Strategic Plan

S TRA TE GIC PLAN

Strategic Plan 2013-2015

Great Southern

Institute of Technology

Vision

To contribute to the sustainable

economic and social development of the region.

Mission

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

Core values

Respect

We treat our colleagues, students and clients with respect and sensitivity, recognising the importance of diversity.

We respect all individuals and value their contributions.

Integrity

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

Excellence

We strive to achieve best practice in all we do.

Enterprise

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

Risk tolerant

We encourage and reward

entrepreneurship and prudent risk taking.

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.

STRATEGIC PLAN

Priority One

Skilling 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 Two

Contemporary 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

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 region

Vision

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 • Our student satisfaction rate is more than 90 per cent

Ext er nal P olicy Dr iv ers

Core Values

Priority Three

Increase 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 Four

Support 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

Priority Five

Adapt 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 Six

Build 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

5 Anson Road PO Box 894, Albany Western Australia 6330

Phone: 08 9892 8888 Fax: 08 9892 8898

Albany Denmark Katanning Mount Barker FREECALL 1800 675 781

www.gsit.wa.edu.au

Your regional TAFE