) ) ,.M I IN THE MATTER OF AN INQUIRY UNDER THE ENVIRONMENT EFFECTS ACT 1978 IN THE MATTER OF AN ADVISORY COMMITTEE UNDER THE PLANNING AND ENVIRONMENT ACT 1987 PLANNING PANELS VICTORIA MELBOURNE METRO RAIL PROJECT SUPPLMENTARY SUBMISSIONS ON BEHALF OF ROYAL MELBOURNE INSTITUTE OF TECHNOLOGY (RMIT) INDEX OF ATTACHMENTS 1. Preamble to Melbourne Royal Institute of Technology Act 2010 2. RMIT Calendar of Events 2016 - 2019 3. Extracts from RMIT 2015 Annual Report 4. Construction timetable for NAS 5. NAS Traffic Management Plan for Franklin Street 6. Letter from Robert Morgans, Project Manager for the NAS, dated 2 September 2016 [6910030: 17608134_1)
Transcript
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IN THE MATTER OF AN INQUIRY UNDER THE ENVIRONMENT EFFECTS ACT 1978
IN THE MATTER OF AN ADVISORY COMMITTEE
UNDER THE PLANNING AND ENVIRONMENT ACT 1987
PLANNING PANELS VICTORIA
MELBOURNE METRO RAIL PROJECT
SUPPLMENTARY SUBMISSIONS ON BEHALF OF
ROYAL MELBOURNE INSTITUTE OF TECHNOLOGY (RMIT)
INDEX OF ATTACHMENTS
1. Preamble to Melbourne Royal Institute of Technology Act 2010
2. RMIT Calendar of Events 2016 - 2019
3. Extracts from RMIT 2015 Annual Report
4. Construction timetable for NAS
5. NAS Traffic Management Plan for Franklin Street
6. Letter from Robert Morgans, Project Manager for the NAS, dated 2 September 2016
[6910030: 17608134_1)
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Authorised Version No. 006
Royal Melbourne Institute of Technology Act 2010
No. 3of2010
Authorised Version incorporating amendments as at 1 January 2016
Preamble
The Royal Melbourne Institute of Technology began as the Working Men's College on 7 June 1887 to bring technological education to Melbourne. Its founder, Francis Ormond, supported technological education built from foundations in the arts and sciences.
The Royal Melbourne Institute of Technology's commitment to engagement with industry and technological education was clear from its earliest days. It also provided many of the first programs in areas such as radiography, film and broadcasting, photography and librarianship.
Applied research supported industry engagement, from testing of materials in the 1920s to fluid mechanics in the 1940s through to electronics in the 1970s. An applied research mission was formalised in 1977.
The Royal Melbourne Institute of Technology-as it became known in 1960-developed from its beginnings in engineering and applied sciences, art and architecture, commerce and traditional trades to encompass a wide range of programs focused on professions and vocations. It amalgamated with a number of distinguished educational institutions, including Emily McPherson College in 1979, the Phillip Institute of Technology in 1992 and the Melbourne College of Decoration and Design in 1993.
Authorised by the Chief Parliamentary Counsel
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Royal Melbourne Institute of Technology Act 20 I 0 No. 3 of2010
Part I-Preliminary
After 95 years as Victoria's leading technological educator, and having offered undergraduate and postgraduate degrees for over 20 years, the Royal Melbourne Institute of Technology was forrnally established as a university providing higher education and vocational education and training under the Royal Melbourne Institute of Technology Act 1992.
To enable the University named Royal Melbourne Institute of Technology to continue and expand its mission, it is expedient to re-enact the law relating to the University in a more modern forrn.
The Parliament of Victoria therefore enacts:
Part 1-Preliminary 1 Purposes
The main purposes of this Act are to-
( a) re-enact with amendments the law relating to the University named Royal Melbourne Institute of Technology, by rationalising obsolete and disparate legislation; and
(b) to provide for a new Act reflecting best practice and a consistent approach to governance and reporting for universities in Victoria.
2 Commencement
( 1) Subject to subsection (2), this Act comes into operation on a day or days to be proclaimed.
(2) If a provision of this Act does not come into operation before 1 January 2011, it comes into operation on that day.
Authorised by the Chief Parliamentary Counsel
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12109/2016 Academic calendar summary 2017_19.xml - RMIT University
• RMIT UNIVERSITY
Academic Registrar
Academic calendar summary 2017-19 Staff Workplace essentials Student, program and course administration Academic Registrar Information for
4-8 December Deferred exam period (from Semester 2 2017)
13 December Melbourne Graduation Parade and Ceremony (Wednesday)
18 December Last day to enrol for 2018 for continuing students by close of
business - 5pm
23 December 2017 -1 January 2018 Enrolment Online system closed for
enrolments
23 December 2017 -1 January 2018 University closedown
25 December Christmas Day (Monday)
26 December Boxing Day public holiday (Tuesday)
31 December Flexible term 2017 ends+
1 January 2018 New Year's Day (Monday)
2 January RMIT University re-0pens (Tuesday)
2 January Enrolment Online system re-opens for 2018 enrolments
http://www1.rmit.edu.au/browse;I D=g26b9nzwj 151z
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• RMIT UNIVERSITY
,• RMIT UNIVERSITY
15 March 2016
The Hon Steven Herbert Mt.C Minister for Training and Sl<ills 2 Treasury Place East Melbovme VIC 3000
OeAr M1nister,
Otllet °' tht c~rw:• or Or ZIG1Y ~-IOi~IU
GP0~2-ne ~l/tC~1 Aostrlil
r,1 ~1 3 m~ 2008 FilX +e1 3 992~ 3939
lo accol'danoe with the requirements of tegulatioos under the Financial Management Act 1994, I am pleased to $ubmit for yow information and presentation 10 par1iamerit the Annual Report of RMIT University for ll'le year ended 31 Deoernber 2015.
The Annual Report was approved by lhe Council of RM.IT Univef!Mty at ms mll!leting Qn 15 March 2016.
Yours sincerely
~~=:! CMnoetlot
Published by: RMrr University Marketing Building 1, Level 2 124 La Trobe Street Melbourne
Project manager and editor: Pauline Charleston Design layout and production: Jael Rincon, Vince Lowe
AMIT University's 2015 Annual Report and previous reports are available online at: www.nnit.edu.au/abouVgovemance-and-managemenVgovemance/annual-reports/
142590316
•
Contents Letter of Transmittal
ORGANISATIONAL OVERVIEW
Strategy, Vision, Mission and Values
Chancellor's Statement
Vice-Chancellor's Statement
About RMIT
Organisational Chart
Senior Officers
Academic Schools and Research Institutes
Statistical Snapshot
Financial Performance
REPORT OF OPERATIONS
Strategic Plan to 2020
Life-Changing Experiences
Passion with Purpose
Shaping the World
Students and Staff
Sustainability and Resource Usage
UNIVERSITY GOVERNANCE
Governance
Council Members
Council Committees
RMIT Subsidiaries
Statutory Reporting
Risk Management and Internal Audit
Consultancies
Objects of the University
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DISCLOSURE INDEX
FINANCIAL STATEMENTS
Declarations
Independent Auditor's Report
Income Statement
Statement of Comprehensive Income
Statement of Financial Position
Statement of Changes in Equity
Statement of Cash Flows
Contents to the Notes to the Financial Statements
Notes to the Financial Statements
Income Statement for the Years 2015 to 2011 inclusive
Balance Sheet for the Years 2015 to 2011 inclusive
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RMIT University 2015 ANNUAL REPORT
II ORGANISATIONAL OVERVIEW SECTION
Strategy, Vision, Mission, Values
Strategy to 2020 RMIT's Strategic Plan, Ready for Ufe and Work, sets out the goals and directions through which the University proposes to shape its future.
Our Vision A global university of technology, design and enterprise.
Our Mission RMIT exists to create transformative experiences for our students, getting them ready for life and work, and to help shape the world with research, innovation, teaching and engagement.
RMIT embraces the task of extending the benefits of a fast-innovating, high-skill knowledge economy to our whole community and our world. We are dedicated to helping shape a new urban and industrial renaissance in the global economy. We are driven by impact and focused on the challenges and opportunities emerging around us.
As the world economy transforms, we have a responsibility to make the resulting changes work for the whole of society.
Our distinctive approach to connected education and research links creative ideas with technical knowledge. We empower students to shape their own lives, achieve impact and create valued places for themselves through work and engagement in the wider community. RMIT understands how to do this during a period of deep technological change - because we have been through it before.
RMIT began helping people and organisations make the transition to an industrial society more than a century ago. Today, we embrace the challenge of helping to shape a new urban and industrial renaissance in a global economy.
The innovation and pace of change now under way is immense. New industries are being created while others are destroyed. Yet more are being transformed and renewed. The mass factories of the past are being replaced by clusters of production centred around new knowledge, technology, skills and creatMty. Students, workers and institutions need entrepreneurship and teamwork to adapt and succeed.
Today, how we learn is just as important for success as where and what we learn. Being ready for life and work means combining contemporary ideas and deep knowledge with cutting-edge learning skills and methods.
We are passionately committed to growing interdisciplinary expertise and creative thinking, together with practical application and problem-solving directly relevant to the lives of the communities we serve.
Our commitment to serving students from all backgrounds is equally strong. This includes a responsibility to take a leading role in supporting Aboriginal and Torres Strait Islander students, to ensuring access and effective support for students with disadvantaged backgrounds, and to embracing the global diversity and talent of all our students and staff.
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In the coming years RMIT will offer programs and research in ways that will:
- enhance creativity and impact
- fully embrace the digital environment
- get students, experts and employers working together
- apply learning through work and enterprise
- draw upon the leading edge of industry practice
- introduce students to potential employers and investors
- encourage students to belong to the life of their cities and their world
- help students to start and succeed in enterprises of their own
We will deploy our distinctive research capabilities to make new discoveries, to innovate through practice and to generate ideas and culture that enrich the economy and community. Our unique mix of interdisciplinary expertise and collaborative clustering will help to solve complex local national and global problems.
For RMIT, this approach is both historically grounded and firmly contemporary. This is how we were established and how we have developed over almost 130 years. Being a university of technology, design and enterprise and a great urban university located in some of the most dynamic and creative cities around the world gives us a major advantage.
By building on what we have achieved and embracing the possibilities of digital, economic and social transformation, RMIT will help to shape the future in a way that no other university can.
Our task is to bring the talents of our staff and students together with industry and the community to renew ourselves through teaching, learning, research and collaborative innovation, all supported by new technology.
Our Values Passion
We take pride 1n RMIT and its achievements and we are deeply committed to extending and deepening RMIT's positive impact.
Impact RMIT achieves impact through an applied, practice-based approach to meeting contemporary needs. We shape the world for the better through collaborative design, research, learning and problem-soMng.
Inclusion
RMIT creates life-changing opportunities for all, welcomes students and staff from diverse backgrounds, honours the identity and knowledge of Aboriginal and Torres Strait Islander nations, and is an accessible and open institution dedicated to serving the needs of the whole community.
Courage We are honest and fair in our conduct and relationships. We embrace new thinking and evidence, test it rigorously and apply it to our own learning. We are strongly committed to performance, accountability and value for money. We speak out on issues of importance to our community and our world. We respect the rights of others and our obligations to the health of the planet.
Agility We are forward-looking, balanced and sustainable in our approach to organisation and resourcing. We are able to adapt quickly and effectively to new pressures and opportunities.
Imagination
We value innovation and creativity as essential qualities of our worlk and resources for the economy and society. We are committed to developing. applying and sharing new ideas and perspectives.
•
Chancellor's Statement
RMIT University 2015 ANNUAL REPORT
2015 was an important year for RMIT University, its students and staff. We welcomed a new Vice-Chancellor with a global track record in innovation and with a mandate to continue to improve the unique RMIT student experience. Martin Bean CBE joined us in January, returning to Australia after 20 years in the US and UK.
Martin previously held the positions of Vice-Chancellor of The Open University, the UK's largest academic institution and a global leader in the provision of flexible learning, and General Manager of Microsoft's Education Products Group. He has also held various executive leadership roles at Novell and other companies integrating technology and learning systems.
2015 saw the enunciation of the next five-year Strategic Plan to lead the University into the future. Not surprisingly, at its core, the Strategic Plan is focused on graduating students ready for life and work
As a global university of technology, design and enterprise, RMIT works with industry and the community to provide life-changing experiences for our students, to make a difference in the world.
We've placed the student at the centre of the RMIT experience - we want our students to have global, meaningful and innovative experiences throughout their time at the University, and beyond, embracing real connection with industry and communities globally.
On the financial side, the year saw consolidated group revenues reach $1163 million, up 7 .9 per cent, and operating cash flows of $160 million. Given our strong balance sheet and the current low interest rate environment, this cash flow augmented by borrowings is sufficient to fund the near billion dollars of capital investment we expect to make in support of offshore campuses, new infrastructure, IT systems and research facilities over the next fNe years or so.
The University continues to be well served by its Council members and I am grateful to my colleagues for their diligence, enthusiasm and wisdom in helping guide our institution. We welcomed Ms Anne Ward and Mr Gary Hogan to the Council during 2015 and farewelled Professor Julianne Reid. In particular, I would like to thank the Deputy Chancellor, Ms Janet Latchford, who has fulfilled her duties in Melbourne and globally with grace, rigour and finesse.
RMIT looks forward to the challenges and opportunities that will define the sector in the years ahead, and to our position within it. Under the leadership of the Vice-Chancellor and his executive team, University staff are creating an environment designed to provide a special student experience, deliver a respected and relevant educational credential, and produce students ready to make their mark in the world.
Dr Ziggy Switkowski AO
Chancellor
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Vice-Chancellor's Statement
I am proud to say that in 2015 RMIT University adopted a new Strategic Plan that was shaped by the ideas of our staff, students and partners. Ready for Ufe and Work outlines the values and goals that we will pursue together over the next five years. It will transform the way we work and learn to achieve positive impact for our students and the wider community.
Thousands of people in our RMIT community contributed valuable ideas and feedback to online forums, discussions, workshops and team meetings.
The strategy is built around three directions. The first is transforming the life experience of our students by graduating them ready for life and work. To achieve this, our teaching must inspire students and empower them with attributes that will be valued in our changing economy.
Second is the direction that makes the first possible: uniting passion and purpose. Our aim is to support and empower our people with clearer, smarter and simpler systems that deepen our culture of teamwork and collaboration.
Our third direction is shaping the world through our teaching and research. In 2015, the quality of RMIT's research work was recognised and endorsed by the Australian Research Council through the Excellence in Research for Australia evaluation. I am also proud to say that AMIT is ranked among the top 15 Australian universities in the 2015-16 QS Wor1d University Rankings, and is 21st among OS's top 50 under 50 in the world.
Through our Strategic Plan we will build on this to deliver research and innovation that is applied, interdisciplinary and engaged with industry.
In 2015, AMIT enrolled over 83,000 students, from the Victorian Certificate of Education (VCE) to postgraduate study. Our students are part of the innovation and enterprise revolution taking place right now; their time at AMIT will involve work-integrated learning and a mutually beneficial connection to our alumni and employer networks.
Our strong financial position has allowed AMIT to invest in the facilities, services and infrastructure that will make a real difference to our students, staff members and community. This includes the New Academic Street project, which is renewing student spaces for learning, collaboration and creative exchange at the heart of our City campus.
In 2015, AMIT also delivered improvements to our services and facilities based on requests and feedback from our students. These include thousands of computers at our Melbourne campuses and 53 new and upgraded study spaces.
From a personal perspective, over the course of my first year as Vice-Chancellor and President of RMIT, I have been inspired by the RMIT community's readiness to embrace a bold new way of thinking and working.
It has been a pleasure getting to know our students and staff in Victoria, Vietnam, Singapore and Barcelona, and I'm immensely proud of our achievements over the last 12 months.
I look forward to working with students, staff and partners to continue shaping RMIT for the better in 2016.
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Martin Bean CBE
Vice-Chancellor and President
RMIT University 2015 ANNUAL REPORT
•
About RMIT RMIT is a global university of technology, design and enterprise in which teaching , research and engagement are central to achieving positive impact and creating life-changing experiences for our students.
One of Australia's original educational institutions founded in 1887. RMIT University now has 83,000 students. The University enioys an international reputation for excellence in professional and vocational education, applied and innovative research, and engagement with the needs of industry and the community.
We offer postgraduate, undergraduate and vocational programs, enabling students to have the option of work-relevant pathways between vocational and higher education qualifications. A range of scholarships is available to support education and research.
With three campuses in Melbourne (City, Brunswick and Bundoora), two in Vietnam (Hanoi and Ho Chi Minh City) and a centre in Barcelona, Spain, RMIT is a truly global university.
RMIT also offers programs through partners in Singapore, Hong Kong, mainland China, Indonesia, Sri Lanka, India, Belgium, Germany, Austria and the Netherlands, and enjoys research and industry partnerships on every continent.
From the design of curriculum to applied research, RMIT works closely with domestic and international industry partners to equip students with the knowledge and state-ofthe-art skills that enable them to excel in their chosen professions. As a result, RMIT graduates are highly regarded around the world for their leadership skills and work readiness.
We pride ourselves on our work-integrated learning opportunities which combine theory with practice in a workplace environment. ensuring that graduates are equipped with the skills and insight that employers value in the ever-changing global economy.
RMIT University 2015 ANNUAL REPORT
RMIT's researchers are engaged alongside our partners world-wide in soMng practical problems of our time. Our connections to industry partners, to governments, and to the urban communities within which we operate, are vital.
The quality of the RMIT's research work has been endorsed by the Australian Research Council. In the 2015 Excellence in Research for Australia evaluation, RMIT was rated "well above world standard" in 13 research fields and "above world standard" in a further nine fields.
RMIT has a 5-Star OS ranking for excellence in higher education and is ranked among the top 15 Australian universities in the 2015-16 OS World University Rankings.
In the 2015 OS Top 50 Under 50 index, RMIT rose to 21st in the world among universities less than 50 years (RMIT was granted university status in 1992). Strong feedback from global academics and an improvement in citations of research helped drive the stronger ranking.
RMIT features among the world's top 200 institutions in 13 of the 30 subject areas in the 2015 OS subject rankings.
For the first time, we are 20th in the world and the highest ranked Australian university for Art and Design. We are also 33rd in the world for Architecture, and among the world's top 100 universities in Engineering (Civil and Structural; Electrical and Electronic; and Mechanical, Aeronautical and Manufacturing); Computer Science and Information Systems; and Business and Management Studies.
RMIT Vietnam was awarded a prestigious Golden Dragon Award from the Vietnamese Government for the 12th consecutive year, recognising its excellence in education and research.
Our latest capital investment project, the New Academic Street, will transform the heart of the City campus, refurbishing four Swanston Street buildings, opening them to the streetscape, and creating interconnected learning spaces, outdoor terraces, light wells and enhanced library facilities.
RMIT University is a self-accrediting university established under Victorian Government legislation. RMIT's objects under its Act are to foster excellence in teaching, training, scholarship, research, consultancy, community service and other educational services and products. The University has the power to confer degrees, diplomas, certificates and other awards, and is a major provider of vocational education and training programs.
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Organisational Chart This organisational chart provides a graphical representation of the management structure of AMIT University as at 31 December 201 5. Current versions of the organisational chart are available on RMIT's website.
University Council
L
Oversight of the Strategy and Governance portfolio
- Chancellery - Global Quality Regulation and Compliance
- Business Analytics and Planning - University Secretariat
Deputy Vice-Chancellor International and Vice-President Professor Andrew Maclnt)l!.f ;. • .. ;i.-1 ~ .• : ·• International recruitment, mobility, partnerships and development
- International Partnerships and Development Global Management Hub including - International Recruitment and Mobility management oversight of
- RMrT V1etnam - RMIT Europe - Offshore activities of AMIT Training
Industry engagement, marketing, vocational education, fundraising and alumni activities
- Advancement - Office of the Executive Director - Industry Business Development Vocational Education - Marketing - Web Services and Information Policy
Chief Operating Officer and Vice-President Resources Mr Step,!i~!) .?omogy1
Campus infrastructure, human and financial resources
- Financial Services - Human Resources - Information Technology Services
Academic leadership to support the education provided to students through programs, systems and processes
- Academic Registrar's Group - Off1ce of Dean Learning and Teaching
Research development
- Research Office - School of Graduate Research
- Office of Dean Students - University Library
- AMIT Research Institutes
Academic leadership and management of 1 O schools and the Bundoora campus
- Aerospace, Mechanical and Manufacturing - Electrical and Computer Engineering Engineering - Vocational Engineering
- Applied Sciences - Health Sciences - Civil, Environmental and Chemical Engineering - Vocational Health and Sciences - Computer Science and Information Technology - Mathematical and Geospatial Sciences
- Medical Sciences
Academic leadership and management of seven schools, AMIT Hamilton and the Brunswick campus
- Architecture and Design - Global, Urban and Social Studies - Art - Education - Fashion and Textiles
Pro Vice-Chancellor Business and Vice-President Professor Ian Palmer
Academic leadership and management of six schools
- Accounting - Business IT and Logistics - Vocational Business Education
- Media and Communication - Property, Construction and Project Management
- Economics, Finance and Marketing - Graduate School of Business and Law - Management
RMIT University 2015 ANNUAL REPORT
•
m Senior Officers
Vice-Chancellor and President Mr Martin Bean CBE LLD (London), BEd (UTS)
Martin Bean was appointed Vice-Chancellor and President of AMIT in January 2015. He previously held the positions of Vice-Chancellor of The Open University, the UK's largest academic institution, and General Manager of Microsoft's Education Products Group.
Prior to that, Martin Bean held various executive leadership roles at N<Nell a'ld other companies integrating tectv'lology and learning systems. In 2012, he launched FutureLeam, the UK's first atscale provider of Massive Open Online Courses.
Martin Bean has won numerous awards in the UK and US for his contribution to education, and in 2015 was awarded a Commander of the Order of the British Empire for services to higher education. In 2014 he was named one of the UK Prime Minister's Business Ambassadors and in 2013 he was awarded an Honorary Doctor of Laws from the University of London.
Pro Vice-Chancellor Business and Vice-President Professor Ian Palmer BA(Hons) (ANU), PhD (Monash), FASSA
Professor Palmer's leadership of the College of Business is informed by a disunguished academic career in Australia and <Nerseas.
A previous President of ANZAM and foundation Chair of the Business Academic Research Directors Network, Professor Palmer was elected in 2008 to the US Academy of Management's Organizational Development and Change Division as Representative-at-Large. He was also appointed Chair of the Research Quality Framework Panel 1 O for Economics, Commerce and Management, and to Life Membership of ANZAM.
In 2011 Professor Palmer was appointed a Fellow of the Academy of the Social Sciences in Australia and is the current Treasurer of the Australian Business Deans Council.
RM!T University 2015 ANNUAL REPORT
Chief Operating Officer and Vice-President Resources Mr Steve Somogyi MSc (Melb), SM (MIT), FIAA, FAICD, F Rn
Steve Somogyi was appointed to this role in 2006, having previously had extensive experience in the financial services and health care industries, including three years as executive member of the Australian Prudential Regulation Authority and many years in senior executive roles with National Mutual.
Mr Somogyi is a Fellow of the Institute of Actuaries of Australia, the Australian Institute of Company Directors and the Financial Services Institute of Australia.
He Is a Commissioner on the Safety, Rehabilitation and Compensation Commission; a Director of ANZ Wealth companies, Guild Group companies, UniSuper, Higher Education Services, Spatial Vision Innovations, AMIT Vietnam Holdings and AMIT Training; and a Trustee of RMIT Foundation.
Pro Vice-Chancellor Design and Social Context, and Acting Deputy ViceChancellor Academic and Vice-President
Professor Paul Gough BA(Hons), MA, PhD (Royal College of Art), FRSA, RWA
A painter, broadcaster and writer, Professor Gough has exhibited internationally, most recently in UK, Canada, New Zealand and Australia, with representation in several permanent art collections. These have included London's Imperial War Museum, the Canadian War Museum, and New Zealand's National War Memorial.
Professor Gough is a prolific researcher and sought· after research supervisor. He has published six books on the representation of war and peace, and more than 100 research papers.
He has Chaired international research assessment schemes in UK, Australia, Rumania, New Zealand and Hong Kong, and has addressed universities and research councils on international research and evaluation schemes.
Deputy Vice-Chancellor Research and Innovation and Vice-President Professor Calum Drummond BscEd, BSc{Hons), PhD, DSc (Melb), FAICD, FTSE, FRACI, FRSC, CChem
Professor Drummond has a leadership role in the nurturing of discovery and practice-based research, and in building and enhancing capability in research and innovation across the University.
Professor Drunrnond joined AMIT i'l 2014 from CSIRO where he was Group Executive for Manufacturing, Materials and Minerals, and previously Chief of Materials Science and Engineering. He was also previously the inaugural Vice-President Research at CAP-XX.
He remains an active research professor and has published more than 200 articles and patents in the area of advancec materials. In 2015, he was the recipient of the Victoria Prize for Science and Innovation and the HG Smith Memorial Medal from the Royal Australian Chemical lnstttute.
Pro Vice-Chancellor Science, Engineering and Health and Vice-President Professor Peter Colee BSc(Hons), PhD (Monash), FASM
Professor Coloe was appointed to this role in 2008. He sef'l.ed on Council from 1999 to 2008 and chaired the Academic Board from 2000 to 2008. A prolific researcher and sought-after research supervisor, Professor Coloe has more than 160 publications and has been awarded three worldwide patents.
Professor Coloe has served as an advisor to the Federal Government's Biosecurity Australia risk assessment panel and the Victorian Government's biotechnology task force. He is a Fellow of the Australian Society for Microbiology, a member of the International Union of Microbiological Sciences, an honorary member of the Australian Veterinary Association, an ARC and NHMRC grants referee, and serves on Microbiology Australia's Editorial Board.
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Deputy Vice-Chancellor Engagement and Vocational Education and Vice-President
Mr John Barnes BA (Monash), BEd (Deakin), GradDip BA (S\Wlburne), GradDip CSP (ACSA), MBA (RMIT)
John Barnes has had extensive involvement in tertiary education, particularly in vocational education. Prior to joining AMIT in 2012, he held senior management positions in T AFE institutes for 16 ~-ears, most recently as General Manager, Business Development at Kangan lnstrtute of T AFE. He was appointed DVC Engagement and Vocational Education in March 2014.
Mr Barnes has extensive experience in developing industry relationships, both in Australia and internationally. He is committed to strong educational outcomes in responding effectively to industry, student and government needs.
President AMIT Vietnam and Vice-President AMIT University Professor Gael McDonald BBus (Massey), MBA (UWA), PhD (LSE)
Professor McDonald commenced as P1 esident of AMIT Vietnam in February 2014, having previously been Pro Vice-Chancellor of Deakin University's Faculty of Business and Law and Secretary of the Australian Business Deans Council.
Her background has included the roles of V1CePresident lnternauonal, Vice-President Researdl, Dean of Business and Professor of Business Ethics at Unitec Institute of Technology, New Zealand. She is a past President of ANZAM and has also consulted in the private sector.
Professor McDonald has published widely and is author of Business Ethics: A Contemporary Approach and co-author of Surviving and Thriving in Postgraduate Research and Organising an Academic Conference: Guidelines for Scholarly and Rnancial Success.
Deputy Vice-Chancellor International and Vice-President
Professor Andrew Macintyre BA(Hons), MA, PhD (ANU), FASSA
Before joining RMIT in 2014, Professor Macintyre was Professor of Polrtical Science at ANU, where he also served as Dean of the College, Director of the Research School of Asia and the Pacific, and Fomding Director of the Crawford School of Public Policy.
He was previously Professor and Interim Dean at the University of California San Diego's Graduate School of International Relations and Pacific Studies.
Professor Macintyre was the founder of the Australia-Indonesia Governance Research Partnership and serves on the Bulletin of Indonesian Economic Studies' editorial board. He is ViceChairman of AusPECC and a director of the Australian-American Leadership Dialogue and Asia Foundation in Australia. He is currently the d'lar of AMIT Vietnam and AMIT Europe.
Executive Director RMIT Europe Dr Marta Fernandez MSc (Granada), PhD (UCL), CEng, FRSA
Dr Fernandez commenced as Executive Director of AMIT Europe in November 2015. Her career has spanned many years of senior management roles in the UK, most recently as Global Research Leader at international consultancy Arup.
She teaches research and development management at the University of Granada and holds honorary appointments at University College London and Imperial College Business School.
Dr Fernandez has a strong interest in urban
wellbeing, particUarty the impact of design and technology to improve wellbeing in cities, and has been a member of European expert panels for natlXe-based solutions in cities, active ageing and the buHt environment.
Vice-President Strategy and Govemance
Dr Loren Miller BSc [Monash) GradCert (PUblic Policy) (Melb), GradDipEd [Melb), MBA (MBS). DEd (Melb)
Dr Miller was appointed to this role in June 2015,
having previously worked as Associate VicePresident (Finance) and Director of Business Strategy at Monash University. This included board membership of Monash College and the llTBtvlonash Research Academy in India.
Dr Miller has extensive experience in strategic management consulting in both the higher education and corporate sectors, having worked for the Boston Consulting Group and Strategic Project Partners. She is a graduate of the Australian Institute for Company Directors and is currently undertaking the CPA professional program.
Chief Executive Officer, AMIT Training
Rachel Holthouse BA (Monash), DipEd (Melb), RSA/Cambridge CEL TA (AMIT), MAppling (Macquarie), GAICD
Ms Holthouse was appointed to this role in 2009. She previous~ held senior positions at the University of Melbourne, including Executive Manager of Business Strategy and Operations for the Department of Otolaryngology, home of Australia's renowned Bionics Institute.
She has also worked in Asia as Director of Hawthorn-Singapore Language School, and in Scotland as Principal of Edinburgh Sdlool of English. This role included corporate governance responsibilities on the board of UMEE UK Ltd.
Ms Holthouse is committed to the creation and implementation of high-quality innovawe educational products and services. She has achieved global partnerships with educational organisations and corporations for AMIT Training.
RMIT University 2015 ANNUAL REPORT
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Academic Schools and Research Institutes As at 31 December 2015, RMIT University offered programs of study in 23 schools across three academic colleges.
College of Business
School
Accounting
Business IT and Logistics
Economics, Finance and Marketing
Graduate School of Business and Law
Management
Vocational Business Education
College of Design and Social Context
School
Architecture and Design
Art
Education
Fashion and Textiles
Global, Urban and Social Studies
Media and Communication
Property, Construction and Project Management
Head of School
Professor Garry Carnegie
Professor Caroline Chan
Professor Timothy Fry
Professor Mark Farrell
Professor Pauline Stanton
Mr Graham Airey
Head of School
Professor Richard Blythe
Professor Julian Goddard
Professor Robert Strathdee
Professor Robyn Healy
Professor David Hayward
Professor Martyn Hook
Professor Ron Wakefield
College of Science, Engineering and Health
School Head of School
Aerospace, Mechanical and Professor Adrian Mouritz Manufacturing Engineering
Applied Sciences Professor Andrew Smith
Civil, Environmental and Chemical Professor Chun Oing Li Engineering
Computer Science and Information Professor Athman Technology Bouguettaya
Electrical and Computer Engineering Professor Michael Austin
Health Sciences Professor Charlie Xue
Mathematical and Geospatial Sciences Professor John Hearne
Medical Sciences Professor David Pow
Vocational Engineering Mr Peter Ryan
Vocational Health and Sciences Ms Cheryl Underwood
RM IT University 2015 ANNUAL REPORT
Research Institutes
In 2015 RMIT had four Research Institutes, uniting researchers from across the University within multidisciplinary teams.
Research income $3.3m $2.4m $1.9m $4.1m $5.0m from international sources-total
Research income from international sources-%
Staff
HE International academic staff onshore
HE Academic staff Level B and above holding PhDs
Mobility
HE and VE student mobility uptake (onshore EFTSL)
HE UG completions with a mobility experience
HE and VE International students EFTSL
International student ranking in OS World University Rankings
Industry
Industry scholarships
Industry scholarships (student load EFTSL)
Commercial revenue from industry
lndustty scholarships as a% of load (HE onshore EFTSL)
8 5% 6.5% 5.0% 6.5% 7.8°0
44.0~o 45.2~o 46.7~. 48.9% 51.0%
67.6% 74.6"S 77.4% 81.6% 86.0%
4.0~i> 4.1% 4.5%
1 5.3~o 14.6% 14.7~o 24.5%
41 .9% 39.1% 38.2% 37.B~o 37.5%
6th 8th 12th 40th 138th
$3.0m $6.6m $5.0m $6.1 m S10.5m
1,193.4 2.642.3 1,984.9 2,423.2 4,210.3
$35.0m $32.4m ~.7m $31.9m $36.4m
4.2% 8.9% 6.2?o 12.1%
1 Some 2015 indicators are provisional and will not be finalised until 02 2016. HE and VE data excludes Foundation Studies and OUA unless specified. VE student load converted using Student Contact Hours/720.
N/A: Not yet available UG: Undergraduate PG: Postgraduate
• Non-award programs not elsewhere classified. : This represents a subset of RMIT's Business Plan Indicators. • Some 2014 and historical values updated to reflect final position.
RMIT University 2015 ANNUAL REPORT
•
m
Financial Performance The consolidated 2015 net operating result for RMIT University and its subsidiaries was $67.7 million, continuing the strong results of recent years. RMIT University's operating resu lt was $60.5 million , or 5.7 per cent of revenue.
For the consolidated group, revenue increased to $1163.1 million in 2015 from $1078.3 million in 2014. Expenditure increased to $1091.1 million from $1001.4 million, resulting in an operating result of $67. 7 million after income tax. Cash balances for the group totalled $99.0 million.
The following comments refer to AMIT University only, unless specified otherwise.
Revenue increased to $1063.9 million from $988.5 million. Australian Government Financial Assistance - including HECS-HELP and VET FEE-HELP - increased to $563.2 million from $530.4 million. Commonwealth research grants increased to $25.3 million from $24.4 million.
VE-specific State Government grants totalled $32.1 million, an increase of $0.5 million on 2014. VET FEE-HELP revenue increased slightly to $21.4 million from $20.0 million.
Course fees and charges increased to $357.5 million from $323.6 million, or 10.5 per cent. International fee-paying student revenue increased by 11.8 per cent (or $32.3 million) to $307 .1 million. Other fees and charges increased by 8.6 per cent to $12.5 million.
Investment revenue increased slightly to $5.5 million based on the amounts of funds available in short-term deposits. RMIT's Council - approved investment policy ensures only high quality securities issued by prudentially safe institutions are utilised.
RMJT University 2015 ANNUAL REPORT
Expenditure increased by 9.4 per cent to $1000.7 million from $914.5 million in 2014.
Employee benefits and on-costs increased by 8.9 per cent to $604.3 million, excluding the effect of deferred superannuation benefits. Salary increases were incurred according to the Enterprise Agreement. The average number of fulltime-equivalent staff was 3843 - 178 higher, or an increase of 4.9 per cent, compared to 2014.
Repairs and maintenance increased to $23.9 million from $21.1 million.
The operating result attributed to VE was a profit of $2.2 million, compared to a profit of $1.8 million in 2014. Revenue increased by 11.6 per cent to $176.5 million. Total expenses increased by 11.4 per cent ($17 .8 million) to $17 4.3 million.
Current assets increased to $161 .1 million from $148.9 million. with cash and cash equivalents increasing by $7 .1 million.
Current liabilities increased by $30.0 million mainly due to increases in trade creditors and provisions.
Capital expenditure was $244.0 million, compared to $156.2 million in 2014, with property-related capital expenditure being a large proportion of the total for the year.
Based on the future capital works program, AMIT entered into an agreement with CBA and Westpac in 2014 for the provision of $296 million in long-term borrowings. This was an increase from the previous $225 million facility, with funds drawn down as per the agreement commencing Quarter 1, 2015. The total outstanding loan at the end of 2015 was $210.0 million. compared to $125.0 million at the end of 2014.
From a subsidiaries perspective, AMIT Vietnam delivered a profit of $4.7 million.
AMIT Training delivered a very small surplus compared to a loss of $0. 7 million in 2014. The 2015 result included a $5 million donation to AMIT University, as compared to a $4 million donation in 2014.
AMIT Foundation delivered an operating result of $2.7 million compared to $2.5 million in 2014.
)
REPORT OF OPERATIONS
Strategic Plan to 2020
In 2015, RMIT University created and launched a new Strategic Plan, Ready for Life and Work.
The Strategic Plan was developed through #shapeRMIT, an open process that invited everyone in the University's diverse community to contribute to the University's future.
Through workshops, forums and online conversations, thousands of individuals provided feedback and ideas on any aspect of University life, big and small. Feedback on everything from IT systems to student facilities and staff performance was considered, ensuring that ours is a Strategic Plan shaped by the entire University community.
A Directions Paper outlining proposed strategic directions and goals was released, promoted by giant posters on University buildings. Feedback from subsequent public consultations was taken into account before the final Strategic Plan was approved by the University's Council in October.
Ready for Life and Work sets out what makes RMIT different as a university, outlining a simple but powerful vision for a global university of technology, design and enterprise.
The strategy centres on three broad directions: offering life-changing experiences for students, uniting passion and purpose in academic and professional staff, and shaping the world around us through research and teaching. At its core, the plan is focused on graduating students ready for life and work.
RMIT is committed to simplifying and enhancing processes and systems to deliver clear and timely information; enhancing employment opportunities for graduates; and creating a strong digital focus for staff and students.
We are renewing our commitment to inspiring teaching and learning, embedding digital tools and applications across the whole student journey, and unleashing the potential of our learning management system.
Through the strategy, we are also intensifying our commitment to innovation by supporting enterprising solutions in fields of existing expertise and building collaborations between students, researchers, industry and governments.
We will continue developing the skills that students need as they move into the world of work by creating toolkits, work-integrated learning opportunities and an array of support for their personal learning needs.
RMIT will bnng together the entrepreneurial talent of our staff, graduates and students through collaborative initiatives, shared spaces, funding support, mentoring for ideas creation and incubation. As the public and economic innovation agenda gathers pace across the Asia-Pacific region, RMIT is committed to making positive impact by drawing on the University's extensive networks of talent and expertise.
University colleges and work units are using the Strategic Plan to develop priorities and to determine the best use of resources in 2016. RMIT's planning and implementation team will translate these priorities into actions across the organisation.
#shapeRMIT will continue to encourage engagement and feedback, holding the University to account and accelerating learning and sharing across the RMIT community.
This Report highlights key achievements, activities and highlights for the University in 2015 against the three broad directions outlined in the new Strategic Plan.
RMIT University 2015 ANNUAL REPORT
Health, Safety and Wellbeing
2015 has seen continued focus on safety risk management with particular emphasis on mental health awareness and education, chemical management and contractor safety management.
AMIT continues to drive positive return to work, injury management and workers compensation by enabling managers and supervisors with the appropriate skills and capacity. This is enhanced by an early intervention program which is leading the way with best practice standards. The workers' compensation premium remains stable, reflecting this process.
There was significant investment to ensure the availability of adequate and accessible automatic external defibrillators across AMIT campuses.
Staff Engagement
AMIT conducted its fourth All Staff Survey across all campuses to gauge staff satisfaction and engagement against a range of questions.
Since 2007 when the survey was first conducted, the University has seen a continuous increase in staff satisfaction levels, and the 2015 survey showed improved satisfaction in most areas.
Employment Statistics - Melbourne
Talent, Capability and Development
Two recruitment campaigns for the University resulted in 20 new postdoctoral fellows and 15 research fellows joining the University, as well as the appointment of 34 academics to the College of Business.
Workforce planning, talent retention and performance management strategies were implemented to build a flexible workforce with the right skills and capability. The University's leadership development strategy and Diversity and Inclusion Plan to 2020 were initiated.
Early Career Development Fellowship campaigns were undertaken resulting in 18 new appointments, and an Industry Fellow campaign led to 12 appointments across all colleges.
Code of Conduct
The Code of Conduct for Staff defines how AMIT's values are demonstrated in the University's day-to-day activities, and outlines the standards of behaviour expected by all members of the AMIT staff community. The Code of Conduct principles are as follows:
Respecting others
Behaving professionally
Avoiding conflict of interest
Using University resources
Recognising intellectual freedom
When working with others, staff are expected to treat students, other staff and members of the community with respect for their rights and obligations.
Staff are expected to carry out their work du~es in a professional and conscientious manner at all times.
Staff must take reasonable steps to avoid ar-ry actual or pbtential conflict of interest and act in the best interests of the University.
Staff are expected to use all University facil~ies. equipment and processes efficiently, carefully and in a proper manner.
Staff have a general right to intellectual freedom of enquiry and expression. This applies to areas of intellectual life over which the academic can demonstrate that they possess a level of expertise.
Staff type Total FTE· Female FTE' % Female New staff recrwtments Female % Male % Total
Total 654 537 346 287 53 53 Change to previous year -45% +117% +77%
WorkSafe improvement notices 3 0 ·m - full-time eqLivalent (two people both working 0.5 time fraction = 1 FTE)
Data as at 31 December 2015
RMIT University 2015 ANNUAL REPORT
)
Student Diversity
2011 2012 2013 2014 , 2015 .
All Students %
Higher Education
Female
Male
International
Domestic
Vocational Education
Female
Male
International
Domestic
Age Group%
Higher Education
Young people 15-19
Aged 20-24
Mature age 25-44
Mature age 45+
Vocational Education
Young people 15-19
Aged20-24
Mature age 25-44
Mature age 45+
Equity (Domestic) %
Higher Education (Undergraduate only)
50
50
51
49
46
54
6
94
10
57
30
3
30
32
30
9
School leavers 44
VE student admissions to HE 20
Overseas born 20
Non-English speaking background 5
RuraVremote 11
Low socio-economic status 15 (postcode)
Aboriginal and Torres Stran Islanders
Vocational Education
School leavers
Overseas born
Non-English speaking background
RuraVremote
Low socio-economic status {postcode)
Aboriginal and Torres Stra~ Islanders
0.4
17
25
9
12
16
1.2
49
51
49
51
45
55
5
95
12
57
28
3
31
32
29
9
44
18
20
5
11
16
0.5
15
25
10
13
18
1.2
49
51
47
53
44
56
5
95
10
57
30
3
31
31
30
8
47
18
20
6
8
16
0.4
14
26
10
12
19
1.1
48
52
44
56
43
57
7
93
11
58
28
3
29
33
30
8
40
20
21
6
9
14
0.4
14
26
10
11
17
1.3
Student Fee-Type Enrolments {HE and VE Load in%)
Student fee type HE VE
- Government-funded
- !\ustralian fee-paying
- International Onshore
- International Offshore
Vietnam
Indonesia
5%
52
5
19
15
9
75
17
8
0
0 - - - ---·- --
0 0
#~ VE
RM!T University 2015 ANNUAL REPORT
48
52
44
56
40
60
8
92
12
59
27
2
30
34
30
6
42
17
21
6
9
16
0.4
16
27
11
13
21
1.1
I 2011 2012 2013 2014 ' 20151
HE and VE Broad Field of Education (Load in EFTSUEFTS)'
Natural and Physical Sciences
Information Technology
Engineering and related technologies
Archnecture and Building
Agriculture, Environment and related studies
Health
Education
Management and Commerce
Society and Culture
Creative Arts
Mixed f~d programs
Total
HE and VE Attendance TypefMode
Full Time
Internal
Multi-modal'
Part Time
Internal
Multi-modal'
Distance/fully online
Open Universities Australia (OUA)
Foundation Studies (FS)
Total (HE, VE, OUA and FS)
3 ,363
4,141
6,656
3.245
333
3,182
1,282
13,948
7,945
6,572
811
51,478
47,210
43,410
3,800
25,022
24.441
581
2,613
7,277
723
82,845
3,593
3,911
7,035
3,307
355
3,322
1,285
13,621
8,264
6,815
859
52,367
48,674
44,197
4,477
23,757
23,087
670
2,228
6,914
606
82,179
3 ,996
3,863
7,021
3 ,244
390
2,991
1,434
15,048
8,469
6,881
630
53,967
50,928
46,489
4,439
22,781
22,059
722
1,804
6,090
626
82,229
' Some 2014 and historical values updated to reftect final position.
2,402
2,851
8,431
4,262
299
3 ,260
1,667
19,162
4,139
7,304
825
54,602
53,553
48,623
4,930
20,622
19,903
719
1,232
5,393
788
81 ,588
2,525
2,716
8,809
4 ,561
2g7
3 ,503
1,335
18,879
4,312
7 ,863
g27
55,727
54,016
49,337
4,679
22,111
21,442
669
1,194
4,601
1,103
83,025
~ 2015 data 1s prov1s1onal as at February 2016. Final data available Apnl 2016. Figures are
based on student enrolments and exclude OUA and Foundation Studies unless specified.
• VE EFTSL converted using Student Contact Hours/720
' Multi-modal refers to both internal and ex1ernal mode of attendance.
Age group HE % VE %
Young people 15-19
- Aged20·24
- Mature age 25-44
- Mature age 45+
2%
headcount headcount
12
59
27
2
6%
30
34
30
6
FINANCIAL STATEMENTS
_)
Royal Melbourne Institute of Technology and Subsidiaries
COUNCILLORS' DECLARATION YEAR ENDED 31 DECEMBER 2015
111 our vpl'11on:
1 ha cons.a irfated f1narx:.i;d s1ale1r.ent:s. Ill Ro·(~! Meloo.Jrne lnslJlute ol Technclogy (RMIT) consisting of 1he Income Sli!1f:mP.nl Sl<11Crne111 or Cornur!? t~n!i>t~·e lrtconle. Sta1ernenl of F1rnmcial Posi!iorl, Sta!emenl of Changes in EqLJily, Slatemenl of i.Ash Flol'ff. an<I the aco;:11npan.,.i11g oott!S t11croto. p1 e~c111 faitly111~ tinono ol po:;1tio11 of lhB Un1vc1s1ty {!flu 1l s. subsidia11r!'!> as cit 31 December 2015 ;;ind ti'tcir f1nanc1al perio1m.:m:::e repre5ented b)' the r~~ults of their oper.:i1ions for the yeJr ended on 1l1ot Ck1lc.
In the COl•llC•llor~· op11~ 1on <Ii> ~t 1111~ date of 1h1:, clt:cl<.1rd!1on lf1erc <ire rcas.onable grounds 1o t>cl eve that lhe enMy '" II be ao!e to p::ty its dent~. as nnd wh<'."n ;hey bcmrre due ;;1nd p.:tyo:lle
n 1e <1tl£1ch.::d f 11<illoe1I stci lc 11rn111s of RMiT 3mJ the c011sotidaletd ~11l1t)' h<ivti boen preparad in accordano:! wi!h lhc Hnanoal M~'1?.[tement Ac:t 1 Ys.4 a.opf•C<ll)!t> Aus1ral •~r) A.ccounhng Standa1us. tNl Austt<than Ctlartlte:; anti Not-fo·-p1o(rts Cornm1~1ori Ac~ 2012 ;rnd otre• rminc!<ttO')' proress1onal re~on ng rerwiremenls
'Ne are not a•..,·arc of an;• Circum starce wh1·:h wou'd render any pa'1icula1s indude<I rn the f111anc1al statements ;o oe m1slead1ng or irioccurnle
1 hos rJeclar;ition ,, m~de l'l a~ordance "lllh a resolulioo of the Council of RMI I
/1~£,;t;.,J (I
'1 ') /l
J I I
I I I 11
I I I,.~ J
-- ("" 11.. _,... . " . M Bean 1.k. s .. ·1itkowsk1
Chnnc<:llor V1w-Clia11cctklr ar\d Prcs1dC11'.
STATEMENT BY PRlNCJPAL ACCOUNTING OFFICER
In my opinion
.-J
T11c l1noncwl stiJh.::m1:111s o1 RMI r pre:;,i::nt l;wty 1hc: 1ina'1c1al l1iJnsact1on'!; of RMIT <Y1cJ the consol1<latcd er Illy du11ng Ille fin1111ciat year e11de:J ~ 1 D~e-nber 20 15 Mr1 ;he financial pnsi1i<Jn of ii& ()flem1io115 f::i-1he Y"::H endeti on th;clt <l;-ite;
Cotrnnocw~all.ti rincim;1c1l <15:SIS1<mcc L'~µcctcd tlurmg lhe f nanc~al ymtr f:!ncied 31 Decl!!'mber 2015 was e~pended l t>r lhf:! 1~1ir1:Klses for which 11 W<)S prov1jed
RMIT has <::o'Y'p11ed in full wi'.h app!icab'e leg sl:iloCn contraos. agreemenls an~ th~ requirements of v;;irimis pJogram !JUnklul~S lt1<·11 ;ipply lo th~ Co1nrrX>nweal1h finart::ia as'Slsta11ce 1de111ii1£11J irJ thc:;e- fmancial ste:1tc11wnts. and
The f1'lanc.af s•atemenls hi'!ve been prepared 1n ROOOrd.:inr..e w11h the Austr,:ihan Accounting Standarc!'s, !he F1'lanCJi'!I Manayemenl Act i !J94. Siami ng [jj•cc:1an 4 2{c) , the Australian Chantes and Not-for-profits C ammission Act 2012 ard oll1er rnarnlato• t profess ona' rnpo1ti11.g 1t:1.1.u1rc:lllellt~
In adml•c>ri I am nol aware ill th~ dtllC' of s1g11111g t11cse slalemcnls of any o rcwnslanccs wt-1ich would render any pa rticul a's 1"1Cluded 1n 1h~ ~1atc~nts to be M 1sfead1ng or 1naccura1e and ll"ere are rerisonabl!? gfound~ to bc'1eve that RWT ~·.111 be aole to ~rty its deb1s as .ai'{f whc•l they fall due
S. Dona!dso11 Chier F1n<m·::.t> a·ld Acco11n1111g Off• :.er
D::t1cd ;il MC!'lbourne l h1s j:;,-day ol r~la rch 2015
38 ROYAL MELBOURNE INSTITUTE OF TECHNOLOGY AND SUBSIDIARIES
b,.sr.-d on t!1c .:.iud1t. :."11·~h ! kl~ t.it;l:I • cu•1r.lw .. HI n ac :.orda'"'r:"! ·" l t1 ll, .:"-1' ;:i l1an Audi'1n•1 Si i1nd::nl!:' Tl10!'1•
slardards reqt11!e ~:0·11 p11a• 1 co .,·,1tt1 11:-:l~·.·ci n l. e-th: : ._.il reot1ir;,1m!1its relat ng to a1.1rn1 engi.'\geme-1ls rin(I lllfl l
the cl d t t>e p1:=in1 1' ::i ami pr:·1'or·n~d lo ob:.-,111 r.;;:.i:son.~!.ii tl <t!:o~ur.;11::·~ about ,\•hether Ole lir ~rK1a l rc f)Or l 1s
freP ' •nm rr;w:-~1<11 m1s~1<:1 Lr·rnen:.
A•1 <iuo1111hok-:is perfo•1111n9 p·cx.f!(1111P.s to cib:"l1il <1L.d1t e•.1dence ;;!;out tt1~ an.ounts J'ld d isc.losures 11
1he f1nanc1al r eporl . -111: ao.uJ1: p1 ou~dc1 1es si::-le :.-.1ed d~pFmc on iud<1crnen'. 11cl.1tJ1n9 tr1,i;o 3sse::.sir 1~!nl ot
tho rbk':> or m~lem1! 1 >11~;~l<JI P.mer1: o' thtl hnaric1al repo11. \1;! 1 1:tlt:~· Jue lo fr;;ud or error 111 rnri.;11\g ino::r
nsk a5sessmw11~ . 1'c.11:iidca1t1nn 1s given lo tile 1•1!ern..il <~C11trol rclc:••ant l o the GOrtipdn) 5 p1 !c! parn11on ol tfw f 11.:inc!a '(•p-011 :nat t.J"1es a tri .r' an°j fd.f vifr.,•: in order lo Cle~.9n ..iu~t.l pwc.c:dures ll1.:it .Jre
aµµ opri~ l '=' m t11i:- <' rcu!n::-c;;n .- ~.:- b•it n'>I for 11'e pu·p~se of 11«pres<>11~g an opinion on tl·e cftc~:~ vanes~
0 1 the co r1oany s 1n1erna, con tr ol An a..;d1: aiso n:::: L> des ev.al:Jdtng lhe aopropnJten~ss of 1t1e
T¢1e.phO"e 6 \ 3 81>0 I 7000 Fac~•m1 c 61 3 1:1(501 7010 Email commitnt5itii~i<f1~ .\·1e.gov. a.i
'Nebsil& w1•1w aud1t.v1c.gov.~1.1
I confirm that I hi3ve gi•J.~ln to n1c Council rnembt!rS <1 W(iften indej)efldence declara!.on. a copy of wht:h
is in~luded 1n the Co ~1 a:;;1 I mr:·mbers report
Opinion
in m~· opinbn. the l n C1 11(: ~I f!ilt)Ort of ll'e Royal Melhourne Institute of Te•:.hno!Ogy •S 1n accmdance 1.'f,th the 11na nf.:1~1 rf'?prntin ~ requirements of the Fma,1cial Managemenr Act 1M4 and Divis•.on 60 of lhe At1straf1an Chan~ies Doo:i No!-for-p.ro!i!s CommJssion Act 20.n 2. includ1nff
~ a) g1vi'ig .:i t1 11P. irn~1 fair vi111.v of the co r1sQ!i.;lalwJ Hnhty s. f.nan-c1.;1I pcs1l1011 .-.is at :i1 December 2015 <i ·1rl
of 111;._fr ' "ancial perf•:irmc.nce an<.J C<!Sh tlc:r.•1:; for the yeu emled on lhat IJ,;itc
:u) CPH1pl11ng wiHl /\ust~alian Ai..ccJUI \ir19 SL<il'1ddfd5 and D1vt~ 1on GO or u·.~ Austr.-;(,·iJn Chanri~s <-Jrld N :)! fc1:-pr0Ms RegL1fatian 2013.
MELBOURNE 22 .larch 201 G
AUDITOR-GENERAL'S INDEPENDENCE DECLARATION
To the Council members, Roya.I Melbourne Institute of Technology
{~ · Dr Peter Fros t Acting Ar1di1or-G:::ne1M
The Auclitor-General's independence 1s eslab!1s.hed by the Constitution Acl 1975. The AuditorGener.::il. 8n indel)Bodent officer of parliament. 1s not subject to d1tection by any person 8bout
the way in which his powers and responsibilities are to be exercised.
Under the Audi/ Act 1994. lhe Auditor-Gerl eral is the audilor of each public body and for lhe purposes of conducting an audit t1as access to all documents and property, nnd may report 1o parliament mallets wt11ct1 the Audi tor-General considers <lppropriatc.
l11depencte11 ce Declaration
As <iudilor for li1e Royal Melbourne Jn.stitule of Technology ror the y·ear ended 3i December 2015. I declare ll1at, to lhe best of my knowledge and belief. there have been·
• no contraventions of tr1 e audrtor inde r.>endence requirements of the At1sm1i1an Chrtr1(1fis and Nol·for-prof1ts Commission Act 2012 in relation to U1e audit
• no contraventions of <J'1Y applicable code of professional condu~t in relation lo the audit .
MELBOURNE 22 March 2016
,_
f..; ,- Dr Peter Frost Acting Audito1-Ge1ieral
40 ROYAL MELBOURNE INSTITUTE OF TECHNOLOGY AND SUBSIDIARIES
INCOME STATEMENT for Int: ~e '' , ,..1, ·,i 3 '. Dr-er ·:~ (;.> :.:015
Consolidated AMIT
2015 2014 2015 2014
Note $'000 $'()()() $'000 $'000
Income from continuing operations
Australian Government financial assistance
Australian Government grants 3 330,467 308,965 330,467 308,965
HELP - Australian Government payments 3 232,686 221,445 232.686 221 ,445
State and Local Government financial 4 32,488 31,686 32,488 31,686 assistance
Note 45 Acquittal of Australian Government financial assistance ....... ...................... ........................ ......... .... ................. .... ....... .. .. .... ... .. .. .. 1 01
46 ROYAL MELBOURNE INSTITUTE OF TECHNOLOGY AN D SUBSI DIARIES
)
)
)
• RMIT UNlVERSITY
2 September 2016
Professor Paul Gough RMIT University 124 La T robe Street MELBOURNE 3001
Re: New Academic Street and Melbourne Metro Rail Project Interface Update
Dear Professor Gough,
Property Services
GPO Box 2476 Melbourne VIC 3001 Australia
Tel. +61 3 9925 5071 Fax +61 3 9925 5087
I refer to your request for an update about the key issues regarding the NAS and MMRP works program.
As program manager for RMIT's NAS project, I have been providing program scheduling information for, and liaising with, the Melbourne Metro Rail Authority (MMRA) over the last 2-3 months regarding the proposed works for the NAS and the Melbourne Metro Rail Project (MMRP).
Traffic Management and the coordination of works, deliveries, shut-downs etc. in and around the Franklin St area and maintaining pedestrian access into the heart of RMIT's City Campus is key to the successful delivery of both projects.
This discussion has also included a more detailed review of works in Franklin St for both MMRA and the NAS project. The key matters which require resolution are as follows:
• Acceleration proposal for the NAS project to ensure the NAS project has access to complete the Franklin Street Balcony;
• Construction and delivery access for the NAS and MMRP projects ; • NAS construction program and peak spend; and • Other Issues and Conflicting Traffic Management Plans.
Balcony Works
A key area of potential conflict between the NAS project and the proposed MMRP works are the NAS project works taking place along Franklin St for the installation of a new entrance and the addition of 2 new balconies, as shown in the image on the following page. The balcony with the yellow roof shown in the picture below is part of project Separable Portion 2 (SP02). The completion date for Separable Portion 2 is projected to be 18 February 2017. I would anticipate that there will be some issues likely to arise in managing the works associated with SP02 with the proposed MMRA works, particularly the early works. The most critical impacts for SP02 are likely to be around construction access and deliveries. The black balcony, also shown in the image, forms a part of Separable Portion 3, which was due to commence construction on 26 November 2016 and be completed by 27 July 2017. As you can see, this balcony is likely to be highly impacted by the proposed MMRA works as it faces directly onto Franklin Street.
RMIT has been informed by MMRA that the MMRP works will commence on or around 19 January 2017. As a result, the NAS team have reviewed a number of options to deliver the Franklin St Balcony to the east end of Building 14 out of sequence, with accelerated works and requiring noise and vibration level relaxations from the EPA, City of Melbourne and the RMIT Rules of Engagement. The Project Team is working with the
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Contractor to attempt to negotiate arrangements to provide early access to enable the works for SP03 to commence early. However, at present, even with RMIT and Lend Lease working to take actions to try and accelerate the program, it is unlikely that the MMRA impacted SP03 works can be completed before 19 January 2017.
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On 28 June 2016, RMIT's acceleration proposal was presented to MMRA Project Manager I Planning Manager and Senior Communications Manager. However, the proposal was not deemed feasible by both MMRA and RMIT due to the inability to obtain dispensations for noisy works requirements and the additional costs associated. As a result, the current proposal is to continue with the Balcony works demolition over the Christmas break from 26 November 2016 and continue works up until the commencement of the MMRA works. This will then require NAS works to be placed on hold at potentially significant costs to RMIT awaiting a window to be provided by MMRA for RMIT to complete the balcony works.
The alternative (and favoured approach by RMIT) is for MMRA to delay their works for a minimal period to allow RMIT to complete the NAS works adjoining Franklin Street.
If RMIT is required to delay completion of the NAS works as a whole, or in part as a result of the MMRP, it is likely that RMIT will be subject to significant costs and delay claims and/or proposed deletion of scope from the NAS contactor under the NAS Guaranteed Maximum price contract.
Delivery and Construction Access
Delivery access to Building 8, 10, 12 and 14 levels 2 and 3, via the service tunnels running from Franklin Street is another critical issue for both the successful delivery of the NAS project. but also more generally for operational reasons for the University. These service tunnels are in regular use for deliveries and collections of bottled specialist gases for the University, as well as waste and other services. The service tunnels are also used for Emergency and Essential Services including security, fire systems and high voltage services. The University Locksmith security and Goods receiving areas are also accessed from these tunnels therefore any interruption to the access to the tunnels will significantly impact University operations.
The emergency and essential services are expected to be generally low frequency. Essential Services maintenance may be generally pre-planned however the nature of Emergency Services means that, although expected to low in frequency, it is unpredictable.
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Construction access to the NAS site, is in accordance with the NAS traffic management plan for SP02 covering Franklin St. This plan was approved by City of Melbourne and requires semi-trailers to access the NAS project site from 2 directions. Works on Bowen St require deliveries to enter from La Trobe and exit v ia Franklin St then turning east up to Victoria St due to the swept path requirements of semi-trailers.
Works on Franklin St for the Franklin I Swanston Student Corner Balcony require gantries and access along Franklin St to install. The easterly balcony, black in colour on the above image, is the balcony that is most affected by the MMRA works and is subject to its own Traffic Management Plan in SP03 of the NAS project where a clash is anticipated with the MMRA works.
A final position in relation to_ when works can take place still needs to be negotiated between RMIT and MMRA. RMIT's preference is for works on the eastern balcony and SP03 TMP proceed until these works are completed. MMRA could work to the Northern and Western side of the NAS site until such time as the works are completed to the exterior balcony. It is estimated that NAS works on this balcony requiring access from Franklin St will be completed by mid May 2017. Please note that this time frame represents the best guess it is possible for me to make at as at the date of this letter and that issues may arise which will result in delays to the construction program. It is impossible for us to state a final completion date with any certainty and on a complex project, involving a brown field site and complex interfaces with a 'live' environment it is likely that the construction program will have some further delays, into quarter 3 or even 4 of 2017.
Construction Program and Peak Spend
Below is our current projection of hours which we anticipate will be worked in connection with the construction works for Separable Portion 02 and Separable Portion 03 through to August 2017. Obviously, this is only a projection based on our current expectations and program. Given the nature of construction works, I reiterate that there is some possibility that the period of peak construction activity, shown in December 2016, may extend into 2017. In this case it would be likely for significant works to be occurring into 2nd quarter 2017, which will need to interface with the MMRA early works. Additional consideration will need to be given to manage later works in Separable Portion 03 and the interface with MMRA works. However given the lack of clear information available at the present date from MMRA, it will be critical that RMIT are in a position to negotiate these issues with MMRA and the PPP Contractor as information becomes available.
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Other Potential Delays and Conflicting Traffic Management Plans
In addition to these clear issues, the NAS project team is also aware that the anticipated works are also having flow on effects as other impacted parties seek to accommodate the anticipated MMRP related disruptions. By way of example, I am aware that CitiPower is taking steps to vary its delivery of its own high voltage upgrade works to accommodate the MMRP by relocating existing services in Franklin Street and in the Franklin Street footpaths.
In preparing for these works RMIT have identified a potential issue over the past week with a Citipower Notice of Works, which suggests that there may be 2 conflicting Traffic Management Plans approved by City of Melbourne for Franklin St. If not addressed now this could be the first of many Franklin St works that land locks the NAS project by taking away our delivery through route out of Bowen St and into Franklin St as we have no way of turning semi-trailers.
I am slightly concerned that additional Statutory Authorities may take similar action to prepare for the anticipated impact of the early works and MMRP by moving infrastructure or by taking action to make changes to their assets in the next few months. While it is not clear to me the extent that these difficulties can be directly attributed to the MMRP, it is clear that these are the indirect result of the MMRP and that this kind of disruption has significant potential to further interrupt and delay our works. This will exacerbate the other issues outlined above.
Please do not hesitate to contact me if you require any further information.
Yours sincerely,
Robert Morgans Program Manager New Academic Street Project
