The projects were revealed as the university announced major changes to its operations group instituted by chief operating officer Stephen Willis less than a year after he took over from John Patrick.
The changes include the creation of two new divisions, including the division of campus development, which will be responsible for leading the university's massive capital development programme.
Aims of the refreshed operations group include developing a university-wide app for students, bringing more life to the campus after normal business hours and investigating building a "wellness centre''.
Mr Willis said a "great deal of work'' had gone into the changes.
"I have focused on a strategic planning process, joining the dots and prioritising, as opposed to the developments being just my own ideas,'' he said.
The changes only came into effect at the start of the year after Mr Willis, who was new to the university sector, went through a thorough process with staff.
"I spent six months last year doing my own due diligence and working with my senior leadership and their management teams and staff through a strategic planning exercise.''
No jobs had been lost, but some vacant positions had been disestablished.
The creation of a campus development division moved the development of major projects away from the property services division.
Mr Willis said having a "small and dynamic'' team closer to him would help ensure the "most complex and most expensive'' capital programme in the university's history was successful.
A project management office had also been created to oversee projects.
"The success of the major projects is paramount, so the mechanisms and structures needed to support such a major portfolio have to be put in place.''
An office of sustainability had been created, headed by Hilary Phipps, who used to work towards sustainability within the property services division.
"We need to broaden our view of sustainability beyond just property-related initiatives.''
The aim of the new office was to help make the university a tertiary sector leader in sustainability.
Given it was still early days, Mr Willis did not have concrete details on what a wellness centre could look like.
"What we want to achieve, regardless of how we approach it, is to maximise the health and wellbeing of the students who are part of our unique residential community.''
When it came to adding vibrancy at night, he said having an outstanding student experience was not just about "9 to 5, Monday to Friday''.
Adding vibrancy could include changing hours of operations and rejuvenating the student dining areas.
