Griffith University’s Strategic Plan required delivery of hybrid learning and research environments, enhanced campus experiences and operational efficiency, while responding to evolving expectations from students, government and industry.
The University had already invested significantly in built infrastructure, technology and capability, but lacked a clear articulation of how these elements could work together. It needed a prioritised roadmap that addressed technology debt and provided flexibility to adapt to changing needs. Benefits sought included campus activation, hybrid learning enablement, Living Lab research impact, efficiency gains, sustainability improvements and stronger industry engagement. Without an evidence-based Smart Campus Strategy these goals could not be achieved in a coordinated or sustainable way.
The challenge was therefore to provide a comprehensive and practical framework that combined digital and physical environments into a coherent strategy with measurable outcomes, clear sequencing and a balance between technology and organisational change.
Trestle Digital structured the project into two stages. In Stage 1, we defined Griffith’s priorities for a Smart Campus, identified current digital assets, established measurable outcomes and clarified budgets, timelines and exclusions. Benchmarking against Australian and international examples was undertaken, and a framework for end-to-end design and implementation was developed, including review of relevant industry-ready technologies.
In Stage 2, we identified strategic levers and a long list of Smart Campus use cases spanning teaching, learning, research, campus experience and operations. We analysed the required building blocks, considered options across different cost and complexity levels and sequenced the roadmap appropriately. Organisational readiness was emphasised, including governance, policy and collaboration between IT and facilities.
Major technology vendors Cisco and Microsoft were engaged collaboratively, and automated occupancy and utilisation measurement was identified as a priority. Practical constraints, such as Griffith’s requirement for on-device camera data processing, were also incorporated into the strategy to ensure feasibility.
The project delivered a Smart Campus Strategy focused on the built environment, identifying Griffith’s strengths, weaknesses and priority actions. Outcomes included a benefits-led strategy balancing technology and organisational change, clear digitisation priorities beginning with occupancy and utilisation data and a governance and policy framework to support sustainable implementation. Alignment was achieved between IT, facilities and external vendors.
Following completion of the strategy, Griffith awarded Trestle Digital a proof of concept project for the new Vice Chancellor’s Office. This prototype integrated Cisco, Microsoft and facilities systems into a working Smart Campus example. Beneficiaries included staff within the Vice Chancellor’s Office, facilities management teams and digital teams who gained the ability to test and validate solutions in a real-world environment.
The project duration was ten months, with scope covering the vision and benefit framework, strategy development, stakeholder engagement and proof of concept delivery with Cisco, Microsoft and Griffith facilities teams.
