Murdoch University’s mission is to extend knowledge, stimulate learning and promote understanding for the benefit of the community. The measurement of quality is critical to achieving this mission and consequently in 1997 Murdoch University adopted its Strategic and Quality Improvement Plan, 1997 to 2002. Quality assurance processes are an integral part of the plan in the form of outcome indicators linked to distinguishing characteristics, objectives, strategies, performance review triggers and quality assurance systems. Based on fundamental concepts to which Murdoch is committed - quality, equity, diversity, growth and efficiency - the Strategic and Quality Improvement Plan (SQIP) is a dynamic working document which has become a part of the University's everyday planning and operations. The concepts and the strategies through which Murdoch fleshes them out are guiding the way it organises its teaching and research and the way the University meets its community service obligations. In pursuit of its mission, Murdoch aspires to be a world class university with five distinguishing characteristics, each associated with a stated goal. These distinguishing characteristics are:
The plan has been carefully constructed to ensure that the mission statement and distinguishing characteristics can be traced through its objectives and key strategies. Additionally, each key strategy is linked to outcome indicators, operational strategies and accountabilities, and planning has been followed through at every level. Some eighty indicators have been developed to monitor progress towards achieving these objectives; a subset of quality specific outcomes is provided in this section.
Murdoch University pursues quality according to the following principles:
The Strategic and Quality Improvement Plan sets out the reporting responsibilities and a formal timetable for quality assurance checks on key performance and other outcome indicators. Each senior executive member is assigned a portfolio of responsibilities and reports annually to Academic Council and Senate. The University's Senate provides a high-level oversight of quality standards and will review Murdoch's performance against key indicators. 3. Performance against the strategic and quality improvement plan Eight indicators are presented as a summary of the University’s performance against the Plan in the core academic areas of teaching and learning, research, equity, international outlook and interdisciplinarity. Supporting activities in the areas of management, University standing and community services are described in terms of major strategies and achievements. 3.1 Teaching and learning Murdoch University has the objective to provide high-quality teaching that assists students to reach their potential and an environment of interdisciplinary studies and flexibility which meets student needs. The University will produce graduates who combine academic qualities, employment skills and a commitment to life-long learning, and provide an environment where teaching is valued equally with research. Teaching at all universities is undergoing change in response to changes in the higher education environment. Some of the strategies which address these major changes include a stronger focus on learning and the needs of a diverse student body; new and more flexible pathways between school, technical and further education (TAFE), university and the workplace; the internationalisation of education; use of the Internet and multimedia; and decreased government funding. Murdoch has responded to each of these challenges in its strategic plan, but also committed itself to maintaining and improving the quality of teaching and research in the face of these changes. Programme reviews for teaching and research were established in 1994 and amended in 1997. The Strategic Plan requires Executive Deans to report annually on teaching and learning outcomes to Academic Council, in addition to the programme reviews. All units and teachers undergo a mandatory evaluation by the Teaching and Learning Centre (TLC) every three years. A quality standards manual was published and distributed to academic staff in 1998 to assist in the development of each delivery medium, beginning with print-based and on-line units. A performance-based teaching quantum component has been a feature of divisional budgets since 1997. The quality of teaching is demonstrated by the following quality performance indicators (QPIs).
The results of the Graduate Careers Council of Australia’s (GCCA) annual Course Experience Questionnaire (CEQ) demonstrate the quality of teaching as assessed by recent graduates. The results below are based on the positive outcomes measured by the CEQ by combining the responses given in points 4 - agree and 5 - strongly agree of the five-point scale used in the survey questions in respect of Good Teaching and Overall Satisfaction.
* 1997 National figures cannot be calculated as 1997 National CEQ data have not been released. Murdoch University performs above average in five of the six criteria used to measure teaching quality. On appropriate workload, the University scores at about the average level. Murdoch ranks in the top five universities in Australia for teaching quality. Inspirational lecturer, Tara Brabazon who teaches at Murdoch, has won the prestigious Humanities Teacher of the Year Award 1998 for her outstanding ability to enthuse her students. QPI 2 Perceived quality of teaching - unit evaluation Progress towards the University's objective that staff practice high standards of teaching is measured by student responses to the quality survey of units. Evaluation is undertaken each semester for units from each Division, with each unit being surveyed every three years. The following indicator is based on the students’ response to the statement: 'Overall I was satisfied with the quality of the unit’ and is expressed as a percentage of the valid responses. The figures are averages for one third of the units on offer in each year.
The results show that about 80 per cent of students are satisfied with the teaching in their units; the remaining 20 per cent suggest improvements that are communicated back to teachers for action. QPI 3 quality of graduates - employment and study destination survey The University’s objective to produce graduates noted for their academic qualities, employment skills and a commitment to life-long learning is demonstrated by their ability to gain employment or be accepted to further study. The following indicator measures the successful outcomes in terms of a graduate being employed and/or studying. Graduates may be both working and studying. The data are extracted from the Graduate Destination Survey (GDS) conducted by the GCCA.
The employment pattern of graduates is strongly influenced by institutionally-specific factors such as the proportion of mature-age students and the programmes undertaken, as well as when and how the employment pattern is measured. QPI 4 Quality of graduates - employer perception A questionnaire was developed to survey employers' views on how well graduates had been prepared for work by their education. The survey was last conducted in 1993. The indicator is intended to quantify responses from employers and to provide a measure of 'satisfaction' in relation to Murdoch graduates. In 1993, 57 per cent of the employers in the survey rated Murdoch graduates as "good" or "excellent". A pilot of the revised survey will be trialed in 1998 and then fully administered in 1999. 3.2 Research Under its quality plan, Murdoch has the objective to maintain a productive research culture with particular areas of national and international strength, and provide high quality research training and supervision which will attract talented postgraduate research students. The University's Asia Research Centre helps Australians to understand Asia and provides high-quality economic and political advice to governments and business. The University is also a host or participant in Cooperative Research Centres for Sustainable Tourism, Hydrometallurgy, and Renewable Energy. Research quality is assured through the Pro-Vice-Chancellor (Research). Research is an item for consideration in the seven-yearly programme reviews. Each research centre reports to the Board of Research annually and is reviewed every three years. Internal research funding is allotted on a competitive basis. The Board of Research undertakes a comprehensive annual analysis of Murdoch's total research performance in comparison with all other Australian universities. In addition the research performance of each department is monitored annually. A performance-based research quantum has been a feature of divisional budgets since 1995. QPI 5 Ratio and ranking of publications per 10 research staff An important indicator of the University's performance in research is the publication rate of staff. The data for this indicator are extracted from the Commonwealth publications – research quantum allocation information (based on weighted publications data) and DETYA staff collection statistics. Murdoch University publications per research staff (full-time equivalent) performance are provided as a ratio to the national average. The University’s national ranking is provided.
Murdoch ranks in the top ten universities in Australia in terms of the research publication rate of its staff. QPI 6 Ratio and ranking of higher degree by research completions per 10 research staff Progress towards Murdoch University's objective to attract and provide high quality research training and supervision for talented postgraduate research students is demonstrated by the number of higher degrees by research completions. The data for this indicator are extracted from the Commonwealth completions - research quantum allocation information (based on weighted completions data) and DETYA staff collection statistics. Completions per research staff (full-time equivalent) performance are provided as a ratio to the national average. The University’s national ranking is provided.
Murdoch ranks in the top twelve universities in Australia in terms of graduating research higher degree students per academic staff member. 3.3 Equity and accessibility Equity objectives are included in all parts of the SQIP and in the Equity Plan. The University’s senior executives are responsible for achieving equity targets in their own areas and must report annually on performance and activities. Annual mandatory reports on equity outcomes are made to the State Office of the Director of Equal Opportunity in Public Employment and the Commonwealth Affirmative Action Agency. Murdoch's accessibility objectives under its quality plan are to redress under-representation of designated equity groups at all levels of the University's student and staffing profiles. To achieve these goals, Murdoch will work to enhance the participation, retention and success rates for designated equity groups, and work to remove barriers to the achievement of people's full potential. The University’s priority groups are; students with a low socio-economic-status (low SES) background, people with a disability and Aboriginal and Torres Strait Islanders. QPI 7 Equity performance indicator projections for priority equity groups
# Data not available (Access is measured as the percentage of students in the equity group commencing a programme of study as a percentage of all commencing students. Participation is the percentage of students in the equity group divided by the percentage of people aged 15 to 64 in the State who are in the equity group. Success is the ratio of equity group progress to all other student progress. Retention is the ratio of apparent retention rate for equity group students to that for all other students.) The University is improving its overall performance in its priority student equity groups. 3.4 Interdisciplinarity Under the Quality Plan, the University will promote the practice of interdisciplinarity and multidisciplinarity as important elements of a Murdoch education. Murdoch University has had a long-standing commitment to interdisciplinary studies. This is embedded in the foundation units in which all first-year students are required to enrol, the availability of double majors, unique programmes such as Marketing and the Media and the support given to interdisciplinary research (eg. the University's research strengths include science and technology policy, studies of Asia and of renewable energy). Murdoch has approved new programmes with an interdisciplinary base (eg. Marine Science), reviewed the operation of the foundation units and commenced work on the definition of more comprehensive policy to be completed in 1998. Its goal is that students’ studies will be sufficiently interdisciplinary or multidisciplinary to ensure graduates can place their major field of knowledge in a broad context. QPI 8 Percentage of students undertaking two programmes from different disciplines All degree programmes incorporate an element of interdisciplinarity; however, some students choose to satisfy the requirements of two different disciplines and are awarded double majors or joint degrees. These students receive a multidisciplinary education and broaden their employment prospects. The figures below are the percentage of students whose second or third major or joint degree is in a different broad field of study from that of their first programme/major.
In some disciplines such as Law, approximately 50 per cent of students take joint degrees, graduating with two degrees after an additional 12 months study. 3.5 Community service The University aims to provide general community service projects which demonstrate commitment to the values of the University and benefit the community. Of particular note is the Rockingham Community Library. In 1997, the University entered into an agreement with the City of Rockingham and the South Metropolitan College of TAFE to deliver a jointly owned and operated library service. The library was built on the University's Rockingham campus and opened on 9 February 1998. By November 1998 the library had about 500 Murdoch University members, 1000 TAFE student members and 30 000 community members. The University's aim to promote those aspects of the University's research and professional programmes that have relevance to the wider community is well demonstrated by the ongoing development of public clinics in Veterinary Science, Psychology and Law. The Veterinary Clinic provides veterinary consulting services in respect of both large and small animals. The caseload of this clinic has grown to over 10 000 cases per year. The Psychology clinic provides consultancy services for, on average, about 60 referred clients per year. The Southern Community and Legal Education Service (SCALES), which was established in 1997 and is based on the Rockingham campus, provides free legal advice to members of the local community. The Rockingham Women's Health and Information Centre is a publicly funded service, relocated to the Rockingham campus in 1998 because of its synergies with SCALES. This centre provides a health, advocacy and counselling support and referral service for women. The clinics provide valuable community services while enabling the University's students to develop and practise the vocational components of their studies under the supervision of professionals. Murdoch seeks to be an integral part of the community in which it operates, to be accessible and to ensure that its teaching and research remain relevant to community needs. Highlights include research in Veterinary Science which have application to both animal and human medicine and surgery, industry links which have facilitated the building of training facilities for industry sponsors and for the University, the promotion of Science education through the hosting of an extremely popular and informative Science summer school for senior high school students and the participation of staff in boards, advisory panels, councils and research institutes. Murdoch University won a special award for educational services to students and the community in the 1998 Australian Awards for University Teaching. 4. Graduate attributesMurdoch University has identified as desirable for graduates the following generic attributes:
Contact Ms Jane Powell, Planning Manager |
||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||