RMIT s International Plan. Global Reach and Outlook

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1 RMIT s International Plan Global Reach and Outlook

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3 Global Reach and Outlook RMIT s Strategic Plan, Ready for Life and Work, sets out the University s overarching priorities and directions to This International Plan, Global Reach and Outlook, grows out of the Strategic Plan and focuses specifically on the University s global priorities and directions to RMIT has a long and proud history of international engagement. So much so, that it has become a defining feature of the University. Our International Plan for the period seeks to build on the achievements of the past at the same time as bringing a new focus, appropriate to our evolving circumstances. At its heart, this Plan is about ensuring that RMIT s global engagement succeeds in enriching the experience of all our students, expanding our research impact and enhancing the University s reputation and financial health. That is our purpose. No less important is our intended manner of operating: we will be less opportunistic and will proceed in a disciplined, selective and focused way. The following pages set out the core objectives of the International Plan, how we will achieve them and our anticipated timeline for doing so. Colleagues from across the University (in all its locations) have joined with me in developing this Plan, and likewise, will be doing so for its implementation and oversight. I would be very happy to discuss any aspect of it with you. Professor Andrew MacIntyre Deputy Vice-Chancellor International and Vice-President 1

4 Plan at a Glance VISION Engage globally to enrich the student experience, expand research impact and enhance reputation and financial health. Proceed in a disciplined, selective and focused way. GOALS GOAL 1 A distinctive feature of the RMIT student experience will be preparedness for a globalised world of work. GOAL 2 Our global reach will significantly contribute to our research impact in our key communities. GOAL 3 Our global operations will demonstrably contribute to RMIT s reputation and financial health. ENABLERS 1 Adapt our programs to prepare all our students for the globalised world of work. 2 Incorporate digitally shared learning across RMIT locations. 3 Increase student mobility and international internships. 4 Access international funding and research projects through RMIT presences and partnerships. 5 Selectively expand research ties with industry and institutional partners with reputations for excellence in our core research fields. 6 Disciplined and selective Group-wide approach to markets and partnerships. 7 Consistent, evidence-based decision making in all that we do. 8 Adopt a Group-wide approach to recruitment and marketing. 9 Think and act globally in the development of our people, processes and systems. 2

5 Goal 1 Preparing students for a globalised world of work RMIT exists to create transformative experiences for our students, getting them ready for life and work. We offer an education deeply grounded in practical ideas and crossdisciplinary understanding. Our education is applied through innovative, enterprising practice in solving problems and meeting the needs of our community. Our global footprint supports our ability to prepare students for the globalised and changing world of work. RMIT s international orientation is reflected in our student and staff populations, the geographic distribution of our education and research activities and mix of revenue streams. Our students develop skills needed for a global world of work through our curriculum, international mobility experiences and through studying and working in teams as part of a diverse student community. Education RMIT has over 86,000 students. 61% of our students are Australian residents studying at RMIT in Australia. 20% are residents of other countries studying at RMIT in Australia. 19% study with RMIT in other countries (including 7% undertaken in Vietnam). Recruited by one of the world s biggest audit firms as a fresh graduate, honoured with an employee excellence award in his first year working there, the success this Accountancy alumnus achieved all began with dare to dream. Mr Vo Hoang Duc Long Bachelor of Business (Accountancy), RMIT Vietnam Senior tax consultant, Ernst & Young, Sydney 3

6 Goal 1 Preparing students for a globalised world of work Where we teach 12% of RMIT s students are enrolled through RMIT s transnational education partners, taking advantage of the accessibility provided by RMIT s geographical footprint. Location % of total Australia 81 Singapore 9 Vietnam 7 Hong Kong 1 China 1 Malaysia <1 Sri Lanka <1 Indonesia <1 Note: Footprint includes vocational and higher education study locations. Where our students come from Where our students come from Global Diversity RMIT students come from over 180 countries. Countries within Southeast Asia are home to over one fifth of our student population. Location % of Total Australia 56 South East Asia 21 North East Asia 11 South and Central Asia 2 Europe 1 Middle East 1 Africa <1 The Americas <1 Oceania <1 Other 7 Note: Home location is identified by students and may vary from their citizenship or residence location. RMIT is very international and feels like a melting pot of minds from all sorts of backgrounds. It provides a very inspiring environment. Joran Mandik Urban and Regional Planning Exchange Student, Germany 4

7 Outbound Mobility Experiences 2015 Outbound Mobility Experiences Global Mobility Participation in student exchange, short-term programs, placements or practical training and research enriches the student experience. It helps develop a global outlook and perspective, and prepares students for a globally competitive and changing world of work. RMIT students undertake over 1,600 international study experiences to destinations in over 70 countries each year. Destination Australia, Canada, China, France, Germany, India, United Kingdom, USA and Vietnam Hong Kong, Indonesia, Japan, Netherlands, New Zealand, Philippines, Sweden, South Korea, Spain, Thailand and United Arab Emirates Austria, Bangladesh, Cambodia, Columbia, Czech Republic, Denmark, Ireland, Israel, Italy, Kuwait, Mexico, Singapore, Switzerland and Taiwan 41 countries including: Brazil, Bulgaria, Chile, Cook Islands, Costa Rica, Estonia, Finland, Guatemala, Iran, Jordan, Kenya, Laos, Lebanon, Macau, Mauritius, Nepal, Oman, Papua New Guinea, Poland, Rwanda, Saudi Arabia, South Africa, Sri Lanka and Turkey Number of mobility experiences per destination > <5 RMIT is connected to companies worldwide. This has given me a valuable opportunity to meet, work and build connections globally this network is what makes RMIT different to other universities. Nita Wiroonsup Bachelor of Engineering (Aerospace Engineering) 5

8 Goal 1 Preparing students for a globalised world of work We will achieve our goal to prepare students for the globalised world of work through the following enablers and actions. ENABLER ACTION OUTCOME 1 Adapt our programs to Maintain strong links and dialogue prepare students for with industries and governments to the global world of work understand the evolving needs of (1,2,6,7)* employers and graduates. 2 Incorporate 3 Increase digitally shared learning across RMIT locations (1,2,4,6,7)* student mobility and international internships (1,2,6,7)* * Note: Bracketed numbers indicate alignment to the RMIT Strategic Plan to 2020 goals. Adapt curriculum, teaching and student learning activities to encompass relevant practical skills, global perspectives and student activities. Contextualise and localise courses to ensure relevance for students in the study location. Identify best practices and opportunities to use digital technologies to support connectedness and to enhance access to leading-edge knowledge across locations. Create digital capabilities that will drive virtual and cultural mobility to complement the physical movement of students between study locations. Increase the number of student mobility opportunities. Review course structures and timetables to enable increased student mobility. Strengthen focus on practical international work experience to continue to differentiate the student experience at RMIT. More actively leverage industry and alumni connections to expand international internships. Curriculum that reflects needs of industries and graduates as measured by Net Promoter Score. % of graduates in employment to be equal to or greater than national average across locations of delivery. Strong, positive student experiences as measured through RMIT s survey results and the International Student Barometer. Overall Satisfaction Index to be equal or greater than national average. Students are connected across locations to enhance creativity, collaboration and sharing of leadingedge knowledge. Students, alumni, staff and industries linked through a digitally supported global RMIT community. To be #1 among Australian Technology Network (ATN) Universities for student mobility, and top 3 among Australian Universities by Improved student satisfaction as measured through the Net Promoter Score. Alumni and industries will be actively connected and involved in the global RMIT community (measure to be agreed). Increased numbers of international internships across all locations. At RMIT, I made some lifelong friends coming from different backgrounds, and I believe it helped shape me into an open-minded global citizen. Ariel Lao Advanced Diploma of Translating and Interpreting, Bachelor of Arts (International Studies) Digital marketing specialist at IG Group Australia 6

9 Goal 2 Our global reach will significantly contribute to research impact in our key communities RMIT creates impact in our communities by actively engaging in quality research and research training across the world. RMIT actively engages in over 1,100 funded research agreements each year (valued at over $158m), with our most significant research funding being from Australia, China, Germany, the United Kingdom and the United States. RMIT engages in leading and applied research and research training that has practical benefits for communities, governments and organisations. For example, RMIT in association with the UN Global Compact Cities Programme brings together key researchers working on understanding the complexity of globalising urban settings from provincial centres to mega-cities to address the growing challenge of providing secure and sustainable places to live. An example of this is the longitudinal study of the resettlement of the Vila Chocolatão community in Porto Alegre, Brazil, in collaboration with the Mayor s office and other city officials. Location Research Funding (AUD per location) Location Australia >$140m Australia, China, Germany, United Kingdom and United States China, Germany, United Kingdom, and United States India, Qatar and Vietnam $500,000 - $999,999 Canada, Qatar, Singapore, Spain, Sweden, South Korea and Vietnam Austria, Canada, Denmark, Fiji, Finland, France, Italy, Japan, New Zealand, Norway, Pakistan, Singapore, South Korea, Spain, Sweden, Switzerland, Taiwan and Thailand Number of Funded Research Agreements (per location) > 10 $1m - $5m Japan and New Zealand 6-10 < $500,000 Austria, Denmark, India, Fiji, Finland, France, Italy, Norway, Pakistan, Switzerland, Taiwan and Thailand RMIT also creates impact through the recruitment and training of quality higher degree by research (HDR) candidates. RMIT has over 2,000 HDR candidates based at over 30 international locations including Australia, Vietnam, Spain, China, Germany, United Kingdom, Austria, Netherlands, India, Indonesia and France. Our collaborative research training agreements support international research collaboration and quality research training which draws together world leaders in research. Examples of successful collaborative HDR initiatives include our Double Badged PhD with the University of Twente in the Netherlands; the European Marie Curie funded PhD practice research training network focused on Architecture, Design and Art Practice; the RMIT-IICT collaborative research training initiative being delivered through a joint research centre in Hyderabad, India. 7

10 Goal 2 Our global reach will significantly contribute to research impact in our key communities We will achieve our goal to increase research impact in our key communities through the following enablers and actions. ENABLER ACTION OUTCOME 4 Access Enact clarified research expectations for RMIT Vietnam and RMIT Europe. 5 Selectively international funding & research projects through RMIT presences & partnerships (4,5,7)* expand research ties with industry and institutional partners with reputations for excellence in our core research fields (5,6,7)* * Note: Bracketed numbers indicate alignment to the RMIT Strategic Plan to 2020 goals. On a more selective basis build research and research training partnerships relevant to our key countries and research strengths. Coordinate across our Colleges, Portfolios and global points of presence to identify sources of international research funding aligned to our areas of research excellence. Be more selective in choosing industry and institutional partnerships, and more pro-active in managing such partnerships. Expand our collaborative research training activity through strategic partnerships and recruitment of quality HDR candidates. 10% increase in international research income annually. Commencement of European funding, facilitated by RMIT Europe, for RMIT Vietnam linked research projects. To be the #3 Victorian University and #2 in the ATN for total HDR enrolments by Evidence of deepened research impact funded by international industry. Increased number of research projects sponsored by international industry partners. Increase HDR profile by 1,000 enrolments to 3,000 by Increased reputation (measured through indicators such as rankings and Net Promoter Score). 8

11 Goal 3 Global operations contribute to RMIT s reputation and financial health In building our global operations, we will ensure that they contribute to the overall reputation and financial health of the University. We will do this by bringing a more selective and disciplined approach to our choice and management of markets and partners. This will enable us to pursue our ambitions on a predictable and dependable basis. This requires a more consistent use of reliable evidence to support decision-making and a willingness to decline or terminate partnerships and activities that are not consistent with Group-wide financial and reputational interests. Under this plan, RMIT will develop and implement a global approach to marketing and recruitment that moves beyond disparate national operations. This approach will allow consistent messaging and brand-building worldwide, while adapting to local conditions as we communicate with our students, staff, alumni and partners. Ultimately, the overarching measure of success for this plan will be the extent to which it succeeds in inculcating a global outlook across the greater RMIT community worldwide. Priority development markets Institutional Partnership Management Framework RMIT is focused on investing in long-term and multi-dimensional partnerships that enhance our reputation as a global provider of quality tertiary education and research. Sweden Pursuit Insight-driven business development UK Spain Netherlands Germany China Review Data driven continuous improvement Assessment Proactive risk assessment India Vietnam Singapore Indonesia Australia Management Multi-tiered service delivery with clear metrics of success Qualification Robust and consistent segmentation The Global Institutional Partner Management Framework will drive RMIT s pursuit of long-term and multi-dimensional partnerships. It is focussed on enhancing resource efficiency, accountability and transparency. Note: Priority markets are defined as those with an existing significant RMIT presence or partnerships, strong alignment to RMIT s strategic objectives and potential for substantial development of deep and broad relationships across many areas of RMIT. This does not preclude RMIT Colleges, Portfolios or presences from engaging in activities including research collaboration or recruitment in markets that offer significant specialist opportunities. I have always been of the mindset that conducting excellent research is necessary but not sufficient. It is what you do with the excellent research to benefit others beyond the academic community that is most important. Professor Calum Drummond Deputy Vice-Chancellor Research and Innovation and Vice-President 9

12 Goal 3 Global operations contribute to RMIT s reputation and financial health We will achieve our goal to ensure that global operations contribute to RMIT s reputation and financial health through the following enablers and actions. ENABLER ACTION OUTCOME 6 Disciplined and selective Develop three year rolling plans for Group-wide approach to priority markets based on RMIT-wide markets and partnerships interests. (1,4,5,6,7)* 7 Consistent, evidence-based decision making in all that we do (3,4,7)* Bring an RMIT-wide perspective to the selection of all partnerships. Refine and systematically apply a new evidence based decision making framework for assessing all significant international investments. Develop balanced scorecards and metrics for international entities, partnerships and international recruitment. Percentage growth in RMIT revenue to be higher than percentage growth in expenditure. Approved business plans for international investments are a reliable predictor of benefits including financial and reputational outcomes. Partnerships failing to meet performance goals on a sustained basis are terminated. 8 Adopt 9 Global a Group-wide approach to recruitment and marketing (3,4,7)* in the development of our people, processes and systems (3,4,7)* Explore a global recruitment model, including linking student recruitment efforts (target setting, on-boarding and retention) across all locations. Establish regular market tracking and local market plans for each of our priority markets. Develop digital sales and marketing capability. Drive recruitment and admissions to ensure targets are met. Develop and implement a communication strategy to enhance our understanding of internationalisation and a global mindset, including continuation of the Global Dialogue Series. Monitor changes in our external environment and develop tactical responses as required. Collaborate to drive projects that build capabilities in our people, systems and processes. Integrated management of marketing and recruitment to efficiently meet targets. Increased effectiveness of recruitment and marketing activities (including conversion rate) arising from decisions based on strengthened market intelligence. A holistic view of priority international markets and local market plans that consider market needs, priorities and program demand which is supported by appropriate business development activity. Global reach and outlook influences the way we think and act; our global and collaborative mindset is evidenced through the language we use, the solutions we develop and the way we connect. Adaptation to external trends to maintain sound operations and compliance, including in areas such as student visa processing and international student admissions. * Note: Bracketed numbers indicate alignment to the RMIT Strategic Plan to 2020 goals. 10

13 Plan Implementation RMIT s plan to enhance its global reach and outlook will be implemented in a disciplined and sustained manner to achieve our three core goals: 1 Ensure that RMIT students gain distinctive experience that will result in preparedness for the globalised world of work; 2 Produce research outcomes that significantly impact our key communities; and 3 Ensure our global operations enhance RMIT s reputation and financial sustainability. The plan s implementation framework has been designed to ensure the steady and timely rollout of agreed actions, as well as to respond to changing circumstances and needs as they may arise. The Global Performance and Strategy Group is the plan s core governance and implementation oversight body. The Global Performance and Strategy group will include key representatives from Colleges, Portfolios and International Entities. Members of the Global Performance and Strategy (GPS) group will: 1 Collaborate to ensure that the implementation plan remains robust and practical, including agreeing priorities, resources and timelines. 2 Drive the implementation of International plan initiatives, including the nomination of key working group champions and members. 3 Support the identification of, and ongoing alignment with, related RMIT plans and initiatives. 4 Monitor and consider the changing international environment over the term of the strategic plan and develop tactical adjustments as required. 5 Act as ambassadors to promote awareness and implementation of global outlook and reach initiatives. Review and identify opportunities for improvement Establish the Global Performance and Strategy Group Engage with key stakeholders Review strategic goals and enablers Agree priorities Plan strategic initiatives Implement initiatives progressively Embed into operations Realise strategic goals Monitor implementation and the global environment 11

14 Indicative Implementation Timeline Our implementation timeline includes existing/related plans that will enable the achievement of RMIT s global reach and outlook goal. Global Performance and Strategy group members will act as ambassadors to promote a global perspective within these plans. Blue activity bars denote Global Performance and Strategy activities outside these related plans. ENABLER Adapt our programs to prepare Graduate Future Careers (Including Top 200 Programs Globalised curriculum and WIL) students for the global world of Adapt programs and student learning activities (including sharing work and scaling existing examples of RMIT best practice) 2 Incorporate digitally shared Digital Strategy Implementation learning across RMIT locations Graduate Future Careers (Including digitally supported learning) Identify and scope further opportunities to incorporate digitally shared learning across RMIT locations 3 Increase 4 Access 5 Selectively 6 Disciplined 7 Consistent, 8 Adopt 9 Global student mobility and international internships international funding & research projects through RMIT presences & partnerships expand research ties with industry and institutional partners with reputations for excellence in our core research fields and selective Group-wide approach to markets and partnerships evidence-based decision making in all that we do a Group-wide approach to recruitment and marketing in the development of our people, processes and systems Outbound mobility strategy implementation Summer/Winter School Established Identify and scope further opportunities Plan and implement scalable mobility and internship models into the curriculum International Industry and Alumni Engagement Plan Implementation - Internships Research Strategy Implementation Entity Strategies developed and implementation commenced Partnership Strategies developed and implementation commenced Research Strategy Implementation Industry Engagement Plan Implementation Implement RMIT Vietnam and RMIT Europe strategies to expand research ties with industry Institutional Partner Approval Process Implemented (Q1) Implement Institutional Management Framework (Q2) GPS forum established to include peer review Priority Market scoping and development plans Develop and implement decision support tools Review opportunities and consider effective marketing and recruitment models Establish market tracking and priority market plans Industry Engagement Plan Implementation HR2020 Plan implementation ITS Plan implementation Global Dialogue Series (Quarterly) Identify and scope further opportunities Implement business development plans in priority markets Priority market communication and engagement with stakeholders Identify and scope further opportunities Implement integrated management model Implement integrated profile, price, revenue & margin setting Establish broad user access to centralised market intelligence Plan Implementation Governance and Planning Cycle Clarify 5yr Roadmap with key stakeholders Agree key performance indicators Develop Global Strategy - Quarterly GPS group meetings - Annual implementation and global performance review aligned with business planning timetable - Planning includes consideration of strategic investment fund requirements 12

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