TasTAFE CORPORATE MAP - stors.tas.gov.au
TasTAFE CORPORATE MAP
July 2013
www.tastafe.tas.edu.au
1 Purpose The TasTAFE Corporate Map will guide TasTAFE’s first year of operation. Its purpose is to ensure business is maintained during the second half of 2013 and to provide a basis from which to inform key directions for TasTAFE over its first business cycle, the 2013-14 financial year. The Map allows for transition from the Tasmanian Polytechnic Strategic Plan (2013) and the Skills Institute Corporate Plan 2012-2013. It also provides clear direction on important operational and strategic matters including: • • • • • •
the market position in which TasTAFE will operate the corporate direction of TasTAFE from day one (1 July 2013) an indication of resourcing priorities for the new organisation a base starting point for the TasTAFE Corporate Plan clear guidelines for organisational behaviour a guide for the development of the TasTAFE governance model, including the establishment of key committees, working groups and decision making framework.
Users and specific purposes of the Corporate Map include: • • • •
The TasTAFE Board as a source document for Strategic Planning activity TasTAFE Senior Management Group members to identify the high level operational priorities from 1 July 2013 all TasTAFE managers to communicate specific organisational priorities and activities with work teams all staff as they go about their individual and team activities to ensure they are operating coherently within TasTAFE corporate directions.
2 Background The Training and Workforce Development Bill 2013 creates a new single entity public VET provider in Tasmania – TasTAFE. The emphasis is on TasTAFE being built on what has been learnt from the Tasmania Tomorrow experience, retaining the dual-focus of increasing participation and attainment for students and ensuring work readiness and productivity for employees, employers and the broader community. To achieve the strategic intent of the legislation, the Bill tasks the TasTAFE Board with the development of a Corporate Plan. Importantly, the Corporate Plan will enable public VET provision through the development of a new contemporary organisation within a different operating environment. It will be important in managing change within TasTAFE, particularly in providing TasTAFE staff with a guide to the new organisation within which they are employed.
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It will also have a significant external focus in detailing how strategic Government priorities for VET, which are based on industry and community advice, are to be achieved. TasTAFE’s first Corporate Plan is to be lodged with the Minister for Education and Skills by 31 May 2014. To develop the Corporate Plan, TasTAFE will instigate a strategic scan during the second half of 2013. Further consultation with staff and stakeholders will then guide its development. The likely date for implementation of the Corporate Plan will be 1 July 2014.
3 Corporate Map 3.1 TasTAFE’s position in the training market •
Formed in 2013, TasTAFE is a new single entity for public sector post-compulsory VET using the combined resources of the Tasmanian Polytechnic and TSI.
•
TasTAFE is the largest Registered Training Organisation in Tasmania and one of the 10 largest RTOs in Australia. Owned by the Tasmanian Government it is a stable, state owned asset. TasTAFE operates under the auspices of its own legislative functions and powers and is governed by an independent Statutory Board who report to the Minister.
•
As an asset of the Tasmanian Government, TasTAFE is a substantial provider of Vocational Education and Training (VET) services purchased by the Government through the Department of Education. The purchasing arrangement, governed by a Memorandum of Understanding, assists TasTAFE in offering a broad range of products and services to individuals, industry sectors and enterprises.
•
To achieve its legislated functions, TasTAFE can partner with appropriate organisations to ensure the needs of its student and client base are met.
•
TasTAFE services businesses located across Tasmania and is well placed to provide economic and social benefits through the provision of accredited, vocationally based qualifications and skills sets. Clients include people already engaged in the workforce, those preparing to enter the workforce and employers, through meeting their workforce development needs.
•
TasTAFE operates within the broader Tasmanian educational system, as a commercially autonomous organisation, that has a specific role to: engage with individuals who require support to gain vocational ready SKILLS deliver vocational qualifications to individuals who wish to advance their career OPPORTUNITIES o create a more rewarding and sustainable FUTURE for the community o assist employers to lift the productivity of their workforces through skill development. TasTAFE operates in an efficient and effective manner in all of its operations. With a focus on high performance and quality assurance the organisation delivers value for all of its students and clients. This value add in turn ensures that TasTAFE is a vital, thriving and sustainable organisation that has a strong reputation amongst its stakeholders. o o
•
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3.2 The TasTAFE brand and identity SKILLS, OPPORTUNITIES and FUTURES are key words in TasTAFE’s positioning. The TasTAFE logo has been designed to signify TasTAFE’s position in a contemporary Tasmanian Vocational Education and Training context. The symbol is a series of interlocking arcs arranged in a form that represents growth, development and progress and also reflects the idea that the core operations of TasTAFE have an effect on the broader social community and, in turn, the Tasmanian economy… a ‘ripple effect’.
3.3 Vision The development of an overarching TasTAFE vision will be an initial priority of the TasTAFE Board. In the interim, TasTAFE will be recognised for: •
student achievement, contributing to productive and fulfilling lives
•
the strong points of connection and value-add into all aspects of the Tasmanian economy
•
its capable, innovative and resourceful workforce
•
organisational growth and development based on student and client needs
•
an ongoing pursuit of organisational excellence
•
meeting the skills and workforce development needs of industry and employers
•
effective Partnerships.
3.4 Risk and opportunity TasTAFE will develop a culture of risk and opportunity management that will enable it to mitigate identified risks and also to exploit business opportunities. This culture will in part be evidenced through a “Risk and Opportunity” management schedule which will form part of the appendices to the Corporate Map. The risk and opportunity management approach is in draft form and will be finalised prior to 30 September 2013.
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3.5 Initial priorities Key priorities to achieve corporate directions, achieve desired business outcomes and gain a high level reputation are: 1. Activate the TasTAFE learning approach: a) b) c) d) e) f)
put student needs at the centre of all of our activities develop a Teaching, Learning and Assessment Charter review the VET services and products delivered across each Industry sector start the purchase process for a contemporary Student Data System maintain teaching efforts to align with specified government priorities for VET engage with employers about their workforce development needs.
2. Work with industry, enterprise and community: a) b) c) d)
launch the TasTAFE brand and advance the strengths of the organisation promote TasTAFE values to students, clients and stakeholders instigate high level industry enterprise and community advisory processes identify current relationships existing through the Polytechnic and TSI and build upon them.
3. Develop our staff capability: a) b) c) d) e) f)
actively promote a “People and Culture” framework undertake a staff benchmarking exercise implement the government performance management framework develop a PD coordination capacity within the organisation deliver a management development program for all managers determine a workforce development framework.
4. Operate within a sustainable growth business model: a) b) c) d) e) f)
structure the organisation so that it can operate within its means undertake a strategic scan of the internal and external environment implement an internal governance and decision-making model instigate a high level financial analysis of all operations to ensure viability identify what is needed to operate as an e-business consult with staff to design positions which maximise efficiency within agreed industrial instruments g) establish effective business partner relationships with DoE Corporate Services including agreement of Service Level Agreements. Page 5 of 6
5. Continuously improve our performance in all areas; a) b) c) d) e) f) g) h)
meet all external quality and regulatory requirements embed the endorsed internal Quality Management System implement a High Performance Framework identify standard reports, reviews and performance targets implement and promote the WHS platform for TasTAFE embed skills for sustainability within the organisation grow non-government competitive revenue increase market share of selected Apprentice and Trainee revenue areas.
(Each of these 5 priorities will have detailed actions, resourcing and performance measures associated with them).
3.6 Behaviour As staff members we understand our specific roles and responsibilities and act accordingly in a manner that; •
creates a culture of openness, honesty and respect
•
acknowledges that each student is an individual and their success is our success
•
engages with students, clients and stakeholders with a very clear spirit of service
•
remains connected with the changing needs of our students and clients
•
continues to search for new and better ways to do things
•
allows effective problem solving at the local level
•
emphasises accountability for performance
•
pursues excellence in all activities
•
enables connection, in various ways, with colleagues to share, learn, support and be supported
•
enables the process of bringing work teams together.
Page 6 of 6
July 2013
www.tastafe.tas.edu.au
1 Purpose The TasTAFE Corporate Map will guide TasTAFE’s first year of operation. Its purpose is to ensure business is maintained during the second half of 2013 and to provide a basis from which to inform key directions for TasTAFE over its first business cycle, the 2013-14 financial year. The Map allows for transition from the Tasmanian Polytechnic Strategic Plan (2013) and the Skills Institute Corporate Plan 2012-2013. It also provides clear direction on important operational and strategic matters including: • • • • • •
the market position in which TasTAFE will operate the corporate direction of TasTAFE from day one (1 July 2013) an indication of resourcing priorities for the new organisation a base starting point for the TasTAFE Corporate Plan clear guidelines for organisational behaviour a guide for the development of the TasTAFE governance model, including the establishment of key committees, working groups and decision making framework.
Users and specific purposes of the Corporate Map include: • • • •
The TasTAFE Board as a source document for Strategic Planning activity TasTAFE Senior Management Group members to identify the high level operational priorities from 1 July 2013 all TasTAFE managers to communicate specific organisational priorities and activities with work teams all staff as they go about their individual and team activities to ensure they are operating coherently within TasTAFE corporate directions.
2 Background The Training and Workforce Development Bill 2013 creates a new single entity public VET provider in Tasmania – TasTAFE. The emphasis is on TasTAFE being built on what has been learnt from the Tasmania Tomorrow experience, retaining the dual-focus of increasing participation and attainment for students and ensuring work readiness and productivity for employees, employers and the broader community. To achieve the strategic intent of the legislation, the Bill tasks the TasTAFE Board with the development of a Corporate Plan. Importantly, the Corporate Plan will enable public VET provision through the development of a new contemporary organisation within a different operating environment. It will be important in managing change within TasTAFE, particularly in providing TasTAFE staff with a guide to the new organisation within which they are employed.
Page 2 of 6
It will also have a significant external focus in detailing how strategic Government priorities for VET, which are based on industry and community advice, are to be achieved. TasTAFE’s first Corporate Plan is to be lodged with the Minister for Education and Skills by 31 May 2014. To develop the Corporate Plan, TasTAFE will instigate a strategic scan during the second half of 2013. Further consultation with staff and stakeholders will then guide its development. The likely date for implementation of the Corporate Plan will be 1 July 2014.
3 Corporate Map 3.1 TasTAFE’s position in the training market •
Formed in 2013, TasTAFE is a new single entity for public sector post-compulsory VET using the combined resources of the Tasmanian Polytechnic and TSI.
•
TasTAFE is the largest Registered Training Organisation in Tasmania and one of the 10 largest RTOs in Australia. Owned by the Tasmanian Government it is a stable, state owned asset. TasTAFE operates under the auspices of its own legislative functions and powers and is governed by an independent Statutory Board who report to the Minister.
•
As an asset of the Tasmanian Government, TasTAFE is a substantial provider of Vocational Education and Training (VET) services purchased by the Government through the Department of Education. The purchasing arrangement, governed by a Memorandum of Understanding, assists TasTAFE in offering a broad range of products and services to individuals, industry sectors and enterprises.
•
To achieve its legislated functions, TasTAFE can partner with appropriate organisations to ensure the needs of its student and client base are met.
•
TasTAFE services businesses located across Tasmania and is well placed to provide economic and social benefits through the provision of accredited, vocationally based qualifications and skills sets. Clients include people already engaged in the workforce, those preparing to enter the workforce and employers, through meeting their workforce development needs.
•
TasTAFE operates within the broader Tasmanian educational system, as a commercially autonomous organisation, that has a specific role to: engage with individuals who require support to gain vocational ready SKILLS deliver vocational qualifications to individuals who wish to advance their career OPPORTUNITIES o create a more rewarding and sustainable FUTURE for the community o assist employers to lift the productivity of their workforces through skill development. TasTAFE operates in an efficient and effective manner in all of its operations. With a focus on high performance and quality assurance the organisation delivers value for all of its students and clients. This value add in turn ensures that TasTAFE is a vital, thriving and sustainable organisation that has a strong reputation amongst its stakeholders. o o
•
Page 3 of 6
3.2 The TasTAFE brand and identity SKILLS, OPPORTUNITIES and FUTURES are key words in TasTAFE’s positioning. The TasTAFE logo has been designed to signify TasTAFE’s position in a contemporary Tasmanian Vocational Education and Training context. The symbol is a series of interlocking arcs arranged in a form that represents growth, development and progress and also reflects the idea that the core operations of TasTAFE have an effect on the broader social community and, in turn, the Tasmanian economy… a ‘ripple effect’.
3.3 Vision The development of an overarching TasTAFE vision will be an initial priority of the TasTAFE Board. In the interim, TasTAFE will be recognised for: •
student achievement, contributing to productive and fulfilling lives
•
the strong points of connection and value-add into all aspects of the Tasmanian economy
•
its capable, innovative and resourceful workforce
•
organisational growth and development based on student and client needs
•
an ongoing pursuit of organisational excellence
•
meeting the skills and workforce development needs of industry and employers
•
effective Partnerships.
3.4 Risk and opportunity TasTAFE will develop a culture of risk and opportunity management that will enable it to mitigate identified risks and also to exploit business opportunities. This culture will in part be evidenced through a “Risk and Opportunity” management schedule which will form part of the appendices to the Corporate Map. The risk and opportunity management approach is in draft form and will be finalised prior to 30 September 2013.
Page 4 of 6
3.5 Initial priorities Key priorities to achieve corporate directions, achieve desired business outcomes and gain a high level reputation are: 1. Activate the TasTAFE learning approach: a) b) c) d) e) f)
put student needs at the centre of all of our activities develop a Teaching, Learning and Assessment Charter review the VET services and products delivered across each Industry sector start the purchase process for a contemporary Student Data System maintain teaching efforts to align with specified government priorities for VET engage with employers about their workforce development needs.
2. Work with industry, enterprise and community: a) b) c) d)
launch the TasTAFE brand and advance the strengths of the organisation promote TasTAFE values to students, clients and stakeholders instigate high level industry enterprise and community advisory processes identify current relationships existing through the Polytechnic and TSI and build upon them.
3. Develop our staff capability: a) b) c) d) e) f)
actively promote a “People and Culture” framework undertake a staff benchmarking exercise implement the government performance management framework develop a PD coordination capacity within the organisation deliver a management development program for all managers determine a workforce development framework.
4. Operate within a sustainable growth business model: a) b) c) d) e) f)
structure the organisation so that it can operate within its means undertake a strategic scan of the internal and external environment implement an internal governance and decision-making model instigate a high level financial analysis of all operations to ensure viability identify what is needed to operate as an e-business consult with staff to design positions which maximise efficiency within agreed industrial instruments g) establish effective business partner relationships with DoE Corporate Services including agreement of Service Level Agreements. Page 5 of 6
5. Continuously improve our performance in all areas; a) b) c) d) e) f) g) h)
meet all external quality and regulatory requirements embed the endorsed internal Quality Management System implement a High Performance Framework identify standard reports, reviews and performance targets implement and promote the WHS platform for TasTAFE embed skills for sustainability within the organisation grow non-government competitive revenue increase market share of selected Apprentice and Trainee revenue areas.
(Each of these 5 priorities will have detailed actions, resourcing and performance measures associated with them).
3.6 Behaviour As staff members we understand our specific roles and responsibilities and act accordingly in a manner that; •
creates a culture of openness, honesty and respect
•
acknowledges that each student is an individual and their success is our success
•
engages with students, clients and stakeholders with a very clear spirit of service
•
remains connected with the changing needs of our students and clients
•
continues to search for new and better ways to do things
•
allows effective problem solving at the local level
•
emphasises accountability for performance
•
pursues excellence in all activities
•
enables connection, in various ways, with colleagues to share, learn, support and be supported
•
enables the process of bringing work teams together.
Page 6 of 6
