First, it asks what motivates high-performing RTOs to deliver quality outcomes for students and industry? Second, it explores how those motivations are operationalised in RTO processes and functions. Judging what makes a high performing RTO is actually a \u2018tough gig\u2019, the report suggests. This is because of the complexity of the system and the multiple \u2018measures\u2019 and \u2018insights\u2019 that might contribute to judgements about an individual RTO\u2019s performance.<\/p>\n
Getting the balance right<\/h2>\n
From an RTO\u2019s perspective getting the balance right, in essence, is about balancing its altruistic intentions with business motivations to ensure RTO viability and survival so that the RTO stays financial \u201cwhile [also] providing the highest quality service.\u201d RTO leaders talked of getting the right balance driving their motivations to deliver services and outcomes that went \u2018above and beyond\u2019.<\/p>\n
There are a few other key things RTOs need to get right too: (1) \u201cstrong relationships with students and employers [are] vital to high performance\u201d and (2) leadership style, particularly transformational leadership approaches, that appear to drive the way in which an RTO\u2019s motivations are translated into action, and where \u201cleaders prioritise inclusive and supportive practices for staff, students and employers alike.\u201d<\/p>\n
Indeed, and as the report also notes:<\/p>\n
\u201cTeaching and learning values [inform] the prioritisation of student support, excellent staffing, quality assurance activities and collaboration with stakeholders, although it was evident that it was the leadership style that determined the ultimate success of those activities.\u201d<\/p>\n
However, defining high performance needs to include not only measurable outcomes, such as completion rates, but also less tangible, but important measures, such as \u201cevidence of established responsive student support, along with mechanisms for ensuring industry knowledge; for developing excellent trainers; and for dedicating resources for engagement with industry.\u201d These are all critical to high performance and organisational success, according to the report.<\/p>\n
Embedding high performance in RTO practices<\/h2>\n
The concept map from the report reproduced below attempts to summarise and highlight the approaches to embedding the pursuit of high performance in the RTOs studied. A number of themes emerged, \u201call of which were located under the overarching theme of values.\u201d Each of these approaches is then described in the report (see pages 11 to 13).<\/p>\n
![\"\"](\"https:\/\/proactivetraining.com.au\/news\/wp-content\/uploads\/2023\/07\/values-table.png\")
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What isn\u2019t motivating for RTOs?<\/h2>\n
The clear message is that more regulation is not the answer to drive high performance and may indeed constrain an individual RTO\u2019s ability to innovate, and maybe even be excellent. More \u2018nuance\u2019 is therefore needed to assure and improve performance, providers believe. Given the complexity of the sector and the range of RTO types with their associated mix of qualifications and student types the report argues that \u201cit is unlikely that external assessments of RTO performance based on quantifiable measures will ever be viewed as satisfactory, comprehensive or fair.\u201d Nevertheless, this is considered \u2013 and even attempted \u2013 from time to time by VET\u2019s stakeholders and funders.<\/p>\n
Speaking of that, funding levels and requirements can be another big turnoff, too. Finally, it notes that \u201ca lack of support and resources for RTOs to extend themselves beyond meeting the standards of regulators: this included observations that VET is different from the higher education sector, in that VET is less willing to share resources or benchmark.\u201d Maybe greater emphasis on performance and quality are needed with less attention to compliance?<\/p>\n
This new report<\/a> is a very good and worthwhile read and includes sections on how RTO performance can be measured and how RTOs can embed motivations into their operations, processes and functions. Many of the summary figures, such as the one included above, are really useful. The main report also accompanied by a support document<\/a>, which includes additional insights and detail.<\/p>\n \u00a0<\/p>\n