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S T R AT E GY 2020

Strategy
2020
School of Business
and Tourism

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“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.”

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.

Through our engaged research and transformative learning experiences,

we have been enriching the lives of our students, alumni, and community
for over 20 years. The implementation of this plan will see the School of
Business and Tourism at Southern Cross University emerge as a leading
regional school in the scholarship of business, tourism and information
technology.We acknowledge that this is dynamic document and, as such,
recognise the need to be adaptable given the rapidly changing educational

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
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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

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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.

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Be transparent in
our actions and
accountable for
OUR MISSION.
our decisions and Our mission is to advance quality learning

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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
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Over the next four years, the
School of Business and Tourism will
meet the challenges of changing
social and economic environments.
The School will support its diverse
communities by responding
to current and future needs
through highly-quality blended
learning, research excellence, and
collaborative engagement.
The Southern Cross School
of Business and Tourism has a
responsibility to meet the needs
of the communities we serve
through scholarly activities and
engagement. By 2020, we will
emerge as a leading Australian
regional business, tourism and
information technology school in
alignment with the University’s
strategic directions.
Student and Graduate Success
We will provide an innovative,
student-centred blended learning
environment that is responsive to
student’s individual needs. Our
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S T R AT E GY 2020 S T R AT E GY 2020
relevant and challenging curriculum are critical in driving this strategic
will be facilitated by engaging agenda.
academic mentors who inspire
open, critical, and reflexive learning. Business Engagement
Our graduates will demonstrate and Impact
a high degree of self-awareness, We will support and consolidate
knowledge, and technical expertise. our existing relationships. We will
They will be motivated, adaptable establish effective, collaborative,
and make a meaningful contribution and mutually-beneficial relationships
to business and society. focused on results that produce
sustainable outcomes. We will
Culture of Research Excellence support and foster innovation
We will develop and promote our and are committed to sharing
emerging and existing research our expertise, networks, and
strengths by building upon the technologies with a broad array of
resilient and sustainable nature internal and external stakeholders.
of our local regional communities These strategic priorities are
to meet the challenges of an developed in recognition of the
ever-changing world. Through people who continue to strive for
collaborative partnerships, we excellence on behalf our School.
will focus on applied scholarship, We will foster a culture that
the creation of new knowledge, supports dynamic engagement with
and the refinement of policies these communities. There will be
and processes to advance the a strong focus on developing the
practice of business, tourism capability of our people to fulfil their
and information technology. Our own potential and meet the needs
academic and professional staff of our diverse stakeholders.
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P u b l i c
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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
GRADUATE SUCCESS
The ability of our students
and graduates to enrich
their communities will be the
cornerstone of our success. Our
students and graduates already
make significant contributions to
small business and the public and
the not-for-profit sectors. We will
strive to ensure that students and
graduates reach their full potential
as global citizens.
To meet this aim, we will
continue to provide a student-
centred learning experience that
utilises the best technologies to
transform our students’ knowledge
and skills. We will ensure that our
students complete our programs
with the ability to develop
independent critical judgement,
creativity, effective communication,
social responsibility, and global
awareness.
Continue to build quality
blended learning experiences
We will transition our world leading
‘distance education’ model to an
innovative, fully blended learning
experience. We will customise and
adapt our significant knowledge
and technology base to create an
inspired blended online learning
pedagogy for our students.
Support, develop and promote
excellence in teaching
We will support and reward
the teaching of quality blended
learning by developing our people
and recognising excellence.
We will attract and retain the
best academic staff to facilitate
student learning and contribute to
graduate success. We will provide
opportunities for our academic staff
to build on their strong teaching
expertise, and to further develop
their scholarship of teaching and
learning (SoTL).
Foster a ‘whole of course’
approach to assessment and
learning outcomes
A whole-of-course approach
will ensure that all units are
considered only as part of a degree
program. We will use a diverse
range of assessment methods Revitalise our curriculum
to foster the development our and course profile
graduate attributes in a logical, We will engage our students,
developmental sequence. We employers and organisations in
will assure the learning of our curriculum that are relevant and
graduates by instilling in them the future focused. Our globally relevant
skills and knowledge they need to curriculum will be informed by the
add value to the community and needs of our stakeholders and
have successful industry careers. support the development of ethical
and socially responsible graduates.
Continuous improvement of the
quality learning experience
We will evaluate and refine our
teaching and learning through
quality metrics and stakeholder
feedback. Our policy and
processes will support a culture of
innovation that leads to continual
improvement and ‘closes the loop’
on student feedback.

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CULTURE OF RESEARCH Attract and train high quality

EXCELLENCE
The advancement of theory and
practice through research is
fundamental to the student learning
experience and the economic
and social development of our
communities. We will become
known for a research culture of
excellence.We will listen to and
respond to the needs of our
communities.
We will align our research
capacity to current and emerging
challenges and form collaborative
working relationships that add
value. We will disseminate our
research so that our communities
are aware of our capability in
helping them to achieve their goals.
Support and reward high-
quality research
The School has built its research
strengths in tourism, policy
and management and aims to
develop further emerging areas
in information technology and
pedagogy. The School will to
contribute to further the research
capacity of the University by
developing research clusters
that align to University research
institutes.
Continue to build a culture of
research excellence
We highly value the intellectual
contributions of our people and
their ability to investigate and
solve real world problems. We will
support and develop the intellectual
capabilities and contributions of our
staff and students.
research candidates
The School will develop its existing
higher degree research programs
designed to attract and train high-
quality research candidates to fill
positions in academia, government
and industry. The work of higher
degree research candidates will
align with our targeted research
strengths and supervisory capacity.
HDR candidates will be supported
throughout their training with the
aim of preparing them to undertake
fulfilling careers.
Connect and collaborate with
a range of stakeholders to
address contemporary
research problems
We will build productive
partnerships with profit, not
for profit, and government
organisations with the aim of
undertaking relevant applied
research. We will partner with
industry, government, and other
academic institutions to increase
our research income.
Promote and communicate
the quality and strength of
our research
The quality of our students, our
staff, and the research projects that
we undertake will ‘stand out from
the crowd’. We will ensure that key
external stakeholders are aware of
our research expertise and explore
opportunities for regular and close
collaboration.Collaborative research
opportunities that have resulted
from our three industry advisory
boards clearly demonstrates our
commitment to work to meet
the research needs of our local
communities.

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BUSINESS IMPACT AND
ENGAGEMENT
We will strive to serve our
community and constituents
through engaged teaching and
learning, research, and service. We
will be responsive to the needs of
those we serve by supporting their
progress, and we will provide a
wide range of services that lead to
open and seamless exchanges of
knowledge.
Identify and promote existing
engagement activities and
capabilities
We will continue to develop
systems for measuring the
extent and value of our existing
networks. We will identify gaps in
our engagement capability and
develop policies and programs
that will develop more productive
relationships with stakeholders. We
will actively promote our industry
links so that the value embedded in
those relationships has tangible and
sustainable benefits.
Build the capability of
our people to engage and
collaborate more seamlessly
with industry, government and
the community
We will continue to develop and
support a culture where all students
and staff actively engage with our
local communities. We understand
that not everyone has these skills.
Our students and staff will be given
opportunities to develop these skills
through programs, mentoring and
projects. We will build systems that
support activities and allow time
for relationships to develop and
deepen.
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Reach out to our communities
by leveraging their knowledge
and expertise to build our
own capability
We will become even more closely
aligned with our communities
and we will work together for our
mutual benefit. In effect, our local
schools, businesses, government
departments and community
groups and agencies will become
our place of business. We will
provide the community with access
to our expertise and in turn build
the capability of others.
Building strategic partnerships
that support the exchange
of knowledge
We will strengthen existing
relationships and seek out new
partners that will contribute to
the sustainability of our School.
Institutional, business, and
community alliances will deliver
efficient use of resources and
effective achievement of goals.
We will become a fundamental
component of the innovation
systems around us where
knowledge, learning and action
interact.
Develop innovative and targeted
educational programs for
business leaders
We will develop targeted programs
for our business leaders that
develop their skills and knowledge.
These programs will be supported
by relevant content, innovative
learning that build leadership
capability and advance the practice
of business.
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Str
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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

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