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Page 20 Further sources Risk Management Framework www.swinburne.edu.au/corporate/ spq/auqaportfolio/riskmanagement. pdf Risk Management Policy http://ppd.swinburne.edu.au/uniorg/ RiskManagement.htm Priorities for action 8. Expand the implementation of risk management workshops to all areas of the University. 9. Integrate risk management processes more formally into strategic planning and compliance processes. 3.5 Risk management The University is committed to developing an organisational culture that achieves business objectives while ensuring appropriate management of risk. Thus, it is intended that Swinburne’s risk management mechanisms provide a sound basis for strategic planning, lead to better program efficiency and effectiveness, assist in management decision-making and, ultimately, enhance delivery of services to students and the wider community. To improve such outcomes, the University commenced a significant enhancement of its risk management systems during 2006. Reflecting the strengthening focus on risk management, the Audit Committee of Council became the Audit & Risk Committee, and a comprehensive review of the existing internal audit function was undertaken by KPMG. This review concluded that the (former) Internal Audit Unit placed strong emphasis on compliance auditing, but insufficient focus on assisting the University’s risk management processes. Subsequently, it was decided to outsource the bulk of the University’s internal audit function to ensure a service with a much greater focus on risk management. A tender process led to the appointment of Deloitte as Swinburne’s internal audit provider in June 2007. Since then, Swinburne’s Risk Management Framework has been revised and the Risk Management Policy thoroughly reviewed and re-written. Following extensive University-wide consultation, both were approved in 2007 by the University’s Executive Group, the Audit & Risk Committee and the University Council. In addition to these policy developments, risk management workshops were conducted in 2007 for the Executive Group, International & Development Division, Student Operations and Student Services, and senior staff from other areas will attend similar workshops in 2008. Each workshop consists of three 3-hour sessions, facilitated by Deloitte, with a focus on risk identification, evaluation and mitigation. As well as improving the risk management skills of Swinburne personnel, the workshops add to the breadth and depth of the University’s risk register which is frequently revised as circumstances change.
Swinburne University of Technology Cycle 2 AUQA audit portfolio Page 21 3.6 Stakeholder feedback processes The University implements surveys to: w understand the needs of stakeholders better w gather feedback to establish service standards, inform planning, and drive continuous improvement in teaching, learning, research, services and facilities w identify problem areas that require detailed follow-up (for example, through focus groups) to clarify issues and/or identify remedies Following extensive consultation in 2006, a new Stakeholder Surveys Policy and Procedure was adopted and deployed in 2007 – principally through a regime of cyclic surveys. Over the same period, the University began to develop and implement a web-based survey system, with the aid of LTPF funding. The Student Feedback on Units (SFU) Survey and a program-level Swinburne Experience Survey (SES) were delivered online for the first time in 2007, with the former drawing a 38% overall response rate at first implementation. A Student Feedback on Teaching (SFT) Survey was also introduced in 2007, deployed online at Sarawak and on paper in Melbourne, with 60% and 43% response rates, respectively. The mechanism for reporting survey findings was also improved in 2007, in accordance with Survey Access and Reporting Guidelines endorsed by Academic Board and approved by Executive Group. As noted earlier (Section 3.4), faculties must lodge formal improvement plans with the Academic Programs Quality Committee for units with low student satisfaction levels, but responsibility for considering and acting upon the findings of other surveys needs clarification. Complaints processes Swinburne encourages feedback, and mechanisms are in place to handle grievances of various kinds and more general service feedback. In 2006, responsibility for managing the latter was moved to Strategic Planning & Quality to ensure independence (and a perception of independence) and closure of issues. In 2007, Swinburne was one of nine universities to participate in Universities Australia benchmarking to assess complaints handling against the Australian standard (AS ISO 10002: 2006). As a result, new strategies are being developed to promote student awareness of complaints processes and to facilitate the making of complaints, and the Executive Group and Academic Board will receive annual complaints reports. Further sources Stakeholder surveys policy http://ppd.swinburne.edu.au/quasys/ StakeholderSurveys.htm Access and reporting guidelines www.swinburne.edu.au/corporate/ spq/auqaportfolio/surveyguidelines. pdf Priorities for action 10. Review the University’s stakeholder survey strategy to: a) expand the range of surveys to include a longterm graduate survey, an improved employer survey, and customised versions of the Commencing Student Survey; and b) to reduce the risk of over-surveying particular stakeholder cohorts. 11. Improve communication with students on the purpose and importance of surveys, and particularly on action taken in response to survey findings – from 2008, improvement actions based on SFU data will be incorporated into unit outlines for each delivery cycle. 12. Further develop the online system to cater better for SFT surveys and other surveys targeted to particular cohorts, with an administration portlet (within the staff portal) for faculty representatives to develop and maintain annual evaluation plans covering units and teaching personnel. 13. Improve analysis of qualitative feedback. 14. Establish a complaints portlet (within the student portal) to direct complainants to appropriate channels. 15. Prepare regular complaint status reports for Executive Group and Academic Board.
Page 1 and 2: Cycle 2 AUQA audit portfolio Februa
Page 3: Swinburne University of Technology
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