2025 Implementation Plan
2025 Looking Ahead
Implementation Plan
In the final year of the Looking Ahead Strategic Plan, this Implementation Plan marks a pivotal phase for the University to consolidate initiatives and set the foundation for our future strategic direction. While it cannot capture all of the University’s activities or efforts, our staff will focus on concluding work already commenced, embedding it into business as usual, and progressing longer term priorities that will continue beyond the life of Looking Ahead. Additionally, we will maintain and continuously improve the quality of our operations. Throughout 2025, our strategic efforts will align with Business Improvement Program (BIP) projects, which are reflected in the refreshed format of our Implementation Plan.
The initiatives included in this Implementation Plan continue to focus on the interests of our unique region, building connectedness within our student community, and growing opportunities for students and staff to engage with industry.
Our Indigenous Commitment
Executive Leads
- Deputy Vice-Chancellor (DVC) Engagement and Equity
- Director, Aboriginal and Torres Strait Islander Research Strategy and Leadership
Our Strategies
- Creating an ecosystem for Indigenous research by establishing a Health Research cluster and research pathways, including Post-Doctoral programs and Higher Degree Research (HDR) development programs. (Q1-Q4)
- Developing and implementing student retention programs for Indigenous students, with a particular focus on programs in the College of Engineering, Science and Environment; Education; and Nursing and Midwifery. (Q1-Q4)
Measures of Success
^ Interim target
Engagement Priorities
Executive Leads
- Deputy Vice-Chancellor (DVC) Research and Innovation
- Pro Vice-Chancellor (PVC) Engineering, Science and Environment
Business Improvement Program (BIP) alignment
- Research Impact — Consider our research strengths, regional and global need, and external funding opportunities to focus our efforts where we can have the greatest impact.
Our Strategies
(Bold denotes BIP initiatives)
- Aligning our internal investments with strategic research priority areas, including the implementation of revenue and investment models for relevant business units and research institutes. (Q1-Q4)
- Driving our strategic research priority areas through activating our Living Labs (Q1-Q2) and implementing engagement roadmaps developed with our institutes. (Q1-Q4)
- Ongoing implementation of the Trailblazer Recycling & Clean Energy (TRaCE) collaboration with the University of New South Wales, and the DeCarb Hub project. (Q1-Q4)
- Developing new research connections through our Prime research partnerships strategy, building programs of work with major partners globally. (Q1-Q4)
- Implementing the Asia-Pacific research strategic plan. (Q1-Q4)
- Securing at least one ARC, NHMRC and/or CRC Centre of Excellence for 2025. (Q1-Q4)
Measures of Success
Life Ready Graduates
Executive Leads
- Deputy Vice-Chancellor (DVC) Academic
- Head of School (HOS) Information and Physical Sciences
Business Improvement Program (BIP) alignment
- Academic Offering — Shape an innovative and flexible program offering and student experience to attract and retain a diverse student load that sustains the University.
Our Strategies
(Bold denotes BIP initiatives)
- The Program and Calendar Flexibility project will see the development of new academic program structures for implementation in 2026 and delivery of the Timetabling system. (Q1-Q4)
- Conduct a comprehensive review of our Academic offerings to ensure alignment to student and community need, and embed governance to ensure ongoing systematic review. (Q1-Q4)
- Finalise systems to progress Career Ready Placements to BAU, and complete mapping of Graduate Attributes. (Q1-Q4)
- Continued focus on employability and career workstreams to celebrate excellence, including ILEAD, Career Connect, Employability Awards and the Industry Open Day. (Q1-Q4)
- Student Centred Wellbeing programs focused on mental health, wellness and connection to the University. (Q1-Q4)
- Implement Artificial Intelligence (AI) initiatives that enhance teaching, learning and assessment, as well as uplift the capability of students and staff. (Q1-Q4)
- System enhancements to improve user experience opportunities to improve Credit and RPL (Q1), post discovery work on a student engagement and communications platform (Q1-Q2), a critical case management workflow tool for student safety and conduct (Q1-Q3), and the phased roll out of adverse circumstances. (Q2-Q4)
- Establishing a Quality Framework that will improve the Course Assessment Review, Program Annual Review and External Program Review. (Q1-Q4)
Measures of Success
Asia Pacific Focus
Executive Leads
- Pro Vice-Chancellor (PVC) Global Partnerships
Our Strategies
- Building existing and developing new partnerships in China and India, growing relationships in Vietnam and Indonesia, and exploring new markets (Q1-Q4)
- Adjusting our International Student Recruitment Plan based on evolving Government settings, end executing particularly in China, India and the Association of Southeast Asian Nations (ASEAN).
- We will complete a feasibility study for a major philanthropic campaign (Q1) and target May for the launch of campaign-badged activations (Q2).
- Progressing the Singapore EduTrust Comprehensive Strategic Partnership. (Q1-Q4)
- Review our Sydney Campus Strategy in alignment with government settings (Q1) and launch an Expression of Interest process for a Managed Campus Agreement. (Q1-Q2)
Measures of Success
Reimagining Our Campuses
Executive Leads
- Chief Operating Officer (COO)
- Pro Vice-Chancellor (PVC) College of Human and Social Futures
Business Improvement Program (BIP) alignment
- Fit for Purpose Infrastructure — Maintain contemporary physical and digital infrastructure and assets that are fit for purpose and affordable.
Our Strategies
(Bold denotes BIP initiatives)
- Delivering projects that enhance learning and research experiences while ensuring all campuses are safe and accessible, including;
- Central Coast Campus
- Campus Heart precinct developments
- Stage 1 High Voltage infrastructure project.
- Enhancing the student campus experience by planning for fit for purpose student accommodation at Callaghan, City and Central Coast campuses and Alumni and Community House (Q1-Q4)
- Future-proofing digital environments with the delivery of Research Enablement, Teaching and Learning, Artificial Intelligence, Cyber security and Compliance programs. (Q1-Q4)
- Continued focus on Core Business and Enterprise platforms, including service management and CRM, contract lifecycle management; Finance and MyHR systems projects. (Q1-Q4)
- Reduce Scope 3 emissions, with a focus on travel and commute initiatives (Q1-Q2) and offsetting residual Scope 2 emissions (Q3-Q4)
- Apply a laboratory operations focus (Q1-Q2) to waste and recycling and pilot waste and recycling initiatives (Q3-Q4)
Measures of Success
Inspiring People
Executive Leads
- Chief People and Culture Officer
Business Improvement Program (BIP) alignment
- People and Processes — Innovate our operations and workforce to be more efficient and effective in supporting students, staff and communities.
Our Strategies
(Bold denotes BIP initiatives)
- Implement the business model review recommendations to ensure efficient and contemporary service delivery between professional and academic parts of the organisation
We will empower and develop our staff by:
- Fostering great leadership practices through the development and implementation of leadership capability programs, with a particular focus on Executive and Senior Leadership Teams Effectiveness Program and Leader onboarding programs and tools. (Q1-Q4)
- Implementing a succession planning framework to grow our leadership capability. (Q1-Q4)
- Promoting our Values-based Culture by celebrating success across the organisation. (Q1-Q4)
- Embedding our Core and Segmented Employee Value Propositions, increasing our ability to attract, nurture and retain outstanding talent. (Q1-Q4)
- Finalise implementation of our Psychosocial Health and Safety Framework building on a Respectful Workplace and focusing on prevention of psychological harm. (Q1-Q4)
Measures of Success
Previous implementation plans: 2024 plan, 2023 plan, 2022 plan, 2020-2021 report (PDF, 7.6MB)
.The University of Newcastle acknowledges the traditional custodians of the lands within our footprint areas: Awabakal, Darkinjung, Biripai, Worimi, Wonnarua, and Eora Nations. We also pay respect to the wisdom of our Elders past and present.