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21st Century How will the role of Institutes

change?

Craig FowlerR/Associate Institute Director

Illawarra Institute17 September 2008

II Leadership Capability Development Program

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Overview

1. The case for change

2. 21st Century vision realised

3. Implications for Institutes

4. Support for change

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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

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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

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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

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21st 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”

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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

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21C - New relationships with industry

• Establish ourselves as agents of workforce development

• Increased partnerships

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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

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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

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The new TAFE Institute Past Future

Undifferentiated Government run and funded organisation

Differentiated competitive business

TAFE systems drive customers Customer drives business

Internal focus on systems, processes and compliance

Externally focussed on business, quality and outcomes

Supply driven delivery Demand driven delivery

Institution/system oriented Learner/customer centred

Reactive, slow and bureaucratic Strategic, responsive and entrepreneurial

Designated positions service customers Integrated customer service

Individual professional development Capability development is driven by customer need

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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

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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

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Final conclusions

• TAFE NSW parallel with industry• Need to up skill our staff to meet the

demands of the 21st 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