Curtin University of Technology

Vision statement

Vision

Curtin aspires to be Australia’s world-class University of Technology

Mission

Curtin is dedicated to the advancement of knowledge and the enrichment of culture. Its particular mission is to convey through everything it does a commitment to the following values:

• the search for innovative applications of technology to educational purposes and other social needs, emphasising continuous improvement;

• the cultivation of responsive and responsible links with the wider community, emphasising service, practical relevance, social justice and ethical behaviour;

• the development of students and staff as citizens of the world, emphasising an international outlook, cultural diversity, and an informed respect for indigenous peoples.

Goals

The Curtin community is united by a commitment to scholarship that embraces both teaching and research as complementary, inter-linked parts of its mission. Accordingly, the University's main goals are to achieve excellence in:

• teaching and learning which prepares graduates for lifelong learning and equips them to make a positive contribution to society;

• research and development, particularly as a partner with government, commerce, industry, professional organisations, other institutions of learning and the community.

Quality management plan

Curtin’s published Quality Management Plan provides a quality management framework aligned to the Australian Quality Awards (AQA) criteria, objectives and guidelines for structuring performance indicators, and a checklist of best practice principles. Key performance indicators (KPIs) addressing the University’s goals are reported on annually to the Western Australian Auditor General. Key objectives and strategies for achieving quality assurance and improvement are contained in the University’s core business and other plans. The following summary is extracted from these plans to highlight quality improvement priorities for 1998. Specific measures are not provided.

Note: Strategies that aim to further the University’s community values through support of teaching and learning and research and development goals are integrated in Curtin’s core business and other major plans. Such strategies included in this document are marked (*).

Management

Objective: Managers understand, are committed to and promote quality practices

Key strategies: 1) Provide leadership and staff development programs; 2) evaluate program effectiveness; 3) identify and reward best practice; 4) include leadership and commitment to quality practices in performance assessments of senior and middle management.

Indicators/measures: Increased participation levels and effectiveness of programs.

Targets: The promotion of quality practices in all University activities and continuous improvement in programs increases occurrence of best practice.

Interim review of outcomes: Leadership and Women’s Executive Development (WEXDEV) Australian Technology Network (ATN) programs are in place and supported by Curtin; tailored program for Heads covering core management requirements implemented and performance assessment for senior management in place.

Objective: Policies and plans incorporate mechanisms for achieving and monitoring quality improvement

Key strategies: 1) Allocate sufficient budget to enable the achievement of strategic initiative projects and related targets; 2) review progress to targets and the effectiveness of policies and plans through annual reports and six-yearly program and planning review.

Indicators/measures: Proportion of budget allocated and reporting of targets achieved in annual reports.

Targets: Quality improvement demonstrated through performance data reviewed and outcomes highlighted in annual reports.

Interim review of outcomes: Budget allocated for 1998 strategic initiative projects; key outcomes are monitored to inform next University strategic planning phase; information systems launched in 1998 provide performance data and inform the reporting of achievements and targets in 1998 annual reports.

Objective: Information sought from stakeholders is analysed and findings used to inform quality improvement strategies and planning

Key strategies: 1) Survey to determine satisfaction levels; 2) analyse results to inform management and determine areas for improvement; 3) identify best practice and benchmarks through annual reports.

Indicators/measures: Increased satisfaction levels, access to, and evidence of analysis of, performance information.

Targets: Achieve an increased Course Experience Questionnaire/Graduate Destination Survey (CEQ/GDS) response rate for 1998; information systems launched on schedule and best practice and benchmarks identified through review of reports.

Interim review of outcomes: CEQ/GDS distributed with graduation information to enhance response rate; information systems launched on schedule in 1998, streamlining data collection and access, and facilitating better use of performance data in planning and reporting processes.

Objective: Organisational development includes strategies to assist staff in achieving full potential

Key strategies: 1) Ensure budget facilitates staff orientation and upgrade of staff qualifications and training; 2) monitor effectiveness of programs through staff satisfaction surveys.

Indicators/measures: Amount of budget allocated to organisational development; increasing numbers of staff obtaining higher qualifications and participating in development activities.

Targets: All new staff attend orientation programs; existing staff access required programs.

Interim review of outcomes: Orientation program in place and executive placements provided via WEXDEV; formulation of new policy on organisational development commenced to align staff training and development with organisational objectives and strategies.

Objective: Stakeholders’ needs and desires are sought, anticipated and responded to for service success

Key strategies: 1) Seek stakeholder feedback regularly; 2) analyse, disseminate, and act on results; 3) set benchmarks and identify best practice.*

Indicators/measures: Increased use of stakeholder surveys and outcomes in reviews; benchmarks and best practice identified in all plans.

Targets: Graduate Attributes Survey (GAS) tailored for all Schools to gain feedback from relevant employer groups; all Schools and areas access performance data electronically; program and planning review indicates that all plans contain identified benchmarks/best practice.

Interim review of outcomes: 15 Schools commenced use of tailored survey instrument in 1997-98; executive information system launched in October 1998, directly providing quantitative performance data to inform qualitative outcomes information collected via the Web; database of outcomes now accessible to inform planning, quality, marketing and publications.

Objective: Teaching and learning (T&L), and research and development (R&D) processes, products and services are evaluated and reviewed for continuous quality improvement

Key strategies: 1) Refine reporting and review mechanisms; 2) ensure operational units review plans and performance data annually to monitor progress on targets.

Indicators/measures: Annual reviews of performance established; program and planning review refined and endorsed.

Targets: Offices of T&L and R&D access performance data and set targets for continuous improvement; procedures in place to monitor improvement and progress towards targets in core business plans.

Interim review of outcomes: Program and planning review refinement underway; performance data made available to all operational units to facilitate annual reviews; quality management systems implemented in five areas with one area certified to ISO 9002 of the International Organisation for Standardization (ISO) and another scheduled for 1998.

Objective: Organisational performance is driven by a commitment to a systematic approach to continuous improvement in outcomes

Key Strategies: 1) Align and integrate resource management process with planning and review mechanisms; 2) seek stakeholder feedback on performance; 3) reward best practice.*

Indicators/measures: Quality improvement evident in measures for KPIs; increased incidence of best practice and level of stakeholder satisfaction.

Targets: Continuous improvement demonstrated in performance data; best practice widely disseminated; measurable benefits to Curtin seen in enhanced reputation and profile, and in financial returns (demonstrated through client surveys and in performance data).

Interim review of outcomes: Curtin’s integrated resource planning model development commenced; modified budget (revenue) allocation under discussion with strategic initiatives funding allocated for Learning Effectiveness Alliance Program (LEAP) to improve quality of teaching and learning.

Teaching and learning (T&L)

A range of indicators to assist in measuring the University’s success in achieving its T&L goal are reported on annually to the State’s Auditor General and Parliament:

Effectiveness indicators

Quality of graduates

(a) Employment and study destinations of new first degree graduates: GDS

Quality of teaching

2. New in 1998 – Employer satisfaction: Graduate Attributes Survey

(c) Perceived teaching quality: CEQ

Student progress and achievement

1. Subject load pass rate (SLPR): Percentage of assessed subject load (measured as equivalent full time student units - EFTSU) in each year for which students were awarded a passing grade. Curtin’s overall SLPR remains high at 88.1 in 1997. No similarly defined national statistics are available for comparison.
2. Estimated program completion rate (PCR): Based on re-enrolment figures, the PCR estimates the proportion of undergraduate students commencing a course who will successfully complete a program of study. The PCR has remained reasonably constant from 1994-97 with an overall rate of 75.5 per cent in 1997.

Efficiency indicators

Teaching and learning expenditure

1. Teaching and learning expenditure per EFTSU
2. Ratio of successful EFTSU to total EFTSU

Student progress and achievement

3. Research higher degree productivity rate

Objective: Produce graduates who embody Curtin’s values and are equipped for careers in their chosen fields - specifically, it is desirable that Curtin graduates have the capacity to demonstrate the following attributes:

• valuing, mastery and application of knowledge;
• understanding and mastery of technology, including information technology;
• communication skills;
• critical evaluation;
• creativity, problem solving and decision making;
• a practical attitude to workplace requirements;
• ability to work independently or in teams as required;
• a sense of service and social justice and ethical behaviour;
• ability to make positive contributions to Australian and international communities.

Key strategies: 1) Investigate emergent course demand, as appropriate, broaden undergraduate programs to include eg. literacy, ethics, technology, Aboriginal cultural awareness, cross-cultural studies*; 2) provide a tailored survey to monitor the levels of employer satisfaction with the attributes of Curtin graduates; 3) develop the course review template and integrate course review with the University’s program and planning review mechanism.

Indicators/measures: Improved results achieved in CEQ, GDS and GAS performance data; proportion of Schools using these surveys and accessing data annually to inform improvements in teaching and learning.

Targets: Curtin achieves improvement against national averages in student satisfaction and graduate success (CEQ/GDS); high levels of satisfaction expressed by employers through GAS.

Interim review of outcomes: GAS tailored to each School’s specific employer groups; market research on emergent demand and curriculum enhancement project commenced; course review template design complete, integrating key criteria and aligned to accreditation and review processes, with implementation phase commencing end-1998.

Objective: Satisfy the diverse learning needs of the student body

Key strategies: 1) Develop information literacy policy; 2) enhance support for Non-English-Speaking-Background (NESB) students; 3) further develop Cross-Cultural Communication Skills programs.*

Indicators/measures: Relevant policies revised and support programs in place; participant satisfaction levels.

Targets: Revise policies as scheduled; participants rate programs as effective.

Interim review of outcomes: Information literacy policy endorsed; development of bridging course for NESB and international students commenced; cross-cultural programs established.

Objective: Foster self-directed learning among students

Key strategies: 1) Ensure quality of Web production; 2) expand distance education (DE) and open learning (OLA) through electronic delivery and library and facilities’ support, especially for rural and remote students* 3) develop alternative delivery; 4) increase individual study spaces and increase student access to IT infrastructure; 5) expand Electronic Information Centre (EIC) and increase funding for acquisition of electronic information.

Indicators/measures: Extent of compliance with guidelines; alternative delivery development/number of alliances formed and resourcing plan in place; number of learning spaces and 24-hour access to scholarly information; level of resource-based learning and number of e-mail accounts; increased satisfaction expressed by students and employers (CEQ/GAS).

Targets: Full compliance with guidelines; successful alternate delivery development; desired alliances achieved; resourcing plan in place; New Media Associates established in all Divisions; increased EIC seats and 24-hour remote access to EIC ports; all students gain access to e-mail accounts as required; improving generic skills reported through surveys.

Interim review of outcomes: On-line guidelines under development; analysis and funding provided for DE/OLA development and to enhance LIS facilities; New Media Associates in place; funded project underway to set priorities and targets; more student e-mail accounts available; 80 new EIC seats and ports; funding increased for acquisition of electronic scholarly information and library refurbishment.

Objective: Encourage reflective practice by staff

Key strategies: 1) Develop teaching portfolio (TP) model; 2) increase the use of student evaluation of teaching (SEEQ) feedback forms; 3) provide assistance to staff applying for national ‘good teaching’ awards.

Indicators/measures: Satisfaction reported through CEQ and SEEQ; Curtin staff recognised in national ‘good teaching’ awards.

Targets: Improved ‘good teaching’ rating reported through CEQ and the majority of staff using SEEQ annually.

Interim review of outcomes: TP project commenced; SEEQ piloted with workshops conducted for staff; several staff short-listed in 1997 and 1998 for national ‘good teaching’ awards.

Objective: Promote, recognise and reward quality T&L

Key strategies: 1) Identify and develop appropriate pathways for accreditation of teaching at Curtin; 2) include consideration of TPs in promotions; 3) revise policy on Intellectual Property (IP) to provide adequate recognition of publications and course materials available via multimedia.

Indicators/measures: TP index; promotions; adherence to IP policy.

Targets: Development of indicators based on TPs; promotions policy integrates emphasis on quality teaching; IP policy revised and implemented.

Interim review of outcomes: Internal review of ‘quality’ teaching at Curtin conducted; liaison with WA universities and Australian Technology Network (ATN) underway; interim report submitted on TPs to Promotions Review Committee; recommendations on IP under consideration.

Research and development (R&D)

A range of indicators to assist in measuring the University’s success in achieving its R&D goal are reported on annually to the State’s Auditor General and Parliament:

Effectiveness indicators

Research performance index

1. Research performance index (RPI) points by range of research programs

Research quantum

(b) Research quantum allocation: comparison between Curtin and all other Australian universities

Research funding

(c) All research funding: comparison between Curtin, the average of all ATN universities and the average of all Australian universities

(d) Cooperative research centre (CRC) funding: comparison between Curtin and all other Australian universities

Research publications

(e) Number of publications: comparison between Curtin and all other Australian universities

Efficiency indicators

Research performance index

(a) Research expenditure and research performance index points

(b) RPI points per FTE academic staff

Research funding

(c) Research funding per 10 FTE academic staff: comparison between Curtin, the average of all ATN Universities and the average of all Australian universities

Research publications

(d) Number of publications per 10 FTE academic staff: comparison between Curtin and all other Australian universities

Objective: Target areas of research excellence and strategic importance

Key strategies: 1) Increase resources for identified areas of research excellence and strategic importance; 2) support development of centres of excellence*.

Indicators/measures: Proportion of funds targeted towards areas of excellence; increased output and input in targeted areas; number of centres established and performing.

Targets: 20 per cent of research funding and infrastructure targeted into areas of research excellence; one new centre of excellence established each year.

Interim review of outcomes: 20 per cent research funding and infrastructure provided in 1998 to fund R&D strategic initiatives and targeted research areas; two new centres of excellence established with business planning for four more under way.

Objective: Increase staff participation in high quality research

Key strategies: 1) Increase infrastructure funding; 2) remove barriers to research; 3) set training requirements to support staff participation in high quality research.

Indicators/measures: Level of infrastructure/grant/external funding in support of R&D; numbers of existing staff and new staff appointed with research training.

Targets: Increase research funding and infrastructure by 1999, including capital works; maintain RPI at no less than $10 per point; achieve rate of 50 per cent existing and all new academic staff with PhDs.

Interim review of outcomes: Review of ‘efficiency & effectiveness of R&D programs’ and ‘barriers to research’ commenced: five new research professors appointed in 1998 and support provided by the CSIRO for four new part-professorial appointments in 1998-99.

Objective: Ensure a quality postgraduate research environment

Key strategies: 1) Align postgraduate program with best practice procedures*; 2) increase funding for higher research degree programs; 3) fund scholarships and assistantships.

Indicators/measures: Compliance with established guidelines for support and standard of supervision; higher research degree (HRD) KPIs; funding allocated to investigate offshore PhD studies; number of scholarships/assistantships.

Targets: Improved ratings in postgraduate exit poll; increased HRD enrolments by 2000; increased funding to investigate PhD offshore courses and to establish scholarships and assistantships.

Interim review of outcomes: Review of best practice in postgraduate research supervision and provision of resources completed; exit surveys conducted in 1997-98; 10 new teaching assistantships for postgraduate research students established in 1998 (a further 10 planned for 1999).

Objective: Enhance efficiency and effectiveness of R&D and graduate studies operations

Key strategies: 1) Optimise R&D and graduate studies processes; 2) improve data collection; 3) measure client satisfaction.

Indicators/measures: Proportion of committee time devoted to strategy and policy issues; efficiency and effectiveness of data access and collection, and R&D/graduate studies administration; satisfaction levels reported by students in Postgraduate Research Experience Questionnaire (PREQ).

Targets: 80 per cent of committee time deals with policy and strategy; devolution of postgraduate student administration achieved; quality audits conducted in 1998; PREQ successfully implemented and desired satisfaction rating obtained.

Interim review of outcomes: Electronic grant administration and Web-based publication collection systems implemented; evaluation of software for scholarship and postgraduate student management conducted; development of quality assurance manuals for postgraduate administration and quality audits for postgraduate candidacy proposals commenced; phase two of PREQ pilot commenced.

Objective: Enhance industry collaboration and business development opportunities strategically

Key Strategies: 1) Revise policies for commercialisation, consultancy and fee for service; 2) encourage and support new technology transfer (TT) ventures.

Indicators/measures: Proportion of commercialisation revenue earned; client satisfaction level; degree of policy compliance; data collected to ensure returns and number of new TT ventures.

Targets: Substantially increased commercial activities and client satisfaction; increased policy compliance and full cost recovery for overheads achieved; one new TT venture per year supported.

Interim review of outcomes: Re-drafting of new consultancy policy complete for implementation; pilot project implemented to establish business development managers in selected Divisions and Branches working with Curtin Consultancy Services.

Objective: Ensure quality research results

Key strategies: 1) Enact quality and impact (Q&I) study; 2) identify new performance indicators as appropriate; 3) reinforce market position*.

Indicators/measures: New measures in RPI; proportion of research infrastructure funding preferentially supporting high quality and impact programs; marketing focus on quality and impact.

Targets: New measures in RPI: phase-in 10 per cent of total RPI in 1998, increasing to 30 per cent by 2000; achieve desired proportion of research and infrastructure funds for 1998 strategic initiatives.

Interim review of outcomes: Q&I study commenced with comprehensive review of R&D KPIs; desired proportion of research and infrastructure funds for initiatives and strategic areas achieved; R&D strategy promoted by Curtin Marketing.

Objective: Manage the bigger research picture

Key Strategy: Establish aligned research management plans in each Division/Branch/Campus.

Indicators/measures: Proportion of research funds distributed on local plan basis; proportion of areas in each Division/Branch/Campus with plans aligned to Curtin’s Research Management Plan.

Targets: Majority of academic operational areas establish research management plans by the end of 1998; 20 per cent RPI allocation achieved in 1998.

Interim review of outcomes: Division/Branch/Campus strategic research statements developed as precursor to Division/Branch/Campus research management plans.

Community service

Note: Strategies that clearly aim to further the University’s community values through support of the T&L and R&D Goals are integrated in Curtin’s core business and other major plans. Such strategies included in this document are marked (*).

Objective: Community links established, enhanced and maintained to support University Goals

Key strategies: 1) Develop integrated program to enhance community life on campus; 2) encourage active involvement of all graduates in alumni.

Indicators/measures: Recreational and sporting activities integrated with other campus activities: campus plan approved; increased number of alumni chapters and alumni participation.

Targets: Curtin community life project (CCL) recognised and campus plan complete; all graduates from 1995 located on current mail list; five new alumni chapters established.

Interim review of outcomes: CCL project report finalised; review of Alumni Association conducted and new Alumni Relations Office established with close links to student clubs/societies.

Contact

Associate Professor Colleen Liston, Director, Quality Office
Tel: (08) 9266 3552
Fax: (08) 9266 3551
Email: listonc@planet.curtin.edu.au