strategic plan - griffith university

Strategic Plan

2018–2019

Vision, mission and values

2 | Griffith University

• 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:

StrategicPlan2018–2019|3

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.


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.


Griffith 2020: Overarching goals

TheessenceoftheGriffith2020agendaistofurtherdevelopourpositionandresponsibilityasauniversityofinfluence.

Itplacesstudentsandinnovativeteachingandlearningpracticesatthecoreofouractivities.Itreflectsourcontemporaryemergenceasapowerfulandrespectedinternationalresearchinstitutionwithcomprehensivestrengths.ItrecognisesGriffith’scommitmenttoengagementwiththeAsia–PacificregionthroughtheUniversity’sresearchandteaching.

TheGriffith2020strategyischaracterisedby:

• Placingstudentsatthecentreofoureducationalactivitiestoensurethatourprograms,processesandcampusesareresponsivetostudentneeds.

• Deliveringanexcellenteducationalexperiencethatallowsourstudentstodeveloptheirpotentialandbecomeinfluentialgraduates.

• Broadeninganddeepeningourresearchareasofinternationalexcellenceandachievingbenchmarkedperformanceandimpactintheseareas.

• Continuingtofocusandgrowourcampuses.

• DeepeningourengagementwiththeAsia–Pacificregion.


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.


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.


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.


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.


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.


GOALS TARGETS1. Engaged and relevant

Topreparecareer-readygraduateswiththecapacitytoplayaninfluentialroleintheworld

Toexceedthenationalaverageforfull-timegraduateemploymentby2020(asreportedintheGraduateOutcomesSurveyviaQILT).

Toexceedthenationalaverageforemployersatisfactionofgraduates.

2. Quality

OurstudentswillhaveahighqualityUniversityexperience

Toberankedinthetopquartileofuniversitiesforteachingquality(SESasreportedviaQILT).

Toberankedinthetopquartileofuniversitiesforstudentsatisfactionwiththeoverallqualityoftheireducationalexperience(SESasreportedviaQILT).

ToincreasetheproportionofcourseswithStudentExperienceofCourse(SEC)meansatisfactionscoresabove3.5tomorethan95%inallAcademicGroupsby2020.


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.


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.


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.


GOALS TARGETS1. Research income

Toexpandanddiversifytheresearchincomeportfolio

Toincreaseexternalresearchincomeby7.5%perannum.

2. Research benefit

Tobuildacultureofresearchinnovationthatsupportsthetranslationofresearchoutcomesintopolicy,servicesandproducts

Todirectlyengageatleast30%ofacademicandrelevantprofessionalstaffininnovationandcommercialisationactivities.

Tomaintainincomefromcontractandcommercialresearch,technologytransferandenterpriseatgreaterthan25%oftheresearchincometotal.

3. Research training

TomaintaintheloadofhighqualityHDRstudentsneededtosupportcompletiontargetsandstudentcareeroutcomes

HDRcompletionstobemaintainedabove400peryearby2020.


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.


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.


GOALS TARGETS1. ToIncreasetheproportionoffemalesin

senioracademicpositionsAtleast45%oflevelDandEacademicstafftobefemale.

2. ToimprovetheproportionoffemaleSeniorAdministrators(HEWLevel10andabove)

Atleast50%ofallUniversity’sSeniorAdministrators(HEWLevel10andabove)tobefemale.

3. ToincreasethenumberofAboriginalandTorresStraitIslanderstaffinacademicandgeneralstaffpositions

Toincreaseby5%perannumthenumberofAboriginalandTorresStraitIslanderstaffinacademicandgeneralstaffpositions.

TheOurPeoplePlan2017–2020,theEquityandDiversityPlan,andAcademicWork@Griffithoutlinethedetailregardingimplementationstrategies.


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.


GOALS TARGETS1. Tooperateasasustainableorganisation ToensuretheongoingfinancialsecurityoftheUniversity.

Togrowthequantumandproportionofincomefromphilanthropy.

TheBudget,theDevelopmentandAlumniPlanandtheSustainabilityPlanoutlinethedetailregardingimplementationstrategies.


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.


GOALS TARGETS1. ToprovideGriffithdomesticstudentswith

Asia-capableskillsandknowledgeToincreaseby5%perannumthenumberofGriffithstudentsundertakingastudyexperienceinAsia,includingexchanges.

2. Toincreaseresearchengagement,attractresearchfundinganddemonstratetheimpactofcollaborationwithresearchersinAsia

Tomaintainpublicationsco-authoredwithanAsianinstitutionalpartneratgreaterthan15%oftheannualpublicationtotal.

3. Tocoordinate,enhanceandpromotethedepthofGriffith’sAsia-engagementnationallyandinternationally

ToincreasevisibilityofGriffithasanAsian-focusedinstitutionasmeasuredbywebsite,socialmediaandmediacoverageanalytics.


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.


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


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.


At Griffith, we celebrate, believe in and strive for the remarkable.

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