Important Information
Quick Facts — Innovative University of Enga
| Fact | Detail |
|---|---|
| Legal Status / Establishment | Established under the Innovative University of Enga Act 2022 (Act No. 44 of 2022). Unanimously passed by the National Parliament of PNG. |
| Type of Institution | Public / National University. |
| Location | Highlands of Papua New Guinea, Enga Province. Based in Wabag. |
| Campuses | Three campuses: Sopas, Irelya, and Akom. |
| Core Faculties / Departments | College of Arts, Science, and Education College of Health Sciences College of Business & Information Technology |
| Motto | Aut Viam Inveniam Aut Faciam – “I shall either find a way or make one.” |
| Vision / Mission Emphasis | High-quality, internationally recognised academic programmes; strong emphasis on innovation, employability, research, entrepreneurship, ethical values, service, inclusion. |
| First Student Enrolment | In 2024 there were 863 students enrolled in the Education and Medical/Health Sciences faculties. |
| Inaugural Graduation | The first graduation ceremony was held in May 2025. 166 students graduated with Bachelor’s degrees across Education, Natural Sciences and Health faculties. |
| Staffing (Academic and Administrative) | ~ 89 academic staff and more than 50 non-academic / administrative staff. |
| Council Chairwoman | Mrs. Anna Kavana Bais serves as Chair of the IUE Council. A committed leader in education and community development, she guided the transition from interim to permanent council and continues to champion IUE as a catalyst for change in Enga and Papua New Guinea. |
| Legal / Governing Body | Backed by both national and provincial government. Council members sworn in; governance framework includes transparency, accountability, inclusion. |
| Projected Growth | Targeting to build capacity to enrol 3,000 students annually once all faculties (including ICT and Business) are fully up and running. |
| Contact Details | PO Box 387, Wabag, Enga Province; phone +675 – 7257 4887; email info@iue.ac.pg |
Strategic Plan: 2026-2031
Strategic Plan: 2026-2031, Abbreviated Version
“Empowering the Future of Higher Education inPapua New Guinea & the Pacific”Submitted by Professor Brian L. Davis, President
Introduction
The Innovative University of Enga (IUE), established by an Act of Parliament in 2022, represents a bold vision for the future of highereducation in Papua New Guinea. As a new institution with a transformative mandate, IUE embraces its role as a leader in shaping thenation’s academic landscape, cultivating intellectual growth, and driving social and economic progress. This Strategic Plan (2026–2031)sets out a clear and ambitious roadmap, challenging the University to build a legacy of academic excellence, innovative research, andcommunity impact that extends far beyond Enga Province to the whole of Papua New Guinea and the Pacific region.
At the heart of this plan lies a commitment to academic excellence, innovation, and inclusivity. IUE will integrate world-class teaching andresearch with the needs of a rapidly digitalized global community. We affirm that the richness of our student body, drawn from differentbackgrounds, cultures, and experiences, will not only enrich our classrooms but also prepare our graduates to lead in an interconnectedand increasingly complex world.
The success of IUE will depend on our ability to reimagine approaches, embrace digital transformation, and embed quality and innovationat the center of our mission. In doing so, we will deliver a transformative student experience, grounded in civic responsibility andentrepreneurial spirit, that equips graduates to either find a path in society or create one. This reflects our belief that higher education isnot simply about producing graduates, but about cultivating leaders, innovators, and change-makers who will drive positive transformationfor generations to come.
As an anchor institution for Papua New Guinea and Enga Province, IUE is deeply committed to serving as a catalyst for communitydevelopment and national progress. Through strong partnerships, both domestic and international, we will extend our impact beyond theuniversity walls, ensuring that our teaching, research, and innovation actively contribute to improving lives, strengthening institutions, andbuilding a sustainable future.
This Strategic Plan reaffirms IUE’s mission to advance the public good. Through the power of learning, discovery, and creativity, we willexpand opportunities for individuals, strengthen communities, and shape a future where all Papua New Guineans can thrive.
Anna K. Bais, Chairperson, IUE Council
Overview
The Innovative University of Enga (IUE) stands at a transformative juncture, a moment where bold ambition meets strategic foresight. AsPapua New Guinea’s institution committed to academic innovation, cultural relevance, and global connectivity, IUE is launching itsStrategic Plan 2026–2031, a plan that defines our institutional evolution over the next five years.
Key priorities include:
- Infrastructure Development: Upgrading digital and physical infrastructure to meet international academic standards.
- Academic and Administrative Capacity Building: Enhancing faculty qualifications, research capabilities, and governanceframeworks.
- Quality Assurance Systems: Aligning internal academic processes with global best practices.
- National and International Cooperation Readiness: Establishing pathways for strategic Memoranda of Agreement (MoAs), with alandmark goal of securing a formal partnership with a reputable U.S. university by 2028.
- Global Branding and Institutional Diplomacy: Actively promoting IUE’s unique identity, values, and research outputs in the globalacademic ecosystem.
- Achieving International Accreditation: Pursuing recognition from globally respected accreditation bodies to validate programquality.
This plan envisions IUE as a competitive, globally visible institution, actively contributing to global knowledge production while remainingrooted in local relevance.
Strategic Alignment and Guiding Principles
The plan is guided by the principles of:
- Sustainability: Long-term impact over short-term gains.
- Inclusiveness: Serving the people of Enga and Papua New Guinea, while welcoming the world.
- Excellence: Adhering to international standards in teaching, research, and governance.
- Partnership: Leveraging collaborations for mutual academic enrichment.
Furthermore, the Strategic Plan aligns with national goals articulated in Papua New Guinea Vision 2050, Higher Education Sector StrategicPlans, and the UN Sustainable Development Goals (SDGs), particularly in quality education (SDG 4), innovation (SDG 9), and globalpartnerships (SDG 17).
A Call to Action
The Strategic Plan 2026–2031 is more than a document — it is a living document that guides decision making, administration, operations,and management to optimize IUE’s differentiating value proposition in order to become a market leader in education and training in PapuaNew Guinea and the Coral Sea region.
As the Innovative University of Enga enters its next chapter, we reaffirm our commitment to serveas an engine of knowledge, a beacon of innovation, and a bridge between Papua New Guinea and the global academic world.
Professor Brian L. Davis, PhD, President, Innovative University of Enga
Vision, Mission, and Strategic Goals
VISION:To become a globally recognized, innovative, and internationally accredited university fostering academic excellence, research, andsustainable development in Papua New Guinea and the Pacific.
MISSION: To deliver internationally accredited programs, foster transformative learning, drive research-led development, and produce graduatesequipped to contribute meaningfully to national and global communities.
Goal 1. Accreditation Readiness and Academic Excellence
To ensure that the Innovative University of Enga delivers high-quality, globally competitive education, a thorough and future-focusedtransformation of all academic programs and administrative departments will be undertaken. This reform is critical to align the university’sacademic offerings and internal policies and procedures with both national development goals and international academic standards,enabling its graduates to compete in the global knowledge economy.
1.1 Conduct a full curriculum and policy review aligned with WASC/NECHE standards.
A university-wide audit will be initiated to systematically evaluate the relevance, quality, and structure of all existing academic programs,including reviewing course content, pedagogical methods, assessment practices, and graduate attributes. Each program will bebenchmarked against the standards of both national regulatory bodies (DHERST) and leading U.S. accreditation agencies including WASC,NECHE, ABET, and AACSB. This will ensure that academic offerings are both locally grounded and internationally validated, enablingpathways to international recognition, mobility, and collaboration.
1.2 Establish an Office of Institutional Effectiveness and Accreditation.
The Office of Institutional Effectiveness and Accreditation (OIEA) will be established to lead the university’s efforts in quality assurance,compliance, and continuous improvement. The office will coordinate institutional assessment processes, oversee accreditation activities,and ensure alignment with national and international standards. It will collect, analyse, and report institutional data to support evidence-based planning and decision-making across academic and administrative units.
1.3 Integrate research and faculty development into accreditation readiness.
By aligning scholarly activities and staff professional growth with accreditation standards, the university will foster a culture of evidence-based practice, continuous improvement, and academic excellence. Faculty will be supported to engage in research that enhancesteaching quality and institutional effectiveness, while professional development programs will ensure that academic staff are well-prepared to meet accreditation requirements.
1.4 Achieve accreditation eligibility by 2028 and candidacy status by 2031.
The university will achieve accreditation eligibility by 2028 and candidacy status by 2031, while supporting seamless student transfer andthe development of international partnerships. Through strengthened academic and administrative systems, programs will be aligned withrecognized quality standards, enabling student mobility between accredited institutions and enhancing global collaboration.
1.5 Publish an annual Institutional Effectiveness Report.
The university will publish an annual Institutional Effectiveness Report that documents progress toward meeting accreditation standardsand advancing institutional quality. By systematically tracking performance indicators and outcomes, the university will strengthenaccountability, support data-driven decision-making, and demonstrate its sustained commitment to excellence and accreditationreadiness.
Goal 2. Academic Expansion and Revenue Independence
Goal: Broaden academic offerings and diversify income streams to achieve long-term institutional sustainability.The university will broaden its academic offerings and diversify income streams to ensure long-term institutional sustainability. Thisincludes expanding programs that respond to national priorities and market demand, developing flexible and innovative delivery modes,and strengthening partnerships with industry, government, and international institutions.
2.1 Establish the College of Applied Science by 2027.
The College of Applied Science will actively support local industries in Enga engaged in mining, transportation, and construction throughtargeted training programs, research partnerships, and technical services. By aligning curriculum design and applied research withindustry needs, the university will enhance workforce capacity, promote sustainable practices, and foster innovation within key economicsectors.
2.2 Introduce at least one new undergraduate program each year beginning in 2026.
Beginning in 2026, IUE will introduce at least one new undergraduate program each year to promote academic growth, meet evolvingworkforce needs, and strengthen the university’s financial position. Each new program will be designed through market research,stakeholder consultation, and alignment with institutional priorities.
2.3 Launch two new master's programs and one PhD program by 2031.
By 2031, IUE will launch two new master’s programs and one PhD program to expand its postgraduate offerings and strengthen itsacademic and research profile. Through academic partnerships, collaborative research, faculty exchanges, and student mobility initiatives,the university will align its advanced programs with global standards and national development priorities.
2.4 Offer short-course and professional training programs to generate non-traditional revenue.
IUE will offer short-course and professional training programs designed to meet the needs of industry, government, and community sectorswhile generating non-traditional revenue. Key partners include New Porgera Limited and the Enga Provincial Government. Throughexpansion of online and blended learning platforms, IUE will extend access to these programs beyond Enga.
2.5 Expand partnerships with industries and government agencies.
IUE will expand partnerships with industries and government agencies to support applied learning, joint research, and the development ofco-funded laboratories, equipment, and facilities. Academic programs will be designed in close collaboration with industry partners toensure alignment with workforce needs and emerging technologies.
2.6 Reduce reliance on government operational revenue to 30% by 2031.
IUE will reduce its reliance on government operational revenue to 30% by 2031 by expanding tuition income, strengthening partnerships,and growing endowment and investment funds. Council composition will prioritize individuals with expertise in philanthropy, businessdevelopment, and institutional advancement who can attract major gifts and cultivate donor relationships.
2.7 Implement mid-year admissions by 2027.
IUE will implement mid-year admissions by 2027 to expand student access, increase flexibility, and optimize enrollment capacity acrossacademic programs. By better utilizing teaching, housing, and facility resources, mid-year intake will support more efficient operations andsteady revenue flow.
2.8 Effective Admissions and Marketing Operations
IUE will develop and maintain effective admissions and marketing operations to attract, enrol, and retain a diverse and high-qualitystudent body. Marketing strategies will highlight IUE’s academic strengths, industry partnerships, and international opportunities,positioning the university as a leading destination for higher education in Papua New Guinea and the Pacific.
Goal 3. Digital Transformation and Infrastructure Modernization
Goal: Strengthen digital systems and infrastructure to enhance access, operational efficiency, and the quality of learning.This goal aligns with National Executive Council Decision No. 129/2020, which calls for support to accelerate the process of digitalization ofHigher and Technical Education Sector in PNG.
3.1 Maintain and enhance the Learning Management System (LMS).
IUE uses Moodle as its Learning Management System (LMS). To strengthen the quality, consistency, and reach of its hybrid and onlinedelivery, IUE will upgrade and customize Moodle to meet international standards in online education while ensuring seamless institutionalbranding across all learning modalities. Enhancements will include an improved user interface, advanced assessment and analytics tools,and expanded multimedia capabilities.
3.2 Implement a comprehensive Student Information System (SIS) by AY 2027.
IUE will purchase and implement a comprehensive Student Information System (SIS) by Academic Year 2027 to streamline and integrateall aspects of student administration, including admissions, enrollment, academic records, and student services. Integration with theuniversity’s LMS and financial systems will provide a seamless digital environment for students, faculty, and administrators.
3.3 Upgrade 35% of classrooms to smart classrooms by 2028.
IUE will upgrade 35% of its classrooms to smart classrooms by 2028, equipping them with modern instructional technology, high-speedconnectivity, and interactive learning tools. Smart classrooms will include integrated audio-visual systems, interactive displays, andwireless connectivity to facilitate flexible, technology-enabled instruction.
3.4 Launch the first fully online undergraduate program by 2027.
IUE will launch its first fully online undergraduate program by 2027 and expand to three online programs by 2031 to increase access tohigher education and strengthen the university’s digital presence. These programs will meet international standards for online learning,featuring interactive content, flexible delivery, and comprehensive student support.
3.5 Adopt digital financial management software by 2026.
IUE will adopt and implement digital financial management software by 2026 to strengthen financial governance, transparency, andaccountability. The system will enable real-time budget oversight, improve the accuracy and timeliness of financial reporting, andstreamline processes for procurement, payroll, and expenditure tracking.
3.6 Align infrastructure development with institutional growth strategy.
IUE will ensure that all annual operational plans and budgets are fully aligned with the university’s strategic initiatives related toinfrastructure development. By integrating infrastructure planning into the university’s annual budgeting and performance reviewprocesses, IUE will promote efficient resource utilization, transparency, and accountability.
Goal 4. Internationalization and Global Partnerships
Goal: Strengthen international linkages to enhance academic credibility, graduate mobility, and institutional visibility.This goal aligns with the Policy on Shared Academic Programmes Between Papua New Guinea Universities and Overseas Universities(Policy Number: 05/29.07.2024, approved by Hon. Kinoka Hotune Feo, MP).IUE will strengthen its international linkages through partnerships with reputable universities and organizations worldwide, expandingopportunities for faculty exchanges, joint research, and collaborative academic programs. International engagement will also support thedevelopment of globally recognized curricula and pathways that enable students to study, train, or work abroad.
4.1 Establish two formal partnerships with accredited U.S. universities by 2028.
IUE will establish two meaningful partnerships with accredited U.S. universities by 2028 to promote genuine collaboration that advancesmutual growth, academic excellence, and supports the university’s American accreditation aspirations. These collaborations will focus onfaculty exchanges, joint research, curriculum alignment, and quality assurance practices consistent with U.S. higher education standards.
4.2 Create three regional partnerships within the Pacific and Asia-Pacific by 2030.
Regional partnerships will emphasize mutual capacity building, student and faculty mobility within the Pacific, and collaborative responsesto common challenges such as sustainability, technology integration, and workforce development. These relationships will foster practicalcooperation, cultural exchange, and policy alignment across neighboring education systems.
4.3 Develop transfer and progression pathways for IUE graduates into overseas programs.
IUE will develop transfer and progression pathways for its graduates into overseas master’s and doctoral programs not currently offeredwithin Papua New Guinea. These pathways will be established through formal agreements with reputable international universities toensure recognition of IUE qualifications and alignment with global academic standards. Where possible, agreements will include preferredplacement, reduced tuition costs, and scholarship opportunities.
4.4 Promote collaboration, scholarship, and institutional visibility.
IUE will host an annual international conference to promote collaboration, scholarship, and institutional visibility. The conference will serveas a platform for researchers, educators, industry leaders, and policymakers from Papua New Guinea and around the world to shareknowledge, present research, and explore solutions to regional and global challenges.
4.5 Enroll a Diverse Student Body
IUE will enrol a diverse student body that reflects both the cultural richness of Papua New Guinea and the university’s growinginternational reach. Recruitment efforts will focus on attracting students from all provinces of PNG as well as from the broader Pacific andAsia-Pacific regions. Targeted scholarships, outreach initiatives, and international partnerships will support access and inclusion.
Goal 5. Governance, Financial Stewardship, and Institutional Sustainability
Goal: Strengthen governance structures, ensure accountability, and secure long-term financial resilience.IUE will strengthen governance structures, ensure accountability, and secure long-term financial resilience through transparent leadership,effective oversight, and sound institutional planning. Clear accountability frameworks will guide financial management, performanceevaluation, and reporting across all departments.
5.1 Operationalize the IUE Endowment and Trust Fund
IUE will operationalize the Endowment and Trust Fund to provide a sustainable financial foundation that supports the university’s long-termgrowth and strategic priorities. The fund will be structured to attract contributions from individuals, corporations, alumni, and developmentpartners, with transparent policies governing investment, disbursement, and reporting.
5.2 Align all annual budgets with approved operational plans and performance indicators.
IUE will mandate the development of annual operational plans for all major academic and administrative units as a requirement forAmerican accreditation and as part of its commitment to effective institutional governance. These plans will be directly linked to theuniversity’s strategic plan and annual budgeting process, ensuring that goals, performance indicators, and resource allocations are clearlyaligned with institutional priorities.
5.3 Conduct annual performance audits covering academic, financial, and governance outcomes.
IUE will conduct annual performance audits to ensure accountability, transparency, and continuous improvement across all levels of theinstitution. Findings will be used to inform decision-making, guide resource allocation, and strengthen compliance with both national andinternational accreditation standards.
5.4 Implement transparent ethics, data protection, and inclusion policies.
IUE will implement transparent ethics, data protection, and inclusion policies consistent with international standards to ensure integrity,trust, and fairness across all university operations. These policies will establish clear guidelines for ethical conduct, confidentiality,responsible data management, and equitable treatment of all members of the university community.
5.5 Launch a University Advancement Office.
IUE will launch a University Advancement Office to lead and coordinate fundraising, alumni engagement, and donor partnership initiatives.The office will develop and implement strategies to cultivate relationships with individuals, corporations, foundations, and internationalpartners, aligning philanthropic efforts with the university’s strategic priorities.