NeW Directions
Strategic Plan
2013-2015
Education Plan
Strategic
Objective 1:
Build access, participation and success for our students
Strategies:
1.1 Create a ‘Centre of Excellence in Equity for Higher Education’ that, together with the Wollotuka Institute, will establish a global reputation for evidence-based development of pathways to ensure access to University and academic attainment for students from a range of backgrounds including Indigenous students, non-school leavers and students from low socio-economic status backgrounds.
1.2 Identify, attract and retain students with high academic achievement as Faculty Scholars with specified enrichment opportunities, including working with research, business and/or community leaders during their program.
1.3 Achieve student success and retention above national and international benchmark levels through the provision of diagnostic information to inform targeted action plans by Faculties and Divisions.
1.4 Develop a rolling triennial University and Academic Program Load Model with sustainable growth targets for domestic and international students informed by an agreed ‘Statement of UoN Principles on Student Access, Participation and Success’.
1.5 Map how all educational activities integrate to develop learning outcomes that support the University's graduate attributes and graduate employability both in Australia and overseas.
Strategic
Objective 2:
High quality academic programs that support the global competitiveness of the University of Newcastle graduate
Strategies:
2.1 Implement strategic benchmarking of our educational activities in line with national and international best practice to ensure the delivery of high quality internationalised programs.
2.2 Embed Indigenous knowledges into programs across the University resulting in the awareness of Indigenous knowledges and a strong commitment to social justice in our graduates.
2.3 Review all policies and processes related to the quality of academic programs to ensure they are required, effective, and actively promote staff engagement, and do not limit institutional responsiveness to changes in the external environment.
2.4 Develop a strong service-oriented culture in all areas responsible for supporting academics in activities related to program development and delivery, including effective consultation and collaboration, and a system of regular feedback from users on the quality and appropriateness of services.
2.5 Implement a strategic business planning model that uses market, industry and community analysis to inform institutional decision-making on the retention, abolition or introduction of undergraduate and postgraduate programs.
2.6 Develop at least three Flagship Undergraduate and two Flagship Postgraduate Programs which focus on educating graduates in areas of significant demand, and which may promote cross- Faculty collaboration and showcase the most innovative approaches in the delivery of teaching and learning.
Strategic
Objective 3:
An outstanding student experience on and off-campus that includes student engagement in research, work or community focussed activities
Strategies:
3.1 Enhance student experience and satisfaction through addressing issues raised in student feedback and in diagnostic data sets, and through the targeted development of activities to create a sense of pride and belonging to the University.
3.2 Establish the University as a global leader in the delivery of innovative research-integrated learning and work-integrated learning experiences (RIL and WIL) in Australia and overseas.
3.3 Develop an Engage Newcastle strategy to promote targeted opportunities for students to participate in student exchange, internship, volunteering and community work activities in the region, Australia and internationally.
3.4 Review the alignment of all organisational areas within the University that support the provision of services to students to ensure high quality services for all students appropriate for their study location and the mode of delivery of their education.
3.5 Provide robust structures and processes to increase the level of consultation with students, ensure greater student engagement in key University processes, and provide more training for student representatives on Faculty and University committees.
Strategic
Objective 4:
Innovative educational delivery models that place the University of Newcastle in the top quartile for teaching and learning performance in Australia by 2015
Strategies:
4.1 Create Innovation Teaching & Learning Exchange Groups to support excellence in teaching and learning through engagement with national and international partners.
4.2 Provide practical support strategies for teaching and learning that are valued by academic and professional staff, and ensure they have the capacity to deliver high quality innovative outcomes that exemplify the teaching-research nexus.
4.3 Address the main issues within our administrative systems and processes that limit the capacity of our staff to deliver high quality and innovative teaching and learning outcomes.
4.4 Establish ‘UoNline Plus’ as an initiative that will support the expansion and quality of online and 'blended' (virtual+) approaches across 80 per cent of the University's courses through building academic and professional staff capacity, and the provision of world-class virtual and physical learning environments.
4.5 Promote and support excellent teaching and learning for Indigenous and other diverse knowledge systems for the intellectual and cultural advancement of all students.
Strategic
Objective 5:
An outstanding and dynamic teaching culture and workforce
Strategies:
5.1 Develop innovative induction and professional development activities to assist all staff to deliver world-class educational experiences in culturally appropriate ways to a diverse student body.
5.2 Retain and attract academic staff who provide leadership in teaching through approaches that are world-leading, aligned with current discipline research and employ leading-edge technologies.
5.3 Expand initiatives that recognise and reward outstanding teaching and teaching support, including participation in regular teaching showcases.
5.4 Develop a collaborative, technology-enabled culture including a reliable and robust broadband network, wireless access, high-end telepresence capabilities, point to point video conferencing, and a stable learning management system that increases the capacity and capability to deliver high quality teaching and learning.
5.5 Develop initiatives that demonstrably support the integration of leading-edge research into teaching across all academic programs.
The illustrations on this site have been created by the University of Newcastle's Head of the discipline of Design, Professor Mario Minichiello.
Provide your thoughts
Fill in the form below with your thoughts about our future