TAFE DIGITAL MARKETING AND COMMUNICATIONS MANAGER BRANCH/UNIT TEAM LOCATION CLASSIFICATION/GRADE/BAND POSITION NO. Communications and Marketing Marketing Armidale TM1 TBA ANZSCO CODE 131114 PCAT CODE TBA TAFE Website www.tafensw.edu.au 1. ORGANISATIONAL ENVIRONMENT TAFE NSW s purpose is to skill the workforce of the future. It is Australia's leading provider of vocational education and training with over 500,000 annual enrolments and a proud history for setting the benchmark for quality service. As the NSW public provider, it supports the NSW Government's priority to grow skills for the economy and jobs of tomorrow. Critically, TAFE NSW plays a vital role in providing vocational education in rural and regional NSW, and job training pathways for the most vulnerable in the community. TAFE NSW offers the best of campus-based delivery as well as flexible, online and work-based learning. The TAFE NSW values of Customer First, Collaboration, Integrity and Excellence guide our team in strengthening communities, delivering world-class training for our students and producing job ready graduates for employers. The operating environment for TAFE NSW is dynamic as we leverage our scale, expertise, passion and reputation to meet the rapidly changing VET landscape. TAFE NSW is committed to its students and customers and the role it plays in changing lives and opening up opportunities through learning. 2. POSITION PURPOSE The TAFE Digital Marketing and Communications Manager is responsible for developing and executing all customer acquisition marketing campaigns and communications plans to support the achievement of TAFE DIGITAL objectives and enrolments. Last Updated: May 2017 Version 1 Page 1 of 6
3. KEY ACCOUNTABILITIES 1. Develop and implement the TAFE DIGITAL marketing and communications strategy and program, including strategic planning, campaign development, brand strategy, media, internal communications, social media, content production, SEM, SEO, online content development, and market research and analysis. 2. Ensure all programs of work are targeted to brand building, lead generation and marketing optimisation. 3. Develop the digital content marketing plan and activity calendar to achieve recruitment and engagement targets and work with marketing and campaign leads to develop online messages to adapt overarching campaigns to the digital activity. 4. Support the General Manager, TAFE Digital with stakeholder communications, internal communications and media requirements, building a strong profile for TAFE Digital amongst all key stakeholders. 5. Develop TAFE DIGITAL specific content and activities to achieve sales and engagement targets, and work with other marketing and content leads to deliver requirements and provide comprehensive analysis and reporting on all content items and campaigns to capture learnings to implement in the future. 6. Manage briefs and development of assets with internal creative resources and external agencies, to deliver high quality content that is on time and to budget and ensuring correct procurement and sign off is undertaken. 7. Review digital marketing reports and trends, and make recommendations to improve overall performance. 8. Be the brand champion and ensure all brand creative and messaging is aligned to TAFE NSW and TAFE DIGITAL brand positioning 9. By example, lead the development of a safe, healthy and inclusive work environment, including implementation and review of appropriate strategies and measures. 10. Place the customer at the centre of all decision making. 11. Manage and develop a high performance team, aligned to the core values of integrity, collaboration, excellence and a customer first attitude, through effective leadership, support and feedback. 12. Collaborate with staff to ensure the development and regular review of meaningful individual performance management and development plans that are clearly aligned to strategic objectives and focused to develop the individual. 4. KEY CHALLENGES Performing as an active and inspiring leader to your team, maintain a calm, confident and approachable demeanour and nurture a strong ONE TAFE culture, ensuring a high level of team engagement, performance and development. Anticipating and gaining a deep understanding of industry trends and performance strategies that ensure the overarching TAFE Digital marketing plan meets its commercial objectives. Creating and maintaining successful strategic initiatives to achieve enrolment and engagement growth, whilst contributing to the build of the new TAFE digital brand and business. Providing sound and relevant recommendations to the General Manager, TAFE Digital during the transition of the TAFE online businesses, whilst ensuring marketing plans and content are targeted and continue to perform. Effectively and regularly collaborating with the broader marketing team to ensure marketing plan alignment and ensuring marketing campaigns translate to online formats, specifically mobile-first and digital marketing materials are AAA digitally accessible and compliant. Last Updated: May 2017 Version 1 Page 2 of 6
5. KEY RELATIONSHIPS WHO WHY Internal Head of Marketing Receive leadership, direction, and advice. TAFE Digital Marketing and Communications Officer Provide leadership, direction and advice. Governance, Legal and Risk Receive advice and guidance in relation to contracts. External Industry Management Contacts Act as the key representative of TAFE NSW in developing and maintaining relationships with external agencies.. 6. POSITION DIMENSIONS Reporting Line: Head of Marketing Direct Reports: 1 Indirect Reports: Nil Financial Delegation: TBA Budget/Expenditure: TBA Decision Making: Makes decisions on complex and sensitive issues though the detailed analysis of alternative courses of action and their implications on achieving organisational objectives and strategies. Manage functional expenditure and resourcing within relevant policy and delegation frameworks. Matters requiring a higher level of approval are referred to the Reporting Line Manager. 7. ESSENTIAL REQUIREMENTS 1. Degree qualification in related field or equivalent significant experience. 2. Ability to address and meet focus capabilities as stated in the Position Description. Last Updated: May 2017 Version 1 Page 3 of 6
8. CAPABILITIES NSW Public Sector Capability Framework Below is the full list of capabilities and the level required for this role as per the NSW Public Sector Capability Framework. The capabilities in bold are the focus capabilities for this role. Refer to the next section for further information about the focus capabilities. Capability levels are as follows and reflect a progressive increase in complexity and skill: Foundational > Intermediate > > > Highly CAPABILITY GROUP NAME LEVEL Display Resilience & Courage Act with Integrity Manage Self Value Diversity Communicate Effectively Commit to Customer Service Work Collaboratively Influence and Negotiate Deliver Results Plan And Prioritise Think and Solve Problems Demonstrate Accountability Finance Technology Procurement and Contract Management Project Management Manage and Develop People Inspire Direction and Purpose Optimise Business Outcomes Manage Reform and Change Intermediate Intermediate FOCUS CAPABILITIES The focus capabilities for the TAFE Digital - Marketing and Communications Manager are the capabilities in which occupants must demonstrate immediate competence. The behavioural indicators provide examples of the types of behaviours that would be expected at that level and should be reviewed in conjunction with the position s key accountabilities. NSW Public Sector Focus Capabilities Last Updated: May 2017 Version 1 Page 4 of 6
NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Personal Attributes Display Resilience and Courage Relationships Communicate Effectively Results Deliver Results Results Plan and Prioritise Business Enablers Technology Be flexible, show initiative and respond quickly when situations change. Give frank and honest feedback/advice. Listen when ideas are challenged, seek to understand the nature of the criticism and respond constructively. Raise and work through challenging issues and seek alternatives. Keep control of own emotions and stay calm under pressure and in challenging situations. Present with credibility, engage varied audiences and test levels of understanding. Translate technical and complex information concisely for diverse audiences. Create opportunities for others to contribute to discussion and debate. Actively listen and encourage others to contribute inputs. Adjust style and approach to optimise outcomes. Write fluently and persuasively in a range of styles and formats. Drive a culture of achievement and acknowledge input of others. Investigate and create opportunities to enhance the achievement of organisational objectives. Make sure others understand that on-time and on-budget results are required and how overall success is defined. Control output of business unit to ensure government outcomes are achieved within budget. Progress organisational priorities and ensure effective acquisition and use of resources. Seek and apply the expertise of key individuals to achieve organisational outcomes. Understand the links between the business unit, organisation and the whole-of-government agenda. Ensure business plan goals are clear and appropriate including contingency provisions. Monitor progress of initiatives and make necessary adjustments. Anticipate and assess the impact of changes, such as government policy/economic conditions, to business plans and initiatives, and respond appropriately. Consider the implications of a wide range of complex issues, and shift business priorities when necessary. Undertake planning to transition the organisation through change initiatives and evaluate progress and outcome to inform future planning. Show commitment to the use of existing and deployment of appropriate new technologies in the workplace. Implement appropriate controls to ensure compliance with information and communications security and use policies. Maintain a level of currency regarding emerging technologies and how they might be applied to support business outcomes. Last Updated: May 2017 Version 1 Page 5 of 6
NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators People Management Manage and Develop People Seek advice from appropriate technical experts to leverage information, communication and other technologies to achieve business outcomes. Implement and monitor appropriate records, information and knowledge management systems protocols, and policies. Define and clearly communicate roles and responsibilities to achieve team/unit outcome. Negotiate clear performance standards and monitor progress Develop team/unit plans that take into account team capability, strengths and opportunities for development. Provide regular constructive feedback to build on strengths and achieve results. Address and resolve team and individual performance issues, including unsatisfactory performance in a timely and effective way. Monitor and report on performance of team in line with established performance development frameworks. Last Updated: May 2017 Version 1 Page 6 of 6