Industry Engagement Strategy Review: Discussion Paper

Transcription

1 Industry Engagement Strategy Review: Discussion Paper August 2011

2 1. Background and purpose RMIT s Industry Engagement Strategy was released in January 2007, following extensive research and university-wide consultation. The strategy was designed to give effect to the goal of making RMIT the first choice provider of work-relevant learning, as articulated by the then RMIT strategic plan. Following the endorsement of the new RMIT Strategic Plan 2015: Transforming the Future, the Vice Chancellor s Executive Committee commissioned a 2011 Business Plan project to update the Industry Engagement Strategy. The purpose of this document is to stimulate discussion on how university-wide industry engagement might best be pursued in light of past experience and the university s strategic goals. 2. Scope The 2007 strategy included extensive research and analysis, which lead to the identification of five key industry sectors for RMIT s industry engagement focus and detailed university-wide modes of engagement. The Vice Chancellor s Executive also adopted an Implementation Plan. Most of the existing strategy, in terms of the key industry sectors and modes of engagement remains valid. The scope of the 2011 Business Plan project is to: Refresh our understanding of the existing five key industry sectors, and consider new sectors for inclusion. Environmental scans will be produced and included as an appendix to the updated strategy. Ensure the strategy is a living document, by provisioning for the inclusion of emerging industry sectors where RMIT can exhibit strengths in teaching and research and meet the needs of industry. The assessment will use the same criteria as for existing sectors. Develop a comprehensive Implementation Plan that details the RMIT model of industry engagement, with objectives, responsibilities and timeframes. Embed international industry engagement in the strategy. 3. Relationship to the RMIT Strategic Plan 2015 The Industry Engagement Strategy will give effect to the goals of the RMIT Strategic Plan Following are excerpts of most relevance: Goal 1: Global Priority 1: Deepen and develop our global partnerships in selected cities with university, research and industry partners. Priority 2: Grow and diversify RMIT s network of industry partnerships in selected city locations across the world by increasing industry-partnered activity. Priority 3: Expand opportunities for work-integrated learning in international and cross-cultural settings. Goal 2: Urban Priority 1: Build deep relationships with a network of selected cities by developing research and education relationships with academic, industry and civic partners in each location. Priority 3: Build networks and engagement with global organisations that are focused on urban sustainability; including supra-national, national and city governments; non-government organisations and international bodies. Goal 3: Connected through active partnerships with professions, industries and organisations to support the quality, reach and impact of our education and research. Priority 1: Review and confirm RMIT priority partners, grounded in our high impact areas of education and research, to direct and enhance the impact of our activity. Priority 2: Strengthen RMIT partnership capability by focusing on: understanding the challenges confronting our partners; building deep relationships; ensuring smooth support for developing and sustaining partnerships; and developing capability in delivery of education, training and research with partners. Priority 4: Establish a new industry practitioner role which will support practical education and training that is aligned to modern professional and industry needs and connects students and other staff to international industry and professional experience. Page 2 of 6

3 4. Relationship to Business Plan projects Business Plan projects and plans to which the Industry Engagement Strategy will align are listed below: PLAN Academic Plan Research and Innovation Plan Internationalisation Plan Transnational Strategy People Plan College Plans Partner Cities Plan Integrated Careers Services Plan Achieve Commercial Revenue Targets and Grow Margin Determine the Defining Characteristics of a Successful University of Technology and Design ALIGNMENT Industry engagement in Teaching and Learning Research linkages with industry partners Context for international industry engagement: networking, capacity, development, graduate outcomes Leveraging partners industry contacts Developing industry engagement expertise Giving effect to industry engagement in Colleges and Schools Locations Targeting employers in key industry sectors Defining commercial income, accounting policies and processes; setting targets and reporting Benchmarking 5. Why industry engagement? RMIT pursues a policy of actively engaging with industry for a number of reasons: RMIT offers work-relevant education and provides work-ready graduates as a key point of difference with respect to our competition in the Higher Education and TAFE sectors. Understanding the needs of industry enables RMIT to increase the quality of our programs and research. By maintaining strong links with industry RMIT is able to develop and grow an important income stream. 6. What is industry engagement? For RMIT, industry engagement refers to all interaction between the university and industry, where industry is understood to incorporate government agencies and non-governmental organisations. It is useful to distinguish between channels of engagement (which link RMIT to industry) and activities which take place within those channels. For example, work-integrated learning (WIL) is a channel, whereas the various types of WIL are activities, such as internships, clinical placements or industry projects. Engagement with industry may or may not lead to commercial income. At its heart, RMIT s industry engagement supports the delivery of the university s three core services: Teaching and Learning: RMIT s strong links with industry facilitate a symbiotic relationship, whereby industry maintains an interest in the quality of our education, the programs selected and the number and quality of graduates, and RMIT responds to these interests to maximise the relevance of our education and hence graduate outcomes. In a sense, most industry engagement activities support this pursuit. Research: RMIT provides research, consulting, prototyping and testing services to industry. Graduate employment: Supplying graduates to industry provides RMIT with a large and growing global network of individuals and businesses. Page 3 of 6

4 7. Examples of Industry Engagement at RMIT University (not exhaustive) CHANNELS Work-Integrated Learning Research Institutes and Centres Careers Services Business Development Managers Network Industry Associations RMIT-Industry Networks Alumni Services University and College marketing / public relations Program Advisory Committees Adjunct Professors ACTIVITIES Work placements, internships, industry projects Contract research, cooperative research, testing services Employer expos, careers fairs Networking breakfasts, innovation lunches Industry events, conferences Vice Chancellor s Industry Forums, formal / informal meetings with industry practitioners Alumni networks, events, newsletters Advertising, media interviews, experts opinions Relationship management, workforce development, consultancy, tenders and submissions Curriculum design, consultancy Lectures, media interviews 8. Industry s expectations of RMIT The decision by industry to partner with RMIT will depend on the extent to which the university can meet the expectations of industry relative to our competitors in the TAFE and Higher Education sectors. RMIT takes the approach that relationships with industry are two-way and our starting point in discussions with potential partners is how the university can add value to industry. Industry expects RMIT to be: Relevant, in terms of program offerings, research and training, by being responsive to the broader public policy and economic environments in which industry operates. Customer-focused, where our offerings are customised (not off-the-shelf ) and our responses are timely and well coordinated. Outcome-focused, whereby we can illustrate how our services help industry to innovate, lift profits, and improve productivity. 9. Current key industry sectors Since 2007, RMIT s industry engagement has focused around five key industry sectors, where we can evidence broad expertise in education and research and meet the needs of industry. The sectors are chosen for the purpose of externally orienting RMIT and are not equivalent or synonymous with Schools or disciplines. These sectors are: Aerospace and aviation Automotive Built environment, construction and infrastructure Health and community services Media and communications The criteria adopted for assessing key industry sectors remains relevant and are being deployed to reassess existing sectors and new candidates for potential inclusion. RMIT s Policy and Planning Unit is currently conducting industry environmental scans, which will underpin this assessment. Page 4 of 6

5 10. Assessment of current and potential key industry sectors (and evidence) External: Recognisable industry sector (ANZSIC codes, peak industry bodies, professional associations). Public policy environment (state and federal policies). Industry growth prospects (environmental scans, Australian Bureau of Statistics). The needs of industry, including the need to innovate / change (environmental scans, industry sources). Internal: RMIT excellence in Teaching and Learning (high impact areas). RMIT excellence in Research (Excellence in Research Australia (ERA)). Graduate destinations (Graduate Destinations Survey). The industry is a good fit in terms of branding/image (internal assessment). Extent of RMIT s current engagement with industry (internal assessment). 11. Preliminary assessment of key industry sectors Preliminary discussions point to the following changes to the current key industry sectors: The automotive sector may be widened to automotive, transport and logistics. The health and community services sector may be narrowed to more accurately capture RMIT s expertise in education and research. RMIT continues to exhibit excellence in education and research in the remaining three sectors; thus, no change is anticipated. 12. Aspirational key industry sectors The Industry Engagement Strategy will provide a pathway whereby during the life of the strategy new sectors may be assessed under the same criteria. Sectors for current and future assessment may include: Energy and resources Finance, banking and insurance International development 13. Implementation The implementation of the current strategy was focused on building the concept of Industry Engagement, including the development of policy and practice around work-integrated learning and program advisory committees (PACs). The focus of the current project is to develop a more comprehensive Implementation Plan, following university-wide consultations highlighting best practice and new ideas. Page 5 of 6

6 14. International industry engagement To give effect to RMIT s strategic goal of internationalising its presence, international industry engagement will be embedded in the Industry Engagement Strategy. To ensure its relevance in the key cities and countries in which RMIT operates, the strategy will provide for contextualising at the local level. 15. Benchmarking As part of the development of the strategy, RMIT will benchmark globally against universities of design and technology with comparable industry engagement profiles. For feedback, please contact: Ian Kearney Assistant Director, Industry Engagement ian.kearney@rmit.edu.au Phone x55118 David Parrish Project Manager, Industry Engagement david.parrish@rmit.edu.au Phone x51630 Page 6 of 6