Artwork Detail: Warwick KEEN, Always was, always will be, UNE Art Collection

Our Aim

Sustainable management of UNE resources will enable UNE to deliver on its commitment to its staff, students, communities and partners.  In turn, a commitment to the environmental sustainability of our campus and business processes will enable us to deliver on a commitment to a greener planet.  A sustainable UNE will be a more resilient UNE, one that is ready for future challenges and meets adversity and opportunities head on.  Through our teaching, research and engagement we will also contribute to and foster environmental, social and financial resilience of our students and our communities.

Our Focus Areas

Our People

Building the skills and culture to enable our staff, students and communities to change and adapt in a shifting world and to help shape the environment in which they work and live.

Our Finances

Aligning our offerings to market need to achieve income diversity and growth and carefully managing our cost structures and investments in support of institutional strategy to ensure a sustainable future.

Our Digital Infrastructure

Developing the digital infrastructure to support a digital-first culture, life-long personalised learning, connected research, connections with alumni, industry and community and digital partnerships.

Our Built Environment

Optimising a contemporary, environmentally friendly campus footprint appropriate to the places in which we engage, seeking to configure multi-use spaces, and sharing space with strategic partners.

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
  • As a part of the student blueprint, develop a UNE Membership Model to support access to UNE courses, services and facilities pre and post enrolment.
  • Offer incentives to encourage life-long student engagement with UNE.
  • Establish Communities of Practice in which all students and graduates are able to participate.
  • Refine and expand UNE’s Bespoke course options and model.
  • Develop modularised unit content, short-courses and micro-credentialing to enhance UNE’s dynamic award and non-award offerings.
  • Enhance applicant and student systems to ensure timely and nimble response to demand.
  • Benchmark and implement a scalable system to support a timely, academically robust approach to academic credit and Recognised Prior Learning.
  • Draw on UNE’s Reconciliation Action Plan (RAP) to inform course development and delivery, including assessment, research and communications and service design.
  • Deepen life-long engagement with all students through effective, targeted communication strategy supported by robust and timely data.
  • 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.
  • Develop modularised unit content, short-courses and micro-credentialing and/or badging to enhance UNE’s dynamic award and non-award offerings.
  • Review UNE’s Graduate Attributes and our approach to credentialing successful attainment of attributes as they are achieved.
  • Support professional learning activities aligned with UNE’s current and future capability and capacity requirements
  • 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.
  • Develop a decision framework for establishment of international and domestic place-based offerings and partnerships that are supplementary to our core digital offering.
  • Establish a team-based approach and governance structure to place-based delivery.
  • Refine and implement place-based solutions in identified communities.
  • Identify, develop and nurture industry, community and government teaching and learning linkages in key communities.
  • Develop Partnership framework to guide identification, establishment, management and governance of mutually beneficial, sustainable partnerships.
  • 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.
  • Reconceptualise UNE’s approach to teaching and assessment to embed work-related and work integrated learning, authentic assessment, assessment for learning and enable flexibility of assessment reflective of student cohort.
  • Encourage and embed opportunities for staff to engage with their profession and industry more broadly to enable further integration of contemporary work contexts and practices.
  • Design and deploy the Virtual Campus that, at a minimum::
    • is accessed through a single, mobile enable digital interface;
    • enables participation in lectures, tutorials, virtual labs and forums in real time and interaction with teaching staff and peers;
    • opportunities to engage with peers outside of formal learning;
    • provides access to, and ‘pushes’, timely information related to learning and ongoing enrolment;
    • is supported by 24/7 AI information and support resources.
  • Refine and deploy the UNE Course Design Framework, with a focus on responding to the needs of priority Prospective Student Cohorts.
  • Implement a UNE-wide teaching development program, including current staff, teaching fellows and HDR candidates.
  • Expand the recognition of digital-first teaching excellence.
  • Implement a comprehensive academic integrity approach in line with the TEQSA Academic Integrity Framework.
  • Review and refine digital learning systems and processes that support curriculum design, delivery and synchronous monitoring and analytics.
  • Develop a leading-edge digital library experience.
  • 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 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
  • 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.
  • 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.
  • Develop a UNE co-design framework and aligned skill-base to enable student, partner, industry, community and alumni involvement in research.
  • 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.
  • Establish an Alumni Volunteer Program including Mentoring.
  • 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
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.