Working Groups
The鈥疶owards鈥影稍碄100 visioning process鈥痠s organized around鈥痜ive鈥痵trategic directions, each explored by a dedicated working group.鈥疶hese groups鈥痑re responsible for鈥痜orward-looking, evidence-informed analysis and for developing recommendations that will guide the university鈥檚 direction towards 2032 and 2042.
Working Groups
Student Experience
The institutional architecture and coordination of choices that determine whether students can succeed and belong at 杏吧原创.
Teaching and Learning
The structural conditions determining whether 杏吧原创鈥檚 educational mission remains credible, competitive and fit for purpose by 2032, through to 2042.
Community Engagement and Partnerships
The structural capacity to build and sustain reciprocal, trust-based relationships with communities, partners and rights holders.
Research and Scholarly Impact
The sustainability, credibility and societal contribution of 杏吧原创鈥檚 research enterprise in a dynamic funding environment and a context of technological disruption.
Institutional Health and Sustainability
The system-level financial, governance and operating model conditions that shape what 杏吧原创 can sustain and deliver through 2042.
These groups bring together students,鈥痜aculty鈥痑nd鈥痵taff to examine priorities, opportunities and challenges in their areas while addressing cross-cutting issues such as financial sustainability; equity, diversity and inclusion; reconciliation and Indigenous engagement; technological change; environmental stewardship; and community wellness and well-being.
Each group will submit preliminary recommendations for five to seven strategic directions for consideration to the Steering Committee.
Membership
Each working group includes:
- Co-Chair drawn from academic staff
- Co-Chair drawn from administrative staff
- Two to four faculty members
- Two to four administrative staff members
- Two students (one undergraduate, one graduate)
Working groups will conclude their work once the plan is approved by the Board of Governors.