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 Work Integrated Learning, 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