Our progress

As a public institution entrusted with stewardship of public and stakeholder funds, we are monitoring our performance against a number of measures of success to ensure that we are delivering on both the 'what' and 'how' of our mission.

In doing so, we hold ourselves accountable to our students, staff and our regions. Celebrating our achievements and milestones along the way is an important part of this. Here, we share the advances we have made to date.

Staff members: Alisha-Jane Laney, Taona Afful and Brock Johnston Staff members: Alisha-Jane Laney, Taona Afful and Brock Johnston

Implementation

Implementing 
our strategy

Achieving our ambitious plan will require focus across the organisation and collaboration with our communities, partners and civic leaders. As a one-university region with a unique industrial base, we are the natural partner for deep industrial, commercial and social opportunities. The alignment of our strategic priorities, enabling strategies, business systems, and processes will be fundamental to success.

Ongoing monitoring and evaluation of our progress and outcomes will be critical to ensuring our activities are directed toward achieving our vision.

We will establish a strategy framework to reflect our Engagement Priorities and realise our Life-Ready Graduates outcomes, defining the relationship between core strategic priorities, enabling strategies and key initiatives.

A core objective for our institution is to remain financially sustainable. We will identify methods to diversify our revenue streams in our strategic plan delivery, including but not limited to, our philanthropic capacity and the development of key partnerships to cooperatively fund mutually beneficial activities.

We will respond to higher education dynamics, advances in technology and changing markets by being innovative in our business and delivery models, reflecting the needs and preferences of our students and our communities.

We will pilot innovative business models for the delivery and verification of knowledge such as micro-credentials. We will explore new ways of delivering what our stakeholders want in a manner that meets their evolving expectations.

We will aim to generate a core operating surplus that allows us to invest in our talent, programs and infrastructure into the future.

A financial scorecard will be aligned to our strategy to monitor and evaluate our progress, ensuring key financial measures are in place. We will manage and evaluate the successful delivery of the portfolio in partnership with divisions and faculties and will continually monitor our strategic alignment by prioritising our investments.

We will build on our Advancement Strategy to establish a philanthropic mindset within the University and align our advancement programs to our strategic priorities. We will continue to engage with our alumni communities and our generous philanthropic supporters to build our readiness to launch comprehensive alumni and philanthropic campaigns.

We will improve business processes to deliver on our strategic plan. We will take a collaborative, problem-solving approach to identifying process blocks and designing solutions that improve staff and student experience, as well as service efficiency and effectiveness. This will include consultation and partnership across relevant stakeholder groups, including students.

These include but are not limited to:

  • administrative processes associated with career-ready placements, industry mobility, student enquiries, admissions and enrolments, student academic and wellbeing support, student accommodation and research support
  • consulting on options for reimagining our campuses
  • support for researchers through grant development, project support and commercialisation processes
  • staff recruitment and retention processes
  • digital solutions to support our activities and engagement.
Our Newcastle city campus

Sustainable Development Goals

Alignment with National 
and Global objectives

The University of Newcastle is committed to aligning our strategic priorities to the United Nations Sustainable Development Goals (SDGs).

We are proud to be home to Australia's only United Nations Institute for Training and Research (UNITAR) accreditedInternational Training Centre for Authorities and Leaders (CIFAL) institute and the only University in Australia to fly the United Nations flag.

We will benchmark our strategic activity against the 17 SDGs, providing a globally recognised framework to measure our impact. Our strategy is also inspired by the Alice Springs (Mparntwe) Education Declaration, which sets a vision for a world-class education system for all Australians that promotes equity and excellence, and creates successful lifelong learners who are active and informed members of the community.

We will support the achievement of the Declaration's Goals and Commitments to Action through our University's activities.

Scroll the table below side-to-side to see how our strategic priorities align with the United Nationals sustainable development goals.

United Nations Sustainable
 Development Goals
No poverty Zero hunger Good health and well-being Quality education Gender equality Clean water and sanitation Affordable clean energy Decent work and economic growth Industry, innovation and infrastructure Reduced inequalities Sustainable cities and communities Responsible consumption and production Climate action Life below water Life on land Peace, justice and strong institutions Partnerships for the goals
Indigenous Higher Education,
Innovation and Engagment
Engagement
Priorities
Better, Healthier Living
Next Generation Resources
Connected Communitees
Growing Industries
Life-Ready Graduates
Asia Pacific Focus
Reimagining Our Campuses
Inspiring People
Our Values Excellence
Equity
Engagement
Sustainability

Strongly Aligned Aligned

Phasing

Phasing for
our strategy

The phasing of our strategy is reflective of our estimated effort over time. It will be reviewed annually to reflect new developments and the latest prioritisation of our efforts.

Scroll the table below side-to-side to see how our strategic will be phased in over the next 5 years.

Strategic Priorities Initiative 2020 2021 2022 2023 2024 2025
Our Indigenous
commitment
Increased student participation and retention Lower intensity of effort Maximum effort Maximum effort Scale up / Transition
Preferred employer Maximum effort Scale up / Transition Lower intensity of effort
Leading Indigenous research Scale up / Transition Maximum effort Maximum effort Scale up / Transition
Leading reconciliation across our communities Scale up / Transition Maximum effort Scale up / Transition
Engagement
Priorities
Living Lab model Scale up / Transition Scale up / Transition Maximum effort Scael up / Transition Lower intensity of effort
Multidisciplinary networks Scale up / Transition Maximum effort Scale up / Transition
Engagement pathways Lower intensity of effort Scale up / Transition Maximum effort Maximum effort Scale up / Transition
Institutional alignment Maximum effort Scale up / Transition
Life ready
graduates
Career-ready placements for all Lower intensity of effort Scale up / Transition Maximum effort Maximum effort Scale up / Transition
Graduate attributes Lower intensity of effort Scale up / Transition Maximum effort Lower intensity of effort
Celebrating excellence Lower intensity of effort Scale up / Transition Maximum effort Lower intensity of effort
Student-centred wellbeing Lower intensity of effort Scale up / Transition Maximum effort Lower intensity of effort
Asia Pacific
focus
Asia Pacific partnerships Lower intensity of effort Scale up / Transition Maximum effort Maximum effort Scale up / Transition
Globally engaged education Lower intensity of effort Maximum effort Lower intensity of effort Lower intensity of effort
Empowered and connected Lower intensity of effort Scale up / Transition Maximum effort Maximum effort
Our Asia Pacific hubs: Sydney and Singapore Scale up / Transition Maximum effort Maximum effort Lower intensity of effort
Reimagining
our campuses
Reposition existing estate Lower intensity of effort Maximum effort Maximum effort
New partners, new uses Maximum Effort Maximum effort
Digital excellence Scale up / Transition Maximum effort Maximum effort
Places to live, learn, work and play Scale up / Transition Maximum effort Maximum effort
Campus accessibility Scale up / Transition Maximum effort Maximum effort
Sustainable campuses Maximum effort Maximum effort
Inspiring
people
A high-performing institution Scale up / Transition Maximum effort Scale up / Transition Lower intensity of effort
Building leadership and capability Scale up / Transition Maximum effort Scale up / Transition Lower intensity of effort
Outstanding talent Lower intensity of effort Scale up / Transition Maximum effort Maximum effort Scale up / Transition
A values-based culture Scale up / Transition Maximum effort Maximum effort Scale up / Transition
Healthy and safe workplace Maximum effort Maximum effort Scale up / Transition
Lower intensity of effort Scale up / Transition Maximum effort

2024 Implementation Plan

2024 Looking Ahead
Implementation Plan

In the penultimate year of the Looking Ahead Strategic Plan, our focus on achieving its objectives remains sharp. This Implementation Plan positions us for successful completion in 2025, bridging the gap between the mid point of our six year strategy and its final year. It is a clear statement of strategic priorities for 2024. While it can not capture the whole of the University’s activities or efforts, our staff will be delivering in these areas as well as maintaining (and continuously improving) the quality of our business as usual operations. It is imperative that we optimise the finite resources we have to deliver on the Plan and be willing to identify activities that we will choose not to do in 2024 to enable this.

The initiatives included in this Implementation Plan continue to support the interests of our unique region, build connectedness within our student community, and grow opportunities for students and staff to engage with industry. They also reflect our Looking Ahead commitment to the United Nations Sustainable Development Goals.

Scroll the table below side-to-side to view the full 2022 Implementation Plan.

Strategic ProgramQ1Q2Q3Q4
JFMAMJJASOND
Our Indigenous CommitmentLeading Indigenous Research Indigenous research priority areas (health/education/global histories/language)  Reintroduce Indigenous research conference 
  Explore practise-based PhDs 
 Align conjoint scheme with Indigenous research priority areas
 Implement formalised comms and reporting
Capacity building for Indigenous Research Establish individual research plans with Indigenous academics 
  Training for non-Indigenous researchers working in Indigenous space  
  Build capacity for non-traditional research outputs  
Indigenous Student Retention Pilot retention activities in College of Engineering, Science and Environment Engagement with CESE Heads of School
 Back on Track Retention Program (focus CESE)  Back on Track Retention Program (focus CESE)  
Wellbeing and cultural support  Men's and Women's group cultural support  Men's and Women's group cultural support  
 Wollotuka Wellbeing Program  
 Establish Student Retention Working Group  
Engagement PrioritiesMultidisciplinary Networks and Living Lab Model Mission-led multidisciplinary research TRaCE collaboration with UNSW delivering on key 2024 milestones
All Living Labs activated and delivering on key 2024 milestones
Engagement Pathways Strategic Engagement Pathways Implement engagement roadmaps with all institutes (HMRI, CCRI, NIER, IRF)
Implement strategy for Prime research partnerships
Implement the Asia-Pacific Research Strategic Plan
Research Innovation and Commercialisation Develop and implement 'Staff Spinout Framework'
Secure at least on ARC, NHMRC and/or CRC Centre of Excellence for 2024/2025
Institutional alignment Strategic Research Investments Align internal investments with strategic research priorities
Completion of Research Centres Review
Implement revenue and reinvestment models for relevant business units and research institutes.
Life Ready GraduatesGraduate Attributes Formal mapping to programs and courses Finalisation of Courseloop mapping toolTemplate completion Building graduate maps in system   
Celebrating Excellence Employability and Career workstreams  iLead Program Student engagement Career-ready placements Industry Open Day / future of work Employability Awards
Student-Centred Wellbeing / Healthy and well Self-Directed Health Management Online tip sheetsPeer to peer platforms (Talk Campus)        
Transition and Awareness Early identification of support needs, Early Intervention programs, Education and promotion of service      
Wellbeing in-curriculum Staff support programs (Mental Health First Aid, Accidental Counsellor, Education sessions)In course group programs    
Specialised Support Programs Launch of adaptability technology in Library Harm Minimisation       
Program and Calendar Flexibility Student Degree Planner Phase 2: launch prospective student plannerTransition to BAU       
Program Progression and Growth Operational model embedded with Colleges      
Curriculum Management Enhancement Mapping tool and handbook      
Flexible academic calendar Deep dive into preferred model Preparation and roll out
Work ready learningCareer-Ready PlacementsSystems enablement / interim solution Uplift in PEU units / resourcing Review and assess Course Coordinator support Review resourcing and training requirements Collation of student and industry feedback / preparation for 2025
Transforming User Experience Credit and Recognition of Prior Learning New website content AI/ML systems design requirement Commence training / embed in admissions Systems discovery for replacements of CATS System implementation
Timetable Finalise future state / embed new principles Systems discovery
Adverse Circumstances / Reasonable Adjustment Plan (RAPS) System solution       
Web Accessibility and ADA compliance Manual accessibility audit Install AI accessibility widget Review and assess       
Digital Student Success Platform (mentoring and communications) Respond to recommendations for HEPPP cohort Build issues prioritisation framework for all students Personalised communications and digitally enhanced community building
Student Success Learning and Teaching Plan Develop University Teaching and Learning Plan Review current state and identify remedial workplan Phased rollout
Generative AI, Assessment and Academic Integrity Develop policies and training modules and roll out detection tool for assessment Roll out training modules for assessment design Review effectiveness of detection tools and embed assessment design changes in curriculum
Implementation of Student Success Strategy Comprehensive suite of support programs for the first years Respond to our unique student profile / staff training Good practise recognition, review policy / procedures Increase cultural competency Greater collaboration between staff to increase uptake of student success initiatives
Embed pathway options with VET sector Identify, map, collaborate and promote: aligning with pathways and admissions strategy
PG Cert Tertiary (HE) Teaching design and delivery. Focus on digital learning. Module 1: The role of the Educator Module 2: Our Students: Perspectives Module 3: Structure, Policies and Processes Module 4: Continuous Improvement
Asia Pacific FocusAsia Pacific Partnerships International Partnerships China: Build existing and develop new partnerships
Build Vietnam plus develop Indonesia and explore new markets
International student recruitment Execute International Student Recruitment Plan
Learning Abroad Focus Learning Abroad Plan - increase short-term and summer opportunities
Empowered and Connected Campaign feasibility study Campaign plan and marketing materials endorsed and in placePublic phase of campaign, including launch
Our Asia Pacific Hubs: Singapore and SydneyRefresh Singapore campus strategyRefresh Sydney campus strategy
Reimagining Our CampusesRepositioning Our Estate,
Places to Live Learn Work and Play and
New Partners New Uses
Honeysuckle Student Accommodation ProcurementDelivery
Health Sciences Precinct Program Design Procurement Construction
Level 2 ICT Building Fit-out DesignProcurement Construction
Engineering Collaboration Building Design
Central Coast Campus Delivery
Business Cases for Horizon 2 Package Business Cases to be progressed. Progress determined by relevant approvals.
Digital Excellence Research and Innovation Delivery
Teaching and Learning Delivery
Information assets Delivery
Core Business and Enterprise Platforms Delivery
Cyber Security and Compliance Delivery
Sustainable CampusesImplement Environmental Sustainability Plan
Inspiring PeopleHigh Performing Institution Embed Performance Review Processes Annual Goal Setting Identify improvements Implement improvements End of Year reviews
Embed AWAMS 2023 AWAMS published 31 JanDevelop 2025 AWAMS in line with operational planning process
Coaching for Enhanced Performance Coaching Toolkit Rolled Out Leader coaching capability program
Building Leadership and Capability Leadership Capability Framework (LCF) Roll out frameworkUtliise framework to conduct Learning Needs AnalysisUsed in end of year reviews
Leadership and Staff Development Programs Upskill leaders and staff through a range of development programs and activities
Outstanding Talent Talent Acquisition Process Implement Year 1 of Talent Acquisition Operating Model and Process Improvement Roadmap from 2023 review
Talent Management System and Process Conduct Pilot 1Develop integrated Talent Management processConduct Pilot 2
Employee Value Proposition (EVP) Develop EVP Roll our EVP
Workforce Planning Pilot Workforce Plans in identified areas Operational Workforce Planning with Budget Strategic Workforce Planning
Internal Career Mobility Develop Career Toolkits/WorkshopsRun Career Workshops and Coaching
Values Based culture Connecting with our Values Program Build and Roll-out Values Based Behaviour Program throughout University
People Experience Metrics Build and Roll-out People Experience Barometer      
Athena Swan Silver AccreditationCygnet 'Future Actions'
Healthy and Safe Workplace Culture Psychosocial Health and Safety Embed psychosocial health & safety framework
Strong Safety Leadership Safety in PRD Goals; Officer Due Diligence Framework review; Manager WHS Fundamentals
A focus on wellness Mental health awareness uplift: Implement Health Monitoring Program; Review Employee Benefits Programs
Robust Systems and Risk Management WHS Risk Register Review; Safety Review Reporting; AIMS R3 implementation
Safe and Supportive Environments Research Precinct Review; Safety in Design as part of Space Optimisation
Foundation ActivitiesResearch Capability Researcher of the Future Implement the 'Researcher of the Future' professional development, education, and training program for researchers (including HDRs)
Building Capability Implement the Outstanding Student Experience HDR Roadmap
Research Governance, Systems and Processes Research management process Implement business improvement projects identified under the Research Enablement Roadmap with Digital Technology Solutions
TEQSA Re-registration (quality cycle)Implementation of Quality Assurance policy and frameworkEmbed Quality Assurance Framework into Universities processes
Re-accreditation Review of self audit and submission build        

View 2023 Implementation Plan View 2022 Implementation Plan Download 2020-2021 Implementation Report (PDF, 7.6MB)

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KPIs and Targets

Scroll the table below side-to-side to view the full our KPIs and targets.

Looking Ahead KPI Unit Actual Target
2021 2022 20231 20242 2025
Our Indigenous Commitment
Excellence 1 Research income with Indigenous Chief Investigator $M 0.7 3.7 3.6 1.9 2.4
Equity 2 Indigenous staff participation % 2.8 3.1 3.04 3.5 4.0
Engagement 3 Indigenous student retention (Variance) % -2.3 -4.3 -4.5 -1.5 0
Sustainability 4 Staff completion of Cultural Competency Modules % 42.3 80.1 86.5 93.3 100
Engagement Priorities
Excellence 5 Average World Rank (External Rankings) Rank 276 267 282 266 250
Equity 6 Projects with Industry/Community Partners % 44.2 46.1 39.5 45.2 51
Engagement 7 Multidisciplinary collaboration % 23.3 26.0 25.1 25.1 25
Sustainability 8 HERDC Income $M 134 127 111.7 143.0 149.9
Life Ready Graduates
Excellence 9 Quality of Overall Experience (SES) # 71.4 76.1 76.4 79.5 81.0
Equity 10 Disability retention (Variance to Overall Retention) % -4.3 -4.8 -4.4 -1.5 0
Engagement 11 Career-ready placement participation3 % N/A 46.5 61.2 80.6 100
Sustainability 12 K10 Risk Scale # 25.1 N/A 22 21.5 21
Asia Pacific Focus
Excellence 13 International co-publications % 55.5 54.1 56.3 59 60
Equity 14 Outbound student mobility # 180 405 701 1126 1550
Engagement 15 Philanthropic and Sponsorship Income $M 14.7 36.4 49.6 58 75
Sustainability 16 Proportion of FPI EFTSL % 9.4 9.5 11.9 14.6 25.7
Reimagining Our Campuses
Excellence 17 Satisfaction with physical and digital environments % 73.6 74 75.2 77.6 80
Equity 18 Satisfaction with campuses and facilities (Student with a disability variance to overall) % -4.3 -5.4 -6.4 -3.22 0
Engagement 19 WiFi utilisation # 76 108.6 130 135 140
Sustainability 20 Carbon emissions (tonnes) ‘000 27.6 41.0 TBC TBC 0
Inspiring People
Excellence 21 Industry / Donor Alumni NPS % N/A N/A N/A TBC TBC
Equity 22 Senior Academic Women % 33.5 34.1 36.0 36.7 37.5
Engagement 23 Your Voice Staff Engagement % 72.8 N/A 70 N/A 80
Sustainability 24 Safe Work Australia Maturity Score # 2 2 2 3 3

1 Data as at Q3 2023
2 Blue shading indicates 2024 targets to be finalised once 2023 final result is known. Current 2024 targets are indicative based on 2023 Q3 performance.
3 Q3 result is interim only and is a manual calculation, data is currently under review.

Download 2020-2021 Implementation Report (PDF, 7.6MB)

Central Coast Living Lab promotes healthy ageing at home

Central Coast Living Lab promotes healthy ageing at home

A collaborative workshop has marked the launch of the first Central Coast Health & Wellbeing Living Lab – an innovative, real-life experimentation hub designed to support healthy ageing at home for generations to come.

University of Newcastle award contract for new Central Coast Campus to Hansen Yuncken

University of Newcastle award contract for new Central Coast Campus to Hansen Yuncken

University of Newcastle award contract for new Central Coast Campus to Hansen Yuncken

NUW Alliance to launch six cities region vision

NUW Alliance to launch six cities region vision

The NUW Alliance - a grouping of four leading Australian universities, The University of Newcastle, the University of Wollongong, UNSW Sydney and Western Sydney University – launches its Six Cities Region Vision featuring 3 pillars of focus – Sustainability, Infrastructure and Women.

Green hydrogen demonstration drives zero emission future

Green hydrogen demonstration drives zero emission future

A state-of-the-art green hydrogen fuel, developed in partnership between the University of Newcastle and Southern Green Gas has today been unveiled and demonstrated in Hyundai’s NEXO hydrogen fuel cell SUV.

Food and Agribusiness Doctoral Training Centre established on the Central Coast

Food and Agribusiness Doctoral Training Centre established on the Central Coast

The University of Newcastle has today opened its newest Doctoral Training Centre (DTC), the Food and Agribusiness DTC, at Ourimbah.

Framework launched in commitment to Indigenous education and research

Framework launched in commitment to Indigenous education and research

The University of Newcastle has unveiled a major piece in its longstanding commitment to Indigenous higher education, innovation and engagement with the launch of its Aboriginal and Torres Strait Islander Education and Research Framework, coinciding with national Close the Gap Day.

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Traditional Custodians

The University of Newcastle acknowledges the traditional custodians of the lands within our footprint areas: Awabakal Nation, Darkinjung Nation, Biripai Nation, Worimi Nation, Wonnarua Nation and Eora Nation. We also pay respect to the wisdom of our Elders past and present.

Looking Ahead

Looking Ahead

Strategic Plan 2020-2025

Download (PDF, 3.6MB)

Plan on a page

Plan on a page

Strategic Plan 2020-2025

Download (PDF, 625KB)