Measuring the size and age of the universe has won University of Melbourne astrophysicist Professor Jeremy Mould and his international colleagues the prestigious US$500,000 2009 Gruber Prize for Cosmology.
The award recognises the astronomers’
work on the Hubble Space Telescope Key Project on the Extragalactic Distance Scale, a 10-year-long effort to establish the long-disputed value of the Hubble constant. One of the most important measurements in astronomy, the figure explains the expansion rate of the universe since its beginning. The project’s findings will enable scientists to more accurately investigate other questions about the birth, evolution, and composition of the universe.
During the 10 years of research on the Hubble Key Project, Mould’s team used the Hubble Telescope to observe 18 galaxies at distances of up to 65 million light-years. They discovered almost 800 Cepheid variable stars, a special class of pulsating star used for accurate distance measurement. Professor Mould’s current work continues in further clarifying the reliability of the Cepheid variable stars as a measurement of the distance of galaxies.
Professor Mould was previously Director of the National Optical Astronomy Observatory at Tucson, Arizona and a member of NASA’s Space Science Advisory Committee.
Page 65 Enablers
INFORMATION TECHNOLOGY
Significant infrastructure projects undertaken in 2009 include completion of the core network upgrade, delivery of the new IP Telephony system to 30 per cent of staff, network connection of 14 sites to VERN and the selection of a new shared data centre facility.
As part of administrative reform, system developments to streamline processes in Themis – the University’s integrated administration system – included improvements to how research data is collected, streamlining of the time recording process for casual staff and enabling online training via implementation of a learning management module. New systems implemented include the Travel Portal, which will both streamline the travel booking process and deliver significant cost savings, and an organisation wide Policy Library.
A new service delivery model for Desktop Computing was developed to provide more efficient and cost-effective support for workstations and printers across the University. This service was one part of a newly revised service catalogue produced for IT services.
Under a new ‘Green IT’ initiative, reductions in power usage and carbon emissions were achieved through introduction of virtualisation technology reducing the numbers of servers required. Further reductions are anticipated as the new, energy efficient data centre becomes operational.
Work towards implementation of a new integrated student information system, ISIS, continued during 2009. The system, which has been under development for a number of years, is due to go live in 2010.
A commemorative sculpture, New Life, celebrating the centenary of the School of Veterinary Science was unveiled at Werribee, before a crowd of alumni, staff and special guests.
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refOrm OPerating mOdel tO better aChieve strategiC PriOrities
A series of organisational reforms were implemented in 2009 in preparation for transition to Responsible Division Management (RDM) in January 2010 and in response to the impact of the global financial crisis on the University’s income.
Under RDM, services have been categorised as local services (conducted within budget divisions to best support their operations), common services (conducted on behalf of the whole University for reasons of efficiency and/
or consistency) and chancellery services, which represent the University as a whole. Many services and staff have changed location within the University as a result. The University Budget model was reformed to support RDM, with budget allocations aligned to each service area.
Work continued under the Taking Responsibility – Making Melbourne Manageable program of reform for University governance and management.
A policy framework and process was established to ensure all major projects meet best practice standards of governance, planning and reporting.
Preparations were made for the AUQA audit in 2010.
aChieve revenUe targets and generate effiCienCies tO COntain COsts
When initiatives to reduce expenses proved insufficient to fill the gap caused by the reduction in income due to the global financial crisis, an Economic Response Program was implemented. Measures to reduce expenditure included a freeze on hiring new professional staff and a voluntary departure program.
Expenditure targets were established for all centrally-based programs and budget divisions, and all budget divisions were assisted to develop a strategy for balancing budgets by 2011. Revenue projections and key expenditure for budget divisions were closely monitored through financial reporting and analysis at divisional and University levels.
Measures to diversify income sources and achieve revenue targets were realised. Graduate and undergraduate revenues exceeded targets. Significant federal and state project funding was secured. Income from philanthropy increased by 33 per cent, and from commercialisation by 11 per cent. The diversification of income sources was maintained.
inCrease effeCtiveness and reliability Of bUsiness OPeratiOns
Reforms implemented to improve the effectiveness of business operations include new purchasing and business improvement strategies, implementation of recommendations from a finance review, implementation of an integrated approach to student marketing and recruitment and a revised Quality of University Management and Administration survey.
The management program to coordinate RDM changes with contemporaneous ERP changes was implemented smoothly, with sensitivity to staff needs and minimal disruption to core University business.
To ensure integration of all reporting on core management data, the Executive Dashboard was launched and the MIS Reporting Library was initiated for use by senior managers and data analysts in 2010.
As part of measures to improve processes to enhance staff performance and diversity, the Staff Equity and Diversity Framework set targets to be achieved by 2012. Targets focussed on improving gender balance among academics and senior executives and retaining a number of Indigenous staff consistent with the national Indigenous population representation.
imPrOve Planning, infrastrUCtUre and faCilities tO better meet PriOrities
Guided by the 2008 Masterplan, a Campus Development Plan is at draft stage. Detailed plans have been established for the sequence and timing of changes to University unit locations. The backlog maintenance reduction program continues according to plan.
Major infrastructure projects were managed effectively, with the completion of the Economics and Commerce building on time and within budget, the achievement of agreed milestones for the Parkville and Austin Neurosciences Facility, and the initiation of the Doherty Institute project.
IT infrastructure was improved through the successful delivery of over 20 IT projects, including core network renewal, new IP Telephony infrastructure, redevelopment of the ITS Service Catalogue and installation of new workspace computing services. Improvements were made to the integrated administration system, Themis. The new integrated Student System, ISIS, is on track to go live in 2010.
A draft Library Strategic Plan for 2010-2015 was developed, embracing discipline clustered library and learning precincts, improved research data management and redevelopment of the Baillieu and other libraries.
Performance against 2009 targets
From left to right: Professor ken Hinchcliff, Mr Ross Sutherland, Vice-Chancellor Glyn Davis, and Mr Doug Lade after signing the Memorandum of Distribution.
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A donation of $4.7 million will enable the University of Melbourne to establish and fund a new Chair in the Faculty of Veterinary Science. The donation is one of the largest single donations received by the University.
“The gift will allow the Faculty to enhance its already strong programs in cattle and sheep production medicine, and will provide more opportunities to educate veterinarians for rural practice,” said Professor Hinchcliff, the Dean of Veterinary Science.
“Veterinary science has a huge part to play in ensuring the future of livestock production systems in south-eastern Australia and we, at the University of Melbourne, are committed to support of agricultural industries,” he said.
“Gifts such as this allow us to provide this support.”
Farming in developed countries is now a very scientific endeavour, with primary producers constantly seeking new ways to improve animal health, welfare and biosecurity. In recognition of this, Professor Hinchcliff notes that the role of veterinary scientists is to help maintain optimal health and well-being of farm animals through teaching, research and development, and provision of veterinary care, with flow-on effects for graziers of improved productivity and quality of produce.
The University is a leader in education in this area and the donation will leverage strengths to provide a cohesive approach to the challenges faced in the sheep and cattle industry in south-eastern Australia in the 21st century.