Hunter TAFE Strategic Plan 2014 - 2016

Dimitra Roach - Hunter TAFE teacher and students
Hunter TAFE Strategic Plan
2014 - 2016
Our Strategic Plan
This Strategic Plan is focused on driving changes essential for the
sustainability of Hunter TAFE for the period 2014 to 2016 and beyond.
The broad framework of this plan will remain over that period but
specific objectives and strategies will be reviewed annually.
In 2014 the key issue is our preparation for a new funding and
governance model to be implemented in 2015. We have to innovate
and embrace change to strengthen our services. We will inspire and
develop our people, build teamwork and leadership skills. We must
continue to improve our customer service and meet the skills needs
of our community and industry. Hunter TAFE services support the
social, environmental and economic growth of our Hunter and Central
Coast regions.
Our plan is structured by the principles of the business balanced
scorecard and is based on the key goals of the TAFE NSW Strategic
Plan 2014 – 2016. It affirms the role and responsibilities of TAFE
NSW set out in the NSW Government “Statement of Owner
Expectations”.
The Hunter TAFE Strategic Plan 2014-2016 will inform more detailed
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Business Plans for each of our teams. Campus,
Faculty and Business Unit Plans will support
the TAFE NSW goals and Institute objectives
through specific strategies which reflect the
needs of our regions, our economy and our
operating environment.
Phil Cox
Key performance measures reflect our Performance Agreement with
the TAFE NSW Managing Director, the TAFE NSW Strategic Plan
2014-2016 and local objectives.
Our goal is to strengthen our business, expand our markets and thrive
in the new funding environment.
We will achieve this by placing the customer at the centre of our
business.
Customers will choose Hunter TAFE for our valued qualifications, high
quality teachers, excellent service and continuing support.
Phil Cox
Institute Director, Hunter TAFE
Our Values – We Are:
PASSIONATE
CONNECTED
CREATIVE
PRACTICAL
TRUSTED
SUPPORTIVE
We love what we
do. We empower
people, transform
students’ lives,
and skill our
communities,
business and
industry.
We share our
ideas and our
knowledge. We
collaborate widely
across Hunter
TAFE and with our
local and global
partners.
We encourage
innovation and
look for ways to
work smarter.
We say yes to
opportunities and
find solutions not
problems.
We have the
know-how and
experience. We
deliver flexible
real-world training
for modern
workplaces.
People can count
on us. We build on
our proud history
of quality training
and service as the
permanent public
provider.
We value and
support our
people and
recognise their
diversity and
achievements.
Olivia Finn - Hunter TAFE student
hunter.tafensw.edu.au
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Our Commitment
Commitment to Social Inclusion
Hunter TAFE is committed to building an equitable and inclusive learning environment where all students are
valued and respected. Our endeavor is to ensure that educationally disadvantaged people and groups
marginalised in society are able to access our services and find achievement and success through skill
development.
Commitment to Quality and Sustainability
Hunter TAFE is committed to the provision of high quality service though continual improvement aligned to the
National VET Quality Training Framework and ISO 9001:2008 Standards for Quality Management.
Hunter TAFE is committed to environmental, social and economic sustainability. The Institute is committed
to ongoing reduction of its carbon footprint, together with targeted energy, water and waste reduction
strategies. Hunter TAFE seeks to align its environment management systems and practices with the
requirements of ISO14001.
Statement of Ethical Practice
All Hunter TAFE staff are bound by the NSW Department of Education and Communities “Code of Conduct”
and the Institute as an organisation adheres to that code. The Code of Conduct can be found on the Hunter
TAFE intranet, Connect.
Hunter TAFE does not engage in partnership or contract of business with any organisation found to contravene
reasonable standards of ethical business practice.
Dignity and Respect
Hunter TAFE is committed to a workplace that provides dignity and respect to all its employees. Dignity and
respect requires acceptable behavior from everyone in our workplace. The ‘Dignity and Respect Charter’ can
be found on the Hunter TAFE intranet, Connect.
Workplace Health and Safety
Hunter TAFE is committed to providing a safe, healthy and harmonious zero harm environment for all staff,
students, contractors and visitors on its campuses. We strive to achieve high safety ideals and practices
within our workforce and provide safety leadership to people we influence through the learning experience.
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Improve customer-centric orientation through our
service strategy.
Review our asset and resource use and manage facilities and
technology to increase Return on Investment (ROI).
Improve student and business customer relationship
management.
Review and develop a new range of innovative products and
services to capitalise on our emerging markets.
Diversify delivery modes to improve competitive advantage.
Improve our use of revenue planning, costing, forecasting and
monitoring tools.
Encourage and support students to complete courses
and units.
Develop a balance sheet and business plan for sustainability.
Develop alumni and industry relationships to support Hunter
TAFE graduates and further business.
Review and simplify customer-facing processes to exceed
expectations.
Ensure we use our learning management systems to support
customer service and financial success.
Re-invest in products, services, and facilities to grow the
business.
Business Process
3. Build Business Excellence
and Innovation
4. Advance our Capability
Engage with the emerging governance model to foster
innovation, leadership and capability uplift.
Focus workforce planning and development to integrate
service across teaching, campuses and business units.
Find new ways to deliver cost-effective quality training and
support services for better outcomes.
Develop and meet quality benchmarks and regulator standards
for teaching, learning, assessment and staff currency.
Ensure learning and work environments meet industry best
practice environmental and safety standards.
Support the health, safety and well-being of our people, and
recognise outstanding service to students.
Build our research, information and knowledge capability to
support customers and grow our business.
Review our achievements using customer and staff feedback
to inform continuous improvement.
Chad Watson, Editor- Newcastle Herald – Hunter TAFE partner.
Finance
2 . Lead the Market for
Financial Strength
hunter.tafensw.edu.au
Learning & Growth
1. Capturing Customers’
Imaginations
Customer
Key Strategies
5
Customer Lifecycle
“... everyone is either helping a customer, or helping another
staff member to help a customer...”
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Capturing Customers’
Imaginations
STRATEGIES: We will
> Improve customer-centric
orientation through our
service strategy
> Improve student and business
customer relationship management.
> Diversify delivery modes to improve
competitive advantage.
> Encourage and support students to
complete courses and units.
> Develop alumni and industry
relationships to support Hunter
TAFE graduates and further
business.
OBJECTIVES: We will have
> E nhanced our brand, products and services to attract and retain customers
across market segments.
elivered simple customer friendly enrolment, fee calculation and payment
> D
services.
> E xpanded work-based, flexible and digital delivery in domestic, national and
international business.
> Increased the proportion of enrolments with course and unit completions.
> H
elped customers into jobs and further learning in Hunter TAFE or University.
MEASURES: We will judge our success by
> C ustomer satisfaction including Training Quality.
> E mployer satisfaction.
> E nrolments in Certificate II to Advanced Diploma.
> Enrolments by industry area.
> G
raduates in employment.
> G
raduates in further training by provider and sector.
> E nrolments and graduates in targeted delivery modes.
>D
igital learning products and enrolments.
Kristen Keegan - Chief Executive Officer, Hunter Business Chamber, Hunter TAFE partner
hunter.tafensw.edu.au
7
Lead the Market for
Financial Strength
STRATEGIES: We will
>R
eview our asset and resource use and manage facilities and technology to increase
Return on Investment (ROI).
>R
eview and develop a new range of innovative products and services to capitalise on
our emerging markets.
> Improve our use of revenue planning, costing, forecasting and monitoring tools.
> Develop a balance sheet and business plan for sustainability.
> Re-invest in products, services, and facilities to grow the business.
OBJECTIVES: We will have
> Increased new and repeat business using competitor analysis and business
intelligence.
> Managed our resources, assets, facilities and technology to increase ROI.
MEASURES:
We will judge our success by
> R evenue streams as % of total revenue contestable, commercial and international.
> H
ave diversified our range of products across fund sources including higher
education and dual qualifications.
> N et Revenue - Profitability.
> D
eveloped our use of student learning and management systems to maximise unit
and course completions and revenue generated.
> O
verhead cost as proportion of revenue.
> A
pplied net revenue to expand products, services, customer base and repeat
business.
8
> R eturn on Assets.
> Sustainable balance sheet ratios.
Build Business
Excellence and
Innovation
STRATEGIES: We will
>R
eview and simplify customer-facing
processes to exceed expectations.
>E
nsure we use our learning management
systems to support customer service and
financial success.
>F
ind new ways to deliver cost-effective
quality training and support services for
better outcomes.
>E
nsure learning and work environments
meet industry best practice environmental
and safety standards.
>B
uild our research, information and
knowledge capability to support customers
and grow our business
OBJECTIVES: We will have
> I mplemented an improved student and business customer
relationship management system.
> I mplemented and trained staff in new student administration and
learning management systems support.
> E ngaged faculty and teaching staff in finding cost effective ways to
deliver quality learning outcomes.
> R eviewed and developed our approach to recognition and
assessment to meet customer needs and maximise outcomes.
> E nsured an integrated approach to focusing on outcomes for jobs,
further study and continuing customer engagement.
MEASURES: We will judge our success by
> C ompletions in Certificate II to Advanced Diploma.
>U
nit Completion Rates.
> E nrolments in Higher Education Programs.
> W HS audits objectives achieved..
>U
nits achieved by recognition.
> E nergy and water use and waste recovery.
Ray Mouthaan - Hunter TAFE teacher and bricklaying students.
hunter.tafensw.edu.au
9
Advance our
Capability
STRATEGIES: We will
>E
ngage with the emerging governance
model to foster innovation, leadership
and capability uplift.
>F
ocus workforce planning and
development to integrate service across
teaching, campuses and business units.
>D
evelop and meet quality benchmarks
and regulator standards for teaching,
learning, assessment and staff currency.
>S
upport the health, safety and wellbeing of our people, and recognise
outstanding service to students.
>R
eview our achievements using
customer and staff feedback to inform
continuous improvement.
OBJECTIVES: We will have
> U sed our emerging governance model to support the health and
well-being of our people, improve workforce planning and foster
innovation and leadership.
> F ocused our workforce development on engaging and training
teaching, customer service staff and business units on integrated
customer lifecycle services to achieve the objectives in this plan.
> E nsured the quality of our teaching and assessment practice
through educational leadership linked to individual professional
development plans.
> R eviewed our achievements using customer and staff feedback,
research and performance measures and identified continuous
improvement actions.
MEASURES: We will judge our success by
> S taff well-being and engagement.
> Staff qualifications currency.
> Workforce development participation and satisfaction.
> Performance review completion rate.
> Compliance training completion rate.
> Staffing costs by employee category.
Janet Aislabie - Hunter TAFE teacher
10
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Part of our community
BELMONT
HAMILTON
MUSWELLBROOK
Pacific Highway, Belmont
Parry Street,
Maitland Street, Muswellbrook
(02) 4979 6100
NewcastleWest
(02) 4969 9411
CESSNOCK
Darwin Street, Cessnock
(02) 4993 0400
GLENDALE
Frederick Street, Glendale
(02) 4979 1600
HUNTER STREET
Hunter Street, Newcastle
(02) 4929 0333
KURRI KURRI
Heddon Street, Kurri Kurri
(02) 4936 0300
(02) 6542 1100
NEWCASTLE
Maitland Road, Tighes Hill
(02) 4923 7222
OURIMBAH
Brush Road, Ourimbah
(02) 4348 4030
MAITLAND
Cnr Bunnan &
Cnr Henry Parry Drive& Margin
Cnr Ferraby Drive &
Racecourse Roads,
Street, Gosford
New England Highway, Metford
Scone
(02) 4930 2888
TOMAREE
Salamander Way, Salamander Bay
(02) 4981 1444
WYONG
Porter Street, Wyong
(02) 4350 2222
SCONE
GOSFORD
(02) 4348 2222
SINGLETON
York Street, Singleton
(02) 6578 7100
(02) 6540 3200
Connect with us
Google Hunter TAFE
Call 131 225