Section 2 TAC Overview & Structure

Step 3: Develop Action Plan

 Based on your assessed maturity state, determine the relevant Action Plan to you (listed next to the statement).  The action plans provide parameters for your

TAC to consider when developing organisation's growth strategy and plans to achieve the desired maturity stage.  Leverage the action plans to implement steps to enhance your organisation strategy and growth!

This section provides an overview of TACs in today’s context, including an introduction to:  Purpose and Roles of a TAC  Structure of a TAC  Roles & Responsibilities of the Executive Committee and

Secretariat

Purpose and Roles of a TAC

A TAC is a membership organisation that is formed for the protection and promotion of business interests of its members. The purpose of a TAC is to drive industry development and transformation, and support companies and businesses in upgrading their capabilities, enhance productivity, embrace innovation, scale up and internationalise. It serves as an important bridge between the Government and the industry members. There are three key roles of a TAC:

Government Partner

Government Partner

Lobby for improvements and partner with the Government to uplift the industry

Industry Developer

Drive industry development and transformation through innovation

Skills Trainer

Build industry-wide capabilities through training

As the TAC sector continues to face with internal and external challenges, there is a need for TACs to take a deeper look at their roles, operating model and workforce capabilities to grow and overcome these challenges, and as a result drive the respective industries development and business growth.

KEY CHALLENGES FACED BY THE SECTOR

Financial sustainability Talent attraction and retention Meeting changing member needs and expectations Technology and digital transformation

In order to help drive industry development and growth, TACs will need to work on 5 strategic thrusts in the areas of collaboration, innovation, advocacy, capability uplifting and alternative revenue streams.

Collaboration

Strengthen partnerships and collaborations with others to achieve common goals that are beneficial to the industry  Partner with Government to drive industry policies and initiatives  Drive collaboration with industry players to implement standards and best practices to uplift professionalism of the trade  Develop strategic alliances with others to yield better value for money/ economies of scale through pooling of resources  Facilitate collaboration between TACs, training providers and organisations for industry workforce training and upskilling

Innovation

 Drive innovation mindset and adoption of technology to enhance enterprise capabilities, productivity and capture new growth opportunities  Drive product and/or service innovation within the industry  Drive technology adoption through industry initiatives and education  Promote innovation of processes to enhance efficiency and effectiveness of current processes  Leverage on global platforms to enhance branding, marketing and communications opportunities

Advocacy

Advocate and represent members’ needs and interests through relevant platforms and engagement with relevant ministries and government agencies  Serve as a liaison between the Government and members to advocate and communicate needs and interests effectively  Engage with the Government to understand the government policies and plans for the industry for educating the members so as to achieve alignment from both parties  Drive brand advocacy by creating awareness and uplifting the image of the TAC and the sector

In order to help drive industry development and growth, TACs will need to work on 5 strategic thrusts in the areas of collaboration, innovation, advocacy, capability uplifting and alternative revenue streams.

Capability uplifting

Continuous upskilling of the TAC workforce to uplift internal capabilities for building a workforce of tomorrow equipped with the right skills  Utilise TAC Competency Framework to identify skills needed by the team to carry out current roles and responsibilities and deliver future strategy  Provide training to develop and embed those skills sustainably

Alternative revenue streams

Constantly explore and innovate new ways of generating revenue and deliver value add to members to drive long-term financial sustainability  Enhance existing revenue streams through the expansion of functions and/or products/ service offerings  Identify opportunities to provide greater value to members and justify membership fees