Annual report 2008098bc8eb84fb

2008 Annual Report

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Statement of Compliance Tuesday, 17 March, 2009

Honourable Peter Collier BA DipEd MLC Minister for Training 11th Floor, Dumas House 2 Havelock Street WEST PERTH WA 6005

Dear Minister

PRESENTATION OF THE GREAT SOUTHERN TAFE ANNUAL REPORT 2008

The Annual Report for the year ended 31 December 2008 has been prepared in accordance with

the provisions of Section 61 of the Financial Management Act 2006 and in accordance with the

requirements of Section 54 of the Vocational Education and Training Act 1996.

Len Smith GOVERNING COUNCIL CHAIR 17 March, 2009

Lidia Rozlapa CEO/MANAGING DIRECTOR 17 March, 2009

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Contents Statement of Compliance ......................................................................................................................................................................1 Contents...........................................................................................................................................................................................................2 Section One – Overview.........................................................................................................................................................................4

Executive Summary.............................................................................................................................................................................4 Governing Council Chair’s Report .........................................................................................................................................4 Managing Director’s Report.....................................................................................................................................................5

Operational Structure........................................................................................................................................................................7 Great Southern TAFE at a Glance.........................................................................................................................................9 Governing Council .......................................................................................................................................................................10 Great Southern TAFE’s Strategic Directions...............................................................................................................13

Performance Management Framework .............................................................................................................................16 Government Goals: Better Planning, Better Futures ..............................................................................................16 The Minister’s Key Priorities for TAFEWA Colleges: ................................................................................................22 Shared Responsibilities ............................................................................................................................................................23

Section Two – Agency Performance .........................................................................................................................................25 Report On Operations .....................................................................................................................................................................25 Sectional Highlights..........................................................................................................................................................................26

Business & Creative Industries............................................................................................................................................26 Social Sciences.............................................................................................................................................................................26 Research & Planning .................................................................................................................................................................27 Trade & Industry Skills...............................................................................................................................................................27 Primary Production & Natural Resource Management .......................................................................................28 Corporate Services.....................................................................................................................................................................28 Performance & Review.............................................................................................................................................................29 TAFE Business Centre...............................................................................................................................................................31

Section Three – Significant Issues and Trends ...................................................................................................................33 Skills Shortages .............................................................................................................................................................................33 Employment Trends....................................................................................................................................................................33 Information and Communication Technologies........................................................................................................33 Industry Developments ............................................................................................................................................................33 Indigenous Employment & Training..................................................................................................................................34

Section Four – Disclosures and Legal Compliance............................................................................................................35 Certification of Performance Indicators..............................................................................................................................35

Key Performance Indicators............................................................................................................................................................36 Effectiveness Indicators ...............................................................................................................................................................36

1.1 Annual VET College Profile Target Achievement .........................................................................................36 1.2 Overall Student Satisfaction ......................................................................................................................................38 1.3 Graduate Employment Status...................................................................................................................................40 1.4 Graduate Satisfaction ...................................................................................................................................................41

Efficiency Indicators........................................................................................................................................................................41 2.1 Overall Cost per Student Curriculum Hour (SCH) for Aggregate College Delivery ...................41

Certification of Financial Statements...........................................................................................................................................43 Independent Audit Opinion...............................................................................................................................................................44 Financial Statements.............................................................................................................................................................................46

Income Statement.............................................................................................................................................................................46 Balance Sheet.....................................................................................................................................................................................47 Statement of Changes in Equity ................................................................................................................................................48 Cash Flow Statement .......................................................................................................................................................................49 Great Southern TAFE Notes to the Financial Statements for the Year Ended 31 December 2008..50 Appendix 1 – S40 Submission 2009 ..........................................................................................................................................73 Other Financial Disclosures ........................................................................................................................................................74

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Governance Disclosures.............................................................................................................................................................. 74 Other Legal Requirements ........................................................................................................................................................... 75

Advertising ....................................................................................................................................................................................... 75 Disability Access and Inclusion Plan Outcomes....................................................................................................... 75 Equal Employment Opportunities Outcomes............................................................................................................... 75 Compliance with Public Sector Standards and Ethical Codes ......................................................................... 76

Recordkeeping Plan.............................................................................................................................................................................. 77 Government Policy Requirements........................................................................................................................................... 78

Corruption Prevention............................................................................................................................................................... 78 Sustainability ................................................................................................................................................................................... 78 Energy Smart Government Program................................................................................................................................ 79

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Section One – Overview

Executive Summary

Governing Council Chair’s Report

I would like to congratulate the staff of Great Southern TAFE on another very successful year which

saw excellent outcomes for the College and its students. College staff continued to build on their

professional and academic standards and their commitment to excellence. Major 2008 outcomes

included meeting all key performance indicators within budget. The College has met the Delivery

Performance Agreement and training targets, with only a 5% increase in costs, while implementing

innovative and flexible enhancements to its delivery and assessment.

These outcomes were due, in no small part, to a committed, skilled, and knowledgeable staff and a

strong learning culture across the organisation. Great Southern TAFE again received clear internal

audits for 2008, which provided the Governing Council with confidence in the internal controls for

finance, human resources, facilities, information technology and the quality of delivery and

assessment of training.

Throughout the reporting year, the College responded proactively to the Minister for Education and

Training’s priorities, particularly in addressing the skills and labour shortages in the Great Southern,

increasing apprenticeships and traineeships, creating more pathways for 15-19 year olds, and

improving Indigenous student outcomes. Our commitment to increasing workplace based learning

was reflected in a 20% increase in apprentice enrolments, as employers used the training system to

bolster the labour pool.

In addition to these achievements, 2008 was a big year for awards for Great Southern TAFE staff

and students:

The College won the 2008 Large Training Provider of the Year Award.

Aboriginal and Torres Strait Islander Student of the Year 2008 – Finalist Sarah Hancox

WA Trainer of the Year 2008 – Finalist Andrew Nicholson

My thanks go to the members of the Governing Council who, through their participation and

commitment of time, demonstrate their interest in the overall welfare of our College and the wider

community. Special thanks also to the College Managing Director, Lidia Rozlapa, for her

determination and focus in driving the College forward and meeting its key objectives.

In 2009, we look forward to a continued strong performance in the delivery of excellence in

education and training for the Great Southern Region.

Len Smith CHAIR Great Southern TAFE Governing Council 10 February 2009

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Managing Director’s Report

I take pleasure in reporting on the performance of Great Southern TAFE in 2008 - another

successful year evident in our wide range of achievements. As a College, we have managed within

all budget parameters, consistent with Section 61 of the Financial Management Act 2006 . Our

financial performance remained sound, with an operating surplus of $268,000 and a working capital

ratio of 2:7 achieved. These results reflect the College’s ability to manage its financial resources and

reserves prudently.

During the reporting year, we continued to review and implement new business systems to meet the

expectations of our internal and external clients.

Our success in 2008 has largely been due to a team of dedicated and professional staff members

committed to excellence in the delivery of training and education.

Our Lecturer Professional Development Program for up-skilling and professional qualifications has

been completed to schedule, and a majority of full-time lecturing staff have attained the Certificate 4

TAA qualification. The College is committed to a new streamlined approach to RPL for our clients

and aims to increase Recognition of Prior Learning activity by 3%.

Our partnerships with industry have grown as evidenced by the profile achievement of over 100% in

2008.

Some major partnerships included:

Trout Alliance and the Blackwood Basin Group

Argyle Diamonds

Hotels & Licensees (Responsible Service of Alcohol)

Albany Regional Hospital

Curtin University

Plantagenet Health Centre

Hall & Prior/Clarence Estate

Activ Foundation

Forest Products Commission

AgWest International

During 2008, the College’s training extended beyond the region to other parts of the State, including

the East Kimberley diamond mines and the shearing sheds of Esperance. Our TAFE Business

Centre, in partnership with Kimberley College of TAFE, Curtin Vocational Training and Education

Centre (VTEC) and Pilbara TAFE delivered Worksafe Occupational Safety and Health courses

across the state.

Over 900 students graduated from our Shearing and Wool Handling course and our External

Studies Centre delivered courses to over 500 distance education students across the State.

We also invested resources into training and services to international markets, exposing staff to

new and challenging environments. This resulted in a 200% increase in International students

studying at the College.

Throughout the year, we continued to make significant progress towards achieving the goals laid

out in our Strategic Plan 2005-2009. This stemmed from business improvement, investment in staff

training, partnering with business and industry, and responding to customer needs with relevant,

timely, and cost effective training.

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This year has also seen strong improvements in our Indigenous student outcomes, with an increase

in the number of Indigenous students enrolled in employment based outcomes (Certificate III and

above). We also saw an improvement in Indigenous student retention rates which increased by

12% to 74%.

Completion rates for students with a disability rose to 77%.

During 2008, we provided more flexible and accessible pathways for our young people so they had

more options to choose from, and were more likely to remain in the education system. We

negotiated articulation with advanced standing to university undergraduate programs.

We built on this initiative with a new TAFELink program which allows Year 11 and 12 students to

combine school and TAFE subjects to gain a Certificate III and Certificate IV qualification by the end

of Year 12. This gives school leavers more flexibility and greater choice when it comes to their study

pathways. Completing a Certificate IV by the end of Year 12 gave eight Katanning students the

option of applying for direct University entrance.

The year 2008 also resulted in significant advances in infrastructure development for the College.

The State Government provided $550,000 towards equipment for traditional trades training at the

Albany campus, with the new items delivered in early 2008.

A refurbishment of our Denmark Campus was carried out in 2008. In 2009 major capital works will

take place in the Trades and Industry Skills section, beginning with the automotive area and the

completion date is expected to be July 2009.

Adapting to the changing economic climate, the College moved away from traditional forms of

training to more innovative and collaborative training resulting in a 200% increase in workplace

delivery.

I would like to congratulate staff on an outstanding year and thank them for their effort and

commitment to delivering a consistently high standard of training to our diverse student population

in all parts of the region. I would also like to take this opportunity to thank our dedicated Governing

Council, all of our industry partners, sponsors and key stakeholders, whose support of the College

ensures a vibrant and prosperous future for our students.

On behalf of Great Southern TAFE staff, I take pleasure in sharing this report with you, and look

forward to an exciting and even greater year ahead.

Lidia Rozlapa CEO/MANAGING DIRECTOR 10 February 2009

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Operational Structure

Great Southern TAFE – Organisation Structure

GOVERNING COUNCIL

Managing Director Lidia Rozlapa

Director, Corporate Services

Kevin Wilson

Director, Performance & Review

Sue Bennet-Ng

Director, Research & Planning

Chris Jones

Director, Business Development

Jan Davidson

Director, Training Services: Business & Creative

Industries Brendan Robb

Director, Training Services: Primary Industry & Natural

Resource Management Neil Binning

Director, Training Services: Trade & Industry Skills

Kathy Keay

Director, Training Services: Social Sciences

Steph Tchan

Director, Regional Services Ian Billing

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Great Southern TAFE – Committee Reporting Structure

Governing Council

Managing Director Lidia Rozlapa

Corporate Executive (including Resources Board)

Academic Board Performance & Review

Consultative Committee Business Innovation Group

Information Technology Committee

Sustainability Action Group

OHS Committee

Performance & Review Governing Council Sub

Committee

Audit & Finance Governing Council Sub

Committee

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Great Southern TAFE at a Glance

Established in 1974, Great Southern TAFE is the region’s largest training provider, covering an area

of 40,500 square kilometres. The College’s capacity for training stretches right across the region

with more than ten sites, including four major campuses.

The primary campus is located in Albany, with additional campuses in Denmark, Mt Barker and

Katanning. All hinterland campuses offer a broad range of qualifications, as well as professional

and skills development courses to suit local community and business needs.

Employing 350 staff, and with an annual budget of 21.2 million dollars, the College provides local

employment opportunities, and skills development to enhance local enterprise.

Each year, over 200 nationally accredited qualifications are offered, from Certificate to Advanced

Diploma level, and university pathways. The College’s student population exceeds 6400, with

student numbers steadily increasing over recent years.

Great Southern TAFE’s qualifications are structured within five key delivery areas:

Business & Creative Industries

Social Sciences

Trade & Industry Skills

Primary Production & Natural Resource Management

TAFE Business Centre

Alternative study options are made available through the External Studies, delivery and assessment

in the workplace, skills recognition, Recognition of Prior Learning and through a blended delivery

approach that offers convenience and flexibility.

The College manages and delivers approximately 1.05 million Student Contact Hours (SCH)

throughout Western Australia. These hours are spread over programs won under competitive

tendering arrangements, Western Australian Department of Education and Training “profile”

funded programs, traineeships and apprenticeships, Vocational Education and Training (VET) in

schools, and auspicing programs.

Great Southern TAFE provides vocational education and training products within the Australian

Qualification Framework (AQF), consisting of Training Packages and courses that are accredited

with the Training Accreditation Council (TAC). The College offers a range of qualifications from

Certificate to Advanced Diploma and University pathways and customised Fee for Service training.

A Customer Service Centre operates at the Albany campus which amalgamates all student services

into one centralised and easily accessible facility. Student services include:

Well-equipped, modern facilities

Professional career guidance

Skills recognition/Recognition of Prior Learning

Disability Liaison Officer

Library Resource Centre

Student café

Student recreation area

Accommodation services

External delivery centre

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Free internet and email access

Career and employment services

Free counselling service

Literacy and numeracy support for student success.


Our TAFE Business Centre offers a specialised training consultancy service, while delivering an

extensive range of customized training including industrial, workplace and lifestyle courses. The

Business Centre also works closely with business and industry to deliver training to benefit and

sustain regional businesses. The Business Centre has also successfully established International

Student recruitment, placement and support services.

Additional Services

Great Southern TAFE also offers a wide range of specialised services including:

Assessment in the Workplace

Risk Management

Corporate Training

Industry Consultancy

Workplace-Based Training

Apprenticeships & Traineeships

Competency Based Training

Modern Teaching Techniques

Learner-Centred Training

Training Needs Analysis for Productivity

Job/Role Competency Assessment

Governing Council

The College Governing Council consists of a Chairperson, Deputy Chairperson, the Managing

Director, and ten other members, who are appointed by the Minister for Education and Training for

their expertise in education and training, industry or community affairs and for their ability to

contribute to the strategic direction of the College.

Whilst the Managing Director has responsibility for the day to day operations, the Governing Council

overseas the strategic and overall direction of the College through the execution of its statutory

functions, within the Vocational Education and Training Act 1996, the Public Sector Management

Act 1994 and the Financial Administration and Audit Act 1985.

As at 31 December 2008, the Membership of Great Southern TAFE Governing Council was:

Name Position Expiration of Term

Andrew Hammond Andrew is the Chief Executive Officer of City of Albany. His background prior to a CEO role within WA local government has been finance, administration and retail banking. His qualifications include an Executive Master of Business Administration from University of Western Australia and a Diploma of Local Government from TAFEWA.

Chair Retired

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Len Smith Len is the Owner and Manager of the Comfort Inn in Albany. He is a long term and significant contributor to the local community, particularly in his involvement with key tourism and training bodies.

Deputy Chair 31 Dec 2009

Catherine Jenkins Catherine is currently the National Forestry Management Accountant for Great Southern Limited, based in Albany. She has many years experience as a Management Accountant in Perth, and has held senior positions in a diverse range of industries from motor vehicle dealerships to the manufacture and retail of hand made chocolates.

Member 30 June 2009

Jane Trethowan Jane is the Deputy President for the Shire of Kojonup, initially elected to the local council in 2003, and farms 3,700 acres at Kojonup. Jane is the representative on the Governing Council from the Great Southern Zone of the Western Australian Local Government Association.

Member 30 June 2009

Kimberley Krakouer Kimberley is a Noongar man from Mount Barker and is currently the Campus Co-ordinator for Great Southern TAFE at the Mount Barker Campus. In 2006 he was awarded the Great Southern TAFE's Indigenous Student of the Year and is acknowledged as an important Indigenous artist of the Great Southern Region.

Member Retired

Joan Cameron Joan is a Farmer at Rocky Gully and a Proprietor of a Retail business in Albany. She has a number of community and industry involvements at Local and Regional levels and formerly in a diverse range of Board memberships at State level. Until October 2007, when she retired from the position, Joan was a long-serving Councillor of the Shire of Plantagenet, served several terms as Deputy President and is a Freeman of that Municipality.

Member 31 Dec 2009

Graham Harvey Graham is the Chief Executive Officer of the Albany Chamber of Commerce and Industry. Graham is a bestselling author and a previous Western Australian Professional Speaker of the Year. His qualifications include a Bachelor of Commerce from Curtin University majoring in Tourism Management.

Member 30 June 2010

Owen Starling Owen is the Regional Manager Great Southern, which covers the Albany, Katanning and Narrogin Magisterial Districts, and is the Clerk of the Court at the Albany Magistrates Court. Owen has worked within regional Courts for 23 years and has gained extensive experience within the State Public Service. He is also an active member of the Army Reserve with 11/28 RWAR and is a senior umpire of Australian Rules Football within the region.

Member 31 Dec 2010

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Scott Leary Scott is a Director of Albany City Motors which is a well established local Motor Dealer for Holden, Nissan and Isuzu. With 14 years experience in the motor trade and the previous 12 years in the Finance industry with Westpac and now as Financial Controller, Scott offers a working knowledge of management and processes.

Member 31 Dec 2010

Antony Smith Antony founded Plantagenet Wines in 1974 and although retired, still serves as Chairman of the Company Board. He served on Wine Industry bodies at Regional, State and Federal Levels, the Board of the Great Southern Development Commission and Chaired the Great Southern Area Consultative Committee and is on the Board of the Albany UWA Foundation (Vice Chairman) and Mount Barker Community College Farm Committee.

Member 31 Dec 2010

Suzanne Seeley Suzanne is the Nurse Director for WA Country Health Service (WACHS) – Great Southern. She has many years of nursing and hospital management experience and has worked in both the public and private health sectors as well as representing WACHS on the WA Palliative Care Advisory Committee. Suzanne is committed to strengthening the integration of the health services within the region and in building a strong connection with the educational sector to build a strong local healthcare workforce.

Member 31 Dec 2010

Murray Howson Murray is the Managing Director of Edenborn Pty Ltd, one of the region’s largest Tree Harvesting and Transport companies. His background is in industrial design and he also holds qualifications in the field of education (Diploma of Teaching) and possesses vast industry experience and knowledge. His company is a leader in innovation and systems management specific to commercial forestry.

Member 31 Dec 2010

Lidia Rozlapa Lidia has held the position of CEO/Managing Director, Great Southern TAFE since 1993 and has a long history with TAFE in Western Australia. She holds a Bachelor of Education, Teacher’s Diploma, Diploma in Secretarial Studies and from the Joint Examining Board London, the Teachers Diploma in Pitman’s Shorthand and Teachers Diploma in Typewriting. Lidia is a past President of the Rotary Club of Albany, an active member of Variety Club of WA fundraising for sick, disabled and disadvantaged children. She is a member of the State Training Executive and Regional Managing Directors’ Network. Regional committee memberships include the Great Southern Human Services Managers’ Forum, the Great Southern Zone of WA Local Government Association, the Building and Construction Industry Training Fund Committee and the newly formed Local Government Industry Reference Group.

Member

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Resigned / Retired Details of 2008:

Andrew Hammond (Chairperson) Kimberley Krakouer (Member)

Legislation Impacting on Great Southern TAFE’s Activities:

State:

Auditor General Act, 2006

Building and Construction Industry Training Fund and Levy College Act, 1990

Corruption and Crime Commission Act, 2003

Curriculum Council Act, 1997

Disability Services Act, 1993

Education Service Providers (Full Fee Overseas Students) Registration Act, 1991

Electronic Transactions Act, 2003

Equal Opportunity Act, 1984

Financial Management Act, 2006

Freedom of Information Act, 1992

Industrial Relations Act, 1979

Industrial Training Act, 1975

Library Board of Western Australia Act, 1951

Liquor Control Act, 1988

Minimum Conditions of Employment Act, 1993

Occupational Safety and Health Act, 1984

Public Interest Disclosure Act, 2003

Public Sector Management Act, 1994

School Education Act, 1999

State Records Act, 2000

State Superannuation Act, 2000

State Supply Commission Act, 1991

Vocational Education and Training Act, 1996

Workers Compensation and Injury Management Act , 1981

Working with Children (Criminal Record Checking) Act, 2004

Commonwealth:

Copyright Act, 1968

Education Services for Overseas Students Act, 2000

Education Services for Overseas Students (Registration Charges) Act, 1997

Trade Practices Act, 1974

Training Guarantee (Administration) Act, 1990

Workplace Relations Act, 1996

Great Southern TAFE’s Strategic Directions

Our Vision

To be recognised as a progressive TAFEWA College and major regional skills provider, integral to

the social and economic growth of the region.

Our Mission

To provide innovative learning opportunities that produce graduates with real skills sought after by

industry and underpin a prosperous and sustainable region.

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Our Focus for Success

Relationship with our Clients

Excellent Training & Services

Sustainable Business

Staff Knowledge & Learning

Our Values

Our Customers

Partnerships & Alliances

Our people

Innovation & Creativity

Ethical Practice

Cultural & Social Diversity

Our Measures of Success

Student Satisfaction

Graduate Satisfaction & Outcomes

Employer Satisfaction

Staff Satisfaction

Efficiency

Community Vision – Great Southern TAFE will be a College:

With integrity and commitment to all segments of the community, particularly our youth and

lifelong learners.

That is affordable, accessible and accountable in its dealings.

Whose customers value the College and clearly see it as a key partner in the capacity

building of the wider community.

Whose customers are supportive of new approaches to flexible delivery and assessment

which they believe will enhance the relevance of training to industry, and the region’s access

to training and education.

That is more innovative and energised as lecturers’ enthusiasm, skills and new ways of

working emerge, and systems are streamlined to the customer’s needs.

That increasingly meets its customers’ needs through short course training and part

qualifications as required. Timetabling will be at a time and place most suitable for the client

and technology will support higher level skills and acquisition.

That is seen as a key source of advice for career paths and study which facilitate pathways

across the TAFEWA network.

Staff Vision – Great Southern TAFE’s staff will:

Understand the need for new products, services and methodologies to meet the current and

future expectations of their diverse clients and region. Be recognised for the excellence of

their training and the success of their students.

Express high satisfaction with the College, which will be sustained by support for their

continuous learning and the College’s investment in technology and training.

Understand the need for new ways of working and trusts that the College will maintain a

commitment to their professional development, essential to support this. Access resources to

innovate, project manage, develop capacity and commit to sustainable practices.

Demonstrate cross-sectional and cross-sectoral collaboration

Capture, retain, and share knowledge to maintain organisational learning and expertise

Exceed standards in service delivery in all areas of College business

Continue to expand external relationships with business, industry and our community.

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Great Southern TAFE’s Strategic Priorities 2005-2009

The following goals have been established for the College to 2009 and are aligned with the TAFEWA

Network priorities:

1. Increase Client Service

Goal 1.1

Great Southern TAFE will have coherent and consistent client service that provides accurate and

timely information, advice and enrolment.

Outcomes:

Improved student satisfaction with client services.

Improved retention and outcomes for students.

2. Contribute to Economic Development

Goal 2.1

Great Southern TAFE will anticipate and respond to present, future and specialist industry needs.

Outcomes:

Growth in employment based delivery including apprenticeships, traineeships and school

based traineeships to meet the projected skills and labour shortages in the Great Southern.

Implementation of market driven flexible and alternative delivery and assessment

arrangements across the region.

Goal 2.2

Great Southern TAFE will participate in the global education and training market in areas of

strategic advantage to Western Australia.

Outcomes:

Opportunities developed beyond Great Southern Region.

3. Contribute to Community Development

Goal 3.1

Great Southern TAFE will address the diverse needs of young people, as they make the transition

from school to work.

Outcomes:

Increased retention rates for 15-19 year olds in post-compulsory education and training.

Implementation of the Narrogin and Great Southern Districts Youth Advantage Strategy.

Goal 3.2

Great Southern TAFE will contribute to improved education and employment outcomes for

Indigenous people in Western Australia.

Outcomes:

Improved Indigenous participation and retention in schools and TAFEWA.

Improved Indigenous participation at higher qualification levels.

Improved employment outcomes for Indigenous TAFEWA graduates.

Goal 3.3

Great Southern TAFE will contribute to and is a valued member of a sustainable Western Australia.

Outcomes:

Support for whole of State goals for equity and access.

Higher levels of community participation in learning.

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Efficiency and sustainability in the framework of Shared Services and College Business

Planning.

4. Improve the Quality of Teaching and Learning

Goal 4.1

Great Southern TAFE teaching and learning strategies will be recognised as being innovative,

flexible and responsive to client learning needs.

Outcomes:

Increased student satisfaction with quality of teaching, learning and assessment.

Increased module and qualification completions.

Implement innovative approaches to the design and delivery of training based on market

need and workplace learning.

Excellence in performance, quality and relevance.

Goal 4.2

Great Southern employees will be recognised as a high quality and capable workforce.

Outcomes:

Improved staff knowledge and skills currency at industry standards.

Performance Management Framework

Government Goals: Better Planning, Better Futures

Our commitment to the implementation of national and state training arrangements and priorities is

embedded within our corporate culture and is evident in our strategic documents, processes and

practices. The range of projects and initiatives highlighted in this report and their subsequent

outcomes, strongly reflect these priorities.

Our strategic outcomes and services are aligned with the government’s goals and strategic

outcomes articulated in the Better Planning: Better Futures document:

Goal 1: Better Services: Enhancing the quality of life and wellbeing of all people throughout Western

Australia by providing high quality, accessible services.

Goal 2: Jobs and Economic Development: Creating conditions that foster a strong economy

delivering more jobs, opportunities and greater wealth for all Western Australians.

Goal 3: Lifestyle and the Environment: Protecting and enhancing the unique Western Australian

lifestyle and ensuring sustainable management of the environment.

Goal 4: Regional Development: Ensuring that regional Western Australia is strong and vibrant.

Goal 5: Governance and Public Sector Improvement: Developing and maintaining a skilled, diverse

and ethical public sector serving the Government with consideration of the public interest.

BPBF Goal 1: Better Services

BPBF Strategic Outcome: A world class education and training system that provides lifelong

learning opportunities.

Agency Level Outcomes

Improved student satisfaction with client services

Improved retention and outcomes for students

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Higher levels of community participation in learning

Improved Indigenous participation and retention in schools and TAFEWA

Improved Indigenous participation at higher qualification levels

Increase student satisfaction with quality of teaching, learning and assessment

Implement innovative approaches to the design and delivery of training, based on market

need and workplace learning

Excellence in performance, quality and relevance

TAFEWA Strategic Focus 1: Increase Client Service

TAFEWA Strategic Focus 4: Improve the Quality of Teaching and Learning

College Achievements:

During the reporting year, Great Southern TAFE’s student satisfaction continued to be higher than

the state average (93% in 2008).

The average Module Load Completion Rate (MLCR) has improved by 4% in 2008 and remains a

priority for support and outcomes achievement. In particular the MLCR for Literacy and Numeracy

has improved by 18%.

The College has an overall satisfaction level of 93.4% compared to the state average of 85.4%. The

satisfaction with information and customer services that Student Services’ staff provided improved

to 83% compared to a state average of 66%.

In 2008, the College delivered over 105,000 Student Contact Hours (SCH) through the Vocational

Education and Training in Schools (VETIS) programs under profile (40,000 SCH) and auspice

arrangements (65,000 SCH) and supported 12 different schools across the region.

82 qualifications were added to the College’s scope and delivered in 2008, including quality auditing,

off-site construction, interactive digital media and career development.

In 2008 Great Southern TAFE was a finalist in the Disability Services Commission’s Count Us In

Awards, the State Government category. The College was commended for using innovative

technology and interactive learning activities to increase participation and access to training for

people with a range of disabilities enrolled in the Certificates II and III in Clothing Production. Using

the Learning Table has lead to independent students, successful learners and valuable employees.

BPBF Goal 2: Jobs and Economic Development

BPBF Strategic Outcomes: A strong research and development capacity; a level and mix of

infrastructure that promotes economic growth.


Growth in employment based delivery including apprenticeships, traineeships and school-

based traineeships to meet the skills and labour shortages in the Great Southern.




TAFEWA Strategic Focus 2: Contribute to Economic Development


The College continued to meet regional demands for apprenticeships and traineeships. There was

a decline in the number of trainees in the last six months of the year due to changes in the labour

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market which particularly affected existing worker traineeships. This was counteracted by work-

based delivery and assessment which increased by 23% in 2008.

We continued to build and expand industry partnerships between the College and our students. In

2008, we successfully positioned ourselves to be the Registered Training Organisation (RTO) for the

Forest Products Commission, Clarence Estate Nursing Home, City of Albany and local dentists. These

partnerships are the most cost effective way of skilling people in these industries through delivery

and assessment in their workplaces. This value-adding is to provide just-in-time training to meet

employers’ operational and strategic needs for industry entrants.

Delivery of the Certificate III of Allied Health Assistant has provided local industry with skilled

workers to support the work of physiotherapists, speech therapists and occupational therapists in

the aged care industry. Training was delivered in the classroom and the workplace and forms a key

part of the workforce development model of providing training services in the Social Sciences

section.

Our Workforce Development Strategy is being rolled out as a service to our local industry. This

methodology will increase Recognition of Prior Learning activity and provide training based on

needs in the time and place identified by industry. This model for institutional delivery is based on

existing apprenticeship and traineeship models which have been working successfully across the

region and refocuses some institutional delivery from classroom based in a time of high

employment.

The College was successful in winning two Enrolled Nursing tenders.

There has been ongoing uptake of workplace development and training opportunities in the

community services sector with traineeship numbers increasing over the year. Our partnerships

with agencies such as the Lower Great Southern Community Living Association, Activ Foundation,

Young House, Hall and Prior, Clarence Estate and Overton Lodge have been strong and fruitful.

Some of the outcomes include a more highly skilled workforce and ongoing student employment

outcomes. The strength and vitality of these partnerships is providing ongoing sustainability in the

community services sector workforce.

Great Southern TAFE participated in a number of industry and TAFEWA partnerships in 2008. The

College provided OHS and WorkSafe training in the mining regions and worked with other TAFEWA

providers (Pilbara and Kimberley TAFE and Kalgoorlie VTEC) to ensure increased coverage of these

areas. Great Southern TAFE also worked with the Forest Products Commission to provide

Certificate III level training for recruits, commercial short course training across the state and

conducted Recognition of Prior Learning for existing staff at Certificate IV/Diploma level.

A total refurbishment of the College’s Denmark Campus was completed.

The College ran two Moordit Yakka (Solid Work) employment preparation programs in conjunction

with Skill Hire, designed for abattoir employment at Fletcher International WA.

Great Southern TAFE delivered hospitality training to the mining industry for Indigenous adults with

labour hire company Compass in partnership with the William Angliss Institute of Victoria.

The College also ran a range of ticketed training (e.g. WorkSafe Endorsed) designed for

employment across a range of areas including mines, shires, building and construction.

Great Southern TAFE delivered a series of wool handling/shearing schools across the region that

led to employment and productivity improvements in the industry.

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BPBF Goal 3: Lifestyle and Environment

BPBF Strategic Outcomes: Biodiversity and ecosystems that are well maintained; impacts on the

environment are responsibly and sustainably managed.


Efficiency and sustainability in the framework of Shared Services and College Business

Planning.

TAFEWA Strategic Focus 3: Contribute to Community Development


As a result of incorporating wildlife units of competency in our Certificate IV in Conservation and

Land Management, our students were involved in a number of sea bird rescue activities which

mainly involved pelicans and gulls with hooks in their beaks and necks or lines tangled around their

feet. This program continues to provide much needed volunteer numbers to assist in the rescue of

seabirds hooked and tangled by anglers whilst fishing.

Great Southern TAFE is the only College in the southwest of Western Australia that is providing

training in organic horticulture. This training continued in 2008 for its eighth year, allowing students

to gain practical skills working in a NASAA-Certified commercial organic garden. Throughout the

year, students worked closely with organic industry groups to support local growers and supplied

fresh produce to local retailers and consumers.

At a corporate level, the College’s Sustainability Action Group was instrumental in raising

awareness amongst students and staff on issues regarding recycling and energy awareness with

targets being met ahead of time. Operational measures include a water treatment strategy based

on a state of the art re-circulation system to ensure ecologically sustainable effluent management,

energy star rating on all computers, fluorescent lights replaced with triphosphorous lights and

reduced numbers of lights on each block, all contributing to a more environmentally sustainable

campus. In addition, much of our training delivery contributes to the environmental well being of the

region, particularly in the area of primary industries, with ongoing economic and social benefits.

The new College Horticulture and Conservation and Land Management Centre incorporate the

latest sustainable principles of water recycling through specially designed catchment areas and

tanks. In addition, careful choice of plants appropriate to the Great Southern climate and the

requirements of the training environment have been taken into account. Students have been

closely involved in the landscape design of the new site as part of training and assessment

requirements of their programs. This has occurred in consultation with local contractors and

lecturers and has provided valuable industry experience for the students.

In 2008 the College increased its efforts in the area of Waste Management and Waste Avoidance.

The recycling of paper and cardboard was a key project this year and the College now has eight

recycling bins for all types of office waste and a dedicated cardboard skip to capture cardboard

waste.

To prevent co-mingling of recyclables and general waste before it goes in the main bins, there was

a trial of 20 small office bins in the administration area that encourage the officers to separate

waste. The success of this trial was established and the College is now providing every officer at a

desk with a separator bin.

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Great Southern TAFE staff were part of a Global Corporate Challenge aimed at encouraging a

healthy lifestyle amongst staff – an initiative of the College’s Sustainability Action Group. Participating

staff members were funded through the College’s Professional Development program. Staff

reported feeling fitter, improved awareness of their health and a reduction in workplace stress due

to the increased physical activity.

BPBF Goal 4: Regional Development

BPBF Strategic Outcomes: Regional communities that are educated, healthy, safe, and supportive;

Government decision making that takes account of regional issues.





Improved employment outcomes for Indigenous TAFEWA graduates.

TAFEWA Strategic Focus 2, 3 and 4


Great Southern TAFE delivered training to 507 Indigenous students in 2008. The number dropped

slightly from 2007 due to changes to Community Development Employment Program and the focus

on higher level qualifications. As a result of this focus, Indigenous student numbers at Certificate III

and above increased from 140 to 178. Completion rates for Indigenous students are at an historic

high, increasing by 12% from 2007 to 74%.

The completion rate for students with a disability has risen to 77% in 2008 and the gap of 9%

compared to the total student population is now the lowest on record.

The Internet was increasingly accessed by regional and remote learners for training support and

delivery and we continued to maintain a strong and ongoing partnership with the Telecentre

Network. This allows the College to bring quality training to the region’s hinterlands and beyond,

with partnerships with Training Centres, Regional Agents and Telecentres in Gnowangerup,

Walpole, Tambellup, Cranbrook, Wellstead/ManyPeaks, Bremer Bay, Frankland, Jerramungup,

Kojonup, Ongerup and Ravensthorpe. A range of nationally accredited programs was offered from

entry level training to Advanced Diploma and university pathways.

The College partnered with Curtin University to delivery its Bachelor of Fine Arts Program at the

Albany campus. Students who complete a Great Southern TAFE Advanced Diploma of Visual Arts

will be able to articulate straight into Curtin’s degree, with a year’s worth of credit. This allows

students the benefit of gaining two qualifications on campus, without having to travel to Perth. Curtin

will also be delivering its Bachelor of Education in Albany and has agreed to provide an articulation

pathway from the College’s Diploma of Children’s Services into their Bachelor of Education (Early

Childhood Education).

Great Southern TAFE has come up with innovative ways to cater for changes in the school leaving

age through forging a strong partnership with the Albany District Education Office. The College has

increased delivery of VET in Schools, both under profile and auspice, and the proportion of VET

enrolments at Certificate II or higher is now 30% of all VET in Schools delivery.

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The College has appointed a dedicated Indigenous Officer to work with Indigenous students

undertaking VET in Schools to ensure they are enrolled in VET units that allow progression into full

qualifications in areas of high industry demand.

Great Southern TAFE initiated a Statewide Teacher Education program for Indigenous cadets in

2007 and completed the management of this in 2008. Ten colleges participated in this program with

13 Indigenous Cadets commencing the course and 7 completing the qualification.

The TryTech program was developed and implemented in partnership with the District Education

Office and the Local Community Partnership. This program provides Year 10 students with

comprehensive hands-on career development experience in the trades.

The College’s TAFELink program saw twelve year 11 students at Katanning Senior High School

undertake a university pathway by completing a Certificate IV TAFE qualification. Eleven students

completed their Certificate IV during Year 12 in 2008, enabling 8 students entry into university.

The UniLink program continues to provide documented credit transfer for Great Southern TAFE

students progressing to university. Scope applications for all diplomas and advanced diplomas

offered at the College now include details of credit transfer arrangements with universities.

In addition to improvements in unit completions, Indigenous students increased participation in

qualifications at a Certificate III level or higher (170 students from a target of 148). This increase was

primarily in workplace delivery and assessment.

2008 was an exceptional year for Shearing and Shedhand delivery. The College profile was fully

reached with another 16,000 student contact hours delivered in the regional areas.

Certificate III of Community Services (Youth Work) commenced part-time in Denmark in response to

a request from the Denmark Healthy Community Project.

BPBF Goal 5: Governance and Public Sector Improvement

BPBF Strategic Outcomes: A skilled and capable public sector workforce; a public sector that is

responsive to the evolving needs of the community.


Improved staff knowledge and skills currency at industry standards.

Improve the Quality of Teaching and Learning.

TAFEWA Strategic Focus 4


At the beginning of each year, staff from all four major campuses came together for an All Staff

Professional Development Day. The theme was Personal Wellbeing and staff were also informed

about the College’s business strategies for the coming year. Collaborative group activities helped

staff to gain a handle on the College’s collective vision and priorities. Specific feedback was

obtained, as well as action plans which gave staff a sense of ownership and commitment to the

College’s goals.

Industry reference groups took place throughout the region as part of training delivery, which saw

the College work with local businesses and agencies to improve the gathering, analysing, and

sharing of information regarding current and future labour market trends and industry skills needs.

Targeted investment in staff training placed the College in a strong position to meet a variety of

challenges and opportunities. This included the implementation of new Training Packages,

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changes in educational practice, the ongoing implications of the Raising the School Leaving Age

legislation and the effective use of new technology within the training environment. A staff training

calendar was compiled, reflecting the generic staff development needs identified within the College.

Individual sections also had a staff development allocation within their budgets to cater for more

specific needs.

To ensure the quality and improvement of service delivery, the College has a Delivery Enhancement

Officer to raise academic excellence, mainly through professional development of staff but also

through mentoring. Professional development programs were provided throughout the year to

maintain currency of knowledge and enrich staff learning, in line with the College’s People Plan.

The development of this learning culture encouraged and supported staff to continuously be

improving their skills and knowledge and to share that knowledge with one another.

During the reporting year, the Delivery Enhancement Officer coordinated the delivery of a range of

targeted workshops, work-based groups and individual programs which provided lecturing staff

with skills in the following areas:

Increased skills and knowledge in dealing with challenging people and situations

Increased skills and knowledge about building relationships with local industry and other

clients

Transforming the Trades initiative

OHS skills and knowledge relating to workplace, its processes and policies

Skill development in creating basic animations to develop learning resources

Digital Stories production skills

Council of Australian Governments direction towards streamlining RPL. It focuses on job roles,

critical aspects of evidence, professional judgement, and how RPL can be done more

effectively

Skills formation in the use of the technology i.e. Moodle software

Latest information on the availability of Training Packages and resources for their delivery

Inclusivity skills and knowledge aimed at students and colleagues

Skill development in creating basic animations to develop learning resources

A series of ten workshops developed to support the implementation of the self-paced

Certificate IV in Training and Assessment for our staff

Development of resource materials to support self-paced delivery

Keeping pace with Industry developments/direction

One Diploma of Training and Assessment

Computing skills

First aid

Range of industry skills e.g. Elevated work platform.

2008 Priorities for the TAFEWA Network:

1. Contribute to economic development with a focus on reducing industry skills shortages.

2. Contribute to community development with a focus on increasing the effective participation of 15 to 24 year olds in TAFEWA.

3. Improve the quality of teaching and learning with a focus on improving learning resources to support the implementation of Training Packages.

4. Increase client service with a focus on making it easier for students and industry to access and navigate the TAFEWA Network.

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Shared Responsibilities

Shared Responsibilities with Other Agencies or Cross Agency Initiatives

Social Sciences have a range of cross agency initiatives. These include active training

partnerships in the community and health services area with Western Australian Country Health

Service, Great Southern, Rainbow House, Hall and Prior Clarence Estate, Bethel Aged Care,

Hawthorn House, Lions, Overton Lodge Mt Barker, Lower Great Southern Family Support

Association, Albany Outreach and Activ amongst others.

Our lecturers interact on a range of levels including the delivery of training to trainees and course

based students as well as participating on various committees and boards in the community and

health industries. This has resulted in ever increasing numbers of industry ready graduates to

service local community needs.

The Meat Industry Training Council (MINTRAC) provides limited funding under an MOU Contract for

delivery of specific Diploma level units of competency for industry workers.

Great Southern TAFE delivers all training to the annual recruit intake of the Forest Products

Commission each year and acts as the Registered Training Organisation for all their short course

delivery.

Great Southern TAFE acts as the preferred Registered Training Organisation (RTO) for The

Apprentice and Traineeship Company and Employfast in Agriculture, Horticulture and Viticulture

Traineeship delivery.

The College has also worked with the Indigenous Co-ordination Centre in funding Indigenous

training programs in the region.

Great Southern Development Commission (Aboriginal Economic Development) for project

development work for Indigenous programs in the region.

Shared responsibility with the District Education Office for managing the Individual Pathways Plans

for TAFE students subject to the 'Raising of the School Leaving Age' legislation. Over 400 plans were

completed in 2008.

The Managing Director represented the College on the Great Southern Human Services Forum and

the Strong Families Project. STRONG families is a unique program in terms of its level of across

agency support and reinforces holistic and whole of government approaches to the provision of

human services.

Vocational Education and Training (VET) in Schools: Shared responsibilities for delivery of VET with

nine schools in the region. Support from the District Education Office for the delivery of a blended

school TAFE curriculum that will provide students with higher level VET qualifications and meet

minimum entry requirements for university.

Great Southern TAFE developed a customised program for staff in the Department of Housing and

Works, tailored for the building and construction industry. This project assures stakeholders that

the growing contracts and projects being taken on in the Great Southern will be effectively and

efficiently managed by the Department's key staff.

Workforce Capacity Building with the Albany Regional Hospital and the Department of Planning and

Infrastructure: Customised training programs have been delivered in these two agencies to provide

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skilling and knowledge to staff in areas of conflict management and resolution, meetings

management, using information technology efficiently and effective presentations.

City of Albany: Frontline Management training has been delivered in partnership with the City of

Albany to ensure staff are meeting the workforce development plan implemented by the City of

Albany. This key training program is delivered at three different levels and participants have a

pathway to progress in their careers with the City.

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Section Two – Agency Performance

Report On Operations At the macro level, the College was guided by its five year strategic plan, developed through an

inclusive and consultative process across the region with staff, clients, industry partners,

community and the College Governing Council. Knowledge of our external environment

underpinned College planning at all four campuses and within each level of the organisation -from

strategic planning and decision making, to operational policies and processes. Throughout 2008,

our work was underpinned by all legislative and public sector standards and accountabilities.

Specifically, the College planned to the Better Planning, Better Services Framework.

We successfully implemented government policy within the local context by providing regional

advice to Department of Education and Training in setting our profile. This knowledge of our

external environment fed further down Great Southern TAFE’s structure into our College business

plans which guided the delivery of products and service within each portfolio area.

Sectional business plans supported the CEO’s performance agreement which placed local issues

within the goals of the government’s Strategic Planning Framework. Many of the issues that arose

from our particular external environmental context were addressed by the College within the

context of this Framework. Each of the priorities outlined in this framework allowed for the practical

incorporation of the issues we face as a regional College and allow for a careful and well planned

approach to service delivery. This synthesis of knowledge and planning allowed us to align our

business processes to meet sector priorities and the needs of our clients.

Our new courses gave students more options, with opportunities for on the job training and

pathways to university. A range of programs from basic Certificate to Advanced Diploma level

continued to support the diversification and sustainability of the regional economy. Extensive efforts

have also been made in the area of youth training. They range from improving and strengthening

the partnership between secondary schools and the College, researching innovative ways to

expand the uptake of school based traineeships in consultation with employers, and providing

seamless pathways to university through TAFE qualifications. The diversity of our programs

supported sustained economic and employment growth and assisted in the reduction of industry

skills shortages.

In the calendar year 2008, Great Southern TAFE achieved 106.4% of WA Department of Education

and Training’s training delivery with a 5% increase in costs, as reported in our Key Performance

Indicators. This achievement was against a target range of 100 – 103%. In 2008, the cost of one

hour of training was calculated at $18.65. The target reported in our Section 40 estimates is $15.89.

The variation is largely due to an increase in employee costs, assets and contract and utilities

expenses. Student satisfaction remains high at 93.4% exceeding the target range of 88 – 91%. This

is partly due to the confidence interval of the survey but remains an outstanding result compared to

the state average of 85%. In total 1.1 million hours of training were delivered within Australia with

6,596 as international Fee for Service.

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Sectional Highlights

Business & Creative Industries

Enrolments continue to be popular in 2008 for high school students wishing to combine TAFE with

their senior schooling. Students from Albany Senior High School, Mt Barker Community College and

other schools have negotiated an arrangement to attend Great Southern TAFE on a part-time basis.

Both the College and high schools are working together in unprecedented ways to create the

flexibility necessary to accommodate these arrangements. Popular areas are Information

Technology, Media, Financial Services and Business Administration.

A tour was arranged in partnership with Kimberley TAFE for our Denmark Certificate IV music

students. This tour commenced in Broome and went throughout the top-end. Both students and

lecturing staff benefitted enormously. Culturally the tour was a very rich learning experience for all

involved.

After a period of negotiation, exhibition space at the Vancouver Art Centre (VAC) was acquired on

an ongoing basis for 2009 and beyond. This will provide significant benefits for students studying

visual art and represents an excellent outcome from the partnership developing between the

Vancouver Art Centre and Great Southern TAFE.

Three new programs were developed and delivered during 2008:

• Arts Administration (Denmark campus) trains students to enter the cultural industries

workforce with skills in events management, curating, grants and fundraising, general

administration.

• Financial Services - Bookkeeping provides tax-related and financial services training for

people who work as bookkeepers for industry or themselves.

• Photography (Denmark campus) has seen students gain skills (and employment) in not

only capturing images but manipulating them for production and web.

A new approach to providing visual arts training was developed in 2008. The website

[email protected] builds a pathway to a visual art qualification based around a person’s existing art

practise. This follows “on the job” methods of providing training and assessment services that are

available in other industry training areas.

Social Sciences

Tambellup Noongar training for a group of women from 17 – 70 in Certificate I Wider Opportunities

for Work and Certificate III in Mentoring (Konga-Moya-Rang) demonstrates community

partnerships at work.

A successful youth camp was held in Semester 1, with Gaining Access to Training & Employment

and Certificate of General Education for Adults students attending. The District Education Office,

Participation Co-ordinators and Youth Pathways staff attended to strengthen partnerships.

Health courses (including Diploma of Enrolled Nursing, Allied Health Assistant and Registered

Nursing) were delivered with full numbers and positive student outcomes. Traineeships were

approved in 2008 which will allow for delivery in 2009. Dental increased in work based students this

year, with a number undertaking a combination of work based assessment, Recognition of Prior

Learning and classroom workshops.

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The College led the way in getting the Certificate III in Nutrition and Dietetics approved for delivery in

WA. Negotiations are underway to deliver the Certificate III in Nutrition and Dietetics in 2009.

Employment based training continued to grow in the section with growth occurring in the disability

and aged care sector in particular.

Research & Planning

The UniLink program ensures that all graduates from Great Southern TAFE with a Certificate IV,

Diploma or Advanced Diploma can articulate directly into a university degree program. College

policy ensures that all new Diploma or Advanced Diploma qualifications include agreements with

universities to provide advanced standing. This strategy has contributed to the growth in

Diploma/Advanced Diploma graduands from Great Southern TAFE.

Seven of the original thirteen cadets from the two year Indigenous Lecturing Cadetship program

graduated in December 2008. Cadets were located at TAFE Colleges across the State.

The first seven students from the TAFELink pilot program in Katanning graduated with both WA

Certificate of Education and Certificate IV. Several students have used this qualification to enrol at

university by using the Certificate IV to meet alternative entry requirements. TAFELink is now offered

to three schools in the region.

Curtin, Notre Dame and Murdoch universities have agreed to support the TAFELink program as an

alternative entry pathway for regional students.

39,000 Student Contact Hours were delivered under the VET in Schools program with an additional

22,500 Student Contact Hours delivered to school students participating in the School

Apprenticeship Link and School Based Traineeships. 67,000 Student Contact Hours of training

delivery were also delivered by schools in this region under auspice by Great Southern TAFE.

The TryTech program was developed and implemented in partnership with the District Education

Office and the Local Community Partnership. This program provides Year 10 students with

comprehensive hands on career development experience in the trades.

In 2008 the college completed more than 400 Individual Pathways Plans for 16 and 17 year old

students attending TAFE rather than attending school.

Trade & Industry Skills

Hairdressing and Plumbing were successful in winning a fast track tender for the Certificate III

Qualification in each area. This involves industry meetings and developing work place training

schedules.

The Automotive and Hospitality sections hosted rehabilitation (return-to-work) clients, both are

trades people in their industry area and have become valued by their section.

The Building and Construction section was awarded a Gold two star rating in the National Trades

Excellence rating system. Appling for this award involved an extensive written self evaluation

process and an on site evaluation by two industry board members from Sydney.

The industry demand for Agricultural Plant Mechanics has increased with employer groups

indicating support for this type of training, with more than 25 apprentices now in this industry.

Diploma of Builders Registration qualification was delivered in 2008 with a total of thirty plus students

registering to be part of this course.

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A partnership between William Angliss and Great Southern TAFE saw the successful delivery of a

program to train Indigenous students in skills to work in a mining environment. The students in this

program were then offered employment with an employment agency. This type of training is in

negotiations to continue in 2009.

Primary Production & Natural Resource Management

Recognition of Prior Learning provided through the Forest Products Commission at Certificate IV

and Diploma levels for existing staff members.

External funding from Rural Skills Australia, and the Indigenous Co-ordination Centre,

Commonwealth Government resulted in three Noongar shearing and shedhand courses being run

at Gnowangerup Training Centre.

The Nursery and Garden Industry Association of WA visited the section’s nursery centre and re-

accredited the facility. (Quality Endorsed)

Great Southern TAFE is highlighted in a publication by the Federal Department of Forestry, Science

and Fisheries on conservation projects undertaken throughout Australia in 2008.

Involvement in the City of Albany’s developmental plans to establish an ‘Environmental Recycling

Centre’ at their commercial site.

Availability of flexible learning to all state abattoir workers at Certificate III and IV via a two year

Memorandum of Understanding with the Australian Training College.

Corporate Services

The College Capital Infrastructure Master Plan commissioned by Department of Education and

Training and coordinated by Howard & Heaver architects was completed and submitted to the

Department. The plan detailed a $44m program over 14 years and it has been recommended by the

College Governing Council.

The College received clear internal audit reports for 2008, which provided the Governing Council

with confidence in internal controls for finance, human resources facilities management and

information technology. The College also received an excellent Procurement Capability Report from

State Supply Commission.

The College has agreed to the employment of a qualified Occupation Health and Safety (OHS)

Coordinator who will be responsible for the increasing OHS reporting and operational requirements

under the new OHS legislation.

Site works have commenced for the new automotive workshops which is stage one of a $1.5m

refurbishment of the trades workshops. This project will include expanding the carpentry and

joinery workshops and some minor upgrade to the welding workshop.

The College has nearly completed the purchase of trade’s equipment under the Transforming

Trades banner to the value of $550,000. The majority of this equipment is for the refurbished

workshops.

A major auction was undertaken at the old college farm site on Mercer Road and over 95% of the

items available for auction were sold which was a very successful outcome.

With the trades refurbishment project the College has also installed a new five bay secure car

garage for the College pool vehicles.

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The College has successfully transitioned to leasing vehicles from EasiFleet in accordance with

Government policy. Currently we only have a few College owned vehicles remaining and they will

gradually be replaced by lease vehicles.

College records management have implemented an online record keeping awareness training

program. This package will be rolled out to all staff in 2009. The College will also upgrade its records

management system to Trim Context in 2009, which will enable all records to be electronically

managed.

A major refurbishment was undertaken at Denmark campus during 2008 which provided the facility

with an additional two classrooms, access to all rooms off a new verandah and an increased

soundproof music room.

The College entered into an agreement with Department of Education and Training whereby the

department will fund 50% of college ICT infrastructure refresh program for workstations, servers

and switches.

The College was commended in the State of the Service Report by the Commissioner for Public

Sector Standards as one of six agencies achieving best practice in reporting and analysis of risk

management in official conduct, human resource management and public interest disclosures.

Expenditure

In December 2008, the College achieved a level of expenditure consistent with estimates provided

by the College under Section 42 of the Financial Administration and Audit Act 1985.

The 2008 target was a Total Equity of $26,842,385 and the 2008 outcome resulted in a Total Equity of

$29,978,715, the difference in value being primarily due to revaluation of assets (an increase of $1.77

million) and a capital works grant of $1.5 million for Trades facilities upgrade.

Our People

Total number of staff as at 27 Dec 2008 was 274.

63% were permanent or contract employees, and 37% casual employees.

Performance & Review

Student feedback in 2008 revealed a high satisfaction rating once again.

As reported in the College’s Key Performance Indicators, Great Southern TAFE achieved 93%

student satisfaction, higher than the state average of 85%. Satisfaction was very high across all

segments, but lecturer performance rated particularly high in the 2008 survey, at 90% compared to

a state average of 78%.

The College also had a tremendous year in terms of students’ successful completion of units of

study. The Module Load Completion Rate (MLCR) for 2008 was 86%, the highest level on record for

Great Southern TAFE. Indigenous students and students with a disability also showed great

improvements in completion rates. The measure for students with a disability has risen to 77% in

2008 and the gap of 9% compared to the total student population is also now the smallest on record.

Indigenous students’ completion rates are also at an historic high, increasing by 12% from 2007 to

74%.

Our Students

In 2008, 6407 students attended a course at Great Southern TAFE. The largest number of

students was in the 15 to 19 year age group, with most students studying part time.

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On average across all age groups, 52% of students studying at Great Southern TAFE are

female and 48% male.

The number of student contact hours delivered to international students tripled.

Student Population by Age Group and Gender

Apprenticeships and Traineeships increased numbers were maintained, despite the impact

of a slowing economy towards the end of 2008.

35% of all Indigenous students were enrolled in employment based outcomes.

Indigenous student completion rates were up from 62% in 2007 to 74% in 2008.

Qualifications

70 % of the delivery in 2008 was in courses at Certificate III level and above compared to 64%

in 2007.

Choice of Provider:

Whether or not the training provider offers the type of course that students wanted to study

(91%) and the quality of lecturers (89%) proved to be the two most important factors in Great

Southern TAFE students’ choice to enrol.

Great Southern TAFE students were least satisfied with the availability and cost of public

transport to the college (31% not satisfied).

Experiences:

Students experiences with the College were very positive overall and satisfaction exceeded

the state average across all measures.

In terms of lecturer performance, the highest performing attributes were lecturers treating

students with respect (96%), lecturers had a thorough knowledge of course content (95%),

lecturers provided opportunities to ask questions (95%) and were reliable in responding to

requests for information or feedback (94%). All other aspects of lecturer performance were

also rated highly and showed improvement from 2007.

All quality of assessment attributes were rated highly by more than 80% of students.

Student Background:

Employment related factors were the most common reasons students enrolled in their courses, with

65% of Great Southern TAFE students giving one or more employment reasons. The most common

employment – related reasons were to upgrade or gain extra skills for their current job or to start a

different career or occupation.

The TAFE Student Outcomes Survey employment results are not available in 2008 (full details in the

Performance Indicators) however, anecdotal evidence through lecturer networks suggests that

students are being employed in their chosen industry area. Many, especially in financial services

and retail, are employed before completion of their training.

In 2008 we issued more certificates and delivered more hours with higher completions than ever

before through Albany Regional Prison and Pardelup. Our training model for prisons has been

adopted by the Department of Corrective Services and implemented throughout Prison Education

Centres via a Memorandum of Understanding.

Student Management continued to lower the amount of Student debt carried by the College

External Delivery and implemented several new training packages covering 11 qualifications ready

for delivery in 2009.

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The Award Night in 2008 was held on the 4th April at the PCYC. The College is extremely grateful for

the huge number of sponsors who support awards for Great Southern TAFE students. The evening

once again ran very smoothly, starting and finishing on time.

Try Tech was reintroduced at the 2008 Great Southern Careers Expo held in August. This

gave the participants a hands on opportunity to test their skills as they were rotated between

bricklaying and plumbing. The positive feedback will ensure TryTech will remain on the agenda for

future Open Days. The universities in attendance reported much more interaction with the

prospective students than previously. Overall the Expo once again proved very successful.

The College continued its provision of Employment Services and Career Guidance with the following

outcomes in 2008: 136 students attended Employment Service Workshops;

142 students received individual help with Resumes, Selection Criteria, Application letters, interview

skills, mock interviews and job search; and 36 students received help with Career Choices.


The Business Centre continued to support the TAFEWA network through an expansion of its

intrastate partnerships with the Colleges in the Kimberley, Pilbara and Kalgoorlie regions.

Occupational Safety and Health training and WorkSafe licensing courses were delivered in

Kalgoorlie, Broome, Kununurra, Derby, Newman and Karratha.

Our partnership with Argyle Diamond Mines continued in 2008, with the provision of 8 blocks of

training on-site at the mine and at the Kununurra campus of Kimberley TAFE. The focus of the

training was OHS and WorkSafe licensing.

The Business Centre was awarded a contract by Ravensthorpe Nickel for the provision of its 2009

computer training for staff at the Ravensthorpe mine. Preparations are under way for the

commencement of delivery in 2009.

Fee-for-service training targets for 2008 were exceeded as the Business Centre continued to

increase business at a local, state and international level. Growth has again been boosted by the

development of new products and a continuing emphasis on high quality training for the corporate

sector.

In its second year of targeting the international student market, the Business Centre, in partnership

with Education and Training International, attracted 8 international students to study at the Albany

campus. Students were spread across a variety of disciplines, including viticulture, commercial

cookery and community services.

Business Centre staff participated in the College’s re-registration audit in 2008, with audits

conducted on some high risk and OHS training. Our training practices and procedures were

identified by the auditor as “best practice”, indicating a successful transition from largely non-

accredited programs to accredited program delivery.

The College partnered with William Angliss Institute in 2008 for the delivery of Indigenous specific

hospitality training. Williams Angliss’ contractual arrangements with labour hire company Compass,

who provide kitchen, cleaning and ground staff for BHP sites, means that course participants have

the opportunity to gain employment with BHP following successful completion of the training.

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The Business Centre, together with Indigenous Programs, was successful with a tender submission

for the provision of pre-employment training services for Indigenous clients in the Great Southern

region.

The Business Centre successfully introduced its first fee-for-service external studies product to the

market in 2008. Certificate IV in Training and Assessment attracted 16 external students in its first

three months of availability.

More than 2009 students were registered as receiving the Fee for Service Products in 2008.

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Section Three – Significant Issues and Trends Skills Shortages

Economic conditions suggest rising unemployment across the region as the resource sector sheds

jobs and tourism and retail employment options dry up.

Demographic factors are expected to drive regional demand for occupations in the service

industries and in sectors such as health, community services, and education. These industries will

be more able to select the most competitive and skilled workers. Overall demand for higher skills in

Western Australia is likely to remain constant so the VET sector will increasingly focus on high-level

qualifications.

The competitive labour market highlights the need to increase participation rates – Indigenous

participation rates continue to lag behind those of the non-Indigenous labour force. Strategies

need to be developed to increase participation and training is likely to be integral to the mix of

strategies adopted.

As business contracts, a focus on improving productivity and profitability provides some training

services opportunities. Flexibility and innovation will be required if the training system is to

encourage people already in the workforce to continue developing their skills.

In this environment young people need to be given every opportunity at school to begin developing

vocational skills to provide a future career path.

Employment Trends

Unemployment rates in the region follow Western Australian and will trend up after 2008. At

between 4% and 5%, the regional unemployment rate is at its lowest level for more than 3 decades

but regional employers are increasingly expecting a tightening of expenditure and contraction of

markets. This will result in more part time enrolments from workers and more full time demand at

lower qualification levels from displaced workers.

Information and Communication Technologies

The rapid changes in and widespread use of information and communications technologies in the

workplace require students to be technology smart and lecturers to be skilled in the use of

technology in teaching.

Access to affordable broadband to ensure the level of regional access required to meet the needs

of students & lecturers continues to be a problem. The issue is multifaceted, requiring investment in

computers, communications networks and software and ranges from the professional

development of staff using technologies, online learning for students and access to online

curriculum resources and business applications.

Industry Developments

The Great Southern Region remains the second largest producer of agricultural commodities in

Western Australia, accounting for almost 13 per cent of the State’s agriculture output. The main

agriculture industries include broadacre cropping, livestock and wool. Other major industries

include retail trade, manufacturing, tourism and construction. These industries have low wage

Great Southern TAFE

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rates and many of the skills needed by agricultural labour were also in demand by the resource

industry.

The sea/tree change trends continue to drive investments in the residential construction industry,

with strong growth along the south coast, one result of which has been substantial growth in

apprenticeship indentures. Currently the housing industry is maintaining this position.

The falling commodity prices have delayed mining operations reaching proposed capacity in 2008

and the closure of the Ravensthorpe mine requires a training response.

Plantation forestry represents a significant investment in the region with 135,000 hectares of blue

gums having been planted for rotational harvesting. In 2008 the annual chip production for export

reached 2.5M tonnes.

Viticulture continues to grow in importance with the Great Southern producing around 25% of the

State’s wine grapes. The Region has developed a reputation as a producer of premium quality red

and white wine, for both the domestic and export markets. It is now the second largest wine grape

producing region in the State and the annual crush is approaching 40% of the State’s annual crush

and 40% of the value.

Indigenous Employment & Training

Although the absolute Indigenous workforce status has continued to improve, the relative gap in

key indicators has either stalled or reversed.

Improvements in labour force status appear to have had little impact on income relativities, and

therefore structural reliance of Indigenous people on state transfers benefits for income has

remained largely unaltered.

Year 12 graduation rates for Indigenous people remain significantly lower than for the rest of the

population. A low graduation rate will continue to act as an impediment to successful participation

in a more competitive labour force.

2008 Annual Report

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Section Four – Disclosures and Legal Compliance

Certification of Performance Indicators

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Key Performance Indicators DESIRED OUTCOME

The provision of effective and efficient vocational education and training services to meet

community and industry training needs.

Effectiveness Indicators The effectiveness indicators measure the achievement of vocational education and training in

meeting community and industry needs via profile achievement, student and graduate satisfaction

and labour force status of graduates.

1.1 Annual VET College Profile Target Achievement

This performance indicator shows the percentage of student curriculum hours (SCH) achieved for

activities as contracted with the Department of Education and Training for vocational education

and training delivery through the Delivery and Performance Agreement. The allocation of hours to

Great Southern TAFE in specific industry areas is determined by the State Training Strategy which is

developed in consultation with industry and the community. The ability of the college to fulfil planned

delivery reflects its effectiveness in meeting industry and community needs.

The planned figure reported in this indicator is the delivery agreed to in the initial Delivery and

Performance Agreement and does not reflect changes to delivery targets agreed to in subsequent

addenda to that agreement.

Figure 1 Achievement of Profile (%)

2005 2006 2007 2008

Achievement % 99.00% 100.40% 102.90% 106.40%

99.00% 100.40% 102.90%

106.40%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

110%

Achievement of Profile (%) (GSTAFE Target: 100-103%)

2008 Annual Report

V2.3 of 79

2005 2006 2007 2008

Planned SCH 842491 846528 838713 835713

SCH Achieved 834101 849517 862830 889,022

In 2008 the College achieved 106.4% of the planned delivery set in the Delivery and Performance

Agreement for 2008. This increase over the targeted amount was due to insufficient SCH funded

through the department at the start of the academic year compared to what the college

anticipated.

The table below shows historical allocations by industry group (based on the occupation or

outcome qualifications are intended to serve) and highlights the college’s most recent performance

in achieving industry delivery targets. Variations in the percentage of achievement show levels of

lower or higher than expected demand. All industry group variations are within acceptable range of

parameters set in the Delivery and Performance Agreement. The delivery targets for 2008 represent

delivery agreed to in the initial Delivery and Performance Agreement and does not reflect changes

to delivery targets agreed to in subsequent addenda to that agreement.

Table 1 Profiled and Achieved SCH by Industry Classification

Actual Planned Achievement

Industry Group 2005 2006 2007 2008 01A Recreation, Sports and Entertainment 11896 12663 20100 5065 19684 25.7%

01B Visual and Performing Arts 55127 56545 46535 52872 48667 108.6%

01C Design 8935 15600 18255 16930 17640 96.0%

02A Automotive 27257 25000 16669 25319 15650 161.8%

03A Building and Constructions 27027 47667 57157 64816 53838 120.4%

03B Surveying and Building 7140 10020 6760 9140 6740 135.6%

04A Community Service Workers 65045 68710 77225 92410 66860 138.2%

04B Education and Childcare 29610 37073 33015 40865 31145 131.2%

04C Health 24651 34112 32940 30558 35370 86.4%

04D Library Workers

05A Finance, Insurance Property Service Workers

1798 1226 2236 2566 1599 160.5%

06A Food Trades and Processing 35283 32154 32244 6757 26494 25.5%

07A Clothing Footwear and Soft Furnishings 8190 17741 12059 8365 11010 76.0%

07B Furniture Manufacture 6851 7643 12341 6721 11112 60.5%

08A Communications

08B Printing and Publishing

09A Engineering and Drafting 3220 3124 2150 2700 79.6%

09B Metal and Mining 25815 29087 26122 25621 25729 99.6%

10A Animal Care 1290 0 700

10B Forestry, Farming and Landcare 105633 63481 103111 131867 86118 153.1%

10C Fishing

10D Horticulture 28685 50892 54391 32214 47205 68.2%

11A Process Manufacturing

12A Personal Service 22293 19327 31270 42593 32725 130.2%

12B Retail 8978 8844 2444 846 1950 43.4%

13A Cooking 9574 10444 8285 13731 6730 204.0%

13B Hospitality 17667 10608 8771 7471 7250 103.0%

13C Tourism 3704 5610 6340 4020 5460 73.6%

13D Travel Agents 636

14A Transport Trades, Storage and Associated

2065 1280 1190 107.6%

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15A Electrical and Electronic Engineering 860

15B Electrical Trades 16932 18581 20140 20519 22000 93.3%

16A Accounting and Other Business Services

56735 50590 42090 42325 48120 88.0%

16B Management 25620 14430 10560 11205 18019 62.2%

16C Office and Clerical 44742 46515 57850 63670 55140 115.5%

17A Computing 56249 56085 29351 44120 33013 133.6%

18A Science and Technical Workers 384 3698 3115 10975 28.4%

19A ACE

19B Adult Literacy/ ESL 75120 65910 64540 43890 62380 70.4%

19C Languages 6370 5205 7465 7920 7480 105.9%

19D Miscellaneous 0 0

19E Targeted Access and Participation Courses

19248 23290 13677 28081 15020 187.0%

834101 849517 862830 889022 835713 106.4%

The Delivery and Performance Agreement (DPA) allows for flexibility in shifting delivery between

industry groups within agreed tolerances. Items in bold in the table above are industry groups

where actual results vary by 10% or more from the original planned SCH.

These variations due to:

Raising of the School Leaving Age the original SCH allocation from the Department of Training insufficient to meet local demand increased targets for delivery in skills shortage areas

All variations are within the tolerances set by the DPA.

1.2 Overall Student Satisfaction

The performance indicator of overall student satisfaction expresses the number of 'very satisfied'

and ‘satisfied’ respondents, which is expressed as a proportion of the total survey respondents. It

measures students’ perceptions of the effectiveness of the college’s vocational education and

training services.

WA TAFE Student Satisfaction Survey

Colmar Brunton conducted a student satisfaction survey on behalf of the Department of Education

and Training and colleges in October 2008, with the summary of results being published in

December 2008. The survey sought students' views on the quality of vocational education training

being delivered. Students were asked about the quality of teaching and assessment, the suitability

of teaching methods and the quality of the course experience.

The 2008 survey was conducted using a sample of Great Southern TAFE students selected from

populations of institution-based students and employment based students.

Of the 2,367 potential population identified, 1,242 were surveyed and the response rate was 21.0%

The overall satisfaction rate for 2008 was 93.4% with a relative sampling error of ±2.8% at a 95%

confidence level. The relative sampling error is a measure of the accuracy of the sampling process

in giving a correct estimate of reported items.

As in previous years, the data was weighted to ensure that the sample that was achieved was

representative of the student population. The data was weighted by college, IBS/EBS status and

WADT group.

A calculation is used to weight the data which involved dividing the percentage each student

grouping which made up in the total student population, by the percentage of responses that that

2008 Annual Report

V2.3 of 79

group made up in the total survey sample. The weighting uses industry group of study and whether

students were involved in employment based or institution based study.

Figure 2 Student Satisfaction Rate

The 2008 overall satisfaction rate for Great Southern TAFE is the best result in several years and is

higher than the state satisfaction average of 86%. The result exceeds the target range and the

college believes this is a reflection of changing work practices which ensure flexibility in meeting

the training and assessment needs of students.

TAFE Student Outcomes Survey

The aim of the national TAFE Student Outcomes Survey is to measure vocational education and

training (VET) students’ employment, further study destinations and the opinions of the training

undertaken.

The National Centre for Vocational Education Research conduct surveys with an appropriate

sample design to produce statistically reliable College level data in alternative years. The College is

unable to provide an update to this KPI as statistically valid College level data is not available in 2008.

The 2007 Student Outcomes Survey was conducted by I-view Pty Ltd on behalf of the National

Centre for Vocational Education Research (NCVER) and was funded by the Department of

Education, Science and Training (DEST). The results were published in November 2007.

The survey was administered to Great Southern TAFE students who undertook their studies at the

College and graduated in 2006. The survey included all Great Southern TAFE students who

completed a Certificate, Advanced Certificate, Associate Diploma, Diploma, Advanced Diploma or

Bachelors Degree, and who had an Australian address as their usual address. Graduate

Employment status was measured as at 27 May 2007 for each category (employed, unemployed and

not in labour force), and the ratio of graduates in each category compared to valid respondents

expressed as a percentage.

Data from this survey was used to measure graduate employment status and graduate satisfaction.

2005 2006 2007 2008

GSTAFE 89% 93% 90% 93%

WA 85% 86% 87% 85%

89% 93% 90% 93%

85% 86% 87% 85%

0%

10%

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40%

50%

60%

70%

80%

90%

100%

Student Satisfaction Rate (GSTAFE Target: 88-91%)

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1.3 Graduate Employment Status

The proportion of graduates in employment is a key performance indicator that shows the extent to

which the college is meeting industry and community need for training services that equip

graduates for changing employment opportunities.

Figure 3 Graduate Employment Status

2004 2005 2006 2007 GSTAFE WA Aust GSTAFE WA Aust GSTAFE WA Aust GSTAFE WA Aust

Employed n/a n/a n/a 75.8% 78.6% 80.0% n/a n/a n/a 79.2% 82.7% 81.3%

Unemployed n/a n/a n/a 9.0% 8.4% 9.3% n/a n/a n/a 6.8% 6.0% 8.3%

Not in Labour Force

n/a n/a n/a 15.2% 13.0% 10.8% n/a n/a n/a 13.9% 11.3% 10.4%

NS n/a n/a n/a 1.5% 1.8% 1.8% n/a n/a n/a 4% 2% 2%

Note 1: Figure 3 is taken from Student Outcome Survey targeting years to 2007. The College is unable to provide an update to this KPI as statistically valid College level data is not available in 2008. The National Centre for Vocational Education Research conducts surveys with an appropriate sample design to produce statistically reliable College level data in alternative years commencing from 2005.

In 2007 the data for graduate employment outcomes did not include graduates who were enrolled in TAFE at the time of the survey.

Note 2: There is no target specified for this measure as the employment of graduates is not under control of Great Southern TAFE and will vary externally depending on students’ intentions and the condition of the labour market

The 2007 TAFE Student Outcomes Survey report for Great Southern TAFE indicated that the

graduate employment rate for Great Southern TAFE was 79.2% is a significant improvement on the

last reported measure of 75.8% in 2005 and there is a corresponding decrease in students declaring

themselves unemployed as at 25th May 2007. The target for this indicator was not set at the time of

the 2007 Student Outcomes Survey.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

GSTAFE WA Aust GSTAFE WA Aust GSTAFE WA Aust GSTAFE WA Aust

2004 2005 2006 2007

Graduate Employment Status

Employed Unemployed Not in Labour Force NS

2008 Annual Report

V2.3 of 79

1.4 Graduate Satisfaction

Graduate satisfaction is a key performance indicator that measures the extent to which Great

Southern TAFE graduates had wholly or partly achieved their main reason for undertaking the

course and is compared to the State average. It measures students’ perceptions of training

effectiveness.

Figure 4 Graduate Satisfaction

Note 3: Figure 4 is taken from Student Outcome Surveys targeting years to 2007. The College is unable to provide an update to this KPI as statistically valid College level data is not available in 2008. The National Centre for Vocational Education Research conducts surveys with an appropriate sample design to produce statistically reliable College level data in alternative years commencing from 2005.

The TAFE Student Outcomes Survey report for Great Southern TAFE, published in 2007 indicates

that the overall graduate satisfaction for Great Southern TAFE has improved slightly 86.0% to 86.6%.

The satisfaction measure is improving over the three years illustrated and in 2007 the college

bettered the overall national result. The target for this indicator was not set at the time of the 2007

Student Outcomes Survey.

Efficiency Indicators

2.1 Overall Cost per Student Curriculum Hour (SCH) for Aggregate College Delivery

The overall cost per SCH is an efficiency measure that shows the aggregate unit cost of delivery

output per SCH, based on the delivery costs (Total Cost of Services) as detailed in the Financial

Statements.

2004 2005 2006 2007

GS TAFE 0 86.0% 0 86.6%

West Aust 0 83.8% 0 87.0%

Australia 0 84.5% 0 86.1%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Graduate Satisfaction (GSTAFE Target: 86-89%)

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Figure 5 Cost per SCH for Aggregate College Delivery

The college’s 2006 total cost of services (including capital user charge) per student curriculum hour

is $18.65 and exceeds the Section 40 estimate to Treasury.

The increase of $0.82 (including capital user charge) is attributable to:

Increase in employee costs due to salary award increases superannuation expense Increase in price of stock sold for both cafe and bookshop Increase in capital user charge, due to increase in net assets with following land and building

revaluations Increase in expenses for cleaning, gardening security & printing contracts Increase in utilities expenses

$15.79

$16.96

$17.83

$18.65

$14.00

$14.50

$15.00

$15.50

$16.00

$16.50

$17.00

$17.50

$18.00

$18.50

$19.00

2005 2006 2007 2008

Cost per SCH for Aggregate College Delivery (GSTAFE Target: $15.89)

2008 Annual Report

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Certification of Financial Statements

Great Southern TAFE

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Independent Audit Opinion

Auditor General

Page 1 of 2

4th Floor Dumas House 2 Havelock Street West Perth 6005 Western Australia Tel: 08 9222 7500 Fax: 08 9322 5664

INDEPENDENT AUDIT OPINION

To the Parliament of Western Australia

GREAT SOUTHERN TAFE

FINANCIAL STATEMENTS AND KEY PERFORMANCE INDICATORS

FOR THE YEAR ENDED 31 DECEMBER 2008

I have audited the accounts, financial statements, controls and key performance indicators

of the Great Southern TAFE.

The financial statements comprise the Balance Sheet as at 31 December 2008, and the

Income Statement, Statement of Changes in Equity and Cash Flow Statement for the year

then ended, a summary of significant accounting policies and other explanatory Notes.

The key performance indicators consist of key indicators of effectiveness and efficiency.

Governing Council’s Responsibility for the Financial Statements and Key

Performance Indicators

The Governing Council is responsible for keeping proper accounts, and the preparation and

fair presentation of the financial statements in accordance with Australian Accounting

Standards (including the Australian Accounting Interpretations) and the Treasurer’s

Instructions, and the key performance indicators. This responsibility includes establishing

and maintaining internal controls relevant to the preparation and fair presentation of the

financial statements and key performance indicators that are free from material

misstatement, whether due to fraud or error; selecting and applying appropriate accounting

policies; making accounting estimates that are reasonable in the circumstances; and

complying with the Financial Management Act 2006 and other relevant written law.

Summary of my Role

As required by the Auditor General Act 2006, my responsibility is to express an opinion on

the financial statements, controls and key performance indicators based on my audit. This

was done by testing selected samples of the audit evidence. I believe that the audit evidence

I have obtained is sufficient and appropriate to provide a basis for my audit opinion. Further

information on my audit approach is provided in my audit practice statement. Refer

"http://www.audit.wa.gov.au/pubs/Audit-Practice-Statement.pdf".

An audit does not guarantee that every amount and disclosure in the financial statements

and key performance indicators is error free. The term “reasonable assurance” recognises

that an audit does not examine all evidence and every transaction. However, my audit

procedures should identify errors or omissions significant enough to adversely affect the

decisions of users of the financial statements and key performance indicators.

2008 Annual Report

V2.3 of 79

Great Southern TAFE

Financial Statements and Key Performance Indicators for the year ended 31 December 2008

Audit Opinion

In my opinion,

(i) the financial statements are based on proper accounts and present fairly the

financial position of the Great Southern TAFE at 31 December 2008 and its

financial performance and cash flows for the year ended on that date. They are in

accordance with Australian Accounting Standards (including the Australian

Accounting Interpretations) and the Treasurer’s Instructions;

(ii) the controls exercised by the College provide reasonable assurance that the

receipt, expenditure and investment of money, the acquisition and disposal of

property, and the incurring of liabilities have been in accordance with legislative

provisions; and

(iii) the key performance indicators of the College are relevant and appropriate to help

users assess the College’s performance and fairly represent the indicated

performance for the year ended 31 December 2008.

GLEN CLARKE

ACTING AUDITOR GENERAL

18 March 2009

Page 2 of 2

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Financial Statements

Income Statement Great Southern TAFE INCOME STATEMENT FOR THE YEAR ENDED 31 DECEMBER 2008 2008 2007 Notes $ $ COST OF SERVICES Expenses Employee benefits expense 7 12,435,727 11,611,162 Supplies and services 8 5,039,261 4,134,461 Depreciation and amortisation expense 9 780,696 723,605 Grants and subsidies 10 41,027 93,249 Capital user charge 11 - 777,878 Cost of sales 16 405,632 325,638 Loss on disposal of non-current assets 20 34,339 172,113 Other expenses 12 898,465 753,079

Total cost of services 19,635,147 18,591,185

Income Revenue Fee for service 13 1,033,294 1,016,163 Student fees and charges 14 1,286,891 1,389,658 Ancillary trading 15 233,565 148,140 Sales 16 551,222 450,469 Commonwealth grants and contributions 17 262,908 167,650 Interest revenue 18 389,031 244,529 Other revenue 19 160,776 186,894

Total revenue 3,917,687 3,603,503 (34,339)

Total income other than income from State Government 3,917,687 3,603,503

NET COST OF SERVICES (15,717,460)

(14,987,682)

INCOME FROM STATE GOVERNMENT 21 Service Appropriation 15,180,492 14,870,423 Liabilities assumed by the Treasurer - 9,654 Resources received free of charge 805,398 711,148

Total income from State Government 15,985,890 15,591,225

SURPLUS FOR THE PERIOD 268,430 603,543

The Income Statement should be read in conjunction with the accompanying notes.

2008 Annual Report

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Balance Sheet Great Southern TAFE BALANCE SHEET AS AT 31 DECEMBER 2008 2008 2007 Notes $ $

ASSETS

Current Assets Cash and cash equivalents 39 317,960 691,202 Restricted cash and cash equivalents 22,39 1,725,247 979,482 Inventories 23 50,426 46,009 Receivables 24 463,554 346,649 Other current assets 22,25 2,757,294 2,288,272

Total Current Assets 5,314,481 4,351,614

Non-Current Assets Property, plant and equipment 26 26,997,092 25,422,441 Restricted cash and cash equivalents 22 134,649 143,465

Total Non-Current Assets 27,131,741 25,565,906

TOTAL ASSETS 32,446,222 29,917,520

LIABILITIES Current Liabilities Payables 28 453,039 299,945 Provisions 29 1,329,078 1,215,778 Other current liabilities 30 106,443 32,134

Total Current Liabilities 1,888,560 1,547,857

Non-Current Liabilities Provisions 29 578,947 523,987

Total Non-Current Liabilities 578,947 523,987

TOTAL LIABILITIES 2,467,507 2,071,844

NET ASSETS 29,978,715 27,845,676

EQUITY 32 Contributed equity 2,509,407 2,415,898 Reserves 11,785,726 10,014,626 Accumulated surplus 15,683,582 15,415,152

TOTAL EQUITY 29,978,715 27,845,676

The Balance Sheet should be read in conjunction with the accompanying notes.

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Statement of Changes in Equity Great Southern TAFE STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 31 DECEMBER 2008 2008 2007

Notes $ $

Balance of equity at start of period 27,845,676 25,282,937

CONTRIBUTED EQUITY 32 Balance at start of period 2,415,898 2,264,968 Capital contributions 93,509 150,930

Balance at end of period 2,509,407 2,415,898

RESERVES 32 Asset Revaluation Reserve Balance at start of period 10,014,626 8,206,360

Gains/(losses) from asset revaluation 1,771,100 1,808,266


ACCUMULATED SURPLUS 32 Balance at start of period 15,415,152 14,811,609

Surplus for the period 268,430 603,543


Balance of equity at end of period 29,978,715 27,845,676

Total income and expenses for the period (a) 2,039,530 2,411,809 (a) The aggregate net amount attributable to each category of equity is: surplus $268,430 plus gains from asset revaluation of $1,771,100 (2007: surplus $603,543 plus gains from revaluation $1,808,266)

The Statement of Changes in Equity should be read in conjunction with the accompanying notes.

2008 Annual Report

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Cash Flow Statement Great Southern TAFE CASH FLOW STATEMENT FOR THE YEAR ENDED 31 DECEMBER 2008 2008 2007 Notes $ $ CASH FLOWS FROM STATE GOVERNMENT Service Appropriation - Department of Education and Training 14,182,791 13,933,717 Capital Contributions - Department of Education and Training - -

Net cash provided by State Government 14,182,791 13,933,717

Utilised as follows: CASH FLOWS FROM OPERATING ACTIVITIES Payments Employee benefits (11,173,122) (10,483,480) Supplies and services (4,197,882) (3,644,240) Grants and subsidies (41,027) (93,249) Capital user charge - (777,878) GST payments on purchases (473,135) (471,054) Cost of goods sold (405,632) (325,638) Other payments (898,010) (733,733) - Receipts - Fee for service 1,018,341 1,243,223 Student fees and charges 1,324,010 1,394,479 Ancillary trading 233,565 148,140 Commonwealth grants and contributions 262,908 167,650 Interest received 258,336 234,930 GST receipts on sales 212,622 231,931 GST receipts from taxation authority 260,513 239,123 Sale of goods 546,652 445,246 Other receipts 226,777 186,891

Net cash used in operating activities 33 (12,845,084) (12,237,659)

CASH FLOWS FROM INVESTING ACTIVITIES Proceeds from sale of non-current physical assets 99,797 13,023 Purchase of non-current physical assets (625,243) (839,129)

Net cash used in investing activities (525,446) (826,106)

Net increase in cash and cash equivalents 812,261 869,952 Cash and cash equivalents at begining of period 4,074,851 3,204,899

CASH AND CASH EQUIVALENTS AT END OF PERIOD 33 4,887,112 4,074,851

The Cash Flow Statement should be read in conjunction with the accompanying notes.

Great Southern TAFE Notes to the Financial Statements for the Year Ended 31 December 2008

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Great Southern TAFE Notes to the Financial Statements for the Year Ended 31 December 2008 1 Australian equivalents to International Financial Reporting Standards

(a) General

The College's financial statements for the year ended 31 December 2008 have been prepared in accordance with Australian

equivalents to International Financial Reporting Standards (AIFRS) which comprise a Framework for the Preparation and

Presentation of Financial Statements (the Framework) and Australian Accounting Standards (including the Australian Accounting

Interpretations).

In preparing these financial statements the College has adopted, where relevant to its operations, new and revised standards and

interpretations from their operative dates as issued by the Australian Accounting Standards Board (AASB) and formerly the Urgent

Issues Group (UIG).

(b) Early adoption of standards

The College cannot early adopt an Australian Accounting Standard or Australian Accounting Interpretation unless specifically

permitted by Treasurer's Instruction (TI) 1101 'Application of Australian Accounting Standards and Other Pronouncements'. No

standards and interpretations that have been issued or amended but are not yet effective have been early adopted by the College

for the annual reporting period ended 31 December 2008.

2 Summary of significant accounting policies

The following accounting policies have been adopted in the preparation of these financial statements. Unless otherwise stated,

these policies are consistent with those adopted in the previous year.

(a) General statement

The financial statements constitute a general purpose financial report which has been prepared in accordance with the Australian

Accounting Standards, the Framework, Statements of Accounting Concepts and other authoritative pronouncements of the AASB as

applied by the TIs. Several of these are modified by the TIs to vary application, disclosure, format and wording.

The Financial Management Act and the TIs are legislative provisions governing the preparation of financial statements and take

precedence over the Accounting Standards, the Framework, Statements of Accounting Concepts and other authoritative

pronouncements of the AASB.

Where modification is required and has a material or significant financial effect upon the reported results, details of that

modification and the resulting financial effect are disclosed in the notes to the financial statements.

(b) Basis of preparation

The financial statements have been prepared on the accrual basis of accounting using the historical cost convention, modified by

the revaluation of land and buildings which are measured at fair value.

The accounting policies adopted in the preparation of the financial statements have been consistently applied throughout all

periods presented unless otherwise stated.

The financial statements are presented in Australian dollars and all values are rounded to the nearest dollar ($).

The judgements that have been made in the process of applying the College’s accounting policies that have the most significant

effect on the amounts recognised in the financial statements are disclosed at note 4 ‘Judgements made by management in applying

accounting policies’.

The key assumptions made concerning the future, and other key sources of estimation uncertainty at the balance sheet date that

have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial

year, are disclosed at note 5 ‘Key sources of estimation uncertainty’.

(c) Reporting entity

The reporting entity comprises the College and entities listed at note 42 ‘Related bodies’.

(d) Contributed equity

UIG Interpretation 1038 ‘Contributions by Owners Made to Wholly-Owned Public Sector Entities’ requires transfers in the nature of

equity contributions to be designated by the Government (the owner) as contributions by owners (at the time of, or prior to, transfer)

before such transfers can be recognised as equity contributions. Capital contributions (appropriations) are designated as

contributions by owners per TI 955 'Contributions by Owners Made to Wholly Owned Public Sector Entities' and have been credited

directly to Contributed Equity.

Great Southern TAFE 2008 Annual Report Notes to the Financial Statements for the Year Ended 31 December 2008

V2.3 of 79

Transfer of net assets to/from other agencies are designated as contributions by/distributions to owners to where the transfers are

non-discretionary and non-reciprocal. See note 32 'Equity'.

Repayable capital appropriations are recognised as liabilities.

(e) Income

Revenue recognition

Revenue is measured at the fair value of consideration received or receivable.

The majority of operating revenue of the College represents revenue earned from student fees and charges, fee for service,

ancillary services, trading activities and Commonwealth grants and contributions.

Sale of goods

Revenue is recognised from the sale of goods and disposal of other assets when the significant risks and rewards of ownership

control transfer to the purchaser and can be measured reliably.

Rendering of services

Revenue is recognised on delivery of the service to the client or by reference to the stage of completion of the transaction.

Interest

Revenue is recognised as the interest accrues.

Grants, donations, gifts and other non-reciprocal contributions

Revenue is recognised at fair value when the College obtains control over the assets comprising the contributions, usually upon

their receipt.

Other non-reciprocal contributions that are not contributions by owners are recognised at their fair value. Contributions of

services are only recognised when a fair value can be reliably determined and the services would be purchased if not donated.

Where contributions recognised as revenues during the reporting period were obtained on the condition that they be expended in a

particular manner or used over a particular period, and those conditions were undischarged as at the balance sheet date, the

nature of, and amounts pertaining to, those undischarged conditions are disclosed in the notes.

State funds

The funds received from the Department of Education and Training in respect of the delivery of services forming part of the

Delivery Performance Agreement are included in State funds, disclosed under 'Income from State Government'. They are the result

of training successfully tendered for under competitive tendering arrangements. This revenue is recognised at nominal value in

the period in which the College meets the terms of the Agreement.

See note 21 'Income from State Government'.

Gains

Gains may be realised or unrealised and are usually recognised on a net basis. These include gains arising on the disposal of

non-current assets and some revaluations of non-current assets.

(f) Property, plant and equipment

Capitalisation/Expensing of assets

Items of property, plant and equipment costing $5,000 or more are recognised as assets and the cost of utilising assets is

expensed (depreciated) over their useful lives. Items of property, plant and equipment costing less than $5,000 are recognised as

an expense in the Income Statement (other than where they form part of a group of similar items which are significant in total).

Initial recognition and measurement

All items of property, plant and equipment and infrastructure are initially recognised at cost. For items of property, plant and

equipment and infrastructure acquired at no cost or for nominal cost, the cost is their fair value at the date of acquisition.

Subsequent measurement

After recognition as an asset, the revaluation model is used for the measurement of land and buildings and the cost model for all

other property, plant and equipment. Land and buildings are carried at fair value less accumulated depreciation on buildings and

accumulated impairment losses. All other items of property, plant and equipment are stated at historical cost less accumulated

depreciation and accumulated impairment losses.

Where market-based evidence is available, the fair value of land and buildings is determined on the basis of current market buying

values determined by reference to recent market transactions. When buildings are revalued by reference to recent market


of 79 V2.4

transactions, the accumulated depreciation is eliminated against the gross carrying amount of the asset and the net amount

restated to the revalued amount.

Where market-based evidence is not available, the fair value of land and buildings is determined on the basis of existing use. This

normally applies where buildings are specialised or where land use is restricted. Fair value for existing use assets is determined

by reference to the cost of replacing the remaining

future economic benefits embodied in the asset, i.e. the depreciated replacement cost. Where the fair value of buildings is

dependent on using the depreciated replacement cost, the gross carrying amount and the accumulated depreciation are restated

proportionately.

Independent valuations of land and buildings are provided annually by the Western Australian Land Information Authority

(Landgate) and recognised on 31 December, 2008, with sufficient regularity to ensure that the carrying amount does not differ

materially from the asset's fair value at the balance sheet date.

The most significant assumptions in estimating fair value are made in assessing whether to apply the existing use basis to assets

and in determining estimated useful life. Professional judgement by the valuer is required where the evidence does not provide a

clear distinction between market type assets and existing use assets. Refer to note 26 'Property, plant and equipment' for further

information on revaluations.

Depreciation

All non-current assets having a limited useful life are systematically depreciated over their estimated useful lives in a manner

which reflects the consumption of their future economic benefits.

Derecognition

Upon disposal or derecognition of an item of property, plant and equipment, any revaluation reserve relating to that asset is

retained in the asset revaluation reserve.

Asset Revaluation Reserve

The asset revaluation reserve is used to record increments and decrements on the revaluation of non-current assets as described

in note 26 "Property, plant and equipment"

Land is not depreciated. Depreciation on other assets is based on the straight line method over its useful life, using rates which

are reviewed annually.

Estimated useful lives for each class of depreciable asset are:

Buildings 40 to 70 years

Motor vehicles, caravans and trailers 4 to 15 years

Plant, furniture and general equipment 5 to 15 years

Computing, communications and software (a) 4 to10 years

(a) Software that is integral to the operation of related hardware.

(g) Impairment of assets

Property, plant and equipment, and intangible assets are tested for any indication of impairment at each balance sheet date. Where

there is an indication of impairment, the recoverable amount is estimated. Where the recoverable amount is less than the carrying

amount, the asset is considered impaired and is written down to the recoverable amount and an impairment loss is recognised.

As the College is a not-for-profit entity, unless an asset has been identified as a surplus asset, the recoverable amount is the

higher of an asset’s fair value less costs to sell and depreciated replacement cost.

The risk of impairment is generally limited to circumstances where an asset’s depreciation is materially understated, where the

replacement cost is falling or where there is a significant change in useful life.

Each relevant class of assets is reviewed annually to verify that the accumulated depreciation/amortisation reflects the level of

consumption or expiration of assets' future economic benefits and to evaluate any impairment risk from falling replacement costs

or a significant change in useful life.

Intangible assets not yet available for use are tested for impairment at each balance sheet date irrespective of whether there is

any indication of impairment.

The recoverable amount of assets identified as surplus assets is the higher of fair value less costs to sell and the present value of

future cash flows expected to be derived from the asset. Surplus assets carried at fair value have no risk of material impairment


V2.3 of 79

where fair value is determined by reference to market-based evidence. Where fair value is determined by reference to

depreciated replacement cost, surplus assets are at risk of impairment and the recoverable amount is measured.

See note 27 ‘Impairment of assets’ for the outcome of impairment reviews and testing. See note 2(m) 'Receivables' and note 24

'Receivables' for impairment of receivables.

(h) Leases

The College has entered into operating lease for printing and photcopying services and seven property leases through out Great

Southern region for the delivery of training. For the photocopying and printing services lease the payments are expensed on a rate

per copy and property leases are expensed on a straight line basis over the lease term as this represents the pattern of benefits

derived from the leased properties.

(i) Financial instruments

In addition to cash, the College has two categories of financial instruments:

Loan and receivables; and

Financial liabilities measured at amortised cost

these have been disaggregated into the following classes.

Financial assets

cash and cash equivalents (including restricted cash and cash equivalents)

receivables

term deposits

Financial liabilities

payables

Initial recognition and measurement of financial instruments is at fair value which normally equates to the transaction cost or face

value.

Subsequent measurement is at amortised cost using the effective interest method.

The fair value of short-term receivables and payables is the transaction cost or the face value because there is no interest rate

applicable and subsequent measurement is not required as the effect of discounting is not material.

(j) Cash and cash equivalents

For the purpose of the Cash Flow Statement, cash and cash equivalents include restricted cash and cash equivalents. These are

comprised of cash on hand and short-term deposits with original maturities of seven months or less that are readily convertible to

a known amount of cash and which are subject to insignificant risk of changes in value, and bank overdrafts.

(k) Accrued salaries

The accrued salaries suspense account (see note 22 'Restricted cash and cash equivalents' consists of amounts paid annually into

a suspense account over a period of ten financial years to largely meet the additional cash outlay in each eleventh year when 27

pay days occur instead of the normal 26.

No interest is received on this account.

Accrued salaries (see note 28 'Payables') represent the amount due to staff but unpaid at the end of the financial year, as the end of

the last pay period for that financial year does not coincide with the end of the financial year. Accrued salaries are settled within a

fortnight of the financial year end. The College considers the carrying amount of accrued salaries to be equivalent to its net fair

value.

(l) Inventories

Inventories are measured at the lower of cost and net realisable value. Costs are assigned by the method most appropriate to

each particular class of inventory, with the majority being valued on a first in first out basis.

Inventories not held for resale are valued at cost unless they are no longer required, in which case they are valued at net

realisable value.

See note 23 'Inventories'.

(m) Receivables

Receivables are recognised and carried at original invoice amount less an allowance for any uncollectible amounts (impairment).

The collectability of receivables is reviewed on an ongoing basis and any receivables identified as uncollectible are written off

against the allowance account. The provision for uncollectible amounts (doubtful debts) is raised when there is objective evidence


of 79 V2.4

that the College will not be able to collect the debts. The carrying amount is equivalent to fair value as it is due for settlement

within 30 days. See note 2(i) ‘Financial instruments’ and note 24 ‘Receivables’.

A provision for impairment of receivables can only be raised if there is objective evidence of impairment.

(n) Payables

Payables are recognised at the amounts payable when the College becomes obliged to make future payments as a result of a

purchase of assets or services. The carrying amount is equivalent to fair value, as they are generally settled within 30 days. See

note 2(i) ‘Financial instruments’ and note 28 'Payables'.

(o) Provisions

Provisions are liabilities of uncertain timing and/or amount and are recognised where there is a present legal, equitable or

constructive obligation as a result of a past event and when the outflow of resources embodying economic benefits is probable and

a reliable estimate can be made of the amount of the obligation. Provisions are reviewed at each balance sheet date. See note 29

‘Provisions’.

(i) Provisions - employee benefits

Annual leave and long service leave

The liability for annual and long service leave expected to be settled within twelve months after the balance sheet date is

recognised and measured at the undiscounted amounts expected to be paid when the liabilities are settled. Annual and long

service leave expected to be settled more than twelve months after the balance sheet date is measured at the present value of

amounts expected to be paid when the liabilities are settled. Leave liabilities are in respect of services provided by employees up

to the balance sheet date.

When assessing expected future payments consideration is given to expected future wage and salary levels including non-salary

components such as employer superannuation contributions. In addition, the long service leave liability also considers the

experience of employee departures and periods of service.

The expected future payments are discounted using market yields at the balance sheet date on national government bonds with

terms to maturity that match, as closely as possible, the estimated future cash outflows.

A liability for long service leave is recognised after an employee has completed four years of service. An actuarial assessment of

long service leave undertaken by Price Waterhouse Actuaries at 2008 determined that the liability measured using the short hand

method was not materially different from the liability measured using the present value of expected future payments. The

shorthand method is compliant with AASB 119 'Employee Benefits'.

All annual leave and unconditional long service leave provisions are classified as current liabilities as the College does not have

an unconditional right to defer settlement of the liability for at least twelve months after the balance sheet date.

Superannuation

Employees may contribute to the Pension Scheme, a defined benefit pension scheme now closed to new members or the Gold State

Superannuation (GSS) Scheme, a defined benefit lump sum scheme also closed to new members. Both schemes are administered

by the Government Employees Superannuation Scheme (GESB).

The College has no liabilities for superannuation charges under those schemes, as the liabilities for the unfunded Pension Scheme

and the unfunded GSS Scheme transfer benefits due to members who transferred from the Pension Scheme, are assumed by the

Treasurer. All other GSS Scheme obligations are funded by concurrent contributions made by the College to the GESB. The

concurrently funded part of the GSS Scheme is a defined contribution scheme as these contributions extinguish all liabilities in

respect of the concurrently funded GSS Scheme obligations.

Employees commencing employment prior to 16 April 2007 who were not members of either the Pension or the GSS Schemes

became non-contributory members of the West State Superannuation (WSS) Scheme. Employees commencing employment on or

after 16 April 2007 became members of the GESB Super (GESBS) Scheme. Both of these schemes are accumulation schemes. The

College makes concurrent contributions to GESB on behalf of employees in compliance with the Commonwealth Government’s

Superannuation Guarantee (Administration) Act 1992. These contributions extinguish the liability for superannuation charges in

respect of the WSS and GESBS Schemes.

The GESB makes all benefit payments in respect of the Pension Scheme and the GSS Scheme transfer benefits and is recouped by

the Treasurer for the employer's share. See also note 2(p) 'Superannuation expense'.

(ii) Provisions - other

Employment on-costs

Employment on-costs, including workers’ compensation insurance, are not employee benefits and are recognised separately as

expenses and liabilities when the employment, to which they relate, has occurred. Employment on-costs are included as part of


V2.3 of 79

'Other expenses' and are not included as part of the College's 'Employee benefits expense’. The related liability is included in

'Employment on-costs provision'. (See note 12 'Other expenses' and note 29 'Provisions'.)

(p) Superannuation expense

The following elements are included in calculating the superannuation expense in the Income Statement:

(i) Defined benefit plans

Change in the unfunded employer’s liability (i.e. current service cost and actuarial gains and losses) assumed by the Treasurer in

respect of current employees who are members of the Pension Scheme and current employees who accrued a benefit on transfer

from that Scheme to the GSS Scheme; and

(ii) Defined contribution plans

Employer contributions paid to the GSS (concurrent contributions), the West State Superanuation Scheme (WSS), and the GESB

Super Scheme (GESBS).

Defined benefit plans - For 2007 - the movements (i. e. current service cost and actuarial gains and losses) in the liabilities in

respect of the Pension Scheme and the GSS Scheme transfer benefits are recognised as expenses directly in the Income Statement.

As these liabilities are assumed by the Treasurer (refer note 2(o)(i)), a revenue titled ‘Liabilities assumed by the Treasurer’

equivalent to the expense is recognised under ''Income from State Government' in the Income Statement (see note 21 'Income from

State Government'). Commencing in 2008, the reporting of annual movements in these notional liabilities has been discontinued

and is no longer recognised in the Income Statement.

The superannuation expense does not include payment of pensions to retirees, as this does not constitute part of the cost of

services provided by the College in the current year.

The GSS Scheme is a defined benefit scheme for the purposes of employees and whole-of-government reporting. However, apart

from the transfer benefit, it is a defined contribution plan for agency purposes because the concurrent contributions (defined

contributions) made by the College to GESB extinguish all of the College's obligations to the related superannuation liability.

(q) Resources received free of charge or for nominal cost

Resources received free of charge or for nominal cost that can be reliably measured are recognised as income and as assets or

expenses, as appropriate, at fair value.

(r) Comparative figures

Comparative figures are, where appropriate, reclassified to be comparable with the figures presented in the current financial year.

3 Other policies not included in this Model

No other polices have been included in these Statutory Accounts.

4 Judgements made by management in applying accounting policies

No significant judgements have been made that would materially alter the current financial results of the College.

5 Key sources of estimation uncertainty

The key estimates and assumptions made concerning the future, and other key sources of estimation uncertainty as at the balance

sheet date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the

next financial year include:

Student receivables under 60 days due are considered collectable and a provision is made for the full value for those receivables

which are doubtful.

General receivables from other government agencies are considered risk free, no provision, and all others are by individual

assessment with a provision to the full value if required.

Inventory stocks ( bookshop and canteen) are ordered on a just in time basis to match current year requirements. Obsolescence

is considered less than 5% of annual trading purchases and therefore no provision is made.

The college has a policy of valuing land and buildings annually. The revaluations of the college's land and buildings is undertaken

by Western Australian Land Information Authority (Landgate). Every year estimates of useful life of plant and equipment are

provided to give guidance on depreciaton rates used in intervening years.

No provision has been made for sick leave as the college's annual costs do not exceed the annual value of entitlements.

Included in 'Current - other liabilities' is an Education Training Shared Services Centre (ETSSC) service charge for 2008.


of 79 V2.4

6 Disclosure of changes in accounting policy and estimates

Initial application of an Australian Accounting Standard

The College has not applied any new Australian Accounting Standards and Australian Accounting Interpretations effective for

annual reporting periods beginning on or after 1 January 2008 as they have no financial impact on the college.

Voluntary changes in accounting policy

There were no changes in accounting policy.

Future impact of Australian Accounting Standards not yet operative

The College cannot early adopt an Australian Accounting Standard or Australian Accounting Interpretation unless specifically

permitted by TI 1101 'Application of Australian Accounting Standards and Other Pronoucements'. Consequently, the College has not

applied early the following Australian Accounting Standards and Australian Accounting Interpretations that have been issued and

which may impact the college but are not yet effective. Where applicable, the college plans to apply these Standards and

Interpretations from their application date:

1. AASB 101 'Presentation of Financial Statements'. This Standard has been revised and will change the structure of the financial

statements. These changes will require that owner changes in equity are presented separately from non-owner changes in equity.

The College does not expect any financial impact when the Standard is first applied. The Standard is required to be applied to

annual reporting periods beginning on or after 1 January 2009.

2. Review of AAS 27 ‘Financial Reporting by Local Governments’, 29 ‘Financial Reporting by Government Departments’ and 31

’Financial Reporting by Governments’. The AASB has made the following pronouncements from its short term review of AAS 27,

AAS 29 and AAS 31:

AASB 1004 ‘Contributions’ (December 2007). Required to be applied to annual reporting periods beginning on or after 1 July 2008.

AASB 1050 ‘Administered Items’ (December 2007). Required to be applied to annual reporting periods beginning on or after 1 July

2008.

AASB 1051 ’Land Under Roads’ (December 2007). Required to be applied to annual reporting periods beginning on or after 1 July

2008.

AASB 1052 ‘Disaggregated Disclosures’ (December 2007). Required to be applied to annual reporting periods beginning on or after

1 July 2008.

AASB 2007-9 ‘Amendments to Australian Accounting Standards arising from the review of AASs 27, 29 and 31 [AASB 3, AASB 5,

AASB 8, AASB 101, AASB 114, AASB 116, AASB 127 & AASB 137] (December 2007). Required to be applied to annual reporting

periods beginning on or after 1 July 2008.

Interpretation 1038 ‘Contributions by Owners Made to Wholly-Owned Public Sector Entities (revised) (December 2007).Required to

be applied to annual reporting periods beginning on or after 1 July 2008.

The existing requirements in AAS 27, AAS 29 and AAS 31 have been transferred to the above new and existing topic-based

standards and interpretations.

These requirements remain substantively unchanged. AASB 1050, AASB 1051, and AASB 1052 do not apply to Statutory

Authorities. The other Standards and Interpretations make some modifications to disclosures and provide additional guidance (for

example, Australian Guidance to AASB 116 ‘Property,

Plant and Equipment’ in relation to heritage and cultural assets has been introduced), otherwise, there will be no financial impact.

Changes in accounting estimates

There have been no changes in accounting estimates.

2008 2007

$ $

7 Employee benefits expense Wages and salaries (a) 11,181,604 10,380,930 Superannuation - defined contribution plans (b) 882,637 819,750 Superannuation - defined benefit plans (c)(d) 115,063 126,610 Long service leave (e) 87,245 183,744 Annual leave (e) 62,498 - Other 106,680 100,128 12,435,727 11,611,162 (a) Includes the value of the fringe benefit to the employee plus the fringe benefit tax component.


V2.3 of 79

2008 2007

$ $

(b) Defined contribution plans include West State, and Gold State and GESB Super Scheme

(contributions paid).

(c) Defined benefit plans include the Pension and the Gold State Scheme (pre-transfer benefit). (d) An equivalent notional income is also recognised (see note 21 'Income from State Government').

Commencing in 2008, the reporting of notional superannuation expense and equivalent notional income has been discontinued.

(e) Includes a superannuation contribution component. Employment on-costs such as workers' compensation insurance are included at note 12 'Other

expenses'. The employment on-costs liability is included at note 29 'Provisions'.

8 Supplies and services

Consumables and minor equipment 738,640 649,686 Communication expenses 109,999 118,308 Utilities expenses 260,223 245,048 Consultancies and contracted services 2,129,582 1,894,746 Minor works 1,035,081 465,331 Repairs and maintenance 39,688 47,487 Operating lease and hire charges 155,345 105,452 Travel and passenger transport 334,792 355,554 Advertising and public relations 140,516 174,741 Supplies and services - other 95,395 78,108 5,039,261 4,134,461 9 Depreciation and amortisation expense

Depreciation Buildings 521,173 468,288 Motor vehicles, caravans and trailers 75,295 78,183 Plant, furniture and general equipment 103,609 72,247 Computers and communication network 80,619 104,887 Total depreciation 780,696 723,605 10 Grants and subsidies Adult and community education organisations Payments to non-TAFE providers for VET service delivery (3,700) 62,196 Other 44,727 31,053 41,027 93,249

11 Capital user charge Capital user charge expense - 777,878 The charge was a levy applied by Government for the use of its capital. The final charge was levied

in 2006-07

12 Other expenses -

Building maintenance 188,467 142,984 Doubtful debts expense (5,713) (2,100) Employment on-costs (a) 689,111 572,247 Donations 3,103 300 Student prizes and awards 17,331 18,202 Losses and write-offs 6,166 21,446 898,465 753,079 (a) Includes workers' compensation insurance and other employment on-costs. The on-costs liability

associated with the recognition of annual and long service leave liability is included at note 29

'Provisions'. Superannuation contributions accrued as part of the provision for leave are employee benefits and are not included in employment on-costs.

13 Fee for service Fee for service - general 767,605 633,316 Fee for service - Department of Education and Training 206,694 292,516 Fee for service - Government (other than Department of Education and Training) 3,145 70,385 International division fees 55,850 5,590 Fee for service - other - 14,356 1,033,294 1,016,163


of 79 V2.4

2008 2007

$ $

14 Student fees and charges Tuition fees 759,809 715,532 Enrolment fees 17,637 115,749 Resource fees 313,538 364,945 Other college fees 195,907 193,432 1,286,891 1,389,658 15 Ancillary revenue

Live works (not a trading activity) 85,524 74,961 Contracting and consulting 130,540 48,630 Other ancillary revenue 17,501 24,549 233,565 148,140 16 Trading profit/(loss) (a) Bookshop: Sales 180,278 126,589 Cost of sales: Opening inventory (40,088) (46,382) Purchases (215,634) (149,278) (255,722) (195,660) Closing inventory (44,122) (40,088) Cost of goods sold (211,600) (155,572) Trading profit/(loss) - Bookshop (31,322) (28,983) (b) Cafeteria (non-training related) Sales 347,733 310,397 Cost of sales: Opening inventory (5,921) (5,034) Purchases (194,415) (170,953) (200,336) (175,987) Closing inventory (6,304) (5,921) Cost of goods sold (194,032) (170,066) Trading profit/(loss) - Cafeteria 153,701 140,331 (c) Other trading Sales 23,211 13,483 Trading profit/(loss) - Other trading 23,211 13,483 145,590 124,831 See note 2(l) 'Inventories' and note 23 'Inventories'. 17 Commonwealth grants and contributions Commonwealth specific purpose grants and contributions(a) 262,908 167,650 262,908 167,650 (a) Commonwealth recurrent grants Commonwealth specific purpose grant (ANTA) Commonwealth specific purpose grant ( non ANTA) 18 Interest revenue Interest revenue (a) 389,031 244,529 (a) Sources Cash at Bank Term Deposits 19 Other revenue Rental and facilities fees 29,216 24,999 Other direct grants and subsidy revenue 28,926 79,578 Sponsorship and donations revenue 26,763 16,170 Miscellaneous revenue 75,871 66,147


V2.3 of 79

2008 2007

$ $

160,776 186,894 20 Net gain/(loss) on disposal of non-current assets

Costs of disposal of non-current assets Land - - Buildings - (158,245) Motor vehicles, caravans and trailers (153,682) (99,132) Plant, furniture and general equipment - - Computers and communication network - (941) Total cost of disposal of non-current assets (153,682) (258,318) Proceeds from disposal of non-current assets Land - - Buildings - 5,450 Motor vehicles, caravans and trailers 119,233 80,455 Plant, furniture and general equipment - 300 Computers and communication network 110 - Total proceeds from disposal of non-current assets 119,343 86,205 Net gain/(loss) (34,339) (172,113) 21 Income from State Government - - State funds (received from Department of Education and Training): - Delivery and Performance Agreement (DPA) 12,201,513 11,707,866 Superannuation 997,700 936,706 Other recurrent funds 1,981,279 1,447,973 Capital user charge funding - 777,878 Total State funds 15,180,492 14,870,423 The following liabilities have been assumed by the Treasurer during the financial year: Superannuation (a) - 9,654 Total liabilities assumed by the Treasurer - 9,654 Resources received free of charge determined on the basis of the following estimates provided by

agencies (b):

Department of Education and Training - Corporate systems support 643,706 604,462 - Marketing and publications 49,121 8,255 - Human resources, and industrial relations support 30,307 95,094 - Other 82,264 3,337 Total resources received free of charge (b) 805,398 711,148 Total income from State Government 15,985,890 15,591,225 (a) The assumption of the superannuation liability by the Treasurer is notional income to match the

notional superannuation expense reported in respect of current employees who are members of the

Pension Scheme and current employees who have a transfer benefit entitlement under the GSS

Scheme. (The notional superannuation expense is disclosed at note 7 'Employee benefits expense'.) Commencing in 2008, the reporting of the notional superannuation expense and equivalent notional

income has been discontinued. Where the Treasurer or other entity has assumed a liability, the

Authority recognises revenues equivalent to the amount of the liability assumed and an expense relating to the nature of the event or events that initially gave rise to the liability.

(b) Where assets or services have been received free of charge or for nominal cost, the College

recognises revenues equivalent to the fair value of the assets and/or the fair value of those services

that can be reliably measured and which would have been purchased if they were not donated, and

those fair values shall be recognised as assets or expenses, as applicable. Where the contribution of assets or services are in the nature of contributions by owners, the College makes an adjustment

direct to equity.


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22 Restricted cash and cash equivalents Current

Specific capital equipment and minor works (a),(b), ( c),(d) 1,725,247 979,482 1,725,247 979,482 Non-current

27th Pay (e) 134,649 143,465 134,649 143,465 Total restricted cash and cash equivalents 1,859,896 1,122,947 (a) DET IESIP Funding - $70,000

(b) DET Nursing equipment funding - $48,247 (c ) DET Transforming Trades Equipment grant - $107,000

(d) DET Automotive workshop - $1,500,000

(e) Amount held for the purpose of meeting the 27th pay that occurs every 11 years in 2016 - $134,649 23 Inventories Inventories held for resale: Bookshop (at cost) 44,122 40,088 Cafeteria (at cost) 6,304 5,921 Total 50,426 46,009 See also note 2(l) 'Inventories' and note 16 'Trading profit/(loss)'. 24 Receivables Current Receivables - trade 157,550 169,258 Receivables - students 3,280 26,027 Accrued income 204,535 98,144 Allowance for impairment of receivables (2,887) (8,600) GST receivable 101,076 61,820 Total current 463,554 346,649 Reconciliation of changes in the allowance for impairment of receivables: Balance at start of year (8,600) (10,700) Doubtful debts expense recognised in the Income Statement 5,713 2,100 Balance at end of year (2,887) (8,600)

Credit Risk (a) The College trades only with recognised, creditworthy third parties. The College has policies in

place to ensure that sales of products and services are made to customers with an appropriate credit

history. In addition, receivable balances are monitored on an ongoing basis with the result that the

College's exposure to debt is minimal. There are no significant concentrations of credit risk.

(b) In respect of amounts receivable, the College holds no collateral as security or other credit

enhancements.

Ageing of receivables past due but not impaired based on the information provided to senior

management, as at the balance sheet date:

Not more than 3 months 106,435 100,643 More than 3 months but less than 6 months 3,879 32,410 More than 6 months but less than 1 year 2,323 9,281 112,637 142,334 Receivables individually determined as impaired as at the balance sheet date: Carrying amount, before deducting any impairment loss 160,831 195,285 Impairment loss (2,887) (8,600) 157,944 186,685 See also note 2(m) 'Receivables' and note 39 'Financial instruments'.


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25 Other assets Current Prepayments 48,038 27,570 Cash investments (a) 2,709,256 2,260,702 Total current 2,757,294 2,288,272 (a) short term deposits 30 to 217 days

26 Property, plant and equipment

Land At fair value (a) 3,455,000 3,531,111 Accumulated impairment losses - - 3,455,000 3,531,111 Buildings At fair value (a) 22,219,726 20,846,940 Accumulated depreciation - (71,877) 22,219,726 20,775,063 Buildings under construction Construction costs 181,200 - 181,200 - Motor vehicles, caravans and trailers

At cost 693,674 819,515 Accumulated depreciation (265,235) (334,258) 428,439 485,257 Plant, furniture and general equipment

At cost 1,098,909 832,597 Accumulated depreciation (599,438) (495,830) 499,471 336,767 Computer equipment, communication network

At cost 785,255 841,450 Accumulated depreciation (571,999) (547,207) 213,256 294,243 26,997,092 25,422,441 (a) Freehold land and buildings were revalued as at 31 December, 2008, by the Western Australian

Land Information Authority (Landgate). The valuations were performed during the year ended 31 December, 2008 and recognised at 31 December, 2008.. The fair value of all land and buildings was

determined by reference to market values. See note 2(f) 'Property, plant and equipment'.


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Reconciliations of the carrying amounts of property, plant and equipment at the beginning and end of

the reporting period are set out below.

2008 Land Buildings Buildings

under construction

Motor

vehicles, caravans

and trailers

Plant,

furniture and general

equipment

Computer

equipment, communicati

on network

Total

Carrying amount at start of

year

3,531,111 20,775,063 - 485,257 336,767 294,243 25,422,441

Additions - 118,625 - 172,158 266,313 - 557,096 Transfers - - 181,200 - - - 181,200 Disposals - - - (153,681) - (368) (154,049) Revaluation increments (76,111) 1,847,211 - - - - 1,771,100 Depreciation expense - (521,173) - (75,295) (103,609) (80,619) (780,696) Carrying amount at end of year

3,455,000 22,219,726 181,200 428,439 499,471 213,256 26,997,092

2007 Land Buildings Buildings

under

construction

Motor

vehicles,

caravans and trailers

Plant,

furniture and

general equipment

Computer

equipment,

communication network

Total

Carrying amount at start of

year

3,321,111 17,520,046 1,620,181 532,370 395,009 144,140 23,532,857

Additions - 2,283,284 - 130,203 14,005 255,931 2,683,423 Transfers - - (1,620,181) - - - (1,620,181) Disposals - (158,245) - (99,133) - (941) (258,319) Revaluation increments 210,000 1,598,266 - - - - 1,808,266 Depreciation expense - (468,288) - (78,183) (72,247) (104,887) (723,605) Carrying amount at end of year

3,531,111 20,775,063 - 485,257 336,767 294,243 25,422,441

(a) Recognised in the Income Statement. Where an asset measured at cost is written down to

recoverable amount, an impairment loss is recognised in the Income Statement. Where an asset measured at fair value is written down to recoverable amount, the loss is accounted for as a

revaluation decrement.

27 Impairment of assets There were no indications of impairment of property plant, equipment and intangibles as at 31

December 2008.

The College held no goodwill or intangible assets with indefinite useful lifes during the reporting

period and at balance sheet date there were no intangible assets not yet available for use.

All surplus assets as at 31 December 2008 have either been classified as assets held for sale or

written off.

28 Payables

Current

Trade payables 4,302 3,731

GST payable 54,592 44,067 Accrued expenses 225,767 180,414 Accrued salaries and related costs 168,378 71,733 Total current 453,039 299,945 See also note 2(n) 'Payables' and note 39 'Financial Instruments'.


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29 Provisions

Current

Employee benefits provision

Annual leave (a) 517,904 455,406 Long service leave (b) 688,272 655,363 Superannuation Salary deferment 1,206,176 1,110,769 Other provisions Employment on-costs (c) 122,902 105,009 Other (provide details) 122,902 105,009 Total current 1,329,078 1,215,778 Non-current

Employee benefits provision

Annual leave Long service leave (b) 543,516 494,713 Superannuation - - Salary deferment 2,781 - 546,297 494,713 Other provisions Employment on-costs (c) 32,650 29,274 Other (provide details) 32,650 29,274 Total non-current 578,947 523,987 (a) Annual leave liabilities have been classified as current as there is no unconditional right to defer

settlement for at least 12 months after balance sheet date. Assessments indicate that actual

settlement of the liabilities will occur as follow:

Within 12 months of balance sheet date 517,904 455,406 517,904 455,406 (b) Long service leave liabilities have been classified as current where there is no unconditional right

to defer settlement for at least 12 months after balance sheet date. Assessments indicate that actual

settlement of the liabilities will occur as follows:

Within 12 months of balance sheet date 688,272 655,363 More than 12 months of balance sheet date 543,516 494,713 1,231,788 1,150,076 (c) The settlement of annual and long service leave liabilities gives rise to the payment of employment

on-costs including workers' compensation insurance. The provision is the present value of expected

future payments. The associated expense, apart from the unwinding of the discount (finance cost), is

disclosed in note 12 'Other expenses'.

Movements in other provisions Movements in each class of provisions during the financial year, other than employee benefits, are

set out below.

Employment on-cost provision Carrying amount at start of year 134,283 164,242 Additional provisions recognised 21,269 (29,959) Carrying amount at end of year 155,552 134,283

30 Other liabilities Current Income received in advance (a) 40,443 32,134 Grants and advances (provide details) 66,000 - Money/deposits held in trust - Other - Total current liabilities 106,443 32,134


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(a) Income received in advance comprises: Department of Education and Training - curriculum grants 66,000 15,000 Department of Indigenous Affairs - 268 Other Government (Commonwealth/Local) - 1,309 Fee for service - 14,568 Student fees and charges 40,443 - Other - 989 106,443 32,134

31 Amounts due to the Treasurer Current Amount due to the Treasurer - 9,654 - 9,654 See also note 39 'Financial Instruments'

32 Equity Equity represents the residual interest in the net assets of the College. The Government holds the

equity interest in the net assets of the College. The Government holds the equity interest in the College

on behalf of the community. The asset revaluation reserve represents that portion of equity resulting

from the revaluation of non-current assets.

Contributed equity Balance at start of year 2,415,898 2,264,968 - - Contributions by owners - - Capital contribution (a) 93,509 150,930 Total contributions by owners 2,509,407 2,415,898 Balance at end of year 2,509,407 2,415,898 (a) Capital Contributions (appropriations) and non-discretionary (non-reciprocal) transfers of net

assets from other State Government agencies have been designated as contributions by owners in

Treasurer's Instruction TI 955 Contribution by Owners Made to Wholly Owned Public Sector Entities' and are credited directly to equity.

Reserves Asset revaluation reserve Balance at start of year 10,014,626 8,206,360 Net revaluation increments/(decrements) - Land (76,111) 210,000 Buildings 1,847,211 1,598,266 Balance at end of year 11,785,726 10,014,626

Accumulated surplus/(deficit)

Balance at start of year 15,415,152 14,811,609 Result for the period 268,430 603,543

Balance at end of year 15,683,582 15,415,152

33 Notes to the Cash Flow Statement -

Reconciliation of cash

Cash at the end of the financial year, as shown in the Cash Flow Statement is reconciled to the related

items in the Balance Sheet as follows:

Cash on hand 7,340 7,190

Cash advances - - Cash at bank 310,620 684,012

Short term deposits (Provide details of terms and conditions) 2,709,256 2,260,702

3,027,216 2,951,904 Restricted cash and cash equivalents (refer to note 22 'Restricted cash and cash equivalents') 1,859,896 1,122,947

4,887,112 4,074,851

Reconciliation of net cost of services to net cash flows used in operating activities

Net Cost of Services (15,717,457) (14,987,684)


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Non-cash items: Depreciation and amortisation expense (note 9 ) 780,696 723,605

Doubtful debts expense (note 12) (5,713) 2,100

Superannuation expense (note 7) 997,700 946,360 Resources received free of charge (note 21) 805,398 711,148

Cost of disposals for non -current assets (Note 20) 153,682 258,318

Non - current assets - trade ins (19,545) (73,182) Losses and write-offs (excludes cash shortages / thefts of money) (6,009) (21,373)

Capital User Charge (note 11) - -

(Increase)/decrease in assets: - - Current receivables (a) 34,455 (14,635)

Current receivables other (106,391) -

Current inventories (4,417) 5,407 Prepayments (20,468) (12,041)

Other current assets - 55,072

Non-current receivables - - Non-current inventories - -

Non-current Assets (93,509) -

Increase/(decrease) in liabilities - - Current payables (a) 570 (8,060)

Capital User Charge - -

Income received in advance /grants and advances 74,309 30,272 Current provisions 113,300 64,517

Other current liabilities 141,999 (27,316)

Non-current Provisions 54,960 75,931 Other non-current liabilities - -

- -

Net GST receipts/(payments) (b) 46,484 17,753 Change in GST in receivables/payables (c) (75,128) 16,149

Net cash used in operating activities (12,845,084) (12,237,659)

(a) Note that the Australian Taxation Office (ATO) receivable/payable in respect of GST and the

receivable/payable

(b) This is the net GST paid/received, i.e. cash transactions (c) This reverses out the GST in receivables and payables

34 Resources provided free of charge

During the year the following resources were provided to other agencies free of charge for functions

outside the normal operations of the College:

Education and training services 723,134 707,811

General supplies and administration services 82,264 3,337

805,398 711,148

35 Commitments Capital expenditure commitments

Capital expenditure commitments, being contracted capital expenditure additional to the amounts

reported in the financial statements, are payable as follows:

Within 1 year 1,500,000 -

1,500,000 -

The capital commitments include amounts for: Buildings 1,500,000 -

Lease commitments

Commitments in relation to leases contracted for at the balance sheet date but not recognised in the

financial statements, are payable as follows:

Within 1 year 114,513 119,753

Later than 1 year and not later than 5 years 204,504 294,468

319,017 414,221


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Representing:

Cancellable operating leases 94,107 99,347 Non-cancellable operating leases 224,910 314,874

319,017 414,221

Non-cancellable operating lease commitments (a)

Within 1 year 89,964 89,964 Later than 1 year and not later than 5 years 134,946 224,910

224,910 314,874

Other expenditure commitments contracted for at the balance sheet date but not recognised as

liabilities are payable as follows: (b)

Within 1 year 153,600 -

- -

(a) The College has a significant non cancellable leasing arrangement with Best Office Systems for the

provision of multifunctional devices and a bulk printing and copying service for a term of three years

from 2006. The College has one, one year extension option exercisable at the absolute discretion of Great Southern TAFE.

(b) The College has contracted to purchase in 2009 computers as part of its ICT Security Framework

where all College computers are replaced over a four year cycle.

These commitments are all inclusive of GST.

36 Contingent liabilities and contingent assets Contingent liabilities In addition to the liabilities incorporated in the financial statements, there is the following Contingent

liabilities:

Contaminated sites

Under the Contaminated Sites Act 2003, the College is required to report known and suspected

contaminated sites to the Department of Environment and Conservation (DEC). In accordance with the Act, DEC classifies these sites on the basis of the risk to human health, the environment and

environmental values. Where sites are classified as contaminated - remediation required or possibly

contaminated - investigation required, the College may have a liability in respect of investigation or remediation expenses.

The College reported the Katanning TAFE campus site to the Department of Environment and Conservation (DEC) as a potentially contaminated site due to its previous land use. The site was

formerly used as a works depot and a service station. To date there has been no indication of soil or

groundwater contamination observed at the site. DEC are yet to inspect and report on the site, as such, the site is currently classified as 'report not substantiated'. Whilst the site has not been

inspected by DEC, it remains not practicable to estimate the potential financial effect or to identify the

uncertainties in relation to the amount or timing of any outflows.

Contingent assets

The College has no contingent assets.

37 Events occurring after the balance sheet date

No events occurred after balance sheet date.

38 Explanatory Statement

Significant variations between estimates and actual results for income and expense are shown below. Significant variations are considered to be those greater than 10% or $20,000


V2.3 of 79

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Significant variations between estimated and actual results for 08 2008 2008

Estimate Actual Variation Variation

Expenditure $ $ $ %

Employee expenses 11,405,769 12,435,727 (1,029,958) -9.03%

Supplies and services 4,470,000 5,039,261 (569,261) -12.74%

Depreciation 700,000 780,696 (80,696) -11.53% Grants and subsidies 60,000 41,027 18,973 31.62%

Loss on disposal of non- current assets 30,000 34,339 (4,339) -14.46%

Other Expenses 750,000 898,462 (148,462) -19.79% Cost of sales 380,000 405,632 (25,632) -6.75%

Income

Fee for service 1,300,000 1,033,294 266,706 20.52%

Student fees and charges 1,300,000 1,286,891 13,109 1.01% Sales 500,000 551,221 (51,221) -10.24%

Ancillary Trading 120,000 233,565 (113,565) -94.64%

Commonwealth grants and contributions 265,000 262,908 2,092 0.79% Interest 175,000 389,031 (214,031) -122.30%

Other revenue 115,000 160,776 (45,776) -39.81%

Income from State Government

State Funds 13,600,000 15,180,492 (1,580,492) -11.62%

Liabilities assumed by Treasurer 2,000 - 2,000 100.00% Resources received free of charge 625,000 805,398 (180,398) -28.86%

Expenditure Employee expenses

Increase in employee costs due to higher than budgeted salary increases for lecturing staff, college

achieving full profile, increase in superannuation and annual leave expense.

Supplies and Services

Increase in course consumable expenditure, contracted services for online training, external audit,

cleaning printing & photocopying contracted services

Depreciation

Increase in building depreciation due to an increase value of buildings, increase in plant &

equipment as result of increase in assets

Grants & Subsidies

Reduction in apprentice travel and accommodation as these subsidies are now paid direct from

Department of Education and Training

Loss on disposal of non - current assets

Variation due to reduction in asset sales

Other Expenses Increase due to higher payroll tax and workers compensation premium than estimated, and an

increase in building repairs and maintenance than estimated

Cost of sales Cost of bookshop stock higher than estimated and café purchases also increased dramatically

compared with previous year

Income Fee for Service

Slight increase in lifestyle and short courses, but overall reduction in competitive tenders from

Department of Education and Training

Student Fees and Charges

Less than expected student enrolment fees due to change in fee structure and less than estimated

student enrolment fees.

Sales

Higher than expected sales of bookshop and café products

Ancilliary Trading Higher than expected revenue from contracting and consultancy services

Interest

Increase over estimates due to increase in capital grants from Department of Education and Training

Other Revenue

Higher than estimated revenue from sponsorships and insurance recovery Income from State Government

State funds


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Higher than estimated delivery and performance revenue due to slight increase in profile, and an

increase in capital grants

Liabilities assumed by Treasurer

Treasury have advised that Colleges are not required to report on Liability assumed by Treasurer

Resources Received Free of Charge Higher than estimated cost of services from Department of Education and Training

Significant variations between actual results for 08 and 07 2008 2007 Variance Variation

$ $ $ %

Expenditure

Employee expenses 12,435,727 11,611,162 824,565 6.63%

Supplies and services 5,039,261 4,134,461 904,800 17.96%

Depreciation 780,696 723,605 57,091 7.31% Grants and subsidies 41,027 93,249 (52,222) -

127.29%

Cost of sales 405,632 325,638 79,994 19.72% Loss on disposal of assets 34,339 172,113

(137,774)

-

401.22%

Other expenses 898,462 753,079 145,383 16.18%

Income

Fee for service 1,033,294 1,016,163 17,131 1.66% Student fees and charges 1,286,891 1,389,658 (102,767) -7.99%

Ancilary trading 233,565 148,140 85,425 36.57%

Sales 551,221 450,469 100,752 18.28% Commonwealth grants and contributions 262,908 167,650 95,258 36.23%

Interest 389,031 244,529 144,502 37.14%

Other revenue 160,776 186,893 (26,117) -16.24%


State funds 15,180,492 14,870,423 310,069 2.04% Liabilities assumed by Treasurer - 9,654 (9,654)

Resources received free of charge 805,398 711,148 94,250 11.70%

Expenditure

Employee expenses Increase in employee costs due to higher than budgeted salary increases for lecturing staff,

increase in superannuation and annual leave expense with reduction in long service leave expense

Supplies and Services Increase in course consumables expenditure, slight reduction in postage and telephone, water and

gas expense, with increase in contracted services such as training delivery, online training

development, cleaning, printing and photocopying, and payments for shared services. Reduction in advertising with slight increase in software licence expense

Depreciation

Increase in building depreciation due to increase value of buildings, increase in plant & equipment as result of increase in assets

Grants and Subsidies

Reduction in non training service delivery payments, and subsidies for apprentices due to payment now being made by Department of Education and Training

Cost of sales

Increase of bookshop purchases and café purchases due to increase in prices of products. Loss on disposal of assets

Variation due to sale of old farm assest having impact in 2007 and 2008 sales returning to normal

annual program

Other Expenses

Reduction in write offs of bad debts and inventory, but incresae in payroll tax and risk cover

premiums and increase in building maintenance and repairs

Income

Fee for Service

Increase in lifesyle course fees, reduction in tender revnue and literacy funded program and increase in international student fee revenue

Student Fees and Charges

Slight increase in course fees with reduction in resource and enrolment fees Ancilliary Trading

Increase in college livework and consultancy revenue


V2.3 of 79

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Sales

Substantial increase in bookshop, café sales and sales of other miscellaneous college products Commonwealth Grants and Contributions

Increase in commonwealth recurrent and special purpose grants

Interest Increase due to increase in capital grants from Department of Education and Training

Other Revenue

Slight increase in rental and facilities fees, increase in sponsorship and donations and insurance recovery


State funds Increase in resource agreement revenue due to increase in delivery, increase in capital grants for

automotive workshop, reduction in capital user charge due to cessation of initiative

Liabilities assumed by Treasurer Colleges are not required to report on Treasurer's liability as advised by Treasury

Resources Received Free of Charge

Increased cost of services provided by Department of Education and Training in corporate systems support, marketing, and other with reduction in human resources support.

39 Financial instruments (a) Financial risk management objectives and policies

Financial instruments held by the College are cash and cash equivalents, restricted cash and cash

equivalents, receivables and payables. The College has limited exposure to financial risks. The College overall risk management program focus on managing the risk identified below:

Credit risk

The College trades only with recognised, creditworthy third parties. The College has policies in place to ensure that sales of products and services are made to customers with an appropriate

credit history. In addition, receivable balances are monitored on an ongoing basis with the result

that the College's exposure to debt is minimal. There are no significant concentrations of credit risk.

Liquidity risk

The College has appropriate procedures to manage cash flows including drawdowns of

appropriations by monitoring forecast cash flows to ensure that sufficient funds are available to meet its commitments.

Interest rate risk

The College's exposure to market risk for changes in interest rates relates primarily to the long-term debt obligations The College's borrowings are all obtained through the Western Australian

Treasury Corporation (WATC) and are at fixed rates with varying maturities. The risk is managed by

WATC through portfolio diversification and variation in maturity dates. Other than, as detailed in the Interest rate sensitivity analysis table at Note 39 (c ), the College is not exposed to interest rate risk

because apart from minor amounts of restricted cash, all other cash and cash equivalents and a

portion of restricted cash are non-interest bearing and it has no borrowings other than WATC borrowings and finance leases (fixed interest rate).

(b) Categories of financial instruments In addition to cash and bank overdraft, the carrying amounts of each of the following categories of

financial assets and financial liabilities at the balance sheet date are as follows:

2008 2007 $'000 $'000

Financial Assets

Cash and cash equivalent 2,838,707 2,951,904 Restricted cash and cash equivalent 2,048,405 1,122,947

Receivables 463,555 346,649

Financial Liabilities

Payables 453,039 299,945

(c) Financial instrument disclosures

Credit risk, liquidity risk and interest rate risk exposures

The following table details the College's maximum exposure to credit risk, and the exposure to liquidity risk and interest rate risk as at the reporting date, based on information provided to senior

management of the College. The contractual maturity amounts in the table are representative of the

undiscounted amounts as at the balance sheet date. An adjustment for discounting has been made where material. The College does not hold any collateral as security or other credit enhancements

relating to the financial assets it holds. The College does not hold any financial assets that had to

have their terms renegotiated that would have otherwise resulted in them being past due or impaired.


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Contractual maturity

dates

Weighted

Average

Effective Interest

Rate

Variable

Interest

Rate

Within 1

year

1-2

Years

2-3

Year

s

3-

4

Years

4-5

Years

More

than 5

years

Non-

Interest

Bearing

Total

2008 % $ $ $ $ $ $ $ $ $

Financial

Assets

Cash and cash

equivalent

6.18% 317,960 - - - - - - 317,960

Cash and cash

equivalent

7.52% - 2,709,256 - - - - - - 2,709,256

Restricted cash and

cash

equivalent

7.52% - 1,859,896 - - - - - 1,859,896

Receivables - - - - - -

463,555

463,555

317,960 4,569,152 - - - - - 463,555 5,350,667

Financial

Liabilities

Payables - - - - - - 453,039 453,039

- - - - - - - 453,039 453,039

Contractual maturity

dates

Weighted

Average

Effective Interest

Rate

Variable

Interest

Rate

Within 1

year

1-2

Years

2-

3

Year

s

3-4

Year

s

4-5

Years

More

than 5

years

Non-

Interest

Bearing

Total

2007 % $ $ $ $ $ $ $ $

Financial

Assets

Cash and

cash equivalent

5.73% 691,202 - - - - - - 691,202

Cash and

cash equivalent

6.59% - 2,260,702 - - - - - - 2,260,702

Restricted

cash and cash

equivalent

6.59% - 1,122,947 - - - - - - 1,122,947

Receivables - - - - - - 346,649 346,649

691,202 3,383,649 - - - - - 346,649 4,421,500

Financial

Liabilities

Payables - - - - - - - 299,945 299,945

- - - - - - - 299,945 299,945

Interest rate sensitivity analysis

The following table represents a summary of the interest rate sensitivity of the College's financial

assets and liabilities at the balance sheet date on the surplus for the period and equity for a 1% change in interest rates. It is assumed that the change in interest rates is held constant throughout

the reporting period.


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2008 2007

$ $

- 1% change +1% change

Carrying amount Profit Equity Profit Equity 2008 $ $ $ $ $

Financial Assets Restricted cash and cash equivalent 4,887,112 (48,871) (48,871) 48,871 48,871

- 1% change +1% change Carrying amount Profit Equity Profit Equity

2007 $ $ $ $ $

Financial Assets

Restricted cash and cash equivalent 4,074,851 (40,749) (40,749) 40,748.51 40,748.51 Fair values

All financial assets and liabilities recognised in the balance sheet, whether they are carried at cost

or fair value, are recognised at amounts that represent a reasonable approximation of fair value unless otherwise stated in the applicable notes.

40 Remuneration of members of the College and Senior Officers

Remuneration of members of the College

The number of members of the College whose total of fees, salaries, superannuation, non-monetary benefits and other benefits for the financial year, fall within the following bands are:

$ $0 - $10,000 2 4

$160,001 -$170,000 - 1

$170,001 - $180,000 1 -

The total remuneration of the members of the College is: 176,010 165,028

Total remuneration includes the superannuation expense incurred by the College in respect of members of the College.

Remuneration of Senior Officers The number of senior officers other than senior officers reported as members of the College, whose

total of fees, salaries, superannuation, non-monetary benefits and other benefits for the financial

year, fall within the following bands are:

$

$60,001 - $70,000 - 2 $90,001 - $100,000 1 4

$100,001 - $110,000 4 1

$110,001 -$120,000 1 3 $120,001 -$130,000 3 -

The total remuneration of senior officers is: 990,684 965,675

The total remuneration includes the superannuation expense incurred by the College in respect of

senior officers other than senior officers reported as members of the College.

No senior officers are members of the Pension Scheme.

41 Remuneration of auditor

Remuneration payable to the Auditor General for the financial year is as follows:

Auditing the accounts, financial statements and performance indicators 43,000 49,800

The expense is included in note 12 'Other expenses'.

42 Related Bodies

The College has no related bodies.

43 Affiliated Bodies

The College has no affiliated bodies.


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2008 2007

$ $

44 Supplementary Financial Information

Write-Offs -

Public property 367 -

Bad debts 5,488 10,594 Inventory 153 10,630

Other (provide details)

6,008 21,224

Loses through theft, defaults and other causes

Losses of public and other moneys and public and other property through theft, default or otherwise 520 -

Recoupment of cash collections (264) -

256 -

6,264 21,224

45 Schedule of Income and Expenditure by Service

The college provides only one service (as defined by Treasurer's Instruction 1101 (9) and that is

Vocational Education and Training Delivery.


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Appendix 1 – S40 Submission 2009 2009 Great Southern TAFE

S40 SUBMISSION FOR THE YEAR ENDED 31 DECEMBER 2008 INCOME STATEMENT

$ Estimate

COST OF SERVICES Expenses Employee benefits expense 12,055,163

Supplies and services 4,471,892

Depreciation and amortisation expense 710,000 Grants and subsidies 60,000

Capital user charge 0

Loss on disposal of non-current assets 15,000 Other expenses 700,000

Cost of sales 450,000

Total Cost of Services 18,462,055

Income Revenue Fee for service 1,200,000 Student charges and fees 1,300,000

Sales 560,000

Ancillary trading 200,000 Commonwealth grants and contributions 160,000

Interest revenue 250,000

Other revenue 140,000

Total Revenue 3,810,000 Gains Gain on disposal of non-current assets 0

Gain on disposal of other assets 0 Other gains 0

Total Gains 0

Total income other than income from State Government 3,810,000

NET COST OF SERVICES -

14,652,055

INCOME FROM STATE GOVERNMENT State funds 14,180,000 Liabilities assumed by the Treasurer 2,000

Assets assumed/(transferred) 0

Resources received free of charge 625,000

Total income from State Government 14,807,000

SURPLUS (DEFICIT) FOR THE

PERIOD 154,945

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Other Financial Disclosures

Fees & Charges

The College’s fees and charges are set by the Department of Education and Training and indexed

to CPI each year.

Future Capital Projects

An Automotive Workshop re-development planned for 2009 and a refurbishment of the Denmark

Campus was completed in 2008.

Governance Disclosures Treasurers Instruction 903 Part 5 (vii)

Staff Employed by Great Southern TAFE (Includes Permanent, Contract and Casual Staff)

30/11/06 15/11/07 27/11/08 Fixed Pay 167 170 175 Casuals 104 130 99

(a) During 2008, work proceeded on formulation of our replacement Workforce Development Plan,

which required extensive review following the changing economic climate.

There were 40 recruitment transactions conducted during the year with no Public Sector

Standards breach claims being lodged.

A staff training calendar is compiled each year, reflecting the generic staff development needs

identified within the College. Individual Sections also have a staff development allocation within their

budgets to cater for more specific needs. During the year, engaging learning opportunities were

provided to benefit individual staff and assist in the achievement of the College’s strategic and

operational plans.

Innovative professional development opportunities extended to staff during the year included our

annual whole of College Professional Development Day, Indigenous Lecturing Cadetship program

and Certificate and Diploma level qualifications offered to administrative staff which is directly

related to the work they are involved with. Over the year, a total of $185,770 was spent on staff

development.

(b) There were no significant Industrial Relations issues during the year and no disputes which

required arbitration proceedings before Industrial Tribunals.

(c) There were 2 Workers Compensation claims made during the year. The administration of claims

and return to work programs are now the responsibility of our Shared Services Centre, who have

specific expertise in the field. The College appointed an OHS Co-ordinator in late 2008 to further

improve our OHS outcomes.

TI 903 Part 4 (x)

There were no disclosable interests that any senior officers within the Agency were required to

report during the year.

2008 Annual Report

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Other Legal Requirements

Advertising

Great Southern TAFE Marketing Expenditure 2008

Advertising Agencies Marketforce $7,278.72 Media Decisions $30,290.69 b) Market Research nil c) Polling Organisation nil e) Media Advertising Organisations The Weekender $1,623.27 Denmark Bulletin $569.91 Great Southern Herald $306.31 Orana Cinemas $2,763.65 Total $42,832.55

Disability Access and Inclusion Plan Outcomes

Great Southern TAFE continued implementation of its Disability Access and Inclusion Plan 2007 –

2011 and has instigated and promoted strategies to ensure the inclusion of people with disabilities in

all aspects of training delivered by the College. Planned outcomes for 2008 have all been achieved.

Great Southern TAFE continues to adapt its service delivery and provide individualised support to

students with disabilities undertaking a wide range of training courses at the College. In 2008

literacy and study skills software was installed across the College for use by all students.

The College provides for the specific training needs of people with disabilities by conducting a

number of classes that promote pathways to further education, training and employment including

Certificate II and III in Clothing Production and Gaining Access to Training and Employment.

In 2008 Great Southern TAFE conducted a Building Diversity Project, funded by the Department of

Education and Training, using innovative technology to increase independent learning and

successful participation for students in the Certificates II and III in Clothing Production.

Accessibility improvements have been progressively implemented across the College, including

installation of automatic doors at Denmark and Mt Barker campuses, accessible art facilities at Mt

Barker campus and a review of accessible parking facilities at Albany campus.

Great Southern TAFE provided information and training to staff to ensure quality service to all

clients, including people with disabilities. Information on meeting the needs of students with

disabilities is provided to staff at induction sessions and online. Workshops on supporting students

with a mental illness were provided for staff in 2008.

People with disabilities were encouraged to provide feedback on College accessibility and the

services and training it offers through customer feedback forms, liaison with community agencies

assisting people with disabilities into training and employment, and through the College’s complaints

and grievance procedures.

Equal Employment Opportunities Outcomes

The College has submitted its EEO Management Plan which meets the requirements of Section 145

(2) of the Act.

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The College continues to exceed most Public Sector targets in relation to specified diversity groups

and achieved a Composite Equity Index of 111.5 during 2008, ranking us the sixth highest agency in

the state.

Compliance with Public Sector Standards and Ethical Codes

During 2008, a comprehensive review of the College Code of Conduct took place and the College

was named in the State of the Service Report 2008, as being amongst the top six agencies in terms of

best practice in reporting and analysis of risk management in official conduct, human resource

management and public interest disclosures.

2008 Annual Report

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Recordkeeping Plan Sections 12 & 61 of the State Records Act 2000 require all government agencies to have a

Recordkeeping Plan (RKP) approved by the State Records Commission that describes how records

are created, maintained, managed and disposed of in accordance with the Commission’s

Standards and Principles.

The Education and Training sector submitted a single RKP to the State Records Commission on 4

March 2004. The purpose of the sector’s RKP is to set out the manner in which records are to be

created by the agencies and how those records are to be kept. In addition, a number of documents

were jointly devised by TAFEWA College Records Management Officers in 2006 and all have been

implemented by Great Southern TAFE. These documents include :

Records Management Policy

TAFEWA Retention and Disposal Schedule

Records Management Standard Operating Procedures Manual

TAFEWA Thesaurus

Key Performance Indicators

State Records Commission Standard 2 Recordkeeping Plans: Principle 6 – Compliance

Whether the efficiency and effectiveness of the agency’s recordkeeping systems has been evaluated or alternatively when such an evaluation is proposed.

Great Southern TAFE’s recordkeeping systems are evaluated annually. All files were reviewed in 2008 to ensure their titles match keywords from the TAFEWA Thesaurus. Considerable time has been spent ensuring appropriate retention and disposal timeframes are notated on every file as well as on our records database. We have been working with the Department of Education and Training and TAFEWA Records Managers Network in regards to moving from TRIM Captura to TRIM Context and will have this project finished in 2009.

The nature and extent of the recordkeeping training program conducted by or for the agency.

Regular records management awareness training is delivered to all staff who have responsibility of recordkeeping in their area. Group and individual training sessions are provided on demand. External and specialised training is provided to records management staff as required, generally by attending relevant training in Perth provided by one of the records management training companies. Updates and information on recordkeeping and records management are relayed to staff as necessary.

Whether the efficiency and effectiveness of the recordkeeping training program has been reviewed or alternatively when this is planned to be done.

Occasional reviews are conducted on recordkeeping awareness training, with a thorough review being done in 2008. As part of this review, we have obtained access to the Department of Education and Training’s online Records Awareness Training Course and will be rolling it out to staff progressively in 2009. Once all staff have completed this course, reports will be completed to demonstrate the understanding of recordkeeping at Great Southern TAFE.

Assurance that the agency’s induction program addresses employees’ roles and responsibilities in regard to their compliance with the agency’s recordkeeping plan.

Induction sessions for new staff are conducted biannually, early in semesters one and two. Additional sessions are held as required. All new staff receive in their induction kit a copy of the State Records Office 2006 publication “Recordkeeping in Western Australia: Who is Responsible”. A tour of the College (including the Records section) is given to all new staff. The Records Manager gives a brief presentation on records management, with topics covered including an overview of individual recordkeeping responsibilities, the legislative framework and procedural documentation.

In accordance with Standard 2, Principle 6 of the RKP, all agencies are to ensure that their

employees comply with the RKP. Great Southern TAFE has developed strategies to ensure its

employees are aware of their responsibilities.

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Government Policy Requirements

Corruption Prevention

Senior Officers of the College attended conflict of interest workshops during 2008 and the TAFE

Sector is preparing a comprehensive Accountability and Ethical Framework toolkit - an initiative to

be rolled out to staff during 2009.

Sustainability

Great Southern TAFE is committed to ensuring a better quality of life for everyone through the

integration of environmental protection, social advancement and economic prosperity. The College

also accepts that it has a responsibility to conduct all aspects of its business in an ethical and

sustainable manner.

The Sustainability Action Plan encourages and empowers our staff to support the sustainability of

our organisation which in turn contributes to the State’s goals and Code of Practice for government

agencies.

The Plan underpins College planning, decision making and reporting and is managed by a

Sustainability Action Group to ensure that the College community embraces the principles of

sustainability.

Firstly, Great Southern TAFE will continue to deliver the training that underpins community capacity

building that is inherent in sustainability. Secondly, Great Southern TAFE accepts that it has a

responsibility to conduct all aspects of its business in an ethical and sustainable manner.

The Sustainability Action Group met regularly throughout the year and outcomes included:

The formation of Water Efficiency Team (WET), responsible for a Water Audit of the College

with a number of initiatives underway including the proposed installation of waterless urinals

at the Albany Campus and the phasing out of single flush toilets.

Incorporation of sustainability statements in section business planning pro-formas.

Establishment of a computer recycling program and the recycling of College printer

cartridges continue.

A visit to a waste recycling facility to deepen understanding of sustainable action that may be

taken to further reduce waste on campus.

Attendance at a sustainable living conference from which a report was presented detailing

the range of environmentally friendly products appropriate to the workplace to be

considered when purchasing items.

Endorsement of policy that the College moves towards a fuel efficient vehicle fleet.

Paperless meetings for the Sustainability Action Group to test the viability of minimising paper

wastage through the use of electronic tools.

Ensuring Sustainability Action Plan and linked documents available on College Intranet and

circulating minutes and actions from each meeting to all staff.

2008 Annual Report

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Energy Smart Government Program

In accordance with the Energy Smart Government policy the Great Southern TAFE has continued

with a plan to manage energy in non-transport related energy use by with a 14.5% reduction

targeted on 2004/05 on the baseline data.

Energy Smart Government Program Baseline Data 2006/2007 Actuals

2007/08 Actuals

Variation %

Energy Consumption (GJ) 5,497 4,859 4,700 14.5% Energy Cost ($) $165,792 $172,983 $182,733 Greenhouse Gas Emissions (tonnes of CO2)

1,101 900 959

Performance indicators MJ/sqm MJ/FTE Etc.

465

2,610

319

1,821

321

1,466

During the year the following energy saving initiatives were undertaken:

All student computers turned off after 1 hour of not in use.

Staff awareness and education ongoing.

Continued with new energy saving stickers throughout College.

Regular whole of agency emails reiterating energy management initiatives.

Staff computers are automatically turned off at 9pm each evening.

Timers installed on large gas boilers that heat college buildings.

Annual report 2008098bc8eb84fb

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