Academic Support
$177,631 SSAF expenditure
2 Staff FTE 1,023 Total student appearances
654 Unique students
SSAF Categories
• Helping students develop skills for study, by means other than undertaking courses of study in which they are enrolled.
• Advocating students' interests in matters arising under the higher education provider's rules (however described).
The Academic Support department enhances the student experience by providing resources and support that facilitate academic success. This includes initiatives designed to improve study skills, foster academic connections, and ensure students have the right support and understanding about university policies and procedures.
Key objectives and achievements
The Academic Support department made significant progress in the areas of service enhancement, optimisation, and development in 2024. The department successfully achieved its five key objectives during the year. These included: a comprehensive review and improvement of all academic services; a strong emphasis on raising student awareness of the department and increasing service utilisation; the creation of valuable opportunities for student development within the department; the reporting of student insights and trends related to departmental casework; and the establishment of robust and collaborative relationships with relevant services and academic departments within Griffith University.
The enhancement of academic services involved refining service delivery based on student feedback, including adjustments to service availability and operating hours. A review of the utilisation rates of the Assignment Help service, which encompasses Academic Advisor appointments and proofreading, led to an increase in appointment availability during peak times for proofreading and the introduction of individual consultations for postgraduate coursework students. For Student Advocacy, the identification of service capacity levels allowed the department to adjust its internal workflow, offering more consultations on a consistent schedule throughout the trimester.
Student Advocacy pop-up activations provided students with quick information and answers to frequently asked questions about navigating university policies and procedures, while also encouraging them to book consultations to discuss individual concerns. Students on the Gold Coast campus were given the opportunity to participate in the delivery of these engagement activations, providing them with valuable experience and enhancing their professional and soft skills.
Proofreading services were expanded to include in-person drop-ins at the library, enabling the Academic Support team to promote service awareness, provide on-the-spot assistance, and refer students to other relevant academic resources and services offered by the library team.
The department focused on reporting student insights and trends related to Student Advocacy. The collected data was utilised to collaboratively address specific and systemic student-facing issues and improve communication between Griffith University policies, staff, and students. The creation of a Trimester Report initiative, presented and distributed to each Academic Group at the end of each trimester, was instrumental in achieving this objective.
Meetings with Deans of some Academic Groups were held to discuss the report findings and address student concerns more effectively. Building on the positive feedback received from Deans, the focus of this initiative will now shift towards collaborating with the Student Representative Council to produce a collated report that provides insights and case information from across the entire student body.
Challenges, successes and lessons learned
A major challenge for the Academic Support Department was the scalability of services. Many of the services require high staffing resources to deliver their intended benefits. This was because they are tailored to the individual needs of the student and many are delivered on a one to one basis.
Our impact at a glance
Student reach and engagement
1,023
Total student appearances
654 Unique students
In terms of budget and human resources, a crucial lesson was the need for a more strategic allocation of staff and resources to maximise efficiency and impact. For Student Advocacy, workflow adjustments were necessary to ensure consistent consultations throughout the week. Furthermore, leveraging student participation in engagement activities not only provided valuable experience for students but also helped optimise the department’s human resources.
Academic Support
Student engagement with services and programs
Service
Quantitative and qualitative feedback
Schedule Assist
4.83/5
Average student rating
The session helped me so much [… the] information you shared [is] really gonna help us in the future, and planning my assignments and exams.
Assignment Help
4.76/5
Average student rating
Darren was amazing! Very clear with the corrections. I got to see he really took time to understand well how he could help. I was able to get a lot of feedback, I felt very well supported.
Student Advocacy
4.83/5
Average student rating
The team was able to provide me with expert guidance and a clear road map for achieving my goal.
I love this event - it helped me a lot for scheduling my study. This is what I looking for!!! Thank you so much, I’m appreciated.
So helpful and reassuring for any study concerns. Left feeling more organised and less stressed about planning for assignments and exams! Thank you Thank you Thank you!
Thank you for providing a great service to your students! It can get really difficult when there's 2-3 assignments due on the same time and you need an extra set of eyes to spot your mistakes. Special gratitude goes to Darren for his help in checking my very long report! Keep up the good work.
As someone that is not familiar with reading and understanding policies both the team and the policy briefings made it so clear and easy for me to understand my situation and how I can move forward.
The advice and information way on point and very helpful and helped me very much on my issue and I am now content for where I am and excited to continue my university journey.
Academic Workshops
4.37/5
Average student rating
It made me aware of Guild Student Support services.
It was well structured and planned.
Careers and Employability
$153,737 SSAF expenditure
1.34 Staff FTE
4,426 Total student appearances
3,379 Unique students
SSAF Categories
• Helping students obtain employment or advice on careers.
The Careers and Employability department aims to assist students to gain the knowledge, skills and experience they require to build meaningful careers. The department focuses on delivering peer-to-peer services with low barriers to entry that boost the employability of students, as well as fostering long-term career development through short-term, casual, or part-time opportunities.
Key objectives and achievements
In 2024, the aim of the Careers and Employability department was to assist students to gain short-term, casual/part-time employment in order to build their long-term employability. The decision to focus the department’s offerings on immediate work opportunities was made in response to student feedback that finding employment on the Gold Coast was becoming increasingly challenging. This aim was achieved through delivering services that focused on connecting students with opportunities for skill development and workplace experience.
2024 was the first year that the department offered its resumé reviewing service, Resumé Reboot, for a full calendar year. The service aimed to empower students with the necessary skills to confidently write a resumé and secure employment. Three student resumé reviewers delivered resumé reviews at various high traffic locations across the Gold Coast campus through Trimesters 1, 2 and 3. In total, 283 students engaged with the service for resumé and LinkedIn profile reviews, a 58% increase from 2024. 100% of students who engaged with Resumé Reboot in 2024 reported that the service assisted them to improve their resumé writing skills and increased their likelihood in gaining employment. In 2025, based on student feedback, the service will expand its occurrences from two days per week to three days per week, and will offer resources on cover letters and interview skills to better prepare students for the job application process.
In Trimester 2, the department delivered the annual Careers and Employability Fair, in partnership with the Griffith University Careers and Employment Service. The aim of Careers and Employability Fair was to provide students with the opportunity to connect with industry professionals, explore potential career pathways, and potentially secure work, internship and volunteer positions. The event hosted various activations, including: 41 industry stalls, 30 not-for-profit, Griffith University, Student Guild, and associations stalls, resumé reviews, LinkedIn profile reviews, LinkedIn headshots, and the opportunity to connect with Experience Gold Coast. The 2024 Careers and Employability Fair saw the highest number of attendees in the event’s history, with 1,021 people checking in on the day – a 40% increase from 2024 – which demonstrates the high demand for and importance of careers events on campus. In 2025, the focus of the event will be to maintain its current scale and expand the not-for-profit opportunities on offer to students.
To further support students to gain employment and work experience, two Job Fests were held throughout the year. The focus of Job Fest was to connect students with casual/part-time employers in a festival-style event. This approach reduced the barriers between students and employers, and creates a welcoming and non-confrontational environment for students to learn about work opportunities. All employers who attended the event had to be actively hiring, interested in hiring students, and based on the Gold Coast. In total, 598 students attended Job Fests throughout the year, and 100% of surveyed students stated that attending the event made them more aware of job options and empowered to find casual or part-time work. The increased demand for events that focus on short-term work opportunities highlighted the priority of immediate employment for students and the importance of casual/part-time jobs for building long-term employability.
Challenges, successes and lessons learned
In 2024, the major challenge that the department faced was student attendance at Employability Week. After low attendance at the week’s events in 2024 and feedback from students that the week should operate on a peer-to-peer level, the scope of Employability Week in 2024 shifted from University-led networking events to club-led networking events. Despite initial interest and high registration numbers for the four networking events, actual attendance for the week totalled at 233 students. Whilst this was a 90% increase in attendance from 2024, the events need to result in
higher attendance in order to be feasible to run. The partnership between the Careers and Employability department and the student-led clubs was incredibly successful, therefore in 2025 the week will keep the same format; however, it will be held in Trimester 2 instead of Trimester 1 to better align with the majority of students’ graduation dates.
A key lesson learned in 2024 was the importance of peer-to-peer services. The success of peer-led initiatives, such as Resumé Reboot and Barista Training, highlighted the unique learning that occurs when students have the opportunity to connect with each other. When completing feedback, attendees of these services often report on the approachability and understanding of student employees and volunteers, which indicates that student-led services are key to students engaging in career-related learning and development.
The Careers and Employability department ended 2024 under budget due to efforts to constrain equipment spending for major events, such as Employability Week, due to equipment hiring costs increasing over the past calendar year. In 2025, in order to meet the demand for in-person peerto-peer services, it is imperative that the priority of the budget is to employ students to be the faces of these services. This may mean sourcing equipment in-house for one-off events; however, it will ensure that students are being provided with high impact services, such as Resumé Reboot, more regularly throughout the trimester.
Our impact at a glance
Student reach and engagement
4,426 Total student appearances
3,379 Unique students
Year of study
Academic level
Residency status
Careers and Employability
Student engagement with services and programs
Qualitative feedback
Resumé Reboot
Going through my resume to finesse particular details will help me improve my resume and chances of employability even more.
Careers and Employability Fair
The entire fest was so well coordinated and perfectly organised. Excellent work by everyone involved. It was such an insightful event.
Workplace Information Sessions
Hearing how passionate everyone felt about their roles was really inspiring.
I enjoyed hearing the perspective from both Madina and Joel in regard to the formatting and information provided on my resume. I found it very beneficial and is feedback that I can apply easily to my resume.
The information given by the Currumbin Sanctuary staff regarding their volunteer program was great. I had not known about the program before, and now know so much. They have definitely persuaded me in helping out at the Sanctuary, which I am planning to do so once I finish with exams.
Community and
Culture
$573,862 SSAF expenditure
1.54 Staff FTE
12,335 Total student appearances
5,575 Unique students
SSAF Categories
• Supporting a sporting or other recreational activity by students.
• Supporting an artistic activity by students.
The Community and Culture department helps students to build and maintain positive social relationships by creating a safe and inclusive environment, and culture that develops a sense of belonging to peers, the University, and the community. This sense of belonging provides the foundation for sustained student success by providing a university-based support network for when student life becomes challenging.
Key objectives and achievements
The Community and Culture department experience in 2024 was marked by significant growth, engagement, and impact. Building on the successes of previous years, the department continued to deliver diverse social opportunities designed to foster connection, belonging, and an enriching university experience. From small, niche gatherings to large-scale off-campus events, each initiative played a vital role in strengthening student engagement and campus culture. This year, the focus shifted toward ensuring that all events, programs, and services were inclusive and accessible to all students, rather than catering to specific demographics. This approach proved highly successful, leading to a more efficient allocation of resources and creating a more unified and cohesive student experience.
The year saw a notable 27% increase in attendance at the ‘friend-making’ event Mates in Minutes. This growing demand for social connection events led to the addition of a new initiative, Common Connections, which further expanded opportunities for students to build meaningful relationships. Launched in Trimester 2, 2024, Common Connections received positive feedback from students, with the trial event attracting 50 participants. By providing a structured yet casual setting, Common Connections encouraged students from diverse backgrounds to engage in conversations, form friendships, and integrate more easily into university life. Unlike traditional networking events, Common Connections focused on guided conversation prompts, interactive activities, and shared interests to help students break the ice and engage authentically.
As students continued to build new social connections, the Community and Culture department provided a year-round calendar of opportunities to help them maintain and strengthen these bonds. These opportunities included the Paint and Sip events, which experienced a phenomenal 71% increase in ticket sales compared to 2024. Paint and Sip created a relaxed and welcoming environment where students could express their creativity with friends through a fun, interactive, and hands-on experience.
A long-standing staple of campus life, Market Days remained one of the most anticipated events throughout the year. Across 11 Market Days, a total of 17,401 meals were sold—an 8% increase from 2024. As the cost of living rose, students continued to rely on Market Days' $5 meal offers as an accessible and affordable way to ease financial pressures. More than just a budget-friendly food hub, Market Days created a vibrant and interactive space that fostered social connection and campus engagement.
The event offered students a unique opportunity to explore diverse food options, connect with local vendors, and engage with campus services. The energy and excitement surrounding Market Days contributed to a strong sense of community, reinforcing its role as a beloved staple of student life.
Meanwhile, major events such as the Guild Ball and Big AMP continued to thrive, with growing demand. In 2024, the Guild Ball experienced overwhelming interest, selling out all 700 tickets. Similarly, Big AMP exceeded expectations by achieving a 35% increase in attendance, growing from 455 attendees in 2024 to 614 in 2024. Big AMP continued to be a vibrant celebration of music, performances, and community, offering an external space for students to connect with their peers. This impressive growth highlighted the expanding reach and demand for large-scale social events that enhance the student experience. The continued success of these events further solidified their role as key social activations, setting a precedent for even greater demand in the years to come.
Challenges, successes and lessons learned
In 2024, the Community and Culture department navigated several challenges in project, event, and service delivery. One of the biggest difficulties was managing increasing operational costs while maintaining high-quality experiences for students. Rising supplier and catering expenses impacted large-scale activations like Guild Ball and Big AMP, requiring strategic budget adjustments to stay within allocated funding. This led to negotiations with vendors, exploring alternative suppliers, and reassessing budget allocations to ensure financial sustainability without compromising student engagement.
A key challenge was securing enough volunteers and event staff during peak periods. As all casual event staff are also current students, rostering staff proved challenging on some occasions due to competing commitments such as study and personal obligations. Additionally, allocating shifts to volunteers remained an ongoing hurdle. To address this, the department introduced enhanced incentives and benefits to encourage volunteer participation. Shorter shifts and a wider range of time slots were offered to improve availability, making it easier for volunteers and event staff to get involved. These changes created a more reliable support network for key events, resulting in smoother operations and an improved experience for students, staff, and volunteers.
Looking ahead to 2025, the Community and Culture department's focus will be on enhancing the design and delivery of programs, activities, and services through an enhanced data-driven approach using new dashboard tools. Student feedback will play a central role in shaping event structures, logistics, and timing to ensure the services offered remain relevant and impactful. A key change will be the integration of timely feedback mechanisms, including face-to-face interviews during the event and digital questionnaires 24-48 hours post-event. This will facilitate future adjustments to tailor services based on student preferences and suggestions. Additionally, a deeper evaluation of both existing and new initiatives will help optimise their effectiveness, impact, and overall relevance to meeting student needs. By aligning services more closely with student needs and departmental objectives, the goal is to create more meaningful, inclusive, and engaging experiences on campus, ensuring that every initiative contributes to a stronger sense of belonging and community at Griffith University Gold Coast campus.
Our impact at a glance
Student reach and engagement
12,335
Total student appearances
5,575
Unique students
Community and Culture
Student engagement with services and programs
Qualitative
feedback
This event was a great opportunity to get close with new friends who I met just 1-2 weeks ago.
(Sam, Rooftop Roller Disco)
Attending the Guild Ball was not only enjoyable but also a fantastic opportunity to meet and connect with other Griffith University students in a lively atmosphere. The energy and enthusiasm throughout the event were contagious.
(Natalia, Guild Ball)
One of the best nights of my life! It was perfect! Definitely want to do it again!
(Isabella, Big AMP)
Would love to have this kind of event more often.
(Valerie, Paint and Sip)
Really fantastic evening. Loved how the painting instructor was displayed, and we could follow along. The Guild staff were super friendly and helpful. It was a fun time, and I will bring more friends next time!
(Sarah, Paint and Sip)
Just amazing and a great new experience to meet new people.
(Saipranay, Mates in Minutes)
Sport and Health
$334,528 SSAF expenditure
2.3 Staff FTE
13,048 Total student appearances
2,441 Unique students
SSAF Categories
• Supporting a sporting or other recreational activity by students.
The Sport and Health department offers students a range of opportunities in sport, physical activity, and health education, emphasising enjoyment, accessibility, and participation. Its primary goal is to dismantle obstacles and foster the belief that everyone can enhance their physical well-being, advocating that the most effective physical activity is the one they enjoy.
Key objectives and achievements
In 2024, the Sport and Health department focused on expanding Social Sport offerings and enhancing student health initiatives, ensuring students had access to diverse opportunities for physical activity, social connection, and healthy lifestyle choices. A key highlight was the successful relaunch of outdoor soccer and water polo within the Social Sport program. These sports had been unavailable due to field and pool closures for maintenance, making their return highly anticipated. Soccer saw strong registration numbers and high engagement. Coming off the back of the pool closures, water polo continued but with room to grow, as Sport and Health collaborated with the Water Polo Club to build student participation.
Beyond these reintroduced sports, the Guild’s Social Sport competitions continued to thrive, attracting 2,392 total registrations across various sports. Students consistently praised the program’s balance of social and competitive play, reinforcing its role in fostering connection, teamwork, and active lifestyles within the student community.
One of the standout moments of the 2024 sporting calendar was UniSport Nationals, where Griffith students delivered exceptional performances on the national stage. Competing across multiple sports, they showcased their athletic talent and secured impressive results. Griffith tied for third place overall in the UniSport Men’s Triathlon Championship. In athletics, Griffith’s women’s team claimed second place overall, demonstrating outstanding individual and team performances. Beach volleyball was a dominant success, with Griffith securing both first and second place in the Division 1 mixed competition. The men’s volleyball team claimed gold in Division 2, while the women’s basketball team finished strong with a third-place finish in Division 2. These achievements highlight the depth of talent among Griffith student-athletes.
Alongside sport, student health remained a major focus, with the expansion of the Healthier Mornings initiative a key success. Designed to support both physical and mental well-being, Healthier Mornings provided students with a nutritious breakfast and a welcoming space to engage in physical activity. The program grew significantly in 2024, expanding from just a handful of students at the beginning of the year to 1,320 student appearances, highlighting its increasing impact and popularity.
The Fresh Food initiative also maintained strong engagement, with 1,640 fresh food packs distributed to students throughout the year. Each pack contained fresh fruit and vegetables, with a recipe for a nourishing vegetable soup. Students provided strong positive feedback on this initiative.
Another highlight of 2024 was the Sport and Health department’s commitment to the One Guild ethos, fostering collaboration across multiple departments. Working alongside Uni Fitness, The Uni Store, the Clubs department, and the Community and Culture department, the team successfully delivered two major events—Sport and Fitness Day and Campus Extravaganza. These events provided students with engaging opportunities to stay active, explore campus services, and build connections within the university community.
By strengthening both sport and health initiatives, the Sport and Health department has played a crucial role in enriching student life at Griffith. Whether students were seeking social, competitive, or health-focused activities, they had opportunity to stay active, connect with others, and enhance their wellbeing.
Challenges, successes and lessons learned
One of the biggest challenges in 2024 was the rescheduling of Sport Bowl due to bad weather. Moving the event to a different trimester significantly impacted participation, as many students were either unavailable or no
Our impact at a glance
Student reach and engagement
13,048 Total student appearances
2,441 Unique students
longer eligible to compete. This required careful coordination and reshuffling of teams to ensure the event could still go ahead successfully. Despite the disruption, the competition remained competitive and engaging for those who could participate.
Another key challenge was understanding the link between ‘Come and Try’ sessions and Social Sport registrations. After analysing registration data, it was found that students attending these sessions were not necessarily transitioning into Social Sport leagues. Instead, their main motivation was to enjoy casual, unstructured games rather than committing to a full season. This insight led to the introduction of the ‘Pick Up and Play’ service, allowing students to engage in sport on their own terms while still fostering participation in an inclusive and low-pressure environment.
Encouraging sports clubs and teams to nominate for Guild Awards also proved difficult, with lower-than-expected engagement from the sporting community. Moving forward, better ways to highlight sporting achievements will be explored to ensure student-athletes and Social Sport participants feel more connected to the awards process.
These challenges have provided valuable insights that will shape how programs are designed and delivered in the future. By enhancing pathways from casual participation to structured sport and strengthening recognition for student involvement, Sport and Health will continue to build more engaging and accessible opportunities for students.
Student engagement with services and programs
Social
Sport registrations
Qualitative feedback
Social Sport
Really great social comp, loved competing with friends.
Healthier Mornings
100% of students responded 'Yes' to the prompt ‘Did you find the provided breakfast options to be nutritious and beneficial for starting your day?’
Overall a really positive experience! Lots of fun with friends!
I loved Healthier Mornings and it was so beneficial, especially for the dentistry cohort with early clinic mornings. I couldn’t have survived without it!
UniSport Nationals
Absolutely, Nationals exceeded my expectations. The games were both competitive but fun-spirited, and having the fields next to one another made it great for spectators and crowds. The hotel was the perfect location, and having rooms next to each other and mixed with different sports made for a great culture and social atmosphere. Would definitely recommend to friends, and I will try to get my friends to join next year.
Fresh Food Packs
Absolutely fantastic initiative! Definitely my favourite at Griffith
(Alex)
This vegetable soup is fantastic! It’s hearty, flavourful, and packed with fresh veggies. Perfect for a cosy meal during winter. I’ll definitely be making this again.
(Shutong Liao)
Since today is Saturday and I am free, I decided to cook for my friends using the provided recipe. The result was amazing, and I’m packing some to share with others. Thank you for your continued support.
(Hamza)
Orientation and Student Welfare
$546,085 SSAF expenditure
2.9 Staff FTE 21,632 Total student appearances
7,102 Unique students
SSAF Categories
• Providing food and drink to students on a campus of the higher education provider.
• Giving students information to help them in their orientation.
• Providing legal services to students.
• Promoting the health or welfare of students.
• Helping students secure accommodation.
• Helping students with their financial affairs.
The Orientation and Student Welfare department ensures students have access to essential needs such as food, housing, and financial support, and helps them navigate university life with confidence. Through engaging orientation programs and ongoing welfare initiatives, the department provides practical support and resources to reduce stress and create a strong foundation for success at Griffith.
Key objectives and achievements
In 2024, the Orientation and Student Welfare department aimed to expand the reach and impact of essential student support services, particularly Campus Cupboard, Tuesday Cook Up, Period Positivity and Cereal Bar. Through strategic program enhancements and improved marketing initiatives, significant growth was achieved in student engagement across all these services.
To address increasing food insecurity among students, Campus Cupboard was expanded to operate two days per week instead of one. This change provided greater access to free groceries, ensuring more students could access free food. Beyond addressing immediate food insecurity, this expansion was also part of a broader effort to enhance student welfare services and create a more comprehensive support system on campus. As a result, the number of students accessing Campus Cupboard more than doubled, rising from 2,802 in 2024 to 7,021 in 2024. In addition to increasing operational hours, improvements were made to stock management and volunteer coordination to enhance efficiency. These changes minimised wait times and streamlined service delivery, ensuring students could access the service more easily, particularly by accommodating those who previously faced scheduling conflicts due to timetable clashes and other commitments. The expansion of Campus Cupboard directly contributed to reducing financial stress among students and demonstrated the value of increasing access to basic needs services on campus.
The Tuesday Cook Up program, which provided free meals to students, also experienced significant growth. In 2024, 3,390 students participated, while in 2024, 5,705 students accessed the service, reflecting a substantial increase. A key factor in this growth was the implementation of a more strategic marketing approach. Digital engagement was prioritised, with a stronger presence on social media, including Instagram reels in collaboration with Griffith University and posted by the Student Guild account. Additionally, messaging was refined to highlight the communal and social aspects of Tuesday Cook Up, encouraging students to participate not only for free meals but also for social connection.
Operational improvements also played a crucial role in expanding the program. By negotiating lower meal costs, the program was able to provide more meals each week, increasing the number of students that could be accommodated. Additionally, the menu was diversified to include different types of proteins and carbohydrates, ensuring a greater variety of nutritious meal options.
The Cereal Bar program saw a dramatic increase in engagement, with participation rising from 493 students in 2024 to 2,577 students in 2024. This growth was driven by a comprehensive rebranding and marketing strategy aimed at increasing awareness and accessibility. Key initiatives included improving visual marketing materials to make the visuals more student friendly, prominently featuring Cereal Bar in O-Week promotions, and installing new, permanent signage, making it easier for students to locate the service on campus. These strategies transformed Cereal Bar from an underutilised program into a widely accessed initiative, highlighting the impact of targeted promotional efforts.
In 2024, the expansion and strategic promotion of Campus Cupboard, Tuesday Cook Up, and Cereal Bar led to a significant increase in student participation and engagement. By extending Campus Cupboard’s availability, enhancing marketing strategies for Tuesday Cook Up, and rebranding Cereal Bar, these essential services reached more students than ever before. The success of these initiatives highlights the importance of accessibility and visibility in student support services. Moving forward, further refinements and expansions will continue to build on this momentum, ensuring that students facing financial and food insecurity receive the assistance they need.
The Period Positivity program launched in 2024, providing students with access to free pads and tampons. Period Positivity dispensers were placed in eight female bathrooms and accessible, gender non-specific bathrooms across campus. Dispensers were strategically placed lower in accessible bathrooms to ensure students with a disability could access the products with ease. 95% of students surveyed reported that they felt as though the dispensers were easily accessible for students with a disability and gender
diverse students. Since the inception of the program, over 10,000 menstrual products have been provided to students. 28% of feedback respondents using the Period Positivity service reported that if it were not for the products provided, they would not have access to period products and would have to use makeshift or less suitable products.
Challenges, successes and lessons learned
One of the primary challenges in 2024 was the availability of casual team members, which made balancing all service offerings within the department challenging, and prompted a comprehensive redesign of the staffing structure. To address these challenges, the department transitioned to a mixed staffing model consisting of both part-time and casual Student Support Officers. These staff members were cross-trained to support both administrative and service responsibilities, ensuring flexibility and continuity across all programs. This structural change allowed for greater adaptability, ensuring that service delivery was not disrupted despite fluctuating staff availability.
A key takeaway from 2024 was the importance of a dynamic and welltrained team to maintain consistent service delivery. The introduction of cross-trained Student Support Officers not only mitigated staffing gaps but also improved efficiency by allowing staff to rotate between different responsibilities and services as needed. Moving into 2025, further emphasis will be placed on enhancing staff training to ensure all team members are proficient across multiple roles. Additionally, streamlining internal processes will be a priority to minimise administrative burden and allow staff to focus on delivering high-quality support services.
From a budget and resource management perspective, the transition to a mix of part-time and casual staff proved to be a cost-effective solution. This approach allowed for greater staffing flexibility, ensuring that resources were allocated efficiently based on demand. The ability to scale staffing based on program needs helped optimise budget usage while maintaining high-quality service delivery.
Our impact at a glance
Student reach and engagement
21,632
Total student appearances
7,102 Unique students
Orientation and Student Welfare
Student engagement with services and programs
Quantitative and qualitative feedback
Campus Cupboard
73% of feedback respondents reported they could not otherwise afford enough groceries to last a week.
I've been relying on rice/ bread and fruits/veggies from the cupboard for 80-90% of my diet ... I feel so much healthier and … full of energy. I love that [you provide] such healthy products there. The tuna cans and milk are great too—I can keep making good meals from this stuff without ever getting bored … It’s honestly made me feel a lot healthier. Thank you for offering this event to the students. It also helped with focusing better with my studies.
Period Positivity
Really grateful and appreciative! Really makes me less stressed about the week.
I love… what you're doing. It's honestly helping us a lot in this cost-of-living crisis. Thank you, guys!!
53% of feedback respondents reported they would not typically eat breakfast if not for the Cereal Bar.
Tuesday Cook Up
It’s such a good opportunity - this is the best offer this [university] has, it helps me so much. I really appreciate the effort to provide free groceries. This helps me a lot.
46% of feedback respondents reported they could not afford to eat dinner on Tuesday nights if not for Tuesday Cook Up.
Thank you for providing me with the free breakfast every day. I am so grateful that Griffith students have access to cereal bar every weekday … Thanks for your time and efforts!
These initiatives are very helpful. Keep it up guys! And thank you.
Loved the cooked vegetables for a healthy meal … Thank you so much. This service is awesome!
I love these products! I live in a very tight budget and some months if these were not available, I would not have access to period products at all. Thank you for this service I am so grateful.
This is the best thing ever thank you for making this real!
This is such a great service! Thank you.
Cereal Bar
Wellbeing
$123,263 SSAF expenditure
1.1 Staff FTE
5,106 Total student appearances
2,945 Unique students
SSAF Categories
• Promoting the health or welfare of students.
The Wellbeing department delivers services designed to enhance students' understanding of wellbeing and empower them to take proactive steps in improving, maintaining, or enhancing their overall wellbeing. These initiatives provide students with the knowledge, tools, and resources to integrate wellbeing practices into their daily lives, helping them thrive throughout their university experience.
Key objectives and achievements
In 2024, the Wellbeing department supported students to develop a proactive approach to mental health and wellbeing, empowering them to thrive both academically and personally. Well Fest 2024 remained the Wellbeing department’s flagship event, designed to reduce stigma around mental health experiences, encourage self-reflection, and connect students with essential support resources. The event saw strong engagement across both trimesters, reinforcing its role as a key wellbeing initiative. In Trimester 1, 659 students attended Well Fest and the feedback highlighted its positive impact, with 89% of respondents agreeing or strongly agreeing that the event improved their understanding of wellbeing. The most commonly reported benefits included increased wellbeing awareness, stress reduction, and reduced stigma around seeking support. Building on this success, Trimester 2 saw an even higher turnout, with 726 students participating.
A key addition to this event was the introduction of fresh fruit and vegetable packs, delivered in collaboration with the Sport and Health department. This strengthened the ‘One Guild’ approach by integrating wellbeing with physical health initiatives, further enhancing the event’s reach and impact. Student feedback remained overwhelmingly positive in Trimester 2, with 88% agreeing or strongly agreeing that Well Fest helped them better understand wellbeing. With growing student engagement and consistently strong feedback, Well Fest continues to be a vital initiative in fostering a healthier, more informed, and supported student community.
The Wellness Warriors volunteer program remained an integral part of the Wellbeing department, supporting the delivery of key initiatives aimed at enhancing student health and wellbeing. By the end of 2024, 104 Wellness Warriors volunteers were inducted and successfully completed training, equipping them with the skills to provide meaningful peer support. Volunteers contributed to major events such as Well Fest, RUOK? Day, and Random Acts of Kindness pop-ups, assisting with event operations and student engagement. Their ongoing involvement and feedback were instrumental in refining wellbeing programs, ensuring they remained relevant, student-focused, and impactful.
In 2024, the Wellbeing department introduced Wellbeing on Wheels, a new initiative designed to bring peer-to-peer support directly to students. Led by Wellness Warriors volunteers, this service encouraged students to take a much-needed break during stressful periods of the trimester.
By offering snacks, drinks, and a friendly conversation, Wellbeing on Wheels created a supportive and approachable environment, reminding students to prioritise their wellbeing amidst academic pressures. The service saw 1,138 total student engagements, demonstrating strong demand for accessible, in-the-moment wellbeing support. Alongside this, the Wellbeing department continued to deliver Refuel and Recharge, a dedicated service designed to support students during the demanding study and exam period. This initiative provided a welcoming space where students could take a break, enjoy free snacks and drinks, and reset before returning to their studies. The impact of this service was clear, with 74% of participants reporting reduced stress levels after taking part. This highlighted the importance of small yet meaningful wellbeing interventions in fostering a healthier and more balanced study experience.
Additionally, the department continued offering the Wellbeing Check, an online self-assessment tool designed to help students reflect on their mental and physical wellbeing. Students received personalised tips on how to enhance their wellbeing across five key areas—mind, body, soul, people, and place—based on their responses. The Wellbeing Check saw significant growth in engagement, with 799 students completing the 3-minute survey, representing a 64.1% increase from 2024. This rise in participation highlights a growing awareness and willingness among students to take proactive steps in managing their wellbeing.
Wellbeing initiatives focused on accessibility, including pop-up services that brought wellbeing support directly to students. These activations provided an easy and engaging way for students to access resources, start conversations about their wellbeing, and participate in meaningful activities.
Challenges, successes and lessons learned
In 2024, Wellbeing reconsidered the efficacy of its pop-up activations where students completed a wellbeing check-in in exchange for prizes. While pop-up events initially seemed like an effective way to reach students, they lacked sustained impact or meaningful engagement, as participation was transactional and often tied to prizes rather than genuine interest in wellbeing check and its results. Additionally, there was some overlap between the Wellbeing Check service and Griffith University’s existing initiatives, prompting a need for clearer differentiation or integration.
Pop-up events will be discontinued as a core service in 2025. Instead, resources will be redirected toward consistent, structured services that better align with wellbeing objectives. By focusing on predictable, well-communicated programs, Wellbeing aims to foster deeper engagement and build a stronger wellbeing culture on campus.
Delivering large-scale events focused on mental health and wellbeing presented unique challenges, as these initiatives require a thoughtful and sensitive approach to engagement. Unlike traditional events, where participation is often centred around entertainment or social interaction, wellbeing-focused activations must balance accessibility, comfort, and meaningful impact while addressing the stigma that can sometimes deter students from engaging openly in mental health conversations.
In 2025, Health will officially become part of the Wellbeing department further strengthening the Guild’s commitment to a holistic approach to student wellness. This integration will allow the Wellbeing department to address both physical and mental health, recognising their interconnectedness in overall wellbeing. Research consistently highlights how regular physical activity, balanced nutrition, and healthy lifestyle habits play a vital role in improving mental health, reducing stress, and enhancing academic performance. Embedding physical health initiatives—such as movement-based programs, nutritional education, and active lifestyle encouragement—within Wellbeing will create a more comprehensive and impactful support system for students. With this shift, the department will place a greater emphasis on sustainable wellbeing practices that empower students to make proactive choices in both their physical and mental health, ensuring that wellbeing is not just an occasional focus but an integral part of student life.
Additionally, the integration of Health into the Wellbeing department will allow for better utilisation of staffing resources, creating a more cohesive approach to student support. By aligning physical and mental health initiatives—such as active lifestyle programs, nutrition education, and stress management strategies—the department can deliver more comprehensive and sustainable wellbeing services. This strategic realignment ensures that both financial and human resources are directed toward initiatives that genuinely enhance student wellbeing rather than one-off engagements with limited long-term impact.
Our impact at a glance
Student reach and engagement
5,106
Total student appearances
2,945 Unique students
Wellbeing
and programs
Quantitative and qualitative feedback
Refuel and Recharge
Students were asked: What is your level of stress/pressure (on a scale of 1 to 5)? (1 really relaxed and 5 super stressed)
Before the break 67.3% respondents reported high stress (4 or 5).
After the break only 25.9% respondents reported high stress levels.
Well Fest
89% of respondents agreed or strongly agreed that the event improved their understanding of wellbeing.
Top 3
ways students said the event helped them
1st 2nd
Very exciting to have as a break with fun snacks, helps keep the energy up to continue studying, thank you!!
3rd
Improved understanding of wellbeing. Helped in reducing stress. Helped reduce the stigma of seeking wellbeing support.
Wellbeing on Wheels
100% of respondents agreed that Wellbeing on Wheels helped reduced stress levels.
It was a very kind gesture that boosted my mood.
Such a great thing to help ease exams.
This has helped me so much.
Clubs
$397,492 SSAF expenditure
1.25 Staff FTE
79 Total clubs
11,518 Total club members
SSAF Categories
• Supporting the administration of a club most of whose members are students.
• Various other SSAF expenditure categories dependent on nature of club activity.
Student clubs are the beating heart of campus life acting as the foundation for lifelong friendships, personal and professional development, and an enhanced university experience. Clubs allow opportunities for student led groups to be based on organic student interests and needs with the support and guidance of the Student Guild.
Key objectives and achievements
In 2024, student clubs hosted 189 events, a testament to their growing activity and engagement on campus. These events spanned social gatherings, professional development workshops, networking opportunities, and community outreach initiatives. By fostering an environment where students could actively participate in meaningful experiences, the Student Guild helped clubs broaden their impact and cater to a diverse student body.
To support this grow, the Guild continued to developing its support mechanisms. Recognising the importance of student input, the Clubs department held a focus group at the end of 2024 to gather direct feedback from club leaders. This session provided valuable insights into student needs, potential enhancements for club operations, and innovative ideas for the future. By actively engaging with students in this manner, the Guild continued to refine its approach to club support, ensuring that initiatives remain student-centred and adaptable to evolving campus dynamics.
The Guild Awards remained a highlight of the year, with a total of 162 attendees gathering to recognise and celebrate the hard work of student clubs and leaders. This annual event serves as a platform to honour exceptional contributions within the student community, reinforcing the value of leadership, innovation, and commitment to campus life.
Building on the success of past years, the 2024 Guild Awards continued to showcase the dedication of clubs and societies, acknowledging their impact on student experiences. This celebration remains a cornerstone of our efforts to motivate and appreciate students who drive campus engagement.
The Student Guild’s commitment to fostering a thriving club culture was once again recognised at a national level. Following a 2022 award win, in 2024 the Guild was a finalist for the Best Clubs and Societies Program of the Year at the Student Experience Network awards. This acknowledgment highlights the sustained excellence of the Guild’s club initiatives and reinforced the commitment to delivering high-quality support for student groups.
The past year marked significant progress in advancing the vibrancy and effectiveness of student clubs at Griffith University Gold Coast. Moving into 2025, the Student Guild remains dedicated to fostering an environment where student-led initiatives flourish, ensuring that clubs continue to play a pivotal role in shaping an enriching university experience. Through ongoing support, innovation, and collaboration, we will continue empowering students to lead, connect, and thrive within their university community.
Challenges, successes and lessons learned
In 2024, clubs started the year on a high with the launch of a new clubs platform, UniOne. However, after only a few months, significant and unforeseen issues emerged with the site. These technical challenges impacted club operations and student engagement, prompting the Student Guild to take decisive action. In May 2024, the Guild began to end its contract with UniOne and transitioned back to the previous platform, Campus Groups. The transfer process was extensive, requiring the migration of all club executives and members, but ultimately resulted in a more reliable system for club management.
One major takeaway from 2024 was the importance of thorough platform testing before implementation. To avoid future disruptions, the Guild will adopt a more rigorous evaluation process for digital tools, including extended pilot phases and contingency planning.
A period of internal restructuring in 2024 also presented a challenge for the clubs department, temporarily limiting its staffing capacity. To ensure uninterrupted support for clubs during this time, the Guild appointed a Clubs Officer to manage day-to-day operations. By the end of 2024, the successful recruitment of a Clubs Coordinator not only restored the team to full function but also expanded its capacity—previously, the department was resourced with only one coordinator. With the addition of the Clubs Officer as an ongoing administrative support role, the department is now better positioned than ever to provide timely, responsive, and enhanced support to clubs.
Volunteers
$89,731 SSAF expenditure
1 Staff FTE
186 Active volunteers
2,442.5 Volunteer hours
SSAF Categories
• Helping students obtain employment or advice on careers.
Volunteer programs multiply the Student Guild's ability to engage and support students through a variety of projects thanks to the generosity of student volunteers. In return, volunteering provides those volunteers with practical and valuable experience and professional skills such as leadership, communication, critical thinking, and responsibility.
Key objectives and achievements
The Guild Crew volunteer program experienced a productive and successful year in 2024, with significant progress in multiple areas. The reintroduction of Volunteer Leaders, the development of a new volunteer platform, and key feedback collection all contributed to the evolution of the program.
In January 2024, five Volunteer Leaders were selected to help create a positive culture, provide feedback to staff, and act as role models for fellow volunteers. Their involvement proved to be immensely valuable, as their insights and suggestions helped shape the program throughout the year. Two of the Volunteer Leaders graduated mid-year, but the remaining three continued their leadership roles, ensuring the continuation of a positive impact. Based on the feedback and outcomes, it was decided that the Volunteer Leaders program would continue into 2025. Their contributions were seen as vital to both the cultural development and operational success of the Guild Crew program.
One of the major achievements of 2024 was the development and soft launch of a new volunteer management platform, Timecounts. The decision to transition the Guild Crew program onto a digital platform began in September after extensive research into various options. Timecounts was chosen as the most suitable platform for the program due to its ability to improve efficiency for both volunteers and staff, facilitate accurate data collection, and automate many of the current manual processes. The transition aimed to streamline the program’s operations and ensure a smoother experience for all parties involved.
Team consultation and testing from volunteer leaders ensured the platform was fit for purpose and helped to identify key improvements, such as access to rosters. The new platform was tailored to address these needs, with all the necessary requirements incorporated into its design. The staff and student manuals were also developed to support the transition, ensuring that both volunteers and staff were well-equipped to navigate the new system ahead of the full launch in January 2025.
One of the key objectives for 2024 that was not achieved was increasing attendance at volunteer socials. Despite efforts to encourage participation, the social events did not see the desired increase in engagement. However, this challenge has been turned into an opportunity for growth in 2025. Feedback was collected from volunteers to understand the reasons behind the low attendance, and
this information will be used to make more informed decisions about future socials. The goal for the coming year is to create events that are more appealing and accessible to the student volunteers, ensuring increased turnout and increased participation.
In conclusion, 2024 was a year of growth and adaptation for the Guild Crew volunteer program. The introduction of Volunteer Leaders, the development of a new volunteer platform, and the ongoing feedback collection have all laid the foundation for continued success in 2025. With lessons learned and improvements in place, the program is well-positioned to achieve its goals in the year ahead, particularly in enhancing volunteer engagement and social participation.
Challenges, successes and lessons learned
In 2024, the Volunteers department faced a significant challenge: students increasingly prioritised paid work shifts over volunteering opportunities. While it was understandable that volunteers need to focus on paid work to meet financial needs, many volunteers have expressed that they find volunteering to be a relaxing, enjoyable, and social activity. In the past, volunteers would request event dates months in advance so they could take time off work to participate.
However, this year saw a shift, with fewer volunteers taking this approach. The ongoing cost of living crisis has meant that students need to work more hours to cover basic necessities, leaving fewer available volunteers to cover shifts. To address this, clear and transparent communication with departments and event owners allowed for contingency plans to be created to ensure events ran smoothly, despite this challenge.
Another challenge was the declining engagement with shifts available to support the Sport and Health department. The team is actively gathering feedback from volunteers to better align these opportunities with their interests. This approach aims to tailor shifts to meet volunteer preferences and enhance overall participation.
Although the budget for volunteer initiatives was well-managed, there is an opportunity to utilise allocated funds toward improving volunteer social events based on student feedback. These events are crucial for creating engagement, and managing the funds more appropriately could encourage volunteers to attend, strengthening the sense of community within the department.
Our impact at a glance
Student reach and engagement
Active volunteers
Year of study Academic level Residency
Qualitative feedback
I had the most wonderful time with the Student Guild and you are a big part of the good memories. You are an integral part of the awesome culture of the university.
I keep volunteering because it’s a meaningful way to give back, connect with others, and make a positive impact. It’s rewarding to see the difference even a small effort can make in someone’s life!
I love it! It’s gratifying! Love being involved in our university community!
Gold Coast Association of Postgraduates
(GCAP)
$145,756 SSAF expenditure
0.2 Staff FTE
1,440 Total student appearances*
SSAF Categories
• Supporting a sporting or other recreational activity by students.
• Promoting the health or welfare of students.
• Helping students obtain employment or advice on careers.
• Providing food and drink to students on a campus of a higher education provider.
GCAP aims to create a positive experience Gold Coast postgraduate students by providing academic services and support, opportunities for increased social engagement with the postgraduate community and assistance in the preparation for the transition from postgraduate study.
Key objectives and achievements
GCAP had many achievements in 2024 and met key objectives. The goal of increasing event engagements was achieved through the implementation of new strategies. These included expanding resources by employing an Event Planner (GCAP) and restructuring the subcommittee. The Board Directors’ terms ended mid-year and the appointment of new directors lead to fresh ideas. This also inspired changes to the operation of various events which contributed to the successful execution of events and increased numbers in Trimester 2.
In Trimester 2, a new Marketing Director was appointed to the GCAP Committee. They made an impact on GCAP social media pages, increasing engagement and reach. On the Instagram page, content interactions increased 100%, link clicks increased by 342% and the page reached a total of 13,300 users (an increase of 106.2%). A new marketing approach of sharing posters in HDR spaces and on campus noticeboards was also a cost-efficient approach. Engaging with more students helped increase awareness for GCAP which in turn boosted engagement and event attendance in Trimester 2.
Along with new marketing strategies, the number of events was reduced in Trimester 2. Despite holding events and activations in Trimester 1 almost weekly and sometimes twice weekly, attendance was low. Promoting such a high volume of events proved to be challenging. It was therefore decided that event numbers would be decreased so engagements at the events would increase. This approach was successful with Coffee Catch Ups increasing from an average of 19.5 attendees in Trimester 1 to an average of 46.6 attendees in Trimester 2. Furthermore, fewer events demonstrated to be more cost effective and enabled resources to be better utilised. Maximising resources and implementing aligned strategies has led to a positive impact on the GCAP community.
*No
Appointing a board of highly successful individuals at the start of Trimester 2, who were well immersed in the Griffith University postgraduate student life, was a valuable asset to GCAP. Although this was not a key criterion, that the newly appointed Directors were involved with many aspects, committees, clubs and groups that represent a significant portion of the postgraduate community. This was beneficial as GCAP was able to more easily source feedback from diverse groups within the student community. These suggestions were often applied, thus meeting the needs of more postgraduate students.
Having a wide representation of the community was also beneficial during the 2025 planning session. Hearing a range of opinions contributed to the decisions made, and helped determine the financial feasibility of events. The GCAP webpage on the Student Guild website was also updated to include event photos and the bio information for the President and Vice President. This increased the professionalism of the site and increased transparency. It also made it easier for members to provide feedback or express concerns to their representatives if required.
Moving into 2025, strategies are in place for the subcommittee to be restructured. After consultation with various key stakeholders, policies were written, and expectations defined to ensure equality, fairness and increase engagement.
Challenges, successes and lessons learned
In Trimester 1 and Trimester 2, GCAP experienced a shortage of human resources to help deliver events. It was clear that it would be necessary to increase the current subcommittee base and include a requirement to assist with a minimum number events. A structural review, new policy and position description were developed in consultation with current subcommittee members, staff and board members. At the end of 2024, a marketing campaign for expressions of interest was launched, ready for interviews to be conducted in early 2025.
