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          • Internationalisation at RMIT
            • Background
            • Internationalisation at RMIT: Themes
            • Overview of RMIT’s international activities and global reach
            • Performance indicators
            • Strategic goals

Strategic goals

This paper ‘Internationalisation at RMIT’ has been developed in the context of:RMIT’s teaching and learning and research and development strategies; outcomes from Council and senior management working groups during 2001; current international activities; and macro trends in our national and global operating environment. The proposed strategic goals and priority areas for action relating to internationalisation are drawn from the themes which have emerged from these contexts. The paper was presented by Dr Madeleine Reeve in October 2001.

4 Strategic goals

The ten goals and priority areas for action proposed below derive from the above themes informing internationalisation at RMIT.

4.1 Strengthen the internationalisation of the curriculum

Permeate all RMIT courses with explicit international content and reference points so that courses have cross national applicability and comparative dimensions that allow students to develop global understanding and imagination

Provide students with opportunities to access a wide variety of international experiences

Encourage students to participate in projects that are designed to explore global issues of local significant to the communities in which RMIT operates

4.2 Strengthen international research links and projects

Strengthen links with international research organisations, research focussed universities and industry bodies and enterprises which are in alignment with RMIT's research priorities

Expand numbers of high quality international students undertaking research degrees

Expand opportunities for staff to undertake international consultancy and research projects that dovetail with their research interests

4.3 Develop and manage partnerships, networks and alliances more strategically

Develop rigorous processes for the review and selection of partners and new programs with existing partners to ensure that: partners are compatible with RMIT values and strategic goals; programs meet demand and are of a consistent and high quality; and programs and services are financially viable.

4.4 Expand RMIT’s global reach

Use new technologies to improve interaction with partners, build new community based networks and to increase access by learners and clients to RMIT’s programs and services

Provide increased opportunities for international student/learner-centred flexible learning through partnership arrangements using the new technologies

Increase RMIT’s international student and client base

4.5 Strengthen RMIT’s contribution to the social, economic and environmentalwell being of the international communities in which it operates

Expand involvement in multi-national and bilateral aid projects
Strengthen the university’s international scholarship program
Encourage research into global issues affecting the international communities in which RMIT works

4.6 Strengthen quality assurance mechanisms

Apply international quality benchmarks to RMIT programs and services whatever their mode and location of delivery.
Fully comply with Australian legislative requirements regarding international education.
Make effective use of student feedback in relation to internationalisation and the experience of international students to ensure continuous improvement to programs and services.

4.7 Strengthen RMIT's brand identity and corporate position

Develop an internationalbrand management strategy
Develop an integrated international marketing plan
Strengthen RMIT's global positioning through a targeted government and corporate relations strategy

4.8 Develop policy frameworks and planning and management processes which effectively support international growth

Agree a set of policy frameworks within which RMIT will manage the extension of its global reach

Strengthen market research capabilities to identify market trends, new business opportunities, demand for new products and services and the most appropriate partnerships for new ventures

Manage the life cycle of existing partnerships and the international product and services portfolio to ensure appropriate partnerships and portfolio are maintained and channel conflict is avoided

4.9 Develop appropriate staff and organisational capabilities to progress internationalisation

Provide opportunities for staff to participate in international teaching and learning networks and projects to foster internationalisation of the curriculum

Strengthen RMIT’s network of productive and sustainable international partnerships and alliances with: international government bodies; industries; compatible education and research institutes; professional associations; Alumni; and local communities in order to exchange information and share knowledge resources and intercultural understanding

4.10 Increase self-reliance

Ensure international activities are an integral component of the University’s overall business plan, are based on sound business principles, and are assessed in terms of RMIT’s commitment to a balanced scorecard and triple bottom line

Pursue growth and diversification of income from international activities through extending the markets for RMIT programs and services in targeted countries and industry sectors and through innovative practices and systems which promote the most effective and efficient use of resources.