February 2007

Francesca Saccaro

Carl Thompson

Lara Blackwell

Sustaining the SparkSustaining the SparkCorporate relationship buildingCorporate relationship building

Country Energy and TAFE NSWCountry Energy and TAFE NSW

Outline of presentationOutline of presentation

1. Country Energy 1. Country Energy

2. TAFE NSW National Business Office2. TAFE NSW National Business Office

4. Client Management Model4. Client Management Model

5. Assistance with Funding5. Assistance with Funding

3. Building Relationships3. Building Relationships

Australia’s largest regional utilityAustralia’s largest regional utility

870,000 retail electricity 870,000 retail electricity customerscustomers

24,200 gas network customers in 24,200 gas network customers in NSW NSW

10,000 water and sewerage 10,000 water and sewerage customerscustomers

141 offices, customer centres and 141 offices, customer centres and field service centresfield service centres

$1.9 billion in annual revenue, $1.9 billion in annual revenue, placing Country Energy in placing Country Energy in Australia’s top 150 companies Australia’s top 150 companies

A profitable energy retailer in five Australian states and territories.

Australia’s largest electricity networkAustralia’s largest electricity network

4,200 employees4,200 employees

Manages Australia’s largest energy Manages Australia’s largest energy supply network covers 95% of NSWsupply network covers 95% of NSW

195,000 kilometres of powerlines, 195,000 kilometres of powerlines, 1.4 million power poles, and 1.4 million power poles, and 113,000 distribution substations 113,000 distribution substations

620 new apprenticeships since 620 new apprenticeships since 2001 2001

Established a multi-award winning Established a multi-award winning Indigenous Employment Program Indigenous Employment Program

Nine locally managed regions, close to

customers and their communities.

What is the Powerful Skills Initiative about ?What is the Powerful Skills Initiative about ?

Identifying the competencies /qualifications Identifying the competencies /qualifications required in the workplacerequired in the workplace

Determining the competencies and Determining the competencies and qualifications already held by our staffqualifications already held by our staff

Identifying individual’s development needsIdentifying individual’s development needs

Implementing the Initiative Implementing the Initiative into Country Energyinto Country Energy

The initiative has 3 main phases.

These are:

1. Consultation, Development and Communication Phase

2. Implementation Phase

3. Monitor and Review Phase

CE’s GoalsCE’s Goals

Align training outcomes to National requirementsAlign training outcomes to National requirements

Strategic alliance between TAFE NSW and Country Strategic alliance between TAFE NSW and Country EnergyEnergy

Incorporate a mentoring system and processes Incorporate a mentoring system and processes into Country Energy (CE)into Country Energy (CE)

Introduce a learning and development model for Introduce a learning and development model for T/LsT/Ls

Add capacity and competitiveness to CE by Add capacity and competitiveness to CE by building the skills base of its workforcebuilding the skills base of its workforce

Country Energy’s FootprintCountry Energy’s Footprint

Sth Western285 staff

North West301 staff

Northern353 staff

Far North Coast456 staff

Mid North Coast1,015 staff

Central West489 staff

Sth Eastern506 staff

Riverina245 staff

Far West256 staff

NEI

WI

RI

NCI

HI

II

Organisation Challenges (CE)Organisation Challenges (CE)

Confronting a dynamic, highly regulated, and contestable Confronting a dynamic, highly regulated, and contestable market market

Develop new skills and abilities in our existing workforceDevelop new skills and abilities in our existing workforce

Skill and empower our T/Ls as mentors to drive the change Skill and empower our T/Ls as mentors to drive the change at the workplace levelat the workplace level

Ensure training, assessment and skills recognition is Ensure training, assessment and skills recognition is targeted to meet clearly identified current and future needstargeted to meet clearly identified current and future needs

Achieve maximum leverage from our training budgetAchieve maximum leverage from our training budget

Organisation Challenges (TAFE)Organisation Challenges (TAFE)

Contextualising training services to reflect CE’s systems / Contextualising training services to reflect CE’s systems / processesprocesses

Expand “Best Practice” flexible delivery across TAFE NSW (non Expand “Best Practice” flexible delivery across TAFE NSW (non traditional time, location and delivery methods)traditional time, location and delivery methods)

Move from a didactic approach to a more blended delivery Move from a didactic approach to a more blended delivery method method • Customised skills gap training programs with flexible delivery Customised skills gap training programs with flexible delivery

optionsoptions

New ESI TDR on TAFE NSW scope New ESI TDR on TAFE NSW scope • Development of associated learning and assessment resourcesDevelopment of associated learning and assessment resources• Capability to deliver – teachers with appropriate experience Capability to deliver – teachers with appropriate experience

and qualifications in CE’s footprintand qualifications in CE’s footprint

Common ChallengesCommon Challenges Recognising and validating Country Energy’s Recognising and validating Country Energy’s

current training and assessment resourcescurrent training and assessment resources

Developing our training products / services to Developing our training products / services to the standard required by the training packagesthe standard required by the training packages

Development of appropriate assessment toolsDevelopment of appropriate assessment tools

Ensure our processes meet the rigour of the Ensure our processes meet the rigour of the National Quality Council (NQC) National Quality Council (NQC)

The demography of both organisations The demography of both organisations • Age, size, geography and environmentAge, size, geography and environment

Paradigm shift for both organisationsParadigm shift for both organisations• Tension between past “things” and future Tension between past “things” and future

needsneeds

How this is being implementedHow this is being implemented

A strategic alliance between the two organisationsA strategic alliance between the two organisations

CE Learning and Development maintain their CE Learning and Development maintain their current roles and responsibilitiescurrent roles and responsibilities

Auspicing by TAFE NSW for training and assessment Auspicing by TAFE NSW for training and assessment services outside CE’s scope of registrationservices outside CE’s scope of registration

Training Partnership Manager based with CE and Training Partnership Manager based with CE and supported by:supported by: 2 Discipline Experts – Technical and Business2 Discipline Experts – Technical and Business TAFE NSW Virtual Team representing each Institute across TAFE NSW Virtual Team representing each Institute across

CE’s footprintCE’s footprint

How this is being implementedHow this is being implemented

• Off-the-job assessment by RTO’s (CE and TAFE)Off-the-job assessment by RTO’s (CE and TAFE)

• Validation of on-the-job skill by Team LeaderValidation of on-the-job skill by Team Leader

• Shared record keeping and reporting in accordance Shared record keeping and reporting in accordance with RTO and AQTF requirements with RTO and AQTF requirements

• Incorporating auditing into initiative’s outcomesIncorporating auditing into initiative’s outcomes

• Source a variety of funding options to leverage CE’s Source a variety of funding options to leverage CE’s training budgettraining budget

Roles of Training Partner ManagerRoles of Training Partner Manager First point of contact for training and assessment services First point of contact for training and assessment services

outside CE scopeoutside CE scope

Validate alignment of CE course to National requirementsValidate alignment of CE course to National requirements

Alignment of assessment processes to Training Package Alignment of assessment processes to Training Package requirementsrequirements

Validate assessment toolsValidate assessment tools

Ensure AQTF / RTO requirements are adhered toEnsure AQTF / RTO requirements are adhered to

Co-ordinate the delivery of TAFE services across the Co-ordinate the delivery of TAFE services across the footprintfootprint

Work closely with Learning & development and Powerful Work closely with Learning & development and Powerful Skills Team Skills Team

Work closely with Teaching and Learning Networks to Work closely with Teaching and Learning Networks to ensure consistent delivery across the footprintensure consistent delivery across the footprint

Outcomes for ParticipantsOutcomes for Participants

RolesRoles TrainingTrainingPackagePackage

AQFAQF NNoo’s’s

Contact Centre Customer Service

Advisers

ICT 02 CIII 140

Supply Interruptions Customer

Service Adviser

ICT 02 CIII 80

Meter Readers Bundled CII 130

Customer service Centre Advisers BSB 01 CIII 100

Metering Services Admin BSB 01 CIII 12

Payroll BSB 01 CIII 10

Service Desk Officer ICA05 CIII 15

IT Business Analysts ICA05 CV 6

IT Communications Techs ICA05 /

ICT02

CIV 15

IT Tech Support Officers ICA05 CIV 20

Service Delivery Admin BSB 01 CII &

CIII

250

Business Services

Outcomes for ParticipantsOutcomes for Participants

RolesRoles Training Training packagepackage

AQFAQF NNoo’s’s

Asset Inspectors New CII 140

Warehousing TDT 02 CII & CIII 20

Design & Project Mgmt

UET06 CIV, CV & CVI

70

Network Operators UET 06 CVI 50

Dispatch Officers Bundled CIV 30

Electrical Workers Bundled CII 150

Powerline Workers UET 06 CIII 590

Zone Substation Techs

UET 06 CIV, CV & CVI

120

High Voltage Testers

UEE 06 CIV 10

Technical

Country Energy Project Country Energy Project ManagementManagement

September 2, 2006 September 30, 2007

Oct-06 Nov-06 Dec-06 Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07 Aug-07 Sep-07

Sep 4, 2006Start

Sep 12, 2006Country Energy 1st NBO meetingIn Port Macquarie

Sep 18, 2006D.D.G

Function forGovt Dept

Sep 22, 2006Training partnership

Proposal Letter to CountryEnergy

Nov 3, 2006

Presentation to Country Energy

In Sydney

Nov 13, 2006Project scope

Agreement and startof project

Nov-06 - Dec-06Consultant

Dec 18, 2006Consultant Report

and Presentation to CE

Jan 12, 2007Meeting with Curriculum

Centre

Feb 16, 2007D.D.G

Meeting with CE

Feb 22, 2007Phase 2

3 month trial

Jan-07 - Feb-07 Trial scope + Negotiation

Mar-07 - Jun-07Training Partnership

Jun-07Project Review

With TAFE and C.E

Nov 27, 2006Country Energy

First review of project

Customer Relationship ProcessCustomer Relationship Process

Understanding Commitment Relationships Teams

Understand the culture of the organisation from top to bottom.Know your capability (TAFE)Be responsive to client needs.Trust.Communication.Creativity.

Understand your clients needs.Investing in Country Energy’s future and growth.Credibility.

Managing the matrix of relationships with TAFE Senior Management with Country Energy Senior Management.Do not neglect internal relationships (teaching staff).

Develop a team approach involving teaching staff, business unit and Country Energy.Project management of all activities.Regular Communication.

TAFE NSW/Country EnergyTAFE NSW/Country EnergyKey Relationships MatrixKey Relationships Matrix

Country EnergyCountry Energy

TAFE NSWTAFE NSW

T.BensonT.Benson

Group GMGroup GM

Corp ServiceCorp Service

Keven Keven SempleSemple

G.M Human G.M Human ResourcesResources

Carl ThompsonCarl Thompson

CompetencyCompetency

ManagerManager

Bob LoweBob Lowe

Training Training ManagerManager

Country Country Energy Energy regionsregions

M. PerssonM. Persson

D.D.GD.D.G

YesYes YesYes

K. FillinghamK. Fillingham

G.MG.M

YesYes YesYes

F. SaccaroF. Saccaro

Director NBODirector NBO

YesYes YesYes YesYes YesYes

D. OwenD. Owen

Client RelationsClient Relations

Manager NBOManager NBO

YesYes YesYes YesYes YesYes YesYes

L. BlackwellL. Blackwell

Training Training Partnership Partnership CoordinatorCoordinator

YesYes YesYes YesYes

Virtual TeamVirtual Team YesYes YesYes YesYes

Other Aspects :Other Aspects : Building the Building the relationshiprelationship

Project management of training activities One point on contact – Training Partnership Manager Building relationships at all levels within TAFE NSW and

Country Energy Joint media releases Good news stories in Cross Country and TAFELINK

publication

Joint promotional activitiesJoint promotional activities Cross Country May 2007Powerful skills for 2000 plusour needs,” Carl said.“The trainers will come to us,and at a time that works forus. This will allow us to workaround the unexpected, likestorms or emergencies thatneed to take priority.”

L-R: Marie Persson, Deputy Director-General, TAFE and Community Education, and Terri Benson, Country Energy’s Group General Manager Corporate

TAFELINK June 2007Abstract:TAFE NSW and Country Energy (CE) have embarked on the Powerful Skills project, a major training initiative to support the professional development and skill recognition of more than 2,000 CE employees during the next two years.

Role of TAFE NSW Institute staffRole of TAFE NSW Institute staff Discipline Experts – Technical and Business

• Contextualise training programs to reflect CE’s systems and processes

• Conduct assessment validation in collaboration with CE subject matter experts

• Liaise with TAFE Curriculum Centres regarding resource development • Coordinate timely resource development, delivery and assessment

development for their team of teachers and assessors• Liaise with CE subject matter experts and Team Leaders regarding program

content• Lead the Teaching and Learning Networks to ensure consistent delivery

across the footprint• Quality assure delivery and assessment across their delivery team

Note: Supported by TAFE NSW Virtual Team (representatives from each regional Institute in NSW)

Measuring Our SuccessMeasuring Our Success Targeted Awards

• NSW Training Awards• Premiers Public Sector Award• Project Mgmt Achievement Awards • Organisation/Change Mgmt

Targeted Funding • $500k (Organisation and individual)

This funding will be sought from the following areas:• SSP – TAA, OHS & Frontline Management Diploma SCU’s• COAG • WELL Funding – Literacy, Numeracy and Computer Literacy• New Entrant, Mid Career Apprentices and Existing Worker Traineeships• Incentives for Higher Technical Skills

Advice and Learning's (CE)Advice and Learning's (CE)

Achieve “buy in” by ManagementAchieve “buy in” by Management Establish a team of SME’sEstablish a team of SME’s Develop transparent processes – aligning with Develop transparent processes – aligning with

AQTFAQTF• Always be impartial, don’t promise what you Always be impartial, don’t promise what you

can’t deliver and trust will develop over timecan’t deliver and trust will develop over time Don’t underestimate the time and resources it will Don’t underestimate the time and resources it will

taketake Accuracy of the work is paramountAccuracy of the work is paramount

• Select an effective Business Unit CoordinatorSelect an effective Business Unit Coordinator

Advice and Learning's (CE)Advice and Learning's (CE)

Factor in the down-time for training of staff already Factor in the down-time for training of staff already performing the work covered by the qualificationperforming the work covered by the qualification

Partnerships with like minded RTO’s in your industryPartnerships with like minded RTO’s in your industry• Sharing learning resource and material significantly Sharing learning resource and material significantly

reduces costsreduces costs Develop effective networks and actively participateDevelop effective networks and actively participate Building it into industrial agreement achieves Building it into industrial agreement achieves

commitmentcommitment• However, linking it to salaries has advantages and However, linking it to salaries has advantages and

disadvantagesdisadvantages Keep the Unions in the loop - They encourage skills Keep the Unions in the loop - They encourage skills

acquisition and their support helps in gaining acquisition and their support helps in gaining acceptance with the workplaceacceptance with the workplace

Advice and Learning’s - TAFEAdvice and Learning’s - TAFE

Achieve buy in from all stakeholdersAchieve buy in from all stakeholders

Set up strong formal and informal communication Set up strong formal and informal communication structuresstructures

Define the project in terms of current as well as Define the project in terms of current as well as future goalsfuture goals

Work with clients resources to capitalise on work Work with clients resources to capitalise on work completed and avoid duplicationcompleted and avoid duplication

Look after staff being flexible and responsive can Look after staff being flexible and responsive can take its tolltake its toll