2016 Priorities

Aspiration & Strategy

By 2020 we will be the university of choice for students and researchers who desire to transform their lives and help to build resilient communities.

Deliver excellent research with high impactWe will achieve international distinction in research in our chosen fields, which will positively impact and strengthen our communities.

  • Define Centres of Excellence research strategy and implement Phase One of this strategy
  • Establish and implement strategy to build HDR enrolments and completions
  • Maintain a culture of research excellence
  • Invest strongly in research areas of critical mass where UNE will be a leader
  • Develop and implement a strategy for growth in international partnerships
  • Recognition as a thought leader in our communities

Deliver a high quality student experience

  • Review current student experience and implement plan to address opportunities for deeper engagement
  • Embed cultural & international awareness in current programs
  • Embed student leadership skills into our courses
  • Ensure our colleges deliver pastoral and academic support to residents

Diversify and grow income

  • Develop and diversify resources for sustainable growth
  • Establish a 3 year plan for funding diversification and implement initial actions
  • Establish a plan to engage Alumni for financial and network support
  • Develop and commence implementation of a Fundraising Plan

Digital dominance

Students in a video conference sitting around a table viewing the attendees on screen.

  • Deliver Phase One of Online Growth strategy
  • Establish and implement marketing strategy
  • Understand and plan what will be required to take ‘digital leadership’ in global tertiary market
  • Optimise the use of digital learning pedagogy

Improve operational resilience

  • Establish priorities for process improvement and implement Phase One
  • Implement Phase One of an Information Technology strategy to improve resilience and support digital dominance
  • Implement Phase One of the Strategic Asset Management Plan for physical infrastructure

Create a bold and innovative culture

  • Identify the desired culture to inform the new strategy and devise plan for change
  • Strengthen leadership capability across the University consistent with our values and desired outcomes
  • Translate the strategic plan into supporting operational plans and individual work plans.

Strategic Plan Overview Message from the Vice-Chancellor Strategic Plan 2016-2020 Strategic Plan Document