Professional Documents
Culture Documents
School of Business and Tourism Strategy 2020
School of Business and Tourism Strategy 2020
S T R AT E GY 2020
Strategy
2020
School of Business
and Tourism
S O U T H E R N C RO S S U N I V E R S I T Y: S C H O O L O F B U S I N E S S A N D TO U R I S M
2 3
S T R AT E GY 2020 S T R AT E GY 2020
This Strategic Plan outlines one of the most extensive and consultative
strategic planning processes ever to be undertaken by a business school
at Southern Cross University. Through the enthusiastic contributions of our
students, staff, industry advisory boards, and the wider communities we
serve, we offer a four-year plan that is aligned to the University’s Strategic
Plan 2016 – 2020. It has been designed to meet the needs of our diverse
constituencies and better prepares the School to address the challenges
that currently face the educational sector and the practice of business
and management.
Welcome
landscape.Under the direction of our new Vice Chancellor, Professor Adam
Shoemaker, the University is initiating a number of new research centres
and academic programs, and the School of Business and Tourism will
continue to play a critical role in driving the success of Southern Cross
University.As a living document, this Strategic Plan will provide clear
direction to ensure that we meet our stated objectives.
from the
Professor Elizabeth Roberts
Dean and Foundation Head of School
School of Business and Tourism
Southern Cross University
S O U T H E R N C RO S S U N I V E R S I T Y: S C H O O L O F B U S I N E S S A N D TO U R I S M
Dean
S O U T H E R N C RO S S U N I V E R S I T Y: S C H O O L O F B U S I N E S S A N D TO U R I S M
{
4 5
Support
S T R AT E GY 2020
freedom and
S T R AT E GY 2020 University
independence of
Integrity
Honesty and
Values
thought, speech Always apply Ethical Behaviour
and expression. the principles Drive and
{
Foster of fairness and Accountability
collegiality equity. Collegiality
within a Openness and Respect
safe and Collaboration and Trust
harmonious
learning Continually
environment. develop a culture
of quality and
excellence.
{
Be transparent in
our actions and
accountable for
OUR MISSION.
our decisions and Our mission is to advance quality learning
{
performance. and research that leads to globally relevant,
School of socially responsible practices informed by
stakeholder engagement.
Business &
Tourism Values
S O U T H E R N C RO S S U N I V E R S I T Y: S C H O O L O F B U S I N E S S A N D TO U R I S M S O U T H E R N C RO S S U N I V E R S I T Y: S C H O O L O F B U S I N E S S A N D TO U R I S M
n g t h e e d u c a t i o n a l 6 7
t i
S T R AT E GY 2020 S T R AT E GY 2020
Mee a l n e e d s
and p ro fe s s i o n
of t h e re g i o n a l
m u n i t i e s w e s e r v e .
com
Over the next four years, the relevant and challenging curriculum are critical in driving this strategic
School of Business and Tourism will will be facilitated by engaging agenda.
meet the challenges of changing academic mentors who inspire
social and economic environments. open, critical, and reflexive learning. Business Engagement
The School will support its diverse Our graduates will demonstrate and Impact
communities by responding a high degree of self-awareness, We will support and consolidate
to current and future needs knowledge, and technical expertise. our existing relationships. We will
through highly-quality blended They will be motivated, adaptable establish effective, collaborative,
learning, research excellence, and and make a meaningful contribution and mutually-beneficial relationships
collaborative engagement. to business and society. focused on results that produce
The Southern Cross School sustainable outcomes. We will
of Business and Tourism has a Culture of Research Excellence support and foster innovation
responsibility to meet the needs We will develop and promote our and are committed to sharing
of the communities we serve emerging and existing research our expertise, networks, and
through scholarly activities and strengths by building upon the technologies with a broad array of
engagement. By 2020, we will resilient and sustainable nature internal and external stakeholders.
emerge as a leading Australian of our local regional communities These strategic priorities are
regional business, tourism and to meet the challenges of an developed in recognition of the
information technology school in ever-changing world. Through people who continue to strive for
alignment with the University’s collaborative partnerships, we excellence on behalf our School.
strategic directions. will focus on applied scholarship, We will foster a culture that
the creation of new knowledge, supports dynamic engagement with
Student and Graduate Success and the refinement of policies these communities. There will be
We will provide an innovative, and processes to advance the a strong focus on developing the
student-centred blended learning practice of business, tourism capability of our people to fulfil their
environment that is responsive to and information technology. Our own potential and meet the needs
student’s individual needs. Our academic and professional staff of our diverse stakeholders.
S O U T H E R N C RO S S U N I V E R S I T Y: S C H O O L O F B U S I N E S S A N D TO U R I S M S O U T H E R N C RO S S U N I V E R S I T Y: S C H O O L O F B U S I N E S S A N D TO U R I S M
V a l u e
8 9
P u b l i c
S T R AT E GY 2020 S T R AT E GY 2020
P ro p o s i t i o n s .
This strategic plan highlights our public
value propositions for learning, research and
engagement. Each of these priorities will be
supported by a number of key objectives that will
direct resources to achieve the stated outcomes.
The strategic objectives identified in this plan will
be adequately resourced, expertly managed and
rigorously evaluated. The aim is to strengthen the
core competencies of The School of Business and
Tourism and create value for our students, staff,
and community.
STUDENT AND with the ability to develop the teaching of quality blended range of assessment methods Revitalise our curriculum
GRADUATE SUCCESS independent critical judgement, learning by developing our people to foster the development our and course profile
The ability of our students creativity, effective communication, and recognising excellence. graduate attributes in a logical, We will engage our students,
and graduates to enrich social responsibility, and global We will attract and retain the developmental sequence. We employers and organisations in
their communities will be the awareness. best academic staff to facilitate will assure the learning of our curriculum that are relevant and
cornerstone of our success. Our student learning and contribute to graduates by instilling in them the future focused. Our globally relevant
students and graduates already Continue to build quality graduate success. We will provide skills and knowledge they need to curriculum will be informed by the
make significant contributions to blended learning experiences opportunities for our academic staff add value to the community and needs of our stakeholders and
small business and the public and We will transition our world leading to build on their strong teaching have successful industry careers. support the development of ethical
the not-for-profit sectors. We will ‘distance education’ model to an expertise, and to further develop and socially responsible graduates.
strive to ensure that students and innovative, fully blended learning their scholarship of teaching and Continuous improvement of the
graduates reach their full potential experience. We will customise and learning (SoTL). quality learning experience
as global citizens. adapt our significant knowledge We will evaluate and refine our
To meet this aim, we will and technology base to create an Foster a ‘whole of course’ teaching and learning through
continue to provide a student- inspired blended online learning approach to assessment and quality metrics and stakeholder
centred learning experience that pedagogy for our students. learning outcomes feedback. Our policy and
utilises the best technologies to A whole-of-course approach processes will support a culture of
transform our students’ knowledge Support, develop and promote will ensure that all units are innovation that leads to continual
and skills. We will ensure that our excellence in teaching considered only as part of a degree improvement and ‘closes the loop’
students complete our programs We will support and reward program. We will use a diverse on student feedback.
S O U T H E R N C RO S S U N I V E R S I T Y: S C H O O L O F B U S I N E S S A N D TO U R I S M S O U T H E R N C RO S S U N I V E R S I T Y: S C H O O L O F B U S I N E S S A N D TO U R I S M
10 11
S T R AT E GY 2020 S T R AT E GY 2020
S O U T H E R N C RO S S U N I V E R S I T Y: S C H O O L O F B U S I N E S S A N D TO U R I S M S O U T H E R N C RO S S U N I V E R S I T Y: S C H O O L O F B U S I N E S S A N D TO U R I S M
12 13
S T R AT E GY 2020 S T R AT E GY 2020
S O U T H E R N C RO S S U N I V E R S I T Y: S C H O O L O F B U S I N E S S A N D TO U R I S M S O U T H E R N C RO S S U N I V E R S I T Y: S C H O O L O F B U S I N E S S A N D TO U R I S M
ate g y
14 15
Str
S T R AT E GY 2020 S T R AT E GY 2020
Exec ut i o n &
Evalu a t i o n .
This document provides an overview of the
objectives that support our three core competencies
of research, teaching and learning, and
engagement. In order to achieve our objectives, we
will leverage our existing strengths and implement
actions that will ensure the achievement of these
outcomes. The objectives outlined in this plan will
be supported by specific strategies. The following
section outlines the key components of the School’s
Strategic Execution process.
Operational Planning of performance indicators. • Staff will have opportunities Executive for discussion and implemented in alignment
• School Directors will establish • Plans will establish timelines for to offer feedback and comment. with our values in the spirit of
operational plans for the implementation and ongoing suggestions on performance. • The academic staff and the integrity and collegiality.
achievement of all objectives achievement. School Executive will discuss • Those responsible will manage
through their committees and Accountability specific progress at monthly the strategic process and
staff. Continuous Improvement • Plans will identify those staff meetings. prioritise as needed.
• Existing actions and new ideas • Operation plans will be modified accountable for implementation • The School Executive will • All staff will have a voice
will be evaluated and integrated based on ongoing evaluation and achievement of strategies. report and discuss our and their knowledge will be
into operational plans. and refinement of strategies. • The School will maintain a progress at the Vice Chancellor leveraged for the success of
• Operations plans will outline • School Directors and those centralised reporting system Executive meetings and with the strategic process.
all approved strategies and responsible for strategies will in the form of a balanced key stakeholders.
actions to be taken to achieve utilise all available information to scorecard.
objectives. determine progress and make • Reports will be provided to the Leadership
• Plans will detail all human, improvements. School Directors to consult • The School’s Strategic Plan
financial and technological • Those responsible for strategies with their committees and will provide a coherent link to
resource allocations. will seek wider consultation on staff. the mission and goals of the
• Strategies will clearly articulate performance both internally and • A monthly summary report will University.
expected outcomes in the form externally. be provided to the School’s • Our strategy will be
S O U T H E R N C RO S S U N I V E R S I T Y: S C H O O L O F B U S I N E S S A N D TO U R I S M S O U T H E R N C RO S S U N I V E R S I T Y: S C H O O L O F B U S I N E S S A N D TO U R I S M
16
S T R AT E GY 2020
S O U T H E R N C RO S S U N I V E R S I T Y: S C H O O L O F B U S I N E S S A N D TO U R I S M