Technical Institute of Victoria (TIV) quality business model is grounded on a management system designed to coordinate efforts to demonstrate that our operations comply with good corporate governance in meeting the requirements of:
Spice Telecom Australia Pty Ltd.
The Education Services for Overseas Students Act 2000 and Amendments,
The National Code 2007,
The National Vocational Education and Training Regulator Act 2011,
Standards for Registered Training Organisations 2015, and
Skills for Victoria Service Agreements
Our management system consists of:
Code of Practice
Policy and Procedures Manual
Training materials and tools
Assessment materials and tools
These are circulated by the Chief Executive Officer who is the approval officer for the issue of documentation within the Institute.
Our documented systems are essential for our success as they focus staff on the key elements of successful performance and compliance as required by the Standards for Registered Training Organisations, National Code 2007 and Skills for Victoria Service Agreements and assist in the planning and implementation of our Strategic and Business Plans. Our system has been developed to contain the following elements:
Customer Focus: This is essential because quality is defined in terms of the Standards for Registered Training Organisations, which in turn depend on the identification of customer needs and monitoring of customer satisfaction. Customer relationships are built externally and internally.
Maintaining Standards: It is essential that the manager and staff are aware of, and adhere to a Code of Practice to allow a common understanding and expectation of professional practice and behaviour that apply as accepted standards.
Logical Systems: Quality improvements depend on a planned and systematic approach to monitoring, reviewing and analysing performance, identifying opportunities for improvement, and implementing the necessary changes in order to comply with the Standards for Registered Training Organisations.
Process Management: Improvements to performance are achieved by changing the way that things are done, that is, by managing processes. It is not simply a matter of telling people to do things better. Rather they should be provided with the opportunity to contribute their knowledge and experience to changes in the way work is done.
Continuous Improvement: The cyclical process of “evaluation – review – action – evaluation” should be continuous. This ensures that the organisation maintains the currency and incrementally raises the standard of their services and products.
Employee Participation: System improvement depends on the detailed knowledge of the Standards for Registered Training Organisations by all staff in the organisation. In order to contribute this knowledge, staff must be encouraged and supported to communicate.