2. CURTIN U NI V E R SI TY
Curtin University is internationally recognised
among Australia’s most prestigious education
institutions. It is Western Australia’s largest
university, with the country’s third largest
international student population and campuses
in Malaysia and Singapore.
With a proud history and a world-class facility,
Curtin offers unique learning and research
opportunities and unrivalled diversity and
vibrancy in student life.
P ROP ERTIES, FAC ILITIES &
DEVELOP MENT (P F&D)
The Properties, Facilities & Development team
are responsible for providing and maintaining
the University’s assets and infrastructure. We
are an integral part of the way the University
operates, and our services contribute not only
to the University’s revenue, but to the Greater
Curtin brand.
Our strategic plan sets out a strong direction
in the way we deliver these services. Simply
put, it’s the roadmap we use to keep us on track
when making decisions about the University’s
resources. It marks a new approach, positioning
us to plan ahead and make positive changes
towards a defined goal, rather than responding
to changes as they occur.
The plan looks ahead over the next three to five
years. It is strongly focussed but flexible, allowing
for the rapid rate of change in internal and
external circumstances which is now the norm for
our industry. It is holistic, defining not only what
we do and how we do it, but also who we are as
an organisation and – most importantly – who we
want to be.
MAKING CURTIN A
GREATER PLACE
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3. We aim to deliver a customer-focussed service.
We listen to and engage with our clients and respond to
their needs.
LOOKING
FORWARD
PEOPLE CENTRED
– A ‘ONE PF&D’
CONNECTED
SUSTAINABLE FUTURES
FUTURE FOCUSSED
OUR VISION
We believe in a future where innovation and adventurous
thinking are rewarded.
Our actions and strategies are carefully planned to
ensure the successful longevity of the University.
To be recognised as a leading
properties team in the University
sector. Developing a better
culture for a better Curtin.
We seek sustainable solutions in all our areas of work
and we aim to reduce our impact by implementing best
practice value.
We acknowledge an integrated approach to our work and
we remain focussed on cross-portfolio problem solving
– one that brings mutually beneficial outcomes to our
customers and the University as a whole.
OUR VALUES The PF&D strategic plan is built
on four pillars which directly
align with our core values.
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4. Innovation and creativity
have become crucial to
the way we work; we can’t
hope to grow or realise
new opportunities by
maintaining the status quo.
WE WILL
H Provide fit-for-purpose
business support
infrastructure to enable
our business activities and
plans into the future.
H Maintain contact with
our external operating
environments to reduce
the risk of strategic drift.
H Develop a set of relevant
strategic indicators
to provide a clear
understanding of our
performance.
H Seek ways to identify
new opportunities to add
value to our portfolio and
assets.
WE ARE
SUC C EEDING
WHEN
E We are recognised as
making entrepreneurial
decisions.
E What we do stands the
test of time.
E We consistently inspire
and amaze.
E We are viewed as
outstanding role models.
WE
ARE
FUTURE
FOCUSSED
Our strategic plan is a commitment to
adventurous, inspired thinking which reaches
beyond daily operations.
Part of this is developing benchmarks and
finding ways to meaningfully measure our
performance over time. It also includes doing
things differently to how they have always been
done, for example creating mixed-use facilities
to maximise the value of our bricks-and-mortar
assets.
We want to be recognised as entrepreneurs and
role models in the business community, with
the expertise and foresight to make decisions
that stand the test of time.
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5. In everything we do, from
recruitment to portfolio
management, we are
working with people.
WE WILL
H Develop a set of
competitive customer
service response
times, based on a full
understanding of our
customer and service
portfolio.
H Provide an effective
process for customers
to provide feedback on
service provision.
H Redevelop our Customer
Service Centre to improve
customer service and
response performance.
H Provide effective
communication interfaces
with our internal and
external stakeholders.
WE ARE
SUC C EEDING
WHEN
E We are sought after as
an employer of choice.
E We are viewed as a
trusted advisor.
E Everything we do aligns
with our vision.
E People notice and
acknowledge us.
WE
REMAIN
CONNECTED
Staying connected is a vital part of our
strategic plan, and we commit to increasing the
quality of our communication and customer
service systems.
We want to be considered the employer of choice
by creating an environment people want to be
part of.
We plan to increase our presence in the forums
which drive our industry, and to foster trust in
our competency and consistency by consulting
widely and promoting what we do.
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6. The PF&D strategic plan
is strongly aligned
with the University’s
own commitment to
sustainability.
WE WILL
H Provide a planned and
coordinated approach to
the sustainable delivery of
projects.
H Ensure environmental
sustainability is embedded
in all we do.
H Engage with our
community and
stakeholders in our
sustainable future.
WE ARE
SUC C EEDING
WHEN
E We minimise our impact
on the environment.
E Our contribution
to sustainability is
recognised and valued.
E Our customers are
satisfied that what we
deliver works.
E What we deliver
is economically,
environmentally, socially
and culturally sustainable.
WE ARE
COMMITTED
TO
SUSTAINABLE
FUTURES
As a team with responsibility for Curtin’s
infrastructure, we aim to make use of our
resources in a way which is economically,
environmentally, socially and culturally
sustainable.
We will build this sustainability into
everything we do and take ownership of the
environmental and social responsibility which
comes with our work.
We aim always to strike the highest balance
between the needs of our customers, the
value we provide with our services and the
sustainability of the way we work.
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7. Our strategic plan
recognises that the
PF&D team are central to
maintaining its momentum
and direction.
WE WILL
H Develop an Integrated
Management System to
ensure the efficiency and
effectiveness of our service
delivery.
H Review our work practices
to optimise resource
requirements.
H Introduce an effective
Program/Portfolio Delivery
System for the delivery of
our capital projects.
H Introduce staff
engagement initiatives
to increase motivation,
to develop an inclusive
culture and to increase
staff retention.
WE ARE
SUC C EEDING
WHEN
E Our people feel happy and
motivated.
E We are viewed as a trusted
business partner.
E We build a reputation for
outstanding customer
service.
E We have the right people
with the right skills in the
right jobs.
OUR
ORGANISATION
IS
PEOPLE
CENTRED – A ‘ONE PF&D’
Culture and communication are vital to the
cohesion of our team and part of our plan must
define how we intend to create a PF&D where
people feel happy and motivated.
We are breaking down ‘silos’ in our workplace
to build connections across our portfolio and
among our people.
Our skills, behaviour and customer service
practices will be subject to review under an
Integrated Management System, to make sure
we are modelling professional behaviour at all
times and that we have the right people in the
right jobs.
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