Sustaining the Spark Corporate relationship building Country Energy

Sustaining the Spark Corporate relationship building Country Energy and TAFE NSW Francesca Saccaro Carl Thompson Lara Blackwell February 2007

Outline of presentation 1. Country Energy 2. TAFE NSW National Business Office 3. Building Relationships 4. Client Management Model 5. Assistance with Funding

Australia’s largest regional utility v v v 870, 000 retail electricity customers 24, 200 gas network customers in NSW 10, 000 water and sewerage customers 141 offices, customer centres and field service centres $1. 9 billion in annual revenue, placing Country Energy in Australia’s top 150 companies A profitable energy retailer in five Australian states and territories.

Australia’s largest electricity network v v v 4, 200 employees Manages Australia’s largest energy supply network covers 95% of NSW 195, 000 kilometres of powerlines, 1. 4 million power poles, and 113, 000 distribution substations v 620 new apprenticeships since 2001 v Established a multi-award winning Indigenous Employment Program Nine locally managed regions, close to customers and their communities.

What is the Powerful Skills Initiative about ? v v v Identifying the competencies /qualifications required in the workplace Determining the competencies and qualifications already held by our staff Identifying individual’s development needs

Implementing the Initiative into 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 Goals v v v Align training outcomes to National requirements Strategic alliance between TAFE NSW and Country Energy Incorporate a mentoring system and processes into Country Energy (CE) Introduce a learning and development model for T/Ls Add capacity and competitiveness to CE by building the skills base of its workforce

Country Energy’s Footprint NEI North West 301 staff Northern 353 staff Far North Coast 456 staff WI NCI Mid North Coast 1, 015 staff Far West 256 staff Central West 489 staff Sth Western 285 staff Sth Eastern 506 staff RI Riverina 245 staff II HI

Organisation Challenges (CE) v v v Confronting a dynamic, highly regulated, and contestable market Develop new skills and abilities in our existing workforce Skill and empower our T/Ls as mentors to drive the change at the workplace level Ensure training, assessment and skills recognition is targeted to meet clearly identified current and future needs Achieve maximum leverage from our training budget

Organisation Challenges (TAFE) v v Contextualising training services to reflect CE’s / processes systems Expand “Best Practice” flexible delivery across TAFE NSW (non traditional time, location and delivery methods) Move from a didactic approach to a more blended delivery method • Customised skills gap training programs with flexible delivery options New ESI TDR on TAFE NSW scope • Development of associated learning and assessment resources • Capability to deliver – teachers with appropriate experience and qualifications in CE’s footprint

Common Challenges v v v Recognising and validating Country Energy’s current training and assessment resources Developing our training products / services to the standard required by the training packages Development of appropriate assessment tools Ensure our processes meet the rigour of the National Quality Council (NQC) The demography of both organisations • Age, size, geography and environment Paradigm shift for both organisations • Tension between past “things” and future needs

How this is being implemented v A strategic alliance between the two organisations v CE Learning and Development maintain their current roles and responsibilities v Auspicing by TAFE NSW for training and assessment services outside CE’s scope of registration v Training Partnership Manager based with CE and supported by: 2 Discipline Experts – Technical and Business TAFE NSW Virtual Team representing each Institute across CE’s footprint

How this is being implemented • Off-the-job assessment by RTO’s (CE and TAFE) • Validation of on-the-job skill by Team Leader • • • Shared record keeping and reporting in accordance with RTO and AQTF requirements Incorporating auditing into initiative’s outcomes Source a variety of funding options to leverage CE’s training budget

Roles of Training Partner Manager v First point of contact for training and assessment services outside CE scope v Validate alignment of CE course to National requirements v Alignment of assessment processes to Training Package requirements v Validate assessment tools v Ensure AQTF / RTO requirements are adhered to v Co-ordinate the delivery of TAFE services across the footprint v Work closely with Learning & development and Powerful Skills Team v Work closely with Teaching and Learning Networks to ensure consistent delivery across the footprint

Outcomes for Participants Business Services Roles Training Package AQF No’s Contact Centre Customer Service ICT 02 CIII 140 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 ICA 05 CIII 15 IT Business Analysts ICA 05 CV 6 IT Communications Techs ICA 05 / CIV 15 Advisers Supply Interruptions Customer Service Adviser ICT 02 IT Tech Support Officers ICA 05 CIV 20 Service Delivery Admin BSB 01 CII & 250 CIII

Outcomes for Participants Technical Roles Training package AQF No’s Asset Inspectors New CII 140 Warehousing TDT 02 CII & CIII 20 Design & Project Mgmt UET 06 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

Country Energy Project Management

Customer Relationship Process Understanding Understand the culture of the organisation from top to bottom. Know your capability (TAFE) Be responsive to client needs. Trust. Communication. Creativity. Commitment Understand your clients needs. Investing in Country Energy’s future and growth. Credibility. Relationships Managing the matrix of relationships with TAFE Senior Management with Country Energy Senior Management. Do not neglect internal relationships (teaching staff). Teams Develop a team approach involving teaching staff, business unit and Country Energy. Project management of all activities. Regular Communication.

TAFE NSW/Country Energy Key Relationships Matrix Country Energy T. Benson Group GM Corp Service TAFE NSW M. Persson D. D. G K. Fillingham G. M F. Saccaro Director NBO D. Owen Client Relations Manager NBO L. Blackwell Training Partnership Coordinator Virtual Team Keven Semple G. M Human Resources Carl Thompson Competency Manager Bob Lowe Training Manager Country Energy regions Yes Yes Yes Yes Yes

Other Aspects : Building the relationship v v v 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 activities u Cross Country May 2007 Powerful skills for 2000 plus our needs, ” Carl said. “The trainers will come to us, and at a time that works for us. This will allow us to work around the unexpected, like storms or emergencies that need 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 2007 Abstract: 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.

v Role of –TAFEand Business. Institute staff NSW Discipline Experts Technical • 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)

v v Measuring Our Success Targeted Awards • NSW Training Awards • Premiers Public Sector Award • Project Mgmt Achievement Awards • Organisation/Change Mgmt Targeted Funding • $500 k (Organisation and individual) v 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) v v v Achieve “buy in” by Management Establish a team of SME’s Develop transparent processes – aligning with AQTF • Always be impartial, don’t promise what you can’t deliver and trust will develop over time Don’t underestimate the time and resources it will take Accuracy of the work is paramount • Select an effective Business Unit Coordinator

Advice and Learning's (CE) v v v Factor in the down-time for training of staff already performing the work covered by the qualification Partnerships with like minded RTO’s in your industry • Sharing learning resource and material significantly reduces costs Develop effective networks and actively participate Building it into industrial agreement achieves commitment • However, linking it to salaries has advantages and disadvantages Keep the Unions in the loop - They encourage skills acquisition and their support helps in gaining acceptance with the workplace

Advice and Learning’s - TAFE v v v Achieve buy in from all stakeholders Set up strong formal and informal communication structures Define the project in terms of current as well as future goals Work with clients resources to capitalise on work completed and avoid duplication Look after staff being flexible and responsive can take its toll