Change Plan Communications And Marketing
CHANGE PLANCommunications & MarketingContents1.Background of organisational change .22.Rationale for this organisational change .22.1.3.Design Principles .3Communications & Marketing functions .33.1.Research & Insights .43.2.Industry & Partner Marketing .43.3.Creative Services .43.4.Marketing.53.5.Marketing Technology & Operations .53.6.Corporate Communications .53.7.Corporate Affairs.54.Location considerations .65.Modernisation portfolio roles .66.Consultation and communications.76.1.Consultation and Feedback.76.2.Communication Strategy .77.Support and additional employee considerations .78.Employees impacted by the organisational change .99.8.1.Impact on delivery and students .108.2.Impact on employees with special needs .10Placement process and next steps .119.1.Pre-Placement Process .119.2.Placement Process .129.3.Management of excess employees.149.4.Management of temporary employees .14APPENDIX 1: ORGANISATION CHART .16APPENDIX 2: COMPARATIVE ANALYSIS (FUTURE VS. CURRENT POSITIONS) .17TAFE NSWVersion 1.0Page 1 of 39
1. BACKGROUND OF ORGANISATIONAL CHANGETAFE NSW is Australia's leading provider of vocational education and training with over 500,000 annualenrolments and a reputable history for setting the benchmark for quality service. As the NSW public provider,it supports the NSW Government's priority to grow skills for the economy and jobs of tomorrow. Critically,TAFE NSW plays a vital role in providing vocational education in rural and regional NSW, and job trainingpathways for the most vulnerable in the community.TAFE NSW operates as a single entity with a network of Regions offering the best of campus-based delivery aswell as flexible, online and work-based learning. Collaboration, diversity and the strong relationships betweenRegions contribute to and magnify the value of TAFE NSW and importantly, the benefits that TAFE NSWdelivers to students, employers and local communities.In a rapidly changing economic landscape and an increasingly contestable funding environment, TAFE NSWneeds to be more competitive. TAFE NSW is embracing the challenge of modernising the organisation to be acorporate, commercial and sustainable business while maintaining its wider economic and social role insupporting the NSW Government's goals. Refocusing TAFE NSW to become more customer-focused and morecommercially aware will be a necessary foundation for TAFE NSW’s future success.This organisational change within the Communications and Marketing branch is critical to TAFE NSW’s goals ofmodernisation, and ensuring a sustainable future within an increasingly competitive environment.2. RATIONALE FOR THIS ORGANISATIONAL CHANGEThe following section outlines the principles and rationale used to develop the proposed organisation designfor One TAFE and for the Communications and Marketing function.A consistent approach was used in the design of the ONE TAFE operating model, supported by an underlyingset of principles, including: Building an organisation that enables TAFE NSW to compete on the global stage as a world classeducation provider. Designing and incorporating into our operation controls, policies and procedures that deliverconsistency and quality. Enabling regions with the freedom to focus on the provision of education products and services to ourcustomers. Developing a business partnering model that links regions with corporate functions. Dispersing corporate office functions across the state to work together through communicationstechnology. Designing and endorsing processes that reduce duplication and identify responsibilities andaccountabilities.These principles informed the proposed structure, in addition to the specific considerations for each functionalbranch (described below in Section 2.1).TAFE NSWVersion 1.0Page 2 of 39
2.1. Design PrinciplesWithin the context of the design principles for One TAFE, a subset of design principles applicable to theCommunications and Marketing Branch have been used. The Communications and Marketing Branch will to bring together the current ten Institutes’communication and marketing functions that have historically been operating autonomously, andgoing to market as competitors with individual TAFE brands and activity. By capitalising on opportunities for efficiency and designing a unified communications and marketingfunction, TAFE NSW will be able to:oLeverage the scale of TAFE NSW (intellectual assets, workforce, infrastructure and geographicreach) to support the organisation’s objectives to grow enrolments, revenue, completions,profitability and to operate commercially in a competitive contestable market.oGrow new student enrolments and revenue for TAFE NSW by going to market with a single TAFENSW brand to rapidly, efficiently and effectively establish and position that brand strongly in themarket.oReduce duplication of effort, advertising spend, investments and strategic initiatives across TAFENSW, and re-allocate resources to drive additional new student enrolment and revenueoutcomes via engagement in high profile marketing and sponsorship activities, strategic partnerinitiatives and growth industries and segments.oGain transparency over all communication and marketing activities and performance, with theimplementation of integrated digital platforms and systems to deliver accurate and consistentreporting to provide insights for optimising spend and activity to generate better outcomes.oBuild a team of communications and marketing specialists to support the delivery of keyfunctions, enabling greater depth of expertise and experience in the team to deliver best in classperformance.oDevelop a team structure that enables clear succession planning, identifies capability buildingrequirements and offers more career development opportunities for our employees.3. COMMUNICATIONS & MARKETING FUNCTIONSUnder the new Communications & Marketing Branch structure there are eight functions: Research & Insights,Industry & Partner Marketing, Creative Services, Marketing, Marketing Technology & Operations, CorporateCommunications, Corporate Affairs, and Student Sales. This organisational change addresses all functionswithin Communications & Marketing except Student Sales. This unit will be addressed in Phase 2 in a laterconsultation group and will remain largely regionally based.The purpose of the Communications and Marketing Branch is to deliver consistent revenue growth for TAFENSW, building and delivering a cohesive OneE TAFE customer-led marketing and brand strategy for allstakeholders and customers across the entire organisation.TAFE NSWVersion 1.0Page 3 of 39
3.1. Research & InsightsThe Research and Insights function builds and executes the TAFE NSW marketing research plan, deliveringinsights for the Branch to support marketing plans, communications plans, campaigns, student sales andbusiness development plans. The function completes both primary and secondary research and deliversinsights and analysis of market trends, competitors, segments, campaigns, marketing and sales channels,customer profiles, and partnerships.3.2. Industry & Partner MarketingThe Industry and Partnership Marketing function delivers annual TAFE NSW enrolment and engagementtargets for key industry sectors (SkillsPoints) via the design and execution of the TAFE NSW Industry(SkillsPoints) Marketing and Student Sales Plan. The function also supports business development growthtargets via effective Business-to-Business (B2B) marketing and is responsible for establishing commercial comarketing partnership opportunities with targeted organization’s aligned to the TAFE NSW brand. Thefunction acts as the interface between the SkillsPoints and the Communications, Student Sales and Marketingteams.3.3. Creative ServicesCreative Services functions as the in-house creative agency for TAFE NSW’s creative deliverables includinggraphic design, web and digital design, copywriting, and video production. This function delivers excellentquality, on-brand creative deliverables to position TAFE NSW as a leading and innovative brand in theeducation marketplace, supporting the achievement of lead generation targets, brand awareness and overallTAFE NSWVersion 1.0Page 4 of 39
TAFE NSW business objectives. The function supports the delivery of campaigns, with a particular focus ondeliverables required by the Corporate Communications and Industry & Partnership Marketing teams. As thereis now a greater level of expectation and development on this function, it will be co-located.3.4. MarketingThe Marketing function is responsible for leading the development and implementation of TAFE NSW brandstrategy and marketing plans to achieve enrolment targets, brand awareness and overall TAFE NSW businessobjectives. The function works across the entire Branch to develop the annual integrated TAFE NSW marketingand communications plan and activity calendar. This function implements best in class marketing campaignsand activities stemming from deep customer and market insight, to deliver accurate messaging, channelselection and creative execution to deliver TAFE NSW enrolment targets. The function delivers the overallTAFE NSW lead generation target for marketing via large-scale integrated campaigns, events, sponsorships,social media programs, international and digital marketing. The function is accountable for the ongoingdevelopment and support of the TAFE NSW brand strategy and owns and delivers the brand health targets.3.5. Marketing Technology & OperationsThe Marketing Technology & Operations function is responsible for optimising the connection betweenmarketing and ICT and for making evidence-based recommendations regarding technologies, platforms andtheir implementation across the marketing team to support the delivery of the TAFE NSW Marketing andCommunications strategy. The function also supports all operational requirements of the Marketing,Communications, and Student Sales team members through effective planning, training, policy and processdevelopment, and adhering to compliance requirements. The function is accountable for marketing andcommunication policies for TAFE NSW, and coordinating and enforcing TAFE NSW policies impacting theCommunications and Marketing Branch.3.6. Corporate CommunicationsThe Corporate Communications function is responsible for developing and executing the overarchingcommunications strategy for TAFE NSW, which drives and promotes TAFE NSW’s brand, supports enrolmentsand helps build TAFE NSW’s reputation with all key stakeholders and the community at a local level. Thisincludes supporting staff engagement through effective internal communications, stakeholdercommunications, and promotion of TAFE NSW staff and students through a proactive local media strategy. Thefunction delivers effective media and communications at a local level, builds strong relationships with localmedia, and supports the regions with staff and stakeholder engagement.3.7. Corporate AffairsThe Corporate Affairs function is responsible for providing strategic counsel to the Managing Director andTAFE NSW Executive to help protect and enhance the organisation’s reputation. This will be achieved throughthe development and execution of a proactive corporate communications strategy with key media andindustry leaders and the effective management of issues that may impact the TAFE NSW brand andreputation. This function builds relationships with key corporate media with a statewide or national focus andserves all media enquiries relating to the Managing Director and the TAFE NSW Corporate Office. The functionis the interface with communications and media counterparts in the Minister’s Office.TAFE NSWVersion 1.0Page 5 of 39
4. LOCATION CONSIDERATIONSThe rationale underpinning the locations of specific Communications and Marketing roles is largely influencedby the Communications and Marketing delivery model. There are four location models: Central function – Ultimo Central function - Sydney and Western Sydney Central function – Regional Region execution function – RegionalMany team roles will come under the Central function – Sydney and Western Sydney model due to thecollaborative and integrated nature and requirements of the positions to support the overarching TAFE NSWcommunications and marketing strategy and activities.The Central function – The regional model allows for certain central function positions to operate fromregional locations. These roles have been assessed on the outputs and requirements of individual positions,and the ability of that role to operate effectively away from the Sydney team.The Delivery Group (Regions plus TAFE Digital) execution function – This model is for specific roles where themain function of the position is to execute the overarching TAFE NSW marketing strategy and communicationson a local and regional level, mainly through local events and media with positions within each Region forthese functions.5. MODERNISATION PORTFOLIO ROLESTo assist with establishing the new team, this Change Plan includes some temporary modernisation positions.These positions are highlighted in the organisational charts at Appendix 1.These temporary positions can range in duration from six months to two years. To increase opportunities forTAFE NSW employees to apply for these positions all modernisation positions be location optional.Where possible, modernisation positions will be filled through an internal Expression of Interest involving amerit selection process. However, there may be positions across different change initiatives where there is aneed to bring in a specialist resource or additional resources to support internal resourcing levels. In thesecircumstances a range of strategies will be adopted to engage employees external to TAFE NSW.Employees directly appointed to a permanent position within the new structure can still apply formodernisation positions (while maintaining the permanency attached to their substantive positions).Employees not directly appointed to a permanent position will also have the opportunity to apply for thesemodernisation positions.TAFE NSWVersion 1.0Page 6 of 39
6. CONSULTATION AND COMMUNICATIONS6.1. Consultation and FeedbackOn 20 March 2017, employees and unions were presented with the proposed structure for theCommunications & Marketing Branch prior to consultation commencing. During the four-week Consultationphase (20 March to 13 April 2017), feedback submissions were received from employees, leaders and Uniondelegates.A large volume of feedback sought clarity and provided feedback around resourcing levels, location, positiondescriptions accountabilities, grading and essential requirements. Key questions were raised regardingwhether the International functional unit, which covers sales, agency and international students wasincorrectly omitted from this organisational change, however on further investigation it was confirmed to beout of scope.Feedback received from the Consultation phase has been given due consideration, and a thematic responsedocument, which responded to feedback and any resulting changes to the proposed structure, was preparedand published.6.2. Communication StrategyA comprehensive communication strategy has been formulated to ensure all impacted employees andrelevant stakeholders including unions are consulted with throughout this organisational change. Thefollowing mechanisms will be utilised throughout this change process:a.Briefing sessions to outline key features of the changeb.Meetings with key stakeholders including unions to discuss the proposalc.Dedicated intranet pages with access to change documentation and FAQs about the proposal andchange processd.A dedicated feedback channel on the intranet for employees and stakeholders to provide theirfeedbacke.Access to relevant policies and HR business partners to assist with policy interpretationf.A thematic response document outlining the key themes and feedback received, along with responsesand key changes to the proposed structure, at the end of consultation7. SUPPORT AND ADDITIONAL EMPLOYEE CONSIDERATIONSSeveral strategies have been identified to support and reduce the impact on affected employees during thisorganisational change process as follows:a.Ensuring functions are spread throughout the state to support TAFE NSW’s regional presenceb.The reduction of boundaries for what is deemed to be a Sydney metro location - this is nowconsidered to fall within the Sydney and Western Sydney RegionsTAFE NSWVersion 1.0Page 7 of 39
c.Consideration of Long Term Temporary employees and employees on Higher Duties who meet thecriteria at Step 1 of the Placement Processd.When assessing if a current position is substantially the same as a future position, a benchmark of 50%accountability and scope match was utilised in the comparative assessment.The health and wellbeing of our employees is essential to the success of TAFE NSW’s future. The followingsupport framework has been established.Type of SupportDetailsHow to contactEmployeeAssistance Program(EAP)If you would like assistance at any time during this process,advice and support is available from a confidentialcounselling service under the Employee Assistance Programprovided by Davidson Trahaire Corpsych. EAP counsellorswill be present onsite at all locations on day 1 of theconsultation, and will make contact with all impactedemployees during weeks 2 and 3 of the consultationprocess.Call toll free: 1300360 364 or visit:www.davcorp.com.auManager AssistThis service is specifically for managers and leaders toprovide support relating to team issues, also provided byDavidson Trehaire Corpsych.Call toll free: 1300360 364 or visit:www.davcorp.com.auMoney AssistMoney Assist provides confidential counselling, coachingand assistance to achieve enhanced financial wellbeing. Thisservice is available to all employees and provided byDavidson Trehaire CorpsychCall toll free: 1300360 364 or visit:www.davcorp.com.auCareer TransitionServices (CTS)This is a specialised service available to all impactedemployees during organisational change. Services providedinclude resilience workshops, as well as coaching and shortcourses, preparing staff for any future job searches (e.g.Resume writing, interview preparation skills etc).Speak with yourPeople and Safety(HR) representativeThe service will also have the capability to match surplusemployees to new opportunities in both the private andpublic sector. If there are skill gaps for any excessemployees, they will be offered to partake in smart & skilledcourses within TAFE NSW.Hudson has coaches who are based in each Geographicalregion, which will drive consistency, as well as access tosubject matter experts, specialising in the public sector,Aboriginal, disabled and mature aged workers.TAFE NSWVersion 1.0Page 8 of 39
Line ManagerEmployees are encouraged to speak to their Line Manager ifthey have any concerns or are feeling anxious about theproposed changesLine Manager8. EMPLOYEES IMPACTED BY THE ORGANISATIONAL CHANGEThe Table below shows the breakdown by classifications and the impact on positions of the l Education OfficerChief Education OfficerSenior Education OfficerClerk Grade 11/12TAFE Manager 1TAFE Manager 2TAFE Manager 3TAFE Manager 4TAFE Manager 5TAFE Manager 6PSSE Band 1Senior Officer Grade 1Senior Officer Grade 2Senior Officer Grade 3TAFE Worker LEVEL 2TAFE Worker LEVEL 3TAFE Worker LEVEL 4TAFE Worker LEVEL 5TAFE Worker LEVEL 6TAFE Worker LEVEL 7TAFE Worker LEVEL 8TAFE Worker LEVEL 9TotalsTAFE NSWProposedNetCurrentPosition FTECurrentOccupied FTECurrentVacant FTEProposedFuturePosition FTENet Impact onPosition .06.0-15.03.0154.8100.354.5103.0-51.8Version 1.0Page 9 of 39
The Table below shows the breakdown by classifications and the impact on employees of the proposedorganisational change.CurrentClassificationPrincipal Education OfficerChief Education OfficerSenior Education OfficerClerk Grade 11/12TAFE Manager 1TAFE Manager 2TAFE Manager 3TAFE Manager 4TAFE Manager 5TAFE Manager 6PSSE Band 1Senior Officer Grade 1Senior Officer Grade 2Senior Officer Grade 3TAFE Worker LEVEL 2TAFE Worker LEVEL 3TAFE Worker LEVEL 4TAFE Worker LEVEL 5TAFE Worker LEVEL 6TAFE Worker LEVEL 7TAFE Worker LEVEL 8TAFE Worker LEVEL ployees(Steps 1-3)EligibleEmployees(Step 6)*ProposedFuturePosition FTENet Impact .0-4.06.01056243103-2* includes employees who do not meet the criteria for LTT or Higher Duties8.1. Impact on delivery and studentsThe finalised organisation structure has been designed to assist realising the One TAFE vision through theStrategic Plan. It’s intended to bring together people in a common structure to use the best of breed processeswith systems and in doing so strengthen TAFE NSW’s focus on customers. The organisational changes do notdirectly impact service delivery.The underlying basis of this organizational change is to keep as many positions as possible spread across theState, with the key objective being that it does not impact training delivery in rural communities.8.2. Impact on employees with special needsEmployees identified with special needs that are impacted by this organizational change will be supported byPeople and Safety employees through individual case management. Processes will be put in place to ensureTAFE NSWVersion 1.0Page 10 of 39
that reasonable adjustments are implemented to support them through the change and implementationphases. Any employees requiring support should make contact with, and advise local People and Safetyemployees as soon as possible.9. PLACEMENT PROCESS AND NEXT STEPS9.1. Pre-Placement ProcessPrior to commencing the placement process, it is necessary to ensure that all affected employees and resultingimpacts have been identified appropriately.All employees eligible for placement as part of the Communications and Marketing implementation willreceive a letter via email confirming: Matching status – whether or not their position has been directly matched to any position(s) withinthe new structure For temporary employees, this include whether they meet the criteria to be deemed a long termtemporary employee for the purpose of the Placement ProcessEmployees do not have to take any action when they receive their letter unless they wish to seek a review orwithdraw from a position match.Reviews may be requested based on one or more of the following reasons:Review categoryExamples of why employees might seek a reviewMatching OutcomeThere might be a different position that an employee wasexpecting to be matched to and wasn’tLong Term Temporary EmploymentStatusA temporary employee might believe they meet the criteria to beconsidered a Long Term Temporary Employee (for the purposes ofthe Placement Process)Inability to meet the requirements ofthe positionAn employee might determine they do not possess the essentialrequirements of the position and are therefore unable toundertake the position e.g. they do not hold the formalqualification requiredLocationAn employee might believe that the location match isunreasonableAn employee may choose to withdraw from a position match that is: Outside location limitations In a different Enterprise Agreement to their current position (e.g. CEO position being mapped to TM1position)Employees will have five business days to submit a request for review / withdrawal.TAFE NSWVersion 1.0Page 11 of 39
The review process will take approximately three weeks allowing for any further enquiries to be conducted.Employees who request a review will receive personal notification of the outcome. Regional People and Safetyrepresentatives will be available to offer support and advice to employees who are considering requesting areview. Once this pre-placement process has been finalised, the placement process as it applies to themodernisation program will commence.9.2. Placement ProcessFor the purposes of the modernisation program only, the following placement process will be adopted:Step 1Direct appointmentDirect appointment will be to positions at the same or similar location for: current permanent employees,Long Term Temporary employees*, andemployees on higher graded temporary appointments**;directly impacted by the particular organisational change where they are:a) at the same grade, andb) substantially same position, andc) there are the same or more positions than employees.Step 2Pooled assessmentA pooled assessment process to rank employees for appointment to the availablepositions, at the same or similar location, based on order of merit for: current permanent employees,Long Term Temporary employees*, andemployees on higher graded temporary appointments**;directly impacted by the particular organisational change where they are:a) at the same grade***, andb) substantially same position, andc) there are more employees than there are positions;Step 3Self-matchingPositions that are not filled through Steps 1 or 2, will be made available to all: current permanent employees,Long Term Temporary employees*, andemployees on higher graded temporary appointments**;impacted by the particular organisational change who have not been placed for the purposesof self-matching and priority assessment to positions. This occurs in accordance with the salarymatching principles outlined in the Case Management and Redeployment Guidelines.TAFE NSWVersion 1.0Page 12 of 39
TAFE NSW excess employeesStep 4TAFE NSW Positions that are not filled through Steps 1, 2 or 3 will be made available to allexisting excess employees across TAFE NSW for the purposes of matching and priorityassessment to positions. This occurs in accordance with the salary matching principles outlinedin the Case Management and Redeployment Guidelines.Sector-wide redeploymentStep 5Positions not filled through Steps 1, 2, 3 or 4 will be made available for excess employeessector-wide for redeployment job matching.External merit-based selectionStep 6All remaining positions not filled through Steps 1-5 will be advertised externally for meritbased selection.Note: The above placement process is an agreed guideline and does not waive the managerial discretion of theManaging Director to determine a variation from the process, particularly having regard to the best interestsof TAFE NSW and considering the right
By capitalising on opportunities for efficiency and designing a unified communications and marketing function, TAFE NSW will be able to: o Leverage the scale of TAFE NSW (intellectual assets, workforce, infrastructure and geographic reach) to support the organisati
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