The City North Social Innovation Precinct Activation Challenge is a place-based initiative that brings together students, researchers, community organisations, industry partnersand civic institutions to work on shared challenges in the Precinct.

It provides an opportunity for participantsto work collaboratively in place, connecting ideas with action and contributing to the life of the Precinct through practical, visible activity.

Projects are developed in response to key urban challenges and are supported through interdisciplinary collaboration, mentorshipand engagement with partners.

Through this approach, the Activation Challenge moves beyond individual projects to contribute to a more connected and coordinated precinct, strengthening relationships, capability and shared learning over time.

From its core campus in Melbourne RMIT has incrementally expanded its operations to create a network of locations: first across Melbourne, and then internationally, commencing in 2000 through our initial investment in Vietnam and the more recent establishment of RMIT Europe from our hub in Barcelona in 2013 (see Figure 4). This expansion has served to reframe RMIT as a multi-campus university.

Unlike our counterparts with a regional or interstate presence, we have forged a model that serves to connect our core campus and civic base in Melbourne to our metro Melbourne and international locations. As a consequence, over the last three decades a unique network of locations has emerged, drawing on the strengths, diversity and specialisms of our Melbourne sites, and enabling a network of international links to evolve. Today, RMIT operates in nine sites, with a further five places under consideration for the potential they offer to further advance our institutional strategy and impact.

Table 2: Locations assessment framework

The following assessment framework (Table 2) can be used:

• When exploring the potential of a site.
• As a guide when deciding to invest in a new location or to scale up or down investment in existing locations.
• During planning and design.

Prior location opportunities explored these domains on a case-by-case basis– in future these questions should be considered for any significant location being investigated.

The strategic considerations reflect the intent of the locations principles outlined in Section 3, and allow the identification of any site issues which would make the site incompatible with RMIT’s core commitments to place-making. The operational considerations should also be addressed in decision-making.

Evolving our identities in place. RMIT’s places are layered with meaning: where a pre-settlement past is celebrated and local communities are involved and engaged in their futures. Our efforts to deliberately draw on local qualities and strengths continues to shape our evolving place identity. Today, RMIT operates in a diverse set of locations across the world. Rather than impose an institutional identity on our places of operation, our approach to place-based development has allowed a distinctive form and character to emerge, simultaneously distinguishing each campus while ensuring they are recognisable as an ‘RMIT place’.

Just as RMIT’s offer has expanded, its physical footprint has evolved: incrementally and organically, shaped by the combined forces of economic growth and industry demand for new skills. As a result, the RMIT campus experience is decidedly urban. Many of our core campus’ buildings are city icons, reflecting the culture and identity of Melbourne – designed by notable local architects and contributing to our city’s architectural heritage. But our buildings, while iconic, are not fortress like. Likewise, our campuses are not comprised of historic halls, gardens or towers, fenced in and secluded from the city at large. Instead, the RMIT campus begins at street level, where it is experienced by moving through our places and spaces, where Melbourne’s lanes and passages connect with our public spaces. Our activities spill out into the street and invite participation.

Once borne out of necessity, over time our informal, evolutionary approach to place-shaping has come to define our identity. Where traditional universities may seek to preserve their standing and status through finely manicured grounds and carefully conserved buildings, RMIT aims to do the opposite – inhabiting the city, working flexibly to adapt and restore urban fabric and reintroduce nature and create urban habitats – leaving our mark through the way we work to energise, renew and activate our places.

Across our network of locations, it is imperative that our contribution to place and community is delivered consistently and equitably. Our institutional commitment to create and oversee vibrant, inclusive innovation ecosystems is nonnegotiable. However, managing RMIT’s diversity of places and spaces brings challenges. Despite good intentions it can be difficult to ensure that institutional strategy is translated across multiple sites. Taking a principles based approach will allow RMIT to evolve each of our locations in line with a common set of approaches while acknowledging key differences as described in Table 1.

Table 1: Applying the principles to locations

Principle 6 focuses on Connectivity. RMIT places will connect with each other through purposeful exchange of staff, learners, experiences, communities, and digital networks.

Principle 5 focuses on Sustainability. RMIT places will embody the institutional commitment to exceed best practice sustainability: from planning and design through to ongoing operations and activation.

Principle 4 focuses on Innovation ecosystems and local economies. RMIT places will connect disciplines, industry and community partners to enrich innovation ecosystems and support economic development.