Strategic Plan
Rules and Regulations
The Graduate Union of The University of Melbourne Incorporated (The Graduate Union) is an incorporated Association under the Associations Incorporation Reform Act 2012.
The Rules of The Graduate Union are a written document that guides how our Association works and are a contract between the Association and our Members. This document sets out our purposes as a charity and not-for-profit organisation and outlines the rights and responsibilities of Members and office holders.
To download a copy of our Rules, click here.
As provided by rule 45.3 (b) of the Rules of the Association, the Regulations of The Graduate Union are established by Council for the governance and management of the Association and, if applicable, in accordance with any regulatory authority standards, as determined by Council.
To download a copy of our Regulations, click here.
A. Innovative Influential Membership | |
Key Result Areas | Strategies for each KRA |
Graduate House is the place and Graduate Union the network in which graduates want and need to be. | Continue reviews and needs analyses across identified member segments and the implementation of recommendations. |
Capitalise on the multinational resident and non-resident membership to develop collectively collegiate programs for local and international good. | |
Members and their network groups connect readily to satellite groups of influence and innovation around the world. | 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]. | |
The Association is renowned globally for delivery of activities that advance education for the benefit of the community. | 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. | |
Generations from the same families are Members. | 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 | Strategies for each KRA |
Members are driving advancement and the engagement of influential networks with the Association. | 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. | |
Major funds have been secured from bequests, donations and other endowment sources. | 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). |
Major projects for Buildings, Facilities (G-House) and the Membership (G-Union) are defined for targeted advancement funding and campaigns. | |
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. | |
The crowdfunding site is a platform for academic, economic and social good, research, development and sustainability for People, Programs and Places. |
C. Planned and Achieved Major Projects | |
Key Result Areas | Strategies for each KRA |
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. | 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 | |
Facilities at Graduate House are at least doubled and meet market demand and expectations. | Determine development requirements and specifications, as well as funding/partnership models, and implement. |
Additional facilities that are Graduate House ‘wings’ and other Graduate Houses are acquired. | |
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. | |
Plans and policies are innovative, developed with timeliness and implemented to give measurable benefits to the Association. |
D. Well-Managed Finances and Mitigated Risks | |
Key Result Areas | Strategies for each KRA |
Sound financial controls, risk mitigation and management and unqualified audit reports. | Continue with transparent and accountable financial controls and policy development and reviews. |
Continue bricked loan arrangement and a staged amortisation schedule. | |
Debt reduction | |
Financial performance that enables both operations and development. | 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 | Strategies for each KRA |
Sound and productive relationships with other groups working towards education and social good – locally and globally. | Identify, develop and implement a communication and engagement strategy with key local, national and international stakeholders. |
Identify and form alliances with like-minded organisations to provide mutual services to Members of both organisations. | |
Groups that convene at Graduate House seek involvement with other Member segments. | 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 | |
Council is renowned globally for ethical and sound leadership and governance. | 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. | |
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. | Provide governance and leadership training opportunities for Members. |
Apply continuous quality controls to ensure the Association meets the needs of Members. |