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Our New Direction:

Our New Direction:. Strategic Plan 2009 – 2012 Pam Christie, Institute Director. Overview. Planning process Current environment Our new market approach Strategic Plan priorities. Planning process. Leadership Forum – 17/9/08 Business Development planning day – 26/9/08

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Our New Direction:

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  1. Our New Direction: Strategic Plan 2009 – 2012 Pam Christie, Institute Director

  2. Overview • Planning process • Current environment • Our new market approach • Strategic Plan priorities

  3. Planning process • Leadership Forum – 17/9/08 • Business Development planning day – 26/9/08 • Executive planning – 30/9 – 1/10/08 • Performance review 2008 • Budget review 2008

  4. Market and customer research National and State priorities Strategic Plan 2009-12 (High level priorities: drivers High level major business objectives) Sydney Institute Business development priorities 2009-12 (Workforce Capability, Business, Financial, ICT, Knowledge Management, Sustainability and Assets plans) Sydney Institute Annual Plan 2009 (Includes only key priorities from the Strategic Plan and high level performance measures from the Purchasing Agreement) Sydney Institute Purchasing Agreement College Director Performance Agreements College Plans Directorate Plans Associate Director and Business Director Agreements Strategic Planning & Reporting Framework

  5. Current environment

  6. COAG Targets • Halve the proportion of Australians aged 20-64 without qualifications at Certificate III and above between 2009 and 2020; and • Double the number of higher qualification completions (diploma and advanced diploma) between 2009 and 2020.

  7. Key COAG issues • New Commonwealth State Funding Agreement • Productivity places – 700,000 places 5 yrs ($1.9B) • Market Design – 8 principles

  8. Market Design principles • National regulation of RTOs • Information to consumers / client choice • Student entitlement • Separation of purchaser provider • Full contestability of public funds • Competitive neutrality • Student loan scheme

  9. TAFE Space UNIVERSITIES Enterprise RTOs PRIVATE Providers SCHOOLS

  10. What we need to do • Take control of our future • Determine what distinguishes us • Define our place in the market • Ensure our sustainability

  11. TAFE NSW – Sydney Institute Strategic Plan 2009 - 2012

  12. Our vision By 2012 Sydney Institute will be recognised as Australia’s most progressive and influential provider of education and training services.

  13. Our new market approach • Determine our capabilities • Identify and define our key market segments • Rethink our business approach from a customer perspective.

  14. Key market segments 1 Enterprises Upskilling existing workers and delivering workforce development solutions to enterprises

  15. Enterprises • Supports focus on existing workforce • Employer as key client in training market • Funding tied to existing workers – PPP • Supports COAG and State Plan targets • Supports apprenticeships and traineeship growth • New opportunities – green skills.

  16. 2 Tertiary Delivering higher level skills for individuals seeking a fast track pathway to employment or higher education

  17. Tertiary • Diploma and Advanced Diploma ‘our space’ • COAG target to double enrolments • Supports International, FEE HELP and ICL markets • Bradley Review – rethink of tertiary sector • Positions us for Higher Education market and Education Investment Fund

  18. 3 Vocational Delivering access, foundation and vocational skills to job seekers and career changes.

  19. Vocational • Supports Government social inclusion agenda • COAG and State Plan targets • Job seeker market – access to contestable and other funds • Strong capability within Sydney Institute • High demand.

  20. Customers Outcome: A leader in client-centred education and training and workforce development solutions

  21. Customers Our targets for 2012: • 50% growth in enrolments and completions in Diploma and Advanced Diploma courses • 100% growth in enrolments and completions in Certificate III and above

  22. Products and services Outcome: Innovative and personalised products and services, meeting customer needs and exceeding their expectations

  23. Products and services Our targets for 2012: • 50% of our delivery is work based or by flexible mode • 15% of our delivery is through recognition services

  24. People Outcome: A passionate and capable workforce in a dynamic and performance driven organisation.

  25. People Our targets for 2012: • Staff engagement levels improved by 100% • Workforce capability aligned to market needs.

  26. Business systems and processes Outcome: Systems and processes support our business needs and deliver outcomes to meet our customers’ expectations.

  27. Business systems and processes Our targets for 2012: • 100% enrolments on line and flexible • 100% growth in e-customer services.

  28. Business sustainability Outcome: A thriving and sustainable organisation.

  29. Business sustainability Our targets for 2012: • 100% growth in market share in contestable markets • Identified as best practice and experts in carbon reduction.

  30. Our future To be progressive and influential – to change lives and work with our customers to achieve their ambitions

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