| 1. |
PREAMBLE |
| 1.1 |
Introduction |
| |
Flinders University encourages the development
of off-shore programs, subject to certain criteria being met.
The due diligence criteria include selection of an appropriate
off-shore partner, establishing a demand for the program which
would justify the investment, investigation of resource issues
and appropriate costing of programs to ensure that acceptable
financial returns are achievable.
Off-shore program proposals must be in the overall interests
of Flinders University and be consistent with its international
strategy. Nothing should be done which benefits one part of
the University to the detriment of its overall interests.
Off-shore programs must add value, for example by increasing
international opportunities for students and staff, enhancing
the University's overall standing and providing an additional
income stream. |
| 1.2 |
Scope |
| |
For the purposes of this policy, off-shore programs
are defined as award courses of study which are taught outside
Australia either in accordance with a formal agreement between
the University and an overseas institution or organisation
or wholly by Flinders. (Note: where a course is offered through
flexible delivery to students within Australia and overseas
with no face-to-face contact between a student and a staff
member, this would normally be defined as an on-shore program).
Off-shore programs are necessarily commercial ventures and
hence involve a degree of risk. Such programs include:
- programs taught wholly off-shore by Flinders staff, without
a local partner;
- twinning or franchised programs using Flinders curriculum
where the University offers a Flinders award, or studies
towards an award, with a partner, usually an organisation
in the host country. The program may or may not be taught
entirely by Flinders University staff. The partner organisation
might be a private provider, a professional or industry
association or a university or college; and
- joint award programs.
|
| 2. |
GUIDING PRINCIPLES |
| 2.1 |
Partner selection |
| 2.1.1 |
Partner selection processes must be transparent
and documented, giving consideration to maintaining the reputation
and culture of Flinders University. Written agreements must
cover the management of the relationship between the University
and the partner. Reasonable efforts must be made to establish
the probity, financial viability and professional standards
of any partner before any agreement is reached. (Note: A due
diligence checklist is available at www.flinders.edu.au/ppmanual/diligence.htm.) |
| 2.1.2 |
Any alliance or partnership must be in the overall
interests of Flinders University and be consistent with its
international strategy. |
| 2.1.3 |
Selection of an appropriate partner is complex
and the selection criteria will vary according to the location
of the program, the timing and type of program proposed. A
partner which is appropriate in one country may not be appropriate
(because of regulatory or other reasons) in another country. |
| 2.1.4 |
Normally, it would be expected that the following
would be taken into account in the selection of a partner:
- whether the partner has experience in education and whether
they are recognised as such in the host country;
- whether there is a clear understanding of the investment
required;
- how the relationship between the University and the partner
will be managed;
- whether students are reasonably protected from the operation
ceasing because of insolvency, changes of regulations or
other changes;
- whether there has been proper business, legal and regulatory
planning;
- whether the partner understands the regulatory environment
in the host country, and
- whether the partner is able to ensure that appropriate
levels of student support are offered, consistent with the
expectations of Flinders policies.
|
| 2.1.5 |
Any alliance or partnership should add value
to the University, such as by extending learning, teaching
and research, increasing international opportunities for students
and staff, enhancing the University's overall standing or
providing an additional income stream. |
| 2.2 |
Market & competitor analysis |
| 2.2.1 |
A proposal to offer an off-shore program must
demonstrate:
- that an appropriate assessment of the demand for the program
has been made;
- its potential for viability over the planned life of the
project, and
- that competing programs offered within the same market
have been identified.
Where a partner has identified potential demand for a program,
evidence about how that demand has been assessed and verified
must be provided. |
| 2.3 |
Financial plan and viability |
| 2.3.1 |
Full account must be taken of the resources
- financial, human, technical and physical - required for
Flinders to meet its obligations under any agreement. Full
costing and an assessment of costs and benefits, and identification
of the source of any funds required, must be undertaken before
any agreement is reached. All programs must operate on a full
cost recovery basis. |
| 2.3.2 |
A financial plan for the program must identify
what fees will be charged for the program and growth rates
to be achieved in order to meet the financial forecasts in
the plan. |
| 2.3.3 |
The following issues must be addressed:
- Variability in exchange rates where a fee is to be charged
in local currency
- Repatriation of funds
- Taxation liabilities
|
| 2.3.4 |
The proposal should include a risk management
strategy, including an exit strategy should the program prove
not to be viable. In addressing this requirement, the University's
Risk Management framework should be consulted. |
| 2.4 |
Curriculum |
| 2.4.1 |
A proposal to offer a program off-shore must
undergo formal course approval processes, regardless of whether
the program is currently offered on-shore. For those programs
currently available on shore, a Proposal for a significant
change to a course should be prepared. Programs not currently
offered at Flinders in Adelaide require a Proposal to establish
a new course. Where it is proposed to offer all or part of
the course in a language other than English, information identifying
and justifying the language of instruction and related quality
assurance processes must be included in the course approval
form. |
| 2.4.2 |
Where changes in curriculum are proposed in
order to meet the needs of a local market, the proposal must
provide assurances that the program meets the University's
criteria for educational quality and that the same standards
are applied regardless of the place in which the program is
offered or the language of instruction. Curriculum adaptations
which might be made include:
- inclusion of local case studies
- substitution of local examples in course materials
- provision of a local context
- inclusion of additional topics
- provision of bridging topics
- delivery of all or part of the course in a language other
than English.
|
| 2.5 |
Quality assurance and risk management |
| 2.5.1 |
The quality of Flinders programs must be assured
wherever and however they are offered. To this end, a quality
assurance strategy must be in place which covers equivalence
of standards, achievement of objectives and independent review.
The processes applied to evaluate quality will be similar
to those used for on-shore courses, including periodic course
reviews and key accountability measures. |
| 2.5.2 |
Teaching and learning strategies must be explicit,
including the processes for approval of programs and courses,
and covering the equitable and ethical treatment of students.
This includes entry standards, academic regulations and discipline,
assessment and awards. |
| 2.5.3 |
The major risks associated with the program
and probabilities associated with these risks must be identified.
Attention should be given to what actions would be necessary
to manage these risks, e.g. how would students be protected
reasonably from the operation ceasing because of insolvency
or changes of regulation. |
| 2.5.4 |
Any activity must accord with the spirit and
letter of the law in relevant host countries. The contract
will include the partner's commitment to ensure that all relevant
legal and government obligations are met in the establishment
of the program. |
| 2.5.5 |
Each off-shore activity must be self-sustaining.
Under DEST regulations, the University is not allowed to support
off-shore activities which require any form of cross-subsidy
from public funds. |
| 2.6 |
Enrolment status |
| 2.6.1 |
Any student enrolled in an off-shore program
is a Flinders student and will be subject to Flinders University
policies and procedures. Where the normal provisions contained
in policies and procedures require amendment to reflect specific
requirements of a particular off-shore program or a particular
national environment, alternative provisions may be approved
in accordance with normal University processes, and these
will be identified in the contract for the particular program
or programs to which they will apply. |
| 3 |
PROCEDURES |
| 3.1 |
Proposals for off-shore programs must be submitted
on the relevant pro-forma.
In all cases, the concept should be discussed before submission
with the Deputy Vice-Chancellor (International) or Head, International
Office. |
| 3.2 |
The approval process for off-shore programs
will be through Heads of Faculty to the Deputy Vice-Chancellor
(International). |
| 3.3 |
Approvals for new courses, or for significant
changes to courses, must be channelled through normal Faculty
processes to Academic Senate. |
| 3.4 |
Proposals for new courses, for significant changes
to courses and proposals for off-shore programs must first
be submitted for consideration to the Vice-Chancellor's Committee.
A summary of relevant information on the commercial aspects
of each new proposal for an off-shore program will be submitted
to the Vice-Chancellor's Committee. |
| 3.4 |
Faculties are required to report annually, as part of the
KAMs quality reporting process, on the operation of each offshore
program using the approved annual reporting proforma. |
