Good Practice Guide for VET Offshore Delivery

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Good Practice Guide for VET Offshore Delivery. Presentation on behalf of the NQC Moira Schulze & Sue Foster. Purpose of the workshop. To outline the findings of NQC policy and research into offshore VET delivery Quality assurance of offshore VET delivery - PowerPoint PPT Presentation


SE Melbourne Change Drivers

Good Practice Guide for VET Offshore Delivery Presentation on behalf of the NQCMoira Schulze & Sue Foster1Purpose of the workshopTo outline the findings of NQC policy and research into offshore VET delivery

Quality assurance of offshore VET delivery

Internationalising Australian VET qualifications

To introduce you to the Good practice guide on offshore VET deliveryThe 3 projects that will be outlined today are the most recent of a series of activities by the International Subcommittee of the NQC.They build on earlier work by the NQC and AEI through the Transnational Quality Strategy to improve information on offshore delivery and knowledge of what providers do manage their offshore delivery.We acknowledge the contribution of people who assisted us in putting together these projects. Some of whom are here today.The workshop will mainly look at the Good Practice Guide, which was an outcome of the first project.2Quality assurance of offshore VETOffshore VET is growing for both public and private providers

Provides commercial opportunities & financial & reputational risks

This project developed a model for QA of Offshore VET

Growth in delivery of VET offshore is growing for both public and private providers.It provides considerable commercial opportunities for providers, but is also very complex. If not done well it can result in significant risks for the provider financial and to their reputation. These risks dont just apply to the offshore delivery, but also to the reputation of the provider in Australia and, in some cases, their viability.The risks are not contained to the individual provider. As recent history suggests, the reputation of the overall Australian VET system may suffer from inadequate practices offshore.3What should drive a system of offshore quality monitoring?Protect & build reputation and confidence of the Australian VET systemAssure quality and parity of student outcomes and experienceProtect government interestsProtect individual provider reputation & business interests.There were a set of interests that the model was designed to representThe reputation of the system and the qualifications that are delivered.The interests of government for reputation and confidenceInterests of students for offshore outcomes and experience to be equivalent to onshore not a second rung option.Interests of providers to preserve their reputation and viability onshore and offshore.

4Characteristics of a transition modelBased on accurate data (evidence)Accurate risk assessment of all providers delivering offshoreEncourage and recognise efforts to monitor, review and continuously improve offshore delivery.A national, streamlined approach with a single point of coordination & readily understoodBuilds on whats already there. The project is also related to changes in the tertiary system overall and concerns for a more coherent approach to quality assurance across VET and higher education.Currently, VET providers are required to inform their regulatory body of their intention to operate offshore. They may have their documentation reviewed as part of an AQTF audit, but there are no processes to review whether they actually implement their stated intentions.The higher education sector has a system AUQA - which audits the providers actual offshore practices in terms of the providers stated goals. This system involves site audits of offshore delivery.The project found that there is limited information on the nature and extent of offshore VET delivery. It also found that while the system has matured in its attention to quality processes offshore, there was strong support for a national approach to monitoring offshore VET. An approach that is not onerous and recognises efforts toward quality assurance.The approach should be readily understood by onshore and offshore providers.

The project also identified a set of challenges to providers management of their offshore activity. It was recommended that a set of resources that capture providers good practice offshore should be developed to improve capability of providers. These will be discussed later in the workshop.

5Model for QA of offshore VET1. Improved information and badging to the offshore market voluntary membership listing with strong incentives to achieve listing.2. Compulsory national annual data collection from all public and private providers regarding programs, enrolments and location of offshore delivery.3. Initial enhanced risk assessment desktop audit based on enhanced/more detailed guidelines. High, medium and low risk offshore providers identified.

4. Detailed offshore site visits of high risk providers as per enhanced risk guidelines. strong quality improvement focus, not only AQTF compliancesupplemented by AEI/AUSTRADE offshore intelligenceconducted by experienced specialist national audit team.

5. Results of offshore visits in public domain, as per current AUQA model.6. Membership / badging informed by site visit results, eg. major noncompliance as a provider.The model is intended to provide a balance between central control with provider responsibility, compliance approaches with continuous improvement approaches. As stated before, the overarching principle was that the approach should not be onerous for providers and should recognise their efforts toward quality assurance.The model consists of 6 elements 3 central elements (shaded) & 3 supporting elements.It is concerned with Better understanding of whats happening offshoreInformation to the market and voluntary accreditationRisk based quality assurance NOT a one size fits all approach.

It builds on existing arrangements through AusLIST, but with stronger incentives to participate. It is also consistent with the approach of the new national regulator.

It extends the approach to quality assurance to what the provider actually does offshore not just documented intentions.

The NQC accepted the 3 central elements and will refer the 3 supporting elements to the new committee for consideration.

It has trialled an approach to data collection from public and private providers - so as to better understand the nature and extent of the risk that is to be managed. The results of data collection are published on the NQC website.

A trial of an enhanced risk assessment approach has been completed. The results will be forward for further consideration by the new national regulator.

A further recommendation from this report was that a VET specific offshore delivery manual/guide should be developed that includes examples of best practice. That will be discussed later in this workshop.6Trial to date data collectionIn 2009105 private providers (2% of all registered private RTOs)37 public providers (61% of all Australian TAFE)73,271 studentsLargely in diplomasAcross 68 countriesPrimarily in China (public & private providers) & New Zealand (private providers)The trial of data collection has provided information on public and private providers offshore activity.

This assists understanding of the extent and nature of offshore delivery & a strong basis for improved risk based assessment such that providers who are low risk are not burdened by excessive monitoring.

As you can see, offshore VET delivery is extensive it is a significant area of activity that warrants attention. It is probable that this is not the full picture. That will be built up over time.7Internationalising offshore VET qualificationsPurpose of the policy

Maximise potential for Australian VET qualifications to support global mobility

Preserve the integrity, validity and fitness for purpose of Australian VET qualifications for Australian industry

Projects examined policy options for internationalising Australian qualifications for offshore delivery. The options required to preserve the integrity of Training Packages and provide flexibility for clietn needs.

The NQC has developed a policy from this project and work on streamlining training packages to develop a policy on internationalising VET qualifications.

The policy covers Training Package qualifications and nationally recognised coursesDelivery in domestic & offshore contexts

Policy principlesInternationalisation must not compromise relevance to domestic industries, AQF or AQTFSkill needs of international and domestic students are not necessarily mutually exclusiveAustralian VET qualifications should develop skills for industries and workers that increasingly operate in a global context.

Qualification design Training Package developers are to

Take account of international context industries, industry standards, skill needsBuild internationalisation into qualifications where necessaryConsider removing country specicifc references from qualifications with highly mobile job outcomes, replace with universally applicable skills & knowledgeInclude clear guidance to RTOs about the extent of contextualisation available, eg. substitution of industry codes and legislation where permissable

8Contextualisation of qualifications & units of competencyMay substitute units of competency in a qualification Within packaging rulesWhere it does not distort the vocational integrity or fitness for purpose of the qualificationIf consistent with advice in the Training Package on contextualisationContextualisation to individual learners or offshore contexts, must retain the integrity of the overall intended outcome of the unitMust not deliver less than the full requirements of the unitCan add material provided it does not undermine vocational integrity, alter the AQF level, diminish the breadth of application of the unit or limit its portability and use.Training Packages are to include guidelines on contextualisation, which will assist providers understanding of the extent of contextualisation that can be achieved.

Basically, you can alter so long as the intent and outcomes of the qualification are retained.

This shouldnt involve delivering less than the full requirements of the unit, but can add in so long as the outcomes are preserved and it has the same vocational relevance and integrity for Australian industry.9The Good Practice GuideThe model outlines key challenges risks - good practice in planning and delivering Australian VET qualifications offshoreThe Guide is structured around a common set of issuesWhat is the issue?The key considerations (for providers)How are providers dealing with the issue?Resources available to assist. Appendix includes sample resourcesUsing the Guide different providers have different experience and issues it is NOT a recipeGenerally, there has been a maturation in the market. Providers are more willing to share ideas, recognising that their reputation is affected by the actions of other providers.

The Good Practice Guide is intended to assist existing and intending providers in managing the risks of delivering VET offshore. It builds on earlier work and input from providers.

The structure of the Guide is intended to ensure that sections stand alone and link clearly to the technical appendices.

It should be remembered that the relationship between the providers and the state authority affects their level of autonomy and how they operate in offshore environments. This varies across jurisdictions.

The Guide describes elementes in managing offshore activities in accredited VET.

For each challenge it describesThe issueKey considerationsHow providers deal with itResourcesAppendices tools developed by providers against each challenge.10Assessment15.Assessment & validation16.Certification

RESULTS / CHECKExit strategyQuality assurance17.Monitoring, review & continuous improvement

IMPROVEMENT / ACTGo /No-goPreparation2.Project inception / Business case approval3.Partner choice / due diligence4. Business planning5. Detailed partner contracts & relationship management

APPROACH / PLANObjective1. Initial DecisionGo /No-goExit strategyProject Management

- CapabilityOngoing monitoring & review 18. Project Management Delivery6.Select appropriate offshore delivery models7.Set quality requirements for offshore facilities8. Ensure staff skills & qualifications 9.Student information selection & outcomes10.English language competency11. Contextualisation of VET programs12.Provide learning resources13.Determine provision of student information & support14.Document educational leadership, coordination & support capacity

DEPLOYMENT / DOExit strategyThe model identifies 18 challenges risks opportunities for good practice & quality assurance.

These challenges become risks to both onshore and offshore activity to ReputationViabilityOngoing business.

When these risks are managed well, the effective approaches become models of good practice for other providers

The model is not a lock-step process the sections are independent, but it is useful to understand how they interrelate.

The 4 areas of the model constitute 4 major areas of activity, which fit to the ADRI model of quality assurance (approach deployment results improve)

Project management is not part of ADRI, but it is the glue that binds offshore tasks together.11Sample of Step 1Initial decision: Go / No-go

Should we be involved in offshore delivery? Why?

Do we have a realistic idea of what it will involve?

Are commercial interests balanced by potential for educational quality?

Initial decision makinggo/no-go decision in the initial stages + exit strategies critical aspects of managing offshore activity & managing riskMUST have thought throughRealistic estimation of costsEducational quality potential NOT just commercial goals.Must have educational staff at the earliest stages not just a commercial decision it must be educationally sound.

Exit strategies at all stagesMust have a clear ide of what you will do if you decide to pull out in early stages / laterManage student interestsManage reputational risksP-12 stage 1 chart.12Initial decision: Go / No-goProvider motivationInitial Decision:Go / No-Go Proposed partner motivation(s)Initial assessment of investment & returnsPreparatory in-country researchInitial assessment provider capacity & standing

CapacityInitial assessment provider capacityProviders examine their motivation for going offshoreIs going offshore consistent with the orgainsations strategic directions?Do you know the potential risks that are likely?Do you have the capacity to manage those risks?

Providers undertake a preliminary examination to decide whether to proceed past the initial foray into the offshore market.

13Appendix 1.1 Self assessment checklist

14Sample of Step 2Project inception & business case approval

Before final decision identify key risks - Commercial & reputationalDoes the proposal have a strategic fit to overall strategic directions?Does it take account of onshore and offshore regulation, culture, contex...


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