultancy clients.
15. Review
The Pro Vice Chancellor (Research) is the responsible officer for the amendment and updating of the
Administrative Procedures of the University’s Intellectual Property Policy and Guidelines.
The Pro Vice Chancellor (Research) shall review the Policy every three (3) years, with the first review
being in 2004.

INTELLECTUAL PROPERTY ACKNOWLEDGEMENT AND UNDERTAKING
All staff members of Murdoch University are bound by the relevant provisions of the Murdoch
University Act 1975-1983 and associated By Laws and Regulations including the Code of Ethics and
Code of Conduct which together with other University Policies and Procedures form part of the
Contract of Employment for Murdoch University staff. Staff Members are also subject to common
law, including legal obligations relating to the law of confidentiality. The purpose of this document is
to bring some of these requirements to the specific attention of the undersigned officer, to clarify
certain obligations and to seek a formal acknowledgement of the existence of these requirements and
an undertaking to abide by them.
I hereby:
Acknowledge that all Intellectual Property generated by me in the Course of my Employment with
Murdoch University is the property of Murdoch University;
Undertake that:
(a) I will communicate to the Pro Vice Chancellor (Research), all Intellectual Property created by
me in the Course of my Employment with Murdoch University and I will do this as early as
practicable after its creation;
(b) I will, whenever so requested by Murdoch University, execute all documents necessary or
desirable to secure or enhance Murdoch University’s entitlement to rights in any Intellectual
Property generated by me in the Course of my Employment with Murdoch University;
(c) I will maintain the confidentiality of all Intellectual Property and other confidential information
to my knowledge or in my possession in the Course of my Employment with Murdoch
University; and specifically, I will not communicate such Intellectual Property or other
confidential information within Murdoch University or outside Murdoch University unless I
have explicit authority so to do;
(d) upon termination or cessation of my employment with Murdoch University I will hand over to
Murdoch University all physical materials then in my possession which embody or disclose:
(i) any Intellectual Property which Murdoch University owns or to which Murdoch
University is entitled, or
(ii) any confidential information which has come into my possession in the Course of my
Employment with Murdoch University or relates in any way whatsoever to Murdoch
University.

In the foregoing:
‘Intellectual Property’ shall have the same meaning as in the Murdoch University Intellectual
Property Policy and Guidelines. ‘Course of my Employment’ shall have the same meaning as ‘Course
of their duties’ in the Murdoch University Intellectual Property Policy and Guidelines.
EXECUTED AS A DEED.
(Signature)
(Print Name) (Print Position in Murdoch University) (Date)
(Signature of Witness)
(Print Name of Witness) (Print Occupation of Witness)
(Address of Witness)

DEED OF ASSIGNMENT
BETWEEN: ……………………………………………………………………….. (“The Student”)
AND: MURDOCH UNIVERSITY (“The University”)
RE: INTELLECTUAL PROPERTY in the research project titled
The copyright material includes:
[Insert brief description of project and literary or other copyright material to be produced
in the course thereof and which is to be assigned]
1. The Student has undertaken/will undertake (delete where inapplicable) the above research on
the basis set out in the Australian Postgraduate Research Award Conditions dated 17 March
1992 and the University Statute No. 18, as amended from time to time.
2. The parties agree that the research project has potential to generate commercially useful
Intellectual Property and confidential information.
3. The University will/may be entering into a commercialisation or research funding agreement

with a third party(s) which may make use of the work done in the above research project.
4. So that the University can honour its obligations to a third party under the funding agreement
referred to in paragraph 3, The Student assigns to the University all of his/her present and
future rights, titles and interests in Intellectual Property arising from his/her research project
including, but not necessarily limited to, any and all copyright or rights in or over confidential
information that may vest in or over the original material produced by The Student in the
course of or for the purpose of carrying out the aforesaid research project.
5. The Student is willing to assign his/her rights, titles and interests as mentioned in paragraph 4
on the following condition:
That the University agrees to allow the Student to participate in the distribution of commercial
benefits obtained directly or indirectly by The University from the exploitation of all
Intellectual Property originated in whole or in part by the Student in accordance with the
provisions of Murdoch University Statute 18, as amended from time to time. The University
has agreed to this condition.

6. Permission in writing from The University must be sought by the Student to include any results
of the research project in any article or other scholarly work for publication. The University
shall not unreasonably withhold consent. This provision will not prevent the preparation and
examination of any thesis to be submitted to the University for assessment for a University
award of degree or other qualification.
7. By this Deed, The Student does hereby assign to and unto The University all of his/her rights,
titles and interests as per paragraph 4 and The University does hereby agree to the condition
stipulated in clause 5.
8. Ownership of the Intellectual Property and other rights assigned pursuant to clause 7 shall vest
in The University.
9. In the foregoing, ‘Intellectual Property’ shall have the same meaning as in the Murdoch
University Intellectual Property Policy and Guidelines.
IN WITNESS WHEREOF the Parties have executed this document as a Deed on the days and dates
herein below written:
THE OFFICIAL SEAL OF MURDOCH UNIVERSITY

Was hereto affixed in accordance with
Senate Resolution 90/85
Vice Chancellor
University Secretary
Signed for and on behalf of: )

)
Insert name of signatory above Signatory to sign above
Insert title of signatory above Insert date above
Insert name of witness above Witness to sign above

CONFIDENTIALITY AGREEMENT
This AGREEMENT is dated the day of

20
PARTIES:
MURDOCH UNIVERSITY a body corporate established pursuant to the provisions of the Murdoch
University Act 1973 (WA) of South Street, Murdoch, Western Australia 6150 (“Murdoch”)
and
The party described in Schedule 1 (“the Participant”)
RECITALS:
A. Murdoch and the Participant wish to discuss the Project for the Purpose.
B. Murdoch possesses certain Confidential Information that may be necessary to be disclosed to

the Participant for the discussions referred to in Recital A.
C. The Participant agrees to keep confidential all information disclosed to it in the course of the
Parties’ discussions relating to the research, Development, testing, design, know-how or
personnel with respect to the Project.
AGREEMENT:
1. DEFINITIONS AND INTERPRETATION
1.1 Definitions
In this Agreement, unless the context otherwise requires:
“Confidential Information” means the following, whether or not in written form:
(a) all information disclosed by one party to the other party (whether before or after this
Agreement is executed) in connection with the matters described in Recitals A, B, and C;
(b) the fact that the parties will have or are having the discussions referred to in Recitals A, B, and
C;
(c) that part of all notes and other records prepared by either party based on or incorporating the
information referred to in either of clauses 1.1(a), or 1.1(b); and
(d) all copies of the information and those parties of the notes and other records referred to in any
of clauses 1.1(a),1.1(b) and 1.1(c);
"Development" means any work undertaken or performed by the Participant to evaluate, develop,
modify, test, advise or manufacture (as the case may be) in relation to the Project.
“Intellectual Property” means any and all intellectual and industrial property rights throughout the
world, including (but not limited to) rights in respect of or in connection with:
(a) any related Confidential Information, know-how or any right to have information kept
confidential;

(b) copyright (including future copyright and rights in the nature of or analogous to copyright);
(c) inventions (including patents);
(d) trade marks and service marks; and
(e) designs, circuit layouts or plant breeders’ rights,
whether or not existing at the date of this Agreement and whether or not registered or registrable and
includes any right to apply for the registration of such rights and includes all renewals and extensions;
“Murdoch” means Murdoch University, and any of its subsidiaries or affiliates and includes its and
its subsidiaries’ or affiliate’s directors, officers, employees, agents, sub-contractors, servants, advisers
(legal and financial), consultants, assigns, nominees and any other persons engaged by it or any of its
subsidiaries or affiliates during or in connection with the Development, modification or manufacture
(as the case may be) of the Project;
"Party" means the Participant or Murdoch as the context requires and “Parties” means both of them;
"Personnel" means, in relation to a Party, the officers, employees, agents and representatives of that
Party;
“Project” means the project set out in Schedule 2 and includes any products produced from carrying
out the Project;
“Purpose” has the meaning as set out in Schedule 2;
"Related Corporation” has the meaning given to the term “related body corporate” in the
Corporations Act 2001 (Cth).
1.2 Interpretation
In this Agreement, unless the context otherwise requires:
(a) a reference to any document is a reference to that document as varied, novated or replaced from
time to time;
(b) the singular includes the plural and vice versa;
(c) a reference to a gender includes all genders;
(d) the use of the word “include” or its other grammatical forms shall not imply any limitation;
(e) a reference to a thing includes all or any part of it;
(f) where a word or phrase is defined, its other grammatical forms have a corresponding meaning;
(g) a reference to a person or entity includes a natural person, partnership, corporation, trust,
association, unincorporated body, authority or other entity;
(h) a reference to a person includes that person’s legal representatives, successors and permitted
assigns;
(i) a term which purports to bind or benefit two or more persons binds or benefits them jointly or
severally;

(j) a reference to legislation, an ordinance, code or other law includes regulations and other
instruments issued under it and amendments, consolidations, re-enactments or replacements of
any of them; and
(k) headings are inserted for convenience only and shall not affect the interpretation of this
Agreement.
ACKNOWLEDGMENT AND OBLIGATIONS
1.3 Acknowledgment
The Participant acknowledges and agrees that:
(a) the Participant may be given access to information for the Purpose but Murdoch is not obliged
to disclose any information;
(b) where Murdoch discloses Confidential Information to the Participant, it is disclosed in

consideration of the provisions and covenants set out in this Agreement;
(c) the Confidential Information is confidential and proprietary to Murdoch;
(d) nothing in this Agreement gives the Participant any right, title or interest in the Confidential
Information; and
(e) this Agreement applies to Confidential Information disclosed to the Participant for the Purpose
prior to the date of this Agreement.
1.4 Obligation of Confidentiality
The Participant must:
(a) not in any way disclose or allow to be disclosed to any person any Confidential Information;
and
(b) put in place procedures to ensure that Confidential Information is not disclosed inadvertently.
1.5 Obligation of Use
The Participant must:
(a) not in any way use or reproduce any Confidential Information other than for the Purpose; and
(b) put in place procedures to ensure that Confidential Information is not inadvertently used or
reproduced for purposes other than the Purpose.
1.6 Obligation of Security
(a) The Participant must comply with any reasonable written directions given by Murdoch relating
to security measures for the protection of Confidential Information.
(b) Compliance with clause 1.6(a) shall not abrogate or mitigate any obligation or duty of the
Participant under this Agreement or otherwise.
1.7 Personnel and Related Corporations
(a) Notwithstanding clause 1.4, the Participant may disclose Confidential Information to its
Personnel, its Related Corporations and their Personnel, but only to the extent necessary for the
Specified Purpose.
(b) If the Participant discloses any Confidential Information to its Personnel, its Related
Corporations or their Personnel or any of them otherwise receive Confidential Information,
then the Participant must ensure that such Personnel and Related Corporations are aware that
the information disclosed is confidential and must not be disclosed, used or reproduced other
than for the Specified Purpose in accordance with the terms of this Agreement as if such
Personnel or Related Corporations were a party to this Agreement in place of the Participant.
(c) At the written request of Murdoch, the Participant shall ensure that all of its Personnel, its
Related Corporations and their Personnel to whom Confidential Information has been or will be
disclosed execute and present to Murdoch a deed or written undertaking to abide by the
provisions of this Agreement in a form satisfactory to Murdoch.
(d) The Participant shall remain liable for the actions of its Personnel, its Related Corporations and
their Personnel in relation to Confidential Information, irrespective of whether such actions are
authorised or whether the Personnel or Related Corporations have executed any deed or written
undertaking pursuant to clause 1.7(c).
1.8 Disclosure to third parties with consent
(a) The Participant may disclose Confidential Information to third parties provided that the
Participant:
(i) obtains the prior written consent of Murdoch;
(ii) complies with any conditions imposed on such disclosure by Murdoch;
(iii) ensures that the third parties comply with any conditions imposed on such disclosure by
Murdoch; and
(iv) procures (if so instructed by Murdoch) the execution by the third parties of a deed or
written undertaking in similar form to this Agreement prior to disclosure of the
Confidential Information.
(b) The Participant shall remain liable for the actions of persons to whom it discloses Confidential
Information, irrespective of whether such actions are authorised or whether the persons have
executed any deed or written undertaking pursuant to clause 1.8(a).
1.9 Records
At the written request of Murdoch, the Participant must present to Murdoch records showing:
(a) the names of persons to whom Confidential Information has been disclosed; and
(b) details of copies made of any Confidential Information.
1.10 Uncertainty
If it is uncertain whether information is Confidential Information, then the Participant must treat such
information as Confidential Information unless instructed otherwise in writing by Murdoch.
1.11 Publicity
The Participant must not issue any public statement or make any representation in respect of or about
the affairs of Murdoch without the prior written consent of Murdoch.
1.12 Exceptions to Obligations
The obligations of the Participant in relation to Confidential Information set out in this Agreement
shall not apply to information that:
(a) is in or becomes a part of the public domain other than through a breach of contract or
obligation of confidence;
(b) the Participant can prove by contemporaneous documentation was already known to it at the
time of disclosure by Murdoch;
(c) the Participant receives from a third party entitled to disclose it;
(d) the Participant is required to disclose:

(i) by law;
(ii) by the requirements of a stock exchange; or
(iii) in order to obtain any approval or consent of a Governmental body, authority or agency
in connection with the Purpose;
(iv) but such information shall remain Confidential Information for all purposes other than
the required disclosure and the Participant shall limit such disclosure to the minimum
extent necessary; or
(e) Murdoch has authorised the Participant in writing to disclose, use or reproduce, but only to the
extent of such authorisation.
1.13 Survival of Obligations
The obligations of the Participant pursuant to this Agreement shall survive the finalisation or
discontinuance by the Participant of its involvement with Murdoch for the Purpose and the actual
Development and manufacture of any products produced from the Project.
NOTICE OF DISCLOSURE
The Participant must immediately notify Murdoch in writing upon becoming aware of:
(a) any unauthorised disclosure, use or reproduction of Confidential Information; or
(b) a requirement to disclose any Confidential Information pursuant to clause 1.12(d);
and the Participant shall comply with all reasonable and lawful directions of Murdoch in regard to
such matter.
RETURN OF CONFIDENTIAL INFORMATION
Upon the written request of Murdoch, the Participant must immediately:
(a) deliver to Murdoch all records and materials in any form (including copies of records and
materials) containing or embodying Confidential Information that are in the possession or
control of the Participant, its Personnel, its Related Corporations or their Personnel;
(b) destroy all Confidential Information and any other records and materials in any form (including
copies of records and materials) containing or embodying Confidential Information that can not
be delivered to Murdoch under clause (a); and
(c) provide to Murdoch such evidence as Murdoch may reasonably require of compliance with this
clause (including statutory declarations).
INTELLECTUAL PROPERTY
1.14 Ownership of Intellectual Property
The Participant acknowledges, warrants and undertakes to Murdoch that ownership and title in any
Intellectual Property produced by the Project and any Development work undertaken by the
Participant in respect of the Project shall remain permanently with Murdoch whether the Project or
such Development work is in its original form or in a form modified by the Participant.
1.15 Assignment of Intellectual Property
For the purpose of giving effect to clause 5.1 of this Agreement, the Participant assigns all its right
title and interest in any Intellectual Property relating to any modification of or Development of the
Project including without limitation any copyright, design or patent (as the case may be) and any other
Intellectual Property right relating to the Project to Murdoch or its nominee. The parties will execute
any additional documents necessary to bring effect to this clause 5.2.
REMEDIES AND INDEMNITY
1.16 Remedies
The Participant acknowledges and agrees that:
(a) Murdoch may suffer financial and other loss and damage if the Confidential Information was
disclosed, used or reproduced in breach of the terms of this Agreement;
(b) monetary damages would be an insufficient remedy for a breach of the terms of this
Agreement; and
(c) in addition to any other remedy which may be available at law or in equity, Murdoch is entitled
to:
(i) injunctive relief to prevent or remedy a breach or threatened breach of the terms of this
Agreement; and
(ii) specific performance of the terms of this Agreement.
1.17 Indemnity
The Participant agrees to defend, hold harmless, indemnify and keep indemnified Murdoch against all
losses, costs, damages, expenses, claims, demands, actions, proceedings or liabilities and related costs
and expenses incurred or suffered by Murdoch to the extent caused, directly or indirectly, by a breach
of the provisions of this Agreement by the Participant or any other person the actions of whom the
Participant is liable for pursuant to this Agreement.
MISCELLANEOUS
1.18 Rights of Parties
The rights of each Party under this Agreement are in addition to any other rights held by each Party at
law or in equity.
1.19 Notices
(a) A notice connected with this Deed must be in writing.
(b) In addition to any other method of services provided by law, a notice may be sent or delivered:
(i) by prepaid post, courier or hand delivery to the address of the addressee set out in
Schedule 1 or as subsequently notified;
(ii) by facsimile to the facsimile number of the addressee set out in Schedule 1 or as
subsequently notified; or
(iii)by electronic mail to the electronic mail address of the addressee set out in Schedule 1 or as
subsequently notified.
(c) A notice must be treated as given or served:

(i) in the case of hand delivery, upon delivery;
(ii) in the case of prepaid post or courier, on the 2nd Business Day after sending for mail
within a country and on the 5th Business Day after sending for international mail;
(iii) in the case of facsimile or electronic mail sent before 5pm on a Business Day in the place
of receipt, on the day it is sent provided that the sending facsimile machine provides a
confirmation that the facsimile was correctly sent in its entirety or if the sender’s
computer reports that the electronic message was delivered; and
(iv) in the case of facsimile or electronic mail sent after 5pm or on a day other than a
Business Day in the place of receipt, on the next Business Day in the place of receipt
provided that the sending facsimile machine provides a confirmation that the facsimile
was correctly sent in its entirety or if the sender’s computer reports that the electronic
message was delivered.
1.20 Severability
If any provision of this Agreement is invalid, illegal or unenforceable then that provision shall be
severed from this Agreement to the extent of such invalidity, illegality or unenforceability and the
remaining provisions shall not be affected by that severance.
1.21 Waiver
Any waiver, failure to enforce or relaxation by a Party of any provision of or right under this
Agreement:
(a) is valid and binding only if given by notice in writing from the Participant or Murdoch (in
respect of Murdoch);
(b) applies to a particular occasion only;
(c) is restricted to its written terms and is not continuing nor of application generally unless
expressed to be so; and
(d) does not constitute a waiver or relaxation of any other term or condition.
1.22 Amendment
No amendments to this Agreement shall be effective unless made by instrument in writing executed
by the Participant and Murdoch.
1.23 Governing Law and Jurisdiction
The laws of Western Australia govern this Agreement. Each Party submits to the non-exclusive
jurisdiction of the courts of Western Australia in connection with matters concerning this Agreement.
1.24 Costs
Each Party must pay its own costs of preparation and negotiation of this Agreement and any
document required by this Agreement. The Participant agrees to pay (within the time permitted by
statute) any stamp duty and other government charges in respect of this Agreement and any document
required by this Agreement.
1.25 Authority to Bind
Where the Participant is a corporation, the signatory to this Agreement warrants and represents to
Murdoch that they are duly authorised to bind the Participant to this Agreement and that in the
absence of any such authority they shall be primarily responsible to Murdoch in the same manner as
the Participant.
EXECUTED as an Agreement.
Murdoch:
Executed for and on behalf of

MURDOCH UNIVERSITY by:
Signature
Print Name
Capacity
Where the Participant is a natural person:
Print Name of Participant
Signed by the Participant in the presence of: )
)
Witness
Full Name of Witness
Where the Participant is a Corporation:
Print Name of Corporation
ACN
THE COMMON SEAL of THE )

PARTICIPANT was affixed in accordance )
with its constitution in the presence of: )
Signature
Print Name
Print Position
OR
EXECUTED by THE PARTICIPANT in accordance with s127 (1) of the Corporations Act by:
Signature
Print Name
Print Position
SCHEDULE 1
PARTICIPANT:
Name:
ACN:
Address:
Telephone:
Facsimile:
Email:
MURDOCH UNIVERSITY
Address:
Telephone:
Facsimile:
Email:
SCHEDULE 2
PROJECT:
(“Project”)
PURPOSE:
The development, evaluation, testing, design, manufacture, construction or modification of any

device, data, test results or information relating to the Project.
(“Purpose”)
ATTACHMENT 10
Opportunity Audit Plan/Description of the process
June, 2002
1. INTRODUCTION
The Opportunity Audit is intended to help facilitate some early thinking on research projects at
Murdoch University, as well as setting an early agenda for commercialisation within the University.
The report aims to identify and align projects and researchers with commercial reality. Some may
require further commercial shaping prior to intensive working for commercialisation.
The Opportunity Audit process involves a systematic selection and analysis of projects that caters for
a multi-disciplinary and collaborative approach (see process below). A strong underpinning of this
commercial project development not only looks at return, but also deals with risk (identification and
management).
One of the key outcomes that the Audit seeks to achieve in going through this process is to educate
University staff to enable them to conduct the activity in future with the assistance of TCG where
necessary.
For this reason it is important that a person within the University who is responsible for the
commercialisation activity is involved in the process.
2. OBJECTIVES OF THE AUDIT

• Identify which of a group of projects should be developed further for commercialisation and
work with management to develop commercialisation strategies.
• Provide a strategy for commercially shaping opportunities not yet ready for intensive
commercialisation focus.
• For a nominated member of management and TCG to collaboratively explore alternative

commercial approaches to the research projects.
• Refresh the commercialisation portfolio for the University.
3. METHODOLOGY
The audit methodology comprises a combination of information sharing and face-to-face interviews,
supported by a specific set of audit questions. Where necessary to reach all relevant people or provide
follow up, email or telephone communication will also be used.
The strategy is to engage with the senior management at Murdoch University to ensure management
support and an efficient allocation of time and resources. Specific information will be provided to
support staff in this activity.
The methodology is as follows:
3. 1. Discuss plan and select staff

An initial meeting (telephone) is required between TCG and Murdoch University Research
management (Paul D’Sylva and Donna Dabala).
At this meeting we discuss the content of the audit plan and the questions to be asked at the interviews
with researchers.
We typically focus on up to 20 projects in each Opportunity Audit and find that management often
have a strong feel for the research programs with the best opportunity for commercialisation focus.
At the completion of this meeting we like to have a feel for the timing of the Audit process and a view
for possible milestones to manage the process.
3. 2. Opportunity Audit Interviews

The key contact for this activity at Murdoch University (Donna Dabala) and TCG will work together
to coordinate meetings with the researchers identified in step 1.
3. 3. Distribution of questionnaires
Prior to the interviews with researchers a short questionnaire will be emailed to them, ideally this will
occur 2-weeks prior to the interviews (a sample of this questionnaire is provided as an attachment).
The purpose of this stage of the process is to both provide researchers with a flavour for the topics that
will be covered during the interviews allowing them to adequately prepare, as well as provide
interviewers with a basic insight into projects prior to the interview.
We generally ask that researchers return these completed questionnaires to us prior to their interview,
however it does not inhibit the audit process if for any reason we do not receive some.
3. 4. Conduct interviews
TCG and Donna Dabala will meet with the appropriate researchers involved in the audit. Responses to
the pre sent questionnaire as well as some additional questions (which will follow similar themes to
the questionnaire) will form the basis of the meetings.
3. 5. Preliminary Draft Report

TCG will prepare an initial, preliminary draft Opportunity Audit report.
3. 6. Discussion with Faculty management re Preliminary Draft Report

A “first cut” draft of the Opportunity Audit report will provide a basis for discussion between TCG
and Donna Dabala and others. This meeting will give Donna the opportunity to provide her feedback
and insights about the report in line with how she viewed the meetings to have proceeded and the
opportunities presented. It will also allow all parties to ‘workshop’ their thoughts.
A key part of the approach here is to “build” the commercial potential of the projects, and then try to
“knock” them down with respect to an analysis of risk and exposure of the project from the
stakeholder’s perspective.
3. 7. Draft report to be provided to the Division of R&D

After the necessary amendments have been made, incorporating the feedback received during the
meeting with Donna, a first draft of the Opportunity Audit will be finalised and provided to Paul
D’Sylva and Donna Dabala.
Once we receive Paul and Donna’s feedback about the document it will then be ready for finalisation.
3. 8. Final report
The final bound version of the Opportunity Audit will be provided to University management.
Additional unbound copies of the Opportunity Audit will also be provided to relevant parties as
needed.
3. 9. Next steps
A meeting will then be scheduled to discuss the action items recommended throughout the
Opportunity Audit and a plan to forward some of the projects will be formalised.
4. AUDIT REPORT
As identified throughout the methodology, the outcomes of the audit sessions will be assembled into a
report.
The audit report will provide information identifying each project, nominating a contact person, a
description of each technology, its uniqueness, potential outcomes, outside contributions, agreements
over ownership, disclosure of the technology, paths to market and market size, will identify any
threats for present gaps in its overall protection and the project’s stage of development.
Projects will then be classified according to their relative maturity focus for commercialisation. In
addition to this classification the report will also contain recommendations about the future
management and shaping of projects either to commercialise or to evolve for future commercialisation
focus.
5. APPENDIX 1: SAMPLE AUDIT QUESTIONS

1. Key contact’s details
2. Name of the opportunity
3. Opportunity description
4. What is the main benefit of your technology?
5. What are the other benefits of your technology?
6. Please identify some of the potential commercial markets for the opportunity.
7. Has any obvious market interest been shown for your opportunity?
8. Who from the market has been interviewed?
9. What is the uniqueness of your opportunity?
10. What is the development status of your opportunity?
11. Can you please provide details of the Project’s funding.
12. Who from the University has worked on the opportunity and what was their employment
status?
13. Have any external parties contributed to the development of your opportunity?
14. What agreements exist over the ownership of IP?
15. What is the disclosure status of the opportunity?
16. Have any paths to market been identified for the opportunity?
17. Can you identify possible barriers to entering the market?
ATTACHMENT 11
Vice-Chancellor's Certification Statement
I, JOHN VINCENT YOVICH being the Chief Executive Officer of MURDOCH UNIVERSITY
hereby certify that the information in these documents has been compiled in accordance with the
guidelines for the 2002 Research and Research Training Management Reports issued by the
Department of Education, Science and Training, and that the information contained therein is correct.
Signed:
Title: VICE CHANCELLOR
Date:

Research and Research Management

Hochgeladen von

Dokumentinformationen

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Research and Research Management

Hochgeladen von

Copyright:

Verfügbare Formate

2003 RESEARCH AND RESEARCH TRAINING MANAGEMENT

ABBREVIATIONS AND ACRONYMS 3

Murdoch University 1 2003 Research and Research Training Management Report

Murdoch University 2 2003 Research and Research Training Management Report

ARC Australian Research Council

Murdoch University 3 2003 Research and Research Training Management Report

Established Areas of Research Strength

Emerging Areas of Research Strength

Figure 1. DEST Reportable Research Income: 1998 – 2002

Murdoch University 4 2003 Research and Research Training Management Report

Murdoch University 5 2003 Research and Research Training Management Report

1. RESEARCH AND RESEARCH TRAINING OBJECTIVES

3. To increase Murdoch’s external funding base for research.

1.3 Focusing Research

1.4 Designated Areas of Research Strength

Murdoch University 6 2003 Research and Research Training Management Report

Areas of Research Strength

Emerging Areas of Research Strength

Bioinformatics and Incorporates the State Centre of Excellence in Bioinformatics and

Murdoch University 7 2003 Research and Research Training Management Report

Table 1. 2001 Supporting Research in Areas of Research Strength

Areas of Research University Total % ARS/University

Research Students 515 698 73.8%

1.5 Introducing strategies to recognise and develop researchers

Murdoch University 8 2003 Research and Research Training Management Report

1.5.1 Recognition and reward for top researchers

1.5.2 Provision of support for early career researchers

1.5.3 Identification and support of potential research leaders of the future

1.5.4 Ensuring promotion regulations updated with respect to R&D

Murdoch University 9 2003 Research and Research Training Management Report

1.6 Provision of high quality and industry relevant research facilities

Murdoch University 10 2003 Research and Research Training Management Report

1.7 Providing a quality training experience for HDR students

1.8 Attributes expected of research graduates

The attributes can be summarised follows:

Generic Attributes of a Murdoch Graduate

Murdoch University 11 2003 Research and Research Training Management Report

2. FUTURE DIRECTIONS FOR RESEARCH AND RESEARCH TRAINING

2.1 Major Operational Priorities, Targets, Strategies and Outcomes

• Identify potential future research leaders and nurture these researchers;

• Support research active early career researchers;

• Encourage interdisciplinary strategic groupings of researchers, and assist collaborative research

Murdoch University 12 2003 Research and Research Training Management Report

2.2 Plans to Enhance Future Research and Research Training Activities

Murdoch University 13 2003 Research and Research Training Management Report

The multi-disciplinary nature of Murdoch’s undergraduate and postgraduate programs, in conjunction

2.2.1 Strategies for increasing completions

Murdoch University 14 2003 Research and Research Training Management Report

• A series of awards has been established for excellence in research;

• The supervision of higher-degree research students to be properly acknowledged as a teaching

2.4 Allocation of Research Training Places

3. MANAGING RESEARCH PERFORMANCE

Murdoch University 15 2003 Research and Research Training Management Report

3.1 Institutional Structure

Murdoch University 16 2003 Research and Research Training Management Report

3.2 Strategic and Quality Improvement Plan

3.3 Operational Research and Development Plan

Murdoch University 17 2003 Research and Research Training Management Report

• Research collaborations and partnerships in Areas of Research Strength;

• Maintenance and development of key research facilities and infrastructure; and

• Seed funding for key strategic initiatives.

3.4.1 2002 RIBG

The 2002 RIBG funds were allocated as follows:

3.4.2 2002 Institutional Grants Scheme