Page 1 “My Voice” staff survey may – june 2011 high-level results Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 2 The 2011 survey of Sydney Institute: Was based on a core set of questions drawn from the Voice Engagement Survey and a number of tailored questions specific to Sydney Institute Comprised a total of: 141 agree/disagree questions, 2 open-ended questions, 14 demographic questions Introduced new scales for Local Leadership, Entrepreneurship / Commercial Outcomes, Survey Response, Faculty Arrangements, Investment in Sydney Institute and Internationalisation Used the following definitions Organisation = TAFE NSW Sydney Institute Senior Management = Sydney Institute Executive (includes the Institute Director, College Directors and Other Senior Managers) Local Management = Your Head of College / Service and other Senior Managers within your local area Manager = the person you directly report to, i.e. your line manager methodology Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 3 The 2011 survey of Sydney Institute: Was “live” for 3 weeks: Officially open Tue 31 May to Fri 10 June Follow-up period Sat 11 June to Sun 19 June Achieved an overall response rate of 29% based on completions of 1477 online surveys from a targeted population of 5181 Achieved a response rate of 64% for Payroll A staff and 9% for Payroll B staff Had a margin of error for the overall sample of 2.0% Took an average of 17 minutes to complete methodology Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 4 demographics Groups with less than 10 responses are not separately analysed elsewhere in this report Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 5 demographics Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 6 demographics Groups with less than 10 responses are not separately analysed elsewhere in this report Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 7 PASSION Index Technology Facilities Processes Safety Resources PURPOSE Recruitment & Selection Local Leadership Learning & Development Cross-Unit Cooperation Involvement Rewards & Recognition Supervision Performance Mgmt/Annual Review Senior Leadership Results Focus Organisation Direction Ethics Mission & Values Role Clarity Diversity Talent Motivation & Initiative Teamwork Work/Life Balance Wellness Flexibility PARTICIPATIONPROPERTYPEOPLEPEACE EDUCATION & OTHER Organisation Commitment Job Satisfaction Intention To Stay PROGRESS Index Organisation Objectives Change & Innovation Customer Satisfaction Medium >=80% 50<80% <50% High Low Legend performance overview Voice Project Survey Report, (c) Voice Project Pty Ltd. Career Opportunities Career Opportunities Community / Industry Engagement Teaching Environmental Sustainability Entrepreneur / Commercial Outcomes Systems Faculty Arrangements Investment in Sydney Institute Workload International- isation

Page 8 performance details Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 9 gap analysis higherlower higher maintain prioritise Practices towards the right (higher “importance”) have a greater impact on Passion and Progress based on your data. Ideally, practices should rest in the oval where there is a good match between performance and importance. Practices in the bottom right corner are potential priorities for action. Voice Project Survey Report, (c) Voice Project Pty Ltd. promote limit

Page 10 top 10 % fav Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 11 top 10 tertiary edu bench Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 12 top 10 changes Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 13 bottom 10 % fav Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 14 bottom 10 tertiary edu bench Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 15 bottom 10 changes Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 16 top 10 gaps Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 17 weather map Medium >=80% 50<80% <50% High Low Legend cluster college / directorate Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 18 weather map Medium >=80% 50<80% <50% High Low Legend classification group Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 19 risk analysis Medium >=80% 50<80% <50% High Low Legend Voice Project Survey Report, (c) Voice Project Pty Ltd. cluster college / directorate

Page 20 risk analysis Medium >=80% 50<80% <50% High Low Legend Voice Project Survey Report, (c) Voice Project Pty Ltd. classification group

Page 21 Q142 List the three greatest strengths of Sydney Institute 66% of participants gave a text response text responses Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 22 Strength A: Talent (27%) Staff are more than competent Teaching staff Quality teachers Its teachers’ professionalism Talent of the staff Its people - passionate, intelligent and progressive Good people with good intentions Its teachers, both full- and part-time The people who work here Support staff Well experience teachers and staff The dedication and talent of some of the teaching staff The work of some of the support staff Sydney Institute staff who have a wealth of experience and knowledge Its front line people text responses Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 23 Strength B: Customer Satisfaction (20%) Sydney Institute offer courses relevant to communities’ needs Willingness to listen to customers and improve our product Staff care about individual students The teachers are very approachable and willing to help Teachers commitment to their students Its success rate in getting people jobs Student loyalty Sydney Institute offers specific courses with specific skill sets Range of courses offered Variety of courses on offer Students are taught immediately applicable state-of-the-art professional skills for utilisation in industry Commitment to provide excellent customer service Producing a good product even though funding and resources are limited Student support services text responses Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 24 Strength C: Location (15%) Sydney Institute’s geographical position Colleges relatively close Location The central location College locations Centrality to CBD Its locality Covers large parts of Sydney region We have locations and facilities across a wide geographical area where we can deliver services Sydney Institute has campuses located across Sydney which enables easy access for most Courses taught at lots of locations close to where students live Position close to transport Location to ferry, bus, train text responses Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 25 Q143 List three ways Sydney Institute could be improved 67% of participants gave a text response text responses Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 26 Improvement A: Processes (17%) Reduce bureaucratic level Simplify and streamline our approach to products and resource development Stop the duplication of work and have integrated systems More user friendly systems - improve things like SAP Systems like SAP are clumsy and difficult to manage Simplification of SAP Less admin duties so teachers can devote time to their students/courses No faculty model - it is too internally focussed Consistency in all areas of processes Decision making should be more transparent More flexible systems to enhance flexible solutions Reduce and streamline paperwork systems wherever possible for teachers and head teachers Integration of systems to reduce ‘double handling’ and duplication Mirror successful processes in use in other institutes text responses Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 27 Improvement B: Recruitment & Selection / Staffing Issues (17%) We often lose good staff and the wealth of knowledge and information they have because we cannot offer them anything more stable Recruit more clerical staff Increase mid-level staff, decrease number of senior managers Employ more permanent teachers Recruitment has always been poor. Mostly its always been who you know not what you know Recruitment of the right person for the job is critical Employees are overworked because of a lack of resources Employ less managers and directors and increase local staff number Better staffing and work delegation Ensure the right managers with skills and abilities are appointed Develop recruitment processes that are less cumbersome, time-consuming and unresponsive Attract younger people into the organisation through targeted recruitment drive text responses Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 28 Improvement C: Learning & Development (12%) Stronger emphasis on career planning with more secondment opportunities to work in other sections of the Institute Support for training packages Better training for staff in innovative technology that will attract students Professional development for part-time staff Increased training in computer applications More specific staff training on teaching skills More customer service training of front line staff Using our teaching resources to train our own staff for their career development and improvement Investment in staff development for long-term casual staff Staff need to be assisted to upgrade their qualifications to introduce new degrees Compulsory return-to-industry for teaching staff to stay current Opportunities for teachers to be supported financially and time-wise to obtain higher degrees text responses Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 29 Improving the effectiveness and transparency of recruitment and selection processes, and ensuring that clear selection criteria enable the right type of people to be placed in the right roles Addressing concerns about career opportunities by facilitating greater career planning, investing in skill development and training, and making staff more aware of opportunities for them to progress their career within Sydney Institute Improving confidence in senior management and the extent to which they are seen as good role models, primarily through transparent decision making and effective communication with staff Increasing consultation with staff and encouraging their involvement and input, particularly into decision making processes which may affect their day-to-day activities Ensuring staff feel their input is heard and valued by highlighting clear links between employees’ feedback and suggestions, and various organisational improvements or initiatives When examining your performance on issues that appeared to be important, the highest priorities appear to be: recommendations Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 30 Celebrate strengths and promote them to staff, clients and key stakeholders Circulate and explain results to the upper and middle management levels, and discuss the meaning, implications and likely next steps in the use of the results Communicate high-level results of this survey to staff, and briefly explain the actions and next steps that will be taken in response to the survey Schedule more detailed action planning, either as an independent initiative associated with the survey or embedded within existing ongoing organisational planning Inform staff of any follow-up actions as they occur and clearly link these actions to the survey feedback These critical steps must now be undertaken regarding the implementation of this survey: next steps Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 31 additional slides Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 32 weather map Medium >=80% 50<80% <50% High Low Legend ESL employment status Voice Project Survey Report, (c) Voice Project Pty Ltd. Aboriginal or Torres Strait Islander

Page 33 weather map Medium >=80% 50<80% <50% High Low Legend disability req. adj. disability Voice Project Survey Report, (c) Voice Project Pty Ltd. parent with dep. primary carer gender

Page 34 weather map Medium >=80% 50<80% <50% High Low Legend age Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 35 weather map Medium >=80% 50<80% <50% High Low Legend tenure at Sydney Institute Voice Project Survey Report, (c) Voice Project Pty Ltd. tenure at TAFE NSW

Page 36 risk analysis Medium >=80% 50<80% <50% High Low Legend Voice Project Survey Report, (c) Voice Project Pty Ltd. ESL employment status Aboriginal or Torres Strait Islander

Page 37 risk analysis Medium >=80% 50<80% <50% High Low Legend Voice Project Survey Report, (c) Voice Project Pty Ltd. disability req. adj. disability parent with dep. primary carer gender

Page 38 risk analysis Medium >=80% 50<80% <50% High Low Legend Voice Project Survey Report, (c) Voice Project Pty Ltd. age

Page 39 risk analysis Medium >=80% 50<80% <50% High Low Legend Voice Project Survey Report, (c) Voice Project Pty Ltd. tenure at Sydney Institute tenure at TAFE NSW

Page 40 Strength D: Organisation Objectives (15%) Our history Its size Age of Institute Market presence History of success The Institute is in a favourable financial position due to its non-core activity Its history and performance Quality Strength in size Number of students Industry standing Maintaining with both local and international standard The courses are nationally and internationally recognised It is the biggest institute in NSW It is an established institution text responses Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 41 Strength E: Mission & Values (14%) Public education Affordable The majority of students are lovely and a pleasure to teach An aim to reach those who need a helping hand to get on with their education Its role and successes in the many communities of Sydney and its influence on these communities The care and approach of Outreach to meeting disadvantaged students’ needs Commitment to access for all Provides a crucial role in the community Provides assistance for disabled students Education improves people’s lives. We mostly do it well for many people, especially those who are not so well off Broadening options for those whose lives might otherwise be limited text responses Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 42 Strength F: Brand / Reputation (13%) Quality of the ‘brand’ Good reputation Reputation and branding Familiarity - people know TAFE SIT Well recognised brand name Brand image Everyone knows what TAFE is and what it stands for Well known in the community Reputation for development of skilled based approach to training Known and valued in the in the wider community Reputation is of a high level Our reputation in the marketplace Good public image The continuing reputation especially for ‘trade’ expertise Great strength in its reputation text responses Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 43 Improvement D: Technology (11%) Invest in technology that works Upgrade computers Keep computers and technology up to date with industry More computer resources Updated technology for each section to assist with commercial activities Strengthening the use of technology to improve service provision such as educational delivery throughout the organisation Technology should be available to all permanent/temporary staff Make the Sydney Institute intranet homepage user friendly More technology computer access for students as students cannot afford to purchase the industry specific software Response times for technology problems Technology available in classrooms Invest in current and emerging technologies in order to provide the skills and knowledge students will need in tomorrow's workforce Invest more smartly in IT text responses Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 44 Improvement E: Facilities (11%) Modernise facilities for students and staff Upgrade classroom facilities Upgrade campus to better allow students to have work and group areas outside of classrooms Improved car parking Parking - we lose staff and students Better campus facilities and adequate budgets for proper maintenance Facilities really need updating in some colleges to make for a more pleasant and modern environment for our students and staff Providing a better physical environment for long term part time teachers Buildings and infrastructure needs updating Upgrading furniture and appearance would give greater credibility to prospective students On campus sporting facilities Sydney Institute needs to upgrade its facilities and technology to meet the expectations of students text responses Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 45 Improvement F: Involvement (10%) No consultation with teachers on expenditure of surplus funds Action to be taken on My Voice Survey Have managers that listen to staff and hear what they are saying More engagement and communication with all levels of staff Listen to what teachers want Top managers should listen to teachers by meeting with them without local managers around Listening to teaching staff’ issues rather than just directing them Recognising and listening to staff who are good at what they do Decision making should be more transparent Consult with staff without a hidden agenda Small voices should be heard and taken into account More input allowed by teachers who are actually teaching the content More consultation with end users should be undertaken before implementing new systems text responses Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 46 Improvement G: Resources (10%) Money for marketing activities If sections deliver commercial programs, more of those funds should go back to the teaching section Get resources to sections that cannot generate income from the community to fund additional section needs Extra section funding if section performs well Money wasted on replacing classroom furniture which is perfectly serviceable Spend money investing in real teaching resources Budget for more teaching resources Resource consolidation and sharing Spending wisely More funds for better equipment New equipment Update equipment to meet industry standards Savings able to be banked into the next financial year text responses Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 47 Improvement H: Cross-Unit Cooperation (10%) Communication has improved overall, but many areas are still only concerned with their own section Greater communication between areas Better communication between management, staff and teachers Improved communication and cooperation between sections Better communication within the Institute and its colleges Better interaction between faculties Competition amongst sections causes friction More social interaction More sharing of ideas between similar departments through yearly meetings More networking between colleges More efficient communication methods across all of Sydney Institute All people learn to share resources Opportunities for getting to know other people within the Institute Better integration of the Sydney Institute identity across all colleges text responses Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 48 top 10 impacting passion Voice Project Survey Report, (c) Voice Project Pty Ltd.

Page 49 top 10 impacting progress Voice Project Survey Report, (c) Voice Project Pty Ltd.