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Strategic Plan

The 2016-2018 Strategic Plan signals the Association’s commitment to continuing growth in vibrancy, membership and network engagement, facilities and influence.

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 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.
  • Undertake a brand review and needs analyses across identified market segments and implement the recommendations.
  • 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.
  • Implement programs that support lifelong sharing of knowledge and skills, with graduates as both mentees/trainees and mentors/trainers.
  • Design and deliver educational outcomes that are for the wider public benefit, acting as facilitators and enablers for self and community development through multi-disciplined teams.
B.  Benefaction
Key Result Areas
  • Council is driving advancement and the engagement of influential networks with the Association.
  • Major funds have been secured from bequests, donations and other endowment sources.
  • G-House and G-Union major projects are ‘ready-to-go’.
  • The crowd funding site generates support for education and innovation.
  • Council 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.
  • Establish and implement reserves in a staged manner.
  • Construct the G-House and G-Union Master Plan with ‘ready-to-go’ portfolios.
  • Launch, market and administer the crowd funding site.
C.  Planned and Achieved Major Projects
Key Result Areas
  • The 50-year Blueprint for the Way Forward is robust and in action.
  • Facilities at Graduate House are expanded and meet market demand and expectations.
  • There is at least one other ‘House’ site.
  • Plans and policies are innovative, developed with timeliness and implemented to give measurable benefits to the Association.
  • 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.
  • 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.
  • Continue with transparent and accountable financial controls and policy development/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 are with like-minded groups working towards education for social good.
  • Council is renowned globally for leadership and ethics in governance.
  • Representation of the membership on Council and its subcommittees.
  • Currency and relevancy in the purposes, rules, regulations and operations of the organisation.
  • Identify, develop and implement a communication and engagement strategy with key local, national and international stakeholders.
  • 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 a governance and leadership training ground for Members.
  • Apply continuous quality controls to ensure the Association meets the needs of Members.
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