If you are a staff member of CSU and reading this, about now a copy of the revised University Strategy will be landing on your desk. We have also made a video to promote the strategy which you can view here. I expect (and hope) that there will be another round of interest in the document as it reaches everyone and there were therefore a few things I wanted to emphasise.
First, this document is intended primarily for the internal audience. Many strategic plans appear to be written mainly as marketing tools and therefore spend a lot more time painting the organisation in the best possible light than focussing on what needs to be done. We have tried to strike a different balance with the CSU 2013-15 strategy. Whilst it is certainly intended to be read by external stakeholders it is not, for example, the main way we would promote ourselves to students.
Second, I wanted to remind everyone that we intended to come up with a distinctive and authentic plan. Therefore the narrative section on Page 2 reads in a different style to the conventional corporate speak, or at least I hope it does. As mentioned in the development process, I think a good strategy document should require a bit of chewing and digestion so I hope that it will prompt people to think deeply about the type of university we aspire to be and what we aim to do for our communities, our students and ourselves.
The third page is intended to be the ‘to-do’ list of things that need to be resolved if we are to succeed. This is broken up into eight strategic priorities and four strategic enablers and each of them has objectives and measures. Work is being carried out at present by members of the Senior Executive to develop appropriate detail around these. For some of them, such as sustainability, we have well-developed plans already which need bringing up to date. For others, such as the Courses and Campuses area, there will need to be a new sub-plan written.
Third, we have measures associated with the overall plan and each of the sub-plans. Those on the second page will be used by Council to assess the university’s performance and my performance as Vice-Chancellor. Those associated with the sub-plans on the third page will be used for a more detailed assessment of our performance and that of the Senior Executive team. In turn, we will cascade this down through the Executive Deans and Divisional Executive Directors. In this way we should all have a common view on to what we are trying to achieve and how well we are doing.
Finally, I think this will be an interesting year, particularly given the expected political changes at the national level. I think it is important that an organisation knows what it wants to achieve and is not blown wherever the winds of government policy might take it. I am pleased that we have set out what we are trying to do, for whom and why and, to extend the sailing metaphor, this will be a good compass for us as we track through the next few years.
Look forward to further discussions.