Our vision of ‘knowledge leadership for a better world’ is ambitious. It requires sustained focus and a commitment to our long-term objectives.

To pursue this vision, we have developed six strategic focus areas. These are designed to articulate where we will prioritise our efforts over the next four years, ensuring that we create the conditions necessary for success.

 

Mr Greg Pringle, Chief Operating Officer

Turning ambitious plans into reality is challenging.

To be successful, we need relentless commitment to the objectives, regular prioritisation checks – because what we do is as important as what we don’t do – and the right people, with the character and capability to work together.

I have great confidence UQ will meet and exceed these plans

Mr Greg Pringle
Chief Operating Officer

 

1. Transforming our student experience through a flexible, integrated and partnered learning environment

To transform our student experience through a flexible, integrated and partnered learning environment, we will:

  • Expand opportunities for students to develop their employability.
  • Configure our pedagogies, assessment and learning spaces to encourage active and collaborative learning.
  • Expand online and digitised delivery to provide students with flexibility to engage with learning in a way that suits their personal needs.
  • Strengthen partnerships between students, researchers, industry and alumni to create a more collaborative approach to teaching and learning.
  • Develop our campuses to create a more vibrant learning environment that builds integration between on-campus learning, community engagement and student life.
  • Adjust our approach to the development of educational offerings so that there is a greater focus on the whole program.
  • Explore opportunities to make our academic calendar more flexible.

 


UQ Idea Hub ›

UQ's startup preincubator offers workshops and a global network of mentors to help ambitious innovators develop ideas into viable solutions.

Unlocking your employability ›

This free online course allows any learner, anywhere in the world, to leverage their experiences and present them attractively for future employers.

Students as Partners ›

UQ is taking an authentic approach to embedding student–lecturer partnerships at all levels of teaching and learning-related activities at UQ.

2. Enhancing our high quality research by improving our capacity to collaborate to achieve greater impact

To enhance our high quality research by improving our capacity to collaborate and achieve greater impact we will:

  • Build a one UQ approach to acquiring, maintaining and utilising research infrastructure.
  • Actively encourage internal collaboration between researchers from different disciplines and organisational units.
  • Actively pursue strategic and high quality international collaborations in research and education.
  • Actively encourage researchers to partner with industry, government and the community both within Australia and internationally
  • Develop a more consistent approach to higher degree research training with a focus on ensuring students build research, transferable and professional skills.
  • Invest in the development of systems and processes for the storage and publication of research data, including the capability for this to benefit future researchers.
  • Develop flexible models to effectively utilise the institution’s intellectual property.

 


 

QUEX Institute ›

https://global-engagement.uq.edu.au/quex

HDR career development framework ›

UQ’s Graduate School works closely with higher degree by research students so they gain skills that allow them to build a meaningful career after graduation.

UniQuest ›

Australia's leading commercialising entity, UniQuest specialises in commercialising UQ’s intellectual property to create worldwide impact with UQ research.

Research Impact ›

This collection of regularly updated online features showcases how UQ researchers create change – right across the world, every day.

3. Building engaged and strategic partnerships with a broad range of local and global networks

To build engaged and strategic partnerships with a broad range of local and global networks we will:

  • Build a centralised resource to support, develop and manage significant partnerships guided by a clear partnership framework
  • Strengthen and grow international research collaborations to ensure we leverage the breadth of our research to make significant contributions to global research activity
  • Develop a university wide and consistent approach to external and internal messaging and representation.
  • Improve the management of future student enquiries and communications with key partners, alumni, and the broader community

 


Short-Term Mobility Project ›

Students can learn to see the world differently through a short-term global experience, with over 100 opportunities available worldwide.

Not If, When – the Campaign to Create Change ›

UQ's first comprehensive philanthropic campaign is an ambitious effort to achieve transformational impact for a better world.

UQ Global Strategy ›

UQ's Global Strategy positions us to develop our international influence and maintain our position among the world’s top universities.

4. Committing to activities that attract, support and retain a diverse and inclusive community of high achieving staff and students

To commit to activities that attract, support and retain a diverse and inclusive community of high achieving staff and students, we will:

  • Develop and implement a Reconciliation Action Plan that ensures UQ builds respectful relationships and opportunities between Aboriginal and Torres Strait Islander peoples and the broader Australian community.
  • Significantly improve the gender and cultural balance within the workforce at all levels, within all disciplines and organisational areas.
  • Invest in the capacity of our research workforce by prioritising the development of our high performing early-career and middle-career academics.
  • Improve the mechanisms for assessing, developing, recognising, rewarding and improving high performance among academic and professional staff, with a focus on performance in areas of strategic importance.
  • Significantly increase the representation of students from under-represented backgrounds including those from rural, regional and interstate locations as well as those facing socio-economic disadvantage.
  • Attract and develop a high achieving cohort of students through enriched learning and personal development experiences.

 


SAGE Pilot of Athena SWAN ›

UQ is participating in the SAGE Pilot of Athena SWAN to improve gender equity in STEMM disciplines through rigorous evaluation and accreditation.

Teaching and Learning Week ›

Teaching and Learning Week is an opportunity for the UQ community to celebrate innovative teaching and learning practices that engage and inspire students.

Research Week ›

Research Week aims to raise awareness of UQ research, with a variety of events held to celebrate and promote research at UQ.

UQ Ally Network ›

This program provides a visible network of well-informed staff who create a safe and inclusive space for sex, gender and sexuality diverse people at UQ.

Student Employability Centre ›

UQ students can access opportunities that enhance their employability, contextualise their studies and help them gain a better understanding of the world.

5. Building an agile, responsive and efficient University operation

To build an agile, responsive and efficient university operation we will:

  • Proactively build the capacity and capability of our workforce to achieve our strategic goals.
  • Enhance IT governance to ensure that UQ’s information technology aligns with the University’s strategy and priorities, appropriately considers risk and provides maximum value.
  • Simplify, streamline, standardise and automate administrative process and workflows across the University.
  • Review our delivery model for student services and administration to maximise effectiveness and efficiency and enhance the student experience

 


Staff excellence awards ›

These awards recognise staff who enhance leadership, service, innovation, diversity and inclusion, wellness and safety at UQ.

Delivering services the UQ community values ›

This strategic framework drives a range of valuable IT services to support the administrative, teaching and learning needs of the UQ community.

Enhancing the student experience ›

By developing an integrated learning environment that combines the physical and digital landscape, ITS are delivering powerful learning opportunities for UQ students.

6. Diversifying our income streams and managing our resources to establish a sustainable financial base

To diversify our income streams and manage our resources to establish a sustainable and independent financial base we will:

  • Increase our international student revenue.
  • Increase research funding from industry.
  • Increase research funding from international sources.
  • Build philanthropic support through a dedicated campaign.
  • Manage our resources through a capital asset plan and sustainable budgeting

 


Global partnerships ›

UQ is committed to forging meaningful partnerships to achieve greater global impact, by facilitating international partnerships, programs and projects.

UniQuest ›

Australia's leading commercialising entity specialises in commercialising UQ’s intellectual property to create worldwide impact with UQ research.

Not If, When – the Campaign to Create Change ›

UQ's first comprehensive philanthropic campaign is an ambitious effort to achieve transformational impact for a better world.