Policy

Establishment, Management and Closure of Institutes, Centres and Research Networks - Policy

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1.0                Purpose and Scope

This Policy outlines the principles for the establishment, management and closure of Centres, Institutes and Research Networks.

The policy applies to new and established Institutes, Centres and Research Networks under the categories outlined in this Policy.

2.0                Principles and Key Requirements

The University establishes Institutes, Centres and Research Networks to create the critical mass and leadership to build capacity and capabilities across the University, and advance strategic priorities for the University.  They provide a readily identifiable face to external users, the means to raise profile and visibility of activities, and are an important mechanism to enable multi-disciplinary activities.

The University encourages all researchers to collaborate within Schools and Faculties, and across School and Faculty boundaries.  Institutes, Centres and Research Networks are required to formalise infrastructure and funding commitments, and to provide the accompanying management and governance arrangements for activities that cannot be delivered within existing structures.  Researchers may use names other than “Institute” and “Centre” to recognise and differentiate their collaborative efforts, including “Unit” or “Group”.

Institutes, Centres and Research Networks must:

  • provide added value to the University’s profile and performance in a manner that cannot be met through a business-as-usual approach within existing academic organisational units;

  • have a critical mass of activity;

  • be financially sustainable;

  • be fixed term requiring regular review and renewal.

3.0                Types

There are a number of types of Institutes, Centres and Research Networks.  The Procedures detail the establishment, management and closure of each type.

3.1                 Institutes

Institutes are prominent, large-scale, multi-disciplinary research structures, which may include multiple Centres.  They must have significant linkages with business/industry, government or other external organisations. It is envisaged that the University would have relatively few such entities.

3.2                 Centres

There are five distinct types of Centres.

3.2.1              Research Centres

A coalition of high quality researchers who intend to focus their activities on a specific area of at least national significance. Centres should involve strong partnerships with other universities, government, business/industry or publicly funded research organisations.

3.2.2              Academic Centres

Academic Centres are established as a focus for specialised types of academic activity.  Although certain types of research and development may be carried out in Academic Centres, research is a minor activity.  Academic Centres may facilitate the building of strong links between various external agencies and a number of academic (and in some cases administrative) elements within the University. The range of functions and possible forms of Academic Centres is intended to be wide. They may undertake multi-disciplinary teaching and/or community service activities that involve significant cooperation across School and/or Faculty boundaries. 

3.2.3              Central Research Platforms

Central Research Platforms house technology research platforms for use by internal and external users (including industry) to enable leading research.

3.2.4              Externally-funded Research Centres

Externally-funded Research Centres (or Nodes of Centres) are externally supported by a time-limited research grant and managed according to the rules of the major external funding body.  For an Externally-funded Research Centre to be established the University must be the administering agent (or node) for a single large external grant.

3.2.5              Affiliate Centres

Affiliate Centres are those where the University has agreed to recognise a joint mission with one or more organisations through a formal relationship.  The purpose and scope of activities involving affiliates may take a number of forms and these are defined through the terms of an Affiliate Agreement. Participation in Affiliate Centres requires careful evaluation of the associated benefits and risks.

The types of organisations may include hospitals, research organisations, industry, government and institutional partners.

3.3                 Research Networks

Research Networks are member based (at individual or organisational level) collaborative entities that build research capacity by connecting and involving persons/institutions in mutually beneficial research activities. Research Networks operate in a virtual fashion and will promote a breadth of multi-disciplinary collaboration, an external profile and linkages, and research endeavours that span organisational units. 

4.0                Establishment and Operation

Institutes, Centres and Research Networks must comply with the requirements for application and approval, governance, management, review and closure as outlined in the Procedure.

The naming of entities is independent of the type of entity and is at the discretion of the Approval Authority.

4.1              Transition Period

It is recognised that the University has existing Institutes and Centres at the date of approval of this Policy (6 September 2018 (Extant Institutes and Centres).  At the implementation of this Policy all Extant Institutes and Centres will continue to exist and be governed as per existing arrangements until such time that they are considered by the Transition Period procedure.  The University will undertake a two year Transition Period that will include the consideration of each Extant Institute and Centre under the updated Policy.  Those that fail to meet the criteria will enter into the Notice Period, which will provide three years for the Extant Institute and Centre to take corrective action in order to satisfy the requirements of the Policy.

If there are any Extant Institutes and Centres that have not been considered at the end of the Transition Period they will be disestablished.

The Vice-Chancellor has ultimate discretion to determine how each Extant Institute and Centre will be treated.  The Vice-Chancellor must seek the approval of the Senate for the establishment, reclassification or closure of Institutes.

5.0                Roles, Responsibilities and Accountabilities

5.1                 Senate

On the recommendation of the Vice-Chancellor, Senate is responsible for the approval, renaming or closure of Institutes.

5.2                 Vice-Chancellor

On the recommendation of the relevant Delegate, the Vice-Chancellor is responsible for:

  • Providing recommendations to the Senate on the establishment or closure of Institutes.

  • Approving the establishment of new Research Centres, Academic Centres and Affiliate Centres.

  • Approving the renaming or closure of existing Research Centres, Academic Centres and Affiliate Centres.

  • Approving the approach for Extant Institutes and Centres recommended during the Transition Period.

5.3                 Deputy Vice-Chancellor (Research)

The Deputy Vice-Chancellor (Research):

  • Is responsible for approving the establishment of Central Research Platforms, Externally-funded Research Centres, and Research Networks, and for monitoring their performance.  The Deputy Vice-Chancellor (Research) must seek endorsement of the Vice-Chancellor if the establishment cannot be supported from existing budgetary sources.

  • Is the Delegate that provides recommendations to the Vice-Chancellor on the establishment of Institutes, Research Centres and Affiliate Centres that primarily focussed on research.

  • Is responsible for overseeing the Transition Period activities.

5.4                 Deputy Vice-Chancellor (Academic)

The Deputy Vice-Chancellor (Academic) is the Delegate that provides recommendations to the Vice-Chancellor on the establishment of Academic Centres and Affiliate Centres that are primarily focussed on teaching and learning.

5.5                 Deputy Vice-Chancellor (External Engagement)

The Deputy Vice-Chancellor (External Engagement) is the Delegate that provides recommendations to the Vice-Chancellor on the establishment of Academic Centres and Affiliate Centres that are primarily focussed on non-research or non-teaching related engagement activities.

5.6                 Host 

The Host is responsible for ensuring the establishment of approved Institutes, Centres or Research Networks in the University’s systems and monitoring its performance as outlined in the Procedures.  They provide the oversight of the governance and management of the Institute, Centre or Research Network, as well as monitor performance against agreed Key Performance Indicators.

6.0                Monitoring, Review and Assurance

6.1                 Governance

Institutes, Centres and Research Networks are required to have a clear governance structure and reporting lines (Host) within the University, agreed upon at the time of establishment that enable monitoring of performance against approved Key Performance Indicators.

6.2                 Review and Assurance

Institutes, Centres and Research Networks are subject to a regular cycle of review as outlined in the Procedure.

7.0                Recording and Reporting

7.1                 Recording

Institutes, Centres and Research Networks must be listed in the University’s Register for Institutes, Centres and Research Networks in accordance with the Procedure. 

7.2                 Reports

Institutes, Centres and Research Networks must provide regular reports as detailed in the Procedure.

8.0                Appendix

Affiliate Agreement: formally describes the relationship between The University of Queensland and an independent legal entity as it pertains to the pursuit of research, educational or other activities undertaken for mutual benefit.

Approval Authority: The designated authority for approving changes to the University’s organisational structure.  Senate for Institutes. Vice-Chancellor for Research Centres, Academic Centres and Affiliate Centres.  Deputy Vice-Chancellor (Research) for Central Research Platforms, Externally-funded Research Centres and Research Networks.

Delegate: An officer of the University responsible for providing recommendations to the Approval Authority.

Designated Officer: An officer of the University designated as having responsibility for an organisational unit, and to whom the unit leader reports.

Extant Institutes and Centres: Institutes and Centres established prior to 6 September 2018 under the previous Policy framework.

Host: Is the Faculty, School, Institute or Central Portfolio responsible for the management of the Institute, Centre or Research Network.

Notice Period: A period of three years afforded to Extant Institutes and Centres that do not meet the criteria for existence under this policy to take corrective action in order to satisfy the requirements.

Proposal: The document that justifies the establishment of an Institute, Centre or Research Network.

Register: An official record of the established Institutes, Centres and Research Networks.

Transition Period: 6 September 2018 - 6 September 2020.

Custodians
Deputy Vice-Chancellor (Research) Professor Bronwyn Harch

Procedures

Establishment, Management and Closure of Institutes, Centres and Research Networks - Procedures

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1.0               Purpose and Scope

The purpose of this Procedure is to outline the steps required for the establishment, management and closure of Institutes, Centres and Research Networks.

The Procedure applies to all existing Institutes, Centres and Research Networks, and to Institute, Centre, or Research Network applications under the categories outlined in the Policy.

2.0                Process and Key Controls

The Policy sets out the principles applicable to the establishment, management and closure of Institutes, Centres and Research Networks.

Institutes, Centres and Research Networks must:

  • be established and approved by the appropriate UQ Approval Authority as defined in the Policy;

  • provide regular reports as detailed in this Procedure;

  • undergo regular review as detailed in this Procedure;

  • be listed in the University’s Register of Institutes, Centres and Research Networks.

3.0                Key Requirements

The differentiating features of the various types of Institutes, Centres and Research Networks are found in the Appendix (Section 8.1).  The process for the establishment, management and closure of Institutes, Centres and Research Networks varies dependent on the type. 

3.1                 Establishment

Institutes, Centres and Research Networks must be established and approved by the appropriate UQ Approval Authority, based on the Type proposed under the Policy and this Procedure.

  1. The Proposal for the establishment an Institute, Centre or Research Network (Proposal) must address the specific steps for establishment dependent on the Type as detailed in this Procedure.

  2. All proposals for the establishment of a new Institute, Centre or Research Network (including a significant reorganisation of existing) must complete the Proposal on the Proposal Template that addresses the criteria for establishment as outlined in the Policy and the Appendix. 

3.1.1              Specific Steps for Establishment of Institutes

  1. The formal request to establish an Institute must be preceded by a period of significant consultation. This consultation may take on various forms but at a minimum the concept should have been discussed at University Senior Management Committee (USMG) prior to submission of the Proposal for Institute establishment.

  2. The Proposal must be submitted by a member of USMG (Proponent) to Research Committee but the presentation of the Proposal may be delegated to a person of their choice. Research Committee will consider the research activities and Key Performance Indicators on which the success of the Institute will be measured. 

  3. The Proposal must also be submitted to Academic Board for consultation.  Generally this should occur following consultation with Research Committee.  Where there is an urgent requirement for the establishment process to progress quickly (e.g. requirements of external agency or person) the Proponent may seek approval from the Deputy Vice-Chancellor (Research) for this to occur simultaneously with the consultation at Research Committee. 

  4. Following consideration by Research Committee the Proposal may be returned to the Proponent for further refinement or forwarded to Academic Board for consultation (if not done simultaneously with Research Committee).

  5. Academic Board will consider the suitability of the Proposal and provide recommendations to the Deputy Vice-Chancellor (Research) for consideration.

  6. The Deputy Vice-Chancellor (Research) will consider all feedback through the consultation with Research Committee and Academic Board and determine whether the Proposal requires further consultation or is suitable for consideration by the Vice-Chancellor.

  7. Once deemed suitable for approval the Deputy Vice-Chancellor (Research) recommends the Proposal for consideration to the Vice-Chancellor.  The Vice-Chancellor is responsible for recommending the Proposal to Senate for approval.

  8. The Director, Research Analysis and Operations updates the Register of Institutes, Centres and Research Networks following receipt of the Senate’s approval including the approved governance structure.

  9. The Host is notified of the approval and will be responsible for ensuring establishment in the University’s systems.

3.1.2              Specific Steps for Establishment of Research Centres

  1. The Proposal must be submitted by a member of USMG (Proponent) to Research Committee but the presentation of the Proposal may be delegated to a person of their choice.  Research Committee will consider the suitability of research activities and Key Performance Indicators. 

  2. The Proposal must also be submitted to Academic Board for consultation.  Generally this should occur following consultation with Research Committee.  Where there is an urgent requirement for the establishment process to progress quickly (e.g. requirements of external agency or person) the Proponent may seek approval from the Deputy Vice-Chancellor (Research) for this to occur simultaneously with the consultation at Research Committee. 

  3. Following consideration by Research Committee the Proposal may be returned to the Proponent for further refinement or forwarded to Academic Board for consultation (if not done simultaneously with Research Committee).

  4. Academic Board will consider the suitability of the Proposal and provide recommendations to the Deputy Vice-Chancellor (Research) for consideration.

  5. The Deputy Vice-Chancellor (Research) will consider all feedback received through the consultation with Research Committee and Academic Board and determine whether the Proposal requires further refinement or is suitable for approval by the Vice-Chancellor.

  6. Once deemed suitable for approval the Deputy Vice-Chancellor (Research) recommends the Proposal for approval to the Vice-Chancellor.

  7. The Director, Research Analysis and Operations updates the Register of Institutes, Centres and Research Networks following receipt of the Vice-Chancellor’s approval including the approved governance structure.

  8. The Host is notified of the approval and will be responsible for ensuring establishment in the University’s systems.

3.1.3              Specific Steps for Establishment of Academic Centres

The major activities of the Academic Centre will determine the Delegate.  The Delegate for Academic Centres focussed on teaching and learning is the Deputy Vice-Chancellor (Academic).  The Delegate for Academic Centres focussed on community service is the Deputy Vice-Chancellor (External Engagement).

3.1.3.1   Steps for Teaching and Learning focussed Academic Centres

  1. The Proposal must be submitted by a member of USMG (Proponent) to the Teaching and Learning Committee but the presentation of the Proposal may be delegated to a person of their choice.  Teaching and Learning Committee will consider the suitability of the teaching and learning activities and Key Performance Indicators. 

  2. The Proposal must also be submitted to Academic Board for consultation.  Generally this should occur following consultation with Teaching and Learning Committee.  Where there is an urgent requirement for the establishment process to progress quickly (e.g. requirements of external agency or person) the member of USMG may seek approval from the Deputy Vice-Chancellor (Academic) for this to occur simultaneously with the consultation at Teaching and Learning Committee. 

  3. Following consideration by Teaching and Learning Committee the Proposal may be returned to the Proponent for further refinement or forwarded to Academic Board for consultation (if not done simultaneously with Teaching and Learning Committee).

  4. Academic Board will consider the suitability of the Proposal and provide recommendations to the Deputy Vice-Chancellor (Academic) for consideration.

  5. The Deputy Vice-Chancellor (Academic) will consider all feedback received through the consultation with Teaching and Learning Committee and Academic Board and determine whether the Proposal requires further refinement or is suitable for approval by the Vice-Chancellor.

  6. Once deemed suitable for approval the Deputy Vice-Chancellor (Academic) recommends the Proposal for approval to the Vice-Chancellor.

  7. The Director, Research Analysis and Operations updates the Register of Institutes, Centres and Research Networks following receipt of the Vice-Chancellor’s approval including the approved governance structure.

  8. The Host is notified of the approval and will be responsible for ensuring establishment in the University’s systems.

3.1.3.2   Steps for Community Service focussed Academic Centres

  1. The Proposal must be submitted by a member of USMG (Proponent) to the Deputy Vice-Chancellor (External Engagement).  Depending on the nature of the community service activity the Deputy Vice-Chancellor (External Engagement) may seek input from various stakeholders prior to submission to Academic Board for consultation. 

  2. Following consideration by Deputy Vice-Chancellor (External Engagement) the Proposal may be returned to the Proponent for further refinement or forwarded to Academic Board for consultation.

  3. Academic Board will consider the suitability of the Proposal and provide recommendations to the Deputy Vice-Chancellor (External Engagement) for consideration.

  4. The Deputy Vice-Chancellor (External Engagement) will consider all feedback received through the consultation with Academic Board and determine whether the Proposal requires further refinement or is suitable for approval by the Vice-Chancellor.

  5. Once deemed suitable for approval the Deputy Vice-Chancellor (External Engagement) recommends the Proposal for approval to the Vice-Chancellor.

  6. The Director, Research Analysis and Operations updates the Register of Institutes, Centres and Research Networks following receipt of the Vice-Chancellor’s approval including the approved governance structure.

  7. The Host is notified of the approval and will be responsible for ensuring establishment in the University’s systems.

3.1.4              Specific Steps for Establishment of Central Research Platforms

  1. Establishment of new Central Research Platforms is a staged process. Prior to establishing a new Central Research Platform the potential to combine capabilities to an existing Central Research Platform must be explored in consultation with the Pro-Vice-Chancellor (Research Infrastructure).

  2. If deemed that a new Central Research Platform should be established the Proposal for the establishment of a new Central Research Platform must be submitted by the Proponent to the Pro-Vice-Chancellor (Research Infrastructure).  If the Pro-Vice-Chancellor (Research Infrastructure) is the Proponent then the Proposal will proceed to the Deputy Vice-Chancellor (Research) directly (step 4).

  3. The Pro-Vice-Chancellor (Research Infrastructure) will consider the suitability of the Proposal and whether the Proposal requires further refinement or is suitable for consideration by the Deputy Vice-Chancellor (Research).

  4. The Deputy Vice-Chancellor (Research) may choose to seek input from Research Committee prior to approval.

  5. Where the new Central Research Platform can be financially supported within the existing Deputy Vice-Chancellor (Research) portfolio and supplemented with user fees the Proposal may be approved by the Deputy Vice-Chancellor (Research). 

  6. Where there are budget implications that cannot be supported within the Deputy Vice-Chancellor (Research)’s existing funds the approval of the Vice-Chancellor must be sought. 

  7. The Director, Research Analysis and Operations updates the Register of Institutes, Centres and Research Networks following receipt of the approval including the approved governance structure.

  8. The Pro-Vice-Chancellor (Research Infrastructure) is notified of the approval and is responsible for ensuring establishment in the University’s systems.

3.1.5              Specific Steps for Establishment of Externally-funded Research Centres

Externally-funded Research Centres are governed by the terms of funding agency agreements.  Establishment of an Externally-funded Research Centre is intended to provide greater visibility to the activities of the Externally-funded Research Centre.  The Deputy Vice-Chancellor (Research) approves a bid for submission to an external agency.  If successful in obtaining a significant Centre grant [Schemes include: NHMRC Centres of Research Excellence, ARC Centres of Excellence, Cooperative Research Centres, Industrial Transformation Research Centre/Hub] from an external funding agency, an Externally-funded Research Centre may be established if desired. 

  1. The Proposal must be submitted by the relevant Executive Dean or Institute Director to the Deputy Vice-Chancellor (Research) for approval.

  2. The Director, Research Analysis and Operations updates the Register of Institutes, Centres and Research Networks following receipt of the Vice-Chancellor’s approval including the approved governance structure.

  3. The Host is notified of the approval and will be responsible for ensuring establishment in the University’s systems.

3.1.6              Specific Steps for Establishment of Affiliate Centres

  1. Participation in Affiliate Centres requires careful evaluation of the associated benefits and risks.  The Vice-Chancellor will assign the development of an Affiliate relationship to a member of the Senior Executive who will be responsible for ensuring the development of a detailed Proposal and Affiliate Agreement. 

  2. A detailed Proposal, including clearly defined governance arrangements and a Host within UQ, and Affiliate Agreement (developed in consultation with the Legal Office) must be considered by the University Senior Management Group.

  3. The Vice-Chancellor will consider the advice of the University Senior Management Group and Legal Office to determine the suitability of approving the Affiliate Centre.

  4. The Director, Research Analysis and Operations updates the Register of Institutes, Centres and Research Networks following receipt of the Vice-Chancellor’s approval including the approved governance structure.

  5. The Host is notified of the approval and will be responsible for ensuring establishment in the University’s systems.

3.1.7              Specific Steps for Establishment of Research Networks

  1. The Proposal for the establishment of a Research Network must be submitted by a member of USMG (Proponent) to the Pro-Vice-Chancellor (Research).

  2. The Proposal for a Research Network must demonstrate the direct societal impact of the Research Network and clearly articulate a path towards obtaining major external funding to support the initiative.

  3. The Pro-Vice-Chancellor (Research) will consider the suitability of the Research Network and whether the Proposal requires further refinement or is suitable for consideration by the Deputy Vice-Chancellor (Research).

  4. The Deputy Vice-Chancellor (Research) may choose to seek input from Research Committee prior to approval.

  5. The Director, Research Analysis and Operations updates the Register of Institutes, Centres and Research Networks following receipt of the approval including the approved governance structure.

  6. The Host is notified of the approval and is responsible for ensuring establishment in the University’s systems.

3.2                 Governance and Management

  1. The general arrangements for the governance and management of an Institute, Centre and Research Network are outlined in the Appendix.

  2. The final arrangements will be approved during the establishment phase.

  3. Should variations from the arrangements agreed at establishment be sought these are approved by the relevant Approval Authority on recommendation of the Delegate.

3.2.1              Director (or Convenor for Research Networks)

Appointment of a Director (or Convenor for Research Networks) is approved by the relevant Approval Authority.

Directors (Convenors for Research Networks) are responsible for appropriate management of the Institute, Centre or Research Network in accordance with the approved goals and organisational Policy and Procedures.

3.2.1.1   University representation and delegations

  1. Membership on University Committees is at the discretion of the Vice-Chancellor.

  2. The level of delegation for:

    1. Directors of Institutes, Research Centres and Academic Centres is at the discretion of the Vice-Chancellor.

    2. Directors of Central Research Platforms is at the discretion of the Deputy Vice-Chancellor (Research).

  3. The Management Team of Affiliate Centres are unlikely to have delegations or representation on University Committees, however the arrangements will be established through the Affiliate Agreement.

  4. Convenors of Research Networks have no special delegations or representations on University Committees.

3.2.2              Role of an Advisory Board

  1. Institutes must establish an External Advisory Board, with membership approved by the Vice-Chancellor. 

Advisory Boards provide strategic non-binding advice to the Management Team.  They may provide:

  • Advice on industry trends;

  • Counsel on issues raised by the Management Team;

  • Encourage exploration of new ideas;

  • Monitor performance and challenge the Management Team to consider options for improving performance.

  1. Centres may establish Advisory Boards, with membership approved by the Host.

3.2.3              Role of a Management Committee

  1. Institutes must establish a Management Committee that includes representatives from the wider university community, with membership approved by the Host. 

The Management Committee will:

  • Set the strategic direction to guide the activities of the Institute;

  • Ensure effective management of the Institute;

  • Monitor the activities of the Institute to ensure they are in keeping with the approved Proposal.

  1. The management structure of Research Centres and Academic Centres must be outlined in the proposal for establishment.

  2. Management of Central Research Platforms and Research Networks is at the discretion of the Deputy Vice-Chancellor (Research).  At a minimum a User/Member Group must be established to provide guidance to the Management Team.

  3. Management of Externally-funded Research Centres is under the direction of the Host and must be consistent with the requirements of the external grant.

  4. A management structure for Affiliate Centres will be established through an Affiliate Agreement.

3.2.4              Operational Budget

Institutes and Centres need to generate sufficient sources of funds to enable them to cover all expected costs.  The nature of operating budgets must be agreed at establishment.

  1. University funding to Institutes is at the discretion of the Vice-Chancellor.

  2. Funding for Research Centres and Academic Centres is a component of the Host (Faculty or Institute) budget.  Funds provided from the Host budget must be negotiated on a stable arrangement with the relevant Executive Dean/Institute Director. 

  3. Central Research Platforms are supported through user fees and the Deputy Vice-Chancellor (Research). 

  4. Externally-funded Research Centres are expected to be fully supported by the funding agreed through their external bid, which may include the external funding and a co-contribution from the University (if agreed during the external application phase).

  5. Funding for Affiliate Centres will be established through the Affiliate Agreement.

  6. The costs of Research Networks are borne by the associated researchers’ organisational units.  The Host is expected to provide in-kind support for its operations and marketing. It is not intended that Research Networks will have independent operating budgets.  The Deputy Vice-Chancellor (Research) may provide seed funding to facilitate Research Networks partner interaction through strategic calls open only to Research Networks.

3.2.5              HDR Supervision

  1. The University's policy is that research students will normally be enrolled through the Schools or Faculties.

  2. Institutes may be approved to enrol students directly if the number of students in the Institute is comparable to a cognate School.

    1. The Director of the Institute must make a case to the Pro-Vice-Chancellor (Research Training) who may seek endorsement of the Higher Degree by Research Committee and Academic Board prior to seeking approval of the Vice-Chancellor. The case must clearly articulate that the Institute has appropriate resources for research students and the capacity, complexity and critical mass to warrant direct enrolment.

  3. Centres must enrol research students through a relevant Faculty, School or Institute.  This does not preclude Centre staff from being either principal or associate advisors of research students within the constraints of University policy and guidelines on supervision.  In such cases the staff member is responsible through the Head of the Enrolling Unit to the Dean, Graduate School.

3.3                 Special requirements for management of Research Networks

  1. The Host of a Research Network will provide in-kind support towards its operations and marketing.  The salaries of researchers involved in the Research Network is a component of the employing unit’s budget.

  2. All Research Networks must establish a webpage using the standard structure provided by the Office of the Deputy Vice-Chancellor (Research).

  3. Research Networks are expected to be inclusive. All University researchers may seek membership of a Research Network irrespective of their organisational unit.

  4. Where there is a disagreement regarding membership the Pro-Vice-Chancellor (Research) will consider the case and has ultimate discretion on membership.

4.0                Roles, Responsibilities and Accountabilities

4.1                 Senate

On the recommendation of the Vice-Chancellor, Senate is responsible for the approval, renaming or closure of Institutes.

4.2                 Vice-Chancellor

On the recommendation of the relevant Delegate, the Vice-Chancellor is responsible for:

  • Providing recommendations to Senate on the establishment, renaming or closure of Institutes.

  • Approving the establishment of new Research Centres, Academic Centres and Affiliate Centres.

  • Approving the renaming or closure of existing Research Centres, Academic Centres and Affiliate Centres.

  • Approving the approach for Extant Institutes and Centres.

4.3                 Deputy Vice-Chancellor (Research)

The Deputy Vice-Chancellor (Research):

  • Is responsible for approving the establishment of Central Research Platforms, Externally-funded Research Centres, and Research Networks, and for monitoring their performance.  The Deputy Vice-Chancellor (Research) must seek endorsement of the Vice-Chancellor if the establishment cannot be supported from existing budgetary sources.

  • Is the Delegate that provides recommendations to the Vice-Chancellor on the establishment of Institutes, Research Centres and Affiliate Centres that primarily focussed on research.

  • Is responsible for overseeing the Transition Period activities.

4.4                 Deputy Vice-Chancellor (Academic)

The Deputy Vice-Chancellor (Academic) is the Delegate that provides recommendations to the Vice-Chancellor on the establishment of Academic Centres and Affiliate Centres that are primarily focussed on teaching and learning.

4.5                 Deputy Vice-Chancellor (External Engagement)

The Deputy Vice-Chancellor (External Engagement) is the Delegate that provides recommendations to the Vice-Chancellor on the establishment of Academic Centres and Affiliate Centres that are primarily focussed on non-research or non-teaching related engagement activities.

4.6                 University Senior Management Group

The University Senior Management Group provides guidance to the Vice-Chancellor on the establishment of Institutes and Affiliate Centres.  It also acts as the Proponent for Proposals for the establishment Institutes, Centres and Research Networks.

4.7                 Academic Board

Academic Board provides advice to the relevant Deputy Vice-Chancellor on the suitability of Proposal for the establishment of all Institutes and Centres.

4.8                 Research Committee

Research Committee considers Proposals for the establishment of Institutes and Research Centres.  It is responsible for providing advice to the Academic Board on the suitability of the proposed research activities and Key Performance Indicators, and for ensuring all stakeholders have been consulted.

4.9                 Teaching and Learning Committee

Teaching and Learning Committee considers Proposals for the establishment of Academic Centres focussed on teaching and learning.  It is responsible for providing advice to the Academic Board on the suitability of the proposed teaching and learning activities and Key Performance Indicators, and for ensuring all stakeholders have been consulted.

4.10                 Pro-Vice-Chancellor (Research Infrastructure)

The Pro-Vice-Chancellor (Research Infrastructure) provides recommendations to the Deputy Vice-Chancellor (Research) on the establishment of Central Research Platforms.

4.11                 Pro-Vice-Chancellor (Research Training)

The Pro-Vice-Chancellor (Research Training) is responsible recommending the approval for an Institute to enrol research students to the Vice-Chancellor. 

4.12                 Pro-Vice-Chancellor (Research)

The Pro-Vice-Chancellor (Research) provides recommendations to the Deputy Vice-Chancellor (Research) on the establishment of Research Networks, and provides approval for Research Network membership where there is a disagreement.

4.13                 Host 

The Host is responsible for ensuring the establishment of approved Institutes, Centres or Research Networks in the University’s systems and monitoring its performance.  It provides the oversight of the governance and management of the Institute, Centre or Research Network, as well as monitor performance against agreed Key Performance Indicators.

4.14                 Director, Research Analysis and Operations

The Director, Research Analysis and Operations is responsible for maintaining the Register of Institutes, Centres and Research Networks on behalf of the Office of the Deputy Vice-Chancellor (Research).

5.0                Monitoring, Review and Assurance

5.1                 Monitoring

  1. The Host of an Institute, Centre and Research Network must monitor the performance of the unit annually against its agreed Key Performance Indicators.

  2. Where performance is considered by the Host to be unsatisfactory they may seek an early Review (as outlined in section 5.2) through the relevant Approval Authority.

5.2                 Review

Institutes, Centres and Research Networks are subject to regular cycle of review.

  1. Review of Institutes, Research Centres and Academic Centres are conducted in accordance with PPL1.40.05 Organisational Unit Reviews and PPL1.40.08 Review of Institutes and Centres.

  2. Central Research Platforms will be reviewed every 5 years.  The structure and format of the review is at the discretion of the Deputy Vice-Chancellor (Research).  The Review Committee must at a minimum include an external Chair with recognised expertise and knowledge in the area of the Central Research Platform, a member of Research Committee and a Director/senior researcher from another Central Research Platform.

  3. The timing and process of the review of Affiliate Centres will be established in the Affiliate Agreement.

  4. Research Networks will not undergo formal review; however, the viability and suitability to continue will be reviewed annually by the Deputy Vice-Chancellor (Research) following submission of the report detailed in section 6.2.

5.3                 Closure, Renaming, or Reclassification

In determining whether to disestablish an Institute, Centre or Research Network the following may be taken into consideration:

  • Performance if found to be unsatisfactory or consistently falls short of agreed KPIs;

  • A review report recommends closure;

  • Membership falls below the required level of critical mass, or there is a loss of key staff;

  • Lack of financial viability;

  • Merged with another structure; or

  • The strategic objectives of the University are no longer met.

5.3.1              Closure of Institutes

Closure of an Institute is at the discretion of the Senate.

5.3.2              Closure of Research Centres, Academic Centres and Affiliate Centres

Closure of a Research Centre, Academic Centre and Affiliate Centre is at the discretion of the Vice-Chancellor. 

5.3.3              Closure of Central Research Platforms, Externally-funded Research Centres and Research Networks

Closure of a Central Research Platform, Externally-funded Research Centre and Research Network is at the discretion of the Deputy Vice-Chancellor (Research).

5.3.4              Renaming

Renaming an Institute, Centre, or Research Network requires the approval from the Approval Authority.  A justification for the change in name must be presented for consultation. Consultation should follow the same stages detailed for establishment in section 3.1.

5.3.5              Reclassification

Where it is determined that an Institute, Centre or Research Network no longer meets the requirements to remain an Institute, Centre or Research Network but would warrant classification as a different type (e.g. Institute becoming a Centre or vice versa) the steps for closure should be followed and a new entity should be established following the relevant establishment steps in section 3.1.

6.0      Recording and Reporting  

6.1                 Recording

  1. The Office of the Deputy Vice-Chancellor (Research) is responsible for maintaining the Register of Institutes, Centres and Research Networks (Register).

  2. Following approval of an Institute, Centre or Research Network the Approval Authority will advise the Director, Research Analysis and Operations to enable the Register to be updated.

  3. The Host is responsible for establishing the Institute, Centre or Research Network in University Systems as detailed in PPL1.30.04 Organisational Structures in University Systems.

6.2                 Reporting

  1. Institutes are required to report to the Host in a format and at regular intervals advised by the Host.

  2. The Host of Research Centres and Academic Centres is expected to report on their performance in their reports. 

  3. Central Research Platforms will be required to report regularly to the Deputy Vice-Chancellor (Research) in a format and at regular intervals advised by the Deputy Vice-Chancellor (Research).

  4. Externally-funded Research Centres must report as per the requirements of the external funder.  Reports provided to the external funder should be copied to Host by the Director.  It is expected that at least one report will be provided annually.

  5. The frequency and format of Affiliate Centre reporting will be determined as a component of the Affiliate Agreement.

  6. Research Networks are required to submit a short report to the Deputy Vice-Chancellor (Research) by 30 June each year.  The report must provide:

  7. a list of UQ researchers involved and their organisational unit;

  8. a list of any researchers from other organisations that are formal members of the Research Network;

  9. a short description of the activities undertaken in the proceeding calendar year;

  10. a list of large collaborative research funding initiatives that has been achieved only because of the existence of the Research Network [Schemes include: NHMRC Centres of Research Excellence, ARC Centres of Excellence, Cooperative Research Centres, Industrial Transformation Research Centre/Hub].

7.0                Transition Period

A Transition Period will be active from 6 September 2018 to consider how each Extant Institute and Centre (in existence as at 6 September 2018) will be treated under this Policy.  The Vice-Chancellor will consider recommendations on each Extant Institute and Centre and has ultimate discretion in determining the approach to be taken for each, but must seek the approval of the Senate for the establishment, reclassification or closure of Institutes.

  1. The relevant University Senior Management Group member is required to assess the Extant Institutes and Centres for which they have oversight against this Policy and provide recommendations to the Deputy Vice-Chancellor (Research) on the approach to be taken for each.

  2. The Deputy Vice-Chancellor (Research) is responsible for overseeing the consideration of each Extant Institute and Centre working with the Provost, Deputy Vice-Chancellor (Academic), Deputy Vice-Chancellor (External Engagement), Executive Deans and Institute Directors. 

  3. Once the Deputy Vice-Chancellor (Research) is satisfied with the recommendations for the treatment of each Extant Institute and Centre they will be provided for approval to the Vice-Chancellor.  The Vice-Chancellor must seek the approval of the Senate for the establishment, reclassification or closure of Institutes.

  4. Within the Transition Period the Extant Institute or Centre will be either classified under the new Policy or notified that they do not meet the criteria for classification under the new Policy.  Where the criteria is not met the Institute/Centre will be given the option of entering into the Notice Period of three years, during which time they will need to take corrective action to meet the criteria for classification under this Policy.

  5. Failure to meet the criteria following expiration of the Notice period will normally lead to disestablishment of the Institutes or Centres.

  6. It is recognised that for strategic reasons some Extant Institutes and Centres may be approved to continue under this Policy framework even if they do not meet the requirements of the Policy after the Transition or Notice Periods.  The decision to do this is at the ultimate discretion of the Senate for Institutes and Vice-Chancellor for Centres.  Extant Institutes and Centres approved under this clause will be considered grandfathered for the period of time approved by the Vice-Chancellor.  This grandfathering does not imply that newly proposed Institutes and Centres are not required to comply with this Policy.

  7. Differences of view between the Deputy Vice-Chancellor (Research) and the Institute/Centre as to the status or classification of the Institute/Centre will be escalated to the Vice-Chancellor for a definitive determination.

8.0                Appendix

8.1                 Principles for Establishment

 

 

Research Institute

Research Centre

Academic Centre

Central Research Platform

Externally-funded Research Centres

Affiliate Centres

Research Network

 

Definition

A major organisational grouping with a longer-term multi-disciplinary research goal. It must have significant linkages with industry, government or other external organisations. An institute must have a high external profile with the community. It conducts world leading research with impact beyond academia.  It is envisaged that the University would have relatively few such entities and that use of the term signals a major strategic focus of the University.

Coalition of high quality researchers who intend to focus their activities on a specific area of at least national significance. Centres should involve strong partnerships with other universities, government, business or publicly funded research organisations.

Academic Centres are established as a focus for specialised types of academic activity.  Although certain types of research and development may be carried out in Academic Centres, research is neither their primary rationale nor their central activity.  The range of functions and possible forms of Academic Centres is intended to be wide. They may undertake multi-disciplinary teaching and/or community service activities that involve significant cooperation across School and/or Faculty boundaries. 

Central Research Platforms house technology research platforms (physically or virtually) for use by internal and external users (including industry) to enable leading research.

Externally-funded Research Centres (or Nodes of Centres) are externally supported by a time-limited single large external grant and managed according to rules of that scheme. [Examples include: NHMRC Centres of Research Excellence, ARC Centres of Excellence, Cooperative Research Centres, Industrial Transformation Research Centres/Hubs].

Affiliate Centres are those where the University has agreed to recognise a joint mission with one or more organisations through a formal relationship.  The purpose and scope of activities involving affiliates may take a number of forms and these are defined through the terms of an Affiliate Agreement. Participation in Affiliate Centres requires careful evaluation of the associated benefits and risks.

The types of organisations may include hospitals, research organisations, industry, government and institutional partners. 

Member based (at individual or organisational level) collaborative that builds research capacity by connecting and involving persons in mutually beneficial research activities. Networks operate in a virtual fashion and may promote a layer of research activity that sits beyond the scope of Research Centres and individual organisational units.

Scale[1]

Typically Academic Staff (UQ salaried) of:

>70 FTE (STEMM)

>35 FTE (Non-STEMM)

 

Typically External Research Income of:

>$15 million per annum (STEMM)

>$5 million per annum (non-STEMM)

Typically Academic Staff (UQ salaried) of:

>10 FTE (STEMM)

>8 FTE (Non-STEMM)

 

Typically External Research Income of:

>$1 million per annum for two consecutive years (STEMM)

>$200K per annum for two consecutive years (non-STEMM)

Typically >13 FTE academic staff (UQ salaried)

Large scale research infrastructure.

Varies dependent on the nature of the external grant.

Established through an Affiliate Agreement.

Typically > 30 UQ academics and >3 research groups. Multiple Centres may collaborate to form a network.

Purpose

To conduct world-leading research with impact beyond academia and provide research training for HDR and research focussed staff.

To conduct world-leading research and provide research training as per home school.

May play a role in teaching and community activities.

They may facilitate the building of strong links between various external agencies and a number of academic (and in some cases administrative) elements within the University.

To facilitate world-leading research and provide training of professional research staff (expert technicians), of users, and of the broader university (in terms of capabilities of instrumentation).

Expert advisory service to users.

Community awareness of a major area of strength based on involvement in nationally recognised schemes that support Centres.

Established through an Affiliate Agreement.

Direct societal impact and clearly articulated path towards major external funding.

No direct responsibilities for undertaking teaching or research – these activities should be devolved to the members.

Scope of Research

A research paradigm that is broad and multi-disciplinary, focusing on multiple

aspects of a research question or problem, manifesting in multiple research programmes.

Focus of expertise on single research area or topic resulting in a single research programme, focussed across multiple university organisational units.

N/A

Research focusses on cutting edge application of the infrastructure as well as facility/technique improvement and development

As per the external grant.

Established through an Affiliate Agreement.

Facilitate the focus on a major multi-disciplinary field of research with demonstrated societal benefit 

Lifespan

Intended to be long-term

Specific lifespan

Specific lifespan

Lifespan consistent with the ongoing requirement for the facility.

Lifespan is directly related to the length of the external grant.

Established through an Affiliate Agreement, but intended to have a specific lifespan.

Specific lifespan

Governance

Organisational Location (‘Host’)

Generally reporting to a member of the Vice-Chancellor’s Executive, but is at the discretion of the Vice-Chancellor.

Generally reporting within a Faculty or Institute, but is at the discretion of the Vice-Chancellor.

Generally reporting within a Faculty or the Senior Executive, but is at the discretion of the Vice-Chancellor.

Generally reporting to the Pro-Vice-Chancellor (Research Infrastructure), but is

at the discretion of the DVCR.

Report to a School or Institute.

Generally reporting to a member of the Vice-Chancellor’s Executive, but is at the discretion of the Vice-Chancellor.

Could be administered through a host Faculty/Institute.

Some major networks may be administered through the Office of the Deputy Vice-Chancellor (Research).

Advisory Board

External Advisory Board (with membership external to UQ), approved by the Vice-Chancellor.

May establish an Internal Advisory Board, approved by the Host.

May establish an Internal Advisory Board, approved by the Host.

Internal Advisory Board, approved by the Deputy Vice-Chancellor (Research).  Advisory Board must have representatives from at least three Faculties/Institutes.

As per the requirements of the external grant.

Requirements to be established through an Affiliate Agreement.  There must be a suitable structure to enable adequate oversight of the relationship. 

Internal Advisory Board, approved by the Deputy Vice-Chancellor (Research).

Management Committee

Must be established and have representatives from wider university community.  Structure to be approved by Host Leader.

Management is under the direction of the Host.

Management is under the direction of the Host.

Management is under the direction of the Deputy Vice-Chancellor (Research).  A User Group will be established to provide advice on the needs of the facility.

As per the requirements of the external grant.

Requirements to be established through an Affiliate Agreement.  There must be a suitable structure to enable adequate oversight of the relationship.

Management is under the direction of the Deputy Vice-Chancellor (Research) and host Executive Dean/Institute Director.

Director

Full-time

May be Part-time.  FTE proportion to be determined by the Executive Dean/Institute Director.

May be Part-time.  FTE proportion to be determined by the Executive Dean/Institute Director.

May have an Academic Lead/Director (Full or part-time) and an Operational Manager (full-time).

As per the requirements of the external grant.

Requirements to be established through an Affiliate Agreement.  There must be a suitable structure to enable adequate oversight of the relationship, but this may not include a Director.

Large networks, reporting to the DVCR, may have a strategically funded Director.

Smaller networks may be supported by a Convenor whose position is funded and based in a School/Centre/Institute.

University representation and delegations

Generally equated to an Executive Dean, but at the discretion of the Vice-Chancellor.

Maximally equated to Head of School, but typically at a lower level of delegation. Changes at the discretion of the Vice-Chancellor.

Maximally equated to Head of School, but typically at a lower level of delegation. Changes at the discretion of the Vice-Chancellor.

Generally equated to a central unit Director, but at the discretion of the Deputy Vice-Chancellor (Research).

Limited to delegations associated with Chief Investigators on research grants.

Requirements to be established through an Affiliate Agreement. 

N/A

Operations

Operational Budget

Directly receives university operational support.

Has an independent cost centre.

A component of the Faculty/Institute operational budget, at the discretion of the Host.

Has a cost centre within the Faculty/Institute.

A component of the Host operational budget.

Has a cost centre within the Host.

Supported through user fees and an allocation from the Deputy Vice-Chancellor (Research).  User fees would be expected to cover about 30 % of the operational costs.

Has a cost centre within the DVCR’s portfolio.

As per the grant budget.

Requirements to be established through an Affiliate Agreement. 

Dependent on need it may be provided with a small strategic budget.  It is expected that Host will provide in-kind support towards the operations and marketing.

Academic Salaries

To be funded from the budget of the Institute.

To be funded from the budget of the Centre.

To be funded from the budget of the Centre.

Limited appointments may be funded.

As per the grant budget.

Requirements to be established through an Affiliate Agreement.

A component of the employing unit.

HDR Supervision

Students may enrol through an Institute, on approval of a case.

Students are to enrol through cognate School or Faculty.

N/A

Students are to enrol through cognate School or Faculty.

N/A

N/A

N/A

Annual Reporting

At the discretion of the Host.

At the discretion of the Host.

At the discretion of the Host.

At the discretion of the Deputy Vice-Chancellor (Research).

Annual report is to be undertaken as per the requirements of the funded project.

Requirements to be established through an Affiliate Agreement.

Short Annual Report required by 30 June each year.

Review Frequency

Every 5 years, but Vice-Chancellor can request at any time.

Dependent on agreed lifespan.

Held every five years, but at least 1 year prior to the conclusion of its current term.

Vice-Chancellor or Executive Dean/Institute Director can also request it at any time.

Dependent on agreed lifespan.

Held every five years, but at least 1 year prior to the conclusion of its current term.

Vice-Chancellor or Executive Dean/Institute Director can also request it at any time.

Every 5 years, but Deputy Vice-Chancellor (Research) can request at any time. 

N/A

Dependent on agreed lifespan.

Held at least every five years, but also at least 1 year prior to the conclusion of its current term.  The structure of the review will be established in the Affiliate Agreement.

Vice-Chancellor can also request it at any time.

Success of the network reviewed annually by the Deputy Vice-Chancellor (Research).

Reclassification

Reclassification occurs through Closure and Establishment under the relevant Type following the Establishment Procedures.

Closure

May occur following a Review if accepted by the Senate.

May occur following a Review if accepted by the Vice-Chancellor.

May occur following a Review if accepted by the Vice-Chancellor.

Closure is at the discretion of the Deputy Vice-Chancellor (Research).

Will close at the conclusion of the external funding (or any subsequent agreement from the external funder for the continuation of the name).

Governed by the terms of the Affiliate Agreement.

Discontinuation is at the discretion of the Deputy Vice-Chancellor (Research).

Establishment KPIs

 

Must be met at establishment and sustained.

Must be met at establishment and sustained.

 

Must provide research infrastructure utilised by at least three Faculties/Institutes.

 

 

Must articulate a societal benefit.

Must be inclusive of all researchers working in that field.

External Research Income[2]

Typically:

>$15 million per annum (STEMM)

>$5 million per annum (non-STEMM)

Typically:

>$1 million per annum for two consecutive years (STEMM)

>$200K per annum for two consecutive years (non-STEMM)

N/A

N/A

The external Centre grant would generally provide UQ with research income of at least equivalent to the requirements of a Research Centre.

N/A

N/A

Total Academic Staff1

Typically Academic Staff (UQ salaried) of:

>70 FTE (STEMM)

>35 FTE (Non-STEMM)

 

Typically Academic Staff (UQ salaried) of:

>13 FTE (STEMM)

>8 FTE (Non-STEMM)

Typically >13 FTE (UQ salaried)

N/A

Varies based on the funding source.

Governed by the terms of the Affiliate Agreement.

Typically > 30 individuals and >3 groups.

Academic Staff FTE1

STEMM

Level D & E – at least 10 FTE; and

Level B & C – at least 20 FTE

 

Non-STEMM

Level D & E – at least 5 FTE; and

Level B & C – at least 15 FTE

STEMM

Level D & E – at least 3 FTE; and

Level B & C – at least 10 FTE

 

Non-STEMM

Level D & E – at least 1 FTE; and

Level B & C – at least 7 FTE

Typically:

Level D & E – at least 3 FTE; and

Level B & C – at least 10 FTE

Limited numbers of Academics employed by the Centre.  Academic leadership comes the Advisory Board and from affiliation of key academics from across the institution within the User Group.

Varies based on the funding source.

Governed by the terms of the Affiliate Agreement.

N/A

Budget utilised to Operate

UQ allocation via the budget model, including direct receipt of Commonwealth Research Block Grants

Plus external research income

 

UQ allocation is as a component of the Host (Faculty or Institute) budget, at the discretion of the Host.

Plus external research income

 

UQ allocation is as a component of the Faculty budget at the discretion of the Executive Dean.

 

To ensure a scale of operations the required Operating Budget would generally exceed $500K per annum.

Operating budget as part of DVCR allocation & user fees (external & internal)

External Research Grant.  Possibly an institutional co-contribution if agreed as a component of the grant submission.

Governed by the terms of the Affiliate Agreement.

Small allocation for back of office functions (may come from DVCR or Faculty/Institute dependent on scale)

May have access to special strategic funding calls.

Commonwealth Research Block Grants

Received directly as per UQ’s budget model

Received at the discretion of the host Executive Dean/Institute Director.

N/A

Ineligible to receive.

Received at the discretion of the host Executive Dean/Institute Director/Head of host School

Governed by the terms of the Affiliate Agreement.

N/A

[1] Full-Time Equivalent (FTE): calculated for Institutes and Research Centres as 1 FTE per Research Focussed academic and 0.5FTE per Teaching and Research academic; calculation for Academic Centres will be dependent on the type. For Teaching and Learning Centres 0.5FTE per Teaching and Research academic.  Other academics types will be recognised dependent on their confirmed commitment to the Academic Centre. The FTE must be allocated to the Institute/Centre.

[2] External Research Income must be expended directly on the work of the Institute or Centre.

8.2                 Definitions

Affiliate Agreement: formally describes the relationship between The University of Queensland and an independent legal entity as it pertains to the pursuit of research, educational or other activities undertaken for mutual benefit.

Approval Authority: The designated authority for approving changes to the University’s organisational structure.  Senate for Institutes. Vice-Chancellor for Research Centres, Academic Centres and Affiliate Centres.  Deputy Vice-Chancellor (Research) for Central Research Platforms, Externally-funded Research Centres and Research Networks.

Delegate: An officer of the University responsible for providing recommendations to the Approval Authority.

Designated Officer: An officer of the University designated as having responsibility for an organisational unit, and to whom the unit leader reports.

Extant Institutes and Centres: Institutes and Centres established prior to 6 September 2018 under the previous Policy framework.

Host: Is the Faculty, School, Institute or Central Portfolio responsible for the management of the Institute, Centre or Research Network.

Notice Period: A period of three years afforded to Extant Institutes and Centres that do not meet the criteria for existence under this policy to take corrective action in order to satisfy the requirements.

Proposal: The document that justifies the establishment of an Institute, Centre or Research Network.

Register: An official record of the established Institutes, Centres and Research Networks.

Transition Period: 6 September 2018 - 6 September 2020.

Custodians
Deputy Vice-Chancellor (Research) Professor Bronwyn Harch

Forms

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Establishment Proposal Template

Establishment Proposal Template

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Description: 

Proposals to establish new Institutes, Research Centres, Academic Centres, Central Research Platforms, Externally-funded Research Centres, Affiliate Centres, and Research Networks must address the criteria detailed in this proposal template as outlined in 1.30.06 Establishment, Management and Closure of Institutes, Centres and Research Networks.

Custodians
Deputy Vice-Chancellor (Research) Professor Bronwyn Harch
Custodians
Deputy Vice-Chancellor (Research) Professor Bronwyn Harch
Custodians
Deputy Vice-Chancellor (Research) Professor Bronwyn Harch