Hot Topic

Box Hill Institute CEO and Managing Director Vivienne King answers our burning questions from our latest Hot Topic : Strategic planning.

What did you focus on during your first year as CEO?

In the first six months, I had to learn what education was all about because I don't have a background in the education sector. As part of the process of getting to know the business, I ran a program of consultation with students, staff, stakeholders and the Board, and decided it was time to renew the vision for Box Hill Institute.

As a leader, I've always found it really important to provide a clear vision and direction for an organisation. At the start of 2019, I launched a new 2019-2024 strategic plan to focus the business on having students at the heart of our activities and decision-making.

How has the business responded?

Overall, the business has embraced the strategic plan. It was borne out of our needs and a vision of where we want it to be in 2024 – our 100th birthday – and beyond.

I have been strategic about implementation because we can't do everything at once. We're focussed on getting the core right, making sure we're strong and have a good foundation to build on. At the same time, we're exploring opportunities and innovation so we can create opportunities for our students, staff and industry.

The joy, passion and commitment that our people have for the TAFE sector and what we do every day for our students is amazing. My job is to continue taking people on this journey with good communication, clear indicators, clear accountability, responsibility and ensuring that everyone knows their role.

How important is industry to your plan?

We know our future workforce will be substantially affected by global trends that accelerate change. This includes technology, digital disruption and the continuous drive for productivity efficiencies. With large mismatches between the demand and supply of skilled labour, we need to work closely with industry to respond to these challenges and remain relevant and leading edge.

How can you achieve this?

Innovative industry partnerships, quality education and valuing our people are critical. We want to connect with industry to understand its future needs. We are about making people job ready for future jobs. We're about filling skill shortages and training people for those areas.

Opportunities vary and we've got to understand what's going on so we can be agile and adjust quickly to deliver what's required. By connecting with industry, we access its expertise and input into how we do that.

What is your focus for 2020?

One thing I bring as a Box Hill Institute leader is an understanding of how to structure an organisation to get the best out of it. I don't make this decision in isolation and I have talked to my team and Board members about what they want to achieve as an organisation.

We have developed our strategy and everyone's working towards it, so we can now focus on our structure. The retirement of some significant and iconic people has allowed us to realign our team of executive directors.

What does your strategy involve?

The strategy has five key themes, with each sponsored by an executive:

• Student at the heart
• Delivering quality education
• Partnering for innovation and growth
• Valuing our people
• Leveraging our resources

What do you hope it will achieve?

With the right team, clear vision and direction, we will meet the needs of industry and deliver on government policy. We need to be innovative, agile and ready to deliver!

It is an exciting time for Box Hill Institute. Bringing our vision to life will rely on the collective energy of everyone who makes up our community. We will all play an important role in contributing to the institute's bright future and I'm looking forward to better and brighter times in 2020.