Artwork Detail: Tyler STACKMAN-GREEN, Children’s Gathering, UNE Art Collection

Our Aim

Rigorous, ethical, world-class research is a key driver for UNE’s reputation and fundamental to our objective of ensuring the individuals, communities and partners with whom we engage are prepared to meet future economic, social and environmental challenges and opportunities. Our staff will be regarded nationally and internationally as leading researchers and knowledge creators with the goal of translating this knowledge into tangible outcomes.

Our Focus Areas

Research Excellence

Growing research, diversifying sources of income and engaging more staff and students in delivering greater impact for our partners and the regional economy.

Research Training

Developing and growing a distinctive UNE HDR Program that provides deep research skills, relevant enterprise opportunities, knowledge linked to industry, and building stronger support for Indigenous and other disadvantaged groups.

Research Culture

Supporting the collaborative and ethical conduct of research, aligned with strategic research themes and solutions that benefit our knowledge partners.

Research Infrastructure

Ensuring quality physical and digital infrastructure to monitor, leverage and promote research and research training.

OUR THEMATIC RESEARCH PRIORITIES

  • Food Security
    Food Security
    Food Technology
    Future Foods
  • Better Health
    Healthy Country
    Healthy People
    Healthy Planet
  • Resilient Communiities
    Resilient Systems
    Resilient Communities
    Resilient Regions
  • Respecting Humanity
    Past
    Present
    Future

Strategic Initiatives

These are the initiatives identified to enable the goals of the Future Fit plan. Initiatives will be managed through the Project Delivery Group (PDG). UNE staff can access a list of strategic initiatives by visiting the Strategic Projects List on the staff site.

Personalised Student Journeys
  • Establish Communities of Practice in which all students and graduates are able to participate.
  • Develop in conjunction with partners, multiple entry, exit and enabling pathways for all students, including HDR candidates.
  • Develop modularised unit content, short-courses and micro-credentialing to enhance UNE’s dynamic award and non-award offerings.
  • Draw on UNE’s Reconciliation Action Plan (RAP) to inform course development and delivery, including assessment, research and communications and service design.
  • Enhance our blueprint for the student journey with a focus on the needs of individual cohorts.
  • Develop a scalable, personalised academic and student support and pastoral care model underpinned by robust and timely data.
  • Review and renew UNE’s approach to HDR supervision, candidate management, progress and reporting and examination.
  • Expand our online support and supervision to further enable in country, off-shore, PHDI.
  • Review UNE’s Graduate Attributes and our approach to credentialing successful attainment of attributes as they are achieved.
  • 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.
  • Support staff to deliver a comprehensive academic and research integrity approach.
  • Identify, develop and nurture industry, community and government teaching and learning linkages in key communities.
  • 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).
Empowering Communities
  • Review UNE’s Graduate Attributes and our approach to credentialing successful attainment of attributes as they are achieved.
  • Refine UNE’s approach to HDR training and embed work related and work integrated opportunities across all HDR models.
  • Implement a UNE-wide teaching development program, including current staff, teaching fellows and HDR candidates.
  • Implement a comprehensive academic integrity approach in line with the TEQSA Academic Integrity Framework.
  • 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.
  • Identify and develop key priority areas of high impact research against criteria aligned to local, national and international need.
  • Develop capability profiles for key teaching and research staff.
  • Establish the New England Graduate School to improve the quality of HDR supervision and support.
  • Establish an open access platform to disseminate UNE research and scholarship.
  • Review UNE’s participation in international rankings and develop and deploy an institutional response.
  • 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.
  • Develop a decision framework for establishment of international and domestic place-based research and partnerships.
  • Develop group-based PHDI projects aligned with the needs and aspirations of identified communities.
  • Identify, develop and nurture industry government and community linkages in key communities.
  • Establish research precincts and/or collaborative infrastructure to support research in key communities.
  • Establish new UNE Research Institutes with support from external support to enhance our reach in the community, facilitate partnerships and attract external research funding.
  • Develop the capability and capacity to commercialise research outputs.
  • Develop an Alumni Fellows Program – e.g. Expert Teaching, Capacity Building, Knowledge Partnership Fellowships.
  • Develop and implement an Alumni Life-long Learning Program.
Building Resilience
  • 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.
  • 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.
  • Develop and deploy a UNE Research Performance Framework.
  • 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 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.
  • Review and optimise business processes.
  • 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.
  • Deploy a team-based working model.
  • 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.
  • Implement an hours-based work load model.