This week marks the start of strategic planning for 2019. The Vice-Chancellor’s Executive and the Executive Leaders group (to which I belong) have several meetings planned this week to review progress against our strategic priorities and to set the focus areas for 2019. These focus areas will then inform the development of the College and our School plan for the year ahead. On Friday our Senior Leadership Group in the school will spend the day together to review these directions and our own ways of working.
I hope by early next week we’ll be able to share more news.
In looking back since the introduction of the University’s Strategic Plan Ready for Life and Work—RMIT to 2020 it’s clear the University has made substantial progress. Planning has been undertaken, foundations put in place and initiatives progressively implemented, the benefits of which are now being realised across our directions, goals and priorities.
Work to deliver life changing experiences for our students has progressed in several key areas. Students’ connection and sense of affinity to RMIT is being supported through the rollout of our Belonging Strategy, and we are ensuring these connections remain after students graduate as we improve alumni communications and engagement models.
The delivery of course enhancement initiatives, targeted staff development programs and the introduction of a flexible academic workforce model provide the foundations to recognise, promote and scale teaching excellence. Leadership and behavioural capability frameworks together with strategic workforce planning initiatives will support capability uplift across our workforce aligned with our values and future workforce needs.
We have made great progress in building an inclusive community, which reflects and embraces our diversity. Our commitment to Reconciliation and Bundyi Girri to build shared futures between Indigenous and non-Indigenous peoples has progressed significantly and we are on track to implement the actions contained within our 2016—2018 Reconciliation Action Plan.
Our investment in physical and virtual infrastructure, through the New Academic Street and Canvas ensure we are delivering for now, while also considering future possibilities and needs.
We have also trialled and implemented a range of new models to support new ways of working, service delivery and engagement, as well as our research impact and global presence—for example, through the establishment of Enabling Capability Platforms, 21CC, RMIT Activator, RMIT Online and a new Melbourne—Vietnam operating model.
As we review our progress, it’s clear that we have built solid foundations which position us well to address existing and emerging challenges in our environment. As we move forward, our opportunity is to build on and realise the full potential of these foundations, to learn from our efforts, deepen capabilities, and scale the methods that work to achieve long term impact and step-change improvements that ensure we fulfil our 2020 aspirations.