Australian
government and associated national bodies
State
governments and agencies
Universities
and higher education peak bodies
Other
public and private education providers
Industry,
business and the professions
Overseas
clients
Our
projects
PhillipsKPA is committed to providing high quality services to its clients. It has the capacity to undertake large complex projects and also regularly undertakes small to medium sized consultancy projects to assist its clients. Examples of projects recently completed for our key client groups are provided below.
Australian government and associated national
bodies
2008 MCEETYA: Inquiry into the desirability of a national higher education accreditation body
The Ministerial Council on Education, Employment, Training and Youth Affairs (MCEETYA): Joint Committee on Higher Education
Accreditation of higher education institutions and courses (other than existing universities established under State/Territory legislation) is undertaken by Commonwealth, State and Territory accreditation authorities under jurisdiction-based higher education legislation. All State and Territory governments, together with the Commonwealth, have adopted the National Protocols for Higher Education Approval Processes, which provide for approval of new universities and other higher education institutions against broad common criteria. The inquiry objective was to contribute to an informed discussion by Ministers and officials on ways to promote greater national consistency in recognition and accreditation, by describing and assessing current arrangements in each jurisdiction and canvassing options for improvement, including models for a national accreditation agency. The inquiry included a detailed analysis of the current arrangements and a consultation process comprising focus groups and written submissions. Several models were developed for consideration by JCHE and MCEETYA.
2008 DEEWR: Review of Career Development Services in Australian Tertiary Institutions
The Department of Education, Employment and Workplace Relations commissioned PhillipsKPA to undertake an independent review of career development services provided by Australian tertiary education providers. The review commenced in July 2007 with a national programme of stakeholder consultation and information gathering. The review assesses the impact of the recommendations of previous reviews, particularly the extent to which career development services are considered part of the core business of higher education and vocational education and training providers. A related issue is the level of student interest in career advice, the extent to which they use and value the services provided, and the benefits of career development services for students, institutions and employers. In addition, the review examines international best practice in policy frameworks, provides comparisons with Australian trends and activities, and identifies examples of good practice in Australian tertiary institutions. The findings of the report are based on: state and territory stakeholder forums; consultations with targeted stakeholders; a review of international policy trends and best practice; a review of the literature on the benefits of career development services; submissions from the sector and other stakeholders; examples of good practice nominated by institutions; case studies; and surveys of services and students.
2008 DEEWR: Evaluation of Dare to Lead
The Department of Education, Employment and Workplace Relations (DEEWR) engaged the services of PhillipsKPA to evaluate the effectiveness, appropriateness and efficiency of the Dare to Lead Project. The project was established to assess the extent to which Dare to Lead has been successful in effecting sustained, systemic change in schools through the engagement of school principals across Australia to commit to improving educational outcomes for Indigenous students. The project methodology included a review of relevant literature, stakeholder consultations, desktop analysis of quantitative and qualitative material which is featured in Dare to Lead’s reports to DEEWR and a stakeholder survey targeted at a sample of 636 schools and a range of other stakeholders, including institutional members of the coalition, Indigenous Education Consultative Bodies and principal professional associations. The evaluation reported on whether Dare to Lead was meeting its stated objectives and made recommendations for improving the future performance of the project. The project was completed during the period October 2007 – April 2008.
Ministerial Council on Education, Employment, Training and Youth Affairs – Drafting of the Revised National Protocols for Higher Education Approval Processes – 2006
PhillipsKPA was commissioned to draft revisions to the National Protocols for Higher Education
Approval Processes.
The project involved working closely with the Joint Committee on Higher Education to prepare
a new set of National Protocols that clarified issues within the existing
Protocols and allowed for the introduction of new provisions within the
regulatory framework of Australian higher education.
The new provisions include
self-accrediting institutions, specialised universities and overseas
institutions operating in
The revised protocols are available at: www.mceetya.edu.au
Department of Education, Science and Training – Knowledge Transfer and Australian Universities and Publicly Funded Research Agencies – 2006
PhillipsKPA undertook an
investigation of a range of issues relating to knowledge transfer and Australian
universities and publicly funded research agencies. The study examined
international and national developments, developed a set of guiding principles
and definitions of knowledge transfer, analysed existing public policy and
programmes to determine the extent of existing support for knowledge transfer
activities and developed a gap analysis, identifying areas where there is
insufficient or inappropriate support for such activities. In addition the study presented 12 case
studies of knowledge transfer for commercial benefit and for other material,
human, social and environmental benefits.
The report of the study is available at: www.dest.gov.au
Department of Education, Science and
Training – Evaluation of the Education Services for Overseas Students (ESOS) Act
2000 – 2005
PhillipsKPA, in collaboration with
Lifelong Learning Associates, was commissioned to undertake an independent
evaluation of the effectiveness and efficiency of the Commonwealth ESOS
legislation, with regard to quality assurance, consumer protection, support for
migration policy and joined up government. The evaluation methodology involved a
national call for submissions, national and State/Territory consultations with
governments, peak bodies and education providers, desktop research and analysis,
and the preparation of an extensive report to the Minister for Education,
Science and Training. The majority of the report’s 41 recommendations have been
supported by the Department.
The report of the evaluation is
available at: www.dest.gov.au
Department of Education, Science and
Training – Quality of Structured Workplace Learning Project –
2004
The Commonwealth Department of
Education, Science and Training engaged PhillipsKPA, in collaboration with
Aspire Consulting and Quay Connection to undertake a project related to the
quality of structured workplace learning within VET in Schools programs
throughout
The project report along with case studies of good practice is available at: www.dest.gov.au
Other recent Australian government and
associated national body projects include:
State
governments and agencies
2008 Queensland Health: Formulation of a Best Practice Model for Clinical Education and Training for Nurses/Midwives in Queensland
The Queensland Health Executive Management Team endorsed a consultancy to assist with reform of the clinical education and training environment for nursing and midwifery. The scope of the project included: Educational pathways by which a person can gain entry to the nursing/midwifery profession; Options for expanded, realistic clinical experience opportunities outside of the established, principally hospital-based settings (eg simulation, alternative locations/settings); Models for the management of clinical placements which can be used by the tertiary sector (VET/Universities) and all sectors of the health industry (public, private, non-government); Approaches to the matching of demand for clinical places from the education and training sector with supply within the broad health service sector, including consideration of the use of information technology systems; and, Funding arrangements between the health sector and tertiary partners for student clinical supervision and mentorship. The PhillipsKPA project team undertook a literature review, a review of practice overseas and in other Australian states and territories, a survey of Queensland public and private health service providers, universities and TAFE institutes, and consultations with major stakeholders through meetings, teleconferences and video-conferences. Information from all of these sources informed the development of an Options Paper. Further workshops were held to determine agreed actions and steps required for implementation. In addition, the findings of the literature review and review of good practice have been compiled in a substantial Background Research Report. The report to Queensland Health focuses on recommendations for action and issues relating to their implementation.
Department of Education Services,
The primary focus of this project was
the role of the State Government in relation to the higher education sector in
the State. The project analysed the
positioning of the WA higher education sector, its current and potential future
contribution to the State, policy rationale for the role of the State
Government, and exemplary practice in other States. The project identified the reasons why
the State Government might wish to take a stronger interest in the development
of the higher education industry, and examined ways in which the Government
could help ensure that the higher education sector makes an optimal contribution
to the social and economic future of the State. The project was conducted
jointly with Peter Noonan Consulting.
Victorian Department of Education and
Training – Documentation and Analysis of the Victorian Qualifications Authority
Governance Arrangements: Lessons for the Future –
2006
In 2007, the new Victorian
Registration and Qualifications Authority (VRQA) will be established to
incorporate and build upon the current responsibilities and functions of the
Victorian Qualifications Authority (VQA) and the Registered Schools Board
(
Victorian Department of Education and
Training – Quality Assurance Framework for the International Student Program -
2005
Working in association with the
The consultancy facilitated
a process to map the Queensland Study Authority’s core business processes,
significantly improve the efficiency and effectiveness of the processes, enhance
the culture of continuous improvement and develop a documented and streamlined
quality management system. The methodology emphasised knowledge and skills
transfer and included the identification of internal ‘process improvement
leaders’ and the conduct of a series of staff workshops.
Other recent state government and
agency projects include:
Universities and higher education peak bodies
2008 Preparation of the University of Melbourne bid for HEEF Funding
PhillipsKPA worked closely with the University in preparing a successful strategic bid for $90 million of funding from the Higher Education Endowment Fund (‘HEEF‘) 2009 round of funding. The consultancy delivered on both the expression of interest and the full application stages. This successful funding application will develop the Peter Doherty Institute for Infection and Immunity a new, world class biomedical institute to be located in the Parkville precinct.
2008 Strategic Review of Sport at Monash University
The University sought assistance with a strategic review of the place of sport at Monash to ensure Monash, through Monash Sport, was well placed to take full advantage of a range of current opportunities. These opportunities include the alignment of sport at Monash with other relevant University strategies and plans, the extension of strategic alliances with peak sporting bodies; further development of research opportunities that build on strong links between academia and the sports and health industries; and corporate sponsorship of the University’s sporting facilities and programs. The project involved an intense strategic review of sport at Monash across all campuses in Australia and overseas with a concentration on the Australian campuses and included a large number of consultations with key external and internal stakeholders.
2008 La Trobe University Administrative and Academic Review: Planning and Budget Diagnostic Project
PhillipsKPA conducted a comprehensive review which analysed planning and budget processes and accountabilities at La Trobe. The University’s processes were benchmarked against best practice in comparable universities in the higher education sector and relevant industry practices. The diagnostic review resulted in significant recommendations regarding a new planning and budget framework for the University.
2008 Charles Sturt University: New Academic Calendar
Charles Sturt University asked PhillipsKPA to assist with the development and implementation of a new academic calendar (Unified Session Model) and to provide expert advice on ways of making better use of the new academic calendar to improve the quality of learning and teaching, and enhance the opportunities of academic staff to conduct research and professional activities. The project involved an intensive process of stakeholder consultations and reporting to the University community over 12 months (2007-2008).
2007 University of Southern Queensland: Program Portfolio Review and Renewal Project
As part of the broader Realising Our Potential initiative, USQ engaged PhillipsKPA to examine the current and potential future configuration of the University’s academic profile. The first phase of the project involved two components, a detailed review of the current and planned portfolio of academic programs, and a strategic analysis of the academic program in relation to the University’s mission, student demand and market outlook. Intensive and detailed work was undertaken in consultation with Faculties to: Develop a structured and consistent framework for the University’s degrees; Refine the approach to rationalisation of the current profile of programs and courses and develop proposals for a new portfolio of programs and courses arising from the rationalisation, and related changes to the fields of study offered by the University; Develop recommendations for savings associated with the proposed changes; and, Identify for further examination specific program areas of potentially high student and employer demand which could be introduced to renew and extend the University’s academic profile in the future. The report identified strategic opportunities for renewal and extension of the University’s profile, and a number of possible specific program initiatives for the future. The project also explicitly contributed to the University’s savings objectives to ensure the University’s financial security and to allow re-investment in future developments.
2007 Southern Cross University Workplace Productivity Programme: Customer relationship management strategy and system
In order to achieve the University’s strategic objectives, Southern Cross University (SCU) wished to progress workplace reform that strengthens its capability to manage and implement workplace change. In 2005, SCU accordingly commissioned an independent external review by PhillipsKPA of the functions performed by general staff in all operational units of the University. The review made significant recommendations in relation to: management accountabilities; planning and budgeting processes and cycle; service delivery models; administrative staffing arrangements within academic divisions; opportunities for efficiency gains; and a range of other matters. The University has now implemented these recommendations. One of the PhillipsKPA recommendations was as follows: The University note the need for improved processes and systems for customer relationship management and enquiries management and consider a targeted review of these functions. In 2006, the University initiated a project to develop a University-wide ‘customer relationship management’ (CRM) strategy and to select and implement an IT system in support of the strategy. The University made a significant advancement in its CRM capabilities as an outcome of the first project and engaged PhillipsKPA in 2007 to assist them with Phase 2 of the project, in order to reap the full benefits of its new system capabilities. PhillipsKPA consultants then developed a Plan to address Phase 2 of the CRM project and designed to: Manage and embed workplace change to deliver superior customer service; Adopt unified communications technology and extend CRM system functionality to further enhance customer relationship management; and, Develop and implement a tailored CRM system module for non-student stakeholders.
2007 Deakin University Review of Teaching and Learning
In 2007 Deakin commissioned PhillipsKPA to conduct a strategic review of teaching and learning with the objective of making an immediate and sustained impact on the learning quality of student learning outcomes. This review was done in association with a member of the UK Higher Education Academy. The team analysed Deakin’s performance on national indicators, examined policies and structural arrangements, and conducted a comprehensive schedule of interviews with senior executive, academic staff, general staff and students. The watershed report provided a blueprint for strategies to improve the teaching undertaken at Deakin University and the learning experience enjoyed by Deakin’s students.
Australian Vice-Chancellors’ Committee –
Review of the AVCC – 2006
The Australian Vice-Chancellors’
Committee (AVCC) commissioned PhillipsKPA to undertake a review of the AVCC’s
‘structure and operational arrangements’.
The terms of reference for the review however went beyond simple
structural and operational issues to raise questions about the scope and purpose
of a peak body for Australian universities. The comprehensive review led to a
fundamental change in structure and focus for the organisation to become a new
body – Universities Australia.
The project report is available at: www.avcc.edu.au
Southern
The objective of this
review was to advise on the distribution of administrative and support functions
across the University and to identify changes that might be made to enhance
efficiency, effectiveness and sustainability in the performance of those
functions. The review covered all campuses and all administrative and support
organisational units. It identified principles and practical measures to guide
their reconfiguration and future operation.
The Vice-Chancellor initiated this project to review and streamline four academic and administrative business processes: academic staff appointments; contract negotiation and approval; academic program approvals; and, accountabilities and responsibilities of Research Centre Directors, Deans and Heads of School. PhillipsKPA developed a tailored business process review methodology including: consultations with senior managers and internal clients of the processes under review; staff workshops; process mapping; and, investigations of the approaches adopted by other universities. The project built institutional capability in business process review that is subsequently being utilised more broadly across the university.
The
As part of a formal due diligence
exercise, the Vice-Chancellor Designate, Professor Glyn Davis, requested a
stocktake of the
Other recent university and
higher education peak body projects include:
Other public and private education
providers
PhillipsKPA provides a
range of services to both public and private education providers across the
schools and vocational education and training sectors, including: facilitation
of business strategy development; labour market and enrolment trend analyses;
and, stakeholder engagement strategy development.
Industry, business and the professions
National Industry Skills Councils –
Stakeholder Engagement Strategy – 2006
This project involved the development
of a stakeholder engagement strategy for the ten National Industry Skills
Councils. To maximise their collective effectiveness in the exercise of their
roles and responsibilities in the national training system, this strategy
prioritises the Skills Council’s stakeholders and identifies tailored approaches
to and mechanisms for their systematic future engagement.
National Food Industry Strategy Ltd –
Stocktake of Education and Training for the Australian Food Industry –
2004
This project assisted the National
Food Industry Strategy (NFIS) Ltd to understand the extent to which relevant
courses and subjects are available; identify gaps in training provision;
identify areas for improvement within education and training offerings; and
identify priorities for working with the three sectors of the education system
to improve the quality, relevance, accessibility and output of the education and
training system related to the Australian food industry.
Other recent industry, business and
the professions projects include:
·
Australian Chamber of Commerce and
Industry - Advice on the development of an industry exchange program targeting
career teachers in schools and teachers in the VET sector -
2006
·
Migration Agents Registration
Authority - Advice on regulatory requirements and tendering processes for the
selection of education providers for the Prescribed Course for Migration Agents
– 2006.
Ministry of Education,
The NZ Ministry of
Education commissioned PhillipsKPA to undertake a national trend study of
developments in the internationalisation of NZ tertiary education organisations
since 1998. The study was based on an analysis of existing data, interviews with
key stakeholders, a survey of institutions, and two institutional forums. The
report also identified the key challenges for NZ in the internationalisation of
education and proposed next steps for meeting those challenges. The project was
conducted with Vince Catherwood and Associates.
Value for Money (VFM) assesses whether
or not an organisation has obtained the maximum benefit from the goods and
services it both acquires and provides by measuring the cost of goods and
services, taking account of the mix of quality, cost, resource usage, fitness
for purpose, timeliness, and convenience. This high level review investigated
the adoption of VFM principles at the City University of Hong Kong, identified
areas where improvements could be made, and recommended measures to integrate
VFM practices into existing processes.
Other recent overseas projects
include: