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.

Annual reports

Strategic plan


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

Strategic Plan

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.

Key supporting plans

In addition to the above strategic, core and supporting documents, the following University publications are available:


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.

Academic Plan

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)

Academic Plan

Griffith Research and Innovation Plan

Griffith University has a central vision to be one of the most influential universities in Australia and the Asia-Pacific region and to deliver this influence through outstanding scholarship and research, and the contributions that the outcomes of that scholarship make to our local, national and international communities.

We articulate a mission around believing in a remarkable tomorrow, in doing our best and supporting others to do theirs. We’ve never lost sight of our progressive beginnings and everything we do—from education to research and community engagement—is designed to not only meet, but improve the new world our students, graduates and communities will encounter.

We noted in the previous iteration of this Plan that the capacity to meet these commitments is heavily invested in the strength and quality of the research fabric of the University, and this remains the case. This Research and Innovation Plan identifies the goals, targets and strategies through which we will continue to deliver research of high standard and relevance, framed against a national agenda of better translation of research outcomes into innovative services, processes and products.

The University now appears in the top 400 in all major rankings of the world’s universities, has consistently met publication output targets, and has increased its citation visibility by 80% over the life of the previous Research Plan. The increase in quality of our research outputs was endorsed by the ERA 2015 exercise where 98% of our research outputs were submitted in fields of research rated at world standard or above at the broad level of classification of fields of research.

Key themes of our previous Research Plan 2013-2017 were consolidation of strengths while at the same time lifting the average quality of research across the whole research portfolio. Much of this is now in place and the next phase of the plan addresses balancing the non –exclusive demands of meeting the highest levels of international research excellence, and managing an innovation agenda that ensures the best possible public and commercial outcomes from the best research. In execution of the Plan, we also need to ensure that we are effective in telling our stories of research excellence and impact in both the formal setting of Engagement and Impact assessment but also as a central part of the University’s narrative.

The University’s previous two Research Plans carried the key message: “research and research training of the highest quality is an integral part of the character of all top universities, and Griffith is committed to supporting staff, students and stakeholders in achieving that outcome for the communities we serve”. This central commitment remains a priority for the University.

Ned Pankhurst

Senior Deputy Vice Chancellor

Griffith University Research and Innovation Plan

Annual Reports

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