Enhancing User Funding Strategies Amid Declining Public Support at TAFE NSW

1. Attracting appropriate user funding in the context of declining public funding

2. Vision • TAFE NSW is a responsive industry leader in providing sustainable and quality training of value to the individual and maximises benefits to the environment, economy and society

3. Mission • TAFE NSW will provide training in technical and employability skills and knowledge needed todevelop sustainable businesses, industry and communities.

4. Goals – we ... • Transform and change people’s lives through training that supports sustainable employment • Develop lifelong learning skills • Engage in Systems thinking • Critically reflect to improve services to our clients • Participate in partnerships for change

5. Values TAFE NSW values: • Ethical use of government funds • Personal responsibility of all staff to support learners • Transparency of results • Operating within a sustainable environment, including supporting conservation and waste management • Partnerships and collaboration • Leadership and innovation in education • Workforce capability and development

6. Perspectives • Customer • Financial • Internal Business • People, Innovation, Learning & Growth

7. Strategies - Finance • Geographic expansion through exploring international markets & online expansion opportunities • Asset productivity through the use of off the shelf products • Simplified account structures • Improved returns through a diversified business model • Broaden revenue mix

8. Strategies - Customer • Use a client account management structure • Respond to customers within 48 hours • Work with partners to avoid duplication of services across sectors • Maintain value of TAFE brand • Convenient and flexible access • Seek regular feedback through client interviews to improvecustomer experiences

9. Strategies – People, Innovation, Learning & Growth • Develop performance culture of balance to the bottom-line • Select the right people, including using specialist services, outsourcing & sub-contracting as required • Develop leaders with business & entrepreneurial skills • Develop skills in community engagement, partnership models & customer service

10. Strategies – Business Processes • Develop single client account process • Best Practice in customer service, including entry and exit processes • Create standard, niche & innovative products to respond to different markets • Develop simple business rules to support cross selling of products & partnership models

11. Business Objectives • Compliance • Acquire preferred supplier status through reputation & brand • Support communities through place-based & partnership solutions • Manage the workplace risk profile effectively • Ensure we attract and retain the right people • Support staff to develop business skills

12. CSF - Finance • Effective Asset Management • Exceed Profit Targets • Exceed Revenue Targets • Return on investment • Geographical expansion • Dominate key markets • Expense optimization • Asset productivity

13. CSF - Customer • Customer satisfaction & focus • Retention of profitable customers • New & emerging markets • Social & community enterprise • Place-based solutions • Value added partnerships • Product availability • Technical professional excellence

14. CSF – Internal Business Processes • Deliver to business requirements • Productive and efficient transaction chains • Segment profit potential • Revenue from new products • Product development cycle • Cross selling ratio • Hours spent with customers • Market focus • Value adding sales • Technological advantage

15. CSF – People, Innovation, Learning & Growth • Effective communication • Improved staff engagement/satisfaction • Appropriately recruited & selected staff • Active succession plans • Employer of choice • Strategic information availability • Personal goal alignment • Revenue per employee • Cultural change • People capability • Best practice

16. KPI - Customer • 90% unit completion rate • 90% exit satisfaction rate for customers • Customer inquiries answered within 48 hours • 5% increase in new business partners p.a. • 90% retention rates of partners

17. KPI - Financial • Sales across regions • Shares of products outside region • Capital spent outside region • Actual capacity vs Potential capacity

18. KPI - People, Innovation, Learning & Growth • 90% staff satisfaction rate at annual staff survey • 20% job rotations per annum • 50% staff participate in customer service training p.a.

19. KPI - Internal Business Processes • Forecasting accuracy • Margins realised vs planned • Customer survey results • Inventory level vs planned • Cost per customer interaction • Cycle time actual vs planned