TAFE SA International TDA Benchmarking

Transcription

1 TAFE SA International TDA Benchmarking Andre Amrein General Manager TAFE South Australia International Thursday 15-Oct-2009 TDA Benchmarking measures International office costs Staffing Marketing, admissions, compliance Admissions quota s (capacity) Cost of recruiting by key source countries Recruitment channels and conversion 1

2 About TAFE South Australia 3 Institutes of TAFE SA North, South, Regional 50 Campuses $330 million dollar budget 4,500 staff Approximately 80,000 students, 1,500 international students* Why participate? Benchmarking informs our Strategic Planning process Demonstrates TAFE SA International s commitment to; Planning using agreed and measurable KPI s Based on benchmarked analysis using independent data In conjunction with AEI, competitor and internal financial data Circulated to stakeholders, incorporate their feedback and gain Executive endorsement 2

3 Strategic Planning What does pulling an international strategic plan together involve at TAFE South Australia? 3

4 What did it tell TAFE SA? International office costs higher than average Fewer marketing, admissions, compliance staff Cost of recruiting by key source countries consistent with RoI metrics in the Strategic Plan Applications processing equal to the national average, but not consistently adhered to pre merger Over reliance on agents for applications, but better than average conversion rates How is TAFE SA responding? We re re-structuring Skills Strategy for the Future Reposition TAFE SA to better meet the skilling needs of the state and be more responsive to market forces Create a TAFE SA Network Service (TNS) that provides core services to three TAFE SA Institutes International students & TNE, domestic marketing, web services,, curriculum, child care, learning materials, video conferencing etc Clear KPI s for International Clear goals = strong commitment Market share (State strategic plan) Increase fee for services revenues Linked to the financial business plan of the Institutes 4

5 Implications for TAFE SA Int l Strategic Plan: Drives market selection and recruitment channels based on the costs of recruiting by key source countries (cost per start) Centralisation: Create a single, centralised TAFE SA International unit by merging three separate Institute based admissions hubs, a centralised marketing and recruitment unit and all transnational activity Rebalance the team: Assign additional admissions and compliance staff build a compelling business case to boost the number of recruitment / TNE staff and increase budget next financial year Systems and processes: Improve tracking and reporting including International student database soon to be linked to online application for students and agents What can you do with the data? 89% conversion on Application's to Offers 44% conversion on Offers to Starts 40% conversion on Applications to Starts 5

6 Marketing Strategic Marketing Plan and Budget How many applications are required by market and activity to achieve the sales target? Which Countries / Exhibitions / Other promotional and/or online campaigns should we participate in? Volume markets vs. Diversification (diversity costs) Travel schedule, requires CE level approval what's the RoI? Sales Targets based on conversion rates Application Offer Starts 1,000 new students = requires 2,500 applications* (40%) Used in conjunction with AEI statistics, competitor pricing and financial information e.g. Growth trends, market share revenue, contribution etc Admissions Some quick assumptions 220 working days per year 7.5 hours per day (1,650 hrs per year) Less 40% general administration (660 hrs) 990 hrs (990 x 60 min s = 59,400 min s) Each application takes min s to process? Theoretical maximum of 1, application per year per admissions staff member Based on using an Agent other than IDP 89% Ap s/offers 44% Offers/Starts, 40% Ap s/starts new starts per admissions staff member 6

7 Admissions, continued Forms the basis for performance management and review dialogue. How many applications is admissions required to process to reach this year s sales targets? Have you factored in differences in conversions by application source and country? e.g. on-shore, offshore etc Are there advantages in organising your admissions area differently? E.g. By cluster, division or country / region What are the implications for future HR resourcing and/or outsourcing? Do you have the systems and processes to effectively track and report on these metrics? Benefits of benchmarking Provides independent analysis A relative baseline for comparison... remember to account for organisation specific factors and drivers (External) credibility even if the issues are already well known internally Basis for further action - rapid strategic planning in a very dynamic environment 7

8 Questions and Answers Andre Amrein General Manager TAFE South Australia International 8