The University of Newcastle

Introduction

The University of Newcastle Quality Assurance Plan is a rolling five-year plan. It is revised annually along with the Institutional Strategic Plan. A draft of the revised Quality Assurance Plan is forwarded to all sections of the University for comment and input. All performance appraisals of heads of units are conducted on the basis of relevant sections of the University's Institutional Strategic Plan and Quality Assurance Plan.

Vision

The University of Newcastle, the pre-eminent and most comprehensive university in regional Australia, will be acknowledged nationally and internationally as being outstanding in:

• the employability and adaptability of its graduates;
• the quality, value and applicability of its teaching and learning, research, scholarship, creative works and contributions to the community; and
• its commitment to continual evaluation leading to constant enhancement.

Values

The University values:

• its students and its staff
• freedom of enquiry and expression
• liveliness, innovation and inventiveness
• pursuit of knowledge and lifelong learning
• teamwork, respect for all and effective communication
• Aboriginal and Torres Strait Islander people's cultures and aspirations
• ethnic and cultural diversity
• equal opportunity, access and affirmative action
• environmentally sustainable practices

Mission

To achieve international excellence in education and research and to work, through partnerships, for regional, national and global enrichment.

1. Comprehensive and well founded knowledge in the discipline(s), appropriate professional knowledge and skills and high ethical standards
2. Self-confidence based on their knowledge of the quality of the course of study in their discipline/profession
3. Ability to think logically and laterally, to analyse issues, consider different options and viewpoints and to act decisively
4. Ability to demonstrate liveliness, innovation and inventiveness
5. High level of oral and written communication skills
6. Information literacy including skills in acquiring, organising and presenting information, particularly through use of information technology
7. Commitment to life long learning, continued intellectual development and creativity
8. A capacity for teamwork and effective participation
9. Ability and willingness to contribute to the life of their community
10. Respect for and commitment to Aboriginal and Torres Strait Islander people's cultures and aspirations
11. Appreciation and valuing of cultural and intellectual diversity and ability to function in a multi-cultural and international environment
12. Respect for and commitment to the environment, including environmentally sustainable practices
13. A desire to continually seek improved solutions and to initiate, and participate in, organisation, social and cultural change

Teaching and learning

1. Provide an education to all students which will equip them intellectually to the best international standards
2. Develop graduates whose knowledge, skills, abilities and attitudes are highly valued in, and allow them to contribute to, the workplace and broader community
3. Enhance the University's standing as one of Australia's leading universities in terms of teaching and learning and the integration of student learning with research and community service

1. Proportion of courses with features that incorporate core skills, abilities and attitudes valued in the workplace and the broader community
2. Outcomes of the Course Experience Questionnaire and Graduate Destination Survey
3. Outcomes of five-year external course reviews
4. Outcomes of institutional research into student experience
5. Surveys of employers and the community on the quality and contribution of graduates

1. Provide a learning environment that recognises, values and supports individual differences among a diverse range of Australian and international students
2. Offer courses congruent with the University's strategic directions, with best contemporary learning theory and practice and that include core skills and abilities valued in the workplace and broader community
3. Provide flexible and accessible learning opportunities through the provision of quality teaching and learning and appropriate technologies comparable with international best practice
4. Provide high quality postgraduate coursework and continuing professional education offerings that are based soundly on community need and demand
5. Develop more flexible and student centred approaches to teaching and learning programs that accommodate differences in students' learning styles, personal circumstances and workplace requirements
6. Enhance the University's standing as one of Australia's leading universities in excellence in problem based learning
7. Apply appropriate technologies to teaching and learning requirements

1. Increase the number of academic staff who have completed the foundation course in university teaching or equivalent by 60 per annum to the year 2002
2. From January 1998 each revised or new subject or course to satisfy the Curriculum Review Committee that it has accommodated student differences, core skills and abilities valued in the workplace, and has incorporated flexibility of choice for students in their learning as appropriate
3. Each faculty to have examined by June 1999 the potential for each of its courses to be offered remotely, either independently or in collaboration with other institutions
4. Implement five projects in the Flexible Learning Pilot Project Scheme and identify further projects by December 1999
5. Achieve consistent improvement in the relative performance of offerings in the annual graduates' Course Experience Questionnaire
6. Increase postgraduate coursework enrolments to 10 per cent of total equivalent full-time student units (EFTSU) across the University and maintain this level
7. Simplify course structures and reduce the number of approved undergraduate subjects by semester 1 in the year 2000 to ensure minimum enrolments exceed 15 students in all subjects except honours and highly specialised offerings

Research and research training

1. Enhance research and research training, acknowledging areas of existing strength at national and international levels and areas with potential to develop as strengths
2. Apply existing and potential research strengths to areas of relevance to the Hunter and Central Coast
3. Provide research training and support for Aboriginal and Torres Strait Islander staff and research students
4. Develop research in areas of interest to Aboriginal and Torres Strait Islander peoples

1. Maintain position in top ten research universities according to the research quantum earnings
2. Effectiveness of University-funded schemes in promoting research and research training
3. Participant evaluation of workshops and seminar programs aimed at enhancing performance in research and research training in all faculties and units
4. Establishment of new research centres with demonstrable outcomes in research and research training
5. Research outcomes of Umulliko Indigenous Higher Education Centre in research income, research publications and higher degree completions
6. Percentage of academic staff engaged in research activity

1. Maximise the opportunity for all academic staff to engage in significant research, creative activity, postgraduate research training and professional development
2. Optimise excellence in research and research training through selective support of individuals and groups in disciplines and multi-disciplinary areas
3. Ensure the University contributes significantly through its research and research training to the development of the community regionally, nationally and internationally
4. Maintain and enhance the University's position as a leading research and research training provider nationally and internationally
5. Ensure research and research training is socially and ethically responsible and committed to continuous evaluation and improvement

1. Increase income for support of research from external sources by five per cent per annum to the year 2000
2. Increase research higher degree enrolments to five per cent of total EFTSU by the year 2000 and six per cent by 2002
3. Secure funding for one new centre in each of the next two rounds of funding for new centres
4. Increase the number of areas of research of international repute by 10 per cent by the beginning of 2002
5. Increase the proportion of academic staff approved to take outside study programs (OSPRO) to 10 per cent of all eligible staff by the end of 2001
6. Using composite index performance indicators, maintain ranking in the top 10 universities in Australia
7. Increase the number of research scholarships by five per cent per annum

Our students

1. Ensure that students' experience of life at the University is a positive one
2. Facilitate access, academic progress and success of all students through appropriate policies, administrative and support services
3. Develop administrative processes and information systems which will enable students to control the administrative aspects of their academic programs
4. Deliver quality student support services in line with identified needs
5. Develop a closer relationship between potential employers and our students and ensure faculties receive feedback on employer expectations
6. Enhance access, participation and positive outcomes for members of equity target groups

1. Positive responses to questions on generic skills and overall course satisfaction in the Graduate Careers Council of Australia's Course Experience Questionnaire, and the University's own composite student questionnaire
2. Improvement in student retention rates
3. Level of satisfaction of academic line managers with the arrangements for the administration of students as evidenced by staff surveys
4. Numbers of equity group members in all courses benchmarked against the University's equity targets as reported to DETYA

1. Develop student-centred administrative policies and processes for all aspects of selection, admission, enrolment, progression and graduation
2. Maintain and improve access for all academically qualified students
3. Foster the independence of students to determine and manage their academic programs to achieve the desired educational outcomes
4. Provide a comprehensive range of academic, financial, counselling, health, pastoral, careers and employment support services for students
5. Identify barriers to access, participation and progression and develop flexibility in policies recognising prior learning, credit transfer and articulation
6. Encourage a study environment supportive of diversity and free from discrimination

1. Implement a new student information system by June 2001
2. Implement Web-based enrolment variations for the remaining seven faculties by December 1998 and for students enrolled at the Central Coast campus by December 1999
3. Develop online enrolments for all students by the end of 2001
4. Continued increase in the overall satisfaction scale in the Course Experience Questionnaire
5. Meet all targets identified in the Equity Plan
6. Publish the University's Recognition of Prior Learning Policy by December 1999
7. Annually update and publish the University's articulation and credit transfer provisions

Our wider community

1. Contribute to Australian and global community enrichment through regional, national and international partnerships
2. Promote the Hunter and Central Coast region, nationally and internationally, and the significance of our contribution to the region

1. Proportion of staff contributing to regional, national and international activities
2. Number of alumni participating in the educational, research, social and cultural activities of the University
3. Number of links with industry and the community effective in achieving the University's goals
4. Number of people participating in the range of professional, educational, cultural and service outreach activities of the University
5. Positive community perceptions of the University as measured by media monitoring and polling

1. Contribute to lifelong learning
2. Become an exemplar of internationalisation
3. Promote community awareness of contemporary issues in sustainable development and facilities management
4. Further develop mutually productive alliances
5. Establish more effective ways to promote the University and the region
6. Develop community awareness of and contribute to the value of tertiary and higher education and lifelong learning in the light of the changing nature of work in the social and economic environment

1. Increase overall levels of alumni participating in the educational, research, social and cultural activities of the University by five per cent by the year 2000
2. Meet the participant targets for each of the University's community oriented activities
3. Present two achievement awards to recent graduates beginning 1999
4. Achieve all goals in the Internationalisation Plan
5. Establish two new alumni chapters overseas by December 2000
6. Increase the number of schools under the Unilink program from six to eight by the end of 1999
7. Collaborate more extensively with Jesmond University High School and with other schools to model effective school/university relationships by the end of 1999

Quality assurance

1. Demonstrate continuous improvement in all programs offered, services provided and activities undertaken
2. Ensure that all staff and representative student associations are informed of and encouraged to participate in strategic planning and quality management processes
3. Refine quality assurance mechanisms in response to the diverse and changing needs of the University and its community

1. Existence of performance indicators and benchmarks within each University management plan
2. Evidence that high level strategic guidance and advice from experts is considered in our strategic planning process
3. Demonstration of well developed mechanisms for monitoring, review and response to feedback
4. Inclusion of strategic planning and quality assurance training in staff development programs
5. Regular review of quality assurance mechanisms

1. Promote regular review and continuous improvement in all activities of the University

• invite feedback on University programs from high profile campus visitors
• organise strategic planning exercises and workshops
• publish all University strategic plans and encourage feedback
• include quality assurance in management training programs

2. Establish mechanisms to ensure ongoing evaluation of outcomes and actions for continuous improvement

• benchmark selected areas of University activity with appropriate internationally recognised institutions
• include experts of international standing on review panels where appropriate

3. Ensure the strategic planning process for the University promotes the strategic direction and includes measures of performance

• align all faculty and division plans with the Institutional Strategic Plan
• review all University strategic plans annually against performance indicators and targets

1. Five-year Institutional Strategic Plan published by September each year
2. Linked University management plans in place by February 1999

Contact

Professor Brian English
Deputy Vice-Chancellor
Tel: (02) 4921 5114
Fax: (02) 4921 7060
Email: deputy-vc@newcastle.edu.au

Endnotes

1. Accompanying strategies for all objectives are contained in the Institutional Strategic Plan

Prime Accountability Chart

All staff of the University have responsibilities for, and make a major contribution to, the University's achievement of its mission and goals. This contribution is outlined in the relevant faculty and divisional management plans supporting the Institutional Strategic Plan. Prime accountability rests with the following officers.