1.
Attract, develop and retain a workforce with the capacity to achieve our strategic goals

• Create and implement recruitment, development and retention strategies to meet the priorities identified through the annual workforce planning process.
• Provide lifelong learning and professional development opportunities for academic and professional staff, irrespective of location.
• Grow leadership capacity by providing access to and encouraging participation in targeted programs.
• Develop a staff profile that reflects the diversity of the University's students and the general community, including its Indigenous communities.

2.
Recognise and reward excellence in teaching, research and service

• Expand the SCU rewards program to further recognise excellence in teaching, research, engagement and service.
• Develop and implement a recognition process for excellence in research.
• Showcase excellence within the University and promote the achievements of staff, students and alumni to the broader community.
• Build the capacity of supervisors to recognise and reward excellence in performance, utilising formal and informal recognition strategies.

3.
Engage with our geographic communities and communities of interest for mutual benefit

• Define and maintain a set of strategic partnerships with professions, industry and education providers.
• Foster positive relationships with government.
• Encourage and support participation by staff in activities associated with their professions.
• Strengthen and leverage links with industry through advisory boards and consultancy panels.
• Expand secondary school outreach and TAFE/VET pathways to improve articulation.
• Develop closer working relationships with colleagues in the TAFE/VET sector and optimise the transition of TAFE/VET students to the University.
• Grow industry and community-based philanthropy in support of the University's strategic priorities.

4.
Foster an environment of collaboration, connectivity and informed enquiry, across and beyond the University

• Encourage the free exchange of ideas and the University's role as a catalyst for innovation and new thinking.
• Support individuals, schools and research centres to achieve connectivity with internal and external collaborators.
• Develop a rich program of engagement with our alumni.
  
  
  

5.
Improve our performance as a learning organisation, committed to quality assurance

• Refine and embed the annual operational unit planning process as the means of aligning strategic planning and budget.
• Align staff performance planning, management, development and review with strategic and operational goals.
• Successfully manage significant change, through appropriate strategies and communication.
• Ensure major strategic projects achieve stated outcomes, are implemented to agreed timelines and undergo post implementation review.
• Share learning across the University, promoting excellence in practice.
• Ensure analysis and planning is evidence-based.