1. 1 21 st Century How will the role of Institutes change? Craig Fowler R/Associate Institute Director Illawarra Institute 17 September 2008 II Leadership Capability Development Program

2. 2 Overview 1.The case for change 2.21 st Century vision realised 3.Implications for Institutes 4.Support for change

3. 3 Drivers of change Globalised economies –Industry restructures –24/7 –Higher skills and qualifications Ageing population –Retain, upskill –Multi-generational workforce –New set of customers New technology –Wireless internet, VOIP, i-pods –Changing expectations –Anywhere, anytime, all about me Skills shortages –Skill sets, competencies

4. 4 What industry want and need Flexible service delivery –Work based, online delivery –RPL Accessibility –Streamlined processes and systems –Available 24 x 7 Partnerships –Tailor made services –Gap training –Skills development –Work force development services

5. 5 Government Response The problem –Too few people –Not enough skills –Not enough training providers –Not enough flexibility to meet industry needs The Strategy –Increase productivity by up skilling workers –increase participation The solution –Develop a more competitive public and private national training market based on the AQTF

6. 6 21 st Century vision for TAFE “TAFE NSW Institutes working actively with people in local communities and markets they service with maximum flexibility, committed to delivering innovative services to individuals, enterprises and industry and contributing to the economic development of the region”

7. 7 21C - Locally customised services Institutes to become key contact for business Employer engagement in designing training Training package options to meet customer needs Market differentiate TAFE Institutes

8. 8 21C - New relationships with industry Establish ourselves as agents of workforce development Increased partnerships

9. 9 21C - Personalised learning services Develop a corporate identity for TAFE as a leader of flexible learning Wider choice of mode of service delivery Expand TAFEs flexible delivery profile

10. 10 21C - Technology underpinning our business Technology based interactions –Enrolment, payment online Web based self service –TAFE Virtual learning environment –Access to e-learning resources –Teachers portal –Open learning website Simpler course information systems

11. 11 The new TAFE Institute PastFuture Undifferentiated Government run and funded organisation Differentiated competitive business TAFE systems drive customersCustomer drives business Internal focus on systems, processes and compliance Externally focussed on business, quality and outcomes Supply driven deliveryDemand driven delivery Institution/system orientedLearner/customer centred Reactive, slow and bureaucraticStrategic, responsive and entrepreneurial Designated positions service customersIntegrated customer service Individual professional developmentCapability development is driven by customer need

12. 12 Key themes Importance of culture change All staff will need IT skills and confidence Flexibility is core to the change Partnering and other business skills will be vitally important Staff will be involved in a wider range of work activities

13. 13 Supporting the change Workforce development guarantee New Customer Support function –New ICT systems for customers and learners –Simplified processes Realignment of functions TES –Strengthened relationships with Industry Skills Councils –New support services Single point for business - NBO/IBO

14. 14 Final conclusions TAFE NSW parallel with industry Need to up skill our staff to meet the demands of the 21 st Century Workforce development and ICT systems will be key to increasing our skills and our competitiveness in a global economy Who changes his/her condition changes fortune - Italian proverb