Common use of TEACHING AND LEARNING Clause in Contracts

TEACHING AND LEARNING. In this section the University should refer to:  its objectives and/or priorities for teaching and learning  its strategies to ensure quality in teaching and learning Through the LIVE the future strategic agenda, Deakin offers committed and capable students a brilliant education where they are and where they want to go to fulfil their personal and professional futures, and particularly for the jobs and skills of the future. The experience includes rich human interaction and streamlined processes at all our campuses, including the Cloud Campus, throughout the student journey from prospective student enquiries, to enrolled students engaged in learning, to successful graduates. Deakin's Student Learning and Experience Plan 2016−2020 aligns with the Learning and Experience offers in LIVE the future and sets out the strategies and priorities for achieving these objectives. Deakin ensures quality in teaching and learning by:  effective and regular review of units (subjects) and teaching following each instance of delivery which acts on students’ feedback, retention and success rates  ensuring professional development for all teaching staff, including sessional staff  aligning all courses with Deakin’s Graduate Learning Outcomes and Curriculum Framework  reviewing all courses annually and in-depth every five years  annual review of the course policy suite. UNIVERSITY ADMISSIONS TRANSPARENCY  how the University selects students for offers without an ATAR score, as part of its admissions process  what evaluation strategies are in place for ensuring that students admitted without an ATAR are likely to succeed in their studies. Deakin’s Academic Board determines the minimum eligibility criteria for the admission of students into courses, which may include completion of formal academic qualification/s, or other evidence of equivalent learning or capability that applicants may demonstrate by any of the following:  documented work or life experience  an aptitude test  an audition or interview  portfolio  references or a personal statement  Deakin Professional Practice credential. For those applying on the basis of post-secondary study, work or life experience, Deakin considers each individual’s ability to meet the educational demands of the course, likelihood of success and any relevant adjustment factors (approved by the Academic Board). Policies and processes managing admissions are reviewed annually and supported by cohort analysis of success. Admissions standards meet the requirements for relevant professional accreditation. UNIVERSITY RETENTION STRATEGIES  strategies to reduce the proportion of students that do not complete their course (including for students from regional and remote areas)  evaluation of these strategies, including follow-up with students who do not continue with their studies to better understand the reasons for this decision. The Deakin Success and Retention Strategy sets out priorities and principles for ongoing action to improve student success and optimise retention. The Success and Retention Strategy consolidates relevant work delivered through Deakin’s Student Learning and Experience Plan and guides iterations of the Plan, which is refreshed annually. Importantly, the Student Learning and Experience Plan considers both academic and service provision to cover the entire student journey for all students. The University identifies and monitors students at risk of failure and attrition to target relevant support. The Student Learning and Experience Plan sets clear and aspirational benchmarks for student success and retention, which align to nationally recognised measures. The University is developing interim indicators and cohort-specific benchmarks to tightly focus interventions and is drawing on recent projects exploring trial interventions to improve course-level retention and educational research into avoidable failure. These research projects are being led by Deakin’s Centre for Research in Assessment and Digital Learning. The Student Learning and Experience Plan and the Success and Retention Strategy are reviewed annually with deep consultation across the University. Students withdrawing from their studies are invited to provide reason/s and these data, where available, contribute to the Success and Retention Strategy. xxxxx://xxx.xxxxxx.xxx.xx/xxxxx-xxxxxx/xxxxxxxx-xxx-xxxxxxxx In this section the University should refer to or provide information on:  strategies to ensure excellence in research and the strengthening of research capability  strategies for the provision of high quality research training, including measures to encourage PhD industry placements. This information should identify the expected number of industry placements.  strategies to encourage research translation and commercialisation, including collaboration and engagement with industry and other end users, and the measures of success that the university monitors in this area  strategies to promote open access to research publications and data. Deakin Research is progressing a dedicated research strategy development project to build our excellence in research and to strengthen our research capability. This project encompasses:  a global rankings strategy, which includes education and communication across the University in relation to global rankings and their inputs (including ARWU) focussing on world class excellence and international collaboration  an academic performance strategy, focussing on individual and unit benchmarked research and research training performance in the context of educational workload and quality, in terms of excellence and effectiveness  a review of our current and emerging research strengths against national and regional priorities. The outcomes of the project will inform the establishment of clear, globally benchmarked performance expectations and strategic workforce allocations. It will also enable the development of our retention and recruitment plans for high performing researchers and our investment priorities for fields of research and people and infrastructure platforms to build excellence and capability. Deakin has committed to additional post-doctoral research fellowships for high quality candidates in priority areas. These will includes regional and industry partnerships in advanced manufacturing, cyber security, sustainable energy and water security, food security and traceability, health care and systems transformation. In 2019 Deakin has invested in two new research institutes, one on applied artificial intelligence (A2I2) and the other in innovation in mental health care and related chronic disease (iMPACT). Expanded strategic investment has also been provided for major transformative research and innovation infrastructure platforms including:  AI enabled digital phenotyping platforms  major high performance computing infrastructure  MELD – next generation three dimensional printing for composites (only second in the world)  Lifecourse cohort population and genomics platform  big data science and analytics platform  marine science genomics and aquaculture facilities.

TEACHING AND LEARNING. In this section The University is committed to excellence in teaching and learning, to innovation in our pedagogy and to enhancing Student Life. The University's 50/50 profile of undergraduate and postgraduate students means that our strategies, objectives and priorities are nuanced to meet the University should refer to:  its objectives and/or priorities needs of these differing cohorts. We continue to utilise and improve the tools that we have in place to ensure the highest quality and standards for teaching and learning  its strategies to ensure quality in teaching and learning Through the LIVE the future strategic agendalearning, Deakin offers committed and capable students a brilliant education where they are and where they want to go to fulfil their personal and professional futuresfor example, course reviews, student feedback, and particularly peer review of teaching. During 2019 we formulated a new strategy for undergraduate student life, founded on student feedback and contemporary research on the jobs and skills student experience. In 2020-2021, we are continuing the implementation of Student Life initiatives as a key priority of Advancing Melbourne. The initiatives are aimed at recognising the importance of the future. The experience includes rich human interaction and streamlined processes at all our campuses, including the Cloud Campus, throughout the student journey from prospective student enquiries, transition to enrolled students engaged in learning, to successful graduates. Deakin's Student Learning and Experience Plan 2016−2020 aligns with the Learning and Experience offers in LIVE the future and sets out the strategies and priorities for achieving these objectives. Deakin ensures quality in teaching and learning by:  effective and regular review of units (subjects) and teaching following each instance of delivery which acts on students’ feedback, retention and success rates  ensuring professional development for all teaching staff, including sessional staff  aligning all courses with Deakin’s Graduate Learning Outcomes and Curriculum Framework  reviewing all courses annually and in-depth every five years  annual review of the course policy suite. UNIVERSITY ADMISSIONS TRANSPARENCY  how the University selects students for offers without an ATAR scorea positive undergraduate student experience and that a sense of belonging, as part wellbeing and strong peer relationships is a significant predictor of its admissions process  what evaluation strategies are in place for ensuring that students admitted without an ATAR are likely to succeed in their studies. Deakin’s Academic Board determines the minimum eligibility criteria for the admission of students into courses, which may include completion of formal academic qualification/s, or other evidence of equivalent learning or capability that applicants may demonstrate by any of the following:  documented work or life experience  an aptitude test  an audition or interview  portfolio  references or a personal statement  Deakin Professional Practice credential. For those applying on the basis of post-secondary study, work or life experience, Deakin considers each individual’s ability to meet the educational demands of the course, likelihood of success and any relevant adjustment factors (approved by the Academic Board). Policies and processes managing admissions are reviewed annually and supported by cohort analysis of success. Admissions standards meet the requirements for relevant professional accreditation. UNIVERSITY RETENTION STRATEGIES  strategies to reduce the proportion of students that do not complete their course (including for students from regional and remote areas)  evaluation of these strategies, including follow-up with students who do not continue with their studies to better understand the reasons for this decision. The Deakin Success and Retention Strategy sets out priorities and principles for ongoing action to improve student success and optimise retention. The Success and Retention Strategy consolidates relevant work delivered through Deakin’s Student Learning and Experience Plan and guides iterations of the Plan, which is refreshed annually. Importantly, the Student Learning and Experience Plan considers both academic and service provision to cover the entire student journey for all students. The University identifies and monitors students at risk of failure and attrition to target relevant support. The Student Learning and Experience Plan sets clear and aspirational benchmarks for student success and retention. In 2020, which align the University will also develop a Student Wellbeing and Mental Health Framework to nationally recognised measuresenable a holistic and integrated approach to policy and practice and to guide strategic directions for student wellbeing activity. The Undergraduate student priorities  We will continue to ensure that the University is developing interim indicators a place where both students and cohortstaff are connected in a community of scholarship dedicated to understanding, challenging and sharing knowledge through open inquiry.  Students will continue to be provided with excellent teaching and learning experiences, including opportunities to contribute to the wider society in addressing pressing problems and seizing new opportunities.  Our rich learning environment will continue to xxxxxx excitement about knowledge and discovery, creating an intellectual community to which students will belong for a lifetime.  We will continue to strengthen how we support students to excel and succeed, and across 2020 to 2025, we will: o Enhance guidance and transition to the University, preparing students for academic and personal success o Develop more opportunities for students to build connections to their peers and the University, finding a community to which they can belong o Provide a network of advisors and mentors to support students with personalised advice that ensures they make the best possible use of their study and engagement opportunities o Create more opportunities for students to respond to the needs of the wider local and global community through volunteering, service, and social entrepreneurship o Enable students to further recognise and value their individual and group achievements over the course of their degree.  Implementation of the Signature Initiatives contained in the Student Life White Paper: a strategy for undergraduate student life has a five-specific benchmarks year timeframe to tightly focus interventions and is drawing on recent projects exploring trial interventions to improve course-level retention and educational research into avoidable failure. These research projects are being led by Deakin’s Centre for Research in Assessment and Digital Learningfull implementation. The Student Learning Life Signature Initiatives consist of: o Melbourne Commencement Ceremonies that recognise first-year student achievement, celebrate their admission to our community and Experience Plan and the Success and Retention Strategy are reviewed annually with deep consultation across the University. Students withdrawing from their studies are invited to provide reason/s and these data, where available, contribute to the Success and Retention Strategy. xxxxx://xxx.xxxxxx.xxx.xx/xxxxx-xxxxxx/xxxxxxxx-xxx-xxxxxxxx In this section the University should refer to or provide information on:  strategies to ensure excellence in research and the strengthening of research capability  strategies for the provision of high quality research training, including measures to encourage PhD industry placements. This information should identify the expected number of industry placements.  strategies to encourage research translation and commercialisation, including collaboration and engagement with industry and other end users, and the measures of success that the university monitors in this area  strategies to promote open access to research publications and data. Deakin Research is progressing a dedicated research strategy development project to build our excellence in research and to strengthen our research capability. This project encompasses:  a global rankings strategy, which includes education and communication across the University in relation to global rankings and their inputs (including ARWU) focussing on world class excellence and international collaboration  an academic performance strategy, focussing on individual and unit benchmarked research and research training performance in the context of educational workload and quality, in terms of excellence and effectiveness  a review of our current and emerging research strengths against national and regional priorities. The outcomes of the project will inform the establishment of clear, globally benchmarked performance establish mutual expectations and strategic workforce allocations. It will also enable the development of our retention and recruitment plans for high performing researchers and our investment priorities for fields of research and people and infrastructure platforms commitments o First-year Discovery subjects that capture student excitement about their degree to build excellence and capability. Deakin has committed to additional post-doctoral research fellowships for high quality candidates in priority areas. These will includes regional and industry partnerships in advanced manufacturing, cyber security, sustainable energy and water security, food security and traceability, health care and systems transformation. In 2019 Deakin has invested in two new research institutes, one on applied artificial intelligence (A2I2explore their discipline(s) and the other in innovation in mental health care and related chronic disease (iMPACT). Expanded strategic investment has also been provided for major transformative research and innovation infrastructure platforms including:  AI enabled digital phenotyping platforms  major high performance computing infrastructure  MELD – next generation three dimensional printing for composites (only second in the world)  Lifecourse cohort population and genomics platform  big data science and analytics platform  marine science genomics and aquaculture facilities.build skills that will help them succeed at University

TEACHING AND LEARNING. In this section the University should refer to:  its objectives and/or priorities for teaching and learning  its strategies to ensure quality in teaching and learning Through the LIVE the future strategic agenda, Deakin offers committed and capable students a brilliant education where they are and where they want to go to fulfil their personal and professional futures, and particularly for the jobs and skills of the future. The experience includes rich human interaction and streamlined processes at all our campuses, including the Cloud Campus, throughout the student journey from prospective student enquiries, to enrolled students engaged in learning, to successful graduates. Deakin's Student Learning and Experience Plan 2016−2020 aligns with the Learning and Experience offers in LIVE the future and sets out the strategies and priorities for achieving these objectives. Deakin ensures quality in teaching and learning by:  effective and regular review of units (subjects) and teaching following each instance of delivery which acts on students’ feedback, retention and success rates  ensuring professional development for all teaching staff, including sessional staff  aligning all courses with Deakin’s Graduate Learning Outcomes and Curriculum Framework  reviewing all courses annually and in-depth every five years  annual review of the course policy suite. UNIVERSITY ADMISSIONS TRANSPARENCY  how the University selects students for offers without an ATAR score, as part of its admissions process admissionsprocess  what evaluation strategies are in place for ensuring that students admitted without an ATAR are likely to succeed in their studies. Deakin’s Academic Board determines the minimum eligibility criteria for the admission of students into courses, which may include completion of formal academic qualification/s, or other evidence of equivalent learning or capability that applicants may demonstrate by any of the following:  documented work or life experience  an aptitude test  an audition or interview  portfolio  references or a personal statement  Deakin Professional Practice credential. For those applying on the basis of post-secondary study, work or life experience, Deakin considers each individual’s ability to meet the educational demands of the course, likelihood of success and any relevant adjustment factors (approved by the Academic Board). Policies and processes managing admissions are reviewed annually and supported by cohort analysis of success. Admissions standards meet the requirements for relevant professional accreditation. UNIVERSITY RETENTION STRATEGIES  strategies to reduce the proportion of students that do not complete their course (including for students from regional and remote areas)  evaluation of these strategies, including follow-up with students who do not continue with their studies to better understand the reasons for this decision. The Deakin As outlined in our new Strategic Plan, our main Teaching and Learning objective is to significantly improve the quality and flexibility of our qualifications through changes to our course architecture and through extending our online offering to meet market demand. To do this, we are: - streamlining the course and subject portfolio with current and likely future student demand; - simplifying our course architecture to reduce the burden of administration for our staff and increase flexibility and choice for our students; - increasing the use of online and mixed modes of delivery and support (through our Online Only, StudyFlex and Regional Connect programs); - ensuring our staff have the capabilities and resources they need to develop quality online courses and measure student experience and satisfaction to drive continuous improvement; - expanding our range of short courses (award and non-award) to support those seeking to retrain and upskill, with bundling options that encourage lifelong engagement; - co-designing our curriculum in partnership with industry and alumni and include industry-based experiences across all courses; and - continuing our efforts to decolonise the curriculum and support embedding of indigenous knowledge and perspectives across our courses Clever LearningThe actions which will help the University reach these goals are set out in detail in the Learning and Teaching Plan 2018-2022, and its related Student Success and Retention Strategy sets out priorities Plan and principles for ongoing action are being further advanced through strategic initiatives under Clever Learning -our strategic educational transformational program. Started in late 2019, the three-year program is our ambitious plan to improve deliver educational transformation across our course portfolio and student success and optimise retentionexperience activities. The Success program integrates and Retention Strategy consolidates relevant builds on projects and work delivered through Deakin’s already underway to meet our strategic objectives of Outstanding Student Experience, Student Employability, One University, Operational Excellence and Revenue Growth. Organised around two clusters of activity – Course Offer and a Student Digital Experience Platform, Clever Learning and Experience has been integrated into our new Strategic Plan and guides iterations has five main components: - Course management reform: Delivering a strong digital foundation for agile governance, management and publication of course and subject information. - Course portfolio and architecture: Delivering an efficient and robust course architecture that encourages strong interdisciplinary connectedness, simplified transition points, value add experiences for students and high academic standards - Short courses: Renewing our approach to short course and executive education delivery, as well as setting out the Planstructural and policy context for these diverse offerings - Online and StudyFlex: Both expanding our partnerships for online offerings and building our internal capacity through planned systems, development and support programs - Student Digital experience platform: A fully integrated digital experience for students which will include a student engagement interface while also delivering streamlined and online-friendly services and supports for students navigating the University environment. The University’s Performance Indicator framework allows for management, academic governance and corporate governance oversight of performance improvement and the effectiveness of strategy implementation. UNIVERSITY ADMISSIONS TRANSPARENCY La Trobe University has diligently engaged with the admissions transparency initiative, to the extent that it was recognised in the TEQSA Good Practice Note Making Higher Education Admissions Transparent for Prospective Students (July 2019). Entry requirements for prospective students are listed in the University’s web pages for each public facing course profile, including those without an ATAR. This practice applies to all courses on offer at La Trobe. Examples of non- ATAR admissions pathways include: the Special Tertiary Admissions Test (STAT); Work Recognition Program, and via previous higher education participation. La Trobe is refreshed annuallyalso moving toward offering accredited and/or approved delivery within selected senior secondary education institutions. ImportantlyThis reform will include provision of both enabling curriculum and Higher Education in VCE Studies (HEVS) and will ensure predictive validity sits alongside equity for non ATAR admissions, by focussing on higher education preparedness. After admission, the University actively monitors the performance of students by basis of entry. All non ATAR students are contacted by Succeed@LaTrobe to ensure they have a supportive transition to university. All students also have access to all key services at each of our campuses: Student Learning Success; Engagement and Experience Plan considers both academic Employment advisors including transition support; Indigenous student support; health and service provision to cover the entire student journey for all students. The University identifies counselling; library, and monitors students at risk of failure and attrition to target relevant industry engagement support. The Student Learning and Experience Plan sets clear and aspirational benchmarks for student success and retention, which align to nationally recognised measures. The University is developing interim indicators and cohort-specific benchmarks committed to tightly focus interventions and is drawing on recent projects exploring trial interventions to improve course-level retention and educational research into avoidable failure. These research projects are being led by Deakin’s Centre for Research in Assessment and Digital Learning. The Student Learning and Experience Plan and the Success and Retention Strategy are reviewed annually with deep consultation across the University. Students withdrawing from their studies are invited to provide reason/s and these datadelivery of core services locally, where available, contribute to the Success and Retention Strategy. xxxxx://xxx.xxxxxx.xxx.xx/xxxxx-xxxxxx/xxxxxxxx-xxx-xxxxxxxx In this section the University should refer to or provide information on:  strategies going beyond student welfare to ensure excellence in research and the strengthening of research capability  strategies for the provision of high quality research training, including measures to encourage PhD industry placements. This information should identify the expected number of industry placements.  strategies to encourage research translation and commercialisation, including collaboration and engagement with industry and other end users, and the measures of success that the university monitors in this area  strategies to promote open access to research publications and data. Deakin Research is progressing a dedicated research strategy development project to build our excellence in research and to strengthen our research capability. This project encompasses:  a global rankings strategy, which includes education and communication across the University in relation to global rankings and their inputs (including ARWU) focussing on world class excellence and international collaboration  an academic performance strategy, focussing on individual and unit benchmarked research and research training performance in the context of educational workload and quality, in terms of excellence and effectiveness  a review of our current and emerging research strengths against national and regional priorities. The outcomes of the project will inform the establishment of clear, globally benchmarked performance expectations and strategic workforce allocations. It will also enable the development of our retention and recruitment plans for high performing researchers and our investment priorities for fields of research and people and infrastructure platforms to build excellence and capability. Deakin has committed to additional post-doctoral research fellowships for high quality candidates in priority areas. These will includes regional and industry partnerships in advanced manufacturing, cyber security, sustainable energy and water security, food security and traceability, health care and systems transformation. In 2019 Deakin has invested in two new research institutes, one on applied artificial intelligence (A2I2) and the other in innovation in mental health care and related chronic disease (iMPACT). Expanded strategic investment has also been provided for major transformative research and innovation infrastructure platforms including:  AI enabled digital phenotyping platforms  major high performance computing infrastructure  MELD – next generation three dimensional printing for composites (only second in the world)  Lifecourse cohort population and genomics platform  big data science and analytics platform  marine science genomics and aquaculture facilitiesachievement.

TEACHING AND LEARNING. In this section the University should refer to:  its objectives and/or priorities for teaching and learning  its strategies to ensure quality in teaching and learning Through the LIVE the future strategic agenda, Deakin offers committed and capable students a brilliant education where they are and where they want to go to fulfil their personal and professional futures, and particularly for the jobs and skills of the future. The experience includes rich human interaction and streamlined processes at all our campuses, including the Cloud Campus, throughout the student journey from prospective student enquiries, to enrolled students engaged in learning, to successful graduates. Deakin's Student Learning and Experience Plan 2016−2020 aligns with the Learning and Experience offers in LIVE the future and sets out the strategies and priorities for achieving these objectives. Deakin ensures quality in teaching and learning by:  effective and regular review of units (subjects) and teaching following each instance of delivery which acts on students’ feedback, retention and success rates  ensuring professional development for all teaching staff, including sessional staff  aligning all courses with Deakin’s Graduate Learning Outcomes and Curriculum Framework  reviewing all courses annually and in-depth every five years  annual review of the course policy suite. UNIVERSITY ADMISSIONS TRANSPARENCY  how the University selects students for offers without an ATAR score, as part of its admissions process  what evaluation strategies are in place for ensuring that students admitted without an ATAR are likely to succeed in their studies. Deakin’s Academic Board determines the minimum eligibility criteria for the admission of students into courses, which may include completion of formal academic qualification/s, or other evidence of equivalent learning or capability that applicants may demonstrate by any of the following:  documented work or life experience  an aptitude test  an audition or interview  portfolio  references or a personal statement  Deakin Professional Practice credential. For those applying on the basis of post-secondary study, work or life experience, Deakin considers each individual’s ability to meet the educational demands of the course, likelihood of success and any relevant adjustment factors (approved by the Academic Board). Policies and processes managing admissions are reviewed annually and supported by cohort analysis of success. Admissions standards meet the requirements for relevant professional accreditation. UNIVERSITY RETENTION STRATEGIES  strategies to reduce the proportion of students that do not complete their course (including for students from regional and remote areas)  evaluation of these strategies, including follow-up with students who do not continue with their studies to better understand the reasons for this decision. As outlined in our new Strategic Plan, our main Teaching and Learning objective is to significantly improve the quality and flexibility of our qualifications through changes to our course architecture and through extending our online offering to meet market demand. To do this, we are: streamlining the course and subject portfolio with current and likely future student demand; simplifying our course architecture to reduce the burden of administration for our staff and increase flexibility and choice for our students; increasing the use of online and mixed modes of delivery and support (through our Online Only, StudyFlex and Regional Connect programs); ensuring our staff have the capabilities and resources they need to develop quality online courses and measure student experience and satisfaction to drive continuous improvement; expanding our range of short courses (award and non-award) to support those seeking to retrain and upskill, with bundling options that encourage lifelong engagement; co-designing our curriculum in partnership with industry and alumni and include industry-based experiences across all courses; and continuing our efforts to decolonise the curriculum and support embedding of indigenous knowledge and perspectives across our courses Clever Learning The Deakin actions which will help the University reach these goals are set out in detail in the Learning and Teaching Plan 2018-2022, and its related Student Success and Retention Strategy sets out priorities Plan and principles for ongoing action are being further advanced through strategic initiatives under Clever Learning -our strategic educational transformational program. Started in late 2019, the three-year program is our ambitious plan to improve deliver educational transformation across our course portfolio and student success and optimise retentionexperience activities. The Success program integrates and Retention Strategy consolidates relevant builds on projects and work delivered through Deakin’s already underway to meet our strategic objectives of Outstanding Student Experience, Student Employability, One University, Operational Excellence and Revenue Growth. Organised around two clusters of activity – Course Offer and a Student Digital Experience Platform, Clever Learning and Experience has been integrated into our new Strategic Plan and guides iterations has five main components: Course management reform: Delivering a strong digital foundation for agile governance, management and publication of course and subject information. Course portfolio and architecture: Delivering an efficient and robust course architecture that encourages strong interdisciplinary connectedness, simplified transition points, value add experiences for students and high academic standards Short courses: Renewing our approach to short course and executive education delivery, as well as setting out the Planstructural and policy context for these diverse offerings Online and StudyFlex: Both expanding our partnerships for online offerings and building our internal capacity through planned systems, development and support programs Student Digital experience platform: A fully integrated digital experience for students which will include a student engagement interface while also delivering streamlined and online-friendly services and supports for students navigating the University environment. The University’s Performance Indicator framework allows for management, academic governance and corporate governance oversight of performance improvement and the effectiveness of strategy implementation. UNIVERSITY ADMISSIONS TRANSPARENCY La Trobe University has diligently engaged with the admissions transparency initiative, to the extent that it was recognised in the TEQSA Good Practice Note Making Higher Education Admissions Transparent for Prospective Students (July 2019). Entry requirements for prospective students are listed in the University’s web pages for each public facing course profile, including those without an ATAR. This practice applies to all courses on offer at La Trobe. Examples of non- ATAR admissions pathways include: the Special Tertiary Admissions Test (STAT); Work Recognition Program, and via previous higher education participation. La Trobe is refreshed annuallyalso moving toward offering accredited and/or approved delivery within selected senior secondary education institutions. ImportantlyThis reform will include provision of both enabling curriculum and Higher Education in VCE Studies (HEVS) and will ensure predictive validity sits alongside equity for non ATAR admissions, by focussing on higher education preparedness. After admission, the University actively monitors the performance of students by basis of entry. All non ATAR students are contacted by Succeed@LaTrobe to ensure they have a supportive transition to university. All students also have access to all key services at each of our campuses: Student Learning Success; Engagement and Experience Plan considers both academic Employment advisors including transition support; Indigenous student support; health and service provision to cover the entire student journey for all students. The University identifies counselling; library, and monitors students at risk of failure and attrition to target relevant industry engagement support. The Student Learning and Experience Plan sets clear and aspirational benchmarks for student success and retention, which align to nationally recognised measures. The University is developing interim indicators and cohort-specific benchmarks committed to tightly focus interventions and is drawing on recent projects exploring trial interventions to improve course-level retention and educational research into avoidable failure. These research projects are being led by Deakin’s Centre for Research in Assessment and Digital Learning. The Student Learning and Experience Plan and the Success and Retention Strategy are reviewed annually with deep consultation across the University. Students withdrawing from their studies are invited to provide reason/s and these datadelivery of core services locally, where available, contribute to the Success and Retention Strategy. xxxxx://xxx.xxxxxx.xxx.xx/xxxxx-xxxxxx/xxxxxxxx-xxx-xxxxxxxx In this section the University should refer to or provide information on:  strategies going beyond student welfare to ensure excellence in research and the strengthening of research capability  strategies for the provision of high quality research training, including measures to encourage PhD industry placements. This information should identify the expected number of industry placements.  strategies to encourage research translation and commercialisation, including collaboration and engagement with industry and other end users, and the measures of success that the university monitors in this area  strategies to promote open access to research publications and data. Deakin Research is progressing a dedicated research strategy development project to build our excellence in research and to strengthen our research capability. This project encompasses:  a global rankings strategy, which includes education and communication across the University in relation to global rankings and their inputs (including ARWU) focussing on world class excellence and international collaboration  an academic performance strategy, focussing on individual and unit benchmarked research and research training performance in the context of educational workload and quality, in terms of excellence and effectiveness  a review of our current and emerging research strengths against national and regional priorities. The outcomes of the project will inform the establishment of clear, globally benchmarked performance expectations and strategic workforce allocations. It will also enable the development of our retention and recruitment plans for high performing researchers and our investment priorities for fields of research and people and infrastructure platforms to build excellence and capability. Deakin has committed to additional post-doctoral research fellowships for high quality candidates in priority areas. These will includes regional and industry partnerships in advanced manufacturing, cyber security, sustainable energy and water security, food security and traceability, health care and systems transformation. In 2019 Deakin has invested in two new research institutes, one on applied artificial intelligence (A2I2) and the other in innovation in mental health care and related chronic disease (iMPACT). Expanded strategic investment has also been provided for major transformative research and innovation infrastructure platforms including:  AI enabled digital phenotyping platforms  major high performance computing infrastructure  MELD – next generation three dimensional printing for composites (only second in the world)  Lifecourse cohort population and genomics platform  big data science and analytics platform  marine science genomics and aquaculture facilitiesachievement.