strategic plan - griffith university
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Strategic Plan
2018–2019
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Vision, mission and values
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• Rigorousstandardsofscholarship.
• Positivelyinfluencingourcommunitiesthroughourteaching,researchandengagementactivities.
• Engagingstudentsaspartnersintheireducation.
• RecognisingourlocationintheAsia–Pacificanddeepeningourengagementwiththeregion.
• Bringingdisciplinestogethertoaddressthekeyissuesofourtime.
• Promotingtherespectofindividualrightsandethicalstandards.
• Participatorydecision-makingandproblemsolving.
• Contributingtoarobust,equitableandenvironmentallysustainablesociety.
• Recognisingandvaluingdiversity.
• RecognisingtheuniqueplaceofFirstPeoplesinAustralianhistoryandculture,andenablingandcelebratingtheircontinuedcontributionstothenation.
VisionOurvisionistobeoneofthemostinfluentialuniversitiesinAustraliaandtheAsia–Pacificregion.
MissionThemissionofGriffithUniversityistoengageinoutstandingscholarshipthatmakesamajorcontributiontosocietyandtoproducegroundbreakingresearch.Studentswillbeprovidedwithanexcellenteducationandthecapacitytodevelopandapplyknowledgetoexerciseinfluenceandmakemeaningfullife-longcontributionstotheircommunities.
Statement of values and commitmentsInpursuitofourvisionandmissiontheUniversityiscommittedto:
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Our history
ThefoundersofGriffithaimedtoestablishadifferenttypeofuniversity—interdisciplinary,international,student-centred,deeplyengagedwiththeAsianregionandopentothecommunity.Thesecharacteristicsshapedourhistory.
Weadmittedourfirststudentsin1975.Thecompetitiveandregulatoryforcesofthetimemeantouracademicprofilewasrestrictedtoimportant,butnicheareas—environmentalsciencesandsustainability,biotechnology,quantumphysics,humanitiesandthestudyofAsia.Inthisfirstphase,Griffithwasoperatinginanarrowsphereofinfluence,withoutthechancetoofferprofessionalprograms,suchaslawandengineering,soimportanttoattractinganacademicallybroadstudentcohort.
TheUniversityentereditsseconddecadewithonecampusandfewerthan5,000students.ButthechangesdrivenbytheDawkinsrevolutionin1988sawGriffithexpanddramatically.
MergerswiththeMtGravattcampusoftheBrisbaneCollegeofAdvancedEducation,theQueenslandCollegeofArt,theQueenslandConservatoriumofMusic,andtheGoldCoastCollegeofAdvancedEducation,addedtoGriffith’ssize,strengthanddiversity.
NoAustralianuniversitymoresuccessfullyorenthusiasticallyembarkedonsomanyamalgamationsandinvestedsoheavilyinitsphysicalandhumancapital.New,purpose-builtfacilitiesfortheQueenslandCollegeofArtandtheConservatoriumco-locatedtheseprestigious,stateculturalinstitutionsinthecreativeheartofBrisbaneatSouthBank.
CriminologyandpsychologywereaddedtotheMtGravattcampusandtheUniversityestablishedanewcampusatLogan.TheGoldCoastcampuswastransformedfromthreebuildings,acarpark,1,800studentsandasmallnumberofenthusiasticstaffintotheUniversity’slargestcampus—aresearchpowerhouseinitsownright.Nathangrewindepthandresearchreputation.
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TheUniversitybeganthefirstdecadeofthenewmillenniumwithasteadyfocusonitsgrowthandonimprovingitsresearchandteachingperformance.
Atforty,GriffithcelebratedtheUniversity’stransitionfrom:
• Asmall,single-campusuniversitytooneofAustralia’slargestmulti-campusuniversities.
• Alargelymono-culturalcommunitytoacommunityofstaffandscholarsfromover130countries.
• Fournicheprogramstoacomprehensiveprogramprofile.
• Afledglingresearchprofiletorankinginthetopthreepercentofuniversitiesintheworld.
ThroughoutthisgrowthandchangeGriffithretaineditscommitmenttothetransformationalpossibilitiesthatuniversitiesofferedtheircommunitiesthroughitseducation,researchandscholarlyagendas.AdeepcommitmenttoengagementandinnovationcontinuestocharacteriseGriffith.
Today,GriffithUniversityissynonymouswithhighimpactresearch,excellentteachers,highqualitycurricularandco-curricularstudentlearningexperiences,impressiveinternationalrankings,deepengagementwithlocalandinternationalcommunitiesandoutstandingalumniandcurrentstudents.ThesestrengthscreatethousandsofstoriesthatmakeGriffithUniversitywhatitistoday—Remarkable.
TheoverarchingstrategicagendaoftheUniversityhasbeensetbytheGriffith2020directionstatement.TheStrategicPlan2013-2017andtheAchieving2020projectapprovedbyUniversityCouncilin2015gaveeffecttoGriffith2020.ThisStrategicPlanprogressesthe2020aspirationsastheUniversitycommencespreparationforits50thanniversary.
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Griffith 2020: Overarching goals
TheessenceoftheGriffith2020agendaistofurtherdevelopourpositionandresponsibilityasauniversityofinfluence.
Itplacesstudentsandinnovativeteachingandlearningpracticesatthecoreofouractivities.Itreflectsourcontemporaryemergenceasapowerfulandrespectedinternationalresearchinstitutionwithcomprehensivestrengths.ItrecognisesGriffith’scommitmenttoengagementwiththeAsia–PacificregionthroughtheUniversity’sresearchandteaching.
TheGriffith2020strategyischaracterisedby:
• Placingstudentsatthecentreofoureducationalactivitiestoensurethatourprograms,processesandcampusesareresponsivetostudentneeds.
• Deliveringanexcellenteducationalexperiencethatallowsourstudentstodeveloptheirpotentialandbecomeinfluentialgraduates.
• Broadeninganddeepeningourresearchareasofinternationalexcellenceandachievingbenchmarkedperformanceandimpactintheseareas.
• Continuingtofocusandgrowourcampuses.
• DeepeningourengagementwiththeAsia–Pacificregion.
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TofurtherdevelopGriffithasauniversityofinfluence,therearefivehighlevelgoals:
• Toprovideanexcellent educational experiencetoattractandretainstudentswho,regardlessoftheirbackground,willsucceedatuniversityandbecomegraduatesandalumniofinfluence.
• Tocontinuouslyimprove our research performance and,throughourresearch,deliversocialdividends.
• Toattractandretainexcellent staffwho,throughtheirteaching,research,professionalsupportandengagement,willpositivelycontributetoGriffith’sdevelopmentasauniversityofinfluence.
• Tobeasustainableuniversity.
• Toenhanceourengagement with the Asia–Pacific regionandtoconsolidateourreputationasoneofAustralia’smostAsian-engageduniversities.
ImplementingthisagendarequirestheUniversitytobuilduponitsexistingstrengthsandcorevalues,tofosterinnovation,andtoadoptafuture-focusedagendathatisresponsiveandresilientinthefaceofdisruptionandrapidchange.
Wehaveinvestedsignificantresourcestorenewouracademicprofile,pedagogyandenhanceourstudentcentrednesswiththelaunchofanewtrimesteracademiccalendarin2017.Wehaveselectivelyinvestedinresearchareastofocusourresearchexcellenceandimpact.Andwehaveinvestedinourpeople,systemsandfacilitiestodeliveronourmission.
ThestrategicagendaforthenextstageoftheUniversity’sdevelopmentisunderpinnedbytwonewcoreactivityplans—theAcademicPlan2017–2020andtheResearchandInnovationPlan2017–2020.
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Our campuses
Griffith is a network of campuses, each with a distinct character and focus and a sizeable student load, with specialised areas of teaching and research strengths and distinctive communities.
Gold CoastOurcomprehensivecampus,withparticularstrengthsinhealth,environment,drugdiscovery,biomedicalsciences,engineeringandtourism.Co-locatedwiththeGoldCoastUniversityHospital,theGoldCoastHealthandKnowledgePrecinct,andthe2018CommonwealthGamesvillage,itisthemostexcitingeducationprecinctinAustralia.
NathanHometoworld-classexpertiseintheenvironment,humanities,law,businessandgovernment,languages,Asia,physicsanddrugdiscovery,withagrowingengineeringandhealthpresence.
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South BankExcellenceinthecreativeandperformingarts,andpostgraduateandexecutiveeducationinbusinessandlaw.
LoganAnationalshowcaseofsocialinclusioninhighereducationthroughinnovativepartnerships,industryengagementandprogrampathways,withastrongfocusoncommunityhealthandeducation.
Mt Gravatt Aleaderinpreventionandinterventionincriticalsocialissuesandthebaseforoursocialscienceteachingandresearch,includingeducation,psychology,criminologyandsuicideprevention.
Griffith will continue to differentiate its campus profiles and play to the strengths of each. Our campuses will be deeply engaged with their local community and will contribute to their educational, economic, social and cultural vitality.
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Students GOAL 1.To provide an excellent educational experience to attract and retain students who, regardless of their background, will succeed at university and become graduates of influence
Engaged and RelevantTheUniversityiscommittedtoenhancingstudentemployabilitythroughindustry-engagedprogramsthatarerelevanttostudents’futurecareerambitions.
Intherapidlychangingfutureworldofwork,attributesofresilience,flexibility,creativity,digitalliteracyandentrepreneurshiparelikelytobethekeycharacteristicsofgraduateswhowillbeabletoadaptandthriveinincreasinglyglobalisedworkplaces.Aswellasafirmfoundationintheknowledgeoftheirchosendiscipline,ouracademicprogramswillgivestudentstheopportunitytodeveloptheseattributes.
Morethanever,studentsareexpectingtheiruniversityexperiencetopreparethemwelltoentertheworkforce.Increasingly,asignificantproportionofstudentsaspiretobeentrepreneurs,andarelookingtoauniversityeducationtogivethemtheskillstobeself-employedinnovators.Otherswillrequireenterpriseskillstoaddressthechallengesandopportunitiessignificantlydisruptingprofessionalworkplaces.
Griffithisrespondingtothisimperativethroughaseriesofinitiativeswhichwillplaceusattheforefrontoftheinnovationagenda.Themajorityofundergraduatestudentswillbeabletoundertakeeitheranelectiveoramajorthatwillgivethemtheskillstobeinnovativeentrepreneurs.PlatformssuchasLeanLaunchpadwillbeadoptedtostructureacapstone-typeexperiencethatfocusesondevelopingstudents’entrepreneurialskillsincross-disciplinaryteams.
Co-curricularopportunitiessuchastheThreeDayStart-Upwillbeofferedtostudentswhowishtoextendtheirexperience.
QualityOurstudentsexpect,needanddeservetoreceivehighqualitycurricularandco-curricularlearningexperiencesandsupportservices.Inprovidingtheseopportunities,wewillensurethatourstudentsprosperatuniversityandgraduatewiththeskillsandknowledgetosucceedintheirfuturecareers,andbecomeinfluentialadvocatesforGriffith.
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GriffithhasundertakenacomprehensivereviewofallofitsundergraduateprogramsandhasidentifiedopportunitiestoextendthesuiteofprofessionalprogramsatNathan,increasedoubledegreeofferingsandredesignprogramstoincludeacommonfoundationyear.
Throughongoingmarketandbrandresearch,wewillcontinuetoreviewourprogramsuite,andwillintroduceoutstandingnewprogramsanddoubledegreesthatreflecttherapidlychangingexternalenvironment,andstudentandindustrydemand.
Griffithwillpositionitselfasaleaderininnovativepedagogiesthatenrichandpersonalisethestudentexperience.Emergingtechnologiessuchascognitivecomputing,andvirtualandaugmentedreality,arelikelytobecomemorereadilyavailableoverthenextfewyears,andthroughinnovativeapproachestolearning,teachingandstudentsupportwewillensureahighqualityexperienceforourstudents.
ThecapacityoftheUniversitytoleadthischangedependsverymuchonthecapabilitiesofourremarkableteachers.Wecannotunderestimatehowimportanttheircontributionistothistransformation.Morethanever,wemustsupportourstafftocontinuouslyupskillandtakeadvantageofnewpedagogiesandtechnologiestoensuretheirclassesareofthehighestquality.
Student-centredWewillofferstudent-centredacademicprogramsthatareresponsivetostudentneedsandexpectations,withflexiblestudyoptions,andsupportandadviceavailabletoallstudents,anywhereandatanytime,assistingthemtostayatuniversityandsuccessfullycompletetheirstudies.
Theintroductionoftrimestersin2017hasallowedGriffithtorespondtostudentdemandforgreaterflexibilityinhowandwhentheyundertaketheirstudies.Theopportunitytoreducestudyloadeachtrimester,butstillgraduatewithinareasonabletimeperiod,isattractivetomanystudents.Wewillextendthenumberofdegreeprogramsthatoffercoursesinthethirdtrimester,andhavemultipleentrypoints,aswellasthosethathaveacommonfoundationyear.
Wewillincreasethenumberofpostgraduateprogramsthatarestructuredasaseriesofself-containedmodules(micro-credentials)thatcanbeaccumulatedintoafulldegree.ManyofthesewillbeofferedflexiblyintheCloud,andwithindustrypartners.
Griffithisexperiencingaveryrapiduptakeofprogramsthatareofferedonline—ourvirtualcampusiscurrentlyourthirdlargestcampus.TheUniversityoffersonlineprogramswiththreedifferentpartners,targetedatthreedistinctgroupsofstudents,aswellasthroughourownplatform—GriffithOnline.Wewillcontinuetoexpandthenumberandrangeofonlineofferingsandwillcontinuouslyimprovethequalityofonlinecourses.WewillalsouseGriffithOnlineandourpartnershipstoextendourreachtostudentsstudyingoutsideofSouthEastQueensland.
Wewillcontinueourinitiativestoenhancestudentadvisoryandsupportservices,withtheaimtoprovideagreaterrangeofhighqualityonlineresourcesforstudents,available24/7.
Throughadvancesindataanalytics,artificialintelligenceandcognitivecomputing,students’queriesandneedswillbeindividuallyassessedandrespondedtowherevertheyare,andwhenevertheyneedassistance.
Tothriveasauniversity,itisessentialthatGriffithcontinuestoattracttalentedstudentsfromabroadrangeofbackgrounds.TheUniversitytakesseriouslyitsobligationtopromotesocialinclusioninhighereducationandtoincreaseparticipationofstudentsfromdiverseandoftendisadvantagedbackgroundsintertiarystudies.Wehaveahighproportionofstudentswhoarethefirstintheirfamilytoenteruniversity,significantnumbersofstudentsfromlowsocio-economicbackgrounds,andapproximatelyhalfofourstudentsarenon-schoolleavers.
Griffithhasasustainednationaltrackrecordintherecruitment,retentionandsuccessofFirstPeoplesstudents,andachievesamongstthehighestnumberofundergraduateenrolmentsandgraduationsofanyAustralianuniversity.Griffithalsohasanexemplaryreputationforitssupportprogramsforstudentswithadisability.
Griffithwillcontinuetosupportalternativeentrypathwaystoattracttalented,butdisadvantagedindividuals.Importantly,wewillensurethatouracademicprogramsandsupportservicesaredirectedtowardstheirsuccess.
Wewillcontinuetoattractasubstantialnumberofinternationalstudentsfromadiverserangeofcountrieswhobringnewperspectivesandculturestoourcampuses,enrichingthelearningexperienceforallstudents.
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GOALS TARGETS1. Engaged and relevant
Topreparecareer-readygraduateswiththecapacitytoplayaninfluentialroleintheworld
Toexceedthenationalaverageforfull-timegraduateemploymentby2020(asreportedintheGraduateOutcomesSurveyviaQILT).
Toexceedthenationalaverageforemployersatisfactionofgraduates.
2. Quality
OurstudentswillhaveahighqualityUniversityexperience
Toberankedinthetopquartileofuniversitiesforteachingquality(SESasreportedviaQILT).
Toberankedinthetopquartileofuniversitiesforstudentsatisfactionwiththeoverallqualityoftheireducationalexperience(SESasreportedviaQILT).
ToincreasetheproportionofcourseswithStudentExperienceofCourse(SEC)meansatisfactionscoresabove3.5tomorethan95%inallAcademicGroupsby2020.
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External benchmarks and reference points• GraduateOutcomesSurvey(GOS)• StudentExperienceSurvey(SES)• FirstYearExperienceSurvey• InternationalStudentBarometer(ISB)
TheAcademicPlan2017–2020,theEquityandDiversityPlan,theInternationalisationStrategy,theEngagementPlan2015–2018,andtheDevelopmentandAlumniPlanoutlinethedetailregardingimplementationstrategies.
GOALS TARGETS3. Student-Centred
Griffithwillsupportacomprehensivesuiteofprogramsacrossanetworkofdifferentiatedcampuses,includingintheCloud
Griffithwillofferawiderangeofprogramsthatallowstudentstostudyacrossthreetrimesters
Griffithwillenhancethestudentexperiencebyprovidinganincreasingrangeofpersonalisedadviceandsupport
Toattractstudentsfromaroundtheworld
Tomeetstudentloadtargetssetintheplanningprocess.
By2020,70%ofcommencingundergraduatestudentswillenterprogramsthatoffercoursesinallthreetrimesters.
By2020,Griffithwillexceedthenationalaverageforstudentretention.
Tomaintaininternationalstudentloadbetween20%and25%fromabroadrangeofcountries.
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Research and innovation
GOAL 2.To continuously improve our research performance and, through our research, deliver social dividends
GriffithUniversityaspirestobealeadingresearch-intensiveuniversityinAustraliaandtheAsia-Pacificregion,withfocusedareasofresearchexcellence.
InthepreviousiterationoftheStrategicPlan,theUniversitypursuedthefollowingkeyresearchobjectives:
• Consolidateworld-classresearchstrengththroughourselectedASIs.
• Demonstrateresearchofinternationalstandinginallourdisciplineareas.
• Maintainacultureofresearchqualityandperformancethatiswellsupportedbyinfrastructure(physicalandelectronic)andresources(financialandhuman).
• Maintainourcorecommitmentsasauniversitytoinnovation,bringingdisciplinestogether,andundertakingsociallyrelevantresearchwhichprovidesdemonstrablecommunitybenefit.
In2015,theUniversitylauncheda‘nextstage’strategythroughthe2020Researchprogramfundingwithallocationof$20millionfor‘stepchange’projects.Thatinvestmenthastargetedkeyseniorappointmentsdirectedatsecuringresearchleadershipsuccession,internationalisationofkeyresearchthemes,thedevelopmentofplatformsformanagingbigdata,andpositioningtheUniversityformoreexplicitsupportofinnovativeresearch-industrypartnerships.
Throughtheseobjectivesandinitiatives,weareinvestinginacultureofresearchqualityandperformanceacrosstheinstitution.
InadditiontotheseUniversity-levelplanningpriorities,therehavebeenseveralsignificantrealignmentsinnationalprioritysettingforuniversities,andtheresearchsectoringeneral.ThesearecapturedthroughtheCommonwealthGovernment’sNationalInnovationandScienceAgenda(NISA)andtheAustralianCouncilofLearnedAcademies(ACOLA)reviewofAustralia’sresearchtrainingsystem.
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TheNISApresentsarangeofactionsdesignedtostimulateinnovation,createacultureofentrepreneurship,co-investmentandcollaboration,andsupporteconomicgrowththroughmoreeffectiveadoptionofinnovation.TheACOLAreviewalignsstronglywiththeNISAhighlightingtheroleandimportanceofHigherDegreeResearch(HDR)inimprovingindustry-universitycollaboration.
Ourresearchstrategywillfocusonthesemeasuresinareaswherewecancapitaliseonourexpertiseandrelationshipstogeneratethebestoutcomesandreturns.Wewillensurethatthetranslationofresearchinputsintooutcomesismaximised,andthatweareeffectiveintellingourstoriesofresearchexcellenceandimpactinboththeformalsettingofEngagementandImpactassessmentbutalsoasacentralpartoftheUniversity’snarrative.
Thenextphaseofourresearchstrategywillmaintainappropriateinstitutionallevelsofresearchoutputbutwithanemphasisoncontinualimprovementofresearchpublicationquality.Thisincludesmaintainingrecognitionofcreativeworksasanimportantpartofourportfolioofresearchoutputs.Wewillalsoexpandanddiversifyourresearchincomeportfolio,increasingincomefromnewfundingsourcesacrossbothindustryandend-users,andphilanthropy-supportedresearch.Partofthisrequiresdevelopingagreatersenseofmembershipofaninnovationcommunitybringingtogetherstaff,studentsandexternalstakeholdersandpartners.
Wewillfocusonthepromotionofacultureofresearchexcellencebybroadeningandstrengtheningemergingresearchleadership,aswellasmanagingtheperformanceofindividualstaff,supportedbyresearchperformanceguidelinesandassociatedstaffreviewandrewardprocesses.
Griffithmaintainstheviewthatthepresenceofalargeandvibrantgraduateresearchstudentcommunityisanessentialpartofitsresearchfabric,andwewillcontinuetomaintaintheloadofhighqualityHDRstudentsneededtosupportcompletiontargetsandstudentcareeroutcomes.
Throughthegoals,targetsandstrategiesidentifiedintheResearchandInnovationPlan2017–2020,wewillcontinuetodeliverresearchofhighstandardandrelevance,framedagainstanationalagendaofbettertranslationofresearchoutcomesintoinnovativeservices,processesandproducts.
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GOALS TARGETS1. Research income
Toexpandanddiversifytheresearchincomeportfolio
Toincreaseexternalresearchincomeby7.5%perannum.
2. Research benefit
Tobuildacultureofresearchinnovationthatsupportsthetranslationofresearchoutcomesintopolicy,servicesandproducts
Todirectlyengageatleast30%ofacademicandrelevantprofessionalstaffininnovationandcommercialisationactivities.
Tomaintainincomefromcontractandcommercialresearch,technologytransferandenterpriseatgreaterthan25%oftheresearchincometotal.
3. Research training
TomaintaintheloadofhighqualityHDRstudentsneededtosupportcompletiontargetsandstudentcareeroutcomes
HDRcompletionstobemaintainedabove400peryearby2020.
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External benchmarks and reference points• ExcellenceinResearchforAustralia(ERA)outcomes• Internationalrankings• AreasofStrategicInvestment(ASIs)willbebenchmarkedannuallyagainstleading
internationalinstitutions
TheResearchandInnovationPlan2017–2020,theOurPeoplePlan2017–2020andtheIndustryEngagementStrategy,outlinethedetailregardingimplementationstrategies.
GOALS TARGETS4. Research outputs
Toatleastmaintainthetotalvolume,andtocontinuouslyimprovequalityofresearchoutputs
Quantity—Asaminimum,maintainthecurrentlevelofUniversityresearchoutput.
Quality—ToachieverelativecitationimpacthigherthantheAustralianaverage.
5. Staffing and Equity
Toincreasetheproportionoffemalesinresearch-relatedroles,andresearchleadershippositions
TosupportincreasingnumbersofIndigenousHDRgraduatesintoresearch-relatedcareertracks
50%ofresearchintensivestafftobefemale.
ToreflectEquityPlantargetsforFirstPeoplesemploymentinresearch-relatedroles.
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Staff GOAL 3.To attract and retain excellent staff who, through their teaching, research and professional support, will positively contribute to Griffith’s development as a university of influence
AkeystrengthoftheUniversityisitsstaff.
TheOurPeoplePlan,adoptedbyCouncilatitsApril2017meeting,aimstobringtolifethestrategiesthatneedtobeimplementedtoattract,retain,developandvaluebothacademicandprofessionalstaff.
Wearecommittedtosupportingstaffcareergrowth—buildingonthecapability,leadership,skillsandmotivationofourstaffinorderforthemtobeabletodeliverontheUniversity’sstrategicintent,whilecreatingarewardingandengagingplaceforourpeopletowork.
ThemarkersofGriffithasahighperforminginstitutionwillbe:
• Anengagedandcommittedworkforce,valuedbytheUniversity,theirpeers,studentsandthecommunity.
• Highqualityteachingpreparingourstudentstobecomeremarkablegraduatesandalumni.
• Efficientandeffectivedeliveryofsupportservicesforourteachingandresearch.
TheoverallobjectiveofahighperformingUniversitywillbeunder-pinnedbythefollowingthreestrategies:
• Recruitingandretainingtherightpeople.
• Developingandengagingourpeople.
• Valuingdiversityandinclusion.
ThroughtheOurPeoplePlan,theUniversitywillconveyclearexpectationsinrelationtostaffperformancethrough:useofrelevantexternalbenchmarkingdatatomonitortheUniversity’sperformanceacrosskeyactivities;regularreviewsofourpoliciesrelatingtostaffperformance;cleararticulationofperformancestandardsinallareasofouractivities;aconsistentapproachtoperformancemanagementanddevelopment;refiningourrewardandincentivestructurestoencourageandrewardhighperformance;andsupportingoursupervisorsandmanagerstoleadforhighperformancethroughasuiteofhighqualityleadershipdevelopmentprograms.
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GOALS TARGETS1. ToIncreasetheproportionoffemalesin
senioracademicpositionsAtleast45%oflevelDandEacademicstafftobefemale.
2. ToimprovetheproportionoffemaleSeniorAdministrators(HEWLevel10andabove)
Atleast50%ofallUniversity’sSeniorAdministrators(HEWLevel10andabove)tobefemale.
3. ToincreasethenumberofAboriginalandTorresStraitIslanderstaffinacademicandgeneralstaffpositions
Toincreaseby5%perannumthenumberofAboriginalandTorresStraitIslanderstaffinacademicandgeneralstaffpositions.
TheOurPeoplePlan2017–2020,theEquityandDiversityPlan,andAcademicWork@Griffithoutlinethedetailregardingimplementationstrategies.
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Sustainability GOAL 4.To be a sustainable university
Toachieveouraspirationsasauniversityofinfluenceweneedtobeasustainableuniversity—economically,socially,andenvironmentally.
Tobegenuinelysustainableandsecureoverthelongterm,wemustflourishinanintenselycompetitive,globalisedhighereducationmarket.Wewillachieveadequateresourcesbygrowingtheincomederivedfromouroperations,fromphilanthropyandthevalueofourintellectualproperty.Wewilllookforpartnerstosharecostsandopportunitiesforgrowth.Wewillalignourresourceswithourprioritiesanduseresourcesasefficientlyaspossible
TheUniversity’sSustainabilityPolicyunderpinsourcommitmenttoembeddingsustainabilityacrossallelementsoftheUniversity.ThePolicyinturninformstheSustainabilityPlan2017–2020whichsetsoutastrategicframeworkfordeliveryoftheUniversity’ssustainabilityagendaandspecificobjectiveswithrespecttogovernance,humanresources,teachingandlearning,research,communityengagementandcampusoperations.
TheUniversity’sdynamicenvironment,servingrapidlygrowingcommunitiesfromtheBrisbaneCBDtoNorthernNewSouthWales,imposesparticularpressuresandresponsibilities.Ourfivecampuses,individuallyandtogether,exemplifyhowtheUniversityunitestheprinciplesofsustainabilitywiththepracticaldemandsofprovidingfirst-classphysicalfacilitiesforourstaff,studentsandlocalcommunities.
Principlesofsustainabilityarereflectedinourprovisionofworld-classeducationalfacilitiesacrossallofGriffith’scampuses.Theseprinciplesalsoinformourcorporate,operationalandworkforcepoliciesandpracticesandmanagementofourfinancialsecurity.Economicefficiencyandenvironmentalsustainabilityareequallyreflectedinbuildingdesign,aswellasinenergy,wateruseandwastemanagement,focusedonconstrainingpercapitacostsandresourceusewhilemaintaininghigh-qualityservices.
WewerethefirstAustralianuniversitytoofferanEnvironmentalSciencedegreein1975andnowoffersome40teachingprogramsandcoursescentredonsustainability,withintegratedgraduateandpostgraduateprograms,andacomprehensivesustainabilityresearchprofile.AcoreprincipleoftheGriffith2020agendatoselectivelyinvestinresearchofinternationalexcellenceembracesareassuchasclimatechange,sustainabletourism,coastalmanagementandwaterscience.
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GOALS TARGETS1. Tooperateasasustainableorganisation ToensuretheongoingfinancialsecurityoftheUniversity.
Togrowthequantumandproportionofincomefromphilanthropy.
TheBudget,theDevelopmentandAlumniPlanandtheSustainabilityPlanoutlinethedetailregardingimplementationstrategies.
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Engagement with the Asia–Pacific region
GOAL 5.To enhance our engagement with the Asia–Pacific region
GriffithUniversitywasestablishedover40yearsagowithastrongfocusontheAsianregionasoneofitsfoundingprinciples.WewerethefirstuniversitytodevelopandofferadegreeinModernAsianStudiesandmanyofourdisciplineareasareheavilyengagedinAsia-relevantresearch.Inourshorthistorywehaveforgedsuccessfulpartnershipswithsomeoftheregion’spremierinstitutions.
Wehaveestablishedsignificantresearchcollaborationwithkeyinstitutions,particularlyinChina,withpartnershipsinenvironmental/watersciences,nanotechnology,materialscience,medicalsciences,languagesandappliedlinguistics,disastermanagement,andthecreativeandperformingarts.
Giventhishistoricalcommitment,Griffithisideallyplacedgeographicallyandintellectuallytocapitaliseonthedramaticshiftofcultural,political,economicandstrategicinfluencetotheAsianregioninrecentyears.
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GOALS TARGETS1. ToprovideGriffithdomesticstudentswith
Asia-capableskillsandknowledgeToincreaseby5%perannumthenumberofGriffithstudentsundertakingastudyexperienceinAsia,includingexchanges.
2. Toincreaseresearchengagement,attractresearchfundinganddemonstratetheimpactofcollaborationwithresearchersinAsia
Tomaintainpublicationsco-authoredwithanAsianinstitutionalpartneratgreaterthan15%oftheannualpublicationtotal.
3. Tocoordinate,enhanceandpromotethedepthofGriffith’sAsia-engagementnationallyandinternationally
ToincreasevisibilityofGriffithasanAsian-focusedinstitutionasmeasuredbywebsite,socialmediaandmediacoverageanalytics.
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Implementation of the Plan
TheStrategicPlanisunderpinnedbytwoCoreActivityPlans(ResearchandInnovationPlanandAcademicPlan)andbyanumberofKeySupportingPlans,assetoutinthediagramonthefollowingpage.
ThisPlanwillbeimplementedthroughfourmainactivities:
1. University-wideimplementationplansinresearch(ResearchandInnovationPlan)andlearningandteaching(AcademicPlan),andothersupportingplans.
2. TheGriffithPlanningCycle,whichlinksplanstogroupanddivisionalplansandtotheUniversitybudget,supportedbyastrongevidencebasetoplanninganddecisionmaking.
3. Tailoredindicatorsanddifferentiatedtargetsforschools/departmentsandresearchcentres.
4. Aprogrammaticcycleofreviewsandimprovementplansatacademicanddivisionallevels,programsandcoursestopromoteongoingenhancementinperformance.
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Group and Divisional Strategic and Operational Plans
School/Element Action Plans
Research and Innovation Plan
Capital Management Plan
Development and Alumni Plan
Engagement Plan
Equity and Diversity Plan
Griffith Digital Strategy 2020
Internationalisation Strategy
Our People Plan
Reconciliation Action Plan
Sustainability Plan
University Budget
Academic Plan
Core Activity Plans Key Supporting Plans
University Strategic Plan 2018–2019
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Reporting on our progress
ThisPlanidentifiesthekeyperformanceindicators(KPIs)andthemainimplementationstrategiesforeachareaoftheUniversity.
InordertomonitorourprogressinimplementingthisPlan,ourperformancewillbemeasuredandreporteduponinfourways:
1. University-levelkeyperformanceindicatorsandtargetsoutlinedinthisPlan.ProgresswillbereportedannuallytoCouncil.
2. Tailored‘staircase’indicatorsforschools,departmentsandresearchcentres—thesewillbeusedtoanalyseandreportperformance,tosharpenfocusonareasingreatestneedofimprovement,andtosetfuturetargetsinthelightofknownstrengthsandcapacitytocontributetothecoreobjectivesoftheUniversity.
3. Selectedexternalbenchmarksofperformancedrawnfromnationalandinternationaldatasets.
4. BenchmarkingperformanceofAreasofStrategicInvestment.
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At Griffith, we celebrate, believe in and strive for the remarkable.
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