SWSI Business – My Business

1. SWSI Business – My Business

2. Outcomes At the end of this session you will be able to: • Discuss the changing Vocational Education and Training environment • Describe South Western Sydney Institute profile, relationships and performance • Describe the impact of the Strategic Directions and Planning on your work role • Identify changing customer needs as they apply to your work role

3. What affects SWSI?Changing environments Our ‘profile’ – facts and figuresChanging customer needsHow are we performing?What is your role?

4. Key Drivers of SWSI Business FUNDING CORE, CONTESTABLE & COMMERCIAL FEE FOR SERVICE COMMONWEALTH AGREEMENTS - COAG NSW STATE POLICY & PLANS SWSI Industry Training Profile Volume of Training Mode of Delivery ECONOMY, GLOBALISATION & CLIMATE CHANGE Skilled Workforce INDUSTRIES & BUSINESSES POPULATION DEMOGRAPHICS COMPLIANCE AQTF, ISO, Legislative

5. TAFE NSW Purchasing Agreement Training Profile to be Purchased 25 RAM Categories, 22 Industry Areas Unit cost defined at each Industry Area Benchmark Unit Cost $ ASH Performance Targets Input and Output Targets including ASH, RPL, completion rates, qualifications Equity Targets - Indigenous and others Workplace Delivery Targets Skills Shortage Enrolment Targets Quality Targets Efficiency Targets Twice Yearly Review of Performance Sanctions

6. Business Planning A concept Profile • Strategic Directions • Service Delivery Strategy • Business Plans

7. SWSI sources of funds 2010/2011

8. Institute ASH delivery by fund source - 2010

9. Activity • Each table will be assigned a Key Focus Area (KFA) from the Institute Strategic Directions. • Assign a scribe and a reporter for your table. • Review the KFA you have been assigned and discuss what your Faculty can do to achieve this KFA. There may be specific Goals you can focus on, relevant to the Faculty, or you can consider the KFA as a whole. • Report back to the whole team one key strategy that your table has identified.

10. Afternoon Tea

11. Activity What are the benefits to your Section and to the Faculty of meeting targets? At your table, brainstorm the benefits and report the key benefit to the whole group.

12. SWS Demographic trends • SWS – rapidly growing region • 250,000 new dwellings (45% of total) • SWS experiencing growth in: Health, Hospitality, Transport & Logistics, Recreation, Retail, Community Services eg aged care and child care, Professional, Property & Admin Services, Information Media and Telecommunications • WSI and SWSI catchment areas to accommodate most of Sydney’s new employment lands • Unemployment challenges: biggest impact in SWS on low income, low skill areas • Opportunities for growth and new business in SWS

13. SWSI Population Growth 10.2% 12.4% 19.7% 7.5% 10.5% 4.3% 19.9% 17.8% 39% 12.7% 14.7% South Western Sydney Catchment Region Projected total growth 2006 to 2011 - 12.8%

14. SWSI Demographics 2.6% or 31,482 people who did not go to school - twice the state average 6% unemployment – higher than average of 4.5% Sydney average 1/3 of Indigenous Australians residing in Sydney High NESB population – 44.7%, with 51.9% speaking a language other than English at home Almost 70% of all refugees arriving in the state settling in the Institute catchment area.

15. ICT & Design Faculty What are the roles? Where do you go? Who does what? Training Consultant

16. Activity How do you know what you do, you do well? At your table, brainstorm ideas and determine the mechanisms used to measure your responses to the above question.

17. Performance Measurement • Faculty targets • Current situation • Monthly Variance Report – Sections to report on targets via monthly Performance & Efficiency Report • Regular review of Buddy and/or Data Warehouse – core and non-core • Corporate systems – CIS & SIS • Regular update of BESS • CLAMS updates and audits – coding of roll books important for meeting targets. Creation of roll books important for complying with NCVER audits • Review of MEVI data as appropriate

18. Performance Measurement • Unit completion rates – course completion rates • AQTF compliance: Scope, ATRs, Learning & Assessment Strategy Plans, Teacher Matrix, Assessment Validation Plan • Enrolment processes – importance of capturing statistics to meet Government priority targets • Whole of business reporting – no distinction between funding sources – everyone treated the same What benefits are there in reaching targets?

19. Getting feedback • Employer/industry, community and student feedback to influence continuous improvement and quality delivery • SWSI Business/HT Kit – what’s in there? • Business Cases – why do them? • Performance Reviews – individual learning plans, performance action plans

20. Where to from here? • Driving Business – Faculty model • What are the opportunities and how to drive your suggestions for improvements: Improvement Request Forms and Internal Control/Corrective actions • Continuous improvement and innovation – how this can be actioned and opportunities available eg funding, processes, etc – Bright Ideas projects, Flexible Learning Framework. • Awards – recognition and Workforce Capability commitment to staff – Staff Excellence, Quality Teaching • Process of communication and accessing things: Teacher to Head Teacher to Faculty Director or staff to Unit Managers, as appropriate

21. Activity • On the half sheet of paper write down: • one thing that you will do differently in your Section • one thing you need to find out more about by talking, reading, looking up the Internet or Intranet. • Discuss your ideas with others at the table • Put this in the envelope and take it away to discuss with your workplace team

22. Have you answered all questions on your Quiz Sheet?

23. Key Points • External environment – just the beginning • SWSI – who are we, what do we do, why do we do it? • Performance Planning and reporting – where to go? • Strategic Directions – your guide • What can you do?