There are a number of University strategic planning documents and reports which state the University’s strategic directions across its core activities.
The University’s strategic planning framework provides for three tiers of interlocking plans that support the cascading of the Strategic Plan goals and strategies throughout the University.
The Griffith University annual reports are in a PDF and CSV file formats for viewing and printing purposes.
Our vision is to be one of the most influential universities in Australia and the Asia-Pacific region.
The mission of Griffith University is to engage in outstanding scholarship that makes a major contribution to society and to produce groundbreaking research. Students will be provided with an excellent education and the capacity to use knowledge gained to exercise influence and make meaningful life-long contributions to their communities
Statement of Values and Commitments
In pursuit of our vision and mission the University is committed to:
- Rigorous standards of scholarship
- Positively influencing our communities through our teaching, research and scholarly activities
- Recognising our location in the Asia-Pacific and deepening our engagement with the region
- Bringing disciplines together to address the key issues of our time
- Promoting the respect of individual rights and ethical standards
- Participatory decision-making and problem solving
- Contributing to a robust, equitable and environmentally sustainable society
- Recognising and valuing diversity
- Recognising the unique place of First Peoples in Australian history and culture, and enabling their continued contribution to the nation
Core activity plans
The University's Strategic Plan is underpinned by two Core Activity Plans (Research and Innovation Plan and Academic Plan) and by a number of Key Supporting Plans.
Academic Group and Support Service Division Strategic and Operational Plans
Strategic and Operational plans are implemented in academic groups and support service divisions, and progress towards targets is reviewed, through the University’s annual planning and review cycle.
A Remarkable Student Experience
In the last five years, Griffith University has rapidly moved up the international university rankings and is now well-established in the top 3% of universities worldwide. It has received more Australian Awards for University Teaching than any other university, including three Australian University Teachers of the Year in the last decade. Griffith was second ranked public university in the 2016 Quality Indicators for Learning and Teaching (QILT) survey for student satisfaction. The University has experienced a period of rapid growth, and is now well-established as a provider of high quality online learning. Our students continue to come from a diverse range of backgrounds, and our 200,000 alumni are making a significant difference to their local and global communities. These are indeed remarkable achievements for a young university.
Griffith University is currently facing many challenges, as well as significant opportunities. Federal Government funding remains uncertain, and we are seeing increasing competition for students from not only other local and international universities, but from non-university providers. The Tertiary Education Quality and Standards Agency (TEQSA) introduced the Higher Education Standards Framework on 1 January, 2017, with new compliance requirements for the tertiary sector. 2020 will see a partial-cohort of students entering university – a consequence of the introduction of the preparatory year of schooling in Queensland. The reduction in student load over the following 3-4 years could be significant. Disruption as a result of technology will impact virtually every workplace to the extent that a very significant proportion of jobs will disappear or undergo substantial transformation in coming decades.
Griffith has always been an innovative, forward-thinking university. It is now very well placed to respond to these challenges and take advantage of the inevitable disruption to higher education. Over the life of the Academic Plan 2017 - 2020, we can expect to see dramatic changes in the way we deliver learning, teaching and student support as a result of rapid uptake of technologies such as artificial intelligence, cognitive computing, adaptive learning and data analytics. These technologies will allow us to provide a more personalised learning experience, at scale, to all of our students regardless of their location.
With the speed of change that will impact every workplace, it has never been more important to ensure students acquire the skills, knowledge and experiences necessary to succeed in their chosen career path. And increasingly, that career path will include self-employment, as graduates respond to opportunities to innovate and set up their own businesses.
The agenda that is set out in the Academic Plan 2017 – 2020 will underpin our goal to deliver a remarkable student experience that prepares students from diverse backgrounds for life after university, at scale, equitably and sustainably, across five campuses and in the cloud. Achieving this goal will depend upon the commitment and talents of staff from every part of the University, effective collaboration between academic and professional staff, and genuine engagement with students to fully understand their aspirations and goals.
We will experience many disruptions over the life of this Academic Plan. But one key principle will not change; we will continue to put students at the centre of everything we do, to ensure they have a remarkable experience and go on to succeed in their chosen career path.
I look forward to working with you over the next four years to implement the Academic Plan 2017 - 2020.
Professor Debra Henly
Deputy Vice Chancellor (Academic)
Contact Academic Services
General Enquiries Phone Number
(07) 3735 7816
+61 7 3735 7816