TAFE SA Adelaide North Institute (TANI) Strategic Plan

Transcription

1 TAFE SA Adelaide North Institute (TANI) Strategic Plan

2 Foreword Technical and Further Education in South Australia (TAFE SA) plays an absolutely critical role in the economic and social development of the state. This is why I am very pleased to introduce the first Strategic Plan for TAFE SA Adelaide North Institute (TANI) as a Registered Training Organisation (RTO) in its own right. We are focussed on responding to the needs of all our clients in a dynamic environment. The Executive Management Team (EMT) have identified the key result areas that are important for TANI, considering the environment we are now working in and how that will change over the coming years. In the development of our Strategic Plan we have used the key principles of the Australian Quality Training Framework (AQTF) Excellence Criteria as our guiding principles, as they reflect what we consider to be the most important aspects for the provision of high quality vocational education and training by a major provider. Our plan is to clearly highlight the future path for each area of our business areas over the coming four years. Each Primary Business Centre in TANI will have a comprehensive plan that best suits their clients needs and has a focus on those elements of their business that best achieve these outcomes. Clearly the Vocational Education and Training (VET) environment continues to be one of change and challenge. In this context TANI fundamentally believes in the role of a strong public provider who is able to effectively engage in diverse and competitive markets. This plan signals the start of a new era for our Institute; one in which we will build on and develop our many strengths including: staff expertise and commitment connections with the TAFE SA network quality of service new ICT systems infrastructure improvements devolved decision making award winning capacity for innovation industry engagement. As we move forward, the future is in our own hands. Adrian Marron Managing Director

3 Introduction ithe Strategic Plan of TANI sets out a vision of the kind of contemporary VET organisation we aspire to be, based on a clearly articulated mission and the strategies to take us there. Our vision is fully cognisant of the importance of technical education and training to the continuing progress of South Australia. We are commencing the first-ever four year business and planning cycle where TAFE SA Institutes should have the ability to re-invest in themselves. This will provide longer term planning opportunities for our Institute and each of its Primary Business Centres saw the implementation of the Skills Strategy and the introduction of new state and commonwealth policies. This heralded a new era for TANI which will see many other changes emerging and will require continuous effort by the Institute to develop its responsiveness and its ability to innovate. TAFE SA operates in an increasingly competitive environment as far more of the non-competitive funding traditionally allocated to it as a public provider is now directed through open contestable programs, such as the Productivity Places Program (PPP) 1 funding. While these continuing changes present considerable challenges for TANI, it is arguably one of the most interesting periods for TAFE SA since the inception of the TAFE system. We move quickly from the realms of a public provider within a government department to one that is a nationally and internationally competitive business. We have more options in the design and development of our future profile than we have ever had. The plan is aimed at achieving results for TANI in the areas of: trust and confidence in us held by all of our stakeholders outcomes for our students and community strength of the TANI business model business systems and practices environmental sustainability innovation and creativity. We have a set of shared values to underpin our endeavours in achieving the plan. This is a four year strategy with annual reviews. 1 1 The Productivity Places Program is a Federal Government initiative to support additional career start courses for students to enter the workplace and for existing workers to support upskilling from their initial qualification; the program is currently funded up to 2012.

4 2 Vision TAFE SA Adelaide North Institute will be a global leader in the provision of Vocational Education and Training products and services. We will highly value our role as a South Australian public provider and will ensure that we create more opportunities for people in achieving their desired outcomes. We will make a significant contribution to South Australia s economic growth and social wellbeing, through sound partnerships with government, private and public enterprises, community bodies and professional organisations. m TAFE SA, Adelaide North Institute as a leading VET public provider aims to provide services that empower citizens, industry, international clients and communities through learning and effective skills acquisition. This will be achieved by: Mission Engendering high levels of trust and confidence with our local and external stakeholders and within our Institute. Ensuring our VET products and services are constructed and delivered to meet the diverse needs of our students and industry clients. Innovation in teaching and learning, innovation in the conduct of business and active encouragement and support for new solutions to new and old problems. Developing a business model that supports the vision of the Institute and enables continuous re-investment. Supporting an effective business model by ensuring that systems and processes are in place to provide accurate and timely information. Integrating current science and practice across the activities of the Institute to ensure that environmental sustainability is at the centre of the Institute s curriculum and practice.

5 Values vtafe SA Adelaide North Institute will only achieve its goals through a strong commitment to people. The values of the Institute are therefore built upon a commitment to accountability, honesty, integrity, trust and respect. Our core values are: trust, honesty and accountability safety continuous learning 3 customer service job satisfaction inclusiveness quality and excellence innovation and creativity. Our values are in harmony with the values of the Department of Further Education, Employment, Science and Technology (DFEEST) the department which TAFE SA is a part of. These values can be found at: AboutDFEEST/Strategiesplanspolicies/ DFEESTStrategicPlan/tabid/101/Default. aspx

6 Key Result Areas 1. High level of trust and confidence within TAFE SA Adelaide North Institute. 2. Successful outcomes for students, stakeholders and community. 3. Flexible appropriately qualified TANI workforce. 4. A strong business model to create surpluses enabling re-investment in our business. 5. Flexible responsive and effective business systems, processes and practices. 6. Environmental sustainability. 7. Innovation through creativity. AQTF Excellence Criteria mapped to the TANI Strategic Plan AQTF Excellence Criteria (Key Principles) Effective leadership provides clear direction for achieving organisational outcomes in an ethical manner TANI Strategic Plan (Key Result Areas) High level of trust and confidence within TANI 4 Organisational performance is reflected in a focus on the value delivered to stakeholders Quality and performance are judged by an organisation s clients Organisational success and sustainability are affected by the organisation s ability to influence and respond to a rapidly changing environment The potential of an organisation is enhanced through the motivation, learning and participation of its people Improving systems and associated processes will lead to improved organisational performance Decisions are enhanced when based on facts, data and knowledge Successful outcomes for students, stakeholders and community Flexible appropriately qualified TANI workforce Establishment of effective workforce support systems A strong business model to create surpluses enabling re-investment in our business Flexible responsive and effective business systems, processes and practices Systems and processes exhibit variability, which in turn affects organisational performance Organisations that meet their social and environmental responsibilities provide value by building capacity of communities A focus on innovation creates value for client groups and other stakeholders Environmental sustainability Social responsibility Innovation through creativity

7 Overview of our Key Result Areas KRA 1: KRA 2: KRA 3: KRA 4: High level of trust and confidence within TAFE SA Adelaide North Institute Managing Director Clients, stakeholders and staff have a high level of respect and trust in our services and practices demonstrated by: TANI is regarded by our staff as an excellent organisation to work in through the support and fulfilment of their key objections in the provision of quality services to our clients and community Our clients and stakeholders regard TANI as a reliable and high quality provider of services that meet their respective requirements Successful outcomes for students, stakeholders and community Director, Educational Services and Programs A stronger focus on the longer term outcomes of our graduates and their success in work and community leading to: The implementation of key tools (eg Customer Relationship Management software (CRM), surveys, reports) to assess the longer term outcomes of our graduates and industry clients that ensure the services and programs we are providing are meeting their objectives A strong focus on the ongoing impact on the labour market to ensure we are addressing the skills needs of the state A continued focus on the development of new markets that expand TANI s capacity to meet the emerging skills needs of the state and in our international markets Flexible appropriately qualified workforce General Managers and Director Corporate Services Through continued growth in the investment in our workforce we will ensure our staff have the required skills that best meet the organisations evolving needs demonstrated by: An emphasis in teaching and learning practices such as workbased learning, e-learning, recognition of prior learning and other flexible learning strategies in line with client needs and DFEEST targets Increased direct partnership with industry, universities, schools, private providers and other key stakeholders Supported and motivated workforce A strong business model to create surpluses enabling re-investment in our business Director Corporate Services Our business model provides a relative level of surplus funds to enable timely and appropriate investment back into the organisation leading to: Support for changes in business practice that improve our competitiveness and ability to continually invest in our business Reconfiguring TANI systems and business to have a strong focus on supporting each Primary Business Centre (PBC) and Support Cost Centre (SCC) in the development, management and continued improvement in their operations 5

8 6 KRA 5: KRA 6: KRA 7: Flexible responsive and effective business systems, processes and practices Director Corporate Services The continued implementation and refinement of our systems and practices leading to: The provision of timely and accurate information that supports the growth and effectiveness of our services to clients Implementation of high level systems such as Student Information System (SIS), CRM, Financial Systems etc Provision of appropriate PD to all staff to effectively use the systems and data Faster response times and increased accuracy of data Streamlined processes for students and staff Environmental sustainability Managing Director Provide value to our communities and stakeholders through continued improvement of our environmental practices leading to: Demonstrated incorporation of good environmental practice Achievement of the teaching and learning objectives in the TAFE SA Sustainability Plan Measured reduction in emissions Measured reduction in per unit energy consumption Empathetic, socially responsible practices Innovation through creativity Managing Director Create increased value to our clients and stakeholders through strong support of innovative practices across all areas of our business to enable: An environment where staff are able to share and develop innovative practices Activities, tools, processes and funds to encourage and support creativity and innovation from staff and students Adoption of appropriate new ways of conducting our operations Annual innovation review and report

9 KRA Outcomes Framework KRA 1: KRA 2: KRA 3: KRA 4: High level of trust and confidence within TAFE SA Adelaide North Institute Continuous improvement in the internal TANI staff survey results Responses from industry clients demonstrate a high level of confidence in TANI in the provision of relevant training to support industry development Continued improvement in the Institute results from surveys and other forms of client feedback AQTF audit compliance Education Services for Overseas Students (ESOS) audit compliance TANI works toward the achievement of AQTF Excellence Accreditation by 2012 Successful outcomes for students, stakeholders and community Value delivered to government by improved performance against key DFEEST and Government strategies that relate to our outcomes Client survey results demonstrate positive outcomes equal to the top10 percentile results for VET in Australia Post graduate survey results demonstrate a high level of satisfaction by graduates and industry in respect to the skills and knowledge gained and applied in the workplace or community Institute course completions Institute student enrolments in qualifications Employment outcomes for graduates Flexible appropriately qualified TANI workforce Improvement in level of business in the contestable market Internal TANI staff survey results demonstrate an improvement in PD support to staff Range of PD opportunities provided to staff support increased business development including: workplace delivery, e-learning, RPL, international business Level of participation in PD by staff is consistent and appropriate to identified needs drawn from performance management reports and aligned with strategic directions Demonstrated innovative practices by staff show leading examples of service delivery in VET Institute RPL levels Institute workplace delivery Institute e-learning delivery A strong business model to create surpluses enabling re-investment in our business Bottom line results demonstrate a continued improvement in efficiency resulting in the achievement of the targets established for each business period as shown in our business plan Growth of market share in key market areas continues to improve in line with the Institute s business plan Efficiency in facilities usage is improved resulting in a reduced cost per Actual Hours Curriculum (AHC) 2, thus greater investment in the educational delivery Institute cost per hour Net of Fee for Service (FFS) Institute staff productivity Institute operating outcome variance Institute FFS revenue Institute international student enrolments and revenue 7 2 This is a critical measure of performance related to the number of student hours generated by each lecturer per year.

10 8 KRA 5: KRA 6: KRA 7: Flexible, responsive and effective business systems, processes and practices Timely and accurate reports on all key result areas are provided to each business centre enabling accurate tracking of progress against agreed plans Use of reports to improve practices is evident at every level of the Institute Demonstration that we use well founded statistical data and clearly understand variation in the interpretation of our data Institute delivery total hours Institute delivery State Profile Hours Environmental sustainability Targets outlined in the Institute s environmental action plan are achieved Improvements in our environmental responsibilities models good environmental practices as an organisation, this is demonstrated through external audit of our practices Units supporting environmental sustainability are incorporated into all major courses offered by TANI Innovation through creativity TANI develops an Innovation site on our intranet containing areas where creative ideas are able to be posted and a database of innovative practices that are either implemented or under development, are available to all staff to view Innovation becomes a standing item on the Executive Management agenda to address ideas posted on the intranet and support to new and continuing projects TANI will hold a series of Innovation Cafés each year to encourage the development of creative ideas: appropriate funding will be identified in our annual budget to support the development and implementation of new and innovative practices that benefit the business and our people

11 aadditional Notes: a) Key Performance Indicators will be fully developed to support TANI strategic directions and each of the key result areas. A training program will be offered to all work teams to assist in understanding how the KPIs are best used in their annual and longer term plans; how this data will 9 be provided to work teams to provide regular feedback on their progress in achieving their plans and who the key contacts are regarding elements of the data available. b) Base financial and performance templates will be developed for each cost centre area in a similar format to the Benchmark Profile for TANI as well as detailed cost data per AHC to enable the managers to develop four year business plans for each cost centre within their responsibility and accumulate this into cluster plans to better inform the TANI high level business plan. c) Additional supporting materials regarding SA workforce projections, international business opportunities, Federal Government directions and support, and local business needs will be provided to each work team to inform their forward planning activities.

12 TAFE SA 2010, TAFE SA