Assignment
toygikiller
SSTFinalBusinessPlan.pdf
SST Strategic Business Plan Final 1
Southern State TAFE – Strategic Business Plan 2016 ‐ 2018
1.0
Strategic Priority An Australian Leader in Customized products and Services
No. Strategic Objective 2016
Key Performance Indicators
2017
Key Performance Indicators
2018
Key Performance Indicators
Leadership
1.1 Up front assessment for all customers
Individual learning plan for all students undertaking
Foundation Skills Apprenticeships and
Traineeships Skills Building
Triage plan developed , finalised and implemented
Individual learning plan for all students undertaking
Skills Creation Skills Deepening
75% successful compliance with triage plan
Individual learning plan for all students undertaking all areas/disciplines
95% successful compliance with triage plan
1.2 First into growth industries and emerging occupations
2 new courses in emerging occupations with signed industry contract
5 new courses in emerging occupations with signed industry contract
5 new courses in emerging occupations with signed industry contract
1.3 Continue to build business sustainability
Revenue growth of 13% compound from 2014
13% business growth per annum in total revenue and units of production: Foundation Skills Skills creation Skills deepening Skills Building Apprenticeships/Traineeships Employment Services
Revenue growth of 10 – 15% compound from 2015
10% business growth per annum in total revenue and units of production: Foundation Skills Skills creation Skills deepening Skills Building Apprenticeships/Traineeships Employment Services
Revenue growth of 10 – 15% compound from 2016
10% business growth per annum in total revenue and units of production: Foundation Skills Skills creation Skills deepening Skills Building Apprenticeships/Traineeships Employment Services
SST Strategic Business Plan Final 2
1.0
Strategic Priority An Australian Leader in Customized products and Services
No. Strategic Objective 2016
Key Performance Indicators
2017
Key Performance Indicators
2018
Key Performance Indicators
Leadership
1.4 Leading in research and development and marketing of new products and services
5 new products developed and taken to market (including 2 in emerging occupations – 1.2)
8 new products developed and taken to market (including 5 in emerging occupations – 1.2)
10 new products developed and taken to market (including 5 in emerging occupations – 1.2)
1.5 Leading in new learner centred educational methods and technologies
50 % of learners achieve first choice in their identified pathways
30 % of enquiries into enrolments
60 % increase in repeat business from enterprise
75 % of learners achieve first choice in their identified pathways
40 % of enquiries into enrolments
70% increase in repeat business from enterprise
95 % of learners achieve first choice in their identified pathways
50 % of enquiries into enrolments
80% increase in repeat business from enterprise
1.6 First rate e‐learning capability 10% increase in MLCR in delivery/assessment not requiring (campus) classroom attendance
15% increase in delivery/assessment not requiring (campus) classroom attendance
10% improvement from 2014 in enrolments exposed to e‐
10% increase in MLCR in delivery/assessment not requiring (campus) classroom attendance
15% increase in delivery/assessment not requiring (campus) classroom attendance
10% improvement from 2015 in enrolments exposed to e‐
10% increase in MLCR in delivery/assessment not requiring (campus) classroom attendance
25% increase in delivery/assessment not requiring (campus) classroom attendance
10% improvement from 2016 in enrolments exposed to e‐
SST Strategic Business Plan Final 3
1.0
Strategic Priority An Australian Leader in Customized products and Services
No. Strategic Objective 2016
Key Performance Indicators
2017
Key Performance Indicators
2018
Key Performance Indicators
Leadership
learning
Equal to or better than National average in National Benchmarking survey for teachers, employers and students
learning
Equal to or better than National average in National Benchmarking survey for teachers, employers and students
learning
Equal to or better than National average in National Benchmarking survey for teachers, employers and students
SST Strategic Business Plan Final 4
2.0
Strategic Priority First choice for our customers in our target markets
No. Strategic Objective 2016
Key Performance Indicators
2017
Key Performance Indicators
2018
Key Performance Indicators
Leadership
2.1 Broad role coupled with a significant profile in NW State
5% increase in completion rates from groups identified with literacy/ numeracy needs
5% increase in completion rates from groups identified with literacy/ numeracy needs
Online employability skills modules completed and deployed in 30% of courses
5% increase in completion rates from groups identified with literacy/ numeracy needs
Online employability skills modules completed and deployed in 50% of courses
2.2 Preferred partner to selected enterprises/clients
Meet business targets identified in annual departmental business development plans
Account management system fully implemented (using client classifications of platinum, gold, silver and bronze) and used to drive achievement of revenue growth targets
Meet business targets identified in annual departmental business development plans
15% increase in revenue from 2015 for platinum and gold targets
Meet business targets identified in annual departmental business development plans
15% increase in revenue from 2016 for platinum and gold targets
SST Strategic Business Plan Final 5
2.0
Strategic Priority First choice for our customers in our target markets
No. Strategic Objective 2016
Key Performance Indicators
2017
Key Performance Indicators
2018
Key Performance Indicators
Leadership
2.3 Key indigenous education provider
20% growth in business in cultural awareness
20% growth in centre offerings from 2014 benchmark
25% of ISEP (Indigenous service education providers) pool
20% growth in business in cultural awareness
20% growth in centre offerings from 2014 benchmark
30% of ISEP (Indigenous service education providers) pool
20% growth in business in cultural awareness
20% growth in centre offerings from 2014 benchmark
35% of ISEP (Indigenous service education providers) pool
2.4 Market share in target markets Achievement of marketing plan Achievement of marketing plan Achievement of marketing plan
2.5 Specialist national and international role
$9.5million international revenue with at least 10% profit
$500,000 national revenue including PPP
International student centre in CBD opened
$12million international revenue with at least 10% profit
$1 million national revenue including PPP
$14.4 million International revenue with at least 10% profit
1.5 million national revenue including PPP
SST Strategic Business Plan Final 6
2.0
Strategic Priority First choice for our customers in our target markets
No. Strategic Objective 2016
Key Performance Indicators
2017
Key Performance Indicators
2018
Key Performance Indicators
Leadership
2.6 Leading in approach to environmental sustainability
80% compliance with sustainability plan
90% compliance with sustainability plan
100% compliance with sustainability plan
2.7 Committed to access and diversity
3% increase and growth in employment and community outcomes for disadvantaged learners
5% increase in diversity of staff profile to reflect client base
5% increase and growth in employment and community outcomes for disadvantaged learners
5% increase in diversity of staff profile to reflect client base
8% increase and growth in employment and community outcomes for disadvantaged learners
5% increase in diversity of staff profile to reflect client base
SST Strategic Business Plan Final 7
3.0
Strategic Priority Leading Lean (Streamlined) Educational Institution
No. Strategic Objective 2016
Key Performance Indicators
2017
Key Performance Indicators
2018
Key Performance Indicators
Leadership
3.1 Customer outcomes focused Minimum 65% customer service satisfaction analysis
Minimum 75% customer service satisfaction analysis
Minimum 90% customer service satisfaction analysis
3.2 Maximise return on contracts 10% profit on all contracts
1.27% cost reduction in all service delivery (internal and external) without a loss of services
10% profit on all contracts
2% cost reduction in all service delivery (internal and external) without a loss services
10% profit on all contracts
2% cost reduction in all service delivery (internal and external) without a loss services
3.3 Lean (streamlining) embedded in all business systems
Lean (streamlining) results in 20% identified improvement in the value stream of business systems in lean projects undertaken
Lean (streamlining) results in 20% identified improvement in the value stream of business systems in lean projects undertaken
Lean (streamlining) results in 20% identified improvement in the value stream of business systems in lean projects undertaken
3.4 Develop SST business performance management culture
5% tolerance + / ‐ against all KPI’s
5% tolerance + / ‐ against all KPI’s
5% tolerance + / ‐ against all KPI’s
SST Strategic Business Plan Final 8
4.0
Strategic Priority A vibrant professional services organisation
No. Strategic Objective 2016
Key Performance Indicators
2017
Key Performance Indicators
2018
Key Performance Indicators
Leadership
4.1 First choice through professional service experience
90% of customer complaints resolved to the satisfaction of the customer
85% Module Load completion rate(MLCR)
92% of customer complaints resolved to the satisfaction of the customer
90% MLCR
95% of customer complaints resolved to the satisfaction of the customer
92% MLCR
4.2 Self reliance: reinvestment of profits into staff capital and equipment
Maintain profit margin at 6.5% of total revenue (ex capital)
70% reinvested over time (not necessarily annually)
30% held in reserve ongoing
Maintain profit margin at 6.5% of total revenue (ex capital)
70% reinvested over time (not necessarily annually)
30% held in reserve ongoing
Maintain profit margin at 6.5% of total revenue (ex capital)
70% reinvested over time (not necessarily annually)
30% held in reserve ongoing
4.3 Project management for products and services
95% compliance with project management methodology principles
95% compliance with project management methodology principles
95% compliance with project management methodology principles
4.4 Develop effective knowledge 90% of staff use knowledge 95% of staff use knowledge 100% of staff use knowledge
SST Strategic Business Plan Final 9
4.0
Strategic Priority A vibrant professional services organisation
No. Strategic Objective 2016
Key Performance Indicators
2017
Key Performance
Indicators
2018
Key Performance
Indicators
Leadership
management systems management system elements management system elements management system elements
4.5 Contemporary VET practitioners
80% of staff have RAPID plans
100% of teachers have completed 30 hours PD
95% of employees identified PD needs are met
90% of staff have RAPID plans
100% of teachers have completed 30 hours PD
95% of employees identified PD needs are met
100% of staff have RAPID plans
100% of teachers have completed 30 hours PD
95% of employees identified PD needs are met
4.6 First choice employer Staff survey identify SST “employer of choice” benchmark
Measure and report number of enquiries from candidates who want to work at SST and reason why
Reduce voluntary turnover by 5%
95% of recruits remain after probation period
5% improvement on 2015 employer of choice benchmark
5% increase in number of prospective employment enquires from 2015
Reduce voluntary turnover by 10%
98% of recruits remain after probation period
5% increase in number of
5% improvement on 2016 employer of choice benchmark
5% increase in number of prospective employment enquires from 2016
Staff turnover reduces to industry best practice standards
98% of recruits remain after probation period
SST Strategic Business Plan Final 10
4.0
Strategic Priority A vibrant professional services organisation
No. Strategic Objective 2016
Key Performance
Indicators
2017
Key Performance Indicators
2018
Key Performance Indicators
Leadership
women at senior level 5% increase in number of women at senior level
4.7 Strengthen our community involvement locally and internationally
Achievement of community engagement plan with 2% annual increase in funds raised for designated projects
Achievement of community engagement plan with 2% annual increase in funds raised for designated projects
Achievement of community engagement plan with 2% annual increase in funds raised for designated projects
