Occasional Paper - TAFE Directors Australia

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Marketing the TAFE brand
TAFE is the only brand that can be sold cohesively in
an international market.
The TAFE brand should be ‘transformational and
inclusive’.
• TAFE offers choice, and support for transition
and pathways.
• It is a community partner and capacity builder.
• TAFE sees it as a social obligation for the
‘whole person’, enabling success and career
progression.
To position itself for competitive advantage, and to
have an aspirational and transformational impact,
TAFE should use the stories of success and social
media as the new ‘word of mouth’ advertising with
young people.
• TAFE has life changing ‘before and after’
outcomes.
• TAFE impact can be ‘career defining’.
The use of mandatory entry requirements for entry
level training is a threat to the fulfilment of the
TAFE brand’s potential – especially for youth and
disadvantaged people. In a world of rebranding,
public providers should maintain TAFE as a ‘sub
brand’. A strong point of difference is in trust,
pastoral care, and active teaching.
We need to acknowledge that there are divided
views on the merits of public providers positioning
together. TAFE institutes will promote individuality
in a contestable market, resulting in competition
between TAFEs.
Youth
We should have both a funding model and an
education planning model that provide for analysis
of need and case management. These models need
to be ‘co-constructed’ (not mutually exclusive).
Good schools transition and pathway planning are
essential.
Our ‘emerging’ clients
To address the needs of ‘emerging’ clients, TAFE
needs to understand the market segments, and
identify specific needs and demands. TAFE should
use technology appropriately, and develop delivery
materials that are tailored and customised to clients’
needs. TAFE should provide ‘whole of organisation’
solutions and develop innovative partnerships with
industry.
• We must ensure that pedagogies are relevant to
each market segment and provide appropriate
professional development for staff.
• TAFE should ‘value add’ to industry, for
example, with ‘job ready’ clients through work
placements.
Competencies – key messages
Are training packages relevant in a 21st century
knowledge-based economy
There is a need for a ‘looser’ system of competencybased
training (CBT) and moderation of assessment
across all VET providers.
Most people acknowledge the notion of training
packages as a very sound platform. Industries have
diversified, technological environments can be too
specific for training package competencies and do
not generally meet the broader needs of industry.
However, elements within competencies can be
too prescriptive which can be a barrier to meeting
specific industry/enterprise needs.
Young people prefer to build their own learning/
training programs, so customisation needs to be
engaging. The language in training packages is
complex.