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Strategic Plan


The 2019-2021 Strategic Plan is to build on the Association’s solid and well-established foundations and to continue with considered further growth across all aspects of the Association. It signals the Association’s commitment to education, social good and global influence through its influential and global networks.

A.  Innovative Influential Membership
Key Result Areas
  • Graduate House is the place and Graduate Union the network in which graduates want and need to be.
  • Members and their network groups connect readily to satellite groups of influence and innovation around the world.
  • The Association is renowned globally for delivery of activities that advance education for the benefit of the community.
  • Generations from the same families are Members.
Strategies for each KRA
  • Graduate House is the place and Graduate Union the network in which graduates want and need to be.
  • Capitalise on the multinational resident and non-resident membership to develop collectively collegiate programs for local and international good.
  • Make visible networks of influence for graduates to access for their benefit and for the benefit of others.
  • Develop and provide academic, career and social experiences [rule 2.2(d)i].
  • Implement programs that support lifelong sharing of knowledge and skills [rule 2.2(d)ii] with graduates as both mentees, trainees and mentors/trainers.
  • Design and deliver educational outcomes that are for the wider public benefit [rule 2.2(d)iii] acting as facilitators and enablers for self and community development through multi-disciplined teams.
  • Identify and gain the narratives from families which have (had) more than one generation of membership.
  • Foster generational membership, providing offers to encourage younger generations of one family.
B. Culture of Giving
Key Result Areas
  • Members are driving advancement and the engagement of influential networks with the Association.
  • Major funds have been secured from bequests, donations and other endowment sources.
  • Major projects for Buildings, Facilities (G-House) and the Membership (G-Union) are defined for targeted advancement funding and campaigns.
  • The crowdfunding site is a platform for academic, economic and social good, research, development and sustainability for People, Programs and Places.
Strategies for each KRA
  • Members recruit lead donors and host major and influential network functions at Graduate House and on-line each year.
  • Build operational capacity and budget to cultivate giving programs.
  • Manage bequest and donation reserves prudently for growth, with transparency and accountability (e.g., specific purpose reserves of the Diamond Jubilee Capital Campaign, for endowments and for each annual appeal).
  • Continue construction of the G-House and G-Union Master Plans with ‘ready-to-go’ portfolios.
  • Launch, market and administer the Fund Life Long Learning crowd funding site.
C. Planned and Achieved Major Projects
Key Result Areas
  • A Blueprint for the way forward envisages how Graduate House and The Graduate Union will be vibrant, thriving, relevant and exciting in 50 years’ time.
  • Facilities at Graduate House are at least doubled and meet market demand and expectations.
  • Additional facilities that are Graduate House ‘wings’ and other Graduate Houses are acquired.
  • Plans and policies are innovative, developed with timeliness and implemented to give measurable benefits to the Association.
Strategies for each KRA
  • Analyse segmented graduate markets to inform forecasts for the three-year Strategic Plan, the ten-year Master Plan and the fifty-year Blueprint for the Way Forward.
  • Develop and test ‘value propositions’ for each segment of the graduate market, implementing those which fit the Association’s purposes, have sound business cases and do not put the organisation at risk
  • Determine development requirements and specifications, as well as funding/partnership models, and implement.
  • Reproduce and expand upon the successful Graduate House model by way of offsite acquisitions as well as onsite developments.
  • Develop and use policies and processes to subject major initiatives to robust analysis.

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D. Well-Managed Finances and Mitigated Risk
Key Result Areas
  • Sound financial controls, risk mitigation and management and unqualified audit reports.
  • Debt reduction
  • Financial performance that enables both operations and development.
Strategies for each KRA
  • Continue with transparent and accountable financial controls and policy development and reviews.
  • Continue bricked loan arrangement and a staged amortisation schedule.
  • Manage a budget that allows for current operations, capital expenditure and development initiatives to meet current and future graduate markets.
E. Effective Responsive Stewardship
Key Result Areas
  • Sound and productive relationships with other groups working towards education and social good – locally and globally.
  • Groups that convene at Graduate House seek involvement with other Member segments.
  • Council is renowned globally for ethical and sound leadership and governance.
  • Diversity of representation of all segments of the membership on Council and its subcommittees.
  • Currency and relevancy in the purposes, rules, regulations and operations of the organisation.
Strategies for each KRA
  • Identify, develop and implement a communication and engagement strategy with key local, national and international stakeholders.
  • Identify and form alliances with like-minded organisation to provide mutual services to Members of both organisations.
  • Serve the global membership, adhering to the Association’s purposes and to Council’s Code of Conduct.
  • Report to Members the results of Council performance reviews and quality control measures
  • Appoint Council Members with skills, experience and demonstrable outcomes in strategic planning, innovation and the implementation of feasible value propositions.
  • Recruit to Council and its subcommittees Members from different cultures, discipline, sexes and life stages.
  • Provide governance and leadership training opportunities for Members.
  • Apply continuous quality controls to ensure the Association meets the needs of Members.