Institutional Effectiveness at UOWD
Defining Quality at UOWD
The University of Wollongong in Dubai recognises the importance of accountability and continuous improvement and is committed to the delivery of quality academic programs and services. The process of achieving quality programs and services involves:
- setting appropriate objectives; and
- working towards achieving those objectives.
The "Quality Cycle":
To ensure that our objectives and standards are tested and improved, UOW has adopted a cyclical quality process - Plan, Act, Review, Improve. These four steps can be applied to all processes and activities undertaken at the University.
1. Plan : identify and define what we want to achieve, and develop an approach for achieving those objectives
2. Act : develop and implement specific strategies and actions for achieving our objectives
3. Review : identify outcomes and monitor how we are progressing towards achieving our objectives
4. Improve : identify changes that need to be made so that we can better meet our objectives and, possibly, reconsider the appropriateness of our objectives
Quality and Planning:
These four steps of the quality cycle are integrated in our planning both at a University-wide and Faculty level.
- Planning: The University Strategic Plan sets the overarching planning goals which are realised through the objectives and strategies of a number of supporting plans, including the core function plans (Learning & Teaching and Research) and operational plans (e.g. Faculty Planning/Direction and Resource Plans, support services plans and administrative unit plans).
- Acting: These plans are implemented through annual action plans, which are developed and monitored by key University Committees (i.e. Management Committee, Research Committee, Education Committee), and by Faculties.
- Reviewing: Progress towards achieving the objectives in our plans is reviewed annually; the plans themselves are also reviewed regularly, according to a review timetable.
- Improving: The review process may identify changes that need to be made to our plans, activities, policies, processes or procedures in order to improve our outcomes.
UOWD Institutional Effectiveness
The University's institutional effectiveness is maintained through application of a continuing cycle of planning, measurement, review and adjustment where appropriate. The various measures adopted to determine institutional effectiveness are the basis for the University's strategic plan. The cycle of review will be generally of twelve months duration and tied directly to the University's governance and annual and rolling budget processes.
Implementing the UOWD Strategic Plan
The strategies set out in this plan are implemented through unit or functional strategic plans, completion of key strategic projects, and adoption of appropriate, planned changes to current business processes. The strategic projects and business process changes are instigated and reviewed within much shorter timeframes than those used to develop the overall strategic plan. A flexible approach is also adopted to ensure that the University is able to react appropriately to emerging circumstances.
Measuring Institutional Effectiveness
Progress is monitored against the University's strategic plan using a system of integrated information collection and reporting arrangements. The main mechanisms used for this purpose are:
- External Measurement
The University carefully monitors its performance against other institutions and organisations. Its key area of interest is other Universities in the UAE and their performance in selected aspects of operation and outcome. Key performance indicators are set out below.
- Internal Measurement
Strategic projects and business process changes are tracked and outcomes measured using standard project management techniques. Internal measurement also focuses on research and teaching indicators and achievement of financial forecasts.
- Forward Modelling
The University utilises forward modelling to assist in forecasting the outcomes of its strategic and operational actions. These are integrated into the on-going business management activities and they provide forecasts relating to student/staff profiles, as well as financial outcomes. The modelling projects forward five years.
- Review
All reporting outcomes are provided to the senior executive and, as appropriate, to those committees responsible for University direction and governance. These groups are also responsible for conduct of the strategic planning review activities, enabling on-going adjustment of all aspects of the planning documents and processes.
Key Performance Indicators
In order to assess its performance, the University of Wollongong in Dubai employs a range of detailed key performance indicators that are grouped under the headings set out below. At the broadest level the University will strive to achieve the following:
- Its teaching performance will be of a standard that places the University as the top university in the UAE.
- The University's research outcomes will confirm its position as the leading research institution in the UAE.
- The University will reinforce its position as a quality institution in all areas of activity, with continuing development of a supportive culture for staff and students.
- The University will continue to meet the strategic, business and financial goals that emerge from its on-going activities.
Teaching
The key teaching performance indicators are:
- The number of graduates
- Student completion rates
- Student retention rates
- Student satisfaction rates
- Student/staff ratios
- Rates of continuation in tertiary study after graduation
- Employment rates after graduation
Research
The key research performance indicators are:
- Research outputs: publications; conference presentations; patents; etc, per capita
- Total research income per capita
- Level of research income derived from industry per capita
Institution
At the institutional level, the University recognises that successful achievement of its teaching and research goals is heavily reliant upon its ability to effectively manage its teaching and research programs and its operational activities. The following are additional key internal performance indicators:
- Achievement of forecast student numbers within planned envelopes.
- Quality and flexibility of entry levels.
- Staff and student feedback.
- The level of participation in community activities.
- Achievement of strategic, business and financial goals.
- Achievement of annual/rolling budget forecast outcomes.
External
The following key performance indicators are used to determine the University's positioning against other similar organisations:
- Achievement of forecast student numbers within planned envelopes
- Student completion rates
- Student retention rates
- Student satisfaction rates
- Maintenance of student/staff ratio objectives
- Employment rates after graduation
- Quality and flexibility of entry levels
- Financial performance
- International positioning
Benchmarking
The University is committed to the use of benchmarking as a tool for understanding and improving its performance. In benchmarking itself against other organisations, the University intends to:
- Better understand how it is performing in key areas
- Identify more appropriate measures for assessing performance
- Confirm the validity of its directions
- Identify areas where the University is outperforming other institutions
- Identify more effective mechanisms and directions for improving performance
While comparison with educational institutions provides the primary source of benchmarks for strategic activities, measurement against leading commercial and other government organisations may be conducted where appropriate. The use of benchmarking will be promoted at all levels of the University's operations.
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