USQ Springfield

1. USQ Springfield A Different Approach Doug Fraser – Director USQ Springfield

2. BACKGROUND • Opened S1 2007 • Located within Education City (EC) Springfield • EC is a joint venture between Springfield land Corporation and MIRVAC • Bremer TAFE subtenant of USQ • Other EC tenants include secondary school, language providers, VET providers

3. WHY BE PART OF EDUCATION CITY? • Location, location, location • Transport, infrastructure, employment • Motivation of other parties • Economies of scale • Reduced capital costs • Educational pathways • Entry into Brisbane market

4. KEY EXTERNAL ISSUES • Contractual basis – landlord/tenant relationship • Third party requiring profit - USQ requires surplus but margins are thin • Third party operating in free market, university operating with constraints • USQ public institution subject to state and federal requirements • Potential conflicts in areas of growth and operations • Third party focus on expansion and risk shift • Third party focus on future tenants as customers, university focus on students as customers

5. KEY INTERNAL ISSUES • Campus must provide operating surplus to parent institution • Accountability rests with one individual – Director USQ Springfield • Director responsible for all campus and academic operations • Zero base budgeting • Conflicting operational and marketing priorities

6. WORKING WITH FACULTIES • Programs approval subject to Springfield business case • Programs are purchased by the Director • Faculties responsible for delivery and quality of agreed programs • Academic staff under operational control of Campus but belong to Faculties • All commercial risks accepted by Campus • Faculties make no profit from Springfield programs • Campus operates under zero base budget – faculties operate on a load based budget

7. Does it Work?