Northern Territory University

Mission

The Northern Territory University will provide education, training, research and related services locally, nationally and internationally to support and advance the social, cultural and economic development of Australia's Northern Territory.

Quality statement

The Northern Territory University will operate efficiently and at best practice level. The University will meet, if not exceed the needs of our clients, ensuring the highest standards are maintained in all activities, especially education, training, research and related services.

The University's improvement management system will enable identification of opportunities for improvement through rigorous annual organisational self assessment. This will be in accordance with the Australian Quality Awards for Business Excellence and the Australian National Training Authority-endorsed Northern Territory Quality Framework. Additionally, the University will undertake triennial external validations against these frameworks. Quality assurance and continuous improvement are integral to current work practices and future directions of the University.

NTU awards in the recognition of quality

1998 progress toward business excellence award - Australian quality awards for business excellence (Australian Quality Council)

NTU is the first Australian university to be recognised for excellence in all areas of operation ie. leadership, strategy and planning, information and analysis, people (human resource issues), customer focus, processes, products and services (including teaching, research, design and innovation) and organisational performance. These awards are Australia's most prestigious quality awards.

Quality endorsed training organisation status (QETO)

QETO is a nationally recognised quality status recognised by the Australian National Training Authority (ANTA). The NTU extended the criteria for assessment in this quality system to include the following for both the higher education (HE) and vocational education and training (VET) sectors. Criteria included: strategic management; client focus; course design, development and review; training provision; skills recognition; human resource management; administration and financial management; assets and facilities management; organisational performance; workplace training; and research, research training and grant management.

Quality management at Northern Territory University

Our improvement management system

The Northern Territory University's strategic and quality assurance plan, Strategic Directions, addresses a planning horizon of the next five to ten years. Within this document, the University's objectives and broad strategies are grouped into key result areas against which outcomes can be reported as a result of self-assessment and continuous improvement processes. An improvement management system, outlined in A Guide to the Improvement Management System, has been implemented across the organisation. This guide, in conjunction with several other published key documents outlined in the list of related documents, forms the basis of NTU's planned approach to quality. The quality assurance and improvement plan presented here is therefore not NTU's working document but an abridged collation of actual working documents. Our quality working documents are comprehensive to fulfil the requirements of prestigious and nationally recognised quality systems.

Nationally endorsed quality frameworks operative at NTU

Continuous improvement at NTU has been facilitated through the adoption of two nationally endorsed total quality management frameworks, the Australian Quality Awards (AQA) for Business Excellence Framework and the ANTA-endorsed Northern Territory (NT) Quality Framework. The University extended the NT Quality Framework to embrace the core business of both the HE and VET sectors and to enable its use as a complementary document for the AQA for business excellence framework. The key result areas of Strategic Directions have been matched to the categories and criteria within each framework, enabling opportunities for benchmarking and reporting on outcomes, in conjunction with self-assessment against a nationally-endorsed quality matrix.

Our self-assessment process

The quality frameworks adopted provide a focus and refinement of quality improvement processes previously undertaken within the organisation. Incorporated within these frameworks is a requirement for rigorous organisational self-assessment and 'spot' external audits on organisational performance as a condition of validation. Additionally, the University is required to undertake triennial external validation/audit. The NTU has been successfully validated against both frameworks in 1998, and will be externally validated again in 2001.

Throughout 1997 and 1998 the University has also undertaken two internal self-assessments by approximately 40 trained staff and students in cross-functional teams. Self-assessment teams identified opportunities for improvement against the frameworks in 1997 and in early 1998 several key self-assessors (the Preliminary Quality Improvement Network) and the Quality Management Team developed extensive improvement plans in response to Round 1 self-assessment. Round 2 of self-assessment is resulting in a further review and update of these plans. These plans are dynamic documents, updated each self assessment, endorsed by Planning Board and currently under implementation.

The NTU is committed to innovation and continuous improvement through ongoing self-assessment, review and improvement mechanisms and cycles. The quality frameworks and progressive implementation of ISO 9001 of the International Organisation for Standardization (ISO) across faculties and divisions underpin NTU's quality and continuous improvement program. The adoption of endorsed national and international systems for quality have ensured the development of an authentic quality culture fostering staff and student empowerment through active organisational self-assessment.

Contact

Ms Cheryl Thacker
Quality Development Officer

Tel: (08) 8946 6956
Fax: (08) 8946 7244
Email: cthacker@darwin.ntu.edu.au

Objectives, strategies, key indicators and performance outcomes against key result areas

Key result area - education and training

Objectives

Strategies

Key Indicators

Key Indicator Measures

Address the professional, vocational & intellectual needs of all people of the NT

Promote lifelong learning
Ensure education provided meets best international standards
Establish a national & international reputation so that graduates are universally highly regarded
Develop expertise in niche areas
Adopt flexible course structures
Facilitate articulation, credit transfer & cross-sectoral multiple awards
Support graduates to achieve:

*life-long learning

*the ability to cope in a changing world

*an understanding of northern Australian issues

*employment skills

*notable academic qualities

*the capacity to analyse critically

*the capacity to be innovative

*internationally recognised expertise in chosen field of study

*the qualities of fairness, openness, honesty & trust

*respect for all individuals

*cross-cultural awareness

Focus offerings on clearly defined needs & drive priorities by demand

Liaise closely with industry, local employer groups & research into the expectations of all stakeholders

Facilitate study at other institutions, in appropriate cases establishing feeder/other arrangements to allow students to undertake a substantial part of their study in the NT

Establish areas of expertise in niche areas

Develop award & non-award courses to attract students from all over the world, especially Indigenous, Asian & isolated students

Deliver units/short courses credited elsewhere & enter arrangements with other institutions to facilitate credit transfer

Provide multiple pathways & enabling courses to education & training based on realistic credit transfer, articulation and recognition of prior learning arrangements, capitalising on NTU's mix of HE and VET

Promote flexible delivery based on learning materials of high quality through provision of technologies & staff support

Introduction of a program of common units for undergraduate students

Support academic staff to improve their teaching & to develop as scholars

Maintain/develop courses at undergraduate & post-graduate level to ensure content & scope reflect needs & aspirations of students, industry & community

Application of quality frameworks for continuous improvement in course design, development and review, training provision, skills recognition & client focus

*Enrolment performance

*Student achievement rate

*Sector progression rate

*Quality index students (*The smaller the index the better)

*Course Experience Questionnaire (CEQ)

Good teaching
Satisfaction
Generic skills

*Graduate Destinations Survey (GDS)

Proportion in F/T study

Proportion in F/T employment

EFTSU 1995 1996 1997

Actual 2775 2779 2664

Target 2760 2795 2795

1995 1996 1997

78% 74% 76%

1995 1996 1997

13.3% 12.3% 12.0%

1993 1997

Student Support 10.9 10.5

Teaching Activity 10.9 10.8

1995 1996 1997

74% na -

88% na -

85% na -

1995 1996 1997

12% na -

77% na -

Some additional outcomes Implementation of questionnaire on student perceptions of teaching (QSPOT) Performance management scheme commenced Establishment of Interactive Learning Division Several successful franchising arrangements		Minimisation of duplication of units Faculty of Education membership of UNESCO consortium New graduate programs developed (Science Faculty) Feeder arrangements negotiated with other institutions On-line application, one-stop InfoShop, learning spaces established
NB. NTU experiences particular difficulties in reaching response rate targets for analysis of the Graduate Destination Survey and Course Experience Questionnaire due to the transient population of the NT and many surveys returning "address unknown". In 1998 an increasingly pro-active approach was implemented with each response received entering the draw for two free air tickets to anywhere in Australia. Replies have been monitored electronically with follow-up mail outs occurring every 2–3 weeks. The NTU has receive a greater than 50 per cent response rate in 1998.
Key result area - research
Objectives	Strategies		Key Indicators	Key Indicator Measures
Address issues particularly relevant to NT, including social, cultural, environmental & technological problems pertinent to NT development Develop further international research reputation to enhance institution's image Attract postgraduate students and scholars of high calibre Maintain strong postgraduate program Focus niche areas, building on areas of research strength Establish priorities consistent with strong regional focus Extend research-related consultancy locally, nationally, internationally	Focus resources on niche areas (proximity to Asia, tropical environment, cultural diversity in a rapidly developing region, Indigenous issues, northern Australia, remoteness) Identify and build on areas of research strength within the institution Establish research priorities consistent with a strong regional focus Explore the possibility of relating research activity focused on the region to other parts of the world Collaborate with industry & research agencies Maintain/develop research-related consultancy locally, nationally & internationally Seek every opportunity to transfer research outcomes to community benefits Promote the development of a Territory research strategy Develop information resources to support focussed research activity Develop a strong postgraduate research body with emphasis on recruitment in areas of research strength & priority Provide incentives to encourage more researchers to be involved in research (including equity groups)		Research quantum indicator Research student activity Research funding indicator Brennan index Cooperative research centre (CRC) equity/FTE of HE staff Proportion of academic staff (areas of strength) Value of consultancies (regional relevance) Proportion of NTU funded projects of regional relevance	1997 2.8% 1998 3.3% 1995 165 enrolments 112EFTSU 1996 146 enrolments 102EFTSU 1997 155 enrolments 104EFTSU 1998 177 enrolments 129EFTSU 1995 1996 1997 $1.119m $1.202m $1.176m 1995 1996 1997 0.0272 0.0304 0.0272 $231/FTE $1565/FTE $3512/FTE 12.4% 12.1% 44.5% $32 615 $52 123 $217 070 51.8% 1997 80.7%

Some additional outcomes Centre for Indigenous Natural & Cultural Resource Management Membership in CRC for Sustainable Tourism & CRC for Aboriginal & Tropical Health CRCs eg. Sustainable Development of Tropical Savannas, member of Australian Centre for Renewable Energy More than twofold increase from 1995-97 in new external research contracts in areas of strength and priority More than threefold increase from 1995-97 in number of academic staff associated with areas of strength and priority More than sixfold increase from 1995-97 in value of consultancy contracts of regional relevance Increase in numbers of research students from 1996-97 Development of several initiatives targeted at improving quality of research training eg. code of conduct for staff and extensive postgraduate orientation week Brennan index indicated that NTU is the leading "post-1987" university
Key result area – international activities
Objectives		Strategies		Key Indicators		Key Indicator Measures
Ensure graduates are recognised as highly qualified to the best international standards Support the development of Northern Territory's & Australia's relationship with Asia & areas to north Become a major provider of education, training & research skills in the region & in some niche areas an exporter of education and training services to all parts of the world Develop a strong international student body		Strengthen links into BIMP-EAGA (Brunei, Indonesia, Malaysia, Philippines-East ASEAN growth area) Further develop existing Memoranda of Cooperation Establish a hierarchy of agreements and refine protocol for establishing agreement Focus on selling education, training & research skills in BIMP-EAGA region Seek opportunities to sell services elsewhere, in particular mining & tourism opportunities Maintain focus on international short courses Internationalise curriculum & develop research linkages Market expertise in information & support services Broaden target markets for student recruitment Develop packages to take advantage of niches, flexible delivery & HE/VET interface		International student activity measure (EFTSU) International quality index (the smaller the better.) International income		108 EFTSU 109 EFTSU 124 EFTSU 11.4 1997 10.7 $2.075m 1997 $2.374m
Some additional outcomes Establish senior position (Pro-Vice-Chancellor) with responsibility for international matters Establishment of International Strategy, International Committee, International Division Steady and significant increase in number of international students Signing of agreement with Chinese Management Association (Hong Kong) for Bachelor of Nursing (post-registration) degree Agreement on delivery of Diploma in Hospitality Management in India in conjunction with the Monarch International College of Hotel Management Eight international agreements in place, including Memorandum of Cooperation between NTU and six Eastern Indonesian universities Support for international students through International Student Union Involvement in AusAID submissions with International Project Management Unit of NT Government Department of Asian Relations, Trade and Industry Increased total sales revenue (export of services) 1997 Winner - Malaysian Airlines Professional and Business Services Awards; NT export awards finalist, 1997 Australian Export Awards 1998 finalist in National Export Awards (Education)
Key result area – equity and access
Objectives	Strategies		Key Indicators		Key Indicator Measures
Provide access to education, training and research opportunities for all disadvantaged groups Improve access, including physical access, to facilities for people with disabilities Particularly address equity and access issues related to Indigenous Australians Improve access, participation, retention and success of students in all equity groups Maintain student support services Enhance support arrangements and preparatory & enabling courses for Indigenous Australians	Promote nationally identified target groups, noting current emphasis on students who are of low economic status Assist nationally identified target groups with existing education, training & research opportunities Continue and enhance preparatory & enabling courses for students of Aboriginal & Torres Strait Islander descent Maintain student support services Address equity & access issues relevant to staff Pay attention to the needs of disadvantaged groups in the development of facilities and in existing infrastructure		HE student equity participation Staff gender indicator Non-English-speaking background (NESB) staff Indigenous Australian staff Staff with a disability Target student groups Low socio-economic status NESB Rural Isolated Disabilities		NT Ref % HE% Disabled 4% 3.4% ATSI 19.2% 4.6% NESB 8.7% 14.6% 1996 1997 Academic 35.4% 37.9% Non academic 64.5% 68.1% 1997 6.9% 1997 4.2% 1997 2.9% A=Access % P=Participation R=Retention S=Success A P R S 1996 1.36 0.02 0.896 1.04 1997 1.15 0.01 0.913 1.01 1998 1.24 0.02 1.021 na 1996 1.88 0.3 1.237 1.04 1997 2.65 1.2 1.175 1.02 1998 0.78 0.43 1.046 na 1996 2.59 – 0.91 1.02 1997 3.10 – 0.931 1.03 1998 2.21 – 1.05 na 1996 10.82 0.11 0.94 1.06 1997 10.45 0.11 0.958 1.02 1998 11.23 0.11 1.012 na 1996 1.13 0.26 – 0.96 1997 2.82 0.87 0.915 1.02 1998 3.31 0.96 1.051 na

Some additional outcomes Improved retention of low socio-economic students (under 25 years), non-English-speaking background students, isolated students. High retention rates for all target equity groups. High success rates for students from a non-English speaking background, rural and isolated students and students with a disability Implementation of policy for students with disabilities and implementation manual Production of a resource guide for students with a disability Work commenced to remove barriers to physical access on campuses Nine equity scholarships to undergraduate students Merger of Equal Opportunity Unit and Student Services Branch to create Branch of Equity and Student Access, now Student Facilities and Equity Branch Development of an equal opportunity management plan for staff Increase in proportion of female full-time and fractional full-time female academic and non-academic staff Number of staff identifying with a disability approaching close to representation of this target group in the Territory population 4.2 per cent of full-time or fractional full-time staff identifying as being of Aboriginal or Torres Strait Islander descent
Key result area – community and industry service
Objectives	Strategies	Key Indicators	Key Indicator Measures
Support the development of industry in the Territory & the region to Australia's advantage Promote social & cultural well being of the community Develop a two-way interaction between community, industry & NTU Make optimal use of community & industry resources in provision of education, training & research opportunities Offer expertise & facilities to individuals & organisations	Involve community and industry leaders in the Territory in relevant University activities Develop links with institutions, government agencies & industry bodies with common objectives Offer expertise & facilities to individuals & organisations in NT & surrounding region Respond to industry needs, developing processes & practices that reflect a strong client focus & willingness to compete Forge partnerships with industry seeking reciprocal membership on University & industry boards/committees Enhance procedures to promote industry feedback & monitor client satisfaction Undertake research & consultancy activities relevant to local social issues Sponsor social & cultural activities Make expertise available for critical evaluation of & comment on local issues, concerns & problems	Consultancy value Facilities use Community & industry interaction index (* the smaller the better)	19961997 $32 615 $52 123 $162 512 1995 109 114 94 bookings, 54 had fees waived 9.5 1997 9.6

Some additional outcomes Program for high school students to use Science Lab facilities and staff to visit schools Collaborative research proposals developed with broad range of industry, community, government agencies University membership of Australia Philippines Business Council Community use of campus sporting facilities Community use of specialised equipment "E" Team (structured workplace experience program for senior secondary students developed to assist students in learning and application of tools and principles of quality management) hosted at NTU Memoranda of Cooperation Festivals hosted eg. International Guitar Festival, Chinese Moon Festival Darwin Symphony Orchestra concerts/community events
Key result area – management and infrastructure
Objectives	Strategies	Key Indicators	Key Indicator Measures
Exhibit leadership in management practices in all aspects of its activities in teaching, training and research Commitment to effective & efficient quality management & continuous improvement Ensure physical development is commensurate with NTU’s growth & maturity, supports its activities & strategic direction appropriately	Develop management structure & system appropriate to NTU’s size & environment Adopt a consultative approach to management with flat structures ensuring readiness to adapt to a changing environment Introduce a performance management system Continue the strong emphasis on continuous improvement through the implementation of the improvement management system Review master plans & maintain all facilities in state-of-the-art condition Reflect emphasis in teaching, training & research profiles in the Library & other facilities Promote flexible delivery through provision of multi-media & other facilities Develop a mix of HE & VET on all campuses	Quality framework index Staff satisfaction index (**the smaller the better)	Progress towards business excellence award - Australian Quality Awards for Business Excellence QETO endorsement 15.9 1997 14.1

Some Additional Outcomes

Flattening of University structure

Cross-functional teams for business process innovation and implementation of quality system

Devolution of student administration to faculties

Palmerston Campus masterplan

On-line enrolment, Infoshop and help desks

Graduate Certificate in Educational Leadership offered to staff and hosted by NTU in collaboration with Western Melbourne Institute of TAFE and Chair Academy (USA). Approximately 10 per cent of staff will have had opportunity for leadership training by December 1998

Key result area – funding and resource allocation
Objectives	Strategies	Key Indicators	Key Indicator Measures
Make most efficient & effective use possible of resources available Build sufficient reserves to allow pursuance of strategic initiatives Develop a measure of independence from government funding sources	Pursue efficiency by reducing expenditure wherever possible Sell expertise & make facilities available on a commercial basis to increase revenue Promote institution’s strategic thrusts through allocation of funding Allocation of funding generally by formula but with sufficient flexibility for strategic purposes Introduce efficiency incentives Support development of the Foundation as a best-practice fund-raising arm Pay greater attention to investments	Non - government revenue Cost per EFTSU Foundation income Administrative costs *Reserves indicator	1995 1996 1997 32% 32% 31% 1998 not yet available 1996 - $0.978m 1997 - $0.776m 1995 1996 1997 17% 16% 14% 1996 - $1.6m 1997 - $1.4m
Some additional outcomes Priority-based budgeting Staff development and student administration devolved to cost centres Increase in fee-for-service activity Project involving the generation and storage of chilled water at off-peak power charges, saving an estimated $700 000 per year in power charges Negotiation to out-source child care facilities

Key result area – image and marketing
Objectives	Strategies	Key Indicators	Key Indicator Measures
Position NTU as a quality institution with a strong focus on the needs & requirements of the NT but with clear strengths & expertise in niche areas Be seen as a distinctive & progressive institution Be responsive to the market place (local, national & international segments) Increase student numbers in all education & training activities & from all market segments Increase involvement in fee-for-service activities	Maintain clearly identifiable corporate image built around its pursuit of quality & its expertise in niches & areas of strength Offer comment locally and nationally in its areas of strength & expertise Promote achievements through local, national & international outlets Respond to the media, taking every opportunity to promote a positive image Focus marketing on clearly identified market segments linking services to client needs Develop capacity for market research & respond to outcomes of such research Reflect strategic themes in marketing Promote & sell courses & services in demand locally & which are attractive to students interstate & nationally Explore marketing opportunities involving other institutions/organisations	Web-site indicator (number of hits to NTU homepage) Awareness indicator (number of inquiries to free-call number) Image index (the smaller the better) Application indicator	1995 436 121 (7/6/95–31/12/95) 1 508 299 not yet available 1997 not yet available 9.8 1997 10.1 1997 - 2543 first preferences, 2116 offers 1998 – 2150 first preferences, 1811 offers
Some additional outcomes Domestic and international campaigns ISO 9001 certification - Facilities Management Division Extensive new promotional material, including capability statements Marketing consultant appointed On-line enrolment established Full-page advertorial in NT News each Saturday Market demand survey completed Establishment of one-stop InfoShop, help desks Strong links established with agents overseas Open Day, participation in Expos and Show Circuit Awards received eg. Progress Toward Business Excellence