We believe that the University, our students, and our communities share responsibility for the future of our natural environment, the people, and the prosperity of the regions in which we live and work.

We do this together through building a strong University and resilient staff, students and communities.

Below are five strategies and associated initiatives that will be enacted to help us reach this goal. Initiatives will be managed through the Project Delivery Group (PDG). UNE staff can access a list of strategic initiatives from the Strategic Projects List.

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We will provide students with the flexibility to enable them to overcome traditional obstacles to success

Our digitally-enabled delivery model will provide students with the opportunity to access higher education whenever and wherever it suits them, enabling them to maximise their strengths, overcome traditional obstacles and navigate their own path to success.

Strategic Initiatives
  • Identify, develop, test and deploy innovative course delivery models.
  • Further develop Block-Mode delivery to enhance the flexibility of course delivery.
  • Implement UNE’s Course Design Framework to enhance the quality, consistency and contemporary nature of UNE’s courses.
  • Develop modularised unit content, short-courses and micro-credentialing to enhance UNE’s dynamic award and non-award offerings.

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We will support research priorities that are informed by our commitment to financial, environmental and social sustainability

Our research priorities are aligned with industry and community needs and are largely focused on local, regional and global sustainability.

Strategic Initiatives
  • Set institutional research performance targets and deploy resources to the key research priority areas to achieve these targets.
  • Develop a UNE Hub Model to support government, community and University resilience (e.g. NEViHN, UNE Connect (Science and Agriculture), the New England Virtual Education Network and UNE Venue (creative arts network).
  • Develop the capability and capacity to co-commercialise and/or co-deploy research outputs as a public good with HDR candidates, community, governments and partners.

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Our course and research profile will be sustainable

Our course profile and our approach to research will be fiscally sustainable, aligned to market demand and need, and will balance opportunity and risk.

Strategic Initiatives
  • Implement a rolling strategic review of UNE course and unit profile to ensure strategic alignment and financial sustainability, whilst maintaining academic quality.
  • Review undergraduate, postgraduate courses and HDR training to streamline structure, rules and delivery to simplify the student experience, meet market demand and maximise efficiency.
  • Identify, develop or renew a suite of UNE flagship courses and units, including HDR where appropriate, that embed the UNE Course Design Framework and promote our digital-first approach to academic delivery.
  • Deploy team-teaching across all courses and units.
  • Develop and deploy a strategic pricing framework, including the strategic use of CSPs.
  • Develop and deploy a UNE Research Performance Framework.

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Our operations will be financially sustainable

We will be a resilient university where our financial, physical and ICT resources and structure enables innovation, intrapreneurship and long-term sustainability.

Strategic Initiatives
  • Implement an integrated services model to enhance the efficiency and efficacy of our operations.
  • Review and renew enterprise systems to reduce transaction costs and improve efficiency across all UNE functions.
  • Review and revise as required UNE policy and procedure to reduce duplication and inefficiency and align with UNE’s strategic direction.
  • Develop and deploy a UNE co-design framework and aligned skill-base to enable partner, industry and community strategic partnerships for systems and built infrastructure.
  • Develop and deploy a new Infrastructure Master Plan that:
    • supports a teams-based, flexible approach to working;
    • enables our place-based approach to knowledge creation and sharing;
    • supports our teaching profile and research priorities;
    • enhances our environmental sustainability;
    • ensures safety and security of students, staff and visitors to UNE;
    • addresses issues with aging infrastructure; and
    • improves operational efficiency.
  • Develop and implement a comprehensive ‘Destination UNE’ initiative in collaboration with government, community and partners in locations in which UNE has a physical presence to leverage our brand, built infrastructure and resources.
  • Develop the expertise, digital infrastructure and artefacts required to enable UNE to expand its business development function and linkages.
  • Implement an outcome focused Institutional Quality Framework.
  • Confirm UNE’s approach to brand and marketing is appropriate for priority Prospective Student Cohorts.
  • Review and optimise business processes.

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We will encourage a team-centric culture and change readiness as a university community to enable staff to thrive in a sector in flux.

Our leadership, our communication and our networks, relationships and structures will enable a collaborative and innovative culture that encourages and nurtures staff resilience

Strategic Initiatives
  • Set and enact a leadership plan linked to recruitment and UNE’s capability framework and academic profiles that explicitly addresses the leadership requirements (teaching, research and administration) to lead cultural change and drive UNE’s 10-year strategic plan.
  • Explore and develop a flexible working model that meets staff, team and university needs.
  • Deploy a team-based working model.
  • Review UNE’s current approach to change management and develop a replicable framework and structure to support change readiness across the University.
  • Deepen engagement with staff through an effective, targeted internal communication strategy supported by robust and timely institutional data.
  • Develop a formalised UNE Scholarship Framework that records demonstrable links to outputs and outcomes of teaching and research staff and staff engaged in professional practice.
  • Review and renew UNE’s approach to induction, performance, professional development, progression, reward and recognition and succession management, including leave supervision to improve efficiency and deliver on our focus on quality.
  • Review and renew UNE’s recruitment plan, process and tactics.
  • Pursue a policy and employment framework that supports the approach to human resource management required for delivery of strategic priorities.
  • Implement an hours-based work load model.
  • Develop and deploy a UNE Work Place Wellness program.