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Page 14 3.2 Swinburne’s approach to quality management The specific purpose of Swinburne’s quality management system is to ensure ‘quality’ and ongoing improvement in all aspects of the University’s performance – especially in the core activity areas of education, training and research, but also in all facets of planning, management and operations. With this in mind, recent years have seen the evolution of a quality management system designed to ensure excellence, with a focus on the outcomes that matter to stakeholders, without adding layers of bureaucracy. That is, the quality system is implicit in all of the University’s planning and operations, rather than an “add on”. The Swinburne approach to quality management – client-centred and characterised by continuous performance monitoring and improvement – is a practical implementation of an ADRI (Approach; Deploy; Results; Improvement) model (Figure 3.1). RESULTS IMPROVEMENT Our Performance Stakeholder satisfaction – Learning outcomes – Employment outcomes – Research outcomes Financial sustainability Stakeholder Focus Students Employers Government Community Other stakeholders Our Core Activities Education Training Research Our Strategy Leadership Governance Planning Figure 3.1 – Quality@Swinburne APPROACH DEPLOYMENT Our People, Facilities and Systems Personnel Campuses Policies/Procedures Business Systems
Swinburne University of Technology Cycle 2 AUQA audit portfolio Page 15 The quality system is underpinned by a clear set of principles (Table 3.2). These principles are articulated in the University’s Policy & Procedure on Quality Management. Table 3.2 – Swinburne’s quality management principles Quality management at Swinburne should … 1 characterise the management of the University as a whole, and of its constituent units, rather than operate as a separate construct or second layer of organisational management 2 relate directly to the interests of diverse stakeholders, and to the University’s mission and vision, to ensure organisational ‘fitness for purpose’ 3 involve systematic strategic planning, incorporating effective business planning, informed by systematic performance monitoring and evaluation 4 focus on outcomes that meet stakeholder expectations and requirements – especially learning and research outcomes, but also outcomes related to organisational strength and differentiation 5 drive ongoing performance improvement and sustainable growth, with Swinburne evolving as an externally-focused ‘learning organisation’ 6 incorporate sound financial management, and address important areas of risk 7 recognise the professional responsibility of each organisational unit and each individual so that collaborative responsibility for quality in any area of activity rests with the parties involved 8 apply equally and appropriately to all onshore and offshore operations 9 reduce bureaucracy The Swinburne approach to quality management is deployed through a set of policies and procedures designed to drive and facilitate continuous improvement. These include policies and procedures for: w strategic planning and performance monitoring/reporting w gathering and analysing stakeholder feedback, through a suite of cyclic surveys complemented by ad hoc surveys as required w service feedback and complaints management w course development and accreditation w reviews and audits w benchmarking w staff recruitment, induction, and performance planning and development w policy and procedure review Many of these policies and procedures have been revised significantly since the cycle 1 audit, as part of a deliberate strategy to strengthen and re-focus the University’s approach to quality management. A summary of some of the major changes constitutes the balance of this section of the portfolio. Further sources Quality management policy http://ppd.swinburne.edu.au/quasys/ QualityManagement.htm Priorities for action 1. Develop and implement strategies to promote the University’s approach to quality, with its emphasis on stakeholder outcomes, within Swinburne and to client and partner organisations.
Page 1 and 2: Cycle 2 AUQA audit portfolio Februa
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