As a public institution entrusted with stewardship of public and stakeholder funds, we will monitor our performance against a number of measures of success to ensure that we are delivering on both the 'what' and 'how' of our mission.
Each of our strategic priorities throughout this strategy has identified a series of goals that denote what success looks like for the University in 2025. We will develop lead indicators for each of these measures, and report on our progress regularly.
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.
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.
Strongly Aligned Aligned
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.
|Living Lab model||Lower intensity of effort||Scale up / Transition||Maximum effort||Scale up / Transition|
|Multidisciplinary networks||Scale up / Transition||Maximum effort||Scale up / Transition||Lower intensity of effort|
|Engagement pathways||Lower intensity of effort||Scale up / Transition||Maximum effort|
|Institutional alignment||Maximum effort||Lower intensity of effort|
|Work Integrated Learning for all||Scale up / Transition||Maximum effort||Scale up / Transition|
|Graduate attributes||Maximum effort||Scale up / Transition||Lower intensity of effort|
|Celebrating excellence||Maximum effort||Scale up / Transition||Lower intensity of effort|
|Student-centred wellbeing||Scale up / Transition||Maximum effort|
|Asia Pacific partnerships||Maximum effort||Scale up / Transition||Lower intensity of effort|
|Globally engaged education||Scale up / Transition||Maximum effort||Lower intensity of effort|
|Empowered and connected||Lower intensity of effort||Scale up / Transition||Maximum effort||Scale up / Transition|
|Our Asia Pacific hubs: Sydney and Singapore||Maximum effort||Lower intensity of effort||Lower intensity of effort|
|Reposition existing estate||Scale up / Transition||Maximum effort||Scale up / Transition|
|New partners, new uses||Lower intensity of effort||Scale up / Transition||Maximum effort|
|Digital excellence||Scale up / Transition||Maximum effort||Scale up / Transition||Lower intensity of effort|
|Places to live, learn, work and play||Scale up / Transition||Maximum effort||Scale up / Transition|
|Campus accessibility||Lower intensity of effort||Scale up / Transition||Maximum effort|
|Sustainable campuses||Maximum effort||Scale up / Transition|
|A high-performing institution||Lower intensity of effort||Scale up / Transition||Maximum effort||Lower intensity of effort|
|Building leadership and capability||Scale up / Transition||Maximum effort||Scale up / Transition||Lower intensity of effort|
|Outstanding talent||Maximum effort||Scale up / Transition||Lower intensity of effort|
|A values-based culture||Scale up / Transition||Maximum effort||Lower intensity of effort|
|Healthy and safe workplace||Maximum effort||Lower intensity of effort|
|Increaed student participation and retention||Lower intensity of 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||Lower intensity of effort|
|Leading reconciliation across our communities||Scale up / Transition||Maximum effort||Scale up / Transition|
|Lower intensity of effort||Scale up / Transition||Maximum effort|
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.