Think now uses a range of performance data including EKPIs and student, staff and stakeholder surveys to provide assessment of progress towards strategic objectives. Benchmarking within Think is prescribed in the Quality Management Framework. In 2008, Think started benchmarking in a number of areas including CEQ data, and online and flexible learning. The self‐assessment conducted in 2008 recommended a systematic approach to benchmarking and providing guidelines to all colleges. As a result, Think developed guidelines for benchmarking which were endorsed by the Quality Committee in early 2009.
Think plans to engage in a number of benchmarking projects in 2009–10 including the benchmarking project of the UNILINC library. William Blue College of Hospitality and Tourism is planning to benchmark with the University College Birmingham on curriculum, resourcing and infrastructure and student outcomes. The college will also be involved with the Association of Australian Hotel Schools in a range of areas.
As mentioned in previous sections, the Panel saw considerable evidence of the colleges’ systematic use of survey data and feedback mechanisms. When Think implements key improvements as a direct result of student feedback, it communicates these improvements through the Feedback – It Matters poster campaign and the SRC. There is a plan to develop guidelines to reward divisions that perform well in the surveys.
Overall, Think has a sound quality management framework in place. It has made significant progress in implementing that framework and making improvements as a direct result of its internal assessments, feedback analyses and external reference points. Maintaining that commitment to improvement through sustained and comprehensive embedding of the Quality Management Framework in all aspects of the three colleges’ operations will see the emergence of a quality culture that will benefit all staff and students of Think.
AUQA commends Think: Colleges Pty Ltd for its approach to quality management and in particular the use of performance data, and internal and external benchmarking.
APPENDICES
APPENDIX A: THINK: COLLEGES PTY LTD
Think: Education Group is a federation of private colleges, founded in 2006, and operates across three education sectors, including English language training, vocational education and training, and higher education. It is focused on four key industry areas. These include: Creative Industries; Hospitality and Tourism; Healthcare and Wellness; and Business and Communication. The courses offered range from certificate II to postgraduate degrees. Think: Education Group is a private company and is wholly owned by Seek Limited (ASX: SEK) – a provider of careers and online recruitment services.
Within the Group, Think: Colleges Pty Ltd is the primary accreditation entity for the following colleges:
1. APM College of Business and Communication 2. Australasian College of Natural Therapies 3. Billy Blue College of Design
4. Commercial Arts Training College
5. William Blue College of Hospitality and Tourism operate.
Think: Colleges Pty Ltd is a registered training organisation, higher education institution and is approved by the NSW Board of Studies for the delivery of vocational programs to secondary school students. At the time of the AUQA audit, three colleges within Think: Colleges Pty Ltd offered higher education courses. These are: APM College of Business and Communication, Billy Blue College of Design and William Blue College of Hospitality and Tourism. This audit covers these the higher education activities of these colleges.
The Three Colleges Audited by AUQA
Billy Blue College of Design was founded in 1986. In 2002, Billy Blue established a partnership with the Faculty of Design at Swinburne University of Technology to deliver the final year of the University’s Bachelor of Design to Billy Blue’s advanced diploma graduates. In 2007 it launched its first higher education courses with the Associate Degree in Communication Design and the Associate Degree in Multimedia Design. In 2008, Billy Blue undertook a course development process, leading to the development and accreditation of its own Bachelor of Applied Design with specialisations in Communication Design, Digital Media Design and Branded Environment.
William Blue College of Hospitality and Tourism was established in 1991. In 2004, William Blue established a partnership with La Trobe University for the delivery of the final year of the Bachelor of Business (Hospitality and Tourism) to William Blue advanced diploma graduates in Sydney. In 2007, William Blue launched its first higher education course with the Associate Degree in Hospitality Management. In 2008, William Blue further developed its own Bachelor of Business with specialisations in Hospitality and Tourism Management.
APM College of Business and Communication was established in 1986 as the Australian Progressive Marketing (APM) Training Institute. In 2007, APM joined Think: Education Group and commenced the development and accreditation of the Bachelor of Business with specialisations in Marketing, Advertising and Public Relations. In 2008, APM developed a further specialisation in Event Management and was successful in the accreditation of the delivery of these courses by flexible and online learning.
Vision, Mission and Goals
The vision, mission and strategic goals are as set by the Group. The vision of the Group is ‘to create the new standard in applied education’. The mission is to develop graduates who are:
• ‘Professional practitioners
• Highly sought after by employers
• Drivers of change and innovation
• Lifelong independent learners.’
Forward Thinking: 2010, the strategic plan of the Group, has seven key goals and priorities:
1. Growth 2. Quality 3. Connected 4. Integration 5. Professional 6. Accessible 7. Passionate.
Academic Profile (March 2009)
Colleges Courses Student numbers (head count)
Domestic International
Grand Total 637
These courses are supported by 17 academic staff, 152 sessional teaching staff and 81 administrative staff, with the staff teaching and supporting both vocational and higher education courses.
APPENDIX B: AUQA’S MISSION, OBJECTIVES, VISION AND VALUES
Mission
AUQA is the principal national quality assurance agency in higher education with the responsibility of providing public assurance of the quality of Australia’s universities and other institutions of higher education, and assisting in enhancing the academic quality of these institutions.
Objectives
AUQA is established to be the principal national quality assurance agency in higher education, with responsibility for quality audits of higher education institutions and accreditation authorities, reporting on performance and outcomes, assisting in quality enhancement, advising on quality assurance; and liaising internationally with quality agencies in other jurisdictions, for the benefit of Australian higher education.
Specifically, the objectives of AUQA are as follows:
1. Arrange and manage a system of periodic audits of:
• the quality of the academic activities, including attainment of standards of performance and outcomes of Australian universities and other higher education institutions;
• the quality assurance arrangements intended to maintain and elevate that quality;
• compliance with criteria set out in the National Protocols for Higher Education Approval Processes;
and monitor, review, analyse and provide public reports on the quality of outcomes in Australian universities and higher education institutions.
2. Arrange and manage a system of periodic audits of the quality assurance processes, procedures, and outcomes of State, Territory and Commonwealth higher education accreditation authorities including their impact on the quality of higher education programs; and monitor, review, analyse and report on the outcomes of those audits.
3. Publicly report periodically on matters relating to quality assurance, including the relative standards and outcomes of the Australian higher education system and its institutions, its processes and its international standing, and the impact of the National Protocols for Higher Education Approval Processes on Australian Higher Education, using information available to AUQA from its audits and other activities carried out under these Objectives, and from other sources.
4. Develop partnerships with other quality agencies in relation to matters directly relating to quality assurance and audit, to facilitate efficient cross‐border quality assurance processes and the international transfer of knowledge about those processes.
Vision
To consolidate AUQA’s position as the leading reference point for quality assurance in higher education in and for Australia. Specifically:
• AUQA’s judgements will be widely recognised as objective, accurate and useful, based on its effective procedures, including auditor training and thorough investigation.
• AUQA’s work will be recognised by institutions and accrediting agencies as adding value to their activities, through the emphasis on autonomy, diversity and self‐review.
• Through AUQA’s work, there will be an improvement in public knowledge of the relative academic standards of Australian higher education and an increase in public confidence in Australian higher education.
• Through AUQA’s work with other quality assurance agencies, the international quality assurance requirements for Australian higher education institutions will be coherent and rigorous, avoiding duplication and inconsistency.
• AUQA’s advice will be sought on quality assurance in higher education, through mechanisms including consulting, training and publications.
• AUQA will be recognised among its international peers as a leading quality assurance agency, collaborating with other agencies and providing leadership by example.
Values
In its external relations, AUQA will be:
• Rigorous: AUQA carries out all its audits as rigorously and thoroughly as possible.
• Supportive: AUQA recognises institutional autonomy in setting objectives and implementing processes to achieve them, and acts to facilitate and support this.
• Flexible: AUQA operates flexibly, in order to acknowledge and reinforce institutional diversity, and is responsive to institution and agency characteristics and needs.
• Cooperative: AUQA recognises that the achievement of quality in any organisation depends on a commitment to quality within the organisation itself, and so operates as unobtrusively as is consistent with effectiveness and rigour.
• Collaborative: as a quality assurance agency, AUQA works collaboratively with the accrediting agencies (in addition to its audit role with respect to these agencies).
• Transparent: AUQA’s audit procedures, and its own quality assurance system, are open to public scrutiny.
• Economical: AUQA operates cost‐effectively and keeps as low as possible the demands it places on institutions and agencies.
• Open: AUQA reports publicly and clearly on its findings in relation to institutions, agencies and the sector.
APPENDIX C: THE AUDIT PANEL
Emeritus Professor Zbys Klich, Consultant & former Pro Vice‐Chancellor (Academic) & Vice‐President, Southern Cross University, (Chair)
Dr Antony Stella, Audit Director, Australian Universities Quality Agency
APPENDIX D: ABBREVIATIONS AND DEFINITIONS
The following abbreviations and definitions are used in this Report. As necessary, they are explained in context.
ADRI ... Approach, Deployment, Results, Improvement APM ... APM College of Business and Communication AQTF ... Australian Quality Training Framework (VET, qv) ASX... Australian Securities Exchange
AUQA ... Australian Universities Quality Agency BBCE ... Billy Blue College of English
CEO ... Chief Executive Officer
CEQ ... Course Experience Questionnaire (GCA, qv)
(http://www.graduatecareers.com.au/content/view/full/868)
CRICOS ... Commonwealth Register of Institutions and Courses for Overseas Students
DEEWR ... Australian Government Department of Education, Employment and Workplace Relations
EKPIs ... Educational Key Performance Indicators
FEE‐HELP... FEE‐HELP is a loan given to eligible fee‐paying students to help pay part or all of their tuition fees.
FILT ... Foundation in Learning and Teaching HEP(s)... higher education provider(s)
HERMES ... Think’s student management system HESA ... Higher Education Support Act 2003
MCEETYA ... Ministerial Council on Education, Employment, Training and Youth Affairs (now disbanded)
NSAI(s) ... non self‐accrediting institution(s) NSW ... New South Wales
NSWDET... New South Wales Department of Education and Training OSS... overall satisfaction scale
PF p ... Performance Portfolio page reference Portfolio... Performance Portfolio: Self‐Review Report QAF(s) ... Quality Audit Factor(s)
SESL ... Student Evaluation of Subject and Lecturer SRC ... Student Representative Council
UNILINC ... shared library catalogue system VET ... Vocational Education and Training
Notes