2019 ANNUALREPORT

Part One: Overview

1

MESSAGE FROMTHE CHANCELLOR
The Hon Gayle Tierney MP
Minister for Training and Skills and Minister for Higher Education
Level 1, 2 Treasury Place East Melbourne Vic 3002
31 March 2020
Dear Minister
I am pleased to submit the Annual Report of the Universityof Melbourne for the year ending 31 December 2019.
The Annual Report is prepared in accordance with therequirements of the financial reporting directions under
the Financial Management Act 1994. The University of Melbourne
Council endorsed this Annual Report at its meeting on 13 March
2020. The Council exercises broad oversight of the University’s
operations, whose day-to-day work is the responsibilityof the Vice-Chancellor and the University’s staff members.
The Council members, as you know, are a diverse group ofleaders who are mindful of their important public duty to serve
the University and the broader society of which it is part.
As you may note from this Annual Report, in 2019 the
University continued on its path of recent years in
effectively fulfilling its broad social responsibilities.
This included new steps to strengthen its relationship with
Indigenous communities, close attention to supporting andstrengthening the academic enterprise both in teaching
and research, and continuing to work with philanthropists
to support the University’s educational mission.

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Annual Report 2019

The University’s leadership position in Australian higher
education was retained with strong performances in both
the Academic Ranking of World Universities and the Times
Higher Education World University Rankings.
In 2019 the University Council was also pleased to endorse
a new strategy for the University as it looks to the decade ahead.
As Chancellor of the University of Melbourne, I submit thisAnnual Report to you for your information and presentation
to Parliament.
Yours sincerely

Allan J Myers AC QC
Chancellor

MESSAGE FROM
THE VICE-CHANCELLOR
31 March 2020
In May, the University’s Old Quadrangle Building was
ceremonially re-opened by the Governor of Victoria,
the Hon Linda Dessau AC, after a Welcome to Country
by Wurundjeri Elder Aunty Dianne Kerr AM. The occasion
followed an inspired architectural renovation of the
University’s original buildings from the 19th century.
This important moment also marked a recommitmentby the University to outstanding teaching and learning,ground-breaking research and discovery, and deepening
partnerships with many communities, beginning here
at the heart of the University and city of Melbourne,
and expanding outwards around the world.
During 2019 the University also opened a number of otheroutstanding new teaching and research spaces acrossits campuses: the Western Edge Biosciences Building
at Parkville, the Melbourne Conservatorium of Music’s
Ian Potter Southbank Centre and the U-Vet Animal
Hospital and campus redevelopment at Werribee.

In my first full year as Vice-Chancellor, I was honoured to meet alarge number of University staff, students and alumni and friendsof the institution. No experience was more memorable thanattending my first Garma Festival of Traditional Cultures in
East Arnhem Land, where I announced the University’scommitment to a new Indigenous Knowledge Institute.
I was also delighted to lead the process which, by year’s end,
had settled a new strategy for the University’s next decade.
I look forward to leading the next stage as we affirm thisinstitution’s place as a university of excellence in a great cityand the wider world.
Yours sincerely

Professor Duncan Maskell
Vice-Chancellor

Part One: Overview

3

AT AD
GLANCE

4

Annual Report 2019

#1
54,000+students (EFTSL)1

44%

international
students

7,000+

participants inalumni mentor
programs

22,405

total award
completions

in Australia in the
THE Global Rankings

8,258

research
publications2

420,000+
living alumni

150+

student
nationalities

51%

undergraduate#32

in the worldin the THE
Global Rankings$500m

HERDC research
income3

9,380
staff4#41

in the world in the
ARWU rankings549%

graduate

1.
2.
3.
4.
5.

Equivalent full-time administered student load (EFTSL)
Web of Science indexed publications
Estimated from 2019 results, confirmation from Higher Education Research Data Collection (HERDC) due June 2020
Total staff full-time equivalent (FTE) including continuing, fixed-term and casual staff
Academic Ranking of World Universities (ARWU)
Part One: Overview

5The graphic star device used throughout this Annual Report is inspired by an aerial viewof the patterns formed by paths and landscaping of the System Garden on the Parkvillecampus. This iconic garden, with its rare botanical collection, attracts students, staff andvisitors and is a popular spot for contemplation. During 2019 this garden was renewed
and integrated into the new, state-of-the-art WEBS building.
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Annual Report 2019

CONTENTS
Part 1: Overview
Message from the Chancellor
Message from the Vice-Chancellor
At a glance
Locations
Our history
Year in review
Awards and achievements

2
3
4
8
10
12
14

Part 2: Key achievements and milestones
Growing Esteem 2015–2020 strategic objectives
Strategic roundup
Teaching, Learning and the Student Experience
ResearchEngagement
Sustainability
Organisational and student statistics

16
17
18
34
50
66
76

Part 3: Governance
University governanceStatutory reporting
Diversity and inclusion
Information governance
Ethical and responsible decision making

78
94
107
113
115

Part 4: Financials
Financial statement overview
Five-year financial summary
Financial statements

120
123
126

Disclosure index
Glossary
Index

187
190
193

Part One: Overview

7

LOCATIONS
1Parkville

2

Southbank3

Burnley

4

Hawthorn

5

Fishermans Bend

6

Werribee7

Creswick

878
9Shepparton
5

Dookie6

For full listing of campuses, academic departments,
clinical schools and institutes, see pages 91–93.

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Annual Report 2019

1
2

4
3

9

Australia

Victoria

The University of Melbourne acknowledges and pays respect
to the Traditional Owners of the lands on which our campuses
are situated:•

Wurundjeri and Boon Wurrung peoples (Parkville,
Southbank, Werribee and Burnley campuses)•

Yorta Yorta Nation (Shepparton and Dookie campuses)•

Dja Dja Wurrung people (Creswick campus).
Part One: Overview

9OUR HISTORYLAYING A FOUNDATION FOR EXCELLENCE1853

The University of Melbourne was constituted by the newly formed Parliamentof Victoria in 1853 and its foundation stone laid in 1854. The University has beensynonymous with Melbourne’s intellectual growth and global reputation ever since.

WELCOMING WOMEN TO AN ALL-MALE BASTION

1880

In 1880 the University of Melbourne admitted women for the first time. Australia’s
first female graduate, Julia ‘Bella’ Guerin, graduated with a Bachelor of Arts in
1883. The country’s first registered female medical students graduated from the
University of Melbourne in 1891.

FIRST UNIVERSITY APPEAL CONDUCTED

1904

Lady Janet Clarke, for whom Janet Clarke Hall residential college is named,
was appointed president of the University’s first fund-raising campaign.
The project succeeded in drawing £13,326 in seven months to support
research projects.

FIRST PHD OFFERED BY AN AUSTRALIAN UNIVERSITY

1948

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Annual Report 2019

The University of Melbourne became the first Australian university to offer
a PhD, conferring the first two in 1948 to Erica Wolff in Arts, and RH Myersin Science. The development of the PhD reflected the increasing importanceplaced on research.

HELPING THE DEAF TO HEAR

1982

Professor Graeme Clark led a pioneering research team in the Universityof Melbourne’s Department of Otolaryngology to engineer the world’s firstbionic ear, an invention that has since provided the gift of hearing to morethan 180 000 people worldwide.

INTRODUCING AN INNOVATIVE NEW CURRICULUM

2008

In 2008 the introduction of a new Melbourne curriculum marked another historictransformation of the University, delivering broad undergraduate programs
followed by professional qualifications offered at masters level, smaller class sizes,
team-based learning and an enhanced university experience.

COMMITTED TO RECONCILIATION

2010

With its first Reconciliation Action Plan (RAP) in 2010, the University of Melbourne
made an official commitment to using its teaching and learning, research andengagement expertise and resources to make a sustainable contribution to
improved health, education and living standards for Indigenous Australians.
The RAP recognises the contribution of Aboriginal and Torres Strait Islander
peoples and knowledge in support of this aim.

ADVANCING MELBOURNE

2019

As one of his first initiatives since commencing, Vice-Chancellor Professor
Duncan Maskell consulted widely to inform development of Advancing Melbourne,
the University of Melbourne’s strategy for the coming decade. Advancing
Melbourne’s vision is for the University to be recognised, unequivocally andby action, as a world-leading and globally connected Australian university
with students at the heart of everything it does. Its purpose is to benefit
society through the transformative impact of education and research.
about.unimelb.edu.au/strategy

Part One: Overview

11

YEAR IN REVIEWJanuary
Parkville Station construction commenced
The station precinct will create 3500 square metres of new public space andprovide a direct train connection to the doorstep of the University of Melbourne
and the Melbourne Biomedical Precinct.
March
Western Edge Biosciences Building opened$109m

New conservatorium opened
located in Melbourne Arts
Precinct

Equipped with the most sophisticated STEMM teaching laboratories and facilities
in Australia, the new $100 million life sciences complex underpins the Universityof Melbourne’s commitment to global excellence in life-sciences teaching, learning,
research and engagement. The facility will support academic endeavour acrossthe faculties of Science, Veterinary and Agricultural Science, and Medicine,
Dentistry and Health Sciences.
March
Ian Potter Southbank Centre opened
The new $109 million conservatorium, built with the support of many generous
philanthropists and the Victorian Government, is located in the heart of the
Melbourne Arts Precinct and home to the new Melbourne Conservatorium of Music.
The Conservatorium will build on already strong partnerships in the precinct andconnect the University’s world-class teaching and research to more partners in
the future.
May
Old Quad North Wing refurbishment complete

U-Vet Animal
Hospitalworld-class facility

The North Wing of the Old Quadrangle building was restored to its former glory
following a two-year reconstruction of the north wing. The Old Quad provides
a vibrant and welcoming campus experience and is home to events including
public lectures, seminars, performances and ceremonies, as well as contemporary
exhibitions and displays celebrating the University of Melbourne’s Cultural
Collections.
June
U-Vet Animal Hospital and Werribee campus redevelopment complete
Enhancing facilities for pet treatment and allowing the University of Melbourne
to deliver a world-class veterinary education to students, the $63 million
redevelopment is a hub for both students and the broader community.

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Annual Report 2019

July
First intake of Hansen Scholars and commencement of Little Hall construction
The University announced selection of 20 new Hansen Scholars, drawn fromaround Australia, who will commence their scholarships in 2020. The scholarshipwill support talented undergraduate students whose circumstances present
a challenge to accessing the University of Melbourne. The scholars will moveinto the purpose-built residence Little Hall now under construction and due
for completion in 2021.

Little Hall

construction commenced

AugustStudent Life Strategy launched
Developed after extensive consultation with staff and students, a new strategy forundergraduate student life was launched to strengthen the University of Melbourne
student experience and build a more connected learning community.
AugustIndigenous Knowledge Institute announced
Demonstrating its strong commitment to Indigenous partnership, the Universityof Melbourne announced an investment of $6 million to launch an Indigenous
Knowledge Institute for world-leading Aboriginal knowledge, research andeducation. The Institute will be a centre and gathering place for Aboriginal
knowledge in all its forms. It will respect, celebrate and become a magnet forknowledge of other First Nations people around the world.
AugustIndia and Indonesia engagement strategies launched$6m investment

in Indigenous Knowledge Institutefor world-leading Aboriginal
knowledge

As part of an ongoing effort to engage with neighbours within the Asia Pacificregion, the University launched its India and Indonesia engagement strategies.
These strategies reinforce long-term commitments to partnerships, joint research,and collaborative teaching and learning that address global key challenges anddeliver mutual benefits for society.
September
New Deputy Vice-Chancellor International appointed
The University appointed a new DVC International to lead its international
strategies and partnerships. Professor Michael Wesley, an expert in international
affairs, has extensive experience in international strategy and relations, and has
worked across higher education, government and the private sector.
November
Melbourne Innovation Districts Plan endorsed
The Melbourne Innovation Districts (MID) City North Opportunities Plan wasendorsed by the Future Melbourne Committee of Council. The plan affirms the city’svision of the district as a ‘living lab’, creating new possibilities for collaborative
research, education and engagement programs. MID sees the University partnerwith the City of Melbourne and RMIT to strengthen the innovation ecosystem in
Melbourne, with a strong focus on improving wellbeing and civic and cultural lifein the city.
December
New Deputy Vice-Chancellor Student Life appointed
The University created a new senior executive position of DVC Student Life to lead
its focus on the student experience across all campuses. Professor Kerri-Lee Krause,an expert on the contemporary student experience and higher education quality
standards, was appointed to the role.

Part One: Overview

13

AWARDS AND ACHIEVEMENTSROYAL SOCIETY
Professor Frank Caruso FRS of the Melbourne School of Engineering received the2019 Royal Society Leverhulme Medal for driving the application of engineered
particles in biology and medicine through nanoscale materials engineering.

WOODWARD MEDALSThe Woodward Medal in Humanities and Social Sciences went to Associate
Professor Tarunabh Khaitan of Melbourne Law School for his book, A Theory ofDiscrimination Law (2015). The book has been cited by the European Court of
Human Rights and informed litigation before the UK Supreme Court, and its key
insights have been endorsed by the Indian Supreme Court.
The Woodward Medal in Science and Technology went to Associate Professor
Laura Mackay from the Faculty of Medicine, Dentistry and Health Sciences for her
publications on how memory T cells in tissue enhance local immune responses(2015–2018). This research challenged the belief that T cells in the blood are solely
responsible for immune protection and revealed a potential new target for vaccines.

FRANK FENNER PRIZE
Associate Professor Laura Mackay was awarded the Frank Fenner Prize forLife Scientist of the Year, one of the 2019 Prime Minister’s Prizes for Science.

PM PRIZE FOR NEW INNOVATORSDr Luke Campbell, co-founder of University of Melbourne startup Nura, won thePrime Minister’s Prize for New Innovators, for headphones that automatically adapt
to the listener’s hearing. Dr Campbell is an alum of the Melbourne Accelerator
Program in the Melbourne Entrepreneurial Centre.

EUREKA PRIZE
The Vascular Bionics Laboratory at Melbourne Medical School, with colleagues
from the Melbourne School of Engineering, and Synchron Inc, a University
start-up, received the UNSW Eureka Prize for Excellence in Interdisciplinary
Scientific Research for technology to restore movement in patients with paralysis.
Associate Professor Laura Mackay also received the Macquarie University Eureka
Prize for Outstanding Early Career Researcher.
Associate Professor Wai-Hong Tham, Professor Ivo Mueller and Associate Professor
Leanne Robinson in the Department of Medical Biology at the Walter and Eliza
Hall Institute received the Australian Infectious Diseases Research Centre Eureka
Prize for Infectious Diseases Research for work to develop diagnostics and vaccine
candidates for eliminating malaria caused by Plasmodium vivax.

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Annual Report 2019

MACFARLANE BURNET MEDAL
Professor Marilyn Renfree AO FAA has been awarded the highest honour in the
biological sciences from the Australian Academy of Sciences – the Macfarlane
Burnet Medal and Lecture. The award honours Professor Renfree’s work intransforming understanding of Australia’s iconic mammals, the marsupials.

GOTTSCHALK MEDAL
Associate Professor Laura Mackay was awarded the Gottschalk Medal fromthe Australian Academy of Science which recognises outstanding researchers,
up to 10 years post-PhD, in biomedical sciences.

PAUL BOURKE AWARDDr Elise Klein (Faculty of Arts) was one of four recipients of the Paul Bourke Award
for Early Career Research from the Academy of the Social Sciences in Australia.

MELBOURNE LAUREATE PROFESSOR
Professor Timothy Baldwin, Melbourne School of Engineering
Professor Joy Damousi, Faculty of Arts
Professor Lloyd Hollenberg, Faculty of Science

REDMOND BARRY DISTINGUISHED PROFESSOR
Professor Deli Chen, Faculty of Veterinary and Agricultural Sciences
Professor Paul Hemsworth, Faculty of Veterinary and Agricultural Sciences
Professor Janet Hergt, Faculty of Science
Professor Sandra Kentish, Melbourne School of Engineering
Professor Peter Otto, Faculty of Arts
Professor Julie Willis, Faculty of Architecture, Building and PlanningPart One: Overview

15

KEY
ACHIEVEMENTS
AND MILESTONESGROWING ESTEEM 2015–2020 STRATEGIC OBJECTIVESTEACHING, LEARNING AND THE STUDENT EXPERIENCE
Learning that stimulates, challenges and fulfils the potential of excellent students from aroundthe world, leading to meaningful careers and profound contributions to society.

RESEARCH EXCELLENCE AND IMPACT
Research that is brilliant, innovative and inspiring and that addresses the major social,economic and environmental challenges of our time.

ENRICHING OUR WORK THROUGH ENGAGEMENT
Articulating the contribution of engagement as the binding strand, enriching our teaching
and research, and deepening our contribution to the wider society.

SUSTAINABILITY
Embedding sustainability objectives in infrastructure planning and service delivery, developing
and supporting the capabilities of staff, and building a robust and financially viable organisation.

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Annual Report 2019

STRATEGIC ROUNDUPThe University of Melbourne is committed to being one of thefinest universities in the world, contributing to society in waysthat enrich and transform lives. Since 2005, the University’s
overarching strategy, Growing Esteem, has guided its path
toward achieving this vision through a series of five-year plans.

Growing Esteem 2010 confirmed the University’s aspiration
to be counted among the finest in the world. It supported
the development of a research strategy which reinforced theimperative of excellence in research, underpinned by significant
investment in research leaders and facilities.

The first iteration of Growing Esteem envisaged the Universityof Melbourne as the leading university in the nation by 2015. It
led to the introduction of an innovative curriculum, offering abroad-based undergraduate education coupled with excellent
graduate education for the professions.

Growing Esteem 2015–2020 aimed at fully realising the vision.
It embedded the principles of sustainability in all of the
University’s activities. It further emphasised the concept ofengagement as an important way to achieve the University’s
academic aspirations and enhance its connections to communityand society.

GROWING ESTEEM 2015–2020 PERFORMANCE FRAMEWORKROBUST PLANNING PROCESSES AND PERFORMANCEOver the past 15 years, the University of Melbourne has tracked its performance through balanced and fit-for-purpose
scorecards, reinforced by a set of common key performance indicators and reported to University Council and senior leadershipon a quarterly basis. Details relating to these indicators will be provided in the following sections.

PERFORMANCE AGAINST TARGETS
Overall Growing Esteem performance

26%

Teaching, Learning and the Student Experience

33%

67%

Research

30%

50%

Engagement

83%

Sustainability

100%

LegendExceeded or met target

63%

11%

20%
17%

Partially met target

Improvement neededPart Two: Key achievements and milestones

17

AT ITS BEST, HIGHER EDUCATION IS POWERFULLY TRANSFORMATIVE.
THROUGH A DISTINCTIVE CURRICULUM AND STUDENT EXPERIENCETHE UNIVERSITY OF MELBOURNE STRIVES TO EDUCATE GRADUATESWHO ARE CREATIVE, SOCIALLY AWARE AND ETHICAL, WITH A
LIFELONG DESIRE TO LEARN, AND PREPARED TO TACKLE PRESSING
CHALLENGES AND ISSUES.

TEACHING
LEARNING AND
THE STUDENTEXPERIENCE
KEY ACHIEVEMENTS FOR 2019Student Life Strategy launched,and establishment of new Deputy Vice-Chancellor
Student Life role, committing the University to delivering an exceptional
student experience
Strengthening and broadening Melbourne’s distinctive curriculum, including
integration of key breadth subjects such as sustainability and introduction of new
Graduate Degree Packages
Introduction of new scholarships to support exceptional students from acrossAustralia, including the Hansen Scholarship Program
Highest-ever number of Indigenous student enrolments (438) including over 50
Research Higher Degree enrolments
New state-of-the-art infrastructure and teaching facilities including New Student
Precinct, new Life Sciences Complex, and expanded veterinary campus
Recipient of Asia Pacific Student Accommodation Association Award, recognising
successful delivery of ambitious student accommodation expansion objectives
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Annual Report 2019

After successfully completing their Diplomaof General Studies, Saxon Taylor-Le Page (left)
and Chelsea Hall are now studying towards a
Bachelor of Agriculture. Photo Michael Kai.

Part Two: Key achievements and milestones

19

STUDENT PROFILEAND DEMANDSTUDENT PROFILE

44%

International students(RHD, PG Coursework, UG)
from over 150 nations

54,714student population

TOP DESTINATION FOR PAST EIGHT YEARSIn 2019, the University maintained its position as a top destination
for high-achieving domestic students, attracting the highest ATARs
in Victoria for the eighth consecutive year. The Melbourne curriculum,
coupled with the University’s number 1 ranking in Australia,
also continued to prove its strong appeal to international students.
International students•

44% international students from over 150 nations

Domestic market share•

21% market share from domestic applications•

Highest median ATAR in Victoria for past eight years

International market share•

Top five student countries:
China
India
Indonesia
Malaysia
Singapore.

Student profile•

Research Higher Degree 6%•

Postgraduate coursework 43%•

Undergraduate 51%

Student population (equivalent full-time student load)•

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Annual Report 2019

54 714

STUDENT EXPERIENCE

Recognising that the quality of the student experience is paramount,the University of Melbourne focuses on providing a vibrant, diverse
and welcoming campus community while preparing undergraduate
students to pursue careers or further graduate study and offering myriad
opportunities to engage with Asia and the rest of the world.

WORKING TO MAKE THE STUDENT EXPERIENCE EVEN BETTER
To realise its ambition to be a connected community of scholarship,
the University of Melbourne has made a series of strong commitments
to undergraduate students through six integrated signature
undergraduate initiatives designed to:•

Improve transition to the University and establish foundations
for effective study•

Assist and guide students in making curricular and co-curricular
choices•

Improve their sense of belonging and affiliation with the University
community•

Boost students’ sense of accomplishment.

The second half of 2019 included initial roll-out of key projects suchas the Melbourne Commencement Ceremonies which will welcome
first-year undergraduate students in Semester 1, 2020, and the Academic
Advising and Peer Mentoring programs with 1000 students recruitedas peer mentors. In 2019, the University also launched my.uniLife app,giving students access in one place to a variety of applications hosted
by the University.
The University appointed Professor Kerri-Lee Krause to the new positionof Deputy Vice-Chancellor (Student Life) to provide strategic leadershipof continuing efforts to improve the quality of the student experience.

Read the Student Life White Paper@https:about.unimelb.edu.au/strategy/student-life-white-paper-2020

STUDENT LIFE SIGNATURE
INITIATIVES
1. Melbourne Commencement
Ceremonies
Celebrate first-year student
admission to the University,and harness excitement about
new opportunities available tothem.
2. First Year Discovery Subjects
Allow students to explore
their disciplines and build
skills to help them succeed inuniversity.
3. Melbourne Ideas Festival
Assists students' transition
to university, and explores
intellectual offerings, andmajor research activity.
4. Academic Advising and Peer
Mentoring
Connects students to advisersand mentors, ensuring thatthey can make best useof study and engagement
opportunities.
5. Activated and Recognised
Co-curriculum
Builds ‘21st-century skills’and experience in different
environments recognised by
the community and employers.
6. Next Generation Capstone
Subjects
Establishes mastery of adiscipline and helps equip
students for further study,
research or the workforce.

Part Two: Key achievements and milestones

21

CAREER OUTCOMES

CAREERS SUPPORT

3,600+

FACE-TO-FACE
drop-in interactions withstudents (390% increaseon 2018)

3,500

career development
information session andworkshop attendees

To help provide students with the best possible start to their careers,
the University of Melbourne supports them to develop their work-related
skills and experience throughout their studies, and offers a wealth ofopportunities and information about work experience, future planning,
entering the workforce and understanding the job market.

CAREER OUTCOMES – GRADUATE OUTCOMES SURVEY
The Graduate Outcomes Survey confirmed that University of Melbourne
graduates are in high demand by employers.
In 2019, to support excellent career outcomes, the University of
Melbourne continued to develop curricula to increase opportunities
for work-integrated learning experiences, internships and networking
with future employers. Particular attention was given to the needs ofstudents who do not proceed to graduate coursework or research higher
degrees and to ensuring that sufficiently specialised support is available
to graduates in professional degrees.
Walk-in peer-to-peer support in career planning and job applications
To provide peer-to-peer support and improve student careerdevelopment and graduate employment outcomes, the University of
Melbourne opened the Careers and Employability Studio in March.
The Studio also assists students with writing applications including forinternships, and with job search skills, and resume reviews. It also offers
an event space for employer presentations, networking and workshops.

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Annual Report 2019

GLOBAL MOBILITY PROGRAMS
As part of efforts to improve the student experience, the University is continuing to develop opportunities
for international mobility experiences with leading university partners:•

1982 University of Melbourne undergraduate students (24.44% of graduating cohort) participated in aninternational mobility experience or semester exchange program.*•

24.44% participation rate places the University ahead of schedule to reach a target of 25% undergraduate study
experience participation by 2020.*•

New Colombo Plan mobility outcomes: secured $1.091 million in funding to support 278 students to complete
mobility programs, internships and semester-based exchanges across the Indo-Pacific region.

*Mobility figures based on 2018 data due to one-year lag in Australia-wide data collection

CONNECTING STUDENTS WITH ALUMNI MENTORS
To assist students in taking the first steps towards career planning andmanagement and, ultimately, securing employment, the University of
Melbourne connects them with alumni through the Access Connections
Program. In addition, the University introduced Ask Alumni, a mentoring
program that ensures every student and alumni community member has
the chance to get involved, no matter where in the world they are,or how much time they are able to commit.
Hands-on learning experiences for international students
To provide specialist training for international students to work on
business consulting projects with industry clients, the University
partnered with the Victorian Government to offer Study Melbourne
LIVE. Conducted by the University’s Student Engagement team,the experiential learning program provided workshops on targetedskills development (such as oral presentations), with final presentations
to industry clients providing valuable professional presentation
experience for participants.

MENTORING

7,000+

students received career
mentoring from University
alumni and industry
connections

2,600+

students sought mentoringfrom the Ask Alumni careerconversations conductedworldwide400+

students attended the Study
Melbourne LIVE Program
Clients included: VicPol,
Nous Group, CSIRO,
Melbourne Writers Festival,
State Library, Asialink

Part Two: Key achievements and milestones

23

The University of Melbourne acknowledges
and honours the contributions of Australia'sFirst Peoples to a dynamic culture on
campus. Photo Peter Casamento.

24

Annual Report 2019

INDIGENOUS STUDENTS

Indigenous Australians make significant and transformative contributions to
the University of Melbourne. Reciprocally, the University uses its resourcesand expertise to support Indigenous students and communities.

The University of Melbourne is committed to strengthening anddeepening mutually supportive relationships between Aboriginal andTorres Strait Islander and non-Indigenous Australians. Using teaching
and learning, research and engagement expertise and resources,
the University aims to make a sustained contribution to improved
health, education and living standards for Indigenous Australians while
recognising the significant and transformative contributions Indigenous
Australia makes to the University of Melbourne.

SUPPORTING INDIGENOUS STUDENT SUCCESS
In line with a commitment to grow Indigenous student numbers, in 2019
the University of Melbourne developed its third Indigenous Student Plan
2020–2022. The plan focuses on structural, cultural and environmental factors
to enable Indigenous people to thrive through a Melbourne education.
This involves deep connection with Indigenous students throughout theirundergraduate studies, in careers, lifelong learning and continued academic
engagement. The Indigenous Student Plan 2020–2022 acknowledges thatthe success of Indigenous students will be realised not only through theirdegree attainment, but in their taking full advantage of the broader aspectsof a Melbourne education. The plan is also predicated on the belief thatwider post-education opportunities and increased social mobility will havea positive impact for Indigenous students, their communities and Australiansociety more broadly.

INDIGENOUS STUDENT SCHOLARSHIPS• Access Melbourne scholarship package available to allcommencing Indigenous undergraduate students• Indigenous Education Cost Scholarship for students eligiblefor Indigenous Commonwealth Scholarship• Indigenous Accommodation Cost Scholarship for students
relocating to Melbourne• Graduate Access Melbourne available to Indigenous graduate
students whose tertiary marks are below course entry
requirements• Additional scholarships and bursaries providing a range of benefits

INDIGENOUS STUDENTS

438

including 50+ Research
Higher Degree enrolments

117 completions in 2019
Numbers of Indigenous graduate
research students grew from15 in 2014 to 50 in 2019
In 2019, almost

50% of the commencing

cohort of Indigenous
students were from interstate

13

A record number ofChancellor’s Scholarships
awarded to Indigenous highachieving students with living
allowance for up to three years,
guaranteed place in a graduate
program of choice, and fee
exemptions
The University aspires to have

1,000

Indigenous students
enrolled by 2029

Part Two: Key achievements and milestones

25BEST QUALITYTEACHING AND LEARNINGSTUDENT RETENTION
AND SUCCESSThe University of Melbourne
has the lowest attrition rate forcommencing domestic bachelor
students in the nation and has
higher success rates than the
Victorian and Go8 averages.*• Domestic student retention rate rose steadily to

96.5%• Domestic student success rate

93%

• Domestic student attrition
continues to be very low at

3.5%

Student success: ratio of subjects
passed to subjects attempted
Retention rate: proportion of
students in a year who enrolled
in following year as proportion of
those enrolled in the current year
Attrition rate: percentage ofcommencing domestic students
who discontinue studies before
completion*Latest data available from
Department of Education andTraining Victoria

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Annual Report 2019

To foster leaders who are academically outstanding, practically grounded
and socially responsible, the University of Melbourne offers learning that
stimulates, challenges, and fulfils the potential of excellent students fromaround the world, leading to meaningful careers and profound contributions
to society.

GOOD GRADES GIVEN BY STUDENTS
In the latest Quality Indicators for Learning and Teaching (QILT)
Student Experience Survey (2018), the University of Melbourne performed
well against the national average. Results for Teaching Quality werehigh compared to the Group of Eight Universities (Go8) and above
the national average.

BREADTH IN THE MELBOURNE CURRICULUM
A key feature of the University of Melbourne’s undergraduate degree,
the innovative breadth offerings allow students the opportunity to study
a wide range of subjects to develop a broad range of skills and explore
interests not available within their home faculty.

INTEGRATING SUSTAINABILITY INTO CURRICULUM
The Sustainability Fellowships Program commenced in July with four
Fellows working at faculty level to integrate sustainability knowledge
and practice into the undergraduate curricula. In addition, several University
breadth subjects were under development to provide students with further
opportunities to advance foundational knowledge for sustainability
leadership in cross-disciplinary settings.
The new suite of University Breadth subjects, including those with asustainability focus, engaged students in debate and scholarship on
key global issues.
Breadth in the Melbourne curriculum widens and enriches undergraduate
education by opening up a range of choices. Breadth gives students theflexibility to broaden, contrast or complement their principal field of
undergraduate study. Breadth subjects can be used to experience alternative
methods of inquiry, thought and practice, or can be aligned with a student’s
primary area of study.

GRADUATE DEGREE PACKAGES
Offering certainty to talented school leavers
The University of Melbourne introduced Graduate Degree Packages
in 2019. Bundling undergraduate and graduate degrees together,
these new degree packages allow high-achieving Year 12 students toapply for both during the VTAC application process. With guaranteed
progression into a higher graduate degree, the packages offer certainty
to talented school leavers who already have a clear idea of theirpreferred professional course.

UNDERGRADUATE 201982% satisfied withteaching quality

GRADUATE COURSEWORK 201983% satisfied withteaching quality

PROVIDING MORE FLEXIBLE STUDY OPTIONS AND CHOICE
To meet the contemporary challenge of designing and delivering thehighest quality teaching and learning experiences for both staff andstudents, the University of Melbourne initiated the Flexible Academic
Programming Project (FlexAP) in 2015. FlexAP aims to enhance thequality of teaching, learning and the student experience by providing
flexible study options and making more effective and efficient use of
the University’s infrastructure and resources.

FlexAP IN 2019
• 58 teaching and learning
projects• 7 new flexible learning spaces• Student preference-basedclass registration implemented
for intensives, with complete
roll out ready for 2020
re-enrolment from earlyNovember• 2 rounds of Learning andTeaching Initiative Grants
awarded• 2 fellowships awarded throughthe inaugural GEM Scott
Teaching Fellowship Program

Part Two: Key achievements and milestones

27

CREATING OPPORTUNITY

For students whose unique circumstances may have prevented
them from achieving the best possible secondary school results,
the University of Melbourne offers a special entry and scholarship
scheme, Access Melbourne, for domestic undergraduate applicants.

2020
TARGET
EXCEEDED IN
2019

ACCESS MELBOURNE
2019
In Semester 1, 2019, 33 per cent of all commencing undergraduate
students qualified under Access Melbourne, far exceeding the targetof 25 per cent by 2020.
Of those eligible for Access Melbourne, 2018 enrolled in Semester 1, 2019(a 5 per cent increase on the previous year).

PROPORTION OF ACCESS MELBOURNEAPPLICANTS BY CATEGORYCATEGORY ELIGIBLE%

Under-represented school

54%

Disadvantaged financial background

29%

Rural or isolated

26%

Disability or medical condition17%

Difficult circumstances

17%

Non-English speaking background

6%

Recognition as an Indigenous Australian

2%

Mature-age consideration (non-school leaver entry pathway)1%

Please note: Applicants may qualify for multiple categories (up to eight).
Applicants who qualify for multiple categories may be counted more than once, therefore total
cumulative percentage is greater than 100 per cent.

28

Annual Report 2019SCHOLARSHIPSSCHOLARSHIPS
Knowing that we all have different passions and ambitions and comefrom different places – from the inner cities to the Kimberley, and fromover 150 different countries – to make Melbourne home, the Universityof Melbourne offers a range of scholarships to help students survive
and thrive.

COMPREHENSIVE SCHOLARSHIP PROGRAM
The University of Melbourne offers a wide range of scholarships toensure university is accessible to students from all backgrounds:

HANSEN SCHOLARSHIPPROGRAM• Unique financial and personal
support program

20

Supporting
exceptional
undergraduate students
from across Australia• Melbourne Access Scholarships• Indigenous Student Scholarships• Humanitarian Access Scholarships• Undergraduate equity-based course scholarships• Graduate Access Melbourne Bursary• Scholarships and bursaries offered by affiliated residential
colleges to help students cover cost of living out of home.

HANSEN SCHOLARSHIP PROGRAM
Unique financial and personal support program
In July 2019, the University of Melbourne undertook selectionof its first intake of Hansen Scholars, a new, flagship undergraduate
scholarship program enabling high-achieving students from acrossAustralia who face economic or other barriers to thrive at university
and achieve their potential.
The first intake of students will commence study in 2020 and moveinto the new Little Hall residence in Swanston Street in 2021.

HELPING ADDRESS ECONOMIC INEQUALITY
To improve opportunities for students from low socioeconomic
status backgrounds to access tertiary study and raise retention
and completion rates, in 2019 the University of Melbourne againoffered support to students funded by the Higher Education
Participation and Partnerships Program (HEPP).

Part Two: Key achievements and milestones

29

STUDENT ACCOMMODATION

University of Melbourne has invested heavily to increase the provisionof high-quality accommodation available exclusively to students.

The University of Melbourne's student housing and affiliated residential
colleges offer a safe and supportive residential and educational
experience, with dedicated staff on hand to offer support.

LITTLE HALL
Asia PacificStudent Accommodation
Association Award
For Best Program, recognising
successful delivery of
ambitious program
objectives

Little Hall continued construction in 2019 and is scheduled
to open 2021. Little Hall will feature 669 rooms ranging from studios
to four-bedroom apartments. It also features 10 shared spaces andis a five-minute walk to the Parkville campus.

303 ROYAL PARADE
303 Royal Parade, a 285-room apartment style complex, was completed
in 2019, offering modern facilities and a mixture of room types – studio,
twin and shared – to offer affordable accommodation to a wide rangeof students.

LINCOLN HOUSE
This purpose-built 13 level building in Bouverie Street will provide
accommodation facilities for 579 University of Melbourne students
offering a mix of small and large suites and dormitories, and accessible
rooms for mobility, vision and hearing-impaired students.
Featuring meeting lounges, a sky lounge, shared kitchens anddining spaces, laundry space, and a sports lounge and gymnasium,
the development is designed to achieve a 5-Star Green Star rating.

PROGRESSIVE ACCOMMODATION OFFER
In 2019, the University was on track to meet the target of 6000
accommodation placements by 2020, with University-owned,
affiliated and partnered capacity reaching 5200. An additional
1000 beds were created within walking distance of the Parkvillecampus through liaison with private accommodation providers.

30

Annual Report 2019

STATE-OF-THE-ART INFRASTRUCTURE
AND TEACHING FACILITIESUnderpinning its commitment to academic excellence and honouring
its belief in a cross-disciplinary approach to teaching and learning, theUniversity of Melbourne offers sophisticated, contemporary teaching
spaces for an exceptional on-campus experience where students arechallenged to explore their potential and extend their understanding.

BUILDING A WORLD-CLASS PRECINCT WITHSTUDENTS AT THE HEART
To support the contemporary needs of an evolving student population,
students, staff and Traditional Owners worked with architects toco-create and co-design the New Student Precinct.

NEW STUDENT PRECINCT37,000m2

creates overof new or refurbished building
and landscaping to provide newarts and cultural facilities, increased study and outdoor space,
and the co-location of student
services

In 2019, preparatory works and detailed design phases, including
demolition and modification works, relocation of infrastructure andimplementation of architectural details, were completed to prepare
for construction to commence in early 2020.
In May, the New Student Precinct partnered with the Living Pavilion
to transform the University's landscape temporarily into a haven of
biodiversity and Indigenous stories through the installation of over
40 000 Kulin Nation plants alongside artworks, performances, talks andgathering spaces that celebrate Melbourne’s eclectic flora and fauna.

NEW LIFE SCIENCES COMPLEX OFFERS
STATE-OF-THE-ART TEACHING FACILITIES
Offering students world-class STEMM teaching laboratories and faculties,
and strengthening the global status of Melbourne’s biomedical precinct,
the University of Melbourne’s new Western Edge Biosciences (WEBS)
life sciences complex underpins the University’s commitment to global
excellence in life sciences teaching, learning, research and engagement,
enabling a cross-disciplinary approach to teaching and learning.
WEBS was officially opened in March 2019, bringing together three faculties
in one cohesive space – Veterinary and Agricultural Sciences, Medicine,
Dentistry and Health Sciences, and Science. WEBS is a world-class buildingthat provides students with an active and flexible learning environment thathas been specifically designed to suit bioscience. It houses purpose-built
wet and dry teaching labs, and various formal and informal spaces, allowing
for several classes to run simultaneously within the same area.

STUDENTS AND COMMUNITY TO BENEFIT FROMVETERINARY CAMPUS EXPANSION
In 2019, the University of Melbourne opened a new $63 million learningand teaching building and U-Vet Werribee Animal Hospital extension,
strengthening its veterinary campus in Werribee. New facilities include
world-class laboratories for clinical and surgical skills training, plus
extra consultation space for clinical experience. The redevelopment
also provides additional opportunities to incorporate workplace-basedlearning and scientific research into the University’s teaching courses.

Part Two: Key achievements and milestones

31

TEACHING AND LEARNING AND THE STUDENT EXPERIENCEPERFORMANCE AGAINST TARGETS
HIGH QUALITY LEARNING AND TEACHING
Achieve the undergraduate CEQ overall satisfaction score above the National and Go8 average scores1

76.9

Achieve the undergraduate CEQ good teaching score above the National and Go8 average scores1

60.3

Achieve the postgraduate coursework CEQ overall satisfaction score above the National and Go8 average scores1

81.6

Achieve the postgraduate coursework CEQ good teaching score above the National and Go8 average scores1

68.0

STUDENT EXPERIENCE
Increase opportunities for high-quality student accommodation2

3,192

Increase the number of undergraduates participating in an international experience3

24.4%

EQUITY AND CAREER OUTCOMES
Maintain at least 25% of Access Melbourne participation4

36.6%

Achieve the undergraduate GOS positive graduate outcome score above the National and Go8 average scores5

69.5

Achieve the postgraduate coursework GOS positive graduate outcome score above the National and Go8 averagescores5

75.8

LegendExceeded or met target

Partially met target

Improvement needed

1 Go8 institutions are ranked by average mean Course Experience Questionnaire results (CEQ) contained in Graduate Outcome Survey (GOS) in a given year
2 Figures based on count of beds at new University-endorsed accommodation
3 Based on total number of undergraduate students participating in international experience as percentage of total undergraduate students in a given year
4 In a given year, total number of undergraduate students admitted to undergraduates degrees through Access Melbourne expressed as percentage of total undergraduate
students admitted
5 Go8 institutions ranked based on positive graduate outcomes (calculated as respondents to GOS in full-time employment or study as proportion of total respondents)

2020
OPPORTUNITIES32

Annual Report 2019

During 2020, the University of Melbourne will focus on a commitment toplace students at the heart of everything it does. This includes executing andmonitoring implementation of the Student Life initiatives and broadening its
scope to include graduate students. Efforts will be directed towards enhancing
the University’s distinctive curriculum – including strengthening admissions
and eligibility criteria – and intensifying the commitment to provide an
exceptional student experience that continues beyond graduation.

STUDENTSPOTLIGHT
FROM SOUTHBANK TO CENTRE STAGE
Mark Nannup is a Yamatji/Noongar man from Meekatharra andPort Hedland in Western Australia. After relocating to Melbourne,Mark commenced a traineeship with the Victorian College of theArts Foundation Program before going on to complete a Bachelorof Fine Arts (Acting) in 2019. The VCA’s first LGBTIQA+ Inclusion
Coordinator for the Southbank campus, Mark is also a narrator
for SBS and assistant with Culture is Life, an organisation
dedicated to tackling Aboriginal mental health and youth suicide.
Back in the west, Mark has been cast in the 2020 performanceof Hecate, an adaptation of Macbeth and the first large-scale
production of Shakespeare to be performed entirely in Noongar
at Subiaco Arts Centre’s Main Auditorium. Hecate was adaptedand directed by Kylie Bracknell [Kaarljilba Kaardn] and presented
by Yirra Yaakin Theatre Company in association with
Bell Shakespeare.

Mark Nannup and Senuri Wagaarachchi
perform in F**king A (2019).
Photo Drew Echberg.

Part Two: Key achievements and milestones

33

WITH THE PRESSING GLOBAL CHALLENGES OF OUR TIMESMOTIVATING GROUND-BREAKING ENQUIRY, UNIVERSITY OF MELBOURNERESEARCHERS CONSISTENTLY LOOK OUTWARD, CONTESTING IDEAS
AND GENERATING NEW KNOWLEDGE ACROSS DISCIPLINES, COMMUNITIESAND BORDERS IN A SPIRIT OF RESPECTFUL INTERROGATION.

RESEARCH
KEY ACHIEVEMENTS FOR 2019
$500m HERDC research income*
Received $139.2m in NHMRC grants (15.6% of total funds awarded)
Received $98.8m in ARC grants (10.9% of total funds awarded)
34 University of Melbourne academics among world’s most influential
in their fields (Clarivate Analytics 2019 Highly-Cited Researchers List)
Development of precinct networks, including Melbourne Biomedical Precinct
and Melbourne Connect (major new innovation precinct, with interdisciplinarityand partnership at its core)
New wave of Hallmark Research initiatives launched to build strategic
collaborations and relationships
Expanded international research Initiatives, including several new International
Research Training Groups in Germany, France, United Kingdom, Israel and India*Estimated, confirmation from HERDC due June 2020.

34

Annual Report 2019For students like Georgia Carney (left) and Sebastian Hawke,
both of whom are studying towards a Bachelor of Biomedicine,the University of Melbourne nurtures a culture of research and enquiry
to address pressing social and global issues. Photo Michael Kai.

35
Part Two: Key achievements and milestones

RESEARCH QUALITY ANDPERFORMANCE CULTURE

GLOBAL RANKINGSGLOBAL RANKINGSARWUThe University of Melbourne
maintained its standing among
the world’s top universities andreaffirmed its position as#1 in Australia

Academic Rankingof World Universities#41 in the world

Times Higher Education World
University Rankings#1 in Australia#32 in the world

Times Higher Education
Subject Rankings#1 in Australia for Law,

Medicine, Education,
Business and Economics,
Psychology, Computer Scienceand Life Sciences

36

Annual Report 2019

2016

2017

44

40

39

38

41

32

32

39

38

THE

33

33

32

QS

42

42

41

2018

2019

SOLID GROWTH IN IN HIGH-IMPACT RESEARCH
With 34 academics named in Clarivate Analytics 2019 Highly-Cited(Hi Ci) Researchers List as most influential in their fields internationally,
the University of Melbourne was ranked number one in Australia by the
influential Web of Science publication. Their research was ranked in the
top one per cent of most referenced papers in their field over the period
2008–2018. Australia has the fifth largest number of highly-citedresearchers in the world (behind United States, China, United Kingdom
and Germany).

GROWTH IN WEB OF SCIENCE PUBLICATIONS•Steady growth in indexed Web of Science articles•

On track to exceed 2020 target•

Annual growth rate of 5.8% in indexed articles from 5500 in 2012
to 8157 in 2019•2019 indexed article count exceeded 2020 target of 7700 articles

QS World University Rankings#38 in the world

2015

• Published multiple highly-cited papers over 10-year period• Papers in top 1% by citations in field and year
• Total citation count in top 1% over survey period• Approximately 6,200 researchers globally identified
as Highly Cited in 2019

HIGHLY-CITED RESEARCH
With targeted recruitment of research leaders and fostering of in-house
talent, Australia has tripled its Hi-Ci researchers since 2014.
•

34 Highly-Cited researchers with primary University of Melbourne
affiliation•

7 Highly-Cited researchers with secondary University of Melbourne
affiliation•#1 in Australia for number of Highly-Cited researchers.

THRIVING RESEARCH ENVIRONMENT CONFIRMED BY
EXCELLENCE IN RESEARCH FOR AUSTRALIA REPORTWeb of Science
Highly-Cited
researcher
criteria

The Australian Research Council’s national Excellence in Research forAustralia Report identifies and promotes excellence of research activity
across Australia’s higher education institutions. The latest reportassessed all University of Melbourne broad research fields as ‘above’or ‘well above’ world standard.
To support researchers in their work and provide practical assistancein guiding their career goals and expectations at all levels acrossfaculties and departments, the University of Melbourne introduced
the Research Capability Framework in 2019. This included the launchof an online portal to coordinate researcher development programs
and identify opportunities for enhanced programs and support schemes
for optimal career support.

INVESTING IN NEW RESEARCH CAPABILITY
Every year the University of Melbourne invests significantly in its
research capability to attract leading global researchers, fund innovative
research, build highly advanced research infrastructure, and support
emerging researchers.
In 2019, the University focused on accelerated recruitment ofleading researchers across several STEMM disciplines. This effort
will continue in 2020.

Part Two: Key achievements and milestones

37

RESEARCH COLLABORATIONPARTNERSHIPS AND IMPACT
Forging a culture of discovery, enhanced through deep collaboration withindustry and research partners, the University brings together enquiringminds, exciting ideas and diverse disciplines to address the big questionsof our time.

STAWELL UNDERGROUND PHYSICS LABORATORY
In 2019, the University of Melbourne and partners welcomed funding
announcements from both the Federal and Victorian governments forestablishment of the Stawell Underground Physics Laboratory (SUPL),
to be constructed more than one kilometre underground within the
Stawell Gold Mine. Each government has committed $5 million to thelaboratory, one of only two underground particle physics laboratories
in the world. The laboratory will provide key facilities for one of theresearch themes within the ARC Centre of Excellence for Dark Matter
Particle Physics and is led by the University of Melbourne’s Professor
Elisabetta Barberio in conjunction with other universities nationally.

CONSOLIDATING AND EXPANDING PARTNERSHIPS
Throughout the year, the University of Melbourne continued to expand
its extensive suite of partnerships and collaborations with industries andprofessions to focus, enrich and apply its research in ways that maximise
benefits and outcomes for wider society.

COMMERCIAL PARTNERSHIPS TO DELIVER GREATER GOOD

38•

BioCurate, a joint venture between the University of Melbourne and Monash University with support
from the Victorian Government, signed an agreement with Takeda Pharmaceutical Company Limited
to share commercial and scientific expertise to accelerate discovery and development of new
therapeutics and drugs.

•

Peter Cook Centre for Carbon Capture and Storage Research at the University of Melbourne and the
Italian research company, Sotacarbo, are working together to develop collaborative research projects
to tackle global warming.

•

With $14 million investment, the University will work with Denteric Pty Ltd, to develop a vaccine for
periodontal gum disease, affecting a third of all adults globally.

Annual Report 2019

The University of Melbourne maintains green roof test sites across its campuses todevelop new ways to address a changing climate. Photo Peter Casamento.

POWER OF PARTNERSHIPS TO DRIVE CHANGE

Microbiologicaldiagnostic and epidemiologicaladvice to New Zealand Ministryof Primary Industries
in collaboration with Massey University
to assist in control of ongoingoutbreak of Mycoplasma bovis
in dairy cattle

New agreement with world-leading
biopharmaceutical company, Pfizer,
to identify and validate targets
for cancer treatment

Study in Indonesia
on MAMPU aid program
improving access of poor womento essential services and othergovernment programs to understandand evaluate circumstancesin which women can
influence distribution of funds
within their villages

Member of Future
Batteries Industry
Cooperative ResearchCentre with 57 industry, academic
and government partners to address
industry-identified gaps in battery
industry value over thenext
15 yearsMulti-year engagement
across building capacity in literacy,
numeracy and leadership for South
Australian Department of Education

Multi-year/multi-country/
multi-agency collaboration
to roll out large-scale education
training programs forSouth American education
sector and provide evaluation
services to measure impact

ENGAGEMENT AND IMPACT RESEARCH• Developed irrigation technologies in collaboration
with industry that drove more efficient wateruse, improving food security and delivering
environmental gains• Body of research supported through Household,Income and Labour Dynamics in Australia survey(HILDA) (capturing how Australian lives are changing,
the factors driving change, and the impacts) provided
key evidence underpinning policy across fields suchas childcare, public health and employment• Collaboration with construction industry,architects and other professionals to improvebuilding prefabrication quality, productivity and• Protection of workers and businesses throughaffordability, including in permanent prefabrication
research informing policies and practices to deter
school buildings in Victoria
exploitation and curb unfair competition, touching
millions of workers in Australia and overseas, led toenhanced health, wellbeing and productivity

Part Two: Key achievements and milestones

39

RESEARCH COLLABORATIONPARTNERSHIPS AND IMPACT (CONTINUED)FISHERMANS BEND
• Australia’s largest urban
renewal project• Covers approximately 480
hectares in the heart ofMelbourne• Five precincts across twomunicipalities – the City of
Melbourne and the City ofPort Phillip – and connects
Melbourne’s CBD to Port
Philip Bay• Home to approximately
80,000 residents by 2050
• Jobs created for up to
80,000 people

Biomedical Precinct
With over 30 health services, research and academic partners,
the Melbourne Biomedical Precinct is acknowledged globally as amajor research and teaching powerhouse. It delivers outstanding
patient care, cutting-edge research and discoveries, and training to someof the country’s brightest minds, as well as economic value to Victoria.
Melbourne Connect
Melbourne Connect is a major new purpose-built innovation precinct
bringing together the creativity, cross-disciplinary expertise and talentof the University of Melbourne research community and its diverse
partners to help drive innovation. Melbourne Connect’s new home on
the former site of the Royal Women’s Hospital is nearing completion
and is expected to be operational in late 2020.
Fishermans Bend
The University of Melbourne’s new campus in Fishermans Bend is partof an almost $1 billion commitment to create a world-class engineeringschool. Set to open in 2024, the campus will be a vibrant place for largescale research and project-based learning, creating new opportunities
for cross-disciplinary collaboration and partnerships with industry.

INAUGURAL NATIONAL ENGAGEMENT AND IMPACTASSESSMENT RECOGNISES IMPACT OF UNIVERSITY OF
MELBOURNE RESEARCH
The most recent Engagement and Impact Assessment, released in
March 2019, assessed how well researchers are engaging with end-usersof research, and showed how universities are translating research into
economic, social, environmental, cultural and other benefits.
Working in partnership to improve people’s health
In 2019, the University of Melbourne welcomed a $30 million federal
budget announcement for the Aikenhead Centre for Medical Discovery
to build a new biomedical centre at St Vincent’s Hospital (project owner)in Melbourne. The University is lead partner in the project, joining St
Vincent’s Institute of Medical Research, RMIT University, Swinburne
University of Technology, Australian Catholic University, Universityof Wollongong, Centre for Eye Research Australia and the Bionics
Institute to work together to improve people’s health, and give students
unprecedented access to engineers, researchers and doctors working
at the cutting edge of medical discovery.

40

Annual Report 2019

INTERDISCIPLINARY RESEARCH INSTITUTES PROVIDINGWORLD-CHANGING SOLUTIONSMelbourne Interdisciplinary Research Institutes strengthen and sparkinterdisciplinary research in partnership with industry, governments
and communities in existing and developing areas of societal importance.
Examples include Melbourne Disability Institute, Melbourne Energy
Institute, Melbourne Social Equity Institute, Melbourne Sustainable Society
Institute and the recently announced Indigenous Knowledge Institute.
The Hallmark Research Initiatives program builds on existing strengths
across the University and enables the maturing of interdisciplinary
research communities. Hallmark Research Initiatives include Affordable
Housing, Creativity and Wellbeing, Economic and Social Participation,
and Future-Food.

INTERDISCIPLINARY RESEARCH INSTITUTES
Melbourne Sustainable Society Institute
Australia’s Clean Economy Future: Costs and Benefits comparing costsof emissions reduction in Australia relative to potential damages
from climate change under current policy settings
Melbourne Social Equity InstitutePublication of new online resource for educators supporting students
suffering trauma
Melbourne Disability Institute$2.5 million government funding to support development of
National Disability Research Partnership
Melbourne Energy InstituteMultiple initiatives launched including iHub, Future Battery Initiatives
Cooperative Research Centre, and Australian Renewable Energy Agency
project with AusNet and Australian Energy Market Operator

NEW MELBOURNEINTERDISCIPLINARY RESEARCHINSTITUTE
In August, the University of
Melbourne announced theestablishment of the Indigenous
Knowledge Institute as the latest
Melbourne Interdisciplinary
Research Centre. Making theannouncement at the 2019
Garma Festival, Vice-Chancellor
Duncan Maskell committed
the University to extending
and deepening engagementwith Indigenous communities.
The Institute will build on
exciting work already taking
place between University
researchers and teachers andIndigenous communities acrossAustralia through the Hallmark
Indigenous Research Initiative.
This includes work in language,arts and music, life sciences,engineering and design, health,data infrastructure and two-way
learning initiatives.

Melbourne Sustainable Society Institute and Melbourne Energy
Institute
Co-hosted Australian-German Energy Symposium bringing together
senior members of government, policy, industry, research andcommunity sectors from Australian and German government
departments of Education, Research, and Foreign Affairs and Energy

HALLMARK RESEARCH INITIATIVES
Affordable Housing
Addressing the complexity of housing systems and their role in supportingor inhibiting sustainability, social justice and economic stability
BioInspiration
Principles underpinning biological systems are applied creatively
to human technological and design challenges
Future-Food
Focusing on protein production and involving aspects of social andcultural acceptability, health and wellbeing, and sustainability
Statelessness
Creating opportunities for University of Melbourne researchers to engage
in academic collaboration and multidisciplinary research on statelessness
and citizenshipPart Two: Key achievements and milestones

41

RESEARCH FOCUS AND SCALEARC FUTURE FELLOWSHIPS

19.7%

Receivedof total
fellowships Australia-wide$13.8mARC GRANTS IN 2019

10.7%

Receivedof grant
awards announced in 2019122 grants$98.88m
10.9% of total funds
awarded42

Annual Report 2019

The University of Melbourne invests heavily in supporting and sustaining
fundamental and applied research to strengthen links and synergy
between research, teaching and engagement for the benefit of students
and the wider community.

AUSTRALIAN RESEARCH COUNCIL GRANTS
Funding from the National Health and Medical Research Council supports
outstanding Australian health and medical research that contributes tosignificant improvements in individual and population health.

REVERSING ANTIBIOTIC RESISTANCE IN SUPERBUGSWith the spread of antimicrobial resistance posing significant risks tohuman health, Professor Neil O’Brien-Simpson’s program will use theeffects of mutations on the structure and function of proteins to preemptively identify resistance mutations. This information will be used
to improve diagnosis of what drugs a pathogen is resistant to and thedevelopment of resistance-resistant drugs.

DEVELOPING NOVEL DRUG CLASS FOR TREATMENT
OF MALARIAWith recent gains made in malarial control now threatened by the
emergence of antimalarial drug resistance leading to 50 per cent treatment
failure, new drugs are needed that have novel mechanisms of action, arefast acting and show activity against all known resistant parasite strains.
With this funding, Professor Leann Tilley will work to identify a class ofcompounds to be developed as drug leads.

AUSTRALIAN RESEARCH COUNCIL LAUREATE FELLOWSHIP
Looking to reduce pesticide use
With the awarding of an ARC Australian Laureate Fellowship, UK-based
Professor Nina Wedell will join the School of BioSciences for the next
five years to undertake the ‘Sexual conflict and evolutionary dynamics ofinsecticide resistant genes’ research project. This will investigate how to
restrict pesticide use and benefit economies and biodiversity worldwide.

AUSTRALIAN RESEARCH COUNCIL FUTURE FELLOWSHIPS

AUSTRALIAN RESEARCHCOUNCIL
Laureate Fellowships scheme
supports up to

17 world-classresearchers annually to conduct
research in Australia

Future Fellowships support mid-career researchers to undertake highquality research in areas of national and international benefit.
Building more effective supports for young people bereaved bydomestic homicide
Children’s experience of parental death under extreme circumstances,such as murder or suicide, is poorly understood and under-researched.
This has created a barrier to building more effective supports aroundchildren and responding to their needs. With an ARC Future Fellowship,
Associate Professor Eva Alisic will draw on young people’s, caregivers’
and professionals’ perspectives on children’s living arrangements,
relationships and identity development post-homicide to generate atheoretical model of children’s outcomes as well as actionable advice forpolicymakers and practitioners.
Saving endangered frog species
Supporting his biotechnology research into disease immunity, Associate
Professor Lee Skerratt’s ARC Future Fellowship will make a significant
contribution to saving dwindling frog populations while proving thevalue of synthetic biology in restoring threatened wildlife populations.
This research will reinforce the University’s, and Australia’s, leadershipin biotechnology and conservation, and help train future wildlife healthscientists in finding new ways to help resolve the global biodiversity crisis.

Part Two: Key achievements and milestones

43

RESEARCH FOCUS AND SCALE (CONTINUED)

MRFF GRANT SCHEME• Keeping Australians out of
hospital• Multi-site palliative carestudy in three cancer centres
to assess impact on acutehospital use at the end of life
• Building resilience in worldfirst study of 300 patients withchronic disease at high risk ofrepeated hospital admissions
due to changes in weather• Home-based management offever in children to improve
quality of life and decrease
cost of care

MEDICAL RESEARCH FUTURE FUND
The Medical Research Future Fund (MRFF) provides long-term investment
in support of Australian health and medical research to transform
health and medical research and innovation and improve lives,
build the economy and contribute to health system sustainability.
The Kids are Not Okay:
Emergency department management of acute mental health crises
in children and young people
Associate Professor Kim Dalziel attracted $5 million funding to improveacute mental healthcare and ensure the highest quality care for children
and young people presenting to emergency departments for mental
health-related reasons (including self-harm and suicidal ideation,
anxiety, and acute behavioural disturbance).
Bringing family, community, culture and country to Indigenous youth
mental healthcare
There is currently a lack of evidence for effective health sector responses
to one of Australia’s most urgent national issues – the high burden ofmental health issues experienced by Aboriginal and Torres Strait Islander
young people in the 10 to 24-year age bracket. During this five-year
project, Professor Sandra Eades is addressing these evidence gaps
by working with Aboriginal young people, their families, communityand health services to achieve innovative co-produced research,capacity building, and translation of outcomes to inform healthpractice and policy.
Successful treatment of prostate cancer possible within five years
To investigate new ways of treating prostate cancer, the University of
Melbourne will establish Australia’s first Prostate Cancer Research Alliance.
Combined funding of $4 million from the Medical Research Future Fundand Movember Foundation is enabling an alliance led by Associate
Professor Niall Corcoran (Department of Surgery) to pursue innovations
for improved prognosis and treatment. This will include ground-breaking
tests to identify patients most at risk of progressing to more advanced
stages of the disease, and those likely to respond to different treatments.

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Annual Report 2019

ACCELERATING INFORMATICS TO IMPROVEHUMAN RESOURCE MANAGEMENTNHMRC GRANTS IN 2019

Since 2013, the Melbourne Collaborative Research Infrastructure
Program (MCRIP) has been working to optimise expert research throughapplication of cutting-edge technologies. This year, the PetascaleCampus Initiative (PCI) commenced a five-year program to accelerate
informatics data and computer capabilities across data-intensive
disciplines as an investment in both computer capability and people.

119 grants received
Value $139.2 million
Equivalent to 15.6% total

RESEARCH INFRASTRUCTURE•

Twenty-two open-access research infrastructure platforms
enabling research discovery•

Occupies over 12 000 sqm across University campuses

NHMRC funds awarded

LAURA MACKAY SCOOPS 2019 RESEARCH AWARD POOL
Laura Mackay obtained her PhD from the University of Birmingham
in 2009 before taking up a post-doctoral position at the University of
Melbourne. Associate Professor Mackay works as a Laboratory Headat the Peter Doherty Institute for Infection and Immunity and holds an
adjunct appointment at the Singapore Immunology Network at A*STAR in
Singapore. With a view to harnessing T cells to develop new treatments
against infection and cancer, Associate Professor Mackay’s laboratory
studies memory T cell responses, with a focus on the signals that control
tissue-resident memory T cell differentiation.
At the forefront of research into tissue-resident memory
T cells and their involvement in skin immunity, Associate Professor
Mackay’s research has secured fellowships including an Australian Research Council Discovery Early Career
Researcher Award, an NHMRC Career Development Fellowship, a Howard Hughes Medical Institute Fellowship,a Bill and Melinda Gates International Research Scholarship, and a Sylvia and Charles Viertel Charitable
Foundation Senior Medical Research Fellowship.
In 2019, Associate Professor Mackay’s impressive list of awards continued to grow with a Woodward Medalin Science and Technology, the Frank Fenner Prize for Life Scientist of the Year (one of the 2019 Prime Minister’sPrizes for Science), the Macquarie University’s Eureka Prize for Outstanding Early Career Researcher and
the Gottschalk Medal from the Australian Academy of Science which recognises outstanding researchers,
up to 10 years post-PhD, in biomedical sciences.

Part Two: Key achievements and milestones

45

INTERNATIONALRESEARCH INITIATIVES
As a leading international higher education and research institution,
the University of Melbourne develops innovative solutions to many of
the world’s most significant challenges, bringing together some of theworld’s best minds to address globally significant problems throughlearning, teaching, research and engagement.

GERMANY COLLABORATIONS EXPANDED AND REINFORCED
In 2019, the University of Melbourne launched the Berlin University
Alliance collaboration with a new investment for 2019–2020 and awarded
funding for 12 joint research projects in its first round. The University
created and reinforced research projects with partners and alumni andundertook two highly successful delegations to Germany, including one
led by the Vice-Chancellor at the invitation of the German Academic
Exchange Service.

HIGHLIGHTS: GLOBAL DEVELOPMENTS IN 201946

Annual Report 2019•

European Commission supported University of Melbourne research
into low-impact agriculture in Australia with funding awarded
through the Horizon 2020 Research and Innovation Program•

Partnerships with 20 low and middle-income countries to save lives
by providing more accurate public health information with support
from the Bloomberg Philanthropies Data for Health Initiative•

Selected by United States Government to develop
artificial intelligence that will evaluate credibility of scientificevidence used in decision making•

Provided $3 million Federal Government funding to lead Australian
research consortium, alongside US institutions Boston University
and Massachusetts Institute of Technology, to develop next
generation of autonomous vehicles•

New Research Fellowships program launched to support
collaboration with researchers in Indonesia

GRADUATE RESEARCHERS

DEVELOPMENT OF INTERNATIONAL JOINT PHD PROGRAMSIn 2019 the University of Melbourne established several new
International Research Training Groups (IRTGs) and associated programs
to foster growth in numbers of jointly awarded PhDs with outstanding
international universities and research institutions.

MELBOURNE-INDIAPOSTGRADUATE ACADEMYInternational partners included universities in Germany, United
Kingdom, France, India and Israel. Professor Ute Roessner, who leads
a multidisciplinary international research training group with the
Jülich-University of Melbourne Postgraduate Academy (JUMPA),
was awarded the prestigious Humboldt Research Award at an event
attended by Germany’s Chancellor Angela Merkel.

by Indian Government for
academic and researchcollaboration and expanding
blended teaching andlearning programs

5 research projects supported

INTERNATIONAL RESEARCH TRAINING GROUP INITIATIVES•

Germany: energy-related research linking expertise and facilities
at RWTH Aachen University•

France: partnership with French National Centre for Scientific
Research (CNRS) and affiliated universities across the country•

United Kingdom: partnership with University of Manchester
across all research areas of mutual interest and complementary
capabilities•

Israel: partnership with Hebrew University of Jerusalem toexpand and develop collaborative research in biomedicine•

India: Melbourne-India Postgraduate Academy partnership withthree leading Indian Institutes of Technology as ongoing platform
for development of research collaboration with Indian partners

Part Two: Key achievements and milestones

47

RESEARCH PERFORMANCE AGAINST TARGETS
RESEARCH QUALITY AND PERFORMANCE CULTURE
Increase the number of Hi-Ci authors

34

Increase the score in Nature and Science1

20.3

Increase the number of Web of Science2 indexed (WoS-indexed) publications

8,157

Increase overall annual research income3 by 50%$474m

Lead the nation in Category 14 income

1stReach at least 15% of market share in Australian Competitive Grant Income

12%

RESEARCH SCALE AND FOCUS
Rank consistently among the top 40 in the Academic Ranking of World Universities (ARWU) rankings

41

Rank among the top 25 in Times Higher Education Global Rankings

32

RESEARCH COLLABORATION, PARTNERSHIPS AND IMPACT AND GRADUATE RESEARCHERS
Double Category 2 – 4 income5$278m

Improve Higher Degree by Research timely submission rate

70.30%

LegendExceeded or met target

Partially met target

Improvement needed

1 Based on ARWU ranking score for number of University of Melbourne Nature and Science articles published in last five years as percentage of highest performing institution
2 Web of Science is a leading citation indexing service providing comprehensive index across multiple databases. Publication figures represent total number of University of
Melbourne journal articles indexed in a given year
3 Figures based on total research income as reported in Higher Education Research Data Collection, 2018
4 Figures based on Australian Competitive Grant income as reported in HERDC
5 Figures based on public sector, industry, philanthropic and Cooperative Research Centre Research income

2020
OPPORTUNITIES

48

Annual Report 2019

In 2020, the University of Melbourne will focus on identifying areas ofglobal research leadership and continue strengthening key collaborations
and partnerships both locally and globally through University precincts,
interdisciplinary programs and international research training groups.
The University will continue working to attract the best researchers from aroundthe world, nurture rewarding research careers and increase opportunities forstudents to engage with research culture and activity.

STUDENTSPOTLIGHT

AGE IS NO BARRIER
Lorna Prendergast made headlines around the world last July when
she graduated from the University of Melbourne at the age of 90.
Lorna enrolled in the Master of Ageing to pursue further researchand discover how music they enjoyed in the past can awaken people
with dementia.
The Master of Ageing, delivered online, is designed to prepare
graduates from a wide range of disciplines to meet the challenges
and opportunities presented by the global ageing population.
Now that she’s graduated, Lorna is looking forward to taking on her
next projects, including liaising with her local council to put in place
more age-friendly initiatives in the community.
“It’s early days yet, but East Gippsland Shire plans to become anage-friendly city as encouraged by the World Health Organization,”says Lorna.
“I am one of their senior ambassadors and I hope we will follow
Manchester, which was the first age-friendly city.”

As a recent graduate of the Master of Ageing,
90-year-old Lorna Prendergast is looking forward tochallenging misconceptions and advocating for older
people in her community. Photo: Peter Casamento.

Part Two: Key achievements and milestones

49

ENGAGEMENT IS CENTRAL TO THE UNIVERSITY OF MELBOURNE’SVALUES AND PURPOSE, ENSURING ITS ETHOS AS A PUBLIC-SPIRITEDINSTITUTION FINDS EXPRESSION THROUGH ALL ITS ENDEAVOURS.

ENGAGEMENTKEY ACHIEVEMENTS FOR 2019
Melbourne Innovation Districts further progressed in collaboration with City of
Melbourne and RMIT University through endorsement of the opportunities plan forcollaborative research, education and engagement programs
Key community and Indigenous partnerships reinforced, including with Yothu Yindi
Foundation and Jawun, and within the Goulburn Valley
Indigenous Knowledge Institute announced, supporting world-leading Aboriginal
knowledge, research and education
Completed North Wing refurbishment of the Old Quad at Parkville campus asa public-facing space to present cultural collections and several events, including
lectures, seminars and ceremonies
Melbourne Conservatorium of Music opened in Ian Potter Southbank Centre in
the heart of one of the world’s great art precincts, allowing the University to connect
world-class teaching and research with strategic partners
India and Indonesia strategies launched to build closer partnerships and researchcollaboration within the Indo-Pacific region
Engaged over 26,000 alumni in the life of the University through public lectures,
events and volunteer programs$94.5 million raised through the generous support of those who trust and believe inthe value of the University

50

Annual Report 2019

Each year at the start of semester staff,
students and visitors are welcomed tocampus by Traditional Owners.
Wurundjeri Woman Amber Dowdell,Traditional Owner of Melbourne,
lit and kept the flames alive forthe 2019 Wominjeka smoking
ceremony. Photo Sarah Fisher.

Part Two: Key achievements and milestones

51

PUBLIC ENGAGEMENTPEOPLE, PLACE AND PARTNERSHIPS
Contributing to the greater good, the University of Melbourne informs and inspires,
opening up its vast stores of knowledge and culture and acting as a contributor
and convenor of cultural and policy-focused initiatives.

MELBOURNE INNOVATION
DISTRICT PARTNERSHIPACTIVITIES
Completed global Regional
Entrepreneurship Accelerator
Program at Massachusetts
Institute of Technology tosupport development of regional
entrepreneurship ecosystems.
Selected by Global Institute forInnovation Districts at Columbia
University as a key district forbuilding collaboration andgenerating insights into bestpractice in innovation district
connections around the world.
Participated in annual innovationand ideas festival, Melbourne
Knowledge Week, to explore ideas
about the futureof Melbourne and the world.
Launched joint University of
Melbourne/RMIT Accelerator
Program for students, with support
from LaunchVic.
Participatedin City of Melbourne work
to develop City North District
as ‘testbed’ for adoption of
5G technologies.

52

Annual Report 2019

To catalyse new partnership opportunities for and with communities
in Melbourne, the Goulburn Valley and North East Arnhem Land,
the University of Melbourne developed significant place-based strategies
and programs in 2019. This opened new ways of coming together tocontribute, address problems and challenges, and work towards
change for the benefit of society.

SHAPING OUR CITY’S FUTURE THROUGH NEW MODEL FOR
COLLABORATIVE INNOVATIONThe University’s partnership with the City of Melbourne and RMIT
to develop the Melbourne Innovation District (MID) progressed
substantially in 2019, culminating in the endorsement of the MID City
North Opportunities Plan by the Future Melbourne Committee of Council
in November. The plan affirms the City of Melbourne's vision of the
district as a ‘living lab’ that creates new possibilities for collaborative
research, education and engagement programs, with the University as
a founding partner. The three MID partners are coordinating efforts tostrengthen the innovation ecosystem in Melbourne with a strong focus
on improving wellbeing and civic and cultural life in the city.
Alongside this work, the University is recruiting for a City of Melbourne
Chair in Urban Resilience and Innovation to be based within the Facultyof Architecture, Building and Planning. The Chair is a joint initiative with
the City of Melbourne set up in 2015 to lead urban resilience researchin ways that directly enhance Melbourne’s understanding and ability
to take practical actions to build metropolitan resilience.
Showcasing academic talent at Melbourne Knowledge Week•

2019 launch of Melbourne Accelerator Program – the University’s
flagship entrepreneurial initiative aimed at turbocharging
the growth of high-potential startups•

Expert panel shared latest Melbourne Biomedical Precinct researchand innovation and path from research to commercialisation•

Session on technology and transport, convened by Australian
Integrated Multimodal Ecosystem project and Melbourne Schoolof Engineering

KEY GOULBURN VALLEY ACTIVITIES IN 2019
• Scoping and planning Indigenous Education Plan and relocation of Academy of Sport, Health and
Education to Munarra Centre in 2022
• Delegation to Federal Government on regional development and economic growth• Inaugural Goulburn Valley Forum co-convened with City of Greater Shepparton, Kaiela Institute andCommittee for Greater Shepparton at Dookie campus• Water Forum co-convened with Goulburn Broken Catchment Management Authority to inform strategic
research, education, collaboration and co-investment• Doctor of Medicine (Rural) – ongoing development in partnership with La Trobe University• Shepparton Art Museum partnership created to advance Indigenous curatorial practice,exhibitions and programs• Inaugural GV Academic Forum convened by Pro Vice-Chancellor (Indigenous) to progress coherent
approach to work in the Goulburn Valley

Deepening presence in the Goulburn Valley
Located in the Goulburn Valley, Shepparton is one of the most culturally
diverse regional cities in Australia with the second largest Aboriginal
and Torres Strait Islander population in Victoria. As such, the region
is an important focus of place-based collaboration between its
communities and the University of Melbourne. Together with a rangeof services and activities delivered in the region, the University of
Melbourne participated in a number of ‘listening forums’ in 2019 tounderstand the region’s future ambitions and challenges and informa University of Melbourne Goulburn Valley Strategic Framework.

GOULBURN VALLEY FORUM
Provides opportunities forreciprocal knowledge

90

Goulburn Valley
representatives

New centre for cultural engagement and safe learning
To expand pathways and offerings into further and higher education,
the University of Melbourne is collaborating with the Kaiela Institute,
Rumbalara Football and Netball Club, Greater Shepparton City Council,
Department of Premier and Cabinet and Regional Development Victoria
to establish a new education centre in Shepparton. The Munarra Academy
will attract a predominantly Aboriginal and Torres Strait Islander student
cohort, building on the success and broadening the activities of the
Academy of Sport, Health and Education (ASHE). During 2019 work
progressed on scoping and planning an Indigenous Education Planand relocating ASHE to the Munarra Centre (scheduled for 2022).

Key pillars for action• Education• Sustainable agriculture• Water• Indigenous wellbeing: parityand outcomes• Diversity and inclusion

Let’s Talk Carlton•

Inaugural neighbourhood event, co-hosted on Parkville campus
with Carlton Local Agencies Network (CLAN) and City of Melbourne•

Public discussion forum between the Vice-Chancellor,
Lord Mayor Sally Capp and community representative Elle Morrell•

Attended by 130+ traders, residents, business people, community
members and student groups•

Platform to engage with diverse socioeconomic and cultural groups
living, working and visiting the area (including for many who had
not previously visited the campus)

Part Two: Key achievements and milestones

53

STRENGTHENING
CULTURAL ENGAGEMENTANCESTRAL MEMORY

29,300 visitors to

exhibition

20+ tours and programs
UNIVERSITY OF MELBOURNE’S
CULTURAL ESTATE

15

galleries, archives andmuseums

Significant performing arts
facilities including Melbourne
Theatre Company

40

individual collections,
including world renowned
Donald Thomson
anthropological collection

Under the overarching ambition of a cultural commons, the Universityof Melbourne commenced an ambitious program in 2019 to amplify,
leverage and enhance its investment in cultural infrastructure
through the establishment of a centrally run museums andcollections department.

RESTORING AND CELEBRATING THE OLDEST BUILDINGON PARKVILLE CAMPUS
Early in 2019, the Old Quadrangle reopened after extensive
refurbishment as the key cultural, civic and ceremonial heart of the
University. The Old Quad provides a vibrant and welcoming campus
experience and is home to numerous events, including public lectures,
seminars, performances and ceremonies, as well as contemporary art
exhibitions and displays celebrating the University of Melbourne’s
Cultural Collections. The inaugural exhibition for the redeveloped
Old Quad, Ancestral Memory by Indigenous artist and curator
Maree Clarke (Mutti Mutti, Wemba Wemba, Yorta Yorta andBoon Wurrung), used a contemporary lens to examine the resilienceof Indigenous culture and the history of the lands of the Kulin Nation
on which the Old Quad was built.

NEW DEPARTMENT TO ENABLE IMPROVED ACCESSTO CULTURAL COLLECTIONS
A new model will improve the coordination and management of theinstitution’s cultural assets and enable the University to demonstrate
the breadth of its collections and share them more effectively withthe community.

SHOWCASING SCIENCE AS ART ON CAMPUS,
IN COMMUNITY AND OVERSEAS
Science Gallery Melbourne’s DISPOSABLE exhibition popped up in
numerous locations throughout 2019, offering valuable learning
opportunities to students and researchers while acting as a gateway
for the public to engage with the University.
After launching at Science Gallery Melbourne’s 2018 PERFECTION exhibition,
the Biometric Mirror exhibit travelled to the World Bank’s Law,
Justice and Development Week in Washington DC in 2019.
The annual international gathering stimulated rethinking how
to respond to the world’s most pressing development challenges
under the theme of Rights, Technology and Development.

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Annual Report 2019

NEW HOME FOR MELBOURNE CONSERVATORIUM OF MUSICThe opening in 2019 of the new Melbourne Conservatorium of Musicin the Ian Potter Southbank Centre redefines the University of Melbourne’s
position within one of the world’s great arts precincts. The conservatorium
allows the University to build a bridge from emerging to professional artist
for talented students at the Faculty of Fine Arts and Music and connects
world-class teaching and research with strategic partners.

CONTRIBUTING TO PUBLIC POLICY
University of Melbourne academics regularly contribute to vital forums
to help shape public policy on both a national and international scale.
In 2019, some of these forums included:

SCIENCE GALLERY MELBOURNE

26,500+ visitors in 20193,500

students engaged
through curriculum/academic
programs

1,700 visits by school•

Royal Commission into Victoria’s Mental Health System•

Senior Advisory Group for Indigenous voice to government
co-design process

students•

Creative directorship of Australia Pavilion at Venice Architecture Biennale•

Leading independent environmental assessment of fish deathson the Lower Darling River.

59% of visitors inspired toconsider STEMM careers

PATHWAYS TO POLITICS PROGRAM FOR WOMEN
Pathways to Politics is a non-partisan initiative providing women theopportunity to gain the skills and networks to attain elected office.
2019 achievements from the program included:•First female alum elected to Federal Parliament•

Alumni now elected at federal, state and local government levels•

Six 2019 Fellows to run in 2020 Victorian local government elections•

95 per cent agreed or strongly agreed they had the skills needed
for political success at end of program, compared to 30 per centat commencement•

Majority of Fellows indicated they anticipate running for officewithin next 10 years.

AUSTRALIA TALKS SURVEY
In 2019, the University partnered with the Australian Broadcasting
Corporation (ABC) and Vox Pop Labs to develop the nationwide Australia
Talks National Survey:•

Over 54 000 people nationally surveyed•

500 individual questions per survey•

Results provided unprecedented insight into people’s everyday lives•

University of Melbourne academics helped develop survey questions
and contributed widely to survey commentary and findings.

Part Two: Key achievements and milestones

55

INDIGENOUS ENGAGEMENT

RAP 3

62 target measures

The University of Melbourne’s main campus at Parkville lies on theland of the Wurundjeri people of the Kulin Nation. Through the shapingof our physical environment, and promoting cultural awareness andrecognition, the University pursues opportunities to improve the lived
experience of Aboriginal and Torres Strait Islander people.

RECONCILIATION ACTION PLAN 3

14 signature projects
21 of 25 target measures

Recognised by Reconciliation Australia as an ‘Elevate RAP’, signalling‘reconciliation leadership’, the University of Melbourne’s latest iterationof its Reconciliation Action Plan (RAP3), builds on the University’s long,
successful history in the RAP process and demonstrates its continued
commitment to significantly invest in reconciliation.

*remaining 4 in progress

RAP 3 2019 highlights

met or exceeded*

I-LEAP39

high-achieving Indigenous
Faculty of Arts undergraduate
students awarded I-LEAP
Scholarships
Ranging in value between$2,500–$10,000•

Research Colloquium on Place and Indigenous Cultural Recognition
promoted critical and scholarly engagement with the University’s
institutional history – including its colonial and eugenics history.
The outcomes of this internal colloquium will inform a wider
International Symposium in late 2020•

Jawun Employee Secondment Program – significant increasein participation•

New Student Precinct design and co-creation process involved
students, staff and Traditional Owners from over 40 Indigenous
language groups across Australia, celebrating the multi-faceted
aspects of Aboriginal and Torres Strait Islander cultures throughthe built environment, instilling a sense of belonging, and affirming
Traditional Owners’ connection to country•

Supply Chain Diversity and Inclusion Strategy developed,
committing to year-on-year percentage increase of spend
targets through ‘social’ suppliers, increasing from 0.5 per centto 3 per cent over five years from 2019SUPPORTING GROWTH AND DEVELOPMENT
OF HIGH-ACHIEVING INDIGENOUS STUDENTS
The Indigenous Leadership, Excellence and Achievement
Program (I-LEAP) provides mentoring and conducts leadershipworkshops for Indigenous students throughout their secondary,undergraduate and graduate education.
In 2019, I-LEAP piloted a new academic and career mentoring program,
Career Conversations, and matched 15 I-LEAP scholarship students
with University of Melbourne academic and professional staff who
participated in the Jawun Development Program.

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Annual Report 2019

Yawuru leader
Senator Patrick Dodson
delivered the 2019 Dungala Kaiela
Oration on ‘The spirit of thiscountry’s perspectives
in review and a vision
for our future’

JAWUN PARTNERSHIP ENABLES TWO-WAY LEARNING
Jawun facilitates partnerships between organisations and Indigenous
communities to promote self-reliance, entrepreneurial activity andbusiness planning. The University of Melbourne’s partnership with
Jawun and the continuing growth of staff participation numbersin the Jawun Employee Secondment Program is a key target in the
University’s Reconciliation Action Plan (RAP 3).
As a result of the partnership, University secondees and executive
leaders provide on-the-ground support and in so doing, understand theopportunities to work collaboratively with Indigenous communities andbecome advocates for real change.

INDIGENOUS STAFF PROFILE

145 Indigenous staff
50 academic staff
Professoriate of

10

JAWUN 2019 HIGHLIGHTS•

Exceeded participation target by 100%•

Six University executives participated in Jawun Executive Visits Program•

12 staff completed six-week secondments, living and working
in communities•

3150 hours of pro bono support•

Mechanisms established to share learnings and reflect critically on
staff secondment experience (mentoring Indigenous students andJawun participants, conference presentations, and leadership in
Melbourne Reconciliation Network)

425 Indigenous student
enrolments – 30% growth
on previous two years

On track to meet headline
target of 1,000 Indigenous
students by 2029

HONOURING INDIGENOUS AND
NON-INDIGENOUS KNOWLEDGE TRADITIONThe University of Melbourne’s partnership with the Yothu Yindi
Foundation builds on a 20-year relationship with the North-east Arnhem
Land region, the third region of focus for the University’s place-based
partnerships (along with the City of Melbourne and the Goulburn Valley).
This partnership is a central initiative in the University’s commitment
to national reconciliation with Indigenous Australians.

YOTHU YINDI FOUNDATION PARTNERSHIP•

University of Melbourne is Principal Sponsor of the Key Forum at Garma Festival, attended by
2500+ business, political, education and philanthropic leaders•

Vice-Chancellor Professor Duncan Maskell headed a delegation of 30 senior staff and students andled a key forum on future opportunities for universities and Indigenous communities to work together
in uncovering and acknowledging the past and building knowledge systems for the future•Vice-Chancellor committed to goal of a shared vision between the University and Yolngu community,
honouring equally two knowledge traditions•

University committed to working with the Yolngu people to preserve and maintain Yolngu knowledge
systems, cultural traditions and practices on Country in Arnhem Land, through education

Part Two: Key achievements and milestones

57

RECOGNISING ENGAGEMENT EXCELLENCE

AUSTRALIAN FINANCIAL
REVIEW HIGHER EDUCATION
AWARD
Melbourne Graduate School of
Education Centre for Positive
Psychology, Community
Engagement category,for Wellbeing Profiler project58

Annual Report 2019

The University of Melbourne’s precinct-based approach facilitateseffective collaboration through co-location and supports participationin global knowledge networks and partnerships with industry.
Recognising that engagement both enriches research and supports its
translation, the University recognised a number of engagement-enrichedresearch projects in 2019 through both external and internal awards
programs. Award recipients demonstrate the breadth and depth ofindustry connections and delivery of high-quality research that enriches
and shapes the world.
University of Melbourne Engagement Excellence Awards•

Melbourne Pollen Count project, School of BioSciences,
Faculty of Medicine, Dentistry and Health Science – provides
Victorians with daily updates and forecasts, assisting those livingwith hay fever and asthma to care for their allergies.
After the devastating thunderstorm asthma event in 2016,
the biggest of its kind in the world, the research team partneredwith the Victorian Government and Bureau of Meteorology toincrease awareness of grass pollen levels in a bid to prevent
similar tragedies.

•

The Centre for Market Design (consortium of University of
Melbourne, Victorian Government Department of Treasury and
Finance and Australian Government Department of Treasury) was
recognised for extensive research into complex contemporary socialand economic issues – most recently the impact of non-custodialinterventions being trialled for youth offenders across Victoria.

•

Professor Tim Lindsey AO FAHA FAIIA for lifetime contribution
to Australia’s evolving understanding of, and relationship with,Indonesia, particularly in law and politics.

•

Foodprint Melbourne research project (Faculty of Veterinary andAgricultural Science) produced evidence enabling the Victorian
Government to protect farmland on Melbourne’s fringe as asource of fresh food. The project emphasised the importance ofMelbourne’s foodbowl for food provision and security in the faceof climate change and negative impacts of continued urban sprawl.

INTERNATIONAL ENGAGEMENT

INTERNATIONAL ENGAGEMENT WITH ASIA
The University of Melbourne’s international engagement acrossthe Indo-Pacific region continues to be supported by Asialink’s
ongoing advocacy and work as Australia’s leading centre for creative
engagement with Asia.

STRENGTHENING
INTERNATIONALPARTNERSHIPS

Asialink 2019 highlights

and playing an active
global leadership role in the
Indo-Pacific region drove theUniversity of Melbourne’s
international engagement
agenda in 2019•

Hosting first major foreign policy speech by Prime Minister,
on 26 June (with Bloomberg)•

New Asialink business report, Activating Asia, to maximise growth
opportunities for Australian businesses in Asia•

Co-hosting inaugural Asian-Australian Leadership Summit•

Co-hosting 40 Most Influential Asian-Australians Awards

ENGAGEMENT WITH INDIA AND INDONESIA
To develop meaningful and resilient partnerships in the
Indo-Pacific region, the University of Melbourne launched two
important international engagement plans: Engaging with India
and Engaging with Indonesia.
India and Indonesia 2019 highlights•

Faculty-driven research and exchange agreements•

Innovative mobility projects•

High-level visits and exchanges with international partners
and diplomatic community•

Establishment of new partnerships•

Asialink and the Australia India Institute projects

INTERNATIONAL ENGAGEMENT WITH INDIA
Setting out the University of Melbourne’s commitment to building
capacity across India and Australia to meet challenges the two countries
share, the Vice-Chancellor launched the University of Melbourne’s
five-year India engagement plan in Delhi in August.
Engaging with India 2020–2024 reinforces the University’s commitment tostrong Indian partnerships and joint research and collaborative teaching
and learning models that address key challenges and deliver mutual
benefit. It also commits to lifting the capacity, quality and impact of
research in support of the goals articulated in India’s New Education Policy.

Part Two: Key achievements and milestones

59INTERNATIONAL ENGAGEMENT (CONTINUED)INTERNATIONAL AGREEMENTS – 2019 OVERVIEW

324
Current agreements

53
Countries/regions

9

New agreements
in 2019

6
New partnerships

44

Agreement
renewals executedin 2019

AUSTRALIA INDIA INSTITUTE 2019 HIGHLIGHTS•

Supporting development of India-focused subjects including‘Key Challenges for Asia: India, China and Indonesia’(new breadth subject)•

Facilitation of India Reference Group, established byCouncil of International Education•

Hosting Australia India Leadership Dialogue in Melbourne in December•

Hosting annual India Week – celebration of Indian culture,
thought, politics and society•

Working with Federal Government Department of Education,
Skills and Employment to develop a research hub for participating
Australian universities to be based at AII@Delhi

INTERNATIONAL ENGAGEMENT WITH INDONESIA
In August, the Vice-Chancellor launched the University of Melbourne’s
five-year Indonesia engagement plan, Engaging with Indonesia
2020–2024, in Jakarta. The plan commits the University to building
closer partnerships with Indonesia, increasing the number of joint
research projects to find solutions to the most pressing problems faced
by Indonesia, our region, and the world as a whole, and contributing todevelopment of a world-class higher education system in Indonesia.
Engaging with Indonesia has already delivered concrete benefits with thelaunch of the Melbourne-Indonesia Research Partnership Program (MIRRP).
Under MIRPP, the University will support collaborative projects between
the University of Melbourne and Indonesian academics. The grants aredesigned to stimulate greater exchange and research collaboration.

60

Annual Report 2019

Believe – the Campaign
for the University of Melbourne
is more than a philanthropic
initiative. It is an extraordinary
effort that is helping change
the lives of future
generations.

ALUMNI ANDSUPPORTERS
Interacting with alumni and donors across the world, the University of
Melbourne works diligently and with energy to consult on the directionof the University, connect students with alumni mentors and continue
to grow the Believe Campaign – the most successful of its kind in Australia –to provide support for students and programs that make a positive difference.

MAKING CONNECTIONS WITH
ALUMNI COMMUNITY
By 2021, Melbourne aims toengage 100,000 of our alumni
community in the life of the
University and achieve a total
philanthropic investment of2019 was a year of significant progress for Advancement.
The University introduced the new Vice-Chancellor to alumni
and donors around the world, consulted its most dedicatedsupporters on the future of the University, connected thousands ofstudents with alumni mentors and took major strides towards making
Believe – The Campaign for the University of Melbourne the mostsuccessful university fundraising and engagement campaign in Australia.

$1 billion

GIVING TAKES MANY FORMS
In 2019, thousands of alumni and friends made gifts to support
a wide range of projects. Examples range from supporting students
in immediate financial need with donations for emergency funds,
providing funds for the Music Therapy for Dementia ‘Homeside’
study to bring music therapy into the hands of carers, and helping
the FREO2 program save the lives of children suffering with pneumonia
in developing countries through the invention of a low-cost oxygen
concentrator that can be powered with running water insteadof electricity.

2019 ACHIEVEMENTS• $94.5 million raised through generous support of those who trust and believe in the value of the University• 26,606 alumni engaged as participants, volunteers or donors: 9,020 engaged for the first time
• Introduced new Vice-Chancellor to our alumni and friends in Melbourne, Sydney, San Francisco, New York,Singapore, Kuala Lumpur and Berlin• 2019 Alumni Survey identified notable changes in alumni attitudes since 2015:◊ 68% of alumni want to maintain a lifelong relationship with the University (up from 64% in 2015)◊ 45% of alumni rated the University of Melbourne as good or excellent at providing volunteer
opportunities (up from 34% in 2015)◊ 42% of alumni who are aware of the Believe campaign understand they can be part of thecampaign by volunteering (up from 34% in 2015)

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61

ALUMNI ANDSUPPORTERS (CONTINUED)

BELIEVE CAMPAIGN PROGRESS$952.8million raised95%

of the University’s
philanthropic
target of raising$1 billion

62

Annual Report 2019

Donations
received from27,067

generous donors

93,543alumni engaged(target 100,000)

JUST SOME OF THE GENEROUS GIFTSCHANGING AND SAVING LIVES•

Graduate scholarships and fellowships in art conservation,
medicine, science, botany, engineering and history(Estate of Mary Evelyn Lugton)•

Clinical Chair in paediatric cancer, based at VictorianComprehensive Cancer Centre (Children’s Cancer Foundation)•$4 million to support Science Gallery Melbourne(Peter and Ruth McMullin)

ALUMNI COMMUNITY, THRIVING AND GROWING•Over 420,000 living alumni•

Living in over 170 countries•

26,606 alumni engaged in 2019•

9,020 engaged for the first time in 2019

ENGAGEMENT IN 2019

21,527 event attendees
4,282 alumni volunteers
3,785 alumni donors
74% of 2019 donors
are alumni

ALUMNI GIVING SO MUCH BACKAS MENTORS AND VOLUNTEERS
In 2019, 4282 alumni supported students through mentoring,as student recruitment ambassadors, as guest speakers, and throughalumni associations and networks to help connect our communities.

“We have acommunity of people in the
University and you don’t stop
being a part of that community
when you graduate.”
Vice-Chancellor
Professor Duncan
Maskell

Alumni mentors such as graduates Laura Fernandez (Bachelor of Commerce) andMatthew Guy (Master of Global Marketing and Communication) work with current
students to inspire and motivate in a spirit of giving back. Photo David Hannah.

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63

ENGAGEMENT PERFORMANCE AGAINST TARGETS
RECONCILIATION ACTION PLAN TARGETS
To reach population parity in Indigenous staff numbers by 20201

1.7%

To reach population parity in the enrolment of Indigenous students by 2050

1.09% 0.86%

To achieve an Indigenous student success ratio of 1 by 20252

0.85

0.90

UGrad

Graduate

59.2

61.3

INTERNATIONAL ENGAGEMENT AND ALUMNI AND SUPPORTERS
Improve the University’s reputation in research and teaching3

Teaching

Research

Increase the number of alumni actively engaged with the life of the University

90,370

Achieve the 2020 Believe campaign target$953m

LegendExceeded or met target

Partially met target

Improvement needed

1 Measured as FTE of continuing and fixed term staff
2 Success rate (passed EFTSL as percentage of attempted EFTSL) of Indigenous students compared to success rate of non-Indigenous students
3 Reputation in research and teaching is measured by Times Higher Education World University Rankings reputation scores
4 Engaged through internships, teaching, cultural and industry engagement and philanthropy

2020
OPPORTUNITIES64

Annual Report 2019

In 2020, the University of Melbourne will support delivery of its strategy, usinga place-based approach to strengthen relationships with its partners andcommunities, here and across the world. Work will be undertaken to foster an
exceptional student experience through graduation and beyond, extending
mobility opportunities and connecting students with alumni mentors, and alumni
with each other as part of a global community. Closer to home, the University willleverage the opening of Melbourne Connect to strengthen its partnerships within
the Melbourne Innovation District and enhance the profile and accessibility of its
cultural collections to staff, students and the broader public. And delivering on
its Believe Campaign targets, the University will continue to connect some of theworld’s most generous people with causes and projects to make a real difference.

STUDENTSPOTLIGHT

HELPING REDUCE THE LITTER PROBLEM IN LOCAL WATERWAYS
The Merri Creek is a vital artery of Melbourne’s waterways and hosts someof Australia’s most threatened ecosystems. It snakes through residential
and industrial areas creating an attractive public path. Unfortunately,
rubbish is often wind-blown into the reeds, washed in with stormwateror purposefully dumped along its bank.
Throughout 2019, students from the Bachelor of Science worked with the
Merri Creek Management Committee to research causes of the creek’s litter
problem and investigate long-term solutions.
“While community members regularly organise clean-up activities, the problem
persists,” said Wei Heng Chan, who is studying Environmental Science.
Like others in the group Wei found the field trips and work-integrated learning
opportunities a highlight of his studies.
“The subject has helped us develop employability skills, particularly incommunication and public speaking,” said Aditi Nayak, an Ecosystem Science major.
“We also gained a greater understanding of how litter can travel huge distances
through local drainage systems and realised the importance of reducing litter at thesource rather than relying solely on clean-up efforts post-high rainfall events.”

Bachelor of Science students (from left to right)
Aditi Nayak, Wei Heng Chan, Louisa Gebbie
and Mingyu Su worked with the Merri Creek
Management Committee, including Waterwatch
Coordinator Julia Corillo (right) to find solutions
to intractable problems. Photo supplied.

Part Two: Key achievements and milestones

65

UNIVERSITIES PLAY A VITAL ROLE IN ENABLING SUSTAINABLE AND
RESILIENT FUTURES FOR OUR COMMUNITIES LOCALLY, NATIONALLYAND ON A GLOBAL SCALE. SUSTAINABILITY IS THEREFORE BEINGEMBEDDED IN ALL UNIVERSITY OF MELBOURNE DISCIPLINES,OPERATIONS
AND ACTIVITIES – IN CURRICULA, THE CAMPUS EXPERIENCE, IN HUMANRESOURCES, ADMINISTRATIVE PROCESSES AND FINANCIAL PERFORMANCE.

SUSTAINABILITY
KEY ACHIEVEMENTS FOR 2019
Enabling Operational Excellence program launched to optimise effectivenessand allocation of operational resources and asset base
Sustainability Plan strengthened, with 2020 action to map out pathways
to Carbon Neutrality Certification
Recipient of International Sustainable Campus Network Award for Partnerships
for Progress and Green Gown Australasia Award
Significant reduction in waste-to-landfill achieved through Choose to Reuse
program and Furniture Reuse Centre
Sustainability Fellowships Program commenced, integrating sustainability
knowledge and practice into undergraduate curricula

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Annual Report 2019

Master of Environment students, Mehak Masood, Karin Traeger Hermosilla,
Indumathi Arunan and Mansi Cai have discovered that the principles ofsustainability are fundamental to campus life and study. Photo Michael Kai.

Part Two: Key achievements and milestones

67

ORGANISATIONAL SUSTAINABILITYOUTSTANDING ACHIEVEMENTS

65

employees recognised fordiverse and impactfulachievements

RECOGNISING OUTSTANDING ACHIEVEMENTS
Thanks to a community of highly committed staff, the University of Melbourne
enjoys a global reputation for excellence. Each year, the University celebrates
the work of its staff through the Melbourne Excellence Awards, recognising theoutstanding achievements of academic and professional staff in the key areas ofresearch, teaching, engagement, professional excellence and strategic priorities.

NEW THREE-YEAR ENTERPRISE AGREEMENT IN OPERATIONPERSONAL INSIGHTSPROGRAM

Following a comprehensive consultation process, University of Melbourne staff
voted in favour of the latest Enterprise Bargaining Agreement (EBA) and, in March
2019, the Fair Work Commission advised formal approval. A representative steeringcommittee managed the implementation, supported by information sessions andoversight by human resources leaders at the University.

94 executive and senior

HR POLICY REDEVELOPMENT WELL ADVANCED

leaders participated in the
Personal Insights program

The University undertook a comprehensive HR policy redevelopment program
during the year to realign policies to support implementation of the new EBA,
advance the University’s People Strategy and embed organisational commitments
to diversity and inclusion.

ACADEMIC LEADERS PROGRAM

As part of this program, the University developed a refreshed Performance andDevelopment Framework for professional staff aimed at building a culture in whichgoals are clearly defined and aligned with University strategy, development needs
are discussed and prioritised, and performance recognised and rewarded.
It prioritises active planning and development, and regular conversations between
managers and employees regarding progress and achievement.

3 mandatory modules
7 elective modules
70 academic leadersparticipated

PERSONALISED PROGRAMS CONDUCTED FOR SENIOR LEADERS
The Personal Insights Program is a flagship leadership development initiative
for senior leaders who report directly to members of University Executive.
Recognising that there is no one single approach to leadership development,
the University ran a series of workshops to enable leaders to develop
personalised programs to enhance their leadership skills.
The University also supported Heads of departments and schools in their firstyear following appointment with the introduction of the Academic Leaders
Program. Focusing on non-academic leadership skills, the program gave
participants the opportunity to meet with Heads from across all faculties
and network with a cohort facing similar challenges.

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Annual Report 2019

DEVELOPING PROGRAMS TO REMOVE BARRIERSTO SUCCESS FOR WOMEN
Facilitated by academic leaders across all disciplines, the University ran
a five-day program to support women researchers from the Facultyof Medicine, Dentistry and Health Sciences to develop leadership skills
and research capability. The program covered core skills such as problem
solving, goal setting, planning, presentation, conflict management,time management and mentoring.

ADDRESSING WOMEN’S UNDERREPRESENTATIONIN HIGHER-LEVEL ACADEMIC APPOINTMENTS
In one of several strategies addressing an issue of key importance tothe University – women’s underrepresentation in higher level academic
appointments and on key policy, decision making and governancebodies, the Academic Women in Leadership Program ran again in 2019.
Sponsored by the Provost, the program ran over a period of eightmonths, providing opportunities for academic women at levels C
and above.

ENABLING OPERATIONAL EXCELLENCE
2019 represented a natural inflection point in the evolution of the
University of Melbourne’s operating model and an opportunity to take
operations to the next level. The University launched the Enabling
Operational Excellence program (EOE) during the year to build on thestrong foundations established by the Melbourne Operating Model(MOM) over the last five years and to increase return on investment by
optimising the University’s effectiveness and allocation of operational
resources. Its goal is to leverage the asset base (tangible and intangible)
to ensure the University continues to meet its ambitions and respond
adeptly to current and future challenges and opportunities.
EOE is a three-year, three-stage program designed to enhance student
experience, advance academic and professional performance,and deliver greater operational efficiency. The first stage, completed
in 2019, included establishment of a new Chief Operating Officer
portfolio with accountability for operational planning across the
University, pulse checks on a number of key functional areas,
and a shift away from a divisional structure-centric approach tooperations. Instead, there is an interconnected set of capabilities andactivities that facilitates integration of professional services across the
University with direction setting that underpins the academic mission.
Extensive consultation across the University identified a set of critical
pain points with priority for resolution and focussing on those relating
to student experience and academic administrative workloads.

Recognising thatpeople are our mostvaluable asset, the University
supports staff to be exceptional
leaders for the world and createsenvironments andopportunities wherestudents thrive

STEMM
Recognising 75 years of
women in STEMM on
International Women’s Day

200+

University of
Melbourne staff and students
celebrated International
Women’s Day

33 female academics
promoted to level C(senior lecturer/fellow)
in 2019

STEMM leadership skills andresearch capability program

25

early career researchers
from the Faculty of Medicine,
Dentistry and Health Sciences
participated in this five day
program

Stages two and three will be implemented in 2020 and will embed acontinuous improvement approach into the University’s operationalDNA, with a focus on business outcomes and the quality, efficiency
and alignment of the University’s operations. It will invest in new ways
of working, end-to-end process re-engineering, technology, data
analytics, and ongoing staff development and capability building.
The University leverages its core capabilities to drive sustainable
development, building a future that is ecologically sound,socially just and economically viable.

Part Two: Key achievements and milestones

69

ENVIRONMENTAL SUSTAINABILITY

GREENHOUSE GASEMISSIONS (tCO2-e)*

2017:

200,050

2018:

192,227

Estimated for 2019:

185,000†

Tonnes of carbon dioxide equivalent after offsets
Actuals due July 2020†

SUSTAINABILITY PLAN REVIEWED AND STRENGTHENEDThe Sustainability Report 2018 released in June, marked the halfway
point of the Sustainability Plan 2017–2020, providing opportunity toreview and reaffirm commitment for the remaining two-year period.
University Executive endorsed a strengthened ‘Carbon Neutral before
2030’ target, with pathways to be mapped in line with the Climate
Active Carbon Neutral Standard by end 2020 across all direct andsignificant indirect emissions of the University. On supply chain impact,
a commitment was endorsed to develop and implement a suppliercode of conduct, social procurement framework and response
to modern slavery.
Read the Sustainability Report 2018 at:https://about.unimelb.edu.au/strategy/sustainability-report-2018

POWER PURCHASE AGREEMENTS WIN INTERNATIONAL AWARD
Estimated for 2020:

175,000

Predicted for 2021:

80,000*Tonnes of carbon dioxide equivalent after offsets

In 2019, the University of Melbourne received the International
Sustainable Campus Network (ISCN) Award – Partnerships for
Progress, for power purchase agreements undertaken in collaboration
with leading corporations, city councils and cultural institutions. The
agreements enabled the development of new renewable energy capacity
through wind farms in north-western Victoria – Crowlands near Araratcommissioned in January 2019, and Murra Warra near Horsham, due forcompletion in early 2020.

TRACKING WELL TO ACHIEVE SUSTAINABILITY PLAN TARGETS
The University of Melbourne is making sound progress in achieving the targets and actions outlined in the
Sustainability Plan 2017–2020. This includes headline targets to ‘Achieve zero net emissions from electricity by
2021’ and ‘Achieve carbon neutrality before 2030’.
Electricity consumption is the largest contributor to the University’s carbon emissions, followed by air travel.
The University is on track to achieve its ‘Zero net emissions from electricity by 2021’ target through on-campus
energy demand reduction and electricity generation projects, and off-campus renewable energy powerpurchase agreements.
The University is tackling staff air travel emissions through a continued effort to understand flight data andmap teleconferencing facilities on-campus, and is on track to achieving its target of ‘Offsetting staff air travelemissions – 100 per cent by 2020’.
Realising these targets will reduce carbon emissions by over two-thirds by 2021, positioning the University on
track to achieve carbon neutrality before 2030. The pathway to carbon neutrality will be mapped out in 2020.

READ ABOUT THE SUSTAINABILITY PLAN AT
sustainablecampus.unimelb.edu.au/about-us/strategy/sustainability-plan

70

Annual Report 2019

APPROACHING ZERO NET EMISSIONS ELECTRICITY
The commissioning of the Murra Warra wind farm will enable the University
to achieve zero net emissions from electricity by 2021. Nevertheless,the University’s enduring commitment to on-campus energy projects
continues in earnest, with a $45 million capital program commencing in
2019. The Smart Campus Energy Upgrades program, informed by academic
expertise of the Melbourne Energy Institute, entails projects to reducedemand across the most energy-consuming campus buildings, and further
installation of solar panels to maximise onsite electricity generation.

REDUCING ENERGYCONSUMPTION$45m program

Reducing demand across themost energy-consuming
campus buildings

PARTNERING TO REINFORCE SUSTAINABILITY
Throughout 2019, the University developed closer ties with State Government
as a continuing member of Sustainability Victoria’s TAKE2 climate change
pledge program. Collaboration has centered around improved practices totackle recycling issues in the state and support a circular economy.
Furthermore, in October, the University announced its sponsorshipof the United Nations Association of Australia (UNAA) Sustainable
Partnerships Forum. The objective of the forum is to support thecreation of partnerships to drive progress towards the United Nations
Sustainable Development Goals (SDGs).*

CREATING POSITIVE IMPACT THROUGH SUPPLY CHAIN,PROCUREMENT AND SOURCING LOCAL JOBS
In 2019, the University introduced Diversity and Inclusion (D&I) targets
to its third-party external expenditure to generate positive and sustainableoutcomes through responsible procurement of goods, services and works.
This approach involves direct and indirect engagements with social andIndigenous suppliers, with internal target setting and KPIs for D&I outcomeson a case-by-case basis.
In response to the new Commonwealth Modern Slavery Act 2018,a program of work is being implemented to mitigate modern slavery
risk and improve social performance within the University’s operations
and supply chains.
The University of Melbourne is committed to utilising local labour in its third
party arrangements. With campuses across Victoria, the University looks tolocally source goods and services where possible. The University launched
the Diversity & Inclusion in Supply Chain (Social Procurement) strategy
in July to further drive local purchasing decision making. This program isbeing further developed over the next 12 months.
In line with the strategy, the University, for example, sources catering forthe Dookie campus through local suppliers and attempts to replicate thisapproach across all its rural and regional campuses.
*Deferred to 2021 due to COVID-19

Part Two: Key achievements and milestones

71

ENVIRONMENTALSUSTAINABILITY (CONTINUED)
REDUCING WASTE AND CONTINUING TO INCREASE REUSE

REDUCING WASTE
Waste to landfill =per person

29 kg

5,636

unwanted itemsof furniture and equipment
reallocated across the
University

116 tonnes ofmaterial diverted from landfill,saving close to $3m
in new furniture costs

almost 267,000

single-use items saved fromlandfill with introduction of
reusable tableware by Parkvillefood retailers

The University recorded a slight reduction in waste to landfill
per person in 2019. Further work, including a comprehensive waste audit
to understand the University's waste profile, was undertaken in late 2019
to inform waste reduction initiatives through to 2020.
The Reuse Centre operated at full capacity throughout the year
reallocating unwanted items of furniture and equipment across the
University. This highly successful initiative continues to divert furnitureand equipment from landfill and provides substantial savings.
The University’s introduction of the Choose to Reuse program withfood retailers on the Parkville campus was also highly successful
in saving single use items from landfill.

WORKING TO PROTECT BIODIVERSITY ACROSS CAMPUSESIn 2019, the University commenced the collection of baseline
biodiversity data to measure gains and losses of vital habitat forflora and fauna across all campuses. This data will provide important
indicators for future planning and protection of the rich and varied
biodiversity the University enjoys.
In another important initiative, the capstone subject Integrated
Landscape Analysis gave four students the opportunity to work with
the University’s grounds team to document ‘special places’ acrossall University of Melbourne campuses. This information will be used
to ensure the preservation and enhancement of these places to keep
University campuses beautiful and ecologically valuable into the future.

AWARDS RECOGNISE SUCCESS OF SUSTAINABILITY EFFORTS•

International Sustainable Campus Network (ISCN) Winner,
Partnerships for Progress Award for recent power purchaseagreements•

Green Gown Awards Australasia, Winner – Creating Impact category
for the Bees@Unimelb initiative•

Green Gown Awards Australasia, Highly Commended – ACTS Awardof Excellence, Student – Raveena Grace•

Green Gown Awards Australasia, Finalist – ACTS Award of Excellence,
Staff – Helen Lamb
Energy/Water usage*

Unit

2018

2019

Electricity

MWh110,751

112,803

Natural Gas

GJ

274,256

286,782

LPG

GJ

2,779

2,524

Water (including recycled)kL

486,923

452,020*Affiliates who pay for usage excluded

72

Annual Report 2019

Aerial view of the System Garden in the heart of
the Parkville campus. Drone footage.

PAPER

24.4m A4 sheets
used with93% recycled

TRAVELAir
kilometres flown
approximately
130 million km

Carbon kg
from air travelapproximately
27,000 tonnes

Fuel consumed
165,313 litres

Passenger vehicles(sedan, wagon, SUV)
1,096,340 km*

VEHICLE FLEET

148 vehicles

Light commercial(van, utility etc)
925,716 km†*Based on average from 67 vehicles† Based on average from 81 vehicles

STRIVING FOR GREEN STAR 5 TO 6-STAR RATINGS FOR NEW BUILDS*

Western
Edge Biosciences(Parkvillecampus)Ian Potter
Southbank Centre(Southbank
campus)Learning andTeaching Building(Werribee
campus)*Green Building Council of Australia ‘Design & As Built’ ratingPart Two: Key achievements and milestones

73

SUSTAINABILITY PERFORMANCE AGAINST TARGETS
FINANCIAL AND ENVIRONMENTAL SUSTAINABILITY
Maintain an annual operating surplus of 1% of underlying income1

2.7%

All new buildings to achieve a 5-star GBCA rating2

LegendExceeded or met target

Partially met target

7

Improvement needed

1 Underlying operating result divided by underlying income
2 Green Building Council Australia awards Green Stars based on internationally recognised sustainability rating system

2020
OPPORTUNITIES74

Annual Report 2019

In 2020, the University of Melbourne will work with its partners to ensure thecontinued evolution of Melbourne as a thriving and sustainable global city.
To honour its commitment to delivering on the targets and actions of the
Sustainability Plan 2017–20, and articulating a response to the climate crisis,
the University will continue to work towards delivery of the United Nations
Sustainable Development Goals. The University will prioritise work to minimise
waste and maximise reuse, while identifying pathways to accredited carbon
neutrality through on-campus and off-campus solutions. Furthermore, 2020 will
see implementation of Stage 2 of the Enabling Operational Excellence Program
which aims to embed a culture of continuous improvement in the University’s
operations to build capability and alignment.

STUDENTSPOTLIGHT

RECLAIMING AND CELEBRATING A GATHERING SPACE
From early to mid-May, University of Melbourne staff and studentsjoined members of the public to wander through the dynamic
landscape of The Living Pavilion. Set on the future site of the
New Student Precinct on the Parkville campus (itself co-designedwith contributions from over 12 000 students), The Living Pavilion
celebrated Melbourne’s eclectic flora and fauna, and hosted eventsand performances by Indigenous and non-Indigenous leaders,artists and scientists.
Primarily a festival space, The Living Pavilion was also a research
project assessing the biodiversity, air quality, microclimate,social connection, community typologies and engagement,
place attachment and co-design processes that went into creating it.
It was co-designed and co-produced by staff and students fromthe Faculty of Architecture, Building and Planning, membersof the Clean Air and Urban Landscapes Hub (of the National
Environmental Science Program), the New Student Precinct,
CLIMARTE’s ART+CLIMATE=CHANGE 2019 Festival and horticulturaland design partners, Australian Institute of Landscape Architects
and Ecodynamics.

The Living Pavilion transformed Parkville’s Gate 8
entrance with plantings, artwork, performances,
talks and gathering spaces celebrating thenatural environment, as a way to reclaim
the landscape for the future home of Murrup
Barak, the University of Melbourne’s Institutefor Indigenous Development. The Orbweavers,
featuring Marita May Dyson (Bachelor of Arts in Art
History and Japanese language 2001) and Stuart
Flanagan, were just one of the acts who joined
the celebration. Photo: Daniel Aulsebrook.

Part Two: Key achievements and milestones

75

ORGANISATIONALAND STUDENTSTATISTICS
Student statistics
Median ATAR

1

Student enrolments (EFTSL)

2015

2016

2017

2018

2019

93.80

93.60

93.65

93.40

93.30

2

Total student load

45,431

48,08850,22052,67654,714

Graduate researchers

3,608

3,577

3,518

3,436

3,348

Graduate students

18,43019,751

20,862

22,544

23,635

Undergraduate students

23,394

24,76025,84026,696

27,682

55.0

55.7

56.2

56.6

56.9

International student load

Female enrolment (%)

15,211

17,567

19,98822,43823,948International students (%)

34

37

40

43

44

Total Indigenous student enrolments

270

288

341

383

438

Commonwealth Supported Places(including research training programs)

24,77925,021

24,79424,96625,447

Award completions
765

901

825

1,019

967

Postgraduate coursework

Graduate Research Degree (excluding higher doctorates)

10,298

11,05011,281

11,993

12,981

Undergraduate

7,092

7,313

7,880

8,357

8,457

Total
Staff statistics 3, 4
Academic (FTE)
Professional (FTE)
Total

18,155
2015
4,029
3,841
7,870

19,264
2016
4,210
3,979
8,189

19,986
2017
4,429
4,110
8,539

21,369
2018
4,631
4,352
8,983

22,405
2019
4,910
4,470
9,380

396

445

478

474

500

6,312

6,850

7,004

7,563

8,258

765

901

825

1019

967

Total underlying operating income ($million)

1977

2150

2274

2494

2,697

Total underlying operating expenditure ($million)

1940

2084

2248

2437

2,624

Key organisational statistics
Research performance indicators2
Research income ($million)5
Web of Science indexed publications

6

Graduate research completions (excluding higher doctorates)
Financials ($million)7

Underlying operating result

38

66

26

58

74

Underlying operating margin (%)

1.9

3.1

1.1

2.3

2.7

Underlying EBITDA (%)

8.3

8.9

7.2

7.8

8.4

8

1.
2.
3.
4.

76

Median ATAR for enrolled students, based on both Commonwealth Supported Place and international
onshore Year 12 students
2019 EFTSL (Equivalent Full Time Student Load) enrolments, awards and research performanceindicators are estimates
Staff full-time equivalent (FTE) includes continuing, fixed term and casual staff
Employees correctly included in workforce data collections

Annual Report 2019

5.
6.
7.
8.

2019 unconfirmed figures
Update as of 17 January 2020
Amounts represent University financial results excluding subsidiaries
Underlying operating result represents University’s accounting surplus less net discretionary financing
income and expenditure, infrastructure grants and endowment philanthropic income2019 ENROLMENT BY AREA OF STUDY (EQUIVALENT FULL-TIME ADMINISTERED STUDENT LOAD)*

3,731

Architecture,
Building and
Planning

1,985
Fine Arts
and Music

9,249
Arts

1,561
Law

9,029

Business andEconomics

8,015

Medicine, Dentistryand Health
Sciences

2,389
Education

10,884
Science

5,000

Engineering

1,606

Veterinary andAgricultural
Science* Due to change in methodology from teaching to administered load, these figures
are not comparable to figures shown in previous reports.

The University of Melbourne is ahive of industry as well as academic
pursuit. Photo Peter Casamento.

Part Two: Key achievements and milestones

77GOVERNANCE

78

Annual Report 2019

Graduating students pass throughthe arches of the Raymond Priestley
Building, the administrative centre of
the University of Melbourne's Parkvillecampus. Photo Peter Casamento.

Part Three: Governance79UNIVERSITY GOVERNANCEThe University of Melbourne was established by an Act of the VictorianParliament in April 1853. The 13-member University Council is thegoverning body of the University of Melbourne and has oversightof its entire direction and superintendence.
Specific powers and functions of Council, as defined by the
University of Melbourne Act 2009 (Section 9.1), are:a.

To appoint the Chancellor, any Deputy Chancellor and theVice-Chancellorb.

To establish policies relating to governance of the Universityc.

To oversee and review management of the University andits performanced.

To oversee management and control of the property andbusiness affairs of the Universitye.

To oversee management and control of the University’s financesf.

Any other powers and functions conferred on it by or under:i. this Act or any other Act, orii. any University statute or University regulationg.

The power to do anything else necessary or convenient to bedone for, or in connection with, its powers and functions.

There are six Council committees including Academic Board,the chief academic body responsible for academic quality assurance.
The University has 10 faculties and is led and managed by theVice-Chancellor and University Executive.
The University is compliant with the Universities Australia andUniversity Chancellors Council ‘Voluntary Code of Best Practicefor the Governance of Australian Public Universities’.

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Annual Report 2019

Council committees•

UoM Foundation andTrusts Committee•

Audit and Risk Committee•

Finance Committee
Investment
9
Management Committee•

Governance andNominations Committee•

Human Resources andRemuneration Committee
Academic Board

CouncilVice-Chancellor

Deans

University Executive

Faculty ofArchitecture, Building
and Planning

Faculty ofFine Arts andMusic

Faculty of Medicine
Dentistry and
Health Sciences

Melbourne
Graduate Schoolof Education

Faculty ofBusiness andEconomics

Faculty of
Arts

Faculty of
Science

Melbourne Law
SchoolFaculty of
Veterinary andAgricultural Sciences

Melbourne
School ofEngineering

Sun Ribbon by Melbourne sculptor Inga
King on University Plaza (Concrete Lawn).
Photo Peter Casamento.

Part Three: Governance81UNIVERSITY GOVERNANCE (CONTINUED)

UNIVERSITY STATUTES AND REGULATIONSThe University Statute, Regulations and Standing Resolutionsof Council are administered in accordance with provisions of
the University of Melbourne Act 2009. The University’s regulatory
framework comprises the University of Melbourne Statute,
three regulations – the Council Regulation, Academic Board
Regulation and Vice-Chancellor Regulation – and University
policies and processes.

COUNCIL
In 2019, each formal Council meeting was preceded byan informal session focused on strategy discussion.
This format provided an opportunity for Council todedicate time to emerging strategic matters andgive constructive input to strategy development.

Members’ 2019 attendanceCategory of appointment

Council member attendance at Council
meetings held during 2019

Meetings

Leave ofabsenceEligible

AttendedChancellor

Myers, Mr Allan AC QC

9

9

0

Vice-Chancellor

Maskell, Professor Duncan

9

7

1

President of Academic Board

Olekalns, Professor Nilss

9

8

1

Minister’s Appointment

Leibler, Mr Mark, AC

9

9

0

Governor-in-Council appointment

Szoke, Dr Helen, AO

9

8

1

Governor-in-Council appointment
Deputy Chancellor

Hansen, Ms Jane

9

8

0

Governor-in-Council appointment

Stops, Ms Wendy

9

8

1

Council appointment

Sung, Professor Joseph YY, SBS JP

9

7

1

Council appointment

Carlin, Ms Nadia

9

9

0

Council appointment

Middleton, Hon. Justice John

9

8

1

Council appointment
Deputy Chancellor

Myer, Mr Martyn, AO

9

7

1

Student-elected member of Council

Holloway-Clarke, Tyson

9

7

1

Staff-elected member of Council

Guillemin, Professor Marilys

9

9

0

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Annual Report 2019

Chancellor

ALLAN J MYERS AC QC
BA, LLB (Hons) Melb BCL Oxon DUniv ACU Hon LLD Melb FUniv Melb
Appointed Chancellor 1 January 2017 and reappointed in 2019
for a second term commencing 1 January 2020. Chair of the Universityof Melbourne’s Humanities Foundation Board and inaugural Chairof the Campaign Board for Believe – The Campaign for the Universityof Melbourne. Governor of the Ian Potter Foundation. President of theCouncil of Trustees of the National Gallery of Victoria from 2003 until
2012. Chair of the National Gallery of Australia Council and the Museums
and Art Galleries Board of the Northern Territory from 2012 until 2018.
Member of the Council of Newman College, and of the Graduate Studies
Advisory Board of the Law Faculty at the University of Melbourne andof the Law Faculty at Oxford University. Founding Chair of the Grattan
Institute from 2008 until 2015. Director of publicly listed companies
in Europe and of private and unlisted companies in Australia andelsewhere. Queen’s Counsel in all Australian States and Territories
and barrister in England, New Zealand and Papua New Guinea.
Philanthropist and businessman.
Term of office concluding 31 December 2022.
Deputy Chancellor

JANE HANSEN
BEc Monash MFin&BA Columbia BA Melb FUniv Melb
Appointed 1 January 2016 (Governor-in-Council member).
Re-appointed 1 July 2019. Elected Deputy Chancellor 1 January 2018.
Reelected Deputy Chancellor 1 January 2019. Field of experience:
international investment banking, mergers and acquisitions,strategy and corporate finance. Member of Board of Managementof the Melbourne Theatre Company. Chair of the Foundation of the
Melbourne Theatre Company. Deputy Chair for Believe – The Campaign
for the University of Melbourne. Member of the Advisory Board for the
Melbourne Humanities Foundation. Board member of Opera Australia.
Board member of the Lord Mayor’s Charitable Foundation.
Chair and CEO of the Hansen Little Foundation.
Term of office concluding 31 December 2021.
Deputy Chancellor

MARTYN MYER AO
BEng Swinburne MEngSc Monash MScM MIT
Appointed 17 February 2009. Reappointed 1 January 2014 and 1 January
2017. Field of experience: business, philanthropy and not-for-profit.
President of the Myer Foundation. Director of Cranlana Programme.
Chairman of CogState Ltd. Board member of Melbourne Theatre
Company. Director of Australian Chamber Orchestra.
Term of office concluded 31 December 2019.

Part Three: Governance83

UNIVERSITY GOVERNANCE (CONTINUED)

Vice-Chancellor

PROFESSOR DUNCAN MASKELL
MA Cantab PhD Cantab FMedSci HonAssocRCVS
Appointed Vice-Chancellor 1 October 2018. Past Senior Pro-ViceChancellor at the University of Cambridge. Director of Grattan Institute,
Melbourne Business School and Melbourne Theatre Company.
Member of Group of Eight. Ex-officio member of the University’s
companies and controlled entities.
President of Academic Board

PROFESSOR NILSS OLEKALNS
BEc Adel MEc ANU MA UWO PhD LaTrobe
Appointed 1 January 2017. Ex-officio member of Council aselected President of Academic Board for term of office.
Term of office concluding 31 December 2020.

NADIA CARLIN
BCom Melb
Appointed 1 January 2019. Field of experience: risk and assurance
management, provision of audit services to public and privatecompanies in Australia across a diverse range of industries and businessmodels. Chief Risk Officer and member of the Executive Board at PwC.
Past member of PwC’s Assurance Leadership Team and former PwC
Governance Board member. Advisor to the Trustees of the Edwin andMarion Flack Charitable Trust. Fellow of the Institute of Chartered
Accountants in Australia.
Term of office concluding 31 December 2021.

MARK LEIBLER ACLLB(Hons) Melb LLM Yale Hon LLD Melb
Appointed 1 April 2017 (Ministerial appointment). Field of experience:
law, business, and Jewish affairs. Senior Partner, Arnold Bloch Leibler.
Former Co-Chair, Referendum Council. National Chairman, Australia/
Israel & Jewish Affairs Council. Governor of Australia Israel Chamberof Commerce. Member of the Executive of the Jewish Agency for Israel
and member of the Board of Governors of Tel Aviv University.
Reappointed until 31 December 2022.

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Annual Report 2019

THE HON. JUSTICE JOHN MIDDLETONLLB(Hons) Melb BCL(Hons) Oxon
Appointed 1 January 2011. Reappointed 1 January 2014 and 1 January 2017.
Field of experience: law. Justice of Federal Court of Australia. President of AustralianCompetition Tribunal. Presidential Member of Administrative Appeals Tribunal.
Part-time Commissioner of Australian Law Reform Commission. Fellow of AustralianAcademy of Law. Member of the American Law Institute.
Term of office concluded 31 December 2019.

WENDY STOPSBAppSc (IT) CIT GAICD
Appointed 1 January 2016 (Governor-in-Council member). Field of experience:
information technology and management consulting, risk and quality management,
across many industry sectors and geographies. Non-Executive Director at theCommonwealth Bank of Australia, Coles Group, and Fitted for Work. Chair ofAdvisory Board of Centre for Business Analytics, Melbourne Business School.
Term of office concluding 31 December 2021.

PROFESSOR JOSEPH JY SUNG SBS JP
MBBS HKU MD CUHK PhD UCalgary FRCP (London) FRCP (Edin) FRCP (Glasgow)
FRACP FAGA FACG FHKCP FHKAM (Medicine)
Appointed 1 January 2018. Field of experience: gastroenterology, university
teaching and leadership. Mok Hing Yiu Professor of Medicine, Director of Instituteof Digestive Disease and Chair Professor in Medicine at the Chinese Universityof Hong Kong. Vice-Chancellor and President of the Chinese University ofHong Kong (2010 to 2017).
Term of office concluding 31 December 2020.

DR HELEN SZOKE AO
BA Tas GDip Melb PhD Melb Hon LLD Deakin FIPA GAICD FAIIA FIPAA
Appointed 16 May 2018 (Governor-in-Council member). Field of experience:
public policy, social justice, human rights and discrimination. Previously,
CEO of Oxfam Australia since 2013 and current non-executive Director.
Board member of Living Without Barriers and member of the
Judicial Commission of Victoria.
Term of office concluding 31 December 2020.

Part Three: Governance85

UNIVERSITY GOVERNANCE (CONTINUED)

Staff-elected member of Council

PROFESSOR MARILYS GUILLEMIN
BAppSc RMIT DipEd Melb MEd Murdoch PhD Melb
Appointed 1 October 2016. Reappointed 1 October 2019.
Field of experience: health sociology and ethics. Associate Dean
(Learning and Teaching), Faculty of Medicine, Dentistry and Health
Sciences. Board member, Orygen National Centre of Excellence inYouth Mental Health.
Term of office concluding 30 September 2022.
Student-elected member of Council

TYSON HOLLOWAY-CLARKE
BA(Hons) Melb
Appointed 1 October 2016. Reappointed 1 Oct 2018. Field of experience:current Juris Doctor student at the University of Melbourne.
President of the University of Melbourne Student Union in 2016
and Indigenous Officer in 2015.
Term of office concluding 30 September 2020.

86

Annual Report 2019

University of Melbourne ceremonialmace is carried at the head of
graduation processions by the Esquire
Bedell. Photo Peter Casamento.

Part Three: Governance87

GOVERNANCE STRUCTURE 2019
Governance of the University of Melbourne, subject to provisionsof the Act, is detailed in Part 3 of the Council Standing Resolutions.
Council was assisted in its deliberations in 2019 by the work of thefollowing standing committees. Membership of Council committees
comprises external members of Council and other external appointees
with relevant expertise in business and commerce, audit andcompliance, risk management, financial management, and law.
Audit and Risk Committee
Chair: Nadia Carlin
Members: Margaret Crossley, Mark Leibler, Professor Nilss Olekalns,
Carol Pagnom, Wendy Stops, Dr Helen Szoke, David Watson
Audit and Risk Committee oversees the University’s external andinternal audit programs, recommends the annual financial statements
to Finance Committee (for its recommendation for approval to Council)
and monitors the University’s response to internal audits and theannual external audit.
Audit and Risk Committee supports Council in overseeing andmonitoring assessment and management of risk across the University,
including University commercial activities. The Committee reviews
the Risk Management Framework and practice and receives regular
reports on significant strategic and operational risks and their
management to an acceptable level. The Committee advises Council,
and other committees as appropriate, on the Risk Management
Framework and practice improvements and progress as well as
significant risks arising from their review. The Committee recommends
the Risk Management Framework, Risk Policy and Risk Appetite
Statement updates to Council for approval.
Finance Committee
Chair: Allan J Myers AC QC
Members: Nadia Carlin, Jane Hansen, Professor Duncan Maskell,
Martyn Myer, Professor Nilss Olekalns, Wendy Stops
Finance Committee exercises governance responsibilities with respect
to the University’s financial and business affairs, including monitoring
the financial risk and performance of University subsidiaries
and commercial ventures. Investment Management Committee
is a subcommittee of the Finance Committee.

88

Annual Report 2019On any given day, University of Melbourne
campuses are a hive of activity for students,
staff and visitors. Photo Joe Vittorio.

Investment Management Committee
Chair: Martyn Myer AO
Members: Professor Rob Brown, Liliana Colla, Amanda Fong,
Professor Paul Kofman, Mark Leibler, Peter Scott, Allan Tait
Investment Management Committee is a subcommittee of the
Finance Committee. The Committee exercises governance oversightof the University’s investment funds, supervises selection andperformance of fund managers and advisers appointed to give effectto the University’s investment objectives. The Committee exercisesa stewardship role in relation to management of investment funds.
Governance and Nominations Committee
Chair: Allan J Myers AC QC
Members: Jane Hansen, Professor Duncan Maskell, Justice John
Middleton, Martyn Myer, Allan Myers, Nilss Olekalns
Governance and Nominations Committee advises Council and makes
recommendations on appointments to Council, on the appropriate
form of University statutes, regulations, policy and governancearrangements, and on appointments or awards of special distinction.
Human Resources and Remuneration Committee
Chair: Allan J Myers AC QC
Members: Nadia Carlin, Mark Leibler, Wendy Stops, Dr Helen Szoke
Human Resources (HR) and Remuneration Committee of Council
exercises governance responsibilities in oversight of the remunerationof senior executives of the University of Melbourne (as definedin University regulation) and the HR Strategy of the University.
University of Melbourne Foundation and Trusts Committee
Chair: The Hon Justice John Middleton
Members: Professor Mark Considine, Professor John Fazakerley,
Dr Daniel Halliday, Jane Hansen, Professor Marilys Guillem, Lara McKay,
Allan Myers, Eda Ritchie
University of Melbourne Foundation and Trusts Committee assists
Council in overseeing and administering philanthropic funds fromdonors to any part of the University. The Committee ensures appropriate
and effective acceptance and use of any gift, bequest and pledge (‘gifts’)received and supports the work of existing foundations, funds, boards
and advisory groups associated with such gifts. The Committee also
oversees the University’s stewardship of endowments and trusts.

Part Three: Governance89

UNIVERSITY GOVERNANCE (CONTINUED)ACADEMIC GOVERNANCE
Academic Board is established by Council under the University of
Melbourne Act 2009 and by the University of Melbourne Statute.
The Board is responsible to Council for quality assurance in academic
activities including maintenance of high standards in teaching,learning and research, development of academic and research policy,
and acts as the final appeal body for students. The President of
Academic Board is a biennially elected position and is supported
by a Vice-President and Deputy Vice-President.
President of Academic Board
Professor Nilss Olekalns
BEc Adelaide MA UWO MEc ANU PhD La Trobe
Vice-President of Academic Board
Professor Janet Hergt
BSc(Hons) La Trobe PhD ANU
Deputy Vice-President of Academic Board
Professor Andrew Kenyon
LLB(Hons) Melb LLM London PhD Melb
Standing committees of Academic Board report to the Board after every
meeting on matters within their terms of reference. Academic Board met
eight times in 2019, from February to December, and was supported in
its work by the following subcommittees:

90

Annual Report 2019•

Academic Programs Committee•

Research Higher Degree Committee•

Selection Procedures Committee•

Teaching and Learning Quality Assurance Committee.

SENIOR LEADERSHIP
University Executive
University Executive comprises seniorleaders in Academic Divisions andChancellery.
Vice-Chancellor
Professor Duncan Maskell
MA Cantab PhD Cantab FMedSci
HonAssocRCVS
ProvostProfessor Mark Considine
BA(Hons) PhD Melb FASSA FIPAA
Deputy Vice-Chancellor (Academic
and Undergraduate) and Deputy
ProvostProfessor Richard James
BSc MEd DEd Melb DipEd MelbStateColl
Deputy Vice-Chancellor (Student Life)and Deputy Provost
Professor Kerri-Lee Krause
MA PhD Macquarie FSRHE, MAICD(From December 2019)
Deputy Vice-Chancellors(International)
Professor Ruth Fincher AM
BA(Hons) Melb MA McMaster PhD Clark
FASSA DFIAG(until June 2019)
Professor Shitij Kapur
MBBS AIIMS PhD Toronto(from June to November 2019)
Professor Michael Wesley
BA(Hons) UQ PhD St And(from November 2019)
Deputy Vice-Chancellor (Research)
Professor James McCluskey
BMedSci MBBS MD UWA FRACP FRCPA
FAA

Vice-President (Advancement)
Mr Nick Blinco
BA Hull MSt Oxon
Vice-President (Enterprise)
Mr Doron Ben-Meir
BSc BE(Hons) Monash GAICD(until November 2019)
President of Academic Board
Professor Nilss Olekalns
BEc Adelaide MA UWO MEc ANU PhD
La Trobe
Deans
Faculty of Architecture Building and
Planning
Professor Julie Willis
BArch BPD PhD Melb
Faculty of Arts
Professor Denise Varney
DipEd Monash GDipEngl Monash BA
Monash MA Melb PhD Melb
(until January 2019)
Professor Russell Goulbourne
BA MA DPhil Oxon
(from January 2019)
Faculty of Business and Economics
Professor Paul Kofman
MEc PhD Erasmus(Co-Dean)
Professor Ian Harper
BEc(Hons) UQ MEc PhD ANU
FASSA FAICD(Co-Dean and Dean,
Melbourne Business School)
Faculty of Medicine, Dentistry and Health
Sciences
Professor Shitij Kapur
MBBS AIIMS PhD Toronto

Vice-President (Strategy and Culture)
Dr Julie Wells
BA DipEd UWA BA(Hons) Murdoch PhD
MonashFaculty of Science
Professor Aleks Owczarek
BSci(Hons) UQ PhD ANU(Acting Dean until July 2019,
Dean from August 2019)

Vice-President (Administration and
Finance) and Chief Operating Officer
Mr Allan Tait
BSocSci(Hons) Birm ACA ACE&W

Faculty of Veterinary and Agricultural
Sciences
Professor John Fazakerley
BSc(Hons) Durh PhD Lond MBA Edin

Faculty of Fine Arts and Music
Professor Barry Conyngham AM
BA MA(Hons) Syd DMus Melb
CertPostdocStud USCD
Melbourne Graduate School of Education
Dr Jim Watterston
Dip Ed Edith Cowan BEd Edith Cowan
MEd Curtin DEd UWA
Melbourne Law School
Professor Pip Nicholson
BA LLB Melb MPP ANU PhD Melb
Melbourne School of Engineering
Professor Mark Cassidy
BEng(Hons) UQ PhD Oxon FTSE FIEAust
GAICD

FACULTIES, SCHOOLS AND OTHER
ACADEMIC UNITS
In 2019, the University of Melbourne
comprised 10 faculties, three institutes
and six interdisciplinary institutes.
Faculty of Architecture, Building and
Planning
Faculty of Architecture, Building and
Planning is a single-department faculty,
comprising one graduate school:•

Melbourne School of Design

Faculty of Arts
Faculty of Arts comprises the following
schools and one institute:•

Graduate School of Humanities
and Social Sciences•

School of Culture andCommunication•

School of Historicaland Philosophical Studies•

School of Languages
and Linguistics•

School of Social andPolitical Sciences•

Asia InstitutePart Three: Governance91

UNIVERSITY GOVERNANCE (CONTINUED)- Bendigo Clinical School- Epworth Clinical School- Northern Clinical School- Royal Melbourne Clinical
School- Shepparton Clinical School- St Vincent’s Clinical School- Wangaratta Clinical School- Western Clinical School

Faculty of Business and Economics
Faculty of Business and Economics
consists of the following schools anddepartments, and institute:•

Department of Accounting•

Department of Economics•

Department of Finance•

Department of Management
and Marketing•

Department of Business
Administration•

Melbourne Business School•

Melbourne School of Professionaland Continuing Education•

Melbourne Institute

Faculty of Medicine, Dentistry and Health
Sciences
Faculty of Medicine, Dentistry and
Health Sciences consists of thefollowing schools, departments
and institutes:•

Melbourne Dental School(graduate school)•

Melbourne Medical School(graduate school)> Department of Clinical 		
Pathology> Department of General 		
Practice> Department of Medical 		
Education> Department of Medicine andRadiology> Department of Obstetrics andGynaecology> Department of Paediatrics> Department of Psychiatry> Department of Rural Health> Department of Surgery> Melbourne Medical School 		Clinical Schools- Austin Clinical School- Ballarat Rural Clinical School

92

Annual Report 2019••

Melbourne School of Health
Sciences (graduate school)> Department of Audiology 		and Speech Pathology> Department of Nursing> Department of Optometry and
Vision Sciences> Department of Physiotherapy> Department of Social Work
Melbourne School of Population
and Global Health (graduate
school)•Melbourne School of Psychological
Sciences (graduate school)•

School of Biomedical Sciences> Department of Anatomy and
Neuroscience> Department of Biochemistry
and Molecular Biology> Department of Microbiology
and Immunology> Department of Pharmacology
and Therapeutics> Department of Physiology

•

>
>
>
>
>

Medical Bionics Department
Melbourne Bioinformatics
Melbourne Poche Centre for
Indigenous Health
The Peter Doherty Institute for
Infection and Immunity
The Sir Peter MacCallum 		Department of Oncology

Faculty of Science
Faculty of Science includes thefollowing schools and departments,
and institute:•

Australian Mathematical Sciences
Institute•

Office for Environmental Programs•

School of BioSciences•

School of Chemistry•

School of Earth Sciences•

School of Ecosystem and Forest
Sciences•

School of Geography•

School of Mathematics andStatistics•

School of Physics

Faculty of Veterinary and Agricultural
Sciences
Faculty of Veterinary and Agricultural
Sciences includes the following schools
and departments:•

Faculty level departments,
centres and institutes:

Department of Veterinary
Biosciences•>>

Department of Veterinary Clinical
Sciences•

Melbourne Veterinary School(graduate school)•

School of Agriculture and Food•

University of Melbourne U-Vet
Werribee Animal Hospital>>

Centre for Cancer ResearchCentre for Youth Mental 		
HealthDepartment of Medical 		
Biology (Walter and Eliza Hall
Institute of Medical Research)
Florey Department of 		
Neuroscience and 			Mental HealthFaculty of Fine Arts and Music
Faculty of Fine Arts and Music is asingle faculty comprising thefollowing divisions, and centre:•

Melbourne Conservatoriumof Music•

Victorian College of the Arts•

Wilin Centre for Indigenous Arts
and Cultural Development

Bio21 Molecular Science andBiotechnology InstituteBio21 Molecular Science andBiotechnology Institute(Bio21 Institute) is a multidisciplinary
research centre specialising inmedical, agricultural, andenvironmental biotechnology.

f.

Encourage, design and consider
proposals for research projects,
particularly collaborative research
projects across the Universityg.

Support research activities inselected priority areas, specific totheir respective fields of operationh.

Provide point of contact for
University and external parties
interested in their field ofoperationi.

Melbourne School of Engineering
Melbourne School of Engineering is
a graduate school consisting of thefollowing schools and departments:

Nossal Institute for Global HealthNossal Institute for Global Healthcontributes to the improvementof global health through research,education, inclusive development
practice, and training of future leadersin the fields of health sciences.

Provide advice to the University
on any matter which they consider
appropriate relating to their fieldof operation.

Interdisciplinary Research Institutes•
Indigenous Knowledge Institute(established June 2019)

University departments not controlled or
hosted by a faculty•

School of Computing andInformation Systems•

Melbourne Disability Institute•

Melbourne Energy Institute

School of Chemical andBiomedical Engineering> Department of Biomedical 		Engineering> Department of Chemical 		Engineering•

Melbourne Networked Society
Institute (disestablished
June 2019)

Melbourne Graduate School of Education
Melbourne Graduate School of
Education is a graduate school
established as a faculty.

••

School of Electrical, Mechanicaland Infrastructure Engineering>

Department of Electrical andElectronic Engineering> Department of Infrastructure
Engineering> Department of Mechanical 		Engineering
Melbourne Law School
Melbourne Law School is a graduate
school established as a faculty.
The faculty includes:
Melbourne School of Government•

Melbourne Social Equity Institute•

Melbourne Sustainable Society
Institute

In addition to objectives and functions
related to their respective fields ofoperation, Interdisciplinary ResearchInstitutes have the following common
objectives:a.

b.

Increase public awareness of,and debate on, critical issues
in their fieldc.

Raise the profile of University
research as the basis for various
forms of partnerships

Other Academic Units
Australia India Institute
Australia India Institute is theleading centre for engaged researchon contemporary India outside
the subcontinent. The Institute builds
Australia’s capacity for India-related
research addressing key social,political and environmental challenges.

Respond to societal concerns
requiring interdisciplinary
research approachesd.

e.

Develop relationships with
relevant government departments
and instrumentalities, educational
institutions, and government
and private research agencies,
both within Australia andinternationally
Promote, and attract funding
for, interdisciplinary researchin a recognised area of strengthof the University

University departments not controlled
or hosted by a faculty are established
for the purpose of organising nonacademic activities of the University:•

Atlantic Fellows for Social Equity•

Asialink•

International House•

Medley Hall•

Melbourne Theatre Company•

Melbourne University Sport•The Ian Potter Museum of Art

Subsidiary companies•
Australia India Institute Private
Limited (India)•

Australian Music Examinations
Board (Vic) Ltd•

Goulburn Valley Equine Hospital
Pty Ltd•

Melbourne Business School Ltd
Group

•

Melbourne Teaching Health Clinics
Ltd•

Melbourne University
Publishing Ltd•

Nossal Institute Ltd•

UMELB Pte Ltd (Singapore)•

UoM Commercial Ltd Group•UoM International Holdings Ltd

Part Three: Governance93

STATUTORY REPORTINGRISK MANAGEMENT STRATEGY AND FRAMEWORKThe University of Melbourne recognises risk management as a key aspect of
University governance and a vital component of effective decision making.
The University has a Risk Management Framework (the ‘Framework’) thatis consistent with the Australian and New Zealand Standard (AS/NZS ISO
31000:2018). Risk management is integrated with the University’s businessplanning cycle to support a positive risk culture that creates and protects value.
As a committee of Council, the University Audit and Risk Committee (UARC)
provides oversight of risk management and compliance activities throughout
the University. At a management level, risk is monitored and managed
through the Risk Management Advisory Group and University Executive.
The Vice-President (Administration & Finance) and Chief Operating Officer
hold an overarching, delegated responsibility for the development andimplementation of the Framework.
Underpinned by the Framework and Risk Management Policy, risk management
occurs at all levels – institutional, divisional, local and project; and in allareas including specialised areas across the University. Compliance, business
continuity, insurance and critical incident management are also importantelements of the Framework for managing risks.
2019 risk management activity
The University of Melbourne Risk Management Framework provides for thedevelopment and annual review of a University Risk Register and Risk Appetite
Statement which gives the University an understanding of its risk profile.
The 2019 annual review of the University Risk Register confirmed the key
risks as well as responsible owners to oversee mitigation of these risks.
The risks from divisions across the University are actively monitored bymanagement in the respective divisions, are discussed and analysed as partof the business planning process and were considered in the review of the
University Risk Register.
As part of continual improvement, the Framework and the Risk Management
Policy were reviewed. Programs for raising risk management and complianceawareness and knowledge were implemented. The Compliance Management
Framework was reviewed as well to ensure a consistent and effective approachto managing regulatory risks.
Attestation
Consistent with the Victorian Government Risk Management Framework,
I, Duncan Maskell, certify that the University of Melbourne has risk management
processes in place to enable the University to manage its key risk exposures.
The Audit and Risk Committee verifies this assurance and the risk profile of
the University of Melbourne has been reviewed within the last 12 months.

4 March 2020
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Annual Report 2019

HEALTH AND SAFETY
Statement on Health and Safety Matters
The University of Melbourne has a broad health and safety risk profile, including specific risks
associated with manual tasks; storage, handling and use of chemicals and biologicals; laboratory
and workshop operations; travel and field work; and performance theatres.
Supported by the Health and Safety Management Plan 2014-2019, the Health and Safety Policy requires
the University to provide a safe and healthy working and learning environment for all staff, contractors,
students and visitors. The plan sets out health and safety goals against four strategic objectives.
Health and Safety Management System (HSMS)The University of Melbourne’s HSMS was continually reviewed in 2019. All health and safety policies,
procedural principles and HSMS requirements were reviewed to meet changes to information
technology systems, legislation or other legal requirements.
Health and Safety training: 2017–2019
Objective

Key performance indicators

2019 outcome

Continually improve
compliance with health andsafety legislation and effective
implementation of
the University’s HSMS

a. Zero Improvement Notices (WorkSafe)
b. Zero Prohibition Notices (WorkSafe)
c. Zero non-conformance findings(external audits)a. Target not achieved ✘One improvement notice (WorkSafe)b. Target achieved ✔
Nil prohibition notices (WorkSafe)c. Target not achieved ✘10 non-conformances (external audit)

Improve health and safety leadership and culture
throughout the University

a. Implement safety leadershiptraining focusing on care, trust,and engagement

a. Target achieved ✔
10 Participants in safety leadership course

Provide high-quality consistentand practical health and safety
information and advice to the
University community.

a. Minimum of average score of 70% in
health and safety sections of quality
performance surveys
b. Zero non-conformances to Universitywide systems criteria in external HSMS
audits ie policies and procedures

Target achieved ✔
Net Promotor Score average: 9.68/10
a. Target achieved ✔
Nil non-conformance University-wide systems

Reduce occurrence or
re-occurrence of workplace
injuries and illnesses

a. Zero Lost Time Injuries Frequency Rate
(LTIFR) with an unacceptable toleranceof 1.55
b. 5% reduction in injuries/illnesses
resulting in five days or more of losttime
c. 5% reduction in musculoskeletal
disorders injuries resulting in five daysor more of lost time
d. 5% reduction in injuries/illnesses
resulting in 100 days or more of losttime
e. 5% increase in reported injuries/illness(to reduce under-reporting of incidents)†

a. Within tolerance ✔
28% reduction in LTIFR
2017: 1.82; 2018: 1.13; 2019: 0.81
b. Target not achieved ✘No reduction in injuries >5 days lost
2017: 20; 2018: 11; 2019: 11
c. Target achieved ✔
50% reduction in MSD injuries >5 days lost 2017:13; 2018: 8; 2019: 4
d. Target achieved ✔
67% reduction in injuries >100 days lost
2017: 2; 2018: 3; 2019: 1
e. Target achieved ✔
40% increase in reported incidents and hazards:
2017: 1,389; 2018: 1,610; 2019: 2,255† To address known under-reporting of hazards leading to injuries/illness, in 2019 the University introduced a simplified system to report physical hazards that require action from Campus Services so they could be rectified directly.
The result was a 40% increase in the number of reports, all triggering remediating action(s). (See above, and more information at p 100)

Part Three: Governance95

STATUTORY REPORTING (CONTINUED)

Health and safety resources
In 2019 each operating division appointed health and safety business
partners. Higher-risk divisions appointed health and safety managers,
and moderate and lower-risk divisions appointed part-time health andsafety business partners.
Complementing the divisional business partners, specialist health andsafety advisory services continued to be provided through University
Services. In addition, specialist health and safety advice is commissioned
from external consultants where required.
Consultative framework
Employees continue to be represented by elected employee healthand safety representatives. There were 60 elected employee healthand safety representatives holding office in 2019. Each division has
a consultative Health and Safety Committee with membershipcomprising employer and employee representatives and whereapplicable, student representatives.
Membership of the University-wide Health and Safety Committee (HSC)
comprises equal numbers of employer and employee representatives.
Students are represented via student observers. The employee
representatives are elected from the pool of University employee healthand safety representatives. The HSC met four times during 2019, withminutes of the meetings published on the University’s safety webpages.
Training
During 2019 the University provided training to address general healthand safety responsibilities and specific health and safety hazards.
The health and safety training needs of each employee as well as
cohorts of graduate research students and coursework students,
are assessed in accordance with the University’s health and safety
training requirements.
Over 28,000 health and safety-related training modules were
undertaken in 2019. The table below provides a summary of healthand safety-related training provided at the University.

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Annual Report 2019

Health and Safety training: 2017–2019
Training course type

Attendees
2017

2018

2019

Health and Safety Roles and Responsibilities

4,968

7,704

8,960

Health and Wellbeing, Change Management and Psychosocial

5,052

6,035

7,317

First Aid and Emergency Management

1,161

1,302

1,633

Chemical Safety, Radiation Safety and Compressed Gas Safety

1,924

3,152

3,608

Manual Handling and Ergonomics

2,121

4,603

4,810

Personal Protective Equipment

778

1,096

1,667

Health and Safety Representative

6

4

13

Emergency preparedness and response
The University’s emergency preparedness and response proceduresare based on the requirements of AS 3745 Planning for Emergencies
in Facilities. The University continued to implement its campus-wide andlocal building emergency plans. Bushfire response plans have also beendeveloped for the University’s rural campuses at Dookie and Creswick.
Building evacuation drills were undertaken in each occupied building
during 2019. A review of the effectiveness of each evacuation isundertaken by each building's chief warden.
Critical incident management
The University has a critical incident management framework forsignificant and disruptive events. The framework aligns the University’splans with the Australasian Inter-Service Incident Management System(AIIMS) used by emergency services agencies.
During 2019 the pool of trained critical incident team members was
substantially increased through the recruitment of academic divisionteam members. A critical incident simulation exercise was undertaken
in 2019. This exercise involved personnel from across the University
and tested the University’s ability to respond to escalating events.
Radiation management
The University’s Electromagnetic Radiation Committee monitors theimplementation of the University’s radiation safety initiatives andmanagement licence. During 2019 it met on three occasions.
There were 31 variations to the University’s radiation management
licence 2019 to meet the research and teaching needs of the University.
During 2019 the University continued an internal self-certification
program for radiation laboratories. Ninety-eight per cent of radiationlaboratories have completed the internal self-certification program.
This program continues to be supported by risk-based review andmonitoring by the University’s radiation safety officer.

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STATUTORY REPORTING (CONTINUED)

Occupational health surveillance – services provided or facilitated: 2017–2019
Service provided

2017

2018

2019

Influenza vaccinations

4,013

4,609

6,205

Spirometry

233

244

210

Audiometry

105

109

77

Pathologies and biological screening

12

37

31

Q Fever vaccinations

338

284

367

Occupational health surveillance and programs
The University coordinates and implements health monitoring
and vaccination programs supporting the University’s complianceobligations, as well as voluntary vaccination programs to reduce theincidence of employee illness.
During 2019 over 170 Health and Hazard Assessments were reviewed
by an occupational health nurse, resulting in 91 screening reviews with
employees and students.
Worker's compensation and injury management
Throughout 2019 the University’s injury management team worked withinjured employees and their supervisors to develop and implement
return-to-work plans for all compensable lost-time injuries. Support wasalso provided to injured workers with non-compensable injuries andother health-related conditions aimed at ensuring successful
return-to-work outcomes.
Self-insurance approval and workers compensation complianceFollowing high levels of audit conformance in prior years the
University has been classified in tier 1 for self-insurance claims
management compliance. Subsequently the University was exempt
from the annual claims audit in 2019.
Regulatory activity
The University continued to work cooperatively with healthand safety regulators. WorkSafe was the most active health andsafety regulator at the University during 2019. WorkSafe activity
consisted of visits following incident notifications to WorkSafe,
in response to requests to WorkSafe by others, and the review
of return-to-work obligations.

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Annual Report 2019

WorkSafe Victoria activity: 2017–2019
Action

2017

2018

2019

Visits to the University’s workplaces by WorkSafe

12

5

14

Prohibition notices issued by WorkSafe

0

0

0

Improvement notices issued by WorkSafe

0

0

1

Health and safety convictions

0

0

0

Performance indicator

2017

2018

2019

Reported incidents (including injury and illness)

1,389

1,610

2,255

Reported incident incidence rate (per 100 FTE employees)

16.60

18.12

22.05

Days lost due to reported injuries

1,190

715

416

Number of worker's compensation claims

104

96

79

Number of lost time injury claims (LTI)

28

18

15

LTI incidence rate (per 100 FTE employees)

0.34

0.20

0.15

LTI frequency rate (per one million hours worked)

1.82

1.13

0.81

Average cost per claim (including estimate of future costs)$11,290$8,618$7,632Work-related fatalities

0

0

0

Health and safety performance monitoring
To assist in monitoring the effectiveness of the health and safety
management system, performance reports are provided to consultative,
management, executive and governance forums within the University,
including the Risk Management Advisory Group, University Executive,
and Audit and Risk Committee. Local health and safety business partners
provide health and safety performance reports to their respective
divisions. All significant incidents are reviewed in detail and, whereappropriate, action plans put in place to minimise risk of reoccurrence.
Health and safety incident statistics: 2017–2019

INCIDENTS REQUIRING NOTIFICATION TO WORKSAFE
The Occupational Health and Safety Act 2004 (Vic) requires the University
to notify WorkSafe Victoria of all serious injuries, dangerous occurrencesand deaths at the workplace. A breakdown of these incidents is outlinedin the following table. An investigation of each incident has either
commenced or been completed. Corrective and preventative actions
were instigated to prevent or reduce the risk of reoccurrence.

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STATUTORY REPORTING (CONTINUED)

Notifications to WorkSafe: 2017–2019
Performance indicator

Event

2017

2018

2019

Serious injury or illness

Immediate medical treatment – laceration

9

7

16

Serious injury or illness

Immediate medical treatment – temporary loss of bodily function 302

Serious injury or illness

Immediate medical treatment – eye injury

0

0

1

Serious injury or illness

Immediate medical treatment – electric shock

0

0

1

Serious injury or illness

Admission as an inpatient in a hospital

0

1

3

Serious injury or illness

Medical treatment within 48 hours – exposure to substance

1

0

1

Dangerous occurrence

Uncontrolled implosion, explosion or fire

1

1

2

Dangerous occurrence

Fall or release from a height of any plant, substance or object

4

1

11

Death at a workplace

Non-work-related fatalities

0

1

1

Total

All incidents

18

11

38

EXTERNAL HEALTH AND SAFETY MANAGEMENT SYSTEM(HSMS) AUDITS
Conformance of the University of Melbourne’s HSMS to the National
Self-Insurers Audit Tool (NAT) is a requirement of the University’s
worker's compensation self-insurance approval.
During 2019 an external surveillance audit was undertaken by Lloyd’s
Register Quality Assurance auditors to support the maintenance of the
University’s external certification of the HSMS to the NAT and AS 4801
Occupational Health and Safety Management Systems.
The recertification audit assessed 359 audit criteria across four academic
divisions, University Services and one wholly-owned subsidiary.
Ten criteria were assessed as non-conformances. Corrective actions havebeen implemented and these non-conformances were closed in 2019.
The University successfully renewed the certifications NAT and AS 4801
until September 2022.
Internal Health and Safety Management System (HSMS) audits
A program of internal audits against the NAT and AS4801 Occupational
Health and Safety Management Systems criteria were undertaken
in 2019. 190 grouped criteria were assessed across the University’s
divisions, departments and wholly-owned subsidiaries.
Overall, six per cent of the audit criteria were assessed to be in nonconformance. While this result is higher than previous years it reflects achange in audit methodology (grouping criteria) such that a deficiency
in one criterion may affect other related criteria. Corrective action plans
have been established to address these non-conformances.
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Annual Report 2019

EMPLOYMENT PRACTICES
Throughout the year, the University invested in ensuring that the 2018
Enterprise Agreement was well implemented, that it was compliant
with requirements articulated in the Agreement, and that intended
efficiencies for the University were realised. The Appropriate Workplace
Behaviour Policy sets the standard for behaviour and is continually
updated. All staff undergo training in line with the policy.
(See Organisational Sustainability, pages 68–69).

WORKFORCE DATA COLLECTION
Dec 2019

Dec 2018
All employees

Ongoing

Fixed-term andAll employees

Ongoing

Fixed-term

casualand casual

NumberFTE

Full-time Part-time FTE

NumberFTE

NumberFTE

Full-time Part-time FTE

Number

FTE

46

45.20

17

29

28.20

46

45.60

26

20

19.60

GenderDemographic data

Women Executives

0

17.00

0

26.00

Women (total staff)

9894

4962.812045

688

2508.077161

2454.7410520

5267.672160

700

2627.40

7660

2640.27

Men Executives

47

45.76

18

0

18.00

29

27.76

63

60.57

34

1

34.75

28

25.82

Men (total staff)

7444

3848.10

1896

148

1982.96

5400

1865.147907

4094.301972

172

2073.915763

2020.39

Self-described
Executives

0

0.00

0

0

0.00

0

0.00

0

0.00

0

0

0.00

0

0.00

Self-described(total staff)

23

7.28

1

2

2.40

20

4.88

36

10.45

2

3

4.00

31

6.45

15-24

1940

332.40

45

3

46.94

1892

285.462111

366.01

43

4

45.91

2064

320.10

25-34

5539

2300.02721

93783.934725

1516.095883

2463.65756

104825.855023

1637.80

35-44

4422

2756.071241

340

1466.04

2841

1290.034713

2901.641261

350

1491.823102

1409.82

Age

45-54

2904

1909.211067

223

1216.591614

692.62

3066

2028.371167

2261315.671673

712.70

55-64

1961

1276.52755

139

844.241067

432.282050

1338.27773

147

867.571130

470.70Over 64595

243.9711340

135.69442

108.28640

274.4713444

158.49462

115.98

Total employees

17361

8818.19 3942

838

4493.43 12581

9372.42 4134

875

4705.31 13454

4324.76 18463

4667.11

Definitions
Census dateContinuing and fixed-term staff measured as of 31 December in reported year

Executives

Defined as per the WGEA classification; includes CEO (ie VC), KMP and Senior Executives

Casual executives

There are no executives employed on a casual basis

Casual reporting period

Casuals headcount and FTE measured from 1 January to 31 December in reporting year

Total staff

These measures include executives

All employees

Sum of continuing, fixed-term and casual staff

Self-described

Gender X (unspecified, unknown, indeterminant) as recorded in THEMIS

Age

Age determined as of the 31 December in year reported

Part Three: Governance101

STATUTORY REPORTING (CONTINUED)COMPLIANCE WITH STATUTES, REGULATIONS AND POLICIESBuilding Act 1993

102

Annual Report 2019•

The University of Melbourne is committed to compliance with thebuilding and maintenance provisions of the Building Act 1993 (theAct). All new buildings and renovations are designed and built tocomply with the building and maintenance requirements of the Act.
To ensure compliance with the current building regulations and codes,
all relevant projects are referred to an independent building surveyor
for certification. All existing buildings comply with the standards
applicable at the time of their construction. As part of the University’sannual program of capital works, all alterations are undertaken inaccordance with the applicable Act and Building Regulations 2018
requirements (including, where applicable, the requirements ofPart 16 of the Regulations).

•

Property and Sustainability, Administration and Finance is responsible
for the Estate Plan – the long-term strategic plan containing the guiding
principles for future development of the estate. This includes campus
development frameworks, and blueprints guiding planning, design anddevelopment of the University’s campuses.

•

As part of the Chief Operating Officer portfolio, Infrastructure
Services is responsible for the Strategic Asset Management Plan,translating organisational objectives into asset management andmaintenance objectives and providing a system by which theseobjectives are delivered.

•

Consultants are selected from the State Government's consultants
register and are required to ensure compliance with University design
standards and guidelines.

•

Management of project works is undertaken in accordance with
the University’s project management procedures.

•

All projects are monitored by University project managers andappointed consultants to ensure that projects comply withcurrent building regulations and statutory requirements.

•

The University ensures that an asbestos audit is carried out foreach project prior to commencement of construction work.

•

New buildings are required to comply with the University’s
Sustainability Plan, including a requirement for Green Star ratings.
Collaboration occurs between the University’s project managers
and responsible staff guide projects to achieve positive outcomes.

•

Opportunities to improve the energy and environmental
performance of the University’s existing buildings are identified
by relevant staff and delivered by the Campus Services team.

Education services for overseas students
The University of Melbourne continued to maintain compliance withrequirements under the Commonwealth Education Services for Overseas
Student Act 2000 (ESOS Act), including the revised National Codereleased in 2017 and the new Education Services for Overseas Students
Regulations 2019 that commenced on 1 October 2019. Implementationof the University’s ESOS Coordination Framework, designed tominimise risk and enable continued compliance with future
ESOS Act requirements, continued to progress.
National Competition Policy andVictorian Competitive Neutrality Policy
The University has established policies and processes to practisecompetitive neutrality in relation to relevant business activities.
Protected disclosures (Whistleblower Protection Policy)
The University of Melbourne is committed to a culture of integrity
and good governance together with maintaining the highest standardsof ethics and quality in its research, teaching and administration.
University employees must comply with all relevant laws and obligations
and must take all reasonable steps to prevent any non-complianceand possible instances of corrupt or improper conduct.
Whistleblowers play an important role in identifying and callingout improper conduct and harm to the community. On 1 July 2019,
Commonwealth laws were amended to create a single, strengthened
whistleblower protection regime. In addition, changes to the making
and handling of public interest disclosures (formerly known as protecteddisclosures) under Victorian laws commenced on 1 January 2020.
In response to these changes the University has created a new
Whistleblower Protection Policy (with effect from 1 January 2020) to
deal with whistleblower disclosures in connection with the University
under both the Commonwealth and the Victorian governments. The
University will continue to embed a culture encouraging whistleblowers
to come forward with their concerns and will protect them when they do.

Part Three: Governance103

STATUTORY REPORTING (CONTINUED)FREEDOM OF INFORMATIONThe Freedom of Information Act 1982 (Vic) (FOI Act) aims to extend as
far as possible the right of the community to access information heldby the Victorian Government and other bodies subject to the FOI Act.
As a public body established under legislation, the University must
therefore observe the legislative obligations that apply to public bodies
in relation to the maintenance and release of records.
The FOI Act allows the University to refuse access, either fully or
partially, to certain documents or information. Examples of documentsthat may not be accessed include: some internal working documents;
documents covered by legal professional privilege, such as legal
advice to the University; personal information about individuals;
and documents relating to trade secrets.
The FOI Act provides a 30-day period for processing requests.
This time may be extended where consultation is required andby agreement with the applicant.
If an applicant is not satisfied with a decision made by the University,
the applicant has the right to seek a review by the Office of the Victorian
Information Commissioner within 28 days of receiving a notice of decision.
The Principal Officer of the University is the Chancellor. The University
Secretary is the University’s FOI Officer, authorised by the Chancellor
to make decisions and exercise statutory power on behalf of the
University in accordance with the FOI Act.
Requests for access to documents in possession of the University may
be made in writing to the University's FOI Officer and should be
addressed via email to foi-officer@unimelb.edu.au or by post to:
FOI Officer
c/o FOI Coordinator, Legal and Risk
The University of Melbourne, Vic, 3010

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Annual Report 2019

Activity report
In the period from 1 July 2018 to 30 June 2019, the University of
Melbourne received 67 new requests for documents under theprovisions of the FOI Act.
Fifty-eight requests were determined valid under provisions of the Act.
Of the valid requests, access to documents was granted in full in
response to 19 requests, partial access was granted in response to
11 requests, access was denied in full in response to 15 requests,
and no documents were identified in response to six requests.
In two instances, applicants formally withdrew their requests, and in
three instances the applicants elected not to pursue their application.
Two requests had not been finalised by the end of the reporting year.
Categories of documents
The University of Melbourne Enterprise Classification Scheme
includes the following document categories: Collection Management,
Engagement, Financial Management, Governance, Health and Safety,
Human Resources, Information Management, Legal Services,
Property, Assets and Equipment, Research, Student Management,
Support Services, Teaching and Learning, Technology and Applications.

Part Three: Governance

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STATUTORY REPORTING (CONTINUED)

Further information
The University of Melbourne has the following information
available on request:•

Declarations of pecuniary interests•

Details of shares held beneficially by senior officers as nominees
of a statutory authority or subsidiary•

Details of publications produced•

Details of major promotional, public relations and marketing activities•

Details of changes in prices, fees, charges, rates and levies charged•

Details of major external reviews•

Occupational health and safety assessments and measures•

List of major committees•

Details of major research and development activities undertakenby the entity•

Details of overseas visits undertaken including a summary ofobjectives and outcomes of each visit•

General statement on industrial relations within the entity anddetails of time lost through industrial accidents and disputes•

Details of all consultancies and contractors including: consultants/
contractors engaged•

Services provided•

Expenditure committed to for each engagement.

Enquiries should be addressed to:
University Secretary
The University of Melbourne
Vic 3010

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Annual Report 2019

DIVERSITY AND INCLUSIONThe University of Melbourne seeks to build a brilliant, diverse andvibrant community, with strong connections to all its members.
Building our strengths in diversity and inclusion is central to this goal.
The University’s diversity and inclusion agenda encompasses the entire
University community, both local and global. This includes students,
staff, affiliates and partners, our neighbours and those who make useof the knowledge we create.
This agenda is underpinned by the University’s People Strategy(2015–2020) and Diversity and Inclusion Implementation Plan (2016–2020)
outlining the University’s current commitment in six key areas:
1.

Gender2.

Indigenous

3.

LGBTQIA+

4.

Disability

5.

Mental health6.

Cultural diversity.

During 2019, the University elevated its focus in the area of diversity
and inclusion in preparation for development of a new University-wide
Diversity and Inclusion Plan (2021–2025) that will, for the first time,
establish an overarching framework and approach to diversity andinclusion for both students and staff.

Part Three: Governance107

Celebrating pride in action.
Photo Yves Makhoul.

DIVERSITY AND INCLUSION

2019
ACHIEVEMENTS

108

Annual Report 2019•

Establishment of new Diversity and Inclusion Steering Committee to oversee
development and delivery of new University-wide diversity and inclusion plan•

Recruitment and appointment of Project Lead, Diversity and Inclusion•

Implementation of diversity and inclusion surveys for continuing, fixed-term andcasual staff to establish evaluation baseline and inform development of the new plan•

Awarded Athena SWAN Bronze accreditation•

Formation and launch of Melbourne Reconciliation Network to connect academic
and professional staff working on Aboriginal and Torres Strait Islander issues•

Launch of Pride in Action Network and committee in September 2019 to promote
inclusion in all aspects of work and learning•

Ongoing efforts to advance the 2018 Respect initiative including: development ofan anonymous register to enable development, implementation and evaluationof preventative efforts, and implementation of Active Bystanding Against Sexual
Harassment and Sexism pilot training in conjunction with Behavioural Insights
Team and VicHealth•Commenced installation of new signage to increase number of all-genderbathrooms across all University of Melbourne campuses.

STAFF AND STUDENT DIVERSITY STATISTICS
Percentages of male and female academic and professional staff

2015

2016

2017

2018

2019

Academic female

47%

47%

48%

47%

48%

Academic male
Professional
femaleProfessional
male

53%

53%

52%

52%

52%

65%

64%

65%

65%

65%

35%

36%

35%

35%

35%

Number of Indigenous students and staff

Indigenous student
enrolments
Indigenous student
completions
Indigenous staff –continuing and fixed term

2015

2016

2017

2018

2019

270

288

341

382

438

85

62

80

75

117

79

87

96

123

145

Students by regional area

9.3%

Students from inner
regional areas

2.29%

Students from outerregional areas

0.33%

Students fromremote or very
remote areas

Students with a disability
		

6.6%

Students witha disability

Part Three: Governance109

DIVERSITY AND INCLUSION (CONTINUED)RESPECTThe ‘Take action: empowering bystanders to act on sexist and sexuallyharassing behaviours intervention’ was developed and tested inconjunction with the Behavioural Insights Team and VicHealth.
Committed to a safe,
inclusive andrespectful community,
fostering an environment
where diversity
is celebrated.

As part of a project funded by VicHealth, University staff and students
co-designed an email-based intervention to encourage bystander action
against sexist and sexually harassing behaviours. Rates of bystander
action increased significantly as a result of the intervention.
Following the success of the experimental trial, a whole-of-University
campaign will be implemented in 2020.
Respect. Everyone. Everywhere
In 2019 the University of Melbourne continues to promote theimportance of diversity and inclusion and provided information
to students and staff experiencing any form of discrimination and otherconcerning behaviors. Throughout the year, the University community
was reminded – through a range of formats and different media – to engage
with diverse perspectives and opinions, and to share in creating a safe
environment so that everyone can express their points of view.
Sitting alongside this message was the University’s ongoingcommitment to eliminate sexual assault and sexual harassment andto address the attitudes and beliefs that give rise to these behaviours,
highlighted by Vice-Chancellor Professor Duncan Maskell’s video
message to students and staff.

RESPECT MILESTONES• Respect Taskforce, established in 2017, continues to drive the University’s Respect work.
• Respect Week 2019 celebrated the University’s commitment to a safe, inclusive, connected and respectful
University community that embraces diversity and is free from behaviours that place people at risk of harm.
• Redesign of Safer Community Website featured information about discrimination, sexual harassment andsexual assault and the support services available to students and staff.
• Anonymous Register allows students, staff or visitors to provide information about inappropriate behaviour
they have experienced or witnessed at the University to enable the University to develop, implement andevaluate preventative efforts.
• Training was piloted to increase active bystander intervention against sexual assault is one of the world's firstevidence-based programs.

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Annual Report 2019

GENDER EQUITYThe University of Melbourne is working to accelerate representationof women in academic, professional and leadership roles within theProfessoriate, STEMM faculties, and in University leadership more
broadly. The approach is strategic, evidence-based and concentrated
on targeted initiatives delivering long-term and sustainable change.
The University is focusing efforts on its partnership with SAGE, whichholds the University accountable for increasing the number of womenin senior roles. The SAGE program is designed to promote gender equity
and diversity in STEMM fields and was established in response to theunder-representation of women in science leadership.
The University also reports to the Workplace Gender Equality Agency
under six gender equality indicators, relating to gender compositionof the workforce and equal remuneration between men and women.
In addition, the University continues to identify and advertise
women-only positions across such divisions as mathematics andstatistics, engineering and physics. The flexibility of sabbaticalleave policy was improved, making it easier for both men and womento undertake local, home, or campus-based sabbatical opportunities.
Athena SWAN
The University of Melbourne is a proud founding member of the SAGE
initiative to undertake the Athena SWAN Charter in Australia.
The first initiative of its kind outside the United Kingdom and Ireland,
Athena SWAN aims to improve retention and promotion of womenand gender minorities in STEMM.
Academic Women in Leadership Program
The Academic Women in Leadership Program provides an intensive
development opportunity, targeting academic women who have thepotential and intention to progress to senior leadership anddecision-making positions in the University.
The University also hosts the Association of Women on Campus
at the University of Melbourne, encouraging friendships, generatinga strong network for women at all levels, and providing a platform
for women’s issues through seminars, workshops and expert speakers.

PRIDE IN DIVERSITYThe University of Melbourne is a member of Pride in Diversity,
the national not-for-profit employer support program for LGBTQIA+
workplace inclusion specialising in human relations, organisationalchange and workplace diversity.
Pride in Action Network is the University’s inaugural LGBTQIA+ ally
network. The network brings together staff and students who identify
as LGBTQIA+, their allies and supporters, creating opportunities toshare information and foster an inclusive and supportive workplace
and learning environment.

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DIVERSITY AND INCLUSION (CONTINUED)

INDIGENOUS EMPLOYMENT FRAMEWORKThe University of Melbourne is committed to increasing employmentof Aboriginal and Torres Strait Islander people across all academic
and professional occupation categories. The Indigenous Employment
Framework is the key driver for advancement of Indigenous staff
recruitment and retention across the University. It includes acommitment to providing a culturally safe workplace for Aboriginal andTorres Strait Islander staff, spaces to meet and connect with Aboriginal
and Torres Strait Islander colleagues and students, and an Indigenous
Staff Support Network.

DISABILITY AND SOCIAL INCLUSIONThe University continues its commitment to students with a disability
through ongoing review and improvement of policies and practices inthe Disability Action Plan (2014–2018).
The University has established a Professorial Fellowship in Disability
and Social Inclusion and the Disability Research Initiative to develop
research to benefit people with a disability. We have a partnershipwith Scope Australia, a disability services provider, and jointly
appointed Professor Keith McVilly as the University’s Professorial
Fellow in Disability and Social Inclusion to lead the research.

2020
OPPORTUNITIES112

Annual Report 2019

DIVERSITY AND INCLUSION
In 2020, the University of Melbourne will build on the foundational work of 2019,consulting widely to develop, resource and implement a new four-year Diversity
and Inclusion Plan aligned with the University’s new strategic direction and inparallel with development of a new People Strategy. The Steering Committee willoversee this work with strengthened governance and communication channels
to the divisions.

INFORMATION GOVERNANCEThe University of Melbourne is committed to delivering a robust
information governance regime that protects University information
assets while also respecting the rights of individuals regarding theirpersonal information. The University delivers on this commitment
in several ways.

CYBERSECURITY
The University of Melbourne continues to be a target for a growing
number of cyber attacks of varying sophistication and persistence.
This is consistent with industry observations for the higher education
sector, where adversaries are increasingly targeting the rich datasets
stored or processed in the complex web of globally connected universities.
To defend against these attacks, the University of Melbourne continues
to invest in the appropriate people, processes, and technologies thatcreate the cybersecurity controls structure around the University’s mostvaluable assets. Alongside this, the University is committed to ensuring
a balance between appropriate cybersecurity controls, user experience,and the collaborative nature of the University. Therefore, cybersecurity
at the University is designed to be a pragmatic and risk-based programthat will underpin ongoing technology and business roadmaps.
In 2019, to uplift its cybersecurity resilience, the University appointed
its first Director of Cybersecurity. The University also commenced
deployment of controls such as multi-factor authentication, enhanced
phishing attack detection, embedding security checks into all businessprojects, and enhanced its ability to detect and respond to cyberincidents and anomalies. Of equal importance to the University is theinvestment in the cyber-awareness of its staff, both at work and at
home. This led to the creation of an ongoing cybersecurity awarenessprogram to ensure that staff and students are aware of cyber risks andare empowered to be a line of defence against attempted cyber attacks.
To ensure the ongoing safety of its assets, the University will continue
to deploy enhancements to its cybersecurity controls set, policies andprocedures, and the cyber awareness of staff and students in 2020and beyond.

Part Three: Governance113

PRIVACY AND DATA PROTECTIONThe University of Melbourne has obligations regarding collection,
use and management of individuals’ personal and health information
under the Privacy and Data Protection Act 2014 (Vic) and the
Health Records Act 2001 (Vic). To the extent that they apply to ouractivities, the University is also subject to the requirements of thePrivacy Act 1988 (Cth) and the European Union General Data Protection
Regulation 2016/679 (GDPR) relating to the personal information ofindividuals located in the European Economic Area.
The University is committed to respecting and protecting individuals’
privacy and processing personal information fairly and lawfully incompliance with the privacy laws and GDPR, as applicable.
This commitment is stated in the University’s Privacy Policy (MPF1104),
applying to all areas of the University and encouraging staff toproactively embed privacy principles and practice in everyday work.
This policy, and the privacy processes in the University’s Process Library(Promapp), provide a clear and proactive approach to anticipating
privacy protection requirements. The University considers theintroduction of GDPR to set the standard in best practice in privacy
governance and is working towards raising privacy compliance andpractices across the University to meet the principles behind GDPR.
Any person who deals with the University is entitled to expect that theirpersonal or health information will be treated in accordance with thispolicy and approach.

UNIVERSITY RECORDSThe University of Melbourne is committed to effective and compliant
management of University records to enable research, learning andteaching, engagement and administration. As a public office theUniversity is subject to the Public Records Act 1973 (Vic) and its publishedrecordkeeping standards. The University’s Records Management Policy(MPF1106) aligns with these commitments and is supported
by published records management processes.
The University maintains a Retention and Disposal Authority thatclassifies all business records and determines their retention period,
as well as their final disposal action. This may include transfer to the
University of Melbourne Archives as permanent University records.
As a part of the ongoing commitment to transform the recordkeeping
environment to be fully digital, the University has several programsof work under way:

114

Annual Report 2019•

Creation of digitisation plans allowing specific record types to bescanned and the physical originals destroyed, compliant with the
Public Records Act•

Assessment of University business systems to integrate with the
University’s primary records management system, Content Manager•

Implementation of Records Managed SharePoint, providing a
positive user experience for creating and managing University
records while delivering recordkeeping compliance transparently
to the end user.

ETHICAL AND RESPONSIBLE
DECISION MAKINGFREEDOM OF SPEECH
In 2019 the University of Melbourne adopted a new Freedom of Speech
Policy to align with and supplement its long-standing Academic
Freedom Policy. The Freedom of Speech Policy promotes critical andfree enquiry, informed intellectual discourse and public debate within
the University.
To ensure freedom of speech flourishes at the University of Melbourne,
the policy makes explicit the University’s commitment to lawful freedomof speech in its activities and operations and will safeguard students,
staff and invited visitors.
In particular, the University:•

Recognises the right to protest as a manifestation of freedomof speech•

Expects that in public events and public discourse conducted by or
associated with the University, participants will respect the need forreasoned argument, discourse and debate•

Does not support the exercise of freedom of speech when theexercise undermines the capacity of individuals to participate fullyin the University, or jeopardises the physical safety of individuals,
or unreasonably disrupts activities or operations of the University•

Will give consideration to the public interest and the objective ofpromoting critical and free enquiry, informed intellectual discourseand public debate when outside individuals or bodies seek to hire
University facilities for events.

Part Three: Governance115

ETHICAL AND RESPONSIBLE
DECISION MAKING (CONTINUED)FOREIGN INTERFERENCE AND INFLUENCE
The Foreign Influence Transparency Scheme Act 2018 (Cth) (FITS Act)came into force on 10 December 2018. The University of Melbourne
supports the transparency objectives of the legislation, under which
certain activities conducted on behalf of foreign principals must be
made publicly available. The University has reviewed its activities
along with ongoing and comprehensive stakeholder engagement
to raise awareness across the organisation. The University is also
working closely with the Attorney-General’s Department to clarify thescope of the legislation as it applies to the University. The University’ssystems and processes are under review and the Department’s input
will be sought on implementation of a best-practice complianceframework. To date, no activities have been identified that would be
registrable under the FITS Act and these are monitored on an ongoingbasis to maintain compliance.
In parallel with the work the University is undertaking to comply with
the FITS Act, it is also responding to the associated but separate issues
raised by foreign interference risks. The Universities Foreign Interference
Taskforce (Task Force) was announced by Federal Education Minster,
the Hon Dan Tehan MP, on 28 August 2019 and established as a joint
undertaking between universities and government to deepen resilience
across the sector.
The Task Force released its Guidelines to Counter Foreign Interferencein the Australian University Sector (Guidelines) on 14 November 2019.
The guidelines set out broad recommendations to manage foreigninterference risks in universities along with best practice examples.
They are designed to build on existing risk management policies
and security practices within the organisation, while empoweringinternational collaboration. The University supports a sector-wide
approach to these issues and has established a cross-functional
working group to align current policies and processes withbest practice.

116

Annual Report 2019

CHILD SAFETY
The University of Melbourne affirms that all forms of abuse and harmof children is unacceptable. It is committed to compliance with theVictorian Child Safe Standards in order to ensure a safe environment
for all members of the University community and visitors less than
18 years of age.
To support this, the University has nominated a Child Safe Champion(University Provost), a Child Safe Responsible Officer (Director Student
Services) and developed a child safety reporting process (for any childsafety concern, including disclosure from a child of abuse or harm,
or a reasonable belief that abuse or harm has occurred or may occur).
In addition, relevant staff are required to obtain a valid
Working with Children Check as part of the onboarding process.

DISCLOSURE OF GIFTSThe University of Melbourne has a gift policy requiring recipientsto register gifts of up to $200 in value and all gifts are recorded
and escalated to the Chief Financial Officer for consideration.

COMPULSORY NON-ACADEMIC FEES AND CHARGES
Following the Federal Government’s amendment of the Higher Education
Support Act 2003 through the Higher Education Legislation Amendment(Student Services and Amenities) Act 2010, the University of Melbourne
introduced an amenities and service fee in 2012. The fee for 2019 was$303 for full-time students and $227 for part-time students.
Used to support student services and amenities of a non-academic
nature, in 2019 these funds were provided to the University of
Melbourne Student Union, Melbourne University Sport, Graduate
Students Association, the Student Services and Amenity Fee Grant
Program, and other areas across the University to support activities
including employment and career advice, childcare, financial advice,
food services, and sporting and recreational activities, and equity anddisability support.

ICT EXPENDITUREBAU ICT Expenditure(Opex)

Non-BAU ICTExpenditure (total)

Non-BAU ICTExpenditure (Opex)

Non-BAU ICTExpenditure (Capex)(A)(B) = (C) + (D)

(C)

(D)

$97,429,827$111,022,921$15,983,674$95,039,247

Part Three: Governance117FINANCIALS

118

Annual Report 2019

Financial statement overview
Year in review

120

18. Trade and other payables

157

Five-year financial summary

123

19. Borrowings

158

20. Provisions

160

21. Contract and other liabilities

161

22. Other financial liabilities

163

23. Reserves

164

Liabilities and equity

Financial statements
Income Statement

126

Comprehensive Income Statement

127

Statement of Financial Position

128

Cash flows

Statement of Changes in Equity

129

Statement of Cash Flows

130

24. Reconciliation of net result for the year to
net cash flows from operating activities
Unrecognised items

Notes to and forming part of the financial statements
1. Statement of significant accounting policies

165

131

How we are funded

25. Contingencies

165

26. Commitments

166

27. Subsequent events167

2. Disaggregation of revenue and income

138

3. Australian Government financial assistance139

Mandatory disclosures

4. State and Local Government financial assistance140

28. Subsidiaries, joint arrangements and associates

167

5. Fees and charges

140

29. Financial risk management

169

6. Investment revenue and other investment income

141

30. Fair value measurements

171

7. Other revenue

142

31. Remuneration of auditors

174

32. Related party transactions

174

33. Key management personnel

176

34. Acquittal of Australian Government
financial assistance (University only)

178

Statement by the Vice-Chancellor andChief Financial Officer

182

Victorian Auditor-General’s audit report

183

Disclosure index

187

Composition of expenditure
8. Employee-related expenses

143

9. Impairment of assets

144

10. Loss/(gain) on disposal of assets

144

11. Other expenses

145

Assets12. Cash and cash equivalents

145

13. Receivables and contract assets

146

14. Other financial assets

148

15. Other non-financial assets

149

16. Property, plant and equipment

150

17. Intangible assets

156

Part Four: Financials

119FINANCIAL STATEMENT OVERVIEWYEAR IN REVIEWMEASURINGFINANCIAL PERFORMANCEThe University of Melbourne monitors
its financial performance using
two internal financial measures.
Both measures reflect the capacity of
the University to live within its means,by removing from the accounting or net
result, items that distort core operating
performance such as discretionary
investment income and income ofa capital nature.

The measures are defined as follows:•

Underlying operating result
Represents the net (or accounting)result excluding discretionary
investment income, interest
expense, philanthropic
endowment income andinfrastructure grant income.

•

Underlying EBITDA margin
Extends the underlying operating
result by adjusting for depreciation
and amortisation. This measureclosely aligns to operating cash flow.

These measures ensure no crosssubsidisation of operations frominvestments. Measuring our financial
performance in this way ensures that
the University remains focused on theunderlying operating result and is notreliant on returns on the investment
portfolio which are subject to volatility.
The overall accounting surplus is
a combination of the underlying
operating result, returns on theinvestment portfolio, grant incomeof a capital nature and philanthropic
endowment income.

$74m

8.4%

$360m

Underlying result
Up $16M on FY18

Underlying EBITDA margin
Up 0.6% on FY18

Net result
Up $291M on FY18

Operating in a low margin environment
requires careful financial management
but is commensurate with the
University’s not-for-profit status andits commitment to reinvest earnings
for the benefit of its academic mission,
maximising investment in teaching,research and the student experience.
The University’s strong balance sheet
and effective utilisation of resources
allows the University to serve current,
and future generations of students andthe community.

The net result was $360 million, $291
million higher than the previous
year prior to the application of new
accounting standards for revenue,
income and leasing. The increase wasdue to higher investment returns andchanges to market value which arerecognised in the Income Statement.

UNDERSTANDING OURFINANCIAL PERFORMANCEThe University’s financial performancefor the 2019 year exceeded
expectations driven by growthin teaching and learning activity
attributed to strong demand in ouraward programs. For the year ended
31 December 2019, the University
recorded an underlying operating
surplus of $74 million, $16 million
higher than 2018. The underlying
operating surplus represents a marginof 2.7 per cent of underlying income,exceeding our target of 1.0 per cent.

120 Annual Report 2019

The financial overview and analysis
is based on the internal financial
measures unless otherwise stated, as
the University considers these to bea more reliable measure of financial
performance and position than theaccounting result.

$2.7bn

54,714Student EFTSL

Student
revenue

Underlying income
Up 8.1% on FY18

Up 3.8% on FY18
44% International
56% Domestic

In 2019, new accounting standards
surrounding recognition of revenue
and lease arrangements wereapplicable for the first time to the
University of Melbourne. This analysis
has been prepared on a like for likebasis, removing the impact of the
new standards from the 2019 results
allowing for consistent comparisons offinancial performance to prior years.

The University of Melbourne hascontinued to grow and diversify its
revenue sources in order to remain
financially sustainable and support
strategic objectives. Underlying
income was $2.697 billion, an increaseof $203 million or 8.1 per cent on 2018,
driven by growth in student related
revenue and research performance.

Strong student demand continues todrive considerable year on year growth.
The international fee-paying student
market continues to be the main driveras high demand for the University’s
international program offerings
continue to outperform projected
targets. Increases in consultancy andcontract revenue further contributed tothe positive 2019 result.

$2.6bn$1.4bn$1.2bnUnderlying expenditure
Up 7.7% on FY18

SalaryUp 7.8% on FY18

Non-salary
Up 7.4% on FY18

Underlying operating expenditure
increased by $187 million or 7.7 per centto $2.624 billion driven by growth inteaching activity, strategic investment
in core teaching and research activities
and costs of developing and maintaining
infrastructure.

To support investment in core teaching,research, strategic activities and student
experience, salary expense increased
by $101 million or 7.8 per cent. This was
also driven by salary increases in the
University’s Enterprise Agreement.

Growth in depreciation expenditure is due
to completion of building projects suchas the Ian Potter Southbank Centre. Thisnine-storey building, designed by awardwinning architect John Wardle, enables
the co-location of staff and students,
together with their colleagues and peersfrom across all the creative disciplines
for the first time in the history of the
University. Additionally, completion of theWestern Edge Biosciences project, brings
together three faculties including practicalteaching laboratories and object-basedlearning facilities.

Talented academics and professional
staff enable the University of Melbourne
to maintain its position as a leading
university. Salary expenditure represents
more than half of the University’s
operating expenditure.

Underlying non-salary expenditure further
enables our strategy to support the best
researchers, provide an exceptional
student experience and our international
partnerships. During 2019, non-salaryexpenditure increased by $86 million or
7.4 per cent largely relating to a range ofactivities including grants and research,increased contracted and professional
services and equipment costs due toseveral new University initiatives aimed atenhancing the student experience.

59% International
41% Domestic

Part Four: Financials

121

FINANCIAL POSITION$8.6bn$2.2bn$6.4bnTotal assets
Up 11.8% on FY18

Total liabilities
Up 10.0% on FY18

Net assets
Up 12.4% on FY18

The University of Melbourne’s strong
financial performance has strengthened
the balance sheet which is structured
to maximise investment in teaching,research and the student experience.

Total assets
Increased $908 million or 11.8 per cent to$8.588 billion.

Total liabilities
Increased $197 million or 10.0% to $2.157
billion.

Key movements•
Over half of the University’s
assets comprise of property,
plant and equipment whichenable sustainable operations
and strengthens the University’s
financial position. In 2019 it
increased by $474 million due to arevaluation of land, buildings andconstruction additions. Additions
largely relate to execution of the
University strategy to improve
the student experience including
student accommodation projects
and progress toward the newStudent Precinct.

Key movements•
Other non-current liabilities increase
driven by $155 million received
from AMP to purchase the rights
to the student accommodation
revenue stream for the Melbourne
Connect site for the next 40 years.
Melbourne Connect is due to open inlate 2020 and will bring together thehighest calibre research, industry,
government, higher-degree students
and other elite thinkers in a single
purpose-built precinct. The student
accommodation located at theheart of the new precinct will further
enhance the student experience.

•

Other than the above, there were no
significant changes in the financial
position during the year.

Supporting the achievement of strategicand operational goals, the University has
an indicative capital plan of more than
$4.2 billion over a ten-year period, fundedfrom both internal and external sources.
Robust balance sheet
Net assets of $6.431 billion, increasedby 12.4 per cent from 2018. This growthis partially attributed to growth ininfrastructure supporting the University’s
strategic and operational goals.
Key ratios continue to strengthen. In 2019
the Liquidity Ratio increased from 1.27 to
1.36, due to growth in the University’s cash
assets. This shift increases the University’s
financial resilience and capacity to
manage through challenging situations.

122 Annual Report 2019

Investments increased by $369
million due to a higher rate of
return in 2019 than the prior year
and changes to market value.

FIVE-YEAR FINANCIAL SUMMARY

The table provides a summary of the University of Melbourne’s financial results for the current and preceding four reporting periods.
Where required, amounts have been restated to ensure consistent accounting treatment from changes to accounting policy.
In 2019, new accounting standards for revenue and lease arrangements were applicable for the first time. The 2019 adjusted results
remove this impact, allowing for consistent comparisons of financial performance to prior years.

Income statement
University

2019
As reported
$’000

2019
Adjusted*
$’000

2018
$’000

2017
$’000

2016
$’000

2015
$’000

Income2,881,716

3,019,580

2,661,608

2,511,203

2,286,948

2,114,329

Expenses

2,530,576

2,659,976

2,592,699

2,276,313

2,111,174

1,953,543

Net result before impairment ofavailable-for-sale financial assets

351,140

359,604

68,909234,890

175,774

160,786

Impairment expense on
available-for-sale financial assets

-

-

-

12,06814,1209,979

351,140

359,604

68,909222,822

161,654

150,807

Net result*2019 Adjusted removes the impact of new revenue and lease standards
Note: A new accounting standard was implemented effective 1 January 2018 which changed the recognition, classification, measurement and impairment offinancial instruments. Under this standard, impairment assessments for the investments previously classified as available-for-sale are no longer required.

Statement of financial position
University

2019
As reported
$’000

2019
Adjusted*
$’000

2018
$’000

2017
$’000

2016
$’000

2015
$’000

Current assets

1,143,951

1,144,150

1,026,643

792,129

635,861

405,382

Non-current assets

7,497,565

7,443,562

6,653,233

6,363,756

5,814,119

5,322,441

Total assets

8,641,516

8,587,712

7,679,876

7,155,885

6,449,980

5,727,823

693,774

840,666

807,904

728,912

698,971586,312Current liabilities
Non-current liabilities

1,382,279

1,316,060

1,151,922

795,228

704,971481,731

Total liabilities

2,076,053

2,156,726

1,959,826

1,524,140

1,403,942

1,068,043

Reserves

4,433,267

4,433,267

3,927,586

3,992,329

3,522,028

3,230,556

Retained surplus

2,132,196

1,997,719

1,792,464

1,639,416

1,524,010

1,429,224

Total equity

6,565,463

6,430,986

5,720,050

5,631,745

5,046,038

4,659,780

Current ratio

1.65

1.36

1.27

1.09

0.91

0.69

Debt to equity

10.8%

10.2%

11.5%

11.4%

11.4%

7.0%

*2019 Adjusted removes the impact of new revenue and lease standards
Notes
1. In 2017 the University issued domestic
Australian dollar Medium Term Note to thevalue of $100 million for 25 years.
2. The University completed its first offering in the US
Private Placement market during 2015. This comprised
four tranches of senior notes totalling the equivalentof $274 million AUD, $41 million AUD was issued in2015 for 20 years with three further tranches issued
in 2016 ($30 million AUD for 20 years, $20 million AUD
for 25 years and $131 million USD for 30 years).

3. Independent valuations of land were carried out,
increasing non-current assets and reserves in 2016($152 million), 2017 ($203 million) and 2019 ($133
million). Buildings were valued in 2017 increasing
non-current assets and reserves by $98 million.

4. During 2018, the University received $332 million
from monetising rents on two student accommodationsites (303 Royal Parade and Little Hall). A similararrangement was entered into in 2019 for the
Melbourne Connect student accommodation, where
the University received $155 million. The amounts
received are recognised as deferred income in contract
and other liabilities in the financial statements andwill be recognised as income over the life of eachconcession (40 years).

Part Four: Financials

123FIVE-YEAR FINANCIAL SUMMARY (CONTINUED)
The table provides a summary of the University of Melbourne’s underlying income and expenditure for the current and preceding
four reporting periods along with a reconciliation to the net result.

Underlying income and expenditure xpenditure
2019
As reported
$’000

2019
Adjusted*
$’000

2018
$’000

2017
$’000

2016
$’000

2015
$’000

2,881,716

2,881,716

2,661,608

2,511,202

2,286,948

2,114,329

Investment income (excluding endowments andresearch grants)

182,341

182,341

135,583

148,548

95,483

98,239Gain on financial assets and liabilities at fair value
through profit or loss

115,620

115,620

-

-

-

-

-

-

-

31,538--

Infrastructure grant income

1,435

1,435

63

63

19,2381,135

Philanthropic endowment income

22,76522,76531,51057,50422,08537,618-(137,864)

-

-

-

-

Underlying income

2,559,555

2,697,419

2,494,452

2,273,549

2,150,142

1,977,337

Expenditure per audited financial statements

2,530,576

2,530,576

2,592,699

2,288,381

2,125,294

1,963,522

34,35432,39932,59828,667

27,24414,000--123,200

-

-

-

3,782

3,782

-

12,06814,120

9,979

282

282

-

-

-

-

-

(129,400)

-

-

-

-

2,492,158

2,623,513

2,436,901

2,247,646

2,083,930

1,939,543

351,140

351,140

68,909222,822

161,654

150,807259,825

261,780(20,215)

107,813

54,11974,260

1,435

1,435

63

63

19,238

1,135

-

-

-

31,538--Philanthropic endowment income

22,76522,76531,51057,50422,08537,618

Other

(282)

(282)

-

-

-

-

University
Income per audited financial statements
Reconciling items:

Gain from sale of asset

Application of new Accounting Standards

Reconciling items:
Interest expense
Loss on financial assets and liabilities at fair value
through profit or loss
Impairment expense
Other
Application of new Accounting Standards
Underlying expenditure
Net result per audited financial statements
Reconciling items:
Net discretionary financing activities
Infrastructure grant income
Gain from sale of asset-(8,464)

-

-

-

-

Underlying operating result

67,39773,90657,551

25,904

66,212

37,794

Underlying operating margin

2.6%

2.7%

2.3%

1.1%

3.1%

1.9%

Underlying EBITDA margin

9.0%

8.4%

7.8%

7.2%

8.9%

8.3%

Application of new Accounting Standards*2019 Adjusted removes the impact of new revenue and lease standards
Notes
1. Net discretionary financing activities comprises
Investment income (excluding endowments &research grants), gain or loss on financial assets
and liabilities at fair value through profit orloss less interest and impairment expense
2. Infrastructure grant income are grants received
for capital projects and are excluded from theUnderlying operating result due to the mismatch
between income recorded and expenditure whichinflates the accounting result. Income is recordedin the Income Statement whereas expenditure iscapitalised in the Statement of Financial Position.

124 Annual Report 2019

3. Philanthropic endowment income represents capital
donations where the principal is to remain intact for adefined time and income is generated on that principal
for utilisation in future years. This also includes
donations received where the principal will be used tofund, or partially fund, construction of new buildings.
4. Gain from sale of assets comprises of the sale ofa University property in Sturt street Southbank in2017 and has been excluded from the underlying
result on the basis that it is a large abnormal item.

5. Underlying EBITDA margin represents
the underlying operating result adjusted
for depreciation and amortisation. Thismeasure equates to operating cashflow.
6. Other comprises of the Academic Incentive Pool which
is an internal incentive scheme which awards funds toUniversity faculties where financial targets have been
exceeded. Expenditure is excluded from the underlying
result as it is not a measure of financial performance.

EVENTS OCCURRING AFTERREPORTING DATE
Note 27 of the financial statements
provides details on two subsequent
events that have arisen since the end of
the financial year.

STATUTORY REQUIREMENTS
Under the Financial Management
Act 1994 and associated Financial
Reporting Directions, the University
is required to provide details of
expenditure on consultancies.
In 2019, there were 68 consultancies
where total fees payable to theconsultants were $10,000 or greater.
Total expenditure incurred during
2019 in relation to these consultancies
is $22.025 million (excluding GST).
Details of individual consultancies canbe viewed at https://about.unimelb.
edu.au/news-resources/reports-andpublications.

Katerina Kapobassis
Chief Financial Officer
6 May 2020

Part Four: Financials

125THE UNIVERSITY OF MELBOURNE
FINANCIAL STATEMENTS
INCOME STATEMENT FOR THE YEAR ENDED 31 DECEMBER 2019
Consolidated
Note

2019
$’000

University

2018
$’000

2019
$’000

2018
$’000

Income from continuing operations
Australian Government financial assistance− Australian Government grants

3

772,417

769,424

772,467

769,474− HELP − Australian Government payments

3

288,233

276,740

288,233

276,740

State and Local Government financial assistance439,48345,24539,48345,245

31,13935,464

31,13935,464HECS-HELP − student payments
Fees and charges

5

1,107,427

1,086,318

1,065,012

1,044,770

Investment revenue

6

226,809

176,467

221,658

169,092

123,558

110,575

125,353

113,898

Consultancy and contracts
Gain/(loss) on disposal of assets

10

(198)

45

(198)

49

Other revenue

7

218,100

202,365

218,305

201,650

4,644

5,221

4,644

5,226

115,620-

115,620-

2,927,232

2,707,864

2,881,716

2,661,608

8

1,434,144

1,337,853

1,389,357

1,288,299

16, 17

168,705

140,963

163,875

136,040

Repairs and maintenance

62,244

68,68961,70468,042Finance costs

34,49432,76434,35432,598

Share of profit/(loss) of equity accounted investments
6

Other investment income
Total income from continuing operations
Expenses from continuing operations
Employee related expenses
Depreciation and amortisation

Impairment of assets

9

10,132780

10,177879

Other expenses

11

869,039

937,724

871,109943,641

Other investment losses

6-

123,200-

123,200

2,578,758

2,641,973

2,530,576

2,592,699

348,474

65,891

351,140

68,909Total expenses from continuing operations
Net result

The above Income Statement should be read in conjunction with the accompanying notes.

126 Annual Report 2019

COMPREHENSIVE INCOME STATEMENT FOR THE YEAR ENDED 31 DECEMBER 2019
Consolidated
Note
Net result

2019
$’000

University

2018
$’000

2019
$’000

2018
$’000

348,474

65,891

351,140

68,909(7,466)(13,339)(7,466)(13,339)

Items that may be reclassified to the Income Statement
Valuation gain/(loss) on cash flow hedge
Items that will not be reclassified to the Income Statement
Gain/(loss) on revaluation:− Land and buildings

16

373,535(6,006)

342,701(13,567)− Works of art and other collections

16

2,768

10,233

2,769

10,23333,17430,822

13,32635,905

3,277

2,191

3,277

2,191

(3,277)(2,191)(3,277)(2,191)

(25)

401

-

578

Total other comprehensive income

401,986

22,111

351,330

19,810Comprehensive result

750,460

88,002

702,470

88,719Gain/(loss) on financial assets designated at fair value through othercomprehensive income
Superannuation:− Increase/(decrease) deferred government contribution− (Increase)/decrease deferred government employee benefits
Other

13

The above Comprehensive Income Statement should be read in conjunction with the accompanying notes.

Part Four: Financials

127

STATEMENT OF FINANCIAL POSITION AS AT 31 DECEMBER 2019						Consolidated
Note

2019
$’000

University

2018
$’000

2019
$’000

2018
$’000

ASSETS
Current assets
Cash and cash equivalents

12895,757

845,389875,678

827,206

Receivables and contract assets

13

195,943

154,118

195,672

148,946

Other financial assets

14

13,915-

13,915-

Other non-financial assets

15

59,67351,92458,68650,491

1,165,288

1,051,431

1,143,951

1,026,643

Total current assets
Non-current assets
Receivables and contract assets

13

98,74095,60898,74095,608Other financial assets

14

2,531,985

2,157,680

2,426,835

2,071,759

Other non-financial assets

15

1,661

5,829

1,661

5,829

Investments in associates and joint ventures28

15,077

10,437

15,076

10,436

Property, plant and equipment

16

5,082,788

4,581,883

4,898,128

4,424,026

Intangible assets

17

58,30946,305

57,12545,575

Total non-current assets

7,788,560

6,897,742

7,497,565

6,653,233

TOTAL ASSETS

8,953,848

7,949,173

8,641,516

7,679,876

LIABILITIESCurrent liabilities
Trade and other payables

18

163,850

164,084

154,881

151,438

Borrowings

19

18,983

5,571

17,598

4,700

Provisions

20

264,116

242,973

257,197

235,621

Contract and other liabilities

21

247,376

413,230

242,837

408,491

Other financial liabilities

22

21,261

7,654

21,261

7,654

715,586

833,512

693,774

807,904

Total current liabilities
Non-current liabilities
Borrowings

19692,969

656,159

692,969

655,260

Provisions

20

146,543

134,429

146,072

133,698

Contract and other liabilities

21

512,434

339,530

512,434

339,530

Other financial liabilities

22

30,80423,43430,80423,434

Total non-current liabilities

1,382,750

1,153,552

1,382,279

1,151,922

TOTAL LIABILITIES

2,098,336

1,987,064

2,076,053

1,959,826

NET ASSETS

6,855,512

5,962,109

6,565,463

5,720,050

4,646,631

4,090,117

4,433,267

3,927,586

Retained surplus

2,208,881

1,871,992

2,132,196

1,792,464

TOTAL EQUITY

6,855,512

5,962,109

6,565,463

5,720,050

EQUITY
23

Reserves

The above Statement of Financial Position should be read in conjunction with the accompanying notes.

128 Annual Report 2019

STATEMENT OF CHANGES IN EQUITY AS AT 31 DECEMBER 2019						Consolidated

Balance at 1 January 2018

University

Reserves

Retained
SurplusTotal

Reserves

Retained
Surplus

Total

$’000

$’000

$’000

$’000

$’000

$’000

4,163,913

1,710,747

5,874,660

3,992,329

1,639,416

5,631,745

Adjustment upon initial application of AASB 9(246,375)

245,822(553)(245,908)

245,494(414)

Balance at 1 January 2018 adjusted

3,917,538

1,956,569

5,874,107

3,746,421

1,884,910

5,631,331-

65,89165,891-

68,90968,909− Land and buildings(6,006)-(6,006)(13,567)-(13,567)

Net result
Other comprehensive income
Gain/(loss) on revaluation:− Works of art and other collections

10,233-

10,233

10,233-

10,233

Gain/(loss) on financial assets designated at fair value
through other comprehensive income

30,822-30,82235,905-35,905Gain/(loss) on cash flow hedge(13,339)-(13,339)(13,339)-(13,339)− Increase/(decrease) in contribution

2,191

-

2,191

2,191

-

2,191

− (Increase)/decrease in employee benefits(2,191)-(2,191)(2,191)-(2,191)

401

-

401

578

-

578

Deferred government superannuation:

Other
Total comprehensive income

22,11165,89188,002

19,81068,90988,719Net transfers

150,468(150,468)-

161,355(161,355)-

Balance at 31 December 2018

4,090,117

1,871,992

5,962,109

3,927,586

1,792,464

5,720,050

Balance at 1 January 2019

4,090,117

1,871,992

5,962,109

3,927,586

1,792,464

5,720,050-

142,943

142,943-

142,943

142,943

4,090,117

2,014,935

6,105,052

3,927,586

1,935,407

5,862,993-

348,474

348,474-

351,140

351,140

373,535-

373,535

342,701-

342,701

Adjustment upon initial application of AASB 15, 16
and 1058 *Balance at 1 January 2019 adjusted
Net result
Other comprehensive income
Gain/(loss) on revaluation:− Land and buildings− Works of art and other collections

2,768

-

2,768

2,769

-

2,769

Gain/(loss) on financial assets designated at fair value
through other comprehensive income

33,174-33,174

13,326-

13,326

Gain/(loss) on cash flow hedge(7,466)-(7,466)(7,466)-(7,466)− Increase/(decrease) in contribution

3,277

-

3,277

3,277

-

3,277

− (Increase)/decrease in employee benefits(3,277)-(3,277)(3,277)-(3,277)

(25)

-

(25)

-

-

-

401,986

348,474

750,460

351,330

351,140

702,470

Deferred government superannuation:

Other
Total comprehensive income
Net transfers
Balance at 31 December 2019

154,528(154,528)-

154,351(154,351)-

4,646,631

2,208,881

6,855,512

4,433,267

2,132,196

6,565,463* Refer to Note 1.6 for details of the impact of the initial application of AASB 15, 16 and 1058					The above Statement of Changes in Equity should be read in conjunction with the accompanying notes.

Part Four: Financials

129

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 DECEMBER 2019
Consolidated
Note

University

2019
$’000

2018
$’000

2019
$’000

2018
$’000

1,038,035

1,070,554

1,038,085

1,070,619

OS-HELP

4,434

3,540

4,434

3,540

State and Local Government grants

37,841

45,11437,841

45,114HECS-HELP student payments

31,13935,464

31,13935,464

Dividends received

190,570

167,444

185,641

160,622

Interest received

19,955

17,456

19,734

16,903

1,273,518

1,419,349

1,235,324

1,382,534

Other operating inflows

345,039

288,800

349,080

300,522

Payments to employees(1,407,385)(1,317,440)(1,362,076)(1,268,219)

Payments to suppliers (inclusive of GST)

(751,070)(718,359)(733,331)(690,976)

Interest and other costs of finance paid

(45,679)(27,168)(45,539)(27,002)

Other operating outflows(189,046)(260,930)(215,628)(297,525)

547,351

723,824544,704

731,596

223

6,329

223

6,303

Proceeds from sale of financial assets

538,129

361,354

519,415

348,931

Payments for property, plant and equipment and intangibles(228,449)(374,109)(227,576)(366,196)

Payments for other financial assets(791,394)(502,195)(773,186)(489,955)

Net cash inflow/(outflow) from investing activities(481,491)(508,621)(481,124)(500,917)

Proceeds from borrowings

-

3,876

-

3,573

Repayment of borrowings(5,893)(4,452)(5,954)(4,396)

Repayment of finance leases

-

(692)

-

-

Repayment of lease liabilities(9,599)-(9,154)-

Net cash inflow/(outflow) from financing activities(15,492)(1,268)(15,108)(823)

Net increase/(decrease) in cash and cash equivalents

50,368

213,935

48,472229,856

Cash and cash equivalents at 1 January845,389

631,454827,206

597,350

895,757

845,389875,678

827,206

Cash flows from operating activities
Australian Government grants

Receipts of student and other fee-for-service activities

Net cash inflow/(outflow) from operating activities

24

Cash flows from investing activities
Proceeds from sale of property, plant and equipment

Cash flows from financing activities

Cash and cash equivalents at 31 December

12

The above Statement of Cash Flows should be read in conjunction with the accompanying notes.

130 Annual Report 2019

NOTES TO AND FORMING PART OF
THE FINANCIAL STATEMENTSNOTE 1 STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES			
1.1 Financial statements		

1.2 Basis of preparation		

The Financial Report includes separate
financial statements for the Universityof Melbourne and the consolidated
entity consisting of the University and its
subsidiaries, referred to as the Group.

The Group's Tier 1 general purpose
financial statements are prepared asfollows:

The principal address of the University is
Grattan Street, Parkville, Victoria 3010,
Australia.		
The Group’s financial statements arepresented in a simplified layout providing
information that is more streamlined andrelevant to users. Financial statement
notes are grouped together where they
are similar in nature, with related principal
accounting policies, key estimates andjudgements included directly below.
The principal accounting policies adopted
by the Group for the year ended 31
December 2019 are set out within thesefinancial statements. These policies havebeen consistently applied to each year
presented unless otherwise stated.

• Prepared under the historical costconvention, as modified by therevaluation of financial assets
designated at fair value throughother comprehensive income,financial assets and liabilities atfair value through profit or loss andcertain classes of property, plant andequipment.
• Prepared in accordance with
Australian Accounting Standards, theHigher Education Support Act 2003 ,Financial Management Act 1994 (Vic)and Australian Charities and Not-forprofits Commission Act 2012.

• The University is a not-for-profit
entity and these financial statements
have been prepared on that basis.
Some of the requirements for not-forprofit entities are inconsistent withIFRS requirements.
• Prepared on a going-concern basis,
which assumes the continuity ofnormal operations.
• Presented in Australian dollars,
which is the Group's functional andpresentation currency.
• Rounded to the nearest thousand
dollars unless otherwise specified.
• Comparative amounts have been
restated, where applicable, toconform with the current period
presentation.

Part Four: Financials

131

NOTE 1 STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
1.3 General policies		Finance costs		
• Interest expense is recognised using
the effective interest rate method.
Foreign currency		
• Foreign currency transactions
are translated into the functional
currency using the exchange rate at
the date of the transactions. Foreign
currency differences from suchtransactions are recognised in the
Income Statement.
• Foreign currency differencesfrom the translation at year-end
exchange rates of monetary assets
and liabilities are recognised in the
Income Statement.
• Foreign currency differences arisingfrom qualifying cash flow hedges arerecognised in equity to the extent thehedges are effective.		

Taxation			• The University and its subsidiaries
are exempt from income tax pursuant
to Part 50.1 of the Income Tax
Assessment Act 1997.
• Income and expenses are recognised
net of Goods and Services Tax (GST),
except where the amount of GST
incurred is not recoverable fromthe taxation authority. In thesecircumstances the GST is recognisedas part of the expense.		
• Assets are recognised net of GST, except
where the amount of GST incurred
is not recoverable from the taxation
authority. In these circumstances the
GST is recognised as part of the cost of
acquisition of the asset. Receivables
and payables are stated with theamount of GST included. 		
• The net amount of GST recoverablefrom or payable to the Australian
Taxation Office (ATO) is included
as a current asset or liability in theStatement of Financial Position.
• Cash flows are presented on a net
basis with net cash flow payable to,or receivable from, the ATO recorded
separately. GST components ofcash flows arising from investing or
financing activities recoverable from,or payable to, the ATO are presented
as operating cash flows.

1.4 Critical accounting estimates andjudgements		
The preparation of financial statements
in conformity with Australian
Accounting Standards requires use ofcertain critical accounting estimates.
Estimates and judgements arecontinually evaluated by management
and are based on historical experienceand other factors, including
expectations of future events that may
have financial impact on the Groupand believed to be reasonable under
the circumstances. Estimates andassumptions that have a risk of causing
a material adjustment to carrying
amounts of assets and liabilities arefound in the following notes:
Estimates• Impairment of assets (Note 9)• Other financial assets (Note 14)• Property, plant and equipment(Note 16)
• Provisions (Note 20)• Fair value of derivatives andother financial instruments(Notes 29 and 30).
Judgements• Revenue and Income (Notes 3, 5, 6
and 7)• Impairment of assets (Note 9)• Property, plant and equipment(Note 16)
• Borrowings (Note 19)• Service concession arrangements(Note 5)• Subsidiaries, joint arrangements andassociates (Note 28).		

132 Annual Report 2019

NOTE 1 STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
1.5 Prior period adjustments
There were no prior period adjustments
required in 2019.
1.6 Application of new andrevised accounting standards andinterpretations
New and revised accounting standards
and interpretations that are mandatory
for the current year
In the current year, the Group adopted
all new and revised standards andinterpretations issued by the Australian
Accounting Standards Board effective
for the current reporting period.
AASB 15 Revenue from Contracts with
Customers, AASB 1058 Income of Notfor-Profit Entities and AASB 16 Leases
were adopted for the first time from
1 January 2019. The section below
provides details on the impact of theapplication of these standards. There
are no other new or revised standards
and interpretations adopted materiallyaffecting the reported results orfinancial position.

Application of AASB 15 Revenue fromContracts with Customers and AASB 1058
Income of Not-for-Profit Entities
What has changed?
The new revenue and income
recognition requirements shift thefocus from a reciprocal/non-reciprocal
basis to an assessment that considers
the enforceability of a contract and thespecificity of performance. AASB 15
Revenue from Contracts with Customers(AASB 15) establishes new principles forreporting the nature, timing, amountand uncertainty of revenue arising froman entity’s contracts with customers.
The core principle of AASB 15 is, anentity recognises revenue when controlof the goods or services transfers to thecustomer, for an amount that reflects
the consideration the entity expects tobe entitled in exchange for those goods
or services.
AASB 1058 Income of Not-for-Profit
Entities (AASB 1058) clarifies theincome recognition requirements that
apply to not-for-profit (NFP) entities.
The standard replaces all the income
recognition requirements relating to
private sector NFP entities, previouslyprescribed by AASB 1004 Contributions.

Timing of change		At the initial application date of 1
January 2019, the Group has adopted
AASB 15 and 1058 using the modified
retrospective approach, which
recognises the cumulative effectof applying the new standards as
an adjustment to opening retained
earnings and the comparative
information presented is not restated,and continues to be reported
under the previous standards. Thischange has resulted in changes toaccounting policies, applicable from
1 January 2019; these are set out ineach individual note to the financial
statements.
Additionally, AASB 2019-6 amends AASB
15 and 1058 to permit NFP entities
to apply those standards to research
grants for annual reporting periods
beginning on or after 1 July 2019,
instead of 1 January 2019. The Groupchose not to defer the application ofthese standards to research grants.

Part Four: Financials

133

NOTE 1 STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
Impact of change		
The table presents the amounts by which the financial performance and financial position are affected for the year ended
31 December 2019, as a result of the application of AASB 15 and 1058. Only those line items impacted by the change arepresented below.
Consolidated
As Reported
2019
$'000

If AASB 15 &1058 hadnot been
appliedEffect of
Change
$’000

2019
$’000
Impacts on financial performance
Income from continuing operations
Australian Government financial assistance− Australian Government grants

772,417796,916(24,499)

State and Local Government financial assistance

39,48336,571

2,912

Fees and charges

1,107,427

1,194,126(86,699)

Consultancy and contracts

123,558

138,472(14,914)

Other revenue

218,100

232,764(14,664)

2,927,232

3,065,096(137,864)

1,434,144

1,440,962(6,818)

Total income from continuing operations
Expenses from continuing operations
Employee related expenses
Repairs and maintenance

62,244

67,325(5,081)Other expenses

869,039988,757(119,718)

2,578,758

2,710,375(131,617)

348,474

354,721(6,247)

Receivables and contract assets

195,943

189,278

6,665

Other non-financial assets

59,673

66,338(6,665)

1,165,288

1,165,288-

Total expenses from continuing operations
Net result
Impacts on financial position
ASSETS
Current assets

Total current assets
LIABILITIESCurrent liabilities
Contract and other liabilities

247,376425,270(177,894)

Other financial liabilities

21,261

1,930

19,331

Total current liabilities

715,586

874,149(158,563)

Contract and other liabilities

512,434

489,934

22,500Total non-current liabilities

1,382,750

1,360,250

22,500TOTAL LIABILITIES

2,098,336

2,234,399(136,063)

NET ASSETS

6,855,512

6,719,449

136,063

Retained surplus

2,208,881

2,072,818

136,063

TOTAL EQUITY

6,855,512

6,719,449

136,063*

Non-current liabilities

EQUITY* This disclosure does not agree to the adjustment to opening retained earnings of $142.943 million, presented in the Statement of Changes in Equity, because the'If AASB 15 & 1058 had not been applied' column includes amounts that would have been recorded if the new accounting standards had not been applied

134 Annual Report 2019

NOTE 1 STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
Australian, State and Local Government
financial assistance, consultancy
and contracts, and other revenue
have changed where the agreement
does not contain sufficiently specificperformance obligations in accordancewith the requirements of AASB 15. As
a result, income is now recognised onreceipt in accordance with AASB 1058.
Additionally, when a grant or contract
includes an obligation to pay cash to
another organisation, such as anotheruniversity was awarded funding under
the same agreement, the new standard
requires the recognition of a liability
until it is paid to the other party, and no
income and expense is recognised.
This expense was previously recordedin other expenses.
Fees and charges have decreased
because of a change in accounting forfee remissions. This is where the Groupwaives the course fee, either partially orin full. Previously, fee remissions were
accounted for as an expense with thefull course fee recognised as revenue.
From 2019 onwards fee remissions will
reduce the revenue recognised, given therevenue that is required to be recognised
is the amount the Group expects to beentitled to, in accordance with AASB 15.
Fee remissions were previously recorded inother expenses, as a result of the change
other expenses have decreased.

The adoption of AASB 15 and 1058
resulted in a change to the opening
retained surplus, as at 1 January 2019,as a result of the change in accounting
for grants and contracts. This occurred
where, grants and contracts that do notcontain sufficiently specific performanceobligations, and would therefore berecognised as income on receipt, wererecognised as a liability in 2018. A list of
the Group's primary sufficiently specificperformance obligations are outlined in
the accounting policy section of Note 3.
Significant judgements and estimates
were applied to account for thetransition adjustment, these included
the assessment of whether a contract
is enforceable, whether an obligation
exists and is sufficiently specific inorder to be able to identify when it has
been satisfied, and the calculation of
the transaction price allocated to eachperformance obligation.

Under AASB 15, there was no change
to the recognition of revenue from theprovision of education services, given
revenue is recognised when or as theperformance obligation is satisfied i.e.
the delivery of education services tothe students. Similarly, there was nochange in the recognition of income
from, materially all, donations andbequests. Typically, donations andbequests do not contain performanceobligations that are sufficiently specificas a result, income is recognised onreceipt, in accordance with AASB 1058.
The Group's revenue recognition ofinterest income, investment gains/(losses) and foreign exchange gains/(losses) was unaffected as these items
are excluded from the scope of AASB 15
and 1058.				
					
		

The increase in other financial
liabilities is due to a reclassificationfrom other liabilities for an obligation
to pay cash to students and researchers
for scholarships and fellowships
awarded to them.

Part Four: Financials

135

NOTE 1 STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
The accounting policies applied prior to 1 January 2019 which have changed following the application of AASB 15 and 1058:
Revenue Type

Recognition

Non-reciprocal

Recognised upon receipt of funds or when recovery of the consideration is probable.

Reciprocal

Recognised in accordance with the percentage of completion method, measured by reference to total
expenditure compared with funding provided to date. Any surplus revenue is deferred as a liability until
completion.

Non-government grants

Refer to non-reciprocal and reciprocal explanation above.

The new accounting policies
implemented on adoption of AASB 15
and 1058 set out in the notes listed
below, provide further details of thechange.

The new accounting policies
implemented on adoption of AASB 16
are set out in the following notes andprovide further details of the change:• Note 3 Australian Government
financial assistance• Note 16 Property, plant andequipment• Note 4 State and Local Government
financial assistance• Note 19 Borrowings• Note 5 Fees and charges• Note 7 Other revenue• Note 13 Receivables and contract
assets• Note 15 Other non-financial
assets• Note 21 Contract and otherliabilities• Note 22 Other financial liabilities
Application of AASB 16 Leases
What has changed?		
AASB 16 Leases (AASB 16) sets out
the principles for the recognition,measurement, presentation anddisclosure of leases for both lessees
and lessors. AASB 16 introduces asingle accounting model for lesseesthat results in recognition of a rightof-use asset and lease liability for allleases, except short-term leases andlow value assets. Lessors continue
to classify leases as either operatingleases or finance leases.		

• Note 5 Fees and charges

Timing of change			At the initial application date of
1 January 2019, the Group has
adopted AASB 16 using the modified
retrospective approach, which
recognises the cumulative effectof applying the new standards as
an adjustment to opening retained
earnings and the comparative
information presented is not restated,and continues to be reported under theprevious standards.
Application of change
The Group has applied the following
practical expedients on transition to
AASB 16:• Relied on its assessment, conductedunder AASB 117 Leases prior to initial
application, of whether the contract
is or contains a lease.
• In applying the modified
retrospective approach, the Group
recognised right-of-use assets atthe date of initial application at an
amount equal to the lease liability,
adjusted for prepaid and accrued
lease payments.
• Treated leases expiring within
12 months of the date of initial
application as short-term leases.
• Applied single discount rate toportfolios of leases with reasonably
similar characteristics (the weighted
average incremental borrowing
rate applied to lease liabilities was
3.30%).

136 Annual Report 2019

• Excluded initial direct costs from themeasurement of right-of-use assets.
• Used hindsight to determine thelease term if the contract contains
options to extend or terminate thelease.		
Impact of change		The adoption of AASB 16 resulted ina change to the opening Statementof Financial Position as at 1 January
2019. Significant judgements andestimates were applied to account for
the transition adjustment, this included
those judgements and estimatesoutlined in Note 16 and determining
the discount rate to apply on transition.
The impact of the adjustment at 1
January 2019 is detailed below.
• $40.204 million net book amountof lessee finance leases werereclassified from leasehold property,
and $1.810 million net book amountreclassified from leased plantand equipment to right-of-use
assets within property, plant andequipment.
• $1.831 million was reclassified fromfinance lease liabilities to leaseliabilities.
• $4.449 million was reclassified
from prepayments within othernon-financial assets to right-of-use
assets within property, plant andequipment.
• Right-of-use assets totalling $63.368
million were recognised for the
first time, this was matched by therecognition of lease liabilities of thesame amount.
• $0.636 million was reclassified fromretained earnings to trade and otherpayables, relating to lease payments
expensed in the prior year.		
					
				

NOTE 1 STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
The following table provides a reconciliation of the lessee operating lease commitments disclosed as at 31 December 2018,
discounted using the Group's incremental borrowing rate at the date of initial application, to the lease liability recognised as at
1 January 2019.
Consolidated

University

2019
$’000

2019
$’000

Operating lease commitments disclosed as at 31 December 2018

52,70252,555

Discount using the Group's incremental borrowing rate at the date of initial application(8,678)(8,678)Sub-total

44,02443,877

Add: lessee finance lease liabilities recognised as at 31 December 2018

1,831

-

Add: leases recognised upon transition to AASB 16

7,465

7,465

Add: adjustments as a result of different treatment of extension and termination options

13,23013,230Less: adjustments to lease payments(1,236)(1,236)(115)

32

65,19963,368Add/(less): other variances
Lease liability recognised as at 1 January 2019

New and revised accounting standards and interpretations to be applied in future reporting periods
At the date of this report, new accounting standards and interpretations have been published that are not mandatory for thefinancial year ended 31 December 2019. Those which are expected to have a material impact on the Group’s future financial
reports are set out below. The Group does not plan to early adopt these standards. Application may result in material changes
to the Group’s future financial reports, however the quantitative effects of the Group adopting these standards has not yet been
determined.
Standard or interpretation

Effective for annual
reporting periods beginningon or after

Expected to be initiallyapplied in the financial
year ending

1 January 2020

31 December 2020

Service Concession Arrangements
AASB 1059 Service Concession Arrangements: Grantor was developed to addressinconsistency in current practice. The standard uses a control approach to assessing
service concession arrangements and requires grantors to recognise a service concession
asset and a corresponding liability. Management is currently assessing the effects ofapplying the new standard on the Group's financial statements.

Part Four: Financials

137

HOW WE ARE FUNDED
This section outlines the Group’s major revenue and income categories. At a glance for 2019, these are:36%

AustralianGovernment*

1%State and Local
Government1%

HECS-HELP
student
payments

38%

12%

Fees andcharges

Investment
income4%7%Consultancy andcontracts

Other
revenue* Australian Government funding is inclusive of Higher Education Loan Programs

NOTE 2 DISAGGREGATION OF REVENUE AND INCOME
The University monitors its financial performance using two financial measures, the ‘underlying result’ and ‘underlying EBITDA’.
Both measures reflect the capacity of the University to live within its means, by removing items that distort core operating
performance from the accounting result. A description of both measures can be found in the financial summary section of theAnnual Report.
The measures provide a safeguard against unexpected adverse events, ensure no cross subsidisation of operations frominvestments and allow management to assess current year performance consistently compared with prior years.
Management assesses performance of revenue and income in three categories which broadly align to the University's strategy.
These are Teaching and Learning, Research and Other. The table below provides a breakdown of revenue and income reported
in the Financial Statements against the three categories. 							Consolidated
Note

Australian Government financial assistance3

Teaching
andLearning

Research

Other

Total

2019
$’000

2019
$’000

2019
$’000

2019
$’000

588,575

467,747

4,328

1,060,650

31,139--31,139State and Local Government financial assistance

4887

28,754

9,842

39,483

Fees and Charges

5

1,008,928

11,46287,037

1,107,427

Other revenue

7

850

127,912

89,338218,100

9,998

104,694

8,866

123,558

Total revenue, income of not-for-profit entities and income from leasing

1,640,377

740,569

199,4112,580,357

Total revenue from contracts with customers

1,639,491

232,276

103,032

1,974,799

886

508,293

83,502592,681--

12,877

12,877

1,640,377

740,569

199,4112,580,357

HECS-HELP - student payments

Consultancy and contracts

Total income of not-for-profit entities
Income from leasing
Total revenue, income of not-for-profit entities and income from leasing

138 Annual Report 2019

NOTE 3 AUSTRALIAN GOVERNMENT FINANCIAL ASSISTANCE
Consolidated

Commonwealth Grant Scheme and other grants
Higher Education Loan Programs
Education research
Capital funding
Australian Research Council
Other Australian Government financial assistance
Total Australian Government financial assistance

University

Note

2019
$’000

2018
$’000

2019
$’000

2018
$’000

34.a
34.b
34.c
34.e
34.f

309,001
288,233
204,491
156
60,771
197,998
1,060,650

305,022276,740
197,530
1,471
82,425
182,976
1,046,164

309,001
288,233
204,491
156
60,771
198,048
1,060,700

305,022276,740
197,530
1,471
82,425
183,026
1,046,214

Key estimates and judgements								Significant judgement is applied to assess if a grant or contract is enforceable and contains sufficiently specific performanceobligations. The table below outlines the circumstances that must exist for consideration to be recognised as revenue from acontract with a customer.								Where grants or contracts are recognised over time, the input method of costs incurred-to-date will be used to measure progress
towards satisfaction of the performance obligation. The nature of the services or product and its satisfaction is directly related
to the expert knowledge used to provide the service or produce the product. Costs incurred-to-date mainly comprise salaries
accordingly, costs incurred-to-date is the best measure of the transfer of control over the service or product.
Accounting policy								Revenue is measured at the amount of consideration to which the Group expects to be entitled in exchange for transferringpromised goods or services to a customer. Specific revenue recognition criteria are set out below.
Revenue Type

Performance obligation

Timing of satisfaction

Commonwealth Grant Scheme andHigher Education Loan Programs

Provision of education services

Over time, as the student receives and consumes theeducational services

Education researchNone

On receipt or right to receive payment in accordance withAASB 1058		

Other grants (Note 34.a)/ Capital funding

To acquire or construct a non-financial asset.
Typically we receive capital funding to constructbuildings for example, educational facilities

Over time, as the building or facility is constructed.
Income is recognised to the extent of costs incurredto-date because the costs of construction are the best
measure of the stage of completion of the building.

Australian Research Council
and NHMRC (included in Other
Australian financial assistance)

None

On receipt or right to receive payment in accordance withAASB 1058

Other grants / AustralianGovernment financial assistance

These categories meet the criteria to be recognised as a contract with a customer if the below facts andcircumstances exist. Otherwise, they are recognised on receipt or right to receive payment.
Provision of a final product. For example,
a conceptual framework with measures oran evaluation report containing data andrecommendations.

At the point-in-time when the final product is delivered.

Provision of a specific number of internships with anindustry partner.

At the point-in-time when each internship is completed.
Transaction price is the amount agreed with the customer
for each internship.

Delivery of services directly to the public, on behalfof the customer.

Over time as the service is delivered.

Provision of a non-exclusive license or IP to theknowledge created by the service.

Where the customer controls the benefit throughout theagreement term, the revenue will be recognised overtime as the service is provided.

Where the customer controls the benefit throughout theagreement term, the revenue will be recognised overtime as the service is provided.

If the benefit transfers at a point-in-time the revenue andassociated costs will be recognised at that point-in-time.

Part Four: Financials

139

NOTE 4 STATE AND LOCAL GOVERNMENT FINANCIAL ASSISTANCE
Consolidated
2019
$’000
Non-capital researchNon-capital otherTotal State and Local Government financial assistance

University

2018
$’000

30,455
9,028
39,48332,815
12,43045,245

2019
$’000

2018
$’000

30,455
9,028
39,48332,815
12,43045,245Key estimates and judgements								State and Local Government financial assistance is measured and recognised in accordance with the policy and judgements set
out in the other grants section of the table in the accounting policy section of Note 3.					NOTE 5 FEES AND CHARGES
Consolidated
Note

2019
$’000

University

2018
$’000

2019
$’000

2018
$’000

Course fees and charges
Fee-paying onshore overseas students
Continuing education *904,733
1,851

882,898
1,157

904,733
1,810

879,312
1,946

Fee-paying domestic postgraduate students *62,66965,02744,61647,455Fee-paying domestic undergraduate students *

1,505

1,018

1,505

1,018

Other domestic course fees and charges

28,44138,3994,598

20,639Sundry fees

16,152

10,20016,152

10,362

1,015,351

998,699

973,414960,732

5,812
6,329
18,16913,607
4,910
12,85130,398

5,630
3,823
6,248
11,918
11,974
5,052
11,94731,027

5,812
6,329
15,234
13,607
4,910
12,85132,855

5,630
3,823
6,248
9,373
11,974
5,057
11,94729,986

92,076

87,61991,59884,038

1,107,427

1,086,318

1,065,012

1,044,770

Total course fees and charges
Other non-course fees and charges
Student services and amenities fees from students
Hospital shared services fees
Parking fees
Rent/use of facilities charges
Student accommodation charges
Testing services
Veterinary services
Other
Total other non-course fees and charges

34.hTotal fees and charges* Course fees and charges exclude FEE-HELP payments which are disclosed in Note 3 and Note 34.b.

Key estimates and judgements								The existence of a sufficiently specific performance obligation, when it is satisfied and the amount of revenue to beallocated to each performance obligation involves significant judgement. The accounting policy below outlines thematerial performance obligations and, how and when these are satisfied.
Accounting policy								Course fees and charges revenue is recognised as the course is delivered to the student and is measured as the amount the Group
expects to be entitled to. Any fee waivers are recognised as a reduction in the amount of revenue recognised. Where revenue has
been received for programs or services to be delivered in the following year, these amounts are deferred as a contract liability.
Other non-course fees and charges are recognised as the service is delivered to the student or the public. For example, rent
and student accommodation revenue is recognised as the Group provides the accommodation or use of the space to thestudent or the public.

140 Annual Report 2019

NOTE 5 FEES AND CHARGES (CONTINUED)
Operating leases as lessor								When the Group acts as lessor, a lease is classified as an operating lease when, at inception, it does not transfer substantially all of
the risks and rewards incidental to ownership of the underlying asset. Indicators such as whether the lease is for the major part ofthe economic life of the asset are considered as part of this assessment. Payments received under operating leases are recognised
as income on a straight-line basis over the lease term, and form part of the line item called rent/use of facilities charges.
The Group has over 80 lease contracts, primarily related to properties. Rental contracts are typically made for fixed periods up
to 35 years, but may have extension options. Lease terms are negotiated on an individual basis and contain a wide range ofdifferent terms and conditions. These leases represent a low risk to the Group as the assets will not be transferred to the lessee
at the end of the lease, nor are the lessees provided an option to purchase the assets.
Service concession arrangements
The University has entered into a number of arrangements with the private sector for the provision of student
accommodation with terms between 38 and 42 years. Under terms of the project deeds, ownership of the student
accommodation facilities will transfer to the University on expiry. The student accommodation facilities are not recognised
as assets until ownership passes to the University at the expiry of the relevant arrangement. The University does not share
the relevant risks and rewards and is not involved in operational or financial decisions. In determining treatment of theservice concession arrangements the Group has determined any leases over land to be an operating lease.

NOTE 6 INVESTMENT REVENUE AND OTHER INVESTMENT INCOME
Consolidated
2019
$’000

University

2018
$’000

2019
$’000

2018
$’000

Investment revenue
Interest

18,135

15,993

17,912

15,439Dividends

206,852

159,011201,924

152,189

Other investment revenue

1,822

1,463

1,822

1,464

Total investment revenue

226,809

176,467

221,658

169,092

Other investment income
Gain/(loss) on financial assets and liabilities at fair value throughprofit or loss
Total other investment income

115,620(123,200)

115,620(123,200)

115,620(123,200)

115,620(123,200)

Total investment revenue and other investment income

342,429

53,267337,278

45,892

In 2019 total interest comprised $13.002 million (2018: $10.893 million) for financial assets at amortised cost and $5.133 million(2018:$5.100 million) for financial assets at fair value through profit or loss.
Accounting policy
Revenue Type

Recognition

Interest

Recognised taking into account the effective interest rates applicable to the financial assets

Dividends

Recognised when the Group has the right to receive payment

Gain/(loss) on financial assets
and liabilities at fair value
through profit or loss

Comprised of changes in fair value of the Group's investments in managed unit trusts (refer Note 14). It isalso comprised of changes in fair value of the Group's derivative financial assets and derivative financial
liabilities that are held for trading (refer Notes 14 and 22).

Part Four: Financials

141

NOTE 7 OTHER REVENUE
Consolidated
2019
$’000

University

2018
$’000

2019
$’000

2018
$’000

Donations and bequests

70,07960,05569,33259,539Non-government grants

90,711

81,402

90,77881,418Commercial sales

31,91235,88230,90034,274

Royalties, trademarks and licences
Other revenue
Total other revenue

3,624

2,902

3,624

3,154

21,774
218,100

22,124
202,365

23,671
218,305

23,265
201,650

Key estimates and judgements								The existence of a sufficiently specific performance obligation, when it is satisfied and the amount of revenue to beallocated to it involves significant judgement. The accounting policy below outlines the material performance obligations,
how and when these are satisfied.
Accounting policy								Revenue Type

Performance obligation

Donations andbequests

None

Nongovernment
grantsCommercial
sales

Other Revenue

Timing of satisfaction

Recognised on receipt, when there are no sufficiently specific performance obligations or it cannot
be identified when the obligation is satisfied. Typically, the stated purpose of the gift is not specificenough for the requirements of the standard. In the rare circumstance where a gift has a sufficiently
specific performance obligation revenue will be recognised when or as the obligation is satisfied.
The accounting policy and judgements are the same as the revenue type Other Grants in the accounting policy section of Note 3.

Provision of a play by
Melbourne Theatrecompany
Provision of fitness
services
Provision of childcare
services

142 Annual Report 2019

At a point-in-time, when the play has been delivered.

Revenue will be recognised evenly throughout the period of providing access to the fitness centre,
given the inputs are expended evenly throughout the period. The customer receives access to thecentre as it is provided.
Revenue will be recognised evenly throughout the period of providing care to the child, given the
inputs are expended evenly throughout the period. The child receives the care as it is provided.

COMPOSITION OF EXPENDITURE
This section outlines the Group's major expenditure categories. At a glance for 2019 these are:56%
Employeerelated
expenses

7%

Depreciation
andamortisation2%

Repairs andmaintenance1%

Finance costs

34%
Other
expenses

NOTE 8 EMPLOYEE RELATED EXPENSES
Consolidated
2019
$’000

University

2018
$’000

2019
$’000

2018
$’000

Academic
Salaries

615,616574,370

606,047

565,251

Contributions to superannuation and pension schemes

88,63282,44987,762

81,638

Payroll tax

33,40530,921

32,86230,375Workers' compensation

3,420

3,155

3,395

3,126

Long service leave

21,79815,92921,39815,691

Annual leave

50,86443,33350,75643,178

Other

2,537

1,624

2,556

1,609

816,272

751,781804,776

740,868

Salaries

465,689438,211442,793411,277

Contributions to superannuation and pension schemes

62,04659,084

59,81656,393

Payroll tax

24,32222,80922,972

21,242Workers' compensation

2,682

2,302

2,521

2,186

Long service leave

16,30913,01016,09012,515

Annual leave

40,51836,23940,38535,746

Other

6,306

14,417

4

8,072

617,872

586,072

584,581

547,4311,434,144

1,337,853

1,389,357

1,288,299

8,475

8,076

8,287

7,818

Total academic
Professional

Total professional
Total employee related expenses
Employee numbers
Full-time equivalent staff numbers (excluding casual staff)

Accounting policy
Employee benefits are expensed as the related service is provided.		

Part Four: Financials

143

NOTE 9 IMPAIRMENT OF ASSETS
Consolidated
2019
$’000

University

2018
$’000

2019
$’000

2018
$’000

Impairment of receivables

6,350

780

6,395

879

Other impairment losses

3,782

-

3,782

-

10,132780

10,177879

Total impairment of assets

Key estimates and judgements							The Group assesses impairment at each reporting date by evaluating conditions that may lead to impairment of assets. Wherean impairment trigger exists, the recoverable amount of the asset is determined. The recoverable amount is the greater of value
in use and fair value less costs to sell.
Where there is a clear impairment trigger for specific receivables these are recognised in the allowance for doubtful debts for
trade receivables. Additionally, the Group applies the simplified approach to estimate the allowance for doubtful debts for theremainder of the trade receivables. The Group does not track changes in credit risk, but instead recognises a loss allowancebased on lifetime expected credit losses at each reporting date. An expected credit loss (ECL) matrix is prepared incorporating
debtor carrying amounts by days past due category, with respective historical write-off rates and forward looking rates applied
to compute the ECL.
Application of the simplified approach to calculating ECLs requires significant judgement. The Group uses judgement in making
these assumptions and selecting the inputs to the ECL calculation, based on the Group’s past history, existing market conditions
and forward looking estimates at the end of each reporting period, specific to the debtors and the economic environment.
The simplified approach cannot be applied to loans to subsidiaries therefore, the general approach is used.		

NOTE 10 LOSS/(GAIN) ON DISPOSAL OF ASSETS
Consolidated
2019
$’000

University

2018
$’000

2019
$’000

2018
$’000

Carrying amount of disposed assets

421

6,284

421

6,254

Proceeds from sale of assets(223)(6,329)(223)(6,303)Net loss/(gain) on disposal of assets

198

(45)

198

(49)

Accounting policy
Property, plant and equipment, and intangible assets are derecognised when disposed of, or when their use is no longer
expected to produce future economic benefits. Any gain or loss on disposal is recognised in the Income Statement.

144 Annual Report 2019

NOTE 11 OTHER EXPENSES
Consolidated

University

2019
$’000

2018
$’000

Scholarships, grants and prizes

196,065

208,835

209,729

228,151

Non-capitalised equipment

26,41338,15026,41338,150Advertising, marketing and promotional expenses

19,224

15,882

17,057

13,207

Computer software and services

49,51040,40347,96338,906

Consumable materials

63,28858,18363,08357,700Contracted and professional services

290,854

273,129294,979

276,921

Course fees paid

5,071

75,868

5,071

75,868Rent / use of facilities

13,40526,472

13,18625,773

Travel, staff development and training

70,901

69,074

68,766

66,060Utilities and services

69,81966,712

69,07965,958Other expenses

64,48965,01655,78356,947

869,039

937,724

871,109715,490

Total other expenses

2019
$’000

2018
$’000

Accounting policy
Other expenses are recognised on an accruals basis.

ASSETS
Assets are resources controlled by the Group from which future economic benefits are expected to be realised. Assets heldby the Group at reporting date are:10%
Cash andcash
equivalents

3%

Receivables
and contract
assets29%
Otherfinancialassets1%

Othernon-financial
assets56%

Property, plantand equipment

1%

Intangible
assetsNOTE 12 CASH AND CASH EQUIVALENTS
Consolidated
2019
$’000

2018
$’000

University
2019
$’000

2018
$’000

Cash at bank and on hand

487,425

501,891

467,347

483,710

Deposits at call/term deposits

408,332

343,498

408,331

343,496

Cash and cash equivalents in the Statement of Financial Position
and Statement of Cash Flows

895,757

845,389875,678

827,206

Accounting policy
Cash and cash equivalents include cash on hand and at bank, at-call deposits, bank bills with a maturity of 90 days or less andbank overdrafts. Bank overdrafts are shown as a current liability within borrowings.

Part Four: Financials

145

NOTE 13 RECEIVABLES AND CONTRACT ASSETS
Consolidated
2019
$’000

University

2018
$’000

2019
$’000

2018
$’000

Current
Trade receivables

68,446

55,693

68,40051,147

Contract assets

6,665

-

6,665

-

Sundry debtors

119,834

91,451

119,606

90,700Less allowance for impaired receivables(7,894)(1,821)(7,891)(1,696)

Deferred Government contribution for superannuation

8,892

8,795

8,892

8,795

195,943

154,118

195,672

148,946

Sundry debtors

-

4,504

-

4,504

Less allowance for impaired receivables-(4,456)-(4,456)

Deferred Government contribution for superannuation

98,74095,56098,74095,560Total non-current receivables and contract assets

98,74095,60898,74095,608

Total receivables

294,683

249,726

294,412244,554

Total current receivables and contract assets
Non-current

Allowance for impaired receivables and contract assets
The movement in the allowance for impaired receivables during the year was as follows:
Consolidated
2019
$’000

University

2018
$’000

2019
$’000

2018
$’000

Movement in allowance for impaired receivables
Balance as at 1 January

6,277

6,020

6,152

5,689

-

553

-

414

Balance as at 1 January adjusted

6,277

6,573

6,152

6,103

Provision for doubtful debts and expected credit losses

6,174

174

6,247

49

Write off

(4,557)(470)(4,508)-

Balance at 31 December

7,894

6,277

7,891

6,152

Adjustment upon initial application of AASB 9Interest rate and credit risk
The Group’s receivables are non-interest bearing. Refer to Note 29 for information on credit risk.
The table below provides information about the credit risk exposure on the Group's receivables and contract assets using a provision matrix.
Consolidated - 2019

Not past
due$’000

Past due1-30 days$’000

Past due31-60 days$’000

Past due61-90 days$’000

Past due91-120 days$’000

Past due
121 days +
$’000

Total
$’000

Expected credit loss (ECL) rate

0.46%

3.22%

29.17%

5.78%

1.71%

46.60%

Estimated total gross carrying amountat default

103,770

6,411

4,631

1,279

3,372

12,286

131,749

480

206

1,351

74

58

5,725

7,894

Expected credit loss

146 Annual Report 2019

NOTE 13 RECEIVABLES AND CONTRACT ASSETS (CONTINUED)
Consolidated - 2018

Not past
due$’000

Past due1-30 days$’000

Past due31-60 days$’000

Past due61-90 days$’000

Past due91-120 days$’000

Past due
121 days +
$’000

Total
$’000

Expected credit loss (ECL) rate

5.07%

0.51%

0.94%

0.52%

1.64%

16.93%

Estimated total gross carrying amountat default

96,576

6,510

5,895

1,382

1,465

7,475

119,303

Expected credit loss

4,892

33

55

7

24

1,266

6,277

Accounting policy							Trade receivables		
These are recognised at their consideration less any provision for impairment. Trade receivables are generally due for settlement
within 30 days of the end of the month of invoice. Cash flows relating to short-term receivables are not discounted as the effect of
discounting is immaterial.
Contract assets								A contract asset is the Group's right to consideration, for the performance obligations it has satisfied, when that right isconditional on something other than the passage of time. The difference between a receivable and contract asset is whether it isconditional or unconditional. Typically, this occurs where the right to consideration is based on an agreed payment schedule. In
this case a contract asset is recognised when the performance obligation is satisfied however the right to consideration per thepayment schedule is in the future. For example, graduation services are delivered in December however, consideration is not due
until after the reporting date.				
The typical timing of receipts or the right to a receivable is in advance of providing the service. Consideration for the provision of
educational services, ancillary services, such as fitness, childcare, student accommodation and theatre, is received in advanceof providing the service. Additionally, grants and contracts are typically received in instalments with the first instalment due
when the contract is signed accordingly, a portion of the consideration is received or receivable prior to commencing the service,
resulting in a contract liability.
Sundry debtors								These are recognised at fair value and subsequently measured at amortised cost less any provision for impairment. Sundry
debtors include receivables within the investment portfolio, student debt, tax and other receivables. Receivables within theinvestment portfolio are recognised on trade date and student debtors are recognised on the date the student is assessed(students are assessed at the earliest of the invoice date, due date, and first payment date).
Allowance for impaired receivables and contract assets							Refer to Note 9 for details of the Group's impairment policies.
Deferred Government contributions for superannuation						The University has a number of employees who are members of the State Employees Retirement Benefits Scheme and theState Superannuation Fund administered by the Government Superannuation Office. These schemes are state super schemes
and are not available to future University employees. Funding to meet payments incurred will be provided to the University of
Melbourne by the Australian Government. The cost is shared between the State of Victoria and the Australian Government under
the States Grants (General Revenue) Amendment Act 1987. The University's obligation is limited to what is required to be paid forthat year. This is refunded from the Australian Government on an emerging cost basis.
At 31 December 2019, the State Superannuation Fund was carrying total liabilities for member benefits greater than the valueof the net market value of the plan’s assets, based on an actuarial valuation. As a result an unfunded superannuation liability
exists and is recognised in the financial statements of the Scheme. The University recognises a receivable from the AustralianGovernment in respect of unfunded superannuation schemes operated by the State Government, which offsets the deferred
Government superannuation present obligation recognised in the financial statements. As at 31 December 2019 the University’s
total unfunded superannuation liability determined by the Victorian Government Superannuation Office amounted to $107.632
million (2018: $104.355 million). Refer to Note 20 for the liability recorded. The increase/decrease in the asset and liability aredisclosed in the Comprehensive Income Statement.

Part Four: Financials

147

NOTE 14 OTHER FINANCIAL ASSETS
Consolidated
2019
$’000

University

2018
$’000

2019
$’000

2018
$’000

Current
Derivative financial asset (held-for-trading)

13,915-

13,915-

Total current other financial assets

13,915-

13,915-2,341,590

2,003,419

2,341,590

2,003,419

185,851

149,91764,99348,288

4,544

4,344

20,252

20,0522,531,985

2,157,680

2,426,835

2,071,759

Non-current
Financial assets at fair value through profit or loss
Financial assets designated at fair value through other comprehensive
incomeInvestments in subsidiaries
Total non-current other financial assets

Accounting policy							Management determines the classification of financial assets at initial recognition. The classification depends on the financial
asset’s contractual cash flow characteristics and the Group’s business model for managing them. The Group’s business model
refers to how it manages its financial assets in order to generate cash flows. The business model determines whether cash flows
will result from collecting contractual cash flows, selling the financial assets, or both.
Financial assets at fair value through profit or loss (FVTPL) 						Financial assets at FVTPL consists of the Group's investments in managed unit trusts. These instruments are required to bemeasured at FVTPL, due to their nature not being a basic lending arrangement given the returns are not solely principle andinterest.
Purchases and sales of investments are recognised on trade date, the date on which the Group commits to purchase or sell theasset. Financial assets at FVTPL are carried in the Statement of Financial Position at fair value with net changes in fair value
recognised in the Income Statement. Financial assets are derecognised when the right to receive cash flows expires or aretransferred, and the Group transfers substantially all the risks and rewards of ownership. Upon derecognition the gain or loss isrecognised in the Income Statement.
Financial assets designated at fair value through other comprehensive income (FVOCI)			
Financial assets designated at FVOCI consists of the Group's investments in other companies. The interests are classified as
equity and the Group irrevocably elected to measure these assets at FVOCI (on the basis that they are not held-for-trading).
Financial assets designated at FVOCI are carried in the Statement of Financial Position at fair value with net changes in fairvalue recognised in other comprehensive income. Gains or losses on these financial assets are never recycled to the Income
Statement. These financial assets are not subject to impairment testing. Dividends are recognised as investment revenue in the
Income Statement when the right of payment has been established, except when the Group benefits from such proceeds as arecovery of part of the cost of the financial asset, in which case, such gains are recorded as OCI.		
Investments in subsidiaries
Investments in subsidiaries are carried at fair value. Where a fair value is not readily available, investments are carried at
the lower of cost and recoverable amount. There are a number of immaterial subsidiaries that are not consolidated, as suchinvestment in these entities are not eliminated from the Consolidated entity. Refer to Note 28 for further details.		
Derivative financial assets (held-for-trading)
Derivative financial assets (held-for-trading) are comprised primarily of FX forwards used to assist the Group's foreign currency
risk management. These have not been designated as a hedging relationship. Where the derivative is in a positive position at theend of the reporting period these are reported as financial assets. Derivative financial assets (held-for-trading) are carried in theStatement of Financial Position at fair value with net changes in fair value recognised in the Income Statement.

148 Annual Report 2019

NOTE 15 OTHER NON-FINANCIAL ASSETS
Consolidated
2019
$’000

University

2018
$’000

2019
$’000

2018
$’000

Current
Prepayments

55,73038,72254,89337,804

Accrued income

1,451

10,488

1,451

10,488

Other

2,492

2,714

2,342

2,199

59,67351,92458,68650,491

Prepayments

1,661

5,829

1,661

5,829

Total non-current other non-financial assets

1,661

5,829

1,661

5,829

Total other non-financial assets

61,33457,75360,34756,320Total current other non-financial assets
Non-current

Accounting policy							Prepayments are recognised when payment is made in advance of receiving goods or services.
Accrued income is recognised when the good or service has been provided but not yet invoiced for transactions that are notcontracts with customers.

Part Four: Financials

149

NOTE 16 PROPERTY, PLANT AND EQUIPMENTLand

Buildings

Library collections

Works of art andother collections

$’000

$’000

$’000

$’000

-

-

130,496-

1,462,601

2,277,005-

341,616-(26,572)(70,905)(26)

1,462,601

2,250,433

59,591

341,590

1,462,601

2,250,433

59,591

341,590

Additions

14,887

8,525

1,779

559

Disposals

-

-

(29)

(75)

(9,954)

3,948-

10,233

Depreciation-(86,117)(6,328)-Transfer from construction in progress-

106,504--

Write-ups/transfers/(write-offs)

-

578

-

-

1,467,534

2,283,871

55,013352,307--132,204-

1,467,534

2,391,167-

352,333-(107,296)(77,191)(26)

1,467,534

2,283,871

55,013352,307

1,467,534

2,283,871

55,013352,307

-

-

-

-

1,467,534

2,283,871

55,013352,307

Additions

19,100-1,453

11,048

Disposals

-

-

(81)

-

162,417

211,118-

2,768

Depreciation-(97,322)(6,208)-Transfer from construction in progress-

325,223--

Write-ups/transfers/(write-offs)

-

22

-

-

1,649,051

2,722,912

50,177366,123--

133,455-

1,649,051

2,727,351-

366,123-(4,439)(83,278)-

1,649,051

2,722,912

50,177366,123

Consolidated

At 1 January 2018
− Cost− Valuation
Accumulated depreciation
Net book amountYear ended 31 December 2018
Opening net book amount

Revaluation increment/(decrement)

Closing net book amountAt 31 December 2018
− Cost− Valuation
Accumulated depreciation
Net book amountYear ended 31 December 2019
Opening net book amount
Adjustment on initial application of AASB 16
Opening net book amount adjusted

Revaluation increment/(decrement)

Closing net book amountAt 31 December 2019
– Cost– Valuation
Accumulated depreciation
Net book amount

150 Annual Report 2019

Plant andequipment

Leased plant andequipment

Constructionin progress

Right-of-use

Leasehold property

assets

Total

$’000

$’000

$’000

$’000

$’000

$’000

374,853

83,6888,767

116,065-

713,869

-

-

-

-

-

4,081,222(314,737)(27,663)(8,015)--(447,918)

60,11656,025752

116,065-

4,347,173

60,11656,025752

116,065-

4,347,173

32,841-

1,767

292,552-

352,910

(141)

-

-

-

-

(245)

-

-

-

-

-

4,227

(26,453)(3,097)

(709)

-

-

(122,704)

2,992

8,150

-

(117,646)

-

-

-

-

-

(56)

-

522

69,35561,078

1,810

290,915-

4,581,883

405,442

91,6309,907

290,915-930,098

-

-

-

-

-

4,211,034(336,087)(30,552)(8,097)--(559,249)

69,35561,078

1,810

290,915-

4,581,883

69,35561,078

1,810

290,915-

4,581,883-(40,204)(1,810)-109,831

67,817

69,35520,874-

290,915

109,8314,649,700

27,587

29-

146,1363,950

209,303

(390)

-

-

-

(1,871)(2,342)

-

-

-

-

-

376,303(29,572)(2,821)--(14,046)(149,969)

327

9,836

-

(335,386)

-

-

49

-

-

(278)

-

(207)

67,356

27,918-101,387

97,864

5,082,788

401,972

40,047-

101,387

112,434

789,295

-

-

-

-

-

4,742,525(334,616)(12,129)--(14,570)(449,032)

67,356

27,918-101,387

97,864

5,082,788

Part Four: Financials

151

NOTE 16 PROPERTY, PLANT AND EQUIPMENT (CONTINUED)
Land

Buildings

Library collections

Works of art andother collections

$’000

$’000

$’000

$’000

-

-

130,496-

1,378,560

2,222,509-

341,474-(24,132)(70,905)-

1,378,560

2,198,377

59,591

341,474

1,378,560

2,198,377

59,591

341,474

Additions

14,886

7,729

1,779

559

Disposals

-

-

(29)

(75)

(13,567)--

10,233

Depreciation-(83,434)(6,328)-Transfer from construction in progress-

100,271--

Write-ups/transfers/(write-offs)

-

578

-

-

1,379,879

2,223,521

55,013352,191--

132,204-

1,379,879

2,327,388-

352,191-(103,867)(77,191)-

1,379,879

2,223,521

55,013352,191

1,379,879

2,223,521

55,013352,191

-

-

-

-

1,379,879

2,223,521

55,013352,191

Additions

19,100-

1,452

11,048

Disposals

-

-

(81)

-

133,217

209,484-

2,769

Depreciation-(94,497)(6,208)-Transfer from construction in progress-

325,136--

Write-ups/transfers/(write-offs)

-

22

-

-

1,532,196

2,663,666

50,176

366,008--

133,454-

1,532,196

2,663,666-

366,008--(83,278)-

1,532,196

2,663,666

50,176

366,008

University

At 1 January 2018
− Cost− Valuation
Accumulated depreciation
Net book amountYear ended 31 December 2018
Opening net book amount

Revaluation increment/(decrement)

Closing net book amountAt 31 December 2018
− Cost− Valuation
Accumulated depreciation
Net book amountYear ended 31 December 2019
Opening net book amount
Adjustment on initial application of AASB 16
Opening net book amount adjusted

Revaluation increment/(decrement)

Closing net book amountAt 31 December 2019
– Cost– Valuation
Accumulated depreciation
Net book amount

152 Annual Report 2019

Plant andequipment

Leased plant andequipment

Constructionin progress

Right-of-use

Leasehold property

assets

Total

$’000

$’000

$’000

$’000

$’000

$’000

361,489

83,643

6,287

110,592-

692,507

-

-

-

-

-

3,942,543(305,960)(27,652)(6,287)--(434,936)

55,52955,991-

110,592-

4,200,114

55,52955,991-

110,592-

4,200,114

32,724--

287,680-

345,357

(110)

-

-

-

-

(214)

-

-

-

-

-

(3,334)(25,618)(3,095)---(118,475)

-

8,151

-

(108,422)

-

-

-

-

-

-

-

578

62,52561,047-

289,850-

4,424,026

389,21291,5856,287

289,850-

909,138

-

-

-

-

-

4,059,458(326,687)(30,538)(6,287)--(544,570)

62,52561,047-

289,850-

4,424,026

62,52561,047-

289,850-

4,424,026-(40,204)--

108,02167,81762,525

20,843-289,850

108,021

4,491,843

27,502

29-

145,861

3,437

208,429

(341)

-

-

-

(1,464)(1,886)

-

-

-

-

-

345,470(28,747)(2,818)--(13,480)(145,750)

-

9,836

-

(334,972)

-

-

-

-

-

-

-

22

60,93927,890-100,739

96,514

4,898,128

390,303

40,003-

100,739

109,887774,386

-

-

-

-

-

4,561,870(329,364)(12,113)--(13,373)(438,128)

60,93927,890-100,739

96,514

4,898,128

Part Four: Financials

153

NOTE 16 PROPERTY, PLANT AND EQUIPMENT (CONTINUED)
							Keyestimates and judgements
		
Depreciation and amortisation
The estimation of useful lives, residual value, depreciation and amortisation methods require significant judgement andare reviewed annually.
Depreciation is provided on a straight-line basis on all tangible fixed assets other than land, construction in progress,
works of art and other collections, none of which are depreciated.
The University’s depreciation rates are:
Buildings• Structure/shell/building fabric 2.5%

Plant and equipment• Motor vehicles 20%

Library collection• Monographs 5%• Site engineering services/central
plant 4%

• Furniture 10%• Periodicals 3.33%• Fit out 8%• General equipment 25%• Audio-visual materials 20%• Scientific equipment:· Large research equipment 20%· Other scientific equipment 33.33%

Leasehold property• Amortised over the shorter of thelease term and useful life of theproperty.

• Trunk reticulated building systems 5%
Since 2009, newly constructedbuildings are componentised into
the above four categories. For noncomponentised buildings, a single
asset is recorded against the Structure/
shell/building fabric category.

• Computing equipment 33.33%• Leased plant and equipment 25%

Right-of-use assets• Depreciated over the shorter of thelease term and useful life of the asset.

There were no changes to depreciation rates in 2019. Assets are depreciated from the date of purchase until the shorter ofthe end of useful life and the date of disposal.
Right-of-use assets			
Judgement is required to assess whether a contract is, or contains, a lease. Assessment is made when the contract isentered into, and is completed on a lease-by-lease basis. Areas of judgement include determining whether there is an
identified asset, whether the Group will obtain substantially all of the economic benefits from use of the asset, whether
the Group has the right to direct the use of the asset, and whether it is reasonably certain lease extension and termination
options will be exercised.
Accounting policy			Property, plant and equipment costing $10,000 or more iscapitalised. Items under $10,000 are expensed, with the
exception of works of art and other collections and library.
There has been no change to the capitalisation thresholdin 2019. 		
Each class of property, plant and equipment is carriedat cost or fair value less any accumulated depreciationand impairment losses. Valuation techniques andsignificant unobservable inputs used in measuring thefair value of property, plant and equipment are disclosed
in Note 30.
Revaluation increments and decrements are recognisedin the asset revaluation reserve on an asset class basis,
except to the extent an increment reverses a revaluation
decrement in respect of that class of asset previously
recognised as an expense. Revaluation reserves are nottransferred to retained earnings on derecognition of therelevant asset but retained within the asset revaluation
reserve. 						154 Annual Report 2019Land and buildings				Land and buildings are initially recorded at cost, which isconsidered to equate to fair value. Subsequent to initialrecognition, land and buildings are recognised at fair value.
At the date of revaluation any accumulated depreciation iseliminated against the gross carrying amount of the asset,
which is then restated to the revalued amount of the asset.
Formal revaluations are performed every five years byindependent valuers. In addition, desktop valuations areundertaken in intervening years to mitigate the risk of any
material change. The carrying value of land and buildings
is reviewed annually to assess whether there has beena material change in the valuation of land and buildings
required to be recorded in the financial statements.
A number of the Group's owned assets are subject to an
operating lease (with the Group as lessor). The valueof land and buildings subject to an operating lease isinsignificant compared to the Group's total land andbuildings.
					
			

NOTE 16 PROPERTY, PLANT AND EQUIPMENT (CONTINUED)
Works of art and other collections		
Works of art and other collections are measured at fairvalue and are valued on a six year cyclical basis. A rolling
valuation plan is in place for valuing these collections.

Right-of-use assets
Right-of-use assets are recognised at cost, less any
accumulated depreciation and impairment losses, where
the lease term is more than 12 months and the cost of
the underlying asset is $10,000 or more, that is they are
not short-term leases or low-value assets. Cost is initiallymeasured at the value of the lease liability adjusted forlease payments made before commencement date. Leaseliabilities are presented within Note 19 Borrowings.

Library collection		The general library collection, which excludes the rare bookcollection and electronic publications, is recorded at costless any accumulated depreciation and, where applicable,
any impairment losses. The rare book collection is included
as part of other collections and electronic publications areincluded as intangible assets.
Plant and equipment			
Plant and equipment, which includes motor vehicles,
furniture and all equipment with exception to leased
equipment, is recorded at cost less depreciation and, whereapplicable, any impairment losses.
Leasehold property		
Leasehold property is recorded at cost less amortisation and,
where applicable, any impairment losses. Leasehold property
includes improvements made to leased properties. Prior to 1
January 2019 leasehold property also included leases where theGroup was lessee that were classified as finance leases. These
finance leases have been reclassified to right-of-use assets aspart of the implementation to AASB 16 (refer Note 1.6).
Leased plant and equipment
From 1 January 2019 this no longer applies due to theadoption of AASB 16 (refer Note 1.6). Plant and equipment
held under a finance lease arrangement is initially
recorded in the Statement of Financial Position at thelower of the fair value of the leased plant and equipment
and the present value of minimum lease payments.

The Group applies the above policy equally toconcessionary, or peppercorn, leases. This option under
AASB 16 was adopted rather than valuing the right-of-use
asset at fair value at inception of the lease. The Group hasover 60 leases, of which only six are concessionary leases,
and owns over 80 further properties. The concessionary
leases range in terms from 3 to 50 years. None of the six
concessionary leases relate to the Group's main campuses
and as such the Group considers its dependency on theseleases to be low.
Subsequent costs
Subsequent expenditure is capitalised only if it is probable that
future economic benefits associated with the expenditure willflow to the Group. The costs of servicing property, plant andequipment are expensed in the period they are incurred.
Contributions received or paid for buildings
Contributions are both received from and made to third
parties towards the construction of buildings in exchange
for the right to occupy space. Contributions received
are treated as joint operations where evidence of joint
control exists. Each party only recognises their shareof the building. There is no change to the treatment ofcontributions received from the application of AASB 16.

Construction in progress
Construction in progress is recorded in the Statement of
Financial Position at cost. Capital expenditure relating to
the refurbishment of buildings which adds value, rather
than maintaining the value of the buildings, is included inconstruction in progress. When construction projects arecompleted, the balance within construction in progress istransferred to buildings.

Contributions paid to third parties were previously treatedas finance leases, where an assessment was made that therisks and rewards incidental to ownership are transferredto the Group on making the contribution. From 1 January
2019, these are accounted for as leases under AASB 16, andare now classified as right-of-use assets.

16.a Right-of-use assets by class of asset
The Group has leases for a number of different types of assets including land, buildings and equipment. The right-of-use asset
column, in the main tables above, display the combined amounts for all asset types. In order to assist with the understanding of
the Group's leases, the table below splits the right-of-use assets by asset type for key balances.
Consolidated

University
Buildings
2019
$'000

Plant andEquipment
2019
$'000

8

3,340

89

3,437

(14,046)(261)(12,975)(244)(13,480)

97,864

4,607

91,768139

96,514

Buildings
2019
$'000

Plant andEquipment
2019
$'000

8

3,340

602

3,950

Depreciation(261)(12,975)(810)

Net book amount

4,608

91,768

1,488

Land
2019
$'000
Additions

Total
2019
$'000

Land
2019
$'000

Total
2019
$'000

Part Four: Financials

155

NOTE 17 INTANGIBLE ASSETS
Consolidated
Software$’000

Electronic
library$’000

University
Total
$’000

Software$’000

Electronic
library
$’000

Total
$’000

At 1 January 2018
Cost

112,767

33,759146,526

112,767

26,852

139,619

Accumulated amortisation(75,720)(27,441)(103,161)(75,720)(21,598)(97,318)

Net book amount37,047

6,318

43,36537,047

5,254

42,301

Opening net book amount37,047

6,318

43,36537,047

5,254

42,301

Additions

17,046

4,153

21,19917,046

3,793

20,839Amortisation(14,854)(3,405)(18,259)(14,854)(2,711)(17,565)

Closing net book amount

39,2397,066

46,30539,2396,336

45,575

Cost

129,813

38,192

168,005

129,81331,002160,815

Accumulated amortisation(90,574)(31,126)(121,700)(90,574)(24,666)(115,240)

Net book amount

39,2397,066

46,30539,2396,336

45,575Opening net book amount

39,2397,066

46,30539,2396,336

45,575Additions

19,764

14,76934,533

19,764

13,70433,468

Amortisation(15,573)(3,163)(18,736)(15,573)(2,552)(18,125)-(3,793)(3,793)-(3,793)(3,793)43,43014,87958,30943,43013,695

57,125

Cost

149,577

87,252

236,829

149,577

84,399233,976

Accumulated amortisation(106,147)(72,373)(178,520)(106,147)(70,704)(176,851)

43,43014,87958,30943,43013,695

57,125

Year ended 31 December 2018Year ended 31 December 2018Year ended 31 December 2019

Write-ups / transfers / (write-offs)
Closing net book amountAt 31 December 2019

Net book amountAccounting policy and key estimates
Asset Type

Recognition

Software

Major computer software is recognised at cost less amortisation and, where applicable, any
impairment losses. With the exception of the research phase of development, all allowable costs arecapitalised in the year they are incurred. Amortisation is provided ona straight-line basis at rates between 14.29% and 33.33% (2018: 14.29% and 33.33%).

Electronic library

Electronic library materials are acquired from third parties. They are recognised at cost andamortised on a straight-line basis at 25% (2018: 25%).

156 Annual Report 2019

LIABILITIES AND EQUITY
Liabilities are present obligations of the Group, which are expected to result in an outflow of future economic benefits.
Equity is the residual interest in the assets of the Group, after deducting all its liabilities. Liabilities and equity held by theGroup at the reporting date are:									Liabilities

8%

Trade and otherpayables

34% 20% 36%
Borrowings

Provisions

Contract andother liabilities

2%

Other financial
liabilities

Equity68% 32%
Reserves

Retained
surplus

NOTE 18 TRADE AND OTHER PAYABLES
Consolidated
2019
$’000

University

2018
$’000

2019
$’000

2018
$’000

Current
Trade creditors

61,97256,89355,89750,428Sundry creditors

40,84535,49237,057

31,954

Accrued expenses

58,69968,99159,593

66,348OS-HELP liability to Australian Government

2,334

2,708

2,334

2,708

Total current trade and other payables

163,850

164,084

154,881

151,438

Accounting policy							Payables represent liabilities for goods and services provided to the Group prior to the reporting date, which are unpaid.
The amounts are unsecured and are usually paid within 30 days commencing from the month following recognition.
Accrued expenses relate to expenses incurred not yet invoiced.

Part Four: Financials

157

NOTE 19 BORROWINGS
Consolidated
2019
$’000

University

2018
$’000

2019
$’000

2018
$’000

Current
Unsecured bank borrowings

5,058

4,948

5,058

4,700

-

623

-

-

Lease liabilities

12,949-11,564-

Other borrowings

976

-

976

-

18,983

5,571

17,5984,700

Unsecured bank borrowings

17,45922,517

17,45922,517

Unsecured bonds

625,218

623,940625,218

623,940

-

1,208

-

-

Lease liabilities

43,719-43,719-Other borrowings

6,573

8,494

6,573

8,803

Total non-current borrowings

692,969

656,159

692,969

655,260

Total borrowings

711,952

661,730

710,567

659,960

Finance lease liabilities

Total current borrowings
Non-current

Finance lease liabilities

Unsecured bank borrowings									The University borrowed $60.000 million which was fully drawn down in 2008. The interest rate is 7.03% fixed for the 15 year term. The
amortised cost at 31 December 2019 is $22.517 million (2018: $27.217 million).
Unsecured bonds									In 2014 the University issued domestic Australian dollar Medium Term Notes (MTN) to the value of $250.000 million. The bond coupon
rate is 4.25% fixed for seven years. The amortised cost at 31 December 2019 is $249.161 million (2018: $248.623 million).
In 2017 the University issued domestic Australian dollar MTN to the value of $100.000 million. The bond coupon rate is 4.25% fixed for
25 years. The amortised cost at 31 December 2019 is $99.618 million (2018: $99.614 million).
The University completed an offering in the US Private Placement market during 2015. This comprised four tranches of senior notes
totalling the equivalent of $274.300 million AUD. $41.250 million AUD was issued for 20 years (5.42% fixed interest) with three further
tranches issued in 2016. These were made up of $30.000 million AUD for 20 years (5.48% fixed interest), $20.000 million AUD for 25 years(5.49% fixed interest) and $131.000 million USD for 30 years (4.40% fixed interest). The repayment date is at the end of the respective
tranche tenures. The amortised cost at 31 December 2019 totals $276.439 million (2018: $275.703 million).
Loan covenant									Borrowings are not subject to covenants apart from an annual requirement to supply the Group’s audited financial statements
and budget.
Lease liabilities									The Group has lease contracts as lessee for various properties and equipment. Rental contracts are typically made for fixed periods
between 1 and 30 years, but may have extension options. There are two leases with a term of 50 years. Lease terms are negotiated on
an individual basis and contain a wide range of different terms and conditions.
The committed future cash outflows, for leases not yet commenced totals $1.715 billion. This primarily relates to Melbourne Connect,
which is due to commence in 2020 and has a 42 year lease term. The future cash outflows for Melbourne Connect have been calculated
as the total payments expected to be made over the 42 year lease term. It is expected that a lease liability of approximately $670.000
million will be recognised in 2020, when the lease commences.							The Group expects to pay undiscounted contractual cash flows of $11.859 million in less than one year, $32.024 million between one
and five years, and $22.534 million in more than five years.
							

158 Annual Report 2019

NOTE 19 BORROWINGS (CONTINUED)
Reconciliation of liabilities to cash flows arising from financing activities
2019

2018
Total

Long term
borrowings$’000

Financeleaseliabilities$’000

725,098

641,609756

642,365(11,554)(17,447)

(576)

(692)

(1,268)

-

1,716

1,716

-

-

-

Foreign exchange movement

692

-

692

18,318-18,318

Amortised cost changes

586

2,147

2,733

548

-

548

-

(840)

(840)

-

1,767

1,767

655,284

56,668711,952

659,899

1,831

661,730

Total

Long term
borrowings
$’000

Lease
liabilities$’000

Balance at 1 January659,899

65,199Cash flows(5,893)

Consolidated

Net non-cash additions/disposals

Other
Balance at 31 December

$’000

$’000

Key estimates and judgements									Judgement is required to assess whether a contract is, or contains, a lease, these are outlined in Note 16.		
Accounting policy							Borrowings
Borrowings are initially recognised at fair value net of transaction costs and subsequently measured at amortised
cost. Using the effective interest rate method, any difference between the proceeds, net of transaction costs and theredemption amount, is recognised in the Income Statement over the term of borrowings.
Borrowings are removed from the Statement of Financial Position when the obligation specified in the contract isdischarged, cancelled or expired.
Finance lease liabilities
From 1 January 2019 this no longer applies due to the application of AASB 16 (refer Note 1.6). A finance lease is recognised
when the Group, as lessee, has substantially all the risks and rewards of ownership. Finance leases are capitalised atinception of the lease at the lower of the fair value of the leased property and the present value of the minimum lease
payments. Corresponding rental obligations, net of finance charges, are included in current and non-current borrowings.
Each lease payment is allocated between the liability and the finance costs. The finance cost is charged to the Income
Statement over the lease period so as to produce a constant periodic rate of interest on the remaining balance of theliability for each period.
Lease liabilities
Short-term leases and low-value assets are recognised as an expense on a straight-line basis over the lease term.
Lease liabilities are recognised as the present value of unpaid lease payments at the commencement date of the lease,
where the lease term is more than 12 months and the cost of the underlying asset is $10,000 or more, that is they are not
short-term leases or low-value assets. To calculate the present value, the unpaid lease payments are discounted using
the interest rate implicit in the lease, or if that cannot be readily determined, the incremental borrowing rate, at thecommencement date of the lease. Key payments included in the measurement of the lease liabilities for the Group include
fixed payments, lease incentives, and variable lease payments that depend on an index or a rate.
Subsequently, the lease liability is measured at amortised cost using the effective interest rate method, resulting ininterest expense being recognised as a borrowing cost in the Income Statement. The lease liability is remeasured when
there are changes in future lease payments arising from a change in an index or rate with a corresponding adjustment to
the right-of-use asset. Right-of-use assets are presented in Note 16 property, plant and equipment.

Part Four: Financials

159

NOTE 20 PROVISIONS
Consolidated
Note

2019
$’000

University

2018
$’000

2019
$’000

2018
$’000

Current
Current provisions expected to be settled within 12 months
Employee benefits:– Annual leave

72,691

65,217

69,98362,070– Long service leave

26,481

23,80722,754

20,167

8,892

8,795

8,892

8,795

WorkCover claims

1,756

1,824

1,756

1,824

Restructure

5,360

10,5794,876

10,014

115,180

110,222108,261

102,870– Annual leave

26,731

20,557

26,731

20,557– Long service leave

122,205

112,194

122,205

112,194

148,936

132,751

148,936

132,751

264,116

242,973

257,197

235,62139,814

31,78639,34331,05598,74095,56098,74095,560

7,989

7,083

7,989

7,083

Total non-current provisions

146,543

134,429

146,072

133,698

Total provisions

410,659

377,402403,269

369,319

WorkCoverclaimsRestructure

Total

$'000

$'000

$'000

– Deferred Government superannuation obligation

13

Current provisions expected to be settled after more than 12 months
Employee benefits:

Total current provisions
Non-current
Employee benefits:– Long service leave– Deferred Government superannuation obligation
WorkCover claims

13

Movements in provisions (other than employee benefits)
Consolidated – 2019

8,907

10,57919,486

838

5,271

6,109

Amounts used-

(4,738)(4,738)

Unused amounts reversed-(5,752)(5,752)

Balance at 31 December

9,745

5,360

15,105

Balance at 1 January
Additional provisions recognised

160 Annual Report 2019

NOTE 20 PROVISIONS (CONTINUED)
Key estimates, judgements and accounting policy
Employee benefits
At the reporting date, provision is made for employee benefit liabilities including annual leave and long service leave,
arising from services rendered by employees.
Employee benefits expected to be settled within 12 months are measured at the amounts expected to be paid when theliability is settled plus related on-costs. Employee benefits not expected to be settled within 12 months are measured at
the present value of the estimated future cash flows for those benefits.
Regardless of the expected timing of settlements, provisions made in respect of employee benefits are classified as acurrent liability, unless there is an unconditional right to defer the settlement of the liability for at least 12 months after
the reporting date, in which case it would be classified as a non-current liability.
An estimate based on the past pattern is made for the probability of leave that will be taken within 12 months
and after 12 months.
Long service leave									Liabilities for long service leave are discounted to determine the present value of expected future payments to be madein respect of services provided by employees up to the reporting date. The discount rate of 1.2% (2018: 2.1%) is based on
average Indicative Mid Rates of Commonwealth Government Securities. Consideration is given to expected future salarylevels, the pattern of employee departures and periods of service.
Deferred government superannuation obligation
Refer to Note 13 for the accounting policy relating to deferred Government superannuation obligations.
Employee contributory superannuation funds managed outside of the University exist to provide benefits for the Group's
employees and their dependents on retirement, disability or death of the employee. The contributions made to thesefunds are recorded in the Income Statement.
WorkCover									The University is a Self Insurer for Workers’ Compensation and WorkCover. A provision is recognised representing an
estimate of the total outstanding liability for workers’ compensation claims. The value of the provision is based on an
actuarial assessment carried out at reporting date. Significant estimates in the actuarial valuation include number ofclaims and cost per claim, and have been estimated based on an analysis of past experiences.
Restructure									Provisions for restructuring are recognised where the costs of restructure are measurable, there is a present obligation and steps
have been taken to implement a detailed plan, including discussions with affected personnel, prior to reporting date.

NOTE 21 CONTRACT AND OTHER LIABILITIESConsolidated
2019
$’000

University

2018
$’000

2019
$’000

2018
$’000

Current
Australian Government unspent financial assistance

10,280196,226

10,156

196,097

Contract liability - grants and contracts

81,082

98,97381,082

98,973Contract liability - Student fees

113,261

94,442

108,846

89,832

Deferred income

30,953

23,58930,953

23,589Refund liability

11,800-11,800-Total current

247,376

413,230

242,837

408,491

489,934

339,530

489,934

339,530

Non-current
Deferred income

22,500-22,500-Total non-current

Contract liability - other

512,434

339,530

512,434

339,530

Total contract and other liabilities

759,810752,760

755,271748,021

Part Four: Financials

161

NOTE 21 CONTRACT AND OTHER LIABILITIES (CONTINUED)
Key estimates, judgements and accounting policy
Australian Government unspent financial assistance are amounts billed in accordance with contracts with the AustralianGovernment, but where the Group has not yet provided the service; and also includes unspent Higher Education Loan Program(HELP) funds. The liability represents the Group's obligation to provide educational services to students or to refund cash to theAustralian Government.
Contract liabilities arise from contracts with customers and represent amounts billed in accordance with customer contracts, butwhere the Group has not yet provided a good or service. Contract liabilities are recognised as revenue when the Group provides
the customer with the good or service.		
Deferred income is consideration received upfront under contracts relating to student accommodation. The liability represents
an obligation to transfer rights evenly over the contact term, of between 40 and 42 years.
A refund liability exists where the Group has an obligation to pass cash to the funding body or third party, typically where there
are unspent funds at the termination of the agreement.
Unsatisfied performance obligation									Remaining performance obligations represent services the Group has promised to provide to customers under contracts relating to thetransfer of services or goods for the customers' own use. The remaining performance obligations can be categorised as follows
Performance obligation

Unsatisfied when

Satisfied when

To acquire or construct a non-financial
asset. Primarily, we receive capital funding toconstruct buildings for example, educational
facilities.

The non-financial asset has not been
constructed, is partially constructed or has
not been acquired. There are two material
grants in this category for the Stawell
Laboratory and the Menzies Institute. Theseare presented in Note 33.a. Both facilities
are due to be fully constructed in 2020.
Has not been delivered

As the asset is constructed orwhen it is acquired.

Delivery of services on behalf of the customer

Represents services that have not beendeliveredAs the service is delivered. The remaining
services will be fully satisfied during 2020.

Provision of a non-exclusive license or IP

Represents services that have not beendeliveredAs the service is delivered. The remaining
services will be fully satisfied during 2020.

Provision of a final product

The final product is delivered.

The transaction price is allocated using the input method of costs incurred-to-date. The nature of the services or product andits satisfaction is directly related to the expert knowledge used to provide the service or produce the product. Costs incurred-todate mainly comprises salaries accordingly, costs incurred-to-date is the best measure of the transfer of this knowledge i.e. thesatisfaction of the performance obligation.
As permitted under the transitional provisions in AASB 15, the transaction price allocated to partially unsatisfied performanceobligations as of 31 December 2018 is not disclosed.
21.a Assets and liabilities related to contracts with customers
The Group has recognised the following assets and liabilities related to contracts with customers:
Consolidated
Current

Opening balance
Revenue recognised

Non-current

Contract
assetsContract
liabilities

Contract
liabilities

2019
$’000

2019
$’000

2019
$’000

-

389,641-

6,665(198,995)-

Adjustment to opening retained earnings*-(149,810)-

Reclassification-(11,800)-

Additional liability
Total contract assets and liabilities-

175,587

22,5006,665

204,623

22,500* This amount differs to the amount presented in the Statement of Changes in Equity because it only relates to the adjustment of this liability.

There are no significant changes to contract assets and liabilities. There has been no changes in transaction prices therefore, there is no revenue
recognised in the reporting period from performance obligations satisfied (or partially satisfied) in previous periods.				

					
162 Annual Report 2019

NOTE 22 OTHER FINANCIAL LIABILITIESConsolidated
2019
$’000

University

2018
$’000

2019
$’000

2018
$’000

Current
Derivative financial liabilities (held-for-trading)

1,502

7,654

1,502

7,654

Obligation to pay cash to third parties

19,759-19,759-Total current other financial liabilities

21,261

7,654

21,261

7,654

Cross currency interest rate swap

28,75722,00328,75722,003

Derivative financial liabilities (held-for-trading)

2,047

1,431

2,047

1,431

Total non-current other financial liabilities

30,80423,43430,80423,434

Total other financial liabilities

52,06531,08852,06531,088Non-current

Cross currency interest rate swap
As part of the US Private Placement (USPP), the University hedged its foreign currency exposure arising from the 30 year USD
denominated tranche by entering into two fixed to fixed cross currency interest rate swaps (CCIRS) with an aggregate notional amountequal to $131.000 million USD. The CCIRS contracts were designated as cash flow hedges of a highly probable forecast transaction,
being the draw down of the USD denominated debt under the USPP on 17 February 2016.
Accounting policy 							The Group holds derivative financial instruments to hedge its foreign currency and interest rate risk exposures. Derivatives
are initially recognised at fair value on the date a contract is entered into and are subsequently measured at fair value. The
method of recognising the resulting gain or loss depends on whether the derivative is designated as a hedging instrument,
and if so, the nature of the item being hedged.
Cash flow hedge									The effective portion of changes in the fair value of derivatives that are designated, and qualify as cash flow hedges, arerecognised in equity. Any ineffective portion is recognised immediately in the Income Statement.
Hedge accounting is discontinued when the Group revokes the hedging relationship, the hedging instrument expires, issold, terminated, or exercised, or no longer qualifies for hedge accounting. Any cumulative gain or loss deferred in equity
remains in equity and is recognised when the forecast transaction is ultimately recognised in the Income Statement.
When a forecast transaction is no longer expected to occur, the cumulative gain or loss deferred in equity is recognised
immediately in the Income Statement.
Derivative financial liabilities (held-for-trading)
Derivative financial liabilities (held-for-trading) comprise foreign exchange forwards used to assist the Group's foreign
currency risk management and an electricity contract for difference, which the Group uses to assist in the management of
a portion of its overall electricity price exposure. Neither of these financial derivatives apply hedge accounting. Where thederivative is in a negative position at the end of the reporting period they are reported as financial liabilities. Changes infair value of the derivatives are recognised in the Income Statement. Further information on how the Group manages its
foreign currency and electricity price exposures can be found in Note 29.
Obligation to pay cash to third parties									Obligations to pay cash to third parties mostly arises where the University must administer cash scholarships by paying astipend to students. 									Part Four: Financials

163

NOTE 23 RESERVES
Consolidated

University

2019
$’000

2018
$’000

2019
$’000

2018
$’000

1,044,242

889,890

1,044,242

889,890

3,168,464

2,794,930

3,025,469

2,682,769− Works of art and other collections

347,419344,651

347,300

344,531

Financial assets revaluation reserve

81,82548,65144,00530,679Hedging reserve(31,975)(24,510)(31,975)(24,510)

General reserve

5,344

5,168

4,226

4,227

Members capital reserve

19,165

19,165--Contributed equity

12,33912,339

-

-

(193)

(167)

-

-

4,646,631

4,090,117

4,433,267

3,927,586

Reserves
Trust fund reserve
Asset revaluation reserve− Land and buildings

Foreign currency translation reserve
Total reserves

Reserve

Nature and purpose of reserve

Trust fund reserve

Reflects net surpluses derived from donations and bequests which can only be applied to the purpose they
were donated for.

Asset revaluation reserve

Arises from the revaluation of specific asset classes of land, buildings, works of art and other collections.

Financial assets revaluation reserve

Represents changes in fair value of equity instruments elected to be measured at fair value through othercomprehensive income (without recycling).

Hedging reserve

Arises from hedging gains and losses recognised on the effective portion of cash flow hedges.

General reserve

Maintained for a number of general purposes.

Members capital reserve

Maintained by Melbourne Business School Limited Group (MBS). The members capital reserve represents
initial donor member contributions to the School, which were received in exchange for voting rights. Donor
members are members other than the University of Melbourne.

Contributed equity

Represents the net fair value of assets identified upon acquisition of Mt Eliza Graduate School of Business
Limited (MEBS). In 2004 MBS acquired the net assets of MEBS, which at the time were valued at $12.339
million. In exchange for these assets the donor members of MEBS received voting rights in MBS.

Foreign currency translation reserve

Maintained for translation of foreign currency balances at reporting date.

164 Annual Report 2019

NOTE 24 RECONCILIATION OF NET RESULT FOR THE YEAR TO NET CASH FLOWS FROM OPERATING ACTIVITIESConsolidated
2019
$’000
Net result for the year

University

2018
$’000

2019
$’000

2018
$’000

348,474

65,891

351,140

68,909Depreciation and amortisation

168,705

140,963

163,875

136,040

Impairment losses

10,132780

10,177879(115,620)

123,200(115,620)

123,200

Gain on foreign currency transactions(456)(2,626)(456)(2,626)

Net (gain)/loss on disposal of property, plant and equipment

198

(45)

198

(49)

Share of (profit)/loss of equity accounted investments(4,644)(5,221)(4,644)(5,226)

Donation of non-financial assets(10,884)-(10,884)

-

(556)

365

(556)

368

Decrease/(increase) in receivables and contract assets(47,421)

21,698(51,846)

17,182

Decrease/(increase) in other non-financial assets(3,544)(20,843)(4,028)(20,924)

Increase/(decrease) in trade and other payables272

24,007

3,444

34,177

Increase/(decrease) in provisions

33,25722,26033,951

22,088

Increase/(decrease) in contract and other liabilities

6,736

353,395

7,251

357,578

Increase/(decrease) in obligation to pay cash to third parties

19,759-19,759-Retained earnings adjustment on the application of AASB 15, 16, and 1058

142,943-

142,943-547,351

723,824544,704

731,596Add/(less) non-cash flows in net profit/(loss)

Fair value (gain)/loss on financial assets at fair value through profit or loss

Other
Changes in assets and liabilities

Net cash inflow from operating activities

NOTE 25 CONTINGENCIESThe Group has the following material contingent liabilities as at 31 December 2019.
The University has issued a letter of indemnity to the National Australia Bank to cover the Bank's guarantee to the Victorian WorkCover
Authority under the University's WorkCover Self Insurance Scheme. The amount of the guarantee in place is $13.335 million (2018:$12.580 million) and the actuarial assessment of claims liability as at 31 December 2019 is $9.745 million (2018: $8.907 million).
There are a number of legal claims and exposures, which arise from the ordinary course of business, none of which are individuallysignificant. Where the liability is not probable the Group has not provided for such amounts in these financial statements. There are no
current, pending or potential legal claims against the Group which are foreseen as materially affecting the financial statements.
								Part Four: Financials

165

NOTE 26 COMMITMENTS
Consolidated
2019
$’000

University

2018
$’000

2019
$’000

2018
$’000

Capital commitments
Capital expenditure contracted for at the reporting date but not recognised asliabilities, payable:
Property, plant and equipment
Within one year

218,572

172,708

218,572

172,708

Later than one year

150,736

32,442

150,736

32,442Later than five years

-

-

-

-

369,308

205,150

369,308

205,150-

10,333-

10,186Later than one year-

28,743-28,743Later than five years-

13,626-

13,626-52,702-52,555

-

5,427

-

4,583

Later than one year

-

5,909

-

5,909

Later than five years

-

631

-

631

-

11,967-

11,123

Within one year

3,225

4,357

3,225

4,357

Later than one year

8,888

10,711

8,888

10,711

Later than five years

3,817

7,846

3,817

7,846

15,93022,914

15,93022,914

Total property, plant and equipment commitments
Lease commitments – as lessee
Future minimum lease payments in relation to non-cancellable operating leases at
the reporting date but not recognised as liabilities, payable:
Within one year

Total lease commitments – as lessee
Lease commitments – as lessor
Future minimum rentals receivable under non-cancellable operating leases at thereporting date but not recognised as assets, receivable:
Within one year

Total lease commitments – as lessor
Other expenditure commitments

Total other expenditure commitments

Key estimates, judgements and accounting policy
Commitments are disclosed exclusive of GST.					This classification for lessee leases, and the disclosure of lease commitments as shown above, is not required from 1 January
2019 due to the adoption of AASB 16 Leases (refer Note 1.6). Refer to Note 19 for the undiscounted contractual cash flows ofleases where the Group is lessee. Leases are classified as finance leases where the terms of the lease transfers substantially
all the risks and rewards of ownership to the lessee. All other leases are classified as operating leases and lease payments arerecognised in the Income Statement over the lease term.

166 Annual Report 2019

NOTE 27 SUBSEQUENT EVENTS
Student accommodation									The University changed its arrangement for the build-operate student accommodation component of the Melbourne Connect
property, by buying back the original right sold to the operator. Transaction close occurred on 1 December 2019 with several
substantive conditions precedent. Accordingly, the agreement was conditional until financial close which occurred on
23 January 2020. Construction is estimated to be completed in 2021 for operational commencement.
Novel Coronavirus (COVID-19)
In December 2019, a cluster of cases of an unknown virus was identified in Wuhan, the capital of China’s Hubei province.
In January 2020, the World Health Organisation (WHO) declared the outbreak a public health emergency of international
concern and in March 2020, announced the virus, now known as Coronavirus (COVID-19) was a global pandemic.
To reduce the spread of the virus, a series of public health measures were imposed across the world and in Australia.
This included strict quarantine measures, restrictions on international and domestic travel, a nation-wide call to workfrom home, and significantly reduced levels of activity in both the economy and the community.
The University continues to monitor the non-financial and financial impacts however, due to the significant amountof uncertainty, it is not possible to estimate the full economic outflow.
Some key areas of anticipated impact include:•

Course fees and charges, due to teaching activity moving to a virtual model•

Student numbers, due to the change in teaching activity and travel restrictions•

An expected change in investment income and investment values, due to a decline in equity markets. For the three month
period to 31 March 2020, the unrealised loss through the income statement was $189.030 million, predominantly due toshare market movements during the three month period. Investment transactions were also undertaken by the University
during this time•

Potential impact on research outcomes and funding, due to disruption in research activity•

Potential impact in industry and philanthropic partnerships.

The University of Melbourne continues to work closely with the Victorian Department of Health and Human Services (DHHS),
the Australian Government and health experts. Our number one priority is the health, safety and wellbeing of ourUniversity community.
The University has a strong financial position, a robust financial framework and has put measures in place to manage thefinancial position. To mitigate the financial impact, a range of measures exist which are aimed at reducing discretionary
expenditures and enhancing liquidity.
As the outbreak of Coronavirus (COVID-19) occurred after 31 December 2019, its impact is considered an event that is indicativeof conditions that occurred after the reporting period. Accordingly, no adjustments have been made to financial statements
as at 31 December 2019.
Apart from the items noted above, there are no matters or circumstances that have arisen since the end of the financial yearthat have affected the financial position of the Group.
									NOTE 28 SUBSIDIARIES, JOINT ARRANGEMENTS AND ASSOCIATES
Subsidiaries
The consolidated financial statements incorporate the assets, liabilities and results of the following material subsidiaries:
Name of entity			Principal activities		Principal placeof business

Ownership interest
2019

2018

Melbourne Business School
Limited Group			Provides educational services

Australia

45%

45%

UOM Commercial Limited
Group			Commercialise research and teaching of
the University of Melbourne

Australia

100%

100%

Part Four: Financials

167

NOTE 28 SUBSIDIARIES, JOINT ARRANGEMENTS AND ASSOCIATES (CONTINUED)
The following subsidiaries are not consolidated in the financial statements as their results, assets, liabilities and equity do notmaterially impact, individually and in aggregate, the consolidated financial statements.				
Name of entity			Principal activities		Principal placeof business

Ownership interest
2019

2018

Australia India Institute Private
Limited			

Provides programs on public health, energy, food, security
skills and higher education, including support to young
professionals, establishing leadership programs andfacilitating research partnerships

India

100%

100%

Australian Music Examinations
Board (Victoria) Limited			

Provides a system of graded examinations in relation tomusic and speech in Victoria

Australia

100%

100%

Goulburn Valley Equine
Hospital Pty Limited			

Provides equine hospital services, specialising in lamenessand reproduction services

Australia

100%

100%

Melbourne Teaching Health
Clinics Limited

Operates and manages medical clinics to provide students at
the University with world-class clinical training

Australia

100%

100%

Melbourne University
Publishing Limited			

Publishes scholarly writing from Australia and overseas,
both within and independent of the tertiary sector.

Australia

100%

100%

Nossal Institute Limited

Undertakes and provides research, development, education,
training, consultancy and other activities in regard to
medical and related areas

Australia

100%

100%

UoM International Holdings
Limited Group

Holding company established to act as the parent company
for some of the University's subsidiaries established outsideof Australia

Australia

100%

100%

UMELB Pte Limited			

Undertakes University profiling, student recruitment, alumni
support and donor relationship development

Singapore

100%

100%

There are no restrictions on the Group’s ability to access or use the assets and settle the liabilities of the Group.		
Non-controlling interests		
There are no subsidiaries that have material non-controlling interests to the Group.		
Associates and joint arrangements			
The Group has a 20% interest in Uniseed Management Pty Limited and a 50% interest in BioCurate Pty Limited, both of which areconsidered associates. The carrying value of associates as at 31 December 2019 is $15.077 million (2018: $10.437 million).
The Group has a 50% interest in the Australian National Academy of Music Limited Group, which is considered a joint venture.
The Group received contributions towards the construction of two buildings, the Kenneth Myer Building and the Peter Doherty
Institute, which are treated as joint operations. The policy is outlined in Note 16, in the accounting policy section called
contributions received or paid for buildings.									Accounting policy and judgements
Subsidiaries
Subsidiaries are entities controlled by the Group. The Group assesses whether it has the power to direct the relevant activitiesof the investee by considering the rights it holds to control decisions, such as the mix between education and research, student
fees and target student mix.
The financial statements of subsidiaries that materially impact the Group are included in the consolidated financial statementsfrom the date control commences until the date control ceases. Intercompany transactions, balances and unrealised gains ontransactions between Group companies are eliminated.
An assessment of subsidiaries for material impact to the consolidated financial statements is performed annually. The
assessment includes both a qualitative and quantitative assessment of materiality.
Although the Group owns less than 50% of Melbourne Business School Limited Group, the Group has control and concludes nonon-controlling interest (NCI) exists on the basis the NCI has no share in the net assets.		
Associates and joint arrangements		
Significant judgement has been applied in assessing the existence of significant influence. Even though the University holds a
50% interest in BioCurate Pty Limited it does not have joint control. Through the shareholder agreement, decisions about therelevant activities do not require the unanimous consent of the parties sharing control.
The associates and joint venture are individually immaterial to the Group. The Group's associates and joint venture areaccounted for using the equity method. Under this method the investment is initially recognised at cost and is adjusted annuallyfor the Group's share of the profit or loss of the associate or joint venture.

168 Annual Report 2019

NOTE 29 FINANCIAL RISK MANAGEMENT
Financial risk management objectives and policies
The Group is exposed to key financial risks including market risk, credit risk and liquidity risk. The University’s Council has overall
responsibility for the establishment and oversight of the Group’s risk management framework. The Council has established the:•••Finance Committee, which meets regularly to monitor and evaluate the University’s financial management strategies in thecontext of the most recent economic conditions and forecasts.
Investment Management Committee, which monitors and advises the Finance Committee on the University’s investments.
Audit and Risk Committee, which is responsible for monitoring the assessment and management of risk across the University.

Risk exposures									The main risks the Group is exposed to and management’s strategy for managing them are:
Risk

Description		Strategy for management and sensitivity analysis

Market risk		Market risk is the risk that changes in market prices will affect the Group’s result or the value of its financial assets and liabilities.
The key market risks the Group is exposed to are interest rate risk, foreign currency risk and price risk.

Interest
rate risk		

The Group’s exposure to
movements in interest rates
primarily relates to theGroup’s interest bearing
investments and borrowings.

The Group manages its interest rate risk by monitoring the interest rate profile of these assets andliabilities and taking action to mitigate this risk where necessary. All borrowings are subject to approval
by University Council and the Treasurer of Victoria. All University borrowings are at a fixed interest rate,either naturally or synthetically through the overlay of financial derivatives. This eliminates any interest
rate cash flow risk to the University on borrowings. Refer to Note 19 for details of borrowings.
For interest bearing investments, if interest rates were 1% lower/higher than the reporting date rates,with all other variables held constant, the Group’s net result for the year would have been $8.938
million lower/higher, reflecting the lower/higher interest income earned on affected balances (2018:$8.453 million lower/higher).

Foreigncurrencyrisk

The Group’s main exposure
to foreign currency riskarises from overseas
equity investments, USD
denominated debt, andfuture revenues andpayments in foreign
currencies. The Groupis mainly exposed to US
dollars.

The Group holds derivative financial instruments to hedge foreign currency risk exposure within its
investment portfolio. Derivatives are initially recognised at fair value on the date a contract is entered intoand subsequently measured at fair value. The method of recognising the resulting gain or loss depends onwhether the derivative is designated as a hedging instrument, and if so the nature of the item being hedged.
Foreign exchange risk on principal and interest payments on foreign-currency denominated long-termborrowings is managed through the use of cross currency interest rate swaps (fixed to fixed), whereby aforeign currency exposure is converted to a functional currency exposure. These financial instruments arehedge accounted.
The Group's hedged position includes AUD equivalent of $183.050 million (2018:$183.050 million) of non-AUD
denominated debt exposure being managed at an average hedge rate of $0.72 (2018: $0.72). The impactof the hedging relationship is outlined in Note 22 for the notional amount and carrying amount. Fair valuechanges of the effective portion of the hedge are outlined in Note 23. There are no ineffective portions of thehedge.			
The Group's hedge position also includes AUD equivalent of $41.185 million (2018:$28.385 million) of USD
foreign exchange exposure being actively hedged, at an average foreign exchange rate of $0.73 (2018: $0.74).
These hedges are not hedge accounted and all changes in fair value are taken through the Income Statement.
At the reporting date, if the Australian dollar weakened/strengthened by 10% against the relevant foreign
currency investments with all other variables held constant, the Group’s net result would have been $0.133
million lower/higher (2018: $0.100 million lower/higher), due to changes in fair value of financial assets at fairvalue through profit and loss.				

Price risk

The Group has a significant
investment in marketablesecurities included within
financial assets at fair value
through profit or loss, which
exposes the Group to pricerisk.

To manage this risk, the Group has invested its funds with Fund Managers and maintained adiversified investment portfolio. The majority of the equity investments are of a high quality, arepublicly traded on equity exchanges and are mainly included in the S&P/ASX 200 Index.

The Group has a significant
exposure to electricity pricerisk, given the significant
amount of expenditure
incurred for utilities.

To help manage this risk the Group has contracted substantially all of its forecast electricity load forthe next 10-years via two Power Purchase Agreements (PPAs). These PPAs are:At the reporting date, if the value of marketable securities were 10% lower/higher with all othervariables held constant, the Group’s net result would have been $234.458 million lower/higher (2018:$200.342 million lower/higher), due to changes in fair value of financial assets at fair value throughprofit or loss.

• the Melbourne Renewable Energy Project, a PPA executed directly with the Crowlands Wind
Farm as part of a consortium of significant energy consumers coordinated by the City of
Melbourne. This has been classified as a derivative, refer to Note 22; and• the Murra Warra Wind Farm where the Group executed a PPA directly with the wind farm, whichis due to come online in early 2020. This has been classified as a lease.

Part Four: Financials

169

NOTE 29 FINANCIAL RISK MANAGEMENT (CONTINUED)
Risk

Description		Strategy for management and sensitivity analysis

Credit risk is the risk offinancial loss to the Group if
a customer or counterparty
to a financial instrument
fails to meet its contractual
obligations. Credit risk arises
from financial investments,
derivative counterparties
and the Group’s receivablesfrom customers.

Financial investments and derivative counterparties are limited to high-credit-quality financial
institutions where internationally agreed standard form documentation exists. The credit ratings ofthese counterparties are monitored.

Liquidity risk is the risk that
the Group will not be able tomeet its financial obligations
as they fall due.

Liquidity risk is managed by University management and overseen by the Finance Committee
through maintenance of sufficient liquid assets and borrowing facilities, and active monitoring of
cash flow forecasts.

Credit risk

The Group does not have any material credit risk exposure to any single receivable or group of tradereceivables. The Group’s exposure to credit risk is influenced mainly by characteristics of eachcustomer. Receivable balances are monitored on an ongoing basis to ensure that the exposure tobad debts is not significant. The Group has established an allowance for impaired receivables that
represents their estimate of expected losses in respect of receivables. An analysis of the ageing of
the Group’s receivables at the reporting date has been provided in Note 13.		

Liquidity risk

The following table summarises the maturity of the Group's financial liabilities. The amounts displayed are the contractual
undiscounted cash flows, including principal and interest payments. The amounts included in the Statement of Financial Position are
based on the discounted cash flows and as such will differ to the amounts below.
Contracted undiscounted cash flows
Less than
1 year1 to 5years

More than
5 years

Total

Note

$’000

$’000

$’000

$’000

18

163,850--

163,850

Consolidated

2019
Financial liabilities
Trade and other payables
Borrowings

19

20,730305,495

402,027

728,252

Other financial liabilities

22

21,261

337

31,233

52,831205,841

305,832

433,260

944,933

Total financial liabilities
2018
Financial liabilities
Trade and other payables

18

164,084--

164,084

Borrowings

19

8,490

281,679

381,167

671,336

Other financial liabilities

22

Total financial liabilities

170 Annual Report 2019

7,802

8,159

15,12731,088180,376

289,838

396,294

866,508

NOTE 30 FAIR VALUE MEASUREMENTS(a) Fair value measurements
All financial assets and liabilities have carrying values that are a reasonable approximation of fair value at reporting date, except for
Borrowings. The aggregate fair value of Borrowings at reporting date is $728.252 million (2018: $669.901 million). Refer to Note 19 forthe carrying amount of Borrowings.
Key estimates and judgements
Note 30(c) outlines the key estimates and judgements used by the Group in measuring the fair value of financial assets andliabilities.
Accounting policy
The Group categorises assets and liabilities measured at fair value into a hierarchy based on the level of inputs used inmeasurement.
• Level 1 − quoted prices (unadjusted) in active markets for identical assets or liabilities.
• Level 2 − inputs other than quoted prices within level 1 that are observable for the asset or liability either directly or indirectly.
• Level 3 − inputs for the asset or liability that are not based on observable market data (unobservable inputs).			
The fair value hierarchy gives the highest priority to quoted prices in active markets for identical assets or liabilities (level 1 inputs)
and the lowest priority to unobservable inputs (level 3 inputs).
The level in the hierarchy is determined by the basis of the lowest level input that is significant to the fair value measurement in
its entirety. Fair value measurement of non-financial assets is based on the highest and best use of the asset. The Group considers
market participants use of, or purchase price of the asset, to use it in a manner that would be highest and best use.
(b) Fair value hierarchy
Consolidated

Recurring fair value measurements at 31 December 2018
Financial assets
Financial assets at fair value through profit or loss
Financial assets designated at fair value through other comprehensive income
Investments in subsidiaries *Total financial assets

2018
$’000
2,003,418

Level 1$’000
1,458,499

149,917

101,865

4,344
2,157,679

1,560,364

Level 2$’000
544,919-

Level 3$’000
48,052-

4,344

544,919

52,396

Non-financial assets
Property, plant and equipment**

4,103,712-

767,978

3,335,734

Total non-financial assets

4,103,712-

767,978

3,335,734

Borrowings

669,901-

669,901

Cross currency interest rate swap

22,003-22,003-

Derivative financial liability (held-for-trading)

9,085

-

7,604

1,481

700,989-

699,508

1,481

Financial liabilities

Total liabilities-

Part Four: Financials

171

NOTE 30 FAIR VALUE MEASUREMENTS (CONTINUED)(b) Fair value hierarchy (Continued)
Consolidated
Recurring fair value measurements at 31 December 2019
Financial assets
Financial assets at fair value through profit or loss
Financial assets designated at fair value through other comprehensive income

2019
$’000
2,341,590

Level 1$’000
1,370,082

185,851

121,126

Level 2$’000
971,508

Level 3$’000--

64,725Investments in subsidiaries *

4,544

-

-

4,544

Derivative financial assets (held-for-trading)

13,915-

13,915-985,423

69,269Total financial assets

2,545,900

1,491,208

Non-financial assets
Property, plant and equipment**

4,528,602-

865,320

3,663,282

Total non-financial assets

4,528,602-

865,320

3,663,282

Financial liabilities
Borrowings

728,252-

728,252-

Cross currency interest rate swap

28,757-28,757-

Derivative financial liability (held-for-trading)

3,549

-

1,326

2,223

Obligation to pay cash to third parties
Total liabilities

19,759-780,317-758,335

19,75921,982* There are a number of immaterial subsidiaries that are not consolidated, as such investment in these entities are not eliminated from the Group.
Refer Note 28 for further details.									** Comprised of land, buildings and works of art and other collections. Other items of property, plant and equipment are not held at fair value (Note 16).

								Non-recurring fair value measurements
There were no non-recurring fair value measurements.
(c) Valuation techniques used to derive level 2 and level 3 fair values		
Land and buildings (levels 2 and 3)									The fair value of land and buildings was determined by independent property valuers, Colliers International Consultancy andValuation Pty Limited, who have appropriately recognised qualifications and experience.
Given the nature and use of the education-related buildings together with limited comparable sales on a going-concern basis, it is anaccepted valuation methodology to carry out a current replacement cost analysis of the buildings to which the market value of theland is added, based on its existing use. Transport, services, zoning, heritage registration, environmental issues and condition andrepair were considered in valuing the buildings. The cost approach adopted for the building component is considered to utilise level 3
inputs.
The direct comparison approach is used to value a number of buildings located outside of the University's campus. The directcomparison approach in this process is considered to utilise level 2 inputs.
Land with a community service obligation of greater than 10% is considered to use level 3 inputs as the unobservable input isconsidered significant. Valuation for the other remaining land properties is categorised as level 2, based on the inputs to the valuation,using the market approach.
Works of art and other collections (level 3)									The fair value of works of art and other collections was determined by independent valuers, Simon Storey Valuers, having
appropriately recognised qualifications and experience. Random statistical sampling is used to value the larger collections. The
sample valuations are projected to estimate total value using the number raised estimation methodology. Due to the unique natureand use of the collections there are limited comparable sales therefore, the valuation is considered to utilise level 3 inputs.
Financial assets designated at fair value through other comprehensive income (levels 2 and 3)
The fair value of financial assets that are not traded in active markets is determined using valuation techniques. These valuation
techniques maximise the use of observable market data, where it is available, and rely as little as possible on entity-specific estimates.
If all significant inputs required to fair value an instrument are observable, the instrument is included in level 2. If one or more of thesignificant inputs is not based on observable market data, the instrument is included in level 3. 									172 Annual Report 2019

NOTE 30 FAIR VALUE MEASUREMENTS (CONTINUED)(d) Fair value measurements using significant unobservable inputs (level 3)
The following table is a reconciliation of level 3 items for the periods ended 31 December 2018 and 2019:

Buildings

Works ofart andothercollections$’000

12,621Land

Otherfinancialliabilities

Total

$’000

$’000

$’000

$’000

2,220,026

341,590665,920-

3,240,157

2,015

7,588

559

-

(1,481)

8,681

Transfer from construction in progress-

106,504---

106,504

Disposals

-

-

(75)

-

-

(75)

Depreciation-(85,335)---(85,335)

Revaluation

36,4093,948

10,23349,654-

100,244

Write-ups/transfers/(write-offs)

-

571

-

-

-

571

Transfers from level 3 to level 2

-

-

-

(44,549)-(44,549)

Transfers from level 2 to level 3

1,351

-

-

59,100-60,451

52,3962,253,302

352,307730,125(1,481)

3,386,649

OtherfinancialassetsBuildings

Works ofart andothercollections

$’000

$’000

52,396

Consolidated

Other
financialassets$’000

Level 3 Fair value measurements 2018
Balance at 1 January
Additions

Balance at 31 December

Land

Other
financialliabilities

Total

$’000

$’000

$’000

$’000

2,253,302

352,307730,125(1,481)

3,386,649

2,497

-

11,048

19,100(19,759)

12,886-

324,953---

324,953

(113)

-

-

-

-

(113)

Depreciation-(96,533)---(96,533)

Revaluation

14,489

1,634

2,768

64,557(742)

82,706

-

21

-

-

-

21

69,2692,483,377

366,123

813,782(21,982)

3,710,569

Level 3 Fair value measurements 2019
Balance at 1 January
Additions
Transfer from construction in progress
DisposalsWrite-ups/transfers/(write-offs)
Balance at 31 December

Quantitative information about significant unobservable inputs used in level 3 fair value measurements is summarised in the below table.
Description

Fair value
2019
$’000

Significant
unobservable
inputsRelationship of significant
unobservable inputs
to fair value

Other financial assets

69,269Net asset value

A 5% increase in net asset value would increase fair valueof other financial assets by $3.463 million (2018: $2.620
million).

Other financial liabilities(21,982)

Electricity long-term forward
price

A 10% increase in the electricity long term forward pricewould decrease the value of the liability by $0.167 million(2018: $0.184 million).

Large Generator Certificates(LGC) long-term forward price

A 10% increase in the LGC long term forward price would
decrease the value of the liability by $0.032 million (2018:$0.079 million).

Part Four: Financials

173

NOTE 31 REMUNERATION OF AUDITORS
During the year, the fees presented in the table below, were paid or payable for services provided by auditors of the Group:									Consolidated
2019
$’000

University

2018
$’000

2019
$’000

2018
$’000

Audit of the financial statements
Fees paid or payable to the Victorian Auditor-General's Office

550

415

446

328

Fees paid or payable to KPMG

102

102

-

-

Total remuneration for audit services

652

517

446

328

Fees paid or payable to Ernst & Young

343

448

343

448

Total remuneration for other audit and assurance services

343

448

343

448

Other audit and assurance services

NOTE 32 RELATED PARTY TRANSACTIONSParent entities
The ultimate parent entity within the Group is the University.
Subsidiaries									The University’s interests in its subsidiaries are set out in Note 28.
Members of Council and specified executive officers
Disclosures relating to Members of Council and specified executives are set out in Note 33.
Transactions with related parties									The following transactions occurred with related parties:
University
2019
$’000

2018
$’000

Subsidiaries
Funding provided

13,836

18,640Rent in-kind provided

694

855

Lease receipts

1,781

1,269

Sale of goods and services

4,695

2,196

Purchase of goods

18,73822,053

6,962

5,616

15,482

8,578

Associates
Funding provided
Key management personnel
Donations received

Contributions to superannuation are disclosed in Note 8.

174 Annual Report 2019

NOTE 32 RELATED PARTY TRANSACTIONS (CONTINUED)
Outstanding balances									The following balances are outstanding at the reporting date in relation to transactions with related parties:
University
2019
$’000

2018
$’000

Subsidiaries
Current receivables (sale of goods and services)

3,868

1,109

75

387

13,69423,970Opening balance

4,456

4,456

Loan written off(4,456)-

Closing balance

-

4,456

Opening balance

309

309

Loan repayments

(309)

-

Closing balance-

309

Current payables (purchases of goods)
Key management personnel
Commitments – donations
Loans to subsidiaries

Loans from other related parties

Terms and conditions
During the financial year, all transactions between the University and its related parties were in the ordinary course of business and on
normal arm's length commercial terms and conditions. Outstanding balances are unsecured, non-interest bearing and repayable incash.									Part Four: Financials

175

NOTE 33 KEY MANAGEMENT PERSONNEL
Key management personnel are made up of responsible persons and executive officers. The University defines responsible persons
as members of Council and executive officers as members of University Executive.
Names of responsible persons
Prof Duncan Maskell (Vice-Chancellor)

Mr Martyn Myer AO (until 31 December 2019)

Ms Nadia Carlin (appointed from 1 January 2019)

Mr Allan Myers AC QC

Prof Marilys GuilleminProf Nilss Olekalns

Ms Jane Hansen AO

Ms Wendy Stops

Mr Tyson Holloway-Clarke

Prof Joseph J Y Sung

Mr Mark Leibler AC

Dr Helen Szoke AO

The Hon Justice J E Middleton (until 31 December 2019)
Remuneration of responsible persons
Income paid or payable, or otherwise made available to Members of the University Council, excluding executive members, inconnection with the management of affairs of the Group is outlined below:
Consolidated
2019
$’000
Short-term benefits
Total remuneration of responsible persons

2018
$’000
353
353

387
387

The number of University Council members and their remuneration for the reporting period is shown in the table below, in theirrelevant income bands. The remuneration of responsible persons only relates to remuneration for acting in the capacity as a memberof Council. Certain members elect to donate part or all of this remuneration to the University. Staff of the University are not eligible tobe remunerated for acting in the capacity as a member of Council.
Consolidated
2019
No.
Nil
$30,000−$39,999$40,000−$49,999$80,000-$89,999
Total number

2018
No.
5
5
2
1
13

5
6
2
1
14

Remuneration of executive officers									Total amounts paid to, payable to, or otherwise made available to Executives of the Group are outlined below. The Executives of theGroup are members of the University Executive Committee, comprising the Vice-Chancellor, the Faculty Deans, the Provost, the Deputy
Vice-Chancellors and the Vice-Presidents.
Consolidated
2019
$’000

2018
$’000

Short-term benefits

10,42010,886

Post-employment benefits

1,216

1,471

Termination benefits

394

557

Other long-term benefits

168

337

12,19813,251

Total remuneration of executive officers

As a responsibility of office, one executive included occupies a residence owned by the University. The residence is required to beavailable and used regularly for official University functions and promotional activities. The value of this benefit including associatedcosts for 2019 is $327,013 (2018: $83,019).

176 Annual Report 2019

NOTE 33 KEY MANAGEMENT PERSONNEL (CONTINUED)
The number of executive officers and their remuneration during the reporting period is shown in the table below
in their relevant bands:
Consolidated
2019
No.

2018
No.

$15,000–$29,999-

1$45,000–$59,999

1-$60,000–$74,999

1

1$90,000–$104,999

1-$105,000–$119,999

1-$120,000–$134,999-

1$135,000–$149,999-

1$210,000–$224,999-

1$255,000–$269,999-

1$315,000–$329,999-

1$360,000–$374,999-

1$375,000–$389,999-

2$390,000–$404,999

42$405,000–$419,999

2

1$420,000–$434,999

2-$435,000–$449,999

1

1$450,000–$464,999

1

1$465,000–$479,999

1

3$525,000–$539,999-

1$540,000–$554,999-

1$555,000–$569,999

1-$570,000–$584,999

1

2$585,000–$599,999-

2$615,000–$629,999

2-$630,000–$644,999-

1$645,000–$659,999

1-$735,000–$749,999

1

1$810,000–$824,999

1-$1,080,000–$1,094,999-

1$1,125,000–$1,139,999

1-$1,485,000–$1,499,999

1-$1,575,000–$1,589,999

-

1

24

28

20.7

22.7

Total number of executives
Total annualised employee equivalent (AEE)

Minister									The relevant Minister for the reporting period was the Hon Gayle Tierney, Minister for Training and Skills and Minister forHigher Education. Remuneration of the Minister is disclosed in the financial report of the Department of Parliamentary Services.
Other relevant interests are declared in the Register of Members’ Interests, which each Member of Parliament completes.

Part Four: Financials

177

NOTE 34 ACQUITTAL OF AUSTRALIAN GOVERNMENT FINANCIAL ASSISTANCE (UNIVERSITY ONLY)
Note 34.a Education – CGS and other education grants
National Institutes
Funding

2019
$’000

2018
$’000

2019
$’000

Financial assistancereceived in cash during
the reporting period (total
cash received from theAustralian Government forthe programs)

285,622

279,012

5,741

5,634

1,579

1,650

-

-

404

265

Net accrual adjustments

1,648

3,242

-

-

-

-

-

(3)

-

-

Revenue for the period

287,270

282,254

5,741

5,634

1,579

1,650

-

(3)

404

265

Surplus/(deficit) from theprevious year

-

-

-

-

-

-

-

-

-

-

Total revenue including
accrued revenue

287,270

282,254

5,741

5,634

1,579

1,650

-

(3)

404

265

Less expenses including
accrued expenses(287,270)(282,254)(5,741)(5,634)(1,579)(1,650)

-

3

(404)

(265)

-

-

-

-

-

-

-

-

-

-

Surplus/(deficit) for
reporting period

Access andParticipation Fund

2018
$’000

2019
$’000

Indigenous Student
Success Program2

Disability
Performance
Funding3

Commonwealth
Grants Scheme1

2018
$’000

2019
$’000

2018
$’000

2019
$’000

2018
$’000

Stawell
UndergroundPhysics Laboratory

Supporting More
Women in STEM
Careers

Academic Centresof Cyber Security
Excellence

AMSI Vacation
Schools

Superannuation
Programs

2019
$’000

2019
$’000

2019
$’000

2019
$’000

2019
$’000

2018
$’000

2018
$’000

2018
$’000

2018
$’000

2018
$’000

Financial assistancereceived in cash during
the reporting period (total
cash received from theAustralian Government forthe programs)

2,650

-

2,700

-

240

235

507

498

8,580

9,592

Net accrual adjustments

(883)

-

-

-

-

-

-

-

295

(2,102)

Revenue for the period

1,767

-

2,700

-

240

235

507

498

8,875

7,490

Surplus/(deficit) from theprevious year

-

-

-

-

-

-

-

-

-

-

Total revenue including
accrued revenue

1,767

-

2,700

-

240

235

507

498

8,875

7,490

Less expenses including
accrued expenses

(884)

-

(2,700)

-

(240)

(235)

(507)

(498)

(8,875)(7,490)Surplus/(deficit) for
reporting period

883

-

-

-

-

-

-

-

-

-

												178 Annual Report 2019

NOTE 34 ACQUITTAL OF AUSTRALIAN GOVERNMENT FINANCIAL ASSISTANCE (UNIVERSITY ONLY)(CONTINUED)
Note 34.a Education – CGS and other education grants (continued)
Menzies Instituteand Library
2019
$’000
Financial assistance received in cash during the reporting period (total cash received from theAustralian Government for the programs)

Total

2018
$’000

2019
$’000

2018
$’000

-

7,000

308,023

303,885

Net accrual adjustments

(82)

-

978

1,137

Revenue for the period

(82)

7,000

309,001

305,022

Surplus/(deficit) from the previous year

7,000

-

7,000

-

Total revenue including accrued revenue

6,918

7,000

316,001

305,022--(308,200)(298,022)

6,918

7,000

7,801

7,000

Less expenses including accrued expenses
Surplus/(deficit) for reporting period

1. Includes the basic CGS grant amount, CGS Regional Loading, CGS Enabling Loading, CGS Medical Student Loading, Allocated Places
and Non Designated Courses.
2. Indigenous Student Success Program replaced the Indigenous Commonwealth Scholarships Program and the Indigenous Support Programas of 1 January 2017.
3. Disability Performance Funding includes Additional Support for Students with Disabilities.

Note 34.b Higher Education Loan Programs (excluding OS-HELP)
HECS-HELP(AustralianGovernment
payments only)

FEE-HELP

SA-HELP

2019
$’000

2018
$’000

2019
$’000

2018
$’000

165,113

156,308

106,591

113,720

3,333

Net accrual adjustments

1,203

3,581

12,087(138)

Revenue for the period

166,316

159,889

118,678

Surplus/(deficit) from the previous year--

Total revenue including accrued revenue

166,316

Less expenses including accrued expenses

Financial assistance received in cash during
the reporting period (total cash received
from the Australian Government for the
programs)

Surplus/(deficit) for reporting period

2019
$’000

Total

2018
$’000

2019
$’000

2018
$’000

3,245

275,037

273,273(94)

24

13,196

3,467

113,582

3,239

3,269

288,233

276,740

-

-

-

-

-

-

159,889

118,678

113,582

3,239

3,269

288,233

276,740(166,316)(159,889)(118,678)(113,582)(3,239)(3,269)(288,233)(276,740)

-

-

-

-

-

-

-

-

Part Four: Financials

179

NOTE 34 ACQUITTAL OF AUSTRALIAN GOVERNMENT FINANCIAL ASSISTANCE (UNIVERSITY ONLY)(CONTINUED)
Note 34.c Department of Education and Training Research
Research Training
ProgramResearch Support
Program

2019
$’000

2018
$’000

2019
$’000

2018
$’000

2019
$’000

2018
$’000

99,886

98,264

104,605

99,266

204,491

197,530

Net accrual adjustments

-

-

-

-

-

-

Revenue for the period

99,886

98,264

104,605

99,266

204,491

197,530

Surplus/(deficit) from the previous year

-

-

-

-

-

-

Total revenue including accrued revenue

99,886

98,264

104,605

99,266

204,491

197,530

Less expenses including accrued expenses(99,886)(98,264)(104,605)(99,266) (204,491) (197,530)

-

-

-

Financial assistance received in cash during the reporting period (total
cash received from the Australian Government for the programs)

Surplus/(deficit) for reporting period

Total

-

-

-

Note 34.d Total Research Training Program expenditure
Total domestic
students

Total overseas
students

2019
$’000

2018
$’000

Research Training Program fee offsets

63,26262,732

4,096

Research Training Program stipends

30,39028,07491
93,743

Research Training Program allowances
Total for all types of support

2019
$’000

Total

2018
$’000

2019
$’000

2018
$’000

4,989

67,35867,721

1,982

2,251

32,37230,325

132

64

86

155

218

90,938

6,142

7,326

99,88598,264Note 34.e Capital funding
Linkage
Infrastructure
Equipment andFacilities Grant
2019
$’000

Total

2018
$’000

2019
$’000

2018
$’000

Financial assistance received in cash during the reporting period (total cash received from theAustralian Government for the programs)

432

1,208

432

1,208

Net accrual adjustments

(276)

263

(276)

263

Revenue for the period

156

1,471

156

1,471

Surplus/(deficit) from the previous year

-

-

-

-

Total revenue including accrued revenue

156

1,471

156

1,471

Less expenses including accrued expenses(137)(1,471)(137)(1,471)

19

-

19

-

Surplus/(deficit) for reporting period

180 Annual Report 2019

NOTE 34 ACQUITTAL OF AUSTRALIAN GOVERNMENT FINANCIAL ASSISTANCE (UNIVERSITY ONLY)(CONTINUED)
Note 34.f Australian Research Council grants
Discovery

Linkages

Networks andcentresSpecial research
initiatives

2019
$’000

2019
$’000

2019
$’000

2018
$’000

2019
$’000

2018
$’000

Financial assistancereceived in cash during
the reporting period (total
cash received from theAustralian Government forthe programs)

48,257

48,823

11,341

13,440

7,975

7,775

1,840

Net accrual adjustments

978

2,036

(2,605)450(5,381)

5,261

Revenue for the period

49,23550,8598,736

13,8902,594

Surplus/(deficit) from theprevious year

(596)

(744)

(813)

180

Total revenue including
accrued revenue

48,63950,115

7,923

Less expenses including
accrued expenses(48,532)(50,711)

107

(596)

Surplus/(deficit) for
reporting period

2018
$’000

2018
$’000

Total

2019
$’000

2018
$’000

3,611

69,41373,649(1,634)

1,029(8,642)

8,776

13,036206

4,640

60,77182,425

(411)

803

(13)

(28)

(1,833)

211

14,0702,183

13,839193

4,612

58,93882,636(7,239)(14,883)(302)(14,251)(157)(4,624)(56,230)(84,469)

684

(813)

1,881

(412)

36

(12)

2,708

(1,833)Note 34.g OS-HELP
OS-HELP
2019
$’000

2018
$’000

Cash received during the reporting period

4,434

3,540

Cash spent during the reporting period(4,808)(3,668)Net cash received

(374)

(128)

Cash surplus/(deficit) from the previous period

2,708

2,836

Cash surplus/(deficit) for reporting period

2,334

2,708

Note 34.h Student Services and Amenities Fee
Student Services and Amenities Fee
2019
$’000

2018
$’000

Unspent/(overspent) revenue from previous period

3,184

5,891

SA-HELP revenue earned

3,239

3,269

Student Services Fees direct from students

5,812

5,630

Total revenue expendable in period

12,235

14,790Student services expenses during period(9,939)(11,606)

Unspent/(overspent) Student Services and Amenities Fee

2,296

3,184

Part Four: Financials

181

STATEMENT BY
VICE-CHANCELLOR AND
CHIEF FINANCIAL OFFICERThe University Council at its meeting held on 6 May 2020 agreed to adopt the financial statements and authorised the Vice-Chancellor
and Chief Financial Officer to sign the financial statements on behalf of the University.			
In our opinion:								(i)the financial statements of the University of Melbourne and the consolidated entity present a true and fair view of the financialtransactions of the University and the consolidated entity during the financial year ended 31 December 2019 and the financial
position of its operations for the year ended on that date,(ii) the financial statements have been prepared in accordance with the Australian Accounting Standards, the Financial Management
Act 1994, Australian Charities and Not-for-profits Commission Act 2012, other mandatory professional reporting requirements andthe Financial Statement Guidelines for Australian Higher Education Providers for the 2019 Reporting Period as issued by theAustralian Government Department of Education and Training,(iii) the Group has complied with all material requirements of applicable legislation, contracts, agreements and various program
guidelines that apply to the Australian Government financial assistance identified in these financial statements,		
(iv) we are not aware at the date of signing these statements of any circumstances which would render any particulars included in
the statements to be misleading or inaccurate and there are reasonable grounds to believe that the University of Melbourne andthe consolidated entity will be able to pay its debts as and when they fall due,(v) the amount of Australian Government financial assistance received during the financial year ended 31 December 2019 was
expended for the purposes for which it was provided.								Professor Duncan Maskell
Vice-Chancellor
6 May 2020

182 Annual Report 2019

Katerina Kapobassis
Chief Financial Officer
6 May 2020

Independent Auditor’s Report
To the Council of the University of Melbourne
OpinionI have audited the consolidated financial report of The University of Melbourne (the university) and its
controlled entities (together the consolidated entity) which comprises the:
•
•
•
•
•
•
•

consolidated entity and university statements of financial position as at 31 December 2019consolidated entity and university income statements for the year then ended
consolidated entity and university comprehensive income statements for the year then ended
consolidated entity and university statements of changes in equity for the year then ended
consolidated entity and university statements of cash flows for the year then ended
notes to the financial statements, including the summary of significant accounting policies
statement by the Vice-Chancellor and Chief Financial Officer.

In my opinion the financial report is in accordance with the financial reporting requirements of Part 7 of
the Financial Management Act 1994 and Division 60 of the Australian Charities and Not-for-profits
Commission Act 2012 including:••Basis forOpinionpresenting fairly, in all material respects, the financial position of the university and theconsolidated entity as at 31 December 2019 and their financial performance and cash flows forthe year then ended
complying with Australian Accounting Standards and Division 60 of the Australian Charities andNot-for-profits Commission Regulations 2013.

I have conducted my audit in accordance with the Audit Act 1994 which incorporates the Australian
Auditing Standards. I further describe my responsibilities under that Act and those standards in the
Auditor’s Responsibilities for the Audit of the Financial Report section of my report.
My independence is established by the Constitution Act 1975. My staff and I are independent of theuniversity and the consolidated entity in accordance with the auditor independence requirements of
the Australian Charities and Not-for-profits Commission Act 2012 and the ethical requirements of the
Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional
Accountants (the Code) that are relevant to my audit of the financial report in Victoria. My staff and I
have also fulfilled our other ethical responsibilities in accordance with the Code.
I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my
opinion.

Emphasis ofmatter –subsequent
events COVID19 Pandemic

I draw attention to Note 27 of the financial report, which describes the effects of the COVID-19
pandemic as a material subsequent event. My opinion is not modified with respect to this matter.

Council's
responsibilities
for the financial
report

The Council of the university is responsible for the preparation and fair presentation of the financial
report in accordance with Australian Accounting Standards, the Financial Management Act 1994 andthe Australian Charities and Not-for-profits Commission Act 2012, and for such internal control as theCouncil determines is necessary to enable the preparation and fair presentation of a financial reportthat is free from material misstatement, whether due to fraud or error.
In preparing the financial report, the Council is responsible for assessing the university and theconsolidated entity’s ability to continue as a going concern, disclosing, as applicable, matters related togoing concern and using the going concern basis of accounting unless it is inappropriate to do so.

Part Four: Financials

183

Otherinformation

The Council are responsible for the Other Information, which comprises the information in the annual
report for the year ended 31 December 2019, but does not include the financial report and myauditor’s report thereon.
My opinion on the financial report does not cover the Other Information and accordingly, I do not
express any form of assurance conclusion on the Other Information. However, in connection with myaudit of the financial report, my responsibility is to read the Other Information and in doing so,
consider whether it is materially inconsistent with the financial report or the knowledge I obtained
during the audit, or otherwise appears to be materially misstated. If, based on the work I have
performed, I conclude there is a material misstatement of the Other Information, I am required toreport that fact. I have nothing to report in this regard.

Auditor’s
responsibilities
for the audit of
the financial
reportAs required by the Audit Act 1994, my responsibility is to express an opinion on the financial reportbased on the audit. My objectives for the audit are to obtain reasonable assurance about whether thefinancial report as a whole is free from material misstatement, whether due to fraud or error, and toissue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance,
but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards
will always detect a material misstatement when it exists. Misstatements can arise from fraud or error
and are considered material if, individually or in the aggregate, they could reasonably be expected toinfluence the economic decisions of users taken on the basis of this financial report.
As part of an audit in accordance with the Australian Auditing Standards, I exercise professional
judgement and maintain professional scepticism throughout the audit. I also:
•

•

•
•

•

•

184 Annual Report 2019

identify and assess the risks of material misstatement of the financial report, whether due tofraud or error, design and perform audit procedures responsive to those risks, and obtain audit
evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of notdetecting a material misstatement resulting from fraud is higher than for one resulting fromerror, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or theoverride of internal control.
obtain an understanding of internal control relevant to the audit in order to design audit
procedures that are appropriate in the circumstances, but not for the purpose of expressing an
opinion on the effectiveness of the university and the consolidated entity’s internal control
evaluate the appropriateness of accounting policies used and the reasonableness of accounting
estimates and related disclosures made by the Council
conclude on the appropriateness of the Council’s use of the going concern basis of accounting
and, based on the audit evidence obtained, whether a material uncertainty exists related toevents or conditions that may cast significant doubt on the university and the consolidated
entity’s ability to continue as a going concern. If I conclude that a material uncertainty exists, I
am required to draw attention in my auditor’s report to the related disclosures in the financial
report or, if such disclosures are inadequate, to modify my opinion. My conclusions are based on
the audit evidence obtained up to the date of my auditor’s report. However, future events orconditions may cause the university and the consolidated entity to cease to continue as a going
concern.
evaluate the overall presentation, structure and content of the financial report, including thedisclosures, and whether the financial report represents the underlying transactions and eventsin a manner that achieves fair presentation
obtain sufficient appropriate audit evidence regarding the financial information of the entities
and business activities within the university and the consolidated entity to express an opinion on
the financial report. I am responsible for the direction, supervision and performance of the auditof the university and the consolidated entity. I remain solely responsible for my audit opinion.

2

Auditor’s
responsibilities
for the audit of
the financial
report(continued)

MELBOURNE
7 May 2020

I communicate with the Council regarding, among other matters, the planned scope and timing of theaudit and significant audit findings, including any significant deficiencies in internal control that I
identify during my audit.
I also provide the Council with a statement that I have complied with relevant ethical requirements
regarding independence, and to communicate with them all relationships and other matters that may
reasonably be thought to bear on my independence, and where applicable, related safeguards.

Charlotte Jeffries
as delegate for the Auditor-General of Victoria

Part Four: Financials

185
3

Auditor-General’s Independence Declaration
To the Council, the University of Melbourne
The Auditor-General’s independence is established by the Constitution Act 1975. The Auditor-General, an
independent officer of parliament, is not subject to direction by any person about the way in which his
powers and responsibilities are to be exercised.
Under the Audit Act 1994, the Auditor-General is the auditor of each public body and for the purposes ofconducting an audit has access to all documents and property, and may report to parliament matterswhich the Auditor-General considers appropriate.

Independence Declaration
As auditor for the University of Melbourne for the year ended 31 December 2019, I declare that, to thebest of my knowledge and belief, there have been:••

no contraventions of auditor independence requirements of the Australian Charities and Not-forprofits Commission Act 2012 in relation to the audit.
no contraventions of any applicable code of professional conduct in relation to the audit.

MELBOURNE
7 May 2020

186 Annual Report 2019Charlotte Jeffries
as delegate for the Auditor-General of Victoria

DISCLOSURE INDEX

Item No.

SourceSummary of reporting requirement

Page No./sStanding directions / Financial Management Act 1994 (FMA)REPORT OF OPERATIONSCHARTER AND PURPOSE
1.

FRD 22H

Manner of establishment and the relevant Minister2.

FRD 22H

Purpose, functions, powers and duties linked to a summary of activities,
programs and achievements

80, 177

2–3, 12–17, 18–93

3.

FRD 22H

Nature and range of services provided including communities served

18–75

Organisational structure and chart, detailing members of the governing board,
Audit Committee, CEO, senior officers and their responsibilities

80–91

N/A

MANAGEMENT AND STRUCTURE
4.

FRD 22H
5.6

FINANCIAL AND OTHER INFORMATION5.

FRD 03A

Accounting for dividends

6.

FRD 07B

Early adoption of authoritative accounting pronouncements

7.

FRD 10A

Disclosure index

8.

FRD 17B

Long service leave and annual leave for employees

9.

FRD 22H
5.11 cOperational and budgetary objectives, performance against objectives andachievements

10.

FRD 22H
5.10

Occupational health and safety statement including performance indicators,
performance against those indicators.

95–10011.

FRD 22H
5.8

Workforce data for current and previous reporting period including a statementon the application of employment and conduct principles and that employees
have been correctly classified in the workforce data collection

101

12.

FRD 22H
5.11 aSummary of the financial results, with comparative information for the preceding
four reporting periods

76, 120–125

13.

FRD 22H
5.11 bSummary of significant changes in financial position

14.

FRD 22H
5.7

Key initiatives and projects, including significant changes in key initiatives andprojects from previous years and expectations for the future

12–74

15.

FRD 22H
5.11 dPost-balance sheet date events likely to significantly affect subsequent reporting
periods167

16.

FRD 22H
5.18 aSummary of application and operation of the Freedom of Information Act 1982

17.

FRD 22H
5.18 bStatement of compliance with building and maintenance provisions of the
Building Act 1993

102

18.

FRD 22H
5.12

The report of operations shall provide a discussion and analysis of the entity’s
operating results and financial position and include details about significant
factors that affect the entity’s performance

18–74

19.

FRD 22H
5.9

University workforce inclusion policy (where a University has one), including ameasurable target and report on the progress towards the target

101, 107–112

137
187–189
143, 160–161
4–5, 16–17, 32,
48, 64, 74, 76–77,
95–100

122–123

104–105

Disclosure Index

187

Item No.

SourceSummary of reporting requirement

Page No./sStanding directions / Financial Management Act 1994 (FMA)20.

FRD 22H
5.16

Schedule of any government advertising campaign in excess of $100,000 or
greater (exclusive of GST)

N/A

21.

FRD 22H
5.18 eStatement, where applicable, on the implementation and compliance with the
National Competition Policy, including compliance with the requirements ofVictoria’s Competitive Neutrality Policy and any subsequent reform

103

22.

FRD 22H
5.18 cSummary of application and operation of the Protected Disclosure Act 2012
including disclosures required by the Act

103

23.

FRD 22H
5.18 h and FRD 24D

24.

FRD 22H
5.13
5.14
5.15

Summary of Environmental Performance.

70–74

Consultants:
Report of Operations must include a statement disclosing each of the following:1.

Total number of consultancies of $10,000 or more (excluding GST)

2.

Location (e.g. website) of where the schedule with the below details of theconsultancies over $10,000 has been made publicly available•
Consultant engaged•
Brief summary of project•
Total project fees approved (excluding GST)•
Expenditure for reporting period (excluding GST)•
Any future expenditure committed to the consultant for the project125

Total number of consultancies individually valued at less than $10,000 and thetotal expenditure for the reporting period

N/A
106

25.

FRD 22H
5.19

List of other information available on request from the Accountable Officer, andwhich must be retained by the Accountable Officer

26.

FRD 22H
5.17

a.

Total entity ICT Business As Usual (BAU) expenditure for the full 12-monthreporting period; andb.

Total entity ICT Non-Business As Usual expenditure for the full 12-monthreporting period; and provide a breakdown for:An entity shall disclose the following in the report of operations:

117(i) Operational expenditure (OPEX); and(ii) Capital expenditure (CAPEX).
27.

FRD 25C

Local Jobs First

28.

AASB 16

Leases29.

FRD 119A

Transfers through contributed capital

164

30.

SD 3.7.1

The Responsible Body must ensure that the Agency applies the Victorian
Government Risk Management Framework.

88, 9431.

SD 5.2.1(a)The Accountable Officer must implement and maintain a process to ensure theAgency’s Annual Report is prepared in accordance with the FMA, the Standing
Directions, the Instructions, applicable Australian Accounting Standards andFinancial Reporting Directions

2, 125

Report of Operations is signed and dated by the Chancellor or equivalent andincludes the date of the Council Meeting at which Annual Report was approved2

32.

188 Annual Report 2019

SD 5.2.3

71
136–137, 150–155,
158–159

Item No.

SourceSummary of reporting requirement

Page No./sStanding directions / Financial Management Act 1994 (FMA)
FINANCIAL REPORTFINANCIAL STATEMENTS REQUIRED UNDER STANDING DIRECTIONS/ FINANCIAL MANAGEMENT ACT 1984
33.

34.

35.

SD 5.2.2(a), 5.2.2(b) and
FMA s49

FRD 30D

SD 3.2.1.1(c)The financial statements must contain such information as required by the
Minister and be prepared in a manner and form approved by the Minister. They
must be signed and dated by the Accountable Officer, CFO (subject to 5.2.2) and amember of the Responsible Body, in a manner approved by the Minister, stating
whether, in their opinion the financial statements:•

present fairly the financial transactions during reporting period and thefinancial position at end of the period; and•have been prepared in accordance with applicable requirements in the FMA,
the Directions, the Financial Reporting Directions and Australian AccountingStandards

182

Financial statements are expressed in the nearest dollar except where the total
assets, or revenue, or expenses of the institution are greater than:•$10,000,000, when the amounts shown in the financial statements may be
expressed by reference to the nearest $1,000; and•$1,000,000,000, when the amounts shown in the financial statements may
be expressed by reference to the nearest $100,000

131

The Responsible Body must establish an Audit Committee to:•review annual financial statements and make a recommendation to the
Responsible Body as to whether to authorise the statements before they are
released to Parliament by the Responsible Minister81, 88, 94,
99, 169, 182

OTHER REQUIREMENTS AS PER FINANCIAL REPORTING DIRECTIONS IN NOTES TO THE FINANCIAL STATEMENTS36.

FRD 11A

Disclosure of ex-gratia payments

37.

FRD 21C

Disclosures of Responsible Persons, Executive Officer and Other Personnel(contractors with significant management responsibilities) in the Financial Report

N/A

38.

FRD 102A

Inventories

39.

FRD 103H

Non-financial physical assets

40.

FRD 105B

Borrowing costs

41.

FRD 106B

Impairment of assets

144, 147, 154–156

42.

FRD 107B

Investment properties

N/A

43.

FRD 109A

Intangible assets

156

44.

FRD 110A

Cash flow statements

45.

FRD 112D

Defined benefit superannuation obligations

143, 146–147,
160–161

46.

FRD 113A

Investment in subsidiaries, jointly controlled entities and associates

148, 167–168

47.

FRD 120M

Accounting and reporting pronouncements applicable to the reporting period

176–177
N/A
150–155126

130

133–181COMPLIANCE WITH OTHER LEGISLATION, SUBORDINATE INSTRUMENTS AND POLICIES
48.

ETRA,
s. 3.2.8

49.

PAEC

50.

University Commercial
Activity Guidelines

Statement about compulsory non-academic fees, subscriptions and charges
payable in 2019

117

Financial and other information relating to the University’s international
operations

20, 34, 46–47, 76•

Summary of the University's commercial activities•

If the University has a controlled entity, include the accounts of that entity in
the University’s Annual Report

167–168

Disclosure Index

189

GLOSSARY

Academic Ranking of World
Universities (ARWU)
Publication of the world’s top 1000
colleges and universities based on
specific indicators
Access Melbourne
Special guaranteed entry andscholarship scheme for domestic
undergraduate applicants whose
circumstances in secondary school
have prevented them from achieving
the best possible ATAR
Advancing Melbourne, Strategy 2030
Advancing Melbourne charts the
University of Melbourne’s strategic
direction to the year 2030. The
University’s aspiration is to be known asa world-leading and globally connected
Australian university, with students at
the heart of everything it does
Australian Research Council (ARC)
One of the Australian Government’s
two main agencies (with the NHMRC,
see below) for allocating competitive
research funding to academics andresearchers at Australian universities
Australian Tertiary Admission Rank
(ATAR)
Primary criterion for entry into mostundergraduate-entry university
programs in Australia
Believe – the Campaign for the
University of Melbourne
The University of Melbourne’s
philanthropic program providing
opportunities for thousands ofstudents, including initiatives such as
scholarships, fellowships and stipends,
as well as named Chairs and otheracademic appointments

190 Annual Report 2019

Career Outcomes Survey (COS)
Survey conducted to assess career
outcomes of University graduates
Carlton Local Agencies Network(CLAN)A network of organisations working
collaboratively to improve social
capital, support and access to services
for the diverse range of local residents
in Carlton
Course Experience Questionnaire(CEQ)
Administered in conjunction with
Graduate Outcomes Survey (GOS) tocoursework graduates approximately
five months after their course
completion, collecting information
on quality of education by asking
graduates about their study experience
Doctor of Philosophy (PhD)
Highest academic degree awarded byuniversities in most countries
Domestic student retention rate
Proportion of students in a year
enrolled in the following year
Domestic student success rate
Ratio of subjects passed versus subject
attempted
Donald Thomson AnthropologicalCollection
Amassed by Melbourne-based
anthropologist and biologist Professor
Donald Thomson (1901–70) containing
almost 7500 artefacts and 2000
biological specimens collected mainly
on Cape York, in Arnhem Land, from theGreat Sandy Desert, the Gibson Desertof Western Australia, the Solomon
Islands, and West Papua

Earnings before interest, taxes,
depreciation and amortisation(EBITDA)Net income with interest, taxes,
depreciation and amortisation added
back to it, used to analyse and compare
profitability among companies andindustries, eliminating effects offinancing and accounting decisions
Enabling Operational Excellence
Program (EOE)
Successor to the Melbourne Operating
Model, a three-year, three-stage
program developed to increase
return on investment by optimising
operational resources and leverage theasset base
Equivalent full-time student load
(EFTSL)
Components used to calculate student
contribution – one EFTSL is equivalent
to a full-time study load for one year.
For standard undergraduate degrees,
an annual total of 80 credit points is
equivalent to a standard year of fulltime study (one EFTSL)
Eureka Prizes
Celebrate outstanding achievements
in Australian science across categories
of research and innovation, leadership,
science engagement, and school
science
Excellence in Research for Australia(ERA)
Research management initiative
developed by the Australian ResearchCouncil as replacement for the
Research Quality FrameworkFlexible Academic Programming
Project (FlexAP)
Whole-of-University project begun
in 2015 to review and enhancequality of teaching and the student
experience, provide more choice andflexibility of study options and makemore effective and efficient use of
University infrastructure and resources
throughout the calendar year
Frank Fenner PrizeAwarded to the Life Scientist of the Yearas part of the Prime Minister’s Prizes for
Science
Full-time equivalent (EFT)
Relates to full-time equivalent for staff
GEN Scott Teaching Fellowship
ProgramEstablished to recognise, reward anddevelop exceptional academic teaching
staff at the University of Melbourne
Gottschalk Medal
Recognises contributions foroutstanding research in the biologicalsciences by researchers up to ten
years post-PhD in the calendar yearof nomination, except in the case ofsignificant interruptions to a research
careerGraduate Degree Packages
Unique Melbourne packages for schoolleavers bundling undergraduate
degree offers with offers for a place in a
specialised professional entry graduate
school program
Go8 (Group of Eight)
Comprises Australia’s eight leading
research universities: Australian
National University, Monash University,
University of Adelaide, University of
Melbourne, University of New South
Wales, University of Queensland,
University of Sydney and University ofWestern Australia
Graduate Outcomes Survey (GOS)
National survey funded by the Federal
Department of Education and Training,
to collect information on graduates’
labour market outcomes and further
study activities

Growing Esteem
University of Melbourne strategic plan,
the most recent iteration, Growing
Esteem 2015– 2020, seeks to realisethe vision first articulated in 2005 andfollows Growing Esteem 2010
Hallmark Research Initiatives
Program enabling high-quality,interdisciplinary research communities
to increase impact at the University of
MelbourneInternational Financial ReportingStandards (IFRS)
Issued by IFRS Foundation andInternational Accounting Standards
Board (IASB) to provide common
global language for business affairs
to ensure that company accounts areunderstandable and comparable acrossinternational boundaries
International Sustainable Campus
Network (ISCN)

Unique financial and personal support
program for exceptional undergraduate
students from across Australia to study
and live at the University of Melbourne

International forum supporting higher
education institutions in exchange
of information, ideas and bestpractices for achieving sustainablecampus operations, and integrating
sustainability in research and teaching

HASS

JAWUN

Hansen Scholarship Program

Humanities, Arts, and Social Sciences
Higher Education Research Data
Collection (HERDC)
Comprises research income datasubmitted annually by universities tothe federal Department of Education
and Training
Highly cited researchers (Hi-Ci)
Annual list recognising leading
researchers in the sciences and social
sciences from around the world
Household, Income and Labour
Dynamics in Australia (HILDA)
Australian survey conducted by the
Faculty of Business and Economics at
the University of Melbourne to capture
how Australian lives are changing,factors driving change, and change
impacts. It provides key evidence
underpinning policy across fields
such as childcare, public health, andemployment
Indigenous Leadership, Excellenceand Achievement Program (I-LEAP)
Provides mentoring and conducts
leadership workshops for Indigenous
students throughout secondary,undergraduate and graduate education

Partnerships between organisations
and Indigenous communities topromote self-reliance, entrepreneurial
activity and business planning
Low socioeconomic status (Low-SES)
Socioeconomic status (SES) in
Australian higher education isdetermined using a student’s
residential address. Low SES students
are defined as those who live in thebottom 25 per cent in this ranking
Macfarlane Burnet Prize
Highest honour in biological sciences
awarded by the Australian Academy of
Sciences
Melbourne Biomedical Precinct
Australia’s leading biomedical andinnovation precinct, located in
Parkville, connects the University of
Melbourne with eight hospitals andprestigious research institutes
Melbourne Centre for Cancer
Research (UMCCR)
Collaboration of cancer researchers
from across the University of
Melbourne working in collaboration to
improve outcomes for cancer patients
through fostering innovation andintegration in cancer care, research,education and training

Glossary

191

Melbourne Collaborative Research
Infrastructure Program (MCRIP)
Optimises expert research throughapplication of cutting-edge
technologies
Melbourne curriculum
Globally competitive curriculum
coupling broad undergraduate studies
with postgraduate specialisation
Melbourne Innovation Districts (MID)
Partnership between the Universityof Melbourne, the City of Melbourne,
and RMIT University to develop urban
innovations in Melbourne, for the
benefit of the whole city
Melbourne Research Future Fund
(MRFF)
Provides long-term investment
supporting Australian health andmedical research

Pride in Action Network
University of Melbourne inaugural
LGBTQIA+ Ally Network bringing
together staff and students who
identify as LGBTQIA+, their allies andsupporters to create opportunities
to share information, and foster a
supportive and inclusive workplace andlearning environment
QS Rankings
Annual publication of global university
rankings by Quacquarelli Symonds
Quality indicators for learning andteaching (QILT)
Suite of government-endorsed surveys
for higher education, covering thestudent life cycle from commencement
to employment
Reconciliation Action Plan (RAP)

Peak funding body for medical research– one of the Australian Government's
two main agencies (with the ARC,
see above) for allocating competitive
research funding to academics andresearchers at Australian universities

Business plan documenting thepractical actions an organisation
will undertake to contribute toreconciliation in Australia. The first
University of Melbourne RAP was forthe period 2011–2013, the second
from 2015–2017 and the third is for theperiod 2018–2022. The third RAP is an
Elevate RAP, signalling reconciliation
leadership

New Colombo Plan (NCP)

Research Capability Framework

National Health and Medical ResearchCouncil (NHMRC)

Federal Government funding ofstudent participation in Indo-Pacificexperiences
New Student Precinct
World-class student precinct on
Parkville campus including ninebuildings and 37 300m2 of new
and refurbished buildings andlandscape space
Pathways to Politics
Non-partisan University of Melbourne
initiative to provide women with
opportunities to gain skills and network
to attain elected office
Paul Bourke Awards
Honour Australians in the early partof their career who have achieved
excellence in scholarship in one ormore fields of the social sciences

192 Annual Report 2019

Supports Melbourne researchers byproviding practical assistance to guidecareer goals and expectations acrossfaculties of the University of Melbourne
Research Higher Degree (RHD)
Postgraduate university degree
involving a unique supervised research
project, either as Masters by Researchor Philosophy, or Doctoral degree(either Professional Doctorate or Doctorof Philosophy)
STEMM
Science, Technology, Engineering,
Mathematics and Medicine
Study Melbourne LIVE (Lead. Intern.
Volunteer. Experience)
Initiative delivered in partnership witheducation providers

Times Higher Education Rankings ofWorld Universities (THE)Annual publication of university
rankings by Times Higher Education
magazine
Victorian Comprehensive Cancer
Centre (VCCC)
Purpose-built centre for cancer
research, treatment, care andeducation, located within the Parkville
Precinct
Victorian Tertiary Admissions Centre(VTAC)
Administrative body which processes
applications for universities in the stateof Victoria
Web of Science (WoS)
Citation index built on the fact thatcitations in science serve as linkages
between similar research items, andlead to matching or related scientific
literature, such as journal articles,
conference proceedings and abstracts
WGEA
Workplace Gender Equality Agency
Woodward Medal
Awarded annually to members of staff
for research published in the preceding
five years

INDEX

303 Royal Parade

A

30

—
Aboriginal Australians see
Indigenous Australians Academic
Advising and Peer Mentoring
programs
21
academic governance90
Academic Leaders Program68
Academic Ranking of World
Universities
36
Academic Women in Leadershipprogram69, 111
Access Melbourne program
28
accommodation for students
30
achievements see awards
and achievements
Activated and Recognised
Co-curriculum
21
Advancing Melbourne program
11
Aikenhead Centre for Medical
Discovery
40
Alisic, Eva
43
alumni and supporters
60–1
amenities and service fee
117
Ancestral Memory exhibition
54
antibiotic resistance42
Appropriate Workplace
Behaviour Policy
101
ARC see Australian Research Council
Arunan, Indumathi
67
Asia Pacific Student Accommodation
Association Award18, 30
Asialink initiatives
58
Asia–Pacific, engagement with58
Ask Alumni program
23
Association of Women on Campus 111
Athena SWAN Charter
108, 111
attrition rates
26
Audit and Risk Committee
88
Auditor-General’s Declaration
181
auditor’s report
182–4
Australia India Institute59
Australia Talks National Survey
55
Australian Financial Review Higher
Education Award
58
Australian Research Council
Future Fellowships
42–3
grants34, 42
Laureate Fellowships
43
Australian–German Energy
Symposium
41
autonomous vehicle development 46
awards and achievements
diversity and inclusion policy
108
for public engagement
58
for student accommodation
18
Humboldt Research Award
47
sustainability initiatives
72
to Laura Mackay45
to staff and institutions
14–15, 68

B—
Baldwin, Timothy
15
Believe campaign
60–3
Berlin University Alliance46
BioCurate joint venture38
biodiversity initiatives
72
Biomedical precinct
40
Biometric Mirror Exhibit
54
Bloomberg Philanthropies Data for
Healthy Initiative46
Building Act 1993 (Vic),
compliance with
102

C

—
Cai, Mansi
67
Campbell, Luke
14
campus locations
8–9
Career Conversations
56
career outcomes
22–3
Careers and Employability Studio 22
Carlin, Nadia
84, 88Carney, Georgia
35
Caruso, Frank
14
Centre for Market Design
58
ceremonial mace
87
Chancellor see Myers, Allan
Chen, Deli
15
child safety policy
117
Choose to Reuse program
66
Cirilo, Julia
65
City of Melbourne Chair in Urban
Resilience and Innovation
52
Clarivate Analytics Highly-Cited
Researchers List
34, 36
Clark, Graeme
11
Clarke, Lady Janet
10
Commencement Ceremonies
21
committees
88
compliance with statutes
102
Conservatorium
12, 50, 55
Corcoran, Niall
44
critical incident management97
cultural engagement
54–5
cybersecurity
113

D

—
Dalziel, Kim
44Damousi, Joy
15
decision making policy
115
degree courses, proportion by level 20
Denteric Pty Ltd
38
Dessay, Linda
3
disability and social
inclusion policy
111
disclosure index
186–8

DISPOSABLE exhibition54
diversity and inclusion policy 1 07–10
Dodson, Patrick
57
Dowdell, Amber
51
Dungala Kaiela Oration
57
Dyson, Marita May
75

E—
Eades, Sandra
44
education services foroverseas students
103
emergency preparedness
and response
97
employment practices
101–12
Enabling Operational
Excellence program
66, 69engagement
50–64
Enterprise Bargaining Agreement 68
environmental sustainability
70–3
ethical and responsible
decision making
115
Eureka Prize
14
Excellence in Research forAustralia Report37
ex-gratia payment disclosure
117

F

—
faculties and schools
91–3
Fernandez, Laura
63
Finance Committee
88–9
finance statistics
76, 120–2
financial statement
118–86First Year Discovery subjects
21
Fisherman’s Bend campus
40
five-year financial summary
123–4
Flanagan, Stuart
75
Flexible Academic
Programming Project27
Foodprint Melbourne
58
foreign interference andinfluence policy
115
Foundation and Trusts Committee 89
France, research collaborations with 47
Frank Fenner Prize
14
freedom of information
104–5
freedom of speech policy
115
Furniture Reuse Centre
66
Future Batteries Industry Cooperative
Research
39

G—
Garma Festival of Traditional Cultures 3
Gebble, Louisa
65
gender equity
11
Germany, joint research with46
global mobility programs
23
glossary
190–2
Gottschalk Medal
15
Goulburn Valley, engagement with 53
governance
78–117
Governance and Nominations
Committee
89
Graduate Outcomes Survey
22
graduate students
degree packages
18, 27
Indigenous students
25
research by
47
statistics
76
grant income
34
Green Gown Awards Australasia
72
greenhouse gas emissions
70
Growing Esteem strategy
16–17
Guerin, Julia ‘Bella’
10
Guillemin, Marilys
86
Guy, Matthew
63

H—Hall, Chelsea
19
Hallmark Research Initiatives
34, 41
Hansen, Jane
83
Hansen Scholarship Program 13, 18, 29
Hawke, Sebastian35
health and safety management 95–100
Hemsworth, Paul
15HERDC research income
34
Hergt, Janet15, 90Hermosilla, Karin Traeger
67
Higher Education Participation andPartnerships Program
29
Highly Cited Researchers
37
Hollenberg, Lloyd
15
Holloway-Clarke, Tyson
86
Household, Income and Labour
Dynamics in Australia survey
39
Humboldt Research Award
47

Glossary

193

I

—
ICT expenditure
117
India
engagement with
13, 50, 58–9
research collaborations
47
Indigenous Australians
Ancestral Memory exhibition
54
engagement with
56–7
Indigenous Employment
Framework
111
Indigenous Knowledge
Institute41, 50Indigenous students
25, 109
mental health issues
44
Munarra Academy planned
53
number of at University
109
partnerships with50
Traditional Owners of campus sites 9
Indonesian engagement strategy
award to Tim Lindsey
58–9
launch of13, 50
MAMPU aid program
39
Research Fellowships
46
information governance
113–15infrastructure programs
31, 45Interdisciplinary Research Institute 41
international engagement
58
international research initiatives
46
International ResearchTraining Groups
34, 47
international students,
proportion of
20
International Sustainable Campus
Network Award66, 70Investment Management
Committee
89
Israel, research collaborations with 47

J—
Jawun Employee Secondment
Program

56–7

K—
Kentish, Sandra
Kenyon, Andrew
Kerr, Diane
Khaitan, Tarunabh
Klein, Elise
Krause, Kerri-Lee

15
90
3
14
15
13, 18, 21

L—
Laureate Professors
Leadership, Excellence andAchievement Program
Let’s Talk Carlton event
Liebler, MarkLife Sciences Complex,
new building
Lincoln House
Lindsey, Tim
Little Hall development
Living Pavilion
Lloyd’s Register Quality
Assurance audit

15
56
53
84
18
30
58
13, 3031, 75
99–100194 Annual Report 2019M—
Macfarlane Burnet Medaland Lecture
15
Mackay, Laura
14–15, 45
malaria treatment
42
MAMPU aid program
39
Maskell, Duncan (Vice-Chancellor)announces Indigenous
Knowledge Institute41
financial statement
180
leads forum on Indigenous
partnerships
57
message from3risk management attestation
94
role of84
Masood, Mehak
67
MCM Ian Potter Southbank Centre 12
McVilly, Keith
111
Medical Research Future Fund
44
Melbourne Accelerator Program
52
Melbourne Collaborative Research
Infrastructure Program
45
Melbourne Connect precinct
40
Melbourne Conservatoriumof Music
12, 50, 55
Melbourne Disability Institute
41
Melbourne Energy Institute
41
Melbourne Excellence Awards
68
Melbourne Ideas Festival
21
Melbourne Innovation District 13, 50
Melbourne Social Equity Institute 41
Melbourne Sustainable
Society Institute
41
Melbourne–India Postgraduate
Academy47
Melbourne–Indonesia ResearchPartnership Program
59
Merri Creek litter project65
message from Chancellor2message from Vice-Chancellor
3
MID City North Opportunities Plan 52
Middleton, John85, 89Mingyu Su
65
Mueller, Ivo
14
Munarra Academy planned
53
Murra Warra wind farm
71
Myer, Martyn
83, 89Myers, Allan (Chancellor) 2, 83, 88–90
Myers, RH
10

N—
Nannup, Mark33, 33National Competition Policy
103
Nayak, Adit
65
New Colombo Plan
23
New Research Fellowships program 46
New Student Precinct
18, 31, 56
New Zealand, collaborations with 39
Next Generation Capstone Subjects 21
North Wing restored
50

O—
O’Brien-Simpson, Neil
42
occupational health98
Old Quadrangle Building 3, 12, 50, 54
Olekalns, Nilss
84, 90organisational sustainability
68–9
Otto, Peter
15

P—
paediatric mental health44
Parkville campus
6, 12
Pathways to Politics program
55
Paul Bourke Award
15
People Strategy
68
Performance and Development
Framework
68
performance indicators
financial performance
120–2
public and community
engagement64
research against targets
48
research quality
36
statistics
17
sustainability
72–3
teaching and learning
26–7, 32
periodontal gum disease vaccine 38
Personal Insights Program
68
Peter Cook Centre for Carbon Captureand Storage Research
38
policy engagement
55
Prendergast, Lorna
49
Pride in Action Network
107–8, 111
Pride in Diversity
111
Prime Minister’s Prize for New
Innovators
14
privacy and data protection
114
progressive accommodation offer 30
Prostate Cancer Research Alliance 44
protected disclosure policy
103
public and community
engagement
50–64

Q

—
QS World University Rankings
36
Quality Indicators for Learning andTeaching survey
26

R—
radiation management97
Raymond Priestley Building
79
Reconciliation Action Plan
11, 56
Redmond Barry Distinguished
Professors
15
Regional Entrepreneur
Accelerator Program
52
Renfree, Marilyn
15
research
34–48, 76
Research Capability Framework
37
Research Higher Degree enrolments 18
Resources and Renumeration
Committee
89
Respect Taskforce and Respect
Week
110
Retention and Disposal Authority 114
retention and success rates
26
Reuse Centre
72
risk management strategy andframework
94
Robinson, Leanne
14
Roessner, Ute
47
Royal Society Leverhulme Medal 14

S—
safety95–100
SAGE program111
scholarships 29
Science Gallery Melbourne
54–5
self-insurance approval
98
senior leadership committees
91
Skerratt, Lee
43
Smart Campus Energy Upgrades
program
71
South America, collaborations with 39
South Australia, collaborations with 39
staff members see alsoorganisational sustainability
academic governance
90
awards and achievements 14–15, 68
workplace health and safety
training
96–7
workplace statistics
101
statutory reporting
94
Stawell Underground Physics
Laboratory
38
STEMM leadership skills and researchcapability program69
Stops, Wendy
85
strategic roundup
17
Student Life Strategy
13, 18, 21
students see also graduate students
accommodation for
30
career outcomes
22–3
in The Living Pavilion
74
Indigenous students
25
initiatives for21
Merri Creek litter project65
new DVC appointed for
13
performance indicators
32
profile and demand
20
proportion of international
students
20
satisfaction rates
26–7
statistics
5, 76–7
Study Melbourne LIVE
23
Sung, Joseph
85
supply chain and procurement 56, 71
sustainability
66–75
Sustainability Fellowships
Program26, 66
Sustainability Report 201870
System Garden
6
Szoke, Helen
85

T—
TAKE2 climate change pledge
program71
Taylor-Le Page, Saxon
19
teaching, key achievements
18
THE Global Rankings
5, 36
The Living Pavilion
31, 75Tierney, Gale, report submitted to2
Tilley, Leanne42
Traditional Owners of campus sites 9

U—
United Kingdom, researchcollaborations with47
United Nations of Australia Sustainable
Partnerships Forum
71
United States, researchcollaborations with46
Universities Foreign
Interference Taskforce
116
University Committees
88
University Council, powers andfunctions
80–2
University of Melbourne
at a glance
4–5
campus locations
8–9
ceremonial mace
87
global rankings36
history of
10–11
information available on request 106
market share
20
organisational statistics
76–7
organisational structure
80
organisational sustainability
68
record-keeping policy
114
Year in Review
12–13
U-Vet Animal Hospital
12

V—
Vascular Bionics Laboratory
14
Vice-Chancellor see Maskell, Duncan

W—
Wagaarachchi, Senuri
33
Wai-Hong Tham
14
waste management72
Web of Science articles
36
Wedell, Nina
43
Wei Heng Chan
65
Werribee Animal Hospital extension 31
Werribee Campus redevelopment 12
Western Edge Biosciences
Program12, 31
Westey, Michael
13
Whistleblower Protection Policy 103
Willis, Julie
15
Wolff, Erica
10
women
affirmative programs for69
gender equity initiatives
111
Woodward Medals
14
worker’s compensation98
workplace safety
95–100WorkSafe notifications
99–100Y—
Year in Review
12–13
Yothu Yindi Foundation Partnership 57

Index

195

Front cover image
Launched in 2019, the University of Melbourne’s Student Life strategy made a series of strong commitments to undergraduate
students to enhance their on-campus experience and realise the University’s ambition to be a connected community of scholarship.
In response to students indicating a desire for more direct interaction with academic staff, the University introduced Academic
Advising as one of six signature projects outlined in the strategy. This initiative enables students to meet with an Academic Adviser
who will help them identify areas of academic strength and personal interest, and discuss extra-curricular activities and otheracademic-focused topics. Academic Advisers will have follow-up meetings with students from time to time throughout theirundergraduate studies to listen to their concerns, provide advice and referrals where needed, and to share their own experiences.
The backdrop to this cover image is the Western Edge Biosciences (WEBS) building, officially opened on the Parkville campus
on 25 March 2019, and features Bachelor of Design students Teariki Williams (left) and Penelope Gilbert.

unimelb.edu.au