ST

RA

TEG

IC P

LAN

Strategic Plan2013-2015

Your regional TAFE

Great SouthernInstitute of Technology

2

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

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

Core valuesRespect

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

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

ExcellenceWe strive to achieve best practice in all we do.

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

Risk tolerantWe encourage and reward entrepreneurship and prudent risk taking.

From the Managing Director

This strategic plan is the result of a thorough process of identifying the key economic, demographic and policy drivers that influence the delivery of Vocational Education and Training (VET) to our region.

The plan represents the development of measurable and integrated strategies to achieve our vision of the institute contributing to the sustainable economic and social development of the Great Southern region of Western Australia.

Our strategic plan 2013-2015 references national VET policy drivers and focuses on the six priorities established through the Western Australian Government’s Training WA goals. Our performance against the 45 strategies directed towards meeting these priorities will be continually evaluated and refined.

Great Southern Institute of Technology is very well positioned for an exciting future and this plan will provide our institute with the focus it needs to achieve this future.

Lidia Rozlapa

STRATEGIC PLAN

4 5

Priority OneSkilling our region

Strategies

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

• Increase enrolments in higher-level qualifications by developing and promoting articulation pathways.

• Collaborate in the gathering, analysing and sharing of information needed for effective workforce development.

• Deliver Recognition of Prior Learning (RPL) services to enhance productivity in the workplace.

• Strengthen institute-university articulation by establishing memorandums of agreement.

• Support regional business to manage work place training by delivering the qualification in Training and Assessment (TAE).

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

Priority TwoContemporary Apprenticeship and Traineeship system

Strategies

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

• Support school trade training centres and encourage student progression into pre-apprenticeships.

• Invest in high-quality workshops, equipment and resources to meet industry standards.

• Improve student transition from pre-apprenticeship programs into apprenticeships.

• Promote the success stories of the institute’s apprentices and trainees.

• Promote careers in trades to school students.

PRIORITIES

6 7

Student entitlement

Strengthened competition

Qualification completions

Improved links to jobs

Engagement with industry

Pathways to higher

education

Outcomes for disadvantaged

learners

Respect Integrity Excellence Enterprise Risk Tolerant

Institute Strategic Priorities

Vision and Mission

Skilling our regionVision

Mission

Contemporary apprenticeship and traineeship system

Increase participation

Support our region

Adapt to a more complex training market

Build our capacities

Contribute to the sustainable

economic and social

development of the region

Provide our students with

the skills to fulfil their potential and build our region’s

prosperity

Fast Facts• Nearly 6000 students study with us each

year

• Over the past four years our delivery has increased by 32 per cent

• 35 per cent of our students are under 25

• Our student satisfaction rate is more than 90 per cent

• We deliver training across 27 industry areas

• Capital works to the value of $11 million will be undertaken in 2013-2014

• With more than 200 full-time equivalent staff, we are one of the region’s biggest employers

Ext

ern

al P

olic

y D

rive

rs

Core Values

8 9

Priority ThreeIncrease participation

Strategies

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

• Develop pathways from school into higher-level allied health qualifications.

• Develop bridging and pathway programs to support people with disability.

• Provide students with individualised career and personal counselling services to support graduate outcomes.

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

• Deliver mentoring programs for Aboriginal students.

Priority FourSupport our region

Strategies

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

• Promote the ‘buy regional’ purchasing policy.

• Customise training to meet the needs of regional industry.

• Support the ‘Super Town’ project at Katanning.

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

• Support the regional service sector by delivering higher-level qualifications in health and community services.

• Support training delivery in the region’s school trade training centres.

PRIORITIES

10 11

Priority FiveAdapt to a more complex training market

Strategies

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

• Promote the institute’s competitive advantage as a high-quality and responsive regional VET provider.

• Strengthen professional development and return-to-industry programs to maintain vocational currency of staff and to engage with industry networks.

• Promote and strengthen school-VET-tertiary links and market as an integrated pathway.

• Work with Education and Training International (ETI) to support international opportunities and partnerships.

• Provide transparency of fees and charges by publishing information on the institute website.

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

Priority SixBuild our capabilities

Strategies

• Implement the ‘nine pillars of governance’.

• Progress the institute’s strategic infrastructure master plan.

• Manage construction of the health and community science redevelopment, and a replacement Mount Barker campus.

• Engage industry in training development through industry reference groups.

• Implement our Sustainability Plan to minimise waste, and manage energy and water usage.

• Increase levels of cross-cultural awareness in our staff.

• Recognise and reward staff for good practice.

• Establish and document best practice HR activity through our ‘People Plan’.

PRIORITIES

RMA 1134

5 Anson RoadPO Box 894, Albany

Western Australia 6330Phone: 08 9892 8888

Fax: 08 9892 8898

Albany Denmark Katanning Mount Barker

FREECALL 1800 675 781www.gsit.wa.edu.au

Your regional TAFE