Macquarie University

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The overall framework for planning is provided by the VC’s Statement of Academic Strategic Directions, the Guiding Principles and the three-part inter-related family of Academic Plans covering Teaching and Learning, Research, and Community Outreach, which are backed up by over 20 support plans. The strategic planning processes are integrated with the four-part interactive model of quality assurance, and designated monitoring mechanisms.

Quality is judged by self-evaluation, feedback from stakeholders and external peer review, based on reputation, resources, ranking, assessment and adoption elsewhere of Macquarie models. The framework was commended by the Committee for Quality Assurance in Higher Education. Macquarie has entered into benchmarking partnerships in Australia and overseas. Ongoing quality assurance and improvements are inherent components of all the strategies for enhancement.

Teaching and Learning

The Teaching Plan was revised in 1997 and 1998, along with School Plans.

The students: In respect of achieving a balanced intake across all programs, the major changes are an increase in the proportion of postgraduate enrolments (up from 18.6% in 1995 to 19.8% in 1998) and of international students (up from 8.6% in 1995 to 10.3% in 1998). Targets are set for the period 1999-2001, and were generally achieved in 1998. Targets for special admissions were achieved in 1998, with a significant over-enrolment of Aboriginal students (due to the increasing reputation of the Diploma in Community Management).

In respect of increasing market share of high quality students, targets for Universities Admissions Centre preferences and tertiary entrance rank (TER) cut-offs for undergraduate programs were achieved in 1998. Planned over-enrolment was achieved while maintaining a minimum TER of 60 across the University. Commencing students with a TER of 90-plus increased from 40% in 1996 to 45% in 1998. Scholarships were all awarded to students with TER above 90.

Responsibility for student services is with the Registrar and monitored by the Student Services Co-ordinating Committee. A total quality service (TQS) approach has been adopted by all the University's services, with the Library selected as `best practice' throughout Australia. Services for careers advice, counselling, health, disability support, writing skills and numeracy centre and the accommodation office are monitored regularly. A new Disability Action Plan has been developed.

Course Experience Questionnaire (CEQ) results are monitored to assess trends and target areas for improvement. The surveys have been analysed since 1994, and show increases in scores for good teaching and overall satisfaction scales. The improvements for Macquarie are better than the national average. Economics has strengthened its quality assurance and organised teaching seminars with external presenters, with positive results across all business programs, confirmed by separate surveys (also conducted in biological sciences).

Good teaching performance: positive, improving and close to national average for 1994-1997. Students agree that teaching is good and, in humanities, education and science, excellent. Clear goals and standards: strongly positive and improving; agreed they are clear in all areas. Appropriate workload: agreed that workloads are appropriate. Appropriate assessment: performance is strongly positive and above national average. Generic skills: strongly positive and improving, but slightly below national average 1994-1997; agreed that the generic skills below are acquired.

Overall satisfaction: strongly positive, improving and above national average 1994-97. Students are very satisfied with their experience in all areas.

The results of the Graduate Destination Survey (GDS) are monitored to assess trends and target areas for improvement. Macquarie’s performance re graduates seeking employment is excellent, and improved over1994-1997. The proportion of graduates in full-time study is above the national average. Median starting salaries are above the national average, and particularly strong in Accounting, Computing and Mathematics. Macquarie received top ranking in the Good Universities Guide, 1999 for getting a job, starting salaries, and positive graduate outcomes.

The Career Development Office conducts regular monitoring interviews for employers and graduates. Employers are impressed with the quality of Macquarie graduates. The program now includes an interview skills workshop in response to feedback. All Departments and major programs have advisory boards with external representation. Commissioned market research includes employer surveys. Programs in accounting, chemistry, chiropractic, law, psychology and technology have unqualified accreditation from relevant professional associations.

The academic program: For 1998, new undergraduate courses were introduced in Applied Finance, Business Administration, Creative Arts, Environmental Science, Marketing, Social Sciences, Speech and Hearing Science and Hospitality and Tourism. All attracted strong demand with high TER cut-offs. Articulated entry from TAFE and private colleges has increased, especially in the Bachelor of Business in Hospitality and Tourism, a joint offering with the International College of Tourism and Hotel Management. New teaching methodologies have been introduced through the Centre for Flexible Learning (CFL). The strategic plan for CFL promotes development through expert support and development grants and monitors the quality of new learning materials. In conjunction with the restructured Centre for Professional Development (CPD), it trains staff in flexible learning. Extensive course development covering the whole spectrum of flexibility has been pursued, with some initiatives - like the Japanese character recognition program, the simulated Middle East peace conferences, and the House of Aboriginality CD-ROM

- achieving ‘best practice’ recognition for technology-aided teaching, while the Accessible Lifelong Learning (ALL) project attracts great attention.

Recommendations from the 1995 round of School Reviews have been addressed. University Centres are also reviewed on a 5-year cycle. Thematic reviews have been conducted of the Honours program (1997), Bachelor of Technology (1996), Asian Studies (1997), generic skills (1996-97), Aboriginal Studies (1996), Information Technology and distance education (1996), facilities for research students (1995, 1997) and the position of Dean of Graduate Studies (1997).

Internationalisation: Regular reports on the VC’s checklist of 30 dimensions of internationalisation are made to the Management Committee (VCMC) and other collegial bodies. Internationalisation of all activities is explicitly pursued, including by University companies, as high priorities in the academic plans and most support plans, as well as through the International Plan. Strategies and support were reviewed, and a new International Office was established in 1998, with excellent results. Growth of 10-15% per annum is expected in the period 1999-2000. An emergency fund was created to support students experiencing financial difficulties. Increased study abroad for Macquarie students is being achieved, with 100 new travel scholarships and UMAP grants for exchange with Japan (1993, 1994, 1995) and Singapore (1998). The target is for 5% of students to engage in study abroad. There is also growth in incoming study abroad students. International strands have been incorporated in the Bachelor of Business Administration and Bachelor of Creative Arts. Two programs - Japanese studies and Middle East studies - have been recognised as best practice in internationalisation of the curriculum as well as in flexible learning. Asian Studies have been `mainstreamed' in all relevant fields of study (eg, Asian Law in the Business Law program).

Quality of teaching: In 1997, the Centre for Professional Development conducted student evaluation of teaching in 1,450 classes. Benchmarks have been determined for broad subject groups to define top and bottom quartiles on overall satisfaction and other scales. Peer assessment complements student evaluations for promotion and permanency reviews. 36 staff completed units in the Certificate in Higher Education, and 716 attended short courses and workshops run by CPD. Scholarships valued at $257,985 were awarded to staff attending courses run by the GSM in 1996-97. Outstanding teacher awards were introduced in 1996.

Research

The Research Strategic Plan and the Research Office Strategic Plan have been re-written for the period 1998-2000. Amongst other collegial processes, the plans were made available on the Web for internal examination and comment. They will be modified and fine-tuned each year. The Office has placed all forms and Guidelines as well as the Research Manual on the Web.

Research excellence and participation: In absolute dollar terms in respect of ARC Large Grants, Macquarie has ranked 8-10 consistently over the past five years (behind the 7 large/very large universities with a complete faculty mix including medicine and agriculture). In per capita terms, Macquarie has consistently ranked 3-5 (average 3.8) over the same period. Allowing for faculty mix, Macquarie has consistently topped those universities without medical faculties (ie, without a full faculty mix). An analysis allowing for size only, that is merely removing the 7 large/very large universities, gives the same result - on a per capita basis Macquarie ranks first. Thus for its size and faculty mix, Macquarie consistently does extremely well, ranking with UNSW, Adelaide, UWA and Sydney as one of the top 5 performers. In respect of total ARC funding, including ARC-funded Centres, Fellowships, all ARC Large Grants and Collaborative (SPIRT) Grants, Macquarie is a very high performer. In absolute dollars, it has consistently ranked 9 over the period 1994-1998, behind the 7 large/very large universities and the ANU (which is a special case). In per capita terms, the average ranking has been 5.5.

ARC Large Grants increased by 10% in number and 6% in dollar value over 1997-98. In terms of outputs, there was an 11% increase in the Commonwealth proxy categories. Increased targets are set for 1998-2000. Impact factors are being investigated to assist decisions on which journals should be used for publication. As for competitive acquisition of externally-funded Centres of Research Excellence, one Macquarie bid reached the final round and the commercial partners maintained funding in another form for the research to continue. New targets for 1998-2000 are for two proposals a year to reach final selection rounds. Three research centres were reviewed and renewed and one was discontinued in the 5-year cycle.

Research partnerships with universities, CSIRO and industry: New opportunities have been pursued with assistance from Macquarie Research Limited, the Research Committee and the Research Office, including by running courses and identifying opportunities for commercial and industrial collaboration. Although the number of SPIRT grants won was low, they had the highest average dollar value of any university. Targets for 1998-2000 are to increase the funds available for internal collaborative research grants (which require 50% funding by an external partner), to submit more and better SPIRT applications and to identify non-traditional funding sources. The consulting company, Macquarie Research Limited, has developed a strategic plan. The annual target of 10% growth in turnover and profit was reached in 1997 and 25% of the profits have been returned to the collaborative grants scheme. (See also Community Outreach.)

Development of high-level research skills: A new staff research fund was introduced in 1997 for internal competitive applications with a competitive Research Innovation Fund targeted for 1998-2000. The Research Committee continues to conduct courses on generic skills for new researchers. In the provision of support and mentoring of new researchers, Behavioural Sciences has a best practice model, recommended to other Schools. School research strategic plans were reviewed in 1997.

Some Schools have demonstrated best practices in training of postgraduate students in research and experimental methods, and these are being disseminated. The Dean of Graduate Studies and the Research Committee will be more interventionist in 1998-2000. Dedicated funding for postgraduate student research was introduced in 1996. Research Committee interviews each student applicant and their supervisor and provides instant feedback on research proposals. This highly successful scheme will be enhanced in 1998-2000.

The Dean of Graduate Studies has handled individual cases in the context of the Code of Practice for Supervisors. Revised policies and staff development programs are contemplated for 1999. Achieving a standard level of facilities for postgraduate students was largely accomplished by end-1997, including provision of excellent and extensive new facilities through the Capital Management Plan. Postgraduate completion times have decreased (from 3.8 full-time years in 1994 to 3.5 in 1998 for doctorates; 88% of doctorates are now obtained in less than 4 full-time years). Average completion time for bachelor degrees (standard 3 year programs) is 3.3 full-time years with 89% completed in less than 4 full-time years.

Management

The staff: Academic staff holding a doctoral qualification increased from 55% in 1993 to 56% in 1998. The overall student:staff ratio increased from 18.4 in 1996 to 19.2 in 1997. Proposals for determination of teaching workloads, taking into account research activity and higher administrative duties, have been formulated. Training for supervisors for the Performance Management System is being put in place. The Equal Employment Opportunity (EEO) Plan won ‘best practice’ recognition from the Affirmative Action Agency in 1998.

Restructuring and management of academic units: The new framework of Colleges, Divisions and Departments from 1999 has been agreed. The three Colleges broadly represent science and technology, business and management, and humanities and social sciences, each having two to four multi-disciplinary Divisions. The basic academic units in each Division are the academic Departments and Centres. Steps are underway to streamline committees.

Academic Plans and support plans continue to be updated, communicated, implemented and monitored, with a new plan (the Disability Action Plan) being added. Academic strategic directions are translated into the principal goals of the Budgetary Strategic Plan. The third such Plan, 1998-2000, has been finalised to deal with strains arising out of Federal Budgets for 1996-1997. Special emphasis is given to strategic alliances, innovation, flexible learning, new technologies, internationalisation and marketing. The VC has conducted budget strategy meetings with all budgetary units. The University will continue to live within its means but, unfortunately, it has been necessary to invite voluntary redundancies in a small number of budgetary units.

Library: The Library has published its 1998 work plan, realigning its staffing and service strategies. It continues to play a major role in flexible learning and information services, and has been a lead player (with the Centre for Flexible Learning) in the Accessible Lifelong Learning (ALL) Project, outlined below. The Librarian chairs the Board of Management for the AVCC's LIDDAS project to create a national and local inter-library loan system. The Library is the Australian partner in PRIDE (People and Resources Identification for Distributed Environments), an international consortium funded by the European Union and set up to link networked information services and resources seamlessly for the first time.

Macquarie, the innovative university, is promoted through intensive marketing campaigns based on continuous market research and supported by up-to-date distinctive material in print and broadcast media, CD-Rom and the Internet. It increased its market share of preferences for new students in 1998, with high TER cut-offs, against a generally declining level of demand.

Buildings and grounds: The Capital Management Plan has been updated for 1998, with increased funding for refurbishment and deferred maintenance. The refurbishment of the major lecture theatres is on schedule; the new Parents' Co-operative Facility is near completion; the refurbishment of the Student Services Building will be completed in 1999; the new energy plant will be operational by end-1999; 250 additional student housing units will be built by mid-2000; extensions to the University Union are near completion; the Real Tennis Court is in use; a fundraising exercise is underway for the swimming pool; and an hotel is being constructed.

Information technology: The new Division of Information Services, incorporating the Library and the Office of Computing Serivces, has achieved some rationalisation, and comprehensively revised the IT Plan in 1997-98. The IT committee structure has also been revised, with high-level IT policy and technical committees. A comprehensive approach to the Year 2000 compliance has been implemented. New funding arrangements for student access to the Internet and Intranet have been introduced. The Campus Smartcard will be introduced in 1998.

Management information systems: In 1996, the decision was taken to replace the Student Information System. Considerable work has been done on program regulations, conversion of systems and data and preliminary customisation. In view of risks associated with Year 2000 compliance for the existing system and the appearance of new locally developed systems, implementation has been suspended until 1999. A new timetabling system was introduced in 1998, for use in 1999, permitting more efficient use of classroom facilities. A Web-based Management Reporting System now links the recently installed Finance and Personnel systems to provide comprehensive reports on any ledger account; the Library now provides Internet access to its entire catalogue, including a sophisticated search facility; and publications data for the research quantum are now entered on-line through the Intranet.

Community Outreach

The VC has developed a checklist of 20 dimensions of industry links, covering all aspects of the University’s functioning and activities, including teaching and learning, research, community outreach and management. There was significant growth in Macquarie Research Limited, with nearly $15 million revenue in 1997 from 250 projects, many of them international, and including 90 research-based consultancies. The company has also assisted with technology transfer and joint commercialisation. A spin-off company is being developed for one major project. Progress on the R&D Park has been excellent, with buildings nearing completion for two major tenants.

Professor John Loxton
Deputy Vice-Chancellor (Academic)
Tel: (02) 9850 7442
Fax: (02) 9850 9957
E-mail: john.loxton@mq.edu.au