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Mission The mission of the University of Queensland is to create and transmit ideas and knowledge and to develop cognitive skills through teaching and research of the highest international standards, for the particular benefit of Queensland and the good of the wider national and international communities. In pursuit of its aims and aspirations, the University is guided by a commitment to world-best practice in all its activities, a belief in the vital community leadership responsibilities of universities in democratic societies and a recognition of its obligation to assist its students, staff, alumni and members of the wider community to achieve their full potential. The University bases its Quality Management and Assurance Plan on the following principles:
In all its activities the University aims to:
Teaching and learning Quality objectives Quality processes The student handbook provides a statement of general goals for undergraduate courses, which also sets out in more detail the intended graduate attributes which the University's courses are designed to develop. The Student Charter sets outs the legitimate expectations and responsibilities of all students and the Code of Practice sets out the responsibilities of staff. The Teaching and Learning Enhancement Plan (TLEP) is an operational plan aimed at increasing the short-term and long-term satisfaction of students, graduates, employers, professions and the community as a whole with the courses and teaching and learning experience offered by the University, as well as achieving the University's other teaching and learning goals. Other strategies include promotion of equity programs, such as UQ-Link (a special entry and support program for socio-economically disadvantaged students) and PASS (Peer Assisted Study Sessions). Two per cent of teaching funds (increasing to five per cent in 1999) are allocated by faculties to departments on the basis of the teaching quality assessment scheme. The assessment reflects the priorities in the TLEP. In 1998 the measurement instrument will include outcome indicators such as employer satisfaction with graduates. Faculties also allocate strategic funds to enhance teaching quality. The University is committed to innovation in curriculum development and program delivery and is devoting substantial resources to improving the quality of learning opportunities through expansion of flexible delivery and high quality electronic resource-based learning materials. This strategy underpins the development of the new Ipswich campus as a centre of innovation for flexible delivery to generate flow-on benefits for the entire University. The academic departmental review program, operating since 1984, provides, on a seven year cycle, for every academic department to undergo a comprehensive review led by external peers. Each review team examines departmental plans, invites submissions and holds discussions with staff, professional representatives, students, and employer groups. The reviews act as a catalyst for a continuing cycle of development benchmarked against good practice by international standards. The department is later required to report on implementation of the review recommendations. The portfolio of academic achievement provides the basis for a formal system of staff appraisal and peer assessment to establish a culture in which teaching and learning are widely discussed and faculties and departments take collective responsibility for the teaching quality of all staff members. All academic staff will be peer assessed by the end of 1999. Quality outcomes Student demand: Over the past five years the University has attracted an average of 65 per cent of the OP 1, 2 and 3 students (the top five per cent of school leavers) entering higher education in Queensland, more than three times the number for the next highest institution. The most attractive courses in 1998 for the highest achievers (the 399 OP 1 admissions) were Engineering and Science with 89 each, followed by Law and combined courses with 59. Evaluation of teaching: The Teaching and Educational Development Institute (TEDI) has been providing a comprehensive teaching and subject evaluation service since 1983. A range of new instruments was introduced in 1994. In 1997, over 85,000 student evaluations were completed for a grand mean of 5.6 on a 1 to 7 scale assessing overall satisfaction. In comparison, the mean over the period 1988-92 was only 5.3 (with around 50,000 evaluation forms completed each year). Teaching excellence and innovation awards: The University has presented teaching excellence awards (five - each worth $10 000) annually since 1988 (the first institution to do so). In the first Australian Awards for University Teaching (1997), one staff member received an award (Law) and another was a finalist (Science) out of 10 individual awards and 23 finalists. In each of the past two years, University staff have attracted three Committee for University Teaching and Staff Development (CUTSD) grants, with total funding of $221 000 for the six projects. Staff development: In 1997, TEDI held 146 workshops attended by 3058 participants, covering a range of activities. The University has a compulsory four-day introduction to teaching program for all staff new to teaching and a comprehensive tutor-training program. Of 471 tutors surveyed in 1997, 77 per cent reported that the training had helped them become more skilled as tutors. The University also conducts and sponsors a Graduate Certificate of Education award course for higher education staff. An average of 20 staff members per year have completed the course since its introduction in 1993. Access to information services: The academic support areas monitor service usage and evaluate feedback to ensure that information services provided are adapted to meet changing needs. For example, over 70 per cent of students have computer accounts with limited free access to the Internet; connections to the University's electronic reference library have increased from 80 000 to 200 000 per month over the past two years, with searches on the library catalogue increasing five-fold to one million per month over the same period. The library provides and maintains 700 personal computers on-campus for student access and will shortly install 500 upgraded replacement machines to improve service levels. Retention and student progress rates: The national figures compiled by DETYA show that in the two years for which data are reported the University achieved retention rates approaching 80 per cent and student progress rates above 90 per cent. Both figures are above the national averages and among the highest rates attained by the mainstream institutions. Completion rate: The University monitors the completion, continuation and attrition rates in successive years after commencement for each entering cohort. Final completion rates vary according to the mode of study and course being undertaken, with rates of 95 per cent common in degree programs with full-time students and highly selective entry. Over the whole range of award programs offered, the University has maintained a long-term completion rate of 75 per cent, as illustrated by the following sample data for the 1987 and 1992 entry cohorts. The success of the equity programs is shown by the fact that in 1997 the UQ-Link program graduated 42 students, including seven doctors, five in Law and combined degrees, four veterinarians, three pharmacists and two dentists.
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Graduate Destination Survey (GDS): In each of the past five years the University has maintained its target of having five per cent or less of its most recent graduates recorded in the Graduate Careers Council of Australia (GCCA) GDS survey as unemployed and seeking full-time employment. The national figures compiled by DETYA show that in the two years for which data are reported the University achieved full-time employment rates averaging 85 per cent compared with the national figure of 75 per cent. Graduates also reported above average starting salaries. When combined with figures for graduates in full-time study (33 per cent against a national figure of 20 per cent) these data give the University the leading position in the country for the rate of positive outcomes for graduates. This position has been maintained over a number of years. Graduate Destination Survey Responses for Bachelor's Degree Graduates
Indicators of employer satisfaction: Employers provide feedback through committee membership, adjunct appointments, supervision of field and practicum placements, participation in accreditation and curriculum review processes, involvement in departmental reviews and other more informal, but equally valuable, means. The high rate of employment of the University's graduates and their eventual success in employment is the best indicator of employer satisfaction. Course Experience Questionnaire (CEQ): The national figures compiled by DETYA show that in the two most recent CEQ surveys the percentage of University of Queensland graduates reporting broad satisfaction with their course experience was broadly on a par with national averages.
The University uses the CEQ data to identify any disciplines generating response rates substantially outside the normal range. A number of disciplines have instituted major curriculum changes, including the development of new undergraduate courses, on the basis of analysis of CEQ results and follow up surveys to identify ways in which changes can be made to improve the satisfaction of graduates. Future CEQ results will be used to monitor the results of these changes.
Research and research training Quality objectives
Quality processes The Research Management Plan identifies the major institutional research strengths and priority areas for development and sets out the broad objectives and targets for research and postgraduate activity. The plan is reviewed and updated on a two to three year cycle. Strengths are identified using performance indicators, including peer review and international benchmarking. Fifteen per cent of the core operating funds allocated to the faculties, representing more than $22 million for 1998, is distributed on the basis of performance-based funding derived from research performance. In addition, a further three per cent of the University's total operating budget, or more than $7.5 million, is allocated as research-only funding to be applied at the direction of the Deputy Vice-Chancellor (Research). These amounts are in addition to Commonwealth research infrastructure funds and other dedicated revenue provided to support particular research activities. The University regards it as critical for research success to develop and maintain a high quality research infrastructure at international standards to meet the needs of researchers and to enhance the contribution of the University to basic research. The University seeks to maintain and strengthen its position of leadership in research through increased external funding support from national and international research agencies, governments and industry and by a continuing commitment to the commercial application of its intellectual property and research outcomes. A key aim is to facilitate interaction with industry, commerce and the professions and increase research income from these sources. The recently established Graduate School will ensure an integrated, coherent approach to management of postgraduate training and that postgraduate students receive excellent support both in terms of their educational opportunities and their welfare. The University is committed to providing appropriate postgraduate training support structures and facilities which foster a collegial postgraduate education and improve the training of research students at both higher degree and postdoctoral levels. The University’s technology transfer and marketing companies, centred on University of Queensland Holdings Pty Ltd and its subsidiaries, provide a means for the commercial exploitation of patents and other forms of intellectual property developed by staff. Quality outcomes Research quantum income: The University is one of the very few successful comprehensive research-intensive universities in Australia and has significantly improved its research performance on many indicators over the past five years. This is best demonstrated through the research quantum, allocated by the Commonwealth on the basis of a composite research index that measures institutions' research performance. In 1994, the University ranked fourth nationally on the research quantum, earning $17.7 million, or 8.5 per cent of the national total. By 1998, the University ranked second in earnings with an amount of $23.3 million, or 10.6 per cent of the national total. Preliminary data for this year show further improvement, with a 20 per cent increase in total research income for 1997 to over $90 million. The national competitive research grants index: is an important yardstick for calculation of research infrastructure block grants. The University of Queensland ranked fourth on the index in 1995 and 1996, but showed the greatest percentage increase (5.8 per cent) of the top six institutions over the period. Industry-related research income: The relevance of the University’s research to industry is evidenced through the very high levels of funding support attracted. The University was ranked first in Australia on published financial data figures for 1995 and 1996 industry income, each year attracting in excess of $30 million - over 14 per cent of the national total. Preliminary figures for 1997 industry income indicate a further increase of approximately eight per cent to over $33 million. The University also has one of the highest levels of participation of any Australian university in the Cooperative Research Centres (CRCs) program. It is currently a core participant in 14 CRCs and a supporting partner in a further three centres. The University has substantially improved its position in the Australian Research Council (ARC) Strategic Partnerships in Industry (SPIRT) scheme, ranking third in 1998 new projects ($1.575 million), compared with sixth position in 1997 funding. Research infrastructure: The University has attracted $40 million in external funding, from Federal, State and overseas sources, to establish the Institute of Molecular Bioscience which builds on existing research strengths. This gives strong testimony to the internationally high standing of the University's research. The University has also developed a number of other major facilities of national importance. These include specialised equipment and facilities such as a whole body magnetic resonance imaging system in the Centre for Magnetic Resonance, investment in state-of-the-art high performance computing facilities and development of facilities in visualisation and laser physics. The University library and marine research facilities are also of outstanding quality. Publications: The University’s research communication through publications in learned journals, books and conference papers leads to one of the country’s highest publication rates. From DETYA data, the University of Queensland placed fourth nationally in 1994 and second in 1995. The University also commissioned a bibliometric study by the Research School of Social Sciences, Australian National University, conducted as part of a research evaluation and policy project, to examine the impact of the University’s output in journals listed in the Institute for Scientific Information’s science citation index (SCI). The study showed that the level of the University's publications had risen at a faster rate than its competitors, while the SCI journal output over the period (1991-95) rose by 61 per cent, twice the national average. Postgraduate training: The University is one of the largest providers of research training in Australia, with 2900 postgraduate research students, including 800 international students. PhD completion rates: The University has sophisticated processes to provide skills training for research students, monitor their progress and assist them in thesis preparation. Monitoring processes include exit surveys for both completing and withdrawing students, which record a high level of satisfaction with the PhD program. Cohort studies show that the long-term completion rate for PhD students is above 75 per cent and the University has maintained both a high level of graduations and a short time to completion over an extended period. The University has awarded more than 200 PhD degrees in every year since 1993, rising to 311 in 1997, based on preliminary figures. The completion time of 3.7 years for students submitting PhDs in 1996 compared favourably with the national average of 3.8 years. Exploitation of intellectual property: The investment by the University of $8.5 million in 1994 in its commercial companies has led to research and consultancy income of over $40 million in 1997, a technology portfolio of more than 100 potential commercial projects and to the establishment of 10 spin-off companies dedicated to the exploitation of intellectual property developed by university staff, with an equivalent number in formation. Management and resources Quality objectives Quality processes The University is committed to measuring continuously all aspects of its operations against the most rigorous international benchmarking standards. An ongoing internal audit program, supervised by the Audit Committee of Senate, provides regular reviews of financial practices and procedures in accordance with State public finance standards and to ensure that national accounting standards are met. The University has established change management processes which are consultative and collegial, but which also allow the University to adapt and re-focus its structures and resources in a timely manner to meet changing circumstances. The recognition and development program for general staff provides opportunities for development and advancement based on a formal system of staff appraisal. The University seeks to position itself to exploit its existing strengths and support its developing activities through strategic alliances with peer institutions. Support is provided for growth and for the development of the University’s strategic objectives through a strategic initiatives fund which allows for the selective support of emerging strengths at the discretion of the Vice-Chancellor. Quality outcomes Financial reporting of the highest standard: The University consistently manages its activities within available resources and produces unqualified externally audited financial statements in accordance with Australian accounting standards and which meet Commonwealth and State Government reporting requirements. Growth in revenue from non-government sources: In the five years from 1992 to 1997, the University's total revenue grew from $338 million to $485 million. Over the same period, the amount of non-operating grant Commonwealth funding grew from $34 million to $73 million, and the amount of income from non-Commonwealth sources grew from $90 million to $156 million. The Commonwealth operating grant, including the Higher Education Contribution Scheme (HECS), now accounts for less than 53 per cent of the University's total income. External endorsement: The University is one of only three Australian universities in the Universitas 21 international association of elite universities. In a 1997 report, consultants for the British Dearing Committee described the University as "one of Australia's leading universities with an international reputation and high national quality ratings for both teaching and research", as well as reporting that the average cost of producing graduates is lower than in comparable institutions in Britain, the USA, the Netherlands and Germany. The Commonwealth University Management Benchmarking Club described our processes in policy planning, management of teaching and learning, managing postgraduate supervision and development of a management information data warehouse as "leading edge". In Australia, the Good Universities Guide has consistently rated the University highly. Continuous improvement: In 1998 improvements in services for staff and students included: the establishment of a data warehouse to support strategic planning, analysis and other information requirements; implementation of SINet - a Web-based information system which provides on-line enrolment facilities for students and access to class timetabling and academic records, as well as improved course and subject management facilities for staff; and on-line reporting arrangements for staff to record and update their portfolios of academic achievement. A Student Administration Centre will provide one-stop information services for students in 1999 and new improved administrative computer systems will be introduced to assist in the management of human resources and students. Community partnerships Quality objectives Quality processes A number of specialised services which support teaching and research, such as museums, clinics, collections and other specialised scientific, cultural and public performance facilities are also open to the public as community services. UQ Business Associates provides regular opportunities for university faculties and departments to describe current activities of interest and for interaction between the University and the local business community. The establishment of the Brisbane Institute, and its location within the University, will provide opportunities for the University and its staff to engage in stimulating intellectual debate and discussion on topics of cultural, economic and social significance. Quality outcomes Benchmarking: During 1996-97 ten representative community services were evaluated to examine the effectiveness of services as models for best practice and to identify areas for improvement. The benchmarking study showed that the services need to have a strong customer focus and business-like operations and revealed an awareness of the need to operate more strategically by marketing services; developing databases and other information management systems; undertaking forward planning; increasing the level of communication with stakeholders within both the University and the wider communities; and conducting regular evaluations. Active community support: In 1997-98 UQ Business Associates held eight meetings and regularly attracted an attendance of around 100 senior staff from industry, business and commerce. Mr K L Parker, Director of Planning |
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