Artwork Detail: Paul J DONNELLY, Emu, UNE Art Collection

Our Aim

UNE is committed to providing a holistic educational experience that cultivates success across the full student lifecycle and sustains our students’ future readiness. It is deeply sensitive to what each learner and academic brings to the learning journey.  We will craft a learning environment that brings together individual needs and social connectedness to realise meaningful and transformative outcomes.  This environment will be supported by an academic culture that encourages diversity, accessibility, inclusion and scholarship.

Our Focus Areas

Student Experience

Preparing graduates to translate their skills, knowledge and values across a wide range of contexts, developing them as leaders in a future where physical and digital worlds are intertwined and facilitating their participation in a transformative educational experiences, co-designed with educational partners that connect their practice, knowledge and skills with industry and society.

Place-based Education

Engaging students through flexible and personalised learning that is structured around their working lives and designed to enhance student participation and success. It offers choice in place, pace and mode to complement and enhance self-determination, building stronger support for Indigenous and other disadvantaged groups.

Connected Curriculum

Bringing the best of teaching and research into a single space; delivering short courses and stackable credentials that sit alongside formal qualifications, all centred on a digitally-enabled and student-centred learning experience that empowers students to succeed in the diversity of possible future careers.

Scholarship, Recognition and Reward

Supporting our staff to engage in scholarship that underpins the exercise and dissemination of excellent practice and scholarship with a focus on place-based, digital-first learning and teaching and recognising their contribution to applied knowledge and personal growth.

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.
  • 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 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.
  • Develop best practice recognition of skills and experience through benchmarking nationally and internationally.
  • 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.
  • 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.
  • Embed as part of new course development or course renewal, multiple AQF qualifications within the assessment framework of identified courses.
  • 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.
  • 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.
  • Refine and implement place-based solutions in identified communities.
  • Contextualise UNE’s academic offering aligned with the needs and aspirations of 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 co-design framework and aligned skill-base to enable student, partner, industry, community and alumni involvement in course design.
  • Review our approach to academic quality to embed a ‘design for quality’ approach alongside traditional monitoring and review approach.
  • 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.
  • Develop 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 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.
  • Identify, develop and nurture industry government and community linkages in key communities.
  • Develop a UNE co-design framework and aligned skill-base to enable student, partner, industry, community and alumni involvement in research.
  • 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).
  • 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 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.