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STRATEGIC PLAN Great Southern Institute of Technology

Strategic Plan 2013-2015 Your regional TAFE

STRATEGIC PLAN Vision From the Managing Director This strategic plan is the result of a thorough process of identifying the key economic, demographic and policy drivers that influence the delivery of Vocational Education and Training (VET) to our region. The plan represents the development of measurable and integrated strategies to achieve our vision of the institute contributing to the sustainable economic and social development of the Great Southern region of Western Australia. Our strategic plan 2013-2015 references national VET policy drivers and focuses on the six priorities established through the Western Australian Government’s Training WA goals. Our performance against the 45 strategies directed towards meeting these priorities will be continually evaluated and refined. Great Southern Institute of Technology is very well positioned for an exciting future and this plan will provide our institute with the focus it needs to achieve this future.

Lidia Rozlapa


To contribute to the sustainable economic and social development of the region.


To provide our students with the skills to fulfil their potential and build our region’s prosperity.

Core values Respect We treat our colleagues, students and clients with respect and sensitivity, recognising the importance of diversity. We respect all individuals and value their contributions.

Integrity We have a clear commitment to ethical conduct in all aspects of our work.

Excellence We strive to achieve best practice in all we do.

Enterprise We encourage training strategies that are innovative, well resourced, responsive and entrepreneurial.

Risk tolerant We encourage and reward entrepreneurship and prudent risk taking.

PRIORITIES Priority One Skilling our region

Priority Two Contemporary Apprenticeship and Traineeship system



• Align training delivery to the skill shortages profiled in the State Priority Occupation List (SPOL).

• Work with regional employers and industry representatives to ensure off-thejob training supports productivity in the workplace.

• Increase enrolments in higher-level qualifications by developing and promoting articulation pathways. • Collaborate in the gathering, analysing and sharing of information needed for effective workforce development. • Deliver Recognition of Prior Learning (RPL) services to enhance productivity in the workplace. • Strengthen institute-university articulation by establishing memorandums of agreement. • Support regional business to manage work place training by delivering the qualification in Training and Assessment (TAE).

• Support school trade training centres and encourage student progression into preapprenticeships. • Invest in high-quality workshops, equipment and resources to meet industry standards. • Improve student transition from pre-apprenticeship programs into apprenticeships. • Promote the success stories of the institute’s apprentices and trainees. • Promote careers in trades to school students.

• Develop media rich e-learning content in preparation for the commissioning of the National Broadband Network (NBN).



Institute Strategic Priorities

Student entitlement

External Policy Drivers

Strengthened competition

Vision and Mission

Skilling our region

Qualification completions


Contribute to the sustainable economic and social development of the region

Contemporary apprenticeship and traineeship system

Improved links to jobs

Increase participation

Engagement with industry

Support our region


Pathways to higher education

Provide our students with the skills to fulfil their potential and build our region’s prosperity

Adapt to a more complex training market

Outcomes for disadvantaged learners

Build our capacities





Risk Tolerant

Core Values

Fast Facts • Nearly 6000 students study with us each year • Over the past four years our delivery has increased by 32 per cent • 35 per cent of our students are under 25 6

• Our student satisfaction rate is more than 90 per cent • We deliver training across 27 industry areas • Capital works to the value of $11 million will be undertaken in 2013-2014 • With more than 200 full-time equivalent staff, we are one of the region’s biggest employers 7

PRIORITIES Priority Three Increase participation

Priority Four Support our region



• Support student progression from foundation programs into qualifications with more direct links to employment.

• Manage construction of a new campus at Mount Barker and engage the community in developing the delivery profile for this new facility.

• Develop pathways from school into higherlevel allied health qualifications. • Develop bridging and pathway programs to support people with disability. • Provide students with individualised career and personal counselling services to support graduate outcomes.

• Promote the ‘buy regional’ purchasing policy. • Customise training to meet the needs of regional industry. • Support the ‘Super Town’ project at Katanning.

• Engage the Aboriginal community in planning for delivery through the Aboriginal Employment, Education and Training Committee.

• Meet the training needs of small regional communities by partnering with Community Resource Centres and local government.

• Deliver mentoring programs for Aboriginal students.

• Support the regional service sector by delivering higher-level qualifications in health and community services. • Support training delivery in the region’s school trade training centres.



PRIORITIES Priority Five Adapt to a more complex training market

Priority Six Build our capabilities



• Develop new partnerships with industry and specialist Registered Training Organisations (RTOs).

• Implement the ‘nine pillars of governance’.

• Promote the institute’s competitive advantage as a high-quality and responsive regional VET provider. • Strengthen professional development and return-to-industry programs to maintain vocational currency of staff and to engage with industry networks. • Promote and strengthen school-VETtertiary links and market as an integrated pathway. • Work with Education and Training International (ETI) to support international opportunities and partnerships. • Provide transparency of fees and charges by publishing information on the institute website.

• Progress the institute’s strategic infrastructure master plan. • Manage construction of the health and community science redevelopment, and a replacement Mount Barker campus. • Engage industry in training development through industry reference groups. • Implement our Sustainability Plan to minimise waste, and manage energy and water usage. • Increase levels of cross-cultural awareness in our staff. • Recognise and reward staff for good practice. • Establish and document best practice HR activity through our ‘People Plan’.

• Respond to the recommendations of the Great Southern Workforce Development Plan (2013-15).



Your regional TAFE

5 Anson Road PO Box 894, Albany Western Australia 6330 Phone: 08 9892 8888 Fax: 08 9892 8898 Albany Denmark Katanning Mount Barker FREECALL 1800 675 781

RMA 1134

Strategic plan 2013 2015  
Strategic plan 2013 2015