Our students’ challenges are our challenges. As a top 50 global university, UQ is continually striving to help our students prepare to meet the challenges of this and future generations.

Our students are facing an evolving workforce requiring new levels of leadership and entrepreneurship, and a society that is both disrupted and enabled by digital technology. In a world that needs people with the ability to create change, our students’ employability is our foremost priority. 

Our response is to reimagine higher education and provide our students with a transformative learning experience that will help prepare them for the challenges that lay ahead, and to create the change they want to see in the world.

Launched in July 2016, following extensive research, consultation and planning, the UQ Student Strategy White Paper is a five-year plan that seeks to realise that vision. It establishes the following four inter-related goals that are fundamental to the realisation of our vision, together with key initiatives or areas to be developed that would help the University progress those goals.

Goal 1. Game-changing graduates

Goal 1

The workforce is evolving at a rapid rate, presenting our students with both challenges and opportunities. Our graduates must have the knowledge and skills to compete for current and emerging roles, and be able to anticipate job opportunities that don’t yet exist – many of which they will create for themselves.

UQ’s first goal is to graduate students who use their intellectual assets to build meaningful careers, become effective leaders, and turn their ideas into impact.

Sub-goal Description
1. Work-integrated learning and student employability program expansion Provide comprehensive opportunities to develop workplace awareness, workplace skills and industry insight by expanding work-integrated learning and student employability programs.
2. UQ research fused with UQ teaching Create inquiry-based learning opportunities that incorporate UQ’s cutting edge research to build students’ advanced knowledge base and skills critical for enhanced employability.
3. The VC’s flagship courses for ‘creating change’ Develop a suite of courses across multiple disciplines that focus on contemporary global challenges, 21st-century skills, and effective leadership.
4. Idea acceleration ecosystem Generate a pipeline of innovative thinkers and entrepreneurial activity through well-connected idea acceleration programs for students, staff and alumni.
5. Global extension experiences Extend access to and opportunity for student engagement with global extension experiences involving studying, working or volunteering in cross/ multi-cultural settings.
6. Authentic assessment Develop a system of assessment that uses challenging and meaningful assessment tasks to engage and extend students across their programs.

 

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Goal 2. Student-centred flexibility

Goal 2

Our students are not only facing a rapidly evolving workplace, but also an evolution in their own learning expectations and needs.

A major goal of our student strategy is to provide a flexible environment that supports and services all students, meets their learning priorities and expectations and personalises their UQ experience.

Sub-goal Description
1. Extended online and on-campus active learning Prioritise the online delivery of courses within our largest programs and develop quality online resources to complement high-value, active learning on campus.
2. Unbundled course options Offer key components of our courses in short modules that draw on UQ’s advanced digital learning resources and allow students to build competency-based credit.
3. Program schedule alternatives Move to a trimester system across selected undergraduate and postgraduate programs where a need for accelerated and decelerated study options is identified.
4. Learning analytics and eAssessment capability Build our electronic assessment capability with the associated systems and services to provide timely, personalised feedback and analysis on how students are tracking with their learning.

 

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Goal 3. Dynamic people and partnerships

Goal 3

At UQ, we are committed to partnering with our students to help guide them through their degree and build a learning culture that is enriched by their contributions.

By giving our students opportunities to own their own learning, we will help them become independent thinkers and leaders of tomorrow.

Sub-goal Description
1. Students as partners​ Develop a university-wide initiative that partners students with teaching staff, researchers and industry, positions student representation throughout all levels of the University’s governance structures and creates a culture of shared responsibility.
2. Multi-point mentor program Create a program of peer-to-peer, staff, alumni and industry mentors that support students from application to graduation.
3. Teaching innovation support Invest in teaching innovation staff who support academics with digital delivery tools and content design that is underpinned by contemporary pedagogical, curriculum and assessment principles.
4. Staff professional development and recognition provisions Develop contemporary and comprehensive ongoing professional development provisions that support and reward teaching and learning performance and facilitate career progression.
5. Teaching engaged staff profile Support a greater involvement in direct teaching activity by more of UQ’s staff to help embed our research excellence within our teaching capability.

 

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Goal 4. An integrated learning environment

Goal 4

With beautiful campuses, extensive recreation and sporting facilities, and world-class buildings and facilities, our students enjoy some of the best higher education settings in the world.

As part of the Student Strategy, we are investing significantly to further enhance the student experience, blending our on-campus and digital spaces to offer students a cohesive learning environment.

Sub-goal Description
1. Campus precinct development Transform UQ’s campuses into vibrant and sustainable communities of learning and innovation with residential, commercial, cultural, recreation, sporting, research and industry-based precincts.
2. The student learning and support hub Provide a central, integrated physical location on campus that enables innovative teaching practices and effective student enquiry/support services.
3. Enhanced multifunctional spaces Continue to create high-quality, multifunctional student spaces that sustain and support formal and informal on-campus study, rest, and socialising.
4. IT infrastructure renewal Invest in IT infrastructure renewal to enhance UQ’s online user experience and support the increasing demand of eService requirements across the University.
5. Student support interfaces Develop interactive online academic, learning, careers, and wellbeing support services for students that are available 24/7 – particularly during peak periods – and complement on-campus support.

 

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Behind the Student Strategy: the voice of UQ

The UQ Student Strategy is based on extensive research and consultation with more than 7000 enthusiastic staff, students, alumni and industry. In 2015-16, the consultation process produced the following outputs:

The above documents led to the launch of the White Paper detailing the UQ Student Strategy (PDF, 1.3 MB) in 2016.