Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
DEAN
FACULTY OF FINE ARTS AND MUSIC
CONTENTS
THE UNIVERSITY OF MELBOURNE, p3
THE UNIVERSITY AT A GLANCE, p4
THE FACULTY OF FINE ARTS AND MUSIC, p5
POSITION DESCRIPTION AND
SELECTION CRITERIA, p6
LIVING AND WORKING IN MELBOURNE, p8
PEOPLE AND BENEFITS, p10
FURTHER INFORMATION, p11
2
THE UNIVERSITY
OF MELBOURNE
3
T H E U N I V E R S I T Y AT A G L A N C E
Global rankings
#6
#1 #32 in graduate employability
in Australia in the world worldwide
Times Higher Education World University Rankings 2019/QS Graduate Employability 2019
Research Grants
income
$179 M
$474 M in NHMRC, ARC
and MRFF grants
4
FA C U LT Y O F
F I N E A R TS A N D M U S I C
The Faculty of Fine Arts and Music is at the The Wilin Centre for Indigenous Arts and
forefront of arts education in Australia, Cultural Development plays a vital role in
providing elite-level training and connection connecting Faculty students with these
to industry across all areas of the performing ancient and contemporary Indigenous arts
and visual arts, design and screen. practices.
5
POSITION
DESCRIPTION
AND SELECTION
CRITERIA
6
– Lead the Faculty Executive, to enhance – Lead and support teaching and volunteers and visitors with a safe, respectful
the national and international reputation curriculum development, including and rewarding environment free from all
of the Faculty and the University leadership of Teaching and Learning forms of unlawful discrimination, harassment,
through the continued development and programs. Enable excellence in teaching vilification and victimisation. This commitment
implementation of Faculty strategy and and learning at all levels is set out in the University’s People Strategy
the Advancing Melbourne 2030 agenda – Lead the development, implementation 2015-2020 and policies that address diversity
– Lead, guide and ensure that the culture and review of initiatives that drive a and inclusion, equal employment opportunity,
across the Faculty is in line with university continual focus on improving the quality discrimination, sexual harassment, bullying and
expectations, and conducive to achieving of the student experience and lifecycle, appropriate workplace behaviour. All staff are
the Schools, Faculty’s and the University’s including career outcomes required to comply with all University policies.
performance goals. – Lead the Faculty’s partnership and The University values diversity because
2.2 PEOPLE LEADERSHIP engagement activities we recognise that the differences in our
– Support the development and – Oversee the development and people’s age, race, ethnicity, culture, gender,
implementation of the University’s implementation of international nationality, sexual orientation, physical ability
People Strategy to enable the Advancing collaborations, as a means of expanding and background bring richness to our work
Melbourne 2030 strategy, and lead the the reach and impact of Faculty’s activities environment. Consequently, the People Strategy
formation of a Faculty workforce that sets out the strategic aim to drive diversity and
– Lead the Advancement agenda for the inclusion across the University to create an
ensures the necessary people capabilities
Faculty, including the engagement of environment where the compounding benefits
are in place to achieve strategic objectives
philanthropic organisations and other key of a diverse workforce are recognised as vital in
– Maintain and foster a collegial individuals in the work of the Schools our continuous desire to strive for excellence and
atmosphere and encouraging effective reach the targets of Growing Esteem.
– Represent and promote the Faculty and
and dynamic working relationships
the University locally, nationally and
among Faculty staff 4.1 GOVERNANCE
internationally and play a critical role in
– Attract and develop world leading advocating for the performing and visual arts The Vice Chancellor is the Chief Executive
talent and ensure that all leaders Officer of the University and responsible to
– Develop a culture of evaluation and
manage and develop staff to reach Council for managing the University.
benchmarking and strive for continuous
their maximum potential
improvement. Comprehensive information about the
– Manage staff fairly, provide honest and University of Melbourne and its governance
fair evaluations of performance, set clear 3. OTHER INFORMATION structure is available at:
expectations and engender a culture of unimelb.edu.au/governance
excellent performance 3.1 FACULTY OF FINE ARTS AND MUSIC
For more information, please consider
– Participate proactively as part of the 5. OCCUPATIONAL HEALTH
finearts-music.unimelb.edu.au
University’s Executive Leadership team AND SAFETY (OHS)
– Drive the implementation of the 3.2 THE UNIVERSITY OF MELBOURNE All staff are required to take reasonable care
University’s Diversity and Inclusion Strategy. The University of Melbourne is a leading for their own health and safety and that of
2.3 ACADEMIC LEADERSHIP international university with a tradition of other personnel who may be affected by their
excellence in teaching and research. The conduct. As the Dean is a senior executive
– Lead and promote excellence across all
University offers staff many benefits and position, OHS management responsibility is
academic endeavour in the Faculty
prospective staff are encouraged to view the an essential aspect of the position, and one
– Lead and foster excellence and innovation following web links: that cannot be delegated.
in teaching and learning, and in research - unimelb.edu.au
and research training within the - growingesteem.unimelb.edu.au OHS responsibilities applicable to positions
Faculty. Demonstrate an understanding - staff.unimelb.edu.au/strategy- are published at:
and enthusiasm for the wide range planning/strategy-2030 safety.unimelb.edu.au/people/community/
of disciplines within the Faculty and - unimelb.edu.au/careers responsibilities-of-personnel
encourage collaboration across disciplines
In particular the guidelines for Divisional Senior
– Enable the development of world- 4. EQUAL OPPORTUNITY, (Executive) Officers apply to this position.
class research activities, domestic and DIVERSITY AND INCLUSION
international collaborations, with a
particular focus on industry-funded
The University is an equal opportunity 6. UNIVERSITY EXPECTATIONS
employer and is committed to providing a OF A PROFESSOR
partner research, that delivers significant workplace free from all forms of unlawful
new knowledge and innovations, as well As the successful incumbent will also be a
discrimination, harassment, bullying,
as growth in research income across Professor in the University, attention is drawn
vilification and victimisation. The University
a diverse range of funding sources, to the ‘University Expectations of a Professor’:
makes decisions on employment, promotion
including through commercialisation staff.unimelb.edu.au/human-resources/
and reward on the basis of merit.
academic-careers-@-melbourne/
– Foster a culture of high performance,
The University is committed to all aspects of promotion/Leadership-Roles-of-Melbourne-
including the development of pathways
equal opportunity, diversity and inclusion Professors-April-2017.pdf
for graduate, early-career and mid-career
researchers in the workplace and to providing all staff,
students, contractors, honorary appointees,
7
LIVING AND
WORKING IN
MELBOURNE
MELBOURNE
Melbourne is the capital city of Victoria
and the second largest city in Australia,
located on the traditional lands of the of
the Boonwurrung and Wurundjeri people
of the Kulin Nations. Now considered to be
Australia’s cultural capital, Melbourne is very
much about lifestyle and has been voted by
the Economist seven times in recent years as
the most liveable city in the world.
8
Melbourne Conservatorium students in one of the city’s iconic laneways.
Photo by John O’Rourke.
The reimagined Southbank campus sees The University of Melbourne has been
Conservatorium staff and students co- involved in the Blueprint’s development since
located with their Victorian College of the it was first announced in 2011 – and its vision
Arts peers for the first time, bringing together for the Southbank campus plays a big part in
all of the Faculty’s artistic disciplines, bringing the City’s aspirations to life.
9
PEOPLE AND
B E N E F I TS
10
FURTHER
INFORMATION
AND WEBSITE
ADDRESSES
RESEARCH
University of Melbourne research strategy
and implementation
research.unimelb.edu.au
TEACHING
Teaching and Learning at the
University of Melbourne
provost.unimelb.edu.au
ENGAGEMENT
University of Melbourne Engagement strategy
about.unimelb.edu.au/strategy-and-
leadership/engagement
VCA_Production_Exhibition
11
Connect with us Enquiries
finearts-music.unimelb.edu.au Enquiries can be made to The Insight
Group: Dr Rohan Carr or Ms Emily Witts
@vca.mcm
+61 3 9654 3288
twitter.com/vca_mcm
rohancarr@insightgroup.com.au
youtube.com/FacultyofFineArtsandMusic emilywitts@insightgroup.com.au