RMIT’s strategic plan to 2020 November 2015 Chancellor & Vice-Chancellor’s Statement

The urban RMIT exists to create In the great tradition of RMIT, transformative experiences we must empower everyone communities in which for our students, getting them to thrive in an exciting new we live and work are ready for life and work, and era. “Everyone” includes going through deep to help shape the world with Aboriginal and Torres Strait research, innovation, teaching Islander students, international and transformative and engagement. students, students with a disability, students of all ages, change. RMIT has a unique approach to staff and partners – academic, meeting the challenge of being professional and industry-based, ready for life and work: we offer across all our campuses – an education deeply grounded everyone involved in RMIT. in ideas and cross-disciplinary understanding, applied through Our goal is to offer life- innovative, enterprising practice changing experiences, and to solving problems and meeting to shape the world with the the needs of our community. talent, knowledge and learning capability that we share. This approach is well-captured in RMIT’s founding motto, “A skilled RMIT is an amazing institution. hand, a cultivated mind”. It is just We all have a role to play in as apt in the 21st century as it was renewing it. Join us. in the mid-19th, and it leads us to the driving focus of RMIT’s next chapter: “Ready for life and work”. As an institution, we must remake ourselves in ways that are true to our founding purpose and embrace the disruptive changes taking place around us. Renewal means supporting our students, staff and partners to adapt to a changing economy and society so that RMIT contributes to sustainable Dr Ziggy Switkowski AO prosperity and responds Chancellor successfully to changing demands, funding pressures and global opportunities. In this strategic plan, we lay out the values, goals, directions and priorities that we will pursue together over the next five Martin Bean CBE years, in order to transform Vice-Chancellor the ways we work and learn to and President achieve innovative, sustainable impact in the communities that we work with. 1 2 RMIT TODAY

Who we are RMIT is a global institution Our creative edge is enhanced offering credentials at all levels by design, technology, innovative RMIT’s original motto – “A skilled from advanced research to the research, entrepreneurship, hand, a cultivated mind” – foundations of post school- global outlook, social change speaks to our founding purpose, age learning. Our programs are and student diversity. helping students, enterprises global in focus and practical in and communities to succeed application. We are an institution of in an era of rapid change with a excellence in teaching, research distinctive approach to education More than 20,000 students and engagement, driven by combining new ideas, rigorous complete a qualification at RMIT impact and collaboration. Our scholarship and technical and each year, including foundation expertise is applied to equipping vocational expertise. studies, vocational certificates, students to succeed in an ever- diplomas and advanced diplomas, changing world. Our areas of We are defined by our relevance associate degrees, bachelors, research and cultural creation to contemporary society. For honours, masters, higher degrees help to shape the world around many thousands of years our by research and short courses. us in numerous ways. central location has also been an important meeting place for the Our programs cover many of five Aboriginal nations that make the issues of most vital and up the Kulin Nation. We engage pressing practical concern to positively with the fast-evolving global cities, emerging and world, no matter how disruptive advanced economies and it gets. We are champions of the global environment: how innovation and inclusion. we design and construct our buildings, the digital world, RMIT’s programs are aligned environmental sustainability, and connected with industry health and ageing, science, and the changing world of work. education and social cohesion. We collaborate widely with other experts, innovators, institutions Our students are incredibly and entrepreneurs. diverse: 40 per cent of our undergraduates join RMIT from We fully embrace the digital high school, and a growing world in all its dimensions number are mature-age and possibilities. students with experience of the workforce. Some 15 per cent of We are accountable to our our students come to study in students and community and Australia from overseas. Eight we are therefore unafraid to per cent of RMIT’s domestic measure the results of what we students have a non-English do. We create solutions together speaking background and 1 per with our partners and listen cent are Aboriginal or Torres intently to feedback. Strait Islanders. This diversity We embrace change in our is a great advantage and a economy, and are committed to source of pride. RMIT students Our Vision making it work for our society. are defined by their passion, We speak out on matters of interests, talent and drive. A global university of technology, importance for our community design and enterprise. and respect the rights of others and our role in securing the health of the planet.

STRATEGIC PLAN 3 RMIT TODAY

Our Mission The innovation and pace of • draw upon the leading edge change now under way is of industry practice RMIT exists to create immense. New industries are • introduce students to transformative experiences for our being created while others are potential employers and students, getting them ready for life destroyed. Yet more are being investors and work, and to help shape the transformed and renewed. The • encourage students to belong world with research, innovation, mass factories of the past are to the life of their cities and teaching and engagement. being replaced by clusters of their world production centred around RMIT embraces the task of • help students to start and extending the benefits of a fast- new knowledge, technology, skills and creativity. Students, succeed in enterprises of innovating, high-skill knowledge their own economy to our whole community workers and institutions need and our world. We are dedicated entrepreneurship and teamwork We will deploy our distinctive to helping shape a new urban to adapt and succeed. research capabilities to make and industrial renaissance in the Today, how we learn is just new discoveries, to innovate global economy. as important for success as through practice and to generate ideas and culture that enrich the We are driven by impact and where and what we learn. Being ready for life and work means economy and community. Our focused on the challenges and unique mix of interdisciplinary opportunities emerging around us. combining contemporary ideas and deep knowledge with expertise and collaborative As the world economy transforms, cutting-edge learning skills and clustering will help to solve we have a responsibility to make methods. complex local, national and the resulting changes work for the global problems. whole of society. We are passionately committed to growing interdisciplinary For RMIT, this approach is both Our distinctive approach to expertise and creative thinking, historically grounded and firmly connected education and research together with practical application contemporary. This is how we links creative ideas with technical and problem-solving directly were established and how we knowledge. We empower students relevant to the lives of the have developed over almost to shape their own lives, achieve communities we serve. 130 years. Being a university impact and create valued places of technology, design and for themselves through work Our commitment to serving enterprise and a great urban and engagement in the wider students from all backgrounds university located in some of community. RMIT understands how is equally strong. This includes the most dynamic and creative to do this during a period of deep a responsibility to lead in cities around the world gives us technological change–because we supporting Aboriginal and Torres a major advantage. have been through it before. Strait Islander students, to ensure access and effective support for By building on what we have RMIT began helping people all students, and to embracing the achieved and embracing the and organisations make the global diversity and talent of all possibilities of digital, economic transition to an industrial our students and staff. and social transformation, RMIT society more than a century will help to shape the future in a ago. RMIT remains a meeting In the coming years RMIT will way that no other university can. place for people from diverse offer programs and research in ways that will: Our task is to bring the talents origins, a place of exchange and of our staff and students dialogue, creative conflict and • enhance creativity and impact together with industry and the collaboration where knowledge • fully embrace the digital community to renew ourselves and skills are applied to create environment through teaching, learning, new understanding and value. research and collaborative Today, we embrace the challenge • get students, experts and employers working together innovation, all supported by of helping to shape a new urban new technology. and industrial renaissance in a • apply learning through work global economy. and enterprise

STRATEGIC PLAN 4

Passion We take pride in RMIT and its achievements and we are deeply committed to extending and Impact deepening RMIT’s positive impact. RMIT achieves impact through an applied, practice-based approach to meeting contemporary needs. We shape the world for the better through collaborative design, research, learning and problem-solving.

Inclusion RMIT creates life-changing opportunities for all, welcomes students and staff from diverse backgrounds, honours the identity and knowledge of Aboriginal and Torres Strait Islander nations, and is an accessible and open institution dedicated to serving the needs of the whole community.

STRATEGIC PLAN 5

Courage We are honest and fair in our conduct and relationships. We embrace new thinking and evidence, test it rigorously and apply it to our own learning. We are strongly committed to performance, accountability and value for money. We speak out on issues of importance to our community and our world. We respect the rights of others and our obligations to the health of the planet.

Agility We are forward-looking, balanced and sustainable in our approach to organisation and resourcing. We are able to adapt quickly and effectively to new pressures and Imagination opportunities. We value innovation and creativity as essential qualities of our work and resources for the economy and society. We are committed to developing, applying and sharing new ideas and perspectives.

STRATEGIC PLAN 6

Goal 1 A transformative student experience Priority 1: Graduating ready for life and work Priority 2: Inspiring teaching Priority 3: Learning through work and enterprise Priority 4: Valuing and growing our diversity Direction 1: Priority 5: A digitally enabled experience Life-changing Goal 2 experiences Connected pathways Priority 1: A distinctive form of connected education Priority 2: Supporting access, progression and pathways Priority 3: A trailblazing approach to assessment and credentials Priority 4: A dynamic community of alumni Priority 5: Enterprise-ready 7

Goal 3 Supporting and empowering our people with clearer, smarter, simpler systems Priority 1: Our people focused on outcomes and positive impact Priority 2: A team approach to work Direction 2: Priority 3: Simpler, more supportive processes and systems Passion with Priority 4: A positive culture of service and support Priority 5: Intelligent, timely use of information purpose and analytics

Goal 4 Managing resources for long-term value Priority 1: Financial performance to support our goals Priority 2: Places and spaces for creativity and collaboration Priority 3: Digital infrastructure supporting Goal 5 everything we do Research and innovation: Priority 4: Improve environmental sustainability creating impact through collaboration Priority 1: Using our strengths to drive impact in research and innovation Priority 2: Solving public policy problems Priority 3: Research embedded in teaching and engagement Priority 4: Effective research training Direction 3: Goal 6 Industry and enterprise embedded Shaping in everything we do Priority 1: Meeting global demand with the world strategic partnership Priority 2: Connected with industry and community throughout the student journey

Goal 7 Global reach and outlook Priority 1: Preparing students for the globalised world of work Priority 2: A global contribution to research and innovation Priority 3: Global operations that contribute to RMIT’s reputation and financial performance 8 THE STRATEGY 9 THE STRATEGY

This strategy empowers the whole community to be part of a future RMIT University that creates life-changing experiences, harnesses passion with purpose and shapes the world.

It is not a blueprint, with every It is up to all of us to use these line, angle and elevation mapped directions, goals and priorities in minute detail, nor is it an to achieve impact and progress abstract painting waiting for over the next five years. the reader to draw their own meaning. Instead, it sets out our intent: where we are going, why it matters and how we will be distinctive.

STRATEGIC PLAN 10 11 DIRECTION 1

RMIT is dedicated to creating life-changing educational experiences through the changes in perspective and ambition sparked in our students by studying, working and belonging, and through the pathways and connections opened up by these experiences. This transformation in perspective and opportunity is at the heart of being ready for life and work.

RMIT’s work is also life-changing RMIT students are ethically in its focus on designing better Goal 1 engaged, enterprising and solutions in the wider world: innovative. They welcome new building a more innovative and A transformative ideas, new technologies and sustainable economy, improving student experience new ways of working. They energy and water systems, are ambitious and passionate, building safer, more resilient RMIT offers a transformative skilled at putting theory into cities, redesigning justice and experience to all students from practice. They are effective youth services, and forging new all backgrounds. The experience communicators with cross- paths in fields from architecture integrates learning, campus, cultural skills that enable them to electronic engineering. social and work connections. to collaborate anywhere. At the heart of RMIT’s mission By developing creative, is our commitment to the collaborative and enterprising transformative power of learning skills across the breadth of their for every student. studies, RMIT students graduate This experience encompasses ready for life and work. the formal curriculum, how it is The design of our curriculum, taught, assessed and researched, our approach to wider learning and broader experiences like and our assessment of absorbing and reflecting on knowledge and skills all reinforce new ideas and working with the creative edge that RMIT people from different cultures graduates enjoy in life and work. and perspectives. Belonging to a community, participating How we will be known in 2020 in campus and urban life, and connecting to others through →→ RMIT students are proud to work and enterprise are essential be part of RMIT and proud parts of the RMIT experience. of their credentials →→ RMIT graduates are widely recognised for their work- ready skills and sought after Priority 1 by recruiters and employers Graduating ready for →→ RMIT graduates can life and work demonstrate and articulate RMIT students gain an education their graduate attributes grounded in creative thinking →→ RMIT graduates are resilient and practice, connected and can adapt to changing to industry, enterprise and job markets community. The combination of scholarly rigour, vocational excellence and practice supports them to explore new perspectives and opportunities while applying themselves to the realities of the world as it is today.

STRATEGIC PLAN 12 DIRECTION 1

Priority 2 Priority 3 How we will be known in 2020 Inspiring teaching Learning through work →→RMIT students gain stimulating, and enterprise relevant experience, broadening Imaginative and rigorous teaching their connections and credentials is at the heart of transformative At RMIT, learning is integrated with student experience and central work at every stage of the student →→ RMIT supports industry to RMIT’s purpose. journey. Our programs are aligned engagement at every stage with future workforce demand of the student journey We draw on the best teaching and shaped by the expertise of knowledge and contemporary →→ Work-integrated learning is industry practitioners. instructional design, physical fundamental to the design, infrastructure and digital Learning through work and delivery and review of every technology to create the best enterprise takes many forms, program possible learning outcomes. from internships to projects to →→ Enterprise opportunities virtual simulations and networks. RMIT’s teaching practices are are widely available and We continuously extend the shaped by insights and evidence embedded in program design availability and quality of work- from research, and relevant integrated learning. connections between teaching and research staff are actively maintained. Our teachers are experts in what they do and bring connections from industry and enterprise to their teaching. RMIT students have a meaningful say in their own learning. Our feedback and assessment systems are timely, fit-for-purpose, and focused on how to improve the quality of learning and teaching.

How we will be known in 2020 →→ RMIT is known for its great teaching and teachers →→ Learning analytics are used to spark and spread innovation →→ Teachers have the expertise, time and support to enable them to innovate in their teaching practice and contribute to curriculum design →→ Teaching knowledge is easy to find, and easy to share

STRATEGIC PLAN 13 DIRECTION 1

RMIT strives to create an inclusive cultural and social environment that meets our obligations and equips our students for life and work in a diverse global environment.

Priority 4 Priority 5 Valuing and growing our A digitally enabled experience diversity Digital technologies offer The social and cultural diversity powerful new possibilities for of our RMIT community is a great learning which arrive in disruptive asset, giving our students, staff and and unpredictable ways. partners access to a wide range of RMIT embraces the full potential cultures, traditions and ideas. of these technologies, using RMIT strives to create an them to connect and integrate inclusive cultural and social the experience of users and to environment that meets our shape innovations in learning, obligations and equips our organisation and partnership. students for life and work in The elegant use of digital a diverse global environment. content, tools and technologies As an institution, we take a is a guiding principle, helping to leading role in recognising and ensure that the RMIT student valuing our diversity, growing it experience across all locations is further and using it to achieve digitally enabled and integrated, our mission. from first enquiry to graduation and beyond. We also embrace How we will be known in 2020 the potential of online learning How we will be known in 2020 →→ RMIT’s inclusive learning to extend the reach of our locations and impact. →→Digital technology enhances environment is highly regarded student learning and extends in the community Students are a central part learning opportunities →→ RMIT is accessible to many of the RMIT community. A sense of belonging and social →→ Teachers are supported to different students, regardless make the best use of digital of their background connectedness is a vital part of their experience. RMIT uses technology for learning →→ Our diversity is a source these technologies to enhance →→ Students can access of educational and the campus experience and information and resources collaborative excellence to offer virtual connections they need when and how accessible from anywhere. →→ RMIT creates inclusive cultural they need them and social environments within Timely, personalised information →→ Students become experienced and beyond the classroom and support are the bedrock and adaptable technology users of a student’s experience at RMIT. Our student services are →→ Technology at RMIT connects relevant, current, easy to find, students with each other, and navigate, and simple. with staff and with the wider community of alumni and industry partners

STRATEGIC PLAN 14 DIRECTION 1

Learning experiences change people’s lives when they open new pathways to opportunity and success in life and work. In a world increasingly characterised by complex choices, RMIT helps its students to construct pathways that reflect their talents and ambitions.

Goal 2 Priority 1 Priority 2 A distinctive form of Supporting access, Connected pathways connected education progression and pathways RMIT offers connected pathways RMIT offers an outstanding An RMIT education is open and between life, work and learning, advantage to students: the accessible to all students who supporting people to personalise potential to learn their way have the talent and motivation the education that will best into exciting jobs and become to learn with us, whatever their meet their needs. entrepreneurs in a wide range background. of fields. Learning experiences change First-in-family, Aboriginal and people’s lives when they open From foundation studies to Torres Strait Islander and new pathways to opportunity vocational and higher education, students with experience of and success in life and professional training and disadvantage often create work. In a world increasingly executive learning, RMIT’s their own pathways to higher characterised by complex programs connect its students education through vocational choices, RMIT helps its students and staff dynamically to the training and foundation studies. to construct pathways that world of work and enterprise. With clear structures and the reflect their talents and right support, RMIT will offer RMIT’s educational pathways ambitions, drawing on a vast more students the opportunity will be clear and coherent for network of shared intelligence and support to succeed. and connections. students, staff, industry and community partners. They will RMIT’s expertise in identifying RMIT’s courses and programs support student progression and recognising the capabilities cover a broad, integrated between programs and at of learners is used to recognise spectrum that can be combined every stage of their journey, the formal and informal prior rigorously to build a personalised encouraging them to return as learning gained by our students pathway for each student. RMIT a student, alumnus and partner. and to enhance their progress keeps innovating in program They are driven by communities and success at RMIT. design, credentials and support to meet their learning needs. to create stronger, closer How we will be known in 2020 connections between life, work How we will be known in 2020 →→ RMIT is recognised as a and learning. →→Our programs are clearly and leader in providing access We also work to improve access logically connected through all to education for diverse and for students from diverse levels of education to support disadvantaged students origins and provide supportive coherent pathways for students →→RMIT’s Aboriginal and Torres pathways to successful careers →→Program and curriculum design Strait Islander students enrol, and enterprises. reinforces RMIT’s creative edge complete and progress and applied focus →→ RMIT will be at the forefront in →→ Students, both current and recognition of prior learning prospective, have timely →→ RMIT provides appropriate and accurate information practical support for its students about the courses and study to succeed and progress streams available to them →→ Students can move between →→ Students understand and use the disciplines, schools, levels options open to them at RMIT and locations STRATEGIC PLAN 15 DIRECTION 1

Priority 3 Priority 4 Priority 5 A trailblazing approach to A dynamic community of alumni Enterprise-ready assessment and credentials Our alumni relationships are forged Forging the skills, experience Our programs are designed, through student experience and and connections for successful developed and reviewed with extend long after they graduate, enterprise is a central feature of the guidance of industry to provide ongoing opportunities RMIT’s approach to connected experts through advisory for learning, collaboration and pathways. Our students develop groups, professional and exchange. Every RMIT graduate has the skills and knowledge that governance bodies. a network and learning tools. prepare them to innovate, contribute to existing enterprises RMIT is at the forefront of Our alumni are spread far and and build their own. recognising and documenting wide across leading organisations, student learning and capability, industry and right around the How we will be known in 2020 and capturing their knowledge, world. They are an important competencies and impact, part of the way we will work →→ RMIT students know what however they have been with partners in industry and is required to develop their achieved. With new forms of enterprise in the future. enterprise ideas credential and micro-credential, Using our networks, facilities and →→ RMIT students are recognised RMIT will help to validate and digital connections, we will grow for their entrepreneurial skills communicate student success in and spread the influence of RMIT work, learning and enterprise. →→ RMIT students create new through mentoring and knowledge- ventures and start-ups in How we will be known in 2020 sharing opportunities that benefit many fields our students and partners. →→Assessment and feedback to →→ Business plan competitions students is relevant, timely How we will be known in 2020 and challenge funding and valuable opportunities attract students →→ RMIT alumni feel a strong across all colleges →→ RMIT is known for its connection to the institution innovative approach to and are proud graduates →→ RMIT students start and build credentials and competencies their own enterprises →→Alumni have a range of ways of →→ Credentials help students remaining engaged with RMIT →→RMIT works successfully with connect their diverse other funders and partners in →→Digital technology powers experiences and find new key sectors and locations RMIT alumni connections opportunities for work and across the globe enterprise →→ RMIT enjoys a mutually beneficial relationship with alumni who are strong employers of RMIT students and graduates

STRATEGIC PLAN 16 17 DIRECTION 2

RMIT’s staff and partners are fundamental to achieving our mission. They are highly talented and committed: engaging them effectively in renewing RMIT is critical to our success.

As a learning institution, we are Priority 1 about supporting everyone who Goal 3 works at RMIT to reach their full Our people focused on outcomes potential and challenging them Supporting and and making a positive impact to achieve their best. empowering our Our approach to recruiting and We will support, develop and people with clearer, developing staff will support empower our staff in all areas smarter, simpler RMIT’s people to identify their of the organisation to achieve driving passions, work together to greater impact and learning. systems transform the student experience RMIT supports its people to and achieve impact through We will prioritise our staff research and engagement. working together across the build on their passions and institution and offer clearer, pursue our shared goals: life- We are committed to our people simpler systems and processes. changing student experiences, and support them through career research and innovation that development and professional Achieving our goals also shape the world for the better. learning to be effective, means managing our resources In a complex world, we offer innovative and collaborative. sustainably, appropriately and simple, more supportive effectively. organisation and service. We will maintain a clear focus on teaching, research, Our approach to using resources RMIT’s staff are talented, engagement, support and – financial, physical and committed and passionate scholarship, with appropriately environmental–is governed by about their work. differentiated work roles. a commitment to sustainable, long-term value, including value Their passions are many and We continue to focus and for money, consistent with our diverse: advancing fields simplify our performance and mission. of knowledge and practice, accountability structures to solving community problems, reflect feedback and learning providing outstanding service from best practice. and support to students and academics, building partnerships How we will be known in 2020 in new countries and markets, pioneering new methods and →→Staff are proud to work at RMIT progressing social justice. →→Staff feel that their expertise is In developing RMIT’s workforce valued and see opportunities to over the next five years we will develop their skills and careers focus on learning to strengthen →→ Employment arrangements people’s passion for their work encourage staff to develop and turn it into impact, so that their passions and aspire to we can achieve our goals more career development effectively and sustainably during a time of great change. We will set high expectations and meet them in innovative ways.

STRATEGIC PLAN 18 DIRECTION 2

Priority 2 Priority 3 Priority 4 A team approach to work Simpler, more supportive A positive culture of service and processes and systems support Our greatest impact is achieved when we work together, Simplifying organisational As our focus on impact and user harnessing distributed expertise structures and processes is a experience grows, we strengthen to create large-scale outcomes. major priority for our staff, and our culture of service and support key to increasing our impact. by further building our shared Strengthening collaboration is culture of outward-facing service therefore essential to making the Our governance structures and and mutual support. whole of the RMIT community decision-making processes will more than the sum of its parts; therefore encourage clarity, Across all RMIT locations our deepening team-based working transparency, integration and portfolios and service areas practices, rewarding collaboration accountability for outcomes. work together to serve the core and making it easier to share purposes of teaching, research and We design and implement knowledge and resources. engagement across the University. organisational systems which We will share knowledge and are more supportive of the Our student-facing, staff-facing information widely and effectively needs and goals of our staff, and industry-facing activities and look to cluster and co-locate students and partners, shaped are adopting a renewed focus teams and units to maximise by the experiences of the people on practices and processes their positive impact. who use them. that enhance user experience and learning outcomes. Our How we will be known in 2020 How we will be known in 2020 governance, administrative →→ Staff are able to share →→ Administrative and policy and professional functions their knowledge across the processes enable delegated reinforce this emphasis with University and with partner decision making their positive commitment to organisations to increase RMIT’s service and support, especially →→ Processes simplify staff positive impact for students to those teams directly engaged workload and enhance and the wider community in creating user experience communication and through teaching, learning, →→ Transparency of data is the collaboration across the research and engagement. norm for decision-making, whole of RMIT data gathering and analysis How we will be known in 2020 →→ Our systems are easy to use across RMIT →→ All staff prioritise creating and →→ RMIT has excellent supporting transformative communications that inform, student experiences energise and encourage staff →→RMIT central portfolios →→ Staff work together across units, provide clarity, service and portfolios, schools and colleges support for value-creating to solve common problems activities that support our core goals in teaching, →→RMIT invests in good ideas and research and engagement scales up effective practices

STRATEGIC PLAN 19 DIRECTION 2

We will manage our investments and resources to achieve our goals in learning and impact and to enhance our sustainability and independence as an institution.

Priority 5 Goal 4 Priority 1 Intelligent, timely use of Financial performance information and analytics Managing resources supporting our goals The best decisions are for long-term value Long-term successful financial supported by timely data and Our use of resources is driven performance is fundamental to expert analysis. RMIT uses data by our goals. Our management achieving our mission and purpose. and learning analytics to provide of financial, physical, social It is also fundamental to keeping better service and support and environmental resources access to education affordable experiences for students and is focused on improving long- for students and serving the staff. We will work to ensure term performance and delivering interests of the community. that people have access to value for money. the information and analytics We will be deliberate and they need to learn, share and RMIT is a big, complex and transparent in the decisions and innovate, and that our decisions diverse institution with a far- investments that we make and are based on what the evidence reaching global footprint. It is will ensure that we are ready tells us. vital that we manage resources for a range of different external to enhance our long-term circumstances in our funding How we will be known in 2020 performance and increase our environment. Our decisions will be ability to adapt and renew based on the goals and priorities →→ RMIT people are empowered ourselves over time. by data and evidence to make set out in our strategic plan. timely, effective decisions We will manage our investments and resources to achieve our How we will be known in 2020 →→ Information on shared goals in learning and impact and →→ Resource allocation is responsibilities across to enhance our sustainability and effectively designed to RMIT is openly shared and independence as an institution. achieve long-term value in used to support collective our activities and operations decision-making →→ Financial information and decision making will be clear, rigorous and timely

STRATEGIC PLAN 20 DIRECTION 2

Priority 2 Priority 3 Priority 4 Places and spaces for creativity Digital infrastructure Improve environmental and collaboration supporting everything we do sustainability Our places and spaces are Our digital direction enables RMIT’s reputation for designed and used to their best transformative student experiences environmental sustainability advantage for collaboration and supports people to work reflects our expertise and across the whole RMIT effectively towards shared goals. commitment over many years community and with partners to applying what we know to We use digital content, tools and and industry. We take full improve environmental outcomes. innovation to create excellent advantage of our existing places learning, collaboration and work RMIT buildings and facilities are and spaces in all of our locations environments for the whole RMIT designed to meet high standards and increase their use over time. community. of energy and water consumption, Our students make great use of and we are committed to Digital infrastructure supports our places and spaces to work, managing and reducing our these efforts across all RMIT learn and socialise together and carbon dioxide emissions. locations with simplicity, our physical campus spaces will reliability and cost-effectiveness. The Sustainable Urban Precincts combine with digital excellence Program will deliver major advances to further drive collaborative How we will be known in 2020 in our environmental impact. learning, teaching, research and engagement for impact. →→RMIT offers students a rich and We will continue to build on immersive digital experience this performance, improving How we will be known in 2020 →→Digital technology supports environmental sustainability →→Our teaching spaces are used everyday work and makes across all of our locations. to their best advantage to processes simpler, quicker How we will be known in 2020 support student learning and more reliable →→ RMIT prioritises sustainability →→Communal spaces support →→Digital infrastructure enhances in every part of the University people–staff, students and user experience by enabling partners–to learn and work creativity and collaboration →→RMIT’s commitment to together sustainability is highly regarded by students, staff →→Students enjoy our shared and our community and spaces for collaboration and industry partners learning and shape how they are used over time →→ RMIT is a thoughtful contributor to public →→Student services, amenities and discussion and is transparent facilities are well designed and in its progress towards provide good value for users environmental sustainability →→ Energy, water and carbon emissions performance improvement

STRATEGIC PLAN 21 22 DIRECTION 3

We shape the world by developing knowledge and people, and by applying what we know to shared problems through collaborative innovation. RMIT pursues these goals through a global group of students, staff, digital networks, facilities and partnerships spread across key urban centres around the world.

Our focus on technology, design wider partnerships that help and enterprise reflects our Goal 5 to commercialise research cumulative expertise in fields knowledge and scale up and methods through which Research and effective innovations. people learn how to shape innovation: creating RMIT continues to develop and their environment for the better invest in research areas where and to create new solutions to impact through our quality and impact give us shared problems. collaboration comparative advantage, and to We support people to develop Research at RMIT is a source of develop new strengths in areas knowledge, skills and experience inspiration for our students, a aligned with our goals. with which they can shape their catalyst for innovative solutions Our approach includes own lives and help to shape and a driver of impact. implementing learning and solutions to pressing shared Global demand for innovation – teaching of Indigenous challenges. creating better outcomes using Knowledge systems. new knowledge and practices – is rising relentlessly. We focus our efforts on improving the quality, scale, Public policy around the world distinctiveness and impact of is also increasingly seeking to research and on supporting RMIT improve long-term innovation researchers to work together performance across the private, and deploy expertise more public and non-profit sectors, widely through collaborations and to build effective long-term with industry, government and partnerships for innovation. peer institutions.

How we will be known in 2020 Priority 1 →→ RMIT is recognised as a Using our strengths to drive leader in innovation and impact in research and innovation applied research RMIT’s history as an institution →→ Areas of research strength of applied research, and its are widely recognised many areas of internationally →→Investment deepens the impact recognised expertise, from and quality of our research architecture and engineering to fashion and entrepreneurship, →→ Potential strengths are rigorously make us an important contributor and imaginatively developed to wider innovation efforts. →→ High-profile collaborative We create knowledge and research initiatives with impact in diverse areas of significant impact in the human experience and need. community are encouraged across RMIT We excel in applied, inter- disciplinary research and we →→ Partners are proud to are active and influential in work with RMIT

STRATEGIC PLAN 23 DIRECTION 3

Priority 2 →→ RMIT will be an influential →→ Translation of research contributor to public policy insights and findings into Solving public policy problems conversations in Australia curriculum design and RMIT helps to provide creative and around the world teaching strategies is quick, easy and widespread and effective solutions to public →→ RMIT staff and students policy problems and plays an will engage in wide-ranging →→Collaborative industry research important ongoing role in shaping public discussion is well established in all the public policy environment. sectors where RMIT is active Public policy is a major influence on the direction and quality Priority 3 of education, research and Priority 4 innovation, and RMIT’s mission Research embedded in and goals are strongly affected teaching and engagement Effective research training by government policy decisions Research capabilities and skills in these areas. Research has a vital role in shaping teaching practice, industry are integral to RMIT’s success As a global university of and community engagement. and we continue to develop technology, design and enterprise, Alongside specialised research them by recruiting research staff and graduate students, providing RMIT has a long-term stake in roles and teams, RMIT works to the quality of public policy design high quality supervision and connect insights and evidence and decision making and a range delivering effective organisational of expertise that can contribute from research to the teaching and learning. positively to policy development engagement activities where it is Our higher degree research and in many areas. most relevant. honours students are a valued RMIT works proactively to help We encourage co-location part of the RMIT community and solve pressing public policy and clustering of research and will be offered a transformative problems, to develop long term teaching activities where it experience and appropriate thinking and evidence, to work makes the most sense. We focus support throughout their journey. together with other institutions on building stronger connections How we will be known in 2020 and governments at all levels between research knowledge, to improve policy outcomes curriculum design, teaching and →→RMIT is respected in higher over time. We use our own degree by research training assessment strategies. experience, data and expertise →→Higher degree by research to contribute creatively to We continue to develop our policy problem-solving and to students have a range of practice-based and industry- relevant industry and academic encourage informed, responsible connected research activities. decision making. experiences throughout their candidature How we will be known in 2020 How we will be known in 2020 →→Research staff are at the cutting →→Research groups and teams edge of research and pedagogy →→ RMIT will advocate for public are appropriately located policy solutions that reflect amid wider clusters of →→ RMIT develops more practice- RMIT values teaching and engagement based models of research and training, such as our widely respected architecture PhD program

STRATEGIC PLAN 24 DIRECTION 3

Goal 6 Industry and enterprise embedded in everything we do Our student experiences, research, staff, partnerships and management are connected to industry, How we will be known in 2020 enterprise and community. Priority 1 →→RMIT works effectively with Future prosperity depends on Meeting global demand industry partners to shape enterprise and innovation in with strategic partnership our programs to bring every sector. RMIT has always Our future prosperity depends students cutting-edge been intertwined with changing on innovation in every sector. curriculum design patterns of work and enterprise. Self-employment, micro- →→ RMIT uses industry Our focus on enterprise enterprise, start-ups and partnerships to engage continues to strengthen ventures play an increasingly lecturers and tutors to provide through start-up initiatives, important part in a connected, greater opportunities for accelerator support for growing collaborative economy. students, enhancing their organisations, entrepreneurship graduate outcomes to meet social need, solving As the economic landscape is public problems and creating transformed, RMIT graduates →→ RMIT has built a wide range economic growth. must succeed across diverse, of proven methods and structures through which we Partnership with industry at every fast-moving sectors. work with other institutions level remains part of RMIT’s DNA. RMIT has distinct strengths and partners in our ability to work together →→ RMIT staff are given regular with community and industry opportunities to move within networks to drive employment and between RMIT and and innovation outcomes. industry and contribute to From long-term partnerships collaborative projects with global corporations and sectoral and supply chain alliances that reach into networks of small and medium enterprises, to global collaborations supporting workforce development, research and industrial design, RMIT is a leading player.

STRATEGIC PLAN 25 DIRECTION 3

Priority 2 Goal 7 Priority 1 Connected with industry and Preparing students for the community throughout the Global reach globalised world of work student journey and outlook Our global presence will enrich We will build on our rich history We are a leading global the student experience to prepare and extensive range of work- institution, preparing students for life and work in increasingly connected learning to ensure for life and work and extending globalised labour markets. that every student is connected our research impact in key urban Curriculum design, digital with work and enterprise centres around the world. tools, teaching strategies and throughout their journey. RMIT has a global reach, with opportunities for student How we will be known in 2020 campuses, programs and mobility will all reflect and embed our global outlook. →→ Industry partnerships are partnerships across a network of global urban centres, and a high embedded in program design How we will be known in 2020 and assessment processes number of international students and staff. →→ Our students successfully →→ RMIT’s industry and alumnus We use our global reach and develop cross-cultural skills networks enhance student and competencies experience, giving them an knowledge to enrich the student edge post-graduation experience and increase the impact →→ RMIT students are well prepared of our research and innovation. for global labour markets →→ RMIT students and staff have authentic Indigenous Our partnerships and →→ RMIT graduates are attractive experiences that respect and investments reflect this global to employers and recognised acknowledge the Kulin Nation outlook and our determination for their creative, collaborative on which RMIT stands to deepen impact in areas and entrepreneurial edge where RMIT has expertise and →→ RMIT students and staff comparative advantage. →→ Digital technology brings RMIT are active in the broader students in all locations to community and contribute To achieve this, we will work work and learn together through shared projects in a focused, disciplined way to develop our programs, →→ Community engagement partnerships and collaborations and discussion takes place around the world and use through regular events digital technology to extend and enhance our work.

STRATEGIC PLAN 26 DIRECTION 3

We use our global reach and knowledge to enrich the student experience and increase the impact of our research and innovation.

Priority 2 Priority 3 A global contribution to Global operations that research and innovation contribute to RMIT’s reputation and financial performance Our global reach will significantly contribute to our research We will strengthen our impact in our key communities. presence in carefully targeted global locations where evidence We leverage our strengths in shows that new opportunities research and innovation to best suit RMIT’s reputation and develop global networks and financial health. partnerships which deepen our impact and build our reputation We develop effective global among our key communities approaches to recruitment, around the world. marketing, technology and administration to support our How we will be known in 2020 students, staff and partners. →→ Our global collaborations How we will be known in 2020 create a multiplying effect, bringing greater →→ Our international presence, opportunities and impact including in Vietnam and for the whole RMIT Singapore, successfully community supports our strategic goals →→International research partners across the whole of RMIT are carefully chosen to reflect →→ RMIT is Australia’s most global RMIT’s strengths and interests university in presence and →→ RMIT is sought after globally action and our distinctive by leading research and global operations are widely industry partners recognised →→ RMIT has seamless and supportive organisational processes and systems across all our locations. →→ Consistent processes and systems for recruitment, marketing, administration, staff and service management meet the diverse needs of our students

STRATEGIC PLAN 27 NEXT STEPS

How we NEXT Find out more developed this STEPS strategy

This strategic plan has This strategy is for the whole Go to ShapeRMIT.com to find out been developed through a RMIT community: students, more about the work happening collaborative effort by the staff and partners in all our around RMIT and to continue whole RMIT community. locations around the world. discussing how the University can enhance our positive impact Through the #shapeRMIT It sets out our “main intent” and help make our students website, online discussions and – where we are going, why it ready for life and work in the comments, meetings, workshops, matters and how we will be years ahead. public events, presentations and true to our values. consultations, RMIT students, The plan provides a structure and staff, alumni and partners took priorities for planning by all the part in an open conversation to key organisational units across shape the University’s future. RMIT, in order to decide on Thousands of people have priorities for student recruitment given their views, shared their and programs, work goals ideas and spoken with passion and workforce development, about what matters for RMIT’s research, innovation and industry future. The Council and Executive partnerships, technology, of RMIT have taken part in the infrastructure and much more. same process, considering and These planning processes discussing in detail the ambitions will be supported by ongoing and evidence that have formed our measurement and evaluation direction. The goals and priorities of our progress against our in this plan have been shaped by goals, and by an annual “strategy those contributions, and we can week” to review how we are proudly say that this is a strategy performing and to consider what written by and for RMIT. we have learned and what we should do in future years. We will track our progress as we achieve this plan and make sure to celebrate our successes along the way. The open conversation about the goals, ideas and initiatives that go into the strategy will continue at ShapeRMIT.com It is up to all of us to come together and bring this plan to life.

STRATEGIC PLAN