page 1 “my voice” staff survey may – june 2011 high-level results voice project survey report,...

“My Voice” staff survey

may – june 2011

high-level results

Voice Project Survey Report, (c) Voice Project Pty Ltd.

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


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


demographics

Groups with less than 10 responses are not separately analysed elsewhere in this report



College / DirectorateNumber of Responses Head Count

Response Rate

Margin of Error

Sydney Institute Overall 1477 5181 29% 2.0%

Business Development 39 36 108% N/A

Corporate & Student Services 85 153 56% 6.5%

Executive Services 4 10 40% 34.8%

Organisational Capability 40 32 125% N/A

Eora 7 54 13% 31.7%

Design Centre Enmore 44 260 17% 12.3%

Petersham College 96 559 17% 8.3%

Randwick College 101 619 16% 8.2%

St George College 183 678 27% 5.7%

Sutherland College 165 635 26% 6.0%

Ultimo College 569 2145 27% 3.2%

Not Given 144

ClusterNumber of Responses Head Count

Response Rate

Margin of Error

Central Cluster 191 438 44% 4.9%

East Cluster 75 902 8% 9.9%

West Cluster 71 568 13% 10.0%

Other Ultimo College 189 237 80% 2.9%

Not Given 43

demographics


Employment CategoryNumber of Responses Head Count

Response Rate

Margin of Error

Payroll A 1016 1591 64% 1.7%

Payroll B 323 3590 9% 4.8%

Not Given 138

Classification GroupNumber of Responses

Head Teacher 146

Teacher 604

Counsellor 17

Special Programs Coordinator 15

Chief Education Officer / Senior Education Officer

30

Class Support 49

Clerical Officer / Clerk 1-4 151

Clerk 5-10 95

Institute Manager 1-4 39

Institute Executive 13

Library Classifications 37

Other 97

Not Given 184

demographics




Employment StatusNumber of Responses

Permanent Full-time 776

Permanent Part-time 42

Temporary Full-time 111

Temporary Part-time 31

Part-Time Casual Teacher 323

Casual-Agency 56

Not Given 138

PASSION IndexPASSION Index

TechnologyTechnology

FacilitiesFacilities

ProcessesProcesses

SafetySafety

ResourcesResources

PURPOSE

Recruitment & Selection

Recruitment & Selection

Local Leadership

Local Leadership

Learning & DevelopmentLearning &

Development

Cross-Unit CooperationCross-Unit

Cooperation

InvolvementInvolvement

Rewards & RecognitionRewards &

Recognition

SupervisionSupervision

Performance Mgmt/Annual

Review

Performance Mgmt/Annual

Review

Senior Leadership

Senior Leadership

Results Focus

Results Focus

Organisation Direction


EthicsEthics

Mission & Values

Mission & Values

Role ClarityRole Clarity

DiversityDiversity

TalentTalent

Motivation & Initiative


TeamworkTeamwork

Work/Life Balance

Work/Life Balance

WellnessWellness

FlexibilityFlexibility

PARTICIPATIONPROPERTY PEOPLE PEACE EDUCATION & OTHER

Organisation CommitmentOrganisation Commitment

Job Satisfaction

Job Satisfaction

Intention To Stay

Intention To Stay

PROGRESS IndexPROGRESS Index

Organisation Objectives

Organisation Objectives

Change & InnovationChange & Innovation

Customer SatisfactionCustomer

Satisfaction

Medium

>=80%>=80%

50<80%50<80%

<50%<50%

High

Low

Legend

performance overview


CareerOpportunitie

s

CareerOpportunitie

s

Community / Industry

Engagement

Community / Industry

Engagement

TeachingTeaching

Environmental Sustainability


Entrepreneur / Commercial Outcomes

Entrepreneur / Commercial Outcomes

SystemsSystems

Faculty Arrangements


Investment in Sydney Institute

Investment in Sydney Institute

WorkloadWorkload

International-isation

International-isation

performance details


Scale Scores

PASSION / ENGAGEMENT 8% 4.1 76% 75% +2% +14% - Organisational Commitment 6% 4.0 76% 73% +1% +8% - Job Satisfaction 6% 4.2 83% 82% +3% +13% - Intention To Stay 11% 3.9 71% 70% +4% +19%

PROGRESS 14% 3.5 56% 52% -1% -12% - Organisation Objectives 17% 3.6 61% 57% -3% -12% - Change & Innovation 16% 3.2 40% 36% -2% -16% - Customer Satisfaction 10% 3.7 65% 63% +1% -9%

PURPOSE Organisation Direction 5% 3.5 56% 57% -5% -7%Results Focus 1% 3.9 71% 67% -3% -7%

Mission & Values 4% 4.2 80% 76% -3% +6%Ethics 2% 3.9 73% 68% +1% +3%Role Clarity 0% 4.3 84% 83% +1% +5%Diversity 2% 3.9 72% 72% -5% -8%

PROPERTY Resources 0% 3.4 54% 49% -6% -12%Processes 1% 3.4 51% 47% +4% -10%Technology 1% 3.3 48% 46% -3% -12%

Safety 1% 3.8 70% 66% +2% +1%Facilities 4% 3.4 53% 44% +3% -8%

PARTICIPATION Senior Leadership 6% 3.3 45% 44% -1% -16%Local Leadership * 2% 3.5 56% -8%Recruitment & Selection 6% 3.1 41% 41% -10% -20%Cross-Unit Cooperation 6% 3.0 35% 30% +3% -15%Learning & Development 4% 3.2 48% 48% -3% -12%Involvement 4% 2.9 39% 36% -3% -10%

Rewards & Recognition 4% 3.4 55% 56% +2% +1%Performance Management / Annual Review 10% 3.4 54% 50% 0% -1%Supervision 3% 3.9 70% 70% -4% -3%Career Opportunities 8% 2.8 32% 31% -5% -12%Workload 5% 3.0 42% 41% 0% -20%Teaching 35% 3.7 62% 63% -4% -4%Community / Industry Engagement 29% 3.5 53% 54% -1% -1%Entrepreneurship / Commercial Outcomes 33% 3.1 40% 0% 0%

PEOPLE Motivation & Initiative 7% 3.9 70% 68% -3% +4%Talent 5% 4.0 76% 73% -2% +4%Teamwork 5% 4.3 85% 84% +1% +4%

PEACE Wellness 5% 3.5 59% 58% +4% -9%Work / Life Balance 5% 3.9 73% 76% +3% -2%Flexibility 7% 3.5 59% 58% -8% -7%

OTHER Environmental Sustainability 14% 3.8 69% 57%Systems 9% 3.4 51% 51%

Faculty Arrangements 30% 3.5 54%Investment in Sydney Institute 32% 3.2 44%Internationalisation 33% 3.4 48%

* Only limited benchmarking data is available for Local Leadership results

High ≥80% >=80% ≥+10% ≥+10% High

Med 50<80% 50<80% SD D M A SA -10<+10%-10<+10% Med

Low ≤50% <50% ≤-10% ≤-10% Low

Tertiary

2011 2009 Distribution Edu All Ind Impact On Impact On

% N/A Mean % Fav % Fav % Diff % Diff PASSION PROGRESS


Results Focus

Mission & Values

Ethics

Role Clarity

Diversity

Resources

Processes

Technology

Safety

Facilities

Senior Leadership

Local Leadership

Recruitment &Selection

Cross-Unit Cooperation

Learning & Development

Involvement

Rewards &Recognition

Perf .Mgmt. / Ann.Review

Supervision

Career Opportunities

Workload

Teaching

Comm. / Ind. Engagement

Entrepreneurship


Talent

Teamwork

Wellness

Work / Life Balance

Flexibility


Systems


pe

rfo

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nc

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importance

gap analysis

higherlower

low

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prioritiseprioritise

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.


promotepromote

limitlimit

top 10 % fav


90 I have good working relationships with my co-workers 5% 4.4 89% 89% +3% +6%

119 I like the kind of work I do 6% 4.4 89% 88% +4% +17%

16 Sexual harassment is prevented and discouraged 2% 4.4 88% 88% +1% +3%

13 I understand my goals and objectives and what is required of me in my job

0% 4.4 88% 87% +3% +6%

14 I understand how my job contributes to the overall success of Sydney Institute

1% 4.4 87% 87% +1% +6%

91 My co-workers give me help and support 4% 4.3 84% 82% +1% +4%

92 My co-workers and I work well as a team 5% 4.3 83% 81% +1% +2%

118 My work gives me a feeling of personal accomplishment

6% 4.2 83% 83% +5% +16%

117 I am willing to put in extra effort for Sydney Institute 6% 4.2 82% 80% +3% +11%

133 I know which Faculty I am aligned to 26% 4.2 82%

High ≥80% >=80% ≥+10% ≥+10% High

Med 50<80% 50<80% SD D M A SA -10<+10%-10<+10% Med

Low ≤50% <50% ≤-10% ≤-10% Low

Tertiary



top 10 tertiary edu bench


High ≥80% >=80% ≥+10% ≥+10% High

Med 50<80% 50<80% SD D M A SA -10<+10%-10<+10% Med

Low ≤50% <50% ≤-10% ≤-10% Low

Tertiary



125 I received feedback about the results of the previous My Voice survey I completed in Sydney Institute

30% 3.7 65% +19% +12%

58 I am satisfied with the income I receive 3% 3.4 56% 60% +9% +8%

70 There are enough staff employed to meet work demands in my work unit

5% 2.9 42% 39% +9% -13%

122 I would like to still be working in Sydney Institute in five years time

11% 4.0 73% 70% +8% +25%

74 Teaching is regarded favourably within my work unit 32% 4.0 76% 80% +7% +6%

12 Sydney Institute is environmentally responsible 2% 3.9 73% 63% +7% +9%

23 There are clear policies and procedures for how work is to be done

1% 3.6 63% 58% +7% -3%

71 My workload is manageable 4% 3.2 50% 52% +7% -16%

121 I am likely to still be working in Sydney Institute in two years time

11% 4.2 80% 81% +6% +20%

31 Staff are aware of their occupational health and safety responsibilities

1% 3.9 74% 72% +6% +6%

top 10 changes


High ≥80% >=80% ≥+10% ≥+10% High

Med 50<80% 50<80% SD D M A SA -10<+10%-10<+10% Med

Low ≤50% <50% ≤-10% ≤-10% Low

Tertiary



127 Over the last 12 months, Sydney Institute has used its resources, e.g., paper, water, energy, fuel, in a sustainable way

15% 3.7 66% 49%

35 The buildings, grounds and facilities I use are regularly upgraded

3% 3.2 46% 34% +4% -8%

129 I have personally seen some improvement in Sydney Institute's approach to sustainability

14% 3.8 72% 61%

12 Sydney Institute is environmentally responsible 2% 3.9 73% 63% +7% +9%

34 The condition of the buildings, grounds and facilities I use is regularly reviewed

8% 3.5 56% 47% +5% -5%

128 Over the last 12 months, I have had the opportunity to make my use of Sydney Institute's resources more sustainable

14% 3.8 70% 61%

62 The way my performance is evaluated provides me with clear guidelines for improvement

11% 3.3 50% 43% +2% -6%

22 We can get access to additional resources when we need to

1% 3.3 49% 43% -4% -13%

48 Knowledge and information are shared throughout Sydney Institute

5% 3.0 36% 30% +3% -14%

33 The buildings, grounds and facilities I use are in good condition

0% 3.4 57% 51% 0% -11%

bottom 10 % fav


High ≥80% >=80% ≥+10% ≥+10% High

Med 50<80% 50<80% SD D M A SA -10<+10%-10<+10% Med

Low ≤50% <50% ≤-10% ≤-10% Low

Tertiary



67 Enough time and effort is spent on career planning 9% 2.7 26% 26% -9% -14%

81 I am given enough support to enable me to be entrepreneurial

33% 2.8 30% -1% -2%

47 There is good communication across all sections of Sydney Institute

5% 2.9 31% 26% 0% -16%

134 The new Faculty arrangements allow me to do my job better

32% 3.1 32%

69 There are enough opportunities for my career to progress in Sydney Institute

8% 2.8 32% 31% -5% -13%

55 I am consulted before decisions that affect me are made

3% 2.8 33% 30% -5% -14%

72 Sufficient time is available to work on high priority projects and activities

6% 2.8 33% 32% +1% -26%

107 Change is handled well in Sydney Institute 12% 3.0 35% 31% -2% -17%

53 I have input into everyday decision-making in Sydney Institute

6% 2.8 35% 29% -5% -8%

110 Sydney Institute is good at learning from its mistakes and successes

19% 3.1 35% 31% -5% -22%

bottom 10 tertiary edu bench


High ≥80% >=80% ≥+10% ≥+10% High

Med 50<80% 50<80% SD D M A SA -10<+10%-10<+10% Med

Low ≤50% <50% ≤-10% ≤-10% Low

Tertiary



76 I am encouraged to evaluate my teaching 36% 3.6 61% 60% -14% -13%

46 Managers in Sydney Institute are clear about the type of people we need to employ

7% 3.1 41% 43% -11% -22%

43 Local management listen to other staff * 3% 3.5 53% -11%

45 Managers in Sydney Institute know the benefits of employing the right people

7% 3.3 48% 48% -10% -19%

67 Enough time and effort is spent on career planning 9% 2.7 26% 26% -9% -14%

18 There is equal opportunity for all staff in Sydney Institute

2% 3.4 52% 50% -9% -19%

40 I have confidence in the ability of local management * 2% 3.6 59% -9%

68 I am given opportunities to develop skills needed for career progression

7% 2.9 38% 38% -8% -12%

44 Sydney Institute is good at selecting the right people for the right jobs

5% 3.0 35% 33% -8% -18%

1 I am aware of the vision senior management has for the future of Sydney Institute

6% 3.4 51% 54% -8% -9%

* Only limited benchmarking data is available for Local Leadership results

bottom 10 changes


High ≥80% >=80% ≥+10% ≥+10% High

Med 50<80% 50<80% SD D M A SA -10<+10%-10<+10% Med

Low ≤50% <50% ≤-10% ≤-10% Low

Tertiary



74 Teaching is regarded favourably within my work unit 32% 4.0 76% 80% +7% +6%

58 I am satisfied with the income I receive 3% 3.4 56% 60% +9% +8%

97 I maintain a good balance between work and other aspects of my life

5% 3.7 67% 70% +3% -4%

75 Teaching by co-workers within my work unit is of a high quality

35% 3.9 71% 74% -3% -3%

99 I have a social life outside of work 5% 4.1 81% 84% +4% +1%

1 I am aware of the vision senior management has for the future of Sydney Institute

6% 3.4 51% 54% -8% -9%

98 I am able to stay involved in non-work interests and activities

5% 3.8 71% 74% +3% -2%

100 I am able to meet my family responsibilities while still doing what is expected of me at work

6% 3.9 74% 76% +2% -3%

73 I am given enough support to achieve my teaching goals

35% 3.3 51% 52% +3% +3%

3 I am aware of the overall strategy senior management has for Sydney Institute

5% 3.3 48% 50% -5% -9%

top 10 gaps


High ≥80% >=80% ≥+10% ≥+10% High

Med 50<80% 50<80% SD D M A SA -10<+10%-10<+10% Med

Low ≤50% <50% ≤-10% ≤-10% Low

Tertiary



124 Feedback from employees is acted upon in Sydney Institute

20% 3.2 41% -6% -8%


7% 3.1 41% 43% -11% -22%


7% 3.3 48% 48% -10% -19%


5% 3.0 35% 33% -8% -18%

54 I am encouraged to give feedback about things that concern me

3% 3.3 51% 48% -5% -9%

36 I have confidence in the ability of senior management 5% 3.4 49% 45% -4% -18%

57 Sydney Institute fulfils its obligations to me 5% 3.4 54% 50% -2% -7%

69 There are enough opportunities for my career to progress in Sydney Institute

8% 2.8 32% 31% -5% -13%

37 Senior management are good role models for staff 7% 3.3 46% 43% -1% -17%

55 I am consulted before decisions that affect me are made

3% 2.8 33% 30% -5% -14%

weather map

Medium

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50<80%50<80%

<50%<50%

High

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clusterclustercollege / directoratecollege / directorate


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Responses: 1477 39 85 40 44 96 101 183 165 569 191 75 71 189

PASSION / ENGAGEMENT 76% 73% 71% 69% 75% 76% 76% 81% 75% 78% 79% 76% 83% 76% - Organisational Commitment 76% 74% 73% 68% 73% 79% 73% 81% 68% 78% 79% 77% 85% 76% - Job Satisfaction 83% 83% 77% 82% 79% 82% 81% 88% 85% 82% 84% 78% 86% 80% - Intention To Stay 71% 62% 62% 56% 74% 67% 75% 75% 70% 74% 75% 73% 78% 71%

PROGRESS 56% 61% 63% 52% 58% 50% 48% 63% 58% 54% 54% 53% 56% 55% - Organisation Objectives 61% 65% 70% 69% 67% 52% 50% 66% 62% 61% 61% 54% 65% 63% - Change & Innovation 40% 49% 50% 35% 35% 37% 32% 50% 43% 38% 39% 37% 35% 40% - Customer Satisfaction 65% 68% 69% 52% 71% 61% 61% 73% 70% 63% 64% 67% 69% 61%

PURPOSE Organisation Direction 56% 78% 64% 77% 44% 48% 48% 63% 61% 54% 49% 58% 60% 54%Results Focus 71% 73% 69% 78% 68% 72% 69% 80% 76% 69% 67% 77% 67% 70%Mission & Values 80% 84% 83% 86% 79% 77% 79% 82% 75% 82% 81% 80% 86% 84%Ethics 73% 78% 71% 71% 69% 71% 77% 79% 75% 73% 74% 68% 76% 72%Role Clarity 84% 89% 84% 79% 76% 84% 84% 87% 84% 85% 89% 80% 87% 84%Diversity 72% 73% 69% 60% 70% 74% 72% 80% 78% 70% 71% 71% 71% 68%

PROPERTY Resources 54% 76% 70% 67% 52% 41% 56% 51% 54% 54% 52% 46% 50% 60%Processes 51% 46% 57% 53% 56% 54% 45% 57% 55% 49% 48% 43% 50% 51%Technology 48% 63% 60% 48% 54% 39% 47% 49% 48% 48% 46% 46% 54% 51%Safety 70% 74% 69% 73% 76% 73% 72% 77% 76% 69% 65% 76% 71% 68%Facilities 53% 55% 63% 69% 61% 50% 63% 37% 61% 52% 50% 49% 48% 58%

PARTICIPATION Senior Leadership 45% 58% 55% 53% 41% 38% 39% 64% 46% 41% 41% 37% 46% 42%Local Leadership * 56% 65% 60% 59% 47% 50% 48% 72% 58% 55% 60% 56% 59% 50%Recruitment & Selection 41% 47% 45% 36% 48% 39% 38% 50% 43% 41% 42% 38% 46% 41%Cross-Unit Cooperation 35% 37% 45% 39% 37% 30% 30% 38% 40% 34% 33% 31% 46% 33%Learning & Development 48% 58% 51% 47% 51% 52% 46% 48% 51% 47% 47% 45% 51% 48%Involvement 39% 64% 54% 54% 33% 36% 36% 47% 35% 37% 37% 37% 46% 35%Rewards & Recognition 55% 62% 58% 59% 40% 58% 56% 55% 61% 55% 54% 63% 53% 53%Performance Management / Annual Review 54% 37% 55% 58% 44% 58% 51% 58% 65% 55% 57% 61% 57% 52%Supervision 70% 82% 74% 70% 62% 71% 68% 83% 74% 68% 71% 69% 75% 61%Career Opportunities 32% 33% 32% 31% 24% 30% 26% 37% 38% 32% 26% 33% 47% 33%Workload 42% 45% 47% 25% 34% 36% 44% 43% 42% 45% 43% 40% 32% 54%Teaching 62% 46% 51% 32% 59% 66% 58% 70% 69% 61% 65% 62% 62% 53%Community / Industry Engagement 53% 74% 66% 41% 57% 58% 54% 59% 51% 51% 44% 58% 58% 51%Entrepreneurship / Commercial Outcomes 40% 65% 49% 42% 38% 40% 28% 47% 37% 38% 37% 39% 40% 37%

PEOPLE Motivation & Initiative 70% 77% 75% 77% 59% 74% 67% 73% 76% 67% 66% 63% 70% 68%Talent 76% 75% 81% 88% 71% 78% 72% 81% 80% 73% 74% 73% 70% 75%Teamwork 85% 87% 87% 89% 86% 91% 82% 87% 87% 84% 85% 80% 87% 84%

PEACE Wellness 59% 63% 68% 51% 48% 54% 64% 57% 52% 62% 65% 55% 51% 65%Work / Life Balance 73% 74% 79% 67% 63% 74% 71% 69% 72% 76% 77% 71% 73% 79%Flexibility 59% 66% 68% 65% 48% 62% 56% 60% 57% 60% 55% 59% 64% 63%

OTHER Environmental Sustainability 69% 74% 70% 83% 60% 68% 74% 70% 77% 66% 67% 68% 71% 63%Systems 51% 59% 67% 56% 48% 45% 46% 50% 52% 51% 51% 41% 50% 57%Faculty Arrangements 54% 54% 69% 45% 46% 51% 54% 63% 55% 52% 52% 49% 50% 57%Investment in Sydney Institute 44% 52% 55% 55% 34% 35% 37% 48% 48% 43% 40% 37% 53% 46%Internationalisation 48% 78% 61% 64% 34% 33% 44% 46% 35% 49% 50% 44% 48% 51%

weather map

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classification groupclassification group


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Responses: 1477 13 39 30 95 151 146 604 17 15 49 37 97

PASSION / ENGAGEMENT 76% 87% 77% 69% 70% 72% 82% 78% 82% 64% 73% 83% 76% - Organisational Commitment 76% 93% 87% 73% 69% 71% 83% 75% 80% 74% 76% 72% 76% - Job Satisfaction 83% 98% 87% 76% 75% 74% 85% 87% 92% 62% 74% 93% 81% - Intention To Stay 71% 70% 57% 58% 65% 71% 79% 72% 73% 56% 69% 84% 69%

PROGRESS 56% 81% 71% 62% 56% 62% 60% 51% 59% 40% 53% 72% 56% - Organisation Objectives 61% 90% 84% 73% 65% 67% 65% 56% 64% 42% 59% 73% 60% - Change & Innovation 40% 85% 55% 40% 44% 53% 38% 35% 34% 27% 41% 64% 41% - Customer Satisfaction 65% 67% 75% 72% 61% 68% 77% 62% 79% 51% 59% 78% 66%

PURPOSE Organisation Direction 56% 93% 93% 83% 56% 60% 73% 45% 71% 47% 54% 75% 60%Results Focus 71% 95% 87% 70% 69% 73% 80% 68% 90% 67% 74% 78% 69%Mission & Values 80% 93% 94% 85% 79% 80% 83% 77% 98% 71% 88% 86% 81%Ethics 73% 98% 81% 84% 70% 73% 81% 71% 88% 69% 68% 85% 69%Role Clarity 84% 93% 79% 75% 84% 90% 84% 83% 92% 87% 89% 93% 86%Diversity 72% 94% 70% 71% 67% 71% 80% 73% 84% 55% 70% 82% 61%

PROPERTY Resources 54% 100% 65% 66% 72% 72% 46% 44% 65% 40% 56% 81% 61%Processes 51% 87% 55% 56% 56% 57% 44% 48% 69% 49% 56% 73% 53%Technology 48% 69% 55% 61% 60% 60% 39% 43% 65% 47% 55% 58% 52%Safety 70% 98% 85% 81% 70% 71% 80% 69% 74% 59% 73% 83% 63%Facilities 53% 90% 76% 75% 59% 57% 52% 46% 62% 48% 50% 68% 59%

PARTICIPATION Senior Leadership 45% 91% 66% 58% 50% 51% 50% 40% 58% 29% 41% 67% 45%Local Leadership * 56% 85% 82% 60% 58% 56% 67% 53% 71% 65% 51% 72% 52%Recruitment & Selection 41% 77% 51% 49% 38% 48% 42% 42% 41% 28% 38% 68% 31%Cross-Unit Cooperation 35% 64% 45% 32% 43% 42% 33% 30% 46% 37% 44% 57% 38%Learning & Development 48% 98% 54% 58% 45% 57% 47% 41% 67% 43% 54% 82% 53%Involvement 39% 93% 71% 55% 47% 40% 43% 33% 51% 25% 39% 65% 40%Rewards & Recognition 55% 94% 70% 70% 54% 57% 55% 54% 68% 55% 45% 85% 46%Performance Management / Annual Review 54% 85% 58% 47% 52% 53% 63% 54% 69% 72% 61% 69% 48%Supervision 70% 91% 85% 76% 75% 71% 74% 71% 78% 60% 65% 85% 64%Career Opportunities 32% 80% 51% 25% 32% 38% 39% 27% 34% 23% 38% 53% 29%Workload 42% 49% 18% 30% 41% 63% 14% 45% 39% 31% 42% 64% 53%Teaching 62% 84% 57% 56% 27% 49% 66% 65% 5% 69% 52% 60% 54%Community / Industry Engagement 53% 89% 65% 57% 60% 59% 56% 50% 73% 55% 43% 61% 54%Entrepreneurship / Commercial Outcomes 40% 85% 57% 51% 35% 53% 47% 33% 37% 37% 35% 52% 57%

PEOPLE Motivation & Initiative 70% 100% 87% 77% 65% 75% 69% 69% 75% 86% 62% 76% 66%Talent 76% 98% 87% 78% 74% 80% 79% 75% 77% 87% 66% 80% 69%Teamwork 85% 100% 94% 89% 88% 88% 87% 85% 79% 85% 76% 95% 79%

PEACE Wellness 59% 64% 39% 61% 57% 76% 37% 61% 52% 27% 60% 75% 69%Work / Life Balance 73% 60% 57% 70% 70% 88% 59% 74% 85% 59% 77% 81% 82%Flexibility 59% 75% 55% 59% 62% 68% 60% 55% 79% 70% 60% 73% 60%

OTHER Environmental Sustainability 69% 97% 88% 85% 67% 72% 70% 66% 74% 75% 67% 83% 67%Systems 51% 80% 53% 65% 60% 69% 40% 45% 55% 38% 53% 74% 58%Faculty Arrangements 54% 100% 80% 55% 45% 60% 66% 49% 41% 56% 55% 56% 57%Investment in Sydney Institute 44% 100% 88% 61% 47% 48% 52% 33% 49% 46% 42% 69% 46%Internationalisation 48% 95% 92% 72% 51% 54% 49% 35% 39% 66% 52% 52% 51%

risk analysis

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Des

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Responses: 1477 39 85 40 44 96 101 183 165 569 191 75 71 189

Diversity 16 Sexual harassment is prevented and discouraged 88% 95% 85% 82% 87% 88% 87% 90% 90% 88% 87% 91% 86% 89%

17 Discrimination is prevented and discouraged 79% 74% 72% 69% 84% 79% 82% 88% 87% 76% 79% 80% 73% 74%

19 Bullying and abusive behaviours are prevented and discouraged

68% 70% 70% 41% 61% 74% 68% 80% 77% 64% 67% 62% 68% 62%

Safety 30 We are given all necessary safety equipment and training

61% 70% 63% 69% 68% 62% 58% 66% 62% 58% 56% 61% 55% 60%


74% 74% 70% 75% 73% 72% 74% 84% 80% 72% 68% 82% 79% 70%

Wellness 95 I feel emotionally well at work 62% 72% 70% 50% 55% 62% 65% 61% 55% 66% 71% 59% 58% 66%

96 I am able to keep my job stress at an acceptable level 61% 62% 66% 58% 50% 57% 68% 57% 54% 65% 70% 59% 47% 69%

Intention To Stay 121 I am likely to still be working in Sydney Institute in two years time

80% 72% 68% 66% 82% 79% 88% 86% 80% 82% 85% 85% 82% 78%

clusterclustercollege / directoratecollege / directorate

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-4

Ch

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du

cati

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Off

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Cle

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-10

Cle

rica

l O

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C

lerk

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Hea

d T

each

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Tea

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Co

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sell

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Sp

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rdin

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r

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up

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Lib

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C

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Oth

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Responses: 1477 13 39 30 95 151 146 604 17 15 49 37 97

Diversity 16 Sexual harassment is prevented and discouraged 88% 100% 87% 97% 84% 89% 94% 88% 94% 79% 90% 89% 79%

17 Discrimination is prevented and discouraged 79% 100% 77% 77% 71% 73% 90% 82% 94% 60% 76% 86% 68%


68% 93% 57% 64% 63% 70% 73% 70% 81% 47% 63% 78% 60%


61% 100% 76% 76% 66% 64% 69% 54% 60% 40% 70% 79% 54%


74% 93% 85% 80% 74% 71% 80% 75% 77% 60% 72% 84% 62%

Wellness 95 I feel emotionally well at work 62% 85% 51% 67% 55% 72% 49% 65% 65% 34% 57% 76% 67%

96 I am able to keep my job stress at an acceptable level 61% 69% 39% 74% 56% 72% 41% 65% 59% 27% 59% 70% 70%


80% 84% 67% 72% 75% 83% 90% 81% 87% 72% 76% 88% 75%

classification groupclassification group

Q142 List the three greatest strengths of Sydney Institute

66% of participants gave a text response

text responses


Themes % Commenting

A. Talent 27%B. Customer Satisfaction 20%C. Location 15%D. Organisation Objectives 15%E. Mission & Values 14%F. Brand / Reputation 13%G. Motivation & Initiative 8%H. Change & Innovation 7%I. Teamwork 6%J. Facilities 6%

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


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


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


Q143 List three ways Sydney Institute could be improved

67% of participants gave a text response

text responses


Themes % Commenting

A. Processes 17%B. Recruitment & Selection / Staffing Issues 17%C. Learning & Development 12%D. Technology 11%E. Facilities 11%F. Involvement 10%G. Resources 10%H. Cross-Unit Cooperation 10%I. Rewards & Recognition 9%J. Customer Satisfaction 9%

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


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


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


• 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


• 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


additional slides


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ESLESLemployment statusemployment status


Wh

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man

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tim

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t-ti

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ll-t

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Par

t-ti

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Par

t-ti

me

Cas

ual

T

each

er

Cas

ual

- A

gen

cy

No

Yes

No

Yes

Responses: 1477 776 42 111 31 323 56 1309 26 1003 333

PASSION / ENGAGEMENT 76% 75% 76% 80% 75% 82% 68% 77% 75% 76% 80% - Organisational Commitment 76% 75% 65% 77% 73% 80% 70% 76% 74% 74% 80% - Job Satisfaction 83% 80% 87% 85% 91% 90% 78% 83% 85% 83% 83% - Intention To Stay 71% 70% 77% 77% 63% 75% 57% 72% 67% 70% 75%

PROGRESS 56% 56% 60% 66% 51% 53% 63% 56% 61% 56% 58% - Organisation Objectives 61% 62% 66% 71% 52% 59% 62% 62% 63% 61% 66% - Change & Innovation 40% 39% 42% 54% 34% 40% 58% 41% 40% 40% 43% - Customer Satisfaction 65% 66% 73% 72% 68% 61% 69% 65% 79% 66% 64%

PURPOSE Organisation Direction 56% 63% 58% 66% 46% 38% 55% 57% 54% 56% 58%Results Focus 71% 72% 72% 76% 77% 69% 69% 72% 69% 72% 70%Mission & Values 80% 81% 84% 81% 78% 79% 76% 80% 90% 81% 80%Ethics 73% 72% 84% 85% 75% 74% 70% 74% 73% 74% 74%Role Clarity 84% 84% 84% 91% 85% 84% 88% 85% 78% 84% 87%Diversity 72% 70% 82% 74% 75% 76% 73% 72% 77% 72% 72%

PROPERTY Resources 54% 55% 50% 64% 52% 48% 63% 54% 60% 53% 58%Processes 51% 51% 59% 60% 54% 50% 46% 51% 49% 50% 56%Technology 48% 48% 59% 56% 55% 45% 43% 49% 51% 48% 52%Safety 70% 73% 73% 75% 76% 68% 63% 72% 68% 72% 71%Facilities 53% 54% 48% 62% 51% 49% 61% 53% 60% 53% 55%

PARTICIPATION Senior Leadership 45% 45% 50% 64% 41% 41% 59% 46% 46% 45% 50%Local Leadership * 56% 56% 54% 62% 58% 60% 57% 57% 61% 57% 58%Recruitment & Selection 41% 38% 43% 60% 46% 47% 42% 43% 37% 42% 45%Cross-Unit Cooperation 35% 35% 35% 46% 40% 34% 40% 36% 38% 35% 38%Learning & Development 48% 48% 51% 60% 57% 42% 56% 48% 47% 47% 51%Involvement 39% 39% 31% 52% 44% 36% 54% 40% 37% 40% 41%Rewards & Recognition 55% 56% 64% 63% 64% 55% 33% 56% 43% 56% 55%Performance Management / Annual Review 54% 59% 66% 59% 50% 46% 43% 55% 59% 56% 53%Supervision 70% 67% 69% 75% 80% 77% 80% 71% 72% 72% 69%Career Opportunities 32% 33% 41% 43% 39% 25% 24% 32% 31% 32% 34%Workload 42% 34% 60% 50% 60% 54% 69% 43% 23% 41% 48%Teaching 62% 61% 73% 59% 59% 65% 42% 63% 53% 63% 59%Community / Industry Engagement 53% 53% 71% 62% 51% 51% 51% 54% 53% 54% 52%Entrepreneurship / Commercial Outcomes 40% 40% 50% 50% 26% 34% 50% 39% 51% 41% 34%

PEOPLE Motivation & Initiative 70% 68% 77% 76% 74% 71% 71% 70% 60% 71% 68%Talent 76% 74% 72% 78% 84% 81% 78% 76% 67% 77% 73%Teamwork 85% 84% 91% 87% 95% 86% 89% 86% 76% 85% 85%

PEACE Wellness 59% 50% 74% 65% 71% 70% 87% 59% 47% 58% 63%Work / Life Balance 73% 68% 88% 74% 85% 80% 97% 74% 82% 74% 73%Flexibility 59% 58% 75% 68% 60% 57% 70% 60% 48% 60% 59%

OTHER Environmental Sustainability 69% 71% 71% 74% 66% 66% 66% 70% 53% 69% 72%Systems 51% 49% 56% 63% 61% 51% 66% 51% 49% 49% 58%Faculty Arrangements 54% 54% 64% 64% 41% 53% 51% 54% 59% 54% 56%Investment in Sydney Institute 44% 48% 44% 60% 33% 31% 39% 45% 37% 45% 43%Internationalisation 48% 50% 32% 54% 40% 37% 69% 47% 36% 46% 52%

Aboriginal or Torres Strait

Islander


Islander

weather map

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disability req. adj.


disabilitydisability


Wh

ole

of

Syd

ney

In

stit

ute

No

Yes

No

Yes

No

Yes

No

Yes

Fem

ale

Mal

e

Responses: 1477 1282 53 1316 19 743 587 1128 196 818 509









parent with dep.

parent with dep.

primary carer

primary carer

gendergender

weather map

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ageage


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In

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Un

der

30

30-3

9

40-4

9

50-5

4

55 -

60

60 a

nd

ab

ove

Responses: 1477 59 183 344 282 320 127

PASSION / ENGAGEMENT 76% 81% 75% 79% 78% 74% 73% - Organisational Commitment 76% 82% 73% 79% 76% 75% 73% - Job Satisfaction 83% 87% 82% 83% 83% 82% 85% - Intention To Stay 71% 76% 71% 76% 76% 66% 61%

PROGRESS 56% 73% 61% 56% 56% 56% 48% - Organisation Objectives 61% 82% 67% 62% 62% 61% 52% - Change & Innovation 40% 64% 50% 40% 40% 39% 34% - Customer Satisfaction 65% 73% 65% 66% 68% 67% 57%

PURPOSE Organisation Direction 56% 59% 58% 55% 56% 60% 50%Results Focus 71% 85% 69% 71% 71% 72% 73%Mission & Values 80% 91% 80% 81% 80% 79% 80%Ethics 73% 86% 76% 75% 75% 72% 69%Role Clarity 84% 91% 84% 84% 85% 83% 87%Diversity 72% 84% 73% 72% 73% 72% 70%

PROPERTY Resources 54% 69% 62% 51% 52% 59% 46%Processes 51% 59% 53% 51% 52% 53% 46%Technology 48% 55% 52% 45% 49% 49% 50%Safety 70% 82% 73% 69% 74% 71% 70%Facilities 53% 68% 56% 53% 51% 55% 49%

PARTICIPATION Senior Leadership 45% 71% 57% 47% 43% 42% 40%Local Leadership * 56% 69% 66% 58% 57% 53% 53%Recruitment & Selection 41% 67% 52% 46% 39% 38% 36%Cross-Unit Cooperation 35% 59% 42% 38% 35% 32% 27%Learning & Development 48% 74% 46% 48% 47% 50% 42%Involvement 39% 55% 48% 43% 37% 37% 33%Rewards & Recognition 55% 61% 53% 58% 56% 53% 61%Performance Management / Annual Review 54% 66% 49% 57% 58% 54% 56%Supervision 70% 85% 75% 72% 72% 69% 65%Career Opportunities 32% 54% 37% 32% 33% 30% 23%Workload 42% 63% 50% 43% 39% 38% 44%Teaching 62% 68% 63% 63% 60% 64% 63%Community / Industry Engagement 53% 71% 57% 53% 56% 54% 45%Entrepreneurship / Commercial Outcomes 40% 47% 42% 41% 40% 41% 30%

PEOPLE Motivation & Initiative 70% 77% 68% 70% 71% 70% 68%Talent 76% 80% 71% 76% 78% 77% 77%Teamwork 85% 92% 81% 84% 86% 85% 89%

PEACE Wellness 59% 83% 70% 58% 55% 54% 61%Work / Life Balance 73% 91% 80% 70% 71% 72% 79%Flexibility 59% 82% 65% 61% 61% 53% 55%

OTHER Environmental Sustainability 69% 81% 70% 69% 71% 70% 60%Systems 51% 72% 61% 49% 48% 51% 48%Faculty Arrangements 54% 75% 55% 52% 55% 54% 56%Investment in Sydney Institute 44% 62% 47% 45% 45% 46% 34%Internationalisation 48% 70% 51% 44% 47% 46% 48%

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tenure at Sydney Institute



Wh

ole

of

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In

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ute

Les

s th

an 2

yea

rs

2-5

year

s

5-10

yea

rs

10-2

0 ye

ars

Mo

re t

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20

year

s

Les

s th

an 2

yea

rs

2-5

year

s

5-10

yea

rs

10-2

0 ye

ars

Mo

re t

han

20

year

s

Responses: 1477 146 236 348 367 216 106 198 268 407 338









tenure at TAFE NSW

tenure at TAFE NSW

risk analysis

Medium

>=80%>=80%

50<80%50<80%

<50%<50%

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Legend


Wh

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Cas

ual

T

each

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Cas

ual

- A

gen

cy

No

Yes

No

Yes

Responses: 1477 776 42 111 31 323 56 1309 26 1003 333

Diversity 16 Sexual harassment is prevented and discouraged 88% 87% 95% 90% 93% 89% 90% 88% 81% 88% 88%

17 Discrimination is prevented and discouraged 79% 77% 91% 83% 87% 84% 77% 80% 77% 81% 77%


68% 65% 86% 67% 60% 75% 76% 69% 80% 69% 69%


61% 64% 64% 67% 68% 52% 56% 61% 62% 60% 63%


74% 76% 79% 75% 78% 71% 61% 75% 66% 75% 74%

Wellness 95 I feel emotionally well at work 62% 55% 74% 66% 71% 75% 81% 63% 50% 63% 63%

96 I am able to keep my job stress at an acceptable level 61% 51% 76% 67% 84% 73% 89% 62% 50% 61% 63%


80% 82% 93% 79% 59% 83% 57% 81% 71% 80% 83%

ESLESLemployment statusemployment status Aboriginal or Torres Strait

Islander


Islander

risk analysis

Medium

>=80%>=80%

50<80%50<80%

<50%<50%

High

Low

Legend


Wh

ole

of

Syd

ney

In

stit

ute

No

Yes

No

Yes

No

Yes

No

Yes

Fem

ale

Mal

e

Responses: 1477 1282 53 1316 19 743 587 1128 196 818 509




68% 69% 62% 69% 42% 64% 75% 71% 56% 68% 71%


61% 61% 64% 61% 58% 62% 60% 62% 57% 62% 60%


74% 75% 66% 75% 63% 75% 74% 75% 75% 77% 72%




80% 81% 74% 81% 74% 78% 84% 80% 86% 83% 79%



disabilitydisability parent with dep.

parent with dep.

primary carer

primary carer

gendergender

risk analysis

Medium

>=80%>=80%

50<80%50<80%

<50%<50%

High

Low

Legend


Wh

ole

of

Syd

ney

In

stit

ute

Un

der

30

30-3

9

40-4

9

50-5

4

55 -

60

60 a

nd

ab

ove

Responses: 1477 59 183 344 282 320 127

Diversity 16 Sexual harassment is prevented and discouraged 88% 98% 91% 86% 88% 88% 88%

17 Discrimination is prevented and discouraged 79% 90% 78% 79% 81% 80% 81%


68% 75% 71% 69% 67% 69% 67%


61% 78% 65% 59% 62% 59% 61%


74% 76% 71% 72% 80% 75% 74%

Wellness 95 I feel emotionally well at work 62% 88% 71% 61% 57% 59% 66%

96 I am able to keep my job stress at an acceptable level 61% 82% 69% 59% 58% 59% 66%


80% 75% 76% 85% 83% 81% 74%

ageage

risk analysis

Medium

>=80%>=80%

50<80%50<80%

<50%<50%

High

Low

Legend


Wh

ole

of

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In

stit

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Les

s th

an 2

yea

rs

2-5

year

s

5-10

yea

rs

10-2

0 ye

ars

Mo

re t

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20

year

s

Les

s th

an 2

yea

rs

2-5

year

s

5-10

yea

rs

10-2

0 ye

ars

Mo

re t

han

20

year

s

Responses: 1477 348 367 216 106 198 268 407 338




68% 80% 70% 69% 62% 70% 77% 72% 73% 64% 67%


61% 65% 65% 59% 58% 62% 62% 66% 60% 58% 63%


74% 76% 75% 72% 76% 76% 71% 75% 72% 77% 76%




80% 73% 81% 79% 84% 82% 67% 82% 84% 82% 80%



tenure at TAFE NSW

tenure at TAFE NSW

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


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

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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

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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

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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

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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

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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

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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

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top 10 impacting passion


High ≥80% >=80% ≥+10% ≥+10% High

Med 50<80% 50<80% SD D M A SA -10<+10%-10<+10% Med

Low ≤50% <50% ≤-10% ≤-10% Low

Tertiary



106 Overall, Sydney Institute is successful 13% 3.8 72% 69% +2% -6%

95 I feel emotionally well at work 5% 3.6 62% 63% +1% -7%

57 Sydney Institute fulfils its obligations to me 5% 3.4 54% 50% -2% -7%


20% 3.2 41% -6% -8%

105 The future for Sydney Institute is positive 13% 3.6 60% 55% -6% -14%

10 Sydney Institute is ethical 2% 3.9 69% 68% -5% -4%

11 Sydney Institute is socially responsible 2% 4.0 77% 72% +1% +4%

111 Sydney Institute offers products and/or services that are high quality

8% 3.8 71% 71% +3% -3%

112 Sydney Institute understands the needs of its customers

9% 3.6 61% 57% -1% -14%


top 10 impacting progress


High ≥80% >=80% ≥+10% ≥+10% High

Med 50<80% 50<80% SD D M A SA -10<+10%-10<+10% Med

Low ≤50% <50% ≤-10% ≤-10% Low

Tertiary



36 I have confidence in the ability of senior management 5% 3.4 49% 45% -4% -18%



20% 3.2 41% -6% -8%

39 Senior management listen to other staff 8% 3.1 38% 39% -3% -20%

126 I have seen improvements at Sydney Institute resulting from the previous My Voice survey I completed

32% 3.1 38% +2% -8%

38 Senior management keep people informed about what's going on

3% 3.3 48% 48% +4% -8%


7% 3.3 48% 48% -10% -19%


5% 3.0 35% 33% -8% -18%


7% 3.1 41% 43% -11% -22%

6 Sydney Institute has a strong focus on achieving positive results

1% 4.0 73% 68% -2% -7%

page 1 “my voice” staff survey may – june 2011 high-level results voice project survey report,...

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