Our 2032 Strategy has been informed through engagement with our broad community; from first-year undergraduate to research students; from early-career researchers to leading professors; and from fresh graduates to esteemed alumni.
Engagement was designed to be participatory, inclusive, and accessible, with digital engagement opportunities offered alongside in-person conversations. A variety of engagement modes was offered to suit capacity and preference.
Engagement with our communities will continue as we develop the first and subsequent three-year implementation plans to achieve our goals for 2032.
Staff and students shared ideas and expertise
Alumni shared their experiences, expectations of & connection with the Uni
Conversations in this phase were focused on unearthing aspirations for the University in 2032 – where do we want to be and what do we want to be known for in 2032? The process involved realistic discussions about our current state and the barriers we need to overcome to achieve our aspirations. This phase was characterised by large group workshops, such as the Campus Conversations series.
The strategic planning process was guided by six themes that covered excellence in research, excellence in education, our student and staff experiences, the role of place and space, and our relationships with partners and the broader communities. A working group was established to investigate each of these themes, led by University Executive members in collaboration with a delegation of 65 subject matter experts.
Throughout this second phase of engagement, the in-depth knowledge and expertise of our colleagues, those with lived experience, and leaders in the field combined for focused conversations specific to theme investigations. Digital and face-to-face opportunities continued and included a student survey where we heard ideas and reflections from 2000 students.
Insights gained from Phase 2 were synthesised and explored through testing and feedback in Phase 3. The outcomes from the theme working group investigations, detailed feedback from the strategy design workshops, and verbatim and distilled engagement outcomes were thoroughly reviewed and considered. Staff continued to contribute ideas via the digital engagement platform. In-person and online sessions were held with staff networks, leaders, and subject matter experts. Students contributed ideas online and during Welcome Fest. This testing period provided opportunity for the continued evolution of the strategy and demonstrated alignment across the University community.