A/2.4 QUT Quality Framework

[Print-friendly version]

2.4.1 Context
2.4.2 Policy outcomes
2.4.3 Principles of the QUT Quality Framework
2.4.4 The Quality Improvement Cycle
2.4.5 Benchmarking
2.4.6 Corporate surveys
Related Documents
Modification History

2.4.1 Context

The QUT Quality Framework describes an integrated approach to leadership and management aimed to support sustainable organisational development and institutional success. The Framework articulates the key areas of QUT business and how continuous improvement mechanisms facilitate the achievement of strategic goals and priorities articulated throughout the QUT institutional plan.

The QUT Quality Framework provides the University with a systematic and structured approach to assess and continually improve current performance as well as providing insight to future success in the key areas of

• Vision, Goals, and Leadership
• Governance and Planning
• Students Learning and Teaching
• Research and Innovation
• People, Culture and Sustainability.

The QUT Quality Framework is based on a set of principles, which inform these key areas and includes a system of ongoing review and assessment based on the Quality Improvement Cycle.

Top

2.4.2 Policy outcomes

The QUT Quality Framework is designed to deliver the following outcomes

• to provide a clear articulation of QUT's integrated approach to quality assurance and continuous improvement at a strategic, operational and individual level across the University
• to deliver an evidence-based approach to continuous improvement
• to create a culture of continuous improvement across the University that is embedded in everyday practices.

Top

2.4.3 Principles of the QUT Quality Framework

QUT's Quality Framework is based on the following principles

• clear alignment with University priorities with a focus on the sustainable achievement of goals
• an overarching cycle of continuous improvement which can be applied throughout the University
• the systematic use of qualitative information and quantitative data for identifying improvement opportunities, monitoring impact, and judging the effectiveness of quality improvement interventions
• a focus on the development of an agile, adaptable and responsive workforce based on a culture of continual improvement, innovation and learning
• valuing the involvement of the communities served by the University as stakeholders in quality improvement.

Faculties, divisions and institutes will develop quality systems and processes in the context of QUT's vision and Quality Framework, specify the requirements of the University's communities (internal and external), design products, services and procedures in light of these requirements, and allocate University resources and facilities so that these requirements are met.

Top

2.4.4 The Quality Improvement Cycle

The Quality Improvement Cycle is a consistent approach to ongoing quality assurance and improvement using the Approach, Deployment, Results and Improvement (ADRI) quality assurance model. The ADRI quality assurance model is used

• to determine and evaluate performance indicators
• to identify opportunities to improve systems and processes in key areas of organisational performance
• to evaluate an organisational area's achievements.

ADRI provides an organisational area with an opportunity to explore the linkages between policy, practice and outcomes, and to demonstrate progress towards the achievement of the intended vision and goals.

See the Planning and Budget website for a full description of each component.

The Quality Improvement Cycle can be applied to any activity at any level within the University

• Individual action level: Application of quality improvement can occur in relation to an individual's interaction with a process or activity. For example, it could involve thinking about how to do something (approach), doing it (deployment), observing the outcome (results), and taking action to ensure that the actual outcome aligned with the planned outcome (improving). It is about individuals doing things better to help improve the overall quality of the University's operations.
• Operational level: At the operational level, there is a focus on ensuring that the University's core business activities are conducted with maximum effectiveness and efficiency. Operational quality requires both individuals and teams to be engaged with continuous improvement, innovation and learning.
• University level: Quality improvement at the University level involves visioning, governance and planning. It affirms QUT's identity as a university, and tracks the University's progress towards the achievement of goals as outlined in the QUT Blueprint.

It is recognised that some of the quality assurance and accreditation mechanisms and requirements in use at QUT use differing terminology from the Quality Improvement Cycle; however their intent is consistent.

Top

2.4.5 Benchmarking

Internal and external benchmarking is integral to quality improvement and provides verifiable performance results currently and over time. QUT undertakes a continuous improvement approach which incorporates self-evaluation, internal and external review, and benchmarking against relevant national and international organisations to compare, evaluate and enhance performance.

QUT's benchmarking approach

• complements the QUT Quality Framework and University Planning Framework (A/2.2) and supports the systematic and structured approach to assessing and continually improving current performance
• establishes good practice and identifies areas of best practice
• aims for efficiency and cost-effectiveness, and is targeted at specific University activities
• is evidence-based, applying to all facets of the University's operations, and is both strategic and operational in focus
• informs planning processes
• identifies opportunities for performance improvement.

The Planning and Budget website provides detailed information and resources including a benchmarking registry to support all QUT benchmarking activities.

Top

2.4.6 Corporate surveys

QUT considers the views of students, staff and graduates to be of critical importance in reviewing its teaching, research and
associated support services. Surveys can constitute a valuable means of obtaining information about stakeholder viewpoints to
support quality management and enhancement.

The Department of Reporting and Analysis coordinates corporate survey activity within QUT, with approval to proceed with
larger surveys referred to the Integration and Management of Student Feedback Steering Group and / or QUT senior executive
as appropriate. Survey guidelines and an annual schedule are available on the Reporting and Analysis website.

QUT coordinates survey activity in order to

• reduce the administrative burden of surveys upon staff, students and other stakeholders
• increase availability and awareness of survey data within QUT
• ensure that the university's core surveys remain a priority to students and staff
• ensure survey data is efficiently used and promoted within QUT and that feedback is appropriately provided to survey
participants
• ensure QUT’s commitment to supporting national performance measurement activities.

Ethical approval of research-related surveys remains the responsibility of the Division of Research and Commercialisation.

Top

Related Documents

MOPP A/2.2 University planning framework

MOPP A/2.3 Corporate Reviews

QUT Planning and Budget, Finance and Resource Planning website

Australian Universities Quality Agency (AUQA) website

Department of Education, Employment and Workplace Relations (DEEWR) website

Australian Business Excellence Framework

International Standards Organisation (ISO) website

Australian Organisation for Quality website

Top

Modification History

Top