RMIT’s

International
Plan
Global Reach and Outlook
2016 – 2020

1
Global Reach and Outlook

RMIT’s Strategic Plan, Ready for Life and Work, sets out the
University’s overarching priorities and directions to 2020. 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 2020.
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 2016-2020 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

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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 GOAL 2 GOAL 3

A distinctive feature
of the RMIT student
experience will be
preparedness for a
globalised world of work.
Our global reach will
significantly contribute
to our research impact in
our key communities.
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.

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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 cross-
disciplinary 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

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Goal 1
Preparing students for a globalised
Where weworld
teach 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.

Country % of Total Where our students come from

Australia 80%
Where our students
Vietnam 9%
come from
Singapore 9%
Global Diversity
Hong Kong 1%
RMIT students come from over 180
countries. Countries
China within Southeast 0.6%
Asia are home to over one fifth of our 0.1%
Malaysia
student population.
Sri Lanka 0.1%
Location Indonesia % of Total 0.1%
Australia 56
South East Asia 21
North East Asia 11
South and Central Asia 2
Europe 1
Middle East 1
Note: Home location is identified by students and may vary from their citizenship or residence location.
Africa <1
The Americas <1
Oceania <1
Other 7

‘ 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

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 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.

Number of mobility
Destination experiences per
destination
Australia, Canada, China, France, Germany, India, United >50
Kingdom, USA and Vietnam
Hong Kong, Indonesia, Japan, Netherlands, New Zealand, 21–50
Philippines, Sweden, South Korea, Spain, Thailand and
United Arab Emirates
Austria, Bangladesh, Cambodia, Columbia, Czech 6–20
Republic, Denmark, Ireland, Israel, Italy, Kuwait, Mexico,
Singapore, Switzerland and Taiwan

41 countries including: Brazil, Bulgaria, Chile, Cook <5

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

‘ 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)

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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
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.
• 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.
2
Incorporate digitally shared • Identify best practices and
learning across RMIT locations opportunities to use digital
(1,2,4,6,7)* 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.
3
Increase student mobility and • Increase the number of student
international internships mobility opportunities.
(1,2,6,7)* • 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.
* Note: Bracketed numbers indicate alignment to the RMIT Strategic Plan to 2020 goals.
‘ 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
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OUTCOME
• 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 leading-
edge 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 2020.
• 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.
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 Location Number of

(AUD per location) Funded Research
Agreements
(per location)
Australia >$140m Australia, China, Germany, > 10
United Kingdom and United States
China, Germany, United Kingdom, $1m - $5m Japan and New Zealand 6 - 10
and United States
India, Qatar and Vietnam $500,000 - $999,999 Canada, Qatar, Singapore, Spain, 2-5
Sweden, South Korea and Vietnam
Austria, Canada, Denmark, Fiji, Finland, < $500,000 Austria, Denmark, India, Fiji, Finland, 1
France, Italy, Japan, New Zealand, France, Italy, Norway, Pakistan,
Norway, Pakistan, Singapore, Switzerland, Taiwan and Thailand
South Korea, Spain, Sweden,
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.

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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
4
Access international • Enact clarified research expectations
funding & research projects for RMIT Vietnam and RMIT Europe.
through RMIT presences & • On a more selective basis build
partnerships research and research training
(4,5,7)* 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.
5
Selectively expand research
• Be more selective in choosing
ties with industry and industry and institutional
institutional partners with partnerships, and more pro-active in
reputations for excellence in managing such partnerships.
our core research fields • Expand our collaborative research
(5,6,7)* training activity through strategic
partnerships and recruitment of
quality HDR candidates.
* Note: Bracketed numbers indicate alignment to the RMIT Strategic Plan to 2020 goals.
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OUTCOME
• 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 2020.
• 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 2020.
• Increased reputation (measured
through indicators such as rankings
and Net Promoter Score).
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.

Pursuit
Insight-driven
business
Sweden development

UK
Netherlands Review Assessment
Data driven
Germany continuous
Proactive risk
assessment
improvement
Spain
China

India
Vietnam
Singapore
Management Qualification
Multi-tiered service Robust and
Indonesia delivery with clear consistent
metrics of success segmentation
Australia

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.

‘ Iexcellent
have always been of the mindset that conducting
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

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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
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)* • Bring an RMIT-wide perspective to
the selection of all partnerships.
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Consistent, evidence-based • Refine and systematically apply
decision making in all that a new evidence based decision
we do making framework for assessing all
(3,4,7)* significant international investments.
• Develop balanced scorecards and
metrics for international entities,
partnerships and international
recruitment.
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Adopt a Group-wide approach • Explore a global recruitment model,
to recruitment and marketing including linking student recruitment
(3,4,7)* 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.
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Global in the development of
• Develop and implement a
our people, processes and communication strategy to
systems enhance our understanding of
(3,4,7)* 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.
* Note: Bracketed numbers indicate alignment to the RMIT Strategic Plan to 2020 goals.
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OUTCOME
• 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.
• 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.
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. Establish the Global
Performance and Strategy
The plan’s implementation framework has been Group
designed to ensure the steady and timely roll-
out of agreed actions, as well as to respond
to changing circumstances and needs as they
may arise.
• Engage with key
stakeholders
The Global Performance and Strategy • Review strategic goals
Group is the plan’s core governance and and enablers
implementation oversight body. The Global
• Agree priorities
Performance and Strategy group will include key
representatives from Colleges, Portfolios and • Plan strategic initiatives
International Entities. Members of the Global
Performance and Strategy (GPS) group will:
1 Collaborate to ensure that the
implementation plan remains robust and Review and identify Monitor implementation
practical, including agreeing priorities, opportunities for and the global
resources and timelines. improvement environment
2 Drive the implementation of International
plan initiatives, including the nomination
of key working group champions and Implement initiatives
members. progressively
3 Support the identification of, and ongoing
alignment with, related RMIT plans and
initiatives.
4 Monitor and consider the changing
Embed into operations
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
Realise strategic goals
reach initiatives.

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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
1
Adapt our programs to prepare
students for the global world of
work
2
Incorporate digitally shared
learning across RMIT locations
3
Increase student mobility and
international internships
4
Access international funding &
research projects through RMIT
presences & 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
Global in the development of our
people, processes and systems
Plan Implementation Governance and
Planning Cycle
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2016 2017 2018 2019 2020
Graduate Future Careers (Including Top 200 Programs – Globalised curriculum and WIL)
Adapt programs and student learning activities (including sharing
and scaling existing examples of RMIT best practice)
Digital Strategy Implementation
Graduate Future Careers (Including digitally supported learning)
Identify and scope further opportunities to incorporate digitally shared learning across RMIT locations
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 Identify and scope further
Partnership Strategies developed and implementation commenced opportunities
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)
Industry Engagement Plan Implementation
Implement
Institutional
Management
Framework (Q2)
GPS forum established to
include peer review Implement business development plans in priority markets
Priority Market scoping
and development plans Priority market communication and engagement with stakeholders
Develop and implement Identify and scope further
decision support tools opportunities
Review opportunities and consider Implement integrated
effective marketing and recruitment management model
models
Implement integrated profile,
Establish market tracking and price, revenue & margin setting
priority market plans Establish broad user access to centralised market intelligence
HR2020 Plan implementation
ITS Plan implementation
Global Dialogue Series (Quarterly)
Clarify 5yr Develop 2021-2025
Roadmap with Global Strategy
key stakeholders
Agree key
performance
indicators
- Quarterly GPS group meetings
- Annual implementation and global performance review aligned with business planning timetable
- Planning includes consideration of strategic investment fund requirements
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For more information please contact:
dvci@rmit.edu.au