Meeting 1/2026 (February 2026)

Meeting 1/2026 (February 2026) (PDF 165KB)

1. Welcome, Acknowledgement and Sector Environment

Council met at the Sippy Downs campus and commenced with an Acknowledgement of Country, recognising the Gubbi Gubbi people.

The Chancellor welcomed new members and briefed Council on the rapidly evolving national governance landscape. Recent ministerial correspondence emphasised strengthened expectations for university governing bodies, while sector reforms—including Senate inquiries, TEQSA oversight changes and new regulatory bodies—continue to shape the operating environment. Council reaffirmed the importance of clear boundaries between governance and management.

2. Financial Performance and Institutional Accountability

2025 Financial Position

Council noted that the University’s financial performance and position remained stable in 2025, including:  

• A surplus above forecast.
• Higher student revenue and strong international enrolments, particularly at Adelaide.
• Increased investment income and a significant bequest.
• Increased cash reserves.

All internal and external KPIs were rated green. Council commended the Finance team and noted the result provides resilience against uncertainty and supports strategic projects such as Moreton Bay Stage 3 and student accommodation.

Annual Report and Financial Statements

Council approved the 2025 UniSC Annual Report for submission to the Queensland Government and endorsed the 2025 Annual Financial Statements, noting a clean external audit with no findings. Council acknowledged strong progress in financial governance and transparency.

Revised Risk Appetite and Delegations

Council approved updates to the Risk Appetite Statement and Key Risk Indicators, reflecting streamlined measures, greater proportionality, and alignment with social licence expectations.
Council also approved revised Vice-Chancellor expenditure delegations—$5m annual operating expenditure and $10m capital expenditure—to support timely strategic decision-making while maintaining oversight.

3. Governance, Strategy and Institutional Development

Clinical Trials Centre Controlled Entity

Council approved the establishment of a controlled entity (“NewCo”) to support the growth, agility, and long term sustainability of UniSC’s Clinical Trials Centre. Council confirmed that the entity will report directly to Council, and approved governance structures, delegations, and board appointments.

Council Membership

Following an external search process, Council appointed Ms Renee Blackman in the Additional Council Member category (First Nations identifying), bringing significant health sector expertise and community leadership.

Council also appointed Mr Shaun McDonagh as the common member of both the Audit and Risk Management Committee and the Planning and Resources Committee.

4. Academic Quality, Students and Community

Academic Board

Council received a report from the Chair of Academic Board outlining work to strengthen academic quality assurance, enhance communication with staff and students, and support evidence based academic governance. Council members were encouraged to attend Academic Board meetings as observers.

Student Senate and Student Guild

Council received a detailed update from the Student Guild on student experience and priorities, highlighting:

• Significant increases in welfare and food security requests (83% rise in food pack access).
• The need for a centralised student space combining welfare, advocacy and community building functions.
• Ongoing reforms to the Guild Constitution and investment in improved governance and data systems.

Council requested a comprehensive analysis of student welfare demand, drivers, and options for support to be presented at the April meeting.

Student Safety, Mental Health and Wellbeing

Council considered the biannual report on student wellbeing, noting increasing complexity in student needs and pressures on the Safer Communities team. Preventative strategies, enhanced triage models, and strengthened emergency preparedness continue to shape UniSC’s wellbeing framework.

5. Campus Safety, Infrastructure and Operations

Council received the SafeUniSC Security and Emergency Management Report, noting:

• Continued decline in campus safety incidents.
• Infrastructure upgrades including a major CCTV replacement program and campus-wide key system renewal.
• Enhanced emergency management training and drills.
• Emerging risks such as paid tutoring on campus and unsafe use of motorised scooters.

6. Future Planning and Next Steps

Council reviewed the 2026 Forward Plan, noting that the 20 April 2026 Council meeting will include a dedicated strategy workshop covering sector-wide reforms, governance themes, academic integrity, and social cohesion issues.

Meeting 2/2026 (20 April 2026)

Meeting 2/2026 (20 April 2026) (PDF 160KB)

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Council made the following decisions:

Student governance and representation

Council approved revisions to the Student Guild Constitution in response to significant changes in the legislative, governance and operating environment for student representation. In doing so, Council acknowledged the vital importance of strong, independent and well governed student representation within the University.

The revised Constitution modernises governance arrangements and aligns them with legislative requirements governing university–student representative relationships, as well as Student Services and Amenities Fee compliance obligations. It also establishes a Student Representative Council within the Student Guild, replacing the existing Student Senate structure.

These changes are designed to provide clearer governance, accountability and reporting arrangements. Their implementation will be supported through appropriate regulations and transitional provisions to ensure continuity and effectiveness.

Honorary Awards Committee Membership

Council approved the reappointment of Professor Michael Wilmore, Deputy Vice-Chancellor (Academic) to the membership of the Honorary Awards Committee for a three year term in the category of “Member of Executive nominated by the Vice-Chancellor and President and appointed by Council”.

Governance and Council Committee Terms of Reference

Council approved amendments to the Terms of Reference of the following Council Committees: Audit and Risk Management Committee, Planning and Resources Committee, and Nominations Committee and Executive Committee of Council.

Policy Alignment and Governance Framework Enhancements

Council approved amendments to the Council Remuneration - Governing Policy and Council Handbook.

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Council also considered the following matters:

University governance and sector reform

Council considered the University’s positioning within a rapidly evolving higher education policy and regulatory environment. This included ongoing implementation of reforms arising from the Universities Accord and related national governance reports.

In this context, Council noted developments such as the establishment of the Australian Tertiary Education Commission and anticipated changes to funding models, sector planning and institutional accountability settings. It also recognised the University’s active engagement in national governance forums and its continued advocacy for equitable access, particularly for underrepresented student cohorts.

Council reaffirmed the importance of maintaining strong governance, transparency and adaptability. This is particularly critical as the regulatory landscape continues to evolve and as the sector seeks unified representation to respond effectively to emerging challenges.

Leadership continuity and governance capability

Council addressed matters relating to leadership stability and governance capability. It approved a two year extension of the Chancellor’s term to April 2029, providing continuity during a period characterised by significant sector reform and external uncertainty.

In addition, Council continued its oversight of governance effectiveness across its committees. This included considering executive performance assurance arrangements that balance robust oversight with privacy obligations.

Council also noted strong engagement in governance activities, including a high quality response to expressions of interest for membership of the Audit and Risk Management Committee, reflecting a healthy pipeline of governance capability.

Academic quality and student learning experience

Council received updates on major academic governance initiatives aimed at strengthening teaching quality, academic leadership capability and student outcomes. A key initiative is the redevelopment of the Curriculum Design Framework, which introduces a principles based, institution wide approach to curriculum design and review.

This framework is intended to improve consistency and comparability across programs while strengthening alignment with national standards and regulatory expectations. Council also noted the introduction of a structured 360 degree feedback model for courses and programs.

This model integrates student feedback, peer review of teaching, and data on engagement and outcomes, including analysis of equity cohorts. Together, these initiatives are expected to support continuous improvement and enhance the overall student learning experience.

Student voice, wellbeing and cost of living pressures 

Council devoted significant attention to discussions with the Student Guild regarding student experience and wellbeing, particularly in light of rising cost of living pressures. It acknowledged the essential role of the Student Guild, student representative bodies and community partners in supporting student wellbeing.

Council considered student feedback on learning and teaching, including a desire for clearer guidance on the appropriate use of artificial intelligence. It also noted increasing pressure on student food security and hardship support systems, as students face financial challenges associated with accommodation, transport and unpaid placements.

In response, Council strongly encouraged the Student Guild to accelerate development of a coordinated, whole of University approach. This should include both short term practical interventions and longer term, sustainable solutions to address student financial hardship.

Safe, inclusive and respectful university environment 

Council reaffirmed that safety, respect and dignity for students, staff and partners remain a core institutional priority. It emphasised the importance of continued attention to policy, training and assurance processes, particularly in light of new regulatory requirements.

Council considered the University’s obligations under the National Higher Education Code for the Prevention and Response to Gender-Based Violence, which came into effect in January 2026. It noted the establishment of whole of institution governance obligations and strengthened requirements relating to prevention and response systems.

The importance of data informed oversight was highlighted, including the need to demonstrate the effectiveness of systems and responses.Council also noted upcoming training for Council and committee members scheduled for 17 June 2026, following the next meeting.

Staff engagement and organisational capacity

Council acknowledged the resilience and commitment demonstrated by staff during a period of sustained organisational change. Feedback from elected staff members highlighted high levels of workload driven by new teaching models and concurrent institutional initiatives.

This feedback underscored the importance of effective coordination across academic, professional and IT functions to manage competing demands. At the same time, Council noted positive outcomes from recent staff wellbeing and engagement surveys, reflecting a broadly supportive organisational culture.

Looking ahead

Council noted that upcoming strategic planning sessions would provide further opportunity to consider the University’s medium term positioning. These discussions will focus on external risks and opportunities, as well as alignment between academic, financial and infrastructure planning and future demand.

Council reaffirmed its commitment to strong stewardship of the University and to supporting student success, staff wellbeing, academic integrity and long term sustainability. It looks forward to further progress on these matters ahead of its next scheduled meeting on 17 June 2026.

Meeting 3/2026 (17 June 2026)

Meeting 3/2026 (17 June 2026) (PDF 158KB)

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Council made the following decisions:

Financial Performance and Institutional Accountability

Council approved the 2026 April Budget Reforecast and March Outcomes Report, noting that the University remains financially stable, with a forecast operating surplus and sustainability metrics within acceptable ranges. The University is entering a significant capital investment phase, shifting focus towards growth and long-term capacity generation. Key risks to achieving current budget projections include international enrolment uncertainty; cost escalation in construction markets; regulatory and visa impacts; and ongoing uncertainty regarding franking credits.

Capital projects

Council approved the Moreton Bay Stage 3 project, including the overall budget and initial design funding, with a requirement for further Council engagement and approval in December at a key delivery milestone. Council carefully considered a range of supporting matters integral to the business case. These include financial implications, funding pathways, delivery timelines, and risk management strategies.

Council approved the Sunshine Coast student accommodation project under a university built and owned model, recognising its importance in supporting student access and future growth. There was emphasis on continued investigation, planning alignment, and stakeholder engagement.

Governance, Risk and Assurance

Council approved the review and refresh of the Business Continuity and Resilience – Governing Policy to ensure operational resilience and strengthen the University’s preparedness and responses to potential disruptions. Council noted how this work had informed the University’s considered responses to recent critical incidents involving geopolitical incidents in the Middle East and the Instructure (Canvas) cyber security and data breach incident.

Council approved the Modern Slavery Statement 2025 and noted that the University continues to maintain a low assessed exposure to modern slavery risk, supported by improvements in procurement, training and sector engagement.

Council approved the inaugural Internal Audit Strategy and noted that the strategy strengthens assurance by focusing on practical recommendations, enhanced use of technology, and the timely closure of audit actions via closer engagement with management.

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Council also considered the following matters:

UniSC Strategy 2025 – 2028 and 2026 Operational Plan performance

Council noted that the University is performing well against the UniSC Strategic Plan 2025-2028 and 2026 Annual Operational Plan. The majority of Strategic Plan KPIs and supporting metrics were on track as at 31 March 2026. A small number have some concerns and have actions in place to address them. The remainder have not yet been assessed pending data releases. New 2026 Annual Operating Plan targets have been approved, and reporting against the new targets will commence from Quarter 2.

Sector reform and external environment

Council discussed developments across the higher education sector, including governance reforms and new legislative obligations, increased compliance expectations, and the reformation of Universities Australia (UA) as a single unified national peak body It will incorporate the Chancellors group who will be represented on the UA Board, with Vice-Chancellors forming the majority.

These changes reinforce the importance of strong institutional governance and coordinated sector advocacy.

Student experience and wellbeing

Council considered updates from student representatives and the Student Guild, noting the transition to a new student representative structure. Particular focus was given to ongoing student engagement initiatives and addressing cost of living pressures, including the expansion of financial wellbeing supports via the provision of food security and emergency assistance.

Academic Governance and AI

Council was briefed on the implications of emerging technologies, including artificial intelligence, for teaching, learning and assessment. Discussions emphasised the importance of ethical use, maintaining academic integrity and redesigning assessment to ensure authenticity and quality outcomes for students.

People, culture and organisational capacity

Council considered workforce insights and the strengthening of safety frameworks, including processes designed to address workload pressures associated with the new learning and teaching model and organisational change. While the results of the 2026 Staff Engagement Survey are pleasing and the overall culture score is comparatively strong. Council discussed rising psychosocial risks across the sector and noted there was ongoing attention to improving organisational culture and wellbeing at UniSC.

Preventing and responding to Gender Based Violence

Council received and considered the inaugural data reporting on disclosures and complaints relating to gender-based violence and noted the 87% staff confidence and awareness rate result in the recent Staff Engagement Survey. Council also noted that a high proportion of incidents occurred off campus, predominantly in settings and circumstances unrelated to the University. At the same time, Council acknowledged the small number of disclosures associated with university related activities, including student placements and sport and recreation programs, and the risk mitigation measures management has in place to address these risks.

Governance, risk and assurance

Council considered reports on internal audit, risk management and compliance, noting continued improvement in risk maturity and the strengthening of assurance frameworks. Particular attention was given to escalating and emerging regulatory requirements and the need for clear, coordinated and effective University oversight.

Planning and resource stewardship

Council noted updates from the Planning and Resources Committee, including work on sustainability initiatives, digital planning and oversight of major capital projects.

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Looking ahead

Council reaffirmed its commitment to ensuring strong governance in an increasingly complex regulatory environment. Focus areas remain on enabling positive student outcomes and ensuring the long-term financial sustainability of the University. Council’s forward focus centres on delivering its major strategic projects while maintaining a disciplined and sustainable financial position. Council will continue to prioritise a safe, inclusive, and supportive environment for both students and staff, recognising that organisational culture and wellbeing are central to long term success and that integrated planning across the workforce, infrastructure, systems and technology and financial strategy are critical enablers to achieve this.