Industry Engagement 6 th March 2009 VETLink Global Business Development

RMIT University© Global Business Development 2 Presentation Background Measuring Industry Engagement Strengthening Industry Engagement 2009 Strategic University Engagement Identification Top 20 Key Industry Partners Relationship Management

RMIT University© Global Business Development 3 Central area of the University focused on responsive client interaction – Clients – Colleges – Schools – Industry

RMIT University© Global Business Development 4 3 main areas –Transnational Education (TNE) -Associate Director Scott Crighton – Industry Engagement - Associate Director Ian Kearney – Operations - Associate Director Michelle Jelleff

RMIT University© Global Business Development 5 Transnational Education OFFSHORE AWARDS – Partner Managers – Contracts – Legislative approvals – Recommend business cases, EOI and International Implementation Plans to VCE – Contract renewals – Negotiators – Newsletters to clients

RMIT University© Global Business Development 6 Industry Engagement Industry Engagement Strategy: Developed in 2006: – to assist RMIT meet its strategic goal of becoming the first-choice provider of work- and industry-relevant learning. Strengthening the University’s positioning across the five key industry sectors: Aerospace and Aviation; Media and Communications; Health and Community Services; Built Environment Construction & Infrastructure Automotive

RMIT University© Global Business Development 7 Measuring Industry Engagement Measured across the University through: –Graduate outcomes –Work-integrated learning –Alumni relationships –Research and training partnerships (as indicated by income, contracts and memorandums of understanding) –Industry Forums –Employer satisfaction and –Industry input into programs The scope of the indicators includes domestic and offshore industry engagement activity.

RMIT University© Global Business Development 8 Strengthening Industry Engagement Multi-level approach from across the University: –Disciplines –eg. Program Advisory Committees, research –Schools –eg. Staff involved in external industry boards, staff placements in industry –Colleges –eg. External accreditation eg Engineers Australia –University –eg. Cross-college partners, identification and management of key industry partners –Alumni & Development –eg. Networks, Scholarships

RMIT University© Global Business Development GBD Actions GBD Actions: –Build industry networks to increase quality and quantity of VET enterprise training –Complete industry forums, capability statements, and associated networks –Refine business development and tender response process –Set commercial targets and margins for

RMIT University© Global Business Development – Industry Partnerships Outcomes 1.Internal RMIT Industry Networks (strengthening capability) Approximately 200 members of internal network groups who meet to find out more about related areas in the University 2. The Vice Chancellor’s Industry Forums Five forums held locally and one in Singapore Participants receive updates on how we have actioned the discussion points 3. Capability statements 26 statements have been developed plus one new booklet 4. Management of the Business & Industry Portal All incoming enquiries responded to within 48 hours

RMIT University© Global Business Development 11 Highlights Agreement with Transfield Services as a preferred education partner Agreement with Boeing to become a “focal university” Proposed plan of working reviewing the way in which we collaborate with Siemens DHS industry luncheon to specifically outline their structures and challenges

RMIT University© Global Business Development Strategic Partner Engagement 1.Five annual industry forums locally and 2 proposed offshore 2.RMIT Industry Networks – ‘lunches with industry’ will commence to enable staff to meet with relevant industry people and understand more about a broad industry 3.Capability statements for industry will be reproduced in a new format and aligned to the new brand 4.Identification of Top 20 strategic industry partners 5.Coordinated relationship management will be implemented and reviewed

RMIT University© Global Business Development 13 Identification Top 20 Key Strategic Partners Points for consideration: What constitutes “key partners”? –Multiple activities across Schools/ Colleges? –Commercial/research income? –Aligned visions & corporate values –WIL opportunities –Alumni Who are “partner managers”? –Key staff from Schools, Colleges or Central Portfolios eg DHS have many avenues of entry into the University –Will have strong high level relationships with industry

RMIT University© Global Business Development 14 Relationship Management Companies that may require strong relationship management: Aerospace and Aviation; –BAE, Boeing, DMO, Qantas, Singapore Air, Oman Air Media and Communications; –Deloitte (Eclipse), Telstra, ABC Health and Community services; –Department of Human Services, Uniting Church of Australia Built Environment, Construction & Infrastructure –John Holland, City of Melbourne, Grocon Automotive –Ford, Holden, VicRoads Companies that are “cross industry sectors” –Transfield Services (28,000 employees), Siemens, VicRoads

RMIT University© Global Business Development 15 Eg ProgramCurrent Number of Students Proposed number of Students VenueRMIT Contact Venue Contact Div 1 Nursing 2040AustinLect AMr X Div 2 Nursing 1020AustinLect BMr X Med Rad1012AustinLect CMr Y Lab Med1012AustinLect DMr Z

RMIT University© Global Business Development 16 Where to: Who really is strategic partner ? Where will we put the resource? How will we develop the strategic partnership? What can we offer? –TAA Training –Adjuncts

RMIT University© Global Business Development 17 Operations Group Support TNE and Industry Engagement Due Diligence Coordinate Tenders Write tenders and proposals Provide costings

RMIT University© Global Business Development 18 Challenges Staff training for correct costings – Costing models – Trade Practices Act – Costings vs Pricing – RMIT Brand New Business Processes Skills Council bids