To create a thriving community where all students feel supported and empowered for their future.
Our values
One
Guild
What does this mean to us...
One Guild is a mentality where everyone in the organisation is valued, and we are committed to each other’s success. We treat each other in a way that promotes belonging, support, and collaboration.
Embrace Change
What does this mean to us...
We are flexible and open to changing student and organisational needs, underpinned by a safe to fail environment and growth mindsets.
Respect
What does this mean to us...
All Guild team members matter to the achievement of our purpose, vision, and mission. We respect each other on a human and professional level.
Students First
What does this mean to us...
Our commitment to students is to speak in their terms, put them at the centre of our decision making, encourage authentic connections, and practice the responsible use of student fees.
Accountability
What does this mean to us...
We feel a sense of responsibility to the Guild, students, and each other. We act with professionalism and integrity, and with a strong commitment to the Guild Vision.
The Student Guild Board
Office Bearers and Committee Members
Board meeting
attendance
Liam Browne 7/7
Taylor Carlson 2/4
Jordan Cooper 5/5
Natalia Drazek 7/7
Lorenzo Fedrigo 2/2
Tyson Holmes 6/7
Yug Lathia 4/4
Keema Lucassen 2/2
Tamana Mittal 4/6
Candice Polo 1/2
Bhavneet Singh 1/2
Martin Skok 4/5
Piper Stock 1/2
Sayaka Takagi 2/4
Joel Walker 4/4
Tyson Holmes
(Jan to Oct)
Executive Committee (Chair)
and Cultural Activities Committee
Liam Browne
(Oct to Dec) Executive Committee (Chair)
and Cultural Activities Committee
Jordan Cooper
and Cultural Activities
Sport and Cultural Activities Committee
Jared de Vries Sport Club Representative
Gillian Clark Sport Club Representative
Jennifer Ruskowsky Cultural Club Representative
Katie Robbie Cultural Club Representative
Natalia Drazek
President (Oct to Dec)
(Chair)
Taylor Carlson Board Member
Lorenzo Fedrigo
Member
Yug Lathiya
Member
Keema Lucassen Board Member
Committee
Tamana Mittal Board Member Executive Committee
Candice Polo Board Member Executive Committee
Bhavneet Singh Board Member Sport and Cultural Activities Committee
Martin Skok Board Member
Piper Stock Board Member
Sayaka Takagi Board Member
Joel Walker Board Member
The Guild team
This is a permanent staff listing only and does not include the wider Student Guild team and valued casual employees.
Business Services
Commercial Services
Jessica Brown General Manager
Mila Nowak Finance Manager
Jasmin Ramsay Senior Manager –Marketing and Experience
Linda Gillespie Business Services Coordinator
Miki Mercer Finance Officer
Cooper Talbot Marketing Coordinator
Jan Pimping Graphic Designer
John Falconer Cleaning and Maintenance Officer
Alexander Kolatchew Acting Head of Commercial Services
Sarah Magne Fitness Centre Manager, Uni Fitness
Frederick Santos Member Engagement Officer
Chris Thompson Venue Manager, Uni Bar and Function Centre
Anna Newell Functions and Catering Coordinator
Jackson O'Neill Duty Manager, Uni Bar and Function Centre
Steeve Silloux Head Chef
Bruce Robertson Cook
Stacey Davies Store Manager, The Uni Store
Kylee Edie Assistant Manager, The Uni Store
Kelly Rhodes–McGowan Store Supervisor, The Uni Store
Kaylene Shilliday Café Supervisor, The Kiosk / Village Espresso
Sanjay Maharaj Manager, Australia Post
Cameron Sherwood Head of Student Services
Alexandra Murray Careers, Academic and Welfare Manager (seconded from Careers and Employability Coordinator)
Bailey McDougall Sport, Wellbeing and Culture Manager (seconded from Sport and Health Coordinator)
Kaitlin Bell Volunteer and Clubs Manager (seconded from Clubs Coordinator)
Sonia Vargas Academic Support / Project Coordinator
Hayley Smith Orientation and Student Welfare Coordinator
Jennifer Osborne Community and Culture Coordinator
Haley Cameron Sport and Health Coordinator (seconded from Sport Officer)
Nell Golden Wellbeing Coordinator
Sarah McDonald Wellbeing Coordinator (seconded from Wellbeing Officer)
Nat Madden Volunteer Coordinator
Glen Heriot Events Coordinator
Madina Kartkozhakova Careers Officer
Matusa Logathas Student Advocacy Officer
Diahann Pasquill Student Advocacy Officer
Isabel van der Walt Student Support Officer
Bruna Ribeiro Student Support Officer
President’s report
Tyson Holmes President
In 2024, the Griffith University Gold Coast Student Guild and the Student Guild Board continued to support Gold Coast students and to build a thriving community.
I am particularly proud of the achievements we made in two areas over the past 12 months. The first is the commitment to continuous improvement and flexibility to make sure that the organisational structure and roles best serve the interests of students on the Gold Coast campus. This was achieved through the development and launch of our 2024–2026 Strategic Plan, which captures the Guild’s commitment to reviewing our governance model including our board and student representative structures. I am excited to see these projects underway in 2025 and to see the Guild’s role in listening to and leading the student voice at the Gold Coast campus, reinvigorated.
Secondly, in 2024, the Guild committed to easing some of the burden of the cost-of-living crisis for students. A key factor in supporting our students in this area was the fast implementation of strategies, events and programs all designed to assist students with staying fed. Student feedback across a range of engagement mechanisms has raised food affordability and access as a key issue for many students. Under the leadership of Cameron Sherwood, Head of Student Services, the Guild delivered a range of programs to provide free meals and food items to students.
This included free dinners every Tuesday for students, free breakfast every weekday morning, and expansion of Campus Cupboard food pantry (including space refurbishment and an extra day to increase accessibility for students). Many students benefited from these programs, with more than 3,296 individual students accessing services specifically targeting the cost-of-living, approximately 26,031 times. In addition to food-based services, Campus Thrift was introduced in 2024, to help students make their money go further.
Many factors impacted the cost-of-living challenges for students, and for many international students these have been compounded by unique challenges such as changing visa and scholarship conditions, and typically being further removed from support networks or more isolated.
These new challenges for international students, on top of existing restrictions to working conditions made it even more vital that the Guild offer support where we could. This was made clear to me by attending some of the costof-living events and interacting with the students who were engaging with the services. These interactions helped see the positive impact on students, and confirmed that the Guild is going in the right direction to support those who need it, where they need it.
Cameron’s determination to support students continued to amaze me over my time as President and continues daily. The Student Services team’s technical skills were instrumental in the operational success of the events, and their dedication and student-centric approach helped grow the effectiveness and reach of student programs.
I would also like to acknowledge all GUGC Student Guild staff without whose passion and dedication, we would make only a fraction of the difference we do. I would also like to acknowledge the outgoing and incoming Board members, whose diverse backgrounds, journeys and goals have provided insights and perspectives that were instrumental in our strategic development, in particular, one of the first people to encourage me into representation, and someone who always puts the needs of all
before anything else, my predecessor Sarah McDonald. I would extend this acknowledgement to the Griffith University staff who have collaborated on projects aimed at improving the life of students. Guild General Manager, Jessica Brown, flawlessly executes turning the strategic goals of those around her into operational successes, and on top of this feat she also never ceases to amaze me with her boundless passion for the Griffith University students on the Gold Coast campus.
Finally, I would like to share my gratitude for the students of the Gold Coast who I have been inspired by every day, the ability to face challenges with a smile and to ask for help is something that you all show me constantly and I am truly proud to have been your student representative.
Tyson Holmes President
General Manager’s report
Jessica Brown General Manager
2024 has been a defining year for the Guild. In close consultation with our board – made up of elected student representatives – along with staff and University stakeholders, we developed and launched our 2024–26 Strategic Plan. The plan sets a clear direction for building a stronger, more stable organisation that’s well placed to meet students’ evolving needs and support the future of the Gold Coast campus.
Although our Strategic Plan was formally approved in August 2024, the work is already well underway. We have commenced several key projects including a governance review to strengthen our board and committee structures to meet current and future business needs, a HR and payroll project to streamline internal processes, and an initiative to better understand and enhance our student services. Looking ahead to 2025, we are set to kick off new projects, including the development of a comprehensive marketing and communications strategy to ensure students are fully informed about our SSAF-funded services, and the Guild Footprint project – a forward-thinking roadmap to enhance our student and staff spaces on campus. In tandem with these efforts, we remain focused on amplifying student voice. As Tyson Holmes highlights in his President’s report, listening to and acting on student feedback is core to our values. We are committed to enhancing how we capture and embed this feedback into everything we do, from service delivery to the issues we advocate for within the University. You can read more about our student promises and related initiatives on our website, and I encourage you to take a look.
A major highlight of 2024 has been the leap forward in how we track and report on student engagement, something I know our sector grapples with, especially when it comes to demonstrating the true impact and value of our work. With support from several Uni teams, we implemented a Power BI dashboard that gives us, for the first time, a true picture of student participation. Rather than relying on registrations or items handed out at events/activities, we now know exactly how many students are showing up and engaging.
In 2024, across all student service departments, we engaged 13,005 individual students through just under 60,000 touchpoints (excluding affiliated club activity!). Even more exciting is the demographic insight we can now access. Engagement spans year levels, domestic/international, and undergraduate/postgraduate cohorts. International students are particularly well represented, making up an average of 36% of engagement – and as high as 45% in our orientation and welfare programs. This is a strong result, especially when you consider that international students make up approximately 25% of the overall Gold Coast campus population, meaning they are engaging at a higher rate relative to their share of the student body.
We now have a strong baseline from which to set targets and drive growth in both individual student reach, and the breadth of demographic engagement. You will find some great snapshots of this engagement data and its impact in the graphs and visual summaries throughout this report.
Finally, my sincere thanks to the people who make this work possible. To our Guild team, thank you for your commitment to students, to bringing heart and care to your work, and for supporting our vision to creating a thriving campus community. To our tenants and suppliers, your ongoing support plays a valuable role in enhancing the student experience. To Griffith University, we are deeply grateful for your continued funding and partnership which
Who we supported in 2024
Where students were in their journey
Year of study
we never take for granted. And above all, to the students of Griffith University’s Gold Coast campus – thank you for your engagement, your honesty, and your ideas. Thank you for telling us what you need and for trusting us to deliver it.
Special thanks also to our Board, particularly our outgoing student leaders –President, Tyson Holmes and Vice President, Jordan Cooper – for their service and care over many years. I’m happy that Tyson will continue into 2025 and bring that same energy and deep commitment to listening to students into the Guild’s next chapter. Working with students is unlike anything else, and for me, it’s the best part of the job.
Sincerely,
Jessica Brown General Manager
Academic Support
Sonia Vargas Academic Support Coordinator
1,023
Total student appearances
654 Unique students
Key achievements >120
students participated in the ‘Schedule to Win’ activity, an initiative developed within the Schedule Assist Service.
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 of university policies and procedures.
The Academic Support department made good 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.
Creation, development, and distribution of a Student Advocacy Trimester Report to Academic Groups.
An increase in utilisation rates of 16% for Student Advocacy consultations and 36% for Schedule Assist.
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.
The creation of this Trimester Report also facilitated the establishment and strengthening of professional relationships with Griffith University academic groups and service departments. During Trimester 3, the Academic Support department met with Griffith Support Services to collaborate on student initiatives and services that enhance the student academic experience. Maintaining and enhancing these professional relationships will be a key focus for 2025.
Our impact at a glance
Student reach and engagement
1,023
Total student appearances
654
Unique students
Assignment Help
4.76/5
Average service rating
Schedule Assist
4.83/5
Average service 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.
I love this events it help me a lot for scheduling my study. This is what I looking for!!! Thank you so much, I’m appreciated.
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.
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!
Student Advocacy Academic Workshops Learning Hub
4.83/5
Average service rating
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.
4.37/5
Average service rating
It made me aware of Guild Student Support services.
433 webpage views
*compared to 2023.
It was well structured and planned.
The advice and information was 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.
Careers and Employability
Alex Murray Careers, Academic and Welfare Manager
4,426
Total student appearances
3,379 Unique students
Key achievements
258 students polished their resumés and LinkedIn profiles with Resumé Reboot.
619
students attended Job Fest events.
1,021+ attendees at the Careers and Employability Fair - the largest attendance to date.
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/part-time opportunities.
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 2023. 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 2023 – 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 created 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 them 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.
*compared to 2023.
Our impact at a glance
Student reach and engagement
4,426 Total student appearances
3,379 Unique students
Resumé Reboot
Careers and Employability Fair
Workplace Information Sessions
Going through my resume to finesse particular details will help me improve my resume and chances of employability even more.
The entire fest was so well coordinated and perfectly organised. Excellent work by everyone involved. It was such an insightful event.
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.
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.
Hearing how passionate everyone felt about their roles was really inspiring.
Clubs
Kaitlin Bell Volunteer and Clubs Manager 79 affiliated clubs
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.
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 growth, the Guild continued to develop 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.
11,518 club members
13
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.
79 clubs
18
Arts, Hobbies and Recreation
3
Community Services and Causes
Guild Awards | Club Awards
Lachlan Ryan
Volunteer of the Year
Griffith University Women in Engineering
Club of the Year
Small Club of the Year
Professional and Academic Club of the Year
10
Nationalities, Cultures and Diversity
35
13
Professional and Academic Sports Clubs
Joohyung Kim
Club Administrator of the Year, Griffith University Marketing Club
Griffith University Pirates Water Polo
Single Best Club Initiative, Bumpa Ball event
(promoting inclusivity in the sport)
Harmony in Health
New Club of the Year
Arts, Hobbies and Recreation club of the Year
Community and Culture
Jennifer Osborne Community and Culture Coordinator
12,949
Total student appearances
5,575 Unique students
Key achievements
614
students attended Big AMP.
17,401 meals sold across 11 Market Days.
The introduction of a new social connection event Common Connections.
*compared to 2023.
The Community and Culture department helps students to build and maintain positive social relations 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.
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 2023. 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 2023. 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 2023 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.
Our impact at a glance
Student reach and engagement
12,949
Total student appearances
5,575
Unique students
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)
Excellence in Diversity and Inclusion Award Guild Awards
Jared de Vries
President, Griffith Water Polo Club
Would love to have this kind of event more often.
(Valerie, Paint and Sip)
This event was a great opportunity to get close with new friends who I met just 1-2 weeks ago.
(Sam, Rooftop Roller Disco)
Just amazing and a great new experience to meet new people.
(Saipranay, Mates in Minutes)
Sport and Health
Haley Cameron Sport and Health Coordinator
13,048
Total student appearances
2,441 Unique students
Key achievements
Beach volleyball 2024 UniSport Nationals division 1 teams placed first and second.
1,320
total student appearances for Healthier Mornings.
Launch of new Pick up and Play service providing free equipment rental for students at the G32 Pavilion.
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.
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 1,835 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 thirdplace 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 healthfocused activities, they had opportunity to stay active, connect with others, and enhance their wellbeing.
Our impact at a glance
Student reach and engagement
13,048
Total student appearances
2,441
Unique students
Academic group
UniSport Nationals
– 26 April | Gold Coast Performance Centre, QLD 7–13 September | Canberra, ACT
UniSport Nationals – Standalone events
Swimming
9 – 11 May
Sydney Olympic Park Aquatic Centre, Olympic Park NSW
*compared to 2023.
Indigenous Nationals 23 – 27 June
University of Wollongong, Wollongong NSW
Guild Awards | Sports Awards
Orientation and Student Welfare
Hayley Smith
Orientation and Student
Welfare Coordinator
21,632
Total student appearances
7,102 Unique students
Key achievements
7,021
▲150%*
student appearances at Campus Cupboard.
10,347
free period products provided with the introduction of the Period Positivity program.
15,681
student engagements across welfare services (with 3,296 individual users).
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.
In 2024, the Orientation and Student Welfare portfolio 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 2023 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 2023, 3,390 students participated, while in 2024, 5,705 students accessed the service. 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 2023 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.
*compared to 2023.
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 and accessible, gender non-specific bathrooms across campus. Dispensers were located to ensure that they were accessible
Our impact at a glance
Student reach and engagement
21,632 Total student appearances
7,102 Unique students
for all students. 95% of students surveyed reported that they felt as though the dispensers were easily accessible for disabled and gender diverse students. Since the inception of the program, over 10,000 menstrual products have been provided to students. 28% of students 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.
Student enquiries
79% in-person
11% via telephone
10% via email
11,654 total student enquiries for 2024
Top
5 enquiry types
1. Miscellaneous – Wayfinding, enrolment etc.
2. Clubs
3. Staff enquiries (Griffith and Student Guild)
4. Justice of the Peace
5. Academic Support
Accommodation
72 accommodation listings submitted online.
Justice of the Peace
*compared to 2023.
593
people accessed Justice of the Peace services.
2,180 documents witnessed.
Volunteering
Nat
Madden Volunteer Coordinator
186
Active volunteers
2,422 Volunteer hours $113,869.35 in value was contributed through approximately 2,422.5 volunteer hours^
Key achievements
Offered an increased variety of shifts furthering volunteers’ opportunities to expand their personal and professional skills.
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.
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.
The Volunteer Leaders were the first group of students to test and provide feedback on the new platform. Their input was crucial in ensuring the platform met the needs of both volunteers and staff. Additionally, there were several meetings with staff to discuss the challenges they were facing with the current procedures. These discussions helped identify key features that were missing, such as access to rosters. As a result, 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.
Research, development and soft launch of the new volunteer platform ready for 2025.
*compared to 2023
^ based on the Australian Bureau of Statistics’ valuation of volunteer time at
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.
Our impact at a glance
Student reach and engagement
Year of study
Academic level Residency status
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!
Guild Awards | Volunteer Awards
I love it! It’s gratifying! Love being involved in our university community!
Lachlan Ryan Volunteer of the Year
Bhavaneet Singh Diamond Volunteer Award
Joel Walker Volunteer’s Choice
Wellbeing
Bailey McDougall Sport, Wellbeing and Culture Manager
5,106 Total student appearances
2,945 Unique students
Key achievements
1,267 students attended Well Fest.
100% of feedback respondents agreed that Wellbeing on Wheels helped reduced stress levels.
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.
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 & 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 remains 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 have been instrumental in refining wellbeing programs, ensuring they remain relevant, student-focused, and impactful.
students completed the Wellbeing Check.
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-themoment 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 highlights the importance of small yet meaningful wellbeing interventions in fostering a healthier and more balanced study experience.
to 2023.
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 2023.
Our impact at a glance
Student reach and engagement
5,106
Total student appearances
2,945 Unique students
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.
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)
Well Fest
89% of respondents agreed or strongly agreed that the event improved their understanding of wellbeing.
Before the break 67.3% respondents reported high stress (4 or 5).
After the break only 25.9% respondents reported high stress levels.
Top 3 ways students said the event helped them
Wellbeing on Wheels
100% of respondents agreed that Wellbeing on Wheels helped reduced stress levels.
Very exciting to have as a break with fun snacks, helps keep the energy up to continue studying, thank you!!
1st 2nd 3rd
Improved understanding of wellbeing.
Helped in reducing stress.
Helped reduce the stigma of seeking wellbeing support.
It was a very kind gesture that boosted my mood.
Such a great thing to help ease exams.
This has helped me so much.
Gold Coast Association of Postgraduates (GCAP)
Lucinda
Wojtaszak
GCAP President
1,440
Total student appearances
Key achievements
>55,000 views on the GCAP Instagram.
+342%
GCAP Instagram link clicks.
Expanding and utilising our resources by employing a GCAP Event Planner
GCAP aims to create a positive experience for 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.
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.
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, 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.
Our impact at a glance
1,440 Total
Commercial Services
Alexander Kolatchew Acting Head of Commercial Services
Key achievements
54,234
Uni Fitness check-ins at G07.
The Uni Store implemented a new digital loyalty card system.
Commercial services are designed to support the sustainability of the Guild and includes Guild-run outlets such as the Uni Bar, Uni Fitness and The Uni Store, as well as the provision of approximately 75% of food and retail tenancies on the Gold Coast campus.
In 2024, the division generated an operating profit of $424,000 – a 65% increase on 2023. This result demonstrates a strong recovery, driven by revenue growth in functions, improved margins in several outlets, and continued cost control across the departments. Importantly, all profits are reinvested into services, programs, and facilities that benefit Griffith Gold Coast students.
At The Uni Store, careful attention was paid to ensuring essential items like groceries and stationery remained affordable, even as the cost of goods and services rose significantly. Despite these pressures, revenue increased by 5.5% and gross profit grew by 6.4%. This was achieved by refining the product mix, removing slower-moving lines, and securing better pricing through new suppliers. Drinks, groceries and bulk confectionery were standout performers, with drinks sales up 31.4%, groceries up 5.7%, and bulk confectionery up 22.6%. A digital loyalty program was also launched in 2024 to enhance the customer experience and foster ongoing engagement.
At the Uni Bar, the Guild assumed full responsibility for catering kitchen operations in 2024, resulting in better quality, pricing, and consistency across the lunch menu. This shift saw food sales grow by 9%, and overall bar revenue increase by 8.1%, despite a decrease in alcohol sales and total transactions. Broader trends, including shifts in youth drinking culture and ongoing cost-of-living pressures, continued to impact traditional bar performance. These industry changes have been mirrored by a key supplier, Lion, who have responded with an expanded range of low and no-carb options. Nonetheless, the Uni Bar remained a lively social hub, hosting 15 trivia nights, 5 karaoke sessions, all three State of Origin games, and distributing $6,500 in prizes thanks to Lion, a long-term beverage partner. Party attendance remained steady overall, though mid-trimester events showed signs of waning popularity compared to the high energy of trimester launch events.
The Functions/Catering team worked alongside the Guild’s Orientation and Student Welfare department in producing 4,150 free meals for students for the Tuesday Cook Up event.
12,000+ bar meals sold.
The Functions department had a strong year, delivering 97 events and catering services. Highlights included the Annual Gold Coast Swimming Awards with 230 attendees, the Nintendo National Smash Bros Tournament hosting 250 attendees over three days, and the Gardiner Gold Coast Chess Championships. The team also supported 16 Gold Coast Association of Postgraduate (GCAP) events and 27 student-led initiatives. Notably, the department helped deliver over 4,150 free student meals through the Tuesday Cook Up program in partnership with Guild’s Orientation and Student Welfare department. Two full-time chefs and a dedicated Functions and Catering Coordinator were appointed to support the growth of this service area, which remains a key focus for the Guild’s events and hospitality strategy.
Uni Fitness maintained strong performance and member engagement throughout 2024, with 54,234 check-ins representing a 15% increase on the previous year. Usage per account and per member also rose significantly, reflecting deeper engagement and higher utilisation of services. The Bring-a-Friend promotion saw improved conversion, increasing to 23%, and 3-day trial participation also grew yearon-year. While total membership revenue dipped by 6.3%, this was largely due to extended pool closure impacts, including reduced pricing and account holds. The pool finally reopened in May, setting the stage for stronger growth in 2025.
*compared to 2023.
Upgrades to the G07 gym were well received by members, including the reception area and bathroom improvements, which helped sustain satisfaction. The purchase of an InBody 380 machine also introduced new engagement opportunities, with 57 members participating in trials and 38% of those expressing interest in ongoing scans.
Australia Post experienced a more subdued year, with revenue tracking 5% below budget, driven largely by reduced bulk purchasing from the University amid broader cost-saving measures. Gross profit remained within 1% of target and expenses were tightly managed, resulting in nearly $4,000 in savings. The business is well-positioned to explore new revenue streams in 2025 while maintaining financial discipline.
Overall, the Commercial Services division has laid a strong foundation for growth. Financial performance improved substantially on 2023, thanks to strategic operational changes, outlet-specific initiatives, and a focus on student experience and value. With the Guild’s Strategic Plan prioritising commercial optimisation, 2025 will see continued attention to outlet efficiency, product mix, pricing strategy and tenancy alignment. The division is well-placed to build on this momentum and further its contribution to student life and Guild sustainability.
Marketing and Experience
Jasmin Ramsay Senior Manager –Marketing and Experience
Key achievements
Instagram engagement increased by nearly 10% through a focus on personal reels and trending content.
Marketing and Experience supports the Guild’s student and commercial services in order to enhance student engagement and service provision. It is responsible for developing and delivering the marketing strategies and publications for all Student Guild departments and focuses on positioning the Guild as student-life experts, providing a range of services to support Gold Coast campus students and enhance student life.
In 2024, the Griffith University Gold Coast Student Guild continued to build on its strong marketing foundations, enhancing student engagement and communications and expanding its brand presence both on and off campus. With a focus on digital growth, branding consistency, and strategic sponsorships, this year marked a period of growth and increased impact.
The Guild’s social media presence continued to grow, particularly on Instagram, the Guild’s fastestgrowing platform. This was supported by a refined content strategy that prioritised more personal reels and trending content, to create stronger connections with the student community. This approach resulted in a nearly 10% increase in Instagram following and a higher engagement rate.
Listening to student feedback and consultation with the Griffith University Marketing and Communications team, Marketing revamped the EDM strategy to reduce email clutter while improving engagement. Shifting to a twice-monthly send-out allowed for more valuable content, leading to an average opening rate of 40%, well above the industry standard of 20-30%. This change ensured Guild communications remained impactful while respecting students’ inbox preferences.
One of the standout marketing initiatives in 2024 was the Guild’s 12 Days of Christmas Campaign. Running during the traditionally quieter T3 period, this campaign engaged students with daily giveaway posts, teaser reels, and story-driven promotions. Each day was sponsored by a different Guild department, helping to showcase the variety of services the Guild offers and directing students to the individual websites.
The highly successful 12 Days of Christmas campaign reached over 43,000 users.
Strategic brand partnerships led to sponsorship income exceeding forecasts by 180%, with major collaborations including V-Energy, HiSmile and Nerds.
The campaign achieved a total reach of 43,098 users with an average daily reach of 3,078 users and secured 12,522 story views. Overall, this means the campaign reached 40% of the Guild account followers each day, compared to an average 13% reach during T3. This was Marketing’s most successful campaign of the year, significantly increasing student awareness of the Guild and its offerings.
The Guild’s commitment to maintaining a strong and unified brand identity saw further improvements in 2024. New staff visuals were created to deliver a more cohesive look across Guild teams, aligning with the Guild’s modernised branding approach. These updates ensured a more professional yet approachable presence both online and on campus.
A key focus of 2024 was the expansion of brand partnerships and sponsorship opportunities. By leveraging EDM placements, digital screens, and on-campus activations, Marketing secured new collaborations with brands such as V-Energy, High Smile, and Nerds. These strategic partnerships not only enhanced student engagement and added to the overall student experience but also resulted in record-breaking sponsorship revenue. The total sponsorship income surpassed initial projections, exceeding the forecasted target by 180%, particularly during O-Week activations.
Most viewed webpages
5. Accommodation Website views
Top referral traffic sources Website acquisition
326,000
7,674 Instagram
Corporate partners
The Student Guild acknowledges and extends its thanks to the following valued 2024 corporate partners, for their support and contribution to the student experience.
