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									 Macquarie University: Quality Assurance and Improvement Plan 2002 - 4

Mission: To plan, encourage and assure the quality of activities and to promote continuous
improvement and a strong community focus, supporting Macquarie's distinctive role as a
modern, research-based university of international excellence.

The overall planning framework 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, backed up by 23 support
plans. Strategic planning processes are integrated with a dynamic interactive model of
quality assurance encompassing inputs, processes, outcomes and improvement strategies in a
feedback cycle. Within that framework, quality is monitored through self-evaluation, feedback
from stakeholders and external peer review, based on reputation, resources, ranking,
assessment and adoption elsewhere of Macquarie models. Ongoing quality assurance and
improvement strategies are inherent components of all strategic plans.

Teaching and learning
 Vision: To develop and disseminate                          Teaching and learning goals
 knowledge through an exceptional         1.   To promote access and equity through high quality education
 commitment to scholarly teaching and     2.   To promote excellence in teaching and learning
 learning                                 3.   To promote internationalisation in teaching and learning
                                          4.   To provide innovative and flexible access to learning resources
 Mission: To be an exemplary provider
                                          5.   To adopt progressive personnel policies to support scholarly
 of modern education, based on research
 and innovative teaching, and designed
 for graduates of the 21st century        6.   To ensure quality and continuous improvement in teaching and
The Teaching and Learning Plan is reviewed every two years in the light of feedback from
academic units, committees and stake-holders.
The students: A balanced intake across all programs is maintained by setting targets to
monitor total enrolments, postgraduate research and coursework enrolments, international
student enrolments and the balance between programs in science and technology, commerce
and management, and humanities and social science. Major trends are steady increases in the
proportion of postgraduate enrolments (21.4% of total load in 2001, 18.6% in 1995), fee-
paying domestic postgraduates (10.9% of total domestic load in 2001, 8.1% in 1995) and
international students (17.2% of total load in 2001, 8.6% in 1995), as planned. The profile of
domestic undergraduate enrolments improved in 2000, with stronger enrolments in humanities
and social science, but is a little below target in science and technology. A stronger mid-year
intake in 2001 has helped to improve domestic enrolments in humanities and education.
Macquarie’s strong market share of high quality students, measured by UAC preferences,
was maintained in 2001 (8.5% of UAC preferences, compared to 7.8% of the undergraduate
commencements in NSW/ACT). Undergraduate enrolment targets were achieved with a
minimum UAI of 73 (70 in 2000). The proportion of commencing students with a UAI of
87-plus increased from 37% in 1995 to 50% in 2000. Scholarships for commencing
undergraduates were all awarded to students with UAI above 99.5 (97 in 1999). Scholarships
have also been introduced to attract high quality students to honours and research programs.
Targets are set and monitored for the mature-age open entry scheme and for equity groups.
Macquarie funded equity and merit scholarships following the termination of the national
scheme. Support for Indigenous students now includes scholarships, fellowships, community
learning support and pathways to recognise prior learning experiences, as well as other
initiatives to support reconciliation, such as the multi-media Reconciliation Schools Kit. The
surprising drop in Indigenous student numbers has been more than reversed in 2001.
Student grievances. Through its Equal Opportunity Policy, Macquarie is committed to
maintaining a learning environment free of all forms of discrimination and harassment.
Students are encouraged to resolve grievances informally with the aid of the Dean of Students,
Dean of Graduate Studies, Student Contact Officers and student associations. Formal appeals
are heard by the Grading Appeals Committee (appeals against grades), Postgraduate Appeals
Committee (appeals against decisions on research candidature and thesis examination) and
Student Grievances Committee (discrimination and harassment). Appeals on academic
matters are reported to the Academic Senate. The procedures have been reviewed in the light
of the recommendations of the NSW Ombudsman and meet these requirements.
A total quality service approach has been adopted for all student services. The services are
now organised around a `one-stop shop’ in refurbished premises. Childcare, careers advice,
counselling and health, disability support, writing skills, the numeracy centre and the
accommodation office are monitored regularly through the Student Services Co-ordinating
Committee, against the relevant plans. A current review, recommending further coordination
through a new position of Director of Student Support Services, is being implemented.
The graduates: Macquarie aims to produce graduates who
 master the fundamental principles of their chosen disciplines;
 develop a commitment to life-long learning with the capacity for independent learning and enquiry;
 appreciate the search for truth in complex fields of study and experience;
 acquire the generic skills set out below building flexible applications in the workplace over a life's career,
 develop the capacity to bring interdisciplinary approaches to solving problems;
 develop and apply critical and analytical abilities;
 cultivate a sense of social responsibility and a sensitivity to other peoples and cultures, and
 develop an understanding of the role of science, technology and the humanities in society.
Progression rates (successful EFTSU/total EFTSU) are monitored: the undergraduate rate is
84% in 2000 (83% in 1995) and the postgraduate rate is 95% (in the top 3 nationally).
Course Experience Questionnaire results are generally improving. Good teaching scale:
above national average for 1995--2000; 77% in 2000 (75%, 1995) broadly agree that teaching
is good. Appropriate assessment scale: well above the national average, supporting the careful
attention given to this area. Generic skills scale: 87% in 2000 (83% in 1995) broadly agree
that they learn generic skills. This area has been targeted for improvement in 2001 through
workshops, development grants, promotion of good practice and a special interest group.
Statements of learning outcomes are required in study guides. Overall satisfaction scale:
above national average for 1995--2000; 90% in 2000 (90% in 1995) are broadly satisfied.
Generic Skills at Macquarie
 Foundation skills of literacy, numeracy and information technology
 Self-awareness and interpersonal skills, including the capacity for self-management, collaboration and
 Communication skills for effective presentation
 Cultural understanding, cross-cultural sensitivity and a global perspective
 Critical analysis skills to evaluate, synthesise and judge
 Problem-solving skills to apply and adapt knowledge to the real world
 Creative thinking skills to imagine, invent and discover.
The Graduate Destination Survey shows excellent results above the national trend.
Graduates in employment: the ratio of graduates in full-time employment to those available
for full-time employment in 2000 is 82% and in the top 8 nationally (80% in 1995).
Graduates in full-time study: the proportion of graduates in full-time study in 2000 is 25% and
in the top 10 (23% in 1995). Median starting salary scale: salaries are particularly strong in
accounting, computing and mathematics and Macquarie in the top 10 overall. The Career
Development Office commissions regular market research which demonstrates that employers
are impressed with the quality of graduates. All major programs have established advisory
boards with external representation. Accounting, chemistry, chiropractic, law, psychology,
optoelectronics and information technology are accredited by the relevant professions.
Macquarie is committed to using properly managed feedback on undergraduate and
postgraduate experience and has participated in the trials of the PREQ and GSA.
Academic program: The academic schedule is reviewed annually by the University’s
Academic Program Committee to monitor academic coherence and academic business plans.
New programs include e-business, communications, international business, and health.
Macquarie’s strong commitment to flexible learning is detailed in its Flexible Learning Plan.
Macquarie was highly commended for Preparing Graduates for an e-World (University of the
Year Award 2000). The Centre for Flexible Learning supports teaching development projects
worth $1m per year. The On-line Teaching Facility provides interactive delivery, management
and evaluation, hosts 310 units in 2001 (90 in 1999), and is used by over 16,000 students.
`Best practice’ innovations in technology-aided teaching include Gengoro (Japanese language
on-line), LIBSOL (information literacy on-line), the Digital Audio Project (capable of
recording over 4,000 hours of lectures per year), simulated Middle East peace conferences,
and the House of Aboriginality CD-ROM. The Borderless University Project began in 2000.
The vision is to develop a platform supporting flexible teaching and learning on campus and
offshore through productive partnerships and to place Macquarie into the on-line and offshore
markets in a coherent way. Integration of academic values, flexible delivery, information
access and marketing and the adoption of e-business strategies are key elements of the project.
Postgraduate programs in linguistics, international business and e-commerce were identified
for Stage 1, and the first program in linguistics will begin on time in the second half of 2001.
Internationalisation: Monitoring against the VC’s ‘30 factors checklist’ and the
Internationalisation Plan shows outstanding improvements across teaching and learning,
research, community outreach and management. Internationalisation is a high priority in
academic and support plans, encouraged by a new International Development Fund in 2000.
Projected growth in international students has been exceeded in all categories, with further
growth of at least 15-20% pa expected over 2002-2004; Macquarie was Australia’s 12th
biggest destination in 2000. Promotion has been strengthened, and support, housing and
admissions services upgraded. Benchmarking of recruitment/administration costs against
other NSW and ACT universities shows Macquarie at below average costs per recruited
student. The International Office’s annual perception survey of incoming students and regular
surveys of enquiry response times and services show highly satisfactory results. An
emergency fund provides interest-free loans to students who demonstrate unexpected financial
hardship. Study abroad involved 5.3% of graduating domestic students in 2000 (150 students;
cf. 30 in 1997) and is actively promoted with travel scholarships (funded at $350,000 in
2000). UMAP grants cover exchange with Japan (1993, 1994, 1995, 2000), Singapore
(1998), Hong Kong (1999), China (2000), Korea (2000), Vietnam (2000) and USA (2000).
The Research Strategic Plan and the Research Office Strategic Plan have been rewritten for
the period 2001-2003. They are modified and fine-tuned each year. The Plans along with all
forms and guidelines are on the Web in downloadable form.
Research excellence and participation: In absolute dollars for ARC large grants,
Macquarie has ranked 8-10 consistently over the past five years (behind the seven large
universities with a complete faculty mix including medicine and agriculture). In per capita
terms, it has consistently ranked 3-6. Allowing for faculty mix, it has consistently ranked 1
or 2 among universities without medical faculties. Thus for its size and faculty mix,
Macquarie consistently does extremely well, ranking with UNSW, Adelaide, UWA,
Sydney and Queensland as one of the top six performers. As measured by allocation of
Research Quantum, Macquarie is a very high performer, ranking 12 in absolute dollar terms
and 9 on a per capita basis, beaten only by universities with a wider faculty mix. Amongst
institutions with no medical faculty, Macquarie ranked 1 for 1995-1999 and 2 in 2000.
 Research vision: To be the pre-eminent                             Research goals (abbreviated)
 Australian university of research distinction in     1.   To develop and maintain areas of research
 selected areas of Commerce, the Humanities,               excellence and encourage all staff to engage actively
 Science and Technology and the Social Sciences            in research
 Research mission: To develop and enhance a           2.   To be involved in creative and innovative research
 high performing research culture that permeates           partnerships with other universities, CSIRO and
 the University, fosters vibrant academic staff and        industry
 postgraduate student research, complements           3.   To encourage and reward the development of high-
 research-based scholarly teaching, and contributes        level research skills by staff, especially new
 to research outputs for the Australian community          researchers
 in interactions with industrial, commercial and      4.   To provide quality higher degree research
 government        partners,     nationally     and        supervision and training in research theory and
 internationally.                                          methods

ARC large grants. Following outstanding success in 2000 (27 grants, 27% success rate, well
above average), performance dropped back in 2001 (17 grants, 23% success rate, around
average but within target). Macquarie continues to perform well in ARC Fellowships, with 5
new Fellowships in 2001, ranking 3 on a per capita basis. In 2001, Macquarie was awarded 5
IREX grants, ranking 8 in absolute terms and 1 on a per capita basis. There was a 20%
increase in proxy categories based on 1998 Publications Data and the average number of
academic publications per capita increased from 1.53 in 1996 to 2.63 in 1998. Impact factors
are being investigated to assist decisions on which journals should be used for publication.
New nationally funded centres of research excellence are the Special Research Centre for
Cognitive Science and Cognitive Neuropsychology in 2000 and the National Centre for
English Language Teaching and Research, established as a National Key Centre in 1988 and
renewed in 1999 as the AMEP Research Centre after competitive tender. The new Research
Development Fund supports the development of new credible centre of excellence proposals.
Research partnerships with universities, CSIRO and industry were highly commended
in the Productive Partnerships survey. Microsoft, which funded the Microsoft Research
Institute on campus, has sponsored a Chair of IT from 2000. The University’s Collaborative
Research Grant Scheme has attracted significant external matching funding and Macquarie
ranks 14 in dollar value of external research funding. The number of SPIRT applications was
up (14 in 2000), but success is still low (5 awarded). Commercialisation is actively pursued
through Macquarie Research Limited and the strategies are being reviewed. Radiata, a spin-
off company based on research in microelectronics, is a striking success story and was
recently sold to CISCO. The Research Innovation Fund introduced in 1999 has funded three
proposals totally new to Macquarie (in Astro-Biology, Fluorescent Labelling of Biological
Materials and Molecular Bio-prospecting) which are already having significant payoffs with
two US patent applications and with strong commercial prospects already generated.
Development of high-level research skills: A staff research fund was introduced in 1997
for internal competitive applications. Research Committee organises courses on generic skills
for new researchers and provides workshops on internal and external granting procedures.
Generic Skills for Postgraduates
Macquarie’s specialist postgraduate degrees and research degrees produce graduates who are:
 Internationally competitive in their field of expertise with a good grasp of the fundamental concepts of the
    discipline and the ability to distinguish the important from the trivial.
 Well-trained in the philosophy and the experimental and analytic methods of academic research.
 Willing and able to investigate and analyse an idea to great depth with perseverance and to solve problems.
 Independent thinkers capable of working in relative isolation.
 Flexible, adaptable, innovative, creative and able to improvise.
Postgraduates acquire the following higher generic skills:
 Strategic thinking and project management
 Vision, capacity for multi-disciplinary awareness and synthesis, avoiding narrow overspecialisation
 High personal standards
 Occupational health and safety awareness
 Appreciation of intellectual property and confidentiality
 At least a rudimentary understanding of financial systems, risk management and management principles.
School/Division research strategic plans, last reviewed in 1997 with feedback provided,
particularly on research development for new researchers, are being rewritten in 2001.
Postgraduate students and supervisors: A comprehensive review of research training and
the Code of Practice for Supervisors was conducted in 2000 and the Dean of Graduate Studies
is now a full-time position. New research scholarships are being offered and dedicated
funding for postgraduate student research has been enhanced, with a significant improvement
in the quality of competitive applications received. Extensive new physical and electronic
facilities for postgraduate students, completed in 1997 through the Capital Management Plan,
have been enhanced in 2000 with a state-of-the-art management education centre in the CBD.
Further extensions to the Library will increase facilities, particularly for the Humanities.
Postgraduate completion times are consistent with the national average and targeted for
improvement: PhD completion rate is 77%, mean completion time is 4 full-time years.
                       Guiding principles and strategic objectives for management
 The goals, objectives and strategies for university management, pursued through detailed plans, are designed
 to support Macquarie’s distinctive academic role as an innovative, modern, research-based university of
 international excellence, meeting the needs of the 21st century:
  based on interdisciplinary, flexible, scholarly teaching and a close nexus between teaching and research;
  founded in the concept of serving the community, and sharing the knowledge, the access and the campus;
  a user-friendly supportive university for students, offering a fair go for all;
  a university which increasingly uses strategic alliances, within Australia and overseas;
  a borderless, international university, in all its endeavours, in an increasingly global society;
  state-of-the-art in its use of technology in teaching and learning, research, information services, and
      systems administration;
  a university which values, develops and uses the excellence and diversity of its people;
  an entrepreneurial, financially viable, efficient, effective and accountable university, with strong non-
      government revenues;
  an innovative university leading the sector with distinctive, sophisticated marketing campaigns;
  a well-planned research and educational facility in a spacious parkland setting, with excellent premises;
  a university assuring the quality of all its activities and constantly striving for improvement.
Staff: Academics with doctoral qualifications increased to 65 % in 2000, well above the
national average. The crude student:staff ratio increased to 22.8 in 2000 (18.4% in 1996),
reflecting financial stringencies, but is artificially inflated. Teaching by adjunct staff and staff
teaching extra units above load for extra pay is not counted under DETYA specifications,
although the students taught by these staff are counted. Proposals for teaching workloads,
taking into account research activity and higher administrative duties, are under negotiation.
The Performance Management system is in place. The Equal Employment Opportunity Plan
won ‘best practice’ status from the Affirmative Action Agency in 1998, 1999 and 2000.
Women comprise 26% of academics at levels C to E, 46% of general staff at HEW8 and
above; and 6 of the 9 Heads of Academic Divisions.
Professional development. The Centre for Professional Development had one of its most
productive years in 2000. The number of staff attending professional development programs
increased to 1,913 (1,255 in 1999) across 67 programs (55 in 1999). Key priorities are staff
induction, internationalisation, problem-based learning, on-line teaching, education for the
information age and grantsmanship, The program also includes formal studies in higher
education teaching and management (with 10 staff enrolled) and leadership skills (15). Other
major workshops were structured around legislative changes, including the Privacy Act (344
attended) and the Performance Management System (356). Evaluation of these activities
consistently showed overall satisfaction in excess of 4 on a 5 point scale. The Teaching
Evaluation for Development Service processed a record number of student evaluation
questionnaires (involving 472 members of the teaching staff and 529 unit coordinators), made
possible by the significant upgrade of the computing and administrative infrastructure
associated with the service. Four Outstanding Teacher Awards were made in 2000.
Reviews: A new cycle of reviews of the Academic Divisions and Centres began in 2001.
Critical academic areas reviewed in 1999/2000, reflecting changes in the University’s
environment, have been English for Academic Purposes, Chemistry, Environmental Studies,
Biotechnology, Aboriginal Studies, Chiropractic, Generic Skills, Research Supervision and
the Degree Rules. The new framework of Colleges, Divisions and Departments, agreed after
intensive consultation, took effect in January 1999. A review in mid-2000 has confirmed that
the intended outcomes have been achieved, with a high level of satisfaction being expressed.
Budgetary strategies: Academic Strategic Directions are translated into principal goals in
the Budgetary Strategic Plan. The third plan (1998-2001), framed to deal with pressures
arising out of Federal Budgets, emphasises strategic alliances, innovation, flexible learning,
new technologies, internationalisation and marketing. Macquarie is one of the least dependent
on government funds and continues to increase other sources of income. It continues to live
within its means, and posted a healthy surplus in its 2000 Financial Accounts (albeit with
funds committed for future earmarked purposes, rather than being ‘surplus to needs’); but the
job reductions (mainly support staff) in some areas experiencing lower growth, necessary to
achieve their viability, impose great pressures. The VC conducts regular budget strategy
meetings with all budget units several times each year, and there are active monitoring
mechanisms. The University continues to receive ‘clean’ certificates of audit.
Library: The Library has published its 2000-2001 Strategic Directions, highlighting two
major strategic goals: to expand networked services for students, and to improve the
timeliness and effectiveness of responses to customers (both of which already set national
standards). The e-reserve system and electronic access to serials through Science Direct have
been taken up as national standards. The Library is the Australian leader in PRIDE (People
and Resources Identification for Distributed Environments), an international consortium
funded by the Europeans, to link networked information services and COLIS (a project for
full interoperability of information systems). Plans are in hand to expand the 24-hour, 7-day
IT Help Desk beyond the existing collaboration with the London School of Economics. The
Library continues to play a major role in flexible learning and information services. The IT
Training Unit has all trainers accredited by external bodies and is having all training courses
accredited, addressing one of the key generic components in the Teaching and Learning Plan.
Marketing campaigns and public relations: 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. The award-winning campaigns of recent years have achieved notable results.
Buildings and grounds: The Capital Management Plan has been updated, with increased
funding for refurbishment, deferred maintenance and a new large lecture theatre.
Refurbishment of major lecture theatres is on schedule, refurbishment of the Lincoln Student
Services Building was completed in 2001; and the new energy-saving cogeneration plant is in
operation. An additional 390 student housing units were completed in 2000, and a new
International Building in 2001 to handle growth in international students. A Travelodge Hotel
has been constructed on campus in conjunction with the residential facilities of the Macquarie
Graduate School of Management. A review of capital management expenditure 1987-2001,
converted to 1999 dollars, shows that over $190m on building improvements for academic
and student purposes (and less than $15m on administrative purposes) have been expended.
Information and Communications Technology (ICT) The ICT environment and
infrastructure on campus is world-class, with a large range of computing services for research,
teaching and administrative functions. These are supported by an extensive on-campus fibre-
optic network connected to the internet by a dedicated microwave connection. On campus,
postgraduate and undergraduate students, have over 1400 free access computers, some
available 24 hours per day. In total, Macquarie has well over 4000 PCs. Although Macquarie
is only the 780th largest enterprise in Australia, it consistently ranks around the 70th largest
user of ICT in Australia. Macquarie has a dedicated ICT Infrastructure Fund that ensures
continuing refurbishment and replacement of ICT equipment. All staff have access to on-
campus dial-in services and students are provided with this service from an external supplier
at specially negotiated rates. Recent initiatives include on-line payment facilities, photo ID
cards, student e-mail accounts, student results on the web, a multi-function call centre for
applications and enquiries and the implementation of a new campus data storage system.
Management information systems. Implementation of the new student system is on target
for late 2001 integrated with a with a new timetabling system. A web-based management
reporting system now links the finance and personnel systems to provide comprehensive
reports on any ledger account; the Library has installed a new product to provide Internet
access to its entire catalogue, including a sophisticated search facility; and is investigating
options for a new Library Management System. Data on publications for the research
quantum are now entered on-line through the University Intranet.
Community outreach
 Community Outreach vision:                                    Community Outreach goals
 To engage with the community-           To develop and maintain a network of relationships and two-way
 at-large and to promote open             communication supported by timely and appealing information
 access        to     high-quality        services.
 scholarship and services.               To utilise the professional expertise of staff and apply research and
 Community Outreach mission:              scholarship to help external constituencies in the analysis and
 To provide a sustainable and             handling of commercial, cultural, environmental, ethical, health,
 mutually beneficial interface            social, scientific and technological issues.
 between selected, high-priority         To promote access to high-quality education, contributing to a sense
 needs      of    key      external       of life-long learning and personal development, and engaging in
 constituencies in the Ryde               continuing education for the professions, business, industry and the
 region and at state, national and        public sector.
 international     levels,     and       To serve as a cultural centre for the University community and the
 Macquarie’s             expertise,       region by supporting the arts.
 functions, artistic endeavours          To share spare capacity in the University’s physical and intellectual
 and infrastructure.                      infrastructure and facilities.
The Community Outreach Plan is reviewed every three years. The 1999 review identified
four outstanding community projects: the Asia-Pacific Research Institute, the Foundation for
Astronomy Observatory, the History Museums, and the BTeach program to train Indigenous
early childhood teachers. Community Service Awards were introduced in 2001 to award
outstanding achievements by staff. Community interaction is strong, with Open Days,
Information Days, Careers Fairs, Exhibitions, Museums Days and young people’s events.
Several teaching areas have developed symbiotic relationships with the community
(languages programs benefiting in particular from community foundations, and biannual
Astronomy Open Nights attracting around 1000 stargazers to the campus).
Industry links: The VC’s ‘20 factors checklist’ covers all aspects of the University’s
activities, with several sponsored chairs. Macquarie’s partnerships attract favourable
comment from industry, students and the press, and were highly commended in the
Productive Partnerships review. MGSM , labelled a ‘beacon of best practice for industry
links’ by the Karpin Report, established the sponsored Munich Re Risk Management Centre
in 2000. The industry-sponsored National Hazards Centre increased its partnerships.
Research and development: There was significant growth in projects managed by
Macquarie Research Ltd, from 224 in 1998 to 350 in 2000; total revenue of $10.7 million was
steady. The company managed international technology transfer and joint commercialisation
of intellectual property. Spin-off companies have resulted from the commercialisation of
projects in electronics and biotechnology. One of these, Radiata, was sold to CISCO Systems
for around $600 million. The excellent progress on the R&D Park has attracted international
attention, with buildings completed for four major tenants (Becton Dickinson, Siemens,
Goodman Fielder and Dow Corning). Eight other tenants plus Macquarie Research Ltd are
also housed in the Park. A business incubator is planned. The five dominant coherent
themes identified in the Community Outreach Plan have all been actively pursued.
Environment and sustainable development includes three nationally recognised centres in
Biodiversity and Bioresources, Marsupial Conservation and Management, and Geochemical
Evolution and Metallogeny of Continents, as well as major programs in natural hazards,
environmental law; education and management. Community health and disability studies
includes a nationally recognised centre in Cognitive Science, research clinics in Psychology,
Audiology, Speech Pathology, Special Education, Child Anxiety and Chiropractic.
Internationalisation has been comprehensively strengthened through active exchange
agreements, research networks, international training, and consulting and aid projects, and the
VC’s leadership of international organisations. The Asia-Pacific Research Institute has won a
reputation for its role in APEC and as the hub for the UNESCO Asia-Pacific Higher
Education Research Network. Large development education projects continue in PNG and the
Maldives. English language services includes the work of the National Centre for English
Language Teaching and Research, the AMEP Research Centre and the Macquarie Dictionary
which recently published its third edition. Life-long learning is a driving force behind the
Borderless University project. Macquarie is also a partner in Open Learning Australia. An
expanding range of executive management, professional training programs and targeted
continuing education is offered in Australia and overseas.
Articulation with TAFE, private colleges and schools has been strengthened through
development of innovative programs in hospitality management (International College of
Tourism and Hotel Management and TAFE), music and media studies and aged care
management. An ICT Innovation Centre is being established with initial funding of $2 million
from the NSW DET to develop innovative on-line programs for school students and teachers.
Macquarie recruits strongly from TAFE, and the proportion of TAFE graduates admitted with
advanced standing is well above the national average. Sydney Institute of Business and
Technology (SIBT), established on campus in 1997, offers foundation programs and diploma
programs in business and computing with full credit transfer into degree programs in
accounting, computing and media. In its fourth year, SIBT enrols over 1,500 students and the
transfer rate to Macquarie is over 90 % of eligible candidates.
Cultural focus: Macquarie is a world leader in promoting systematic policies for
recognising, sustaining and enhancing university museums and collections and set up
International Council of Museum’s sub-committee in this area. Museum policies and strategic
plans are revised regularly. Items are recorded in an image database accessible via the web
and the museums have a new comprehensive web page ( A
major refurbishment program upgrades one museum each year; Earth Sciences is the next.
The new Art Gallery attracts thousands of visitors per year. Some of its exhibitions are held in
association with other galleries (e.g. the National Gallery of Australia, the Lewers Gallery and
the QUT Gallery on the occasion of the CHOGM meeting). All exhibitions have educational
programs for school and other groups. A museum studies course will commence in 2003. The
Macquarie Trio offers an expanded program with major sponsors, extended to Canberra in
2000, and has recorded further CDs. The multi-media collaboration with Theatre of Image,
with backing from the Australia Council and Touring Australia, enjoyed a successful
international tour in 2001 of the partnership production Jake and Pete; and an acclaimed
production in 2000 of Grandma’s Shoes (with a third partner, The Australian Opera). In
2001, a new production, Gypsy Boy, with the Australian Youth Orchestra, was an artistic
triumph. Further productions are in train. The Macquarie Singers and concerts on campus
continue with good support. Several additions have been made to the acclaimed Sculpture
Park, which attracts very good media coverage.
Professor Di Yerbury                                  Professor John Loxton
Vice-Chancellor                                       Deputy Vice-Chancellor (Academic)
Ph: (02) 9850 7440, Fax: (02) 9850 9950   Ph: (02) 9850 7442, Fax: (02) 9850 9957
E-mail:              E-mail:
                                                                   Attachment A
                       Interactive Model of Quality Assurance

Inputs             Processes            Outcomes                   Improvement
Institution        Planning             Institutional        Inputs
Mission            Management           Teaching             Processes
Staff              Services             Research             Outcomes
Students           Quality Assurance    Outreach             Interactive Review
Facilities         Advisory Boards      Student Outcomes
         The Three Academic Plans                Monitoring Mechanisms
                                            Council
Research     Teaching       Community       Academic Senate and its
Plan         and            Outreach Plan      committees, eg. Academic
             Learning                          Programs; Research; Quality
             Plan                              (QCom); Undergraduate Studies;
                                               Postgraduate Studies
                                            VC’s Management Committee
       backed up by various                Specific responsibilities are performed
       support plans                       by the following committees:
 Budgetary Strategic Plan                  Finance, Budget Review
 Internationalisation Plan                 International, VC’s Management
 Campus Development Plan                   Buildings & Grounds
 Capital Management Plan                   Buildings & Grounds
 Information Technology Strategic Plan     IT Policy
 Equipment          Acquisition       and  Equipment
   Refurbishment Plans
 Flexible Learning Plan                    QCom
 Educational Profiles                      Enrolment Planning, QCom
 Access and Equity Plan                    Student Services, QCom, EO
 Aboriginal and Torres Strait Islander  Student Services, QCom, EO
 Student Services Plan                     Student Services Steering
 Disability Action Plan                    Disability Services Policy, EO
 Library Plan                              Library, QCom, IT Policy
 Computing Services Plan                   IT Policy
 Financial Services Plan                   Executive
 Internal Audit Strategic Plan             Audit
 Management Systems Master Plan            Management Systems Planning
 Registrar’s Office Plan                   QCom, Student Services
 Staff Development Plan                    QCom
 Equal Employment Opportunity Plan         Equal Opportunity
 Museums and Collections Plan              Museums and Collections
 Marketing Plan                            Executive, Promotions
 Quality Assurance Plan                    QCom

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